restaurant business #4 2015
DESCRIPTION
Restaurant Business magazine is the leading B2B magazine for South Africa's restaurant, hospitality and foodservice industry.TRANSCRIPT
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AUGUST 2015
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34
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the big picture in terms of restaurant
and foodservice, like share prices and
economic oes! "ut some#mes it$s
the small stu% that gets m& a'en#on!
As the& sa&, God is in the details,
and for restaurant operators improving
the bottom line often does mean focus-
ing on small details that make a big dif-
ference to the customer$s experience!
One of m& bugbears hen I eat
out is being served beverages at the
rong temperature! What could be
orse (beverage- ise) than arm
Coke or cold coffee? Wine and bubbl&
are just undrinkable if the&$re not cold
enough! Teapots must be heated ith
boiling ater before the tea is made!
I stopped at a QSR in a shopping
mall the other da& for one of those
hurried, on-the-go lunches that QSRs
rel& on for their bread-and-bu'er!
The food as disappoin#ng, but I
could have overlooked that if the&
had been able to suppl& the ice-cold
drink I as craving to get me through
the last leg of a bus& da&! Instead I
got a arm drink and, of course,
takea a&s generall& don$t stock ice!
Another common experience
hen e have eaten out over the
&ears ith our small daughter is to
have her served a tall glass of boiling
hot, hot chocolate—even hen e
have asked for it to be just arm! M&
gratitude goes out to those special
ait staff ho use their common
sense and tell the barista to make hot
drinks for children arm, not hot!
So, long stor& short: train &our
baristas, bartenders and aiters to
kno that cold beverages should
al a&s be COLD, hot beverages
should al a&s be HOT, and serving
boiling hot drinks to toddlers is prob-
abl& not a good idea!
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Restaurants in the ne s!�
�
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Doppio :ero$s ;aul Chris#e tells us hat the future
holds for the brand!
�
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SA$s restaurant groups are bringing ne brands to
market in a <urr& of ac#vit&! �
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The number-crunchers at Insight Surve& reveal
hat is driving the gro th of the fast food market! �
�
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James Diack of Coobs fame talks about his ne eat-
er&, The National, and farm-to-table provenance!�
�
PUBLISHER AND EDITOR
Hilar& Ward
082 330 1981
hilar&@rbmag!co!za
ADVERTISING SALES
Hilar& Ward
082 330 1981
hilar&@rbmag!co!za
Nick Ferris
0717858732
CONTACT
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088 011 782 8636
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@restaurantbusinessmag
@resbizmag
Restaurant BusinessTM
magazine is published b&
Cimarron Media I Marke#ng
Co! Reg! 2011/101976/07
- Cop&right reserved
ON THE COVER: The Doppio
Zero group of restaurants
has built on the success of
one store, to expand this
popular brand. See Page 6.
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Radisson Blue Gautrain hotel has
been revamped to incorporate an el-
egant lounge and bar that flows onto
the terrace and pool deck. The im-
proved layout accommodates more
visitors� and creates con#nuous flow�
with the restaurant� bar and pool
deck all now centrally-located on the
third floor. The interior design is vi-
brant with a contemporary African
feel� modern furnishings and stylish�
comfortable sea#ng.
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spring with a new Lunch Box experi-
ence� invi#ng guests to dine al fresco
on the lawn� while enjoying a gour-
met picnic. At R300� the Lunch Box is
perfect for two adults and features
delights such as roast beef� chicken
liver parfait� mini Overberg lamb
pies; as well as roosterkoek with ar#-
san cheese� watermelon� green fig
and koeksuster preserve; salad and
chocolate marquise pots. Special
lunchboxes are available for children.
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Doppio Zero has carved out an envia-
ble niche in the “table service� even-
ing dining” segment. Actually� make
that “table service� all-day dining”—
one of the things Doppio Zero does
best is keeping the buzz at its restau-
rants going from the first breakfast
croissant of the day� un#l late
/hris#e and business partner
Miki Milovanovic opened the first
stand-alone store in Greenside in
�00� as a cafP bakery. At the #me it
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was one of the only places in Johan-
nesburg to offer all-day dining with
an outdoor area and freshly-baked
breads� and instantly became a hit
with the trendy set� but soon a'ract-
ed families and business people too.
