< Previous30 / CATERERMIDDLEEAST.COM / MARCH 2025 Gen Z dining Ejaria concurs with Kisani: “I don’t just look at their curated feed – I go straight to tagged photos and TikTok. That’s where you see the real experience, not just what the brand wants to show you.” By the same token, one viral post can catapult a restaurant into success overnight, and a bad review can be just as powerful in the opposite direction. “A bad TikTok review can harm a restaurant, but a good one can have a line out of the door within 24 hours,” adds Ejaria. Luxury that is worth the price While the generation can be budget-conscious, they are also selective about where they spend. According to Investopedia, Gen Z consumers actually spend less per year on dining out than millennials (US$2,483 vs. US$3,455), yet they dine out more frequently – suggesting that while they watch their wallets, they’re willing to invest in the right experience. “I always check the menu and pricing before visiting a restaurant – I want to ensure the experience off ers good value for what I’m paying,” says Larina. “That said, if there’s a restaurant I’ve been dreaming of trying, especially one with a unique concept or a renowned chef, I’m willing to splurge for that once-in-a- lifetime experience.” High-end restaurants are responding by introducing more fl exible pricing models, immersive tasting menus, and set experiences that make fi ne dining feel more accessible to the younger generation of diners. “For Gen Z, value is key, but that doesn’t mean we don’t appreciate prestige – it’s that we look for more than just status,” says Kisani. “I’m all about investing in an experience that feels meaningful and memorable.” She believes that fi ne dining will always have its place, but it needs to evolve. “We love the occasional high- end experience, but we also value the fl exibility of having options that don’t feel overly formal.” Mankani agrees: “High-end restaurants are responding by introducing more flexible pricing models, immersive tasting menus, and set experiences that make fi ne dining feel more accessible.” ahlan’s editor disagrees with the perception that Gen Z is only after “cheap and cheerful places”. “If a restaurant has the right vibe, Gen Z is just as willing as any other age group to pay whatever the price may be,” Ejaria notes. “We see consistently high engagement on posts about places often deemed out of budget for a younger demographic. “I don’t just look at a venue’s social feed, I look at what people are tagging for the real, unflitered experience” and interactive menu presentations, the best- performing restaurants in Dubai understand that visual appeal is a non-negotiable part of the dining experience. “Social media has a huge impact on a venue’s success,” says Kisani. “Instagram is the fi rst place I check when deciding where to go. I don’t just look at the restaurant’s feed – I pay attention to what people are tagging because that’s where you get the real, unfi ltered truth about the experience.” According to Hashim K Mankani, cluster digital marketing & e-commerce at Banyan Tree Dubai & Delano Dubai, this trend has completely reshaped restaurant marketing. “Gen Z diners are constantly connected and rely heavily on digital platforms to discover and evaluate dining options. While word-of-mouth remains valuable, online reviews of food quality, service, and ambience carry even greater weight, as they off er transparency through user-generated content.” This TikTok-fi rst culture also means that a restaurant’s brand perception is shaped by guests as much as by its marketing team. “I always check a brand’s Instagram before visiting,” says Joy Ejaria, editor of pop-culture media brand ahlan. Ayushi Kisani CAT_2103_26-33_GEN Z_13543723.indd 30CAT_2103_26-33_GEN Z_13543723.indd 3028/02/2025 18:5628/02/2025 18:56Gen Z feature MARCH 2025 / CATERERMIDDLEEAST.COM / 31 Rose Bar at Delano Dubai Photography by Natalee Cocks CAT_2103_26-33_GEN Z_13543723.indd 31CAT_2103_26-33_GEN Z_13543723.indd 3128/02/2025 15:2828/02/2025 15:28Gen Z feature 32 / CATERERMIDDLEEAST.COM / MARCH 2025 Salvaje's experience-driven dishes CAT_2103_26-33_GEN Z_13543723.indd 32CAT_2103_26-33_GEN Z_13543723.indd 3228/02/2025 16:0328/02/2025 16:03MARCH 2025 / CATERERMIDDLEEAST.COM / 33 Gen Z dining “For some of these consumers, the level of hype and social noise around a restaurant adds value to the entire experience, and helps justify the spend. That social prestige alone is worth paying extra