MOD Pizza UK in administration
The future of MOD Pizza UK, which is backed by Sir Charles Dunstone, has been thrown into doubt, after the company behind the business was placed into administration. Propel understands insolvency firm Campbell Crossley & Davis is handling the administration process for MOD Pizza UK.
It is thought the nine-strong pizza concept was placed into administration earlier this month, and circa 250 members of staff have also been made redundant. Dunstone’s Freston Ventures vehicle declined to comment. The group’s nine sites have been closed since March, with no indication as yet of when they will reopen. It has already exited its site in Borehamwood, while its site near Leicester Square was placed on the market last year. Propel revealed earlier this year, Dunstone, the backer of Five Guys UK, had taken full control of MOD Pizza in the UK.
The brand launched in the UK in Leeds in 2016 as a joint venture between Freston Ventures and MOD’s founders Scott and Ally Svenson. The Svensons were leaving the UK business to concentrate on the continued growth of the brand in the US and Canada. A MOD Pizza spokesman told Propel at the time: “As the fastest-growing restaurant chain in America for the past four years, MOD has expanded significantly to 473 locations, system-wide, across the US, UK and Canada. For our next stage of growth, we plan to concentrate our efforts in North America to focus our resources on the most significant opportunities. Therefore, effective immediately, we will be transitioning full operational control of the ten MOD locations in the UK to our local partner, Freston Ventures. As we continue to write the story of MOD as a pioneer in fast casual pizza sector and a leader in using business as a force for good, we are excited for the road ahead and to impact the communities we serve by spreading ‘MODness’.”
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Welcome Break has seen a sharp recovery through the summer thanks to government stimulus, increased traffic volumes and staycations, its owner Applegreen has stated. Chief executive Bob Etchingham said: “The first half of 2020 has been an unprecedented period due to the covid-19 pandemic and I am immensely proud of the tremendous efforts of our people in supporting our customers and local communities throughout this challenging period. Applegreen carried good momentum from last year and traded strongly for the first ten weeks of the year, however, we saw a sudden and significant impact on the business from mid-March, particularly in our motorway service areas. This was most pronounced in April and May, but volumes recovered well by the end of the second quarter. To help mitigate some of this impact, the group took swift and decisive action in managing our cost base and tailoring our retail offer for changing consumer needs. Encouragingly, this recovery has continued over the summer months with the further lifting of restrictions, government stimulus packages and the staycation trend, all of which has improved traffic volumes. This performance further demonstrates the resilience of our business model and of our sector. We have learnt a lot during this crisis and are confident that we will emerge as a stronger organisation that is well positioned to benefit from future opportunities across all of our markets.” Group revenue was €1.1bn in the six months to 30 June, reflecting a sales reduction of 26.6% from the impact of covid-19 lockdown restrictions (H1 2019: €1.5bn). Group adjusted Ebitda was €25.3m (H1 2019: €58.9m). Image: Paul Wishart / Shutterstock.com
Oakman Inns, which manages 28 pubs and restaurants across the Midlands and Home Counties, secured £2.75m as part of the Coronavirus Business Interruption Loan Scheme (CBILS) during lockdown. The company secured the additional finance from Santander UK. Oakman’s chief investment officer Steven Kenee (pictured) said: “While the enforced closure was incredibly tough for all our team, we are delighted to have secured the funding from Santander. When combined with the ongoing support from our shareholders, the recent government initiatives and an excellent start to trade, it has put the business in a very strong position from which to both weather any future shocks and, importantly, to continue to grow. I would like to thank both Paul Ray at Browne Jacobson and Paul O’Reilly at Santander for their collaborative approach during the closure period.” Paul O’Reilly, portfolio management at Santander UK, said: “The hospitality sector, more than most, has felt the damaging economic effects of covid-19. We are delighted to support Oakman Inns & Restaurants with this much-needed cash flow facility to ensure the business remains on a strong financial footing and can continue to grow.”
