NO.763 MAY 2020
#HospitalityStrong
ARTHUR TO-GO • THE GROCERY PIVOT • MASTERING NEGOTIATION
CONTENTS // May
Contents MAY 2020
18
Regulars 6 // IN FOCUS How to implement social distancing in your venue. 10 // PRODUCE Cauliflower has made the ultimate comeback. 12 // BEST PRACTICE Negotiating in the midst of a pandemic. 14 // COLUMN Creating a memorable brand.
Interactivity key 2 | Hospitality
24
16 // DRINKS Selling wine has become a crucial income stream for venues. 18 // PROFILE Arthur has made the move from dining in to take-home meals: and it’s working. 22 // CHEF PROFILE Julian Cincotta from Butter and Thievery. 34 // BEHIND THE SCENES The Wolfe’s lobster roll. 36 // EQUIPMENT Pasta machines are making isolation slightly more bearable.
audio file
gallery
video
30
38 // 5 MINUTES WITH … Chef and restaurateur Jessi Singh.
Features 24 // CAFÉS The community hubs are struggling, but there are some small wins. 30 // THE GROCERY PIVOT Venues are transforming into mini grocery hubs to survive.
We are bringing you the latest in hospitality news in a new and exciting interactive platform, look out for these icons throughout the magazine.
YOUR
BAKERY PARTNER
Tip Top Foodservice is proud to be #hospitalitystrong We are committed to helping our customers, distributors and industry partners however we can as we all work to feed our communities. Join our community today on Facebook and Instagram.
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EDITOR’S NOTE // Hello
Social
Keep up with the Hospitality team
ISO PERKS East 33 is now delivering some of the finest Sydney Rock oysters to your door. @hospitalitymagazine
Hello IT’S NOT BUSINESS as usual for the
‘Pivot’ might be one of the most-used
hospitality industry. We’re weeks into venue
words floating around right now, and it’s
lockdowns and it’s a constant battle for
certainly accurate. Restaurants are turning
operators to stay open or close the doors
into cellar doors, cafés are selling produce
and wait it out. With takeaway and delivery
and pubs are strictly bottle shops these days.
the only income streams for most venues, it’s
We look at the alternative avenues business
tough, but there are some success stories —
owners are taking to keep staff paid and
which are what we are focusing on this issue.
their brands going.
BERRY NICE Like many, I’ve turned to baking during isolation. But don’t worry, this isn’t banana bread – it’s pear and raspberry! @annabellecloros
Thankfully, we can still head to a café to grab a coffee, and now more than ever,
I hope you enjoy this issue.
people are realising just how crucial these businesses are to their daily lives. I talk
Until next time,
to Sam Terrey from Small Talk and
Annabelle Cloros
Anthony Karnasiotis from Goodfields about
Editor
LOCAL MATTERS Happy to be back in my hometown with Ten Acres pastries from the local cafe Humdrum. @madeline.woolway
how they’re diversifying their concepts to
Follow us
stay afloat.
@hospitalitymagazine #hospitalitymagazine PUBLISHER Paul Wootton pwootton@intermedia.com.au EDITOR Annabelle Cloros T: 02 8586 6226 acloros@intermedia.com.au JOURNALIST Madeline Woolway T: 02 8586 6194 mwoolway@intermedia.com.au
ADVERTISING NATIONAL Simon York T: 02 8586 6163 F: 02 9660 4419 syork@intermedia.com.au GROUP ART DIRECTOR – LIQUOR AND HOSPITALITY Kea Thorburn kthorburn@intermedia.com.au PRODUCTION MANAGER Jacqui Cooper jacqui@intermedia.com.au
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DISCLAIMER This publication is published by Food and Beverage Media, a division of The Intermedia Group Pty Ltd (the “Publisher”). Materials in this publication have been created by a variety of different entities and, to the extent permitted by law, the Publisher accepts no liability for materials created by others. All materials should be considered protected by Australian and international intellectual property laws. Unless you are authorised by law or the copyright owner to do so, you may not copy any of the materials. The mention of a product or service, person or company in this publication does not indicate the Publisher’s endorsement. The views expressed in this publication do not necessarily represent the opinion of the Publisher, its agents, company officers or employees. Any use of the information contained in this publication is at the sole risk of the person using that information. The user should make independent enquiries as to the accuracy of the information before relying on that information. All express or implied terms, conditions, warranties, statements, assurances and representations in relation to the Publisher, its publications and its services are expressly excluded save for those conditions and warranties which must be implied under the laws of any State of Australia or the provisions of Division 2 of Part V of the Trade Practices Act 1974 and any statutory modification or re-enactment thereof. To the extent permitted by law, the Publisher will not be liable for any damages including special, exemplary, punitive or consequential damages (including but not limited to economic loss or loss of profit or revenue or loss of opportunity) or indirect loss or damage of any kind arising in contract, tort or otherwise, even if advised of the possibility of such loss of profits or damages. While we use our best endeavours to ensure accuracy of the materials we create, to the extent permitted by law, the Publisher excludes all liability for loss resulting from any inaccuracies or false or misleading statements that may appear in this publication. Copyright © 2020 – The Intermedia Group Pty Ltd
4 | Hospitality
Covid-19 may have changed the face of our industry. But some things haven’t changed - we’re still here for you. Saputo Foodservice remains committed to providing our customers and consumers with safe, high quality products. On the ground, we have implemented strict precautionary measures to help keep our people safe. We’ve activated global crisis management teams to establish safety priorities and ensure proper protocols are in place. We understand you’re all faced with making difficult decisions in your business every day. Like any family, we are in this together. We’re monitoring the situation to ensure we can continue to supply and support all our Foodservice Customers, and address any concerns you have. Together we can navigate the hospitality industry through this.
#hospitalitystrong
IN FOCUS // Social distancing
Social distancing in venues If your venue is still offering takeaway or delivery, social distancing measures must be adhered to.
HOSPITALITY VENUES ARE strictly limited
Police now have special powers to enforce
dedicated apps such as Bopple, Hungry
to selling takeaway food and beverages,
social distancing measures, and if your
but social distancing requirements are still
venue doesn’t comply, you and the people
in place.
inside your venue could be fined on the spot.
Deliveroo, Uber Eats, The Fork, DoorDash)
Individuals can be fined $1000 and companies
also allow customers to place orders for
fined $5000 at the time of publication.
pick-up.
restrictions of 4 square metres per person in
Display signs
Introduce ‘contactless’ pick-up zones
enclosed spaces.
Operators can print out signs requesting
Use a table or existing counter for
customers keep a 1.5-metre distance
contactless pick-ups. Customers are able to
individuals are not aware of the need to
between each other when lining up to order.
walk straight into a venue and pick up their
practice social distancing when they are
If your venue has street access, encourage
order without stopping and staff can add
ordering and picking up food. Here are
customers to wait outside.
them to the location as they come out of the
The Australian Government recommends people keep a 1.5-metre distance between
Hungry or Hey You. The major delivery platforms (Menulog,
each other at all times, and there are
But this can prove difficult to enforce if
some tips.
Alternatively, use tape or chalk to mark out
kitchen.
spots on the ground that are 1.5 metres apart.
Remove all tables and chairs
By doing this, there is no confusion as to where
Go cash-free
Stack chairs and tables and move them to
customers or delivery drivers need to stand.