for, even if the reality doesn’t quite hit.” Keep up or fall behind Gen Z industry execs see the rise of premium fast- casual dining as an expansion rather than a disruption. “While premium fast-casual dining is growing because of its convenience, I see it as a complementary shift rather than a competitor,” says Larina. Ejaria agrees: “While there has been a major shift due to the rise of premium casual dining spots, I don’t see this as a challenge for fi ne dining. The Gen Z consumer still visits fi ne dining restaurants on special occasions, and there are many of them – birthdays, date nights, graduations, new jobs, the list is endless.” More than that, social media can turn a high-end meal into a must-have experience, regardless of price. “If a Gen Z diner comes across a restaurant going viral on TikTok, they’re likely to visit imminently, regardless of whether it’s fi ne dining or not,” says Ejaria. “Beau’s recent take on the viral caviar chicken nuggets highlights how fast the food industry needs to be to capture Gen Z’s attention. Despite the price of the meal, people fl ock daily to order because it provides an experience.” A study by restaurant tech platform Toast shows that 26 percent of Gen Z prioritises authentic, high-quality menu items over aff ordability—a stark contrast to 61 percent of Boomers who prioritise price first. “We appreciate experiences that feel real and true to the concept, whether it’s local fl avours or a genuine atmosphere,” adds Kisani. “Restaurants such as Kinoya, Kokoro, Honecomb Hi-Fi and 3Fils, which connect with Gen Z offer something that feels unique and honest, creating a deeper connection with the experience.” Fine dining restaurants that make dining an experience will see greater growth than those that don’t, Ejaria notes. “The ability to quickly jump on food trends helps drive massive foot traffic,” she says. “Rather than competing with premium casual spots like this, fi ne dining venues should evolve to meet the new era of experience- driven, digitally infl uenced dining. The challenge for restaurants is clear: maintain exclusivity without alienation, merge high-end dining with accessibility, and remain aspirational while staying relevant. Alessio Cofone One of Dubai's first viral foods CAT_2103_26-33_GEN Z_13543723.indd 33CAT_2103_26-33_GEN Z_13543723.indd 3328/02/2025 18:5628/02/2025 18:56XXXXXX 34 / CATERERMIDDLEEAST.COM / MARCH 2025 Veteran F&B operator Gregory Black uses a classic approach to grow international franchises successfully in Saudi Arabia The art of franchising CAT_2103_34-37_INTERVIEW_GREG BLACK_13523467.indd 34CAT_2103_34-37_INTERVIEW_GREG BLACK_13523467.indd 3428/02/2025 15:1428/02/2025 15:14MARCH 2025 / CATERERMIDDLEEAST.COM / 35 Franchising Gregory Black, CEO of BBG Developments, has over 40 years of experience in the F&B industry. Originally from Texas, he began his culinary journey at the age of eight and later trained under chef Rudi Lechner at his trailblaz- ing eponymous German restaurant in Houston, Texas. Since his arrival in Riyadh in 1995, Black has developed international brands such as Fuddruckers and Starbucks across Saudi. His expertise spans operational excellence, team development and market trendsetting, with a focus on lean operations and fi nancial performance. Decades of industry insight Black shares: “The F&B industry in Saudi Arabia has undergone transformative changes since 1995. When I fi rst arrived, there wasn’t an established F&B landscape. Early entrants like KFC in 1972, Baskin Robbins in 1979, and McDonald’s in 1993 paved the way for international brands, primarily from the USA, to enter the Middle East market. “We had to fi gure out everything – from fran- chise operations and ministry approvals to sourc- ing suppliers and building teams.” Over the years, the Saudi F&B market has grown signifi cantly, driven by increased demand for diverse dining options and the Kingdom’s Vision 2030, which prioritises tourism and lifestyle development. This transformation has expanded the market from quick-service restaurants (QSR) to fi ne dining and innovative culinary concepts, refl ecting the region’s evolving sophistication. Black recalls the early challenges of building teams in a market lacking experienced profes- sionals, requiring him to invest heavily in train- ing across HR, marketing and legal functions. While the industry has advanced, he notes that many managers still lack the strategic skills needed to drive long-term success. Drawing