![]() There is also a benefit for diners: faster deliveries of hotter meals. ![]() It cuts their labour cost by 75-80 per cent.” “In our facility, we have designed the service stack so they only need two people per shift. “Most quick-service restaurant chains employ 30 to 50 people,” said Jim Collins, chief executive of Kitchen United. It charges a monthly membership fee that includes the premises, back-of-house services such as dishwashing and access to its technology system for processing online orders from a range of delivery apps. Kitchen United, a Google-backed start-up, plans to open more than a dozen delivery kitchens across the US this year. Other players offer different combinations of facilities and services. Shared kitchen space at Karma’s first location in London’s Tower Hamlets neighbourhood can cost about £1,500 a month, compared with tens of thousands of pounds upfront to build a new kitchen.įreshness is the killer metric on whether consumers are going to reorder Jim Collins, chief executive of Kitchen United “Food delivery is definitely a growing part of our business, especially for the evening shifts,” she said. © Charlie Bibby/FTĮccie Newton, co-founder of Karma Kitchen, likens her concept to “WeWork for kitchens”, renting out space to different businesses at different times of day. London-based Karma Kitchen has set up and hired out kitchens to service growing demand for food delivery. Those property ventures also create a new opportunity for kitchen services companies that focus on making the food, such as Dubai-based KitOpi, which operates in London and the Middle East. These include Uber co-founder Travis Kalanick’s new start-up, City Storage Systems, which trades as CloudKitchens in the US, and London-based Karma Kitchen. Some are focused simply on real estate, setting up and hiring out kitchens in the right urban locations to serve the new demand or commandeering defunct high-street restaurants. ![]() Venture capitalists have all aligned on the best solution: kitchens that only serve delivery customers, known as “cloud”, “ghost” or “dark” kitchens, that use a combination of advanced food preparation, underused real estate and algorithm-driven optimisation to lower overheads and increase output.īut the various approaches taken by start-ups are as different as sushi and fish ‘n’ chips. “The time is now to try and stand up supply that is more efficient against that demand.” “The success of Uber Eats, DoorDash and others suggests there is a demographic shift towards consumption of prepared meals at home,” said Michael Ronen, managing partner at SoftBank Investment Advisers. Īfter pouring more than $20bn into companies that bring meals to your door, such as Deliveroo in Europe, Swiggy in India and DoorDash in the US, tech investors are now looking at the other side of the table: how to make sure the right food is available at the right place at the right time to be delivered. This article was originally published on. Roula Khalaf, Editor of the FT, selects her favourite stories in this weekly newsletter.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |