• On April 16, the Hospitality Culture Institute organized a new edition of Intimate Roundtable Conversations, a debate dedicated to quick service restaurants, in a context where competition is increasing and the difference is given, more than ever, by execution capacity.
The new edition of the Intimate Roundtable Conversations think tank revolved around the central theme "New QSR – The next generation of quick service" and brought together leaders of relevant concepts for the new wave of fast casual and quick service:
- Alex Grecea – Co-founder & COO LeBab Fried Chicken (1st place in the categories "Best QSR" and "Best Food Delivery Brand" at the Romanian Hospitality Awards 2025)
- Ștefan Georgescu – CEO Vivo Fusion Food Bar (3rd place in the Best QSR category at the Romanian Hospitality Awards 2025)
- Radu Constantinescu – Co-owner Asian Lab, Indivan, Pho Bar
- Cosmin Csender – Managing partner of Circus Burgers
- Iulian Bolnavu – Owner HoReCaGroup & Master Franchise Harry Ramsden's Romania
- Cristian Cristea – Il Tacchino Operations Director
"We are in a macroeconomic situation where we can no longer talk about accelerated growth, but about fine optimizations. We see entrepreneurs who have to make decisions much faster and more precisely than in previous years. In this context, it becomes essential to understand what works, what doesn't and where you need to intervene. That is why we organize such meetings dedicated to HoReCa professionals, so that they can better understand systemic risks and find inspiration from other entrepreneurs. For the same reason, we have opened registrations for a new edition of F&B Business Accelerator, a program dedicated to restaurant, café, guesthouse and hotel owners. Registration is open until May 3rd and participants will work alongside industry leaders to optimize their operations, so that they can ultimately increase their profitability”, said Florin Maxim, founder of Hospitality Culture Institute.
A "shaken" market, not in decline
The first conclusion of the roundtable contradicts the general idea of a declining market. Operators describe a fragmented, volatile and difficult-to-read market. Inflationary pressure, unstable supply chains and a more price-conscious consumer are changing the rules of the game, but they do not eliminate demand.
In parallel, certain niches continue to perform, especially where there is a clear positioning or a favorable category trend, such as the Asian food segment.
Differentiation must be clear and easy to understand within 5 seconds
In a crowded market, the customer no longer has the patience to "discover" a concept. If they don't quickly understand what you're selling and why it's different, they'll compare you directly to cheaper alternatives.
The examples offered by the guests were simple and concrete: a single type of protein (e.g. turkey), a very short menu, a star product (citizen, Fried chicken, fish & chips) or a clear cuisine direction (e.g. Asian).
The idea of "good food" It no longer helps, being a promise assumed by the entire market. The real difference appears when the customer can say from the first: "I'm coming here for X".
Without this clarity, the brand ends up being evaluated solely based on price and enters into direct competition with the cheapest options.
Price is not absolute. It is comparative.
Participants emphasized that the issue is not just the price level, but how it is perceived in context: available alternatives, experience offered and purchasing power. Consumers accept higher prices only if they are justified by quality, service and experience.
UpsellThe classic loses its effectiveness
Giving up drinks and extras is no longer the exception, but the rule. The traditional model of increasing the average bill through add-on-uri is becoming less and less effective.
In contrast, concepts that rethink the way they build their menu are more likely to maintain the value of the voucher. Specifically, instead of trying to sell each product separately (drink, dessert, extra), they build offers that make the choice simpler and more attractive for the customer: complete menus at a slightly better price, pre-set combinations or options where the customer can quickly customize their order.
Thus, the client no longer feels that "it is sold to him in excess", but that he gets a better deal for his money, and the average bill is easier to keep.
The customer didn't disappear. He just became more calculating.
One of the strongest insightThe confirmed trends in question are the change in consumer behavior: the customer continues to buy, but aggressively optimizes purchases. He gives up drinks, shares the menu and constantly compares the available options.
The restaurant thus becomes a social space rather than a functional one, and perceived value becomes the dominant decision criterion.
Delivery increases volume but compresses margin
The discussion highlighted a clear tension between the channels. For some concepts, deliveredrepresents the backbone of the business model. For others, it becomes obvious that healthier profitability comes from dining (table service).
Hospitality Culture Research data confirms this dynamic: deliveredis chosen primarily for convenience, which makes it a more price-sensitive, more promotional, and less loyal channel.
Scaling is no longer about ideas, but about the system
A clear consensus among participants: competitive advantage is no longer given by creativity, but by execution capacity.
The models discussed support the same logic:
- centralization and control of production
- strict standardization
- simplified menus
- training and replicable processes
Speed and transparency become part of the product
Waiting time and customer communication are no longer just operational elements, but direct commercial factors. In delivered, speed is the main thing driver of value, and in the restaurant, the lack of transparency can directly affect retention.
Financing and team become essential conditions for growth
Expansion no longer depends only on the concept, but also on the financing capacity and the stability of the team. Recruitment costs, training and retention become critical factors, and the lack of human resources can directly block scaling.
In parallel, access to capital favors simple, predictable and easily replicable models.
Technology becomes infrastructure, not an option
From operational management to supply chain leaders and payments, technology is already integrated into high-performance models. Its role is not to replace human interaction, but to reduce friction and increase efficiency.
Nthe QSR egg is about discipline, not hype
"If the current market cycle can be reduced to a simple idea, it is clear: it is no longer who opens more who wins, but who executes better. The QSR area is becoming increasingly competitive, so success will belong to concepts that manage to link the product to processes, technology, financing and team", adds Florin Maxim.
The next edition of Intimate Roundtable Conversations will take place on May 12th and will be organized around the central theme: "Supply chain in HoReCa"Participation is free, subject to availability. Registration can be made on event website.
About Intimate Roundtable Conversations
Intimate Roundtable Conversations represents think tanksThe Hospitality Culture Institute’s applied - a strategic dialogue format, in a small circle, that brings together relevant HoReCa leaders, entrepreneurs and professionals to analyze, in depth, the high stakes of the industry. Each edition is built around a theme with real impact, explored from complementary perspectives: operational, entrepreneurial, investment and consumer.
To support genuine exchanges of ideas and positions, the meetings are held under Chatham House rules, giving participants the freedom to use insight-s obtained, without publicly attributing opinions or quotes. This approach creates the necessary framework for honest, relevant and solution-oriented conversations, with direct value for the evolution of the hospitality ecosystem.
About Hospitality Culture Institute:
The Hospitality Culture Institute (HCI) is the European research and leadership platform that studies how gastronomic culture, hospitality and services shape human behavior and economic value. HCI uses the food industry as a living laboratory for the experience economy, bringing together leaders, researchers and decision-makers to build sustainable, human-centered business models.
Through market research, think tanks-s and initiatives such as the Romanian Hospitality Awards, F&B Business Accelerator and F&B Innovation Camp, HCI connects entrepreneurs, industry leaders and experts to transform insights into applied business decisions.
Article source: Press Release Hospitality Culture Institute
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