Minor Food Chief Warns of Rising Competition in Singapore

More Chinese restaurant chains are likely to enter Singapore, bringing efficient kitchens, competitive prices and strong concepts, according to Minor Food Group chief executive Dellen Soh. His assessment puts operational competitiveness firmly on the agenda for Singapore’s restaurant franchise community, as established operators face fresh pressure to update their offers.

Chinese chains raise the competitive stakes

In an interview reported by The Straits Times on 23 October 2026, Soh said Chinese restaurant chains were coming to Singapore to “sweep the market”. He expects further arrivals as the Singapore economy expands.

The competitive challenge spans several dining categories, from hotpot and grilled fish to coffee and tea. Soh pointed to the combination of efficient kitchens, competitive pricing and attractive concepts, rather than any single feature, as the strength of these incoming businesses.

That combination matters for established restaurants. An appealing concept may attract an initial visit, but the ability to deliver food efficiently at a competitive price creates a broader challenge for operators whose menus, staffing and prices have not kept pace.

Soh’s assessment is a forecast, not a count of confirmed future openings. Nevertheless, his warning is stark: he predicts that some longstanding hawker stalls and local brands will eventually disappear as competition intensifies.

Minor Food pairs openings with regular renewal

Soh also heads Minor Food Singapore, which operates about 120 restaurants across 24 brands, including Sanook Kitchen, Poulet and Mamma Mia.

The group opens 10 to 12 restaurants annually in Singapore and refreshes or renews another 15 to 20, he told The Straits Times. Those figures show that its work on existing restaurants is a substantial part of its local activity, alongside adding new locations.

For Singapore’s franchise community, the distinction is useful. Network growth is not solely a question of opening more outlets; an existing restaurant estate also requires attention as customers encounter new competitors and dining formats.

Minor Food’s reported approach provides a concrete example of expansion and renewal taking place together. The figures do not establish how individual brands or restaurants are performing, but they show the scale of the group’s ongoing opening and refresh programme.

The group is also testing food retail. This sits alongside its restaurant activity as it explores the next stage of its business, rather than relying exclusively on additional restaurant openings.

Franchise systems underpin a possible listing

Minor Food is evaluating a Singapore listing that could provide greater financial independence from its parent and a capital structure suited to its next phase of growth.

The possibility remains under consideration. The report does not describe a completed listing or an announced fundraising outcome, and it should not be treated as either.

Soh’s case for the business rests on capabilities developed over decades: restaurant operations, franchise systems and manufacturing. He believes those foundations put Minor Food in a position to stand on its own and attract international institutional investors.

For franchise businesses, that places the operating system behind the brands in focus. Soh’s assessment connects future growth ambitions with the infrastructure already built to support the restaurant business, not simply the number of names in its portfolio.

Menus, service and costs move into focus

The practical response identified in the report is direct: local food and beverage businesses need tighter menus, faster service and better cost control to adapt to the incoming competition.

For franchise operators, those are useful areas for a structured review. A menu review can examine complexity, while a service review can test whether kitchen processes support the customer experience. Cost scrutiny should sit alongside both, rather than being treated as a separate exercise.

These are operational considerations, not a guarantee that any particular restaurant will outperform its competitors. Soh’s warning is ultimately about the combined pressure of price, execution and concept quality.

Practical takeaway: Before committing to another outlet, review the existing operation’s menu, service speed and cost base. Minor Food’s opening and renewal programme offers a timely reminder to consider the competitiveness of current restaurants alongside expansion.