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The eating and drinking out market continues to be a difficult place to thrive. Yet we believe that there are a number of steps that a business can take to re-focus and find growth again.
What levers can be pulled to ensure successful restaurant growth? We explore three examples, alongside some valuable lessons learned from the industry.
In the latest of our Value Creation interviews, Stone & River caught up with Lizzie Ryan, Director at Imbiba.
Stone & River's Lucy Orr-Ewing caught up with Rob Palmer-Williams, one of Tonkotsu's operations managers, to discuss their growth story so far.
Exclusive analysis from CGA and Stone & River uncovers consumers’ view of favourite British eating and drinking out brands.
In the latest of our Value Creation interviews, Stone & River caught up with Robin Rowland, Operating Partner at Trispan LLP.
Pubcos and Brewers recognise the importance of proposition yet many remain property-led. Leaders need to decide which direction to take: our thoughts on the way forward.
In the first of our Value Creation industry interviews, Firezza founder Edin Basic tells us how growing businesses now need a clear purpose if they are to succeed.
Pressure on the top line. Pressure on the bottom line. Staffing challenges. Brexit. The volatility in the restaurant sector isn’t changing any time soon. But what does it mean to create value?
Stone & River's Molly Johnson-Jones recently appeared on BBC Radio London to discuss the Brexit challenges facing the food and retail industries. In this article, Molly provides a summary of her thoughts.
In this newsletter we look back on some of the work we're particularly proud of from last year, share some of our recent insight and look ahead to 2019.
We consider how the strong trading results from the Christmas period can give drinks-led operators the confidence to be bold and proactive in 2019.
With consumer expectations across multichannel never higher, retailers are increasingly innovating with the role of the store to keep it relevant for changing customer behaviour. This article takes a look at some examples.
The grocery market's M&A and partnership activity of the last 18 months has been justified by several purported reasons and benefits. We set out to identify whether the partnership announcements were driven by desperation or opportunity.
An increasing number of big-box retailers are exploring smaller, high street formats. We look at some of those who have been successfully testing this format, why they are doing it and what this means for the future of bricks-and-mortar.
Ocado’s success securing international partners signals a shifting approach to online grocery. We explore the reasons why and what this means for grocery shopping's future.
With the industry undergoing mass change, are you set up to win? Our report explores those brands best achieving momentum with customers, and how others can achieve it
We know that the complexity and uncertainty of the world of work is impacting on leadership. How should leadership developers respond? From conversations with leaders across public and private sectors - our latest report.
Retail is one of the sectors most ripe for automation, offering business leaders the jewel of improved productivity. We explore why.
Pubs are on the steady decline, right? Wrong. Pubs are set to outperform the rest of the eating out market for the first time in recent memory. We explore what’s driving this change.
Within Retail and Leisure, there is one Brexit certainty: management teams need to be more inventive about how they staff their businesses. Here’s why, and how to do it.
As trade moves to digital, the battle for consumer attention increases. We look at how retailers are increasingly exploring bundles and subscriptions to meet this challenge.
Many companies recognise the benefit of launching Agile within an organisation. Yet some CEOs are hesitant about doing so: how can L&D teams help secure their buy-in?
Both traditional retailers and online specialists are converging on the middle ground, omnichannel, model. We explore what makes for a successful concession.
Do the recent difficult series of results in the casual dining sector, with Fulham Shore the latest example, reflect the industry as a whole?
The Food and Beverage Industry (Casual Dining, QSRs and Food-to-Go Chains) can learn something from the simple lessons provided by the 'Product Life Cycle' theory.
Never has the demand been so great for organisational transparency, flexibility and integrity. Our insight on what it takes to achieve genuine culture change.
The announcement of the Amazon – Whole Foods deal sent shockwaves through the retail world. But what could the genuine impact be for UK grocers, and how should they respond?
What do individuals really need to know when they become leaders? We've kicked off a research project where we will speak to leaders across multi-sector organisations to answer the question: what is the experience of being a leader today?
We have varied and rewarding Analyst, Senior Consultant and Engagement Manager roles available: we'd love to hear from you if you'd be interested in working across our exciting projects.
Faced with poor unit economics, will Deliveroo use their Roobox concept to move into 'own brand' products and differentiate themselves in an increasingly competitive market?
This year the delivery market should continue its rapid growth. We look at the 5 reasons restaurants are hesitant to embrace delivery, and what they can do to allay their fears.
Traditional loyalty programmes are old news as online-only businesses create innovative ways to keep customers coming back.
Why building an agile business means rethinking traditional approaches to Organisation Design.
As Itsu launches a loyalty app in 2017, following Starbucks’ success, debate reopens on how important loyalty is in the sector and whether to create an app or scheme.
The winds are changing. It is already clear that 2017 will prove pivotal for many businesses in the Fast Casual, Pub and Food-To-Go industries, with the viability of some business models called into question. We explore the key issues.
We explore the potential for greater commercial benefit and improved brand loyalty through driving innovation within restaurant chains.
The phrase ‘Black Friday’ meant little just 5 years ago, but is today the highlight of the retail calendar. We explore what retailers can expect from 2016.
Organisations across industries are facing unprecedented levels of disruption. Transformation is imperative, and speed is the key to survival. We offer our insight.
Outstanding customer service remains a crucial point of distinction for the in-store experience. We explore two examples to show why.
The demise of the High Street is a popular media topic, but ignores what could be one of the most exciting periods for retail bricks and mortar.
Digital is not simply a technology product. How businesses can adopt an agile approach to accelerate their diversity agenda.
Is your business blinkered to disruption, running quickly but in the wrong direction? Harnessing innovation is key to building commercial advantage.
With the pace of technology and digital disruption, retailers cannot afford to embrace change at the same speed as they may have done before.
Egremont International combines its consumer-facing consulting heritage with new digital capability: Stone & River
With the accelerating pace of technological advancement, it is hard for Retailers to foresee the role of the physical store in the future omnichannel retail experience.
The retail sector will be heavily impacted by the National Living Wage. Despite initial trepidation, taking the right approach can represent change for good.
With customers still seeking personal interaction, the branch and contact centre remain crucial facets of the omnichannel journey: a cohesive strategy is essential
A bricks and mortar grocer taking on a digital partner in the UK is nothing new. However, Morrisons allowing Amazon to deliver its products on their ‘Pantry’ is a first.
Studies continue to show the competitive benefits of digitisation. So why do we see a yawning gap between the digital haves, have somes and have nots?
As the financial services industry embraces the digital revolution and its pace of change, and looks to strengthen relationships with consumers, customer-centricity has become a vital driver of success.
Young people may be ‘early adopters’ when it comes to the latest smartphone technology and the digital world, but are reluctant to use the platform when making significant banking decisions, according to our survey with YouGov.
Much has been made of the demise of the bank branch, but with major brands making significant investment in the format, it still suggests a strong commitment to bricks and mortar.