on decades of experience in the GCC, Black has developed a strategic approach to franchise management, emphasising the importance of aligning with local consumer behaviours, preferences and spending habits. He stresses that value, operational excellence and an under- standing of consumer demands are critical for long-term sustainability. As the Saudi market continues to evolve, Black remains focused on balancing strategic goals of international brands with local expectations, ensuring authenticity and market relevance. Building market knowledge and trust Over the years in the Kingdom, Black earned the reputation as the ‘Godfather of Saudi’s F&B’, due to his decades of research and engagement. He recalls: “When I fi rst arrived in the Middle East, I knew very little about the market, apart from its oil-driven econ- omy. Without modern tools like Google, I had to pound the pavement with extensive networking; speaking with business leaders, embassy employees and residents to understand how to operate eff ectively.” He conducted his market research and consulted marketing fi rms to gain insights. Refl ecting on the process, he notes: “We had a good idea of the opportunities ahead, but there were no guarantees of success.” Black’s deep understanding of Saudi consumer preferences has been shaped by decades of observation and adaptation. “In the early days, the market primarily consisted of Lebanese restaurants, as dining out was largely frowned upon unless it was at a fancy hotel,” he explains. Recognising that locals travelled and developed preferences for international cuisines, Black and his team quickly identifi ed which off erings resonated with the market. He shares: “I’ve always known that locals trust international brands, especially those from the USA. This trust stems from many Saudis travelling to the United States and experiencing its diverse restaurant brands fi rst-hand. “I have always known that the Saudi market is the most diffi cult because locals demand great food and service with value. Any concept failing to deliver on value won’t last.” Black has successfully introduced and managed several international brands in the Saudi market, including Fuddruckers (1995), Chili’s (2000s) and Outback Steakhouse (2010), demonstrating his ability to navigate challenges such as sourcing ingredients, marketing, training and recruitment. Adapting concepts to local tastes Black’s strategy for meeting Saudi diners’ expec- tations prioritises maintaining the authenticity of international brands while deeply understand- ing local preferences. “Back in the day, to cope with business chal- lenges and boost sales, restaurateurs often resorted to adding hummus and khabsa to their menus, regard- less of the cuisine they served. “With international brands, localisation is usually not allowed, but even when it is, I never localised the brands I developed because the people wanted the original experience and menu.” Refl ecting on his experience with GCC-based restaurants, Black notes that attempts to integrate local cuisines into the market often fell short. This reaffi rmed his belief that custom- ers are drawn to the authenticity and distinctive appeal of inter- national brands, making it crucial to focus on delivering the original concept rather than diluting it with localised elements. Black notes that it’s not about altering international menus but about tailoring the dining experience to resonate with local expectations. By prioritising customer preferences and main- taining the authenticity of international brands, he ensures that concepts remain relevant and appealing in a challenging and discerning market. He shares: “I discovered that Saudi women generally didn’t prefer beef, and while we already off ered chicken dishes, I also considered adding lamb. However, since lamb and chicken are common in local homes, I decided to introduce more seafood options, which turned out to be exactly what they wanted.” “Any concept failing to deliver on value won’t last” CAT_2103_34-37_INTERVIEW_GREG BLACK_13523467.indd 35CAT_2103_34-37_INTERVIEW_GREG BLACK_13523467.indd 3528/02/2025 15:1428/02/2025 15:1436 / CATERERMIDDLEEAST.COM / MARCH 2025 Franchising Price point strategy and value perception Pricing in Saudi Arabia’s diverse market requires a balance between consumer aff ordability and profi tability. Black empha- sises: “Saudi Arabia is one of the most challenging markets, where value must be an integral part of the experience. “Many young