2010.06.16 10:15 McKing Nintendo 3DS™
2018.06.07 16:35 Jimga150 Delta Emulator
2019.07.19 06:55 OffBrand_Soda Oculus Quest Piracy
2024.05.14 12:51 Far_Awareness_8404 I (22F) want to breakup with my high school sweetheart (21M), what’s the best way to do it?
2024.05.14 12:51 MOMSHIEANN Big Excitement, Bigger Wins! Chase the Mega Jackpot at Hugewin's Casino Games
2024.05.14 12:51 Throw4away477 30 [M4F] Italy/Anywhere Looking for my player 2
2024.05.14 12:48 milcolhc 29 [M] #Boston Massachusetts- Looking for something lasting anywhere
2024.05.14 12:47 therohitshah1999 How to Create Interactive eBooks: Bring Your Words to Life
https://preview.redd.it/fn7z4kc8gd0d1.jpg?width=1500&format=pjpg&auto=webp&s=b2a4841722590873622855e886a37812c328f177 submitted by therohitshah1999 to u/therohitshah1999 [link] [comments] In today’s digital world, readers crave engaging experiences. Static text on a screen just doesn’t cut it anymore. Enter the realm of interactive eBooks — a dynamic and immersive way to share your stories, knowledge, and ideas. Interactive eBooks go beyond the limitations of traditional formats. Imagine embedding quizzes to test reader comprehension, adding video demonstrations to complex topics, or incorporating clickable hotspots that reveal hidden information. These elements not only enhance understanding but also transform reading into an active and enjoyable journey. So, how can you create these captivating interactive eBooks? Let’s delve into the exciting world of crafting engaging digital experiences for your readers. 1. Concept and Planning: Charting Your Course The first step is to solidify your concept. What kind of interactive eBook are you creating? Is it a children’s story with touch-activated animations, a non-fiction guide with embedded infographics, or a language learning tool with interactive exercises? Having a clear purpose will guide your design and content decisions. Next, plan the interactive elements. Will you incorporate quizzes, games, simulations, or multimedia content like audio and video? Sketching out your ideas with storyboards or mind maps can help visualize the flow of your eBook and ensure a seamless reading experience. 2. Content Creation: Crafting Compelling Narratives Here’s where your storytelling prowess comes in. Craft compelling text that draws readers in and keeps them engaged. Remember, your content should be optimized for the interactive format. Keep the text concise and focus on delivering key information. Consider incorporating different content types. Break up text with bulleted lists, tables, and images. Interactive elements like clickable definitions or pop-up explanations can add depth without overwhelming readers. 3. Choosing the Right Tools: Building Your Interactive World Several tools can help you create interactive eBooks. Some popular options include:
A well-designed eBook is visually appealing and easy to navigate. Use high-quality images, consistent fonts, and a clean layout to enhance readability. Consider the user experience on different devices like tablets and smartphones. Ensure the interactive elements are optimized for touchscreens and offer clear instructions for user interaction. 5. Testing and Publishing: Getting Your Masterpiece Out There Once you’ve built your interactive masterpiece, it’s time for testing. Use various devices and platforms to ensure responsiveness and functionality. Get feedback from beta readers to identify any issues and refine the user experience. Finally, publish your eBook on a platform that supports interactive features. Popular options include Apple iBooks, Kindle Direct Publishing (KDP), and Kobo. Kitaboo: Your Gateway to Interactive eBooks Creating interactive eBooks can seem daunting, but it doesn’t have to be. Kitaboo, a leading eBook creation platform, empowers authors and publishers to craft immersive and engaging reading experiences. With Kitaboo’s user-friendly interface, you can easily embed multimedia content, quizzes, and other interactive elements without needing coding expertise. Their platform ensures seamless reading across various devices and offers advanced analytics to track reader engagement. Embrace the Future of Reading Interactive eBooks represent the future of reading. They capture attention, enhance understanding, and create a deeper connection between readers and your content. By following these steps and leveraging platforms like Kitaboo, you can bring your words to life and create a truly captivating experience for your audience. So, unleash your creativity, embrace interactivity, and embark on a journey of crafting the next generation of eBooks! |
2024.05.14 12:45 Only-Percentage4627 Help me out by filling this small google form for a collage thesis regarding gaming.
2024.05.14 12:43 mr_chay Let's show more love for devs (and for Sweet Liberty of cause!)
