Nuwe resepte

Die toekoms van restaurante

Die toekoms van restaurante


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Met neigings wat neig op tendense, gedrukte kos, sjefs wat kombuise verhandel-soms lyk dit asof die restaurantwêreld reeds 'n vierkantige toekoms het waar robotbedieners en Willy Wonka se driegang-maaltydgom lankal 'n werklikheid geword het. So waarheen is dit alles op pad? Wat is volgende? Dit is waarvoor hoofredakteur van Food & Wine, Dana Cowin, gesê het Paneelbespreking: Die toekoms van restaurante, deel van die plaaslike, aangebied deur The Corcoran Group aan Mario Batali, Tom Colicchio en Magnus Nilsson (van Swede se Fäviken Megasinet) tydens die Food Network New York City Wine & Food Festival.

So wat is volgende? Hongkong, Mission Chinese, locavorism, organics het almal verskeie vermeldings, so ook die toestand van lekker eet, en sjefs met navorsingspanne, maar daar was minder formele gevolgtrekkings en meer in die vorm van vrye vorm gesprek. Uit die goeie dinge, sal restaurante 'n paar gekke dinge moet doen om die haai te spring, as daar al voorbeelde is van plekke wat whiskyprogramme, handgemaakte brouery, kosmaak, pop-ups op dieselfde tyd doen ... met T-hemde ontwerp deur 'n skaatsplankryer. "Is daar aandete betrokke in hierdie situasie?" het Batali op 'n stadium geskerts. "Alles wat ek tot dusver gehoor het, klink nie na iets wat ek wil eet nie."

'N Paar dinge was beslis duidelik. Een, Mario Batali se kapasiteit vir zingers en spoggerigheid is onbetwisbaar ("Weet jy wat ek vir my vegetariese klante vertel? Die vark was 'n vegetariër.") Twee, jy moet regtig voel vir Tom Colicchio omdat hy sy notaboek oor restaurantidees verloor het nadat hy in die film opgeneem het. Seattle. Hoogtepunte volg.

Colicchio op Über-trendy restaurante 'Die probleem is dat dit soos bokse klink om in 'n persverklaring af te merk.'

Batali oor die kliëntrestaurant -ervaring "Neem die vuilgoed daaroor weg, en wat is dit? Dit is 'n transaksie. Mense gee jou geld. Hulle verwag plesier terug."

Wat die 'Amerikaanse restaurant' beteken en as dit uitvoerbaar is 'U kan na Frankryk gaan en 'n plek met die naam Frenchy's oopmaak en regtig 'n skop skop,' het Batali gesê. 'Dit is die sakegevoel van Amerika wat in hierdie ander kulture by hulle verbygaan.' En van Colicchio: "Maak dinge jou eie, dit is die Amerikaanse gevoeligheid. Of jy dit kan uitvoer, weet ek nie."

Op vier-eet-etes 'Net omdat dit nou nie die interessantste is nie, beteken dit nie dinge van tien jaar gelede nie is nie interessant, "het gesê Nilsson. "Daar sal altyd 'n behoefte wees aan lekker eet. Die hoop is dat ander sjefs moet fokus op wat hulle liefhet en minder op wat ander mense doen." Van Batali: "Lekker eet verteenwoordig 'n standaard van luukse. Dit hoef nie te beteken dat jy onversoenbaar is nie. Sommige plekke verkoop dit om meer betekenisvol te wees as die aandete. In daardie situasies word ek 'n bietjie meer ribbes en 'n bietjie harder. Ons moet die gas meer betekenisvol maak as die sjef en die kos. Die sjef kan in ons spel speel, maar nie die belangrikste in ons aandete wees nie. " Colicchio: "Wat duidelik gebeur het, is dat die demografie verander het. Jonger mense gaan eet en hulle wil nie in hul vaders se restaurante eet nie. Montrachet en Gotham het 30 jaar gelede die middestad oopgemaak en drie sterre gehad ... dit was jy moes 'n adres in die stad hê. En dinge het nog verder verander. 'n Ssäm -kroeg sou 30 jaar gelede nooit drie sterre gekry het nie. Dinge het verander, en deels omdat sjefs 'n omgewing skep waar hulle hul kos wil hê. "

Colicchio oor klerekodes en musiek in restaurante 'Ek glo steeds dat daar kliënte is wat net 'n jeans en 'n T-hemp wil dra ... wat die musiek wil hoor waarmee hulle grootgeword het, en nie Sinatra hoor skel of jazz nie ... en kyk of mense kla die musiek, sou hy [Mario] dit waarskynlik nie speel nie. "

Batali oor verhoogde koste vir lekker eet "En dit is nog steeds nie baie winsgewend nie. Del Posto is ons restaurant wat die minste winsgewend is. Dit is nog steeds 'n sprong van geloof."

Batali oor wat sjefs wil hê "Sjefs wil heerlike kos maak en dit aanbied in 'n omgewing waar mense dit sal geniet. Sjefs is in die algemeen vrygewig en wil hê dat mense hul ervaring moet geniet."

Op goeie stede om na restaurante terug te keer
Nilsson: "Hier is goed."
Batali: "Bologna. Hongkong. Ek was Dinsdag daar. Dit is baie soos New York. Daar is 'n beslis moderne Chinese kos, maar my gunsteling situasie is om buite by die plastiektafels op plastiese tafeldoeke bedien te word, waar jy kan sien wat gemaak word. Jy drink groot bottels bier - hulle het geen goeie wyn nie, so jy drink baie bier - en 'n maaltyd gaan meer oor produk as tegniek. veronderstel die tegniek is daar. Hongkong ontplof. Hulle doen 'n variasie op yakitori, maar dit sal net die hoenderharte, die binneste dy of die hoenderhart wees. 'N Hele afdeling. Yardbird word dit genoem. "

Op reis en uiteet
Colicchio: 'Ek het die afgelope vier tot vyf jaar nie regtig uitgegaan of gereis nie.'
Batali: "Hoe gaan dit met Seattle? Het jy nie ses maande lank daar geëet terwyl jy daar verfilm het nie?"
Colicchio: "Dit was nie ses maande nie, dit was vier weke ... ek kom glad nie veel uit nie. Ek het onlangs uitgekom, maar dit was die eerste keer dat ek in Junie in 'n restaurant was."
Batali: 'Dit is fok, Tom.'

Nilsson oor of hy 'n navorsingspan het "Nee. Dit is ek."

Colicchio op proses "As ek 'n nuwe restaurant oopmaak, gaan ek nie uit nie. Ek wil nie beïnvloed word nie. Ek wil hê dit moet net van hier af kom. Dit is onmoontlik om nie 'n bietjie dinge te neem uit dinge wat jy gesien het nie."

Oor die verlies van sy idee Notebook
Colicchio: "Idioot my, elke keer as ek 'n restaurant oopmaak, koop ek 'n boek, en in Junie of Julie toe ons in Seattle was, was ek besig om aan die skottelgoed huis toe te werk, en ek het die boek op die vliegtuig gelos. Dit was verwoestend. Ons het probeer om dit terug te kry , en kon dit nie terugkry nie. ”
Batali: "Dit is reg. Om dit alles te verloor en te herhaal, is lekker."

Batali oor kritiek op ander restaurante 'As u begin, gaan u na restaurante, en u sê:' Ek sou nie dinge so doen nie, ek sou dit anders doen. ' Maar jy besef op 'n sekere tyd dat jy dit doen as gevolg van 'n gebrek aan vertroue in wat jy doen, en jy kom op 'n punt waar jy jouself afvra of jy die restaurant gaan vernietig het of om lekker te kuier en ontspan saam met jou vriende. Dan geniet jy dit. Dit is 'n gebrek aan selfvertroue om 'n restaurant uitmekaar te haal. Dit is 'n spel van 'n jongmens. "


Die restaurant van die toekoms

Die National Restaurant Association, in vennootskap met American Express en Nestl & eacute Professional, het sy vooruitsigverslag oor tien jaar oor die geprojekteerde restaurantbedryf in 2030 bekend gemaak. die toekoms van die bedryf, identifiseer die mees waarskynlike ontwikkelings oor die komende dekade en oorweeg moontlike ontwrigtings buite die bedryf wat dit kan verander. Die bevindings is gebaseer op insette van 'n verskeidenheid kundiges in die restaurantsektor, futuriste en regeringsstatistieke.

