Category: Food

Retail News Asia is committed to providing both local and global retailers with the latest Food and Food & Beverage news throughout the Asian market. This on a daily base.

  • Domino’s long time CIO left the Company

    Domino’s long time CIO left the Company

    Domino’s Pizza’s CIO Wayne McMahon has left the business after more than seven years, moving on to become chief digital and technology officer at Hungry Jacks owner Competitive Foods Australia.

    Don Meij, Domino’s CEO, said McMahon had been instrumental in laying the foundations for some of the company’s biggest platforms.

    “Under Wayne’s leadership, Domino’s has grown from strength to strength delivering some of the world’s best information technology solutions,” said Meij.

    “We have been a true disruptor in this space and the focus on technology over the past seven years, under Wayne’s leadership, has been critical in achieving this.”

    McMahon will be replaced by Terry Powell, who previously led the technology division for Suncorp’s insurance business.

    “In the role of Domino’s Group CIO, [Powell] will work with the Company’s Group Chief Digital and Technology Officer, Michael Gillespie as well as the the global teams to ensure appropriate technologies are employed across the Company’s global network to bring efficiencies and new ways to engage the company’s customers,” reads a statement by Dominos.

    In this role at Suncorp, Powell had a strong track record of delivering complex IT programs including simplifying core systems and insurance applications, successful transition to cloud computing, significantly reducing critical incidents, and as Executive General Manager Security improving the company’s security resilience.

  • Why workers may be worse off after action against Foodora

    Why workers may be worse off after action against Foodora

    The way “gig workers” are paid and protected might be about to change, as a result of legal proceedings brought by the Fair Work Ombudsman. The Ombudsman alleges that food-delivery platform Foodora underpaid three workers by A$1620.74, plus superannuation, in a four-week period.

    The Ombudsman argues that while Foodora engaged these workers as independent contractors, they were in reality employees. If the action succeeds, it could be positive for the underpaid workers, but it could also drive down working conditions.

    The food-delivery platforms have stated they would be willing to give their workers more benefits, such as training. But not at the cost of workers being classified as employees. If the Ombudsman’s case succeeds, it could cause gig platforms to offer fewer protections in order to ensure workers are classified as contractors.

    This could not only disrupt the food-delivery sector, but have a broader impact on the gig economy, restaurants, customers and workers.

    Employees or contractors?

    The difference between an employer and a contractor is significant. They fall under different laws, receive different protections and have different obligations.

    If a contractor performs poor work they are legally liable for that. But an employer is responsible for the poor work of an employee.

    In many cases this distinction is clear-cut. However, in the gig economy these workers operate in a grey area, one the Fair Work Ombudsman seeks to test.

    Whether workers can be classified as employees or contractors depends on a variety of factors, including the nature of the work. If workers are deemed employees then they receive a greater number of protections, including minimum wage rates.

    In the Australian platform-based economy (including ride sharing and food delivery), the Fair Work Commission has determined workers are independent contractors in two recent cases.

    In one case, Commissioner Nick Wilson stated that “[the driver] did not bring anything especially entrepreneurial to the arrangement” but also that “it is evident that the weight of those indicators leads to the finding that [the driver] was not engaged as an employee, but instead as an independent contractor”.

    The Fair Work Ombudsman’s decision to intervene in the food-delivery sector might be a response to poor working conditions for gig workers. But the decision to go after Foodora specifically could dissuade rather than encourage other platforms to improve working conditions.

    As shown in the table below, the three major food-delivery platforms have varying approaches to engaging workers. For instance, Foodora, in the period under investigation, would engage workers for set periods of time, rather than per delivery. Deliveroo and Foodora also provided uniforms for workers, while UberEATS did not.

    The fact that the case was brought against Foodora suggests that the company has the most direct relationship with workers, and thus its workers are most likely to be classified as employees.

    Our research shows, however, that these work practices are evolving all the time.

