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Daily news and analysis about the food tech revolution

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Virtual Restaurant Company Curb Raises €20M

Stockholm, Sweden-based ghost kitchen startup Curb announced this week it has raised a €20 million (~$24.4 million USD) round led by Point72 Ventures (h/t tech.eu). EQT, an existing investor, also participated in the round. Curb has now raised €23.2 million to date.

Curb is only a little over one year old, having been founded in May 2020 by ex-Delivery Hero employees Carl Tengberg and Felipe Gutierrez. The company raised an initial €3.2 million in December of last year, which went towards helping the company expand its delivery-only restaurant brands’ presence.

Curb operates what’s essentially a virtual food court, with many of the items meant to evoke street food. It’s collection of delivery-only restaurants include a Mexican-American concept, a burger restaurant, salads and bowls, and chicken wings, among other offerings. All concepts, menus, food preparation, design, and other branding elements are created in-house. Curb also operates its own tech stack. While specific details are not widely available publicly, the company has said it prioritizes data tracking and analysis to improve operations across its supply change as well as monitor customer demands and alter menu items accordingly. 

The company’s operation currently serves customers in Stockholm and Copenhagen, Denmark. Customers of Curb can order via a number of third-party delivery services that differ based on availability in a given location. Orders are prepped and fulfilled in ghost kitchen locations.

Taster, headquartered in London, U.K., is probably Curb’s nearest competitor in terms of what it offers. Like Curb, Taster has its own portfolio of virtual restaurants. Order prep and fulfillment is done in house, and items are available via third-party delivery platforms. The company raised $37 million at the beginning of May. In the U.S., a company called C3 offers a similar model to both Curb and Taster, with restaurant tech company Lunchbox powering the back-end technical capabilities of its virtual food hall.

Curb, meanwhile, says it will use its new funds to further develop its tech stack and grow its overall operations. 

Anatomy of a Digital Restaurant

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When Taster, a virtual restaurant company headquartered in London, announced its $37 million fundraise last week, co-founder and CEO Anton Soulier made clear that his company is trying to “redefine what it means to be a restaurant group in the 21st century.”

The company, founded in 2017, started out cooking food for its virtual restaurant brands from its own dedicated kitchen spaces then selling items via third-party delivery platforms like Uber Eats. Previously, Soulier was an early team member at Deliveroo, so he knows a thing or two about doing a delivery business — most importantly, how delivery has to continue to evolve.

Along those lines, Taster is taking a slightly different approach to the virtual restaurant nowadays. Instead of making the food itself, Taster licenses its five brands out to existing restaurants. The setup brings benefits to both sides. Restaurants can to make extra revenue by selling more delivery orders to not just their existing customers but fans of the virtual brands. Taster gets to expand faster, since it’s no longer having to handle every single order itself or build out kitchen infrastructure. As of last check, the company, which also has teams in Paris and Madrid, has more than 60 restaurant sites in nine cities acorss the UK, France, and Spain. The new funding, a series B round led by Octopus Ventures, will ensure further expansion for Taster’s brands.

In many ways, Taster could be seen as something of a blueprint for the digital-age restaurant chain, because it gathers a few different concepts that are popular into a single platform:

Underutilized Kitchen Space

Taster’s current model is built on helping restaurants put underutilized kitchen space to work. Businesses with extra kitchen space can license one or more of Taster’s restaurant brands and run it out of their own properties. It’s a way of offering a delivery brand without incurring the expense of a long lease with a traditional commissary space, which is too expensive for many restaurants. 

This “license a virtual restaurant” approach has become more commonplace over the last several months. Chicago-based Wow Bao started licensing a delivery-only version of its menu to other restaurants in 2020. Ordermark created an entire sister business around connecting restaurants with underutilized space to virtual brands. Restaurant company C3 has taken the concept beyond restaurants and is licensing its virtual food brands to hotels and luxury apartment properties.