Die restaurantbedryf staan ​​op 'n kruispad, aangesien dit maniere vind om te reageer op die vraag van die verbruiker na oplossings vir maaltye en peuselgoed weg van die huis,

Belangrike ekonomiese vooruitskattings vir 2030 sluit in:

  • Die verkope van die restaurantbedryf sal na verwagting teen 2030 $ 1,2 biljoen beloop.
  • Die arbeidsmag in die bedryf sal waarskynlik teen 2030 17 miljoen oorskry.
  • Die totale indiensneming in die VSA sal na verwagting gedurende die volgende dekade teen 'n jaarlikse koers van 0.5% toeneem.
  • Die totale indiensneming in die VSA sal na verwagting tussen 2018 en 2030 met 8.5% toeneem.

"Die restaurantbedryf staan ​​op 'n kruispad, aangesien dit maniere vind om te reageer op die vraag van die verbruiker na oplossings vir maaltye en peuselgoed," het Hudson Riehle, senior vise -president van die Research and Knowledge Group van die National Restaurant Association, gesê. Restauranteienaars pas vinnig by hul besighede aan om aan die behoeftes en behoeftes van gaste te voldoen. Die radikale transformasie van die afgelope dekade sal die manier waarop die bedryf werk, in die toekoms verander. Dit is opwindend om na te dink oor hoe die bedryf oor die volgende tien jaar gaan groei en verander, en om te oorweeg hoe die vereniging die bedryf die beste kan ondersteun om hierdie geleenthede te benut. & Quot

Die definisie van & quotRestaurant & quot; sal verander namate Cff-perseel steeds groei in die bedryf toeneem

Oor die volgende dekade sal tegnologie en data 'n groter fokus vir restaurante word namate hulle aanpas by die groeiende verbruikersverwagtinge in die wêreld op aanvraag. Gaste sal 'n naatlose digitale ervaring verwag en wil hê dat hul voorkeure tydens elke interaksie met 'n restaurant bekend sal wees. Namate verkeer en verkope buite die stad steeds toeneem, sal verbruikers 'n groter belang by die belewenis van belewenis vir plaaslike geleenthede plaas. Gebiede om na te kyk, sluit in:

'N Groter deel van die maaltye word nie meer tuis gekook nie, wat lei tot die voortgesette toename in aflewering, virtuele restaurante, intekeningdienste en koop-en-gaan-winkels by kleinhandelplekke.

Met 'n stadiger groei in die arbeidsmag, sal restaurante voortgaan om teen ander nywerhede om talent mee te ding, wat werwing en behoud noodsaaklik maak vir sukses in die komende dekade.

  • Verbruikers kan meer en meer getrou word aan afleweringsprogramme van derdepartye, wat lojaliteit aan individuele restaurante beïnvloed.
  • Regerings sal waarskynlik verdere regulering oplê oor aflewering van derde partye.
  • Drive-thrus moet moontlik interaksies met selfbestuurde voertuie akkommodeer.
  • Die restaurant van die toekoms sal kleiner wees. Kleiner restaurante kan meer outomatiese kombuistoerusting bevat, en die tipiese kombuisuitleg kan verander.
Voeding en volhoubaarheid sal spyskaarte beïnvloed

Volhoubare verkryging en deursigtigheid sal in die komende dekade steeds in fokus vir verbruikers groei. Om mededingend te bly, sal restaurante moet aanpas by veranderende dieetbeperkings en verbruikersvoorkeure. Voedseltendense en spyskaarte sal natuurlik ontwikkel om die toenemend gesondheidsbewuste, ekologiese ingesteldheid van die verbruiker te weerspieël. Gebiede om na te kyk, sluit in:

  • Eenmalige restaurantverpakking, insluitend by aflewering, sal ontwikkel.
  • Kunsmatige intelligensie met kennis van kooktegnieke, voedselchemie, resepte en alkohol kan onverwagte nuwe kook- en drankervarings oplewer.
  • Gevorderde genetiese kennis en die toenemende voorkoms van lewenstylsiektes sal waarskynlik 'n toenemende vraag na maaltye skep wat spesifieke voordele vir die gesondheid bied.
Die restaurantepersoneel verander

Bevolkingsgroei teen 'n verwagte jaarlikse koers van 0,7 persent tussen 2018 en 2030, gepaard met veranderende demografie in die volgende dekade, sal na verwagting jaarliks ​​tussen 2018 en 2028 'n gemiddelde arbeidsgroeikoers van 0,5% lei. Met stadiger groei in die arbeidsmag, restaurante sal aanhou kompeteer teen ander bedrywe om talent, wat werwing en behoud van kardinale belang in die komende dekade maak.

Kunsmatige intelligensie met kennis van kooktegnieke, voedselchemie, resepte en alkohol kan onverwagte nuwe kook- en drankervarings oplewer.

Restaurantwerkgewers sal loopbaangerigte mentaliteite aanneem, aangesien operateurs die behoud verbeter deur voordele en langtermyn loopbane na sukses te bied. Belangrike statistieke en areas om na te kyk, sluit in:

  • Die aantal volwassenes in die arbeidsmag 65 en ouer sal na verwagting teen 2028 'n rekordhoogtepunt van 16,1 miljoen bereik.
  • Die aantal tieners in die arbeidsmag sal na verwagting teen 2028 tot 5,1 miljoen daal, die laagste in 65 jaar.
  • Operateurs sal meer roetine take tuis outomatiseer om produktiwiteit en doeltreffendheid te verhoog.

"Deur moontlike neigings en innovasies van die volgende dekade te konstrueer, sal eienaars van groot en klein sake in die restaurantbedryf hul grootste uitdagings kan verwag," het Riehle gesê. "Met hierdie praktiese insigte vir die toekoms sal restaurante 'n integrale deel van die ekonomie bly en 'n hoeksteen van elke gemeenskap in hierdie land."

Laai die volledige restaurantbedryf 2030 -verslag af by Restaurant.org/Restaurants2030.


Maak klassieke Luby -resepte tuis

'N Luby ’s -werker bring vars bakke met hoofgeregte voor middagete -kliënte by 'n San Antonio Luby ’s. Verlede week het die kafeteria -ketting in Texas aangekondig dat hy sy besigheid en bates te koop wil plaas om $ 35 miljoen se skuld af te betaal.

SHAUNA BITTLE, PERSONEEL / SAN ANTONIO EXPRESS-NUUS Wys meer Wys minder

Meatloaf is een van die gewilde geregte by Luby se restaurante. Die resep is ingesluit in die kookboek "Luby's: Recipes and Memories".

Luby's, 730 FM 1960, word Vrydag, 28 Desember 2018, in Houston vertoon. Hierdie gedeelte van FM1960 word ook die naam Cypress Creek Parkway genoem.

Melissa Phillip, Houston Chronicle / Staff fotograaf Wys meer Wys minder

Gebakte vis -amandels van Luby ’s.

Luby's Restaurants Limited Wys meer Wys minder

Luby se macaroni en kaas.

Hoflike foto / Hoflike foto Wys meer Wys minder

Resepte vir baie van Luby se gewildste geregte is ingesluit in die kookboek "Luby's: Recipes and Memories".

Die resep vir Luby se wortel- en rosyntjieslaai kan nie makliker wees nie.

Luby & rsquos, die kafeteria -restaurant wat 'n geliefde Texas -instelling is, is getref deur die veranderende manier waarop Amerika eet en die afswaai in restaurante tydens die koronaviruspandemie.

Die sukkelende ketting het onlangs aangekondig dat hy sy besigheid en bates te koop wil plaas om $ 35 miljoen se skuld af te betaal.

Hoewel die onderneming gesê het dat sommige van sy restaurante oop sal bly terwyl hulle 'n koper soek, het die aankondiging die toekoms van die handelsmerk wat in 1947 gestig is, in twyfel getrek.

Die nuus het ongetwyfeld Luby & rsquos-aanhangers bedroef en sentimenteel gelaat vir LuAnn-skottelgoed wat op die restaurant gebak is, en gebakte vis, gebakte hoender, gebraaide biefstuk of gebraaide lewer en uie. Luby & rsquos-rooster van troos-kosgeregte bevat klassieke soos vleisbrood, pottert, varkkotelette, macaroni en kaas, wortel- en rosyntjieslaai en ysbakkies.

