Growing the success of Irish food & horticulture Irish Foodservice Market Directory November 2010
CONTENTS CONTENTS... 1 IRISH FOODSERVICE SECTOR... 5 Introduction... 5 How to Use the Directory... 5 Methodology... 6 FOODSERVICE IN IRELAND... 8 IRISH FOODSERVICE MARKET, 2003-2009 ( M @ RSP)... 9 IRISH FOODSERVICE MARKET, 2010 FORECAST ( M @ RSP)... 10 IRISH FOODSERVICE MARKET, FORECASTS TO 2014 ( M @ RSP)... 11 NUMBER OF FOODSERVICE OUTLETS BY CHANNEL... 12 KEY TRENDS AND DRIVERS... 13 RECOMMENDATIONS FOR IRISH PRODUCERS... 19 OPPORTUNITIES FOR IRISH PRODUCERS... 23 FOODSERVICE MAP... 29 COMMERCIAL CHANNELS... 31 QUICK SERVICE RESTAURANTS (QSR)... 33 Abrakebabra/Bagel Factory/GBK/O Briens Sandwich Bar/Yo Sushi/Chick King (2009 proifle) 34 Eddie Rocket s... 37 Four Star Pizza... 39 McDonald s... 41 Supermac s... 44 FULL SERVICE RESTAURANTS (FSR)... 47 Avoca Handweavers... 48 Dunne & Crescenzi... 51 Entertainment Enterprise Group... 53 Fitzers Restaurants... 56 Itsa... 58 Wagamama / Captain America s... 61 COFFEE SHOPS... 63 Bagel Bar (The)... 64 BB s Coffee and Muffins... 66 Butlers Chocolate Café... 68 Esquires Coffee Houses... 70 Insomnia... 72 Streat Cafés (The)... 74 Subway... 76 Zumo International... 79 HOTELS... 81 Carlton Group... 82 Clarion Hotel Group... 84 Dalata Management Services... 87 Doyle Collection... 90 Griffin Hotel Group (2009 Profile)... 92 Hilton Hotel Corporation (2009 Profile)... 94 Marriott Hotel Ashbourne... 96 Mc Eniff Hotels (2009 Profile)... 98 Moran & Bewley s Hotels... 100 O Callaghan Hotel Group... 102 1
Purchasing Systems Limited... 104 Rezidor Hotel Group... 107 LEISURE / EVENTS... 109 Catering 365... 110 Dobbins Outdoor... 111 Feast... 113 Fitzers Catering... 115 Masterchefs Hospitality... 117 Mint Catering Munster... 119 The Right Catering Company... 120 With Taste... 122 TRAVEL... 125 Aer Lingus Catering... 126 EFG Catering... 128 Gate Gourmet Ireland... 130 HMSHost Ireland Ltd... 133 Irish Ferries... 135 Rail Gourmet... 137 Signature Bars... 139 SSP Ireland (2009 Profile)... 140 INSTITUTIONAL (COST) CHANNELS... 143 BUSINESS & INDUSTRY (B&I)... 145 ARAMARK Ireland... 146 Baxter Storey... 149 Carroll Foodservices Limited... 151 Compass Group PLC... 153 Corporate Catering Services Limited... 156 Kylemore Foods Group... 158 Premier Dining... 160 Sodexo... 162 HEALTH... 165 Health Service Executive... 166 GOVERNMENT CONTRACTS... 169 Defence Forces... 170 Irish Prison Service... 172 OTHER... 175 Purchasing Solutions Ltd... 176 FOODSERVICE DISTRIBUTORS... 177 CHOOSING A DISTRIBUTOR... 178 MANAGING A DISTRIBUTOR... 178 Aghadowey Food Services... 180 Allied Foods... 182 Asia Market... 184 Atlantis Seafood Wexford Ltd.... 186 Ballycotton Seafood... 188 B.D. Foods... 190 Boyne Valley Group... 192 Brakes... 194 BWG Foodservice... 196 Capitol Foods Ltd.... 199 Catering Suppliers... 201 Clona West Cork Foods... 203 2
Complete Cuisine... 205 Corrib Foods... 208 Cross Distribution... 210 Crossgar Foodservice... 212 Dairyland Cuisine... 216 Delicatessen Meat Supplies Ltd.... 218 Derrynaflan... 220 Dublin Food Sales... 222 Eirespan... 224 Euro Frozen Foods... 227 Glanbia Consumer Foods... 230 Gleneely Foods... 232 Hannan Meats Ltd... 234 Henderson Foodservice (2009 Profile)... 236 Ireland Food Limited... 239 Keeling s... 241 Kent Chilled Transport... 244 Kerryfresh... 246 La Rousse Foods... 248 J.A. Lumley & Sons Ltd.... 249 Lynas Foodservice... 251 Musgrave Foodservices... 253 Odaios Foods Ltd... 258 Pain Delice... 260 Pallas Foods... 262 Sheridan s Cheesemongers... 264 SHS Sales and Marketing Limited... 266 Total Produce... 268 Vanilla Venture Ireland... 269 Wild Orchard... 271 William Tallon & Son... 273 3
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IRISH FOODSERVICE SECTOR Introduction The Bord Bia Irish Foodservice Market Directory was first published in November 2009 and has proved a strong reference tool for producers either seeking to enter the foodservice sector, or those who are well established and want to increase their strategic focus. How to Use the Directory This directory is a summary of interviews that have taken place with foodservice operators and distributors. It has been divided into nine different channels ranging from commercial to institutional (cost) catering, in an effort to help producers understand and target the channels most appropriate for their own business. The profiles contained in this report represent the most prominent operators and distributors in the sector, and therefore it does not include all foodservice operators and distributors. The report concentrates on the larger chain operators, focusing on channels identified as being of most relevant to producers. Distributors profiled were identified by those operators as part of the research. There were a small number of operators and distributors profiled in the 2009 Directory that we were unable to make contact with in order to update relevant information. In these instances we have indicated that the profile contains 2009 data. There were also a small number of operators who chose not to participate in the research on the basis of confidentiality and other professional reasons. Producers should not view this directory as a complete overview of Irish foodservice operators and distributors, however it does provide a strong representation of the sector. 5
The first step for any producer considering supplying the foodservice sector is to determine which channels their product range suits best. It is unlikely that a single product range will suit all foodservice channels and therefore producers need to be very specific about their target market. These channels are clearly set out within the directory and the profiles contained within each one will provide producers with a concise overview of the relevant players. Operators and distributors went to great lengths to emphasise that they do not wish to be cold called by producers who have not done considerable research into their foodservice offering and determined where opportunities may lie within their business. As a result of which, all producers should conduct considerable research including site visits, etc. before making any approach to operators or distributors. The directory should be treated as a significant tool in developing a sales strategy for the foodservice sector and will allow producers to develop prospect lists for 2011 which should help generate further sales for their businesses. It should also be noted that many operators and distributors have changed the way they are doing business over the past 12 months, so the directory can also be used to update producers in this regard. Methodology James Burke & Associates were appointed by Bord Bia to compile a 2010 foodservice directory, comprising updates for profiles included in the 2009 directory, along with a number of new operator and distributor profiles. The methodology used was as follows: A quota for each of the channels was set out to ensure that the sample of profiles within each channel would provide producers with a representative overview. The number of interviews undertaken per channel were as follows: Commercial No. of profiles o Quick Service Restaurants 5 o Full Service Restaurants 6 6
