f&b chair booklet kitchen chef and manager

job observatory in the

f&b industry Kitchen chef & Restaurant Manager

In France & Spain

supported by

This booklet presents the third prospective research conducted by the Food & Beverage Research Chair of École Hôtelière de Lausanne (EHL, Switzerland).

The first two prospective studies conducted by the F&B Chair focused on the purchasing function in 2025 in six European countries and in Shanghai. The study summarised here focuses on two other restaurant jobs : the restaurant manager and the kitchen chef in 2025. The countries studied are France and Spain.

As a basis for this research, we did a literature review on the two jobs in question and of the macro-environment and food-service market in each country. We also interviewed experts, who highlighted the main challenges restaurant managers and kitchen chefs will face in 2025. For the qualitative study, we created prospective scenarios for the jobs of kitchen chef and restaurant manager. We identified the most probable scenarios by cross-analysing a variety of variables and requesting feedback from experts. These scenarios were then integrated in the quantitative study, a survey we distributed to French and Spanish F&B professionals.

The answers given by our survey respondents allowed us to test these scenarios and identify two types of kitchen chefs and two types of restaurant managers :

> The kitchen chef of 2025 is likely to be a leader and a coach, especially in independent and traditional restaurants. For chained and high-end restaurants, the most probable scenario portrays the kitchen chef as a role model and mentor for the kitchen staff.

> The restaurant manager of 2025 is expected to be either a coach or a strategist. These scenarios highlight the need for managers to have training skills and the ability to run outlets according to long-term objectives. They are relevant to both independent and chained restaurants.

The main differences between France and Spain that emerged from this study are : > The economic situation in Spain explains the higher probability of market concentration.

> French and Spanish restaurateurs do not use technologies in the same way. The attitude towards technologies also differs between location (rural/urban) and the nature of the outlet (chained/independent).

Location in the north or the south of the country also has an impact on the management of restaurant operations, albeit more so in Spain than in France, where management is more homogeneous.

ContentsIntroduction ................................................................................................1

Context ...................................................................................................... 2

Results....................................................................................................... 5

Consequences on restaurants ..................................................................16

Most probable scenarios for restaurants in 2025 ....................................19

Kitchen chefs’ & restaurant managers’ activities and skills in 2025 .......21

Conclusion ......................................................................................................23

Recommendations ................................................................................... 24

Acknowledgements ................................................................................. 24

1Job observatory in the f&b industry Kitchen chef & restaurant manager

IntroductionThe Food & Beverage Industry Research Chair was founded in 2010 by EHL and is supported by Danone Professional, Nestlé Professional and Unilever Food Solutions.

Its objectives are : > To contribute to the development of innovative trends for operators,

suppliers, distribution channels, sellers and marketers.

> To enhance students’ and professors’ understanding of the industry.

It has two work axes : > Observation post for current and prospective jobs in food & beverage outlets.

> Business intelligence (monitoring of strong and weak signals of F&B professionals’ interest in sustainable development).

The Chair’s observation post for current and prospective jobs in the catering industry aims to : > Develop a better understanding of F&B jobs : operators, suppliers, distribution channels, sellers, marketers, etc.

> Provide a framework for job identification and employment trends that includes different methodologies and agree on a common working language.

> Analyse the impact of technological and organisational advances on the skills required for F&B jobs.

This booklet summarises the third study conducted by the Chair : the kitchen chef and restaurant manager in France and Spain in 2025.


ContextMacro-environment

Macro-environment in franceThe economic situation in France has paradoxical aspects for food operators. The country is clearly identified as rich, and the structure of its foodservice market reveals dynamism. However, France faces major difficulties in terms of public spending (the deficit amounts to 4% of the GDP), unemployment (10.9%) and GDP growth (0.2%).

Demography remains a positive factor : the fertility rate is sufficient to replace generations and life expectancy is growing. Moreover, immigration brings more than 200,000 new habitants each year. In spite of these facts, as in all other countries in Europe, the French population is getting older. This will bring forth changes in terms of consumption, as older people require healthier products.

Tax policies are positive for the F&B sector : since 2012, the intermediate VAT rate for restaurants is 7%. Legislation-wise, on the other hand, catering outlets are pressured to make their products safe and more sustainable.

In terms of consumer behaviour, the following elements are note-worthy : > Food and non-alcoholic beverages represented 15.9% of French households’ spending in 2011.

This figure declined from 1950 to 2007 and has been stable or even in progress since then.

> Positive factors for the foodservice market include the increasing activity rate of women and of people over 50, as well as the increasing transportation time from home to work.

> Consumers are attracted to functional meals and reduce the time they dedicate to meals.

> Price is the main issue for consumers, so they select healthy or sustainable products only as long as it does not have a negative impact on their budget.

> Menus in traditional restaurants can be considered expensive, but the emotional relation with traditional outlets remains strong.

> Consumers are interested in the origins of products.

> Foreign or exotic restaurant concepts are a dynamic segment.


Macro-environment in SpainSpain has been hit hard by the economic crisis of 2008. The consequences of this crisis are a decline in gross domestic product, an explosion of the real estate bubble, a high unemployment rate (27.6%), and a large fiscal debt.