In �009� /hristie and Milovanovic
also launched ;iza P Vino� a pizza and
wine concept that has taken off well�
with seven stores and plans for more.
Neil Griffiths manages the ;iza P Vino
opera#on� while Ivan ,alsh is opera-
#ons director for the Doppio brand.
DO;;IO ZERO HAS /ARVED OUT AN ENVIABLE NI/HE
IN THE TABLE-SERVI/E� ALL-DAY DINING MARKET�
REINVENTING THE /LASSI/ RESTAURANT
EX;ERIEN/E IN AN ERA OD DAST DOOD DINING
��33���4�'�0�� �5��6����/����- ���
/hristo Nor#er� is bringing new focus
to the group$s kitchens—introducing
systems that improve produc#vity
and workflow. Nor#er has extensive
experience working in restaurants
overseas� including stints with both
Gordon Ramsay and Jamie Oliver. To-
gether he and /hris#e revamp the
menu twice a year to keep it season-
ally fresh and relevant. The menu
has evolved from its Mediterranean
roots to include a wider range of
menu items� closely allied to popular
food trends. “I swore we$d never
have dishes like curry on the menu�”
says /hris#e. “Now we do�
and they are very popu-
lar.” The menu is struc-
tured around hearty�
healthy seasonal fare�
with an eye on
trends like
Ban#ng.
Between both brands the group
now boasts 19 stores� including a Dop-
pio Zero restaurant in Alexandria�
Egypt. /ape Town opened in �008 and
a store in KZN is in the pipeline.
/hris#e is frank that growing
the group through franchising has
been a challenging learning curve.
Their business model has evolved to
include a mix of company stores�
franchise stores and joint ventures.
“Our stores are big restaurants
with �00 to 300 covers and complex
to run. An investor with no experi-
ence wouldn$t cope� so we try not
take on franchisees with no previous
experience in the restaurant industry.”
Neil Griffiths, who is operations
director of the Doppio Zero
group’s Piza é Vino brand
/hris#e says G;s and margins
are on track for the new stores at
about F0m and 1�m respec#vely� but
that food cost at F0m is a challenge
they are tackling head on� looking at
suppliers� and adding value to the
menu� rather than cost.
“,e used to pay R�5/kg for cal-
amari� for example� now it$s R60/kg�
so with our next menu we are look-
ing at value that works for customers
– instead of serving a F00g steak�
trim it down but make it sexy with
other flavours and greens and
sides…”
A new Doppio Zero costs
around R6-million to develop� with
;iza P Vino stores at around R3.5-
million� and investors must put up
half the cash. Dranchisees who want
to own mul#ple stores need to have
the skills to lead teams� so unlike
with QSR franchises this is not an
easy solu#on to growth.
“The market went through a dip
a few years ago� but we are experi-
encing good growth now. ,e are
aware of not ea#ng into our exis#ng
market share though� so we are care-
ful how and where we grow.”
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Best pizzas in the business:
Doppio Zero dishes up
traditional thin-crust,
wood-fired
pizzas
�'(� � 7�( 1�3��3���1�/���3�� ��
under the aegis of operations direc-
tor Ivan ,alsh� is a priority for Dop-
pio Zero and the group is looking at
off-site training with kitchens where
staff can get hands-on experience.
“Training is a big thing for us. If we
train guys and they leave� c’est la vie.
You$ve got to be about more than
your product; it$s also about your
spirit. ,e feel we are better at food
than most� but improving service
levels is an opportunity.”
Their biggest challenge, he says,
however is finding the right people to
own and manage new franchise
stores. “The restaurant business is not
family friendly and recruiting intelli-
gently is everything.”
Doppio started out as a café
bakery and its in-store bakery re-
mains a big part of the brand and
iden ty and customer e!perience,
contribu ng "#$ to "%$ of turnover.
