Restaurant Research:
Crisp, Clear, Global

Global Restaurant Industry Intelligence

Accelerating change, fierce competition, and hotly contested markets: the pressure on leaders in the foodservice industry is intense, and they need relevant, actionable insights to make sure-footed decisions.

Seismic shifts are rearranging segments, redefining guests’ expectations around the quality and speed of restaurant experiences, and revolutionizing how meals are ordered, prepared, and delivered.  

The better the question, the better the answer.​

What emerging concepts and competitors should we have on our radar?
Do we have the right tools and technology?
What should we source from third parties, and what should we create in-house?
How will consumer dining behavior and consumption patterns be different in five years?
Are we tracking and prioritizing the right KPIs? Are we setting goals and targets effectively?
How should we adapt our location and expansion strategy going forward?
Where is the low-hanging fruit? What are the quick wins to gain momentum fast?
What are our biggest risks, and what are the risk mitigation strategies for individual brands and markets?

While it’s easier than ever to get a birds-eye view of global markets (and anyone with an internet connection can do so), this perspective often remains at the level of headline and observation, providing little in the way of actionable intelligence. Meanwhile, the pace of change continues to accelerate, both within the hospitality industry and the world as a whole.

Where others see stars and random data points, we see constellations and meaningful connections.

Restaurant Research Supporting Operators, Suppliers, Investors, and Manufacturers for B2B and B2C Foodservice Organizations

We help our clients understand emerging categories, evolving purchasing behavior, and the conditions — and competition — in existing and expanding markets. Backed by decades of experience across all functional areas of chained foodservice operations, our market research services (including restaurant market studies, consumer trends, competitive analysis, and more) help combat bias and inertia, surfacing the insights executive teams need to make informed decisions before launching new products, profit centers, and features, expanding into new formats, channels, and markets, or investing in new technologies, concepts, and brands.

Which global markets are growing fastest? How is this expected to change and evolve?

What regulations are targeting foodservice operators (business regulations, trade policies, etc.)?

Are conditions generally favorable or unfavorable for restaurants? What are the forecasts?

Is foodservice performing better or worse compared to other industries and segments?

What are the biggest areas of opportunity (for growth, expansion, optimization, etc.)?

What are the largest risks posing a threat to our organization, and how can we address them?

How will emerging and anticipated societal trends impact our business?

What proposed environmental policy changes could impact the costs of building and expansion?

Which companies and brands will pose the most substantial threats, now and in the future?

How will consumer dining behavior and consumption patterns be different in five years?

What categories, cuisines, and segments are growing? Shrinking? Why, and what is expected?

What are the predictions of and implications for existing and emerging technologies?

Global Consumer Foodservice and Restaurant Research

Through distinctive, data-driven insights informed by our unparalleled understanding of the dynamics driving the foodservice industry — and the ability to connect the dots in a way that is both holistic and actionable — we help clients:

  1. Maximize sales growth by uncovering new geographies where to play, and how to best translate a brand in those markets when preparing for cross-border expansion
  2. Drive top-line performance by developing and deploying sales-building initiatives based on learning how the competition is acting (and how to counter their strategies)
  3. Augment capabilities of teams that are under time or resource constraints when implementing an initiative or evaluating an investment
  4. Identify potential acquisition opportunities by leveraging our global know-how and know-who, and in-depth knowledge of what categories are attractive targets; support investment thesis ideation and assumptions based on quantitative industry data
  5. Improve the quality and clarity of corporate and competitive intelligence and capitalize on emerging trends before the competition to gain and maintain leadership among peers
  6. Mitigate the risk of being disrupted by better understanding evolving consumer behaviors and competitive landscape trends relative to future of foodservice implications
  7. Expand market share by identifying untapped geographies, markets, categories, profit centers, and alternative formats
  • Consumer Trends
  • Demographics
  • Pyschographics
  • State of the Industry
  • Country Reports
  • Market Sizes
  • Market Share
  • Forecasting
  • Competitive Landscape
  • Restaurant Market Studies
  • Portfolio Strategy
  • M&A Strategy
  • Channel Strategy
  • Pricing Strategy
  • Positioning Strategy
  • Expansion Planning
  • Industry Dynamics
  • Financial Modeling
  • Quantitative Methods
  • Industrial Engineering Studies
  • Menu Strategy
  • Product Strategy
  • Gap Analysis
  • Diagnostics
  • Variance Analysis
  • Sensitivity Analysis
  • Performance Optimization
  • Geopolitical Conditions
  • Cross-Border Expansion Planning
  • Opportunity Identification
  • Investment Risk
  • Size of Prize

Restaurant Industry Trends

Our expertise extends across all the foodservice universe: from restaurant trends to fast food facts to the food delivery industry.