PizzaExpress has relaunched its site in London’s Bankside following an extensive refurbishment, under its new-look design. The site becomes the brand’s second to include a dedicated cocktail and espresso bar, after the group’s restaurant in Langham Place, Oxford Circus. The Zoe Bowley-led company said the renovation took five months to complete and is the latest in several new-look restaurants opening across London for the business, alongside The Strand and Abbey Road. The open kitchen now takes centre stage at the heart of the Bankside restaurant, which originally opened in 2003, with a choice of different dining experiences offering across two floors and a terrace for up to 167 diners. In addition, a dedicated bar and lounge area has been developed to offer an alternative space for occasions outside of mealtime. Bowley, managing director at PizzaExpress, said: “The refurbishment of our Bankside pizzeria is one of our biggest yet, and we’re absolutely thrilled with the final look. With such a great destination on our doorstep, our design team has maximised the space so that we can best serve customers whether they’re visiting to enjoy their menu favourites, or a more relaxed visit for a drink with a friend. Feedback from customers and the team has been wonderful so far, so we’re looking forward to welcoming more customers back.”
Island Poké, the London-based, White Rabbit Fund-backed business, has teamed up with Little Yellow Door to launch a dark kitchen from its site in Notting Hill. The James Porter-founded business offers click and collect and delivery on Wednesdays to Sundays out of the site in All Saints Road. It is the second dark kitchen site for Island Poké, which currently has seven of its eight stand-alone sites back open. It also operates a dark kitchen site with Jacuna in Battersea. The company also plans to further expand its delivery reach across London, with other dark kitchens in more residential areas such as Camden, which is thought to be in the pipeline.
The like-for-like sales benefit from Eat Out To Help Out and the VAT cut on food and non-alcoholic drinks.
The company stated: “Excluding these positive impacts, like-for-like sales have been positive over the nine weeks from 13 July to 13 September. The company has opened two new sites – and plans to open four more by the end of the current financial year.”
Chief executive Nick Collins (pictured) said: “I am delighted with the strength of our performance since reopening, which highlights how strategically well-positioned we are in both Lounge and Cosy Club. Our like-for-like sales increase of 30% over the past ten weeks includes the remarkable four weeks of the Eat Out To Help Out scheme and the government’s support for our sector continues to be much appreciated. More importantly, however, having fully reopened, our underlying sales are in growth even without this support.
“We have focused on providing amazing hospitality, while reassuring our teams and customers the Lounges and Cosy Clubs are a safe environment, and our customers have been quick to return. During lock-down we were confident the flexibility of our all-day offer, our suburban and market-town locations and our focus on hospitality and community would ensure we emerged strongly. I believe these results have confirmed that to be the case. Clearly we don’t know what is around the corner.
“We anticipate further interruption to trade on either a local or regional basis in the short-term and have the balance sheet and liquidity to withstand significant further covid impacts. Covid has, however, strengthened our belief in the potential scale of both brands in the longer-term and the behavioural shifts being witnessed further underline this. In the second half of the year we will cautiously restart the roll-out and we are excited about the property opportunities available to us and getting back to opening 25 sites a year in due course. I would like to thank our team across the UK for their extraordinary contribution over the last six months. It has been an immensely challenging period and their determination and hard-work have allowed us to not just get through it, but to emerge a better business.”
Chairman Alex Reilley added: “At the turn of the calendar year I imagined my inaugural Loungers plc chairman’s statement would be a relatively straightforward affair. While we are reporting on FY20, the reality is we are providing more detailed commentary on the final weeks of FY20 and the subsequent months of the current financial year, in regard to how the business has dealt with the monumental challenge of covid-19 in particular. Consequently, and for good reason, my statement is a lengthy one. Having successfully listed the business in April 2019, I think it’s fair to say we always expected FY20 would be a challenging year as the business adjusted to life as a plc. Little did we know that a far greater challenge lay ahead and, that by the end of the financial year, we’d have a business that was generating no revenue and we’d have no certainty as to when we would be permitted to reopen.
“There are many aspects of the events of the past few months that will live with us for many years to come. The business has faced enormous challenges and I am extremely proud of the roles the board, the executive/senior management team and the operations team have played in dealing with these challenges head-on and making the right calls at the right time. Putting the impact of covid aside, it was a historic year for Loungers and, as a co-founder of the business, I am extremely proud Loungers is a plc. I am also thrilled we currently have 480 employees who are now shareholders in the company and very much look forward to being able to see the success of Loungers shared with an ever-increasing number of our people in future.