2024.05.14 12:41 JamesNintendoTurd The Post Slobs Era in detail
2024.05.14 12:41 Any-Classic-5733 Why HW3 feels like a disappointment to fans of previous HW campaigns
2024.05.14 12:40 Specialist_Bake6514 Vapiano P3: Italian Food Made in Germany
The kitchen is on fire. Welcome to the final part of the Vapiano story where the tables are turning. In the first two episodes we followed Mark Korzilius' journey from setbacks to founding Vapiano, a groundbreaking restaurant concept, highlighting its fresh ingredients, dynamic atmosphere, and data-driven operations that drove rapid success. While achieving initial profitability and garnering attention from industry giants like McDonald's, Vapiano's global expansion has led to stellar revenue growth. However, it has also resulted in the emergence of numerous side projects (or distractions), operational challenges, increased costs, significant investments, and a notable accumulation of debt. This underscores the prioritization of top-line growth over profitable growth. We will continue on this thread and see how the story ends, but I would encourage you to read part one and two for better context. Vapiano P1: Italian Food Made in Germany (substack.com). Let's dig in. submitted by Specialist_Bake6514 to unpackbusinesses [link] [comments] Before Going Public We are now in 2015 and the year is a disaster for Vapiano's PR department. Employee time stamps are being manipulated, endless overtime for employees and high turnover in managerial roles are reported; mice in the kitchen and even rotten food allegedly found. The company is confronted with allegations of exceeding working hours among trainees in an article published by Welt am Sonntag, while the same outlet accuses Vapiano of manipulating punch times. The auditing firm PwC is commissioned to investigate the allegations and finds that there is no systematic approach but rather misconduct by individual employees, a mistake that’s being corrected. Internal however, investigations into stamp times are carried out regularly now and beyond its obvious reputational impact, this sucks up valuable management time and attention. In the summer of 2015 CEO, co-founder and investor Gregor Gerlach, who has been running the group since 2011 is stepping down and Jochen Halfmann is taking over. A new Vapiano People Program with an App is being developed with the aim to better interact with customers that will incorporate innovate features such as mobile pay. The German website sees a launch of new magazine to further promote the brand and there is now a full inhouse blogger and Instagram team being installed. In October the company buys seven restaurants from original co-founder, former co-investor and ex-president previously responsible for internation expansion Kent Hahne (2x Bonn, 3x Cologne, 1x Koblenz and one in Cologne that’s under construction). This package of Vapiano restaurants is very successful and generates net sales of more than 20 million euros in 2014. Hahne opened his first Vapiano restaurant in Cologne in August 2006 and in 2015 with his company apeiron AG, Hahne operates six L'Osteria franchise restaurants, a direct Vapiano competitor, and two self-owned restaurants GinYuu. Then in November of 2015, the next public relations bomb goes off with allegations regarding the company's quality standards. The company immediately investigates the issue through internal and external specialists but finds no evidence of any quality issues. Nevertheless, knowing that the group is now being closely watched, the company’s already in place hygiene standards are being reinforced. Additional audits and inspections are performed nationally. Further, all Vapianos worldwide are being audited twice by the partners SGS Institut Fresenius and SAI Global. Auditing software is purchased to simplify the implementation of the audits and the resulting measures. Apart from the external examinations, there is a food sampling plan in place being performed continuously. Again, all of this sucks up costs, management time and attention. With all these tumultuous developments the company’s growth engine is undeterred. Revenue grows by a whopping 50 million euros to 202 million euros, an increase of 33%. Impressive. While average spent per customer increases in all countries, the number of customers per day in Germany decreases by 3.3% partially due to the negative press towards the end of the year. Five own, four JV and 19 new franchise restaurants are added that year to the group, the total number of own managed restaurants grows to 51, there are 31 JVs and 84 franchises which bringing the total to 166 Vapiano restaurants. Global restaurant sales are now above 400 million euros. But while revenue grows by an astronomical 50 million euros, operating profits, alarmingly, shrink again. Gross margins are staying perfectly healthy above 75% but operating costs keep growing disproportionately fast. The Company’s outstanding debt jumps by almost 30 million, close to 85 million euros by the end of the year. With operating profits at 9.5 million euros, alarm bells should be going off right now. In Q4 of 2015, new CEO Jochen Halfmann introduces Strategy 2020. The new strategy includes five essential points. One, profitable growth in the newly defined core markets of Germany and Austria as well as in the UK, Netherlands, France and USA. Two, operational excellence through strict “best practice” management. Three, further development and digitalization of the concept considering guest feedback. Four, greater focus on long-term employee retention and five, building a modern and sustainable IT landscape. Sound’s good on paper but let’s see how things pan out. Vapiano's investments (capital expenditures) that year are primarily directed