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.

  • BrewDog launches Hong Kong bar and eatery

    BrewDog launches Hong Kong bar and eatery

    Maverick beer maker BrewDog has opened the doors to its latest bar, promising Hong Kong residents and visitors a “mega soul food menu” alongside a line-up of craft ales. The Aberdeenshire brewer, founded in 2007 by business partners James Watt and Martin Dickie, now runs more than 40 bars in the UK and overseas, as well as exporting to 55 countries.

    The opening of the Hong Kong outpost marks BrewDog’s second bar in Asia, following the launch of BrewDog Rappongi in Tokyo.

    Locally sourced beers from artisan brewers Young Master, Moonzen and Kowloon Bay Brewery will feature alongside BrewDog stalwarts such as Punk IPA.

    Watt said: “Hong Kong is an incredibly multicultural, fast-paced assault on the senses.”

     

  • West Sulawesi provincial government to maximize use of cacao plantations

    West Sulawesi provincial government to maximize use of cacao plantations

    The West Sulawesi provincial government will, this year, maximize the use of cacao plantations to annually produce one million tons of the commodity, according to Provincial Estate Service spokesman Tanawali.

    “The government of Southeast Sulawesi this year will maximize the use of cacao plantation areas in order to support its determination to achieve a production target of one million tons of cacao,” he remarked here on Friday.

    He noted that of the 168 thousand hectares of cacao plantations in West Sulawesi, efforts have been intensified in 65 thousand hectares since 2009 to improve the quality and production.

    “We hope to maximize the use of all cocoa plantations in West Sulawesi within the next three years to support the program to make Indonesia the worlds largest producer of the commodity,” he stated.

    In addition, Tanawali noted that the cacao processing industry in Indonesia should continue to grow stronger to increase the processing capacity.

    Due to growth in the cacao processing industry in 2015, the processing capacity increased to 765 thousand tons from 345 thousand tons in 2010.

    During a visit to the cacao processing company PT Mars Symbioscience Indonesia in Makassar, South Sulawesi, in August last year, Industry Minister Saleh Husin stated that the number of cacao processing companies rose to 19 from 15 units in the previous year.

    “The government has encouraged development of the cacao processing industry by restricting exports of cacao beans since 2010,” the minister noted at the time.

    Husin remarked that under the Cacao National Movement Program, the government was optimistic of boosting the productivity of the countrys cacao plantations from 0.5 ton to 2 tons per hectare.

    Therefore, the minister emphasized that the government will facilitate investment in the cacao processing industry by helping provide infrastructure, one-stop service, fiscal facility, and exemption of import duty on factory machines.

    Indonesia is the worlds third-largest producer of cacao beans after the Ivory Coast and Ghana in Africa, and Sulawesi is the largest cacao producing region in the country.

  • Isobar and Unilever Invite Chefs to Have a Taste of Home this Chinese New Year

    Isobar and Unilever Invite Chefs to Have a Taste of Home this Chinese New Year

    Unilever’s prestigious catering brand, Unilever Food Solutions (UFS) has been committed to delivering specialised food solutions to various restaurants in China since 1994. With more than five million catering businesses in China, it is a major challenge for UFS to penetrate the huge and saturated market and establish a leadership position in the industry.

    To overcome this, UFS has launched a campaign for the upcoming Chinese New Year (or Spring Festival) season that aims to create emotional bonds with their key target audience: chefs. The question is, how does UFS fully leverage social media not just to increase engagement and sales, but also boost brand preference and emotional connection with chefs?

    Together with Isobar, UFS conceptualised “The Taste of Reunion Is Not Complete Without You”, a social marketing campaign that leverages the true meaning of Chinese New Year, which is all about celebrating family reunions. The campaign enables chefs, who cannot go home, to still be able to share the happiness and warmth of family time.

    The Spring Festival is a time when family members would all come home and enjoy a well-prepared feast with their loved ones. However, on such occasions, chefs need to work hard in the restaurants, and it is nearly impossible for them to have home-cooked dishes with their families. After much in-depth conversations with many chefs, UFS and Isobar found that what they wanted the most during the Spring Festival is to get together with their loved ones.

    On the basis of this core emotional appeal, Isobar developed a three-phased communications plan to meet the needs of UFS’ target audience this Spring Festival season.  

    Phase One

    In late November 2015, a new packaging was launched in the marketplace with a prize code. Extensive exposure on social media planned to appeal to and inform chefs regarding prize redemption. With a few simple steps of mobile interaction, users could easily redeem their “Treasure of Reunion” using the pin code on the packaging as well as share the activity with their friends and families.

    Phase Two

    In the months leading up to the 2016 Spring Festival, the campaign planned to resonate with its target audience through heart-warming interactive webpages within WeChat, videos, and relevant topics so as to connect emotionally with more chefs and to boost prize redemption and sales volume.

