DOCSLIB.ORG

2019 Foodservice Insight Report

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
2019 Foodservice Insight Report 1 Report Organisation Section 1: Introduction 4 Category Segmentation 56 Section 2: Executive Summary 12 Foodservice Product by Value 57 Overall Assessment 16 Temperature Mix 58 Section 6: Deep Dive on the Irish Macro Consumer Findings 18 60 Foodservice Consumer Unmet Consumer Needs 20 Key Consumer Findings 61 Industry Imperatives 21 The Winning Formula 22 Consumer Feedback on Critical Issues 72 Section 3: Size and Segmentation of the 24 Irish Foodservice Industry - Technology 74 - Health/Diet 79 Section 4: Channel Analysis 36 - Sustainability 83 Commercial Channels 38 - Value 88 Institutional Channels 48 Consumer Dine-Alongs 92 Section 5: Product Insights 54 Product Trends 55 Appendix 106 2 3 SECTION 1: INTRODUCTION Approach to Measuring the Irish Foodservice Industry • As part of its dedicated Ireland strategies and to highlight • The combination of these Market Foodservice potential opportunities. sources allowed the Technomic Programme, Bord Bia has • Technomic used a robust, multi- team to better obtain industry operated a Market Intelligence step methodology to collect and performance metrics, programme since 2009— synthesise information and to understand the size and delivering resources to both develop new insights on the condition of the market in client companies (Irish food and foodservice market in Ireland, Ireland, detect issues and beverage manufacturers) and including: challenges, and identify future customers (domestic • One-on-one trade interviews trends, drivers and predicted foodservice buyers) alike. with knowledgeable persons in growth rates. • For the development of this companies throughout the study, Bord Bia collaborated foodservice supply chain closely with Technomic, a global • Data collection from numerous food consultancy with 50+ years secondary sources, Technomic of expertise in the out of home industry studies and Knowledge industry, to deliver insights Center, Technomic necessary to assist in the international tracking and development of market published materials. 5 Market Sizing Methodology The illustration outlines key DATA OBTAINED steps in Technomic’s market sizing and forecasting process as it relates to the foodservice Industry Clean, industry and specific segments performance? tabulate, in both the Republic of Ireland Areas of analyse data Develop as well as Northern Ireland. growth/ by segment TRADE initial decline? INTERVIEWS Compare to market Usage change? previous estimate industry Business figures factors? Confirm Final growth CREATE MARKET MODEL Sizing Review additional data 6 Approach to Developing Consumer Insights • In August and September 2019 Key research objectives in this as part of Bord Bia’s partnership section of the research included: with Technomic to provide • Assessing the foodservice industry and consumer insights, consumer journey Technomic conducted • Identifying key consumer need qualitative consumer research states to provide a first hand look at the breadth of ways consumers • Uncovering latent consumer use foodservice in their daily needs lives, and the factors that • Reviewing the relationship influence their dining decisions. between at-home and foodservice occasions • This research builds on, and • Probing key consumer trends: explores key consumer trends – Technology identified in our 2018 research. – Health/diet – Sustainability – Value/price • Identifying and understanding different consumer personas. 7 Approach to Developing Consumer Insights • • Respondents were sampled In the second phase of the Dine Along Locations from Dublin and its research, Technomic and Bord neighbouring counties and Bia met with six of the bulletin • Apache Pizza Beauparc, represent a mix of board respondents for in-depth Rathdringh, Navan, Co. Meath demographics, lifestyle and ethnographic interviews in the • Han Sung Asian Market, 22 foodservice usage patterns. home, followed by accompanied Great Strand St, Dublin 1 Specifically, consumers were visits to foodservice locations of • The Court Yard Hotel, Main sampled to provide a range of their choosing. These interviews St, Leixlip, Co. Kildare usage across key foodservice were used to bring consumer segments. trends to life by capturing a • Bunsen, 3 South Anne St, Dublin 2 • In the first phase of the deeper understanding of research, respondents consumers’ daily lives and their • Gotham Café, 8 South Anne St, conducted online video diaries attitudes on key topics. Dublin 2 over the course of three days. In • Hot Sandwich Co., Unit 5 these video diaries consumers Ashbourne Town Centre, described their foodservice Ashbourne, Co. Meath attitudes and usage, and virtually led Technomic researchers (via smartphone recordings) to visits to the foodservice locations and segments that they regularly frequent. 