towards new restaurant openings, renovations of existing establishments, and share acquisitions in other Vapiano restaurants from franchisees or JV partners. A significant portion of funds is allocated to the digitalization of the guest experience, including the development of a new app scheduled for market release in 2016 and the implementation of a time recording system across all group restaurants. The world's first standalone Vapiano restaurant with a delivery service that year is built in Fürth, Germany. The company keeps expanding its presence in both inner-city locations and international markets, such as Shanghai, China. To finance all of this, the group has its own operating cash flow which comes in at 18 million while capital expenditures are 26 million euros plus 14 million for acquisitions. The funding gab is filled with 26 million euros of new debt and a seven-million-euro equity raise. At that end of the year and after the equity raise Gregor Gerlach (through his AP Leipzig GmbH & Co. KG entity) holds 30.1%, Hans-Joachim and Gisa Sander through their Exchange Bio GmbH hold 25.5% and the Tchibo heirs, Herz through their Mayfair Beteiligungsfonds II GmbH & Co. KG hold 44,4%. But for the first time the restaurant’s concept that was so successful to date is being questioned. Some customers are starting to mislike the operational flow of the concept itself. If you want pasta, you must queue for pasta. If you want pizza you stand in a different queue. A small side salad, yet another queue. "You spend more time carrying trays than an actress in Berlin-Mitte. The audience in the pasta limbo can only consist of people who have worked for an insurance company for a long time and, like Stockholm syndrome, they can no longer get away from the industrial canteen feeling," writes TV host Beisenherz provocatively. While overly harsh in his assessment he's not entirely wrong judging by customers venting their frustrations in forums and social media channels. It isn’t uncommon for those who ordered pizza to have already finished eating while there is little movement in the pasta queue. Long term that doesn't go down well, QSRs competitors like L’Osteria are handling this process differently, with much success. https://preview.redd.it/6cas01oked0d1.png?width=1200&format=png&auto=webp&s=2da6e0b4bc0e07dbee558de412feb414cd598d4a Tipping PointWhere are now in the year 2016 and things start to deteriorate visibility. Perhaps not for the leman’s eye but any business minded observer can see that there are problems under the hood. Yes, revenue grows yet another whopping 50 million to almost 250 million euros but half of that growth, comes from acquisitions of restaurants that the group didn’t already own 100%, which is now being fully consolidated within the group’s accounts. Here is a concrete example. In the past, Vapiano SE, the group’s top holding company held an indirect 50% stake in a French subgroup via the subsidiary VAP Restaurants SA, based in Luxembourg, and included this as an associated company in the Vapiano SE consolidated financial statements using the equity method. Due to the acquisition of additional shares in September of 2016, Vapiano SE's indirect share in the French subgroup increased to 75%. This means that Vapiano SE takes control of the French subgroup, which is therefore included in the group’s financial statements as part of the full consolidation. The revenue from the acquired subsidiary now recorded in the consolidated income statement amounts to 12.8 million euros. While that’s great for the top line, the loss of the fully consolidated entity equates to 0.2 million euros. Yes, you are buying revenue, but there are losses attached to them, not profits. A similar case is the Swedish entity that runs eight restaurants with revenue of 11.5 million euros but has losses of 235 thousand euros. So much for Strategy 2020 and “profitable” growth.That year the group’s operating profits are absolutely tanking, halving to 3.5 million euros. Operating profits are now a mere 1,4% of revenue. Remember original founder Mark Korzilius who talked about operating margins of 25% to 28% at the restaurant level? Yes, there are overhead costs for the organization that sits above the chain of restaurants, but operating margins that low indicates a course correction is needed. What’s telling is that in the annual report, in the management discussion section, the company starts talking about EBITDA as a proxy measure of profitability, rather than operating profit or net income. This wasn’t the case in the years before. Is this window dressing for an upcoming IPO? EBITDA is short for earnings before interest, tax, depreciation, and amortization. How can you measure profitability of a restaurant chain that absolutely and unequivocally needs capital investment to maintain its restaurant operations, the very source of cash generation, by simply excluding this maintenance charge (depreciation in the income statement)? Vapiano’s own annual report talks about the fact that existing restaurants must be rejuvenated from time to time and that new interior designs have to be implemented every few years. These things wear and tear, they go out of style, kitchen equipment breaks and needs replacement. This business absolutely needs maintenance capital expenditure, why anyone talks of profits before these maintenance costs is beyond me. Fun fact: in the previous annual report EBITDA is mentioned seven times, mostly around restaurant acquisitions and financing, not however as a profit indication for the group. In the new annual report, EBITDA is mentioned 28 times. Maybe it’s just me but belated Charlie Munger liked to call EBITDA: bullsh*t earnings. When in doubt I stick with Charlie. Interestingly, EBITDA