Many venues have already eliminated cash
the back of your venue. If a customer spots
and gone card-only. A tap of the card is
a chair, they may be tempted to sit down. If
Promote pre-orders
much quicker than exchanging cash and
your furniture is too heavy to move or fixed to
Use social media accounts to encourage
doesn’t require any contact between staff
the ground, rope off the area.
customers to pre-order direct or through
and customers. ■
6 | Hospitality
IN FOCUS // Hand sanitiser
From booze to sanitiser Australian distillers are shifting their production focus from spirits to hand sanitiser. WORDS Annabelle Cloros HAND SANITISER, LIKE toilet paper, pasta
batch for the broader Prohibition Family?”
federal licences, dangerous goods approvals,
and many other household essentials, has
Prohibition produced 200 100ml bottles
access to raw materials and expertise –
been difficult to access over the past few
of juniper-scented hand sanitiser that were
so we’re now making hand sanitiser our
months due to near-constant demand.
given away with 500/700ml sales of gin.
production focus,” says founder Will Edwards.
Manly Spirits Co and Archie Rose in Sydney
For Manly Spirits Co, producing hand
“We will continue to produce sanitiser for
and Adelaide’s Prohibition Liquor Co are just
sanitiser came about after local community
as long as we can, or as long as is required
a handful of the distillers who have recently
groups and organisations reached out for
and this will also support the redeployment of
released hand sanitiser products into the
help. “We knew that making hand sanitiser
as many of our full-time bar staff as possible
market, which are now available to purchase.
available for these groups was simply our
to assist in filling, packaging and shipping
part to play in these crazy times,” the brand
the product.”
Prohibition Liquor Co never thought they would be making sanitiser, but quickly changed their tune when they weren’t able to
posted on Instagram. The distillery is churning out 5L containers
The distillery have used a product formulation based on the World Health
purchase the product for their venues to keep
for community groups and also created a
Organisation’s guidelines while utilising
staff and customers safe.
50ml sanitiser with gin aroma that customers
ingredients including grapefruit, cassia,
will receive for free with every purchase.
cardamom and thyme botanical distillates
“Being a distillery and having access to high-strength alcohol, we decided to make
Archie Rose first released 4,500 500ml
a small batch of our own,” reads a message
bottles of hand sanitiser, with the product
on the brand’s Instagram account. “We are
selling out almost immediately. There’s now a
potential revenue stream for distilleries
not in the hand sanitiser business and don’t
rolling wait list for each new batch.
who can no longer operate their bars while
intend to be, but we figured if we are going to make it for ourselves, why not make a small 8 | Hospitality
“We’re in a unique position to manufacture this essential product – with the required
from the brand’s gin production. The production of hand sanitiser is a
allowing them to provide an essential product to the communities they operate within. ■
STRAP NAME ////Second ADVERTORIAL Spacenow Strap
Ride the digital wave How the hospitality industry can cope with COVID-19. THE AUSTRALIAN HOSPITALITY industry
professionals are creative and resilient
“Restaurants can maximise their reach by
employs and serves makes it a crucial part
business models to current restrictions,” he
in additional locations and extending their
is huge. The sheer volume of people it
of the everyday life and source of income for many. The market has taken a big hit as a result of the global pandemic. As
COVID-19 continues to unleash more of its side effects, the foodservice industry must be agile and ready.
Times are changing, and so is the
hospitality industry. Now, with orders
from the Australian Government to close pubs, bars, cafés, restaurants and other
licensed venues in the hospitality industry to restrict social gatherings, things are no longer the same.
Moreover, the massive spending tourist
market has taken a hit as a result of travel bans. With many restaurants and cafés
reliant on the travel, accommodation and
event sector to survive, it’s time to evaluate other opportunities to generate revenue. Cafés and restaurants must adapt to the
new economic climate. First and foremost,
the online delivery sector is going to boom. In fact, off-premise dining increased in
Australia by 10 per cent in February alone. Daniel Gunning, CEO of Spacenow, has
noticed a range of trends currently impacting the hospitality industry. “Hospitality
people who have already pivoted their
says. “We’ve seen the switch of their food
menu and alcohol list, including cocktails, to home delivered meals.”
Gunning notes that this has even
extended to restaurants turning into
bakeries and selling greengrocer food
boxes with the supply of produce they
have. In such unstable times where many products are unavailable, it’s helped strengthen community spirit.
“I expect that many will continue this
after restrictions are lifted,” he says. “It’s
an opportunity to use their cooking skills
opening new branches of ghost kitchens
brand. After all, they’re cheaper to operate and will yield higher profits.”
At the same time, people who own kitchen space have a chance to generate a new source of income by renting them out.
That’s why Spacenow would like to be the
bridge between the two; partnering up with cooking professionals and property owners is the next move. With lower barriers of
entry, more food entrepreneurs can enter the market with less risk and less costs. “It can even encourage chefs to start
and access to products as a way to get
up their own social footprint online and
make more sales from existing customers,
like ghost bars,” says Gunning. Ultimately,
better utilisation out of the kitchen space, and open up to new customers in times
their businesses would usually be closed.” This will lead to a new wave of what’s
experiment with ideas they’ve always had, such collaborations will see the rise of a new
market, and that’s where Spacenow comes in. Spacenow aims to initiate collaboration
called ‘ghost kitchens’. Also known as
between property owners who have the
kitchen spaces for food and restaurant
kitchen space!
dark, smart or virtual kitchens, they are services without the storefront. Meals are
assets and chefs looking for much-needed If you’re interested in capitalising on the
sold exclusively through delivery channels,
new emerging market, Spacenow would
dine-in options.
and there is no better time than now to
eliminating overheads associated with
“They are definitely here to stay and
will be a growing market,” says Gunning.
love to hear from you. Society is adapting, join in on this digital domination. spacenow.com ■
May 2020 | 9
PRODUCE // Cauliflower
Flavour described as sweet, mild and nutty Heads can grow up to 20cm in diameter
Leaves can be tied together during growth to avoid discolouration of the head
White cauliflower is the most popular in Australia
Cauliflower
The humble cauliflower has made the ultimate comeback to become one of the darlings of restaurant menus.
Origins
are largely grown in Western
The cauliflower is a type of
Australia, but are also grown in
before the curd turns yellow,
The curd of the cauliflower is the
cabbage from the mustard
some parts of Victoria.
which can happen when they
most commonly consumed part
are exposed to the sun for
of the vegetable, but the leaves
family, otherwise known as
The plants are grown from
Plants should be harvested
Culinary applications
Brassicaceae. It’s believed
seedlings, ideally in loams,
too long. Some growers tie
and stalks can also be eaten.
to have originated in the
clay loams and alluvial soils.
the leaves together to avoid
Cauliflowers are high in fibre,
Mediterranean as early as
According to Agriculture
discolouration.
vitamin C and B vitamins, which
the 13th century, specifically
Victoria, soils should have a
in Cyprus, before seeds were
high organic matter content,
Flavour profile
foodstuff. There are myriad ways
traded in Western Europe in
good structure and be well
White cauliflower is the most
to prepare cauliflower from
the 16th century. The vegetable
drained as cauliflowers do not
common in Australia, with many
roasting to grilling, boiling, frying,
did not reach America until the
flourish under strongly acidic
describing its flavour profile as
pickling or even eating raw. A
1900s, but the exact date of its
conditions.
mild, sweet and nutty. It has a
common application is to cook a
crunchy texture and its flavour
head of cauliflower in a wood-
apart and plants can grow up
is at its best when roasted.
fired oven and serve with butter
Seasonality and harvest
to 0.5m tall. They are ready for
Orange, green and purple
and other accompaniments. â–
Cauliflowers are annual
harvest once the leaves covering
cauliflowers are all milder
plants and cool-weather
the curd (head) begin to
than white cauliflower,
crops, requiring consistent
separate. Depending on cultivar,
which has a slightly bitter
temperatures around 16 degrees
heads are usually between 15-
taste compared to the
Celsius. In Australia, the plants
20cm in diameter.
coloured varieties.
arrival in Australia is unknown.
