May 21, 2025, Foodservice Summit in Milan: a useful opportunity to observe the evolution of Food Retail. A meeting dense with insights, during which central themes for the sector were addressed: from new catering formulas to human resources management, from inclusion to innovation, passing through the most current trends such as fast casual or on-the-go catering.
Food Retail players recounted how today the size of recruitment processes (e.g., key players with more than 5,000 people placed each year) make the concepts of community and effective, authentic communication through social channels increasingly central. One example? The use of Brand ambassadors who, in the first person, share their experience within the company.
When talking about Food Retail, it is inevitable to refer to the franchising model: a nationwide (and international) network, in which each restaurant represents a separate nucleus-as Delia Ciccarelli, Corporate Relations Director of McDonald's, pointed out-but which, at the same time, must maintain a direct and shared line of listening and values.
According to Gabriele Belsito, Eataly's Chief HR Officer, the expectations that a company must meet today can be summarized in three key points:
Proper brand positioning, able to expand effectively on a national and international scale, comes first and foremost from a deep knowledge of the product and the study of the territory in which one intends to operate. A topic, this, explored in depth in a panel dedicated to the internationalization of Italian formats.
The question to ask yourself before entering a new market is as simple as it is fundamental: is this the right product for that specific geographic area? Knowing the area also means choosing the right ingredients that are familiar to the local customer. An effective example was the one brought by the CEO of La Piadineria: for the landing in France-with the first openings in Paris and Nice-it was necessary to adapt the gastronomic offerings, starting with the search for alternatives to typical Italian ingredients that are little known in the French market.
Hence the need to adequately train staff, particularly in the opening stages of new stores, not only with respect to the distinctive characteristics of the product but also on the storytelling elements (tradition or innovation in food, regional or ethnic connotation of recipes, consumption contexts...) that each staff member can propose to the customer in the in-store interaction.
In an increasingly rich and diverse culinary landscape, the key question is: how to remain competitive?
Especially today, in a context where consumers tend to cut down on meals out, the challenge is to offer something that goes beyond: to build a unique Customer Experience consistent with Brand values, identity and quality.
Key actions in this direction include:
The product, in this context, is not just the dish served, but an integral part of a continuous interaction: from the moment of reservation to the reception at the checkout, from order taking to payment. An experience that must be engaging and actively orchestrated, at every stage.
The common thread that emerged during the event is clear: the consumer is at the center of everything. The formats are many and varied-from franchises to monobrand projects, flagships in airports with the latest trend to create direct collaborations with star chefs-but the goal remains the same: to transform the customer into a guest, offering a memorable and distinctive experience.
Perspective has always supported companies in creating and redefining the customer experience with a structured approach that combinesdirect observation in the field, team coaching, operationalde-briefing , and constant discussion with department managers.
Our consultancy vision, matured in the fashion industry and then interpreted in food retail, allows us to work alongside teams during the different moments of the day in store, observing behaviors, communication flows and real interactions with the customer to identify strengths and areas for improvement. We integrate existing service models, internal and external feedback (such as that of mystery clients and comment cards) and translate this into growth paths geared toward a standard of welcome and service consistent with the Brand's identity and ambitions.
Business development and team training are processes that need to be managed in as integrated a way as possible, with work together that is strategic and meticulous, taking care of the details of service-from good morning to goodbye-but with the ultimate goal of generating an overall experience that the customer lives, feels and remembers positively.
The Summit was a space for discussion and inspiration, reinforcing the realization that today's retail customer is not just looking for food: they want to feel welcomed, listened to and involved. And this is the real challenge - managerial and educational - of contemporary food retail.
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