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34

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the big picture in terms of restaurant

and foodservice, like share prices and

economic oes! "ut some#mes it$s

the small stu% that gets m& a'en#on!

As the& sa&, God is in the details,

and for restaurant operators improving

the bottom line often does mean focus-

ing on small details that make a big dif-

ference to the customer$s experience!

One of m& bugbears hen I eat

out is being served beverages at the

rong temperature! What could be

orse (beverage- ise) than arm

Coke or cold coffee? Wine and bubbl&

are just undrinkable if the&$re not cold

enough! Teapots must be heated ith

boiling ater before the tea is made!

I stopped at a QSR in a shopping

mall the other da& for one of those

hurried, on-the-go lunches that QSRs

rel& on for their bread-and-bu'er!

The food as disappoin#ng, but I

could have overlooked that if the&

had been able to suppl& the ice-cold

drink I as craving to get me through

the last leg of a bus& da&! Instead I

got a arm drink and, of course,

takea a&s generall& don$t stock ice!

Another common experience

hen e have eaten out over the

&ears ith our small daughter is to

have her served a tall glass of boiling

hot, hot chocolate—even hen e

have asked for it to be just arm! M&

gratitude goes out to those special

ait staff ho use their common

sense and tell the barista to make hot

drinks for children arm, not hot!

So, long stor& short: train &our

baristas, bartenders and aiters to

kno that cold beverages should

al a&s be COLD, hot beverages

should al a&s be HOT, and serving

boiling hot drinks to toddlers is prob-

abl& not a good idea!

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Restaurants in the ne s!�

�

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Doppio :ero$s ;aul Chris#e tells us hat the future

holds for the brand!

�

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SA$s restaurant groups are bringing ne brands to

market in a <urr& of ac#vit&! �

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��!"��#�#�����$�� �%�

The number-crunchers at Insight Surve& reveal

hat is driving the gro th of the fast food market! �

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James Diack of Coobs fame talks about his ne eat-

er&, The National, and farm-to-table provenance!�

�

PUBLISHER AND EDITOR

Hilar& Ward

082 330 1981

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Hilar& Ward

082 330 1981

hilar&@rbmag!co!za

Nick Ferris

0717858732

CONTACT

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+27 011 782 8636

088 011 782 8636

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@restaurantbusinessmag

@resbizmag

Restaurant BusinessTM

magazine is published b&

Cimarron Media I Marke#ng

Co! Reg! 2011/101976/07

- Cop&right reserved

ON THE COVER: The Doppio

Zero group of restaurants

has built on the success of

one store, to expand this

popular brand. See Page 6.

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Radisson Blue Gautrain hotel has

been revamped to incorporate an el-

egant lounge and bar that flows onto

the terrace and pool deck. The im-

proved layout accommodates more

visitors� and creates con#nuous flow�

with the restaurant� bar and pool

deck all now centrally-located on the

third floor. The interior design is vi-

brant with a contemporary African

feel� modern furnishings and stylish�

comfortable sea#ng.

�()'�*��+�����'���(�'( ��+�+������

spring with a new Lunch Box experi-

ence� invi#ng guests to dine al fresco

on the lawn� while enjoying a gour-

met picnic. At R300� the Lunch Box is

perfect for two adults and features

delights such as roast beef� chicken

liver parfait� mini Overberg lamb

pies; as well as roosterkoek with ar#-

san cheese� watermelon� green fig

and koeksuster preserve; salad and

chocolate marquise pots. Special

lunchboxes are available for children.

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Doppio Zero has carved out an envia-

ble niche in the “table service� even-

ing dining” segment. Actually� make

that “table service� all-day dining”—

one of the things Doppio Zero does

best is keeping the buzz at its restau-

rants going from the first breakfast

croissant of the day� un#l late

/hris#e and business partner

Miki Milovanovic opened the first

stand-alone store in Greenside in

�00� as a cafP bakery. At the #me it

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was one of the only places in Johan-

nesburg to offer all-day dining with

an outdoor area and freshly-baked

breads� and instantly became a hit

with the trendy set� but soon a'ract-

ed families and business people too.