o Coffee Shops 8 o Hotels 12 o Leisure/Events 8 o Travel 8 Institutional o Business and Industry 8 o Health 1 o Government 3 Telephone interviews were conducted with operators and distributors in the 2009 directory using the previous year s profile as the basis for the interview. These interviews were then edited, formatted and signed off by the relevant operator/distributor. Each profile should only be taken as an indicator as it is not possible to profile every detail of the businesses. Any new profiles of operators/distributors included in the 2010 directory were based on data obtained through initial telephone interviews, which were subsequently signed off by the relevant industry contact. While the profiles were signed off as being accurate at the time of going to print, producers should conduct their own research before approaching any distributor or operator as changes may occur as time progresses. A number of in-depth face to face interviews (comprising operators and distributors) also took place to allow for further focus on some key trends and drivers influencing the sector. 7
FOODSERVICE IN IRELAND In June 2010 Bord Bia commissioned Pro-Intal, an international specialist foodservice research company, to complete a valuation of the foodservice sector in Ireland (North and South) and to quantify the breakdown by channel. Key findings included in the report were as follows: The Irish foodservice market grew by 22% from 2003 through to 2008 and was valued at 7.22 billion at consumer prices and 2.34 billion at operator buying prices. Supplier selling price is 10%-35% less, depending on product category and individual arrangements. From the beginning of the recession in 2008 to the end of 2009 the market fell by circa 10% and a further drop of 3% is anticipated in 2010. The market was valued at 6.5 billion at consumer prices by the end of 2009. The market breaks down by value as follows: Commercial Catering: 88%, Institutional (Cost) Catering: 12% Independent Operators: 86%, Chain (Organised) Operators: 14% Food: 73%, Non Alcoholic beverages: 13%, Alcoholic Beverages: 14% The foodservice market on the island of Ireland is generally less developed than the western European model. It represents around 25% of food spend on the island of Ireland compared to an average of 33% across Western Europe. It accounts for around 10% of eating occasions in Ireland compared with 14% in Western Europe. It represents 1-2% of the western European market (at 2008 values and exchange rates). 8
IRISH FOODSERVICE MARKET, 2003-2009 ( M @ RSP) CHANNEL Value 2003 Value 2008 Change % Value 2009 Change % QSR 1,651 2,187 33% 2,176 (1%) FSR 824 957 16% 859 (10%) Pubs/Coffee shops 2,257 2,548 13% 2,164 (15%) Hotels 333 505 52% 415 (18%) Other Commercial* 170 193 14% 150 (22%) Total Commercial 5,235 6,390 21% 5,764 (10%) B&I 347 425 22% 357 (16%) Health 206 241 17% 241 ------ Education 128 140 9% 140 ------ Other Institutional** 38 40 5% 40 ------ Total Institutional 719 846 18% 778 (8%) TOTAL IOI 5,954 7,236 22% 6,542 (10%) TOTAL ROI 4,415 5,390 22% 4,740 (12%) TOTAL NI 1,539 1,846 20% 1,802 (2%) Percentage change figures in brackets denote a decline. * Other Commercial = Leisure, Events and Travel. ** Other Institutional = Catering for Prisons and Armed Forces 9
IRISH FOODSERVICE MARKET, 2010 FORECAST ( M @ RSP) CHANNEL Value 2009 Forecast 2010 Change % QSR 2,176 2,200 1% FSR 859 820 (5%) Pubs/Coffee shops 2,164 2,020 (7%) Hotels 415 395 (5%) Other Commercial* 150 142 (5%) Total Commercial 5,764 5,577 (3%) B&I 357 341 (5%) Health 241 241 ------ Education 140 141 1% Other Institutional** 40 40 ------ Total Institutional 778 763 (2%) TOTAL IOI 6,542 6,340 (3%) TOTAL ROI 4,740 4,585 (3%) TOTAL NI 1,802 1,755 (3%) Percentage change figures in brackets denote a decline. * Other Commercial = Leisure, Events and Travel. ** Other Institutional = Catering for Prisons and Armed Forces 10
IRISH FOODSERVICE MARKET, FORECASTS TO 2014 ( M @ RSP) CHANNEL 2010 value forecast 2014 value forecast Change % QSR 2,200 2,534 15% FSR 820 869 6% Pubs/Coffee shops 2,020 2,205 9% Hotels 395 460 16% Other Commercial* 142 190 34% Total Commercial 5,577 6,258 12% B&I 341 373 9% Health 241 247 3% Education 141 147 4% Other Institutional** 40 42 5% Total Institutional 763 809 6% TOTAL IOI 6,340 7,067 12% TOTAL ROI 4,585 5,146 12% TOTAL NI 1,755 1,921 10% * Other Commercial = Leisure, Events and Travel. ** Other Institutional = Catering for Prisons and Armed Forces NOTE: Value forecasts are based on an average total growth rate of 3% p.a. from 2011-2014, with the majority of gains going to chains, rather than independents. 11
Gains are also dependent on economic recovery post-recession. A detailed rationale of forecasts by channel is included in the 127 page report which is available in hard copy from Bord Bia or online at the following link: www.bordbia.ie/eventsnews/conferencepresentations/reports/channel- Opportunities-in-the-Irish-foodservice-sector-June-2010.pdf NUMBER OF FOODSERVICE OUTLETS BY CHANNEL CHANNEL QSR FSR Pubs/Coffee Shops Hotels B&I Health (Hospitals) Number of outlets (ROI) 2009 Number of outlets (NI) 2009 TOTAL number of outlets (IOI) 2009 3,018 2,631 5,900 1,050 1,416 134 890 580 2,988 412 580 55 3,908 3,211 8,888 1,462 1,996 189 Source: Channel opportunities in the Irish foodservice sector June 2010 12
