I am Döner is aiming to reach a global estate of 50 sites in the next two years, with the kebab concept soon to make its London debut, founder Paul Baron tells MCA.
The ‘better kebab’ brand, backed by Think Hospitality, currently operates three stores in the Leeds, Harrogate, Headingley, and Bootle, along with a store in Dubai.
It recently signed its first forecourt franchise deal to open in Datchet, Windsor, this summer, which will be followed by a flagship store in central London this August.
“For me, I am Döner has to work in a petrol station in Bootle, on a small town or village high street, or on the outskirts of the Highlands,” Baron says. “It’s not about having one massive turnover store – we’re trying to make it work in every location, perhaps similar to a Subway model.
“We’re lucky to have a successful brand that’s very popular wherever it goes…I would like to see us at 50 stores in the next two years.”
The London site will see a major investment with a dining area, alcoholic drinks, and new menu items including milkshakes.
“We’re not gelled to one concept,” Baron adds. “We’re open to working with franchisees and doing what fits the environment around them.”
Expansion will be therefore be targeted to a multitude of formats rather than exclusively high street stores, and will also focus on increasing its global footprint.
A major international franchise deal is soon to be announced, with airports and universities also a target for growth.
“Dubai still has rapid growth plans…the Optimum Group in Liverpool has aspirations to open another two in the next 12 months. Our forecourt franchise partner is also keen to grow with us.
“There’s a lot of interest. We’re aiming for medium to large franchisees.”
Moderate capex requirements and opportunities to open in non-traditional sites have helped the franchise programme gain traction.
According to Baron, average spend has risen directly as a result of price rises, but the business has seen little impact in terms of volumes.
“Nobody really batted an eyelid at the price rises…our return customers have been fantastic.”
The Leeds city centre site – chosen predominantly for its proximity to office workers – has seen a drop after the pandemic, whereas delivery sales have held up well in Harrogate and Headingley continues to see strong footfall.
“Harrogate used to be 50% collection and 50% delivery, now it’s 70% delivery,” Baron says. “Headingley still has fantastic footfall and a good delivery radius.”
Despite price rises of about 15%, the weight and content of the product has remained the same and offers competitive value per gram, according to him.
“Our food buying costs increased by about 21%. We’ve cleverly done the price rises – it’s not a stark percentage across the board. Some products were even reduced a bit.
“Our customers understand the value they’re getting.”
Menu development, such as the introduction of milkshakes, continues to be crucial to the brand moving forward, despite food and drink inflation.
“I am Döner was the first to bring gluten-free kebabs in the market,” Baron says. “We were the first kebab shop in the country to launch the camel kebab when we opened in Dubai.
“It’s important to do everything before and better than everybody else.”