10 | Hospitality
Seeds should be planted far
makes them a healthy and popular
gallery
ADVERTORIAL // Nestlé Professional
Save Our Locals Nestlé Professional is proud to partner with Save Our Locals to help the hospitality community through uncertain times and beyond.
IN RECENT WEEKS, most restaurants and
Save Our Locals’ meal kits make inspired
cafés have been forced to shut their doors,
results easy to recreate at home, with all
models, leaving many favourite local
ensure home cooks get results every time,
or significantly change their business
venues closed and thousands of talented
staff in the hospitality industry either stood
the hard work and prep done by chefs to in their own kitchen.
down or without a job.
Since lockdown began, Nielsen reports
a staggering 82 per cent of hospitality jobs
in time spent on cooking websites, with
The Australian Bureau of Statistics reports
have been lost since lockdown.
To help local businesses doing it tough,
Nestlé Professional is lending support to a new industry initiative, Save Our Locals. Save Our Locals is an online market
there has been a 71 per cent increase
young people spending 144 per cent more time following online recipes. The surge
in interest represents a great opportunity for businesses to service the demand for
Professional is ‘find a way’ and we are living that through the much-needed
income that every Save Our Locals meal kit order will bring to local businesses,” says
Nestlé Professional CEO Scott Stuckmann. “There is a whole ecosystem attached to
the hospitality industry and it’s heartening to think that together we can step up and
make a difference for our valued partners. We’re proud to support Save Our Locals
as our way of saying, ‘We are here for you and we always will be’.”
quality food created at home.
Through the delivery of ready-to-cook
an alternative income stream to keep the
profit Save Our Locals campaign, which
meal and a difference to the hospitality
supports restaurants by delivering fresh
bars, cafés and pubs in business despite
supporting local cafés and restaurants with lights on and staff employed. The initiative meal kits to home cooks, giving them the
opportunity to recreate restaurant-quality dishes at home.
The insight is what inspired the not-for-
endeavours to keep restaurants, bistros, the wider challenge presented by social distancing restrictions.
“One of our core values at Nestlé
meal kits, home cooks can make a great industry and their local community. ■ To register your venue, visit
saveourlocals.com.au/register
To order as a customer, visit
saveourlocals.com.au
May 2020 | 11
BEST PRACTICE // Negotiation
The art of negotiation A useful skill to have in the current climate. WORDS Ken Burgin SUDDENLY, WE ALL have to do a lot more negotiation, and it’s not just the small stuff.
information gives you time to assess. • B ack up every phone call with an email
Three months ago, you were arguing over a
outlining what you understood was agreed.
20c increase in chicken prices or the chef
• Never give anything away without something
wanting a $30 wage rise. Now you’re dealing with a stubborn landlord, an unknown bank manager, impatient suppliers and an impatient partner.
in return such as an extension of the lease or help with refurbishment in exchange for paying more rent than you anticipated. • The first offer has more influence on the
Most of what you did before was haggling,
final deal than any other factor, so plan and
but now it’s time to up the ante.
make it carefully.
Negotiating with landlords is a good place
Mero on the first steps of rental negotiation • Preparation and planning are two of the most important components of a negotiation. Without them, you negotiate with force, threat or bluff, which is not desirable and can break down the communication. • Understand the other side — what do they need? What is the landlord’s financial position, or if it’s in a shopping centre, what are they allowed to offer? • At the beginning, create the right atmosphere. Communicate your position and learn theirs. Asking questions and gathering 12 | Hospitality
landlord immediately. • Crunch the numbers and make a plan. Be ready with up-to-date bookwork — your sales data, P&L statement, bank statements, etc. • B ack up your argument with honest, transparent information. • Do all that you can to meet your current rental obligations. landlord and look at it from both sides.
financial return if you get it right. Julian Mero and business broker Paul Leach.
• Act quickly and communicate with your
• Work out what help you need from the
to start, and is likely to give you the largest Here are some tips from leasing executive
Leach’s advice for negotiating
• Don’t take “no” as being final — it might be
“Preparation and planning are two of the most important components of a negotiation. Without them, you negotiate with force, threat or bluff, which is not desirable.” – Julian Mero
the start of some serious discussion.
Common mistakes to avoid • Rushing; the person with the most time pressure has the lower hand. • Letting price dominate all other interests — there are other concessions that may be worth more than just a rent reduction. • Neglecting the other side’s position or problems — the landlord is not a demon! • Searching too hard for common ground to make the deal happen. • Neglecting your ‘walk away position’ previously set — if it looks like you were bluffing, you immediately lose leverage. Buckle up — you’re about to save yourself quite a lot of money! ■
COLUMN // Building a brand
Magnetic attraction How to draw people into your venue with your brand. WORDS Matthew and Terry Squadrito
AUDACIOUS, DISRUPTIVE,
to pursue perfection? Whether
your concept. You should be
Content, content, content!
CHARISMATIC, clever, magnetic
it’s the best extracted espresso
able to spin off your concept as
The more photography, video and
— this is how we would describe
or perfectly balanced gin, the
an elevator pitch in 30 seconds
messaging you have, the more
a brand that people will travel
answer will always take the form
and it sticks. Own your position
conversations people are having
across town to get a piece of.
of a mission or a purpose.
and wear it proudly. You can’t be
with and about your business. It’s
everything for everyone, but you
that simple. The best way to make
So, what exactly is branding?
Once you have that, it’s about
It’s a little like speed dating.
bringing the purpose to life
can be something that everyone
sure you’re covering your bases
Successful branding is about
in all areas of your business.
will remember you for.
is to remember the three p’s:
creating a series of memorable
There lies the source of your
moments that intrigue, surprise,
authenticity, and authenticity is
charm and excite. It’s about sweeping people off their feet
people, product, place.
a big factor behind why people
Nail your personality and voice
business that make it all happen.
stay loyal to brands.
Choose five words that best
Product: take people on a journey
and leaving them hungry for more.
People: the faces behind your
represent your venue in a
of how it’s made, where it comes
Know who you’re talking to
human way. The balance is
from and most importantly, make
owners that are looking to
Know who you’re trying to win
incredibly important. Say
it so damn desirable they just
find their true identity. And it’s
over. Know them intimately. What
you own a café and you’re a
have to have it! Place: where
not uncommon for people to
will satisfy them, what will excite
fanatic about pulling the best
the action happens. It’s always
fall into the trap of creating a
them and what will piss them
espresso imaginable. That
thriving in your neck of the woods,
Frankenstein brand by piecing
off? (one that is often forgotten).
would translate into a word
and you can’t wait to share it
together parts of others they
If you can get that right, it
like ‘meticulous’. However, you
with everyone.
admire. There’s nothing wrong
doesn’t matter what age they
should balance this out with a
with being inspired by those
are because you’re satisfying
‘welcoming’ attitude.
doing it well, but you have to
a collective of people that
carve out your own personality
need, love and hate very
your single origin coffee with
products, venues and digital
and place in the market.
similar things. Then all you
notes about the farm your beans
experiences. ■
need to do is structure your
are sourced from, the process
Find your heart
business and brand around
used and its flavour notes —
If you want to win the hearts and
satisfying as many of these
which shows off your meticulous
minds of people, you need to
points as possible.
attention to detail. On the
We often come across venue
reveal yours first.
