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Market Insights Restaurants Dealreader
Restaurants DealReader 2H 2018 Market Insights 2018 was a busy year for M&A in the restaurant sector and appetite for investments remains robust headed into 2019. Despite recent macro variability and the sector facing a number of challenges, primarily related to traffic and minimum wage hikes, strategic acquirers, private equity groups and family offices continue to be active. Investors with multi-brand portfolios are typically seeking investments that can either provide incremental growth (particularly if their current portfolio has experienced flat-to-negative comps), expand their competencies (especially related to digital technology) or provide meaningful synergies from day one (although buyers are not as forthcoming in pricing in such synergies to the valuations). In regards to growth equity, we expect strong activity to continue in 2019, especially for differentiated fast casual concepts. Investors will continue to be interested in concepts that are on-trend (e.g., healthy, better-for- you menu), have demonstrated strong consumer engagement, have a model that is proven across multiple geographies (without any store closures) and that have a well-defined growth story in terms of scaling up. Selected Upcoming Industry Events Restaurant Leadership Conference (April 7-10, 2019 – Phoenix, AZ) UCLA Annual Restaurant Industry Conference (April 25, 2019 - Los Angeles, CA) National Restaurant Association Show (May 18-21, 2019 – Chicago, IL) Commentary Restaurant Industry Trends .The restaurant industry experienced a more Monthly Same-Store -
Interim Report for Q3 2020 Amrest Holdings SE Capital Group 10 NOVEMBER 2020
(all figures in EUR millions unless stated otherwise) Interim Report for Q3 2020 AmRest Holdings SE capital group 10 NOVEMBER 2020 AmRest Group Interim Report for 9 months ended 30 September 2020 1 (all figures in EUR millions unless stated otherwise) AmRest Group Interim Report for 9 months ended 30 September 2020 2 (all figures in EUR millions unless stated otherwise) Contents FINANCIAL HIGHLIGHTS (CONSOLIDATED DATA) ........................................................................................................... 5 PART A. DIRECTORS’ REPORT FOR Q3 2020 ..................................................................................................................... 7 PART B. CONDENSED CONSOLIDATED INTERIM REPORT FOR Q3 2020 ................................................................ 18 PART C. SEPARATE INTERIM REPORT FOR Q3 2020 ..................................................................................................... 44 AmRest Group Interim Report for 9 months ended 30 September 2020 3 (all figures in EUR millions unless stated otherwise) ighlights H AmRest Group Interim Report for 9 months ended 30 September 2020 4 (all figures in EUR millions unless stated otherwise) Financial highlights (consolidated data) 9 months ended 30 September 30 September 2019 2020 Revenue 1 125.4 1 432.5 EBITDA* 154.8 266.4 Profit/(loss) from operations (113.6) 73.0 Profit/(loss) before tax (160.4) 37.9 Net profit/(loss) (159.8) 28.3 Net profit/(loss) attributable to non-controlling interests (1.2) 1.1 Net profit/(loss) attributable -
Amrest Acquires Starbucks Business in Germany
AmRest acquires Starbucks business in Germany Wroclaw, Poland, 20th April 2016, AmRest Holdings SE („AmRest”, “the Company”) (WSE: EAT), the largest publicly listed restaurant operator in Central Europe, announced today that on April 19th, 2016 the Company signed an agreement with Starbucks Coffee Company to acquire its equity stores in Germany. The transaction will come into effect as of May 23rd, 2016 and will result in AmRest having the license to operate and develop Starbucks brand in that country. Since entering Germany in 2002 with two stores in Berlin, Starbucks business has expanded to 158 stores across the country. The portfolio of 144 equity cafés together with 14 licensee stores makes Germany the largest market for Starbucks in the continental Europe. “We’ve built an impressive business in Germany over the past 14 years, employing nearly 2,000 partners across the market. But we know Germany could be a much bigger market for us and we have ambitious growth plans to be where our customers live, work and travel.” - said Kris Engskov, president of Starbucks, Europe, Middle East and Africa (EMEA). He continued: “We are proud to expand our partnership with AmRest, who are recognized across Europe as one of the most entrepreneurial, people-focused companies in food retail, and have been remarkably successful in bringing the Starbucks experience to these important markets.” AmRest has been a partner licensee for Starbucks since 2008, when it opened its first café in the Czech Republic. Since then, AmRest has developed Starbucks stores in Czech Republic, Poland, Hungary, Bulgaria, Romania and recently adding Slovakia, where the first Starbucks is planned to be opened by mid 2016. -
How a Baby Fish Burger Captured a Nation's Palate Kim Knight
