DOCSLIB.ORG

Corporate Presentation – January 2021

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read 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. Projections: The presentation’s financial and other projections have been prepared using assumptions and hypotheses created by Just Kitchen Holdings Inc. management based on information provided to them and through due diligence. The assumptions used in the preparation of the projection reflect management’s intended course of action for the projection period based upon management’s judgement as to the most probable setoff economic conditions if the assumptions they consider most likely are realized. The assumptions may not necessarily be the most probable and are based upon information existing as at the date of this presentation. The assumptions are those that management believes are significant to the projection. Some assumptions may not materialize, and unanticipated events and circumstances may occur subsequent to the date of this projection; therefore, the actual results achieved during the projection period may vary materially from the projections. This projection is based on our assumptions and there is a major risk that actual results will vary, perhaps materially, from the results projected. 2 What is JustKitchen? HUB § Network of “ghost kitchens” or “dark kitchens” that achieve lower overhead and operating costs. ORDER § Hub-and-Spoke operating model uniquely enables maximization of = efficiencies and margins. SPOKE § Offers delivery-only meals under its own proprietary menus and established restaurant brands. DELIVER § Franchising of virtual kitchens. 3 Market Overview Consumer preferences are shifting – diners want their favorite foods on-demand, and delivered quickly ONLINE VS. OFFLINE SHARE OF GLOBAL ONLINE FOOD 2019 ONLINE FOOD DELIVERY MAJOR FOOD DELIVERY MARKETS (%)1 DELIVERY MARKET (2020 – INDUSTRY IN ASIA3 2023)2 USD 42 53 47 64 58 $154 USD 73 83 92 92 89 BILLION $53 BILLION = nearly 50% USD of global 58 47 53 demand. 36 42 $111 27 17 BILLION 8 8 11 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2020 2023 Offline (call-in delivery, walk-in orders) 11.5% CAGR Online (via web or app) 1. McKinsey & Company, The changing market for food delivery 2. Research and Markets, 2019 3. Hong Kong Business, Delivering the Virtual Restaurant of Tomorrow, Oct 2019 44 The Problem Underserved Brick-and-mortar restaurants are costly to open Market and operate: 1 § 3-5% profit margins on average , with a failure OUT OF 2 ANGE. rate of 70% within 3-5 years of opening OUT OF UnderservedLUCK TYPICAL Market GHOST Solutions Are Emerging KITCHEN § “Ghost” kitchens reduce operating and overhead expenses by eliminating the high cost of TAIPEI restaurant seating CITY OUT OF RANGE. OUT OF However... LUCK DELIVERY ZONE Co-sharing ghost kitchens still: Underserved Market § Lack support, such as supply chain, kitchen equipment and other operating systems § Lack geographical reach – typically constrained by 4-5 km delivery radius 5 1. Toast Lab, 2019. 2. Hong Kong Business, Delivering the Virtual Restaurant of Tomorrow, October 2019. JustKitchen’s Unique Model Hub and Spoke “Virtual” Kitchens Spoke § Hub (full-scale commercial kitchen) provides semi-prepared food items to Spokes § Spokes complete meals for delivery Spoke ADVANTAGES: Hub § Extends geographic reach § Tailored supply to local demand § Increases rate of food output § Lowers average delivery time Spoke § Results in hotter, faster and fresher food Spoke Spoke Spokes serve valuable urban areas with smaller, cheaper footprints. 6 Food & Beverage Landscape – JustKitchen Expertise Delivery Infrastructure Restaurants/ Content Licensers/ Customers Marketplaces Software Provider Product Makers Franchises B2C Data Kitchen B2B Virtual Integrator Infrastructure Kitchens Software: POS Software: Third-Party Online Ordering Logistics 3rd Party Logistics 7 Tailoring for Markets $$$ Offering a variety of: § Price points § Cuisine types § Brands § Day-Parts § Evolving pipeline of food items Asian Cuisine Western Cuisine Western Cuisine $ Legend: JustKitchen’s In-House Brands Third-Party Partners $ 8 Tech Stack – Leveraging Data to Create Value § Customer data informs menu creation and improves supply chain management § Data determines menu, time of day, type of food to proactively predict demand Create Hub Spokes Delivery DelightDelight Create Hub Spokes Delivery Delight Create meals, Meals are Local kitchen Select partners Customers menus and food semi-prepared complete meals quickly transport enjoy fresher brands then sent to in 5 minutes food items to end and faster Spokes customers meals 25% customer feedback & data to create menus & project demand 9 Virtual Kitchen Franchise Model Data Integrator Software JustKitchen software integration into all delivery / marketplace platforms Kitchen Infrastructure Infrastructure Equipment & design know-how and expertise Virtual Kitchens Restaurants/Product Makers Operator / Franchisee operates virtual kitchen Proprietary Brands Content Licensers/Franchises Licenses rights 10 Taiwan: Gateway to the World JUSTKITCHEN EXPANSION ROADMAP LOW OVERHEAD & HIGH MARKET OPERATING COSTS EXPOSURE § Minimal cost to start a § USD $16 Billion business dining market, growing 17 years consecutively § Mature market to test and scale up globally § High Density § Established food & beverage (24 million people on a 2 industry 36,193 km island) JustKitchen is currently planning to expand to: 60% of Americans order food 2 times per week1, Hong Kong Thailand which accounts for: 20.7 Billion Singapore United States Meals / yr. Indonesia Philippines 1, Upserve, 2020 11 Leadership Team EXECUTIVE OFFICERS INDEPENDENT DIRECTORS Jason Chen, CEO, President, and Director: 25 years in Darryl Cardey: Chartered Professional Accountant top-level management and capital markets in North previously with KPMG; director and financial advisor to America and Asia public and private companies in the resource and technology sectors Kent Wu, COO & Director: 20 years of e-commerce and logistics experience; three successful exits, most recently to Darren Devine: Co-Principal of CDM Capital Partners; GrubHub advisor to numerous multinational M&A transactions Adam Kniec, CFO: Former CFO of 10+ companies across Kai Huang: Creator of Guitar Hero while Co-Founder & CEO of RedOctane; Co-Founder & CEO of Blue industries including software development, casinos and Goji; Co-Founder & CEO of Adux Software online gaming Freddie Liu: Partner at Purestone Capital Group; CSO Mark Lin, CTO: 10+ years in business development and of TPK Holdings – currently one of the world’s largest operations management for information technology and makers of touch screens for mobile phones and tablets; payment processing companies in North America and APAC former head of Real Estate unit at Citibank Yang Liu, CSO: 15+ years in corporate development and business development for publicly-traded companies in the Food & Beverage Industry John Yu, CMO: 15+ years in retail and operations management in Asia; founder of multiple consumer brands across numerous industries 12 Sample: Full-Year Economics per Mature Spoke: Country Taiwan US Capital cost per Spoke* (all dollars in USD) $191,667 $255,667 Average daily orders per Spoke 350 450 Average dollar amount per order $15.00 $20.00 Annual gross revenue per Spoke (365 days) $1,916,250 $3,285,000 Operating profit per Spoke $402,413 $689,850 Operating profit margin 21% 21% One-Year ROIC 110% 170% Payback Period (in years) 0.48 0.37 Spokes are designed to meaningfully contribute to Hub capital costs, operating expenses and corporate-level SG&A expenses. *Total estimated capital cost per Spoke in Taiwan and the US includes direct Spoke-related costs of $96,000 and $160,000, respectively, and an allocation for indirect Hub-related costs ($1,148,000 per Hub, allocated equally over 12 Spokes). 13 Competitive Landscape Total
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]
  • 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.
    [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]
  • 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]