Old Chang Kee once went global & flopped. Now, it’s taking smarter steps.

It even had outlets in South Africa

In Singapore, few snack brands are as ubiquitous as Old Chang Kee. Chances are, you’ve grabbed a curry puff, sotong head, or fried chicken wing from them at some point.

After all, the brand operates more than 80 outlets across Singapore, and nearly 30 more overseas—a scale that cements its status as one of the country’s most recognisable homegrown F&B brands.

But what many might not know is that the company’s international ambitions haven’t always gone according to plan. After tasting failure in its earlier overseas push, it took years before Old Chang Kee decided to venture out again—this time, more careful and far more calculated.

So what went wrong the first time around? And what is it doing differently now to avoid repeating history?

An aggressive expansion push

Old Chang Kee initially began modestly in 1956, when Hainanese immigrant Chang Chuan Boon set up a small curry puff stall at Koek Road. After stints at Albert Street and later Mackenzie Road near Rex Cinema, its puffs, sold at S$0.35 each, became affectionately known as the “Rex curry puffs.”

The turning point for the business came in 1986, when Chang retired and sold the business to Han Keen Juan. With S$70,000 pooled from investors, Han took over the Mackenzie Road stall and set about modernising what had been a humble hawker operation.

He rebranded the business with a new logo and the tagline “Old Chang Kee—it’s a better puff,” standardised recipes, mechanised production, and slowly expanded across Singapore.

By 1991, the company had 12 outlets and revenue had more than doubled to S$1.6 million. A factory in Ubi was also set up, churning out over 10,000 curry puffs a day.

Then came the brand’s aggressive overseas push.

Between 1993 and 1997, Old Chang Kee rapidly expanded through franchises into eight countries, including Malaysia, Indonesia, China, Japan, India and even South Africa. Sales in Indonesia and Malaysia alone surpassed S$1 million by 1994.

Declining sales & mounting quality complaints

While the growth was rapid, it was unfortunately difficult to sustain.

Overseas franchisees began facing declining sales and mounting complaints over product quality and consistency.

The brand’s CFO, Song Yeow Chung, told Vulcan Post that during its first overseas push, Old Chang Kee exported only curry powder, leaving franchisees to prepare the rest of the spice mix on their own, a model that led to variations in taste across markets.

Brand familiarity was another challenge.

Song noted that in the 1990s, international travel was far less common than it is today. Consumers in overseas markets were largely unfamiliar with Old Chang Kee and had little prior exposure to its products or brand identity.

By 2002, the overseas outlets had eventually become unprofitable. Han made the decision to terminate all 24 franchises, incurring losses of around S$50,000.

Doubling down on Singapore

While its international ventures faltered, Old Chang Kee doubled down on its Singapore growth, recording S$14 million in sales that year.

Today, the brand operates 77 Old Chang Kee outlets, alongside two sub-brands, including Curry Times, a curry‑themed restaurant concept, and Dip N Go, a grab‑and‑go concept focused on snack items paired with sauces, bringing its total footprint in Singapore to around 82 outlets.

Consistency is at the heart of its strategy. The curry puff recipe—a core trademark—has remained unchanged over the years, so much so that it is locked in a safe, inaccessible even to the CFO.

While the curry puff remains the brand’s flagship product, Old Chang Kee has also gradually diversified its offerings and expanded its menu.

“We have products like the steamed curry bao, big curry buns, and we’ve collaborated with other players to introduce a curry sandwich. We’re trying to innovate beyond the core product, but not moving too far away from it,” explained Song.

Seasonal ranges, like the chicken mushroom puff, are tested in small batches. If they resonate with customers, they are added permanently to the menu. The brand leverages its large central kitchen, capable of producing up to 50,000 curry puffs daily, to run these experiments.

“It is a constant series of small experiments,” Song said. “The experiments don’t cost us a lot, and are easily reversible in case they don’t work out.”

These efforts earned Old Chang Kee the Overall Winner Award in the Product Excellence category at the Singapore Manufacturing Federation’s inaugural Singapore Innovation and Manufacturing Excellence Awards (SIMEA) 2026, recognising its commitment to quality, innovation, and pushing boundaries in the manufacturing sector.

A more measured overseas strategy

The same approach now guides the brand’s overseas strategy.

When the company officially re‑entered international markets in 2005, it prioritised strict quality control, establishing regional factories to ensure its curry puffs tasted consistent across borders.

Instead of shipping curry powder, the company now sends ready-made curry paste, reducing preparation steps for franchisees. Products are also adapted for local tastes, with roughly 70% of offerings maintaining the core identity and 30% customised.

Markets are also chosen more strategically, with a focus on countries like Malaysia and Indonesia, where fried foods are popular, and curry flavours resonate with local palates. The company operates around 30 outlets in Indonesia, run by a master franchisee, and three in Malaysia.

London is another market the company has targeted. While it may seem unconventional, the move into the country in 2017 is part of Old Chang Kee’s strategy to experiment internationally while leveraging Singapore’s culinary reputation.

The move seems to have worked out: the company has been in London for nearly a decade, appealing to consumers with a taste for curry.

But not all international experiments have been as successful for Old Chang Kee, such as its expansion into Perth.

While the market was initially chosen for its large population of Malaysians and Singaporeans, the specific outlet location—a suburban shopping centre with limited footfall—ultimately failed to attract enough customers, leading to its closure.

The company is now exploring whether relocating to a city-centre location could make the venture viable.

Growing in the retail & non-retail space

As a homegrown F&B brand with decades of experience, these lessons have played an important role in shaping Old Chang Kee’s strategy, guiding its decisions both at home and abroad.

When asked about future overseas ventures, the company remains open to new opportunities—albeit with a more careful and calculated approach.

At the same time, maintaining and growing its Singapore footprint remains just as important, particularly in a competitive and ever-changing F&B landscape.

“Currently, we have 82 outlets in Singapore,” Song said. “For comparison, Starbucks has around 140 outlets and McDonald’s, over 150. So there’s still leeway for us to grow to 140 or 150 outlets—there’s promise in Singapore for further expansion.”

Beyond just retail, Old Chang Kee is also exploring other revenue streams to drive growth.

While over 90% of revenue still comes from its stores, the brand’s non-retail segments, including delivery, catering, and event services, are expanding “much faster,” and are seen as key areas for future growth.

Delivery and packaged meals allow the company to reach more customers without the constraints of storefront manpower, while catering ranges from small office orders to full-scale corporate events. The brand’s O’ My Darling food truck also participates in national initiatives, such as the National Day Parade, offering free snacks to participants while boosting brand visibility.

Song noted that these non-retail initiatives are supported by Old Chang Kee’s strong brand recognition and Halal certification.

“Businesses already know and trust Old Chang Kee, so they’re willing to order our bento meals or catered snacks. Being Halal-certified also means our products can be served to everyone, which is a big advantage for corporate clients.”

• Read other articles we’ve written on Singaporean businesses here.

Featured Image Credit: Old Chang Kee/ @eileen_eats_alot via Instagram