SR Consumer Research

10 Countries in Profile a flat white at their local coffee bar, to Koreans ordering spicy chicken delivered home for an after dinner snack. – Total Restaurant/Away from Home Spend in 2010: US-$935 bn* – Everything is different from one place to another. China 3% Australia 4% Here we’ll give you a look at how things are the same or Pop: 51 m Pop: 23 m different around the world. Here we’ll look to see how Spain 6% much people really like their fellow countrymen and the Pop: 45 m food they grew up with within the global foodservice mar - ketplace. Here we’ll see where there are pockets of growth Italy 8% around the world. Here we’ll talk about who the best cu - Pop: 60 m stomers are and how they might drive growth in the future. US 40% The NPD Group tracks consumers in ten countries around p u

Pop: 300 m o Germany 8% r the world. These countries account for just under a third of G

Pop: 83 m D the global population and two-thirds of the global econo - P N

: my. Of these countries, the USA has by far the largest e c r foodservice industry when measured in consumer spen - u o

France 7% S ding. We only track eight cities in China, accounting for Pop: 65 m Canada 5% Pop: 33 m around 50 m people... but if we take what we know and ap - UK 8% ply some thought, we can make a reasonable estimate of Japan 11% Pop: 61 m what is happening in the country as a whole. And when we Pop: 128 m do that, we find like everything in China, that there is a re - ally big market. Not quite as big as the USA but really, re - *Japan represents Tokyo and Osaka only, but population is for entire country. ally big and guaranteed to get bigger. China represents only 8 cities with 51 m people. How many visits individuals make to restaurants per year Far From Homogenous

You can’t help but stand in awe of the way in every country? Japan, dominated by convenience stores, leads the way. Restaurant use in European countries (aside from Italy) the foodservice industry around the globe is relatively low. What’s surprising is that the Chinese use restau - serves the needs and tastes of consumers. rants at about the same rate as do the Americans. Yes, they make Through one lens it all looks the same: ta - different sorts of (mostly much lower priced) choices. They have a very strong habit, largely driven by breakfast. Across the Euro - bles and chairs, kitchens, waiters, che - pean countries, the frequency of use appears to be strongly related ques, counters, display... so many com - to price. Italy, with the lowest check in Europe, has the highest mon elements. Through another lens the usage. France, with the highest check, has the lowest usage. differences within that basic structure are Here’s one of the things that NPD has learned over many years of working across markets in the global foodservice industry: Peo - obvious. Pricing, foods, and service vary ple like their countrymen, their culture, their people. They like across and within countries to create great their folk music. They like their art. They like the way their buil - experiences for the tastes of local custo - dings look. They like the colors of their flag. And they like their food. mers. Market research in 10 countries by In some countries there are distinctive segments that grab large Bob O’Brien. www.n pdgrou p.com shares of consumer spending. The vendors in China or Taiwan are one example. In Japan we see that Convenience Stores are ubi - quitous and have replaced consumers’ lunch boxes or, in some ca - It’s not just the food and pricing, either. The habits around the ses, their refrigerators. In Russia, an emerging restaurant market world vary radically. From North Americans eating in their cars that is dominated by chains (most of them local), it’s the tea hou - to Spaniards sitting down for dinner at 11 pm to Japanese and Tai - ses or the ‘Russian-ized’ foreign concepts that draw consumers. wanese buying snacks from convenience stores to Chinese get - The cafes and bars of southern Europe serve as a major driver to ting their soy milk and buns for breakfast to Australians grabbing consumer behavior there.

6 RS Anuga 2011 TrendSpecia l RS Consumer Research: Ten Countries Worldwide RS

Besides these segments, a handful of Japan is Leading brands stand as the shorthand sym - – 2010: Annual Visits per Capita in Restaurants – bol for the global fast food industry. 386 Those brands are seen as having rea - ched far beyond their home borders to influence consumer choices in all 237 228 235 corners of the globe. To a degree, 221 213 that’s true. They do not, however, 182 181 dominate the landscape in any part 131 136 of the world. In fact, they rarely (outside the USA) account for more than 10% of the money consumers spend on prepared meals and snak - US Canada Australia Japan China UK France Germany Italy Spain ks. Domestic chains usually account for a much larger share of consum - Source: NPD Group ers’ wallets than do the global chains. that the British are more likely to order Chinese and Indian foods Take Japan, where Western habits and brands have found their than a Traditional Roast or Fish and Chips. Another is the United way into the market. Among restaurants, however, those big glo - States, where Mexican food (which is only technically ‘foreign’) bal brands account for less than 10% of the amount that consum - is very near the top of the list of favorite foods. Other than that, pe - ers spend at chains. Domestic chains account for the vast majori - ople tend to like their own food. Every country has at least one ty of chain business in Japan. And chains account for a little over unique item in their top 10 list. Buns and soybean milk in China, half of all foodservice visits in Japan. A similar situation can be Sushi, Miso and Rice Balls in Japan, Donuts in Canada, Tapas in seen in Great Britain, China or even Germany. The global brands Spain or Bacon in Great Britain all highlight the differences that are there, tucked inside a larger domestic market. remain in tastes around the world. When we consider the top foods of the global restaurant industry, Different consumer need states: “Going OUT to eat....” is an En - we can find a handful of common tastes around the world. Yes, Beef Burgers are among the top 10 foods in every country we NPD Group/Crest track except Italy and China. In China, however, you could argue About The NPD Group's Foodservice Division: that the meat filled buns that are so prevalent are functionally the The NPD Group is the industry's leading source for food - same thing as burgers are. Fries are among the top 15 items in eve - service trends and restaurant market research data. ry country except China. Leaf Salads, in one form or another, ap - NPD's Crest service, which continually tracks consumers' pear in nearly every country. Pizza is near the top in every coun - use of commercial and non-commercial foodservice, as- try outside of Asia. Ice Cream pops up from place to place. sists foodservice manufacturers, foodservice operators and Bob O’Brien is a Also important is what is NOT on the lists. Remember, people li - other foodservice organizations with strategic planning very knowledgea - ke the food they grew up with. Yes, there has been a good deal of and positioning, product/menu development, and consu - ble foodservice in - cross-pollination of cuisines around the world. Sushi is found in mer targeting. NPD conducts the Crest survey in the USA, dustry insider and Moscow, London or Chicago with equal ease. Noodle bars have Canada, Great Britain, Germany, Japan, Spain, France, speaks frequently emerged as a viable new segment in Europe and North America. Italy, China and Australia. to industry and There isn’t a major city around the world, Chinese cities included, www.n pdgrou p.com management where consumers don’t have groups all over the their pick of French, Italian, Chi - France in Front globe. He is cur - nese, Indian, Tex-Mex or Spa - rently Global Se - nish restaurants or Irish Pubs. In – 2010: Average Eater Cheque in US-$ – nior Vice President spite of this, ‘foreign’ foods are for The NDP 8.03 8.28 8.34 only rarely on the top 10 lists in Group, based in 6.92 7.26 any country. Sure, a point can be 6.31 6.41 the USA. He joined 5.91 made that Burgers and Fries and 5.61 NPD’s Crest servi - Pizza are foreign in most places. ce in 1987. In These have become, for better or 2003, he drove

2.73 p u

worse, global foods. o the launch of Crest r Imported major ethnic cuisines G Japan, in 2009 he D P

can be found nearly everywhere N led the launch of : e c

but they are rarely among the fa - r Crest China and

US Canada Australia Japan China UK France Germany Italy Spain u o

vorite foods. One exception is S Crest Australia.

SR Anuga 2011 TrendSpecia l RS 7 Chains SR Grafiken

21 31 28 34 are the path to future success. It makes sense 51 35 from one perspective. A person will only ha - 61 55 50 66 ve one lunch, one breakfast and one dinner in a day. That person can have several snacks of 69 72 79 different sizes at different times over the 65 66 50 course of a day. 45 49 39 34 Looking at the daypart structure around the world, the snacking future is still a way off. US Canada Japan UK France Germany Italy Spain China Australia Even the USA, known for grazing, has a well developed set of main dayparts. The pattern Chains Independ. of daypart use around the world is another Source: NPD Group way to highlight the variety of global tastes. The Italians and the Chinese put the largest glish phrase that describes the act of going to a restaurant (or Fast part of their visits into the morning dayparts. The French and the Food place, if you’re an American) and having a meal in that re - Japanese devote, by far, the largest share of their visits to lunch. staurant. Over the years, this act of ‘going out’ has slowly given The Anglophone countries have remarkably similar patters. Sure, way to buying food to be eaten in places other than the restaurant. between them they could point out the differences (Canadian The US is the Western market with the lowest share of meals and snacking, for instance) but they are more the same than different snacks being consumed in the restaurant. This contrasts with the with a balanced distribution of visits across the day. continental European markets where over half (and in Spain near - Weak performance in recent years: This is a tough time to be tal - ly three quarters) of all king about the health of the markets. In virtually every country we meals are eaten in the re - have tracked through the crisis, traffic counts are below their People like... staurant where they were 2006 levels....four years of growth lost! Consumers have cut their purchased. visits. Average cheques have declined and, in particular, the inde - ...their countrymen Those take-away purcha - pendent sector of the market has taken some hard hits. ... their culture ses differ by country. In The broadest positive trends are that Fast Food places and chains ... their folk music Japan and China, the vast in particular are growing and that on-premises business has begun ... their art majority of off premises to grow again across Europe. Of course China grew right through ... the way their buildings look purchases are taken home. the crisis and continues to do so on all fronts. ... the colors of their flag In Japan, this amounts to Looking forward: In nearly every country that experienced decli - feeding the family at din - nes, the weakness was attributable to broad declines in use across ... their food ner. In China, on the other most age groups. These declines were compounded by sharp de - hand, it is most likely that clines in use by young adults, the heaviest users of restaurants in people are going out and buying prepared food for the family bre - most countries. akfast at home. Meanwhile, Canadians and Americans are the Those younger adults are also the ones who indulge in new restau - most likely to eat their food in a car. rant concepts and exotic foods. The good news is that they still are Among the successful North American chains in the past few heavier users than their older counterparts. Further good news is years, it seems as if the bet being placed is that snacks, not meals, that, like the boomers before them, they will likely carry some of their heavier usage habits with them as they age. China: Most Morning Meals As we anticipate the next 10 or 20 years, with the natural changing of the generations, we look for - – 2010: Distribution of Traffic in Foodservice – ward to the habits of today’s younger adult cons - umers becoming more common across all age 9 22 24 18 20 17 26 41 37 27 groups and, as a result, generally more frequent and more diverse restaurant use. 45 33 35 So, the long term trend it toward more use of 35 27 35 42 32 23 34 foodservice across a greater variety of options driven by people currently 30 and younger as 23 25 27 18 27 23 27 16 they age. In some countries, where use of food - 29 15 23 service is very widespread, there may be more 16 18 20 20 22 24 14 22 7 limited upside. On the other hand, few people US Canada Australia Japan China UK France Germany Italy Spain anywhere really want to cook more and the ener - getic creativity that is found in the foodservice Morning Meal Lunch Supper PM Snack industry around the world keeps coming up with Source: NPD Group new ways to serve consumers.

8 RS Anuga 2011 TrendSpecia l RS ROMANCE M A

Seasonal Slow Food Chef/Patron Independent Motherly love Personal Care T N Organic Local Farm Creative Artistry Farmer’s Market Care for family Feel at home R A I A S Family Farm Hand-Made Artisanal Local Health & well-being Une demeure I R T

Neutral Producer Based Small Batch Market of One Multi-generations Communal table C R H

A Labor Intensive ‘From Scratch’ High Value Added Self-Sufficiency Traditional recipes Food as conversation A L D P H A C I P R G S O O R M O P T R S O N R S D O P I C Y S S I U I D B U Y E C T C U E A S S H M T L S L T T E I S E E I E I O T O R S M Y N N P A L T A R I Year Round Fast Food Corporate Chef Brand Name Nutrition Specialists Mass customization I R

Commercial Agribusiness ‘R & D’ Hyper Market Sensory Dining alone A T R S Factory Farm Convenience Mechanical Global optimization CRM-driven C U

GMO Consumer Based Mass Produced Mass Markets Feed Technocrats Sales optimization H D

Capital Intensive ‘Out-Sourced’ Lowest Cost Market Reliant Commodities Industrial Cuisine A N L I

SCIENCE New Perspectives from Farm to Fork Life as we know it is in the throes of radi - The lack of trust is a direct consequence of developments in the food industry itself: the value creation chain has become increa - cal change, driven mainly by technologi - singly complex and opaque, and the same is true of food products. cal progress and economic uncertainty. To make up for this loss of trust, consumers long for simplicity The real revolution, however, is taking pla - and authenticity. Or, to put it another way, the industry offers science but people want romance. It seems virtually impossible to ce elsewhere – in our food: what we eat, reconcile these two extremes. how we eat and why we eat. It will not be Figure 1 gives a schematic overview on the food supply chain and enough to look for insights by studying the poles of the mentioned developments. Science – or scientifi - cally processed food – implies a value creation chain that opera - Along with these changes in food in recent years. We need tes according to the laws of the free market. In this system there is developments the in-depth investigations of the interrela - constant pressure to optimise the efficiency of supply; science trend towards true tionships in our world of food. A Food and industrialisation are regarded as the driving forces of pro - food is prospering. gress. In practice, scientific food means: capital-intensive mass True food tries to Trends Review by Mirjam Hauser and Da - production, processes involving chemical agents, nanotechnolo - avoid the lingering vid Bosshart, GDI Gottlieb Duttweiler Insti - gy and genetic engineering, cost cutting wherever possible, stan - alienation of food tute, Switzerland. www. gdi.ch dardisation and mass selling in anonymous hypermarkets. This from the natural style of industrial food is what most people in the industrialised basic product, The pace of change is picking up: growing global shortages, mo - world eat daily. The increase in efficiency at the different stages which is characte - re volatile markets and more sceptical consumers pose challenges of this value creation has advantages. Today, most consumers ta - ristic for the indu - for the food industry. The most serious phenomenon, however, ke it for granted that food is available everywhere, convenient, strialisation of has been the erosion of consumers’ trust in the food industry. cheap, offers a wide range of choices and no longer goes bad so food products. By

