Key Take Away
The restaurant business in Uttar Pradesh incurred a loss of Rs 100 crore on a daily basis during the first three phases of nationwide lockdown - between March 25 and May 17.Even as the government has now allowed the restaurants to deliver food online.
By the current trend, 40 per cent of the restaurants are likely to wind up operations by year-end.
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Key Take Away
When Pitas and Sticks, a Greek restaurant in Brooklyn, New York, get an order from Grubhub, owner John Stamos gives each bag a personal touch, printing out a small note with a simple message: Grubhub orders are killing his business
Restaurant owners are trying to figure out ways to stay in business during the coronavirus pandemic, which has hampered their industry. Many restaurants have had to close their doors to customers, while others have turned to food delivery apps such as Uber Eats and Grubhub to fill the void.
Outside a Bareburger restaurant in Brooklyn, a new sign appeals to passersby: "Support your local restaurants & order directly with them.
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Key take away
By deploying the Dotpe’s QR-based digital commerce and payments solution, the restaurant fraternity represented by NRAI will be able to reorient their operations by connecting with their customers directly through WhatsApp
Here's how it works :
Guests can scan the QR code placed on the tables from their own mobile phones, and view the entire menu of the restaurant on the phone just like an e-commerce catalogue.
For more information:
https://www.hotelierindia.com/fb/10908-nrai-teams-up-with-dotpe-for-digital-ordering-and-payment-solutions
Key Talk Away
The Federation of Hotel & Restaurant Associations of India (FHRAI) has appealed to the government for relaxation for the hospitality sector at least in the Green and Orange Zones.
Hotels and restaurants in Green zones be allowed to operate to 100% and in Orange zones to 50% capacities.
For more information:
https://hospitality.economictimes.indiatimes.com/news/hotels/lockdown-4-0-fhrai-appeals-for-relaxation-for-the-hospitality-sector/75783070
Key Take Away
Foodtech startups have re-defined the food consumption of an average Indian customer. From gourmet to street foods delivered to our home by the innovative, algorithm-driven apps assigning a fleet of concierge delivery guys who pick up the food from several choices of restaurants, disrupting the food industry — both in organized and unorganized sectors.
One such advantage of this technology-driven delivery platform is the existence of Cloud kitchens or dark kitchens.
The major reasons for the failure of these kitchens are:
1. Lack of Business vision
2. Huge leap in Aggregators commission
3. Too Many Players in the Same Segment
4. Pricing Factor
5. Zero Market Research
6. Lack of Consistency
7. Lack of Technology
8. Dependency on Unreliable Labour
9. Flawed Costing
10. Lack of Structure and Process
For more information visit :
https://medium.com/@srinivasanrangarajalu/10-reasons-for-the-failure-of-cloud-kitchens-any-food-business-3c2ea2dfb65
The COVID-19 pandemic has caused disruptions in almost every human activity on the planet. At the moment travelling anywhere is out of the question for most, even though some countries are cautiously opening their borders
Maldives is ready to offer a fresh concept that you really should experience: Island Homes. The thought of being cloistered in a luxurious home with every comfort available while away from home is definitely something many travelers around the world are yearning to experience for themselves once Maldives is open for business post pandemic.
Most Island Homes are located in a contained private area providing the ultimate in privacy with many of the luxuries you’d usually expect to find at a Maldivian resort.
One of the first such properties to pop up in Maldives is the luxurious Veli Vilaa located in Dhiffushi Island.The property has such a calming and magical effect on the senses that guests often despair having to leave. One Serbian family, who arrived before the pandemic leading to lockdowns all over the world, chose to extend their stay to six weeks once they realized they’d rather stay and experience the stress-free island life, cocooned and sheltered from the woes of the world at large for as long as possible, before heading back.
Online food-delivery platform Zomato on Friday said it will reduce its workforce by 13%, while also implementing a temporary pay cut of up to 50% for remaining employees as nationwide lockdown to prevent spread of COVID-19 severely affected its business.
In an email to employees, Zomato Founder & CEO Deepinder Goyal said that the workers affected by the layoffs will continue to get half of their salaries, in addition to health insurance and outplacement support, for the next six months or till they find another job, whichever is earlier
The company is also looking at making “partial or full work from home” a permanent feature to reduce real estate costs.
“Our business has been severely affected by the COVID lockdowns. A large number of restaurants have already shut down permanently, and we know that this is just the tip of the iceberg,” Mr Goyal said, adding that he expects the number of restaurants to shrink by 25-40% over the next 6-12 months.
Many people have volunteered for a 100% pay cut for at least 6 months, the company remains short of its salary reduction target.
Lower cuts are being proposed for people with lower salaries, and higher cuts (up to 50%) for people with higher salaries.This temporary reduction in pay will also be eligible for 2x ESOP grants.
All employees who no longer have any work at Zomato, will continue to be “with us at 50% salary for the next 6 months. During this time, outside of the handover period of 1-2 weeks, we expect these folks to spend 100% of their time and energy towards looking for jobs outside of Zomato.”