The average disposable income has been decreasing : since 2009, it has been lower than the average disposable income of 2005. The main reasons for this drop are the measures of austerity imposed by the government and the rise of the unemployment rate.

In terms of demography, Spain has to face an ageing population and an important immigration rate. These factors have a significant impact on the economy.

In terms of agriculture, Spain is the fifth food producer and second organic food producer in Europe, which represents an opportunity for the upcoming years. However, global warming is affecting its traditional agricultural practices.

The foodservice market

The foodservice market in franceThe French foodservice market accounts for 40 billion and represents 20% of the European foodservice market. It remains highly fragmented, with 62% of the revenue accounted for by independent restaurants. However, the share of restaurant chains is rapidly increasing. The number of transactions and their global value are growing very slowly or decreasing.

As a whole, the French foodservice market is progressing, even though some segments – cafes/bars and full-service restau-rants (FSRs) – are decreasing both in number and in value. Most notably, the number of units for take-away outlets and chains keeps growing.

The French market is not mature compared to the UK and German markets. There are more than 400 brands in France, but their networks are small or ill-organised. The average network consists of 20 units, compared to 60 in the UK and 50 in Germany.

The foodservice market in Spain20% of Spaniards used to eat at a restaurant every day. Since the economic downturn, they eat out less, but still go out after work (e.g. in bars). Restaurant units and sales dropped in 2009 even though F&B operators made very competitive offers. Nowadays, cafés and bars are too numerous compared to the demand. Independents outlets suffer the most.

McDonald’s, Tele Pizza and Burger King are the three main actors in the Spanish foodservice market. Foreign actors from Europe are developping their brands. Fast food and home delivery are the only types of restaurant whose sales have increased because of low-priced menus.

Analysts predict that there will be no economic recovery for Spain before 2020, and this will affect consumer expenditures. Furthermore, the number of foodservice units, transactions and sales for certain types of foodservice outlets (FSR, for instance) will continue to decrease, whereas fast food and take-away outlets will continue to attract more customers.

Description of the functions : activities & skills

The kitchen chefThe kitchen chef’s activities can be divided into five categories :

> Production : cooking ; managing and coordinating the activities of the kitchen staff ; checking the quality of the dishes ; selecting the equipment and designing the kitchen…

> Human resources : hiring and dismissing kitchen employees ; managing and training the kitchen staff ; communicating his ideas…

> Purchases : analysing the supplier market ; selecting suppliers and managing the relationships ; placing orders ; monitoring deliveries and stocks ; organising storage ; analysing costs…

> Sanitation : establishing, monitoring and checking the respects of norms ; keeping up-to-date with legal aspects of hygiene and food safety…

> Menu planning and innovation : creating dishes while taking into account the evolution of tastes, food consumption habits and culinary technologies ; learning new techniques ; balancing creativity and cost constraints…


In order to carry out their various tasks, kitchen chefs must have an array of competencies. Most of them pertain to culinary skills and to leadership and corporate culture. Competencies that should evolve in the future are administrative skills (e.g. creation of new methods and processes), the capacity to generate a vision and strategy, the ability to have a helicopter view, market competencies (anticipation of the customers’ needs), and the ability to manage suppliers.

The restaurant managerThe restaurant manager’s activities can be divided into seven groups :

> Menu planning : menu creation ; designing the wine list ; seasonal adaptation ; menu pricing…

> Finance : cost control ; accounting ; improving buying strength (for example by regularly analysing the suppliers’ market) ; investments ; generating additional revenue…

> Sanitation : ensuring the respect of norms and legislation ; guaranteeing food safety (transportation, storage, preparation…) and hygiene ; providing training to the staff…

> HR management : hiring and dismissing employees ; coordinating, supervising and motivating the staff ; assessing the staff’s performance ; giving objectives ; communicating effectively ; scheduling ; reducing labour costs ; providing employee training ; ensuring job satisfaction…

> Production and service : offering online reservation ; making better use of the table mix ; guaranteeing food and service quality ; managing purchases, stocks and suppliers…

> Business dynamics : adapting to societal and technological changes ; developing a commercial and marketing policy ; capturing customer feedback ; setting indicators and using the results…

> General management : taking risks ; being critical towards the business ; anticipating malfunctions…

In addition to these activities, several transversal competencies emerged from the literature review. These competencies espe-cially concern human resources (in terms of efficiency and reliability, but also of creating an agreeable work atmosphere and empowering employees), adaptation to the context and customers, decision-making, and general management. Competencies that should evolve in the future are those related to the use of technologies for communication and marketing (new media, social media), the use of technologies for production, the awareness of the outside world, the understanding of market trends, the management of changes and growth, and strategy management.

Creation of prospective scenariosThe goal of our qualitative research was to create prospective scenarios for the jobs of restaurant manager and kitchen chef. To construct these scenarios, we first defined, on the basis of our literature review and of comments made by experts, the main skills and activities of restaurant managers and kitchen chefs. We also identified important elements of the macro-environment and the foodservice market. For each of these variables, we identified different degrees of intensity or proficiency.