Menus Designed for Delivery

From its inception, Taster has billed itself as a digital food court, serving up street food reimagined for delivery. In other words, the food is supposed to travel well. The company also involved Michelin-star chefs in the design of all its restaurant brands’ menus. 

In theory, at least, that ensures a certain level of quality stays intact throughout the entire journey the food takes from the kitchen to the customer. Even before the pandemic turned most of the restaurant biz into one giant takeout operation, issues with food quality were a major problem for delivery. This is another reason restaurants are now creating or licensing virtual brands instead of trying to repurpose their existing menus for to-go boxes. Under this arrangement, dining room food gets to stay where it belongs, in the dining room, and delivery orders are comprised of food that was built for travel.

Versatile Tech

Good food is the single most important part of any virtual restaurant. Arguably, the runner up is technology. It’s not enough anymore for a system to be simply be able to process digital orders and payments. Because of the growing order volume, delivery tech also needs to integrate with the back of house operations, track inventory and drivers, communicate with customers and integrate with the restaurant’s main POS system. It also needs to be able to integrate with third-party delivery services a la Uber Eats or Deliveroo.

To run a virtual restaurant out of their own kitchens, restaurants could cobble together various third-party solutions to get the above features under one roof. Or they could attempt to build an in-house system from the ground up. Both approaches have their drawbacks, from time and money to compatibility issues between different pieces of software. 

It’s another reason licensing a brand from a company like Taster or C3 or NextBite seems more practical at this point. Taster’s system, for example, can process orders and payments, help manage the kitchen, and track quality control, among other things. Users can also choose whether they want to order Taster brands via third-party delivery apps or Taster’s in-house app. Restaurants licensing Taster’s brands need not actually concern themselves with any of these logistical puzzles — the company handles all of the technology itself. C3’s tech is very similar, and there will doubtless be plenty of other such systems emerging in the near future.   

There’s little chance this “license a virtual restaurant” model will go out of vogue once lockdown restrictions ease and more cities around the world reopen their economies. Off-premises meal formats like delivery are at this point a normal part of doing business for restaurants. And as Taster’s recent fundraise suggests, interest in the evolution of the virtual restaurant is higher than ever.

Landry’s a restaurant group that owns Morton’s The Steakhouse and Bubba Gump’s Shrimp, said in a recent interview that most of the company’s restaurant brands will start accepting bitcoin as payment in the coming months. CEO Tilman Fertitta cited “the next 90 days” as a timeframe.

Starbucks is using its AI technology, Deep Brew, to further improve personalization for customers but also to track vaccination progress throughout the world, the company said on its recent earnings call.

Uber recently announced a new feature,  Pickup and Go, that lets rideshare users see nearby restaurants and order/pickup food while they are in transit.

3 Predictions for the Ghost Kitchen in 2020

In 2019, the idea of a restaurant kitchen with no dining room that would exist solely for the purpose of fulfilling off-premises orders was an intriguing but little-known concept. Fast forward 12 months, and ghost kitchens are now a major talking point in the discussion around how to meet customer demand for delivery and takeout orders. And it’s not just restaurants getting involved. Third-party delivery services like DoorDash have opened their own ghost kitchen facilities, companies like Kitchen United, who provide kitchen infrastructure to other brands, are expanding across the globe, and even non-restaurant food brands are capitalizing on the craze.

It’s still early days for the ghost kitchen concept, and as I noted with The Spoon’s most recent market map, this is a part of the restaurant industry that will change rapidly over the next year as it becomes more commonplace among both restaurants and consumers.

Here are a few things we expect to see happen in 2020.

Ghost kitchens will become the norm for large restaurant chains. 
Last year around this time, I wrote that “where the [ghost kitchen] concept could really shine in 2019 is by taking on delivery orders for existing businesses, so the brick-and-mortar locations of those restaurants don’t have to shoulder the entire burden.”

