The Growth of the Ready Meals Store and Culinary Market: Prerequisites and Drivers

Social and economic shifts are fundamentally altering people's eating behaviors, culinary habits, and gastronomic preferences. Recent trends in urban food consumption indicate that populations are willing to spend more on foodservice establishments, delivery restaurants, canteens, and cafes, provided the following conditions are met:

- The offer is balanced in terms of price-quality ratio, with the price fitting comfortably within the concept of a "daily food budget";

- There is a high level of trust in the specific brand, outlet, or "storefront";

- The outlet is logistically convenient and located along the consumer's regular route;

- The food aligns with the individual's mental and cultural eating habits;

- There is trust in the sanitary and hygienic conditions of production and sale, as well as in the packaging and the freshness of the food;

- The food is varied, and one or more outlets satisfy the need for dietary diversity;

- The food accommodates the individual's dietary restrictions: allergies, specific diets, principles of split meals, macronutrient tracking (KБЖУ), etc.

Meeting these criteria forms a habit of eating out in a specific geolocation: near work, along a commute, or via home delivery.

The stability and frequency of visits (or order conversion) directly depend on the stability of product quality. A single negative experience—poorly prepared food, incorrect temperature, or stale items—can drive a consumer toward the Critical Turning Point (CTP). At this moment, the consumer makes a psycho-emotional decision to fundamentally and deliberately abandon that specific outlet or provider and seek an alternative.

Eating out is a physiologically necessary but not non-negotiable need. For various reasons, people may abandon public catering in favor of industrially produced food (from stores) or home-prepared meals brought from home. The primary motivations for avoiding eating out are the desire to save money or obtain a product of better quality. Unreasonably high prices in foodservice establishments, against a backdrop of broader economic stagnation, force a significant portion of the active population to revert to a home-cooking model.

Nevertheless, the market for ready-to-eat meals and high-convenience (or ready-to-cook) semi-finished products is steadily growing. Several key factors are driving this expansion:

- Generation Z predominantly eats out;

- The 45+ age demographic has shed fears and stereotypes about dining in modern foodservice establishments;

- The growth of the food delivery market has allowed a significant audience, who rarely used out-of-home catering services, to first try these services at home, and subsequently in cafes, fast-food outlets, and street food points;

- Changes in household structures: after separations or divorces, many women partially or completely give up cooking at home, and a vast majority of single men do not cook at home at all, relying instead on final preparation or reheating of semi-finished products;

- The quality of in-house production in supermarkets and hypermarkets (sold by weight or piece) critically declined in recent years;

- The prices of industrially produced semi-finished products have fallen, though with a concurrent significant deterioration in quality;

- The majority of young people neither enjoy nor are accustomed to cooking, or simply do not wish to spend time on meal preparation;

- The financial and economic climate forces people to work more, leaving less time for leisure and rest. The intensification of labor leads to greater fatigue for both homemakers and knowledge workers. They choose to buy semi-finished or ready-to-eat products as an alternative way to escape the drudgery of daily kitchen work.

The traditional format of a neighborhood deli or cookshop has undergone a significant transformation. This evolution is explained by changing consumer preferences, culinary fashions, food production technologies, shifts in the FMCG product matrix, and a general reduction in mealtime.

The service model is shifting from counter-service to self-service, cash-and-carry, take-away, and "to-go" formats. These stores are redesigning their interiors, competing with cafes and restaurants on ambiance. They are introducing dining areas, seating zones, and self-heating stations. The assortment policy is also changing, with an increasing prevalence of chilled semi-finished products and ready-to-eat items.

The contraction of large-format hypermarkets signals a shift in the home cooking model. A majority of the middle-aged and older population are moving away from bulk cooking and preparing homemade semi-finished goods. In an effort to save both time and money, consumers have begun to fragment their grocery baskets, abandoning large, weekly stock-up trips. The concept of "wholesale prices" has been lost, with discount promotions now being short-term and designed to increase the frequency of store visits. The widespread enthusiasm for fitness and weight loss dictates new rules for food handling. A refrigerator packed to the brim is becoming increasingly rare.

It is the era of the ready meal store. Today, it is advantageous to buy fresh, relatively inexpensive food with a wide choice, without personal labor, and—crucially—in exactly the required quantity, and if needed, balanced for specific nutritional goals.

In Western Europe and North America, ready meal stores often operate as specialized sections within supermarkets or as standalone gourmet delis. In leading retail chains, ready-to-eat and chilled convenience foods now account for a significant portion—often well over 50%—of the perishable goods assortment. Specialist retailers in this sector have demonstrated consistent, multi-year growth.