    Nothing feels like home more than home-cooked dishes and cherished family voices. Therefore, Isobar also launched a WeChat webpage that featured the sounds of hometown dialects, in addition to spotlighting hometown specialties, covering more than 34 provinces and municipalities. After selecting their hometown and hitting the “Visit Home” button, users will receive a virtual home-cooked dish, accompanied by caring voices in their hometown dialect, giving them the authentic feel of being at a family reunion.

    A wide range of hometown specialties is displayed dynamically in the corresponding hometown dialects, not only generating emotional resonance among users but also driving them to share on social, extending the communications effort.

    Phase Three

    February 1 is the day when chefs usually have time to take a breather, which is when the “Time-Limited Red Pocket Rush” was launched to encourage consumer engagement and social sharing. From January to February 22, the day of Lantern Festival, which marks the end of the Spring Festival, interactive WeChat webpages featuring “Voices of Wishes” and a commercial named “Heart Together” was pushed out on social platforms.

    Focusing on the campaign theme, the “Heart Together” video communicated homesickness, a feeling that chefs can easily identify with. The video was promoted through innovative live feeds in WeChat and QQ Space, the two social channels that chefs visit the most.

    Isobar also pushed out communications with target groups via an interactive WeChat website. The site allows users to choose from one of three symbolic dishes for Spring Festival (dumpling, fish and New Year cake), select a greeting or record their own, and send it to families and friends to express their sincere wishes for the coming new year.

    The Spring Festival campaign initiated by UFS was the result of collaboration between Isobar and the Tencent Big Data platform. With more insight into the online digital behaviours of chef groups, Isobar was able to categorize the chefs under different tags so as to launch the ads more precisely. In this way, Isobar helped the brand reach their target audience more effectively and connect emotionally with them. That is how Isobar addressed the challenges of market penetration for the brand, making UFS the first B2B brand in China to release an organic commercial on the Moments live feed in WeChat.

    To date, the campaign has increased the brand’s followers on social, crossing over the one million mark. Meanwhile, communications efforts on WeChat have yielded outstanding results, evidenced by the record 300,000 views for one post.

    Amanda Jia, Senior Trade Marketing Manager, Unilever Food Solutions said: “On the basis of the genuine emotional insights we received from chefs, the campaign covers heart-warming initiatives, which not only touches tens of thousands of chefs, but also ourselves. The insights of our target audience are always the focus of our marketing, even for a B2B campaign. Only through this, can we fully engage with our target audience. No matter how evolved communication tools are, the true essence of marketing remains centred on content creation that’s based on the right insight.

    Joyce Zhou, Marketing Director of Unilever Food Solutions added: “As UFS is the first condiments brand to express the genuine feelings of chefs on a social platform (WeChat organic ads), we feel that our job goes beyond promoting superior products and food solutions, but also in helping chefs get more understanding and recognition. One highlight of the campaign is the cooperation with Tencent on data mining. The precise content distribution enables us to communicate with target audience more directly, so as to address the market penetration challenge of the traditional B2B industry effectively. This is a new move, way ahead of the curve even for B2C brands, and we are very proud of this campaign.”

    Rohan Lightfoot, Managing Director of Isobar Shanghai said: “We’re thrilled to be part of this campaign for Unilever Food Solutions. One of the amazing things about the scale of digital in China is that you can reach niche audiences, like professional chefs, at a mass level. For this campaign we worked with Tencent’s big data platform to reach our audience of chefs effectively and directly. In the age of Brand Commerce it’s important that we combine the art of storytelling with technology not just to reach our audience, but also to touch their emotions. We’re showing the audience that our client understands what they’re giving up to make everyone else’s Chinese New Year banquet special. Chefs across China already seem to be responding to that effort.”

  • KFC wins China payout over mutant chicken rumours

    KFC wins China payout over mutant chicken rumours

    A Shanghai court has fined three local tech firms for helping spread rumours about Yum Brands Inc’s KFC fast food chain that included doctored photos of deformed chickens and allegations the birds had six wings and eight legs.

    In a statement on its official microblog, the Xuhui District People’s Court said Yingchenanzhi Success and Culture Communication, Taiyuan Zero Point Technology and Shanxi Weilukuang Technology had “damaged KFC’s reputation” and “caused it economic losses” by permitting the allegations to be posted on their social messaging accounts.

    The companies were ordered to make an official apology and fined a combined 600,000 yuan ($91,191), an amount that fell far short of the 1.5 million yuan ($227,977) Yum had asked each company to pay in damages.

    “We brought suit against these individuals for making false statements about the quality of our food and we are pleased with the outcome,” China-based Yum spokeswoman Cindy Wei said in emailed comments sent to Reuters.

    Reuters was unable to find contact numbers or websites for the three companies fined by the court.

    Yum is battling to turn around its fortunes in China, its largest market, where its sales have taken a serious hit after a series of food safety scares since the end of 2012. The firm is planning to spin off its China unit by the end of this year.