Without a shadow of a doubt, that began to happen in 2019. In 2020, it will become the norm. Many early adopters of the ghost kitchen concept in 2019 were national or international chain restaurants with the kind of reach and influence that will compel other establishments to take similar steps. Chick-fil-A already rents space from DoorDash’s ghost kitchen facility. Starbucks has teamed up with Alibaba’s Heme supermarkets in China to run ghost kitchens out of the latter’s stores. The coffee giant is also building out its own express stores that will function largely as ghost kitchens for delivery orders. Fat Brands is using its own kitchens to double as ghost kitchens for sister brands.

All of which is to say, many brands will create many iterations of the ghost kitchen concept in 2020. As we move though the next 12 months, which types of ghost kitchens (commissary, in-house, etc.) make the most sense for which brands will become clearer. 

Restaurant brands will compete with their kitchen providers.
Both large chains and virtual restaurant concepts will quite possibly find a new competitor in 2020: the folks renting out the kitchen space they use.

Much like grocery stores display their own brand of pasta on the shelves along side CPG brands (or, for a more web-friendly parallel, Amazon has its own Amazon Basics brand), ghost kitchen providers will start to use their facilities to house their own virtual restaurant concepts that compete with those of their tenants. 

This is already happening. Travis Kalanick’s CloudKitchens startup, which operates a network of ghost kitchen facilities, provides space for brands like Sweetgreen to fulfill off-premises orders. It also houses its own virtual brands like Excuse My French Toast and B*tch Don’t Grill My Cheese. 

Not all kitchen providers will take this route. For example, Kitchen United said recently it did not want to be a restaurant itself.

But for many kitchen providers, offering their own virtual restaurants allows them to own yet-another piece of the restaurant stack and therefore more revenue and the all-important customer data. And as more and more non-restaurant food brands, from diets to celebrity chefs, try out virtual concepts, launching a virtual restaurant will (in theory, at least) get simpler for these kitchen providers to do without incurring much additional overhead. No, B*tch Don’t Grill My Cheese won’t stand a chance against a big brand like Chick-fil-A if a customer is really craving those waffle fries, but in the future, the two entities won’t be working out of the same ghost kitchen facility anyway.

Which leads us to our next point.

Third-party delivery services will open more kitchens. Big brands will follow.
Remember above when I said we’ll see an explosion of big-name restaurant brands adopting the ghost kitchen model? At some point in the future, most of them will be doing it out of kitchens run by third-party delivery services like DoorDash and Uber Eats. That’s not because providers like Kitchen United don’t offer delivery options (they do), but because the delivery companies themselves are approaching the restaurant chains.

DoorDash is a case in point. When the third-party delivery service opened the doors on its own ghost kitchen facility in Redwood City, CA this year, it had four existing restaurant chains onboard — all of whom it approached because the company had user data that said people were looking for that type of food in the California Peninsula area. Chick-fil-A soon signed a lease for exactly the same reason.

This is almost a no-brainer. Restaurants already working with delivery companies use these services for things like marketing, technical fulfillment, and last-mile logistics. Adding kitchen space to the stack seems almost a foregone conclusion.

The other thing ghost kitchens are likely to encounter at some point in 2020 is a reality check. At the moment, optimism is flowing into the sector alongside the millions in capital companies are raising. Soon enough, though, the questions will start pouring in. Who gets to own the customer data? Can ghost kitchens become sustainable or will they just pile more trash into the ocean via takeout boxes? Is the model actually profitable, and for whom? Expect these and many other questions to surface in the next year as the ghost kitchen goes mainstream. 

Spoon Market Map: Ghost Kitchens in 2019

Just half a decade ago, the phrase “ghost kitchen” referred to restaurants that looked legit on Grubhub and Seamless but were actually digital fronts for unregulated kitchens. In other words, chicken tenders from what appeared to be a local restaurant might actually have been cooked in someone’s apartment.

Then the delivery boom went off, thanks largely to the growth of third-party services like Grubhub and DoorDash, and by the many digital channels through which customers could suddenly get food. Order tickets proliferated for restaurants, but so too did the stress around how to fulfill those orders without over-burdening the in-house kitchen staff.