KEY TRENDS AND DRIVERS During the process of conducting the interviews with the foodservice operators and distributors, many respondents provided a clear overview of the challenges facing the sector. It is important that producers are aware of these challenges when approaching the sector as they are likely to determine the way business will be done for 2011. The key trends and drivers which emerged during these interviews are as follows: Price/value: while price and value were present during the 2009 interviews, they have become the most dominant factor during the interviews for the 2010 directory, with the majority of operators and distributors citing the absolute need for competitive pricing to be in place which is being driven by a consumer appetite for value offers and deals. Credit Control: There was a marked increase in the number of distributor respondents who expressed concern about payment terms being extended and the challenge they faced on a daily basis to manage their cash flow. This was true for almost all distributors interviewed. Average payment terms quoted were between 30 and 60 days, with one example, having standard payment terms of 90 days. In turn, many distributors have had to increase their payment terms with producers. A number of distributors reported that they would only deal with some operators on a cash on delivery basis and some even cited that they now accept payment on credit card from their customers. A number of operators also welcomed this arrangement once producers were willing to give a discount in lieu of cash on delivery. Quality: Quality has still remained high on the list of attributes being sought by operators and distributors and this presents as a challenge when viewed in parallel with the value requirements. Superior quality is certainly recognised by the majority of respondents; however, producers need to remain focused on 13
the fact that there is a breaking point for price which will cause the operator or distributor to seek supply elsewhere. Supporting Irish: As with the 2009 directory, there was a genuine goodwill and preference expressed by the majority of respondents to sourcing Irish product. However, while in the minority, there were additional references to the need for buyers to consider imported product if Irish product could not be sourced at the appropriate price. For products that can meet the correct specification and remain commercially viable, the Irish provenance should certainly be included as a strong selling point. Cost Pressures: Many operators commentated on the intense pressure coming from other sources on cost within the industry. While significant effort has been made to reduce all costs by operators, there are certain costs which are still being identified as excessive e.g. o Rent o Rates o Sunday work premium rates o Minimum wage rates Consumer Spend: Almost all respondents reported that consumer spend is down with consumers generally more focused on value meals, bundled prices and early bird specials. Some respondents reported that promotional offers had now stabilised as prices could not reduce any further. There was evidence of some extremely aggressive pricing e.g. a burger and a pint for 10 in which instance the operator would choose to make no money on the food in anticipation that the deal would trigger greater beverage sales. Some operators change their promotional mechanic in order to encourage customers to trade up from a basic offer for a minimum amount of extra payment e.g. buy a coffee and add a muffin for only 40 cent extra. 14
Corporate Spend: Companies entertaining staff and clients have traditionally been very large customers of the foodservice sector. In more recent times, these companies can either not afford or cannot be seen to be entertaining. Companies who are still entertaining staff and clients at corporate events have dramatically slashed their budget per head, by as much as 60% in some cases. This has led to a growth in more finger food / supper bowl style of entertaining which may present an opportunity for some producers. Better Buying: The overall effect of the continued price and value in the market has been that all operators are now extremely price conscious and the number of respondents for the 2010 directory that are using tendering for the first time has increased dramatically. For the larger chains, these tenders tend to be directed at the foodservice distributors, who in turn require producers to support them with better pricing. E-tendering, while not widely used, has increased further in the last year. Consolidation of Supply: As a result of on-going tendering and the need to achieve better prices, some respondents stated that their preference was for fewer suppliers with whom they could build a long term relationship. While this may appear as a negative, for suppliers who are commercially aware, this could be hugely advantageous if contracts can be secured. Consolidation of Distributors: There are some indicators emerging that some small regional distributors have gone out of business over the last year while others have been bought by larger distributors. Many of the smaller distributors commented on the difficulties of getting paid and in some cases an inability to compete on price with larger players. Some smaller distributors are able to carve out a niche by providing a very high level of service and frequent deliveries or by stocking specialist products which the larger distributors don t carry. 15
Zombie Hotels: There was frustration expressed by some of the hotel operators about the continued massive surplus of rooms throughout the country and the fact that some of these hotels are selling rooms at cost or below cost in order to maintain cash flow. Respondents stated that the net effect on this was firstly to put pressure on the overall market to match these prices and secondly to put pressure on the food offer to be more profitable to compensate for lack of money received on room rates. It was also noted that while there was a surplus of hotel rooms, that this surplus in many cases is in the wrong geographical area, with evidence on some weekends that the majority of Dublin hotels are full (depending on events taking place within the city). Receivership: There has been a well published list of hotels that have entered receivership over the last 12 months, with some respondents predicting more chains failing during 2011. While significant numbers of distributors reported bad debts during 2010, there was also a sense of reassurance that once a hotel enters receivership, payments are then more secure than they would have been prior to this change over. The fate of many of these hotels in receivership is unclear. A number of new specialist hotel management companies (for example Dalata, Tiffco and PREM group) are growing their business by specialising in the management of hotels in receivership which has allowed them to expand their current base. Neither Tiffco nor PREM group were available for interview in this directory. Tourists: With tourist numbers significantly down, many hotel chains also reported that the number of tour operators cancelling groups at the last possible moment was also a real issue. 16