SR Anuga 2011 TrendSpecia l RS 9 SR Grafiken

Accordingly, the focus of this trend review is the question of how the food industry can regain consumers’ trust. The pressure to act ‘properly’ continues to mount. Consumers long for the “genuine article” and therefore demand precisely this from suppliers: au - thenticity, transparency and credibility. At the same time, cons - umers themselves are in a process of transformation: learning to see limitation not as a curtailment of pleasure, but as relief from complexity. This is not only on account of their pocketbooks, but also because simplicity answers their desire for orientation. They also find support in the limited number of products that fulfil va - lue-congruent criteria such as ‘organic’, ‘local’, ‘seasonal’ and ‘handmade’ or ‘artisanal’. On the whole, consumers have become more critical, more concerned and more picky: because they are

T zitate Der neueste Schrei heißt Bubble, bzw. Pearl Tea. Und ist spitzenmä - ßig!“

more aware of the differences between substance and show; be - cause they attach greater importance to health; and because they have access to comprehensive information at all times. They are annoyed by situations in which they feel they are being pressured to act against their interests. If you can, you resist. If you cannot, you go into denial. Either way, consumers are increasingly venting their displeasure about any form of deception, especially where food is concerned. Innovative and creative minds have long realised how the sails are set. Their business concepts combine new consumer needs with what – in part thanks to new technologies – is feasible: whether by integrating their customers into the production process, by offe - ring them the opportunity to exercise greater autonomy (see for example www.the peo plessu permarket.or g), or by banally catering to their often nostalgic yearnings (lovingly self-made, exclusive, authentic, personal, and local; see for example www.eatal y.it ). In fine dining this finds expression in the trend towards bistronomy: the luxury of simple and authentic dishes and genuine service that is redolent of immediacy and warmth. The new gastronomy is mo - re economical with costly resources such as time and money and quickly. But this is the inflection point of revolutionary change, products. It cuts back on demonstrative luxury for the sake of where on the one hand we have prosperity and on the other new extravagance and Michelin Guide inspectors – without lowering health risks. their very high standards one iota. In the USA and the UK, major Just as the scientifically processed food exhibits patriarchal cha - chains have already adapted to consumers’ new desires. Quick- racteristics, those of the countermovement are matriarchal. The service restaurants will also redefine their strategies, like Chipot - ideal in this paradigm is sharing and balance – not the accumula - le.com, Burgerville.com or Max.se already did. However, it re - tion of goods. What the countermovement desires is more self- mains to be seen whether they can be viewed with credibility by determination, sustainability and authenticity in the value crea - consumers. tion chain. To this end, some of them have formed farmer-consu - Surprising though it may seem at first glance, convenience food mer cooperatives that promote and foster local value creation, has a great future. If consumers’ actions are driven by external si - handicrafts, self-sufficiency and sustainable systems. They farm tuations – work, travel, pressure of time – convenience is often just and produce food using past practices and traditions, but are open what they need. At the same time, shoppers want practical and fast to experimenting with new ideas and possibilities in marketing solutions that are fresh, natural, authentic and healthy. The goal is and distribution. Finally, it goes without saying that enjoyment, to close this gap. This offers enormous market potential that is not relaxation and appreciation are central to the act of eating and even close to being exhausted, whether by retailers or the restau - drinking. rant trade. The food industry and the supermarkets have driven the

10 RS Anuga 2011 TrendSpecia l RS Grafiken RS

production and distribution of packaged goods – in future they will pressure on politicians for greater regulation can be expected to promote packaged meals, which will put pressure on the traditio - grow. Retailers and restaurant-owners would be well advised to nal branded products. But the age of cheap microwaveable ready- look ahead and position their offerings to promote healthy, mode - to-eat meals is also coming to a close. Consumers prefer gourmet rate, ethical, sustainable and local eating – to an even greater ex - fast convenience meals. There is a perceptible shift from ready-to- tent than leaders in this field are already practising. Consumers de - eat to ready-to-cook. Consumers feel better buying and eating me - als consisting of fresh, prepared ingredients that require a modi - T zitate Der neueste Schrei heißt cum of cooking effort than using products that just have to be pop - ped into the microwave. New generation of packaged meals sell Bubble, bzw. Pearl Tea. Und ist spitzenmä - quality, natural ingredients that do not contain any additives such ßig!“ as colouring, taste-enhancers, stabilizers or sweeteners. These me - als will really taste ‘homemade’, as the packaging wants people to mand consequences not only for themselves, but also for sup - believe, because they use quality ingredients and require at least a pliers: only those who reject ‘bad’ products and remove them from bit of cooking. In the UK, Marks & Spencer (‘Cook!’), Waitrose their offering will be able to meet the high standards of credibility. (‘Easy to Cook’) and Sainsbury (‘Inspired to Cook’) have all laun - Over and above this, it is worthwhile considering other commit - ched successful lines of fresh convenience meals. Tesco has ex - ments, such as the transfer of food knowledge (like www. jamieoli - panded its premium product line ‘Finest’ to include ready-to-cook ver.com or www.whole foods.com ). meals under the provocative ‘Restaurant Collection’ label. Here The Internet’s influence on people’s decisions and actions even in the medium is the message: the consumer in his own four walls everyday private matters continues to grow. People have got used wants to feel like a guest in a restaurant and pamper himself wi - to finding information and advice on the Net, and this includes thout effort and excessive expense. consumption. Providers lost the authority to control information Supermarkets position themselves as a new generation of ‘corner about their products, brands and prices a long time ago. For in - stores’ offering proximity, intimacy, immediacy and responsibili - stance, consumers in the UK can go to mySupermarket.co.uk and ty. A precursor of this format has been freshandeasy.com, more in - compare what different providers are asking for a product they are dividualised examples include thorntonsbudgens.com, fri - looking for. Nutritional data can also be compared. And it is all schwerk.com. Add people’s rising expectations of practical eating free. Thanks to smartphones, mobile Internet has become a per - solutions, and the mobilisation of “good” food becomes a crucial manent companion. GoodGuide.com for example gives instant issue. Restaurants that want to compete with supermarkets in the product information via scanning the products barcode with the field of prepared, ready-to-cook meals will also have to transform iphone app and rates products based on several factors: health, en - themselves into food suppliers on wheels. In the future the trend vironmental and safety records. for restaurants to go to their guests will only strengthen. The con - Mobile Internet has the potential to facilitate the convergence of cept of mobile kitchens has been around for some time; the recent two worlds that up to now were opposites – science and romance – innovation lies in the diversity and quality on offer. Many of these and takes the result to a new level. Science and technology-driven Along with these food trucks also use new communication channels like Twitter and innovations enable consumers to get closer to providers, inform developments the Facebook to establish direct contact with their clientele. From Ko - them of their needs and enter into a dialogue (see for example trend towards true rean-inspired tacos (htt p://ko gibb q.com ), through sushi your.asda.com or 4food.com) – and this in turn gives providers an food is prospering. (www. fishli ps-sushi.com ) and organic hot dogs (www.letsbe frank - opportunity to unobtrusively target consumers with information True food tries to do gs.com ), to gourmet desserts (www.treatstruck.com ), there are and initiate a genuine conversation. avoid the lingering mobile kitchens for pretty much every taste. The new generation Excess and alienation, the main developments in recent decades, alienation of food of mobile kitchens uses fresh, quality ingredients and sells street are being replaced by a new awareness of eating and nutrition. In - from the natural food of restaurant quality. World Fare Bustaurant is one example. novative new offers have to reconcile the disparate needs of origi - basic product, nality on the one hand and convenience on the other, without de - which is characte - T zitate Der neueste Schrei heißt tracting from authenticity in the process – science and technology, ristic for the indu - including the transfer of knowledge and simplification, play an strialisation of Bubble, bzw. Pearl Tea. Und ist spitzenmä - important role. food products. By ßig!“ One thing is certain: the consumer will not be satisfied until he can say “yes” with a clear conscience. Before she can do that, there will If suppliers do not take these needs seriously, new concepts will have to be renewal, if not revolution, at all stages of the value develop to replace them. Consumers can refuse supply-side dicta - chain. The goal should be to combine science with romance – in ot - tes and organise autonomously – a growing movement of Com - her words, to start investing now in sustainable, local, partnership- munity Supported Agriculture (CSA) underscores the determina - based value creation systems so as to reconnect consumers with tion to find alternative solutions (examples include www.roo fto pf - production. arms.or g, www.meine-ernte.de , www.ortoloco.ch ). Moreover, in a climate of comprehensive approaches to health, sustainability Source: This article is a customised excerpt of the GDI Study No. 32, and authenticity – not least as a result of the obesity epidemic – European Food Trends Report, 2010, by Bosshart, Muller and Hauser.

SR Anuga 2011 TrendSpecia l RS 11 SR Science

Hospitality Industry 2020 – Long-term Outlook, 8 Predictions for Challenges & Opportunities – 1. Wireless Technology 2. Genetically Modified Food 3. Climate 4. Urban Micro-Farming 5. Aquaculture 6. Convergence of Supply 7. Wealth Disparity 8. Designing for New Energy Sources Maximizing Opportunities – Minimizing Challenges

The world is in turmoil. Revolutions, re - Ultimately, as the environment has become more complex, how structuring, retrenchment, recession, rene - can anyone in our industry keep up with the rapid pace of change wal – all require a new mindset. Predic - and the rush for the ‘new and improved’ when our customers keep asking us, “Why can’t it just be like it used to be?” tions for where the global Foodservice in - Well, here is a truth: it can’t be like it used to be because the who - dustry will be in five or ten years will leave le world has changed in the last 24 hours. But fortunately there is us perplexed, if not exhausted. There are another truth: things still seem the same because those global changes (for the most part) have been incremental and are barely clearly no 'right answers' in our industry perceptible to anyone on a daily basis. ‘Rapid, but hardly noticea - any more, if there ever were. One key ob - ble change’ – what does that mean to me, the foodservice profes - servation—the industry is finally getting to sional, today? a point where we can predict that the key It means we must show how long term trends for our industry are creating ‘multiple futures’ and not one single path to a knowable to future success will be more than simply future. We do this so that managers and strategists may limit their the need to develop a talented staffing risk of making bad decisions by designing more accurate and in - pool. By Christopher C. Muller, Ph. D., formed forecasts. These multiple futures are not zero-sum games or either/or choices, but ‘both/and’ or yes-yes simultaneous op - Boston/USA, www.bu/edu/hos pitalit y tions. Perhaps unlike any period in human history, today the appli -