Some impacted employees who are not directly on Zomato’s payroll, will get two months of severance
“Each person leaving us will also be allowed to keep their Zomato issued laptops and phones (if any),” he said, adding, “Previously allocated ESOPs will continue to vest during this period of six months, as all these people will remain on our payroll with reduced pay.”
The company will continue to hire people in some areas, primarily in product and engineering.
Noting that the company’s highest recurring expense today outside of payroll is real estate, Mr Goyal said Zomato has over 150 offices globally, most of which are spaces for their sales and logistics teams. “Given how well we have been working from home, we have decided to make partial or full work from home a permanent feature of our lives.”
The move by the Karnataka government is part of its plans to shore up revenues from excise and help the cash-starved state in its battle against COVID-19 and the economic uncertainty that shrouds it.
The notification by the excise department says that establishments with cl-4 (clubs), cl-7 (hotels and boarding houses) and cl-9 (bars and restaurants) outside containment zones and malls or shopping complexes be allowed to resume sales to ensure its stock like beer does not expire and add to their losses.
The excise department notification comes at a time when the B.S. Yediyurappa-led state government has eased lockdown restrictions in most parts of Karnataka including Bengaluru, its growth engine, that has been classified as a red zone.He said that Prime Minister Narendra Modi should declare Covid-19 as a national disaster and that Yediyurappa should demand a ₹50,000 crore special package for Karnataka.
With taps from the centre drying up, Karnataka has already increased excise prices by 17-25% (depending on slabs) that would help raise at least ₹2,000 crores. The state had set a fiscal target of ₹22,700 crore for the current year and has been clocking high sales ,when liquor sales started in the state.
Manu Chandra, the head of the Bengaluru chapter of the National Restaurants Association of India (NRAI) says that selling liquor at MRP would deplete the investments of such establishments.
The liquor that we have in our stores right now is essentially capital or investment that’s lying with us which whenever we open we may be able to sell at whatever margins we used to
He adds that owners of these restaurants pay a higher renewal fee and the MRP model would hit its “economics for a six".
He says that the lockdown happened at the end of March and much of the stocks had depleted with restaurants normally waiting till the beginning of April to replenish. He says that not everyone in the business may be able to sustain this model and may write to the excise department to stop liquor sales and only keep the kitchen open.
What seemed like a compromise between restaurants and aggregators after the much-publicised ‘#logout’ movement last year has turned out to be a temporary truce. Restaurants are gearing up to launch a food delivery platform that will have common ownership and will cater to all the players in the sector.
“Food aggregators have become the digital landlords for us, where we don’t even own that space and are heavily dependent on them for our customer loyalty,” said Thomas Fenn, Co-Founder of Mahabelly Restaurants at a town hall organised by NRAI.
On August 14, 2019, the National Restaurant Association of India (NRAI) had announced the ‘#logout’ movement to remove the distortion created by food aggregators through huge discounting.
"Aggregators have distorted a vibrant marketplace by aggressive discounting and predatory pricing," NRAI had said in a statement, last year. While the logout movement had just created a social media buzz, the current scenario due to Covid-19 has cemented the belief among restaurant owners that the industry needs to take back the control.
He mentioned that food aggregators have not made profits in the last seven years. “In the last five years, the commission charged by the aggregators have gone up from 6% to 24%. All these models have helped in driving their valuation than us,” Fenn added.
To overcome the delivery cost, NRAI has nudged restaurants to work in tandem with delivery vendors to utilise their existing fleet. With an array of new technology platforms like Dunzo and Delhivery, restaurants expect to strip down the delivery cost. The model proposed by the industry association is not without precedence. The restaurant association in Dubai has started working on its own digital platform which is likely to help restaurants reduce commissions by up to 26%.
Mediamatic ETEN, part of a larger arts and entrepreneurship center focusing on sustainability, is a vegan restaurant located on the Dijksgracht in the Oosterdok neighborhood of Amsterdam. From May 21, the restaurant will begin taking in guests, only this time they will be seated inside Serres Séparées ('separated greenhouses'), enclosed glass structures each equipped with a table for two or three diners.
“This was one of the most feasible ideas from a large list of ideas we had when brainstorming,” Mediamatic's founding partner Willem Velthoven said .Initially, no more than three guests will be allowed to dine inside each greenhouse, even though there is the capacity for more.
"We have other, bigger greenhouses, but using them depends on how everything ends up going. Bigger groups could [come] now but then they should be families. For now, bigger groups are being discouraged because, from our experience, they are just louder and then you get the excited behavior causing spittle to fly and so on, and that's the kind of behavior that would make the virus spread faster," Velthoven said.
OUE Limited and OUE Commercial REIT Management Pte. Ltd. have collaborated to rebrand the landmark Mandarin Orchard Singapore to Hilton Singapore Orchard, following a comprehensive and strategic review.
OUE, which is the master lessee of Mandarin Orchard Singapore, has entered into a Branding and Management Agreement with Conrad International Management Services (Singapore) Pte. Ltd. to rebrand Mandarin Orchard Singapore into Hilton's flagship in Singapore.