    In submissions to the ongoing Senate Select Committee on the Future of Work and Workers, both Deliveroo and UberEATS claimed they would like to provide additional benefits to workers but doing so in the existing regulatory environment might compromise their business models.

    For instance, Deliveroo argued that it “… wishes to be able to provide additional benefits to [workers] without the risk of those benefits changing the relationship from one of self-employed riders to riders employed by Deliveroo”.

    UberEATS similarly argued that “current employment classifications create significant disincentives: they can mean that offering training to these [workers] can compromise the self-employed status of the individual. We believe that companies should be incentivised, not penalised, for helping independent workers”.

    This is why the Fair Work Ombudsman’s decision to target Foodora may be counterproductive. It sends the signal that the better you treat your workers, the more likely they are to be classified as employees, the more expensive your labour costs will be and the more inflexible your operation will become.

    The Foodora case is interesting as it applies existing employment rules to “gigified” work. Currently, some gig workers earn significantly less than the minimum wage. They also miss out on other protections of employment.

    However, unlike high-profile franchising cases such as the underpayment of 7/11 workers, their current classification as contractors means this practice is within the law.

    If the Fair Work Ombudsman is successful and these workers are reclassified as employees, it might provide a disincentive for other platforms to protect workers. The law itself might need to change.

    With this in mind, we all need to pay attention to the recommendations of the Senate Select Committee on the Future of Work, due on June 21.

  • Pizza Hut Exmployee fined for exploiting driver

    Pizza Hut Exmployee fined for exploiting driver

    A Gold Coast Pizza Hut operator has been hit with a $216,000 fine for exploiting an Indian delivery driver and trying to cover it up.

    The Fair Work Ombudsman took action against against Dong Zhao after one of his drivers complained he’d suffered anxiety and anguish from being underpaid, and had to borrow money from his family to support his student wife.

    Zhao, who operates an Upper Coomera Pizza Hut franchise, was fined $36,700 and his company $180,000 after admitting breaking sham contracting laws, designed to stop employers from misrepresenting workers as independent contractors.

  • Sotheby’s introduces ‘Instant’ fine wine cellars

    Sotheby’s introduces ‘Instant’ fine wine cellars

    In the US, these cellar ‘starter packs’ range from a simple introductory cellar costing US$5,000 to a collection costing US$25,000, with two further options in-between; while only two options are, currently, available in Hong Kong.

    The number of wines, choice and average bottle price changes from cellar to cellar and includes a consultation with a specialist in order to arrive at a final selection that suits the tastes of the individual.

    The selection of wines available also differs slightly between the US and Hong Kong but covers all the basics of French, Italian, Australian and US fine wine

    All of the cellars, once chosen, can be delivered to select US cities or within the Hong Kong SAR in 24 hours.

    The options available in the US include:

    • Cellar 1 – ‘Introductory’: 50 bottles of wine with an average price of $115; the customer chooses 25 wines, two bottles of each. $5,000
    • Cellar 2 – ‘Intermediate’: 72 bottles of wine with an average price of $150; choose 36 wines, two bottles of each. $10,000
    • Cellar 3 – ‘Enjoyment’: 165 bottles of wine with an average price of $165; choose 55 wines, three bottles of each. $25,000
    • Cellar 4 – ‘Investment’: 90 bottles of wine with an average price of $300; choose 15 wines, six bottles of each. $25,000

    The full list of wines for each cellar will be added to a following page but include:

