Trends
THE VIEW FROM THE MANUFACTURER
JOHN NACKLEY
CONTACTLESS PAYMENT T e use of contactless payment has unsurprisingly skyrocketed during the pandemic. “We had started with it before Covid, but it’s really taken off in healthcare as well as all other segments, starting with restaurants and also moving into higher education,” says Guyott. When Guyott is designing
new healthcare facilities now, these will often include specifi c retail areas focused on pre-order and pre-pay. “T is will serve a group of
people who work in the clinical setting who only have 30 minutes to eat and are very rushed for meals,” she explains. “Standing in long queues was always a thorn in the administrators’ backs so we’re hoping that these hub kitchens, which might feature lockers or cubbies where people can pick up their pre-ordered food, will help solve that need.” Self-service food lockers are
also being seen more in sports venues, allowing customers to order from a restaurant or a kiosk or on their phone and pick their food up using a combination when it’s ready. Some venues are even investing in Just Walk Out technology, whereby customers pick what they want and when they walk out through dedicated exit lanes, their order is automatically charged to a card in a cashless, touchless transaction.
FOCUS ON DATA Matteo Pichi is the CEO of European poke bowl chain Poke House, which has grown phenomenally during the pandemic, because, he believes, of its focus on providing diners with a variety of diff erent ordering channels – Poke House’s ordering system integrates seamlessly with third-party aggregators – and data. In every store, every day, its
proprietary CRM delivers at least 100 pieces of data, telling managers, how much time each staff member took to prepare each poke, how customers rated each one, how many orders were missing items, and more. He says this gives him and his management team a full understanding of the business, allowing them to scale more quickly than a traditional operation. He strongly believes that his
next big competitors in the foodservice space will be “digital natives”, such as Poke House, who mix the art of hospitality with a focus on technology.
President & CEO, InterMetro Industries Corporation, assesses key foodservice trends and their impact over the next decade
What three trends will shape foodservice in the next decade? The desire for faster preparation times, for labor reduction and make-to-order takeout food will continue to emphasize technologies that support speed and prep time reduction. Sous- vide, high-speed impingement and combo microwaves will reduce preparation time for quick response, while not sacrifi cing quality. This has a corresponding reduction in food cost because of waste reduction as well as labor reduction. The focus on overall effi ciencies because of labor availability and cost will drive innovation in these areas. The second key trend is the
transition to new delivery models as remote/working from home and hybrid models are driving the need for alternate menus and delivery models. Technology will drive this transition along with the response to the need for fl exible work environments. Finally, alternate preparation sites and smaller footprint locations will drive the need for more effi cient space utilization products as well as packaging changes and prep/ holding equipment.
How will these trends impact the sector? The major impact will be the manufacturers' response to innovate with products to meet these changing needs. These products will focus on speed, be more compact and fl exible for multi-use. Another impact will be the new players entering the market that are in line with
the changing menu desires and locations. Many existing multi-unit concepts will be challenged to adapt. Manufacturers, dealers and operators will survive if they are fl exible and respond to the dynamic environment. Many traditionally structured operations will be challenged to survive in this disruptive environment.
Why is Metro well-placed to face these changes? Metro is continually employing "Voice of the Customer" methodologies along with our high level of involvement with the development teams of major sector players and channel partners. Many of our new and existing products focus on optimizing space utilization and operator productivity. These emanate from research and defi ned need in the market sectors we serve. We have a signifi cant commitment to new product/solution development and a team environment focused on innovating to meet changing needs.
Are you positive about the future of the sector? Very positive, because these changes create unique new solutions while meeting the realities of the market. These trends will bring exciting new technologies and companies into the foodservice market and also drive the many great companies we have to be even more innovative. History has proven that changing needs drive creative solutions, while requiring the channel and all manufacturing players to adapt or be disrupted. Some existing technologies and business models will no longer be relevant and will be replaced with the next generation of solutions.
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