The Italian restaurant had been a blur of activity. Chefs furiously cooked pizza and pasta at both ends of your store, waiters busily took phone orders and a procession of food couriers picked up deliveries. There was one problem: few in-store dinners had food on their table.
By my count, at the very least two-thirds of restaurant patrons were awaiting food. Some had that, “please feed me before I faint” look. Others were “hangry” (hungry-angry) from not enough food, overpriced menu as well as a flood of delivery orders that crushed the kitchen.
Almost every pizza cooked went in to a home-delivery box and pastas were stacked full of plastic containers and delivery bags. I don’t know if the restaurant prioritised where can i buy forskolin or maybe if the orders just fell that well. But in-store dining seemed a cheaper priority.
I have seen a similar problem a few times this year. Popular restaurants are now being swamped by online or phone orders and struggling to balance the requirements in-store diners because of their takeaway or home-delivery customers.
I suspect more family restaurants will forget to adjust to development in online food ordering and delivery – and unwittingly wreck their in-store experience and brand.
Could it be taking longer to obtain 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 is actually fascinating to view smaller restaurants adjust to the food-ordering boom that Menulog and delivery companies like Foodora, Deliveroo and Uber are driving.
The suburban restaurant that catered to local residents and perhaps a tiny takeaway market now serves a more substantial market via online food-ordering platforms. Some even promote their business into a wide radius of suburbs, making a potential client base they cannot aspire to serve properly.
Their kitchens usually are not established to handle numerous online orders at the same time, they don’t have adequate staff when they need them, along with their in-store dining and web-based components are usually poorly co-ordinated.
Their cost base and business design remains built around in-store dining, despite the fact that a greater portion of their revenue is coming from online orders. One local restaurant owner informed me 80 % of meals they cook are for home deliveries or pick-ups.
Granted, this is a great problem for smaller restaurants. Those that successfully market via food-ordering platforms are discovering a larger customer base and surviving inside a difficult, competitive market. Needless to say, they desire as many online orders as possible.
The prospect of churning out meal after meal for any takeaway market, often at only a compact discount to in-store dining, looks considerably more lucrative than relying upon in-store diners.
The possibilities of churning out meal after meal for a takeaway market, often at only a tiny discount to in-store dining, looks considerably more lucrative than counting on in-store diners, waiters, and all sorts of the expense and hassle that is included with that. And fewer risky.
But smaller restaurants have to consider how continued fast development in online food ordering and deliveries can change their industry, and adapt. Those that respond by just cooking a growing number of meals, with similar business structure and infrastructure, will eventually damage their subscriber base.
My guess is because they will alienate in-store diners and push more and more people towards ordering deliveries or buying pre-cooked meals. It’s no great surprise that David Jones plans a big push in this region: the market is ripe for higher-quality, pre-prepared meals.
Overseas, food delivery giant Deliveroo, reportedly worth a lot 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 and other food-technology innovators will see the potential: many people will order food on the web and have it home delivered, and cook less, in coming years. But the sector is still geared mostly towards people ordering and consuming (or getting) food in-store.
As I’ve written before in this column, smaller restaurants need to rethink their approach to the meals-ordering boom: virtual brands, shared kitchens, industrial-style cooking facilities 46dexipky smaller menus (which are faster to prepare) for that online market.
Store layouts will have to change: separate areas for food couriers from in-store patrons, different kitchen configurations, as well as other staffing in busy periods. And more seriously considered how in-store diners are served, or regardless of if the business should downscale in this region.
Yes, there will be requirement for in-store dining and a lot of restaurants do a fantastic job. But as more of their revenue arises from online orders in coming years, the industry must adapt faster to capitalise with a fantastic opportunity.
To date, really the only people being disrupted by the online food-ordering boom look like in-store diners – and then in time, the important supermarkets as people cook less.