    • Cellar 1 – 2004 Dom Ruinart; Bernard-Bonin 2015 Meursault Vieilles Vignes; 2009 Branaire-Ducru; 1996 Calon-Ségur; 2005 Langoa Barton; 2009 Montrose; 2014 Denis Bachelet Gevrey Chambertin Vieilles Vignes; 2013 Aldo Conterno Barolo Bussia; 2013 Ulysses
    • Cellar 2 adds – 2008 Louis Roederer; 2010 Climens; 2013 Pavillon Blanc; 2014 Bonneau du Martray Corton Charlemagne; 2011 Comtes Lafon, Volnay; 2006 Forts de Latour; 2013 Ornellaia; 2013 Claude Dugat, Gevrey Chambertin
    • Cellar 3 adds – 2009 Dom Peerignon (Tokujin Yoshioka edition); 2002 Pol Roger Winston Churchill; 2013 Aile d’Argent; 2015 Domaine Leflaive, Puligny Montrachet Clavoillon 1er Cru; 2009 Hosanna; 2001 Léoville Las Cases; 2005 Vieux Château Certan; 2005 Montrose; 2007 Prieuré-Roch, Nuits Saint Georges Clos des Corvees; 2011 Solaia and 2013 Araujo.
    • Cellar 4 – 2012 Angélus; 2009 Pontet Canet; 2014 Geroges Roumier, Chambolle Musigny; 2009 Pavillon Rouge; 2008 La Mission Haut-Brion; 2015 Robert Groffier, Chambolle Musigny Les Hauts-Doix 1er cru.
  • Queensland strawberries shine in Asia

    Queensland strawberries shine in Asia

    A delegation of Queensland strawberry growers and industry representatives recently returned from Hong Kong and Indonesia.

    The delegation visited 17 different retail outlets, from high-end supermarket chains such as Great Food Hall in Hong Kong and Ranch Market in Jakarta, right through to suburban wet markets and local street stores.

    While encouraged by the opportunity they saw to ship fruit into these markets, the delegates also gained an impression of the competitive environment they are entering.

    “Hong Kong is a very competitive market with strawberries from the US available in every market type,” said Luigi Coco, chairman of the Queensland Strawberry Growers Association and a strawberry grower from Elimbah. “US strawberries are also available in Jakarta with locally-grown Indonesia strawberries also available.”

    The delegation coincided with a number of trials involving Queensland strawberry exports.

    Coco, from A&E Coco and Sons, Charmaine Davey from Berry Patch Marketing, and Brendon and Ashleigh Hoyle from Ashbern Farms all collaborated to trial shipments to both Hong Kong and Jakarta.

    “Within 24 hours of picking the strawberries on our farm, they can arrive at the importer’s distribution centre in Hong Kong” said Brendon Hoyle. “The Hong Kong cold chain is very sophisticated and strong relationships between these businesses and the retail and food service industry has been established”.

    The supply chain to Jakarta is slightly more complex than Hong Kong, with no direct flights from Brisbane currently available. There is also a requirement for pest treatment.

    Despite these challenges, Queensland strawberries were exported and available for purchase by consumers.

    “It was a highlight seeing strawberries from our farm being sold and purchased in Ranch Market in Jakarta,” said Davey. “The colour and size of the Queensland-bred strawberry varieties, including Red Rhapsody, are very attractive to the consumer.”

    Jennifer Rowling, the development officer for Queensland Strawberry Growers, and Clinton McGrath and Bronwyn Ford, both from the Queensland Department of Agriculture and Fisheries, were also part of the delegation.

    The travel was part of a project funded by the Queensland government’s Growing Queensland Food Exports programme, which was also supported by the Queensland Strawberry Growers Association.

  • Dippin’ Dots and Doc Popcorn to Debut in China

    Dippin’ Dots and Doc Popcorn to Debut in China

    Two US fast-food chains, Dippin’ Dots and Doc Popcorn, have made their debut in China.

    It is opening its first two locations, in Pudong and Yangpu in Shanghai, with a third location scheduled to open at the Shanghai South Railway Station in August. A flagship store is planned for the Shanghai Shimao Plaza Store on Nanjing Road.

    “We look forward to serving our products at venues where families gather to have fun, and with more than 26 regional amusement parks in development, we are confident in the growth opportunity,” says Dippin’ Dots chief development officer Stan Jones.

    Dippin’ Dots and Doc Popcorn plan to open corporate sites as well, targeting high-traffic areas like entertainment venues.