Home cooking is increasingly becoming the domain of culinary gourmands and foodies. The overwhelming majority of urban citizens have already shifted to semi-finished and ready-to-eat products, or are at least mentally prepared to do so.

Typology and Expectations of the RMS (Ready Meal Store) Customer

The customer of a ready meal store or cookshop can be characterized by various attributes: gender, age, sociocultural background, and even gastronomic preferences. Let's examine the customer profiles, their expectations, and their motivations for visiting.

Young Women (20–30 years)

Occupation: Work or study. Motivations for visiting:

- Coffee to go;

- Confectionery (a treat for themselves);

- Salad (non-mayonnaise-based) + a drink (a light lunch to go);

- Fitness food (low-carb dishes, steamed, braised, baked, sous-vide);

- Pastry (Danish, French, cupcakes, muffins, small sweet pastries);

- Trendy dishes (lasagna, fresh rolls, sushi, etc.);

- Fish and seafood dishes, trendy grains (quinoa, couscous, etc.);

- Cream soups, smoothies, fresh juices, natural lemonades;

- Curd/cottage cheese dishes.

Gastronomic preferences (Millennials and Gen Z): Instagram-friendly food, dishes popularized by youth and foreign TV series, glossy magazines, and accepted within their subcultural environment. They gravitate toward Japanese, Italian, Pan-Asian, French, and American cuisines, as well as fitness/health-conscious eating.

Young Men (20–30 years)

Occupation: Work or study. Motivations for visiting:

- A hearty, high-calorie lunch with large portions and a focus on protein;

- Dishes made from minced or whole-cut meat (cutlets, rissoles, kebabs, stroganoff);

- Pastry, including fried yeast dough items with hearty fillings;

- Set meals / combo lunches;

- Traditional home-style soups;

- Hearty Eastern European or Balkan stews and soups;

- Classic comfort food dishes;

- Middle Eastern, Mediterranean, and Central Asian street food items (shawarma, kebabs, etc.);

- Pastries from the Middle East and Caucasus (samsa, khachapuri, kutab, flatbreads);

- Breaded and fried items (from schnitzels to fish in batter);

- Meat salads with creamy/mayo-based dressings;

- Dishes baked with cheese or creamy sauces;

- Egg-based products.

Gastronomic preferences: Traditional comfort food, Italian, Japanese, Pan-Asian, Middle Eastern, Mediterranean, American (burgers, sandwiches, wraps), all types of stuffed savory pastries, rich soups, sauced dishes, and layered "construct" dishes (pilafs, meat casseroles).

Office Workers and Students

Age range: 18–50. Gender split: roughly equal (50/50). There are two main motivations: culinary specialty items or acquiring breakfast/lunch/fast food at the most advantageous price. This audience prioritizes maximum service speed, menu variety, discounted or value-priced offers, large portion sizes (or conversely, "healthy" small portions and half-portions), and convenient takeaway packaging. This group is highly receptive to loyalty and bonus programs. Some require on-site dining. They value personal contact and recognition from staff. There is high demand for in-house snacks, pastries, sandwiches, pre-packed soups, bottled drinks, and pre-packaged confectionery (provided there is trust in the brand).

Motivations for visiting:

- Food to go;

- Set meal combos to go;

- Sushi and rolls to go;

- Fast food to go;

- On-site consumption of meals.

Gastronomic preferences: Traditional home-style cooking, pan-European cuisine, Pan-Asian, health-oriented food, and street/fast food.

Older Generation (30–70 years)

Gender split: 80% women, 20% men. Motivations for visiting:

- Ordering custom products for events (cakes, pies, festive dishes);

- Purchasing products for home consumption;

- On-site dining (breakfast, lunch, dinner);

- Tea/coffee + pastries (identifying the place as a bakery or confectionery);

- Purchasing for workplace or home events;

- Spontaneous visits and unplanned purchases;

- Frequent visits to buy specific culinary specialties;

- Purchasing chilled or frozen semi-finished products to cook at home.

Seniors (50–80 years)

Gender composition: nearly 100% women of retirement or pre-retirement age. Motivations for visiting:

- Buying items from a "children's" assortment (visiting with grandchildren);

- Pastry and confectionery;

- Store specialties (jarred pickles, fermented vegetables, etc.);

- Chilled semi-finished goods (seasoned minced meats, lightly salted fish, etc.);

- Frozen meat products (dumplings, manti, khinkali).

This demographic is remarkably stable and represents a loyal customer base. Multiplying the average monthly check by the number of such regulars yields a significant sum, warranting careful consideration in the store's assortment planning.

