The Italian restaurant was a blur of activity. Chefs furiously cooked pizza and pasta at both ends of your store, waiters busily took phone orders as well as a procession of food couriers acquired deliveries. There is one problem: few in-store dinners had food on their table.
By my count, at the very least two-thirds of restaurant patrons were waiting for food. Some had that, “please feed me before I faint” look. Others were “hangry” (hungry-angry) from an absence of food, overpriced menu plus a flood of delivery orders that crushed the kitchen.
Just about every pizza cooked went into a home-delivery box and pastas were stacked rich in plastic containers and delivery bags. I don’t determine the restaurant prioritised buy coleus forskohlii or maybe the orders just fell that well. But in-store dining seemed a reduced priority.
I have seen a similar problem repeatedly this season. Popular restaurants are being swamped by online or phone orders and struggling to balance the needs of in-store diners because of their takeaway or home-delivery customers.
I suspect more family restaurants will fail to adapt to rise in online food ordering and delivery – and unwittingly wreck their in-store experience and brand.
Would it be taking longer to acquire food ordered in restaurants?
Are definitely more orders being made for pick-ups or home delivery?
Do you experience feeling in-store dining has become less appealing as more restaurants gear up for online orders and deliveries.
It is fascinating to view smaller restaurants adapt to the meals-ordering boom that Menulog and delivery companies for example Foodora, Deliveroo and Uber are driving.
The suburban restaurant that catered to local residents and perhaps a compact takeaway market now serves a greater market via online food-ordering platforms. Some even promote their business to a wide radius of suburbs, making a potential consumer base they cannot want to serve properly.
Their kitchens usually are not established to handle numerous online orders at the same time, they don’t have adequate staff once they need them, as well as their in-store dining and on-line components are often poorly co-ordinated.
Their cost base and business design is still built around in-store dining, though much more of their revenue is on its way from online orders. One local restaurant owner informed me 80 percent of meals they cook are actually for home deliveries or pick-ups.
Granted, this is a great problem for smaller restaurants. Individuals who successfully market via food-ordering platforms have found a bigger customer base and surviving in the difficult, competitive market. Of course, they want as numerous online orders as you possibly can.
The prospect of churning out meal after meal for a takeaway market, often at only a small discount to in-store dining, looks far more lucrative than depending on in-store diners.
The prospect of churning out meal after meal for the takeaway market, often at only a little discount to in-store dining, looks much more lucrative than relying upon in-store diners, waiters, and all of the price and hassle that accompanies that. And less risky.
But smaller restaurants have to consider how continued fast increase in online food ordering and deliveries changes their industry, and adapt. Those that respond by simply cooking a growing number of meals, using the same enterprise model and infrastructure, may ultimately damage their subscriber base.
My guess is because they will alienate in-store diners and push a lot more people towards ordering deliveries or buying pre-cooked meals. It’s no real surprise that David Jones plans a large push in this area: 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 strategy it calls “food delivery 4.”. It’s changing how takeaway food is prepared.
Deliveroo along with other food-technology innovators can see the potential: many people will order food on the internet and get it home delivered, and cook less, in future years. Although the market is still geared mostly towards people ordering and consuming (or getting) food in-store.
As I’ve written before with this column, smaller restaurants must rethink their method of the meal-ordering boom: virtual brands, shared kitchens, industrial-style cooking facilities 46dexipky smaller menus (which can be faster to prepare) for the online market.
Store layouts will need to change: separate areas for food couriers far from in-store patrons, different kitchen configurations, as well as other staffing in busy periods. And more thought about how in-store diners are served, or regardless of if the business should downscale in this area.
Yes, there will be interest in in-store dining and many restaurants do a fantastic job. But as increasing numbers of of their revenue comes from online orders in coming years, the industry will need to adapt faster to capitalise with a fantastic opportunity.
To date, the only real people being disrupted through the online food-ordering boom seem to be in-store diners – and also in time, the big supermarkets as people cook less.