8 About Technomic • Technomic is uniquely qualified growing marketplace. • Beyond Technomic, Winsight to conduct this assignment. • As part of Winsight, Technomic provides global reach and Since 1966, Technomic has been is positioned as a leader in insights through its media assisting clients with interests in multiple facets of the global (including Restaurant Business, the global food and beverage foodservice industry. Winsight CSP, Foodservice Director and industries to obtain a better provides customers and others) and Events (including understanding of the audiences access to the most the Global Restaurant marketplace and potential credible source of industry Leadership Conference, FARE, opportunities. market intelligence with top Outlook Leadership, FSTEC and • Technomic is considered to be industry print and digital media others). In November 2018, the leading research and assets, world class events, and Winsight acquired the rights to consulting firm specialising in Technomic’s channel-relevant the National Restaurant Show the foodservice or Out of Home strategic research and insights. that takes place every May in (OOH) industry, Technomic is Technomic’s global monitoring, Chicago. active in numerous includes ongoing coverage of 25 international OOH markets. foodservice markets globally Technomic’s broad based and is an integral part of expertise and second-to-none Winsight’s Global Restaurant knowledge of the OOH channels Leadership Conference that and categories establishes us as takes place every Autumn. an industry leader in this 9 Glossary of Terms Term Definition Compound Annual Growth Rate: The average sales increase over a specified number of years incorporating CAGR compound growth. Cash and Carry A large outlet where foodservice operators and small retailers can come to purchase supplies. Commercial foodservice Channels where catering for profit is the prime objective. Consumer Spending Consumer spending accounts for spending by diners within all foodservice channels. The direct supply of products to trade customers that buy centrally. Also known as “wheels only” in view of Contract distributors that provide logistic support (delivery) but do not buy or sell. C Store Convenience store where hot food or food-on-the-go is sold to eat and take away. The person to whom the supplier sells, usually the distributor or the operator, although the ultimate Customer customer is the consumer. Delivered Wholesale Supply of product to outlets via wholesaler delivery vans, often on a daily basis. Where operators buy from markets, producers or farmers direct rather than through intermediaries such as Direct wholesalers. A subset of limited service restaurants; menus may feature prepared to order items; menu items are typically Fast Casual made with fresh, high-quality ingredients; price point is between quick service and full service venues. Foodservice channel The acknowledged grouping of foodservice outlets by type (each of the main channels is defined separately). Food-to-Go Includes premade, ready to eat menu items sold through various retail channels and consumed off premises. Forecourt Convenience Convenience store operations that are integrated with a fuel forecourt. 10 Glossary of Terms Term Definition Full Service Restaurant Restaurants that offer table service and waiting staff. Institutional foodservice Often known as cost catering, channels where catering is a service provided for free or with a subsidy. IOI Island of Ireland. Restaurants offering counter service where customers generally order or select items and pay before Limited Service Restaurant eating. The meal reason for visiting a foodservice outlet, e.g. breakfast, lunch, dinner, coffee, snack etc. This Occasion can also be referred to as a “daypart”. The company or business running the foodservice outlet or chain Operator of outlets. Operator purchases represent the value of distributors’ sales to operators, including distributors’ Operator Purchases margins. Also referred to as QSR, this channel is a subset of limited service restaurants, often with value price Quick Service Restaurants orientation. How to get the product to the end consumer. Involves distribution Route to Market and logistics. The number of consumers visiting a foodservice outlet. Also known as footfall, it is a key operator Traffic metric. Transaction spend per occasion The average spend per person per foodservice visit. White table cloth restaurants, a sub segment of the full service White Table Cloth restaurant channel representing the more traditional and premium restaurant outlets. 