The Italian restaurant had been a blur of activity. Chefs furiously cooked pizza and pasta at both ends in the store, waiters busily took phone orders plus a procession of food couriers gathered deliveries. There is one problem: few in-store dinners had food on his or her table.
By my count, at the very least two-thirds of restaurant patrons were expecting food. Some had that, “please feed me before I faint” look. Others were “hangry” (hungry-angry) from too little food, overpriced menu plus a flood of delivery orders that crushed the kitchen.
Virtually every pizza cooked went in a home-delivery box and pastas were stacked loaded with plastic containers and delivery bags. I don’t know if the restaurant prioritised where to purchase forskolin or if perhaps the orders just fell that well. Nevertheless in-store dining seemed a lesser priority.
I have got seen the same problem a few times this current year. Popular restaurants are increasingly being swamped by online or phone orders and struggling to balance the requirements of in-store diners using their takeaway or home-delivery customers.
I suspect more family restaurants will forget to conform to increase in online food ordering and delivery – and unwittingly wreck their in-store experience and brand.
Will it be taking longer to obtain food ordered in restaurants?
Are definitely more orders being made for pick-ups or home delivery?
Do you feel in-store dining is starting to become less appealing as more restaurants gear up for online orders and deliveries.
It is actually fascinating to view smaller restaurants conform to the meal-ordering boom that Menulog and delivery companies such as Foodora, Deliveroo and Uber are driving.
The suburban restaurant that catered to local residents and possibly a compact takeaway market now serves a more substantial market via online food-ordering platforms. Some even promote their business to some wide radius of suburbs, creating a potential consumer base they cannot want to serve properly.
Their kitchens will not be set up to handle numerous online orders right away, they don’t have enough staff whenever they need them, in addition to their in-store dining and internet based components are often poorly co-ordinated.
Their cost base and enterprise model is still built around in-store dining, although even more of their revenue is on its way from online orders. One local restaurant owner informed me 80 % of meals they cook have become for home deliveries or pick-ups.
Granted, this is a good problem for smaller restaurants. Individuals who successfully market via food-ordering platforms have found a bigger client base and surviving inside a difficult, competitive market. Needless to say, they want as many online orders as possible.
The possibilities of churning out meal after meal for any takeaway market, often at just a little discount to in-store dining, looks much more lucrative than relying on in-store diners.
The prospect of churning out meal after meal for a takeaway market, often at only a tiny discount to in-store dining, looks a lot more lucrative than counting on in-store diners, waiters, and the price and hassle that accompanies that. And much less risky.
But smaller restaurants have to consider how continued fast rise in online food ordering and deliveries will change their industry, and adapt. People who respond by only cooking more and more meals, with similar business structure and infrastructure, could eventually damage their subscriber base.
My guess is because they will alienate in-store diners and push many 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 marketplace is ripe for higher-quality, pre-prepared meals.
Overseas, food delivery giant Deliveroo, reportedly worth over $US1 billion, is opening kitchen spaces in places not well-served by restaurants – a technique it calls “food delivery 4.”. It’s changing how takeaway foods are prepared.
Deliveroo and also other food-technology innovators will see the opportunity: more people will order food on the web and already have it home delivered, and cook less, in future years. However the marketplace is still geared mostly towards people ordering and consuming (or getting) food in-store.
As I’ve written before with this column, smaller restaurants have to rethink their method of the meal-ordering boom: virtual brands, shared kitchens, industrial-style cooking facilities 46dexipky smaller menus (which are faster to cook) for that online market.
Store layouts must change: separate areas for food couriers far from in-store patrons, different kitchen configurations, as well as other staffing in busy periods. And more contemplated how in-store diners are served, or regardless of if the business should downscale here.
Yes, there will definitely be requirement for in-store dining and many restaurants do a great job. But as increasing numbers of in their revenue arises from online orders in future years, the business should adapt faster to capitalise with a fantastic opportunity.
Up to now, the only real people being disrupted through the online food-ordering boom look like in-store diners – as well as in time, the large supermarkets as people cook less.