Then, to identify the most probable scenarios, we did a cross-analysis of the different levels of proficiency or intensity of the variables. We contacted experts again to validate and refine this analysis.

Thus, four series of three scenarios emerged : one series for the macro-environment, one for the foodservice market, one for the restaurant manager, and one for the kitchen chef.

Data collectionTo know which changes restaurant managers and kitchen chefs anticipate for 2025, we distributed the questionnaire in France and Spain via an internet link, by email, by fax and by phone. We thus gathered a total of 325 questionnaires.

Analysis of the resultsThe variables were analysed using several methods. The most relevant are the following :

> Analysis of the frequencies (used for the descriptive analysis), which helped bring out the mean, median, standard deviations, variances and proportions of responses for each variable.

> Sample tests (the Khi-2 test, the Kolmogorov-Smirnov test, the Wilcoxon test).

> One-way ANOVA.

> Cluster analysis, a method which helps identify groups of individuals that are similar to each other but different from individuals in other groups.

> Correlations (using the method of Pearson), which allowed us to identify the strength of the links between the most important variables for each scenario.


ResultsDescription of the samples

TYPE OFRESTAURANT

FRANCE

Traditional55%

Fast casual5% Fine dining

30%

Bar/pub1%

Fast food4%

Tea room1%

Other4%

Fine dining24%

Traditional40%

Fast casual11%

TYPE OFRESTAURANT

SPAIN

Bar/pub11%

Bar lounge2%

Fast food3%

Tea room2%

Other7%

TYPE OFRESTAURANT

FRANCE

Traditional55%

Fast casual2%

Bar/pub2% Tea room

1%Other3%

Fine dining34%

Fast food3%

Fine dining23%

Traditional45%

Fast casual17%

TYPE OFRESTAURANT

SPAIN

Bar/pub4%

Tea room2%

Fast food7%

Other2%

40% AnD 55% oF TRADITIonAl ReSTAuRAnTSThe large shares of traditional and fine dining restaurants are repre-sentative of the population of restaurants in France and Spain.

Kitchen chefs’ answers Restaurant managers’ answers


45% AnD 53% oF The MAnAgeRS woRKIng In An ouTleT ThAT SeRveS 51 To 100 MeAlS peR DAyThe second most common answer is “less than 50 covers”, which confirms that, in France and Spain, most restaurants are very small enterprises.

BeTween 80% AnD 90% oF InDepenDenT ReSTAuRAnTSThis distribution is fairly similar to that of the Chair’s first study (the pur-chasing function in Europe) and corresponds to the structure of the market.

Kitchen chefs’ answers

Kitchen chefs’ answers

Restaurant managers’ answers

Restaurant managers’ answers

Independent91%

Chain9%

TYPE OFSTRUCTURE

FRANCE

TYPE OFSTRUCTURE

FRANCE

Independent94%

Chain6%

TYPE OFSTRUCTURE

SPAIN

Independent91%

Chain9%

INDEPENDENTVS. CHAIN

FRANCE

Independent79%

Chain21%

INDEPENDENTVS. CHAIN

SPAIN

51 to 10045%

101 to 20011%

More than 2018%

no answer12%

less than 50 covers24%

COVER/DAYFRANCE 51 to 100

53%

101 to 20026%

no answer4%

less than 50 covers17%

COVER/DAYSPAIN


prospective results (2025)The graphs below show the percentage of positive responses for each variable. A positive response generally means that the respondent agrees with the assertion in question, though in some cases it corresponds to the selection of one option over the others.

As a reminder, the questions concern what restaurant managers and kitchen chefs think they will do or need in 2025, as well as how they think the F&B market and the macro-environment will evolve. They therefore indicate their opinions on the future.

The macro-environment in 2025Restaurant manager

In both samples, our respondents are globally unsure about how the macro-environment will evolve in terms of purchasing power and the unemployment rate. On the other hand, there is a difference between the two countries regarding the way the flexibility of the job market is anticipated : in Spain, most of the respondents have no opinion, while in France, most of them anticipate a greater flexibility. This is due to the fact that the job market is currently more flexible in Spain than in France.

The foodservice market in 2025Restaurant manager

Both samples expect a concentration of the market due to restaurant chains. The results for the variable “concentration due to a pooling of independent restaurants” are less clear-cut ; overall, they are positive in Spain and neutral in France.

Yes

No

Undefined

Yes

No

Undefined

0%

20%

40%

60%

80%

100%

France ........................................................

........................................................

Spain France Spain

Concentration of the market due to the pooling ofindependent restaurants

Concentration of the marketbecause of chains

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................

Spain SpainFrance Spain

Purchasing power will havesignificantly increased

Job market will bemore flexible

Unemployment ratewill be lower than 10%


Most of the Spanish respondents are unsure about how customer expectations regarding CSR, traceability and seasonality will evolve ; because of the economic crisis, these issues are not a priority for them. On the other hand, an overwhelming majority of the French respondents expect them to grow. This is inked to the fact that homemade meals are highly valued and get a lot of exposure in France.

Snacking and fast food are already increasing due to customers’ lack of time and money ; this trend is expected to continue in both countries, although more markedly in France than in Spain.