For example, you might label
adopt a relaxed tone and ‘come
What gets you out of bed in the morning? What drives you
Basically, be single-minded in
marketing and social media.
14 | Hospitality
works with brands to create
video
flip side, you probably should
Pick a position and stick to it
Ask yourself these questions:
Squad Ink is a Sydney-based lifestyle brand studio that
one, come all’ message in your
Click here for an example of Squad Ink's work
ADVERTORIAL // Nestlé Golden Chef's Hat
Standing by the chef community Nestlé Golden Chef's Hat Award reimagined. 2020 LOOKS VERY different for everyone
is broadening its horizons this year by
challenging times are being felt closely in
even more chefs and introduce an exciting
on many fronts and the impacts of these the hospitality industry. As a result, the
Nestlé Golden Chef’s Hat Award has had to
launching into New Zealand to support trans-Tasman element.
“There are a vast amount of people
of their choice that best showcases their skills and personality as a chef.
• 12 regional winning chefs from across ANZ are selected, with additional category prizes awarded.
adapt to reflect these changing times.
hurting in our industry right now and
• The top 12 chefs then compete in the
the promise to support chefs; Nestlé
chefs need our support,” says Mark
• One chef is judged to be awarded Chef
One thing that remains true is
Professional is standing by young chef
talent to share in their culinary journey,
with a reimagined competition for 2020. “With a 55-year legacy in the Golden
Chef competition, now more than ever, we need to maintain that commitment and demonstrate our leadership to
now more than ever is the time young Clayton, executive chef. “We have a
unique opportunity to show them that
offer chefs the chance to keep elevating
the competition continuing this year.
industry. The reimagined format will still
their skills and be a part of the supportive community that is foodservice.”
While other culinary competitions are
activations to enable the program to
committed to the future of our industry
as a trusted and reliable partner in good times and bad,” says Scott Stuckmann, business executive officer.
Aside from the 2020 Golden Chef’s Hat
going forward, the reimagined award
cash prize to support their culinary career.
The Golden Chef award partners and
The 2020 reimagined competition
switching off and hitting pause, we’re
of the Year and awarded an AUD$10,000
we genuinely care about the future of our
support young chefs, to educate them
and improve their employment prospects.
grand finals.
sees Golden Chef innovate with virtual remotely reach and connect with chefs.
chef alumni are 100 per cent behind
The Australian Culinary Federation and NZChefs share in the collective goal to
ensure that the young chef community can still be part of the Golden Chef experience
and offer them something truly positive to focus on in these challenging times.
So, please get on board and support the
Here’s the key points of the
Nestlé Golden Chef’s Hat Award in 2020
• Chefs enter as an individual, completing
colleagues and employees. Entries are
new competition:
an online application.
• Confirmed entrants are invited to submit a video entry, presenting a plated dish
by sharing the news with your networks, open from 4 May until 29 June 2020.
Stay up to date on Instagram @golden_
chefs and Facebook @goldenchefs ■
May 2020 | 15
Neptune Provisions and Liquor
DRINKS // Wine stores
Wine cellars Restaurateurs have become wine sellers, boosting cashflow without the burden of overheads. WORDS Madeline Woolway PHOTOGRAPHY Jana Langhorst for Neptune Provisions and Liquor
HOSPITALITY OPERATORS ARE
been weighted heavily towards liquor,”
holiday season followed by the COVID-19
of what we’re selling and how people
launching wine stores after a precarious pandemic.
It’s not an ideal business model, but
wine can provide much-need cashflow for venues with reserves of carefully selected
vintages. And for those who take the time
says Blacher. “That means it’s a core part
Restaurants are in the business of food
offer our whole wine and liquor selection
both. But the latter can prove to be the
bottled cocktails, Negronis, martinis and in a retail setting.”
Even obvious moves require considered
planning. As well as Neptune, the group
coronavirus crisis.
Hanoi Hannah, Tokyo Tina and Beijing
For Melbourne's Commune Group,
the decision to start retailing the liquor selection through Windsor wine bar
Neptune was a no-brainer. “Basically, I’m
trying to use all the assets in the restaurant because I have to restructure our offering for the time being,” says group director Simon Blacher.
Liquor has always been a central part
of the brand. “Neptune operates as a bar
with food, so our revenue split has always 16 | Hospitality
go back to running restaurants.”
perceive us. We’ve been able to create pre-
to get it right, the move could continue to
complement their core offering beyond the
brand because, essentially, we all want to
is behind recognisable restaurant brands Betty. The team paused to take a deep
breath before diving into their new project, Neptune Provisions and Liquor. “We’ve
and drink. So it makes sense to maintain easier option, filling a revenue gap while
restaurateurs consider how to adapt their food. Running white tablecloth, dine-in operations in the Sydney CBD means
takeaway was never a realistic option for
Pendolino and La Rosa The Strand owner Nino Zoccali.
Takeaway wasn’t part of the ethos
taken a couple of weeks and tried to create
to begin with. Pick-up customers were
that will be around post-COVID-19,”
traffic (the restaurants are in an arcade),
a brand around the offering — something says Blacher. “We never signed on to be
retailers, but we’re going to play the game. However, I think we need to be conscious
not to muddy the waters between the two offerings. You need to protect your core
likely to be sparse with limited foot
while commissions took delivery off the
table. “For restaurants like us, takeaway just wasn’t on the cards,” says Zoccali.
“We don’t want to do anything we’ll go backwards with.”
choosing to bolster already existing offers before
side of Neptune Provisions and Liquor will aid
thinks it’s important to make the switch carefully, developing new products. “We’d never really
pushed those elements of our business, because we’re busy running our core business, which
on trying to predict how much the wine store
the group’s bottom line. “We are discounting it heavily because it’s a retail offering.”
At the moment, the split looks 50-
is restaurants,” says Zoccali. “We’ve always
50. “People come in for some pasta and they
company’s olive oil business], so what we’ve
says Blacher.
had retail exposure to a degree [through the
“If you can convert any stock holdings you’ve got into cash at the moment, that’s fantastic.” – Nino Zoccali
“Margins will always be better on booze, but it
will depend on the revenue split,” says Blacher,
done is refresh the wine offer. We’re going out regularly now with EDMs and social media to promote what we’re doing.”
Zoccali’s team canvased their database,
sending out a survey to determine what direction to take the food offering. The response was
unsurprising: dried pasta, pasta sauces followed by smallgoods and cheese. “We’ve always made dried pasta, but only for the restaurants; we’ve
walk out with a bottle of wine and vice versa,” In pre-shutdown form, Neptune was known
as a bar that plated up good food, but the
venue can’t rely on liquor sales alone to get
them through the next few months. “There are
obviously a lot of liquor retailers in the market;
there’s a lot of places you can get booze, whether it be larger retailers or online liquor stores,” explains Blacher.
The Pendolino Group is selling their list at
never had a retail offer,” says Zoccali. “We’re not
retail prices, too. “We feel the pricing is really
On the wine side, it was pretty easy for us; we
for those products,” says Zoccali. “It’s a retail
prepped for it, so on the food side, it was tricky. could just ramp it up. There’s a whole heap of wine we’ve never presented.”