Positive Outlook: While the majority of respondents still remained pessimistic, there were encouraging elements emerging during the research of the 2010 directory. These include the following: o Positive anticipation about the ability of The National Convention Centre to attract large numbers of people to Dublin. o The completion of the Aviva stadium which will stimulate activity. o The increased competitiveness of Ireland, which should attract more overseas visitors. Attitude towards Irish Producers: While the overall sentiment towards Irish producers was positive, two areas of concern did emerge. The ability of Irish producers to be price competitive was questioned by a significant number of respondents who stated their preference was to buy Irish, but this was becoming increasingly difficult. The second comment, received from only a small number of respondents, was one of frustration with the lack of professionalism and follow up from some Irish producers. A number of respondents gave examples of having to repeatedly chase producers for pricing or new product details. This puts a large onus on producers to improve professionalism of their approach to distributors and operators, if they are not already trading to best practice standards. Outlook for 2011: The general outlook from respondents compared to one year ago remains rather downbeat with some small glimmers of positivity. A possible cessation of the race to the bottom on price, early indicators that some regions are attracting more people to events (e.g. Dublin) and a sense that most operators and distributors had acquired new skills to help them survive the economic climate. The vast majority of respondents, however, remain nervous of 2011 and this is characterised by a huge uncertainty in the marketplace. For producers that can 17
develop a deep understanding of where foodservice operators and distributors are positioned, the market still holds many opportunities. Price competitiveness combined with unique product offers, will allow them to carve out a strong niche in the marketplace. 18
RECOMMENDATIONS FOR IRISH PRODUCERS The foodservice market is continuing to evolve and successful producers will need to adapt to marketplace changes if they are to survive. From the analysis of the interviews which took place, the following are a list of recommendations that could be adopted by producers within the foodservice sector: Lean Manufacturing/Production Efficiency: With cost becoming an increasing part of the decision making process, Irish producers need to ensure they are producing to maximum efficiency. While every producer has the right to charge a premium because their product is unique and may offer taste differential, there is no licence to charge a premium for production inefficiencies. On this basis, a focus on improving product efficiencies (raw materials, internal systems, transport costs etc.) during 2011 will help producers eliminate unnecessary production costs and potentially improve margins or allow for more price competitiveness. Providing Total Solutions: Many interviewees referred to the need for producers to provide total solutions as opposed to individual products. Producers need to have a strong understanding of the operator s business and develop products that deliver solutions to the problems they are facing. Improved Credit Control: There have been numerous examples during 2010 of producers incurring bad debts in the foodservice sector. Many distributors interviewed spoke of increased resources in their credit control departments and spending increased amounts of money on external credit checking facilities before new customers are taken on board. This seems an inevitable consequence of the current climate and producers should ensure that they up-skill themselves and their current team in this area. 19
Work Through Distributors: Continuing from the previous point, an obvious solution to protecting a producer s business is to supply the foodservice sector via an established foodservice distributor with strong credit facilities and a reputation for payment on time. The larger distributors usually have protected their interests, and those of the producer, and therefore the risk is lessened (though never eliminated) by dealing via a distributor to supply the foodservice sector. Increased Innovation: On one hand, price is the dominant factor in the marketplace, however there is still a void for innovative new products and producers who continue to invest in innovation are likely to reap the rewards, particularly if they are first to market. Import Substitution: There is a plethora of products being imported by foodservice operators and the reasons for this vary enormously from price of the product to lack of similar products in the Irish marketplace, etc. An opportunity exists for producers to target import substitution by conducting research with operators and distributors as to which products are being imported and then to match this information with their capabilities to see if import substitution opportunities exist. Not All Channels May Apply: The foodservice sector is made up of nine different channels (e.g. full service restaurants, coffee shops, etc.) and many producers mistakenly assume that all channels offer similar opportunities. However it is more likely that certain channels will suit your product range better than others. Extensive early stage research can be conducted by producers across all channels by talking to chefs and food managers to establish where the greater opportunities exist. Business Strategy: As with the 2009 Directory, a strong recommendation for producers is that a clearly defined strategy exists within the business to grow foodservice sales. This will involve identification of prospects within the sector, understanding which products are most suitable for the foodservice 20