    KFC China brought the suit against the firms in June last year for using ten accounts on Tencent Holdings Ltd’s popular messaging platform WeChat to spread the defamatory posts.

    Food safety is a major concern in China, with frequent scandals ranging from recycled “gutter oil” and years-old “zombie meat”, to dairy laced with industrial chemicals.

    A food scandal in 2014 that dented Yum and rival McDonald’s Corp came to a close earlier this week when a Chinese court fined US food supplier OSI Group and handed jail terms to ten of its executives over allegations it had reused returned food products to avoid losses.

  • Foodpanda Hong Kong partners with OpenRice

    Foodpanda Hong Kong partners with OpenRice

    Foodpanda Hong Kong has partnered with OpenRice Hong Kong, the city’s most comprehensive platform for sharing dining experiences through reviews and ratings.

    This cross-platform collaboration will allow Hong Kongers to order directly from Foodpanda’s partnered restaurants via OpenRice’s iOS, Android App or mobile-friendly website.

    openrice foodpanda

    “The strategic partnership with OpenRice has begun in other markets in Asia and now it’s finally in Hong Kong,” said Alexander Roth, MD of Foodpanda Hong Kong.

    ‘’We hope to provide an enhanced consumer experience by leveraging the strengths of both platforms in this partnership.”

    OpenRice MD Jan Wong said with her company’s app being the most popular dining guide in Hong Kong and Foodpanda a global player in online food delivery, it was a natural marriage.

    “With Foodpanda’s extensive coverage and services, up-to-date dining info and various dining services would be all-in-one in OpenRice, which greatly enhances gourmet dining experience”, said Wong.

    Launched in June 2014, the Foodpanda app has generated over 250,000 downloads in Hong Kong across iOS and Android platforms. The majority of users are aged 20 to 40, with an even split of  male and female professionals and families in Hong Kong. Foodpanda is also planning a new app release focused on enhancing user experience and usability.

  • McDonald’s is back

    McDonald’s is back

    Turnaround efforts are paying dividends for McDonald’s.

    The fast food giant’s latest results show continued progress with global comparable sales up 5 per cent, while the US had a very strong quarter with comparable sales rising 5.7 per cent.

    This momentum is important as it signals McDonald’s is reconnecting with consumers which is driving both customer traffic and sales. This has been the result of a number of changes, especially in the core US market.

    The first of these is the reengineering of the menu, including the introduction of all day breakfasts. While this has added to operational complexity, it has been a vital step in providing more choice and variety – which, according to our research, are two of the main things that lapsed McDonald’s customers mentioned as reasons for their defection. The early signs are that this step change has been successful in attracting back lost customers, especially over the important lunchtime period.

    Menu enhancement has also resulted in the addition of more premium and healthy options; something that will continue into this year as McDonald’s tries out new items like kale salads. While these changes are unlikely to attract highly health conscious consumers, and arguably will never be the mainstay of McDonald’s menu, offering them is an important positioning statement. It will help the company compete more successfully against some of its more premium rivals, as well as ensuring that the needs of all members of families or groups who visit are satisfied.

    Making menus more premium is all well and good but this forms part of a difficult balancing act – not least because low prices and good value remain key motivating factors for trips to McDonald’s. Here we are encouraged by the company’s decision to roll out the new McPick2 menu (in the US), which allows a choice of two options for $2. After the abandonment of of the popular Dollar Menu, and the bungled attempts at replacing it with unsatisfactory alternatives like the Dollar Menu & More, this gives McDonald’s US the firepower to compete against rivals like Wendy’s and Chik-fil-A.

    The final positive shift is the demonstration of greater flexibility in menu options through things like digital menu boards, which allow changes to be made according to weather and other conditions. This has helped to increase conversion rate and average spend per customer.

    Naturally, the downside of all this greater flexibility is that it adds to complexity, cost and makes operations somewhat slower than they once were. This has, in fact, been the main source of complaint from some franchisees. However, in our view this is very much a case of there being no alternative: the market has changed and the customer has slightly different priorities now to 10 years ago. McDonald’s had to move with the times or face continued deterioration.

    At a corporate level, the decision to convert more stores to the franchise model is savvy. The next few years are likely to see more operational complexity and higher costs for developments like store enhancements. These things will be easier and faster to manage, both operationally and financially, via the franchised model.

  • McDonald’s wins with all-day breakfast, China back on track

    McDonald’s wins with all-day breakfast, China back on track

    McDonald’s Corp smashed analyst expectations for quarterly same-restaurant sales as the launch of all-day breakfasts proved a hit with diners in the United States and demand continued to recover in China.

    The performance adds fuel to McDonald’s revival, after the chain had seen its US sales fall for two years up to the third quarter of 2015 following a series of missteps under former chief executive Don Thompson, who left the world’s biggest restaurant chain last year.