“The business continued to trade very strongly right up until the week before lock-down and we remained on track to meet the objectives we had set out at the time of the initial public offering. We continued to deliver sector-leading like-for-like sales and were expanding at a rate of 25 new sites a year. Pleasingly, we opened some particularly profitable sites over the course of the financial year with FY20 new openings looking like an especially strong vintage. We continued to evolve our offer in both brands, making a number of improvements to our food menus and undertaking a significant and exciting overhaul of our drinks offering. We also continued to see margin improvement as we increasingly reaped the benefits of greater scale.
“Ultimately FY20 saw an 8.8% increase in net turnover to £166.5m (FY19: £153.0m) and, while it is pleasing to register another year of year-on-year growth, covid-19 clearly stopped us in our tracks in March, five weeks prior to our year end. Having successfully listed the business against a challenging backdrop in April 2019 (as Brexit negotiations to-ed and fro-ed), the executive team immediately set about executing and delivering the plan.
“We genuinely believe the Loungers team is operationally one of the finest in the sector. Under Nick Collins’ collaborative and steadfast leadership, everyone has responded to the monumental challenge brought about by covid-19, clearly demonstrating the talent and tenacity we have within our ranks. I’d like to thank our teams at every level but would like to reserve special praise for the immense effort put in by the small group of head office staff who worked tirelessly throughout lock-down, often in very difficult circumstances, to ensure the business was in the very best possible position to rise to the challenges of the past few months. I am also delighted at how well the relationship between the executive team and non-executive directors has developed and I’d like to thank the non-executive directors for their guidance and contribution over the past 16 months in bringing challenge, wisdom and experience to the Loungers’ table. When assembling the plc board, the executive team were keen to ensure board meetings retained the same level of intensity and challenge we’d been accustomed to under private equity partnership and I am delighted we have achieved this as a public company.
“I would also like to take this opportunity to thank the non-executive directors for their dedication and commitment to the business during the period of closure resulting from covid-19. Having temporarily closed the entire business and secure in the knowledge that the livelihoods of our workforce would be protected through the Coronavirus Job Retention Scheme, the executive team worked closely with the board to set about ensuring the business had sufficient liquidity to survive a prolonged period of full closure, well beyond 2020 should that be required. We agreed an additional £15m revolving credit facility with our existing lenders and raised a further £8.1m through the issue of equity. We were grateful and extremely encouraged by the support from our shareholders, which not only ensured the placing was successful but was ultimately oversubscribed.
“With the liquidity of the business secured, the executive/senior management team set about tackling a number of significant challenges. The key areas of focus were on culture and communication, rent negotiations and the reopening of 27 sites during lock-down for takeout. We also started planning the reopening of the business and considered what changes we would need to make to menu, service style and site layouts. This was a significant piece of work and required the team to be very entrepreneurial and at times fleet of foot – our ‘at-seat’ ordering capability being an excellent example of something that has been an undeniable game- changer for the business and was developed and implemented in just four weeks. With regards to social distancing, we adopted a positive mindset and approached what we needed to do with a mentality that we had decided to make the changes ourselves and not because we had been forced to.
“I genuinely believe the team could not have done a more sterling job and I believe the decisions and changes we made, and subsequently implemented, ensured the business was very much on the front foot when we were permitted to reopen. I am also of the view the unprecedented challenges of lock-down resulted in an acceleration of changes in the business that had been more mid to long-term objectives. As a result, we face the future in a much stronger, and better equipped, position.
“Over a seven-week period from early June, I made a conscious effort to visit 103 of our sites personally, with our logistics team who were busy removing furniture to go into storage and delivering our bespoke social distancing partitions. This gave me an opportunity to spend time with our operators, to catch up with some of our teams as they returned to work ahead of reopening and to oversee the implementation of our plan to ensure our sites felt safe and reassuring but, critically, they still retained our unique look and feel and very much felt like a Lounge or Cosy Club. It was a gruelling but hugely rewarding few weeks that left me feeling very positively charged at how our operators and teams felt about the way we had looked after them during lock-down and about how excited they were to welcome back their customers. I was also hugely encouraged at how good, and normal, our sites looked – while adhering to covid-19 social distancing requirements, which I genuinely believe has been a major reason as to why we have reopened so strongly.
“It was also really encouraging to see how busy the vast majority of the high streets and locations we operate from were ahead of us reopening and I felt cautiously optimistic we would trade significantly better than we have anticipated. Consequently, I wasn’t surprised that within a week of our initial phase of reopening we opted to accelerate the reopening process, which resulted in all 165 sites being reopen by 7 August. Our approach to reopening has had a number of benefits.