    While the company says it plans to open outlets throughout China, it has not said if that includes Hong Kong or Macau.

    “We’ve streamlined the supply-chain process to ensure fully stocked product,” says Jones.

    Warehouses and cold storage have been set up in China as product will be shipped from the US. The sister brands’ franchising group established a business entity in Asia three years ago and signed its first licensing agreement with Shanghai Desire Food.

    Dippin’ Dots has produced and distributed its flash-frozen beads of ice cream, yogurt, sherbet and flavoured ice products since 1988. Made in Paducah, Kentucky, the products are distributed throughout the US and in 11 countries.

    Using whole-grain kernels and proprietary flavours, Doc Popcorn handcrafts popcorn free of trans fat, MSG, and artificial colours and preservatives. Founded in Boulder, Colorado, Doc Popcorn started franchising in 2009.

  • Loob to bring Tealive to China, eyes 500 outlets within 3 years

    Loob to bring Tealive to China, eyes 500 outlets within 3 years

    Loob Holding Sdn Bhd, the creator of Malaysia’s Tealive bubble tea brand, today announced a joint venture with two China companies to bring 500 Tealive stores to China within three years.

    The Malaysian company inked the deal with Zhejiang Boduo International Trade Co Ltd and Shanghai Panfei International Trade Co Ltd at a ceremony attended by retail and franchise industry officials as well as government representatives from Malaysia and China.

    CEO Bryan Loo signed for Loob Holding, which will take a 51% majority stake in the joint venture known as Shanghai Loob Boduo Food and Beverage Co Ltd, subject to company registration approval by the relevant authorities in China.

    Loo said the joint venture would see the first Tealive outlet opening in Shanghai this September before more stores being opened in other selected cities. He expressed confidence that the joint-venture would be able to achieve the targeted 500 stores in three years.

    “Barely six months after the birth of Tealive, we took the brand to Vietnam and we now have five outlets. We have penetrated the Australian market with our first store there next month. Just last month, we appointed our master franchisee in India and we are targeting 140 outlets within five years,” Loo said.

    China, the world’s largest tea market, will be the fourth overseas market for Tealive.

    Loo said Tealive served 2.5 million consumers each month in its 175 outlets and the brand was still expanding every week.

    On prospects in China, Loo said latest indicators were that the market for tea in China had now exceeded US$21 billion per year.

  • Deadline for entries to Asia Food Innovation Awards extended

    Deadline for entries to Asia Food Innovation Awards extended

    The deadline for entries to the Asia Food Innovation Awards, to be held this July in Singapore, has been extended to 13 June. The inaugural edition of this awards scheme, which builds on the reputation of the World Food Innovation Awards, will give brands a platform for their success in Asia. It is organised by FoodBev Media in conjunction with event organisers Montgomery, and will be presented at RPB Asia and Speciality & Fine Food Asia on 18 July.

    Previously the deadline had been 7 June, but the extra week will give all interested parties the chance to finish their submissions.

    The full list of judges – which includes the managing director of Montgomery Asia, experts from the world of food accelerators, and an experienced brand design specialist – was announced at the end of May.

    The inaugural Asia Food Innovation Awards are designed to recognise and reward excellence across all aspects of the global food and beverage industry – from manufacturing to ingredients, packaging to finished products.

    They will offer a unique opportunity to showcase your latest innovations at these co-located events in Singapore – ideal for brands looking to increase their exposure in Asia, looking to launch in Asia for the first time, or simply seeking to promote their products in front of an international audience.

    In addition to the prestige of winning an Asia Food Innovation Award, winners and finalists will be receiving a comprehensive PR and media package to celebrate and highlight their success. This will include dedicated coverage on FoodBev.com and FoodBev’s social media channels, as well as a comprehensive communications kit and interview opportunities for winning entrants.