Traditionally, booze brings in the best margins.
But just how much wine boosts cashflow during
the shutdown will depend on more than margins.
Pendolino
what you’d expect to pay in most bottle shops offer, really. In restaurants, it’s so much more
expensive if you’ve got waiters serving you and linen, etcetera.”
So how do hospitality businesses compete
with established retailers? By killing two birds with one stone. What separates hospitality
businesses from the larger, mainstream retailers is their relationship with boutique wineries.
“It’s a curated list, so you’ve got the benefit of a
sommelier choosing wines,” says Zoccali. “They are wines we have had in the restaurant for a
long time. We’ve got strong relationships with all of the producers.”
It helps if you’ve got exclusive wines on
hand, too. The Pendolino group has plans to
release Champagnes through their online store. Although, a line may be drawn on what bottles
are made available. “A lot of restaurants are just selling [their] whole [list] because they need to liquidate,” says Zoccali. “They’re trying to get cash into the restaurants.”
It’s not necessarily a bad move. “If you can
convert any stock holdings you’ve got into cash at the moment, that’s fantastic because you’re
getting really important cashflow,” says Zoccali.
“But in most cases where people are selling their
wine stocks, it’s a finite resource and I would say it’s not going to go that far.”
Converting your wine cellar to a wine store
could prove to be a fruitful stopgap in difficult times, but only if it’s done with care. ■
May 2020 | 17
DRINKS // Wine stores
While the Pendolino group is making the
transition to providore, like Blacher, Zoccali
PROFILE // Arthur
Arthur To-Go Chef Tristan Rosier had two options when the restaurant shutdowns were announced — stay at home and watch Netflix or come up with a new business idea — stat. He chose the latter. WORDS Annabelle Cloros
24 HOURS AFTER hospitality venues
in New South Wales were told to close
their doors, Tristan Rosier had to make a
opportunity to offset the loss of the venue’s
quite a while, but didn’t have the time to
ATG started with 70 meals for two for
running Arthur is quite high,” says Rosier.
usual eat-in trade.
decision. Arthur To-Go was in full swing
$30 a pop, which moved to 40 meals on
Sydneysiders four nights a week. Arthur
diners too much,” says Rosier. “We had a
three short days later and is now feeding had never offered takeaway before, but the future of the one-hat restaurant is now in the (recyclable) bag.
made meals for two that cover the protein,
game plan to run takeaway from a window
to tack on dessert. Customers can also
at the back of the restaurant, but then we couldn’t operate as a restaurant anyway.” So the team integrated e-commerce
platform Shopify with the restaurant’s
government press conferences. Chef and
Turns out you can offer a restaurant-ish
business owner Tristan Rosier knew closures were impending, and had two ideas to keep his one-year-old business afloat: Arthur ToGo (ATG) or selling burgers.
Arthur To-Go’s offering consists of ready-
the second day. “It impacted on normal
A total venue shutdown was imminent given the increased frequency of
implement them because the demand of
dotcom and sales have been booming.
experience at home and customers are
more than happy to pay — to the tune of selling out ATG’s offering every week.
carb, side and salad bases plus the option
order loaves of Arthur’s cult sourdough and cultured butter along with the same wines, beers and pre-batched cocktails they’d
usually enjoy in-venue. There’s also the dip, which is a bit of a trademark for the chef.
“We’ve always wanted to scale up and we’re building this with the intention of it being
long-term,” says Rosier. “I think this is going to be the way it is for quite a while.”
So far, meals have included everything
ATG won out, and the team decided to
While the introduction of Arthur’s new
from chicken cottage pie to braised lamb
up to the ban on dining in. The stream of
restaurant concept beyond the dine-in
lasagna — but don’t think the offering
introduce takeaway in the days leading
customers had already begun to dwindle, and Rosier saw pre-prepared meals as an 18 | Hospitality
business arm was fast, expanding the
experience was always on the cards. “We had been working on some ideas for
with Israeli cous cous and pumpkin and waivers from what you’d normally get.
“We really wanted to still reflect what we
PROFILE // Arthur
“I was going to do whatever I could to stay open because I don’t want to go down without a fight.” – Tristan Rosier
May 2020 | 19
PROFILE // Arthur do, so using native ingredients and Aussie
Australia — they can’t get money from
having a go at coming up with something
if they’re out of a job,” he says. “Even if I
local produce,” says Rosier. “Everyone is and we aren’t limiting ourselves to a particular cuisine.”
But launching ATG hasn’t been without
the government and will have to go home can give them three days a week, that’s a good starting point. I just want to make sure the staff are getting paid.”
its stressors. Rosier had to source
Many restaurants made the call to close
transport them back to the venue in his
crossed Rosier’s mind. The great thing
thousands of takeaway containers and
VW Golf (it took three trips) and slightly tweak the offering after receiving some customer feedback. “We definitely let down a couple of people in the first
days,” says Rosier. While “let down”
may be too strong of a descriptor for the
teething issues (dressing the salad, having customers walk through the restaurant), the team didn’t hesitate to make good.
“We tried to make it right with the people we let down and spoke to our regulars about what they thought. You want to
have good value for money and make sure there’s a decent amount of food.”
While portion size and sourcing
produce in a time where suppliers are
closing down are high on the stress list, it doesn’t compare to the pressure that
comes with keeping staff in a job. While ATG has returned positive numbers so
down completely, but the thought never about small business is its ability to pivot, which is why many of the ‘little guys’ are still in operation. “I would never open a restaurant bigger than Arthur, you can
change quickly and give people what they want — the gloves are off,” says Rosier. “I
have 20
pick up their meals
rotating dishes
between 4-7pm
open because I don’t want to go down without a fight.”
While tax deferments can help
businesses in the short-term, Rosier is
thinking big picture — it’s about months, not weeks. “There are many businesses
that profit in a recession and this takeaway thing could help Arthur stay open in the long run,” says the chef. “I don’t know
when Arthur in its original form will be
up and running again, but if the numbers stack up, we will rent a space for ATG.”
Arthur is Rosier’s first business, and ATG is
proof of his dedication to keeping the doors
his team. “A lot of my staff aren’t from
rules allow me to keep trading, I’ll do it.” ■
20 | Hospitality
Customers can
was going to do whatever I could to stay
far and has the scope to run beyond the shutdowns, Rosier’s ultimate focus is
ATG will
open. Rosier says it best: “As long as the
50% of diners
The team is
added a dessert or
aiming to do
alcoholic beverage
80-100 orders
on top
a day
of their order
Full page ad Spacenow
CHEF PROFILE // Julian Cincotta
Julian Cincotta Takeaway formed 20-30 per cent of Butter Sydney’s revenue pre-COVID-19 — now the cult fried chicken brand is 100 per cent reliant on food and drink to-go. WORDS Annabelle Cloros JULIAN CINCOTTA IS the co-owner and
the delivery platforms facilitate, however
along with Middle Eastern Eatery Thievery
any reduction in commission would be
chef of Butter Surry Hills and Parramatta in Glebe. All venues were largely dine-in operations, but with the government’s decision to pull the pin on customers
during this time of economic uncertainty,
appreciated so there is more money to pay staff and suppliers.”
spending any time in a venue, beyond
There’s no doubt times are tough, but
fast about how his restaurants are going to
hospitality community remains strong. The
picking up an order, Cincotta had to think pull through.