    “Once upon a time, under previous leadership, it seemed like McDonald’s became a less nimble company where it took a really long time to roll out new products and innovations,” said Morningstar analyst RJ Hottovy.

    New Chief Executive Steve Easterbrook implemented a turnaround plan last year that involved making the menu simpler, improving service times and raising worker wages.

    McDonald’s also launched all-day breakfasts in October in the United States, a move aimed at countering increasing competition from chains such as Wendy’s Co, Starbucks Corp and Burger King.

    “All-day breakfast positions us to regain market share we had given up in recent years,” Easterbrook said on a post-earnings conference call, adding it would take at least six more months of positive sales to cement a more sustained turnaround.

    Sales at US outlets open at least 13 months rose 5.7 per cent in the quarter ended December 31 – the best quarterly growth in nearly four years and far ahead of forecasts of 2.7 per cent.

    Shares rose 3 per cent to a record of $121.90 on Monday.

    China back on track

    In China, where McDonald’s and rival Yum Brands Inc are still recovering from a July 2014 food safety scandal, same-store sales rose 4 per cent, the second straight quarter of growth after four quarters of falling sales.

    The growth, however, was slower than the 26.8 per cent jump in the July-September quarter, when sales ticked up sharply against a steep drop in the same period in 2014 immediately following the food scare at key supplier OSI Group.

    McDonald’s and Yum, the parent of KFC and Pizza Hut, are slowly turning things around in China, although same-restaurant sales for both firms remain below pre-scandal levels, according to a Reuters analysis of available data.

    “It’s back to par rather than getting ahead too much, but it’s good for them to see stable sales,” said Ben Cavender, Shanghai-based principal at China Market Research Group.

    He added it would be tough for the firm to re-ignite the kind of rapid growth it enjoyed before 2012, as Chinese diners now had far greater choice and often looked for more healthy options.

    What’s more, the recovery comes as the world’s second-biggest economy faces its weakest growth in 25 years, a slowdown that has roiled global markets in the past few months.

    Globally, McDonald’s same-restaurant sales rose 5 per cent, above the 3.2 per cent expected by analysts polled by research firm Consensus Metrix.

    Fourth-quarter net income rose 9.9 per cent to $1.21 billion, or $1.31 per share, on revenue of $6.34 billion, handily beating analysts’ estimates.

    The company also said it was exploring a sale of a portion of its Japan business, confirming earlier reports on the move.

  • Royal Greenland to launch frozen range in Chinese retail

    Royal Greenland to launch frozen range in Chinese retail

    Royal Greenland is expanding its sales team in China, and preparing the launch of a frozen seafood range for retail.

    The company opened a sales office in Qingdao in its 2014/2015 financial year, in which it reported a record profit, with increasing frozen seafood sales in retail a target, CEO Mikael Thinghuus told.

    “We have had activities in China for a number of years, production and quality control, but also wholesale sales on a large scale. What we are talking about now is a sales office, directed to retail,” he said.

    The company is currently in Chinese retail with a few products based on the European assortment and packaging design, said Hanne Kvist, director of group market development and marketing.

    Royal Greenland has an expanded range in the works.

    “We are finalizing the assortment targeted at Chinese retail, but designs will not be revealed prior to launch. Key items will be based on coldwater shrimp and Greenland halibut,” she told.

    The timing is right for such a launch and focus, said Thinghuus.

    “My perception at least, is the Chinese retail market for frozen fish has changed quite a lot in the past four or five years. Some of our colleagues do a very good job on the frozen fish category on frozen fish. We think this is the right time to make this investment,” he told.

    The company’s 2014/2015 report states the sales office is focusing “exclusively on sales to retailers, and ultimately sales to consumers via e-commerce”.

    The 2014/2015 financial year has been used to prepare for the future retail sales by establishing the company, recruiting staff and developing the range, the report states.

    This is due to rising demand for Royal Greenland’s products in China and Taiwan, “which has resulted in increasing prices, to the benefit of both the company and the fishermen”, the report continues.

    The report notes that “Greenland halibut is a popular food in China”, and cuts of halibut can be found in most supermarkets in the northeastern part of the country.

    The increased sales to the retail segment have compensated for the slowdown in dining out.

    Royal Greenland’s ambition is “to establish itself as a strong brand in the awareness of Chinese consumers – and there seems to be considerable potential at the affluent end of the market, where there is a great demand for imported food”, the report states.

    In connection with this move, Zhifa Zhang, known as Tony, has been hired as sales manager responsible for retail sales, the report states.

    “We will make more hires, we already have made couple,” said Thinghuus.

    The sales team in China “work closely” with the company’s production and quality organization, sitting in the same offices in Qingdao, he said.

    Zhang will be working closely with Finn Laursen, sales director of Royal Greenland International, the report states.

