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    Restaurant Redefined
    Restaurant Redefined
    Restaurant Redefined
    Ebook268 pages2 hours

    Restaurant Redefined

    By Saamia Bukhari

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    About this ebook

    Restaurant Redefined: Exploring Trends in the Restaurant Industry offers insight into the latest innovations gaining traction in the restaurant world today. With these insights, author Saamia Bukhari provides the building blocks for restaurants to compete in this ever-changing landscape.


    Bukhari discusses the latest tr

    LanguageEnglish
    PublisherNew Degree Press
    Release dateJul 27, 2020
    ISBN9781641378604
    Restaurant Redefined

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      Book preview

      Restaurant Redefined - Saamia Bukhari

      Restaurant Redefined

      Exploring Trends in the Restaurant Industry

      Saamia Bukhari

      new degree press

      copyright © 2020 Saamia Bukhari

      All rights reserved.

      Restaurant Redefined

      Exploring Trends in the Restaurant Industry

      ISBN

      978-1-64137-977-9 Paperback

      978-1-64137-859-8 Kindle Ebook

      978-1-64137-860-4 Digital Ebook

      To my ever-loving parents.

      Contents

      Introduction

      CONTEXT

      Chapter 1

      Background

      Chapter 2

      Current Status

      Chapter 3

      Adapting Intelligently

      TECHNOLOGY

      Chapter 4

      Online Ordering

      Chapter 5

      In-House

      Chapter 6

      Automation

      MARKETING

      Chapter 7

      Breakdown

      Chapter 8

      Social Media

      Chapter 9

      Loyalty Programs

      Chapter 10

      Digital Strategy

      SUSTAINABILITY

      Chapter 11

      Food Waste

      Chapter 12

      Local Sourcing

      Chapter 13

      Creating Shared Value

      FOOD CHOICE

      Chapter 14

      Menu Options

      Chapter 15

      Experimenting

      Chapter 16

      Seasonality

      EXPERIENTIAL DINING

      Chapter 17

      Service/Interaction

      Chapter 18

      Wait Time

      Chapter 19

      Design

      Chapter 20

      Unique Selling Proposition

      Final Words

      Book Acknowledgments

      Appendix

      Change is inevitable—except from a vending machine.

      —ROBERT C. GALLAGHER

      Introduction

      Cambridge, Massachusetts. Home to Harvard University, the oldest surviving weekly newspaper in the United States, and the founding of Polaroid. But this city doesn’t just boast a deep archive of history, art, and academia; it is accompanied by a rich, diverse cosmos of restaurants and food choices. And somewhere in that cosmos is one small, brilliant star—a small ramen joint called Yume Wo Katare.

      Yume Wo Katare is not your average ramen restaurant. It’s founded on a unique philosophy: if you can finish one of their generously massive bowls of Jiro-style ramen (thick noodles in a fatty, flavorful broth), you can accomplish anything.¹ Even if you’re not able to finish your portion completely, the effort you put in that should be applied to all your endeavors in life. Quite inspiring, if you ask me.

      After finishing a bowl of ramen, customers are encouraged to share a short-term and long-term goal out loud.² As unusual as it is, there’s something special about announcing a dream you have to a room packed with complete strangers leading their own complex lives. And it’s not as intimidating as you’d think.

      Harvard Crimson contributor Amelia F. Roth-Dishy shares that though the prospect may seem daunting, the employees are so charmingly laid-back that even the most timid public speaker would feel comfortable pronouncing their desires.³ The atmosphere is warm, welcoming, and encouraging, with staff and customers cheering each other on. Yume Wo Katare urges customers to follow their dreams with a sense of perseverance, passion, and concentration, the same skills it takes to consume a massive portion of ramen diligently.

      At the end of the meal, customers are also verbally scored on their consumption: perfect, good job, almost, or next time. Customers who finish the bowl in its entirety are awarded with perfect! while finishing noodles but not the broth earns a good job! and those not able to finish the challenge completely earn an almost or next time.⁴ Imagine being scored on your ability to finish a large bowl of ramen—definitely a new experience.

      Yume Wo Katare, otherwise known as a dream workshop, hopes to encourage customers to eat (and dream) beyond their self-imposed limits. This interactive experience separates Yume Wo Katare from other competing ramen locations, boasting a long waiting line, plenty of publicity, and enough word-of-mouth recommendations to keep it in business since owner Tsuyoshi Nishioka opened it up in 2012.⁵

      Why bring up Yume Wo Katare? It perfectly exemplifies experiential dining, a necessity when competing with a flood of other restaurants in the area. Its philosophy, interactive element, and warm atmosphere are differentiating factors. After all, in a hypercompetitive environment, having great menu items is only one part of a successful restaurant establishment.