Both samples are undecided regarding the possibility of the number of transactions and bills increasing. This is not a surprising result : people have trouble anticipating the future in times of uncertainty or crisis, especially regarding the evolution of the economic situation and of the foodservice market.

The kitchen chef in 2025Kitchen chef activities & skills for menu planing

All our assertions pertaining to menu planning are accepted, even though the constraints related to the use of fresh products and to favouring creativity in menu creation are not always compatible with the objectives of cost control and profitability. This suggests that kitchen chefs understand the various demands and expectations they need to meet ; some of them might nonetheless have difficulties balancing them.

Kitchen chef

Yes

No

Undefined

Yes

No

Undefined

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Increase in expectationsfor CSR, traceability and seasonality

Increase in snackingand fast food

Increase in the numberof transactions and bills

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Use mostly fresh& seasonal products

Able to optimise profitability Highlight innovation& creativity

France ........................................................

Spain

Determine food costswith manager


Kitchen chef activities & skills for production

In both countries, improving skills and practices – their own and the staff’s – appears to be essential for kitchen chefs.

While the French respondents disagree with the assertion “the kitchen chef will be in charge of several outlets”, they are still more positive than the Spanish, who think that the economic context will not allow restaurants to open new outlets.

The two samples have very different overall answers for the variables “delegating tasks and checking the staff’s work” (ambivalence in Spain, agreement in France) and “communicating through processes” (agreement in Spain, ambivalent rejection in France). These differences can be explained by the increasingly less qualified workforce in Spain : the high unemployment rate means that people working in the foodservice industry come from other sectors, and must therefore be supervised.

Kitchen chef activities & skills for hygiene & food safety

Yes

No

Undefined

0%

20%

40%

60%

80%

100%

France ........................................................

Spain

Expert on hygiene and food safety

Yes

No

Undefined

0%

20%

40%

60%

80%

100%

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Constantly improve his skills Develop staff's competencies In charge of several units

France France........................................................

........................................................

........................................................


Implementation of a qualitymanagement process

Deleguate tasksand check staff's work

Communicationthrough processes

0%

20%

40%

60%

80%

100%

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Constantly improve his skills Develop staff's competencies In charge of several units

France France........................................................

........................................................

........................................................


Implementation of a qualitymanagement process

Deleguate tasksand check staff's work

Communicationthrough processes

The assertion that the kitchen chef of 2025 will be an expert on hygiene and food safety is accepted in both countries, but much more markedly in Spain.


Kitchen chef activities & skills for human resources

Most variables related to human resources elicited a positive response from both samples. It is interesting to see that the respondents think many activities will be done in collaboration with the restaurant manager and that they deem communication to be very important. The prospect of a cooking certificate being mandatory convinces more than half of our respondents, and could indeed well be a requirement in the future. However, in both countries, most of the respondents disagree with the statement that no responsibilities will be given to the staff.

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Decide on objectives,salaries, etc. with manager

Motivate staff throughoral communication

No responsibilitiesgiven to staff

France ........................................................

........................................................

Spain France Spain

In charge of recruitmentfor kitchen staff

Cooking certificatemandatory

0%

20%

40%

60%

80%

100%

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Decide on objectives,salaries, etc. with manager

Motivate staff throughoral communication

No responsibilitiesgiven to staff

France ........................................................

........................................................

Spain France Spain

In charge of recruitmentfor kitchen staff

Cooking certificatemandatory

0%

20%

40%

60%

80%

100%

Yes

No

Undefined


Yes

No

Undefined

Kitchen chef activities & skills for technology

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Use of robots for basic tasks Use of 3D printers Use of softwarefor food costs

France ........................................................

Spain

Use of intelligent,touchscreen devices

Apart for the use of intelligent, touchscreen devices (accepted by both samples), the variables related to technology garnered different responses in each country.

In Spain, kitchen chefs are divided on the use of 3D printers. This possibility is clearly rejected by the French. The use of software to manage food costs is approved by two thirds the French sample ; in Spain, on the other hand, neutrality and rejection are both prominent answers.

Most of the Spanish respondents agree that robots will be used for basic tasks, whereas most of the French reject this idea. This striking divergence might be due to a different understanding of the term “robot” : we referred to humanoid robots and robot arms, which is most likely how the French respondents interpreted the word, but the Spanish might have thought the question pertained to food processors and other kitchen appliances. Moreover, in France, using robots is probably perceived as putting the country’s gastronomic tradition in jeopardy. It is indeed considered to be the kitchen chefs’ mission to protect and perpetuate their know-how, especially now that French cuisine has been declared a “world intangible heritage” by UNESCO.

It should be noted that our survey evokes technologies that our respondents can easily imagine, but is not meant to be exhaustive ; our primary aim was to evaluate their interest in technology in general.


Kitchen chefs from both countries think that searching for suppliers and negotiating with them will still be part of the kitchen chef’s tasks. This does not correspond to the result we obtained in our study on the purchasing function, but this is because the situation is different : in our first study, our respondents were asked to examine the possibility of attributing all purchases-related tasks to a specialised person, which was not the case here.