industry professionals today, especially those from Europe, struggle with pricing menu items correctly. Instead of studying local consumer behaviour, they often base their prices on other overpriced menus, which leads to poor pricing decisions.” Black’s approach begins with a thorough cost analysis of menu items but avoids the common practice of setting prices based solely on a fi xed food cost percentage. He determines a price based on what he knows the local consumer will spend. This ensures that pricing aligns with local discretionary income levels, such as what a family of four is willing to spend on a meal. Black also incorporates ‘loss lead- ers’ into his pricing strategy — menu items priced with minimal profi t margins to provide the value options customers seek. “Understanding the importance of fi lling every seat is critical. The most expensive thing in a restaurant is an empty seat. If there’s no one in that seat, I’m not making money.” Over the years, economic fluctuations have played a significant role in shaping pricing strategies, though Black prioritises factors within his control. He explains: “Economic conditions, both positive and negative, have always been impactful. More recently, it’s been more negative. But, I never worry about what I can’t change. Instead, I focus on delivering value and an exceptional experience to his customers, ensuring loyalty even during challenging times.” Study groups and data-driven decisions Black’s approach to franchise planning prioritises understanding local preferences through focused study groups, a corner- stone of his strategy. “My only concern is what the locals are thinking,” he states, explaining that his research targets Saudi consumers exclusively. These study groups involve detailed demographic analysis, in-depth interviews and discussions about factors infl uencing consumer behaviour, including price sensi- tivity and the perceived value of off erings. Salaries and disposable income levels are a key focus, ensuring that pricing strate- gies align with the fi nancial realities of the target audience. By exploring how income levels infl uence dining preferences, Black gains insights into creating menus and promotions that appeal to a broad spectrum of customers. This approach allows him and his team to adapt franchise operations to meet local needs while avoiding pricing mismatches that could alienate key customer segments. “As I always say, the locals are the main dish and expats are the gravy,” he adds, emphasising the importance of catering to the primary audience. While observing market trends, Black is cautious about their infl uence, stating that most of the time, what’s trending is not a trend but a fad, which will eventually fade out. Instead, his focus is on sustainability, ensuring that menu development and operational strategies align with long-term relevance rather than fl eeting popularity. Black remains sceptical about digital feedback channels like social media and delivery app reviews. He doesn’t believe social media works when it comes to trackable ROI. Instead, his focus is on operational excellence, which he views as the foundation of success. “The best marketing is by word-of-mouth,” he adds, referring to this approach as “inside the four walls marketing”. Sustaining growth Highlighting critical mistakes made by busi- nesses entering the Saudi market, particularly by newcomers, Black points out a frequent disconnect between investing in aesthetics and ensuring operational success. “A common error is prioritising design over substance,” he explains. “Many businesses “I always say that locals are the main dish and expats are the gravy” CAT_2103_34-37_INTERVIEW_GREG BLACK_13523467.indd 36CAT_2103_34-37_INTERVIEW_GREG BLACK_13523467.indd 3628/02/2025 15:1428/02/2025 15:14MARCH 2025 / CATERERMIDDLEEAST.COM / 37 Franchising spend millions creating beautifully designed spaces but then cut corners on the things that truly matter, such as consistent food quality, staff training and eff ective management.” This imbalance, Black argues, often leads to poor customer experiences and operational ineffi ciencies, which can ulti- mately jeopardise the long-term success of the business. He emphasises the importance of striking a balance between creating an appealing environment and delivering consistent quality and service, as this is what builds customer loyalty and ensures sustainability. When offering consultancy services, Black tailors his approach to meet