Why the Slider Stuck: How a Baby Fish Burger Captured a Nation’s Palate Kim Knight A dissertation submitted to Auckland University of Technology in partial fulfilment of the requirements for the degree of Master of Gastronomy 2019 School of Hospitality and Tourism Auckland University of Technology ABSTRACT If eating is an act of self-identification then what does the uptake of a new food trend by an entire country say about that nation? The slider – a baby hamburger that originated in the United States – was an unknown foodstuff in 2011 New Zealand when celebrity chef Al Brown put a fish version on the menu of his Auckland restaurant, Depot Oyster Bar and Eatery. Less than five years later the restaurant was selling an average of 285 sliders a day (Brown, 2014) and the slider had become an unlikely restaurant signature dish that, from 2013, had its position strengthened by mass media food publications which promoted slider recipes for home cooks. This study seeks to understand how and why the slider was introduced, popularised and embedded in New Zealand, via participant interviews with industry experts and content analysis of selected food media. Gastronomic theory around the rise of smart-casual restaurants (Pearlman, 2013), the marketing power of nostalgia (D. Bell & Valentine, 2013) and the role of media in taste-making (Blank, 2007; Shrum, 1996) is applied to create an understanding of the slider’s popularity and, potentially, New Zealand’s gastronomic identity. The research suggests that the synonymy of the New Zealand slider with its celebrity chef initiator is considered crucial – Depot’s aesthetic is the “Kiwi bach” (a colloquial term for the New Zealand holiday home) and the fish slider pays homage to the white bread fish sandwich enjoyed as part of a childhood summer meal around the kitchen table at the New Zealand bach. -
AMREST an Effective Recipe for Robust Global License Management
AMREST An Effective Recipe for Robust Global License Management COMPANY BACKGROUND AmRest operates restaurants such as Burger King, Pizza Hut and Starbucks in Central Europe, Eastern Europe and as far afield as China. It uses numerous retail and business software applications – from point-of-sale to engineering and business software – to support more than 25,000 staff. CHALLENGE Without strong controls in place, license management was extremely painstaking. Obtaining the right information regarding licenses and entitlement involved analyzing a mass of data. With multiple audits from major vendors to manage, accurate discovery for an IT estate across a global operation was a prerequisite for ensuring the company was correctly licensed. SNOW’S CONTRIBUTION The Snow Platform, comprising Snow License Manager, Snow Inventory and Software Recognition Service, is installed on-premiseSnow enables the company to identify license risks and provides a platform for effective Software Asset Management. BUSINESS BENEFITS • Accurate inventory and discovery giving full visibility and insight into actual license usage • Identification of more than €150,000 of unlicensed and unauthorized software • Optimization of licenses and significant cost reduction • Introduction of business unit charge backs for license costs • Creation of a white list of approved applications SAM HERO Pawel Szczepaniak, Software License Manager at AmRest, explains the benefits of devoting resource to strong license management. “In less than 12 months thanks to Snow, I have been able to transform how the company views license management. As a result, the need for a new role was created to focus specifically manage and optimize licenses across AmRest’s global operations.” SNOWSOFTWARE.COM MANAGING EXPENSIVE SOFTWARE APPLICATIONS “Using Snow, we have identified AmRest is the largest independent restaurant operator in more than €100,000 of unlicensed Central and Eastern Europe. -
Wszystko Jest Możliwe!
(all figures in EUR millions unless stated otherwise) Wszystko jest możliwe! Interim Report for 9 months ConsolidatedConsolidated Directors’ Directors’Directors’ Report ReportReport endedforfor 6the months year 30 ended ended September 31 3300 December JuneJune 2012019 20189 2018 AmRest Holdings SE AmRestAmRest HoldingsHoldings SESE Madrid, 15 November 2018 2278 AFUGUSTEBRUARY 201 2019 9 AmRest Group 1 Consolidated Directors’ Report for 6 months ended 30 June 2019 (all figures in EUR millions unless stated otherwise) AmRest Group 2 Consolidated Directors’ Report for 6 months ended 30 June 2019 (all figures in EUR millions unless stated otherwise) CONTENTS FINANCIAL HIGHLIGHTS (CONSOLIDATED DATA) .........................................................................4 GROUP BUSINESS OVERVIEW ...................................................................................................5 FINANCIAL AND ASSET POSITION OF THE GROUP ........................................................................8 BRANDS OPERATED BY THE GROUP ....................................................................................... 14 KEY INVESTMENTS................................................................................................................ 18 PLANNED INVESTMENT ACTIVITIES ......................................................................................... 19 SIGNIFICANT EVENTS AND TRANSACTIONS IN 2018 ................................................................. 19 EXTERNAL DEBT ................................................................................................................. -