Deur die jare het die Houston Chronicle & rsquos -kosafdeling Luby & rsquos -resepte gedruk, waarvan die meeste opgeneem is in die Luby & rsquos -kookboek, en ldquoLuby & rsquos Recipes & amp Memories: 'n versameling van ons gunstelinggeregte en hartverwarmende verhale. & Rdquo


Hoe die restaurant van die toekoms sal lyk na COVID-19

Die restaurant van die toekoms sal heel anders wees. Namate restauranthandelsmerke hul post-COVID-19-strategieë evalueer, sal hulle onmiddellik moet aanpas en probeer om aan die nuwe verbruikersverwagtinge te voldoen terwyl hulle soveel inkomste verdien as wat hulle kan. Hoe sal hulle dit doen? Hoe sal restaurante lyk?

Daar is geen algemene bloudruk beskikbaar vir die restaurant van die toekoms nie. Voetspore en ontwerpe sal wissel volgens konsep. Baie konsepte is eenvoudig opgestel om oorlaai te word om die inkomste te maksimeer. Dit was heeltemal sinvol met duur huurgeld en die hoë boukoste. Nie net dit nie, verbruikers in die pre-COVID-wêreld het restaurante omhels as 'n kuierplek, werk en kuier. Dit kan ook verander.

Nou, met sosiale distansie en 'n algemene vrees vir infeksie, sal ons beduidende gedragsveranderinge van verbruikers sien. En operateurs pas aan by 'n veiligheidsmantra. Ons kan verwag dat daar aansienlike aanpassings in die eetplanne sal wees, die toevoeging van bestel- en betaalstelsels sonder aanraking, toue, nuwe afhaalopsies, spyskaartvereenvoudiging, vermindering van SKU, arbeidsproduktiwiteit, en nog baie meer.

MEER VAN DIE SKRYWERS:

Maar as u 'n leë leisteen gehad het en die restaurant van die toekoms kon ontwerp, hoe sou dit lyk? Baie operateurs, veral groter handelsmerke, het hieroor begin dink. Die voetspoor sal heel anders wees, afhangende van die segment, spyskaart, ligging en kliëntebasis. Met behulp van insigte, ervaring, vorige voorspellings sowel as 'n paar "vooruitdenkings", het ons die restaurant van die toekoms ontwerp.

Hier is 15 komponente wat ons as deurslaggewend beskou vir die 'Restaurant van die Toekoms'.

Hands Free Alles. Die veiligheid van werknemers en kliënte is uiters belangrik vir sukses. 'Handevry' sluit deure, handewas, toiletspoeling, ligte, vullisblikke, speserye, fonteindrankies, spyskaartbestelling en nog baie meer in. Dit is noodsaaklik vir die restaurant van die toekoms om no-touch-oplossings te bied. Verbruikers sal dit verwag en selfs dit eis.

Wrywinglose bestelling en betaling (in-ete en buite perseel). Wrywinglose bestelling en betaling hou baie voordele in vir die verbruiker en die operateur. Ja, die verbruiker doen alles, wat vir operateurs 'n goeie ding is, aangesien dit arbeid verminder en die werking vaartbelyn maak. Maar hulle vermy ook raakpunte, plaas die volgorde wat hulle wil, sonder druk op die tyd of om hulle te bekommer oor foute, en betaal vooraf daarvoor met 'n kredietkaart. Die operateur moet eenvoudig die bestelling regkry wanneer hy dit maak.

Ons het reeds die groei van voorafbestelde bakkies gesien, maar daar is ook die potensiaal om drive-thrus streng op te haal en kassiere uit te skakel. Oor die algemeen sal die doeltreffendheid vir die operateur en die verbruiker dramaties wees.

Buigsame sitplek en draagbare struikelblokke om sosiale distansie te akkommodeer. Om kliënte in 'n restaurant in te druk, is nie deel van die nuwe normaal nie. Ons het al gesien dat sommige state slegs 25 persent van die vorige eet-kapasiteit toelaat, aangesien beperkings verlig word. Alhoewel dit moontlik korttermynopdragte is, verwag ons dat kreatiewe gebruik van ruimte om afstand te handhaaf en sitplekke te maksimeer, in die toekoms verstandig is. Byvoorbeeld, 'n gemeenskapstafel wat bedoel is om mense bymekaar te sit, sal steeds bestaan, maar verdelers sal na gelang van groepe geïnstalleer word. Daarbenewens sal hutte en bankette na buigsame tafels en stoele skuif wat 'n mini -ruimte vir vriende en gesinne kan saambring. Sitplekke buite, waar moontlik, sal deel word van die standaard 'vloerplan'.

Handwasstasies. Handevrye wasgoedstasies vir kliënte sal deel word van die norm van enige restaurant. Dit, saam met ontsmettingsgebiede, sal 'n duidelike boodskap aan die klant stuur dat die restaurant werklik omgee vir hul veiligheid. As u seep of ontsmettingsmiddel opraak, is dit 'n duidelike boodskap dat u nie omgee nie. 'N Werknemer sal die hele dag verantwoordelik wees vir die instandhouding van sanitasie in die restaurant

Vereenvoudiging van spyskaarte met gereed om te innoveer Bestanddele. Die 80/20 -reël geld vir die meeste restaurantspyskaarte, maar ons het voortgegaan om spyskaarte uit te brei en bestanddele in te neem wat ruimte inneem en selde gebruik word. Tydens die COVID-19-pandemie was operateurs genoodsaak om hul spyskaarte te verklein en het hulle gebly by hul topverkoper-items, wat in baie gevalle die troosvoedsel was waarna hul kliënte smag. Operateurs sal steeds innoverend bly en differensiasiepunte bou, maar hulle moet ook die eenvoud in die oog hou. Die vervaardiging van vars guacamole in 'n Italiaanse konsep vir gemaklik eet sal in die toekoms nie haalbaar of verstandig wees nie. Vereenvoudiging van spyskaarte en SKU sal die verbruiker makliker maak om te bestel, die operateur makliker om bestellings te plaas en te ontvang, makliker om uit te voer by die restaurant, en dit bied die geleentheid om die voetspoor van die restaurant te verklein.

Kruis funksionele personeel. Die segmentering van personeel in die restaurant sal verander. Sommige posisies sal gespesialiseerd bly, maar die meeste benodig meer vaardighede. Stel jou voor 'n vinnig-afgesonderde restaurant met 'n dubbel-deur-deur-bakkie, bakkie langs die kantlyn en 'n beperkte hoeveelheid maaltye. Veelvlakkige spanlede gee kos deur 'n venster, bring kos uit die stoep of lewer voorafbestelde items aan 'n tafel. Kombuispersoneel moet ook in hul verantwoordelikhede veelsydig wees. Dit vergemaklik ook opleiding en skedulering wat 'n direkte invloed op doeltreffendheid en winsgewendheid het.

Buigsame kombuise. Die kombuise word meer kompak en produktief. Dit is modulêr ontwerp sodat uitgawes tot 'n minimum beperk word by die aansienlike verandering van die spyskaart. Met ekstra dagdele en opsies buite die werf, sal operateurs deur die loop van die dag kliënte bedien sonder die omvang van die "mal stormloop" wat ons in die verlede leer ken het. Verkope buite die terrein is 'n groter persentasie van die onderneming en benodig moontlik 'n aparte kombuis. In sommige gevalle sal daar twee identiese produksielyne bestaan ​​waar daar buigsaamheid is om een ​​gedurende stadiger periodes te sluit. Ons sien dit gebeur in nuwe dubbele deurry-bedrywighede.

Afstandberging. 'N Deel van die pad na groter winsgewendheid in die toekoms sal wees om die grootte van die voetspoor op A -plekke te verminder. Om dit te kan doen, moet iets gaan. As u droë berging na 'n afgeleë stoorplek verhuis om verskeie restaurante op 'n enkele mark te bedien, teen 'n goedkoper huurplek, kan dit bereik word.

Stem geaktiveer. Ons sal begin sien dat meer stem alles geaktiveer word, terwyl ons voortgaan om geen aanraking uit te skakel nie. In die kombuis sal toerusting soos mikrogolwe stemopdragte gebruik. Vir verbruikers kan bestelling, betaling, kommunikasie met bedieners, fonteindrankies en speserye na stem geaktiveer word. In die restaurant van die toekoms word raakskerms 'no-touch-screens'.

Meer daggedeeltes en buitemuurse opsies met bakkie-afhaal. Die post-COVID-verbruiker sal gedurende die dag soms wil eet wat 'n gevoel van troos en veiligheid bied, en dit kan beteken dat u meer tydens spitstye moet eet. Baie van die tye sal 'byvoordele' wees. In plaas van 'n middagete van 12-1, kan ons sien dat meer mense om 11 of 2 middagete eet. Middag en vroeë etes word meer gewild, en afhaal, aanranding en aflewering sal dit makliker maak. Die restaurant van die toekoms moet ontwerp word om buigsaam te wees en bereid wees om gaste gedurende die dag te bedien.

