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Executing simplicity

by Jennifer Miller


Photo by Susannah Fields

“Normally the restaurateur is in control.This is different.We prepare and guide customers, but really the customer is the one in control. How they use the restaurant, exactly what and when they want to eat, or drink, where they sit… right up to when they want to pay and leave.Although the individual elements are not entirely ground breaking, put them together and they create a very unique offer.”

For those of you that have not visited Vapiano, allow me to explain.Vapiano is an Italian concept, serving predominantly pasta, and pizza and salads. Developed in Germany (yes,Germany) the concept removes waiting staff entirely from the process and has customers face to face with the chef preparing their meal - watching as they cook in front of them. Receiving a menu and a magnetic card as they enter, each customer uses this to order from the appropriate section - pasta, pizza or antipasti and drinks from the bar.They will then either watch as the pasta, salad or antipasto are prepared while they chat to the chef or they take a buzzer to the table to be alerted when the pizza emerges from the oven.

Ian Daly is the man responsible for bringing this new concept to the UK. With an international background in branded foodservice, franchising and marketing he is well placed to manage the success of this site, the relationship with the parent company - that is also the joint venture partner - and the impending roll out to other locations.

So what is it that drew Ian to this brand and the opportunity to launch it in the UK?

“Actually I came across Vapiano when a friend in Germany called me and insisted I visit to experience it. I had previously worked a lot in the German market and so was quite familiar with many brands,but I was surprised and impressed by what I saw.The concept had launched in Hamburg in 2002 and after initial teething problems rolled out successfully in many cities in Germany.

“I originally arranged to meet with Vapiano on behalf of a company that I was doing some consultancy work for, however they decided that it was not the right concept for them. It dawned on me that, as I had moved on from my previous role, this could be the business I was looking for.

“I liked the fact that the four owners are all hospitality focussed people, involved in various other businesses.Two of them are ex- McDonalds multiple franchisees, a third has his own chain of successful restaurants and the other is involved with hotels in Germany and Spain.

This combined experience gives them an eye for the business and an understanding of the broader sector. Also appealing was the fact that the business was financially strong with good bank support and positive cash flow, enabling investment in expansion to proceed apace.”

Behind the scenes…

Like many interesting concepts, it is - on the surface at least - a relatively simple idea. However as you observe the restaurant throughout the afternoon this obviously takes some serious behind-the-scenes planning and training.

“Oh yes,” agrees Ian,“take the chefs for example.They are right there in front of the customer, cooking 2 different dishes at a time, often with a small queue forming. So not only do they have to learn over 20 dishes (as there is no time to refer to recipes) they have to have the chef skills to juggle two orders, with spur of the moment alterations and additions and the customer service skills to keep the customer engaged and entertained whilst the meal is prepared.”

We are in the restaurant in the middle of the afternoon and there is a relaxed atmosphere with small groups scattered throughout - some eating a late lunch, others a quick snack and some stopping by for a beer or a glass of wine.However, as a local, I’ve experienced the hectic weekday lunch scene as well as the more subdued weeknight meal.This chameleon quality is not easy to create - was it always the intention?

“The original concept is certainly quite capable of appealing across the day and accommodating these different styles of dining, but it is something that is developing with time,” admits Ian.“We opened in June 2008 and, to be honest, that was not in the plan.We were aiming for an early winter opening in 2007, but after issues surrounding the lease for the site (Vapiano is housed in the site previously occupied by Mash, just off London’s Oxford Street) the opening was not entirely in our control.

“So for the first few months, with summer, holidays and fewer office workers it was certainly tough.We began to build a strong lunch trade, but evenings and weekends were slow.Then the shoppers started to find us, people discovered that the ambience in the evening shifted and was pleasant for dinner or a few drinks, and students loved being able to eat together without having to worry about the painful process of splitting the bill. By December we had the Christmas shoppers, the office parties and a strengthening Saturday and Sunday trade. But none of this happened by accident.”

Driving force…

This is where Ian’s past experience has proven to be invaluable. As Managing Director of Compass Group’s New Famous Foods (NFF) division from 1994 to 2004, Ian was the driving force behind the company’s expansion into branded, customer facing retail food.With names such as TGI Fridays, Burger King, Pizza Hut, Upper Crust and Café Ritazza in his portfolio, branding, marketing and operational controls are at the forefront of Ian’s previous success enabling him to help the group to build the branded business from £25 million to over £900 million.

“My background is in the growth and execution of systemised, branded concepts, from the initial idea, the development of the structure and the model, right through to delivery. I’ve also had involvement in the franchising aspect of the business before. At Compass we were really set up as an internal Franchisor, franchising andmanaging both our internally developed brands as well as brands licensed from others such as Burger King.

“With Vapiano we have a joint venture partnership, the parent company really knows the brand and in the UK we really know the market.The model is built and proven but needs to be implemented, adapted to this market and marketed - people need to know we’re here and we need to find the correct way to define ourselves, which is difficult as we really break the mould.”

What does he mean by this?

“When you see the price point and the fact that the restaurant is self service, this creates a certain perception of the quality of the food and of the décor and ambience, but we challenge that.We have a very reasonable price point, yet we have an Italian designed restaurant with our own herb garden here in the middle growing fresh basil to be used on site. It’s hard to define this.”

With the first site now up and running and a Retailers Retailer of the Year ‘Best Venue’ award in the bag after only 9 months, I was curious to learn of Ian’s plans for Vapiano.

“We are in no rush,we are in the early stages and, despite the promising signs we still need to prove the concept here - as much for ourselves as for the bankers.

“Broadly we would like to open about 20 restaurants in the next five years, but we can’t be on every street corner.This is a large operation. I can see four or five in central London, a few more in Greater London and the South East, but we are not looking to expand further afield until we have sufficient infrastructure in place to enable us to do it. Ideally I’d like the next site two to four stops down the Central line!”

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