11 SECTION 2: EXECUTIVE SUMMARY 13 14 15 Overall Assessment of the Irish Foodservice Industry 2019 In 2019, Irish consumers will Foodservice is closely tied to There remains three tiers of spend
Load more

Recommended publications
  • Manhattan Retail Market MID-2ND QUARTER 2016 REPORT Retail Activity in the News
    Manhattan Retail Market MID-2ND QUARTER 2016 REPORT Retail Activity In The News Virtual Restaurant Business Revolutionizing Traditional Food Delivery The growing convenience of home food delivery through services such as Seamless and GrubHub has prompted the launch of what can be best described as “virtual restaurants.” One company Green Summit Group currently operates 2-kitchens and boasts 8 “restaurant” brands, yet is void of any storefronts. The business model is banking on the projection that most New York City dwellers won’t care or realize that the food is not being prepared in a traditional restaurant. Green Summit has eliminated the burden of managing retail spaces, while also further benef ting from its ability to shift menu items more quickly to cater to the fast-evolving preferences of consumers by creating another online-branded “restaurant” that appeals to the f avor of the moment. If a particular brand does not meet f nancial expectations it is easily scrapped, incurring a relatively low cost of failure. Currently in expansion mode, in addition to existing kitchens in Midtown and Williamsburg, Brooklyn, the Green Summit plans to open 4 additional kitchens in the Financial District, Downtown Brooklyn, the Upper East Side, and the East Village in 2016 in order to be within delivery range of 90% of New York’s online food-ordering population according to the company’s projections. Generating about $10 million in revenue in 2015, expansion plans are reportedly expected to triple revenue in 2016. Success of the company launched about 2 and a-half years ago may be short-lived in the opinion of some skeptics of the virtual model, pointing out that consumers want to engage with the restaurant brand.
    [Show full text]
  • Third Party Delivery Platforms and Virtual Kitchens: Briefing Memo
    CITY AND COUNTY OF SAN FRANCISCO LONDON BREED, MAYOR OFFICE OF SMALL BUSINESS SMALL BUSINESS COMMISSION REGINA DICK-ENDRIZZI, DIRECTOR Third Party Delivery Platforms and Virtual Kitchens: Briefing Memo Introduction On December 9, 2019, the Small Business Commission formally requested to schedule a special hearing to discuss the impact that third party delivery platforms and ghost/virtual kitchens are having on the economic health of the brick and mortar small business community in San Francisco. The Commission hopes to gain a better understanding of the third-party delivery platform and virtual kitchen market and how City agencies regulate those entities as compared to traditional neighborhood serving brick and mortar businesses. They also hope to hear from business owners who have been impacted by third party delivery platform and virtual kitchen entities. Findings and recommendations generated from the hearing will be presented to both the Mayor’s Office and the Board of Supervisors. Background I. Third Party Delivery Platforms Third Party Delivery Platform, commonly known as delivery apps, are effectively ‘aggregators’ which connect customers with a multitude of local restaurants and retailers via websites or apps1. Orders placed via through these platforms are typically prepared by the restaurant or retailer and expedited by delivery workers. Popular delivery apps include Doordash, GrubHub, UberEats, and Postmates2. The delivery app market is growing rapidly, with platform sales increasing 41% in 20193. Industry bankers forecast that two out of three restaurant deliveries will originate through a third-party platform4. However, customers and restaurant/retailer partners need to be aware of the financial costs and competitive risks that come with the seemingly new convenience.