the diners’ needs, ensuring that both fran- chisors and franchisees receive clear and actionable advice for mutual success. A signifi cant part of his focus is on strength- ening operational frameworks, particularly for established businesses looking to scale – an area he fi nds often overlooked. “Operational excellence is key,” Black states, emphasising that the success of any restaurant – regardless of its concept, brand, or cuisine – depends on execution. “If you don’t execute, it will fail. Restaurants need to prioritise building well-trained teams capable of delivering consistent results.” To address gaps in operational knowledge, Black provides targeted support to help businesses eff ectively grow addi- tional locations or brands. Discussing his high standards for operational frameworks, Black highlights the importance of exceeding expectations. “International franchisors already demand high standards and hold us accountable. However, these standards don’t meet my own, as I focus on operational excellence,” he explains. His approach ensures that operations not only comply with franchisor requirements but also go beyond to deliver consistent quality and customer satisfaction. By prioritising strong operational foundations, Black ensures that businesses are equipped to scale sustainably, maintain consistency and succeed in the competitive restaurant industry. Consumer trends and the future of F&B Refl ecting on Saudi Arabia’s F&B sector, Black observes that the fundamentals of the market have remained consistent over time. “The market has always been about providing a great experience at a good value,” he explains. Black anticipates an increase in local brands entering the market, although he notes that not all will achieve long-term success. “We’ll see more local brands opening and closing,” Black adds, “but the ones that succeed will be those that deliver good food, good service and value.” He predicts that price sensitivity will play a crucial role in shaping the industry in the coming years, as consumers continue to prioritise value alongside quality and service. While regulatory changes and market openness have made franchise development simpler, rising costs pose signifi cant challenges. “It’s getting easier, but costs are impacting the bottom line. If you know how to manage the top line, the bottom line falls into place,” Black explains, highlighting the importance of fi nancial management in sustaining profi tability. Despite increasing acceptance in the local market, he predicts that alcohol will remain restricted for a longer while. Black emphasises the importance of maintaining a customer feedback loop, which he facilitates through direct marketing to drive continuous improvement and innovation. Regarding negative feedback, he states: “I have had very little negative customer feedback in my career, but we do welcome it because I can’t fi x the problem unless I know about it. My policy is that guests don’t pay for our mistakes. Period.” As the Saudi F&B market grows, Black stresses the critical importance of seeking experienced guidance when entering the market. “The most crucial investment is hiring a knowledgea- ble consultant,” he advises, regardless of whether the concept is local or international. According to Black, this expertise can be the defi ning factor in navigating the complexities of the market and achieving success. CAT_2103_34-37_INTERVIEW_GREG BLACK_13523467.indd 37CAT_2103_34-37_INTERVIEW_GREG BLACK_13523467.indd 3728/02/2025 15:1428/02/2025 15:1438 / CATERERMIDDLEEAST.COM / MARCH 2025 20 questions Chris Blake The Sexy Fish executive chef reveals the fl avours, cities, and mentors that have shaped his career Quick-fire questions with… CAT_2103_38-39_20 QUESTIONS_13522823.indd 38CAT_2103_38-39_20 QUESTIONS_13522823.indd 3828/02/2025 15:1528/02/2025 15:15MARCH 2025 / CATERERMIDDLEEAST.COM / 39 20 questions Chris Blake is the executive chef at Sexy Fish Dubai, bringing over a decade of global culinary expertise to the new restaurant. Before his current role, he served as culinary director at Fairmont Tazi Palace Tangier, overseeing all food and beverage operations, and as executive chef during its pre-opening phase. He’s also worked at Zuma in both Dubai and Phuket. We fi nd out more about him below. What sparked your journey toward becoming a chef? Cliché as it sounds, I always wanted to be a chef. Growing up surrounded by the aroma and bustle of my mum’s café, food naturally became a central