Chai Sutta Bar Expands Through Franchising to More Than 650 Outlets

Launched in Indore with around INR 300,000, Chai Sutta Bar has grown into a brand with more than 650 outlets across India and overseas. According to a Navbharat Times report dated 6 October 2026, the brand adopted a franchise model to expand its affordable tea offering. For those considering India’s franchise market, its journey offers an example of how a local business can develop into a large network.

From the first Indore outlet to a large network

According to the report, Anubhav Dubey and Anand Nayak were preparing for India’s civil service examinations. They decided to start their own business rather than continue preparing for employment. Rahul Patidar later joined them. In 2016, the three opened the first Chai Sutta Bar outlet in Indore with an initial investment of around INR 300,000.

That sum relates to the brand’s launch. It should not be taken as the cost of opening a new franchise outlet today. This distinction matters for prospective partners: the founders’ initial investment and the current investment required for a franchise refer to different circumstances. Plans for a new outlet should be based on current terms and costs.

The recent report puts the brand’s network at more than 650 outlets. This describes its existing reach, not a newly announced expansion target. The figure should therefore not be read as the number of planned openings or recently launched outlets.

An affordable offering backed by a franchise model

Chai Sutta Bar has focused on affordable pricing from the outset. The report quotes a cup of tea at around INR 15, with coffee starting at INR 20. Cold coffee and shakes are priced at INR 70 or more. These figures give an indication of the brand’s offering; customers should check the prices in force at their chosen outlet before ordering.

According to the report, the company adopted franchising to bring its low-priced offering to a wider market. It also mentions around 15 days of training for franchisees before they open an outlet. For prospective partners, this preparation period is a useful point to consider when assessing the business.

However, knowing the length of the training is not the same as understanding its full scope. Interested investors should ask which activities it covers, how many staff members will receive training and what support will be available after opening. Obtaining written answers can help make the decision clearer.

More than 650 outlets includes an overseas presence

It is important to consider the geographical scope of the outlet count. The report gives the figure of more than 650 in the context of the brand’s worldwide presence. It should not be interpreted as the number of outlets operating in India alone.

Outside India, the report mentions the brand’s entry into Canada, as well as outlets in Nepal and the United Arab Emirates. Its journey from Indore has therefore extended beyond the domestic market. However, this presence should not be taken to mean that every country or city will deliver the same business results.

The Navbharat Times report puts the brand’s earnings at around INR 1 billion. This figure should not be treated as an indication of an individual franchise outlet’s sales, net profit or return on investment. The brand’s overall financial position and a local partner’s potential earnings need to be assessed separately.

Practical lessons for prospective partners

Chai Sutta Bar’s journey highlights its local beginnings, affordable products and growing reach through franchising. Even so, a large network does not in itself guarantee the success of a new outlet. An investment decision should be based on a clear understanding of the proposed location and the terms of the agreement.

The practical lesson is not to estimate the investment required from the original INR 300,000 start-up figure or the global outlet count. Obtain a written breakdown of the current total investment, fees, rent, working capital, training and operational support. Then weigh local sales potential against ongoing costs before proceeding.