Interview with Bernard Boutboul, founder of the consulting firm Gira, which specialises in out-of-home catering

Founder of Gira, a reference in strategic consulting in out-of-home catering, Bernard Boutboul has been analysing the changes in the market for more than thirty years and supporting many restaurateurs. With Chantal Dubois, he has just published ” The toolbox for opening a restaurant and making it prosper: 57 turnkey tools” with Dunod editions. A very practical and concrete manual for creating your own restaurant. Meeting.

You have been observing the restaurant sector for several decades with Gira. How would you describe the state of the hospitality sector in France today?

The sector is extremely buoyant. Many French people now consume out, especially at lunchtime during the week. It’s exploding! In the evenings and at weekends, the dynamic is also strong, because we cook less and less at home and we gradually lose culinary know-how. Despite all the crises we have gone through in recent years, the overall business curve in the sector has never really weakened. I also insist, but today I prefer to talk about out-of-home food consumption rather than CHR. Because many companies outside the hospitality industry offer food.

Also, we have noticed that the market has also become very dichotomous. Some establishments are seeing their attendance drop by 10 to 50%, which explains the significant increase in insolvencies. Conversely, another block of restaurateurs is outperforming, with double-digit growth. Those who succeed have understood that consumer expectations have changed profoundly: Generation Z, in particular, no longer comes just to eat, but to live an experience. Those who suffer are often those who reopened after Covid as they closed in 2020, without changing anything. But today, this is no longer enough.

In your opinion, what transformations will have a lasting impact on the sector?

Several changes are already underway.

The first concerns prices. With the decline in purchasing power, restaurant owners must remain reasonable. The restaurant’s business model is changing: we will continue to make money, but we will probably make less money than before.

The second transformation is linked to the shortage of staff, with a turnover that reaches nearly 78% in France. Some restaurant owners have understood that it is necessary to manage better, value the teams and improve working conditions.

The third major development: the life cycle of concepts is shortening. Fifteen years ago, a concept could last seven years. Today, its lifespan is more like two years. Consumers want something new all the time.

Finally, communication has changed radically. Traditional advertising is giving way to permanent buzz on social networks. Restaurant owners must speak up continuously. Anyone who does not communicate becomes invisible.

How have consumer expectations changed in recent years?

Consumers are now looking for a global experience, not just a quality plate.

The atmosphere, the concept, the scenography, the identity of the place… everything counts. This is especially true for the younger generations, who want to experience something memorable when they go to a restaurant.

Value for money has also become a central issue. Customers pay attention to prices and immediately perceive increases that are considered excessive.

Do you see any new strong trends emerging in consumer habits?

You have to remain very vigilant because trends change extremely quickly. Today, for example, certain concepts such as fried chicken or crispy formats are on the rise. But tomorrow, this will already be outdated. The restaurateur must always “play one step ahead”, like in chess. You have to ask yourself what will be trendy tomorrow! And not today. This is how your establishment becomes a real destination.

What are, in your opinion, the three most common mistakes made by restaurant owners?

• The first mistake concerns the location. Many designers choose a place sometimes by feeling or because an opportunity arises, without market research. However, this is a strategic element, which must take into account the potential of customers and the competition.
• The second mistake is the construction of the menu. Here again, some restaurateurs rely solely on what the competition is doing, whereas a menu must be thought out strategically.
• Finally, the third mistake concerns communication. Many think that everyone knows them, which is false. Even a well-known brand like Ibis only has a spontaneous awareness rate of about 8%. We must therefore constantly remind consumers that we exist.

Last year, you published The Toolbox for Opening a Restaurant and Making It Prosper. What made you want to write this book?

It all started during the lockdown period. A survey showed that one in three people were considering changing jobs and starting a business. And of these projects, 80% involved opening a restaurant. There is a form of fantasy around the restaurant industry, often driven by family projects. However, opening a restaurant is extremely difficult.

With Chantal Dubois, associate professor at the hotel school of La Rochelle and co-author of the book, we wanted to offer a very concrete guide to help project leaders get started in the best conditions. What surprised us is that the book is also bought by restaurateurs who are already established, proof that they too are asking questions about their model.

What advice would you give to someone who wants to open a restaurant today?

First of all, I would say that you have to be aware that it is an extremely demanding job. The restaurant industry has become a real business that requires skills in management, management, marketing, communication and finance. Today, we see profiles from business schools succeeding in this sector because they work with data, analyze their market and structure their strategy. The intuitive approach is no longer enough. In reality, opening a restaurant remains a risky bet… but it is also a great opportunity for those who know how to adapt and professionalize.

What do you think the restaurant industry will look like in France in 5 to 10 years?

Two models will coexist. On the one hand, an experiential restaurant, where something happens: a strong concept, an atmosphere, a universe that justifies the price and attracts customers. On the other, a restaurant of necessity, more functional, which meets a practical need and which can be largely supported by delivery or dark kitchens. These two approaches will continue to develop, particularly under the impetus of new generations of consumers.