    As a company, FoodBev Media has been organising industry-leading awards schemes for more than a decade. Our most established schemes, the World Dairy Innovation Awards and World Beverage Innovation Awards, are held every year at major events such as the Global Dairy Congress and BrauBeviale or Drinktec, regularly receiving more than 200 entries.

    FoodBev Media group editor Alex Clere said: “We are very exicted to launch the Asia Food Innovation Awards and celebrate the food industry’s innovation achievements in Singapore for the first time. This is an excellent opportunity for brands to showcase their latest developments in front of our panel of judges and an audience of trade professionals at the presentation ceremony itself.

    “The Asia Food Innovation Awards will extend our partnership with Fresh Montgomery – with whom we organise the World Food Innovation Awards – and brings together their established and highly regarded events with FoodBev’s track record in rewarding innovation.

    “The benefits of entering are obvious, and we look forward to celebrating your innovation achievements this July.”

  • Campbell Soup CEO Gets Fired

    Campbell Soup CEO Gets Fired

    Denise Morrison, Campbell Soup CEO since 2011, has retired, effective immediately, following four straight years of sales declines. Board member Keith McLoughlin will serve as interim CEO.

    Campbell Soup continues to face particularly strong competitive pressure from premium niche brands and brands with a naturally healthy positioning, according to Raphael Moreau, senior analyst at Euromonitor. “Private label also remains a major threat, especially in soup in the US,” he says, “and may also be used as a negotiating tool by retailers to obtain more favorable conditions.”

    Morrison faced an uphill struggle to heat up tepid soup sales as consumers shun processed and canned foods. Moreau says the acquisitions made under Morrison have made strong contributions toward reducing the group’s reliance on shelf-stable soup. “The acquisition of Snyder’s-Lance marked the most important step toward diversifying the business into snacks,” he explains, “although its successful integration brings challenges, with few opportunities for brand synergies.”

    Expanding its offerings of “clean label” foods, as it did by buying up organic brands such as Pacific Foods (acquired in 2017), also bring the company potential for growth, but maybe not enough. “Although the Campbell Fresh division accounts for a sizeable share of the group’s sales, its contribution to the group’s overall growth remains too modest to turn around the group’s performance,” states Moreau. “Containing the erosion of soup sales also needs to be addressed.”

    Within soup, Moreau suggests there is potential to continue a shift toward premium products—particularly focusing on organic soup and fresh soup in the US and growth opportunities in emerging markets, notably Latin America. Sweet biscuits in Asia might also help reverse the sales dive.

    Having been with Campbell for 15 years, Morrison outlasted the “15 minutes of fame” prophesized by Andy Warhol, whose pop-art Campbell’s Soup Cans provided priceless publicity for the iconic brand. Maybe Campbell should call on the art world to make its packaged foods popular again.

  • Angkasa Pura Retail opens units at Semarang terminal

    Angkasa Pura Retail opens units at Semarang terminal

    Angkasa Pura Retail has opened two shops at the new Semarang Ahmad Yani International Airport (SRG) in Central Java. The retail subsidiary of state-owned PT Angkasa Pura I has this month extended its retail footprint with two convenience shops spanning a total of 212sq m, one located landside in the public area and another airside post-security. A 135sq m airside gift shop is also set to open in due course.

    In addition, Angkasa Pura Retail will open a 105sq m gifting, souvenir and packaged food outlet at Lombok International Airport (LOP) in the coming months.

    Meanwhile, a 235sq m gift and souvenirs concept at Bali Ngurah Rai International Airport is also timed to open in August at the domestic departure area (gate six).

    ‘FLOATING TERMINAL’

    Last week, Indonesia’s President Joko Widodo inaugurated the ‘floating’ passenger terminal at Semarang, which replaces the previous 6,702sq m structure.

    Spanning 56,652sq m, the IDR 2.075tn ($149m) project has the capacity to handle 6.9m passengers annually, up from the previous 800,000 ceiling.