12 RS Anuga 2011 TrendSpecia l RS Science RS

cation of technology allows for consumers to make market choices but by what they feature on their menus. Green restaurants will be which are both emotional and rational at the same time, part of a vegetarian, Blue restaurants will offer seafood, Brown restaurants ‘must have’ mindset in a ‘not now’ economic reality. will supply meat. Menu prices will be determined by the scarcity Not only as the operators of restaurant companies facing uncer- and social cost of the food ingredients offered. tain times, but also as decision-makers responsible for leading te - Prediction 3: Climate At least one, and possible multiple, multiyear worldwide weather “Rapid, But Hardly Noticeable Change” crises will seriously challenge the world’s food supplies. Even now, in 2011, food commodity prices are passing record levels due to weather related factors. A new Global Food Monitoring Orga - ams of people with certainty and vision, it is imperative that you nization will be formed through the United Nations in response to make sure opportunities are maximized and challenges minimi - the new realization that food supplies and planning, like money, zed. You must choose from a selection of trends and decide which cannot be left in the hands of single national interests. Developed are the most meaningful for your enterprise. countries in Temperate Climate Zones will control the bulk of food Here are some hypothetical predictions for the coming 5 to 10 production, even as the population in the Developing World conti - years that target this confusing, yet completely reasonable, set of nues to expand. possible futures. The first one is almost too easy but will be follo - Possible Outcomes: The price and scarcity of food will fluctuate more wed by what should seem to be more complex challenges. dramatically. Food riots will be much more cross-cultural than the national political upheavals of the past two decades. New regional Prediction 1: Wireless Technology alliances will apply intense pressure on the traditional food produ - The enormous growth of personally controlled wireless telecom - cing nations, including the new ‘food super powers’ of China, Bra - munications—whether a mobile phone, laptop or the rapidly zil, Russia, India, Canada, Euroland and the U.S., to share their na - emerging iPad and tablet based devices—means that our custom- tional abundance and agricultural technologies. One possible, but ers are gaining more and more control over decisions in the food- controversial outcome would be the ‘internationalization’ of the service business environment. vast agricultural areas of the current nations of Zimbabwe, Zam - Possible Outcomes: All restaurants, from the corner coffee shop to the bia, and Botswana to create a single regional food resource zone. grandest Café Luxe will be required to have at least one, and pos - At the same time, food tourism will become trendy as travelers sibly many, fulltime management level employees to control their seek out new sensory experiences in small pockets of regional ab - Christopher C. social media. By the end of 2011, any restaurant not monitoring undance. Muller, Ph. D., and integrating everything from Twitter, Facebook, Google, Lin - is Dean at Boston ked-In, YouTube, OpenTable, online ordering, Yelp, Zagat, Four- Prediction 4: Urban Micro-Farming University's School Square, Wikipedia, their own iPhone/Android App or the dozens New inner city ‘micro-farms’ will be created by local governments of Hospitality of other media channels just being introduced, will simply not be to help supply fresh food to the rapidly expanding inner city poor. Administration – competitive. These are jobs which did not exist yesterday, but will This trend will be used to increase employment in traditional city- worldwide the lea - be a major part of every business organization tomorrow. Hire so - states seeking to control their economies, as well as to make use of ding thinker and meone to do this today. formerly blighted innercity slums and urban centers. Cities such as teacher in the field Detroit, Rio de Janeiro, Mexico City, Manila, Moscow, Lagos, and of 'Successful Mul - Prediction 2: Genetically Modified Food Cairo will have these new farmland areas fully integrated into their ti-Unit Restaurant Genetically modified food research will expand as global food urban planning by 2020. Management': supplies are challenged by climate and an exploding worldwide Possible Outcomes: Citystates will become more food selfsufficient as “2020: Invest - population. At the same time the widespread application of this re - residents decide that controlling their own supplies of food gives ment in restaurant search will continue to come under extreme political pressure. them political stability. Sustainable technologies for capturing technology will be Existing chemical food additives will be banned or controlled, as rainwater and sunlight will be created and applied even in colder at record levels, new ‘safer’ foods which are disease and climate resistant are climate zones, as will hydroponic gardens and high efficiency creating enormous brought to expanded markets. greenhouses. Empty factories and manufacturing complexes in ur - new concept and Possible Outcomes: A second ‘Green Revolution’—one which will far ban centers will be converted into indoor growing zones. Restau - employment op - surpass the agricultural advances that fed the world after World portunities.” War II will be driven by the need for more drought- and floodresi - stant grains, rice, etc. A new acceptance of ‘organic genetically “Must-Have” Mindset In a “Not Now” Reality modified’ technology will help address the global food crisis, with crops being grown in areas of the world not previously used for agriculture. All food will become local as markets combine and hi - rants will be designed, like micro-breweries today, as self-contai - storical seasonality is only considered to be a transportation cons - ned micro-farms or cooperatives, sharing resources with other in - traint. Restaurants will not be categorized by service style (Quick dependent operations. Food bartering will be used by local resi - Service or Full Service) or by ethnic cuisine (Italian or Chinese), dents in exchange for finished meals.

SR Anuga 2011 TrendSpecia l RS 13 SR Science

Prediction 5: Aquaculture althy German has more purchase behaviors in common with a we - Aquaculture will become the fastest growing segment of protein althy Brazilian or wealthy Indian than with any of their poorer farming around the globe, with new technologies being developed countrymen. Food access, along with Energy access, will be the for the cultivation of species on land, in formerly arid areas, and in measure of true wealth, measured not only by monetary accumu - vast enclosed deepocean breeding facilities. Bio-fuels from the lation, but by the lifestyles of global demographic cohorts. waste produced by these farm/factories will be used to supply the Possible Outcomes: Class disparity between the ‘knowledge clas - energy to maintain them, creating basic self-sustaining systems for ses’ and the ‘labor classes’ will widen. Those with access to ad- protein manufacturing. vanced technology and labor saving devices will have more free ti - Possible Outcomes: Fish will become more plentiful as both nations me to patronize full service and fine dining restaurants. Those who and individual and corporate entrepreneurs find ways to exploit are engaged in manual, service or production labor will have tech- the dietary requirements of a growing population. Seafood, of all nologies which offer them the ability to patronize time sensitive shapes and sizes, will replace red and white meat as the world’s fa - convenience and massmarket units. Cashless systems will be the vorite source of protein. Food safety and sustainability issues will norm across all levels of society, allowing for restaurant compa - be the major concern, especially for raw fish and shellfish, but nies to track individual purchases and customize marketing pro - highly segmented restaurant offerings will take advantage of new grams directly to the needs of the user. grading and governmental controls of fish production. Steak and chicken will be served, but will be viewed as more exotic, similar Prediction 8: Designing for New Energy Sources to the way sushi/sashimi was two decades ago. Predominantly ve - While the world will continue to move away from a carbon/oil ba - getarian diets will be adopted by a growing majority of the world’s sed energy system, the disruptions this will cause will put many re - population creating new restaurant and menu opportunities. gions and populations under extreme stress. New forms of solar, wind and hydrogen based energy will require completely new coo - Prediction 6: Convergence of Supply king technologies, building structures, packaging and transporta - Traditional lines of distribution split between food markets and re - tion systems. staurants will rapidly break down as technological advances over - Possible Outcomes: New energy offerings will also mean that restau - come logistical constraints. A convergence of supply will happen rants and supermarkets will need to be redesigned to adapt to new as large food manufacturers will seek to combine distribution to energy systems. The business of design and production of cook- single sites; with global brand name ‘food courts’ being integrated ing equipment will expand rapidly as antiquated kitchens, both with global brand name ‘super stores’ where fresh, prepared, and commercial and home-based will need to be replaced with compli- customized cooked meals can all be purchased. ant appliances. Restaurants and celebrity chefs will be looked at as Possible Outcomes: Consolidation of supermarkets and restaurants solution providers, helping everyone to find new ways for adap - will become a regular occurrence. Mergers and acquisitions across ting traditional recipes to new types of heating, thermalization, and the two channels will be very active, with both large international safe storage. Investment in restaurant technology will be at record restaurant companies purchasing supermarket chains, and even levels, creating enormous new concept and employment opportu - larger supermarket chains acquiring national restaurant compa - nities. nies. Giant open markets/souks will have foodservice outlets inte - grated into them. Entertainment districts will include all-night fish Conclusion and vegetable markets with bars and clubs mixed in next to fine di - I am writing these predictions in 2011. Life, especially in regards ning and handheld food and quick service outlets. to food and restaurants, does not seem all that different than it did on January 1, 2001. But it is vastly different—almost everything a Prediction 7: Wealth Disparity restaurant operator does on a daily basis has been touched by rapid High intensity customer service models, such as fullserve restau- change since then. rants will continue to thrive, but only as luxury goods reserved for In 2001 only forward-thinking restaurant managers were begin - the ‘time wealthy’ while home delivery and quickserve restaurants ning to consider having a presence on the Internet, using a new will continue to expand their market dominance through increa - idea called a „website’ to communicate with a small percentage of sing reliance upon new technologies to serve the growing lower their customer base. Starbucks would not open its first store in Eu - and middle class ‘time poor.’ Within national economies, the di - rope until March 2001 in Zurich. Google had been created less than two years ago and would not go public until 2004. Mark Zuk - kerberg, founder of Facebook, was 16 years old and a high school “Time Wealthy Vs. Time Poor” student. The Windows on the World, on the top floor of the World Trade Center in New York City, was still the world's highest re - staurant, and one of the highest grossing. You could still by a sparity between the wealthy and the poor will continue to grow wi - McDonald’s hamburger with a Mark, Lira, Franc, or Peseta. That der around the world. Where in the past national consumption pat - wouldn’t change until January 2002. terns were points of differentiation, more consumer similarities What kind of change do you think will happen during the next five are developing across borders by income and social status. A we - to ten years, rapid or hardly noticeable?

14 RS Anuga 2011 TrendSpecia l RS Grafiken RS

Increasingly you find food and foodstuff in settings which are not directly related to eating: such as in design, advertisement, art, fashion – as bearer of messages, va - lues and visions. The combi - nation of food and fashion in particular shows us fresh, na - tural and basic but also extra - vagant products not inferior to even the most spectacular Haute Couture creations from Paris, Milan and New York. e

n Food, it seems, it is no longer y e H f

l trendy, it is the new fashion! o R n

o But what does all this mean i t c e l l

o for our food culture? Hanni C / r

e Rützler, futurefoodstudio g r e b h

c Vienna, explains how food r i K e

g culture defines the new trends l e H

© according to food occasions. : s o t

o www...... F Food Is the New Fashion

Last autumn, on a beautiful sunny day, I was passing by the big The combination of food and fashion shows us fresh, natural and shop-windows of Printemps and Lafayette in Paris. Guess what I basic, but also extravagant products – from cabbage to caul fat, saw? A room filled with food, women dressed with spoons and from a banana leaf to a beef Carpaccio. By all means it is about un - their heads covered with a large green cabbage. This reminded me processed, natural and pure food stuff, which attracts attention due of some pictures of a fashion show I had seen a year ago, where to its special colours and extraordinary shapes. These products are models, decorated with food, were walking down the catwalk. not inferior to even the most spectacular Haute Couture creations They were wearing periwigs made of salad, scarves of octopus from Paris, Milan and New York. Food, it seems, it is no longer and cami tops of Lasagne. Pictures which you can also admire trendy, it is the new fashion! in the book Fashion Food written by Roland Trettl and Helge Kirchberger. Food demonstrates the change of values Back in Vienna I passed by a jewellery store. The glittering pieces of jewellery were artfully arranged on polished dark chocolate. But what does all this mean for our food culture? Does food deta - And just around the corner a new fast food restaurant’s wall was ches fashion as a premier marker of social distinction? Yes and no! decorated with huge leaves of lettuce and slices of lemons. Food Actually it seems that clothing and fashion is increasingly losing its and food stuff everywhere you look. Increasingly you also find it potential of social distinction since H&M, Zara and Co have started in settings which are not directly related to eating: such as in de - presenting their comparatively inexpensive product lines at the sign, advertisement, art, fashion – as bearer of messages, values yearly fashion weeks, created by top designers. You can observe a and visions. parallel development also in the food scene. Starred chefs switch to

SR Anuga 2011 TrendSpecia l RS 15 SR Grafiken

The Culture of Food

Instrumental Savouring Inspirational

Eating to get Engaging in food Epicenter of trends; things done for the sake of incubator of pleasure and things to savour enjoyment in the future

Increasing sophistication

Source: The Hartmann Group 2010: Eating Occasion Compass

casual restaurants or quick service restaurants trying to adopt the freshness are important as well as artisan production, the ecologi - primarily external food categories like price, quickness and simpli - cal, ethical and the socially responsible production process. city to savouring internals like freshness, local origin and narrative. However, even in daily life of wealthy food snobs, health-cons - And still: Fashion food contains the new codes of social distinc - cious food nuts and convinced locavores, it is not only the know- tion. However, brands or classical luxury products like goose li - how, the values and the sophistication, which determine daily food ver, lobster, champagne or truffle from Alba are no longer alone in choices. Predominantly concrete occasions and possibilities do the foreground. In the centre of attention are values, attitudes, spe - prevail in everyday life. This is a crucial change in our food cultu - cific know-how and the knowledge to know what is ‘right’ and re, although it is often unnoticed by market researchers. Even if ‘better’. The focus primarily lies on the origin and the story of the there are different food types, different food styles and different original product. Hereby values like naturalness, originality and food fashions – in the end it is the occasion that counts.

The 4 polarities of taste Food trends fill the gap between these longstanding structural oppositions

Tradition Innovation Hyper Local Food Authentic Food True Food Health Soft Health Food Indulgence Functional Food Sensual Food Fast Good Economy Organic Food Extravagance Cheap Basics Back to cooking Ethic Food Convenience Convenience Care

