With what must be one of the industry’s largest deals sealed at New York’s JFK, and the announcement of our debut in the Qatari market at the new Hamad International Airport, Doha, we’ve had much success to celebrate here at SSP this spring.

So what is the secret of this success? SSP has many great attributes, but one aspect of the company I’m especially proud of is our diverse brand portfolio and what we can deliver with it.

It was a few years ago now that we developed our pioneering approach to blending the art and the science of the brand mix, and we have long been regarded as the experts in how to choose the right brand for the right place in the right format.

What constitutes a brand and the format in which it appears has evolved considerably since that time. Many of the food trucks and pop-ups that brought the local flavours of ‘the street’ to a local community have transcended to the high-street from the pavement. We like to think that we have played a part in extending this process further as we take some of the best of these concepts to the airport, giving a wider audience to these local heroes. The brand line-up in JFK Terminal 4 featuring chefs such as Danny Meyer, Nancy Silverton and Marcus Samuelsson, is a great example of how we’re doing just that.

Many of these emerging brands have developed impressive ways of reaching out to their customers. Those which originated as street offers have had to exploit technology and social media extensively to let people know where they are and to promote sales. Similarly, their customers have taken advantage of these technologies to track down the latest hot concepts.

This use of technologies is becoming ever more essential in an increasingly social-media savvy world, and we were delighted that the success of our own campaigns with our Caffè Ritazza brand was recognised in the first Moodie Report social media awards. We believe this is a testament to how we are honing our skills in further developing our relationships with consumers, fostering loyalty, keeping our brands at the top of consumers’ awareness – ultimately driving sales.

SSP to generate over $1 billion in food and beverage sales at JFK Terminal 4

SSP is to open 16 new restaurants at JFK’s Terminal 4 as part of a $28 million development project. The new deal, which is valued at over $1 billion, will run until 2026, and SSP will be the sole food and beverage operator at the terminal.

SSP will introduce a restaurant mix reflective of the international foods found on the streets of New York. The star-studded line-up includes concepts from chefs and restaurateurs with deep roots in the New York culinary scene. From Marcus Samuelsson comes Uptown Brasserie and Street Food, while Danny Meyer is the creative inspiration behind Shake Shack and barbeque concept Blue Smoke. All the new outlets are scheduled to be completed by Autumn this year.

‘These new restaurant offerings, which complement the exciting renovations made by SSP just a few years ago, demonstrate that Terminal 4 is again raising the bar,’ said Alain Maca, JFKIAT president. ‘With a major expansion underway, Terminal 4 is living up to its reputation as the city’s most modern and efficient air terminal offering world-class services and amenities to our airlines and their passengers.’

Look out for more news about this exciting new project in the summer edition of The Food Travel Update.

‘SSP shares JFKIAT’s vision to redefine airport dining in the US, and this investment is evidence of our commitment to that ambition. Our new bars and restaurants include concepts created by some of the brightest and best-known chefs from New York and across the country. They will serve as a showcase of outstanding American dining at one of the most important airports in the world.’

Andrew Lynch, CEO, SSP

SSP scoops three top prizes in airport social media awards

Understanding the customer has always been key to success when it comes to building a brand. SSP’s Caffè Ritazza team proved that it knows a thing or two about how to go about this in the online age when it scooped three of the top prizes in ‘The Moodies’ – the world’s first airport-specific digital, mobile and social media awards.

The trophies it took home were for the food and beverage operator with the best Facebook page, best Twitter feed, and for the best use of social media overall. The company was also highly commended in the best marketing campaign category. The competition, which was run by leading travel retail trade publication The Moodie Report, attracted over 160 entries.

“Caffè Ritazza is a brand that really understands social media and the role it plays in developing closer links with the consumer. Perhaps more than any other entrant, Caffè Ritazza explained the value of its social media work and underlined how it translates to growth for the business.”

Matt Willey, 
The Moodie Report

Caffè Ritazza fans can now enjoy their favourite coffee to go in a new ‘Keep Cup’. Available in a range of on-trend colours, the environmentally friendly cups can be refilled by Caffè Ritazza’s baristas time and time again, making them perfect for the coffee-loving commuter.

‘We are always looking at new ways of extending the brand experience,’ says Rick Stavast, SSP’s Chief Marketing Officer. ‘These new cups are the perfect way to keep Caffè Ritazza at front of mind and build lasting loyalty.’