The possibility of delegating orders appears very plausible to the Spanish kitchen chefs (but they would remain responsible for the process), while the French are divided on this matter.

Our Spanish sample predominantly disagrees with the idea of using software and tablets to contact suppliers, but thinks software will be used for stock management. Stock management is indeed crucial for them : it is necessary to manage costs and profitability. Conversely, the French chefs agree that technology will be used for both tasks.

Kitchen chef activities & skills for other matters

The idea that it will be important for the kitchen chef of 2025 to devote time to his network and follow trends is accepted in both countries. This will allow him to keep up with the competitors and to meet customers’ expectations, thus increasing the revenue.

0%

20%

40%

60%

80%

100%

France ........................................................

Spain

Follow trends

Yes

No

Undefined

Yes

No

Undefined

Kitchen chef activities & skills for stock management and relationships with suppliers

France France........................................................

........................................................

........................................................


Search for suppliers& negotiate

Deleguate orders Use of software & tabletsto contact suppliers

France ........................................................

Spain

Software to manage stock

0%

20%

40%

60%

80%

100%


Yes

No

Undefined

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Internal communication Internal training& specialisation for staff

Recruitment onlyfor key positions

France ........................................................

Spain

Polyvalence of staff

France ........................................................

Spain

Written processes

0%

20%

40%

60%

80%

100%

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Internal communication Internal training& specialisation for staff

Recruitment onlyfor key positions

France ........................................................

Spain

Polyvalence of staff

France ........................................................

Spain

Written processes

0%

20%

40%

60%

80%

100%

Yes No Undefined

The restaurant manager in 2025Restaurant manager activities & skills for human resources & internal communication

The answers to questions on human resources and internal communication are more markedly positive (or, in the case of the variable “recruitment only for key positions”, less negative) in France than in Spain. Interestingly, contrary to kitchen chefs, French restaurant managers think that they will use processes in the future.

Restaurant manager activities & skills for collaboration with the kitchen chef

France France........................................................

........................................................

........................................................


Stock management Selection and managementof suppliers

Menu planning

France ........................................................

Spain

Food costs

0%

20%

40%

60%

80%

100%

Our questions related to the collaboration with the kitchen chef at all levels of the purchasing process received lar-gely positive responses, although slightly more so in France than in Spain. When examining these results, it is worth remembering that, as mentioned above, this study did not suggest the possibility of having a purchasing specialist.


Restaurant manager activities & skills for technologies

Yes

No

Undefined

For the most part, Spanish managers are unsure about the prospect of using facial and vocal recognition in restaurants. As for the French, they are clearly unconvinced by this suggestion. Because this is an advanced type of technology that will take longer to be widely available, this question primarily indicates to what extent the respondents are willing to integrate tech-nology in their outlets.

The Spanish respondents’ reaction to automatised service is divided between agreement and disagreement, while this possibi-lity is rejected in France. Indeed, restaurant managers do not see what technology could bring to waiting activities ; they think that direct contact with the customers will remain necessary to create a warm atmosphere. As for the assertion that customer orders will be automatised, it is accepted in Spain, but leaves the French divided.

Both samples agree that technology will be used for external communication. However, only in Spain is its use for internal communication anticipated : the French are ambivalent in this regard. Finally, the use of intelligent, touchscreen devices is clearly expected in both countries – which is unsurprising, as they are already commonly used.

The remark made in the description of the results for the kitchen chef sample applies here as well : our survey evokes technologies that our respondents can easily imagine, but is not meant to be exhaustive ; our primary aim was to evaluate their interest in technology in general.

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Facial/vocal recognition Automatised service Automatised orders

France ........................................................

Spain

Technology for externalcommunication

France ........................................................

Spain

Technology for internalcommunication

France ........................................................

Spain


0%

20%

40%

60%

80%

100%

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Facial/vocal recognition Automatised service Automatised orders

France ........................................................

Spain

Technology for externalcommunication

France ........................................................

Spain

Technology for internalcommunication

France ........................................................

Spain


0%

20%

40%

60%

80%

100%


Yes

No

Undefined

Restaurant manager activities & skills for finances

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Menu adapted to trends Economies of scalethrough partnerships

Economies of scalethrough multiple outlets

France ........................................................

Spain

Proactive for hygiene

France ........................................................

Spain

Highlight sustainabledevelopment practices

0%

20%

40%

60%

80%

100%

0%

20%

40%

60%

80%

100%

France France........................................................

........................................................

........................................................


Menu adapted to trends Economies of scalethrough partnerships

Economies of scalethrough multiple outlets

France ........................................................

Spain

Proactive for hygiene

France ........................................................

Spain

Highlight sustainabledevelopment practices

0%

20%

40%

60%

80%

100%

Both samples consider that the restaurant manager will establish business plans and long-term objectives. It is probably because of the currently chaotic context in Spain that the Spanish restaurant managers anticipate this type of management less strongly than the French. The reaction to the assertion “the manager will use IT tools to monitor key figures” is largely positive in both countries as well.

Restaurant manager activities & skills for other matters

0%

20%

40%

60%

80%

100%

France ........................................................

........................................................