Obviously, the groups presented here are broadly generalized; a more detailed and branched typology is possible, depending on the location and regional gastronomic characteristics.

Nevertheless, the process of forming the RMS assortment and pricing strategy requires accounting for the interests of various customer groups. The primary tool for stimulating and managing demand, increasing revenue, and boosting visit frequency hinges on the subtle targeting of your offering.

The "Golden Rules" of a Customer-Oriented Ready Meal Store and Cookshop

1. Focus on Product Quality

A ready meal store operates in a highly competitive environment, regardless of location. Competing products include:

- Street food;

- Industrial food products and semi-finished goods;

- In-store deli sections of retail chains;

- Food courts in malls;

- Instant food products (from instant cereals to noodles);

- Food delivery services;

- All other foodservice establishments without exception;

- The container of home-cooked food brought by the consumer.

Product quality is the cornerstone of building a loyal customer base. Launching a new project or renovating an existing menu should be accompanied by implementing a limited, streamlined assortment that is technologically perfected. It is pointless to launch 15 types of savory pies or 7 types of Danishes before perfecting 4-5 items and having their quality accepted by customers. The rule, confirmed by practice, is: "if from five 'hit' pastry items you are not selling at least 100 of each per day, assortment expansion is not advisable." The same principle applies to frozen semi-finished goods, soups, salads, and snacks. Only the ability to deliver a consistent, replicable taste day after day guarantees repeat visits from individual consumers.

2. The RMS assortment must cater to the needs of all social groups or target audiences visiting the establishment.

3. The menu must undergo a strict "survivability" assessment for display in the counter, serving line, or shelf. This means that items like aspic, salads containing apples, many egg-based products, and dishes with green onions, boiled carrots, or other catalysts of microbiological growth (spoilage) cannot be included in the assortment.

4. Prefer complex, multi-ingredient dishes that are difficult and time-consuming to make at home. These include lasagnas, complex soups (like Tom Yum), meat roulades, stuffed cutlets, brawn, pâtés, vegetable caviars, and layered salads.

5. The Pareto Principle applies to RMS as follows: 20% of the menu items generate 80% of the sales volume (by quantity or weight), while 80% of the assortment generates 20% of the volume. A classic salad might sell 30-40 kg per day, while a seafood specialty salad sells only 1.5 kg. Both must be present as core SKUs: one is a sales hit, the other is a "loss leader" that drives specific customers to come back for that particular item.

6. The assortment must include specialties that are a Unique Selling Proposition (USP) and not offered by any competitor. For instance, a signature rum baba with real rum, house-cured slow-cooked beef, lamb kofta with tail fat, Jerusalem artichoke cream soup, salmon ceviche, salmon fish balls, mussel ravioli, a signature meat pudding (sold by weight), marinated tomatoes stuffed with mozzarella and pesto, porcini mushroom caviar, house-marinated herring, oxtail soup, salad with beef heart, or a special signature "chimichurri" sauce. These items must be perfected, ideally using gadgets that ensure consistent quality.

7. Step-wise price accessibility. The assortment, say for pastries, should include small items at an entry-level price point and premium items at a higher price. Any customer, regardless of income, should be able to afford 2-3 items (e.g., with a cup of tea) for a reasonable amount. Price loyalty is the foundation for developing any RMS project and stimulating word-of-mouth.

8. All products not sold by the end of the day must be donated to staff or discarded. Selling products the day after production (except for special storage conditions like vacuum packaging, modified atmosphere, or blast freezing) will guarantee a drop in customer traffic of up to 50% within a month or two, leading to the risk of closure.

9. Discounting. The assortment should feature a long-term (discount or bonus cards) or a short-term system (daily rotating discounts on specific items). An RMS is not a traditional restaurant but a food retail business, and the laws of retail must be strictly followed.

10. Merchandising. Product display (food display) must be strictly in accordance with the planogram of counters, shelves, baskets, etc. This relates to service speed (ease of staff access) and stimulating sales through cross-selling and up-selling.

11. The refrigeration equipment in the sales area should be exclusively from leading European manufacturers. This is a major cost item in the project's investment budget. Substandard cooling does not meet HACCP requirements for product storage.

12. Each product unit must be accompanied by Sales Triggers—special emotional prompts for the buyer. Examples include: "Best Seller," "No Oil," "Zero Calories," "80% Protein," "Steamed," "Gluten-Free," "100% Daily Iodine Needs," "With Dietary Fiber," "From 0% Fat Curd," "No Added Sugar," "Lactose-Free," "Vegetarian," "No Preservatives," "Cooked with Soy Oil," etc. There are many triggers that facilitate sales by informing the consumer about nutritional content, allergens, gluten, animal ingredients, vitamins, and cooking methods.

