Why should you look at their management?
Because innovation and the commitment to digital tools are fundamental in their way of managing what the customer does not see, but is key to ensuring the profitability of the business model.
The message they send to the sector is as clear as the one they send to their customers: manage to be happy (and where it says happy, it means profitable).
At Gstock, we share Healthy Poke’s philosophy and believe that just as we can nourish ourselves through an empowering nutritional proposal that helps us stay healthy, we can do the same in managing our food and beverage businesses: create healthy management routines, building that digital highway that allows us, by using the right tools, to keep the key areas of the business under control.
Grupo Quispe
Who are they?
Grupo Quispe is the project of César Figari and Constanza Rey. They landed in 2018 in the Madrid neighborhood of Las Salesas with Quispe, a tribute to the mixture and cultural and gastronomic diversity of Peru. They are currently one of the most relevant restaurant groups in Madrid with three establishments: Quispe, Ponja Nikkei (Nikkei-Peruvian fusion cuisine), and Sillao (Peruvian-Cantonese chifa cuisine).
Why should you look at their management?
Because they are an excellent combination of creativity and culinary freedom on the outside, towards the customer, and seriousness, great work in the implementation of processes, and kitchen business control on the inside.
Because they are an example of how to use raw material control at all points of the chain (from purchase to supplier to sale to the end customer) to achieve, maintain, and improve profitability with different proposals that require very specialized and high-quality products.
Grupo Arzábal
Who are they?
Founded in 2009 in Madrid, the project of Álvaro Castellanos and Iván Morales currently includes Arzábal Retiro (founding location), El Jardín de Arzábal (at the Reina Sofía Museum), Arzábal Market, and Madrí, both at the San Miguel Market, one of the key points of Madrid gastronomy. Grupo Arzábal has over 200 people on its teams and is one of the most important restaurant groups in the Madrid scene. Their business model combines the spirit of a traditional tavern with quality products (Spanish identity and Basque roots) in unique spaces.
Why should you look at their management?
Because they are an example of organization and structuring, both for the growth of the group and to maintain standards in operations.
The secret to growing while maintaining quality and, above all, profitability, is organization: “growing organized with extreme quality is difficult to achieve and cannot be done without structure” says Iván Morales. Our digital solution for purchasing and warehouse management processes specialized for restaurant groups allows them to maintain the organization and control essential for the growth and development of the group.
Sushita
Who are they?
Sushita, founded in 1999 by Natacha Apolinaro and siblings Sandra and José Manuel Segimón, is the first Spanish company to enter the sushi market. In 2014, Sushita Café was born, the first of the six Japanese fusion restaurants in the chain. They currently have Madame Sushita (2017), Monsieur Sushita (2018), Le Club Sushita (2019), and La Madonna Sushita (2022). In two decades, Sushita has achieved a leading position in the commercialization of sushi, with more than 3,000 daily customers and their value proposition that combines high quality with affordable products.
Because they move forward without forgetting innovation: on the one hand, focused on developing other lines of oriental products while maintaining the brand’s leitmotiv (affordable quality), and on the other, with an eye on opening new markets through exports, thanks to their new line of high-quality frozen sushi.
For their passion for good management, so necessary to achieve goals, and for their commitment to digital management, something we have accompanied them with since their beginnings: we practically started at the same time as their restaurant line, and since then, we have progressed together towards the goal of keeping profitability under control.
Grupo Trocadero
Who are they?
A great emblem of hospitality and gastronomy of the Costa del Sol and our country. Founded in 1994 by Dionisio Hernández-Gil and directed by Jorge Hernández-Gil, Grupo Trocadero currently has establishments in Tarifa, Sotogrande, Estepona, Marbella, and Benalmádena, and projects two more in Madrid and Málaga. Location, decoration, raw material, and excellence in service. These are the four pillars on which Grupo Trocadero’s success is based.
Why should you look at their management?
Because the raw material is a differentiating element in Grupo Trocadero, both for the personality it imparts to their gastronomic proposal and for what happens with it behind closed doors, that is, in terms of management.