Spain France Spain

Establish long-termobjectives

Key figures monitoredwith software

Yes

No

Undefined

Both samples think that restaurant managers will be proactive in terms of hygiene and will highlight sustainable development practices. Interestingly, however, French managers give more importance to hygiene, while the Spanish managers think they will be more inclined to focus on sustainable practices.

For all the other variables in this section, the overall responses differ between the two countries. This shows that it is difficult for restaurant managers to imagine solutions that go beyond the structure of their outlet.

It can also be noted that the French managers do not anticipate making economies of scale ; tradition might limit business efficiency in France.


Consequences on restaurantsA cluster analysis of our results revealed that, according to our respondents’ perception of our the future, there will be two kinds of restaurant managers and two kinds of kitchen chefs in 2025.

Restaurant managers in France & Spain

DifferencesCluster 1 Cluster 2

HR and internal communication >> written processes

>> in charge of recruiting

>> collaboration with the staff, will favour collective decisions

>> no written procedures

>> partially delegate recruitment

>> bossy

Collaboration with kitchen chef >> intense collaboration to choose and manage suppliers and stocks

>> will somewhat help the kitchen chef choose and manage suppliers and stocks

Finance >> business plans (investments, debts) and long-term objectives

>> no business plans (investments, debts), short-term objectives

Technologies >> will not integrate facial recognition in the restaurant

>> unsure about the future of facial recognition in restaurants

Hygiene and food safety >> proactive to improve hygiene and food safety

>> not proactive, but will follow the trends

DistributionThese two clusters are distributed in our sample in the following way :

OVERALL DISTRIBUTION AMONG RESTAURANT MANAGERS

Cluster 153%

Cluster 247%


Kitchen chefs in France & SpainThe SPSS clusters indicated three ways in which the kitchen chefs anticipate the future of their job. Only two are described in this booklet, though, as they are the most distinctive and representative.

Differences

Cluster 3 Cluster 4

Production >> will not communicate through processes

>> delegates responsibilities

>> communication through processes

>> delegation only of basic tasks, plays an important role in operations

Technologies >> will not use robots

>> no 3D printers

>> IT literate, will use software to manage food costs

>> unsure about the use of robots for basic tasks

>> unsure about the use of 3D printers

>> not IT literate

Stock management and relations with suppliers

>> will use software and tablets to contact suppliers

>> will possibly not use software and tablets to contact his suppliers.

Hygiene and food safety >> not particularly concerned by hygiene and food safety issues

>> expert in hygiene and food safety, will supervise internal and external practices

DISTRIBUTION BY TYPE OF OUTLET

TRADITIONAL

Cluster 163%

Cluster 237%

Cluster 120%

Cluster 280%

FASTCASUAL

BAR/PUB

Cluster 111%

Cluster 289%

TEAROOM

Cluster 150%

Cluster 250% OTHER

Cluster 143%

Cluster 257%

Cluster 156%

Cluster 244% FINE

DINING


DistributionThese two clusters are distributed in our sample in the following way :

DISTRIBUTION BY TYPE OF OUTLET

TEAROOM

Cluster 350%

Cluster 450%BAR/PUB

Cluster 350%Cluster 4

50%

FINEDINING

Cluster 336%

Cluster 424%

Other40%

TRADITIONAL Cluster 349%

Cluster 427%

Other24%

FASTCASUAL

Cluster 318%

Cluster 482%

FASTFOOD

Cluster 348%Cluster 4

52%

OVERALL DISTRIBUTION AMONG KITCHEN CHEFS

Cluster 341%

Cluster 432%

Other27%


Most probable scenarios for restaurants in 2025Correlations allowed us to define which scenarios are, according to our respondents’ answers, most likely to occur. In other words, this analysis enabled us to identify the scenarios that correspond the most to their perception of the future of their jobs.

Restaurant managerOut of the three restaurant manager scenarios, two are confirmed : the restaurant manager as a coach and as a strategist.

The coach > Manages the recruitment for key positions and the integration of key competencies.

> Empowers employees by making them understand the objectives of the business and involving them in the overall functioning of the restaurant.

> Is moderately involved in menu creation; tries to consider customer requests and advice; values creativity, but gives priority to financial constraints.

> Has relevant initial training in hygiene and safety, is proactive to improve his knowledge.

> Uses IT tools to manage and monitor financial data (in collaboration with the kitchen chef for food costs); only moderately uses them to monitor reservations and deliveries, to inform clients of new products and offers, etc.

> Has an entrepreneurial attitude : meets potential suppliers, communicates using diverse media, and watches the competitors.


The strategist > Has long-term plans for the restaurant and tries to implement long-

term tools to improve operations and their profitability.

> In terms of menu creation, takes into consideration customer advice, recommendations and trends.

> Collaborates with the chef on a regular basis and in a formalised manner; both of them use shared software for food cost management.

> Meets hygiene and food security constraints perfectly, supervises standards both internally and externally (supplier and supply chain), and trains the staff in food safety.

> Constantly uses IT tools; the main figures regarding turnover, profitability, number of meals and sales of most profitable items are monitored and compared in databases.

> Very proactive in terms of analysis of the supplier market.

> Ensures the restaurant’s strong presence in every media.