Like many, Cincotta has signed up to
delivery platforms to keep his businesses afloat, and has flagged the potential of
drive-thru in Parramatta and Surry Hills. While the commissions aren’t helping in
the current climate, Cincotta just wants to
Cincotta says the comradery between the
chef has introduced a pay-it-forward meal service where people can pre-purchase meals for those in need. “It really does
feel like everyone is there for everyone
right now, which is a silver lining in these horrible times,” he says.
keep as many staff working as possible.
Another silver lining for customers is
the storm? By combining forces. Everyone
which is now available for delivery
So how will Butter and Thievery weather
loves a collab, and Cincotta has decided to mash up Butter and Thievery dishes with new rotating menu items including fried
chicken and hummus bowls, kebabs, fried
the return of Butter’s seasonal ramen, and takeaway, with all the necessary cushioning to transport the dish in primo condition.
When asked if he’s anticipating any
chicken snack packs and charcoal birds —
packaging shortages given the huge
bring in profit.
are well stocked, but points to the big
despite the fact the dishes aren’t going to “The numbers look like they won’t
make us any profit considering the
percentage these platforms take,” says
the chef. “It’s just to try and give a couple of chefs a job and service the Inner West community. We appreciate the services 22 | Hospitality
takeaway surge, Cincotta says his suppliers picture. “Yes, our restaurant and staff are
affected, but our supply chain is, too,” he
says. “Everyone is in the same boat, so we all need to stick together, help each other as much as possible and know that the government will be there.” ■
“It really does feel like everyone is there for everyone right now, which is a silver lining in these horrible times.” – Julian Cincotta
FEATURE // Cafés
Community feels Consumers are leaning on their local cafés in the midst of a pandemic for more than just a cup of coffee. But what about the people behind them?
audio file
WORDS Annabelle Cloros CAFÉ OWNERS ACROSS Australia are
stuck between a rock and a hard place thanks to COVID-19 — keep trading
with plunging sales or close the doors and hope for the best. Sam Terrey
and Anthony Karnasiotis own cafés on either side of Sydney (Inner West and North Shore respectively), and both
are navigating the same dilemmas and uncertainties. But they’ve made the
decision to carry on, with community support one of the core drivers.
Terrey and Karnasiotis talk to Hospitality
about adapting to the new normal and
how they’re pivoting their businesses to ensure they have a future.
When the government began rolling out
restrictions, Small Talk owner Sam Terrey
was tweaking his operations on an almostdaily basis. First came the removal of a
few stools around the Dulwich Hill café’s communal table, then the elimination of reusable cups and cash and finally the move to ban dining in. “I just went by
what was being advised by medical boards and what other cafés had been doing,”
he says. “In coffee, everyone is teaming
together and helping each other as much as we can, even if it’s just moral support. The industry is deciding for itself what it wants to do.”
Goodfields in Lindfield also moved
quickly to adhere to social distancing requirements, but that didn’t stop a
neighbour from calling the authorities after they thought the venue wasn’t playing by 24 | Hospitality
“We’re definitely in a better position than a lot of the other businesses out there. But everyone is feeling it one way or another.” – Anthony Karnasiotis Anthony and George Karnasiotis
FEATURE // Cafés
the rules. A visit from the police ensued, but they found nothing out of order.
“Everything was compliant, tables were
spread out and there were no more than 50 people inside,” says Anthony Karnasiotis.
Soon enough, Goodfields was packing
up the chairs and tables anyway, and the impact was immediate. “80-90 per cent
of our turnover was from dining in, so we
are down, but in saying that, we’ve had to adjust other costs.”
By other costs, Karnasiotis is talking about rent, wholesale, inventory and wages.
Goodfields had a large wait staff team,
most of who were employed on a casual basis. “We unfortunately don’t have any
use for wait staff now,” he says. “Basically, it’s not letting go, but more of a pause. If we can find a job for them to do, we will definitely give it to them.”
Goodfields has kept on two chefs and
is rotating their barista team so a number
of staff are able to nab some hours during May 2020 | 25
the week. “It was hard to reduce hours and
had to close their doors, which means Small
says Karnasiotis. The café plans to bring
some extra workers to help out while things
will let you know when things change’,” back staff they’ve had to let go once
restrictions are relaxed and business picks Burgers
Small Talk
are
churns out
Goodfields’
up to
biggest
160 bagels
takeaway seller
a week
up again — there’s just no saying how long that will take. “We will support staff where we can, but there are only so many hours we can give,” says Karnasiotis.
Terrey has a small team of four to
take care of, two of which are new hires, and many of the early measures he
Hot sauce has been
started selling
Small Talk’s
take-home
most popular
Greek dinners
grocery items
are on the up. “The guys we have picked up are casuals from other businesses that have closed or are slow,” says Terrey.
“So they are helping me out while it’s
busy and I can give them extra hours. I
don’t expect this surge to be permanent, but
we’re just trying to take advantage of a large amount of new customers trying us out.”
Pivoting is something small business has
“I don’t want to leave any of these guys in
And in the case of cafés, shaking up the
the lurch,” he says. “I also work seven days a week, so any downtime is lost revenue, so that’s the main concern.”
Small Talk previously had a dine-in sales
percentage of 80 per cent on the weekends and 60 per cent during the week, but since
the ability to do when times get tough. food and drink offering can be a huge
drawcard to customers looking for a little
comfort. Whether it’s selling alcohol, hand
sanitiser or restaurant-quality produce, any point of difference can help.
Goodfields is now selling take-home
going takeaway only, business has actually
Greek meals, with dishes spanning from
have been positive,” says Terrey. “It’s a
to stuffed capsicums. Five Senses coffee,
doubled pre-COVID-19. “Generally, sales
combination of having an amazing base of regulars who rallied behind us and I think our product is good — that’s a big part of
it. Being a heavy residential area also helps as everyone is at home. Our model pivots to the current requirements quite easily.” 26 | Hospitality
Talk has attracted some new customers and
implemented were introduced to protect
them from loss of income and getting sick. Goodfields has
Sadly, other businesses in the area have
say, ‘Sorry guys, we have no shifts … we
moussaka and roasted chicken with veg
Brasserie Bread loaves and various milks are also available for sale. “We’ve added some Greek dinner-style meals to try to
offer something different and we can heat it
up for customers or they can do it at home,” says Karnasiotis. “We’ve had great uptake
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FEATURE // Cafés Sam Terrey
“You can’t just be idle — you need to evolve and do what you can.” – Sam Terrey so far. We see people coming out of the
supermarket with bags of food and they’re coming here for meals. We are definitely
grateful for the support and the foot traffic.” Small Talk has been churning out
the house-made baked goods, with an
emphasis on the venue’s signature — the bagel. When the restrictions first came into the equation, customers didn’t
hesitate to pre-order bagels alongside
slabs of focaccia, doughnuts, buns and of course, coffee.
Terrey also set up a grocery shelf in the
window with new additions including
jars of Olsson’s salt, StrangeLove sodas, hot sauce, sardines and highly coveted tins of tomatoes.
“I was just trying to think of a way to
keep sales going knowing people are stuck 28 | Hospitality
at home,” says Terrey. “You can’t just be
says Karnasiotis. He is also thinking beyond
you can.”
about keeping the economy circulating.”
idle — you need to evolve and do what
the four walls of his Lindfield café. “It’s
Financial assistance has of course been
There’s no doubt the industry is facing a
there are requirements that need to be met
has become more important than ever.
front of mind for business owners, however to qualify. For example, sales need to be down 30 per cent to pay staff under the
JobKeeper allowance and rental negotiation is largely dependent on the tenant speaking directly with the landlord. Small Talk
doesn’t qualify for rent negotiation or
JobKeeper as sales haven’t dropped by the requisite 30 per cent. “I would basically
have to close completely to qualify,” says
Terrey. “I am able to get the PAYG cashback scheme, so that will be helpful.”