Double Drive Thrus en bestel-/afhaalareas. Waar ete die norm was en bestellings vir wegneemetes op die rakke in die restaurant opgestel is, is die restaurant van die toekoms ontwerp vir maksimum buigsaamheid. Verbruikers benodig nou 'n parkeerplek en betaal vir hul bestellings op hul programme. Daar kan nie van hulle verwag word om dit te doen voordat hulle by die restaurant aankom nie. Hulle wag dan totdat hul bestelling by hul motor afgelewer word, of sluit aan by die deurrylyn wanneer hulle 'n sms ontvang, dat die bestelling gereed is.

Deurrylyne is slegs vir afhaal. Geen bestelling by 'n venster, geen kredietkaarte, geen kontant nie. Daar moet duidelike tekens en identifikasie vir die kliënt wees, aangesien hulle baie werk sal verrig. Die operateur moet eenvoudig uitvoer.

Vriende en familie. Kliënte wil in groepe vergader, maar sal versigtiger wees. Restaurante moet verskeie opsies bied om dit te kan doen. Kreatiewe benaderings om in te eet, insluitend privaat gereserveerde gebiede, kookdemo's en spesiale etes, proeë en ander interaktiewe geleenthede. 'N Nuwe benadering om vriende en familie tuis te ondersteun, sal ook belangrik word. Die groepe wat kos van restaurantgehalte wil hê, maar nie in die restaurant nie, sal staatmaak op die leiding van die restaurant om 'n stresvrye byeenkoms tuis te hou. Dit beteken 'n maaltydpakket wat aan die voorkant opgetel word met 'n video of resepte en 'n telefoonnommer van iemand wat hulle kan help as hulle vasval.

Luggehalte stelsels en tegnologie. Die meeste restaurante versprei warm en koue lug deur buise. As u 'n lugsuiweringsisteem installeer, verminder u lug- en oppervlakbesmettings, wat bakterieë, virusse en besoedeling sal beheer. Monitors kan in die restaurant geïnstalleer word om belangrike parameters van luggehalte op te spoor wat die gemak en gesondheid van u kliënte die meeste beïnvloed. En hierdie stelsels moet aan die kliënt bevorder word, aangesien die wete dat hulle daar is, 'n dramaties positiewe impak op die kliënt se ervaring sal hê.

Sanitasie en rigtingwysers. Die verwagtinge van die gas rakende ontsmetting begin lank voordat hulle die bestelling binnegaan, afhaal of aflewer. Daar kan geen 'slegte dae' wees oor hoe 'n parkeerterrein, vensters, toilette of 'n restaurant in die algemeen lyk en voel nie. Skoonmaak word aanvaar, en sanitêre is nodig. Die kliënt het 'n baie lae toleransie vir openlike tekens van onreinheid. Werknemers moet kyk (maskers en handskoene) en toepaslik optree, en ontsmettingspraktyke, insluitend periodieke besmetting met ontsmettingsmiddels, word die norm. Waar ons 'n ontsmettingsmiddel 'in die omtrek' gehad het, want ons was veronderstel om dit te doen, moet ons nou duidelike tekens hê wat die ligging van hande- en ontsmettingsstasies identifiseer.

Handelsambassadeurs. Kliënte sal op meer as net bestuurders staatmaak vir antwoorde oor die vele dinge wat 'n wonderlike ervaring sal meebring. Alle werknemers moet opgelei word om die gas te bedien, maar ons sien 'n nuwe rol - die handelsmerkambassadeur. Handelsambassadeurs sal soos die hotel se portier van die restaurant wees. Hulle is vriendelik, groet mense en beantwoord vrae en bevorder bykomende inkomste -idees. Hulle kan ook dubbele pligte verrig en die sanitasiemonitor vir die restaurant wees en verseker dat standaarde gehandhaaf word. Hierdie rol begin moontlik as 'n koste, maar kan uiteindelik 'n inkomsteprodusent word.

Die Restaurant of the Future kom binnekort. Daar is 'n sterk begeerte onder verbruikers om terug te gaan na restaurante en weer by vriende en familie te wees, maar dit sal stadig en met omsigtigheid gedoen word in die afsienbare toekoms. Ons gesamentlike COVID -ervarings verander ons verwagtinge en gedrag. Ons sien reeds hoe dit restaurante verander het. Die restaurant van die toekoms sal anders moet wees en ontwerp om aan beide die verbruikers- en operateursbehoeftes van die nuwe omgewing te voldoen. Die restaurant van die toekoms sal innoverend en opwindend wees. Ons sien uit daarna om te sien hoe die kreatiwiteit van ons bedryf aanpas by die nuwe normaal.

Tim Hand en Bruce Reinstein is vennote met Kinetic12 Consulting, 'n Voedseldiens- en algemene bestuurskonsultantfirma in Chicago. Die firma rig verskeie projekte en forums vir beste praktyk, en werk saam met toonaangewende Foodservice -verskaffers, operateurs en verenigings oor strategiese inisiatiewe. Hul vorige leiersrolle in restaurantkettingbedrywighede en by vervaardigers van Foodservice bied 'n gebalanseerde perspektief in die bedryfve. Kontak ons ​​om te praat: [email protected], of [email protected]


The Restaurant of the Future 2.0: buite die perseel, vereenvoudiging en die evolusie van eet-in

Operateurs kan wen met 'n meer doeltreffende model wat verbruikers opsies bied wat nie voor COVID-19 beskikbaar is nie.

In ons eerste artikel het Kinetic12 geïdentifiseer hoe die 'restaurant van die toekoms' kan lyk en het 15 komponente wat ons as van kardinale belang vir sukses in die toekoms beskou het, hersien. Ons verstaan ​​nou almal dat post-COVID minimale duidelikheid het, en die aanpassings wat aan bestaande restaurante aangebring is, was in baie gevalle verdedigend, maar het ook toegelaat dat verkope verbeter het.

Alhoewel ons 'n paar positiewe gevolge gehad het, het ons ook gesien hoe die COVID -situasie voortduur. COVID is vloeibaar en dit gaan nie gou weg nie. Sommige gedrag vir verbruikers het permanent verander, terwyl ander voortdurend verander. Wat ons wel weet, is dat verbruikers in restaurante wil eet, met hul vriende en familie wil kuier en wil aangaan wat die 'nuwe normaal' ook al is. Daar is komponente van die Restaurant of the Future wat standaard moet wees en ander wat differensiators sal wees. Daar sal ook 'n paar wees wat u verbeelding uitdaag.

Operateurs moet nou aanpas sodat hulle in die toekoms die verwagtinge van die kliënte kan oortref, die verwagte inkomste kan verhoog en die koste in lyn kan hou.

Ons het ons oorspronklike Restaurant of the Future -diagram geneem en 'n paar nuwe aanpassings gemaak. Hierdie voorspellings ontwikkel steeds vanuit ons ervaring, insigte en 'vorentoe denke'. Daar is geen reg of verkeerd nie, en daar is slegs idees wat almal kan gebruik om te konseptualiseer wat hul Restaurant of Future sal wees, beide op kort en lang termyn.

Die spyskaart van die toekoms

Die spyskaart van die toekoms moet die nuwe gedrag volg wat verbruikers tydens COVID aangeneem het. Restaurantbesoekers wil hê wat 'hulle' wil hê - NIE wat die restaurant aan hulle wil verkoop nie. Opgeblaseerde spyskaarte wat alles vir almal probeer wees, sal nie suksesvol wees nie.

As u nie 'n spyskaartitem kan uitvoer nie, moet u dit nie verkoop nie. As dit nie goed reis nie, moenie dit aanbied nie.

Restaurante moet verstaan ​​wat hulle 'go-to' items is. Dit is die troostekos waarna hul kliënte smag. Dit is 'n uitstekende manier om u spyskaart te vernuwe en uit te brei. Gesinsmaaltye en bondels is 'n natuurlike hulpmiddel vir die bevordering van hierdie "gaan na" items.