      In the spring of 2018, about 660,755 restaurant units existed in the United States.⁶ Fast forward to today: there are over one million restaurants operating in the United States as of 2019.⁷ But just because more locations are opening does not mean that more of them are here to stay. In fact, a Cornell University study found that about 30 percent of restaurants go out of business in their first year of opening.⁸ With more restaurants opening and the likelihood of going under raising uncertainty, what can restaurants do to stay afloat?

      Constantly analyze and monitor the state of the industry. Deloitte’s 2019 Future of Food report notes that as a result of changing technology, consumer preferences, globalisation and demographics, the industry is evolving. The food ecosystem is becoming more complex and more interdependent. This is driven by consumers, whose spending on food, and food decisions, are shifting. ⁹ If the industry is changing, compromising both new and old establishments alike, what does that mean for the future?

      Adaptation in response to the inevitable evolution. While there are many areas of the industry to explore, like employee demographics and wages, this book focuses on five broad areas in the context of customers. As Deloitte discusses, customers are responsible for major shifts in the industry, so these trends are in light of customer experience, interaction, and impact. In other words, this book is not exhaustive of every single trend in the restaurant industry from every angle under the sun. By the time that book came out, new trends would probably have taken hold! In Restaurant Redefined, we’ll look into customer-centered trends that are tangible and impactful for the everyday, restaurant-intrigued reader.

      Here are a few sneak peeks:

      Technology: Kiosks! Tablets! Online ordering! There’s no escaping technology in today’s fast-paced world.

      Marketing: Marketing is complex, and often interconnected with technology, like social media, digital strategy, loyalty programs—an abundance of tools to get customers through the door.

      Sustainability: Restaurants are increasingly going local and being resourceful with food. Caring more matters and makes an impact on customers, the community, and the environment.

      Food choice: How can restaurants decide their menu offerings? Ensure a menu as flavorful as it is profitable? Account for shifts in customer preferences? Look no further.

      Experiential dining: What are differential factors? For example, in Yume Wo Katare’s case, an interactive activity converts ramen into something more than a meal. It is a memorable, uplifting, and even personal experience.

      These trends are not fads that will lose value in the near future. Restaurants are evolving in virtually every aspect. The dining experience will look different in the coming decades than it does today. Restaurants are no longer just sit-down establishments that bring the bill to you. They can take many forms and cater to more people than ever before (no pun intended). The question is, which establishments will adapt and which will be left behind?

      * * *

      I previously researched for a small private equity firm that sought to invest in local and regional food and beverage institutions doing well. I was surprised that both small and large restaurants have great capacity to thrive despite the challenges that come with today’s landscape. It was also interesting to find that strong performance at one point does not guarantee success for the long term. Popular restaurants closed a few years after opening. All these variables highlight that what makes a successful restaurant is complex. That’s why this book isn’t supposed to dictate what makes a successful restaurant. There isn’t a secret formula or code. The book peers into an important facet of what can contribute to a well-performing restaurant if adopted intelligently. I seek to explore today’s restaurant trends in greater depth with research, a variety of interviews, and plenty of real-life examples—a great starting point for the curious customers of the world.

      Dive into this book if you’re interested in exploring intersections of food and technology, movement toward sustainability, and what makes the Starbucks’s loyalty program so brilliant. Are you hungry for critical knowledge on industry trends? Then understand that adapting is imperative in a world of change. A changing restaurant outlook means operating as per usual will only work for so long. The Restaurant of the Future report by Deloitte asserts that the restaurant industry is transforming and competition is more intense than ever before. ‘Winning’ restaurant brands will be those that best understand their customers, capitalize on digital technology options and analytics, and seize upon the opportunity to engage customers in a highly personalized way.¹⁰ Trends for the future are taking shape now. If restaurants want to secure themselves, being cognizant of trends and taking action (within appropriate means and context) is absolutely essential.

      Get your forks and knives ready. There’s a lot to digest.

      1 Herrine Ro and Luke Hansen, Why people wait for hours to eat at this tiny Boston ramen workshop, Insider, Insider Inc., September 11, 2019.

