Commentary

Running a restaurant is hard.

I wrote recently on the subject of the relative importance of the F&B offer, the service standards and the environment in the dining out sector. This was in response to some current thinking that suggests when dining out consumers no longer have the food and beverage offer as a priority and are instead seeking ‘experiences’. I have said I don’t think that is the case, but that’s another article. So how does this thinking translate into what is ostensibly the transactional world of QSR? 

The 2016 film, The Founder depicted the story of the McDonald's franchise, when struggling Prince Castle salesman Ray Kroc, who is played by Michael Keaton, travels to San Bernardino in California to meet Dick and Mac McDonald at their eponymous restaurant.   In one memorable scene, Kroc discovers that a McDonald's franchisee has taken it upon himself to add fried chicken to the menu, clashing with the standardised offerings he sought to enforce. This moment highlights the challenges of maintaining uniformity across a restaurant network, something critical for the success of any restaurant brand—the brand promise must be the same in every outlet.   As many know, in the story of McDonald’s, Kroc’s vision extended beyond merely selling burgers and fries—he aspired to deliver the same high-quality experience at every McDonald’s location across the United States. This uniformity is essential for restaurant chain dominance and is the foundation for success—franchise or not.   It’s critical to set customer expectations through your brand promise and to ensure they are met throughout the restaurant chain. These principles can be embedded into your operations in various ways.   Clear expectations that are consistently communicated ensure franchisees and restaurant managers have a thorough understanding of their responsibilities and the standards they must uphold. This can be achieved through regular communication, such as town hall meetings, newsletters, and updates to the franchise operations manual.   A ‘playbook’ is a document that outlines an organisation’s strategies, processes, and practices. It serves as a dynamic roadmap for business operations, ensuring consistency and efficiency while aligning with the brand’s goals and values. The playbook encompasses vision statements, core values, roles, responsibilities, and – most crucially – operational processes. It provides a detailed guide to daily operations and routine activities critical to the business.

In this final article of the three-part series ‘Tackling Food Waste as a Sector’, we turn our attention to technology. The previous articles explored sustainability and cost-saving measures. Here we cover how technology can support key solutions to reduce food waste, helping QSRs operate more efficiently and sustainably.

This is the second article of the three-part series ‘Tackling Food Waste as a Sector’. The previous article explored sustainability and navigating upcoming regulations. Here, our focus is on cost savings. It looks at some of the cost benefits of food waste reduction and how they can have additional benefits for your business.

Food waste costs Australia $36.6b annually and action in the QSR sector will be crucial to reduction efforts

Multifaceted demand is driving the industry to innovate in different ways.

Open Banking is seen as a way for a fast-growing business to access alternative credit streams.

Significant changes in food safety regulations on Friday, 8 December, might have left many food businesses on the wrong side of compliance and susceptible to problems. The new Standard 3.2.2.A outlining three additional requirements for food businesses across all states and territories in Australia that must be considered.

In the context of QSR brands, self-awareness goes beyond mere self-reflection.

Driving innovation through technology.

Despite unique stressors, there have been a marked increases in global franchises entering the UK market.

How do you know if you're doing well?

The rise of online shopping has seen businesses across all sectors change the way their customers engage with them. The past two years in particular have witnessed extraordinary transformation, with retailers forced to dramatically improve their existing eCommerce capabilities due to the pandemic.

A recent study from the UK estimates employers are spending over $50 billion every year on workplace disputes. And, according to internationally renowned mediator and conflict specialist Jane Gunn, this doesn’t cover the costs incurred dealing with lost leadership time, sick days taken, loss of talent through resignations and the effect on work culture. And understandably, as these are almost impossible to quantify but they have real impacts on business performance.

(Editor’s Note: The commentary piece has been lightly edited for clarity. Reposted with permission. Link to original post here.)