sector and the provision of the necessary resources for your business to service this sector. Key Account Management Skills: Similar to the retail sector, large foodservice distributors and chain operators require a high level of account management. Developing the correct skill sets within your business to manage these accounts and understand the needs of foodservice distributors and operators will be a critical part of account management. Producers failing to manage the needs of the sector could fail to maximise sales within it. Aggressive Sales Growth: The sales process cannot be passive and the foodservice sector is no different to that of the retail sector. The creation of prospect lists to help target foodservice operators and distributors, the training of distributor telesales staff and sales representatives and the canvassing of new accounts in conjunction with distributors sales executives should be all part of the producer s sales strategy. It is critical that producers research relevant operator s businesses in advance and develop an understanding of potential fit for their product. Packaging: Many respondents during the research emphasised the need for producers to have the correct packaging and labelling to suit the needs of individual operators. In some instances, this means creating bulk packs with a large amount of individual products in one outer, while in others it involves single pack servings to facilitate portion control in the kitchen. When considering individual packs and outer packaging it is recommended that producers also take into account that most foodservice operators now have a serious challenge of recycling materials and in some cases foodservice distributors have to remove the packaging once the delivery has been made. Understanding these needs and speaking to relevant industry contacts will help producers provide the most appropriate packaging for their product. 21
Developing a Brand: With increased competition within the foodservice sector and the ever present competition from imports, it is important for Irish producers to develop strong brands for use within the foodservice sector, where appropriate. Whether the brand will be seen by chefs and distributors only, or possibly by foodservice end consumers, it will be vital that producers develop a strong branded presence to ensure stand out in a crowded marketplace. This will also lead to increased recognition and brand loyalty within the trade. Marketing within the Foodservice Sector: Marketing within the foodservice sector is as important as that in the retail sector. Participating in relevant trade shows, contributing articles to foodservice magazines and creating an online presence with a strong foodservice webpage and Facebook profile should all be included in a producer s marketing programme. Foodservice Programmes: Bord Bia has designed a number of foodservice programmes to support producers in terms of the provision of information, developing market entry strategies and business development for the foodservice sector. Producers should leverage this support to allow them to up-skill further within the sector. 22
OPPORTUNITIES FOR IRISH PRODUCERS Introduction The following section set outs specific product examples which were highlighted by foodservice operators as opportunities for Irish suppliers. While some of the products mentioned are already produced in Ireland, they are included because they were not currently being sourced by the operator in question. Opportunity Seasonal locally produced foods Competitively priced chilled Irish meat and poultry products Year round supply of fresh Irish fruit and vegetables New Irish fish products Irish tomatoes Quality local artisan products New Irish cheeses Fresh pizza Ready meals Hot savoury products, tray bakes (both hot and cold) and ambient products such as scones etc. Sandwich fillers Dairy products Products to complement the coffee and juice Source ARAMARK Ireland, Moran & Bewley, Carlton Group, Right Catering Co, Dobbins Outdoor, Catering 365, Doyle Collection Asia Market, Carroll Food Services, Mint Catering, O Callaghan Group, Rezidor Group, Corrib Foods, Cross Distribution, McDonalds, Avoca Handweavers, Sodexo Asia Market, IPS, Total Produce, William Tallon, Avoca Handweavers Atlantis Seafood, Ballycotton Seafood, Carroll Food Services, Fitzers Restaurants, Mint Catering, Moran & Bewleys Hotels, Rezidor, Marriott, Carlton Group Baxter Storey, Keelings, William Tallon, Total Produce BB s Coffee and Muffins (suitable for a savoury/evening menu), Doyle Collection, Kylemore, Kent Transport, Ireland Food, Cross Distribution, Right Catering Co, Doyle Collection, La Rousse Foods, Catering 365 BD Foods, Dobbins Outdoor (particularly artisan), Dunne & Crescenzi, Gleneely Foods (and organic), Dairyland Cuisine, Odaios Boyne Valley, Eirespan Brakes-O Kanes, BWG, Carroll Food Services, Eirespan, Glanbia, Mint Catering, Euro Frozen Foods Butler s Chocolate Cafes, Dairyland Cuisine, Pain Delice, Lynas Foodservice BWG BWG, Rezidor, Glanbia, IPS, Kent Transport, Ireland Food, McDonalds, Avoca Handweavers Capitol Foods 23