13. A dining area of at least 30% of the total sales floor space can increase RMS turnover by up to 40%.

14. Takeaway packaging and packaging for on-site consumption should be the same (a burger box should close securely for storage in a bag and be just as suitable for eating on-site).

15. RMS sales staff must undergo mandatory practical training and possess knowledge of the product's composition, its features, nutritional value, and its production technology.

16. Staff must be proficient in cross-selling and up-selling techniques. This is about professional consultation, not hard selling. Staff should work according to clearly defined scripts.

17. Each dish should be accompanied by a "legend"—a compelling, detailed description of its composition, highlighting the ingredients or cooking methods that create added value in the customer's mind. For example: "Sea buckthorn juice on bottled water, cold-pressed. 100% vitamin retention."

18. All products that can be placed in a self-service format should be. This includes coffee, tea, dispensed drinks, sugar, sauces, spices, and some frozen items. Remote-locked coolers and counters within sight of the cashier can be used.

19. Customer motivations for visiting should be verbalized by staff and visualized in the décor. Walls, ceilings, windows, and even floors should feature informational modules with triggers like "Cooking Without Oil," "Products Stored for No More Than 12 Hours," etc.

20. Enhanced customer loyalty. A manager's phone line as a quality hotline. Immediate refunds if a customer deems a product "not fresh." Compliments for regular customers. Gifts for children. Discounts for birthdays and special holidays.

21. Product tastings. Regardless of the store's age, the success of a product, or whether it's a core SKU or a new addition, daily tastings through the counter or a promo stand are essential. Only tastings significantly and cost-effectively raise the average check.

22. A catalog of discounts and new items. Printing full-color mini-brochures with new items and the next week's assortment, distributed at the checkout, will increase costs but pays for itself handsomely, especially when sales volume plateaus.

23. Compliments with in-store dining. Wet wipes, toothpicks, gum, disposable bibs for children, free plastic bags, and single-serve sauce sachets all increase customer loyalty and pay for themselves quickly.

24. Complementary goods. Purchased products should meet these criteria: high relevance (drinkable yogurts, nut packs, chocolate bars), specialized products (sugar-free candy, decaf coffee, protein bars), sports nutrition (protein shakes alongside standard milk shakes), rare items (specialty drinks, gourmet nuts, etc.), cookbooks, diet products (sweeteners, salt substitutes), and vitamin packs. It's important not to replace a neighborhood store's basic items like bread and milk, but to satisfy demand for harder-to-find specialty products.

25. Product display in counters should be multi-tiered on contrasting-colored dishes (red, black, white). Counters should be decorated with dummies (fruits, mushrooms, artificial grass, moss). All counters should have additional, independently installed LED lighting. Light intensity and color scheme boost sales.

26. Screens showing production. If your production area isn't visible through windows or glass walls, streaming from webcams in the sales area significantly increases consumer trust.

27. A wide assortment of fresh fruits and berries for individual sale. Grapes in disposable cups, pre-washed apples, pears, bananas, oranges sold with a low markup.

28. Exotic drinks. Cucumber juice, cornelian cherry lemonade, natural tarragon from fresh herbs, lime and fig soda—all are "entry" products for new customers.

29. Ergonomics. The layout of the floor space, shelving, and refrigeration should follow the merchandising principles of leading convenience store chains. Presentation density should aim not only for maximum SKU presence but also for creating an emotional perception of the store as a special destination, fundamentally different from all other similar establishments.

30. Aroma marketing significantly boosts sales. Scents like "Cinnamon Roll," "Cappuccino," "Almond," "Cookie," "Tiramisu," "Fresh Bread," and "Apple Pie" in the right, non-overpowering concentration can eliminate potential kitchen odors and immerse the customer in the right atmosphere, stimulating their olfactory receptors for better recall and additional brand identification.

Technological Concept of the Project

We discuss the technological concept before delving into the product range, location, or business model because all these aspects directly depend on the chosen production technology. Technology is closely tied to equipment, investment volume, floor space, power requirements, and, of course, the menu. This section provides a brief overview of production technologies and approximate investment levels.

There is a conventional division of technological concepts into two types: the traditional concept and the innovative concept.

The first concept uses classical foodservice equipment: electric or induction hobs, combi-ovens, convection ovens, tilting frying pans, vegetable cutters, potato peelers, etc.

