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Strengths and weaknesses of franchise restoration. Where it is going

Strengths and weaknesses of franchise restoration. Where it is going

Published in Emprendedores , 25 - September , 2019 abogados franquicias Fairs, conferences and conventions

Within the framework of the Entrepreneurs Day, a round table was held where trends, challenges and opportunities in this market were analyzed. Here are the conclusions.

Although the activity was shared, an attempt was made to gather at the table a diversity of sectoral proposals, from the most innovative to the most traditional. Daniel Sala, CEO and founding partner of the Dihme group, specialists in the world of organized restoration, Javier Floristan, CEO and founding partner of the La Mafia group sits at the table with more than 20 years of experience in the restoration and 45 open spaces , Guillermo Fuente, partner and co-founder of Aloha Poké, a chain born in Madrid two years ago and already has eleven establishments and Javier Carabot, director of Expansion of the Rodilla group that celebrates its 80th anniversary this year and with a total of 160 restaurants, they were in charge of giving voice to the sector in a debate headed with the title 'Hospitality and restoration. Challenges and trends in a sector with an infinite menu of opportunities ’coordinated by the director of Emprendedores Magazine, Alejandro Vesga.
That Spain has managed to position itself as an international power in the restoration is unquestionable. The merit corresponds to the professionalism of its makers, where organized restoration plays a leading role. Even so, the trend remains upward, perhaps, as Alejandro Vesga observed, due to the perception of low barriers to entry into the segment.
"It is true that it is a sector that is fashionable, but not everyone is worth it," Daniel Sala began warning, advocating the franchise system for that entrepreneur interested in entering the sector without prior knowledge. “I believe that the franchise brings professionalism to the sector and softens the barriers to entry. It is leaving the market a lot of small entrepreneur and a lot of bar that had not come up with the right concept and increasingly solid brands are being incorporated ”.
Handicaps
But in the same virtue of an increasingly abundant and qualified offer, lies the germ of some of the evils that currently afflict the sector. The first and most important of all: a fierce competition that begins to derive in a housing bubble and problems in attracting talent.
Regarding the identification of premises, there were several problems. One of them is the adaptation to the multiple municipal regulations, with their corresponding restrictions and licensing policies depending on the type of business you want to open. Another was the progressive price shortage, with special relevance in cities such as Madrid and Barcelona. “In just two years that we have been in the market, we have seen how the price has risen and what counts to get new licenses. This is something that makes it difficult to enter a restoration model, especially in the central areas, ”said Guillermo Fuente. A circumstance that Floristan ratified. “Five years ago, if you liked a place, you knocked on the door and maybe you competed with two others, but now you are calling and there are so many candidates for a place that we are causing the price to rise. But, well, if you leave Barcelona and Madrid, I think you still find opportunities. ”
The other important burden shared by all the speakers is the difficulty in hiring staff and, even more so, in retaining it. “In Knee we have a very high turnover rate. We are very troubled because, being an artisanal product, we provide intense training so that this person does not become productive until a year has elapsed. If we add to this, in more qualified profiles and with greater responsibility, the fight for the recruitment of talent among companies, in the end we have to recognize that this is perhaps one of the biggest problems we have in the business ”.
Nor did he avoid the problem in the Human Resources chapter Javier Floristán, blaming the fault, to a large extent, on the legislation of the labor market in Spain. “I think it is very difficult to compete as the market is here. The difference with the United States or United Kingdom is tremendous. There it is easy to hire for hours if you have a full day or a peak of work. ”

Y, aún así, surgen oportunidades

Dejando a un lado los problemas que atañen al sector, hay que señalar que la visión general tiende más al optimismo que al oscurantismo y ello gracias a las nuevas formas de consumo. “A mÍ, lo que me gusta de lo que está pasando en el mercado es que se están ampliando los horizontes de consumo hasta horarios extremos. Se piensa que el delivery es solo cosa del domingo por la noche, pero también crecen los encargos durante los lunes y a horas intempestivas que la oferta tradicional eran malas fechas para el negocio. Tenemos que saber aprovechar esas nuevas rendijas que se abren en el mercado como oportunidad de negocio y de hacer cosas distintas”, dijo Javier Sala.

Pero tal vez fuese Fuente la voz más autorizada para hablar del delivery como tendencia, si se tiene cuenta que para Aloha Poké representa el 70% del negocio. La clave de su éxito la situó en haber sabido trasladar al modelo de reparto de comida a domicilio la misma experiencia que el cliente obtiene en el local.

Pero no se trata sólo del delivery, donde todas las marcas fuertes empiezan a mirar. También surgen oportunidades de negocio en otras tendencias marcadas por los nuevos patrones de consumo. Algunas de las sugerencias aprovechables enunciadas en el transcurso del debate fueron:

-Clientes cada vez más saludables: Persisten la falta de tiempo y el ritmo frenético laboral para una inmensa mayoría. Ello obliga, en muchos casos, a encargar la comida preparada o a comer fuera de casa pero, además de eso, la nueva demanda se caracteriza por una preocupación mayor por comer sano. “No tenemos tiempo para cocinar, pero queremos comer sano y cada día nos preocupamos más por lo que comemos, por poder personalizarlo o por la procedencia de los alimentos”, observó Guillermo Fuente.

-Uso de las nuevas tecnologías: “La tendencia del cliente que viene, la de los postmillennial, es un consumidor amante de la tecnología, capaz de manejar, creo hasta cinco terminales a la vez, que se comunica en las redes y que tiene mucha información y la comparte. Así que ahora, además de tener un buen concepto, hay que saber comunicarlo a través de todos los canales”, apuntó el director de expansión del grupo Rodilla.

-Monoproducto: “Yo creo que hay oportunidad en conceptos como el de Aloha. Con monoproducto o cartas muy cortas, muy bien elaborado y donde el cliente tenga claro cuando elige ese establecimiento lo que va a comer. Creo que va a haber un movimiento de las marcas en esta línea”, anotó Floristán.

-Mucha experiencia: A todo lo apuntado, añadió Daniel Sala la necesidad de arropar los nuevos conceptos con historias interesantes y que les den sentido, además de procurar mucho la experiencia del cliente porque, y aunque parezca un contrasentido, el gasto específico en restauración, empieza a pasar a un segunda plano.

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Fortalezas y debilidades de la restauración en franquicia. Hacia dónde se dirige
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