U het moontlik nie al die antwoorde nie

Ongetwyfeld was die bestuur van 'n suksesvolle restaurant- of verskaffersonderneming ingewikkeld voor COVID. U hoef nie al die antwoorde te hê nie. Dit begin met 'n oop gemoed en die bereidwilligheid om na ander te luister wat idees het wat leiers in die bedryf kan ondersteun met die nodige aanpassings om suksesvol te wees in die ontwikkelende nuwe normaal. Samewerking en hulp soek by betroubare vennote en verskaffers maak goeie sake.

MEER VAN DIE SKRYWERS:

Kontak Kinetic12 om meer te wete te kom oor ons Restaurant of the Future -telkaart, wat vinnig die areas in u onderneming beklemtoon wat moet verander, moet verander en kan wag.

DIE RESTAURANT VAN DIE TOEKOMS 2.0

Hier is 10 belangrike fokusareas van ons opgedateerde Restaurant of the Future:

Buigsaamheid

Die Restaurant of the Future benodig buigsaamheid binne die hele voetspoor van die ruimte. Dinge sal in die loop van die restaurant se lewe verander, en die operateurs moet daarop voorbereid wees.

Buigsame kombuise. Kitchens sal in die toekoms ontwerp word om 'n spyskaart van regte grootte te hê wat innoverend is en wat deur die meeste werknemers in die restaurant bedien kan word. Totaal gekrapte kookkuns word meer gefokus op RTI (gereed om te vernuwe) bestanddele van kwaliteit, krasgeregte wat fantastiese, buigsame resepte word. Die kombuise sal modulêr wees, waardeur stasies gedurende sekere dae kan sluit en heeltemal vervang kan word (dit wil sê, burrito's om te roerbraai) soos nodig, met die koste van die verandering hoofsaaklik in die toerusting.

Buigsame sitplek. Sosiale distansie bly steeds 'n faktor en operateurs wil die kapasiteit van hul eetkamers maksimeer. Buigsame hindernisse gemaak van 'n materiaal, soortgelyk aan filmskerms, wat na behoefte op of af kan aanpas, kan 'n tabel van agt tot vier 2's of enige kombinasie neem. Veiligheid vir die kliënt word bewerkstellig, en die maksimum inkomste vir die operateur sal ook bereik word.

Buigsaam alles. Voordat iets aan die vloer vasgemaak word, moet die operateur die vertroue hê dat daar geen veranderinge sal plaasvind nie. Dit is noodsaaklik om vir vandag te bou, maar wees gereed vir môre. As u flink is en kan aanpas en die stilstand wat baie operateurs in die gesig gestaar het, vermy het toe COVID begin het.

Buite perseel en draagbaarheid

Buite-perseel sal aanhou groei as 'n persentasie van die algehele verkope. Operators should embrace this change and not fight it. For many restaurants, off-premises became a defensive posture to generate any revenue they could. What they learned is that their consumers have embraced this as an option. It is not meant to replace dine-in, but instead provide quality options to increase frequency. Off-premises has evolved from take-out to a plethora of options to fit each consumer’s specific desires. The Restaurant of the Future will have more than one of these off-premise option:

  • Curbside pick-up
  • Curbside delivery to outside tables
  • Drive-Through pick-up
  • Walk-up pick-up
  • Aflewering

To execute off-premises effectively, the menu items will need to be portable, which combines the right food and the right packaging. Serving below standards food for off-premises dining is a stop gap and ultimately only those who flawlessly execute will be able to maintain and grow this business. The size of the off-premises menu should be sufficient to satisfy customer’s cravings, but at the same time be simple enough to execute flawlessly.

Hands Free/Frictionless

Consumers, operators and suppliers are all pivoting and will continue to pivot as the “new normal” evolves. It starts with the customer having the options to get what they want, when they want it without concern for their safety. Self-serve anything may be a concern for the consumer and touchless everything will result in some added costs for the operator, but better efficiencies will reduce costs. Touchless self-serve beverages, condiments, doors, trash, ordering/payment, and much more are here and evolving. The restaurant of the future will require this. Manufacturer partners will be working hard to support this new “touchless” phenomenon if they want to be part of the solution.

The Restaurant of the Future will require technology to make the customer experience safer, faster, and more efficient. The Restaurant of the Future will not have anyone taking orders or payment. The customer will have options to choose what they want, when they want it and then how to pay for it.

APP and Website Improvement. Setting up your APP or website with the ability for customers to order and pay from home or anywhere else provides convenience, speed and efficiency and higher average checks for the operator.

3D Cameras added to Kiosks. Touchscreen kiosks will become no-touch kiosks by adding facial recognition enabled by 3D cameras.

Kiosks with QR Codes and/or NFC chips. Another possible option for frictionless ordering and payment is to add QR codes or chips to download menus with no touch.

Voice Activation. The Restaurant of the Future will use voice activation for placing and paying for orders as well as controlling kitchen equipment.

Simplification/Differentiation/Innovation

There will be no value in complexity in the Restaurant of the Future. Setting up systems, menus and processes that are simplified is the foundation moving forward. Differentiating will be crucial to success and keeping it simple and continuing to innovate will be the key to being different.

Simplification. Trying to be everything to everybody is a recipe for failure. Menu development for instance may be driven by defensive moves triggered by competition. Keeping menus simple will result in SKU reduction and from that less ordering, storage, production, waste, and most important, less mediocre menu items going to your guests. The Restaurant of the Future requires efficiencies to maximize sales and keep costs in line.

Differentiation. Why does a customer come to a given restaurant or brand? Once that is understood everything else will fall in line. Taking emotion out of decisions and focusing on the customer increases the potential of success exponentially. The idea of being better has no merit and is strictly personal. Differentiation defines a brand and it may be the small details that a customer identifies with.

Innovation. Great operators and suppliers innovate, but innovation does not have to be complex. It starts with variations on what your customers view as your “go to” products. Collaboration between partners will drive greater innovation with bold products being incorporated into multiple menu items.

Below is Section 2 of the Restaurant of the Future (Contact Kinetic12 for Section 1):

Community and Events

We see the future of in-house dining as still unclear but we predict the Restaurant of the Future will have limited indoor seating. On the other hand, outdoor seating has been more successful. We see great potential to drive greater visit frequency and significant revenue by creating an outside seating experience which includes a small stage showing movies, individual entertainer, culinary presentation and more. Seating will be flexible tables that can seat a table of six or multiples of two. You can order and pay at the table with the table number acknowledged. Orders are brought out to the tables via “curbside seating.” Touchless trash, handwash/sanitizer stations and more will focus on safety and sanitation. Heaters and misters will make this area usable most of the year.

Staffing and Roles

Doing more with less will be the mantra of the Restaurant of the Future. There cannot be excess staff and the team will need to be cross-trained to be able to execute with precision and efficiency. A great team member will be rewarded based upon station certifications and their level of productivity and adherence to brand culture. With the elimination of order taking and payment, the operation becomes simpler. The layout of the restaurant will allow for opening and closing of stations based upon levels of business. A brand ambassador can be appointed for each shift to communicate with guests and staff, make sure that safety and sanitation are in play and fill in anywhere that there is a bottleneck. They will be certified in each station.

Safety and Sanitation

Safety and Sanitation will need to come first if a restaurant is to be successful. The consumer will dictate it and it will become a key element in their choice of a restaurant regardless of the quality of the food and service. Handwashing/sanitizer stations will be easily accessible for both customers and employees. Keeping everything touchless will limit the possibility of safety issues. Getting lax on safety and sanitation will have a tremendous negative impact. Processes and procedures including a cultural component will be required. Using proper chemicals and disinfecting regularly is paramount. Telling the story of safety and sanitation will also be an important element of an operator’s success.

Addition of Technology. There is now technology to monitor hand washing of employees as well as other cleaning processes to ensure that compliance is being met.

Air Purification. Pre-construction solutions can help negate issues.

3D Camera Technology. This technology can reduce the number of items and surfaces customers must touch. Other customers are the ones who create the biggest issues and trust in the operator is dictated by seeing issues and fixing them.

Maximizing Space/The Footprint of the Future

Delivery only “ghost kitchens” are hot right now. We believe that the Restaurant of Future will be multi-faceted and can be the size of a ghost kitchen but offer flexible options that will allow the customer to have more of a say in the process. Not everyone wants delivery and in fact, many have become accustomed to curbside where they can get restaurant quality food that is safe and picked up at a specific time. Footprints will allow for total flexibility based upon the location which could include some outside seating and limited entertainment and bar business.