Source: futurefoodstudio 2011

Anuga 2011 TrendSpecia l RS RS Strategies for Building a Better Restaurant Brand Grafiken Fill the gap: 1 Build a bridge between health and pleasure Authentic, true and hyper local – the food trends of the future 2 Bring a big portion of novelty to your Fashion food provides us with images of new trends. In the menu local tradition of avant-garde restaurants like the Noma in Copenhagen or the 3 Add a bit of extravagance to your cheep basics Viennese Steirereck you find these trends implemented: Food 4 Show that you care: develop your ambitions in from artisan production and from local origin, predominantly ve - getarian. These products are closely related to the ‘Terroir’ and sustainability the people who produced them. They tell us stories, which com - 5 Develop your food quality in the topics: ply with our desire for trust, vicinity and authenticity. The au - fresh and organic thentic food trend is reflected in the increasing attractivity of the 6 Establish strategic partnerships with producer market and is supported by slow food pioneers and or - key artisan providers ganic protagonists as well as by foodies. It is the answer to the globalisation and industrialisation of foods and conquers the fe - 7 Stress truly local, relevant philanthropic efforts ars that arise around these topics. Source: futurefoodstudio 2011 This trend supports the re-imagination of local food and heirloom Along with these recipes, thus it provides new opportunities for the gastronomy. In developments the It’s the occasion that counts the process local food is more and more going towards hyper local trend towards true food. This means that neither the national cuisines are at the fore - food is prospering. At a Kebab-shop you find bank clerks next to construction wor - front, nor regional cuisines like the Umbrian, the Piedmonteser, True food tries to kers, at a Burger King Drive In, you see Porsche-drivers lining up Alsatian and Bavarian cuisine. Hyper local food is the umbrella avoid the lingering after Polo-drivers, and at Vapiano lawyers are eating next to bak - term for products that come from your direct surroundings, like alienation of food kpackers. Everywhere you can observe the same: in a supermar - from your own vegetable garden, the farming of a restaurant, the from the natural ket, in a discount store, in a deli as well as in a top class restaurant: “adopted” neighbouring farmer, and the beehive on your roof or basic product, consumers do not eat or buy food according to demographics and the edible blossoms from the flowerpot at your balcony. which is characte - social status any more. Until now market psychologists named it Along with these developments the trend towards true food is pro - ristic for the indu - „the hybrid eater phenomenon”. It characterizes people who eat spering. True food tries to avoid the lingering alienation of food strialisation of currywurst for lunch to save money, in order to be able to spend a from the natural basic product, which is characteristic for the in - food products. By lot of money on fine dining out. However, the consumer is not a dustrialisation of food products. By giving a profound insight into chameleon nor schizophrenic – the consumer stays the same no the production and processing of food (up to live slaughtering) and matter how and where he eats. It is not the consumer who is chan - by presenting the food in an unprocessed and crude state (e.g. ve - ging, it is the situation and the respective occasion which makes getables with roots, leaves and adhesive soil) the natural product the difference. should again be perceived in it’s true shape. This is for example de - From a consumer point of view there are three substantially diffe - monstrated by Tim Mälzer in his Restaurant Bullerei, where he gi - rent eating occasions and motivations according to a typology de - ves insight into his cooling chamber. veloped by the American Hartman Group. They are characterized These trends don’t have to remain privileged for foodies and they by an increasing level of sophistication: instrumental occasions are not only feasible in top class restaurants. They are conveying and motivations (eating to get things done: to eat in order to satis - values, which can be implemented also in offers for instrumental fy hunger, to eat healthy or cheap) savouring occasions (to engage and savouring eating occasions. Hereby the gastronomy and the with food for the sake of pleasure and catering industry can follow the lead enjoyment), and inspirational occa - of the fashion industry, which shows sions in which the avant-garde of values us that instrumental and inspiratio - and tastes are developed: artisan nal motivations do not necessarily brands, unpacked, fresh, organic and contradict. Therein lies the food fa - hyper local foods. Authentic, passiona - shion of the future. te and seasonal. In daily life instrumental and savouring Along with these developments the trend occasions prevail. Nevertheless, nuan - towards true food is prospering. True food ced needs which we try to satisfy in sel - tries to avoid the lingering alienation of dom inspirational occasions increasin - food from the natural basic product, which gly have an effect on our daily life – that is characteristic for the industrialisation of is to say on our instrumental and savou - food products. By giving a profound insight ring eating. And within the inspirational into the production and processing of food occasions we find the epicentre of new (up to live slaughtering) and by presenting food trends. They are the incubators of the food in an unprocessed and crude state things we will savour in the future. (e.g. vegetables with roots, leaves and ad -

SR Anuga 2011 TrendSpecia l RS 17 SR Switzerland

18 RS Anuga 2011 TrendSpecia l RS Switzerland RS

Marché not only invented the ‘market DNA of Market Restaurants restaurant’ category at the beginning of the 80s, thus inspiring the progress of multi-unit catering throughout the Storage Kitchen whole of Central Europe. Now repre- sented in twelve countries and on three Marketplace = continents, this Mövenpick off-shoot

has also become the most widely dis- Sales tributed player in its field. The key is Area simple: the promise of freshness. www.marche-international.com Radically Fresh

Revolutionary then but now riding the crest of the trend: a restaur- into a profit given the comparatively large amount of produce used ant designed as a market place – with practically no kitchen. Wash- and the additional work involved, as well as the need to offer dishes ing and chopping, cooking, frying, grilling and roasting are car - and other items at reasonable, market-oriented prices. “The more ried out in front of the customer. Not only is the process transpar- customers we serve, the fresher the produce we work with,” says ent from beginning to end, it is an experience involving a plurality Altherr. And in the seven national European markets, it is the travel of senses, the major attraction being the opulent and irresistible hubs that best meet this condition. While, from Norway to Croatia, presentation of produce and food. Key features for operational and the company operates only at motorway service stations, the brand culinary success are simple recipes based on a small number of is also present at eight airports and a railway station in Germany. top-quality and, as far as possible, seasonal ingredients. Plus a sub - The European flagship is in Switzerland. With its 1,672 sq m of liminal reference to Switzerland, which is not only the company’s guest area, the XXL Heidiland operation is one of Switzerland’s base but also, although the idea was born in Germany in 1983, the best known and most impressive motorway service stations. source of Marché’s culinary inspiration. Things like Bircher- muesli and roesti are a reminder of this almost everywhere – from Things look different outside Europe. In the moist heat of Asia, the Slovenia to Indonesia. Swiss company establishes its restaurants exclusively in air-con - The USP and an essential source of innovation, which was reas - ditioned shopping malls. Although it only has 675 sq m, the com - serted when the brand was face-lifted in the middle of the nought- pany-run unit that opened in Singapore’s Vivo City mega shop - ies, is the decentralised development of new products called ‘Re - ping centre in 2007 is one of the most profitable locations in the search Development Training’ (RDT). This means that selected world. In the other three Asian countries, the system is growing ex - outlets are used as test kitchens for 2-3 centrally defined themes. If the recipe is a success, staff from other restaurants come to learn Marché International from the developer – a complicated process. “It can take up to two years before a product looks and tastes as good as it should. When Owner Mövenpick Holding AG Launched worldwide research, new technology and investments in training 1983 Concepts several others alongside ‘Market Restau - are taken into account, this costs us around CHF250,000, depend- rant’ and ‘Natural Bakery’ ing on the product group,” says Oliver Altherr, CEO and architect Units 239 (incl. franchised-/ of the brand’s relaunch. management-run outlets) ‘Natural Bakery’ emerged as a complete concept in its own right in Countries Switzerland (28 locations/47 units), 2006 and was first implemented at Hanover Airport. Bakery pro - Germany (29/109), Slovenia (16/21), ducts of all kinds are produced using traditional recipes and 100% Norway (10/13), Hungary (7/9), natural ingredients – in tried and tested Marché fashion in front of Croatia (7/15), Austria (3/12), the customers. The Bakery was initially integrated into existing Singapore (2/3), South Korea (3/3), Marché restaurants, but has long-since become an independent unit. Indonesia (2/3), Malaysia (1/1), High-frequency traffic is crucial to turning the freshness promise Canada (3/3) Employees almost 4,000 (full time) Customers 2010 36.75 Mio (excl. F/M Units) Turnover 2010 CHF413.3 m SR Anuga 2 01 1 TrendSpecial RS 19 SR Switzerland

Example: Marché Heidiland / CH – Sales, by F&B sector – 17.3% bakery (sandwiches, bread etc.) 17.3% hot drinks (coffee, tea, cocoa) 11.0% soft drinks 10.6% salad 9.7% meat from the grill 7.3% potatoes / rösti dishes 5.4% freshly pressed juices 5.3% patisserie (cakes / tarts) 16.1% other In total: some 400 recipes Average bill CHF15.30 Transactions/day 1,200-3,800 Switzerland RS

clusively via franchising. Non-negotiable for any would-be fran - Interview with Oliver Altherr, CEO Marché International chisee is that they must accept a European Marché representative You have been CEO of Marché International since 2003. What makes as their General Manager. For one of the most important lessons the brand so attractive to you? the brand has learned in recent years is: “Our system is just too Our front-cooking concept means that we start every day complicated to let it out of our hands.” afresh. For example, Marché works exclusively with fresh, regional and also seasonal products and these usually de - That is just as true for the concept in Asia as it is for the replication in termine what kind of dishes we have on the menu. Another Europe and in the new, old Canadian market. After many years of thing I find extremely exciting is that the Marché concept absence, Marché returned to Toronto in 2010 – with the world’s works everywhere in the world. largest Marché restaurant – the very place they had done so well What sort of professional experience do you expect of before withdrawing from Canada. The city-centre location, a large your staff? office complex covering 2 hectares with a direct local transport Our staff are pivotal to our success. The cate - link, also houses two ‘Natural Bakeries’. In the medium term, Alt - ring trade lives from the passion of the people herr sees the potential for a good ten units in Canada – far more it employs – and that is something you cannot learn. Marché’s success is based on highly mo - than he considers possible in the almost exhausted core markets of tivated teams who have fun cooking with fresh Germany, Switzerland and Austria. products. Equally essential for further growth are highly flexible managers – men and women who are ready to share their knowledge of the Oliver Altherr, CEO Marché International: seminal concept, and drive forward the process of international expansion. figure and driving force behind the concept’s 2003 And Marché is happy to pay for the staff’s willingness to work relaunch. A trained chef, he gathered experience worldwide. There is a profit sharing scheme to strengthen motiv- in hotels and restaurants around the world, inclu - ation and sense of personal responsibility, and to make clear to unit ding Hong Kong, Mexico and Hawaii, before joi - managers that, in the final analysis, a restaurant’s performance de - ning the Mövenpick Group in 1998. A culinary ex - pends on their commitment. Thus, managers can earn bonuses pertise that has played a key role in the on-going worth up to 35% of their basic salary. To achieve this, the CEO development and growth of the freshness concept. uses a sophisticated system that enables results to be evaluated in Who would you most like to host in your restaurant? And both qualitative and quantitative terms, and financial conclusions who would you most like to serve you? to be drawn. “Managers should think and act like independent We are always pleased when we have families coming to entrepreneurs,” argues Altherr. us who find healthy eating important. Our children’s con - The success of the formula depends on the quality of the staff, on cept shows just how fantastic fresh and healthy food can their receptiveness to and understanding of the freshness philosophy, taste, even for the very young. I believe that people who and on the extent to which they identify with the products, get the de - eat healthy food when they are children will continue to do tails right and have the will to get a grip on the entire value creation so as adults. process, i.e., to bring organisation, production and sales into har- Which three well-known personalities would you like to have a meal mony. In principle, only the washing-up is done back stage – a work- with? And what would you like to talk about? a-day reality not suited to everyone. This is, as Altherr puts it, “why Someone I would really like to meet is Ueli Prager in the outsiders from the creative professions and service industries are days when he was active and innovative. He opened the first Mövenpick restaurant in Zurich in 1948, which made often better than trained chefs used to working behind the scenes.” him the pioneer for a new direction in gastronomy. Marché International is part of today’s Mövenpick Holding and it Moreover, the brand gets a large part of its creative power from being as has benefited directly from his innovative spirit. I would closely in touch as possible with customers and products at all levels. really be interested in what the young Ueli Prager would So it is part of the official duties of staff-members, who work in the have to say about restaurants and innovation today. narrow confines of the Support Office in Switzerland, to get a differ- Two other personalities I would like to dine with are Rudolf ent perspective by regularly swapping their desk for a place behind Greiner and Chan Yan Tak. I had the pleasure of working one of the market stalls. “Ideas born on the drawing board are often with both of them in the Regent Hotel in Hong Kong. Rudolf not half as good as those that emerge right where it all happens.” Greiner is the former president of the Regent International Progress by focussing on essentials is the only way for Marché to Hotels; Chan Yan Tak is chef de cuisine of the Lung Keen develop further, for new conceptual modules and new products to Heen restaurant in Hong Kong, China’s first 3-star Miche - lin restaurant. Both these men have impressive careers and emerge, as they did recently with the wine-bar and the fish stall in have already achieved a great deal. Canada. And these ideas are used at other locations – anywhere When things go wrong for you, is it mostly because of too much cour- suitable, something that is always a question of location. Not the age or not enough? least of the sources of the power of attraction of this long-running I think that the reason in most cases is lack of courage. If formula is its capacity for assimilation – the ability to adapt to the you want to be successful you need to take a risk from time region, seasons, local eating habits and pricing levels, from S to time. I took a risk when I began to realign the Marché (upwards of 40 sq m) to XXL (up to 1,500 sq m). HeikeHucht concept in 2003, but it was worth it.

SR Anuga 2 01 1 TrendSpecial RS 21 SR Kopfzeile

22 RS Kopfzeile RS

In consciously striving to be ‘better, not just bigger’, McDonald’s is seeking to widen its points of contact with its customers. It’s moving from fast food to ‘good food fast’, increasing local relevance and making creative use of design and technology to be more re - sponsive to changing consumer lifestyles and environ - ments. www . Global Concierge