Products have standard shelf lives, and production runs in one morning shift or two (day and night). Products are packaged in gastro-containers and stored in refrigerated chambers or directly in display counters. Frozen products are frozen in freezers, then packaged. In this case, the store is legally classified as a foodservice establishment, requiring no special permits beyond standard supplier quality certifications.

This concept is the quickest and easiest to implement. Equipment is widely available. Assembling a production team is simple; any experienced cook is familiar with the equipment and traditional techniques.

Investment in kitchen equipment for such a project can be relatively moderate, depending on the configuration.

The sales floor is equipped with counters and refrigerated display cases, often operating as a traditional deli, with some items in self-service islands.

This technology is suitable when:

- The regional market demands a familiar, traditional format;

- The project initiator lacks a production team interested in progressive technologies;

- The budget is limited;

- The project targets an older, nostalgic audience;

- Power supply is abundant;

- The initiator prefers a traditional, classic culinary concept (e.g., "Le Pain Quotidien" or "Eataly" style rustic cooking).

This format is more comparable to a traditional high-end deli.

The second concept employs a completely different approach to production organization, technology, and assortment formation. The modern, innovative approach entails:

- Extended product shelf life, enabling stock-based production;

- Obtaining the necessary certifications for extended shelf life (HACCP, etc.);

- A dedicated commissary kitchen (within the store for a single project, or a separate central production facility for a network);

- Use of cook-and-chill, vacuum packing, pasteurization, blast freezing, slow-cooking technologies, and innovative gadgets (Thermomix, Turbo Chef, Speed Steamer, wok stir fryers, etc.);

- Energy efficiency, consuming up to 50% less power than the first concept;

- A highly motivated production team with higher standards of self-discipline;

- Ability to execute a healthy / wholesome food concept (clean eating);

- 30% reduction in kitchen space compared to traditional setups.

Modern approaches assume a production unit that releases finished products and semi-finished goods with a shelf life of 4-5 days (chilled) and up to 6 months (frozen), without a rigid daily link to store orders. This not only reduces production costs and product costs but also ensures the highest quality standards and strict HACCP compliance. This approach also allows for a wide assortment of consistently high quality, in contrast to the first approach. This point will be elaborated on in subsequent articles.

The "Ideal Assortment" for a Cookshop and Ready Meal Store

There are many types of ready meal stores:

- Grab-and-go eatery

- Bakery-cafe

- Pie shop

- Coffee shop

- Confectionery / Pastry shop

- Tea house

- Fresh market (with meat, fish, produce)

The "orientation" of the project is often dictated by the owner's preferences or the expertise of the head chef. Someone might focus on pastries with 50+ items; another might emphasize confectionery or fitness food. The choice of format depends on many circumstances:

- Location, foot/vehicle traffic, and parking;

- Competitive environment;

- Available space;

- Power supply capacity;

- Lease conditions;

- Local gastronomic market saturation;

- Investment volume;

- Human resources (competence and motivation);

- Regional gastronomic trends;

- The chosen technological concept.

All these factors are critical when forming the assortment list. Nevertheless, there is a "classic" assortment aimed at key target groups that works well across various regions, regardless of purchasing power, location, or investment volume.

Assortment Groups:

Pastry & Bakery:

- Yeast and sourdough breads (up to 400g): natural sourdoughs, malted breads, with inclusions, fortified, gluten-free, with alternative flours, added fiber, vegetables.

- Yeasted laminated pastries (Danish, French, with butter and with margarine, savory and sweet).

- Traditional flatbreads and stuffed pastries.

- Yeast rolls, pies, and strudels (savory and sweet, sold by weight).

- Muffins, cupcakes, traditional pound cakes.

- Premium cookies, large cookies.

- Small filled and unfilled pies (baked and fried).

- Sweet rolls, bagels, donuts, Berliners.

- National and regional pastries (baklava, chak-chak, etc.).

- National and regional savories (samosa, empanadas, burritos, etc.).

Confectionery:

- Sponge and shortbread cakes (up to 300g).

- Small pastries with creams, mousses, ganaches, yogurts, sugar-free, gluten-free.

- Custom-decorated cakes.

- Macarons, meringues, etc. (no refrigeration needed).

- Cheesecakes (up to 10 varieties).

- Tiramisu (up to 5 varieties).

- Éclairs (up to 5 varieties).

- Layered desserts in cups.

- Classic French pastries (Opera, Trois Chocolats, etc.).

- Handmade chocolates and candied fruit.

- Tarts, pies, truffles, and chocolate confections.

Sandwiches & Fast Food:

- Fresh wraps (on tortillas, lavash, pancakes, tomato wraps, non-wheat pancakes).