New Ways to Drive Revenue/P&L Management

Revenue opportunities for operators continue to evolve. Where it used to be dine-in or take-out, there is a whole new world to drive sales, but it requires forward thinking and avoiding going back to “what was.” Optimization of the physical space and cross-functional staff throughout the day will produce the greatest rewards. Off-premises is here to stay, but there are twists to make off-premise more inviting. Curbside delivery to outside tables is a great option. Imagine a seating area where there is a movie, culinary presentation or musician entertaining your guests and they sit at a picnic table with barriers and they place and pay for their order and have it delivered to your table number. Frictionless dining outside with entertainment and a limited bar menu along with hands free amenities. There is a lot of potential in the Restaurant of the Future.

The Restaurant of the Future is evolving

Consumers want to go out and are looking for ways to socialize. Restaurants remain their best option, but their behaviors have changed, and operators must adjust their operations to reflect these new habits. There is so much opportunity to be creative and develop more customer loyalty.

Safety and sanitation will remain at the forefront, but a new and exciting guest experience can be generated and should be part of the “new normal.”

The Restaurant of the Future will be exciting. It will be more efficient and will provide consumers with options that were not available to them pre-COVID. Different is better than better and the Foodservice industry needs to embrace what is next.

WHAT NEXT: Restaurant of the Future 2.0 Scorecarding

What to do next? Suppliers and operators must prepare for the future today by understanding how the industry is evolving and immediately make changes to their business models. Kinetic12 has built a scorecard for assessing and understanding the Restaurant of the Future and can help by guiding your management team through an assessment to identify where to start. We will identify those areas in your business that Must Change, Should Change and Can Wait.

It’s time to pivot and focus on the opportunities represented by the Restaurant of the Future.

Bruce Reinstein en Tim Hand are partners with Kinetic12 Consulting, a Chicago-based Foodservice and general management consulting firm. The firm works with leading Foodservice suppliers, operators and organizations on customized strategic initiatives as well as guiding multiple collaborative forums and best practice projects. Their previous leadership roles in restaurant chain operations and at Foodservice manufacturers provide a balanced industry perspective. Contact us to talk or learn more about the PIVOT PLAYBOOK and the 85-page comprehensive insight and solution report on the impact that COVID is having on our industry. [email protected], or [email protected]


1. Meal Kits From Chefs

A year ago, meal kits had been left in the dust as consumers tired of strict subscription models, packaging waste and the amount of actual kitchen labor they required. Then the pandemic sent everyone back to the kitchen, and meal kits once again seemed like a good idea — so good that chefs got into the game. Diners, hungry for a taste of their favorite restaurants and willing to do what they could to keep them in business, made them a hit. These new kits range from a $475 roast-duck package (from Eleven Madison Park in New York) and a $159 mail-order goat shoulder for six (from Stephanie Izard of Girl & the Goat in Chicago) to less expensive options like the $21 double-stack burger for two (from H&F Burger in Atlanta) and a plethora of taco kits from Los Angeles. Can restaurant-meal subscription services be far behind?


Chapter 5: Takeout is Here to Stay

Historically, restaurants have operated with slim margins. Even the most successful ones often don't make enough to save money for tough times. Now, with capacity restrictions, and no bar seating for the foreseeable future, restaurants may have to offer more than just dine-in service in order to survive.

Rene Redzepi is almost universally considered one of the world's great chefs. His restaurant, Noma, in Copenhagen has reached number one in the world rankings four times. During a recent interview on the podcast Take Away Only, Redzepi made it clear restaurants need to find alternate revenue stream in order to ensure financial stability.

"His comment was really smart," said Erickson. "He was asked if he needed to open Noma Ferment or Noma Pizza, and he was like 'I should've opened it five years ago'. I think that's a really true statement. We've all seen how fragile restaurants are and we have not had an infrastructure that allowed us to save money for s***** times. We need that."

When Noma did re-open recently, it did so, at least temporarily, as an outdoor burger joint and wine bar. Closer to home in Seattle, Canlis' Drive-Thru turned out some thousand burgers a day before the restaurant transitioned to its ultra-popular family meal delivery. Even when Canlis can welcome diners inside again, their delivery service will likely continue.

"I think that there are some lessons learned from this time and I think there&rsquos some elements of what we&rsquore doing that we&rsquoll continue to do," said Canlis chef Brady Williams. "People want an enriched home experience and they feel safe in their homes so I can see takeout and delivery continuing to be a portion of what we do, especially as you&rsquore not allowed to gather in larger groups anymore so a whole portion of our restaurant, private dining, is going to be affected by that."

"Private parties of 70 just ain&rsquot going to be the thing when we turn the economy back on so we&rsquore going to have to think creatively," said Canlis. "I think that&rsquos what&rsquos cool about this season, actually. Everything is up for renegotiation."

A number of chefs I talked to admitted they fought against offering takeout in the past. Hoekom? Making food that actually tastes good after sitting in a cardboard box is a real challenge.

"The best that food is going to get is immediately when you turn the heat off on that sauce pan," said Clevenger. "That's as good as it's going to get. Every minute after that, it's what we say dying. It's getting worse and worse."

Clevenger is the chef and owner of General Harvest Restaurants. He believes the new reality for his restaurant group will focus heavily on takeout.

"I'll admit it, I've never been great about to-go stuff. I've always fought it. I didn't think it traveled well. I hated the idea of it in a microwave, eating leftovers. Blah, blah, blah," he said. "Ultimately, if that's what the guest wants, to eat something at home, who am I to tell them no? That's really unfair. So what do I need to do? I need to come up to that challenge and say, 'they want food to-go, I'm going to give them the best freaking experience they've had'. If you take that approach you'll be fine. It's not about reinventing who you are. It's about understanding what the guest wants and that changes."

While takeout is one option to generate additional revenue, it's certainly not the only one. Tarsan I Jane went from offering 20-plus course tasting menus to experiential dining at home.

"We decided to do these takeaway experiences. We're calling it the Foolproof Paella Meal Kit," said Alia. "We foresee doing this for some time because we think there is always going to be that need for something cool at home."

At least in the immediate future, 'going out' won't be the normal - it will be seen as a special night out, a much bigger deal than it used to.

"I do think longterm, as people tend to work more permanently from home, that experiential dining will be the normal," said Douglas. "We already saw it at Hot Stove Society where we couldn't keep up with the demand of people wanting to get together and gather as a group and share an experience that was work-related, yet still a ball and team building."

At Ballard's addo, chef and owner Eric Rivera is known for his dining experiences, elaborate multi-course menus, often with fun, crowd-pleasing themes. Now, he provides guests with. whatever they need.

"You have to create channels within your business in order for [guests] to buy from you multiple times," he said. "You essentially have to be something from the bottom end, a convenience store, a grocery store, a restaurant and then the delivery aspect and plus, plus, plus. We have some guests who like a little bit of luxury. We have a lot more that are in the middle range, but we also have people who are very conscious or are on a fixed income now with unemployment or whatever else. So I'm very conscious of that too. I can't sell them a $65 thing, I have to sell them a $9-$10 thing and be very competitive in what they're willing to spend for lunch or dinner. I don't necessarily want to do all the things we're doing right now because it's very expansive, but if we're getting the sales it's our job to execute and give that to the guest because that's what they want. So, it's a very different mentality of hospitality."


It's time to take care of small businesses — not just big businesses

Although the Restaurant Act is part of a hot political controversy — as Congress and the president play the blame game on why they can't reach a deal on coronavirus relief legislation — Zimmern said he actually got involved in this cause months ago, in March, when he and a few dozen other restaurateurs realized how perilous things looked for their industry due to pandemic lockdowns and restrictions. "The idea was we wanted to have a group that solely focused on policy change and lawmaking on Capitol Hill, in Washington, D.C., sufficient to assist the most important group of businesses in America that is traditionally overlooked any time we have a recession or a catastrophe — natural, man-made, doesn't matter. And that's the restaurant industry," Zimmern explained. "However, historically, when you look back at the last three big economic bailouts prior to March of this year, the restaurant industry is overlooked. Much smaller, less impactful, less important business genres get relief. They're dwarfed by our size."

Zimmern believes it's unconscionable that the cruise industry has gotten bailouts in the past, while local restaurants have been neglected. "If you think about a small town in northern Minnesota, population 5,000, there might be two hardware stores. But there are many restaurants of all different types. And so, the contributions to the fabric of society, from Main Street, USA and small towns, to our fancy restaurants in big cities, is a vital, vital industry. And most importantly, because of the vast majority of employees we have, and the 5 percent of GDP that we represent, we should be given relief first, not the cruise ship industry," he said. "They've gotten the bailout every single time before us. They carry almost no employees. They pay almost no taxes. They all are offshore companies. It's horrific!"