    According to a PWC Indonesia report earlier this year, Angkasa Pura I President Director Faik Fahmi was quoted as saying the ‘floating’ airport term relates to the fact the terminal is built on soft land, parts of which are submersed by water, using poles and pre-fabricated drainage.

    In a wide-ranging conversation during last month’s TFWA Asia Pacific Exhibition & Conference in Singapore, Angkasa Pura Retail revealed plans to re-map its existing 200sq m Surabaya Duty Free concession at Juanda International Airport, where it also operates a speciality beauty outlet at T2 (Baci) and other retail and F&B units.

    The re-mapping exercise is expected to take place towards the end of the year and is designed to open up space linked to the passenger gates.

    The firm’s merchandise presence at Surabaya includes wines & spirits, tobacco and fashion and accessories. The company is also taking a fresh look at its retail product mix in line with the the spatial re-configuration, with one focus being the development of Indonesian brand Bhumi Tea.

    For last two years, it has also boasted a presence in downtown Jakarta at the Kuningan City shopping mall, trading under the name ‘Ourflock’, but that has now come to an end.

    “The business was not doing very well and closed in August 2017,” confirmed Widya Wiedagdo, Marketing & Business Development Director, Angkasa Pura Retail.

    When asked if there are future plans to re-open in downtown Jakarta, he said: “Not yet, we must take many considerations as there is a lot of competition and the situation is not good for downtown, but the airport business is ok.”

    When asked for his plans this year, Wiedagdo says the objective is to open chocolate confectionery and fashion accessories stores in travel retail, in addition to dedicating more space towards liquor and spirits at Surabaya Airport.

     

  • Fast food chain Jollibee to open 100 Canadian stores

    Fast food chain Jollibee to open 100 Canadian stores

    Filipino fast-food chain Jollibee Food Corporation plans to open 100 stores in Canada within the next five years.

    The company says it is eyeing the wave of new locations because the country is a key growth market and a big part of its North American expansion plans.

    Jollibee attracted long lines of customers when it entered the Canadian market in 2016, opening two Winnipeg locations and a store in Scarborough, Ont. over the last three years.

    It hopes to expand further in Ontario, but is also exploring stores in Edmonton, Calgary and Vancouver.

    Its aggressive expansion comes as international interest in Filipino food is rising and as Canada is attracting an increasing number of restaurants serving such food.

    Jollibee’s Filipino fare includes spaghetti in a sweet sauce, crispy chicken, burgers and peach mango pies.

  • Alibaba Digitizes 100 RT-Mart Stores with New Retail Solutions

    Alibaba Digitizes 100 RT-Mart Stores with New Retail Solutions

    Alibaba Group Holding Ltd. today announced a New Retail makeover for 100 RT-Mart stores, offering Chinese customers a seamless experience, whether they’re shopping online or offline.

    The hypermarkets, operated by Sun Art Retail Group, include 41 stores in eastern China and others in small cities across the country. The digital makeover underscores Alibaba’s commitment to empowering its partners to move up the value chain.

    The digitized RT-Mart stores will leverage Alibaba’s New Retail infrastructure, offering store operators customer insights, supply chain management, retail technologies, smart logistics and electronic payment.

    Customers will benefit from wider variety of products and better services. They’ll enjoy a frictionless shopping experience, whether buying through the Taobao app, which offers most of what’s on the RT-Mart shelves, or at a brick-and-mortar store.

    The upgraded RT-Mart stores will offer one-hour delivery for customers living within a three-kilometer radius. Delivery is powered by Hema supermarkets’ cutting-edge logistics and resources.

    Hema’s innovative fresh food supermarket and local delivery concept – introduced by Alibaba in 2015 – is the inspiration for the RT-Mart makeover. Hema has also partnered with RT-Mart on its supply chain, helping it source high-quality fresh produce directly from suppliers. This ensures RT-Mart shoppers find a host of Hema’s “Daily Fresh”-labeled products, including fruits and vegetables, meats and dairy products refreshed every morning.