for Vapiano keeps growing while operating and net profits keep falling. Operating cashflow for the group that year is about 21 million euros, but capital expenditure is 30 million and acquisitions for subsidiaries another 20 million. To finance these expenditures another 28 million euros of debt and 16 million of equity is raised. Net debt rises above 130 million euro. The operating cashflow of the group before any capital expenditures is 21 million euros. I am not sure free cash flow would be significantly positive after maintenance capex is paid out; it’s not broken out so we can’t be sure. Granted, I am not on the ground during this time, and I am not in the board room, I am simply reading what’s in front of me, but to me this is starting to look like a distressed situation. Regardless, the following year the company goes public. IPOWhere are now in the year 2017 and its Vapiano’s first year as public company. The company’s annual report reads the following “Sales revenue, like-for-like growth (LfL) and the earnings figures EBITDA and adjusted EBITDA are used as the most important financial performance indicators for controlling operational business activities.” The very same report however also says: “The majority of the group's investments regularly go towards opening new restaurant locations and modernizing existing restaurants. The latter are differentiated into regular replacement investments that occur during ongoing operations (Maintenance CAPEX) and fundamental investments in the renovation of a restaurant (Remodeling CAPEX). On average, a restaurant remodeling takes place nine years after opening.” It says it right there in their own report; every nine years a remodeling is taking place. Remodeling and updating is not cost free, so why exclude depreciation charges which reflect capital expenditures? I understand that perhaps you would want to strip out one-off opening costs, that’s fine and fair, but don’t go overboard.The number of restaurants increases by 26 (previous year: 13) to a total of 205. The increase consists of 27 new openings and one closure. Group revenue grows to an astonishing 325 million euros but here comes the shocker, operating profits turn negative to 25 million. Fine, strip out foreign exchange losses of 3 million, IPO costs of 5.8 million and new opening costs of 6.1 million and you still have 10 million euros of operational losses. All the while the debt load of almost 130 million hasn’t materially changed, so those operating losses are before a six-million-euro interest payment. 184 million euros are raised through the IPO of which 85 million go to the company. This money is earmarked for further expansion as the group has ambitions to almost double the footprint to 330 restaurants by the end of 2020. The company is currently not profitable on an operating basis, and still wants to expand aggressively? I don’t get it. The remaining 100 million euros of the IPO money raised is distributed to co-founder Gregor Gerlach and Wella heirs Hans-Joachim and Gisa Sander. The family office of the former Tchibo owners Günter and Daniela Herz with a 44% stake, don’t sell a single share. After the IPO, 32% of all the company’s shares are now in free float. One year later, in 2018, things get even worse. Revenue grows to 371 million, but operating losses mount to 85 million euros, that’s before interest expenses of 9 million. Even the beloved EBITDA figure turns negative, meaning the operating business before any expansionary or even maintenance capital expenditures is loss making. All regions are experiencing significant deterioration in their earnings profiles. Like for like sales are down 1% across the board. That’s revenue, not profitability. The question naturally arises: is the Group approaching its natural saturation point here or this operational by nature? The operating cash flow is now 9 million while financing cost are close to 7 million. That leaves 2 million for maintenance capital for 74 own restaurants and 76 joint ventures ones. Describing this as financially tight, would be an understatement. Things are not looking good at this point. Yet the company still grows restaurants by 26 new sites. 64 million euros are spent on acquisitions, new openings, and maintenance costs, financed through a 20 million-euro equity raise and 72 million of new debt. The Company now has net debt outstanding of over 160 million euros. After the equity raise and by the end of the year 2018, Mayfair owns 47.4%, VAP Leipzig, Gregor Gerlach’s entity owns 18.9% and the Sander couple own 15.5% of the company. Yes, the Sanders and Gerlach may have taken 100 million euros off the table, but they still have substantial skin in the game. Plus, Mayfair hasn’t sold a single share and instead injects more money into the company through the equity round. The stock has now fallen from its IPO price of 23 euros per share to under 6 euros by the end of 2018. Something must be done here. And indeed, there is pivot in strategy and a hard push for change. At last, the management team abandons its aggressive growth plan and curtails new openings significantly. Additionally, the team wants to run a thorough analysis of weak locations to then either discontinue or sell sites. In Europe, the operating focus will be put on corporate restaurants and joint ventures in major cities to ensure the ideal size and location to match the respective demographic target group. Outside of Europe, the franchising business is being expanded and at the same time a consolidation of the existing corporate and joint venture markets is being sought. All future investments will be reviewed to achieve higher rates of returns on new openings. Investments are also being made in the renovation of older