- Sandwiches on rye, toast, sourdough.

- Sub sandwiches on French baguettes (wheat and rye-wheat).

- Pitta, panini, lafa, bagel, croissant, pretzel, ciabatta, buns.

- Burgers, hot dogs, pita-kebab, shawarma.

- Salad rolls.

- Mini-pizzas and calzones.

Soups:

- Cream soups (with potatoes and milk/cream).

- Traditional hearty broths and soups.

- Regional and ethnic soups (Eastern, Pan-Asian).

- Health/fitness soups (low-fat milk and cauliflower).

Salads:

- Fresh salads and vegetable mixes.

- Traditional European and American classic salads.

- Fresh salads with grilled proteins.

- Layered "retro" or classic salads.

- Healthy salads with yoghurt and vinaigrette dressings.

Cold Appetizers:

- Vegetable caviars.

- Pâtés and terrines.

- Portioned fresh vegetables.

- Portioned fruit mixes.

- Pickled and fermented vegetables.

Hot Dishes:

- Minced meat products: cutlets, rissoles, kebabs, kofta, meat and fish balls.

- Meat-and-rice combinations: meatballs, stuffed peppers, casseroles, pilafs.

- Whole-muscle meats: boiled, braised, baked, sous-vide, grilled (sold by weight).

- Breaded and fried items: schnitzels, nuggets, strips, tempura, pan-fried fish and meat.

- Sauced dishes: stews, ragouts, meat-vegetable mixes.

- Casseroles and lasagnas: meat/fish/vegetables with pasta, potatoes (gratins), grains.

- Grilled items: kebabs, wings, ribs, yakitori.

- Sides: boiled, baked, fried vegetables and grains.

Beverages:

- Fruit and protein smoothies / milkshakes.

- Fruit drinks and compotes.

- Natural lemonades.

- Hot beverages.

An "ideal assortment" is one that satisfies all target groups. However, producing such a diverse range of consistent quality without a network of stores and a central commissary is practically impossible. Producing such an assortment in a single, full-cycle location is a guaranteed path to closure due to quality issues. Furthermore, since 90% of the assortment is handcrafted, the labor cost will inevitably drag the business down to break-even and then to losses.

How to Correctly Select an RMS Assortment

There are tens of thousands of ready-meal outlets. If one were to rank them by foot traffic, in-store deli sections of major retail chains would be at the top. Why? The answer is clear: the best price-quality ratio. Retailers are less concerned with product margin than with customer acquisition. Supermarkets and hypermarkets are willing to drop their markup to attract consumers and gain a competitive edge. Often, the product quality is mediocre, but the principle of "for such a low price, the consumer forgives everything" applies.

In second place are bakeries, pie shops, and confectioneries. The motivation is clear: buy bread or a pastry with coffee. The customer easily identifies the purpose of the visit, knows prices are reasonable, the product is "understandable," and quality is consistent. This clear purchase identification drives high visit frequency.

Third are the "cookshops" that try to combine both formats, selling both bakery and prepared meal items.

If all entrepreneurs knew the optimal assortment, there would be a thousand successful RMS networks. Currently, there are a few dozen. The reason for failure is a poorly chosen assortment leading to quality instability. Standalone stores often succeed due to a prime location; however, replicating this in a less ideal location often fails.

What Determines the RMS Assortment?

- Is the project single or part of a network? Are there plans for a chain?

- Is a commissary kitchen or prep center available or planned?

- Technical capabilities: space, equipment, kitchen and sales area.

- Investor expectations for financial performance (profitability and ROI).

- Staff qualifications: chefs, foremen, technologists, production managers.

- Pricing policy.

Let's examine these aspects in detail.

Opening an RMS requires a "project ideologue"—an owner or manager who is a gourmand, a "foodie," or someone passionate about food. This role could be filled by the production manager. This enthusiast builds a team of like-minded individuals. A meticulous approach to quality management allows the project to enter the market smoothly (assuming rational pricing). As long as quality and original recipes are controlled, and "specialty" items draw customers back, the project thrives. Opening an RMS without a food director—someone who clearly understands process and quality management—is pointless. Launching a business that serves "standard" food like "everywhere else" is utterly hopeless. Without a chef profile, it's better to choose another niche for investment.

If the first store proves financially sound, opening a second and duplicating the assortment is relatively easy. The new team learns from the old, and some of the old team becomes the launch crew for the new site. However, transitioning from the second to the third point is often critical and very risky. Production workflows break down, there is a shortage of time and resources for staff training, and the rush to launch leads to a deformation of the quality system and customer loss. Expanding to a network without a commissary kitchen is rarely successful.