    The new RT-Mart stores also join Tmall’s 6.18 Mid-year Shopping Festival, offering coupons for either online or offline shopping.

    The upgrade of the 100 RT-Mart stores kicked off in March and is fully underway. By year-end, Alibaba intends to introduce its New Retail solution to an additional 300 RT-Mart stores. And there may be more to come.

    “RT-Mart is using the Hema business model to explore this new path of New Retail. If this proves to be successful, we will share our experience with our peers,” said Peter Huang, the chief executive of RT-Mart.

    In its ongoing push into the retail space, Alibaba late in 2017 invested US$2.88 billion to acquire a 36% stake of Sun Art Retail Group, which operates over 400 hypermarkets under the Auchan and RT-Mart banners.

  • Collectivize, industrialize, Vietnam farmers urged

    Collectivize, industrialize, Vietnam farmers urged

    Instead of working individually, Vietnamese farmers should band together and become “industrial workers,” an expert says.

    Dang Kim Son, former director of research with the Ministry of Agriculture and Rural Development, said at the Vietnam Economic Forum on Tuesday that farmers need to join forces to take Vietnamese agriculture to the next level, applying advanced technology and engaging in large scale production.

    He said farmers need to work together under a co-operative system where their combined produce is sold by one representative organization, which will give them greater control over both input and output, Son said.

    Vietnam also needs to establish a research institute that provides data helping farmers to focus on cultivating the most productive fruits, he added.

    One of the downsides of Vietnamese agriculture is that produce quality is not guaranteed, said Tran Thanh Hai, deputy director of the Import-Export Department under the Ministry of Industry and Trade.

    “When farmers industrialize agriculture, manufacturing costs will be lower and produce quality higher,” Hai said.

    Technology, especially blockchain technology, should be applied in farming, said Vu Truong Ca, CEO of Lina Network.

    He said a standardized supply chain should be applied in growing fruits to yield higher value, Ca added.

    Other experts at the forum reiterated what they’ve been saying for many years now, that Vietnam needs to reduce export of raw produce and focus more on processing produce after harvest.

    With 90 percent of exports being raw material, the country’s produce value will continue to be low, said Nguyen Quoc Toan, acting director of the Department of Processing and Market Development of Agricultural Products.

    “Produce like lychee have short cycles, so we need to improve processing before exporting,” Toan said.

    Vietnam’s agriculture export-import turnover reached $17.5 billion last year, an increase of 16 percent from 2016. Vegetable, fruits and cashew each account for 20 percent of total agriculture produce exports, while coffee makes up 19 percent, according to Vietnam Customs.

  • IHOP makes waves with name-change mystery

    IHOP makes waves with name-change mystery

    US-headquartered pancake restaurant Ihop drew a massive social media backlash after announcing it was changing its brand to Ihob – with the b for burgers.

    But the Ihop name change turned out to be a publicity stunt – to try to share the message amongst the ranks of American fast-food fans that the ubiquitous chain was just as good at making burgers as its trademark, calorie-laden pancakes.

    So while the company had to fend off thousands of criticisms from its customers – most of whom failed to read the small print in the announcement that it was a “temporary” change – the subsequent publicity ensured there will be few people across America this morning who don’t know that Ihop – or Ihob – serves burgers as well as pancakes.

    “@IHOb the b stands for blasphemy,” tweeted one dismayed customer. Another said it stood for “international house of betrayal”.

    “The world is spiraling out of control and I can’t understand why IHOP would force us to deal with more unwelcome change,” said another. And yet another: “Why is ihop going thru a mid life crisis.”

    Rival chains climbed on the bandwagon with some good-natured jibes, as well:

    “Not really afraid of the burgers from a place that decided pancakes were too hard,” tweeted Wendy’s.

    And Whataburger tweeted: “As much as we love our pancakes, we’d never change our name to Whatapancake”.

    Guessing game

    Prior to the Ihop name change the company held an online survey, teasing the new Ihob name and inviting people to guess what the b stood for. More than 30,000 people guessed words ranging from bananas to bacon, brunch to breakfast.