    The company’s market development and marketing department in Svenstrup, Denmark “will draw up packaging and marketing plans for the Chinese market in cooperation with Chinese advertising agencies”, the report continues.

    In the 2014/2015 financial year, Royal Greenland for the first time achieved revenues of DKK 1 billion in Asia.

    Around half of this is attributable to the sales office in Japan, while the other half was achieved through sales by Royal Greenland International in China and other Asian countries, according to the report.

    The revenue growth of 18% was driven by price increases for the main species of Greenland halibut, shell-on coldwater shrimp and snow crab, the company said.

    The total growth in volume terms is only just below 1%. Asia now represents 23% of group revenue.

    In Japan, it remains difficult to increase sales in the wake of the many price increases, which were a necessary consequence of the devaluation of the Japanese Yen, but sales in local-currency have risen steadily, while earnings in the market are increasing.

  • Ele.me may go to Alibaba

    Ele.me may go to Alibaba

    As more people start using their smartphones or the internet to order food, China’s eCommerce leaders are in a battle for supremacy.

    Now a food-delivery startup backed by Tencent Holdings, Ele.me, is planning a fast funding round of at least $1.25 billion, in a deal led by competitor Alibaba Group Holding, reports Deal Street Asia. It is aiming to close the round next month.

    If it goes ahead, Alibaba will become Ele.me’s controlling shareholder. It values the service at about $4.5 billion, and the deal could be announced before the Lunar New Year holiday starting on February 8, according to an insider.

    Earlier merger talks between Ele.me and group-buying site Meituan.com fell through, and Caixinpreviously reported that Ele.me was in discussions with Alibaba to raise funds.

    Meanwhile, Tencent and Alibaba are battling with China’s largest search company Baidu for front position as the local-services industry gains traction with more people going online or using mobile technology to order food, schedule beauty treatments or hire domestic helpers. Users of these services are predicted to rise 29 per cent to 400 million by next year, with sales expected to reach 7.28 trillion yuan ($1.1 trillion).

    Chinese internet companies have been the subject of $91.6 billion in acquisitions and investments over the past 12 months, according to Bloomberg data. Meanwhile, Tencent shares have fallen 1.7 per cent in Hong Kong to HK$133.10 ($17.08) – the lowest in almost four months.

    Alibaba and its financial affiliate, Zhejiang Ant Small & Micro Financial Services Group, have formed a joint venture called Koubei, in which each has agreed to invest three billion yuan to help the company expand into neighbourhood services.

    Baidu last year said it would invest $3.2 billion over three years in its own provider of local services,Nuomi.

  • Korean grocery prices among world’s highest

    Korean grocery prices among world’s highest

    A recent report from a Korean consumer protection agency reveals that the prices of imported fruit, wine, beer and Starbucks coffee in Korea are much more expensive than in other countries.

    According to Consumers Korea, the domestic prices of imported grapes, wine, and domestic pork belly were among the highest levels in the world. The prices of groceries in the major cities of 13 countries were compared.

    The report indicated that 800 grams of American grapes cost 7009 won in Korea, which was twice as high as the price in the U.S. (4069 won), and wine was being sold for an average of 38,875 won, which was 71 per cent higher than the price of wine in the Netherlands (22,681 won), which has the fifth-highest wine prices in the world.

    The price for a kilogram of domestic pork belly (27,930 won) was almost twice as high as the comparable price in China (14,679 won), which was the second-highest among the 13 countries compared.

    The cost of coffee at Starbucks (Americano tall size), domestic beef sirloin (one kilogram, steak), imported sirloin (one kilogram, steak), bananas (Philippines, one bunch), American oranges (one), American grapefruit (one), Coca Cola (1.5l), Heineken (330ml), and Miller (355ml) in Korea were the second highest among the 13 countries compared.

    Of note, the price of Heineken in Korea (2016 won) was 2.9 times higher than the price in the Netherlands (729 won), and the price of Miller in Korea (2203 won) was 2.3 times higher than the price in the US. (960 won).

    Officials from Consumers Korea commented that among the 35 products compared across the 13 cities, the Korean grocery prices of 31 products ranked in the top five.

    “Prices of Korean agricultural products were expensive compared to prices in other countries. Since customs tariffs are being lowered due to different free trade agreements, regulations should be established so that the financial benefits of free trade can be passed on to consumers,” said the officials.

  • Starbucks Asia performance concerns

    Starbucks Asia performance concerns

    Starbucks’ latest overall figures look impressive- but this first set of results of its new fiscal year show a marked polarisation in performance around the globe.

    In the Americas, the company’s largest market, sales and profits powered ahead. However, the same cannot be said of both Europe and China, where the results were far more subdued.

    Turning first to China and Asia Pacific, at first glance the results do not look too bad, with revenues up by a very solid 32 per cent. However, most of this increase is attributable to incremental revenues from the acquisition of Starbucks Japan early in the last fiscal year.