In �009� /hristie and Milovanovic

also launched ;iza P Vino� a pizza and

wine concept that has taken off well�

with seven stores and plans for more.

Neil Griffiths manages the ;iza P Vino

opera#on� while Ivan ,alsh is opera-

#ons director for the Doppio brand.

DO;;IO ZERO HAS /ARVED OUT AN ENVIABLE NI/HE

IN THE TABLE-SERVI/E� ALL-DAY DINING MARKET�

REINVENTING THE /LASSI/ RESTAURANT

EX;ERIEN/E IN AN ERA OD DAST DOOD DINING

��33���4�'�0�� �5��6����/����- ���

/hristo Nor#er� is bringing new focus

to the group$s kitchens—introducing

systems that improve produc#vity

and workflow. Nor#er has extensive

experience working in restaurants

overseas� including stints with both

Gordon Ramsay and Jamie Oliver. To-

gether he and /hris#e revamp the

menu twice a year to keep it season-

ally fresh and relevant. The menu

has evolved from its Mediterranean

roots to include a wider range of

menu items� closely allied to popular

food trends. “I swore we$d never

have dishes like curry on the menu�”

says /hris#e. “Now we do�

and they are very popu-

lar.” The menu is struc-

tured around hearty�

healthy seasonal fare�

with an eye on

trends like

Ban#ng.

Between both brands the group

now boasts 19 stores� including a Dop-

pio Zero restaurant in Alexandria�

Egypt. /ape Town opened in �008 and

a store in KZN is in the pipeline.

/hris#e is frank that growing

the group through franchising has

been a challenging learning curve.

Their business model has evolved to

include a mix of company stores�

franchise stores and joint ventures.

“Our stores are big restaurants

with �00 to 300 covers and complex

to run. An investor with no experi-

ence wouldn$t cope� so we try not

take on franchisees with no previous

experience in the restaurant industry.”

Neil Griffiths, who is operations

director of the Doppio Zero

group’s Piza é Vino brand

/hris#e says G;s and margins

are on track for the new stores at

about F0m and 1�m respec#vely� but

that food cost at F0m is a challenge

they are tackling head on� looking at

suppliers� and adding value to the

menu� rather than cost.

“,e used to pay R�5/kg for cal-

amari� for example� now it$s R60/kg�

so with our next menu we are look-

ing at value that works for customers

– instead of serving a F00g steak�

trim it down but make it sexy with

other flavours and greens and

sides…”

A new Doppio Zero costs

around R6-million to develop� with

;iza P Vino stores at around R3.5-

million� and investors must put up

half the cash. Dranchisees who want

to own mul#ple stores need to have

the skills to lead teams� so unlike

with QSR franchises this is not an

easy solu#on to growth.

“The market went through a dip

a few years ago� but we are experi-

encing good growth now. ,e are

aware of not ea#ng into our exis#ng

market share though� so we are care-

ful how and where we grow.”

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Best pizzas in the business:

Doppio Zero dishes up

traditional thin-crust,

wood-fired

pizzas

�'(� � 7�( 1�3��3���1�/���3�� ��

under the aegis of operations direc-

tor Ivan ,alsh� is a priority for Dop-

pio Zero and the group is looking at

off-site training with kitchens where

staff can get hands-on experience.

“Training is a big thing for us. If we

train guys and they leave� c’est la vie.

You$ve got to be about more than

your product; it$s also about your

spirit. ,e feel we are better at food

than most� but improving service

levels is an opportunity.”

Their biggest challenge, he says,

however is finding the right people to

own and manage new franchise

stores. “The restaurant business is not

family friendly and recruiting intelli-

gently is everything.”

Doppio started out as a café

bakery and its in-store bakery re-

mains a big part of the brand and

iden ty and customer e!perience,

contribu ng "#$ to "%$ of turnover.