“Most notably, we have learnt and adapted to trading in a covid-compliant environment, which has enabled us to improve the overall customer experience. We also fully benefitted from the Eat Out To Help Out initiative, which has resulted in record sales for the business during the month of August. We are delighted to have 90% of our team back from furlough and doing what they do best.
“We are clearly still in unprecedented times and the coming weeks and months are almost certainly going to be uncertain at best and possibly challenging. That said I think we have every reason to be optimistic and excited for the future. Trading since we reopened has been remarkable and, while we have clearly benefited enormously from the government’s Eat Out To Help Out scheme, to date trading outside of the Eat Out To Help Out days has been – and continues to be – very encouraging.
“Having reopened has given us significant competitive advantage over those businesses that have been slower to do so. With the undeniable change underway in the way people live, and more specifically work, we believe we are extremely well-placed to benefit. The suburban and small town locations of the vast majority of our Lounge estate have remained strong and our large, airy Cosy Club venues – coupled with an offer that is sufficiently differentiated from our competitors – mean both brands are in a strong position to prosper. Our lack of exposure to central London and travel hubs has meant the strength of performance across the business is both sustainable and consistent. This, together with a reduction in the number of food and drink operators, positions Loungers well to benefit from a significant contraction in supply. Following reopening, we are sufficiently confident and excited to be resuming our roll-out – albeit we will do so cautiously and it will take some months for us to get back up to a run-rate of 25 sites a year. However, we have some high quality sites within our current pipeline and will be able to benefit from some exciting opportunities against a backdrop of an extremely soft property market.
“Our opportunity remains exciting as we have barely reached 30% of the potential scale in the UK of both brands and, in the case of Lounge, our stated target of 400 sites feels increasingly conservative. Our team has the drive, determination, and talent to deliver our long-term objectives but, importantly, working through the challenges of lock-down has further enhanced the entrepreneurial flame inherent within the business. I genuinely believe this could be ‘our time’ and the burning ambition within Loungers has never been stronger.”
Joel Wilkinson and Adelaide Winter, founder of the Manchester-based Trof Group, which became Mission Mars, are to launch a new concept in the city.
Called Swan Street Firehouse, the new venue will open on the former Pull Up site in the city’s Swan Street.
Mission Mars was launched in 2015 with a portfolio of already-popular sites built up by Wilkinson and Winter, including Trof, Gorilla and The Deaf Institute.
Revolution Vodka Bar founders Roy Ellis and Neil Macleod acquired a 50% stake in Trof with a view to opening the “best entertainment venues and bars in the world” under then new vehicle Mission Mars.
The Deaf Institute in Grosvenor Street and Gorilla in Whitworth Street were closed earlier this year in the wake of the pandemic.
In July, terms were agreed for Aaron Mellor’s led Tokyo Industries to acquire both venues.
He made an “open offer” to work with the prime minister on a scheme to target sector-specific support, which would include input from trade unions and businesses.
The furlough initiative, also known as the Coronavirus Job Retention Scheme, has paved the way for almost 10 million workers to claim 80% of their wages (capped at £2,500) since March but is set to end on 31 October.
Sir Keir’s speech was held via a video call at this year’s Trades Union Congress annual conference.
He said: “We all know the furlough scheme can’t go on as it is forever, but the truth is the virus is still with us and infections are increasing. It just isn’t possible to get back to work or reopen businesses. It isn’t a choice. It’s the cold reality of this crisis. So it makes no sense at all for the government to pull support away now in one fell swoop.”
Chancellor Rishi Sunak has said he will be “creative” in helping unemployed people find work but that keeping people out of work indefinitely is not the answer. However, employment minister Mims Davies hinted there could be a more targeted approach when Sunak unveils his Budget later in the year for “sectors that take longer to come back”.
Sir Keir wants to a team effort to create “new targeted support that can replace the job retention scheme and develop those sectors where it is most needed”, which includes hospitality, retail and aviation.
He hailed trade unions as “unsung heroes”, and added: “Without you, there would have been no furlough scheme, no life raft for seven million people.” Trade Union Congress leader Frances O’Grady warned: “If the government doesn’t act, we face a tsunami of job losses.”