This Handy Guide Will Help You Identify Healthy Options That Are Available
n c f v n c f v This handy guide 3 Cheeses & a Noodle (SUMC, Main Level) Cactus Grill (Continued) will help you Chicken caesar salad or side caesar salad (request no bun or extra lettuce) identify healthy Low-fat, low-carb, vegetarian special Bagel options that Meatless sauce Garden veggie burger Pasta w/marinara sauce (no bread) IQ juice, skim milk are available on Veggie panini without cheese Low-carb wrap campus. Eateries Make your own wrap are listed in Bookend Café (Main Library) Omelet bar (made w/fresh egg, can make alphabetical order Bagel or sandwich w/egg whites, ask for light on the oil) Soup (non-cream based) and display menu Fresh fruit Juice Sushi items that fall Protein bar Vegetarian wrap under the following Sushi WOX stir-fry noodles & veggies categories: V-8, milk, IQ juice, bottled water Yogurt Bruegger’s Bagels (PSU) Café Sonora (SUMC, Main Level) Bagel sandwich Build your own salad (no shell) Egg and cheese bagel Chicken soft taco Fresh salad Fresh sauteéd veggies Low-carb wrap Bean & cheese burrito Chicken burrito Burger King (SUMC, Food Court) Spanish rice, refried beans, empanadas BK Chicken fries (6 pc., no sauce) Vegan tacos Garden salad vegan: ( ) n Hamburger Canyon Café (SUMC, Main Level) fruit, grains, vegetables Juice (omit sugar & flavor syrups) & nuts (does not contain Tendergill chicken sandwich Black coffee milk products, eggs) Tendergrill chicken salad Café au lait (w/low fat or skim milk) Veggie burger IQ juice lo-carb: ( ) c Whopper Jr. (w/o mayo) Latte or cappuccino (low fat or skim milk) less than -
CASE STUDY Burger King
CASE STUDY Burger King / This article appeared in Contagous issue Eighteen. Contagous is an intelligence resource for the global marketing communiy focusing on non-tradiional media and emergng technologes www.contagiousmagazine.com For more information please contac Harry Gayner on +44 (0) 20 7575 1822 or [email protected] 1st Page Case Study.indd 1 5/3/09 14:56:57 case study / burger king / RENAISSANCE MAN BK.indd 2 8/3/09 15:45:39 contagious 70 / 71 CASE STUDY / BURGER KING / RENAISSANCE MAN / YOU DON’T HAVE TO BE A BABY BOOMER TO REMEMBER A TIME WHEN MCDONALD’S NOT ONLY DOMINATED THE FAST FOOD MARKET IN REVENUE, BUT ALSO IN MARKETING. RARE FOR A CHALLENGER BRAND, BURGER KING STRUGGLED WITH THE BURDEN OF BEING MORE KNOWN THAN LOVED. FAST FORWARD TO THE PRESENT, AND THE LANDSCAPE IS VERY DIFFERENT INDEED. THROUGH A CLOSE RELATIONSHIP WITH AGENCIES INCLUDING CRISPIN PORTER + BOGUSKY, THE PERENNIAL SECOND PLACE FINISHER IS FINALLY HAVING THINGS ITS OWN WAY / BY JESS GREENWOOD / BK.indd 3 8/3/09 15:45:41 case study / burger king / ‘We bore all the hallmark signs of a troubled company,’ reflects Burger King’s chief marketing officer Russ Klein as he reluctantly recalls 2003. Back then, the Burger King Corporation was struggling following seven straight years of sales decline, having been sold anthropological research. ‘The science of how we got off by parent company Diageo the previous year to a there is sound,’ says Klein. ‘There’s a more potent set triumvirate of private equity firms. Footfall had dropped of imagery around our brand identity than other names by 22%, yet the fast food industry as a whole was in our space. -
Fast Food Industry Report June 2018
Fast Food Industry Report June 2018 Fast Food Report Mexico 2018Washington, D.C. Mexico City Monterrey Fast Food Industry Industry Overview • The industry is made up by all the fast food participants in Mexico, including restaurant chains, franchises, food retail chains, convenience stores and street vendors • The approximate industry value in 2017 was MX$203 billion, while outlets numbers increased to more than 262 thousand • The fast food industry in Mexico is expected to have a value of MXN$234 billion in 2022, with a compound annual growth of 3% • Fomento Económico Mexicano led sales in 2017, posting a value share of 8% Industry Sales Industry Outlets MXN Billion Units $221.4 283,585 $209.7 $215.6 $203.3 276,208 $188.3 $179.4 269,091 262,246 252,236 242,747 2015 2016 2017 2018 2019 2020 2015 2016 2017 2018 2019 2020 Historical Forecast Industry Trends: • Fast food restaurants are offering more value packs for breakfast, lunch and dinner, thus increasing options for consumers who eat at home, in order to compete against small local restaurants and convenience stores • The increasing preference among consumers for healthy food has benefited several brands that offer salads and other healthy options, changing the industry perception • The actual growth of the fast food industry in Mexico is driven by the great performance of the convenience stores • Convenience store OXXO remains as the leading company, it expects to continue growing over the short term as its sales increase remarkably. It reached over 16,000 stores in 2017, eight -