&ut it simply isn't prac cal for all

the stores to bake their own bread—

for one thing the electricity cost is

enormous. So three of the bigger

stores have their own bakeries, while

the group's central bakery supplies

other stores with fresh bread daily.

The group recently invested R".2m

in generators to combat load-shedding

and Christie says stores are now

“pumping” when the lights go out.

“Coffee is our ne!t big push.” In

addi on to its standard coffee offer-

ing and house blends by Tribeca, the

group is teaming up with local coffee

roasters to introduce limited edi on

ar san blends. The /rst coffee cam-

paign launched in July in partnership

with Urban Grind to introduce a

Guatemala &urundi coffee blend that

is Rainforest 3lliance cer /ed. The

launch included a pop-up coffee e!-

perience where commuters were

served free coffee from a retro trail-

er and invited to take part in their It

All Started With Coffee story on so-

cial media.

The Greenside store was a des-

na on restaurant for many custom-

ers in the early years, who came

from far and wide to enjoy the e!pe-

rience. With "" stores it is now an

integral part of the Jozi lifestyle, and

further e!pansion is on the cards. So,

where to ne!t for Doppio Zero?

“We're just trying to be the best at

managing comple!ity,” says Chris e.

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industry has tradi#onally been built

on locally-developed brands. Up to

85m of restaurant franchise brands

have up un#l now been home-grown

concepts.

But that dynamic is changing as

a “perfect storm” of condi#ons in-

creasingly brings iconic imported

brands—so far� most from the U.S.—

to the South African market.

On the one hand� our own fast

food industry is experiencing rapid

growth� as well as demand from cus-

tomers for global brands that make

South Africans feel cosmopolitan

and part of the global scene.

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�RAN��PARA�E� BURGER KING

�

�A��E�H�L�IN��� DOMINO$S

STARBU/KS

�

�PUR���RP�RA�I�N� RO/OMAMA$S

�

F�URNE,�� KRIS;Y KREME

BROOKLYN BROS

MOYO

* Note that this list does not specify

details of ownership� which may

include own brands� master license

holder agreements and various

shareholdings.

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The much-hyped entry of Burger

King in �01� flubbed somewhat

when Grand ;arade Investments an-

nounced last year that it was scaling

back dras#cally on the ini#al project-

ed roll-out of 100 stores—and the

group is apparently having some diffi-

culty bringing margins in line.

But that doesn$t seem to have

affected the appe#te of other fran-

chise groups for bringing in U.S.

brands.

During August� Dournews an-

nounced a JV to bring Krispy Kreme

doughnuts to SA shores� while Taste

Holdings announced that it had

snapped up the master license for

Starbucks. This less than a year aqer

its Domino$s ;izza coup sparked a

“pizza war”—with a testy Kevin

Hedderwick of Damous Brands fame�

who came out swinging in defence of

his Debonair$s ;izza brand.

But the sleeper surprise of the

year has been the sudden flurry of

ac#vity from Dournews� who seemed

content for years to limit their plan

to take over the world to rolling out

News /afPs. In the past year� the

group has acquired Moyo restau-

rants—a rescue opera#on they say is

paying off already—as well as

launching the sexy� upscale Brooklyn

Brothers diner… and of course a

large helping of Krispy Kreme .

Damous Brands has been un-

characteris#cally unacquisi#ve in

this phase—having snapped up most

of everything in the local market

both at the back end and front

end—including ,akaberry� Bread

Basket� Tasha$s and Vovo Telo in re-

cent years.

But Damous Brands� despite re-

portedly sirng on a pile of cash—

and s#ll as hungry as ever for acqui-

BATTLE OD THE BRANDS

RO/OMAMA$S HAS RE/OGNISED AND EX;LOITED

A REVOLUTION IN THE BURGER /ATEGORY—

/ONSUMERS DON$T ,ANT DAST DOOD BURGERS� THEY

,ANT GOURMET DAST-/ASUAL BURGERS.