    [Show full text]
  • AGC-Restaurant-Tech-Nov-2019
    Type & Color November, 2019 INSIGHTS The Future of Restaurant Technology How Technology is Transforming the Restaurant Industry Greg Roth, Partner Ben Howe, CEO Jon Guido, Partner & COO Sean Tucker, PartnerAGC Partners ExecutiveType & Color Summary Massive $900B market experiencing rapid digital adoption and software growth . An extended economic recovery, low unemployment rate, and continued rise of millennials as the largest demographic in the workplace are factors driving strong restaurant spending . Third party delivery market is exploding; eating in is the new dining out US Digital Restaurant Sales . Cloud based POS systems are replacing incumbent providers at an accelerating pace and ($ Billions) achieving higher ACV with additional features and functionality $328 . Front of house applications including Online Ordering, CRM and Loyalty programs are other areas of accelerating spend in order to capture more valuable repeat diners 27% CAGR . Razor thin profit margins and unique challenges restaurants face require purpose built solutions to cut costs, gain efficiencies, and increase visibility . Hiring, training and retaining workers in a complex and changing regulatory environment is one $117 of the largest challenges restaurants face $48 . Unlocking of data silos enabling business analytics across the value chain . Automation and AI beginning to impact restaurant operations and economics, freeing up scarce employee resources to focus on customers 2017 2020 2025 . Ghost Kitchens and Online Catering are two emerging growth areas taking advantage of online Note: based on estimated percentage of sales derived from digital channels and total industry sales forecasts delivery trends and attractive unit economics . Restaurant Management Software spend tilted towards front of house (~60%) technologies vs.
    [Show full text]
  • COVID-19 In-Service for Food Businesses Q&A
    COVID-19 In-Service Q&A COVID-19 In-Service for Food Businesses Q&A Updated 1/15/2021 Below are the questions and answers received for the COVID-19 In-Service for Food Businesses virtual event on 1/11/2020. As a reminder, guidance may change as new science and data comes out related to the virus, so please frequently check back on reliable sources such as the Minnesota Department of Health’s website. Any information that has changed since the session has been updated on this document. Executive Order 21-01 When do the new executive orders start? - Executive Order 21-01 started at 11:59 pm on 1/10/21. When will these COVID-19 Restrictions end? - Executive Order 21-01 does not have an end date specified. The state uses a data-based approach to determine COVID-19 restrictions. Restrictions will be lifted or altered when the data indicates it is safe to do so. Why is an igloo considered outdoor dining? Isn't an igloo outdoors? - A space is considered “indoor” if it meets the following definition: between the ground or other natural surface or a floor or similar surface and an overhead barrier, including but not limited to: a canopy, cap, awning, ceiling, roof, retractable barrier, or similar structure, whether opened or closed, and bounded by a physical barrier, including but not limited to: walls, partitions, retractable dividers, doorways, garage doors or windows, whether opened or closed, that cover more than 50% of the combined surface area of the vertical planes constituting the perimeter of the space.
    [Show full text]
  • Sabert Spotlight Spring 2021
    SPRING 2021 ISSUE CASTING LIGHT ON TODAY’S PACKAGING TRENDS RESILIENT RESTAURANTS STEP UP TO THE CHALLENGE Ideas to Accelerate and Adapt in the Foodservice Industry Hinged Take-Out Containers Page 10 INSIGHTS The world’s latest crisis, COVID-19, has irreversibly shifted businesses across all industries, and the foodservice industry is no exception. Physical distancing and associated lockdowns have forced consumers to dramatically change their behavior, creating a completely new reality for foodservice operators across the globe. The Impact of the Pandemic For many people 2020 will go down in history as the year everything stopped, but for the foodservice industry, 2020 will be remembered as the year everything rapidly changed. Operators were forced to pivot their business models to accommodate delivery and takeout nearly over night in order to survive. Supermarkets shifted their self-service areas to pre-packaged takeout and delivery areas in an effort to replace traditional salad bar revenue. Most importantly, across all segments within the foodservice industry, the consumer demand for food safety is at an all-time high with customers expecting operators to have safety precautions in place. The Evolution of Foodservice Despite the hardships it has faced, the foodservice industry has shown remarkable resilience, flexibility and determination in the face of quickly evolving consumer demands. According to recent data, current consumer behavior is expected to continue beyond the end of the pandemic with two-thirds of consumers admitting they prefer ordering take-out and delivery even after dine-in restrictions are lifted, citing safety concerns. Operators have realized that off-premise has become their best growth opportunity and are finding creative ways to feed their success by extending the on premise dining experience to their take-out and delivery programs.