Travellers on the Paris Metro have an innovative new way to buy their morning coffee at Bonne Journée – and earn loyalty rewards while they’re doing it.

The new scheme allows them to choose between three different ways to earn and spend points. They can use their smart phone, a stand-alone Bonne Journée card, or have the programme linked to their Navigo transport pass, which means they don’t have to carry a separate card.

In the first six months of the initiative, 11,000 loyalty cards were issued and 8% of all transactions are now made using the programme. The scheme will be rolled out to 60 outlets across the Paris Metro by the end of this year.

More news from France…

In May, SSP will open six new outlets at Bordeaux Saint-Jean station. Among the brands featured are brasserie Le Grand Comptoir and Mezzo di Pasta.
And later this year, SSP is set to open a Montreux Jazz Café at Gare de Lyon. The move will be the brand’s first appearance on a railway station. There’ll be more news to come about this exciting new venture soon.

Rail Gourmet has once again been granted The Royal Warrant by Her Majesty The Queen, in recognition of the great job the team does in managing the catering on the Royal Train.

The warrant, which was first awarded to the company in 2007, was granted for the highest standards of service, logistics and product supply. This year, the new grant also required the company to demonstrate its environmental credentials.
This means using only meat and fish from sustainable and accredited sources, as well as proving that it had implemented rigorous recycling, waste segregation and energy saving processes in its catering operations.

• Paulina Nikolova, who works for SSP at Dublin Airport, emerged the winner of the first ever SOHO Coffee Co. latte art competition, which took place in January.

• Upper Crust’s Tuna Mayo Baguette received an impressive 4-star rating in a taste test by prestigious UK newspaper The Observer.

• A new look Caffè Ritazza has opened at Manchester Piccadilly Station. Caffè Ritazza’s Stuart Coombes says the new café is a great demonstration of how an existing unit can be transformed into a feature that makes a significant improvement to the station environment.

SSP makes debut in Doha

Qatar Airways has signed a joint venture with SSP to work with its subsidiary Qatar Duty Free to operate a range of F&B outlets at the new Hamad International Airport, Doha. The project will be SSP’s first business venture in Qatar.

The new outlets will include a number of internationally renowned brands alongside a selection of SSP’s own concepts, in a mix that has been designed to appeal to the airport’s cosmopolitan visitors, of which a large percentage are transit passengers.

Qatar Airways chief executive officer Akbar Al Baker said; ‘We are delighted to enter into this new strategic partnership with SSP to operate some of the new food and beverage outlets at the brand new Hamad International Airport. The outlets will cater to a diverse customer base, young and old, visiting or flying through this great new iconic airport which is set to become fully operational by the end of the year when Qatar Airways moves its entire operations to the new facility.’

Doha’s exceptional growth in passenger traffic in recent years alongside its aggressive expansion plans make it a perfect fit for SSP as it develops its presence in the region, as Andrew Lynch, CEO of SSP explains: ‘Hamad International Airport will serve one of the world’s fastest developing economies, offering considerable potential for building our business in the Middle East. Passenger traffic at Doha has been expanding at an impressive rate in recent years, and this new facility will allow for this growth to continue in the future. The new venture will continue to strengthen SSP’s presence in the Middle East and Asia. When Hamad International Airport welcomes its first passengers, it will be one of the most high profile openings of the decade, and we’re delighted to be taking this exciting step into the Qatari market.’

New bar helps Manchester travellers take a weight off their mind

SSP is constantly looking at new ways to make life easier for the travelling consumer, and some innovative ideas at Manchester Airport’s new Grain Loft bar are doing just that.

To ensure the busy traveller can relax, special care has been taken to help them feel in control of their time. Flight information display screens are within easy view of every seat, while a thirteen minute time-guarantee on many items on the menu means those short of time can still enjoy a meal before their flight.
Self-service beer stations, where customers can simply set up a tab, choose a featured beer and pour their pint themselves, speed up service and provide a real talking point. ‘Sound pods’ allow guests to choose their own music and create their own atmosphere.

With its low-level lighting, soft seating and warm, inviting textures, the bar offers travellers a calming alternative to the bustle of the brightly lit concourse. The large space is zoned into different seating areas to accommodate groups of travellers, families, or people travelling on their own.