At Goodfields, a number of staff don’t
qualify for JobSeeker or JobKeeper
payments as they are visa holders, and
the team are currently in discussions with
huge hurdle, but the notion of community It’s taken a pandemic for customers to
realise the role small business plays in
their community and their own personal lives. But it’s these customers who are
continuing to grab takeaway and a few
groceries to help out the people behind
the businesses. “There are always ups and downs in business, there's a rainy day
approach, so hopefully we will be okay
in the long run — it’s just day to day for
the time being,” says Karnasiotis. “We’re definitely in a better position than a lot of the other businesses out there. But
everyone is feeling it one way or another.” Terrey is grateful for Small Talk’s recent
accountants to determine the best way
boom, but isn’t holding his breath when
“We will try to minimise borrowing where
a quick, sharp economic recovery is off
forward with regards to other incentives. we will have to repay, but any kind of
assistance will require repayments in one
way or another, which is understandable,”
it comes to a swift bounce back. “I think the table; we could be in for a very tough three to five years,” he says. “But we’ve also been bloody lucky.” ■
FEATURE // The grocery pivot
Turning a corner
Hospitality operators are chasing cashflow by turning to the lucrative grocery market. WORDS Madeline Woolway HOSPITALITY PROFESSIONALS AND producers have always had a close
relationship. Usually, chefs are in the
celebrate owners Freja and Nathan Dunnell’s love for food, connection and family.
Under normal circumstances, Elska’s
as much because we wouldn’t need as
much produce,” says Dunnell. “It means we’re not just keeping our own staff in
business of transforming produce into the
brand isn’t suited to takeaway and that
could only dream of plating up. Now,
Dunnells thought about taking time off,
“Feeding the food chain” was behind
just opened our doors and started to get
D’Sylva’s decision to offer a range of
kind of dishes the average at-home cook the equation has changed, but the bond remains intact.
Hospitality talks to three operators
about pivoting to a corner store model
which revolves around selling produce boxes and grocery items to stay afloat during COVID-19.
Diversification was a buzzword in
hospitality industry long before COVID-19 shut down dine-in trade. More than ever,
hasn’t changed with the shutdown. The
but ultimately decided to push ahead. “We our name out there,” says Freja Dunnell. “It was a shock … we worked so hard
and were so excited, then to have that
jobs, but also our suppliers.”
Melbourne restaurateur and chef Adam options for diners including takeaway meals and produce boxes.
Long-term Tonka and Coda supplier
taken away so suddenly.” Keeping Elska’s
In2Food floated the idea of selling
motivator. “By closing everything down,
“We have the customer base and it’s not
four full-time staff employed was also a
we wouldn’t be able to support staff the same way,” says Dunnell.
After some thought, the team came up
‘wellness produce boxes’ to D’Sylva.
extra work for us at all,” says D’Sylva of
the arrangement. “We’re delivering food
anyway or you can come pick it up from
businesses are under pressure to find
with two avenues: family and date night
innovation in the face of adversity, turning
the concepts are keeping Elska afloat and
keeping people employed and offering a
kitchen isn’t doing the same numbers as it
people and keeping them in jobs go hand
revenue streams. They’re ramping up
to fresh produce and bespoke dry goods.
Brisbane venue Elska opened its doors just
four weeks before the government ordered
venues to close. An intimate space that seats 12 diners at a time, Elska was designed to 30 | Hospitality
meal boxes and produce boxes. Combined, passing the benefits down the line. The
was two months ago, but it’s something. “If we don’t do the produce boxes, we
wouldn’t be able to support our suppliers
the restaurants.”
It’s all driven by the same principle —
service to the community. “Providing for
in hand,” says D’Sylva. “It’s good because
sometimes people don’t want to go to the supermarket; it’s a one-stop shop where
they can get meals and a whole produce box delivered to their door.”
It also means some of the money
is around 10% of
eggs, butter,
Single O’s current
avocado) represent
revenue
approx. 50%
from restaurants; a lot of suppliers are
made goods in their home deliveries. It’s a
D’Sylva. “It’s helping out our producers.
The hospitality industry has a vital role to
Booze, including PS40’s bottled
represent 24%
cocktails, represent 12%
When it comes to deciding what gets
error,” he says, adding there’s a bit of
takes a flexible approach. “It’s trial and guesswork around determining what people are after.
Keeping it niche is a bonus — it comes
Sydney café and roastery Single O also leant
back to relationships with suppliers.
as well as a stockpile of harder-to-find
hands on can’t be found in mainstream
on pre-existing relationships with suppliers
ingredients such as native herbs and spices. The reserve helps head chef Ben Hopkins
can be purchased at the business’ Surry Hills
flagship café, which is now home to a corner store concept. The venue is also stocking
staples including avocados, eggs and bread and flour as well as ready-made meals that can be stored for three months.
Check out more from Angus Lindsay Retail Manager, Single O
keep the industry ticking.
The In2food boxes provide an alternate
becoming a very concentrated food system.
put a twist on pickles and preserves. They
video
style of collaboration Hopkins believes will
stocked on Single O’s shelves, Hopkins
keep cafés and restaurants afloat.”
meals
including their ready meals and house-
play in helping to alleviate what is quickly
way for Australians to shop that also helps
Ready
On that note, Single O’s dry goods
supplier is helping the team out by
owed money from their accounts,” says Staples (bread,
trying to work together as a team in a sense.”
flows back to suppliers. “All of a sudden
there’s no money coming in for suppliers
The corner store
sounds a bit corny, but it’s about everyone
“The corner store is very much about
supporting our suppliers,” says Hopkins. “It
Much of what venues can get their
supermarkets. Think Pepe Saya butter,
beef patties with anise myrtle and river
mint, pepperberry steaks and bread from artisanal baker Berkelo. The store even
stocks freshly milled flour from the latter,
which has been especially popular thanks
to the boom in home baking. “You need to find your niche so you’re not competing against supermarkets, that’s a dead-end
road,” says Hopkins. “I’m still looking for avenues to diversify.”
“The hospitality industry has a vital role to play in helping to alleviate what is quickly becoming a very concentrated food system.” – Adam D'Sylva May 2020 | 31
FEATURE // The grocery pivot
SINGLE O’S CORNER STORE
FEATURE // The grocery pivot
The Elska team constructs their produce boxes with the same value-adding
attitude. It’s about more than getting fresh produce to their customers. “The produce boxes have beautiful seasonal fruit and vegetables that change week to week,”
says Dunnell. “Then the chefs prepare a couple of different things each week to
give people a few ideas of what they can do with the box.”
The week we spoke, that meant rye
pancake mix with maple butter and noodles
with a vegetarian ramen broth and chilli oil,
alongside suggestions on what vegetables to pair with the dish and instructions on how to prepare everything. Some weeks there
will be breadcrumbs, other weeks there will
be flours. “It’s just a couple of staples people can play with at home,” explains Dunnell. “In a time like this, it’s a beautiful way to connect with local produce and have fun
with it. [It’s a way] to get in touch with the food we consume.”