    [Show full text]
  • Preparing Your Restaurant for Winter
    Preparing Your Restaurant for Winter The 2020-2021 Guide What’s in this guide CLICK EACH SECTION TO SKIP FORWARD Introduction Business strategy Winter is coming 04 Expand into new revenue streams Menu planning Restaurant marketing 01 Modify your food and 05 Create a marketing strategy service for winter dining to spread the word Dining logistics Conclusion 02 Position your restaurant for Delivering joy all winter long outdoor dining Customer service 03 Provide exemplary customer service INTRODUCTION Winter is coming Historically, winter is a time for slower restaurant sales. In recent winters past, restaurants have seen as much as a 1.5% drop in January (compared to October through December).1 In-store sales take a hit in the Northeast especially — because it’s cold out, because people are busy with the holidays, and because the experience is less exciting than warm-weather dining. This year has thrown the unexpected at restaurants — and you’ve taken it with grace, adapting and evolving to new changes in consumer dining habits, and local and national regulations. Outdoor dining, 1.5% socially-distanced tables, and masked waitstaff have Restaurants see as much become the norm — however, as colder temps arrive, as a 1.5 percent monthly restaurants are facing not only the typical winter sales drop in January alone slowdown, but the reality of the pandemic as well. (compared to October, November, or December) The introduction of both reduced-capacity indoor dining and year-round outdoor dining requires a whole new strategy — one that keeps your guests warm, customers and staff safe, and your kitchen humming no matter the weather.
    [Show full text]
  • Cloud Kitchen Software
    SED 1035 Transcript EPISODE 1035 [INTRODUCTION] [00:00:00] JM: Food delivery apps have changed how the restaurant world operates. After 7 years of mobile food delivery, the volume of food ordered through these apps has become so large that entire restaurants can be sustained solely through the order flow that comes in from the apps. This raises the question as to why you even need an on-prem restaurant. A cloud kitchen is a large, shared kitchen where food is prepared for virtual restaurants. These virtual restaurants exist only on mobile apps. There are no waiters. There are only the food delivery couriers who pick up the food from these warehoused-sized food preparation facilities. A virtual restaurant entrepreneur could open up multiple restaurants operated from the same cloud kitchen. The mobile app user might see multiple restaurant listings. It might be a pizza place, a cookie bakery and a Thai food restaurant, when in fact all of them are operated by the same restaurateur. The word of virtual restaurants and cloud kitchens is very new, very interesting and it’s a very big market. Ashley Colpaart is the founder of the Food Corridor, a system for cloud kitchen management. Ashley joins the show to talk about the dynamics of virtual restaurants and the cloud kitchen industry. We are in the midst of the COVID-19, and a group of developers has created a hackathon called CODEVID-19, which is a pandemic hackathon. The goal is to create solutions that help people manage and survive during the COVID-19 pandemic, and they’re using the hackathon platform that I’ve built, called FindCollabs.