P./�/S: 0fro1 top, le23: 4risp5 4re1e is set to

launch in South Africa in Nove1ber; Carlo Gon-

zaga of �aste .oldings is bringing in Starbucks; a

4risp5 4re1e advert fro1 the U.S.; GPI is having

a tough 81e establishing Burger 4ing as a pro9t-

able en8t5.

si#ons—has curiously steered clear

of bringing interna#onal brands into

its stable� preferring apparently to

snap up home-grown concepts just

at the point where they have cap-

tured the imagina#on of the public

and need to grow.

Is this a market they don$t

want to play in? If not� why not?

The group$s results certainly keep

investors happy� but Damous Brands

doesn$t seem to have the crea#ve

juice to create its own brands� or

the appe#te to bring in iconic inter-

na#onal brands.

The group has also focused on

its Rest of Africa -RoA. expansion

and markets such as India and Du-

bai—as have the other groups� with

Dournews� for example� announcing

five new RoA stores in �015/�016.

But we$re going to go out on a

limb and predict that the real winner

in all of this will be Spur /orpora#on

and its recent acquisi#on of 51m of

Brian Altriche$s RocoMama$s fast cas-

ual burger chain—a home-grown

burger concept that has neatly cap-

tured the very desirable Millennial

market—young� hip and urban�

across middle to upper income

groups and all races.

Burgers have always been a ro-

bust category and a favourite with

South African consumers� but Ro-

coMama$s has recognised and ex-

ploited a trend in the category—

consumers don$t want fast food

burgers6 they want fast casual ar#-

sanal burgers aka ‘smash$ burgers.

There is certainly no shortage

of burger restaurants sa#sfying this

demand—but only Rocomama$s has

really got the recipe right6 trendy�

urban and ar#sanal� yet classic� nos-

talgic� casual and affordable.

BATTLE OD THE BRANDS

THE MU/H-HY;ED ENTRY OD BURGER KING HAS

DLUBBED SOME,HAT. G;I S/ALED BA/K DRASTI/ALLY

ON ITS INITIAL TARGET OD 100 STORES

TO GET ITS MARGINS RIGHT.

,HAT ALL THESE

NE, ENTRIES HAVE IN

/OMMON IS THAT THEY

ARE ALL GOING ADTER

THE SAME SLI/E OD THE

MARKET6 THE MIDDLE

AND U;;ER MIDDLE

/LASS� ,HO HAVE THE

DIS;OSABLE IN/OME TO

S;END ON DAST DOOD.

BATTLE OD THE BRANDS

,hat really stands out though� is

that all these new entries have one

thing in common. ,hether burgers�

pizzas or doughnuts� they are all go-

ing after the same slice of the mar-

ket6 the middle and upper middle

class� who have the disposable in-

come to spend on fast food.

As a corollary� our restaurant

groups seem to be ignoring the bur-

geoning lower LSM market being

served by shisa nyamas� shebeens

and supermarkets—in favour of

RoA and international expansion.

So pass the popcorn6 the next

few years of foodservice in South

Africa is going to be interesting to

watch!

,���(������.3��('�� 1�)( �� 7-�.���

would think it would be a formidable foe to

the local fast food industry. But what im-

pact� if any� is this dietary phenomenon

having on domes#c consump#on trends?

According to Insight Survey's Dast Dood

Industry Landscape Report �015—which

provides a dynamic synthesis of primary and

secondary research—the impact of Banting

has in fact been minimal to non-existent.

The industry is under siege from far

more ominous foes in the form of rising

commodity prices� market saturation�

hygiene scandals and

load-shedding.

Yet despite this�

fast food is growing

exponentially—with

local consumers in-

creasing from 66m in

�009� to 80m in �01F.

Individuals who have

purchased fast food

over a four-week peri-

od has risen by close

to 10 million within

the last five years.

But given the aforemen#oned chal-

lenges� why is the industry experiencing

such phenomenal growth? According to

Insight Survey� the mul#faceted answer

requires a nuanced understanding of the

industry environment and market dynam-

ics� and encompasses an array of compe#-

#ve strategies underpinned by progressive

business acumen and consumer-centricity.