VOLUME XCII ISSUE 8 the RAMBLER VOLUME CXII ISSUE 8 News & Features
VOLUME XCII ISSUE 8 THE RAMBLER VOLUME CXII ISSUE 8 News & Features What’s going on around the school? What’s going on around the world? This is the place to find out. 1 NEWS AND FEATURES Taking their talents to the next level By Michael Squeglia, staff writer This year at Cathedral Prep we are lucky enough to see a couple of Dantonio. Delton, a captain of the undefeated 2012 state champi- our standout athletes take their talents to the next level, that is par- onship team, chose Michigan State because of the profound im- ticipating in collegiate sports. Many students dream of reaching pact the campus had on him when he first visited there. "The min- this achievement. It is not an easy task and takes a lot of time and ute I stepped on campus I knew that Michigan State was the right dedication. This why I feel it necessary to acknowledge a few of place for me," said Delton. He also chose Michigan State because these special students we have here at Prep. of their outstanding academics and friendly coaching staff. The first student I would like to acknowledge is senior baseball Senior quarterback and captain of the football team, Damion player Eli Flynn. Next year Eli will be headed to Athens, West Vir- Terry, will be joining Delton at Michigan State next year. Damion ginia, to play for the Concord University Mountain Lions. Eli will has started as quarterback for Prep since his sophomore year and be playing as an outfielder for the Mountain Lions. -
Meet the Scarlet Knights #33 Alex Alfano
TABLE OF CONTENTS Rutgers By The Numbers ................1 RUTGERS UNIVERSITY Credits: The 2016-17 Rutgers Bas- Rutgers and the WNBA ...................2 Robert L. Barchi, President ........... 78 ketball Media Guide was published Coaching Success ............................4 Pat Hobbs, Athletic Director ........ 80 by the Division of Intercollegiate The RAC ............................................6 Athletic Administration................. 82 Athletics, Pat Hobbs, Director. National Media Attention ................8 The RAC ............................................8 HISTORY & TRADITION Editors: Kimberly Zivkovich, Stepha- Strength & Athletic Training ......... 10 nie Mamakas Year-By-Year` .................................. 84 Academics ..................................... 11 Career Records.............................. 85 The Big Ten .................................... 12 Contributing Editors: Anthony Game Records ............................... 87 Table of Contents/Quick Facts .... 13 Hernandez, Andrew Kulihin, Kevin Season Records ............................. 88 Lorincz, Jennifer Sisco 30-40 Club ..................................... 93 COACHES & STAFF 100 Point Games ........................... 94 Layout and Design: Kimberly Head Coach C. Vivian Stringer .... 16 Annual Leaders ............................. 95 Zivkovich, Kevin Revoir, Assistant Coach Timothy Eatman 26 Records By Class ........................... 99 Assistant Coach Kelley Gibson .... 28 All-Time Starting Lineups ...........101 Printing: Provident Print Consulting, -
Sports Nutrition
SPORTS NUTRITION Do dietary habits of student athletes affect their performance? One of the most important ways of improving athletic performance and maintaining a healthy life style is achieved through following sound nutritional practices. Sound nutrition is based on the wise selection of foods and beverages according to the stage of the life cycle of the individual and individual nutritional needs (Anderson and McMurray, 1997). What are some factors that prevent student athletes from achieving a high level of nutritional health? Many factors prevent student athletes from achieving a high level of nutritional health. According to Burke (1995), a student athlete may not be adequately nourished for the following reasons: 1. Poor understanding of sports nutrition principles. 2. Belief in misconceptions and myths. 3. Failure to recognize individual nutritional requirements related to a personal training program, and personal characteristics such as age, sex and type of physique. 4. Conflict between achieving good nutrition while trying to diet to lose body fat. 5. Lack of practical nutrition knowledge and skills. 6. Inadequate time and opportunities to obtain or consume appropriate foods due to a busy schedule. 7. Poor money management that leads to inadequate food supplies. 8. Frequent travel, eating "on the road." SOUND NUTRITIONAL HABITS = IMPROVED ATHLETIC PERFORMANCE INFORMATION CONTAINED IN THIS PACKET Pages Pages Hydration 2 – 5 Recovery and Regeneration Charbohydrate Intake 5 – 9 Food 28 Protein Intake 9 Post-Training 29 – 30 Fat Intake 10 Types of fatigue 30 – 31 Vitamin/Minerals Intake 10 – 11 Sleep 31 – 34 Food Pyramis guidelines 12 – 15 Sample Menus 16 Dining Out 17 – 22 How many calories do you need? 23 Breakfast is for Champions 24 Calorie content of alcoholic beverages 25 Supplements 26 - 28 HYDRATION How much liquid does a student athlete need? Water makes up to 70% of total body weight.