Selling more than anybody else in foodservice has long been se - McDonald’s has also striven increase menu choice and variety within the cond nature to McDonald’s. Its formula of low-price, cravable limits set by production feasibility, safety and logistics. As well as hot food and drinks, produced in high-tech kitchens and counter- strategic introductions of salad and fruit-based products, which served in 90 seconds, helps the chain deal with over 64m custo - started in Europe in 1998, local relevance has been more actively mers daily, 12.8m of them in Europe. That translates into market encouraged and in some cases, products created by this process leadership, not just in fast food but across all foodservice seg - are seen to offer potential in other countries. “We take what we ments. call the lead market approach where a local product which proves McDonald’s keeps on building, with 234 new branches added successful is evaluated for export to other markets”. during 2010 as part of a $1.2 bn investment programme. But the Sales have to reach a commercially meaningful level, however. “We try to be as pragmatic as possible and don’t just bring out lo - T zitate Der neueste Schrei heißt cal products for the sake of it,” he says. “With products which al - ready work well in a large number of markets, there is no reason to Bubble, bzw. Pearl Tea. Und ist spitzenmä - be different. Despite all the cultural differences across Europe, ßig!“ there are products in our core range which sell very well everyw - here, like Big Mac, Chicken Nuggets and Quarter Pounder, and al - chain is acutely aware that sheer size and market clout are only so more recent introductions like Big Tasty and the M.” part of the story. That recognition stemmed from formidable fi - The approach to local dishes on menus is, he says, to be “very fle - nancial and marketing setbacks early in the last decade, which xible” without being doctrinaire. “An idea can come from any precipitated major reforms in the way the business responds to market,” he indicates. “The only things we try to avoid are bad the market. Today’s mantra: greater brand transparency, enhan - principles, like saying that everything should come from the cen - ced local relevance and upgrading of the customer and employee tre, or that everything should be decentralised, which is also experience. wrong.” Pierre Woreczek, Chief Brand and Strategy officer for McDo - nald’s Europe, sees the ability to anticipate and manage customer Increased pressure is being put on McDonald’s suppliers in a programme expectations as a crucial strategy, requiring creative adaptation called SLMC, or Sustainable Land Management Commitment an - of new technology alongside menu development and store de - nounced last year. This commits the company – over a phased in - sign initiatives. “Transaction is always one dimension but the ot - her big one is relationship: the ability to dialogue, to exchange, to McDonald’s Europe interact with consumers. I very much like the expression ‘con - cierge brand’ to convey the idea of supporting consumers more Market entry: 1971 and more in their everyday lives.” Number of markets today: 39 That approach is now evident in technology like cashless pay - Number of employees: 400,000 ment facilities, free wi-fi connections and self-service terminals Number of restaurants: 7,000 (as of May 2011) which enable customers to download music and print digital System Sales (2010): US $21.980 bn (world wide: US $77.4 bn) photos. Self-ordering kiosks for easier selection and ordering of Average no. of customers daily: 13.6 m (Q1 2011) meals have now been installed at 778 restaurants in France with McCafe units in Europe: 1,338 (as of May 2011) Share of franchised restaurants 70 in McDonald’s restaurants in other European countries inclu - 71% ding Germany, Austria, Switzerland and the Netherlands. Globally, McDonald’s is the world’s largest foodservice retailer with more than 32,000 locations serving approximately 64m customers daily in 117 countries. More than 80% of McDonald’s restaurants worldwide are owned and operated by independent franchisees. SR Anuga 2011 TrendSpecia l SR Kopfzeile

24 RS Anuga 2011 TrendSpecia l RS Kopfzeile RS

troduction period – to food and packaging originating from certi - INTERVIEW with Pierre Woreczek fied sustainable sources, supported by an external, third-party an - What makes the McDonald’s brand so attractive to you? nual evaluation process. The brand connects to society in so The programme initially focuses on five raw material priorities: many ways that other brands cannot. beef, poultry, coffee, palm oil and packaging, identified in an ana - It is a real societal brand, which ma - lysis conducted in collaboration with World Wildlife Fund kes it exceptional. (WWF) as having the most potential sustainability impact. Euro - pean initiatives so far include sponsorship of a three year pilot stu - dy investigating the carbon emissions on 350 beef farms across the Pierre Woreczek joined McDonald’s in UK and Ireland. 1996 as Director of Marketing and Rese - arch, McDonald’s France, and was pro - Investment in the McDonald’s Europe business is claimed to have hit a re - moted to Vice-President, Marketing and cord $1.2 bn last year, representing around 50% of total global in - Research, in 1999. He left to join Cadbu - vestment by the company. The lion’s share of the money went on ry Schweppes, returning to McDonald’s in reimaging interiors and exteriors. It has also contributed to the in - 2003 as Vice-President of its European troduction of the McCafe ‘store-within-store’ espresso sub-brand. Food Studio. He became Chief Brand and This has provided a very successful competitive response to the Strategy officer for McDonald’s Europe in Seattle-inspired cafe boom in many countries, led by Germany 2005, managing the strategic positioning (742 units), Austria (135), France and Italy (each with 120). of the brand and continuing overall ma - nagement of the Food Studio. Pierre also T zitate Der neueste Schrei heißt leads the Design Studio and the Business Insights department. Bubble, bzw. Pearl Tea. Und ist spitzenmä - ßig!“ What was the most influential experience of your professional life? In 2000, a McDonald’s employee was killed in a bomb at - tack by an anti-globalist organisation in Brittany. Denis With the reimaging programme, Woreczek sees design as one of Hennequin, then the CEO of McDonald’s France, respon - the most tangible and impactful ways of moving perceptions from ded to the attack in an open letter to the media. That was a ‘fast food’ to ‘good food fast’ and increasing the chain’s differen - turning point for McDonald’s in how we looked at our tiation in the face of increasingly sophisticated competition. brand and our business, and how we started on our jour - “Reimaging our interiors and exteriors gives the consumer the fee - ney of upgrading. It was also a decisive moment in my ling of the quality and the energy they get from a visit,” he obser - professional career. ved. “We have sought to be familiar but at the same time modern, What individuals do you particularly admire in the worlds of design and not to merely recreate something which exists already.” The rei - food? maging process in Europe had its roots in the creation of the Euro - In design, it has to be Frank Gehry, the architect who desi - pean Design Studio in Paris in 1998, with the output constantly re - gned the Guggenheim Museum in Bilbao. In food, I would fined since then to build up a catalogue of interior designs plus a choose the individuals who are participating in the World smaller number of external schemes to ensure colour consistency. Food programme. How would you complete the following? A good working day begins with... Make-overs have been the subject of detailed analyses which indi - MUSIC! cate that the reimaging policy is working efficiently in all markets. Which three well-known personalities would you like to have a meal “We believe our signature themes can work all over Europe despi - with? And what would you like to talk about? te the market differences,” Woreczek observes. “Design does tra - Bruce Springsteen, Richard Branson, Tyler Brulé. And I vel across borders; just look at the successes of brands like Zara, H would want to find out about new ideas that wake them up. & M, Abercrombie & Fitch and many others.” What sorts of things get on your nerves in a restaurant? Various designs originated by Philippe Avanzi are available to Lack of mutual respect. If the restaurant staff are not friend - franchisees and operators in all European markets. Choice for an ly to the guests, or if the guests do not show respect for the individual restaurant location is made against a matrix of factors restaurant staff. including location, demography, geography and economic condi - When was the last time you were really enthusiastic about something? tions. One of the most successful formats has been LIM (Less is What was it? Last July, when I met Claude Nobs, the founder of the Mon - More), which was expanded to six variants in 2010. treux Jazz Festival. In all schemes, a mix of seating options (stools, high stools, chairs, What inspires you and what bores you? comfortable arm chairs) caters for projected visit needs such as Creativity in the digital world and teamwork inspires me. I group size, need for more intimate meetings, families, and so on. get bored when I have to sit still for long hours. According to Woreczek, there are no set rules and decisions are What’s your favourite home-cooked dish and, when you cook, what do driven by anticipated customer needs and patterns of activity. you most like to do? BruceWhitehall I love real home-made potato puree. And my favourite dish to cook is pasta. What can the fast food business learn from fast casual restaurants? How to be destination places. SR Anuga 2011 TrendSpecia l RS 25 SR Statements

A Niche for every Type of Cuisine “In recent years, customers have become much more knowledge- able about food. Traveling around the world, they know how a cer - tain dish should be prepared and how it is supposed to taste. At the same time, a growing gastronomic scene gives people opportunity to explore even within the boundaries of their hometown. Whether food quality or wine – guests know what they want and they know what it’s supposed to cost. Sustainability and traceability are equally important: ever more often guests want to know where the food they are eating came from. We have been providing this information for our meat for a long time. Now, we are also paying attention to sustainable seafood. Besides, freshness is key – for products and preparation. This is also true for mainstream concepts. ‘Jamie’s Italian’ shows us how it is done. As far as culinary trends go, I believe that there is a niche for every Christoph Strenger is Co-CEO of Gastro Consulting type of cuisine. Several years ago, I did not think that Mexican cuis- SKM, Hamburg, Germany. He opened his first five ine would last very long in Germany. But in fact, our Mexican- restaurants while still a student of geography. A gas- style concept Bolero is doing better every year. Of course, in Ger - tronomic globetrotter, Strenger has sought and many, anything relating to German foodstuffs is very trendy right found inspiration in major cities around the world: “I now, be it traditional German dishes or ‘German tapas’. On the know Las Vegas and Kapstadt as well as I do Ham - other hand, we see a growing demand for sushi. It’s definitely burg.” It was his love for great food, music, design more than a culinary fad. However, we did pick up a trend coming and nightlife that made him get into the foodservice from California in that we are developing new, non-traditional business. Strenger is also co-founder and co-CEO of sushi filled with cooked, grilled or vegetarian foods.” the award-winning design hotel East in Hamburg. www. gastroconsultin g.de

Reinhold Schärf is CEO of Alexander Fast, Healthy, Light and Sustainable Schärf & Söhne, Wiener Neustadt, “We live in a fast moving society demanding functional food, i.e. and Schärf Coffeeshop, Neusiedl am food that is fast and rich in energy without being heavy. At the See, Austria. He followed in the foot - same time consumer preferences are influenced by a growing steps of his father, who founded the health awareness and the desire to know the origins or value chain company in the 1950s: “From him I of a product – pro sustainability. Together with an increasing learnt how hard you have to work for competition on the foodservice market, this leads to very high value- success.” Schärf’s career has always for-money expectations. been driven by a passion for perfect Customers look for one-stop foodservice offers expecting to find all coffee and coffee machines. they need in one place. Therefore bakeries with snack-concepts continuously adapt coffee shop elements. Trends no longer follow American models, instead newly interpreted tradition is today’s guideline. As far as F&B offers are concerned, fresh products – pref- erably regional or national – are in demand. As a growing number of people suffer from allergies or food intolerance, foodservice must also provide a selection of products that are low in allergens. With our new food concept ’Schnelle Feinkost’ (fast delicatessen) we try to satisfy all these demands. The offer – now part of our gen- eral Coffeeshop Company product line – includes diverse sand- wiches and salads made from select, high-quality ingredients. Small and mid-size bakers produce our bread and our sweets are mostly free from artificial colorants, flavoring or preservatives. Due to global economic shifts, commodity prices – and consequent - ly food prices – will continue to rise. We especially expect this to happen with products from the so-called developing countries.” www.coffeesho pcom pan y.com

Anuga 2011 TrendSpecia l RS Hot in Foodservice RS

Today’s Traveler is a Food Globe-trotter “In the East, hotels used to be the only safe place travelers would eat. Today they are not only well aware of local food and places, but are also demanding that original dining experience. In our Hil - ton hotels, we respond to these new expectations: we survey our di - versified markets trying to understand the local dining movements and developing dining venues that are locally right. At the same time, customers don't want to be ’fed’ any more. Dining out (in business or leasure) is a special moment or experience. Therefore there is this greater expectation for quality, value, and entertainment. Like never before, actual economic developments have changed our foodservice world. From global warming awareness to organic and regional discovery and to New World developments, the atti - tude towards dining has evolved at an extraordinary pace those past five years. The emerging dining worlds are developing a thirst for new dining experiences: cheese in India or wine in China. As far as sourcing is Jean-Luc Fourrier is Vice President concerned, new locally grown or regional produces are the practi - Restaurant Concepts, Luxury Brands ce. Asia is going through the experiment of new produce develop - & Full Service for Hilton Hotels in Asia ment, agriculture and food production: wine is grown in Thailand, Pacific, Middle East & Africa. „ I grew China, India; foie gras or truffles are found in Australia or China, up at a time when all was organic but prime beef in China. we did not spell it, when local mar - With the world changing so fast, customers traveling so widely, and kets were daily, when bread was ba - produce being globally available, the future for food and dining out ked at night. I am delighted that to - will always be a return to basics, i.e. authenticity, original taste, and day there is this united effort to bring regional flavors.” www.hilton.com back some of those lost moments.“

Food Transparency & Riskless Adventure Mike Egan , CEO of Monsoon Poon Restaurant “The wider availability of information about food has meant that its Group, Wellington, New Zealand, worked his way up transparency is much more widely discussed and understood. Con - from being a waiter to opening his first restaurant at sequently, many of our customers want to know where we source the age of 25 – “a huge learning experience.” Seve - our ingredients from. For us, transparency is also about authentici - ral years as national President of the Restaurant As - ty whereby we make sure we source genuine ingredients for menu sociation of New Zealand gave him great insight into items. Another important trend is sustainable seafood and we have the hospitality business. What he loves about the in - to work closely with contractors to procure supplies but at a price dustry: “That it is forever young and is constantly that works with our concept. adapting and changing.” Egan is a keen observer of We are also witnessing a ‘Less Is More’ notion: customers are loo - overseas companies, markets and sectors. king for meals that are not huge in portion size or bulked up with carbs but have components of high quality ingredients in a serving size that make it affordable everyday. The current fiscal climate is a major force in making sure that there is an obvious value proposi - tion in everything we do. I believe today there is much more utilization of all the components of the major protein sources, e.g. cheeks, shanks and offal. This is due to economic factors but also discovery by guests of ingredients that they may not have experienced before. Menus are also beco - ming more global as operators cherry pick cuisines or ingredients that suit busy modern lifestyles. Items on the menu I believe should be a mixture of proven favorites and also items that offer a sense of discovery for customers but framed within the notion of riskless ad - venture. Ten years ago it was all fillet steak and fish of the day. Now one of our biggest selling items is organic milk fed baby goat.” www.monsoon poon.co.nz

SR Anuga 2011 TrendSpecia l Sales Mix*

12.0% Mixed menu Sticks 8.1%

55.7% Other Food** 9.6% Sushi Beverages 10.6% Others 4.0%

*Basis: 01.05.10-30.04.11, **Sideorders, Salads, Children’s Menu, Desserts Denmark RS

Opposites attract – and can even develop into the perfect couple under the right circumstances. As in the case of Sticks ‘n Sushi. The Copenhagen-based casual-dining concept cleverly combines North Euro - pean and Asian elements, cold sushi creations with hot grilled skewers – Danish design minimalism with Japanese clarity. The first outlet outside Denmark opens its doors in London this autumn and marks phase 2 of the company’s expansion plans. www.sushi.dk The Best of Both Worlds