A commissary kitchen using ESL (Extended Shelf Life) technology allows for near-limitless assortment expansion while ensuring consistent quality. This is achieved by producing for stock and loading production rhythmically—10-20 similar items one day, another 10-20 the next. Logistics are conducted several times a week, significantly reducing costs. A commissary ensures quality consistency while maintaining desired costs, enabling effective pricing management.

Pricing is the cornerstone of an RMS project's success. Customers "vote with their wallets" and think in terms of a "food budget." Creating an assortment with "step-wise price accessibility" allows you to analyze sales receipts to identify common combinations and customer focus groups. This helps stimulate demand through discounts, daily specials, menu ranking, identifying competition between items, and optimizing the ingredient matrix.

Price depends on the full cost, which in turn depends on the degree of production automation, equipment capabilities, and sound kitchen technology. The greater the capacity for mass-producing an item, and the lower the overhead, the lower the markup and price. Lower prices drive higher demand and a higher customer return rate. Higher ingredient costs may dictate a lower percentage markup, but a higher absolute margin. Price and corresponding quality form the basis of demand management in an RMS.

In a highly competitive environment, customers are particularly discerning. Price sensitivity is extremely high. Some successful chains, when launching a new outlet, discount most items by 30-50% for the first 1-2 months to build a loyal customer base.

Some investors fear low margins, arguing that they won't cover fixed costs, or that consumers might equate low prices with poor quality. While this argument has some merit, data shows that among dozens of analyzed RMS outlets, the highest revenue figures were achieved by stores with ultra-democratic pricing. High revenue doesn't always mean high operating profit, but that is a matter of investor expectations. Investors often expect ROI in a short timeframe. This approach is not always correct and can be detrimental to the project.

Staff qualifications are another aspect influencing the assortment matrix. It's pointless to include a French laminated dough that requires rolling to 200 layers if you don't have a professional baker with experience in premium bakeries. Creating a prep production unit managed by experienced supervisors and working under strict quality control is designed to mitigate the human factor's impact on the final product. Simply put: if you don't have experts in a specific segment, don't include it on the menu.

Here are some practical tips for forming an RMS assortment:

1.  Bakery is divided into filled and unfilled. Prefer unfilled or products with commercially prepared, heat-stable fillings. This greatly increases production output and allows for a lower selling price.

2.  The ratio of savory to sweet pastry should be roughly 80/20 (data from thousands of outlets).

3.  "Nostalgic" or traditional classics often outsell "European" or "modern" items.

4.  Confectionery portions should be appropriately sized.

5.  Use square cake and pie molds to increase production capacity 5-6 times.

6.  Simple confectionery sells better than complex ones: cream puffs, éclairs, croissants, etc., sell better than elaborate multi-layer cakes.

7.  National and regional savory pastries (empanadas, samosas, pasties) often outsell classic plain pies.

8.  Include items with trendy fillings (e.g., meat + bulgur, fish + couscous, spinach + mozzarella).

9.  Sales of frozen semi-finished products should ideally constitute a significant portion of revenue (manti, dumplings, samosas, spring rolls, vegetable cutlets, meat/fish cutlets, pizzas, etc.).

10. The ratio of fresh (grab-and-go) salads to dressed salads should be balanced. A lack of fresh salads is a missed opportunity.

11. Frozen soups and fully-prepared frozen meals are the most promising sales niche.

12. Recommend using CPET packaging for frozen prepared dishes.

13. Dedicate at least one counter to specific diets: low-carb, diabetic, split meals, fitness, and health-oriented nutrition.

14. The RMS should offer several soups daily, ready to heat.

15. Cold appetizers should be available in two formats: small portions for on-the-go consumption and larger party-size portions.

16. Cold appetizers should be specialties or health-focused items. A 300g jar of mushroom caviar isn't a good "impulse" or snack item.

17. Fresh snacks (carrot sticks, fruit cups, celery sticks) should be small portions to keep the price low.

18. Include pickled and fermented products, plus high-end charcuterie and fish specialties (cold/hot smoked fish, house-cured cold cuts, premium sausages) from in-house or trusted producers.

19. Frozen prepared noodles or pasta can be high-demand items.

20. Offer frozen laminated dough and yeast dough from your own production.

21. Feature a range of premium homemade cookies (with nuts, dried fruits, muesli, herbs) and health-conscious cookies (from alternative flours).

22. A children's menu should feature themed shaped items (using character molds).

23. Offer a variety of fresh fish and seafood dishes daily.

24. Feature a substantial selection of fresh curd/cottage cheese items daily.

25. Complementary goods: bottled drinks, nuts, muesli, chocolate, gourmet teas/coffees, honey, jams, cookbooks, baking molds, and gadgets for home cooks.