Because they are committed to rigor and excellence in management and because they have understood very well the real need to properly control the raw material to continue growing and evolving in excellence and profitability. Only with exhaustive control of our operations can we aspire to the highest. If from the customer’s perspective Grupo Trocadero is a lifestyle to be enjoyed with passion, from the industry’s perspective, it is a management style with rigor as its main characteristic.
Castilla Termal Hoteles
Who are they?
One of the references in Spanish hospitality and hotel management, founded by Roberto García. Avant-garde and tradition are combined in this group that has five spaces: three in Castilla y León, one in Cantabria, and another in Castilla-La Mancha. Their business model is based on four key points: thermalism as a generator of experiences beyond the thermal waters themselves, emblematic historical buildings, unique architectural settings, incomparable natural surroundings, and high-quality gastronomy based on local products. The company’s expansion plan includes 14 hotels by 2030. They are currently the largest tourism employer in their areas of operation.
Why should you look at their management?
Because excellence in management and commitment to results are two of their core values. Both are fundamental to success, both current and the expansion plan itself.
Because that excellence in management translates, speaking of the group’s gastronomic proposal, into a strong commitment to efficient raw material management.
Grupo Salvaje
Who are they?
Founded in Panama in 2017, Grupo Salvaje is one of the most powerful and promising Japanese author gastronomy companies with the most international projection and future. They currently have 15 restaurants in 4 countries (Panama, Colombia, Spain, and Venezuela) and develop 5 brands (Salvaje, Arrogante, Calle Dragones, Blue Moon, and Madre).
Why should you look at their management?
Because, since the product plays a fundamental role in all the group’s establishments, they have perfectly understood that properly managing that raw material and maintaining strict control is essential for success.
Because their success is an example that efficient management and keeping raw material under control can be achieved in a multi-brand group with restaurants in 4 countries in three different time zones.
Grup Andilana
Who are they?
The origins date back to 1958 with the opening of Hostal Vostra Llar (Palamós). In 1992, with the opening of the restaurant La Fonda (Barcelona), the group was established. It is currently one of the most important restaurant groups in the country, with over 30 restaurants and 3 hotels throughout Spain. Their gastronomic concept adapts to new trends while maintaining the flavor and traditional techniques of Mediterranean cuisine, in unique interior designs and brands. Their approach makes them leaders in terms of digitalizing raw material management.
Why should you look at their management?
Because they understand that success and profitability need the long term to consolidate, and that any process needs time to see real results. Also when we talk about digitizing management.
For their excellence in management, reflected in their decisive commitment to improve the standardization and day-to-day management, which means, among other things, working to simplify processes and improve management tools. And for working consistently and continuously to succeed in the long term also in management. Consistency in operation and management is part of that intangible that makes the difference.
Grupo Vespok 360
Who are they?
Group dedicated to the development of leisure, gastronomy, and entertainment projects. Founded in 2014 by Álvaro Aguiar, Pablo Casas, and Ignacio ‘Pucho’ Suarez de Toledo. El Rincón de Vespok, Pólvora, Salitre, Casa Vito, Green, the catering Madera, and the delivery Bomba Slider Burger make up their gastronomic offer. Their turnover in the hospitality division is around 9 million euros. Their expansion process has the first major objective of opening outside of Madrid.
Why should you look at their management?
Because of the importance they give to it, reflected in decisions such as optimizing operations by concentrating their concepts in the same area – which allows them to generate cross-sales, share warehouses (and product, especially in the case of the cellar), and rotate staff, among other advantages – or spending time testing recipes before launching a project.
Because they give great importance to good management of raw materials, both from a product and process perspective: Grupo Vespok regularly manages productions of all kinds for their concepts, as they barely work with fifth range products. In this model, very good control of raw materials is essential for good profitability and to achieve maximum utilization.
BrasayLeña of LEWBrand
Who are they?
Founded in 2008 by businessman Pedro López Mena and originating from the meat industry – in which Pedro has more than 40 years of experience, as it was the sector in which his family worked – today Brasayleña consists of 27 restaurants spread throughout the country. It is a consolidated chain to the point of being unique in the sector, both in Spain and Europe.