Restaurant Industry Statistics

Restaurant sector analysis covering restaurant industry outlooks, growth by geography and category, and economic and political factors influencing foodservice.

Restaurant Economics

Restaurant analytics and benchmarks relevant to improve performance including labor costs, food costs, and sales-building.

We provide market analysis for the restaurant industry to help executive teams understand, prioritize, and act on the information that matters most to their businesses.

C-suites are awash in data like never before. P&L statements, social media engagement metrics, same-store sales numbers, channel analyses, year-over-year AUVs, financial forecasts, media buy reports, throughput analyses, and market updates flood inboxes, giving the illusion of complete knowledge and control. Insights and foresight can shape not only corporate strategy — they can also help make and shape markets and categories.

We deliver crisp, clear corporate intelligence relative to the forces and dynamics influencing industry performance, the competitive landscape, evolving consumer dining behaviors and consumption trends, and inform decision-making with dependable, yet hard-to-get, data and razor-sharp forecasts for where things are headed and how to harness both headwinds and tailwinds for improved performance.

Restaurant industry Statistics at a Glance

  • $3.6 trillion global foodservice industry, about 4.2% of global GDP (2019)
  • 85% of growth originates outside North America
  • Globally, Food At Home (grocery) is a larger industry ($6.2 trillion)
  • In the U.S., the split between Food At Home and Food Away From Home is 55%–45% (compared to 48%–52% pre-COVID) 
  • The U.S. foodservice industry represents almost $700 billion in sales (2020)
  • Foodservice suppliers represent a $1.2 trillion industry
  • Limited-service restaurants (quick service, fast casual, cafes, delivery-only, etc.) represent about 43% of the global share
  • Full-service restaurants represent about 43% of the global restaurant industry
  • Managed services, non-commercial, military represents about 15% of the global Food Away From Home industry
  • In the U.S., restaurants employ more than 12 million people

Global Restaurant Industry Research

  • The Size Of The Pie Is Getting Larger: The industry accounts for annual sales of $3.6 trillion globally and growth in the next four years is expected to reach $613b (with 85% of growth originating outside North America).
  • U.S. History to Serve As Index for Global Growth: While it’s taken the U.S. nearly 50 years to reach its current point of a near-equal 50/50 split between food spend at restaurants and at grocery stores, this pattern can be used as forecasting tools in emerging markets.
  • Margins are Still Higher in Emerging Markets: Largely because the cost of labor is lower in emerging markets, four-walls operating margins can be as much as twice what the same brand may earn in a more mature foodservice environment.
  • Western Brands Appeal in Foreign Regions: The world’s largest restaurant companies are primarily Western (American, in particular) and a large portion of the growth in emerging markets comes from established local operators running foreign brands. Western QSRs own 70% of the global top 30 brands.