    A significant 885 net new store openings across the region also helped to boost top line growth.

    Despite this there are two areas for concern. The first is underlying sales growth, which at 5 per cent has come in below expectations; the concern is that some of this is related to a general slowdown in China which, if part of a longer term trend, could harm company earnings.

    The second is the margin position which has deteriorated because of higher wage costs and the change of ownership of the Japanese operation.

    Turning to the Americas: Despite having been accused of “declaring war on Christmas”,  Starbucks’ results showed much more holiday cheer than its generic red cups. Across the region revenue rose by a very respectable 11 per cent, underpinned by 9 per cent comparable growth.

    Operating income also rose by 14 per cent. Tweaks to the menu which saw the inclusion of some more expensive drinks options and an enhanced range of food helped to drive up average ticket across the period.

    The American results were particularly impressive given the warmer weather across most of the holiday period. That this did not deplete sales underscores the habitual nature of Starbucks and its importance as a small indulgence for many of its regular customers. This loyalty has, in our view, been further strengthen by strong take-up of the mobile app which encourages and stimulates regular buying.

    Within Europe and the wider EMEA region, the net addition of 79 stores did little to bolster overall revenue which declined by 6 per cent on a year-over-year basis. Admittedly much of this was related to unfavorable exchange rates but some is also attributable to weak underlying sales growth at existing shops. The impact on profits has been negative, something further exacerbated by the shift to developing more licensed stores which operate at a lower margin than company-owned outlets.

    Looking ahead, initiatives such as the evening sale of alcoholic beverages and an enhanced food menu, will help to further drive productivity in US stores.

    However, Starbucks will need to work harder to ensure that these gains are not diminished by the deteriorating environment in Asia and the lackluster performance in Europe.

  • The New PasarBella Gourmet foodcourt, Singapore

    The New PasarBella Gourmet foodcourt, Singapore

    Singapore design firm, Greymatters recently completed the interior design for PasarBella’s second outlet, at Suntec City.

    The design has been described as “an enclave of enchantment” with diverse food and beverage and retail offerings.

    The new space houses 15 gourmet concept stalls in its 7000 sqft (650 sqm) space, each of which was designed by the boutique firm.

    PASARBELLA INTERIOR2

    Greymatters says it took inspiration for the design from the streets of Lower East Side New York City, the enchanting one-of-a-kind marketplace features, graffitied walls and street art illustrations of happy food and familiar cartoon caricatures, hanging fruit crates and urban paved walkways “that resemble a bustling streetscape littered with vibrant stalls that will send you on a captivating marketing experience”.

    “It was an extremely exciting project, not only to give PasarBella@Suntec a new identity, but also to conceptualise each trader’s store design in a manner that would complement the overall theme of the space,” explains Alan Barr, founder and MD of Greymatters.

    PASARBELLA INTERIOR

    “This is our fourth collaboration with PasarBella and truly allowed us to express our creative ideas and solutions, in order to create a dynamic space that emulated the ethos of PasarBella, yet manifesting it in a unique way.”

    The eclectic space features painted roadways and zebra crossings on the floor, directory signage inspired by NYC’s subway map allow customers to follow their favourite coloured line from the directory to the trader of choice. Cobble tiles are also used for the flooring, which is a relic of NYC street paving of the past.

    The tabletops are made of recycled hardwood timber and salvages street and construction signage, adding to the overall vibe of the space.

    PASARBELLA INTERIOR5

    Each of the vendors in the space have their own distinct identity, all of which reflect the loud, organised chaos of the bustling streets of Barr’s hometown, New York City. In the streets of New York, caffeine is a staple, and serving up its infamous coffees and sweet treats at PasarBella@Suntec is well-loved brand Sarnies, nestled in a storefront that was designed to emulate that of the takeaway coffee joints along the streets of the Big Apple.

    PASARBELLA INTERIOR DETAIL1

    Pimp My Salad is another of the star contenders at PasarBella@Suntec, focusing on healthy food-togo; the compact kiosk is designed with visual impact in mind, featuring a glass display for the different meats, fish, vegetables and grains to be displayed allowing diners a feast of the senses as they select their ingredients in customising their salads.

    Other favourites include Porsena that adopted a New York City Deli vernacular for the stall, and stands proud at one of the main entry points. Wolf Burger is nestled in a loud and proud glistening space of glossy red tile, with a seductive female wolf head pieced together in red and white mosaic tile.

    PASARBELLA INTERIOR DETAIL2.

    Drinks was designed as an interpretation of an upcycled shipping container that can be seen all over the storage lots in the Lower East Side of New York City.

    PASARBELLA INTERIOR8

    Overall 14 choices of different cuisines in an extremely unique environment make for a dining experience unlike any other in Singapore. Designed at a world-class level, with no detail left untouched, PasarBella Suntec City traverses cultures, cuisines, and design styles with its diverse offerings, providing a one-of-a-kind dining experience for all foodies in Singapore.

