Qualitaly_106

AUG. SEP. 2018 VII a pizzeria, at the beginning 30% of orders are home delivery, 70% take-away but after 4-5 months the proportion turns upside down; 2) we are one of the most focused operators, we are growing in double figures”. Today, Lazzaroni continues: “There is an increased culture in the customer and a better service than in the past. The big issue is a market that is growing, and will do so more and more, in the face of a regulation that is lacking. We have chosen to focus on training and professional growth: a single team that delivers, makes pizzas, manages customers and the premises. As in the USA, where 90% of the points of sale are run by young people who started out as drivers and then became store managers, owners or franchise holders.” On the question of workers: “Our workers are employees, about 1/3 of them permanent, but we also have other contracts”. Then: “We are focusing on a fast service, routes with an average distance of 5-6’, increasing the number of points of sale: in Milan we have 10 pizzerias, we think we will open another 2.” The delivery service: “The difficult thing is to be able to contain the price increase, our orders on average range between € 15-17. As a people company we try to create value through communication campaigns, newsletters, loyalty schemes.” GIOVANNI CAVALLO, PRESIDENT SGNAM/MYMENU “We provide a professional delivery service by focusing on quality products, we have a position based on sustainability. We are leaders in the cities where we are present: Bologna, Padova, Modena. We choose the restaurants we work with. Started in 2013: “At the launch we had an old business model, today we are in transformation, and owners of two brands after the merger with Mymenu. The restaurants that work with us are medium-high, or “different”: for example, the Brazilian sushi or the fried chicken place. We have an average receipt of € 34 and 2 orders/month per person. In the last 2 years: “We have grown by 5% per week - says Cavallo - We are Italian, small, young (average age 27 years) and yet we are fighting with the giants of the sector, we have less capital but we know the territory well. In the internal team there are 25 of us, between business and technology, the rest are the drivers, the true interface with the customer: we have collaborating with us also Japanese, Afghans; it’s important they know the language well. The contract varies according to the number of hours worked. Many are students who choose a job that does not complicate their lives, others are in transit from one job to another. After all, we live in a liquid society, one of the key factors being independence.” DANIELE CONTINI, COUNTRY MANAGER JUST EAT ITALIA “Started in 2001 in Denmark,” says Just Eat Italia’s CM: “today we are present in 13 markets, with a turnover of 546 million pounds, 22 million customers, 172 million meals worldwide and over 87,500 partner restaurants.” In Italy: “we have 90 employees, more than 9,000 partner restaurants in almost 800 districts,” Contini continues: “we closed 2017 with an increase in partner restaurants of +41% in Italy and a territorial expansion of over 40%. An exponential growth that has marked a +70% of orders in the last year and has seen us reach more than 1 million customers. According to our estimates, the home food segment is worth about € 3.2 billion and already involves more than 30 million Italians. Digital is still present, albeit in a reduced way, about 7%. There is enormous potential. For this reason, in line with our mission to build the largest food community in the world, involving customers and our restaurants, we are ready to participate in political and regional dialogues. In our case, the delivery staff work directly for the partner restaurants. That said, it is fundamental to collaborate in the creation of a virtuous system that can satisfy both companies and workers.” RIDERS UNION ROME For the guys at RUR (the riders’ union): “The first thing you should do is train the guys, as we also deliver gourmet meals.” How? “1) training on the road, respect the highway code but also look for low-level routes; a longer trip on the flat allows you to bring food to the customer in the best way possible, and this creates loyalty; 2) you should accept short range orders within 4 km (thermal bags hold max 30-40 minutes) or excellent delivery time, and response.” On food delivery: “Until a few years ago the cities of central/northern Italy were ready for the service (an American concept) in Rome there has been growth in the last six months. Today we are 700 riders, 30% are under 30 years of age.” Some people say it is a simple, however: “We feel that we are part of the supply chain. The daily relationship with the restaurateur is one of knowledge and trust. In addition, most of us work for a significant amount of time, also annually. And they conclude with a vision: “From now for the next 5 years, our work will be replaced: in America, Amazon restaurant is working on robots that will travel on the street, Uber Elevate will deliver with drones. So we ask customers, is it better that human delivery staff bring food or have it delivered by robot?” The difficult judgement awaits us. AT PAGE 22 IN THE KITCHEN When the sandwich becomes gourmet The daily ritual of millions of not only Italians, raises the bar calling into question quality, quantity and above all price. The haute cuisine of prét-a-manger shifts the focus on two slices of bread By Riccardo Sada At Tokyo Show Cooking, promoted by the Institute for the Promotion of Italian Cured Meats, Massimo Bottura, chef and owner of the Osteria Francescana in Modena (best restaurant in the world 2018), fascinated the public of young chefs. He did it with a sandwich that, among other things, gave a demonstration of how to think of and make the best burger in the world, the “Emiliana”. Proportions, technique and quality of the ingredients; this is the magic formula for a gourmet sandwich. Often maximum results are also synonymous with simplicity and it is no coincidence that,