These are the types of insights you can expect from us …

Restaurant Revenue Centers: There’s a lot of debate about whether the same-store sales boost restaurant chains have been getting from off-premise can continue after COVID. Off-premise sales were already a relevant driver of sales before the pandemic. In 2019, for instance, restaurant chains with more than three-quarters of sales via the drive-thru, takeout, or delivery had median same-store sales of +1.7% (all of the chains considered were limited-service). This compares quite favorably to the +0.6% median same-store sales growth chains with less than half their sales via off-premise were reaching (most of these chains were CDRs). Throughout the pandemic, many improved their drive-thru performance and reaped the benefits. We see this as a sustainable change, even as day-to-day impacts from COVID diminish. Ultimately the desire for convenient, high-quality food is long-term.
Restaurant Revenue Centers: There’s a lot of debate about whether the same-store sales boost restaurant chains have been getting from off-premise can continue after COVID. Off-premise sales were already a relevant driver of sales before the pandemic. In 2019, for instance, restaurant chains with more than three-quarters of sales via the drive-thru, takeout, or delivery had median same-store sales of +1.7% (all of the chains considered were limited-service). This compares quite favorably to the +0.6% median same-store sales growth chains with less than half their sales via off-premise were reaching (most of these chains were CDRs). Throughout the pandemic, many improved their drive-thru performance and reaped the benefits. We see this as a sustainable change, even as day-to-day impacts from COVID diminish. Ultimately the desire for convenient, high-quality food is long-term.
Understanding Consumer Trends: For the foodservice industry, the pandemic accelerated many changes that were already in motion. As we like to say, the trends we see now really started around seven years ago. Looking at how the competition moves among the top 200 restaurant chains in the U.S. we find that of 23 categories (including LSR and FSR and ranging from burger and pizza to steakhouses), 6 had negative growth rates, and among those growing, 9 were also “low competition” categories (with few players).
Understanding Consumer Trends: For the foodservice industry, the pandemic accelerated many changes that were already in motion. As we like to say, the trends we see now really started around seven years ago. Looking at how the competition moves among the top 200 restaurant chains in the U.S. we find that of 23 categories (including LSR and FSR and ranging from burger and pizza to steakhouses), 6 had negative growth rates, and among those growing, 9 were also “low competition” categories (with few players).
Restaurant Productivity: We were wondering, if restaurant sales are back to pre-pandemic levels but the industry is still short millions of people, how is this working? Restaurant sales per employee have increased by 13% in 2021, reaching $70k on an annualized rate (when historically this has been around $64k). Has the industry really become that much more productive? Or is it that restaurants are possibly not inclined to hire people back?
Restaurant Productivity: We were wondering, if restaurant sales are back to pre-pandemic levels but the industry is still short millions of people, how is this working? Restaurant sales per employee have increased by 13% in 2021, reaching $70k on an annualized rate (when historically this has been around $64k). Has the industry really become that much more productive? Or is it that restaurants are possibly not inclined to hire people back?
Regional Understanding: Publicly traded restaurant companies around the world felt the impacts of the pandemic. The crisis resulted in significant revenue loss for most companies in the sector. However, the losses in emerging markets, such as Latin America and Asia, were considerably more substantial than those in mature markets like the U.S. While the median revenue loss reached 14% among U.S. foodservice companies, it was -24% in Asia and -28% in Latin America. The bounce-back from the coronavirus pandemic is clearly faster in mature markets than in developing economies, making it a right time to invest in American chains. For the foodservice industry, in particular, buying American can have significant benefits: from less volatility to portfolio diversification to the access to innovation hubs and talent. It can also mean buying into the franchisor rather than the franchisee.
Regional Understanding: Publicly traded restaurant companies around the world felt the impacts of the pandemic. The crisis resulted in significant revenue loss for most companies in the sector. However, the losses in emerging markets, such as Latin America and Asia, were considerably more substantial than those in mature markets like the U.S. While the median revenue loss reached 14% among U.S. foodservice companies, it was -24% in Asia and -28% in Latin America. The bounce-back from the coronavirus pandemic is clearly faster in mature markets than in developing economies, making it a right time to invest in American chains. For the foodservice industry, in particular, buying American can have significant benefits: from less volatility to portfolio diversification to the access to innovation hubs and talent. It can also mean buying into the franchisor rather than the franchisee.
Total Addressable Market Estimations: How much will improvements to the drive-thrus mean over the next few years? In the U.S., half of the food consumed is served at restaurants (Food Away From Home) and about half that is at quick- and limited-service operators. QSR and fast-casual chains with drive-thrus usually see between 50-70% of sales via the drive-thru. Considering 3-5% CAPEX allocations (equivalent to the industry median and top-quartile), there would be a resulting TAM of $4.9B – $8.5B in drive-thru improvements (including contractors, equipment, and new restaurant technology) annually. Drive-thrus are only one case study that can serve as inspiration to the back-of-house. There is an opportunity to combine smart features into “dumb” equipment to make them smarter. Many foodservice suppliers and equipment manufacturers are realizing it’s time to invest into R&D, product, and channel development. It’s a question of who are the ones that can prepare fast enough.