      2 Kylie Obermeier, Nightlife: Yume Wo Katare, BU Today, Boston University, February 11, 2016

      3 Amelia F. Roth-Dishy, Community Ramen Hotspot Still the Stuff of Dreams, The Harvard Crimson, October 30, 2018.

      4 Andrea Shea, Porter Square Ramen Shop Wants To Make Your Dreams Come True, WBUR, WBUR, July 16, 2014.

      5 Kylie Obermeier, Nightlife: Yume Wo Katare, BU Today, Boston University, February 11, 2016.

      6 A. Elizabeth Sloan, It’s Time for Restaurant Realignment, Food Technology Magazine 72, no. 10 (October 2018).

      7 National Statistics, National Restaurant Association, accessed June 1, 2020.

      8 H.G. Parsa, John T. Self, David Njite, and Tiffany King, Why Restaurants Fail, Cornell Hotel and Restaurant Administration Quarterly 46, no. 3 (August 2005).

      9 Adele Labine-Romain et al., Future of Food, Deloitte, Deloitte Touche Tohmatsu, 2019.

      10 Andrew Feinberg et al., The Restaurant of the Future, Deloitte, Deloitte Development LLC., 2016.

      CONTEXT

      CHAPTER 1

      Background

      When I first moved to Massachusetts, what shocked me the most was the tragic absence of Krispy Kreme Doughnuts stores. Though Krispy Kreme is a popular doughnut chain, you won’t find it in every state. It was no longer a block or town away, no longer an immediately accessible option if my heart desired a chocolate-iced, glazed doughnut with sprinkles (my go-to). As an enthusiastic fan, the reality was appalling. But doughnut worry! For retail locations are here. Krispy Kreme supplies their doughnuts in grocery stores to reach customers they would otherwise not have access to. While hot, freshly made doughnuts are always superior, it is comforting to know I can still find the chain’s glorious glazed delights in the aisles of a supermarket.

      Chains like Krispy Kreme Doughnuts and White Castle constantly seek to reach new customers and grow. When White Castle first launched in 1921, it was home to famous five-cent hamburgers known as Sliders.¹¹ White Castle quickly made a name for itself as the world’s first fast-food hamburger chain, selling bundles of Sliders in highly popular Sacks.¹² The Kansas-born chain expanded its operations, now selling frozen Sliders in retail locations and offering online ordering options. White Castle is not alone in pushing out its products across the nation. Just check out prominent grocery stores: you’ll see all sorts of restaurant products packaged for the everyday consumer, be it P.F. Chang’s sesame sauce or IHOP breakfast sandwiches.

      Restaurant trends have evolved over time. The twentieth century introduced chains like White Castle and McDonald’s that helped establish the framework for the restaurant scene in the United States. Chains impacted the industry in many ways, including its size and its trends. The United States Department of Agriculture (USDA) emphasizes that the expansion in numbers of restaurants in the latter half of the 20th century owed a great deal to the rise of chain restaurants that were linked by duplication of structure, theme, food, service, and amenities.¹³ The chain and franchise model rapidly increased restaurant units and in turn led to more choices and competition. It also set fire to trends of convenience and accessibility that still persist today.

      McDonald’s pounced on the idea of convenience by launching its Speedee Service System in 1948.¹⁴ The Speedee Service System, as its name suggests, allowed for more efficient operations. Its core elements included cheap prices, standardized orders, and minimized menus.¹⁵ What Henry Ford had done for cars, the McDonald brothers did for hamburgers and French fries: they broke down processes into simple, repetitive tasks which allowed them to churn out food quickly, cheaply and consistently. There was nothing else like it.¹⁶ Streamlining completely transforming the business.

      With contenders like White Castle and McDonald’s, fast, convenient, and cheap options were the rage for working– and middle-class families in the twentieth century. By the 1990s, more people started eating out as family households changed.¹⁷ No longer was there only one breadwinner in the family. With two streams of income, middle-class Americans could afford to go to restaurants more often. In response to a shift in consumption, restaurants tailored their offerings. Adapting to new patterns, restaurant chains like Olive Garden, Applebee’s, and 99 catered to the ever-growing middle class, offering moderately priced meals and children’s menus.¹⁸

      As mentioned earlier, an increasing number of restaurants entered the scene over time, flooding the market. This introduces a problem today, since there are simply too many places to eat, says Victor Fernandez, executive director of hospitality data firm Black Box Intelligence.¹⁹ The issue is that half of our food dollar is now going to restaurants, but we have more supply than we have demand, Fernandez reveals.²⁰ With competition fierce, what can restaurants do? Analyze and tailor their

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