Nationwide footfall continued to grow in the first two weeks of September following the August bank holiday and the conclusion of the Eat Out To Help Out scheme, according to the latest data from Wi-Fi solutions provider Wireless Social.
Footfall on Sunday, 13 September, and Sunday 6, September – at 38% and 37% below pre-lock-down levels respectively – was 5% lower than Sunday, 30 August, but this was likely due to the warm weather seen over the bank holiday weekend, Wireless Social said.
In London, footfall on Saturday, 12 September, and Saturday, 5 September, was tracking at 40% below pre-lock-down levels, which was an increase of 3% compared with Saturday, 29 August.
The figures showed much of this increased traffic is being driven by the London “village” areas, such as Richmond, Wimbledon and Hampstead, where footfall on Saturday, 5 September, was much higher – at 25% below pre-lock-down levels, compared with the West End (minus 56%), the City (minus 62%) and Canary Wharf (minus 68%).
But some cities have seen a drop, with Liverpool down 19% on Saturday, 12 September, from the bank holiday weekend, as was Edinburgh.
Wireless Social chief executive Julian Ross said: “It’s really encouraging that overall footfall is continuing to climb, and people have been gaining confidence in returning to support their favourite bars and restaurants. However, with the recent government announcements around social restrictions, it may have an impact on that level of trust and comfort and we are already seeing a decline in some cities.”
Wireless Social is a Propel BeatTheVirus campaign member
JD Wetherspoon is set to start work on two new pubs in the coming weeks.
It will spend a combined £6.6m on the sites in Northallerton (population circa 17,000) and Headingley (population circa 20,500).
Development work on the Northallerton site, in North Yorkshire, is to begin on Monday, 28 September, with an expected opening date in March 2021.
The Headingley site in Leeds, West Yorkshire, is expected to open in April next year with work beginning on 5 October, and more than 125 jobs will be created at the pubs.
Wetherspoon chief executive John Hutson said: “We are delighted that development work is due to begin soon. We believe both pubs will be assets to their respective areas and hopefully act as a catalyst for further investment. We are confident that both pubs will appeal to a wide range of people.”
Wetherspoon is also developing Keavan’s Port – a pub and 89-bedroom hotel in the centre of Dublin. The development will cost €21m and is set to open “in the near future”.
with a stretch goal of £50m – and is 14% of the way there with 140 days remaining. The prospectus states every penny raised will be committed to sustainability projects including direct wind power, carbon dioxide recovery, electric vehicle fleets and converting waste into energy. It also revealed how covid-19 had taken its toll against budget predictions and created an overall net loss of £8,151,071 in H1. The latest round of Equity for Punks will result in the issuing of 298,210 B shares. Shares will cost £25.15 each and be issued in blocks of two, with the minimum investment of two shares for £50.30. Any funds raised above its initial target will support a wider set of projects from a £10m investment into solar panels at its breweries across the globe; a £12.5m brewery to be built in France, the brewer’s biggest export market in order to reduce its carbon footprint when selling beer in the region; to a brewery in Asia to more efficiently service growth markets in China, Japan and India by reducing the environmental impact. BrewDog co-founder James Watt (pictured) said: “In 2009, we launched Equity for Punks, and pioneered a new kind of business model. Equity for Punks Tomorrow is the next evolution of this, uniting investors across the globe to make a change today to ensure we have a planet to brew beer on tomorrow. We believe in action not promises, change is not happening fast enough, it’s time to set a new standard for sustainability, and invest in a future we’re proud of.” BrewDog also agreed a deal with Bruton Capital within the past week to open ten bars in Germany.