offerings e.g. a range of locally produced muffins Competitively priced Irish jams and sauces for foodservice (import substitution opportunity) Value added prepared to cook ingredients Irish breads Irish produced charcuterie Bakery goods e.g. pastries, pies, croissants and snacks Traditional Irish foods Irish prepared chicken products Healthy Irish-sourced products with an emphasis on low salt, fat and sugar content Deli cooked meats e.g. chicken, hams and roast beef Irish produced desserts Quality convenience foods for the food-to-go market Smoked salmon Pasteurised eggs Sour cream Gluten free Products New meat products Chicken products with provenance Cured ham New ideas for fresher, organic and healthier menu options in small volumes Extended shelf life products to re-heat on board aircraft Full breakfast offering Hot drinks Basic yoghurt drinks Soft drinks and mineral water Chilled juices Soups Heat to serve products e.g. quiches, pastries, hot bagels Dublin Food Sales, Subway, Right Catering Co Carlton Group Carroll Foodservices, Insomnia, IPS, Mint Catering, With Taste, Compass Catering Clona West Cork Foods, Hannan Meats, Gleneely Foods, Sheridans Cheesemongers, Cross Distribution, Feast, Right Catering Co, Dobbins Outdoor, Odaios Complete Cuisine, Dairyland Cuisine, Insomnia, McDonalds, Rail Gourmet Complete Cuisine Complete Cuisine, Entertainment Enterprise Group Corporate Catering Services Limited, Premier Dining Crossgar, With Taste, Feast, Right Catering Co Dairyland Cuisine, Feast, Four Star Pizza, Entertainment Enterprise Group, Wagamama, Carlton Group Derrynaflan, Pallas Foods, Signature Bars, Rail Gourmet Dunne & Crescenzi, Odaios Entertainment Enterprise Group, Dairyland Cuisine Entertainment Enterprise Group Esquires, Pain Delice, The Streat Cafes, Dalata Management Services Subway Hannan Meats Fitzers Restaurants, Odaios Gate Gourmet Gate Gourmet Glanbia Rail Gourmet, HMS Host Glanbia Kent Transport, Ireland Food, Compass Catering Glanbia, Wild Orchard, Rail Gourmet, Compass Catering Glanbia, Masterchefs Hospitality, Rail Gourmet Insomnia Insomnia, Signature Bars 24
Sandwiches Asparagus Bouillons and gravies Speciality meats Barbecue products Artisan sausages Terrines and Pates Healthy snacks Preserves and chutneys Handmade crisps Sweet and Savoury Biscuits Salads Ice cream Frozen bakery and patisserie products Frozen potato products Frozen fish Frozen vegetables Dry goods Confectionery Finger Food Coffee Roasters Insomnia, Signature Bars, Rail Gourmet Keeling s, Total Produce, William Tallon Lumley s, Euro Frozen Foods Masterchefs Hospitality, Odaios Masterchefs Hospitality Masterchefs Hospitality Hannan Meats Pain Delice Right Catering Co. Sheridans Cheesemongers Sheridans Cheesemongers Supermac s Supermac s Lynas Catering Suppliers Catering Suppliers Catering Suppliers Delicatessen Meat Supplies McDonalds, Rail Gourmet, Compass Catering Dalata Management Services Insomnia 25
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FOODSERVICE OPERATORS 27
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FOODSERVICE MAP 29
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COMMERCIAL CHANNELS 31
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QUICK SERVICE RESTAURANTS (QSR) 33
Please note that this profile mirrors information included in our 2009 Directory. Abrakebabra / The Bagel Factory / GBK/ O Briens Sandwich Bars / Yo Sushi / Chick King (2009 Profile) 11 Rathgar Road, Rathmines, Dublin 6 Website: www.abrakebabra.com Phone: 01 4967162 Email: info@abrakebabra.net Company Profile Abrakebabra Holdings is an Irish based company which franchises out approximately 110 food outlets in Ireland. Both Abrakebabra and Chick King are franchises developed and owned by Abrakebabra Holdings. The master franchises in Ireland for The Bagel Factory, Gourmet Burger Kitchen (GBK) and Yo Sushi are held by Abrakebabra Holdings. In 2009 Abrakebabra Holdings acquired the O Briens Sandwich Bars business. Abrakebabra Holdings is owned in partnership by entrepreneur Graeme Beere and promoter Denis Desmond. The Abrakebabra franchise has been in existence for 20 years. Its 51 franchise outlets generate sales in excess of 30 million per annum. All outlets are in Ireland. The offering is built around the kebab. The Bagel Factory is a UK franchise and was founded in 1996. There are 40 outlets on the island of Ireland, of which 22 are in Dublin, five are in Northern Ireland, three are in Kildare, and there is one in each of the counties Westmeath, Wicklow, Carlow, Cork, Clare, Galway, Kilkenny, Limerick, Sligo and Waterford. The offering is built around the bagel and the health conscious consumer constitutes the target market. Website is www.bagelfactory.ie The Gourmet Burger Kitchen is a UK franchise founded in 2001. There are currently seven restaurants in Ireland. The offering is built around premium burgers. Website is www.gbkinfo.com. Chick King is a recently launched Irish based quick serve food franchise that specialises in American Southern fried chicken. There are currently five restaurants and it is the aim of Abrakebabra Holdings to increase this number to 50 restaurants across Ireland. There is one restaurant at each of the following locations: Newbridge, Waterford, Limerick, Wicklow, and Dublin. Website is www.chickking.ie Yo Sushi is a UK based franchise specialising in Japanese cuisine. It is famous for a conveyor belt system that transports sushi dishes through its restaurants. There are two outlets in Dublin. Website is www.yosushi.com O Briens strategic focus is on sandwiches and coffee/tea. Menus instore are driven by value which is defined by good quality at a good price. Part of the menu also focuses on big eat items which are 34
Relevant purchasing contact Product mix more substantial sandwiches to satisfy the customer who needs a large meal. As well as selling through their shops, O Briens have recently increased their focus on party and event catering. The catering business offers a wider range of products than the traditional store. Website is www.obriensonline.com Franchise director: David Zebedee Email: dzebedee@abrakebabra.net Phone: 01 496 7162 The Abrakebabra quick service food offering consists of lamb and chicken kebabs, baguettes, burgers, steak sandwiches, chips, wedges, and a selection of hot and cold beverages. The Bagel Factory offering is built around the bagel. There are breakfast bagels, classic bagels, and bagels with warmed fillings. In addition, there is a range of salads, hot and cold drinks, sweet and savoury snacks and fresh fruit. All the bagels are assembled to order. The Gourmet Burger Kitchen is a sit down diner with a menu that includes over 20 burger variants including beef, lamb, chicken, exotic meats and vegetarian options, in addition to salads, chunky potato fries, and a selection of hot and cold drinks, both alcoholic and non alcoholic. All food is cooked to order. Chick King is a diner with an American Southern fried chicken offering. All the chicken is Irish and is breaded in each outlet. The menu includes Southern fried chicken portions, chicken fillet sandwiches and chicken wraps. Side dishes include potato fries, potato