    Earlier in October, the hospitality design firm was ranked #68 in Interior Design magazine’s annual industry rankings under “Hospitality Giants”, making it the only Singapore-based firm to make the list this year, and one of the only two firms headquartered in Asia.

    PASARBELLA INTERIOR9

    Greymatters recently celebrated its third anniversary in August 2015. The firm is set to complete its first full hotel project, the Amari Hotel & Resort in Galle, Sri Lanka, followed by a string of other accommodation venues across the region; Elbow Room, a bespoke cocktail bar in Phnom Penh, Cambodia that will launch early 2016; and Skin+bones restaurant slated to launch in Bangkok, in March.

    Greymatters’ next project with PasarBella, which is already in design, is the PasarBella iLights 2016 venue at Marina Bay Sands.

  • Imported salted fish flooding Sukabumi market

    Imported salted fish flooding Sukabumi market

    Imported salted fish products have flooded the traditional markets and attracted consumers in Sukabumi, West Java, because of its low pricing.

    “Imported fish products, including from Thailand and Taiwan, dominated salted fish stalls in Sukabumi,” trader Dani Supriyadi said at Cisaat Market, Sukabumi, on Monday.

    According to him, the imported salted fish products remained the main attraction at the local traditional market due to scarcity of local fish supplies.

    Traders opted for imported products to meet the market demand for salted fish, and stocked them. Another reason for the popularity of the imported salted fish is its low price, compared to the fish produced domestically.

    Sadly, domestic salted fish has been difficult to find lately, because of its limited stock.

    The quality of local salted fish products in the country is better than the imported stock, yet it cannot last long because it is processed traditionally. It does not use chemical preservatives.

    “The local salted fish products should dominate the domestic markets because Indonesia has access to vast water resources in the form of Indian Ocean and Pacific Ocean, in comparison to Taiwan and Thailand which have rare Sepat fish species and anchovies,” he added.

    Meanwhile, Chairman of Palabuhan Ratu Community Collectors and Fish Processing Palabuhanratu, Telly Supriatna said too little catch of anchovies ios now found in Indonesia due to inappropriate weather. It is believed that since December 2015 and till April this year, the supply will continue to decrease.

    When entering the rainy season, salted fish processing declines due to the fact that drying process takes a long time. As a result, next April, fish production will decrease and supply will fall as well.

    “Salted fish processing in Indonesia is mostly done traditionally, relying on nature for its drying process. Compared to imported products that are already using modern tools, our products become less competitive in the market,” he said.

  • Edrington brands shine at DFS Masters event

    Edrington brands shine at DFS Masters event

    Edrington Asia Travel Retail has sold more than $1.7m-worth of fine and rare bottlings of The Macallan and Highland Park Scotch malt whiskies at DFS Group’s Masters of Wine & Spirits’ (MOWS) events, since its launch in 2011.

    Edrington has also welcomed the latest new ‘revamped format’ of the event in Singapore, which Ryan Hill, Managing Director says has ‘opened up this unique experience to an even broader set of consumers’.

    This latest edition of the prestigious annual event was held over four floors of the DFS’ T Galleria Singapore on Scott’s Road in downtown Singapore, featuring a collection of rare wines, spirits and Champagne.

    What was previously an invitation-only event for top-tier VIPs was opened up to all DFS’ customers this year, featuring tastings from leading brands across a four-week period where Edrington showcased its travel retail exclusive range of The Macallan and Highland Park whiskies, with the recently released Macallan Rare Cask Black taking centre-stage.

    DFS MOWS MACALLAN VINTAGES

    DFS MOWS 2016 Macallan

    Opening up this year’s MOWS event was a positive move, according to Edrington. Very rare ‘vintages’ were also on show with The Macallan.

    EXCLUSIVE RARE TASTINGS

    The company said: “Taking over the LOYAL T lounge for two nights, Edrington also hosted a series of exclusive invite-only tastings with members of DFS’ LOYAL T program and VIPs. The highlight of these educational sessions was an exclusive tasting of the Macallan Fine & Rare 1946 – one of the whiskies comprising the Five Decades Collection.

    “The tasting was led by Darryl Haldane, The Macallan’s Head of Education, who told the unique story of the 1946 – one of very few peated Macallans ever produced due to a post-war coal shortage. Guests were also able to taste The Macallan No.6 – part of the 1824 Series and another product of The Macallan’s longstanding partnership with Lalique.”

    The second night of the event saw featured The Macallan Fine & Rare 1949 and Highland Park Ragnvald and was co-hosted by Darryl Haldane and Martin Markvardsen, the Highland Park Brand Ambassador.

    Interestingly, the company said this was the first time a Highland Park Brand Ambassador has hosted a private tasting with VIPs from DFS, with feedback from guests highlighting a ‘significant new found interest in the brand’.