With 10 outlets currently spread across Copenhagen, the chain is al food mixes. Newcomers and the indecisive are given an alterna - the unchallenged leader of the Japanese restaurant segment in tive menu with fixed combination meals. The clear favourites are Denmark in terms of size, dynamism, expertise and image. The sushi with salmon and tuna, and California rolls. Innovations, such main driving force for success is an extremely self-confident yet as goat’s cheese yakitori with Bayonne ham, are a regular source relaxed and friendly image as an independent brand with premium of ‘aha’ moments: “Guests expect to get what they know. But they appeal. “We are affordable luxury”, says CEO Kim Rahbek Han - also want to be surprised!” sen. “Sticks ‘n Sushi is a professional business that runs restau - It took a fair amount of trial and error until the techniques and rants and not a restaurant trying to be a professional business.” workflows of the sushi and grill kitchens formed an efficient ove - From the moment the doors opened in 1994 to the present day, uni - rall system with the two parts complementing instead of compe - queness has been the key for the former publishing manager and ting with each other – a genuine challenge, especially in terms of his colleagues – to be better, not just superficially but with depth take-away logistics. However, the management allowed sufficient and passion. Great environmental responsibility is just as much time for this learning phase. Indeed, long-term thinking and su - part of the corporate culture as the emphasis on quality. “If you stainability have priority over a quick profit. As has a high error to - want to ensure high quality, you have to give your best over the lerance. And both are expression of Asian equanimity: “You have whole value chain. This is the key to credibility in the customers’ to work very fast with great patience”, says Hansen describing his eyes. And motivates staff to give their utmost.” managerial style with the aid of a Japanese proverb. From the word go, however, the image projected has been indica - T zitate Der neueste Schrei heißt tive of ambitious plans. The first menu, a high-gloss magazine Bubble, bzw. Pearl Tea. Und ist spitzenm with spectacular photos, was produced with a print-run of 5,000 – for 18 tables! The culinary spectrum is founded on two cuisines, each of equal An equally oversized impression was made by the central produc - importance. On the one hand, sushi and sashimi, i.e., cold dishes tion facility close to company head office when it opened in 2000. made using predominantly raw ingredients, a Nordic theme that However, the 750 square metres are now well used. There, chefs has been beautifully interpreted on the Sticks ‘n Sushi website trained in the company acade - with cool maritime impressions. On the other hand, hot, grilled my, prepare the sushi rice (“we Sticks ‘n Sushi yakitori sticks of poultry, meat and vegetables. For traditionalists, use the best rice grown outside an inconceivable combination because the two culinary discipli - Japan”), the yakitori sticks, Co-owner/CEO Kim Rahbek Hansen nes are kept strictly apart in Japan. “However, our audience is pri - sauces, dressings and desserts, Founded 1994 in Copenhagen, marily European”, says Hansen, justifying this astute decision of which are delivered to the indi - Denmark Core Products Sushi and yakitori sticks principle. “I felt that sushi or yakitori on its own would be too nar - vidual restaurants several times Units 10, all in Copenhagen row as a menu niche.” a day. A good part of the kit - Employees more than 450 The menu includes around 70 sushi items, both classic and free- chen equipment comes from Guests over 1 m per year style creations, and 25 skewers. Plus wraps, salads, beer, wine, soft Japan, including the charcoal Turnover 2010 approx. c 30 m drinks and coffee. Regular guests put together their own individu - used in the restaurant show kit -

SR Anuga 2011 TrendSpecia l RS 29 SR Denmark

30 RS Anuga 2011 TrendSpecia l RS Denmark RS

chens, where the dishes are finished – just in time and, therefore, a Living a dream guarantee of ultimate freshness. You spent your childhood in a small fishing village. What is your most Since May 2009, the entire production process, from purchasing to vivid memory of this time? energy concept, has been carried out under the motto ‘Sushistainab - When I was a boy of 9 or 10, my lity’ – a commitment to ecologically oriented business practices, friends and I used to go to the harbour which range from the use of wind-generated electricity and biogas to when the fishing boats had just retur - the conscious reduction of fish waste. For example, the salmon are ned from their trip. We jumped on bo - filleted by the fish farmer two hours after being caught instead of, as ard where tons of fishes laid and wrig - usual, five or six days later on land. The heads, skin and bones go gled. Sometimes we stood among them straight to the fishmeal manufacturer, Sticks ‘n Sushi only receives the filets. And they are not only fresher (1st advantage) but also che - That this cross-cultural adventure has been aper to transport thanks to the lower weight (2nd advantage). so successful is due very much to the perso - The salmon is raised and caught in Norwegian waters. The tuna – nal background of co-founder and CEO, solely yellowfin and not the threatened bluefin – comes from Afri - Kim Rahbek Hansen , the son of a Danish fish ca. “We always try to find the best producers, although it takes ti - wholesaler and a Japanese mother from me and money. For us, it is very important to have full control over Tokyo, who has his roots in both cultures. the supply chain.” Fresh produce is purchased from local sup - up to our knees, shovelling them over - pliers; Asian ingredients, such as nori (dried seaweed) come from board. For this we earned a few Danish China, Cambodia, Vietnam and Thailand. “We are buying food crowns to improve our pocket money. from the whole global village.” Another job was to plunge a stick into None of the ten outlets are the same in terms of design, atmosphe - the eye of a cod while a grown up per - re and gastronomic image. Naturally, certain elements, such as the son was cutting its throat. All this wasn’t CI colours red and anthracite / black, polished wood and the stri - child labour. For us it was part of our normal lives. What did you know about running a restaurant when you started the T zitate Der neueste Schrei heißt first Sticks ‘n Sushi in 1994? We were absolute beginners and knew nothing about the Bubble, bzw. Pearl Tea. Und ist spitzenm business. But I did know something about customer servi - ces, and what we wanted to achieve: a professional sy - king lamps, are common to all. However, while the first restaurant stem, where all elements stick together. But it was chaotic on Nansensgade looks rather like a casual meeting place for stu - at the very beginning. We had evenings I can laugh about dents, the latest incarnation in the Tivoli Hotel is a stylish venue now. We worked in extreme chaos, with double bookings for the discerning in-crowd with a sky bar on the roof terrace and a for example because we made a note of ‘3’ people in the spectacular view over downtown Copenhagen. reservation book instead of ‘13’, as it should have been. “Our restaurants differ according to the part of town and its demo - Our first chairs were very cheap and collapsed within 3 graphics.” And each, from the small intimate event location to the weeks. It was learning by doing and not really much fun. spacious casual-dining restaurant covering two floors of what The only reason we survived was that we had a monopoly used to be Copenhagen’s best known antiquarian bookshop (De - in our niche. There was nowhere else for disappointed sign: Diener & Diener, Basel), attracts its own clientele. Another guests to go because we had no competitors at that time. And, by the time they came back, we had learned from module common to all is the retail shelving for the sale of wasabi our mistakes. Luckily all the mistakes we have made were nuts, soya sauces, beer, books and other packaged products. Ho - good mistakes, which took us to a higher level. wever, this is more a marketing factor than a sales hit, accounting Who in the world has inspired you most? for no more than 2 % of total revenues. Mahatma Ghandi and Nelson Mandela, who stuck to his By contrast, take-away sales contribute a massive 43 % to total re - political convictions despite being imprisoned for 27 venues – an extraordinarily large proportion for a full-service con - years. The only one of these impressive personalities I cept. With an extremely positive impact on sales-area productivi - know personally is Desmond Tutu whom I met at a charity ty and profits when, for example, there can be as much as DKK event last Christmas. 250,000 (approx. c 33,500) in the till of the most successful outlet If you weren’t a successful CEO in the hospitality business – in what at the end of a very busy Friday. profession would you be? The challenge is not to let such success go to your head, especially I would probably still work with management and develo - ping people and businesses. Because this is the only thing I when the next phase of growth is scheduled for November with the can. Or maybe I would be a football trainer ‘in der opening of the first outlet outside Denmark. Responsible for the Bundesliga’ – who knows? step to London is Paul O’Farrell, Financial Director since January What dreams will you never give up? and, as a former Wagamama manager, an acknowledged expert for The first dream in my life was to become a football player. expansion and franchising. “We have always grown without chan - And today? It might sound very arrogant, but what we are ging or even wanting to change. And that’s how it should be in the doing right now is a dream. Really – sometimes I have to future, too.” UlrikeVongehr punch myself in the arm to believe that it is true.

SR Anuga 2011 TrendSpecia l RS 31 SR Kopfzeile

36 RS Anuga 2011 TrendSpecia l RS Kopfzeile RS

There is no getting away from it: Vapiano have star - ted a revolution in the German restaurant business. The front runner in the fast casual segment, they are loved by millions of customers for their intermediate role between traditional fast food and culinarily more demanding, time-intensive casual dining. The secret of success for this (meteoric) rising star can be sum - med up in three words: fresh, fast and beautiful. Fresh, Fast and Beautiful

Vapiano are fast: three clearly defined product groups – pasta, leeway in terms of cost. As for the recipes, they are refined but pizza and salad – form an adaptable and attractive core for Vapi - simple, with a few unusual accents. Because things are made to ano. Customers have a choice of four price groups and 4-5 dishes order, ingredients can be left out or added, entirely at the wish of in each. Just like the big burger chains, they order at the counter the customer: without garlic, extra-hot, or with pine nuts. More - with 8-12 cooking stations, where their desired dish is prepared over, self-service is the order of the day when it comes to the ba - there and then in front of them. Interaction and communication sil plant placed on every table and the vinegar and oil dispensers. with the cook is expressly desired. Specially developed cooking At peak times, the fact that everything is freshly made takes a units drop 200-gram portions of pasta at a time into the salted wa - certain toll. Anyone dropping by for a quick lunch at Vapiano’s ter for a pre-set cooking time, on the same principle as the deep- at midday should reckon on a wait of up to 20 minutes. But fans fat fryer. While the pasta is cooking, the sauce and toppings are prepared in electric woks. The effective time required is around T zitate Der neueste Schrei heißt 2-3 minutes. Pizza takes a little longer and the customer can spend the 10 minutes or so waiting time at the table having been Bubble, bzw. Pearl Tea. Und ist spitzenmä - given a pager. When the food is ready, the money due is registe - ßig!“ red on a chip Vapiano 2010 card that every of the formula are happy to put up with this – after all, 90 % of the customer is gi - staff and 90 % of the preparation are visible in the restaurant, so e Market Units 31.12. Net turnover in m ven on the way if you have to wait, you know why. Germany 41 (+4) 103.5 (+29.4%) in. Drinks are Vapiano is beautiful: light, natural materials, with warm red ac - Europe 67 (+12) 151.5 (+36.6 %) served at the cents – the restaurants also set their store by authenticity and Worldwide 87 (+21) 172.5 (+42.8 %) same time or at emotional appeal when it comes to design. Naturalness is taken the bar, follo - literally – olive trees and herb gardens are a standard feature of wing the same procedure. Just a question of finding a seat and Vapiano interior décor, for which designer Matteo Thun provi - you can start to enjoy your meal. You pay when you leave the re - ded the chief inspiration. Large tables with chairs at different staurant – when it comes to saving time, the check-out system for heights promote communication and offer everyone somewhere paying the bill is indispensible. A typical Vapiano customer appropriate to sit. Those who spends just 30 minutes in the restaurant. would like to relax with a final Vapiano in Figures Vapiano is fresh. Every restaurant has its own ‘pasta manifattu - drink have an opportunity to do Founded 2002 ra’. At almost any time throughout the day, you can look over the so in the lounge, sometimes even Ø bill approx e11 net pastaiolo’s shoulder and watch him making one of their eleven by a fireplace. The large bar, too, F:B 67:33 types of pasta. These include ravioli with varying fillings and clearly encourages evening tra - Ø investment e0.9-1.3 m/restaurant two spelt-wholemeal versions. 80% of the food produced is ma - de. As a matter of principle, the Goods and materials de as it is required and so are the salads. Only the filled pasta with customers enjoy maximum free - 27% sensitive ingredients finds its way into the freezer for a short ti - dom of movement – entirely in li - Staff 28-32% me. Basic sauces such as tomato or pesto, dressings, desserts and ne with the wish of the founder, Bestselling foods antipasti are made on site. This is economically viable because to create a restaurant that feels Pasta Carbonara, Pasta Scampi e preparing dishes from flour and water in-house gives definite “like my best friend’s kitchen.” Spinaci, Insalata Mista Grande Staff 1,500 (Own operations in Germany) www.va piano.com SR Anuga 2011 TrendSpecia l Vapiano F&B 2010

19.0% 0.5% Soup Pizza 11.4% 2% Antipasti Salad 0.4% Dolci 30.6% 3.5% Extras Pasta 19.4% Drinks 5.8% 3.7% Wine, sparkling Hot drinks wine, spirits