    After the furore, Ihop president Darren Rebelez told CNN (yes, he go onto CNN – that’s how successful this PR stunt was!) the company will always be named Ihop, “but we want to convey that we are taking our burgers as seriously as our pancakes”.

    “Burgers are a quintessential, American menu item so it makes perfect sense that Ihop … would go over the top to create a delicious lineup of quality burgers,” added Nevielle Panthaky, the chain’s “culinary chief”.

    Ihop, which turned 60 this year, has nearly 1800 locations across the US, including a flagship in Hollywood, California, which was converted into an Ihob for yesterday’s brand launch party.

    Unsurprisingly, marketing experts were heaping praise on Ihop.

    “Credit to IHOP: They’re garnering more media attention than the moon landing for adding seven hamburgers to their menu,” wrote Kevinwxgg in a tweet, quoted by the Washington Post in a story headlined “IHOP’s name change is what happens when brands exploit the Internet outrage cycle”.

  • The Artist House, Hong Kong’s newest lifestyle hub

    The Artist House, Hong Kong’s newest lifestyle hub

    Retail Mixer goes experiential at the Hong Kong’s newest lifestyle hub. Discover the new The Artist House and why it epitomizes retail experience.

    The premium segment of the beer industry is gaining tremendous interest across Asia with double digit annual growth thanks to urbanization and rise in disposable income, translating into a shift in consumer demand towards premium beers and unique consumer experiences.

    Catching momentum, in 2015, Olivier Gilson and Benjamin Cox, two cousins with a strong entrepreneurial, operational and financial expertise, launched The Artist, a premium craft beer company.

    The Artist has brought to Hong Kong a unique craft beer brewed in the main barn of a 14th century farm (1343) in the South of Belgium by a Belgian Master Brewer who was one of few brewers in the world to traditionally brew beer in an abbey alongside monks.

    Belgian style beers are recognized worldwide as symbol of quality and authenticity, and The Artist’s mission is to engage beer appreciators in a journey into the brewing tradition.

    Since 2015, The Artist been has been delighting craftsmen and women’s palates with a collection of craft beer including Blonde, IPA, White and Raspberry available in high-end F&B concepts in HK, corporate events, and launching parties, its own .com with customization options, and through a wholesale distribution in selected point of sales.

    In March 2018, Oliver and Benjamin embarked into a new adventure. They created The Artist House, a physical extension of 14th century farm (1343) in the South of Belgium, where the beer is brewed.

    The Artist House finds its home in Fashion Walk, Causeway Bay, Hong Kong. The softly-lit venue has a décor to impress with a stunning combination of light and dark wooden panels consistently echoed throughout the venue.

    The Artist House is an educational journey into brewery tradition built on sensorial experiences. The 3,800 sq.ft retail space is designed to bring the visitors into a craft beer world through a series of experiential touchpoints aimed to engage the 5 senses and create a learning experience and a memory as takeaway.

    The Artist House features a 8 meters bar, a coffee corner and a kitchen for the creation of menu for beer pairing. A built-in hydroponic farm is there to grow herbs, spices and edible flowers for beer infusions and craft beer cocktails.

    A micro-brewery to tailor make infused beer, edible perfume bar to pair unique fragrances with craft beers, a 360VR tour of the brewery in Belgium, the chance to personalize beer and gadgets, make The Artist House a unique retail space, which offer customer to take part into the artistic process of brewing beer.

    The Artist House believes that each individual is an artist. In the process of brewing beer, starting from the artisans who brew the beer, the buyers who curate the beers for a specific markets, the visual merchandiser who places them in a display, the bartender serving them, and finally the consumer, they all take part in this creative journey.

    Oliver and Benjamin strongly believe that “today’s consumers have the desire to live unique experiences rather than simply purchase goods”. As such, their key pillar is to constantly focus on innovation to offer customers unforgettable experiences.