Total Addressable Market Estimations: How much will improvements to the drive-thrus mean over the next few years? In the U.S., half of the food consumed is served at restaurants (Food Away From Home) and about half that is at quick- and limited-service operators. QSR and fast-casual chains with drive-thrus usually see between 50-70% of sales via the drive-thru. Considering 3-5% CAPEX allocations (equivalent to the industry median and top-quartile), there would be a resulting TAM of $4.9B – $8.5B in drive-thru improvements (including contractors, equipment, and new restaurant technology) annually. Drive-thrus are only one case study that can serve as inspiration to the back-of-house. There is an opportunity to combine smart features into “dumb” equipment to make them smarter. Many foodservice suppliers and equipment manufacturers are realizing it’s time to invest into R&D, product, and channel development. It’s a question of who are the ones that can prepare fast enough.
Insights by Category: We all know that foodservice performance in 2020 was a bit of a toss up, so we decided to quantify some of that. Among almost 30 of the top restaurant chains in the U.S., there was a difference of 56 percentage points between the best and worst performers. While the best performer was up more than 21% in same-store sales, the worst performer was down almost 35%. This was a mass extinction event that wiped out more than 10% of the restaurants on the planet. There’s a sea of change happening in the restaurant industry and times of dramatic change can also create opportunities for tremendous upside (if you know where to look and have the wherewithal to build and execute on a bold and decisive strategy).
Insights by Category: We all know that foodservice performance in 2020 was a bit of a toss up, so we decided to quantify some of that. Among almost 30 of the top restaurant chains in the U.S., there was a difference of 56 percentage points between the best and worst performers. While the best performer was up more than 21% in same-store sales, the worst performer was down almost 35%. This was a mass extinction event that wiped out more than 10% of the restaurants on the planet. There’s a sea of change happening in the restaurant industry and times of dramatic change can also create opportunities for tremendous upside (if you know where to look and have the wherewithal to build and execute on a bold and decisive strategy).
Understanding the Ecosystem: Restaurant Suppliers and Equipment: Cooking Equipment and Storage & Handling are the largest categories for foodservice equipment globally, commanding more than half of the market share. About a third of those sales happen in North America. In this industry, most incumbents are very comfortable and set up on their ways. The global foodservice equipment category is ripe for disruption, but it is up to the supply side to demonstrate the virtues of the product and attract demand. There are gaps existing in the offerings of domestic commercial foodservice equipment providers, white spaces, and areas of opportunity.
Understanding the Ecosystem: Restaurant Suppliers and Equipment: Cooking Equipment and Storage & Handling are the largest categories for foodservice equipment globally, commanding more than half of the market share. About a third of those sales happen in North America. In this industry, most incumbents are very comfortable and set up on their ways. The global foodservice equipment category is ripe for disruption, but it is up to the supply side to demonstrate the virtues of the product and attract demand. There are gaps existing in the offerings of domestic commercial foodservice equipment providers, white spaces, and areas of opportunity.
pizza industry statistics
Restaurant research shows the pizza restaurant industry accounts for about $160B in annual sales around the world, and it’s one of the few categories in which Western Europe is larger than North America. Smaller markets, however, don’t necessarily mean smaller opportunities. Emerging markets are showing a consistent pattern of growth in this category.
restaurant statistics by category
Our research concluded that among the largest 200 restaurant chains in the U.S., LSR burger, Coffee, and Chicken grew double digits between 2015-2020. The long term trend has been the opposite for full-service (mostly casual dining), a category that shrank 19%. As segments gets more crowded, it’s time for brands to refresh and revitalize, restore relevance and reverence.
Restaurant Tech stack
Very few foodservice companies in the world have gotten their tech stack right (even the largest/best, because of their hinderances with outdated legacy systems — they have a hard time migrating from). Domino’s is one of the most clear-cut examples of doing it right. Restaurant research show that the opportunities with foodservice technology are truly remarkable right now: for operators that adopt, inventors that create, and investors that help enable the two of them getting together. This table shows just a taste of what we believe can and should be available to leading foodservice chains.
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Global Restaurant Industry Experts

We are focused exclusively on the global foodservice and hospitality industry. You can think of us as a research company, think tank, innovation lab, management consultancy, or strategy firm. Our clients count on us to deliver on our promises of meaningful value, actionable insights, and tangible results. 

Who We Are

Founded and led by third-generation restaurateur, Aaron Allen, our team is comprised of experts with backgrounds in operations, marketing, finance, and business functions essential in a multi-unit operating environment.

How We Help

We bring practical, relevant experience ranging from the dish room to the boardroom and apply a holistic, integrated approach to strategic issues related to growth and expansion, performance optimization, and enterprise value enhancement.

Who We Serve

Working primarily with multi-brand, multinational organizations, our firm has helped clients on 6 continents, in 100 countries, collectively posting more than $200b in revenue, across 2,000+ engagements. 

What We Do

We help executive teams bridge the gap between what’s happening inside and outside the business so they can find, size, and seize the greatest opportunities for their organizations.

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