&ut it simply isn't prac cal for all
the stores to bake their own bread—
for one thing the electricity cost is
enormous. So three of the bigger
stores have their own bakeries, while
the group's central bakery supplies
other stores with fresh bread daily.
The group recently invested R".2m
in generators to combat load-shedding
and Christie says stores are now
“pumping” when the lights go out.
“Coffee is our ne!t big push.” In
addi on to its standard coffee offer-
ing and house blends by Tribeca, the
group is teaming up with local coffee
roasters to introduce limited edi on
ar san blends. The /rst coffee cam-
paign launched in July in partnership
with Urban Grind to introduce a
Guatemala &urundi coffee blend that
is Rainforest 3lliance cer /ed. The
launch included a pop-up coffee e!-
perience where commuters were
served free coffee from a retro trail-
er and invited to take part in their It
All Started With Coffee story on so-
cial media.
The Greenside store was a des-
na on restaurant for many custom-
ers in the early years, who came
from far and wide to enjoy the e!pe-
rience. With "" stores it is now an
integral part of the Jozi lifestyle, and
further e!pansion is on the cards. So,
where to ne!t for Doppio Zero?
“We're just trying to be the best at
managing comple!ity,” says Chris e.
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industry has tradi#onally been built
on locally-developed brands. Up to
85m of restaurant franchise brands
have up un#l now been home-grown
concepts.
But that dynamic is changing as
a “perfect storm” of condi#ons in-
creasingly brings iconic imported
brands—so far� most from the U.S.—
to the South African market.
On the one hand� our own fast
food industry is experiencing rapid
growth� as well as demand from cus-
tomers for global brands that make
South Africans feel cosmopolitan
and part of the global scene.
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�RAN��PARA�E� BURGER KING
�
�A��E�H�L�IN��� DOMINO$S
STARBU/KS
�
�PUR���RP�RA�I�N� RO/OMAMA$S
�
F�URNE,�� KRIS;Y KREME
BROOKLYN BROS
MOYO
* Note that this list does not specify
details of ownership� which may
include own brands� master license
holder agreements and various
shareholdings.
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The much-hyped entry of Burger
King in �01� flubbed somewhat
when Grand ;arade Investments an-
nounced last year that it was scaling
back dras#cally on the ini#al project-
ed roll-out of 100 stores—and the
group is apparently having some diffi-
culty bringing margins in line.
But that doesn$t seem to have
affected the appe#te of other fran-
chise groups for bringing in U.S.
brands.
During August� Dournews an-
nounced a JV to bring Krispy Kreme
doughnuts to SA shores� while Taste
Holdings announced that it had
snapped up the master license for
Starbucks. This less than a year aqer
its Domino$s ;izza coup sparked a
“pizza war”—with a testy Kevin
Hedderwick of Damous Brands fame�
who came out swinging in defence of
his Debonair$s ;izza brand.
But the sleeper surprise of the
year has been the sudden flurry of
ac#vity from Dournews� who seemed
content for years to limit their plan
to take over the world to rolling out
News /afPs. In the past year� the
group has acquired Moyo restau-
rants—a rescue opera#on they say is
paying off already—as well as
launching the sexy� upscale Brooklyn
Brothers diner… and of course a
large helping of Krispy Kreme .
Damous Brands has been un-
characteris#cally unacquisi#ve in
this phase—having snapped up most
of everything in the local market
both at the back end and front
end—including ,akaberry� Bread
Basket� Tasha$s and Vovo Telo in re-
cent years.
But Damous Brands� despite re-
portedly sirng on a pile of cash—
and s#ll as hungry as ever for acqui-
BATTLE OD THE BRANDS
RO/OMAMA$S HAS RE/OGNISED AND EX;LOITED
A REVOLUTION IN THE BURGER /ATEGORY—
/ONSUMERS DON$T ,ANT DAST DOOD BURGERS� THEY
,ANT GOURMET DAST-/ASUAL BURGERS.