Restaurant marketing strategy, design and internal systems will evolve for independents and chains alike in the coming year, says Doug Reifschneider of Chief Outsiders.

Historically, restaurants, especially pizzerias, have been slow to adopt innovative technology. The pandemic changed that. It’s no surprise that the adoption of technology is what kept many restaurants afloat during the pandemic, and the acceleration of that adoption saved others. Based on necessity and a will to survive, restaurants in every sector of the industry have been pivoting to meet customer expectations.

In 2021, restaurant marketing strategy, aesthetics, and internal systems—for independents and chains alike—will evolve, and technology and robotics will become commonplace. Here’s a look at 12 trends to keep in mind for the coming year.

Healthy Chains Will Replace Closed Independent Restaurants.

1. Chain restaurants will rule. Seven of ten restaurants are owned by individual operators, most of whom are independent, according to the National Restaurant Association. Unfortunately, independents have seen the most recent closures, and if 10-15 percent of all restaurants permanently close during the pandemic, the healthy chains will become dominant. Chains will increase unit growth to fill the void left by closed restaurant locations.

2. Independent restaurants will learn. New independents will arise out of the ashes. The new wave of restaurateurs will learn from the recent crisis and will focus on sustainability of operations by leaning hard into delivery, take-home, curbside pick-up, contactless payment and other enabling technology.

Marketing Strategy Will Adapt.

3. Messaging will become increasingly important. All restaurants will need to understand their consumer and know the new customer journey better than ever before. Every brand will also need to nail their brand proposition. If they don’t, all ads after the pandemic ends will be about digital ordering and delivery. Digital channels may be a convenient benefit, but if every restaurant offers the standard digital channels, those digital channels will not be unique to any one brand.

4. Operators will need to think locally. Independent restaurants and chains alike will finally make the management of local marketing channels a priority. Restaurant brands and independents have leaned heavily on email and social media to communicate with their best customers and guests during the pandemic. Being found by consumers who live, work, or drive by your locations will be incredibly important. Independent restaurateurs must take control of their Google My Business (GMB) account and local listings. If you’re not “top of find,” you will perish.

5. Digital advertising will become high-priority. Whereas TV was a big part of the advertising mix for national chains and larger regional chains, the shift to off-premise will force restaurant brands to lean much more heavily into digital advertising channels than ever before. The shift will occur because restaurants will be able to more easily track conversions from online visibility to online orders as a key metric. The brands who do continue to use TV will determine how to make outcome-based TV buying work.

Internal Systems and Restaurant Design Will Evolve.

6. Heightened cleanliness will remain a necessity. Serve-Safe and other entities that train restaurant employees to prepare and handle food will proliferate, and the constant disinfecting of communal surfaces, such as counters, door handles, tables, chairs and condiment containers, will become the expected norm.

7. Restaurateurs will fully embrace digital ordering. Every restaurant, independent or chain, will provide as many e-commerce channels for guests to order food as possible to create a contactless experience. Wing Stop, Domino’s, Papa John’s and Chipotle are doing well during the pandemic because they were positioned to survive in a crisis. Restaurateurs will fail if they don’t learn to embrace digital orders and provide ways for customers to get the food where they want it and when they want it.

8. Off-premise business will continue to prosper. Although consumers are getting used to ordering food digitally and internal and external delivery are expected, the trend may slow after the pandemic ends. Even so, the demand for delivery, take-out, meal kits and the like will proliferate.

9. Dining areas will shrink. Because of the shift to off-premise dining, new restaurants in all categories will reduce the square feet of their dining areas. Existing locations will remove tables and chairs to always be prepared for social distancing. More importantly, many QSR and fast-casual chains have announced new designs that lean more heavily into pick-up and curbside-to-go versus on-premise dining.

Burger King, McDonald’s, Chipotle and others have already announced plans for future concepts. Drive-thrus are king, and dining rooms are shrinking. QSR Magazine published a good piece on Restaurant 4.0 that digs deeper into many options restaurants may adapt to thrive. And earlier in the year they provided a glimpse of the Restaurant of the Future (ROTF).

10. Innovators will find their own way. There will also be creative and innovative individuals and organizations who will buck the status quo. Whether they embrace video dining, reinvent food halls, or return to a cash-only payment model, we will see successful attempts to avoid being trapped by the aforementioned trends.

11. Ghost kitchens will flourish. For example, new and existing concepts will cooperate together to develop ghost kitchens where multiple cuisines live in harmony to satisfy the appetite of urban dwellers, and the virtual food court will become a thing.

12. Technological innovation will keep pushing forward. Independents and chains alike will finally make technology a priority. Even before the pandemic, labor issues—such as worker shortages and minimum wage increases in some areas—were putting pressure on restaurants to do so. Many predicted that some kind of automation will have to be innovated for restaurants to thrive in the future. Enter COVID-19, coupled with a fear of human hands contaminating food as it is prepared, and you get the incentive needed to push the industry to that end. We’re starting to see this with White Castle. They recently debuted Flippy the robot and are in the process of rolling the advanced technology out to an additional 10 restaurants.

Bottom Line

COVID-19 has forced some drastic changes and adaptations upon the restaurant industry that will endure well into 2021 and possibly well beyond. The good news is that the pandemic proved yet again how resilient and awesome the restaurant industry is. After all, people have to eat, and most of us don’t want to eat food from home all the time. People value eating food someone else cooked, especially when it’s pizza! Because, at the end of the day, it’s all about the food and the experience.

Doug Reifschneider is CMO with Chief Outsiders, the nation’s leading fractional CMO firm focused on mid-size company growth. He works with restaurant and retail companies developing comprehensive marketing strategies and practical tactics. More information at www.chiefoutsiders.com.


The Uncertain Future of Pop-Up Restaurants

Three months ago, Omar Tate was serving an $150 eight-course tasting menu out of a penthouse event space in New York’s Financial District. The dinner, featuring such dishes called Notes From a Black Pantry and Cart of Yams, was one of Tate’s Honeysuckle pop-ups, which explore and pay homage to the black experience through food and art. Now, Tate is staying in a spare room at his mom’s house in Philadelphia. With multicourse dinners out of the question during the coronavirus pandemic, he’s cooking in her kitchen, posting a menu on his Instagram, and selling dishes to the public for $10 to $12 each. The setting is dissimilar to that of a New York penthouse, but he plans each menu as thoughtfully as ever, still tracing and celebrating black American foodways. Last week, Tate cooked lamb in a pit, serving the meat — marinated in palm oil and smoky from the oak he’d used as fuel — along with pickled vegetables and tart, lemony potatoes.

“All the things that go into what I make still have that same intentionality,” he says. “It was never about the theater of it all, which is the dining room. It’s not about that.”

The pop-up model has long been an alternative for cooks who lack access to the capital needed to launch and operate a restaurant, or who are disenfranchised by the culture and structure of traditional kitchens. For women and people of color in the restaurant industry, who are all too often refused the opportunities and resources that their white male counterparts enjoy, the pop-up model serves to democratize the cooking and sharing of food.

In some cities, pop-ups — particularly those in home kitchens — face legal challenges, but in most, they can operate as long as food is prepared in a commissary or restaurant kitchen. This shape-shifting model isn’t just a second choice for would-be restaurant owners. The fluidity and flexibility of the pop-up allows for a certain kind of creativity — blending art, history, performance, and food into a single dinner, for instance — that the constraints of most restaurants don’t allow.

Without brick-and-mortar locations, deep pockets, or much government assistance, pop-up chefs face unique challenges during the pandemic. But as it becomes increasingly unclear what restaurants will look like in a post-pandemic world, these businesses are also uniquely positioned to meet the needs of local communities, and maybe even offer a vision for dining in the future — if they can last that long.

“The beauty of a pop-up — and I’ve only learned this since I’ve been forced out of [restaurant] spaces because of the current situation that we’re in — is that they are malleable,” Tate says. “They’re kind of like an amoeba.”

For a recent pop-up dinner, Tate slow-smoked lamb legs in a pit. Haamza Edwards

A change of plans

Three years after launching the Vegan Hood Chefs in San Francisco’s Bayview neighborhood, Ronnishia Johnson and Rheema Calloway were ready to turn their pop-up into a permanent space this year.