mash, beans, coleslaw, gravy and dips. A selection of milkshakes, cold drinks, tea and coffee is available. The Yo Sushi menu is based on sushi with all dishes served on saucer sized plates that travel down a conveyor belt to customers. The menu ranges from raw fish sushi to more broad appeal simpler dishes and includes sushi platters, rolls, nigri, sashimi, maki, hot dishes, and salads. A selection of hot and cold drinks, both alcoholic and non alcoholic is available. Opportunities for Irish food and drink suppliers The food offer in O Briens is largely targeted at the food on the go consumer with a requirement that products are able to be prepared to order quickly for consumers as they wait. The sandwich range offers hot and cold options. Abrakebabra Holdings continue to open new outlets and sees many opportunities for Irish suppliers. The company is proud of its Irish ownership, its commitment to Irish ingredients, and the contribution that it makes to the Irish economy. Across all its food businesses, the company welcomes proposals from suppliers that will enhance its existing offerings. The company is constantly looking for innovations in its menus and presentations from Irish producers are a regular occurrence. 35
In particular, in the Bagel Factory there are opportunities for new bagel fillings e.g. meats and cheeses. The dessert offering can be widened and there are opportunities for the producers of pastries. In Abrakebabra there is an opportunity for additional quality offerings at competitive pricing. The Bagel Factory is open to proposals from Irish manufacturers of bagels. Purchasing policy and supplier requirements O Briens is open to proposals from Irish manufacturers of cheeses and meats. The key elements of the company s purchasing policy are product quality, supplier s service record, supplier s reputation, logistical capabilities, and competitive pricing. The company visits the sites of its suppliers for a factory walk to get a greater understanding of the supplier s business and suppliers are asked to complete a questionnaire before supply commences. For the majority of their food purchases, franchise operators may only purchase from an approved supplier list. The approved supplier list is decided upon by the franchise director, David Zebedee. The franchise director agrees terms with suppliers when compiling the approved supplier list. Some locally available items such as fruit and vegetables are not included in the supplier list. However, the franchise holder would often recommend a supplier to franchisees. New products are reviewed by a team of people which often includes the franchise director, the food hygiene & safety director, the franchise manager, and some of the franchisees. Distribution providers Advice to new suppliers Orders are placed by each individual franchisee, mostly by phone. Frequency of supply is usually twice per week, but it is product dependant. The majority of suppliers provide their own distribution. Allied Foods deliver most of the frozen requirements, some cheese and spreads. Traditional Cheese Company supply cheeses and chilled ingredients. The food outlets of each franchise should be visited to get an understanding of what innovation and benefits a supplier can bring to the operator. Contact should then be made with the franchise director David Zebedee by email to dzebedee@abrakebabera.net or by phone to 01 4967162 and then samples submitted. The company welcomes innovation and is always seeking initiatives to improve its menus and offerings. 36
Eddie Rocket s Address: 7 South Anne Street, Dublin 2 Website: www.eddierockets.ie Phone: 01 679 7340 Email: info@eddierockets.ie Company Profile Eddie Rocket s was established in 1989. There are 40 outlets in total, 38 on the island of Ireland, one in Swansea and one in Grand Canaria. Two of the outlets are company owned and the remaining 38 are franchised. The majority of the outlets are Diners, however the company recently opened two Shake Shops (a new concept where customers choose their own flavours and toppings for milkshakes) in Dundrum Shopping Centre, Dublin and Charlestown Shopping Centre, Finglas. The main activity of Eddie Rocket s is to provide 1950s style diner food to the 16 24 year old youth market and families. Relevant purchasing Operations Director: Ken Brown contacts Phone: 01 679 7340 Email: ken@eddierockets.ie Product mix The food offering is all fresh never frozen (except for ice-cream) breakfast, lunch, dinner and snack fast/casual options throughout the day and evening. All meat is delivered daily and the origin is displayed on the menus. Opportunities for Irish food and drink suppliers All food is cooked from scratch in an open kitchen and serving is via table service. The key areas for growth for Eddie Rocket s are the expansion of the company in the international markets and new concepts along the lines of the Shake Shop. Eddie Rocket s is also expanding its mobile catering service and sub-brands. The company recently launched its own brand of spicy flavour corn and potato snacks Eddie Rocket s American Fries. The company suggests that potential suppliers check the Eddie Rocket s website www.eddierockets.ie for samples of the current menus for both the Diners and Shake Shops, as well as the company s mobile catering service. From this, the company encourages suppliers to come up with innovative new ideas for the menus or new sub-brands. The company is constantly looking to innovate and is open to any new ideas from Irish suppliers. Purchasing policy and supplier requirements Eddie Rocket s has a strong preference to source Irish product across the board. The company s purchasing policy is in the following order: quality, price and sufficient volume. There are regular visits and audits between the Head Office and suppliers. Any audits are not charged for. 37
All fresh foods are delivered daily to each outlet, all frozen goods such as ice-cream are delivered three times per week. The Operations Director and New Business Development Department influence purchasing decisions. Distribution providers Advice to new suppliers Other information The Operations Director agrees the terms and the Diners, Shake Shops and mobile catering services place the orders. Allied Foods is the main distributor for the majority of Eddie Rocket s food supplies. New suppliers should send an introductory email to the Operations Director. Eddie Rocket s has a large volume requirement for any supplies to the company. There is room for brands in the company and all branded products have their logos put alongside the menu item both on the menus and on the website. 38
