Expert Insight
kitchen’s operations. Using a greater proportion of a kitchen’s capacity, especially if principal ingredients are shared across multiple brands, can limit the waste of both resources and manpower.
to delivery franchising and virtual brands to increase their revenues and maximise their kitchen’s output. But what does this mean, and what does this approach entail?
NO LOCATION, NO PROBLEM Virtual brands are takeaway companies that exist purely on 3rd party delivery sites like Just Eat and Deliveroo. While they offer their own complete menus, with branded imaging and packaging, they operate entirely out of the kitchens of brick-and-mortar locations. All an existing restaurant (or any business with a kitchen and staff operating below capacity) need to do is sign on to a virtual brand, the support and training of an experienced food franchise, and they can begin fulfilling new orders without requiring new staff or equipment.
The principal benefit of delivery franchising stems from efficiency – increasing the volume of orders through selling multiple brands can eliminate redundancies within a
This approach might seem radical to a traditional hotelier but given the tremendous change and rampant unpredictability of the past two years, embracing delivery franchising can provide a degree of security and opportunity to struggling businesses that marketing alone cannot guarantee.
GOING VIRTUAL While any hospitality business with unused capacity in their kitchen can theoretically adopt a virtual brand, this does not mean it is always a painless process. Successfully folding a new franchise into an existing business takes well thought out and deliberate planning to ensure the success of the new output does not conflict with the old.
Taking on an entirely new cuisine may seem unwise at a time when supply chain shortages are so common, so picking a brand that uses similar equipment and core ingredients can make taking on a new brand much easier. A modern British gastropub already has the necessary kitchen setup and core ingredients Korean or Mexican cuisine, requiring only support, training and some additional ingredients. With a slight adjustment could fold new brands into their offering without significant effort or expense.
While they may seem daunting at first, these changes are worth the effort, with some restaurants reporting between £12,103 - £39,823 in additional income each month after adopting a virtual brand.
A FIGHTING CHANCE Virtual brands might not be the singular solution to all that ails hospitality, but the willingness to try new approaches and embrace innovative solutions is all the industry needs to endure. For any restaurant or kitchen that is fulfilling fewer orders than it can handle, overlooking the virtual brand revolution can only result in losing out.
Sam Martin is the Co-Founder and COO of Peckwater Brands (PWB), the delivery franchising experts. PWB helps restaurants and kitchens of all sizes benefit from the fullest demands of the market by streamlining the process of embracing virtual brands and multiple-franchise solutions. Working with partners across the hospitality spectrum, they can transform any kitchen into a multi-franchise operation, integrating with their existing operations and opening them up to vastly increased demand across different brands and cuisines. Sam worked in executive positions at Uber and Amazon before co-founding PWB in 2019.
peckwaterbrands.com
www.venue-insight.com
February 2022
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