The Italian restaurant was really a blur of activity. Chefs furiously cooked pizza and pasta at both ends from the store, waiters busily took phone orders and a procession of food couriers gathered deliveries. There seemed to be one problem: few in-store dinners had food on their table.
By my count, no less than two-thirds of restaurant patrons were awaiting food. Some had that, “please feed me before I faint” look. Others were “hangry” (hungry-angry) from a lack of food, overpriced menu and a flood of delivery orders that crushed the kitchen.
Almost every pizza cooked went right into a home-delivery box and pastas were stacked rich in plastic containers and delivery bags. I don’t determine the restaurant prioritised forskolin purchase or if perhaps the orders just fell that well. But in-store dining seemed a lower priority.
I have seen exactly the same problem repeatedly this season. Popular restaurants are now being swamped by online or phone orders and struggling to balance the needs of in-store diners using their takeaway or home-delivery customers.
I suspect more family restaurants will forget to adapt to increase in online food ordering and delivery – and unwittingly wreck their in-store experience and brand.
Is it taking longer to acquire food ordered in restaurants?
Are more orders being manufactured for pick-ups or home delivery?
Are you feeling in-store dining has become less appealing as increasing numbers of restaurants gear up for online orders and deliveries.
It really is fascinating to look at smaller restaurants get accustomed to the foodstuff-ordering boom that Menulog and delivery companies for example Foodora, Deliveroo and Uber are driving.
The suburban restaurant that catered to local residents as well as perhaps a small takeaway market now serves a larger market via online food-ordering platforms. Some even promote their business to a wide radius of suburbs, building a potential consumer base they cannot aspire to serve properly.
Their kitchens will not be established to handle a huge number of online orders at once, they don’t have adequate staff when they need them, along with their in-store dining and internet based components tend to be poorly co-ordinated.
Their cost base and business structure remains to be built around in-store dining, even though much more of their revenue is arriving from online orders. One local restaurant owner informed me 80 percent of meals they cook are now for home deliveries or pick-ups.
Granted, this is a great problem for smaller restaurants. People who successfully market via food-ordering platforms are discovering a bigger customer base and surviving in a difficult, competitive market. Of course, they need as much online orders as possible.
The prospect of churning out meal after meal for a takeaway market, often at just a tiny discount to in-store dining, looks a lot more lucrative than counting on in-store diners.
The prospect of churning out meal after meal for any takeaway market, often at only a little discount to in-store dining, looks a lot more lucrative than relying upon in-store diners, waiters, and the expenses and hassle that accompanies that. And fewer risky.
But smaller restaurants should consider how continued fast growth in online food ordering and deliveries will change their industry, and adapt. People who respond by only cooking a lot more meals, using the same business model and infrastructure, could eventually damage their customer base.
My guess is they will alienate in-store diners and push many people towards ordering deliveries or buying pre-cooked meals. It’s no real surprise that David Jones plans a huge push in this field: the current market is ripe for higher-quality, pre-prepared meals.
Overseas, food delivery giant Deliveroo, reportedly worth more than $US1 billion, is opening kitchen spaces in places not well-served by restaurants – a method it calls “food delivery 4.”. It’s changing how takeaway foods are prepared.
Deliveroo and also other food-technology innovators will see the potential: more people will order food online and have it home delivered, and cook less, in coming years. But the market is still geared mostly towards people ordering and consuming (or collecting) food in-store.
As I’ve written before in this column, smaller restaurants have to rethink their method of the meals-ordering boom: virtual brands, shared kitchens, industrial-style cooking facilities 46dexipky smaller menus (which can be faster cooking) for the online market.
Store layouts will have to change: separate areas for food couriers clear of in-store patrons, different kitchen configurations, and various staffing in busy periods. And a lot more contemplated how in-store diners are served, or if the business should downscale in this region.
Yes, there will be requirement for in-store dining and many restaurants do a fantastic job. But as increasing numbers of of the revenue arises from online orders in future years, the market should adapt faster to capitalise with a fantastic opportunity.
To date, the sole people being disrupted with the online food-ordering boom seem to be in-store diners – and in time, the major supermarkets as people cook less.