Why should you look at their management?
For the extreme care of the raw materials they work with and special attention to managing them as a formula to achieve their profitability goal.
Because they are a great example of how through a product, an innovative concept can be generated, and how good management can lead that concept to success and profitability through a measured growth process.
Lamucca Company
Who are they?
Founded in 2008 with Lamucca de Pez. The “High-Low” (high quality, low price) proposal by siblings Ofelia and Álex Marín currently has 13 restaurants in Madrid, united by excellence in product, service, atmosphere, and location. Lamucca Company is a pioneer in Madrid of a restaurant concept with an international vision in aesthetics, ambiance, gastronomic proposal, customer service style, and management. In fifteen years, they have set the standard to follow and have become one of the most influential groups in the capital.
Why should you look at their management?
For their commitment to hard work and professionalization, maintaining their own expansion strategy where they set their own pace and remain true to their vision of success.
Because their vision is reflected in their management model, where process standardization and the commitment to technology to optimize purchasing and product management play a central role.
La Tremenda
Who are they?
A family initiative located in Catalonia and one of the burger chains of the moment, chosen Best American Restaurant in Spain 2021 and 2022 by Just Eat. Based on a groundbreaking brand, the best raw material of national origin, and their own recipes and preparations. In full expansion and growth process, they currently have 9 operational locations and a turnover of over 5 million euros.
Why should you look at their management?
For their commitment to process optimization and digital management in all aspects of the business, especially when it comes to raw materials.
For trusting in cutting-edge technology and specific raw material management tools (in this case, ours) to grow and be consistent, keeping profitability under control through automated and efficient logistics of purchases and inventory control.
Ramses District
Who are they?
A reference in Madrid’s nightlife since 2007, Ramses District is characterized by its permanent quest for excellence, innovative and sensory experiences, original avant-garde spirit, international and cosmopolitan style, luxury as a form of expression, and being one of the most innovative and disruptive restaurant groups in Madrid. It consists of five spaces, all of them references to follow: Ramses, Patio de Leones, The Kave, Lady Bongo, and Flamenco de Leones.
Why should you look at their management?
For their careful selection of partners, involving surrounding themselves with the best in all aspects of the business, from interior design and architecture to raw materials, from kitchen and dining room to digital management.
For their commitment to innovation to boost Madrid’s hospitality industry and for management with specific tools to keep profitability under control and develop the expansion plan with consistency and coherence.
Azotea Grupo
Who are they?
A project founded in Madrid in 2011 by Cristina Lasvignes and José Manuel García. Their philosophy “Unique places to celebrate life” is conveyed in a business model based on managing gastronomic spaces located in emblematic areas. Azotea Grupo currently has eleven establishments (6 in Madrid, 3 in Cádiz, 1 in Seville, and 1 in Mallorca) and plans to open two more.
Why should you look at their management?
For their growth plan, characterized by being organic and orderly, always looking to ensure that each new opening responds both to the philosophy underlying the whole concept and to the quality they seek in the gastronomic offer.
For their pursuit of excellence in all their projects, which also extends to management and manifests in the use of specific technology to keep profitability under control.
Grupo Barbillón
Who are they?
The project of the brothers Enrique and Francisco Javier Sánchez del Amo. It was born in 2012 with Barbillón Oyster Bar, the first establishment and seed of what today is Grupo Barbillón, a family business proud of its origins and a reference in Madrid and national hospitality. In just over a decade, Barbillón Oyster Bar has been joined by Tinglado (Boadilla del Monte), Panorama (Majadahonda), Bistró 1948 (Aravaca), Manto (Madrid, Campo de las Naciones), Bareto (Madrid, c/ Alcalá and Atocha; La Moraleja), and Barbillón Marbella, very close to Marbella’s Golden Mile.
Why should you look at their management?
For their decisive commitment to digital management to continue growing sustainably and with profitability under control.
For their hard work, enthusiasm, knowledge of the product and management processes, confidence, and vision.
And those are our 16 fantastic examples of good digital management focused on profitability. We hope they inspire you to move forward and optimize your own processes.