Dirstly� there is aggressive penetra#on

by chained global players such as Burger

King and Domino's into the local market� as

part of their con#nental expansion plans.

Source: AMPS. Graphics adapted fro1 Insight Surve5

�� ����������������� ������

66m71m

7Fm78m 78m

80m

0m

10m

�0m

30m

F0m

50m

60m

70m

80m

90m

�009 �010 �011 �01� �013 �01F

FA���F����PUR�HA�IN���REN���(B�U�H��IN�PA���4�,EEK�):�2009-2014�

�otal�adults�� 31 F18 675 3� 96� 3�8 3F 037 887 3F 066 6�1 36 FF8 883 36 93� 000

Bought�food� �0 7�6 3F8 �3 FF� 703 �5 �58 1�� �6 F60 337 �8 57� �9� �9 F58 000

� 2009� 2010� 2011� 2012� 2013� 2014�

This� coupled with

the rapid growth of

resident global and

local franchise

stores is boos#ng

market performance.

There was a net

growth of 13F stores

in �01F� with the top

10 franchises having

a national footprint

of 3 6F3 outlets -as of April �015..

The annual turnover of the fast food

industry in �01F was estimated at a stag-

gering R30�bn. Durthermore� we are see-

ing the expansion of fast food into previ-

ously-disadvantaged parts of South Africa.

;eri-urban and rural communities constitute

a new market for the franchise industry—

one which is being unlocked by the develop-

ment of retail centres in these areas.

Increasingly� it is now the lower LSMs

who represent the greatest potential for

the growth of restaurant franchises� driv-

en by the same salient factors applicable

to higher LSMs� such as affordability� con-

venience� and value-for money.

��������������� ��������������

Source: Business �ech. Graphics adapted fro1 Insight Surve 5

DES;ITE RISING /OMMODITY

;RI/ES� MARKET SATURATION�

HYGIENE S/ANDALS AND

LOAD-SHEDDING� DAST DOOD

IS EX;ERIEN/ING EX;ONEN-

TIAL GRO,TH� ,ITH LO/AL

/ONSUMERS IN/REASING

DROM 66m OD THE ADULT

;O;ULATION IN �009 TO 80m

IN �01F� RISING BY /LOSE TO

10 MILLION IN DIVE YEARS.

�00

�F0

�51

300

330

38�

F97

509

771

0 100 �00 300 F00 500 600 700 800 900

McDonald's

/hicke n Licken

/hesa Nyama

Nando's

Dish & /hip /o.

Debonairs

,im py

Steers

KD/

NUMBER��F�FA���F�������RE��IN���U�H�AFRI�A�(APRIL�2015)�

13F Ne' growth in franchise

s tores in �01F

R30�bn Turnover generated

This was ratified during one of our pri-

mary interviews with Natalie Ruwers� Mar-

keting Manager for King ;ie� who says low

LSM consumers “are price sensitive� but

don't mind spending money on value.”

,e are also seeing reactive product dif-

ferentiation strategies manifesting in menu

alterations to cater for the burgeoning

health trend. This hypothesis was confirmed

during our many interviews with key indus-

try stakeholders and leading academics who

claimed that health trends in higher LSM

markets were forcing the crafting of compet-

itive product responses� such as McDonalds'

recent partnership with ,eight ,atchers.

Together with drivers such as I/T� prod-

uct innovation� and I;Os and private equity

Involvement� it is easy to see that within the

context of local mar-

ket dynamics�

Noakes' prophecies

are actually having

little impact.

,here they may

have had some ef-

fect� is in the higher

LSMs where the pro-

portion of LSM 9 and

10 has dipped by �m

between �009 and �01F. However� this �m

needs to be understood in a context in which

the local fast food industry is experiencing

exponential growth.

Durthermore� this may just be the start

of an explosive upward trend� as additional

growth is forecast� with compound annual

growth rate -/AGR. numbers expected to

rise to F�-million by �018. ,hether this pro-

jected growth materialises� however� will

largely depend on the efficacy of future com-

petitive strategies.