restaurants. The goal in the future is to also open smaller formats, like Mini-Vapianos (less than 400 square meters) or Freestander at prominent transportation hubs outside city centers (currently in Fürth and Toulouse) to cater to individual location requirements, and to enter new partnerships. I am not sure why management hasn’t stopped all expansion altogether, bringing the ship in order first, getting profitable, clean up, all hands-on deck before considering any further expansions whatsoever. But again, it’s easy to comment from the sidelines; maybe they saw white spaces that would be covered by competing concepts if they weren’t moving fast and aggressively enough. Although pushing internationally means competing with local players such as Jamie's Italian, Prezzo, Pizza Express, Wagamama, Nando's and many more which brings in its own dynamic. Management also aims to enhance guest satisfaction. This involves refining operational processes, reorganizing the support center, and refocusing on the core offering: providing fresh and high-quality Italian food at affordable prices for a broad audience. The group also aims to reduce waiting times, especially during lunch, while also improving the evening atmosphere. There is even what I would call an evolution, away from Vapiano’s original concept, reorientating the customer journey. The ordering flow is being changed, offering guests synchronized preparations of all dishes while eliminating wait times at the cooking stations. The open show kitchen remains, staying true to original mantra of freshness and transparency but now guests can choose their preferred method of ordering through a mobile app, using a digital order point (kiosk), or by personally placing an order with a waiter. Guests can still freely choose their table and are then informed about the complete preparation of their order through a pager or their smartphone. This is a substantial deviation from the original concept, but a needed one. The group is also exploring and implementing the expansion of take-away and home delivery services but only at suitable locations, not universally across new openings. I am not sure why home delivery is even a priority here; it adds operational complexity. It’s better to clean up shop first and get back to the basics before adding new complexities. To be fair management does try to simplify. There are 49 different permanent dishes on the menu and additional 10 seasonal ones. Customers can choose from eleven different types of pasta. There is simply too much choice, and it makes orders complicated. The company announced to slim the menu down to its most popular and typical Vapiano dishes. There’s no need for an Asian salad at an Italian restaurant. "We have to go back to the roots, i.e. classic, honest Italian cuisine" says COO Everke. Regardless, in November of 2018, the supervisory board pulls the plug on CEO Jochen Halfmann and replaces him with Cornelius Everke. Everke himself has just become COO five months ago. Since 2017 he was responsible for international expansion. From 2011 to 2017 that role was filled by Mario Bauer – put a pin in that name, he’ll play a key role in the groups fate later. Then nine months later, in the middle of 2019, Cornelius Everke quits. He essentially concludes that his skillset and experience in the areas of internation expansion is no longer needed in the foreseeable future. To put it differently: Vapiano has moved from a growth story and has become a restructuring case, and other skills are required for that job. In June of 2019 Everke says the following “(we’ve) made a bit of a mistake when it came to foreign expansion”. No sh#t. Vapiano postpones the presentation of the 2018 annual financial statements three times in the spring of 2019, citing negotiations over an urgently needed loan of 30 million euros. It’s not until the end of May that a binding loan commitment comes through from the financing banks and major shareholders. We are now in August of 2019 and the corona pandemic is just around the corner. Supervisory board chief Vanessa Hall takes over as interim-CEO and things are unravelling. Visitor numbers are declining; originally, it was planned to sell the US business but halfway through the year the buyer cannot come up with the money. But not all restaurants are performing poorly. The group's poor figures contrast starkly as an example with the experiences of the Swiss-German franchisee, who runs six restaurants. The Sodano family in Switzerland pays Vapiano a royalty of 6% of sales for the use of the brand. Enrico Sodano explains in an interview that they operate largely autonomously from the licensor. If an “accident” were to occur, he could immediately replace the Vapiano sign with Sodano, he says. The family concluded the rents and contracts with employees and suppliers independently. The Sodano family have six locations in Bern, Basel and Zurich, around one million guests every year and 350 employees. Things are going well on the ground. The delivery service they’ve built is offering them a second income stream. Expansion into Winterthur, St. Gallen and Lucerne are being planned; small locations with 150 to 250 square meters and an attached delivery service. Originally, Vapiano restaurants used to be huge but for such a large restaurant to be profitable, 800 to 1,000 guests per day are needed. That’s possible in medium-sized cities, but not in smaller towns which is why the Vapiano group now also supports smaller formats. Back to our corporate drama. The 2019 annual report would be the last report the group files. By the end 2019 the outstanding debt of the company is at an astronomical 450 million euros. Revenue has grown by another 7%, produced by four net new openings through two JVs and