Four Star Pizza Address: Suite 30, 3 rd Floor, The Mall, Beacon Court, Sandyford, Dublin 18 Website: www.fourstarpizza.ie Phone: 01 293 6494 Email: info@fourstarpizza.ie Company Profile Four Star Pizza is a wholly owned Irish company, which operates both company owned and franchise stores throughout Ireland. There are currently 40 outlets in Ireland, 34 in the Republic of Ireland and six in Northern Ireland. The main activity of the group is take away and home delivery pizzas. The home delivery side of the business is currently an estimated 70% - 80% of the business. The majority of customers are in the 16-35 year old age bracket covering all demographics. Relevant contacts Product mix In November 2010 an interim examiner was appointed to the Four Star Pizza chain. Anthaun Xavier, majority shareholder in the business, confirmed that it would be business as usual during the examinership process. Purchasing Manager: Philip Young Email: info@fourstarpizza.ie Phone: 01 293 6494 / 087 689 1681 The food offering is mainly pizzas, with side dishes, ice cream and drinks. The eating occasions that are catered for are lunches, dinners and snacks. Opportunities for Irish food and drink suppliers The meat used for the pizzas and side dishes is bought in prepared to cook. The key areas of growth for the company are the introduction of different pizza combinations and side orders. The company is working with current suppliers to expand the range of different pizza ingredients. Any new product offerings for the sides menu must be pre-prepared to cook or re-heat in a conveyor belt styled pizza oven. This is the only method the restaurants have for cooking or re-heating (no micro waves or conventional ovens). The company prefers to source all products from Irish suppliers, but is open to other sources. There is room for brands in the operation if they fit in with their own brand and menu. Haagen Daaz currently supply ice cream, but the 39
company is currently expanding the dessert options. The drinks are all Coca-Cola brands. There is growth in the 'heat and serve' market for pizza toppings. Purchasing policy and supplier requirements Most of the meats are bought in frozen, although 30% is fresh. The principal driving force of the company s purchasing policy is currently price, but they will not sacrifice quality for lower prices. Keener prices are available now amongst suppliers. HACCP is a minimum requirement for all suppliers. Purchasing is centralised through the Purchasing Manager and Allied Foods (see below). Distribution providers Advice to new suppliers The Purchasing Manager agrees the terms with suppliers and the stores order from Allied Foods and a local vegetable distributor. Allied Foods is informed of the terms agreed with each supplier. Allied Foods is Four Star Pizza s main distributor, except for vegetables which are sourced locally from a vegetable wholesaler. New suppliers should contact the Purchasing Manager in the first instance and arrange for delivery of samples. Samples will be tested in stores by the chefs and, if of interest, the Purchasing Manager will agree terms with the supplier, who will then be put in touch with Allied Foods. Any new supplier must factor in Allied Food s distribution cost when calculating the pricing. Please note that all menu items must be re-heatable in a conveyer belt pizza oven. Additional Information Before any approach is made to Four Star Pizza, research the menu thoroughly and the market for pizza takeaway and delivery products to ensure suitability. Credit terms are 30 days. The company has both chilled and frozen storage facilities. 40
McDonald s Address: McDonald s Restaurants of Ireland, 7 Richview Office Park, Clonskeagh, Dublin 14 Website: www.mcdonalds.ie Phone: 01 208 0020 Email: info@ie.mcd.com Company Profile McDonald s opened its first restaurant in Ireland in 1977 and now has 77 restaurants around the country, serving over 150,000 customers every day. Relevant purchasing contacts Product mix The company continues to expand the number of outlets it has and is continuously investing in both store openings and a refurbishment programme. Head of Supply Chain: Clare Sheridan Email: clare.sheridan@ie.mcd.com Phone: 01 208 0020 (email is the preferred method of contact). McDonald s is well known to most consumers and concentrates on categories such as burgers, nuggets, salads, breakfasts, beverages, desserts and fries with an expanded offer in the restaurants where a McCafé is present. In 2010 a range of wraps was launched in June with great success. Opportunities for Irish food and drink suppliers The McCafé range consists of cakes, pastries, beverages and hot and cold sandwiches. Some of the categories within McDonald s are controlled by the Irish buying office, while others are controlled from a centralised European purchasing system. Examples of core items would be all the ingredients for the Big Mac, beverages, chicken nuggets, etc. The items within direct control of the Irish office are dairy, confectionery, baked goods, some produce and some beverages. McDonald s also exports beef from Irish farms to mainland Europe, with one in five burgers sold via McDonald s Europe of Irish origin. (Valued at circa 80 million per annum). The Irish office of McDonald s is very open to being approached by Irish producers who have new ideas. However, producers should only make this approach if their idea is well thought out and if they have conducted extensive research on the McDonald s business in Ireland. Producers are also expected to have thought through the overall concept, as opposed to just arriving with an ingredient and not understanding its potential use or fit. The Irish office reviews certain categories on a rotating basis over time. It is possible for an individual McDonald s operation in a particular country to launch a product for that country. It will be introduced as a promotional offer and will have its sales monitored to determine if it remains as part of the menu on an ongoing basis. 41