The next Propel Multi Club Conference, taking place on Thursday, 8 October, will take the form of a day-long digital live webinar and will focus on the opportunity offered to operators by delivery. The event, which starts at 10am, is free for operators, who can claim two places by emailing email@example.com. Speakers include NPD Group foodservice director Dominic Allport talking about the growth of the delivery market, the key trends that are developing and where the sector goes from here. Elton Gray, commercial and operations director at Creams, will discuss the challenges and considerations of delivery working within a franchised business model. Thom Elliot, co-founder of Pizza Pilgrims, will discuss the evolution of the concept’s delivery strategy, plus the development and success of its pizza at home offer. Alasdair Murdoch, chief executive of Burger King UK, will talk to Propel insights editor Mark Wingett about being an early adopter of delivery during his time at Gourmet Burger Kitchen, the challenges and opportunities, and how delivery is working for Burger King. Just Eat managing director UK Andrew Kenny will discuss the key trends Just Eat is currently seeing; the key things it has learned since setting up its delivery operation; and how it is using data and insights to help operators improve the delivery experience. AlixPartners director Steve Braude will talk about the delivery market across the Pond and the differences with our own here. Susan Martindale, group HR director at Mitchells & Butlers, will look at building a delivery strategy for pubs, the company’s use of virtual brands and a possible move into dark kitchens. Andre Johnstone, the former Wagamama executive and founder of Delivery Insider, will give his views on how business can navigate through the confusing world of food delivery, from menu set-up to aggregator management. Richard Morris, chief executive of Tortilla, will explain how delivery has forced an evolution of the business for the better. Deliveroo’s director of national accounts Matt Ring will talk to Mark Wingett about how the business continues to innovate, its use of data to create virtual brands and the challenges it faces to stay ahead in terms of growing its consumer base. There will also be a panel session involving JP Then, founder of Crosstown Doughnuts; and Johnnie Tate, founder of Yard Sale Pizza on launching, operating and growing in a delivery-focused world.
We have teamed up with Propel Multi Club conference series partners to offer the sector their expertise. Partners will offer more general advice and highlight some of the initiatives they are doing.
Companies supporting the BeatTheVirus campaign include Airship, Bums on Seats, CACI, Christie & Co, COREcruitment, CPL Learning, Cynergy Bank, Elliotts, Hastee, haysmacintyre, John Gaunt & Partners, KAM Media, Prestige Purchasing, S4labour, Startle, Ten Kites, The NPD Group, Toggle, Trail, Venners, Wireless Social, Yapster and sector trade body UKHospitality.
Propel managing director Paul Charity said: “It is amazing to see how the industry has come together during this crisis and here at Propel we want to do our bit. This is why we are working with Multi Club partners to offer expert support and advice to our readers and to answer their questions at what is a tough time for everyone.”
Readers can email questions for our experts to firstname.lastname@example.org. Please use BeatTheVirus in the subject line.
He said: “We are awaiting further information from the government but for those of you that need to pay your teams now, this is how we are treating furlough pay. In the absence of any advice we’re treating this as a normal pay element. It therefore attracts National Insurance payments, pension payments and is subject to holiday accrual.
“If the government changes any element regarding this, we plan to make adjustments in the next pay run to reflect those changes. The government is creating a portal for employers to claim back the furlough pay and aims to have this up and running by the end of April – presumably in time for April’s pay run.
“This will mean organisations need to fund any payments up to this point out of current cash reserves, which will undoubtedly take its toll on some operators. The intention is that organisations use the additional support available to bridge these payments. We will update this advice as we receive more information.”
Hartley said S4labour had also drafted a key worker letter. He added: “Our payroll team has moved to remote working and is working tirelessly to ensure we accurately process the pay for so many of our customers in these difficult times and with the additional pressure of furlough adjustments.
“We are, therefore, grateful the government has afforded them key worker status. As such, we have drafted a key worker letter they can pass on to relevant parties. For a copy of this letter, email Sam@s4labour.co.uk
S4labour is a Propel BeatTheVirus campaign member
Readers can email questions for our experts to email@example.com. Please use BeatTheVirus in the subject line.
Propel has launched The Delivery Conference, which is open for bookings. The ground-breaking event, which takes place at One Moorgate Place, London, on Wednesday, 30 September, will cover all aspects of this fast-growing sector, offering expertise, ideas and insights.
NPD Group foodservice director Dominic Allport will talk about the delivery market’s growth, key developing trends and where the sector goes from here. KAM Media managing director Katy Moses will reveal consumer perceptions of the market and how they use and interact with delivery operators.
Robin Himmels, of Eatclever, will explain how the company has become one of the leading virtual delivery brand operators in Europe and how he sees this part of the market developing. Alasdair Murdoch, chief executive of Burger King UK, will talk to Mark Wingett about early adoption of delivery during his time at Gourmet Burger Kitchen, challenges and opportunities, and how delivery is working for Burger King.
Just Eat UK head of strategic accounts Amy Heather, who leads the company’s relationships with QSR, casual dining and mid-market operators, will discuss major trends Just Eat is seeing, key things it has learned, and how it is using data and insights to help operators improve the delivery experience.