two franchise restaurants but operating losses come in at 317 million euros. That sound like an absolute shocker at first but depreciation and amortization charges are 345 million, so that operating cash flow is actually positive but unfortunately capital expenditures and interest payments are so large that they are eating up all of the company’s operating cash flow. Then in the beginning of 2020 Corona hits with full force and the world shuts down. As a result of the measures to prevent further spreading of the virus, the group is forced to cease all global business operations (except in Sweden). While all these shutdowns are happening, the group is the middle of negotiating with its lending banks and main shareholders. There are additional financing needs for restructuring measures, even without a pandemic happening in the background. The situation is so dire that the company starts pleading to the German government to roll out the package of financial help more quickly. Unfortunately, it’s to no end. The rapid closure of restaurants and the resulting lack of operating cash inflows in conjunction with the additional financing requirements, lead to the company’s final knockout punch. In April of 2020, the Vapiano group officially files for insolvency proceedings. The end of an era. New BeginningsBecause of the pandemic, the majority of the group's subsidiaries in Austria, the Netherlands, Denmark, the United States, Sweden, and China also file for insolvency or seek liquidation. The US business never gets sold in the end and is wound down. In the summer of 2020, significant group divestments occur, including the sale of 75% shares in the group's French subsidiaries, shares in franchisor companies, Australian subsidiaries, German subsidiaries, associated companies, self-managed restaurants in Germany, and insolvency-related sales in the Netherlands, Great Britain, and Sweden. The buyer of the Vapiano brand and one of these bundles of Vapiano restaurants is company named Love & Food Restaurant Holding, a consortium led by Mario C. Bauer – a name I told you to remember. Bauer was a former Vapiano board member and led the national and international expansion, opening 200 sites in 33 countries from 2011 to 2017 until he was succeeded by Cornelius Everke. Bauer didn’t feel comfortable with the IPO at the time but clearly has a lot of managerial and entrepreneurial talent.The buyer consortium is an absolute A-Team comprised of European QSR top league hitters, including the founder of the Pret A Manger chain Sinclair Beecham; Henry McGovern, the founder and Ex-CEO of the giant international restaurant and foodservice operator AmRest; the Van der Valk Family that runs hotels and Vapiano restaurants in the Netherlands, and co-founder and ex-CEO Gregor Gerlach. The acquisition value is 15 million euros and entails 30 Vapiano restaurants in Germany, albeit that’s just the purchase price which comes on top of any capital investment needed to refresh and return the sites to its former glory. Nevertheless, just as a thought experiment, if you can get each site to 2 million euros of revenue and 400,000 euros in operating profit on average, which wouldn’t be an overly aggressively assumption given the company’s history, you’ve got yourself a package that can deliver restaurant-level operating profits of 12 million euros or more. It’s not disclosed how much capex was needed to refresh the operations, just that fact that the overall investment plus purchase price was a middle double-digit million-euro figure. Stil, it probably was a decent purchase. The same consortium buys Vapiano’s French business for 25 million euros just two weeks prior. After the transaction concludes, the master franchise is given to Delf Neumann and his Gastro & Soul GmbH. Neumann is an experienced operator, and he is ambitious to revitalise the brand with new services and products. For example, instead of pizza, the restaurants will be serving pinsa - a flatbread made from sourdough, wheat and rice flour, topped similarly to a pizza. It targets a more health-oriented customer base looking for a less calory heavy option. The menu overall is expanded by including a variety of vegan and vegetarian dishes. https://preview.redd.it/kpt7ea6red0d1.png?width=1242&format=png&auto=webp&s=c9930ced85ee364e9df414547cae06b47a03fc19 Today Neumann’s Gastro & Soul GmbH operates 18 Vapianos on its own account and has 29 franchise sites, amongst other brands. By the year 2021, Vapiano operates 191 restaurants in 34 countries. This is around 50 fewer sites than before the bankruptcy. The number of branches is particularly thinned out in Germany – from 80 to 55. Nevertheless, Vapiano's home country remains by far the largest market, followed by France with 35 restaurants and Austria with 15 locations. “We have shrunk ourselves to health,” says Bauer in the aftermath and there is no further shrinking planned. Quite the opposite, the smell of expansion is in the air again – pun intended. Not as aggressively as before and with a new menu and ordering process. Overall, the team around Bauer is filled with industry experts with knowledge and networks gained over decades who have a great track record, a long-term view, and the staying power to let Vapiano breath and finds its way back to success. The pressure of being a public company with all the associated quarterly, half-year and yearly disincentives have been removed. The menu is changed and extended with new types of pasta and sauces with significantly more vegetarian and vegan dishes available. Guests can order with restaurant staff, at terminals or on their phones and there are barcodes attached to the tables identify the respective seat. The food is brought to your table, all at the same time