    [Show full text]
  • Triage Strategies | 1
    TRIAGE STRATEGIES | 1 REOPENING RESTAURANTS: RELAUNCH TOOLKIT Triage Strategies Thinking about what may be next for the industry highlights potential new revenue streams for operators and new experiences for guests. The following is an introduction of opportunities for restaurants to diversify and explore new ideas about the future of eating and drinking. TRIAGE STRATEGIES | 2 BUSINESS DIVERSIFICATION Delivery Before COVID-19 hit, the demand for food delivery was For many restaurants and bars, the skyrocketing and grew to $18.1B in 2018, according to Business Wire2. Now it is everything. We believe that every goals during the pandemic are to food service business should strongly consider prioritizing keep as many of their employees delivery. It’s not a cure-all for restaurants suffering from the stay-at-home orders, but it does represent a good way as possible, generate much-needed to slightly diversify your business and maintain a limited revenue stream if these measures continue for a much cash flow, and support their local longer period or are reinstated in the fall or winter after community. Unfortunately, for many perhaps being relaxed during the summer months. owners, this is not going to happen Note: If you haven’t done it before, delivery is tricky to execute well. Very few things travel well, the packaging can be difficult to with their traditional business model. get right, and the transport of your food safely and expertly takes a good amount of trial and error. Also, many traditional third-party Here we detail straightforward, near- delivery apps (e.g., Uber Eats, Postmates, Grubhub) are expensive, do not allow for a different price for online items, and can take a term strategies to generate cash flow, big chunk out of your profits with their fees.
    [Show full text]
  • Definitions General Supplemental Terms Specific Supplemental
    Definitions General Supplemental Terms Specific Supplemental Terms Marketplace Method Terms Aggregator Method Terms Non-Delivery Terms DEFINITIONS The following terms have the respective meanings given to them below: "Activation Fee" means a Fee paid by Merchant to Uber in consideration of Uber’s work to activate Merchant on the Uber Eats App. "Affiliate" means an entity that owns or controls, is owned or controlled by or is or under common control or ownership of a party, where control is defined as the possession, directly or indirectly, of the power to direct or cause the direction of the management and policies of an entity, whether through ownership of voting securities, by contract or otherwise. "Agreement" means the Order Form, the Definitions and the Supplemental Terms. "Aggregate Data" means aggregate, anonymized data related to Merchant's transactions in connection with the Uber Eats Services. "Aggregator Cash Collections" means the funds to be collected by the Aggregator Delivery Partner in connection with an Aggregator Cash Order. "Aggregator Cash Order" means an order where Uber permits a Customer to pay for a given Aggregator Item provided by Merchant and all associated fees and charges resulting from that transaction in cash. "Aggregator Delivery Charge" means a delivery charge collected by Uber on behalf of Merchant from Customers for Items transferred via the Aggregator Method. "Aggregator Delivery Partner" means an employee, contractor, worker or agent of Merchant who provides delivery services on a Merchant’s behalf, arranged independently of Uber. "Aggregator Item" means an Item transferred by Merchant to Customer via the Aggregator Method. "Aggregator Item Payment" means the Retail Price of the Aggregator Item(s) sold by Merchant via the Uber Eats App (including any VAT or other sales tax).
    [Show full text]
  • New Project 1615200733
    The Beginner's Guide to Ghost Kitchens Everything You Need to Know to Start and Run a Successful Ghost Kitchen Table Of Contents Table Of Contents 2 Introduction 3 Chapter 1: What Is a Ghost Kitchen? 4 Chapter 2: Who Are Ghost Kitchens For? 7 Chapter 3: The Growing Ghost Kitchen Trend 10 Chapter 4: How Do Ghost Kitchens Work? 13 Chapter 5: Types of Ghost Kitchens 15 Chapter 6: How to Start a Ghost Kitchen 19 Chapter 7: How to Grow a Ghost Kitchen Business 30 Chapter 8: Tips on Ghost Kitchen Marketing 34 Chapter 9: Running a Ghost Kitchen - Pros and Cons 37 Chapter 10: The Future of Ghost Kitchens 40 Conclusion 42 The Beginner's Guide to Ghost Kitchens Introduction Welcome to the Beginner’s Guide to Ghost Kitchens! If you’re thinking about launching your own ghost kitchen business, you’ve come to the right place. Ghost kitchens, aka dark kitchens, have seen a surge in popularity recently. As the demand for food delivery rises, the ghost kitchen concept has transitioned from a novel idea to a trend that’s here to stay. The research rm Euromonitor estimates that they could be a $1 trillion business by 2030. Even so, there is a lot of confusion about what ghost kitchens are and what they mean for the restaurant industry as a whole. This guide provides a detailed explanation of ghost kitchens and oers instructions on how to start a successful one. How Much of This Guide Do I Need to Read? Although this is a beginner’s guide, the information in it is also suitable for people already in the restaurant industry.