Kitchen chefAll three kitchen chef scenarios are confirmed by the correlations, indicating that our analysis corresponds to the way kitchen chefs picture the evolution of their job. However, two of them – the leader and the coach in the kitchen – can be merged, for-ming a new scenario.

The role model and mentor > High level of delegation.

> Tries to make the staff integrate new skills and to specialise them.

> Communication is oral and written, several processes are formalised and standardised.

> Has complete creative freedom for menu creation, is able to design profitable dishes.

> In terms of purchasing, delegates the ordering but monitors the quality of products; optimises stock management.

> Manages production globally and encourages innovation in cooking.

> Tablets are present in the kitchen to ease communication with colleagues and suppliers and to monitor and take in consideration customers’ remarks.

> Expert in hygiene and food safety, supervises internal (kitchen) and external (suppliers, transportation…) practices; aims to transmit his expertise to his most important employees

The leader and coach > Tries to empower the staff, uses co-decision as a style of management.

> Trains employees to execute all basic cooking activities.

> IT tools are seldom used in the restaurant and in the kitchen.

> In terms of menu creation, gives priority to financial constraints; changes the menu every season or to respect the food costs.

> Manages the food purchases himself once he has taken note of the food costs and of the supplier listing provided by the manager; manages F&B stocks daily in a just-in-time manner.

> Fresh and local products are part of his purchases, but are not particularly highlighted in the menu.

> Monitors production with oral and written processes and quality management.

> Dedicates time to his network and is on the look-out for new trends and inspirations.


Kitchen chefs’ & restaurant managers’ activities and skills in 2025Our qualitative and quantitative studies have produced new data on the skills and activities that will be required for restaurant managers and kitchen chefs in 2025.

Restaurant managers’ activities & skillsFor the restaurant managers who correspond to the profile of the “coach” and “strategist” scenario, the activities and required skills will be :

Coach Strategist

Activities >> Coordinate the staff >> Long-term plans for the restaurant

>> Take care of recruitment for service staff and for key positions in kitchen staff

>> Supervise operations, but not take part in them often

>> Attribute specific tasks >> Foster flexibility and polyvalence

>> Reward & empower employees >> Look for specialised staff

>> Collaborate with the kitchen chef for menu planning >> Train employees

>> Collaborate with the kitchen chef for food costs >> Implement some written processes

>> Collective decisions are important >> Collaborate with the restaurant manager for menu planning

>> Listen to customers’ suggestion >> Implement innovation and creativity

>> Use technological tools for promotion and reservations

>> Monitor trends

>> Manage relationships with suppliers >> Proactive for hygiene and food safety

>> Think about expanding restaurant concept >> Technological tools such as touchscreens, intelligent devices and software part of almost all operations (finance, service, purchases, external communication)

>> Analyse the market

>> Implement a concept in two or more locations

Skills >> Communication skills >> Ability to be proactive

>> Organisation skills >> Ability to anticipate future trends

>> Ability to collaborate with the kitchen chef and the staff

>> Polyvalence and ability to multitask

>> Basic financial skills >> Ability to recruit specific people

>> Ability to listen to employees and customers >> Ability to teach

>> Ability to use social media, the internet, and simple technological tools

>> Ability to formalise activities

>> Ability to negotiate >> Ability to collaborate with the chef and the staff

>> Ability to follow and understand changes in the macro-environment

>> Ability to implement hygiene and food safety practices

>> Ability to teach hygiene and food safety practices

>> Ability to use technological tools and understand their potential

>> Ability to manage and follow activities in two outlets or more


Kitchen chefs’ activities and skillsThe activities and skills included in the combination of the “leader” and “coach” scenarios and in the scenario “a role model and mentor” are :

Leader & coach Role model & mentor

Activities >> Prioritise financial constraints in menu planning >> Supervise staff

>> Change menu every season >> High level of delegation

>> Mix fresh and local products and non-fresh ones >> Hire specialised employees

>> Empower staff and train them in basic cooking methods

>> Encourage employees to become specialised

>> Communication is mainly oral >> Communication is both oral and written through processes

>> Improve his cooking techniques >> Encourage creativity and innovation in dishes (fine dining)

>> Participate in purchases and improve stock management

>> Delegate ordering

>> Little use of technological tools >> Analyse food costs

>> Respect hygiene and food safety constraints >> Can manage several restaurants

>> If famous, exploit his image

>> Use software and technological tools to monitor key figures, stock, orders, kitchen operations

>> Follow innovations

>> Has high expertise in hygiene and food safety

>> Check hygiene and food safety practices internally and externally

Skills >> Ability to understand financial matters >> Ability to manage the staff

>> Ability to create within constraints >> Ability to attribute activities according to the employees’ skills

>> Ability to mix products smartly >> Ability to formalise activities

>> Ability to empower and motivate the staff >> Ability to understand and regulate financial constraints

>> Ability to communicate and lead >> Ability to manage and follow activities in two outlets

>> Ability to understand is own shortcomings and make up for them

>> Ability to use technological tools and to understand their potential

>> Ability to negotiate with suppliers >> Ability to implement hygiene and food safety practices

>> Ability to use basic technological tools >> Ability to teach hygiene and food safety practices


ConclusionThere have been big changes in economic, social and F&B structures in the French and Spanish foodservice markets, and such changes will continue to occur. As a consequence, when studying the future of these markets, one must pay attention to emerging trends and to the feelings and expectations of operators. It was therefore useful to collect prospective opinions of French and Spanish experts and professionals : they are, and will remain, on the frontline each time the industry faces a new challenge.