part of my life. It felt like destiny from the very beginning. Do you remember the fi rst dish you ever made? While I can’t recall the very fi rst dish I ever made, one of the most memorable dishes in my repertoire is my red yuzu kosho glazed octopus with coriander emulsion and fresh lime. It’s a creation I’ve been making for years, and it never fails to bring joy. What do you fi nd most challenging about being a chef? Rather than challenges, I’d say the excitement lies in how every day is diff erent. The fast pace of the kitchen requires constant decision-making and the ability to adapt on the go. It keeps things dynamic and invigorating. What’s the most unusual thing you’ve ever cooked or eaten? This might be a bit sensitive, but I once tried whale while I was in Iceland. It was an experience that broadened my palate. What’s one cooking gadget you can’t live without? The Thermomix, hands down. It’s a modern- age blender that’s incredibly versatile and a true game-changer in the kitchen. Do you have a favourite ingredient? For me, it’s always about what’s beautiful, fresh, and in season. I love exploring markets around the world and discovering incredible local produce. It’s the fi rst thing I do when I visit a new city – it inspires my cooking immensely. What’s the most unconventional ingredient you’ve used? Once, a friend who worked at a zoo gifted me an ostrich egg. Cracking it open was a challenge in itself, but cooking with it was a unique and enjoyable adventure. If you had to pick one cuisine to enjoy for the rest of your life, what would it be and why? Chinese cuisine, without a doubt. It’s my ultimate comfort food. Growing up in a predominantly Chinese area of Sydney, I fell in love with the diversity of fl avours and the regional variations – it’s endlessly fascinating and satisfying. Do you have a guilty pleasure food? Potato chips are my kryptonite... I can never say no to a bag. Have you ever stumbled upon a surprisingly strange but delicious food combination? I thrive on experimenting with unusual combinations. Some of my favourites are white chocolate with wasabi and peanut butter with dill pickles. I believe in trying everything at least once. Which is the ultimate destination for food lovers? Sydney will always have my heart. With its world-class ingredients, incredible seafood markets, and diverse cuisines, it’s a culinary paradise. Madrid is a close second for me. If you had to create a dish that captures your personality, what would it be? It would depend on the mood of the day. Right now, I’d say something bold and spicy to match my energy. Which three famous guests, dead or alive, who would you invite to a dinner party? I’d invite Johnny Cash, Anthony Bourdain, and David Attenborough. With great music, food stories, and conversations about life and the world, it would be an unforgettable evening. What’s your go-to signature dish when cooking for family and friends? I keep it simple yet indulgent, often focusing on seafood, which is my true passion. My wife would probably say my lobster roll with caviar is a crowd-pleaser. Which chef has had the most profound impact on your career? My fi rst chef, Mike, stands out. His patience and guidance during my apprenticeship taught me the value of hard work, respect for ingredients, and – most importantly – the joy and pride in what we do. Have you ever had a dream – or a nightmare – about food or the kitchen? There have been moments when the stress of service creeps into my dreams, but they always serve as a reminder of how much I care about my craft. Is there an ingredient or fl avour you absolutely cannot stand? Kidneys. The smell, fl avour and texture are just not for me. Do you have a secret talent outside of cooking? I’m surprisingly good at getting on people’s nerves. What’s your happy place when you’re not in the kitchen? Spending time with my family – my son, wife, dogs, and cat – brings me so much joy. I also love being in nature, whether it’s going for a walk or just soaking in the outdoors. What advice would you give yourself on your fi rst day in the job? I’d remind myself that we’re not saving lives or launching rockets – we’re cooking and serving food. It’s important to respect the products, enjoy the process, and always keep a smile on your face. “We’re not saving lives or launching rockets, we’re cooking and serving food” CAT_2103_38-39_20 QUESTIONS_13522823.indd 39CAT_2103_38-39_20 QUESTIONS_13522823.indd 3928/02/2025 15:1528/02/2025 15:15Next >