Anuga 2011 TrendSpecia l RS Kopfzeile RS The Head Vapianist: CEO Mirko Silz Do you still remember your first visit to Vapiano? What particularly struck you about the concept then? All in all, just the kind of design that an urbane and free-spending I remember it very well: it was in 2003 at the pilot outlet in public – including young professionals as well as families, tou - Hamburg. It was clear to me straight away that this was so - rists and students – expects these days. The brand’s appeal across mething quite new, way beyond the the generations enables it to mature whilst staying young – the mainstream. Sure, from an operatio - ideal preconditions for long-term success on the market. nal point of view, there was still a lot Maturity is the watchword: Vapiano would not be Germany’s to improve on, but the potential that most successful gastronomic export of the last 30 years, if it we - lay in the concept was already clear. re not for the professionals with considerable experience of sy - stem catering who are constantly sharpening the concept, opti - Mirko Silz, 38, has been head of Vapia - mising the processes and tweaking the settings. Still: the maxim no in Europe for the last five years. Befo - of Vapiano CEO Mirko Silz, who has held the reins at the com - re that, after studying business admini - pany since 2006, is evolution not revolution. As ever, the chal - stration, he worked for the then McDo - lenge at peak times is to do things faster. Intensive staff training nald’s franchisee and subsequent Vapia - and the most modern till technology are set to help. More pasta no partner, Kent Hahne, in various jobs stations and getting the cooking time absolutely right. The key at various locations. This brought Silz, element in this is and will continue to be the staff, called ‘Vapia - who was born in Saxony, to the young nisti’. Their need is less for special skills than for all-round com - Vapiano fast-casual chain, where he has petences and a passionate commitment to the brand. In the end, it been CEO since 2006. is they who stand face to face with the customers and present the overall emotive impression, which is at least as important as the What do you personally like best about Vapi - ano? What do you most enjoy about working quality of the food and drink. “Openness, authenticity and trans - with and for the concept? parency are characteristics of the lifestyle for which Vapiano I particularly like the relaxed, easy- stands as a gastronomic brand,” concludes Mirko Silz. “Our staff going atmosphere. At Vapiano’s you share this positive attitude to life. For us, this is more important always meet nice people from all so - than technical know-how.” cial strata and all age groups, with whom you can easily And what of the future? The aim is to grow in a sustainable way strike up a conversation. Vapiano is an unequivocally posi - – in spite of the enormous rate of expansion. “Our growth has al - tive company; we don’t talk about problems all the time, ways been organic,” says Mirko Silz, “on a solid financial base we put positivity and, of course, our values at the centre of our concerns. In short, it’s human beings we care about. What do you see as the highlights of your professional career in the five T zitate Der neueste Schrei heißt years you have been in charge at Vapiano? Bubble, bzw. Pearl Tea. Und ist spitzenmä - Every opening is a highlight, especially in gastronomic me - ßig!“ tropolises like London, Berlin, Paris or New York, where it is a definite achievement to make a go of things. For four years now, we have run the “Vapianist of the Year” award and with a healthy equity ratio.” Together with the cash flow it’s a moving experience every time. The most recent miles - c from operational business (on average some 2 m, top locations tone was crossing the c100-m turnover threshold in Ger - up to c 3.5 m net turnover / store), the growth is driven at every many last year. step by solid financing agreements with the banks. Experience What makes Vapiano so successful in your view? shows that wherever a second or third Vapiano outlet starts up, We plug the gap between fast food and white-tablecloth the existing units generally grow too. After the cities, they would gastronomy: a no-fuss, but memorable experience of ea - now like to set their sights on more rural areas of Germany – per - ting out. And, of course, the concept anticipated the gene - haps with some free-standing independents. Internationally, the ral trend towards transparency, fresh ingredients, sustaina - focus is, as ever, on the big cities. London recently got its second bility and freedom – of choice, that is. Not only do we im - plement our code of values within the company, we main - outlet, Paris its first; in the meantime, some of the USA’s big ci - tain it in front of the customers, too. In terms of strategic ties have as many as nine Vapiano locations, and there are alrea - brand management and the focus on our core competen - dy some Vapianisti in Australia and the Persian Gulf. 65 % of the ces, of course, we do our job quite well. to happen c annual turnover of over 172 m still comes from Germany – mo - Are there concepts, either in Germany or abroad that inspire you? be at the h re than c 100 m in all. More countries are soon to be added to the I should have to mention Marché first and foremost. I admi - velop on t current 22 national markets – Canada, Chile and India are soon to re the freshness and the way they present their food. And 2020 sho become part of the Vapiano map as well. Social media platforms their approach to product development deserves the grea - network in such as Facebook und Foursquare are also making an important test respect. As far as patisserie is concerned, the bench - contribution to the rapid spread of Vapianisti across the globe. mark has to be Le Pain Quotidien. I also find the way Ja - “Our presence there is enormously important for open, transpa - mie Oliver markets himself very impressive. We learn a lot rent communication with ourcustomers,” emphasises Mirko from him in terms of story-telling and merchandising. What’s your vision for Vapiano-in 2020? Silz. BarbaraMecke Our aim is to be the world’s leading provider of freshly prepared pasta and pizza – with an emphasis on ‘fresh’. I am often asked when we are finally going to get round to creating a central production facility, but that is not going SR Anuga 2011 TrendSpecia l RS 39 SR Statements

Pan Asian Cuisine on the Rise “The beginning of the 21st century has witnessed significant eco- nomic developments in the East and Far East area of the world. Though it may be a coincidence, it seems that this is having an im - pact on current culinary trends. While the mainstream trends con- tinue being Italian, Chinese and Japanese, there are a lot of niche cuisines entering the market specially from the East and the Far East (Vietnamese, Thai etc.). Also, there is a continuation of fusion and eclectic restaurants that combine very different cuisines although Pan Asian looks like the biggest trend coming. The Far East has also become a supplier of many foodstuffs that 10- 20 years ago mainly came from European or American contract- ors. Generally, sourcing now is a global business and you can ba - sically get any product from any place. However, the prices for ba - sic food items are rising and with the middle class growing around the world, more pressure on prices may be expected unless the mar - Rostislav Ordovsky , Chairman of the Rostik kets open up and allow more competition. Group Corp., Moscow, Russia, was born in Vene - As for consumer preferences, healthier products such as brown zuela and has lived half of his life in South America rice, brown sugar, or even recipes without sugar as we know it are and the other half in Russia. When the chemical en - in demand and will definitely be what people look for in 2020 and gineer first arrived in Moscow in 1984, he saw a beyond. A great example is raw fish such as used in Japanese cuis- restaurant with a sign on the door saying ‘closed ine: very exotic and unique 25 years ago and it is now extremely for lunch’. “That gave me the idea to start the res- popular. A lot of (exotic) herbs and spices like lemon grass are also taurant business.” Today, ‘Rostik’ looks at quite well-liked today and will grow to be a mass market in the McDonald’s and the construction industry for future. I also expect our guests to look into different health trends trends and inspiration. such as macrobiotic diet or vegetarianism.” www.ros grou p.com

Berk Ek s¸iog˘lu is Co-CEO of Istanbul Simple, Healthy Food on the Rise Doors Restaurant Group, Turkey, the “Economic growth and increasing purchasing power have a tre - first corporate F&B organization in mendous effect on culinary trends. In Istanbul, new real estate de - Turkey. He studied Mechanical En- velopments and the growing shopping mall business provide for the geneering in the USA. His award- emergence of a broad variety of dining venues enticing people to winning graduation thesis in Applied dine out more and more often. At the same time, this new abun - Science is still being utilized in Venice, dance of culinary choices tightens competition: serving good food Italy. Ek s¸iog˘lu has been the youngest is not enough, customers expect more. ever member of the Turkish National Design is a key element reflecting brand identity. It should satisfy Swimming Team. guest needs such as feeling comfortable and at ease in the dining space. Brands should be closer to their guests. Listening to and com - municating with the customer is crucial – as is very well trained, smiling and caring staff. We try to meet the expectations of all kinds of customers providing a variety of brands encompassing fine dining, fast casual and cas- ual dining restaurants. Generally speaking, there is a trend for people favoring simple food and casual dining. Today’s consumers are very health conscious: while demand for heavy foods is defini - tely declining, healthy items are on the rise. Especially in fine dining, guests favor organic foods. Seasonality is equally impor - tant: as customers enjoy experimenting, we try to add little seaso - nal details to the menue. Food prices have been increasing at rates well above Turkey’s in - flation rate for several years. Additionally, import taxes are very high leading to an additional increase of prices for any product coming outside of Turkey.” www.istanbuldoors.com

Anuga 2011 TrendSpecia l RS Hot in Foodservice RS

Popularity of ‘Home-cooked’ Comfort Food “British diners have become more calories and price conscious, shifting their taste for out-of-home dining towards lighter, healthier meals that give value for money. In 2009 this became apparent when the nation’s then favourite cuisine, Indian, was replaced by perceptively healthier Chinese meals. Now with the impact of the recession still lingering and with diners increasingly looking for an experience when they eat out, the na - tion’s favourite cuisine to eat when out of home is British, with Chi - nese following in second place. The result may be attributed to the rise of quality simple, robust British dishes now served at many pubs, the popularity of ‘home-cooked’ comfort food resulting from economic instability, and the growing interest in local produce. But while Chinese cuisine is forced to take a backseat for now, we can predict a rise in demand for healthy Asian concepts as a whole. There will be more interest in Asian cuisine, particularly street-inspired aspects, but more so for those that are price compe - Jean-Michel Orieux , Managing Dir- titive and tick the healthy option boxes. There will be more healthy ector, Ping Pong, London, on major options on menus as a whole across all cuisines. milestones in his career: “Working Other popular cuisines set for growth include casual Mexican, for Hyatt International for 10 years which has seen an explosion in London and its popularity is set to in 5 different countries and under - spread to other cities across the UK. Nordic-inspired restaurants standing the power of company cul- will also slowly emerge. Off the back of Briton’s love affair with sim - ture at delivering a business mission. ple, robust dishes, steak and barbecue restaurants are already be - Learning from London entrepreneur ginning to gather pace across the country and this trend will conti - Oliver Peyton that whatever we do nue.” www. pin gp on gdimsum.com must be driven by a customer demand.

’Better-for-you’ Foods and Technology savvy Customers Marc Mushkin is Senior Vice President, Inter- “In recent years, socioeconomic developments have undoubtedly national Development for Pollo Tropical, Miami, driven the demands for higher quality and food sourcing know- USA. Apart from other restaurant operators and ledge. Probably the area of highest impact is consumers increased franchisors, he keeps an eye on a panorama of need for value and affordability. They are demanding higher qual- great companies (e.g. in India, Mexico, Turkey, ity, greater flavor variety, and flat pricing. Besides, they are now Kuwait), irrespective of their industries, to try to more than ever interested in sustainability, and in that way our catch the key elements of their success. Among his core product, chicken, clearly ’wins’ when compared to the huge most unforgettable dining out experiences was energy and resource needs of the beef industry or other center-of- lunch at the Jules Verne on the 2nd level of the plate proteins. Eiffel Tower. Chicken in general continues to be the fastest growing protein con- sumed in the US. Portable options are crucial for today’s on-the-go consumer. We are also seeing a resurgence in the importance of family meal options. Other major trends are in the areas of fresh, simple, grilling, flavor variety, and ‘better for you’ foods. Consumers care more now than ever before on what they put in their bodies. As the media today are infinitely more splintered, much greater ef- Neues Foto ist fort in the area of targeting is required. To be effective, we have to communicate with consumers where, when, and how they want to be communicated with: email, sms, phone, radio, tv, online, angefragt SEO/SEM. What to expect in the future? Guests are going to look for technol- ogy to make the ordering and interaction process easier and faster. They are going to continue to demand fresh, simple and less pro - cessed food. I believe that flavors will emerge as the differentiator vs. themes or specific ethnicities.“ www. pollotro pical.com

SR Anuga 2011 TrendSpecia l SR Vietnam

46 RS Vietnam RS

The herb-infused cuisine of Vietnam is still unfamiliar to mainstream consumers in Europe and most parts of the world. Pho24, with a fast-casual system of serving Vietnamese noodle soup, promises to change that. Established just eight years ago in Hanoi, it now operates 80 units in 7 countries, with European entry expected this year. www. pho24.com.vn Noodle Know-How

Pho, the noodle soup eaten all through the day at thousands of food chains like McDonald’s Nam An Group, Vietnam street stalls throughout Vietnam, is now firmly part of the coun- and KFC with an in-depth un - try’s national culture. The difference at the fast-growing Pho24 derstanding of franchising. “I Total group sales: over $15 m chain lies in a commitment to systematisation which includes believed that we should stan - Number of employees: 2,500 centralised production of broths and sauces and deconstruction of dardise everything: products meal preparation and assembly to ensure a service time of less than and services, decor, cooking Pho24 three minutes per customer. processes, facilities,” he said. Launched: 2003 Units: A smart branding package emphasises an authentic, convenient “I wanted a chain I could repli - table service, Ø 100-150 sq m Investment: US$70-90,000/unit and economical meal experience within a clean, air-conditioned cate anywhere. So I eliminated Sales: $300,000/unit/year and, above all, consistent environment. Restaurants additionally all the things I did not like about Franchise: $20,000-25,000 provide takeaway and, increasingly, home delivery service. A existing pho outlets.” opening fee further channel opened this year is Pho24’s decision to become the Dr. Trung started Pho24 follo - Royalty: 2-3% of sales on going first indigenous restaurant brand to introduce its own packaged in - wing five years’ management stant cup noodles. experience in hotels and at his Pho24 units: 80 “The product is selling well at all our restaurants at the moment,” mother’s fine dining restau - T Vietnam: 60 commented Dr. Ly Qui Trung, the co-founder and CEO of Nam rants. He then set his sights on T Indonesia: 11 An Group, owner of Pho24. “Customers buy them for gifts, sou - quick service, a market with T Other countries: 9 venirs and simply to fulfil their stomach late at night!” He reported considerable potential in a high repeat sales with many customers coming back to buy six- country with 84 m citizens (13th largest population in the world) pack boxes. Marketing via supermarkets starts soon with further and 8% annual economic growth rate. Even more significant for plans to export by the end of this year. foodservice, around 45% of the country’s huge population is Dr. Trung, helped by members of his family, gave Pho24 its im - thought to be less than 25 years old. pressive start by combining the standardisation of the big US fast While large local operators had developed in Vietnam – notably cafe chains Highland Coffee and Trung Nguyen Cafe – the only About Pho significant foodservice players were US franchises like KFC and Pizza Hut and imports from neighbouring countries, such as Korea’s Pho is a soup served in bowls and combining rice noodles Lotteria and the Filipino brand Jolibee, both trading in Vietnam with a clear broth made typically by simmering beef or since 1997. Many more big international restaurant brands, including chicken bones. It is seasoned with basil, lime, cinnamon, star anise, fresh mint, coriander, clove, fennel, roasted gin - McDonald’s, are expected to enter the market; two notable new- ger, black cardamom and many other locally grown comers in the past year are US chains Popeye’s and Carl’s Junior. herbs. All kinds of meat can be added to the soup, includ- Dr. Trung initially had notions of trying to operate McDonald’s ing slim cuts of beef, chicken, tripe and meatballs. units under license but found that he lacked the substantial resour - Origins of the dish have been dated back to northern Viet - ces needed. However, he did gain in-depth experience of fran- nam at the beginning of the 20th century, with both French chising when he developed Vietnamese branches of international and Chinese influences detected. The word ‘pho’ is pro - brands Gloria Jean’s Coffee (now with seven units in Vietnam), nounced much like the French word ‘feu’ (i.e. fire) as fea- the Canadian dessert chain YogenFruz and Singaporean bakery tured in popular dishes like Pot-au-feu. It was not generally concept Breadtalk. The subject inspired him to write two manage - known in the south of the country until the 1950s. ment handbooks on franchising.