The answer to the problem? Take the restaurant out of the kitchen.

In the last few years, restaurants have been moving many of their operations around delivery and to-go orders to dedicated kitchen spaces outside the main restaurant location. The name “ghost kitchen” has stuck around, but now it’s a health-department-friendly term for these spaces that act as hubs for off-premises orders.

But actually, there are many names nowadays for the concept: ghost kitchen, virtual kitchen, cloud kitchen, the (slightly nauseating) description “kitchen as a service.” All those phrases amount the same thing: a kitchen facility that exists solely for the purpose of helping restaurants cook and fulfill to-go orders and get them into the hands of delivery couriers. There is no dining room or front-of-house staff in a ghost kitchen, the tech-stack is more streamlined than that of a full-service restaurant, and, increasingly, the location is completely separate from a restaurant’s dine-in location(s). Now, too, there are also kitchens on (literal) wheels, which add yet-another piece of mobility to the business model. 

To help you navigate the evolving world of ghost kitchens, we’ve created a market map for your reference. This market map is intended to be a snapshot of the current ghost kitchen landscape in 2019. It’s not comprehensive, and we expect both it and the overall landscape to change drastically over the next 12 months. That means you can expect to see this map updated regularly. As always, we welcome suggestions for additional companies and players in this space.

Have suggestions? Drop us an email.

1. Kitchen Infrastructure Providers

The largest category in ghost kitchens right now, Kitchen Infrastructure Providers can be likened to cloud computing providers: they rent companies the space and tools needed to run a business, either as a flat-fee model for on a pay-as-you-go basis. 

Kitchen United, for example, charges a monthly membership fee that includes rent, equipment, storage, and services like dishwashing. Reef, which originally made a name for itself reinventing the concept of the parking garage, offers these things as well as direct partnerships with major third-party delivery companies like DoorDash and Postmates.   

Normally these facilities are large, warehouse-like buildings that hold multiple “restaurants” under a single roof. For large restaurant operators with multiple chains looking to fulfill extra demand brought on by delivery or test out new concepts without incurring too much risk, these are ideal.

Multi-unit chains can also use these spaces to reach customers in areas where they might not have a brick-and-mortar store. Chick-fil-A is widening its reach in the SF Bay Area by working out of DoorDash’s newly opened facility.

2. Restaurant-operated Kitchens

For some restaurants, running a ghost kitchen operation themselves makes more sense than teaming up with a third-party kitchen provider. This is often the case with smaller, independent restaurants, whose ghost kitchen might consist of nothing more than an area of the restaurant’s existing location(s) dedicated to fulfilling off-premises orders. Or it might apply to multi-unit chains who simply want to expand to new areas and don’t have the capital or inclination to deal with the burden of a full-service restaurant. Colombian chain Muy is one such company, having started as a dine-in restaurant before expanding its ghost kitchens to serve more areas of Latin America.

The most notable of all the companies in this category right now is Starbucks. In addition to building out “to-go” stores that exist solely for the purpose of fulfilling off-premises orders, the company has also partnered with Alibaba to turn parts of the latter’s Hema supermarkets into ghost kitchens in China.

The boundaries around this category are especially fluid. In other words, just because you operate your own ghost kitchen in one part of the country doesn’t mean you can’t team up with a third-party provider in another, as The Halal Guys and Chick-fil-A have done.

3. Virtual Restaurant Providers

This is where the lines really start to blur between restaurant, kitchen provider, and delivery company. Anyone can make a virtual restaurant, and as the category in our map shows, more than just restaurants are trying their hand at food concepts that can only be ordered through digital channels and are prepared in a ghost kitchen. Whole30, for example, is a diet concept better known for its cookbooks than its dealings with the restaurant industry. The folks behind that brand teamed up with Grubhub and restaurant company Lettuce Entertain You to create a virtual restaurant offering meals with Whole30-approved foods. 