Dunnell hasn’t gone to extremes to
promote the produce boxes; posting an
update or two on social media each week and word of mouth has done most of the
Elska’s produce boxes
work. “It’s starting to pick up really well,”
at Coda and Tonka is long term,” he says.
we’re having through the boxes to be able
businesses because I’m sure people are
she says. “We’re fortunate with the support to keep afloat and have the chance to reopen Elska.”
Hanging on is the name of the game.
“This is a new avenue or outlet in our
going to want to now have Coda or Tonka at home or grab a box.”
For Single O, the forced experiment
While adding groceries and produce isn’t
has raised some interesting questions.
almost nothing can — it’s an important
coffee shops are more than just your
making up completely for lost revenue — part of the mix and it's enough for now.
D’Sylva is still working out the costs for
initiatives in place at Tonka and Coda, but
he says they’re paying the bills and keeping the lights on.
Staying on top of bills is the goal for
Elska. Even though Dunnell says the boxes
make a lot less than having people come in to dine, they’re still helping to support the new business.
Quoting Matt Preston’s recent
“What we are learning out of this is that morning fix,” says Mike Brabant, Single
O's general manager. “They are also your local community hub, and there’s an
opportunity to showcase (often better)
local and ethically sourced produce from
suppliers. Maybe we are the Harris Farms of the future? It’s a little too early to tell, but certainly we’ve enjoyed being able
to connect our produce to our customers during this period.”
Even if the grocery pivot doesn’t have
appearance on ABC’s Q&A, the Single O
legs post-pandemic, the attitude it has
are no substitute for normal trade.
business piece is how a crisis forces you to
team agree take-home meals and groceries
Despite bringing in limited revenue, it’s
all worth it. For some, including D’Sylva, the new streams will stick around post-
pandemic. “Everything we’re doing now 32 | Hospitality
arisen from could. “The other interesting adapt and change,” says Brabant. “When the crisis is over, how do you carry over
that energy and approach to everyday life?
That’s probably a question everyone will be asking themselves over the coming year.” ■
“We’re not just keeping our own staff in jobs, but also our suppliers.” – Freja Dunnell
Learn. Grow. Shine.
Upskill in your downtime
If you’ve found yourself with downtime during coronavirus, now is the perfect time to upskill. You could be an employee and have found yourself on the market or you could be looking to advance your career during this slow economic climate. Learning new skills will give you the edge when work returns to normal. As an employer, you’ll need to be ready to relaunch with freshly-skilled staff when the coronavirus crisis is over.
While the Federal Government’s JobKeeper program will keep staff employed during this period, online training will help them stay engaged while assisting a business to emerge in a stronger position when doors open. Allara Learning’s nationally recognised qualifications are an ideal solution for employers who wish to train staff from home or for those individuals wanting to upskill in their downtime. To stay sharp while staying in, visit
allaralearning.com.au
Students may be eligible for a government subsidy or concession. For employers, your investment in skilling your staff through training may also bring with it a number of State and Australian Government financial incentives. Eligibility criteria applies. Allara Learning delivers nationally recognised qualifications to businesses and individuals across Australia, via our Registered Training Organisations: Tactical Training Group (National Provider No. 91054) and WG Learning (National Provider No. 91178).
VIDEO // Behind the scenes
The Wolfe’s
lobster roll An in-depth look at Hospitality’s masterclass series. VIDEOGRAPHERY Jax Oliver Studio
THE WOLFE’S CHEF/OWNER Josh Lopez shares the story behind the restaurant’s lobster roll. The East Brisbane venue is known for showcasing Queensland produce, and that hasn’t changed with dine-in options off the table. The luxe takeaway option begins with sous vide-painted crayfish from tropical North Queensland, balanced with Hervey Bay scallops. The delicate seafood is mixed with a lobster bisque mayo before it’s packed gently into a toasted brioche bun and topped with Avruga caviar substitute and red vein sorrel. The result is an explosion of flavours and textures. In Lopez’s words, “It adds a little bit of fun and … that’s what we need in these uncertain times.” ■
34 | Hospitality
Say a quick hello, share a smile and pick up a free meal. You’ve supported the Australian pork industry and now we’re teaming up with chefs and restaurants to support you. Keep an eye on our for all the details.
EQUIPMENT // Pasta maker
Pasta Maker
The relatively inexpensive piece of equipment could be an isolated chef’s best friend.
Electric pasta makers are great for beginners because they can
Most brands come with
mix the dough and extrude it into
multiple thickness settings
shapes once formed.
as well as additional
If you opt for a manual model, choose one with a metal plate to help feed the dough through.
accessories for cutting different shapes.
Models that can be disassembled completely will be easier to clean properly.
Manual models can often be converted into machine-operated versions with a motor attachment.
36 | Hospitality
Look for high-quality steel material — it will last longer than aluminium.
Consistently crispy across Delivery and Takeaway.
SureCrisp™ Fries 10mm Product Code: 1000007419 Pack Size: 6x2kg *Based on a delivery time of 30 minutes from preparation, under simulated conditions. Subject to compliance with McCain’s cooking instructions. Product quality may be affected by different delivery conditions such as packaging, delivery protocol, travel times and climate. † Compared to McCain 10mm Fast Fry.
We’re in this together In these challenging times, our goal is to serve as a resource of information and reassurance to restaurant owners and operators making swift changes to their business. After all, the best way to get through any challenge is to get through it together. Visit www.mccainfoodservice.com.au for easy tips and ideas on adjusting your business to Takeaway and Delivery.
mccainfoodservice www.mccainfoodservice.com.au
5 MINUTES WITH ... // Jessi Singh
Jessi Singh
The Melbourne-based chef/restaurateur on the importance of overseas workers, the flaws in our system and how business owners can give back.
WE HAVE SIX people on sponsored visas
I am fortunate enough to have everything.
Resident Takeover took place over Easter
Horn Please, Babu Ji, Dhaba at the Mill,
very lucky; I can get a handout from the
at least they had basic liveable income
between all of our venues (Melbourne’s
Daughter in Law, Mrs Singh and Sydney’s
Don’t Tell Aunty). About 80 per cent of the rest of the staff are international students and backpackers.
Most students are from India and Nepal
My income has stopped, yes, but I’m
government. But the students and the
backpackers and temporary visa holders are not covered and most businesses
can’t afford to employ them because their
at Mrs Singh and Daughter in Law], so coming in. They took whatever their
wage is plus all the sales [from the long weekend] were split between them. We’re also about to open a pop-up
income has totally stopped, too.
restaurant in St Kilda and, again, it will only
French. India is under lockdown, Italy is
profit for many years. In December,
still had about four people we needed to
— a lot of them can’t go home. If you look
out by bushfires. From March until July,
and a lot of backpackers are Italian and
on lockdown and France is on lockdown
at my cuisine — any ethnic cuisine — it’s impossible to find a local chef. You rely
heavily on international people. They’ve been such a backbone and leaving them [without help] during this time is very un-Australian. 38 | Hospitality
We’ve been working on a 2 per cent
January and February, business was wiped we will be hit by the virus. My partner and I decided we have nothing else to lose, so let’s at least keep these jobs alive.
We decided to do a pop-up [the Temporary
be students and sponsored employees. We
find a job. Then we reached out to a friend
whose restaurants are closed because he had a couple of student chefs, too. Between us
we can open another pop-up. We don’t know how long this is going to last for, it could
be three to five months; it’s just so they can keep cooking while this is going on. ■
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