if you are in a group, no more annoyances with waiting in line. There is a plan for smaller, 350 square meter locations, with half the number of guests and significantly fewer staff and less set-up costs required to make the economics work. Locations that capitalize on remote work and increased demand for local lunch options, higher population density with shorter delivery routes and therefore cost-effective in house delivery services are targeted. And Bauer is testing the concept of ghost kitchens, which operate without a dining room or service staff, focusing solely on preparing food for delivery services, which for obvious reasons have a very different operational set up and footprint. Original founder Mark Korzilius however is not entirely convinced. He is not a fan of the pinsa for instance and he considers Vapiano's pizza as its cash cow, flagship product and believes that the core Vapiano proposition of Pizza, Pasta, Bar that has given the company its original success is being diluted. He instead admires the competitor L'Osteria, saying they’ve done a better job by focusing on Italian classics, especially the impressively large pizzas that sticks out beyond the plate is leaving every customer in awe. The guys who run L’Osteria are the same guys who have built Vapiano with him in the first place. Bauer on the other hand, like a true business leader, remains undeterred, stating that he is frequently asked whether Vapiano's restart was bold or foolish. He believes in entrepreneurship, franchising, in his experienced fellow partners and importantly the Vapiano concept. By the year 2024 you can find over 140 Vapiano branded restaurant in 27 countries across the globe, including locations far away from its birthplace like Australia, USA, Columbia, Chile, Bahrain, and Saudi Arabia. And why not? Italian food is, and will remain to be, incredibly popular. Vapiano offers fresh and tasty food at affordable prices in a good atmosphere. This combination of attributes should attract a lot of customers. It certainly has in the past. For more stories: WIP Thomas Weitzendoerfer Substack |
2024.05.14 12:40 oTalAmigoBi Wrapped up Superhot and Superhot: Mind Control Delete. The first one is a must-play, the second one not so much, but still pretty fun
2024.05.14 12:40 aladdin142 Going to do my second run through this game, but don't want to explore again. Are there any simplified guides out there for only the important stuff?
2024.05.14 12:39 IllustriousFee1820 Looking for where i can read/download the alphas possession by jessica hall for free?
submitted by IllustriousFee1820 to novelsfree [link] [comments]
2024.05.14 12:39 Soninetz SimpleTexting Reviews: Features & Benefits for Businesses
Looking for honest and insightful SimpleTexting reviews? Curious about real user experiences, the platform's pros and cons, questions, analytics, vendor response, and review? Dive into this comprehensive guide where we break down everything you need to know. From features and pricing to customer support and usability, we've got you covered. Stay informed about communication, make informed decisions about messages and texts, and unlock the full potential of SimpleTexting for your business today with notifications. submitted by Soninetz to NutraVestaProVen [link] [comments] Useful Links: Key Takeaways
Exploring SimpleTexting FeaturesSMS MarketingSimpleTexting offers a user-friendly platform for SMS marketing, allowing businesses to reach customers directly on their phones. With features like scheduled messages and autoresponders, companies can engage with their audience effectively through communication and texting.https://preview.redd.it/1cxplgosed0d1.png?width=879&format=png&auto=webp&s=5fe86709a05be74dc956cf26c02723c526c5de82 Ready to level up your customer engagement? Try SimpleTexting for free and automate your welcome messages today! 🚀 Contact ManagementManaging contacts efficiently is crucial for any business, employees, and SimpleTexting simplifies this process. Users can segment contacts based on various criteria, ensuring targeted messaging that resonates with different customer groups.Analytics DashboardThe analytics dashboard provided by SimpleTexting offers valuable insights into campaign performance. From open rates to click-through rates, businesses can track key metrics to optimize their SMS marketing strategies.Integration OptionsSimpleTexting integrates seamlessly with popular platforms like Shopify, Facebook, and Mailchimp. This enables businesses to streamline their marketing efforts and synchronize data across multiple channels effortlessly.Customer SupportFor users needing assistance, SimpleTexting provides reliable customer support through various channels. Whether it's live chat or email, help is readily available to ensure a smooth experience for all users.Compliance FeaturesTo adhere to regulations like TCPA and GDPR, SimpleTexting includes compliance features such as opt-out management and consent tracking. This ensures that businesses stay compliant while running their SMS marketing campaigns effectively.Benefits for BusinessesCost-Effective MarketingBusinesses using SimpleTexting benefit from cost-effective marketing strategies. By sending mass text messages, companies can reach a large audience without spending exorbitant amounts on traditional advertising methods.Expanding Customer Reach SimpleTexting enables businesses to expand their customer reach significantly. With the high open rates of text messages, companies can engage with a broader audience and attract new customers to their products or services. Enhanced Customer Engagement Through personalized messaging and instant communication, SimpleTexting helps businesses enhance customer engagement. This direct line of communication