26. Consider adding raw (fresh) portioned meat and fish in vacuum packs, and raw/cooked portioned vegetables for those on strict portion-control or diet plans. The markup can be healthy as the ingredients are already used in your kitchen.

27. Constantly monitor competitors. Introduce items they sell, but with improvements in quality or pricing.

28. Offer composed "combo plates" with a built-in side to better manage cost and shape customer habits.

29. Each dish should be created using a specific algorithm, ensuring effective cost control and meeting guest expectations.

30. The assortment should include regular "hits" that customers come back for, with other items rotating daily, weekly, or monthly to maintain a sense of variety.

The Correct Algorithm for Creating a Dish in an RMS

Creating a dish is done by a technologist, production manager, or corporate chef. Management oversees the strict execution of the process.

Step 1: Compare Projected and Actual Average Check

When creating a menu, you target a certain average check. To find the projected check, average the prices in each menu group, then average the group averages. To find the actual check, divide the total food revenue by the number of guests over a period. In most cases, the actual check is lower. This indicates the menu is missing the audience's expectations and signals a need for more affordable new items.

Step 2: Identify the Product Set for the Dish

Consider ingredient availability, planned margin coefficients, supplier terms, product technology (ease of use), replaceability, and minimum order sizes.

Step 3: Determine the Target Margin

The planned margin is the delta between the minimum and maximum markup. It covers fixed/variable costs, keeps you competitive, and provides a buffer against price increases. If a certain item (e.g., tiger prawns) can't meet your target margin, reconsider the idea.

Step 4: Define the Type of Dish

For example, if a salad's margin dropped, replace it with a similar, more cost-effective variation. Check for internal menu competition. Don't add another chicken item if you already have several.

Step 5: Develop a Technical Brief for the Chef

A clear brief should specify: the dish type and final weight, list of ingredients, packaging, target margin, prep methods, service time, wow-factor, ingredient overlap with other dishes, planned price, and scenarios for cost reduction.

Step 6: Technology Testing and Tasting from the Prep

A dish should be tested from pre-prepared components nearing their shelf-life. Tasting should involve guests or non-professional gourmands. A passing score from 9 out of 10 tasters is ideal. If you only get 70-80%, the dish will likely underperform.

Step 7: Prepare Comprehensive Technical Documentation

This includes: Technical and Technological Charts (TTC) for all semi-finished products, TTCs for the final assembly and regeneration of the dish, visual block diagrams, wall-mounted reminders, detailed photo guides, cards for service staff with product legends, and clear labeling protocols.

Step 8: Staff Tasting and Training

Staff cannot sell a dish they haven't tried. The chef should conduct a tasting, provide a detailed description, and answer questions. Staff feedback should be incorporated into the menu cards. Introduce the new items as specials, and consider staff incentives for successful sales.

Step 9: Analyze Sales Results

Analyze new and special items weekly using ABC analysis. Underperforming items should be removed from the specials list after a trial period (typically 2 weeks). Successful items should be tested longer and potentially added to the core menu. Deep-dive analysis by time of day, day of the week, and combos. For underperforming items, gather direct customer feedback.

Pricing Management in RMS

Pricing in RMS depends on location, investor expectations, and sales strategy. However, there are some general trends among industry leaders.

- A ready meal should not cost more than a certain percentage of what it would cost to make at home. At a specific threshold, sales volume drops dramatically. This is due to the consumer's perception of their food budget. The experiments showed that increasing prices beyond a certain point causes sales to plummet, while decreasing prices by 10-15% can boost sales significantly.

- Consider the product offerings of your competitors. Consumers are often willing to pay a premium for unique, high-quality items they can't get elsewhere. Specialties are key to building loyalty and justifying a higher price point.

- Consider the overall market price level. Consumers have a mental map of price categories. They are relatively conservative once they find a good price-quality ratio. You must monitor competitors to keep your pricing in check and avoid their mistakes. If they offer something new or better, you need to respond.

- Introduce a loyalty program with personalized discount cards. This is a primary tool for tracking sales dynamics and consumer preferences. A small, sustainable discount helps track purchase history, trends, and the effectiveness of pricing and assortment changes.

- Implement gradual price increases during periods of commodity inflation. A sharp price hike, even if proportional to cost increases, causes a disproportionate drop in demand. It's better to absorb the short-term pain and raise prices gradually after a short delay. This allows consumers to adapt to the new economic reality before they feel the full effect at your counter.