    [Show full text]
  • Corporate Presentation – January 2021
    APP- TO- DOOR DINING FOR THE ON- DEMAND GENERATION. CORPORATE PRESENTATION – JANUARY 2021 1 DISCLAIMER, CONFIDENTIALITY AND FORWARD-LOOKING STATEMENTS The Presentation contained in this document has been prepared by Just Kitchen Holdings Inc. using its best efforts to realistically and factually present the information contained. However, subjective opinion, dependence upon factors outside Just Kitchen Holdings Inc’s control and outside information sources unavoidably dictate that Just Kitchen Holdings Inc. cannot warrant the information contained to be exhaustive, complete or sufficient. In addition, many factors can affect the Presentation which could significantly alter the results intended by Just Kitchen Holdings Inc., rendering the Presentation unattainable or substantially altered. Therefore, interested users should conduct their own assessment and consult with their own professional advisors prior to making any investment decisions. This Presentation does not constitute a prospectus or public offering for financing, and no guarantees are made or implied with regard to Just Kitchen Holdings Inc. proposed ventures. Confidentiality: The Presentation is being disclosed to the user for the user’s discussion, review, and/or evaluation only. The user agrees to hold the Presentation, and all related information and discussions, in strict confidence, except that user may disclose the Presentation to a limited number of advisors and employees of the user to the extent necessary for user to adequately evaluate the Presentation. User warrants that any such persons shall be advised of the confidential nature of the Presentation before gaining access to the same and that no such advisor or employee shall use or disclose the Presentation except as permitted by this Agreement.
    [Show full text]
  • IWA 40 Guidelines for Cloud Kitchen Service
    Ref. ISO/TMB IWA 40 2020-12-22 Invitation to an international workshop on: Guidelines for cloud kitchen service (IWA 40) Dear ISO Members, Following approval by the Technical Management Board of a proposal from The Standardization Administration of the People’s Republic of China (SAC), we are pleased to invite you to a workshop to develop an International Workshop Agreement (IWA 40) on Guidelines for cloud kitchen service. Workshop meeting dates: Meeting 1: April 12-15, 2021 Meeting 2: June 21-23, 2021 Location: Online virtual workshop We ask that you register for the workshop no later than March 25, 2021 using the link included in the attached invitation. We would be grateful if you could publicize this event in your country. Yours sincerely, Antoine Morin Secretary to the Technical Management Board Encl.: • Invitation including registration instructions, workshop schedule and agenda for meetings • Draft proposal for IWA 40 Jack Yao, +86 10 660 940 68 [email protected] INVITATION TO PARTICIPATE ISO INTERNATIONAL WORKSHOP AGREEMENT (ISO IWA 40) Guidelines for cloud kitchen service The Standardization Administration of the People’s Republic of China (SAC) invites all interested stakeholders to participate in an ISO International Workshop to develop of an ISO International Workshop Agreement (IWA). The COVID-19 pandemic, which started at the beginning of 2020, is causing partial and sometimes complete shut-down of restaurants and food and beverage (F&B) outlets in many parts of the world. The catering industry arguably is one of the most affected industries; as traditional dine-in services provided by restaurants and F&B outlets, due to the shut-down, cannot function effectively, and this has forced many of them to focus more on online catering services.
    [Show full text]