allows for quick responses to inquiries, feedback, and promotional offers. Increased Sales Conversion By leveraging SimpleTexting's features, businesses can experience increased sales conversions. Sending targeted messages to interested customers can lead to higher conversion rates and ultimately drive more sales for the company. Useful Links: Improved Customer Satisfaction Using SimpleTexting for customer service purposes can greatly improve overall customer satisfaction. Quick responses, order updates, and personalized interactions contribute to a positive customer experience. Pricing and ComparisonCost AnalysisSimpleTexting offers various pricing plans to cater to different business needs. The pricing is based on the number of contacts you plan to reach, starting from as low as $25 per month for 500 contacts. For larger enterprises, custom pricing options are available upon request.The comparative analysis of SimpleTexting against its competitors reveals that it stands out due to its user-friendly interface and robust features. While some competitors may offer lower prices, they often compromise on functionality and customer support. Feature Variations
User ExperiencesCustomer SatisfactionCustomers have praised SimpleTexting for its user-friendly interface, making scheduling texts and managing contacts effortless. The platform's intuitive design has garnered positive feedback from users across various industries.Reliable ServiceUsers have highlighted the reliability of SimpleTexting in delivering messages promptly without delays. This aspect is crucial for businesses relying on timely communication with their customers to ensure operational efficiency.Customer SupportSimpleTexting's customer support team has received acclaim for their responsiveness and helpfulness. Users appreciate the prompt assistance provided, whether it's resolving technical issues or offering guidance on maximizing the platform's features.Starting with a Free TrialEasy Sign-upSigning up for simpletexting's free trial is a breeze. Just provide your email address, create a password, and you're good to go. No credit card required!Access to FeaturesOnce you're in, explore the platform's various features. From SMS marketing tools to contact management options, you can test them all during the trial period.Real-time TestingDuring your free trial, send out test messages to see how they perform. Get a feel for the platform's interface and functionalities firsthand.Support and ResourcesNeed help navigating the platform? Utilize simpletexting's customer support available even during the trial phase. Access resources like tutorials and guides for a smooth experience.Decision TimeAs your trial nears its end, evaluate if simpletexting meets your needs. Consider factors like ease of use, feature set, and customer support quality.Closing ThoughtsYou've seen how SimpleTexting's features can streamline your communication, the benefits it offers businesses, pricing details, and real user experiences. Now it's time to take action. Sign up for a free trial today and experience the difference for yourself. Explore the features, witness the benefits firsthand, and see why users rave about SimpleTexting. Your business deserves efficient communication that drives results. Take the next step and elevate your messaging game with SimpleTexting.Streamline your communication with SimpleTexting's automation tools! Sign up for a free trial now and start sending out-of-office texts effortlessly. 📲 Frequently Asked QuestionsWhat are the key features of SimpleTexting?SimpleTexting offers features like mass texting, autoresponders, contact management, and text-to-win campaigns. It provides tools for scheduling messages, segmenting contacts, and analyzing campaign performance.How can businesses benefit from using SimpleTexting?Businesses can benefit from SimpleTexting by improving customer communication, increasing engagement through SMS marketing, boosting sales with targeted promotions, and enhancing overall customer satisfaction and loyalty.How does the pricing of SimpleTexting compare to other similar platforms?SimpleTexting offers competitive pricing based on the number of contacts and messages sent. Compared to other platforms, it provides a balance of affordability and comprehensive features suitable for businesses of all sizes.What are some user experiences with SimpleTexting?Users praise SimpleTexting for its user-friendly interface, reliable customer support, seamless integration capabilities, and effective campaign results. Many users appreciate the platform's ease of use and robust features for SMS marketing campaigns.Can I start using SimpleTexting with a free trial?Yes, SimpleTexting offers a free trial period for new users to explore its features and capabilities before committing to a subscription. The free trial allows businesses to test the platform's functionalities and determine if it meets their specific needs.Useful Links: |
2024.05.14 12:37 catboy519 If I will not get a job related to programming, is there still a reason to keep learning beyond the basics?
2024.05.14 12:34 No-Psychology5571 Did Jesus Die ?
2024.05.14 12:33 QA_shard [PS3] [BEFORE 2014] FPS WHERE WHEN YOU DIED YOU SWITCHED TO A NPC INSTEAD OF RESPAWNING
2024.05.14 12:31 throwmeawayyyybaby Is there any way to find replay files for professional games?
2024.05.14 12:30 F3n1x_ESP I've had it with the AA Defenses Operation modifier (the one that reduces stratagems to 3)
2024.05.14 12:30 fedibrahem [PC] [1990s / early 2000s] 2D game, pixel art style, adventure game, browser
2024.05.14 12:28 L21JP What can I play that actually gives me a chance of winning?
2024.05.14 12:28 HoshinoMaria Understanding Counter Spark property and how to use them effectively.