P./�/S: 0fro1 top, le23: 4risp5 4re1e is set to
launch in South Africa in Nove1ber; Carlo Gon-
zaga of �aste .oldings is bringing in Starbucks; a
4risp5 4re1e advert fro1 the U.S.; GPI is having
a tough 81e establishing Burger 4ing as a pro9t-
able en8t5.
si#ons—has curiously steered clear
of bringing interna#onal brands into
its stable� preferring apparently to
snap up home-grown concepts just
at the point where they have cap-
tured the imagina#on of the public
and need to grow.
Is this a market they don$t
want to play in? If not� why not?
The group$s results certainly keep
investors happy� but Damous Brands
doesn$t seem to have the crea#ve
juice to create its own brands� or
the appe#te to bring in iconic inter-
na#onal brands.
The group has also focused on
its Rest of Africa -RoA. expansion
and markets such as India and Du-
bai—as have the other groups� with
Dournews� for example� announcing
five new RoA stores in �015/�016.
But we$re going to go out on a
limb and predict that the real winner
in all of this will be Spur /orpora#on
and its recent acquisi#on of 51m of
Brian Altriche$s RocoMama$s fast cas-
ual burger chain—a home-grown
burger concept that has neatly cap-
tured the very desirable Millennial
market—young� hip and urban�
across middle to upper income
groups and all races.
Burgers have always been a ro-
bust category and a favourite with
South African consumers� but Ro-
coMama$s has recognised and ex-
ploited a trend in the category—
consumers don$t want fast food
burgers6 they want fast casual ar#-
sanal burgers aka ‘smash$ burgers.
There is certainly no shortage
of burger restaurants sa#sfying this
demand—but only Rocomama$s has
really got the recipe right6 trendy�
urban and ar#sanal� yet classic� nos-
talgic� casual and affordable.
BATTLE OD THE BRANDS
THE MU/H-HY;ED ENTRY OD BURGER KING HAS
DLUBBED SOME,HAT. G;I S/ALED BA/K DRASTI/ALLY
ON ITS INITIAL TARGET OD 100 STORES
TO GET ITS MARGINS RIGHT.
,HAT ALL THESE
NE, ENTRIES HAVE IN
/OMMON IS THAT THEY
ARE ALL GOING ADTER
THE SAME SLI/E OD THE
MARKET6 THE MIDDLE
AND U;;ER MIDDLE
/LASS� ,HO HAVE THE
DIS;OSABLE IN/OME TO
S;END ON DAST DOOD.
BATTLE OD THE BRANDS
,hat really stands out though� is
that all these new entries have one
thing in common. ,hether burgers�
pizzas or doughnuts� they are all go-
ing after the same slice of the mar-
ket6 the middle and upper middle
class� who have the disposable in-
come to spend on fast food.
As a corollary� our restaurant
groups seem to be ignoring the bur-
geoning lower LSM market being
served by shisa nyamas� shebeens
and supermarkets—in favour of
RoA and international expansion.
So pass the popcorn6 the next
few years of foodservice in South
Africa is going to be interesting to
watch!
,���(������.3��('�� 1�)( �� 7-�.���
would think it would be a formidable foe to
the local fast food industry. But what im-
pact� if any� is this dietary phenomenon
having on domes#c consump#on trends?
According to Insight Survey's Dast Dood
Industry Landscape Report �015—which
provides a dynamic synthesis of primary and
secondary research—the impact of Banting
has in fact been minimal to non-existent.
The industry is under siege from far
more ominous foes in the form of rising
commodity prices� market saturation�
hygiene scandals and
load-shedding.
Yet despite this�
fast food is growing
exponentially—with
local consumers in-
creasing from 66m in
�009� to 80m in �01F.
Individuals who have
purchased fast food
over a four-week peri-
od has risen by close
to 10 million within
the last five years.
But given the aforemen#oned chal-
lenges� why is the industry experiencing
such phenomenal growth? According to
Insight Survey� the mul#faceted answer
requires a nuanced understanding of the
industry environment and market dynam-
ics� and encompasses an array of compe#-
#ve strategies underpinned by progressive
business acumen and consumer-centricity.