Asset enhancement works to add new meeting facilities as well as refreshed food and beverage offerings to cater to the growing demand for regional and global meetings, incentives, conference and exhibition ("MICE") events have also been planned. The planned refurbishment will be conducted in phases and will commence in 2Q 2020 to capitalise on the current challenges facing the hospitality industry due to COVID-19. The refurbishment is scheduled to be completed by end-2021.
Upon its relaunch in 2022, the hotel will feature 1,080 well-appointed rooms and five restaurants and bars including an all-day dining restaurant. The hotel will also boast meeting and function spaces spanning a total of 3,765 square metres, including three ballrooms
With social distancing rules in place, and restrictions on eating out to stop the spread of COVID-19, food retailers have been forced to reinvent their business models to maintain cash flow.
From restaurant kitchens turning into bakeries, to bars home delivering drinks packages, and takeaways turning to food apps, many are stepping up in how they connect with their customers and tap into new demand, boosting their readiness for future trends.
In Australia there are about 60,000 venues affected by measures to prevent people gathering, which include closing food courts, and allowing only takeaway or delivery options for cafes, bars and restaurants. In many cities across the world, venues have shut altogether.
The speed of the outbreak has forced retailers and landlords to think quickly about how to adapt to these new norms, when the sector was already subject to evolutionary pressures including e-commerce, increased urban living and changing shopping and social behaviours.
Necessity leads to invention
Around the world, there are pockets of quick and inspired thinking. With licencing restrictions in Australia relaxed to allow bars to deliver alcohol, Sydney bar Dulcie’s have put together a ‘Quarantini-hour’ pack, including glasses for hire, and a link to the bar’s playlist.
In London, the healthy meal delivery company and deli chain Detox Kitchen is working alongside its produce supplier to create food boxes for consumers with goods usually sold to restaurants, such as vegetables, fruit, eggs and dry ingredients.
“We’re also making sure shopping centre websites and social media accounts are listing all these details and that their profile and reach is being leveraged to support their retailers. It’s not just about writing a ‘we are still open’ post and hoping for the best. There’s a lot of strategy and some really techy stuff that goes into good social media.”
To support retailers and landlord through this period it refers to as ‘business unusual’, Brain and Poulter has created a ‘triage package’ for retailers including best practice guidelines for takeaway and delivery services, as well as cost management advice.
Michelin’s review of her restaurant: “The cuisine of theatrical chef Massimo Bottura has arrived in Florence, demonstrating openness to the rest of the world, with influences and reinterpretations of dishes from other countries, as well as Italy and Modena in particular. A visit to the Gucci Garden, an elegant museum on the upper floors dedicated to the famous fashion house, is highly recommended.” We love how the review includes that López is including perhaps Mexican influences in her Italian creations
For more info please visit below mention link:
https://wearemitu.com/culture/karime-lopez-chef-michelin-star/#brid_cp_Brid_12348598
Radisson Hotel Group today announces the appointment of Edean Kam to general manager of Radisson Blu Mall of America and Alex Francis to general manager of Radisson Blu Minneapolis Downtown. Kam and Francis each bring extensive management experience to their new roles with proven success overseeing four and five diamond hotels
Edean Kam has been promoted to general manager of Radisson Blu Mall of America after overseeing the property as hotel manager for the last seven years. She was part of the opening team for Radisson Blu Mall of America in 2013 and brings over 30 years of hospitality experience to her new leadership role. Prior to joining Radisson Hotel Group,She oversaw daily operations for Loews Hotels in Philadelphia, Pennsylvania as hotel manager. As resort manager for Four Seasons Resorts & Hotels in Lana’i, Hawaii, She was responsible for coordinating and overseeing a $50 million hotel renovation. Her hospitality career began at the University of Hawaii where she earned a bachelor’s degree in business administration as well as a degree in travel industry and management.
Alex Francis brings over two decades of experience in hotel operations to his new role with Radisson Blu Minneapolis Downtown. During this time, Francis has opened multiple hotels and restaurants, oversaw multimillion-dollar renovations, and helped his hotels earn coveted awards such as “Sales Team of the Year” and “Hotel of the Year” from Interstate Hotels and Resorts.
He earned a Bachelor of Arts in humanities with a concentration in English and a hotel restaurant administration degree from Washington State University in Pullman, Washington.
Tribute Portfolio, Marriott International’s newest collection of characterful independent hotels, continues to expand its European footprint with the opening of Gekko House, the brand’s second hotel in Germany and first in Frankfurt. The 128-room urban-designed hotel is situated in the heart of Frankfurt’s up-and-coming Gallus district known for its converted warehouses and factories, which is now home to eclectic music venues and theatres. Frankfurt-based Morgen Interiors led the design, creating a captivating urban aesthetic reflective of Frankfurt’s open-minded culture whilst inviting spontaneity and fun, inspired by the hotel’s motto, ‘life is crazy.’
It is set to be a hot spot for both guests and locals alike with its characterful and cosmopolitan design, sincere service, and lively ambiance at their Chicago Williams restaurant and bar
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