Old Chang Kee once traveled around the world and became pale. Now, it is taking smart steps.

It even had stores in South Africa

In Singapore, few snack brands are available everywhere Old Chang Kee. You might be holding a curry puff, song head, or a fried chicken wing for them at some point.

After all, the brand operates more than 80 stores across Singapore, as well as nearly 30 more overseas—a rating that cements its status as one of the country’s most recognized F&B brands.

But what many may not know is that the company’s international ambitions did not go according to plan. After tasting failure in its overseas push, it took years before Old Chang Kee decided to venture out again—this time, more carefully and more calculatedly.

So what went wrong in the first place? And what are you doing differently now to avoid repeating history?

Aggressive elastic compression

Old Chang Kee began humbly in 1956, when Hainanese immigrant Chang Chuan Boon set up a curry puff stall on Koek Road. Having settled on Albert Street and later Mackenzie Road near Rex Cinema, its puffs, sold for S$0.35 each, are affectionately known as “Rex curry puffs.”

A turning point in the business came in 1986, when Chang retired and sold the business to Han Keen Juan. With S$70,000 raised from investors, Han took over the Mackenzie Road shop and began modernizing the operation.

He rebranded the business with a new logo and tagline “Old Chang Kee—it smells better,” standardized recipes, automated production, and gradually expanded throughout Singapore.

By 1991, the company had 12 stores and revenue had doubled to S$1.6 million. A factory was also opened in Ubi, producing more than 10,000 curry puffs a day.

Then came the aggressive push of the product overseas.

Between 1993 and 1997, Old Chang Kee quickly expanded with franchises in eight countries, including Malaysia, Indonesia, China, Japan, India and South Africa. Sales in Indonesia and Malaysia alone exceeded S$1 million in 1994.

Decline in sales and increase in quality complaints

Although growth was rapid, it was unfortunately difficult to sustain.

Overseas buyers began to face declining sales and growing complaints about product quality and consistency.

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

Familiarity with the product was another challenge.

The song noted that in the 1990s, traveling abroad was much less common than it is today. Consumers in overseas markets were not very familiar with Old Chang Kee and had little exposure to its products or brand identity.

In 2002, the overseas stores became unprofitable. Han made the decision to terminate all 24 franchises, incurring a loss of approximately S$50,000.

Doubles in Singapore

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

Today, the brand operates through 77 Old Chang Kee stores, alongside two sub-brands, including The Curry Timesa concept for a curry-themed restaurant, and Dip N Gois a grab-and-go concept that focuses on snacks paired with sauces, bringing its essence to Singapore at around 82 locations.

Consistency is at the heart of your strategy. The recipe for the curry puff—the core trademark—has remained unchanged over the years, so much so that it’s locked away in a safe place, out of reach of even 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 such as steamed curry bao, large curry buns, and we have partnered with other players to introduce a curry sandwich. We try to innovate beyond the core product, but not stray too far from it,” explained Song.

Seasonal staples, such as chicken mushroom puff, are tested in small batches. If they resonate with customers, they are permanently added to the menu. The brand uses its large central kitchen, capable of producing up to 50,000 curry puffs daily, to carry out these tests.

“It’s a continuous series of small tests,” Song said. “Testing is inexpensive, and it’s easy to change if it doesn’t work.”

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

A highly rated overseas strategy

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

When the company officially re-entered the international market in 2005, it prioritized strict quality control, establishing regional factories to ensure that curry puffs taste the same across borders.

Instead of sending curry powder, the company now sends ready-made curry, which reduces the preparation steps for franchisees. Products are also tailored to local tastes, with approximately 70% of the offerings retaining the original identity and 30% being customized.

Markets are also chosen with great skill, focusing on countries such as Malaysia and Indonesia, where fried food is popular, and curry flavors that suit the local palate. The company operates about 30 stores in Indonesia, managed by a master franchisee, and three in Malaysia.

London is another market the company is targeting. Although it may seem counterintuitive, the move to the country in 2017 is part of Old Chang Kee’s strategy to explore internationally while capitalizing on Singapore’s culinary reputation.

This move seems to have been successful: the company has been in London for almost ten years, attracting consumers with a taste for curry.

But not all international trials have been successful at Old Chang Kee, such as its Perth expansion.

While the market was originally targeted for a large number of Malaysians and Singaporeans, a particular shopping center – a suburban mall with limited space – eventually failed to attract enough customers, leading to its closure.

The company is now looking at whether a move to the city center would make the business viable.

It grows in both commercial and non-commercial areas

As a domestic 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 plans overseas, the company remains open to new opportunities—albeit with a cautious and calculated approach.

At the same time, maintaining and growing its Singapore presence remains important, especially in the competitive and ever-changing F&B environment.

“Currently, we have 82 stores in Singapore,” Song said. “In comparison, Starbucks has about 140 stores and McDonald’s, more than 150. So there is still room for us to grow to 140 or 150 stores – there is promise in Singapore for further expansion.”

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

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

Delivery and packaged food allows the company to reach more customers without the restrictions of front-office staff, while food varies from small office orders to full business events. Of the product O’ my Love food trucks also participate in national events, such as the National Day Parade, providing free food to participants while promoting brand visibility.

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

“Businesses already know and trust Old Chang Kee, so they are willing to order our bento meals or cooked snacks.

• Read other articles we’ve written about Singapore businesses here.

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