Dirstly� there is aggressive penetra#on
by chained global players such as Burger
King and Domino's into the local market� as
part of their con#nental expansion plans.
Source: AMPS. Graphics adapted fro1 Insight Surve5
�� ����������������� ������
66m71m
7Fm78m 78m
80m
0m
10m
�0m
30m
F0m
50m
60m
70m
80m
90m
�009 �010 �011 �01� �013 �01F
FA���F����PUR�HA�IN���REN���(B�U�H��IN�PA���4�,EEK�):�2009-2014�
�otal�adults�� 31 F18 675 3� 96� 3�8 3F 037 887 3F 066 6�1 36 FF8 883 36 93� 000
Bought�food� �0 7�6 3F8 �3 FF� 703 �5 �58 1�� �6 F60 337 �8 57� �9� �9 F58 000
� 2009� 2010� 2011� 2012� 2013� 2014�
This� coupled with
the rapid growth of
resident global and
local franchise
stores is boos#ng
market performance.
There was a net
growth of 13F stores
in �01F� with the top
10 franchises having
a national footprint
of 3 6F3 outlets -as of April �015..
The annual turnover of the fast food
industry in �01F was estimated at a stag-
gering R30�bn. Durthermore� we are see-
ing the expansion of fast food into previ-
ously-disadvantaged parts of South Africa.
;eri-urban and rural communities constitute
a new market for the franchise industry—
one which is being unlocked by the develop-
ment of retail centres in these areas.
Increasingly� it is now the lower LSMs
who represent the greatest potential for
the growth of restaurant franchises� driv-
en by the same salient factors applicable
to higher LSMs� such as affordability� con-
venience� and value-for money.
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Source: Business �ech. Graphics adapted fro1 Insight Surve 5
DES;ITE RISING /OMMODITY
;RI/ES� MARKET SATURATION�
HYGIENE S/ANDALS AND
LOAD-SHEDDING� DAST DOOD
IS EX;ERIEN/ING EX;ONEN-
TIAL GRO,TH� ,ITH LO/AL
/ONSUMERS IN/REASING
DROM 66m OD THE ADULT
;O;ULATION IN �009 TO 80m
IN �01F� RISING BY /LOSE TO
10 MILLION IN DIVE YEARS.
�00
�F0
�51
300
330
38�
F97
509
771
0 100 �00 300 F00 500 600 700 800 900
McDonald's
/hicke n Licken
/hesa Nyama
Nando's
Dish & /hip /o.
Debonairs
,im py
Steers
KD/
NUMBER��F�FA���F�������RE��IN���U�H�AFRI�A�(APRIL�2015)�
13F Ne' growth in franchise
s tores in �01F
R30�bn Turnover generated
This was ratified during one of our pri-
mary interviews with Natalie Ruwers� Mar-
keting Manager for King ;ie� who says low
LSM consumers “are price sensitive� but
don't mind spending money on value.”
,e are also seeing reactive product dif-
ferentiation strategies manifesting in menu
alterations to cater for the burgeoning
health trend. This hypothesis was confirmed
during our many interviews with key indus-
try stakeholders and leading academics who
claimed that health trends in higher LSM
markets were forcing the crafting of compet-
itive product responses� such as McDonalds'
recent partnership with ,eight ,atchers.
Together with drivers such as I/T� prod-
uct innovation� and I;Os and private equity
Involvement� it is easy to see that within the
context of local mar-
ket dynamics�
Noakes' prophecies
are actually having
little impact.
,here they may
have had some ef-
fect� is in the higher
LSMs where the pro-
portion of LSM 9 and
10 has dipped by �m
between �009 and �01F. However� this �m
needs to be understood in a context in which
the local fast food industry is experiencing
exponential growth.
Durthermore� this may just be the start
of an explosive upward trend� as additional
growth is forecast� with compound annual
growth rate -/AGR. numbers expected to
rise to F�-million by �018. ,hether this pro-
jected growth materialises� however� will
largely depend on the efficacy of future com-
petitive strategies.