    Edrington’s Ryan Hill commented: “What has set this year’s event apart is the new, revamped format which has opened up this unique experience to an even broader set of consumers, providing an excellent opportunity to educate the next generation of connoisseurs.

    Edrington tasting at MOWS Singapore

    DFS ‘THRILLED’ WITH ‘INCREDIBLE PROGRAMME’

    “Alongside this, the private setting of the LOYAL T bar gave us an opportunity to conduct intimate group-tastings of some particularly rare expressions of The Macallan with a carefully selected group of DFS’ most loyal customers.”

    Adding her comments, DFS Group’s Brooke Supernaw, Senior Vice President Spirits, Wines and Tobacco said: “We’re thrilled that The Macallan has joined us for the fifth year at Masters of Wines and Spirits held at our own T Galleria by DFS store for the first time. Daryl and his team created an incredible programme, surprising and delighting our customers with their fantastic product offering and an unforgettable tasting experience.”

    Created exclusively for DFS, The Macallan 5 Decades Collection, features five Fine & Rare vintages from 1946, 1950, 1975, 1989 and 1995, each drawn from a single unique cask representing a different decade, to commemorate SG50 [Singapore’s independence jubilee-Ed], alongside this year’s DFS Masters of Wines and Spirits.

    The company added: “Exceptionally rare are the Fine & Rare 1946 and 1950, which are a couple of the oldest expressions that have ever been released to the public in the history of The Macallan. A truly iconic showpiece of liquid history, the 5 Decades Collection is presented in a specially designed bespoke cabinet.”

  • Hong Kong McDonald’s Next delivers world first

    Hong Kong McDonald’s Next delivers world first

    Forty years after the franchise entered Hong Kong, a taste of the future is offered by the new McDonald’s Next concept store – a world first.

    In Admiralty Centre, the store has replaced the red-and-yellow colour palette with a black-and-white logo, ambient lighting, and glass and metallic interiors. There is not a clown to be seen – and the biggest surprise is a salad bar with 19 ingredient options including two choices of base greens, two types of cheese and three sauces.

    Also new for McDonald’s is table service after 6pm and premium coffee blends. Customers can also charge their mobile devices, use free Wi-Fi and can use self-ordering kiosks. For diehards, the regular menu is still available, plus there is the brand’s new Create Your Taste (CYT) concept, allowing touch-screen customisation of burgers. Launched last year, CYT has been rolled out in locations in Australia, China, Hong Kong (nine outlets), the UAE and the US.

    McDonald's Next Hong Kong salad

    McDonald’s Next combines the restaurant, CYT and McCafe all in one, offering a variety of exclusive products, says the company in a press release.

    Since CYT was introduced in Hong Kong in July, it was noticed that customers increasingly opted for healthy options, which led the brand to extend the concept to salads. Salads can also be matched with grilled chicken, chopped eggs, crayfish and cous cous or quinoa. The burgers are served on wooden boards.

    Also in response to local tastes, both coffee and desserts have been upgraded. Its new McCafe Premium House Blend single-origin beans are being packaged for customers to take home, and the restaurant serves traditional Belgian berry waffles.

    McDonald's Next Hong Kong burger on board

    A new “theatre kitchen” features bright lights and glass counters displaying ingredients. Customers may also watch the food preparation process. The restaurant decor includes a large screen displaying continually changing “interesting food patterns”, while there is “carefully selected” background music and adjustable LED lights to create atmosphere.

    McDonalds Next Hong Kong people eating

    As well as having new uniforms, the staff have had 720 hours’ of training for table service, offered from 6pm until the restaurant closes at 1am.

    “It’s friendlier, and feels more like a cafe than a McDonald’s,” French businessman Nicolas Cottard has told CNN. “I think it’s increased the value of the brand.”

    McDonald's next Hong Kong counter

    The introduction of the new concept follows McDonald’s announcing a major turnaround plan in May after both revenues and customer numbers tumbled internationally. CFO Kevin Ozan said the restaurant’s performance reflected the ongoing pressures of the business – not only competition in the fast-food market, but also the growing awareness of health issues around the world. Half of the global respondents to a Nielsen Global Health & Wellness survey last year said they were trying to lose weight, while 75 cent of them said they were changing their diets to focus on more natural, fresh foods.

    The McDonald’s Next restaurant was designed by Australian company Landini Associates, which told Dezeen magazine the grey-walled restaurant is “an experiment in non-design”.

    McDonald's Next Hong Kong interior

    “The colourful graphic environments that became the signature for McDonald’s internationally are replaced with a more simple, quieter and more classic approach,” said the Sydney-based architectural practice.

    “The intention is to hero the food, the service and the people who come to enjoy it, and to create a ‘recognisable neutrality’ that allows this to happen.”

    Landini Associates is now working on similar stores in Australia, China and Singapore.

    McDonald's Next Hong Kong bagged coffee