On the other hand, a company like Keatz runs a network of virtual restaurants it houses beneath the roof of its own ghost kitchens. Taster, based out of France, creates native restaurant brands for food delivery companies like Uber Eats and Deliveroo. Food is cooked in Taster-run kitchens.

4. Mobile Kitchens

In slightly more its own category, companies like Ono Food Co. and Zume are creating robotic, self-contained kitchens on wheels that offer restaurant experiences that can be tailored to specific neighborhoods in a city and also plug into third-party delivery services.

Restaurants can also partner with these kitchens on wheels to expand their reach into new markets, as &Pizza has done by teaming up with Zume.

What’s Next for Ghost Kitchens

Ghost kitchens will become the norm for multi-unit chains. With off-premises orders expected to drive the majority of restaurant sales growth over the next decade, multi-unit brands (think Panera, Chipotle, etc.) will find ghost kitchens a cost-effective way to meet this demand without overburdening existing restaurants. The majority of them will rent space from kitchen infrastructure providers, as Chick-fil-A is currently doing with DoorDash. 

There will be an explosion of delivery-only brands. Since ghost kitchens provide a cheaper, faster way for food entrepreneurs and small restaurants alike to test-drive new concepts, we will see an influx of delivery- and pickup-only brands come out of these kitchens over the next year. Many will be born inside the walls of facilities like Kitchen United or CloudKitchens. Meanwhile, the number of virtual restaurant networks like that of Keatz will increase. 

Artificial Intelligence will be designed into the kitchen. AI is a really broad term that’s often misused. That fact aside, its presence in the restaurant industry is here to stay, and in ghost kitchens, it will prove itself valuable for everything from tracking ingredients to helping staff curb food waste. On the consumer end, we expect to see the technology more deeply integrated into the apps and websites from which customers order, improving recommendations and upselling opportunities.  

More non-restaurant food brands will launch virtual restaurants. In keeping with a trend recently made popular by Whole30 and Bon Apétit, food brands, diets, celebrity chefs, and other non-restaurant businesses will team up with third parties to launch delivery and pickup concepts. Grubhub and Uber Eats are two such third parties already doing this. Expect many more such partnerships — soon.

Bonus: The tech stack will get pared down. No front of house means no POS, right? Quite possibly. With less (or no) customer-facing technology like digital menu boards, self-order kiosks, and tabletop ordering, much of the restaurant tech on the market today becomes irrelevant in a ghost kitchen setting. As the folks at Reforming Retail noted recently, “under this scenario the POS is just an ordering node in the cloud that outputs your menu to a consumer and sends orders to your kitchen.”

That doesn’t mean restaurant tech is going by the wayside. Some ghost kitchens, like those of Muy, have a walkup option where customers order at kiosks onsite, and there will doubtless be new solutions created that are specifically for the ghost kitchen. But the tools of tomorrow’s ghost kitchen won’t look a thing like today’s bloated restaurant-management tech stack. For everyone involved, that’s a bonus.

Taster Raises $8M in New Funding for Delivery-Only Brands to Europe

Taster, a French startup who creates restaurant brands made specifically for delivery, has raised $8 million in a new funding round. The round was led by Battery Ventures, with participation from existing investors Heartcore Capital, LocalGlobe, GFC and Marc Ménasé. This brings Taster’s total funding to $13.1 million.

The company currently owns and operates three “restaurants,” which it runs out of ghost kitchens in Paris, London, and Madrid. Out Fry is a Korean Fried Chicken concept, O Ke Kai specializes in Hawaiian food, and Mission Saigon makes Vietnamese fare.

Founder Anton Soulier got the idea for Taster after working at Deliveroo and becoming disenchanted with the quality of the food in the delivery realm. Taster, which he founded in 2017, works with Michelin Star chefs to keep the food as high-quality as possible, and locally sourced, too. The company works out of 12 different kitchens across Paris, London, and Madrid, though it doesn’t actually own the facilities. Instead, Taster partners with companies like Travis Kalanick’s CloudKitchens, who rent ghost kitchen space out to restaurants.