“As a minority-owned [business], we were looking to use this year as a way to show that we are profitable, in order to be able to apply for capital to reach our ultimate goal, which is to get a brick-and-mortar [location],” Johnson says. The pair, neither of whom had any restaurant experience before launching, started the Hood Vegan Chefs out of necessity. In their predominantly black San Francisco neighborhood, there were no grocery stores in sight, and Johnson and Calloway were confronted by an unpleasant truth: No one was going to come into their community and create more options for healthy living. Opening a restaurant seemed the most effective way to take matters into their own hands and provide fresh food to their neighbors.

Ronnishia Johnson (left) and Rheema Calloway

The dream of restaurant ownership is off the table, for now at least. Like so many other pop-up restaurant owners across the country, Johnson and Calloway are glad just to be breaking even. But in the face of a crisis that has put restaurants on the brink of permanent closure, many pop-up chefs are questioning whether restaurant ownership is the end goal after all.

“We’re putting the brick and mortar on hold. It may not necessarily be what the community needs right now,” Johnson says. “What they need may be [for us] to keep this pop-up sustainable. And that looks like using the money we would have put down on a brick and mortar to possibly build our team so that we have more individuals who are able to pop up at already existing restaurants, to be able to provide food for the community.” Though the Vegan Hood Chefs doesn’t have the capital to expand in the way Johnson and Calloway had hoped to this year, their fresh vegan offerings are delivered throughout the Bay Area once a week, providing customers with trays of prepared grains, greens, and meat substitutes.

Before the pandemic, a majority of the Vegan Hood Chefs’ revenue was generated through large events, all of which have been canceled. The same is true for many pop-up chefs, who relied on large food events and ticketed dinners to provide the bulk of their income. But with no massive overhead costs, and a business model already designed to be adaptable, pop-ups around the country are adjusting quickly.

Until recently, Salimatu Amabebe traveled state to state hosting their dinner series, Black Feast. Each dinner was informed by and centered around the work of a black artist, the art inspiring the menu. The meal was never just a dinner, nor was it a gallery exhibition. Often, the hardest part of planning the events was finding a space where art and food could coexist.

It has been hard for Amabebe to imagine what such an experiential dinner could look like as a takeout-only operation. On a recent Sunday night in Berkeley, California, they decided to give it a try. After planning what would be the first Black Feast event with no communal dining element, Amabebe became weighed down by videos circulating online of the violence black people are facing during the pandemic. Ordinarily, a Black Feast dinner would serve as a way to bring people together over a meal, a chance to process current events or just relax in the comfort of community. With in-person gatherings out of the question, Amambebe had to find other ways to deliver that same feeling through a takeout window.

“What do people need right now, what does my community need right now?” Amabebe asked themself as they planned the meal. The menu that they came up with was inspired by the work of Oakland-based artist Lukaza Branfman-Verissimo, and captured the urgency and frustration of the moment.

Salimatu Amabebe (right) poses in front of the takeout window with artist Lukaza Branfman-Verissimo. Jessa Carter

Each to-go order was wrapped in a print designed by Lukaza, featuring painted phrases such as “Say her name,” the other side printed with a transcribed interview between Amabebe and Lukaza. Inside the paper wrapping were containers of rich and mellow black-eyed pea and tomato stew, and big slices of ever-so-slightly earthy spinach-vanilla cake with yam buttercream.

With donations from friends and past Black Feast guests around the country, Amabebe was able to give free meals to black customers who came to pick them up. “It was really cool to see that it’s possible to change this model and share food with people, and nourish people in the community. And not all have to come together at the table,” they say.

When Amabebe isn’t planning for the next Black Feast dinner, they sell loaves of bread and jars of Nigerian chai from the takeout window of the building where they’re currently finishing an artist’s residency. As restaurants reopen across the country, and chefs try to work out what cooking for the public again will look like, Amabebe doesn’t really have a plan for the future. “It’s difficult because when you base the model of what you do on community care for others and not on profit, it puts you in a position that is, in some ways, freeing,” Amabebe says. “But also, there isn’t always a specific plan for how things are going to go, and there aren’t a lot of funds to move around. In some ways, it’s easy to shut down: ‘Okay, well, we’re not doing these events.’ But also, what the fuck do we do?”

What comes next

There are fewer barriers to entry for chefs launching pop-ups than for those opening restaurants. There are usually no investors to answer to, fewer overhead costs, and few or no employees to pay. Some of the pop-up chefs I spoke to had not registered their operations with the government, and had — at one point or another — done business under the table, not paying taxes. During a pandemic, the lack of structure that once felt liberating can bring on a sense of uncertainty and anxiousness.

“All of my money was coming from pop-ups, all of it,” Tate says. While peers with investors or savings accounts cushioned by parents or spouses have put money aside, Tate couldn’t plan for a rainy day, let alone an all-out storm. “That was literally my entire financial life and safety net. I was living contract to contract.” Tate applied for a $10,000 Paycheck Protection Program loan, and was granted $1,000. He hasn’t been able to get through to the overwhelmed unemployment application portal.

With no money left in her bank account, Illyanna Maisonet decided to halt her pop-up dinners during the pandemic. The chef and writer (she’s written for Eater on several occasions) ran social media for a popular San Francisco blogger, and in her spare time, she’s hosted Puerto Rican dinners in her small casita — a separate dining space in her Sacramento, California backyard. Maisonet never thought of herself as a brand or a business before the pandemic. Now, it feels like there’s nowhere to turn for help. “I have no hustle because all my side hustles require being outside,” she says. “So [there’s] no money coming in, no income.” The final blow came when Maisonet had to cancel a dinner she had already sold tickets for, and some of her guests refused her offer to deliver meals to their front door. “That was, like, a really good chunk of money. So now I have negative money in my bank account. I haven’t been negative in my bank account since I was in my 20s.”

Solomon Johnson prepares for dinner service. Ryan Soule

Refunding customers right now could force small pop-ups to shut down for good. When Solomon Johnson, the chef behind the Oakland, California-based pop-up and catering company Omni World Kitchen, had to return $13,000 for canceled events, it felt inevitable that he would have to close his business. “I’m on a shoestring budget,” he says. “So after giving back all those refunds, I was almost convinced that I was going to have to completely shut down.” Solomon managed to secure a loan through the micro-loan organization Kiva, which kept his business just barely afloat, as he watched major restaurant chains receive the same PPP loan he’d been denied.

Johnson isn’t in a rush to start delivering plates of food during quarantine, citing concerns about his own health. While in-person events are on hold, he’s taken his business online, looking for new ways to create income. He’s just finished designing a line of merchandise, and completed edits on his first cookbook. “I really decided to think on my feet,” he says.

Meeting diners where they are

While many pop-up chefs express uncertainty about what the future might bring, others are hopeful they’ll be among the first to get back on their feet. When the time comes for restaurants to reopen in New Jersey, Leigh-Ann Martin has one of the most intimate dining spaces in town: Her kitchen table. Martin’s pop-up, A Table for Four — named for the snug table in her dining room where she serves guests — revolves around Trinidadian dishes cooked in her Union City kitchen.

As diners begin to reenter society, Martin suspects they’ll want a level of intimacy that restaurants in the early phases of reopening won’t be able to provide. “If people are going to feel safe enough to leave their home to come out, I feel like they’re going to want to do more than eat,” Martin says. She hopes to offer them an experience that falls somewhere between restaurant dining and eating at home. She’ll send them packing with recipes from the menu she serves, so they can recreate favorite Trinidadian dishes in their own kitchens, until the next time they brave the outside world.

Though his Oakland pop-up remains closed for now, Solomon Johnson also sees a future for his business when Northern Californians reemerge from the shutdown. “I know people will be excited to go out and eat again,” he says. “But the last thing you want to do is go to a restaurant that feeds 150 people. So I think that having a business model structured around smaller, intimate gatherings will probably be very lucrative after all of this. And that’s what I’ve been doing for almost five years now.”

In some ways, pop-ups have become more and more like traditional restaurants over the years, serving food out of restaurant dining rooms or large event spaces in place of home kitchens and front porches. With restaurants still closed in many states, and event spaces and bars unlikely to welcome pop-ups back any time soon, the model has been stripped down to its simplest form. “The future of pop-ups, now that people are paying attention,” Tate says, “is what they’ve always been: Something that pops up somewhere to feed people. And all that’s required is trust.”


Kyk die video: Liplje: Ulaganje u svoj kraj, ulaganje u budućnost (Julie 2022).


Kommentaar:

  1. Ter

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