SR Anuga 2011 TrendSpecia l RS 47 SR Vietnam

A Typical Pho24 Unit Space allocation Kitchen 20% Storage/refrigeration 5% Counter 5% Customer facilities 65% Toilets 5%

Sales by source Eat-in 83% Takeout 5% Home delivery 10% Retail 2%

Sales by menu item Pho soup 70% Other main courses 10% Starters/Appetisers 5% Soft drinks 15%

48 RS Vietnam RS

“Franchising was important to gaining a market foothold because Dr. Ly Qui Trung, Co-founder and CEO of Nam An Group in Vietnam you have a maximum of two years before you get your Who would you most like to host in one of your restaurants? return on investment,” Trung commented. “It’s risky if it takes any Dr. Trung: business partners with whom I have just closed longer.” He started selling Pho24 franchises two years after open- a good deal. We would preferably talk about hobbies, fa - ing the first store in 2003. mily, golf, etc – nothing Customers soon started coming and rapid growth in Vietnam fol - to do with business! lowed, with openings on an almost weekly basis at one stage. “I was not driven by money but by the opportunity to create some - thing different and excellent,” Dr. Trung observed. “I sought to Nam An , Vietnam’s largest prove that a local brand can be as successful as any international food and beverage c brand in the Vietnamese market.” In hindsight, expansion was orporation, created the over-rapid for the available management capacity and it proved Pho24 brand in 2003 and necessary to close several stores. Annual growth rate is now at a now has 80 branches in more manageable pace of four or five a year. seven countries. Dr. Trung By 2005, Dr. Trung had also set his sights on international oppor - gained a PhD in hospitality tunities and a unit opened in Jakarta, Indonesia. A further 10 have management at Griffith followed, making Indonesia the leading territory outside Vietnam, University in Australia and with licenses also granted to operators in Hong Kong, Cambodia, has in-depth experience in the Philippines, Macau and Australia. hotel and fine dining ma - The brand also spread to South Korea but that unit closed. How- nagement as well as the franchising of quick T “We introduced our own packaged instant service concepts. cup noodles: the product is selling well at all our restaurants.” What gets you really excited? Dr. Trung: Every new restaurant I open. It is just like a final soccer match, you never know the result no matter how ever, launch in the challenging but highly promising Japanese well you have prepared. And I get so excited to see a lot of market is expected in the middle of this year. There has also been customers enjoying the food and the ambience. talk of bringing Pho24 to Europe and the USA, with London and When was the last time you were really enthusiastic about something? New York mooted as possible locations. For the moment, the most Dr. Trung: 30 minutes ago, when I thought of a new busi - likely take-off point appears to be Holland with a branch expected ness concept. This kind of feeling does come and go quite to open by the end of this year. often, only very few come alive and grow into a revolu - Nam An Group is now thought to be Vietnam’s biggest foodservice tion, a new successful business model! You just can not ex - business with annual sales of around $15 m and 2,500 employees. pect to have too many revolutions in a life time. I knew it Pho24’s emergence as a benchmark brand for the national cuisine but still think of it naturally. really started to take off in 2008 when a strategic investment in the When things go wrong for you, what is the problem? chain was made by VinaCapital, Vietnam’s leading asset manage - Dr. Trung: Wrong decision making. Everyone makes mi - stakes, but the important thing is to realise you have made ment, investment banking and real estate consulting firm. Their par - them and try to avoid next time. It’s OK as long as the right ticipation has helped in establishing a key element in the Pho24 decisions are outnumber the wrong ones. system: two 3000 sq m central kitchens, kitted out with the latest What inspires you? What bores you? volume cooking equipment. These produce the chain’s two most Dr. Trung: New ideas. New challenges. They don’t need important ingredients – broth and noodles – on an industrial scale for to relate to business, it can be music, sport. I don’t like it twice-daily delivery to stores. “This enabled us to keep our restaur- when every day is the same. Being too stable and consi - ants as simple as possible, with open kitchen and quick service,” Dr. stent is not good for me. Trung observed. “Whereas many places rely on chemicals to prolong How much has your wife participated in the business? the life of the noodles and other ingredients, our system has made it Dr. Trung: She helps me in various ways but she is not possible to produce pho in a clean and chemical-free way.” The an executive. In fact, I hate the idea of husband and wife Pho24 chain derives its name from its use of 24 different ingredients working together because you bring arguments about the company into your living room. That’s no good for in its main soup recipes, which account for around 70% of sales. romance. Technology such as hand-held ordering terminals and CCTV What people have most influenced your career? helps stores keep time per order to under three minutes, a signifi - Dr. Trung: My parents. My father, who died about five cant consideration in view of pho’s suitability as an all-day eat- years, was the no.1 sports journalist in Vietnam. My mot - in/takeout meal consumed for breakfast, lunch, afternoon tea, din - her, who at 68 is still very active in running her restaurant, ner and supper. An additional home delivery channel also suits is a great entrepreneur. Vietnam’s increasingly congested cities. BruceWhitehall

SR Anuga 2011 TrendSpecia l RS 49 SR Cologne

“Cologne is a million-strong city with a large catchment area and an incredible number of tourists – a varied mixture of bon vivants who form a fertile basis for creative develop - ment”, says Claudia Stern, who runs the up-market Vintage re - staurant with dining school, shop and catering service. “Di - ning in Cologne is a blend of art, everyday culture and tradition. People here are actually very keen on quality. They like going to their favourite restau - rants and enjoy personal contacts.” www.vinta ge.info

“Typical of Cologne? Brewery pubs are symbolic of the relaxed air prevailing in the city’s eateries”, says Michael Holtmann, who runs a variety of foodservice enterpri - ses, including ‘Holtmann’s’, a fine-dining restaurant on the Rhine in the old town. He - re, too, the emphasis is on a “symbiosis of professionalism, nonchalance and high- quality entertainment”. And here, too, ma - ny guests order a freshly tapped glass of ‘Koelsch’ beer in the traditional narrow glasses as an aperitif. “Cologne stands for live and let live.” www.holtmanns.com

In Cologne, Koeln in German, the waiters are called ‘Koebes’ and foodservice units thrive thanks not only to the almost one million the beer ‘Koelsch’. In the traditional brewery pubs, the light, top- inhabitants of Germany’s fourth biggest city but also to the large fermented beer is served fresh from wooden barrels in narrow, 0.2 number of tourists and business people who visit Cologne (4.57 m litre glasses. And you don’t have to ask for a glass – it comes auto - overnight stays in 2010). Although the Gothic cathedral with the matically. Naturally, you do have to ask for food and there is a wi - Shrine of the Three Kings is one of the most popular sights in Ger - de choice of hearty dishes with names such as ‘heaven and earth’, many, the extremely multi-faceted cultural life of this 2000-year- that guests eat sitting at scrubbed wooden tables. In the busy mi - old city is hardly less attractive. Furthermore the city is home of so - crocosms behind leaded windows, you can experience that genui - me of the world’s leading fairs and congresses –and the station, port ne ‘Cologne feeling’, the very soul of the city. In the numerous and airport are key hubs in the international transport network. brewery pubs, some centuries old, some modern, young and old sit side by side together with rich and poor, locals and tourists, yup - Inspiration for the young, cosmopolitan and hedonistic aspects of the pies and punks. The way of life in Cologne stands for live and let foodservice evolution in Cologne came from the big gay communi - live, for conviviality and joie de vivre. ty, the 70,000 students and the 300,000 immigrants, not to mention the reputation of the city as the region’s foremost media and artistic The inhabitants of Cologne – the cityscape of which is a blend of Roman scene. And the results of this evolution can be seen and tasted in ma - remains, a huge cathedral, Romanesque churches, a charming old ny of the city’s 86 districts, the epicentre of which is the innovative town, a modern media park and ambitious architecture at the ‘Rhei - Belgian Quarter between the Aachener and Venloer streets, railway nauhafen’ docks, and which was rebuilt on a sort of patchwork prin - embankment and ‘Ring’ road, the lively ‘Friesen’ Quarter around ciple after being almost fully destroyed in the Second World War – Friesenplatz and Friesenwall, the student ‘Latin Quarter’ around don’t take themselves too seriously. The city’s status as a carnival Zülpicher Strasse and Rathenauplatz and the new Rheinauhafen bastion where the party continues in the pubs and streets for the best harbour district with gastronomic highlights around Chlodwig- part of six days is indicative of this – a way of life that has given Co - Platz and Alteburger Strasse. Interestingly, the chains are only mo - logne the sobriquet of Italy’s northernmost town. All of this repre - derately well represented – indeed, just two of the top 100 foodser - sents fecund ground for the city’s 3,000 or so restaurants. These vice systems in Germany are based in Cologne – and “big stores are

50 RS Anuga 2011 TrendSpecia l RS Cologne RS

For many, Cologne is a city of ‘Koelsch’ beer, carnival, churches and culture. Indeed, all are aspects of life there. However, Cologne is primarily a feeling, a bastion of cheerfulness with vibrant student, homosexual, media and artist sce - nes, which form a fertile substratum for thriving foodservice blossoms. Typical of this cathedral city are its traditional breweries. As is the cur - rent trend towards small, individual boutique concepts with a sharp product focus. Big Breweries and Small Oases

not having an easy time at present”, says Michael Holtmann of a fa - Cologne: Where to Go – Traditional & Modern mily of Cologne restaurateurs now in its third generation. Creative T Brewery pubs / simple cuisine accents are currently being set by individualists with names such as Früh am Dom, Gilden im Zims*, Haus Schol - Bastian’s, Bauers, Dreiundsiebziger, Foxberry, Hernando Cortez zen, Lommerzheim**, Max Stark Schokoladen, herr RiESTER, Madame Miammiam, Royal Cupca - T Fine dining / superior cuisine ke, supasalad, Törtchen Törtchen and Yummy. All are small oases Holtmann’s, La Société, Le Moissonnier, Pois - of culinary delight focusing on coffee, bakery products, sandwiches, son, Taku (in the Excelsior Hotel Ernst), Vintage delicatessen, bio, frozen yoghurt, sweets, soups, salads, etc. – affec - T Restaurants tionately and aesthetically pleasing health-food temples, many with Chino Latino*, Comedia Wagenhalle, Dinner - an ecological approach. Lots of them are to be found in the streets club, Feldküche*, HoteLux**, Ouzeria around Brüsseler Platz. Most have only one outlet and all were T Scene ‘born’ in Cologne. “Everything from outside Cologne – crazy, un - 4 Cani, Hallmackenreuther, Heising & Adel - usual concepts or blends of club and cocktail lounge with up-market mann, Salon & Metzgerei Schmitz T Individualists & Co cuisine – has a hard time here”, says Moni Hagenmayer, who heads Bastian’s, Bauers*, Dreiundsiebziger*, Fox - the restaurant section of ‘Prinz’ city magazine. Moreover, “the city berry*, Hernando Cortez Schokoladen, herr has become significantly more Mediterranean”, notes Claudia Stern RiESTER, Madame Miammiam, Royal Cupca - of restaurant Vintage: from fast to fine-food restaurants and cove - ke, supasalad, Törtchen Törtchen, Yummy* ring national cuisines of all kinds, tapas-style offers are a must. T Bars As is outdoor seating. “Many restaurateurs claim that survival is Harry’s New York Bar (in the InterContinental only possible with outside capacity”, says Hagenmayer. And this Hotel), Kunstbar, Rosebud, Shepheard, Wohn - means not only the popular beer gardens – another example of the gemeinschaft Roman heritage of Italy’s northernmost town that, coupled with T Beer gardens the city’s joie de vivre, makes Cologne a great place to be. km 689**, Maybach, Rathenauplatz, Rhein - KatrinSchendekehl terrassen**, Stadtgarten * New in Cologne, ** on the KoelnMesse Exhibition Centre side of the Rhine www.koelntourismus.de ; www.stadt-koeln.de ; www.koeln.de SR Anuga 2011 TrendSpecia l