For the actual delivery part, Taster works with Deliveroo, Uber Eats, and Glovo, which means it doesn’t have to manage the logistics behind that part of the operation, and can instead focus on what goes on in the kitchen.

Taster is one of a few companies in Europe building a business off delivery-only restaurant concepts. Frichti is a fellow French startup, delivering pre-made meals customers heat up. It’s notable in particular for owning and operating the full delivery stack, from taking orders to making the food to cycling it over to your apartment.

Elsewhere, Berlin, Germay-based Keatz recently raised €12 million for its virtual kitchen network, which it uses to create in-house restaurant brands much like Taster.

To date, Taster says it employs 115 people, 100 of whom work in the kitchens. The company has already developed some tech that streamlines back-of-house operations like inventory management, supply chain, billing, and integrating delivery platforms. Taster says the new funds will go towards launching three new food brands by the end of 2019 and the company plans to hire more talent in tech and engineering, as well as supply chain and marketing.

Virtual Kitchen Network Keatz Raises €12M for Its Food-First Delivery Concept

Berlin, Germany-based Keatz has raised €12 million (~$13.6 million USD) in new funding for its virtual restaurant operation, TechCrunch reports. The round was led by Project A Ventures, Atlantic Labs, UStart, K Fund, and JME Ventures, with participation from RTP Global. This recent round brings Keatz’ total funding to €19.4 million (~$22 million USD).

Keatz operates a network of 10 virtual kitchens throughout Europe — that is, kitchens created specifically for delivery orders, which customers place online or via an app. Keatz’ menu items are currently available through Deliveroo, Foodora, Lieferheld, and Pizza.de.

Rather than partner with restaurants, as many virtual kitchens do, Keatz has taken a less-traveled route and keeps its own portfolio of restaurants created by an in-house culinary team. Also different from most virtual kitchens out there is that Keatz pre-cooks all food in a central kitchen, then ships frozen meals to smaller assembly kitchens. As my colleague Chris Albrecht pointed out recently, “this hub-and-spoke approach to meal creation also allows Keatz to easily swap new brand concepts in and out at each location.” So if Vietnamese cuisine isn’t selling in one area, the concept can be easily swapped out for fish ‘n’ chips, or whatever happens to be in high demand in that vicinity.

Right now, Keatz’ restaurants include vegan food, Hawaiian Poke, Thai curry, a soup brand, Mexican food, and salads and wraps. Keatz chooses its menu items based on which foods are best suited to delivery — that is, food that can withstand an extra 15 minutes getting jostled around during a car or bike trip. “We believe the last unsolved part in food delivery is the preparation of food itself,” Keatz co-founder Paul Gebhardt told TechCrunch.

He would hardly be alone in that opinion. In fact, a growing number of restaurants, restaurant tech companies, and others are starting to focus more on the food itself as the best way to improve the delivery experience for customers. Taster, headquartered in Paris, France, runs kitchens “with military-like discipline” and chooses foods suited to the delivery process.

In the U.S., all manner of companies offer delivery-only concepts with this “food first” focus. ClusterTruck operates a virtual kitchen with an enormous menu of delivery-friendly food items it creates, executes, and delivers itself. And earlier this year, Dig Inn launched its Room Service concept, using virtual kitchens that plan their menus around food that actually gets better in transit. “At the end of the day, the guest isn’t going to come back to you because your technology is amazing, they’ll come back to you because the food is amazing,” Dig Inn Director of Offsite Scott Landers told me recently.

But whether it’s avoiding soggy food or just providing more efficient delivery operations for existing restaurants, companies up and down the restaurant industry are now participating in the virtual kitchen craze. Uber turned heads last week when news broke that it was piloting its own kitchens in Paris. Kitchen United is expanding at a rapid pace, renting kitchen space to restaurants who need or want more space to fulfill delivery orders. And Deliveroo has operated its own kitchens in Europe for some time now.

Keatz launched in 2016. The company says it plans to use the new funding for further expansion of both its food portfolio and the number of kitchens it operates.