Differences between France and Spain emerged from our study. For example, the effects of the economic situation will differ between the French and Spanish foodservice markets :

> Impact of the macro-environment on F&B jobs and restaurant management : the high level of unemployment in Spain has a specific and structural effect on the job market. Contrary to France, it is easier to find staff in restaurant operations. Nevertheless, it can be as difficult to find qualified employees.

> Structure of the market : The economic situation in Spain explains the stronger anticipation of market concentration. Restaurant chains will benefit from the bankruptcy of numerous traditional outlets, while an increasing number of traditional restaurants will have to enter into partnerships or pool resources or activities in order to survive.

Regarding technology and management, foodservice operators anticipate the future differently based not only on their country, but also on their location :

> Technology use : Spanish restaurants seem to be more oriented towards the use of new technologies for internal and daily operations. In France, on the other hand, technology is used to enhance supplier and client relationships. This aspect also differs according to area and kind of outlet. For instance, in both countries, technological awareness appears to be stronger in major cities and within chained restaurant.

> Management : In the north of Spain, restaurant operations tend to be managed in a more efficient way than in the south, where very traditional operations remain the norm. In France, on the other hand, restaurant operations seem to be more homogenous across the country.

Notable elements of the prospective scenarios for kitchen chefs and restaurant managers include : > Kitchen chefs : An improvement in menu planning is expected by French and Spanish kitchen chefs, in

that both creativity and profitability are supposed to be enhanced. They also anticipate using more fresh and seasonal products. Kitchens chefs are aware of the potential of smart touchscreen devices, which will therefore be more frequently implemented and used in restaurant kitchens. Finally, the time spent by kitchen chefs maintaining and extending their network and following trends will continue to increase.

> Restaurant managers : An increased collaboration with the kitchen chef is anticipated for all aspects of restaurant management : stock management, selection of suppliers, menu planning and food costs. This collaboration will help highlight more sustainable practices within the outlets, as it will favour the selection of sustainable suppliers and the adoption of sustainable practices in food, water and energy consumption. Finally, IT tools will increasingly help restaurant managers monitor key data and plan how they run the outlet.

Moreover, both kitchen chefs and restaurant managers anticipate a strong increase in the professionalization level required for their respective function. This is in line with our research on the F&B buyer, a job which restaurateurs also think will be more specialised and professional in 2025. On the basis of our research, we recommend that kitchen chefs:

AcknowledgementsWe would like to thank the following experts and professionals for helping us in the course of this study:

> Mr. Patrick OGHEARD, head of the DHR programme at EHL

> Mr Jean Gabriel Du Jaiflin, F&B management expert for the website and weekly paper L’Hôtellerie-Restauration

> Mr Jean-Luc Fessard, sustainability in foodservice expert for the website and weekly paper L’Hôtellerie-Restauration

> Mr Gecko Legini, professor of F&B management at Swiss Hotel Management School

> Mr Albert Subirós I Mercader, manager at Hotel Empordà

> Mr Timoteo Bravo, Director of Da Bruno Restaurant Group

Additionally, two EHL students were very helpful during the collection of data:

> Aline Crouquet

> Ana Glidesantivanes

RecommendationsOn the basis of our research, we recommend that kitchen chefs :

> Get at least basic training in business management or (preferably) restaurant management, in order to ease the collaboration with the manager.

> Get training in menu planning or implement processes to better balance profitability with the types of the products used (fresh/processed, organic/non-organic, etc.).

> Implement processes for the training and evolution of the kitchen staff, so as to increase their productivity and to reduce staff turnover.

> In Spain, increase the use of software to monitor and improve food cost management and to ease collaboration with suppliers.

> In France, increase their ability to delegate the ordering of F&B products.

> Keep track of innovations.

Regarding restaurant managers, we recommend that they: > Get training in IT tools for communication and restaurant management.

> Adopt a long-term perspective whenever possible.

> Improve their internal communication and their teaching skills.

> In France, increase the implementation of IT tools used internally and for daily management tasks.

> In Spain, increase the implementation of IT tools dedicated to customer relationship and supplier management.

> Keep track of innovations.

For each of these challenges, an external aid and expertise can be provided by other F&B actors (suppliers, equipment providers…).

Research teamFood & Beverage Industry Chair - École hôtelière de Lausanne

DR. ChRISTIne DeMen MeIeR

Chair holder, PhD +41 21 785 14 92 [email protected]

CléMenCe CoRnuz

Scientific collaborator +41 21 785 13 57 [email protected]

STéphAnIe BonSCh

Scientific collaborator +41 21 785 13 57 [email protected]

nIColAS SIoRAK

Researcher +41 21 785 13 07 [email protected]

mailto:[email protected]



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