The Dast Dood Industry Landscape Re-
port provides a dynamic synthesis of primary
and secondary research� including extensive
interviews with stakeholders and industry
experts across the value chain6 from fran-
chises to independent outlets� street traders�
consumers� and academics.
Source: Gopaul. Graphics adapted fro1 Insight Surve5
0.0m
10.0m
�0.0m
30.0m
F0.0m
50.0m
60.0m
70.0m
80.0m
90.0m
100.0m
Yes No
Yes
No
HEAL�HIER�F�����P�I�N��A��FA���F�����U�LE���
Do you think there is a
need for heal thier food
op#ons at fast food
outlets? -n=336.
90.5m
9.5m
Some key questions the report answers are6
● ,hat are the key factors driving the
growth of local and g lobal markets?
● ,hat are the local and global industry
challenges restraining market growth?
● ,hat competitive strategies are being
implemented at the local level?
● ,hat were the relevant global multi-
national corporate franchises -GM/D.
overall financial performances for
�01F?
● How are street food and independent
traders able to compete for market
share with GM/Ds?
● ,hat are prospects for local retailers�
and what were local consumption
trends between �009-�01F for the
industry?
● ,hat factors have contributed to the
exponential increase in local
consumption in recent years?
● ,hat consumer trends are forcing
reactive product differentiation
strategies?
The 1�0-page ;ower;oint report is availa-
ble to purchase from Insight Survey. /on-
tact [email protected] or 0�1 0F5
0�0� or go to www.insightsurvey.co.za.
IT IS THE LO,ER LSMS THAT
RE;RESENT THE GREATEST
;OTENTIAL DOR GRO,TH�
DRIVEN BY THE SAME SALIENT
DA/TORS AS HIGHER LSMS—
SU/H AS ADDORDABILITY�
/ONVENIEN/E AND VALUE
DOR MONEY. THIS MAY JUST
BE THE START OD AN EX;LO-
SIVE U;,ARD TREND� AS
ADDITIONAL GRO,TH IS
DORE/AST� ,ITH NUMBERS
EX;E/TED TO RISE TO
F�-MILLION BY �018
Source: Euro1onitor. Graphics adapted fro1 Insight Surve5
F�RE�A�����N�UMER��R�,�H�RA�E�2014-2018�
����M(������(+�������)���(���(���
opened his second restaurant� The National�
in ;arktown North� Johannesburg.
;osi#oned as a speakeasy and every-
day eatery� The Na#onal features smoky
Texan� South American and other interna-
#onal dishes with a rus#c feel .
The Na#onal$s menu includes an
assortment of flavour profiles and dishes
including burgers � paella� hot bowls and
pulled-pork buns . An en#re sec#on of the
menu is inspi red by the restaurant$s Texan
Reverse Smoker built on Brightside farm.
Diack opened his firs t restaurant�
/oobs � in ;arkhurst in late �013. It has
since become one of Jozi $s most popular
bis tros .
“The food is slightly simpler than at
/oobs � but just as beau#fully presented
and just a li'le more rus#c�” says Diack.
As with /oobs � The National will be
supplied by Brightside in the Magaliesberg�
the farm where Diack grew up. His mother�
Janet� is passionate about farming and sup-
plying the restaurants – what they can$t
grow themselves they source from suppliers
who share their passion for provenance.
“/oobs and The Na#onal are now
two of the only restaurants in South Africa
that can accurately trace the provenance of
thei r food – meaning we know exactly
where our ingredients come from�” says
Diack. “It also means our menus are sea-
sonal and based on what$s available.”
Two three-hectare veggie gardens sup-
ply the restaurants with herbs � vegetables
and frui t – the farm even makes its own ri-
cotta. The farm also supplies /oobs $ now
legendary acorn-fed wild board� lamb� duck
and the occasional pigeon or guinea fowl.
“Having a second outlet means we
can offer different ingredients and broaden
our cooking s tyle to offer both fine dining
and an every-day eatery.”
JAMES DIA/K� /OOBS