The Dast Dood Industry Landscape Re-

port provides a dynamic synthesis of primary

and secondary research� including extensive

interviews with stakeholders and industry

experts across the value chain6 from fran-

chises to independent outlets� street traders�

consumers� and academics.

Source: Gopaul. Graphics adapted fro1 Insight Surve5

0.0m

10.0m

�0.0m

30.0m

F0.0m

50.0m

60.0m

70.0m

80.0m

90.0m

100.0m

Yes No

Yes

No

HEAL�HIER�F�����P�I�N��A��FA���F�����U�LE���

Do you think there is a

need for heal thier food

op#ons at fast food

outlets? -n=336.

90.5m

9.5m

Some key questions the report answers are6

● ,hat are the key factors driving the

growth of local and g lobal markets?

● ,hat are the local and global industry

challenges restraining market growth?

● ,hat competitive strategies are being

implemented at the local level?

● ,hat were the relevant global multi-

national corporate franchises -GM/D.

overall financial performances for

�01F?

● How are street food and independent

traders able to compete for market

share with GM/Ds?

● ,hat are prospects for local retailers�

and what were local consumption

trends between �009-�01F for the

industry?

● ,hat factors have contributed to the

exponential increase in local

consumption in recent years?

● ,hat consumer trends are forcing

reactive product differentiation

strategies?

The 1�0-page ;ower;oint report is availa-

ble to purchase from Insight Survey. /on-

tact info@insightsurvey.co.za or 0�1 0F5

0�0� or go to www.insightsurvey.co.za.

IT IS THE LO,ER LSMS THAT

RE;RESENT THE GREATEST

;OTENTIAL DOR GRO,TH�

DRIVEN BY THE SAME SALIENT

DA/TORS AS HIGHER LSMS—

SU/H AS ADDORDABILITY�

/ONVENIEN/E AND VALUE

DOR MONEY. THIS MAY JUST

BE THE START OD AN EX;LO-

SIVE U;,ARD TREND� AS

ADDITIONAL GRO,TH IS

DORE/AST� ,ITH NUMBERS

EX;E/TED TO RISE TO

F�-MILLION BY �018

Source: Euro1onitor. Graphics adapted fro1 Insight Surve5

F�RE�A�����N�UMER��R�,�H�RA�E�2014-2018�

����M(������(+�������)���(���(���

opened his second restaurant� The National�

in ;arktown North� Johannesburg.

;osi#oned as a speakeasy and every-

day eatery� The Na#onal features smoky

Texan� South American and other interna-

#onal dishes with a rus#c feel .

The Na#onal$s menu includes an

assortment of flavour profiles and dishes

including burgers � paella� hot bowls and

pulled-pork buns . An en#re sec#on of the

menu is inspi red by the restaurant$s Texan

Reverse Smoker built on Brightside farm.

Diack opened his firs t restaurant�

/oobs � in ;arkhurst in late �013. It has

since become one of Jozi $s most popular

bis tros .

“The food is slightly simpler than at

/oobs � but just as beau#fully presented

and just a li'le more rus#c�” says Diack.

As with /oobs � The National will be

supplied by Brightside in the Magaliesberg�

the farm where Diack grew up. His mother�

Janet� is passionate about farming and sup-

plying the restaurants – what they can$t

grow themselves they source from suppliers

who share their passion for provenance.

“/oobs and The Na#onal are now

two of the only restaurants in South Africa

that can accurately trace the provenance of

thei r food – meaning we know exactly

where our ingredients come from�” says

Diack. “It also means our menus are sea-

sonal and based on what$s available.”

Two three-hectare veggie gardens sup-

ply the restaurants with herbs � vegetables

and frui t – the farm even makes its own ri-

cotta. The farm also supplies /oobs $ now

legendary acorn-fed wild board� lamb� duck

and the occasional pigeon or guinea fowl.

“Having a second outlet means we

can offer different ingredients and broaden

our cooking s tyle to offer both fine dining

and an every-day eatery.”

JAMES DIA/K� /OOBS