AlixPartners US director Eric Dzwonczyk and UK counterpart Steve Braude will talk about the US delivery market and how it differs with our own. Susan Martindale, group HR director at Mitchells & Butlers, will look at building a delivery strategy for pubs, the company’s use of virtual brands and a possible move into dark kitchens.
Richard Morris, chief executive of Tortilla, will reveal how delivery has forced an evolution of his business for the better. Wagamama’s Andre Johnstone will reveal how the brand has incorporated delivery and click and collect into its model and how it strikes a balance between in-store and digital sales. Deliveroo director of national accounts Matt Ring will talk to Mark Wingett about how the business continues to innovate, its use of data to create virtual brands and the challenges it faces to stay ahead.
Meanwhile, a panel featuring Macro Foods founder Kirsty-Lee Griffiths, Crosstown Doughnuts’ JP Then, Yard Sale Pizza founder Johnnie Tate, and Bababoom founder Eve Bugler will discuss launching, operating and growing in a delivery-focused world.
Propel managing director Paul Charity said: “Given delivery is one of the fastest-growing channels in the sector – and as its importance continues to rise – we are delighted to present this ground-breaking conference, which will allow operators to make the most of the opportunity delivery offers.”
Tickets to the event cost £295 for Propel Premium members, £345 for operators and £395 for suppliers. Email firstname.lastname@example.org
More than 300 readers have now signed up to Propel Premium – while those joining the new-look Propel Premium Club can save money by receiving a pair of free tickets to one of four conferences in 2020.
Propel Premium subscribers also receive their morning newsletter 11 hours early, at 7pm the evening before our 6am send-out, discounts to attend Propel conferences and events, and regular columns from insights editor Mark Wingett. Subscribers also receive access to our database of multi-site companies, which has grown to 1,500 businesses.
Meanwhile, subscribers to the new-look Propel Premium Club will be able to choose to use a pair of free tickets to one of the following conferences – The Delivery Conference (Tuesday, 21 April), The Finance and Investment Conference (Thursday, 14 May), The Casual Dining Summit (Monday, 12 October) or The New Concept Conference (Monday, 19 October). The normal cost of two tickets to these events is £490 plus VAT for operators and £690 plus VAT for suppliers.
An annual premium subscription costs £395 plus VAT for operators and £495 plus VAT for suppliers. Email email@example.com
Operators can map their marketing strategy for 2020 through a video collection that features all sessions from the Social Media for Profit Masterclass. The videos reveal how to build sales and brands using social media and are taken from the social media boot camp hosted by Mark McCulloch (pictured), who has more than 20 years’ brand, marketing, digital and social media experience that includes senior positions at Pret A Manger and YO!
McCulloch reveals the hot trends and tips for 2020 and what social media strategists should focus on including channels, content and untapped areas you may be neglecting. He also reveals how businesses can grow their reach by creating a personal brand and using their most senior people to make that brand more human, relevant and accessible.
McCulloch is joined in the video series by Alison Battisby, founder and director of social media consultancy Avocado Social, who has ten years of social media experience and is a Facebook-accredited trainer. She reveals the best way to use Instagram to drive bookings and the do’s and don’ts of working with influencers. She also reveals how to ensure your social media adverts are working successfully.
Meanwhile, Move Digital founder and managing director Geraint John reveals why voice activation is so important, what it can do for your business, where to start and how to build your voice strategy before you launch a new way to reach your customers that will leave your competitors behind. The full video collection is £295 plus VAT.
To order, call Anne Steele on 01444 817691 or email firstname.lastname@example.org
- A pair of free tickets to an event of your choice
- Regular exclusive videos
- Access to the Propel database of 1,600 multi-site companies, updated twice a year
- Read Propel insight editor Mark Wingett’s weekly analysis column and City
- Diary Discounts to attend other events
- Plus insight from leading sector commentators from the UK and internationally
Propel coronavirus crisis interviews
Kate Nicholls, chief executive of UKHospitality, interviewed by Mark Wingett
CLICK HERE to view
The Propel Insights Series:
Lease Restructuring Webinar
Hosted by Mark Wingett
CLICK HERE to view
The Supplier Perspective
Prask Sutton, founder and chief executive of Wi5, interviewed by Mark Wingett
CLICK HERE to view