Finding new growth within existing operations

Labour shortages, rising costs and increasing consumer expectations are driving the need for optimised and efficient operations. Margins remain under pressure across much of the away from home market, while consumers still expect fast service, convenience and consistency. This highlights the challenge of balancing efficiency without sacrificing consumer needs.

Intelligent operations is one of the three defining themes shaping the future of the away from home market. Over the next decade, operators will increasingly rely on data, automation and connected systems to improve productivity, unlock efficiencies and make better decisions.

From automating repetitive tasks and reducing waste to creating more connected operations, operators are using technology to solve some of the industry's biggest challenges while continuing to deliver great customer experiences.

Our latest report explores global innovation in the away from home market and demonstrates how the drive for more intelligent operations is a global theme, with operators across the world already making better use of existing assets and reducing waste to create more connected operations.

Using existing assets more intelligently

Not all innovations to improve efficiency require investment in new technology. First, operators should assess whether they can get more value from the assets they already have.

Domino’s India’s Café Domino’s pilot concept tested whether its sites could also become destinations for coffee and informal meetings. By introducing a coffee proposition to its existing estate, Domino’s aims to serve consumers at different times of day and unlock additional revenue from existing sites.

As operators face ongoing margin pressure, there is growing focus on using current assets in new ways and stretching their value, rather than relying solely on expansion. There is an opportunity for operators to think differently about the role their sites and propositions can play throughout the day.

Using data more intelligently

While experience, instinct and historical patterns remain important to operational decision-making in hospitality, the growing volumes of real-time information that operators now have can reveal inefficiencies and new opportunities.

One area where this is having a significant impact is food waste. Hilton’s partnership with Winnow demonstrates how data can be a powerful operational asset. By monitoring and analysing food waste and overlaying seasonal patterns, Hilton’s 2025 Green Ramadan initiative achieved a 26% reduction in food waste during Ramadan compared to previous years.

The benefits extend beyond sustainability: reducing waste helps lower costs, improve profitability and create greater efficiency throughout all back-of-house operations. Data allows operators to move from reactive decision-making to predictive and proactive decision-making.

Using operations more intelligently

The next stage of operational intelligence goes beyond individual systems or technologies and is about connecting them to create a more agile and responsive operating model.

Operators are moving away from separate systems for ordering, payments and inventory. As these systems become integrated, opportunities emerge to improve efficiency across the entire operation.

Aramark’s micro-market concept illustrates this shift. The unattended retail solution provides a 24/7 solution for staff at Barren County Detention Center in Kentucky. The range is managed using a flexible, data-led approach, with products regularly reviewed and adjusted based on purchasing behaviour and employee feedback. This helps ensure the offer remains relevant to staff needs while creating a more convenient and accessible foodservice solution for a workforce operating around the clock.

The future of away from home will not be defined by a single technological innovation, but competitive advantage will come from how effectively operators combine their assets, data and systems to run more efficiently.

Implications for operators

Use existing assets to unlock new occasions. Growth does not always require new sites or major capital investment. Look at how existing assets can be used to create new occasions, dayparts and revenue streams.

Use technology to improve efficiency and customer experience. Automation is being used to reduce queues, extend trading hours, improve personalisation and cut waste. Technology should remove friction while allowing staff to focus on higher-value customer interactions.

Prioritise operational simplicity when innovating. New propositions should be easy to execute, scalable and capable of fitting within existing operating models, leveraging existing infrastructure rather than creating operational complexity.

Implications for suppliers

Help operators unlock more value from existing estates. Develop products, formats and solutions that allow operators to create new occasions without major operational changes or investment.

Provide data-led category insight. Operators need evidence of where growth opportunities exist. Suppliers that bring customer, category and occasion insights will become more valuable strategic partners.

Design for operational efficiency. Products that reduce labour requirements, simplify execution, minimise waste or improve asset utilisation will become attractive as operators seek growth without significantly increasing costs.