SSP China’s managing director Li Yang talks about his new role and his plans for the future

While economic expansion in China may have slowed last year to its lowest level in more than a decade, there is no doubt that with the rate only just short of 8%, the country is enjoying growth that most other economies can only dream of. SSP, as any other international organisation of global significance, has long been excited by the potential that the region represents.

The appointment of Li Yang to head up SSP China is taking SSP’s formidable Asia Pacific team to the next level.

With over 20 years of experience in the airline and airport business, Li Yang knows his way around the industry. Bringing a wealth of knowledge from outside the catering sector, he has all the requisites to drive the business forward at this crucial stage in its development. ‘We have a great crew here who really understand food and beverage and how it works in China,’ he says. ‘I hope that I will be able to help bring additional learnings from multi-national business to this successful mix.’

It was indeed the people who first attracted Li Yang to SSP. ‘SSP’s management team has a very commercial approach, and I find the opportunity that this can offer very thrilling.’

Li Yang is upbeat about the commercial opportunities his region offers. ‘The Chinese airport market is already the second largest in the world, and China has the potential to contribute much more to SSP’s business in the future.’ And he has little doubt about where he hopes that potential lies. ‘Beijing is the largest airport in China, and developing business there will be a very important priority for me in the coming months.’

SSP America spices it up with local flavours

Once a rarity in the US, independent and local restaurants are now top of the wish list of all American airports of standing. Over the next twelve months, SSP will open 80 new outlets across the US, 30 of which are local businesses. SSP’s Pat Murray is a dab hand at introducing stars of a local culinary scene to the complex world of the international airport, and he shared some of the secrets of his success.

Are the majority of US airport operators SSP deals with switched on to the idea of incorporating local concepts into their F&B offers, or are some still hooked on national brands?

Of course, US airports are not all the same, but most are owned and operated by local municipalities. This means the airport is the subject of considerable local pride, and decisions that are made are not based solely on commercial factors. Airport operators want something that will sell the whole town, not just a collection of restaurants, and increasingly, they want to use local brands to do this.

Three years ago, the use of local brands was something of an emerging trend, and now that trend is very much here to stay. Whereas airports have been talking about the use of ‘local’, ‘regional’ and ‘national’ brands for some time, the balance has shifted dramatically. Just a year ago, around 10% of the brands used would have been local heroes, but today I would say that figure has risen to anything up to 50%, which is a truly massive change.

How does SSP America go about deciding which local businesses to partner with at a specific airport location?

There’s science as well as art to this. In any major US city, there may be hundreds if not thousands of outstanding cafés, bars and restaurants – understanding those that might work at an airport takes a lot of time and effort. We have strong relationships with many leading chefs across the country, built up over a number of years. These guys really have their pulse on emerging trends, and when we are thinking about putting together a new proposal, we already have a solid network to point us towards potential partners.

What are some of the key lessons for them to take on-board to make the transition to the airport successfully?

Working with a partner who is experienced in the airport business and who understands the unique challenges of the travel environment is crucial. For example, an upscale 150 year-old city restaurant is unlikely to be opening first thing in the morning, but as 40% of our passengers travel before 10am, we will need to create a breakfast offer.

Similarly, when a restaurant has been run by the same family for a number of decades, there’s no need to be too formal about how things are done, because everyone knows. However, when we are taking that restaurant to an airport, we need to preserve the vibe and the personality of the original, but also ensure that things work smoothly. Much work needs to go on behind the scenes and we need to document systems and processes carefully. This is a skilled job.

The restaurateur also needs to trust that their partner will deliver their brand to the same high standards. But there is no one-size solution. Each of the partners we work with has different things that are important to them – whether that’s something about their recipes, a twist to the design, or a style of service. To make a success of the move to the airport, we have to identify those elements, and preserve them.

The best partnerships are the ones where the local operator stays close to the project, whether that’s working on the menus, recipes, or the design. We may also actually take on some of the management team.

What rules of thumb are used to decide how many national versus local brands are used in a specific airport retail environment?

Again there is no straightforward answer to this question. At a hub airport, for example, two-thirds of the passengers may just be passing through and never visit the city. Its landmark restaurants may not be familiar to them and a greater use of national or even instantly identifiable international brands may be appropriate.

Lastly, is it possible to generalise and say that local/regional dining concepts generate higher spend per passenger than national chains?

Sales are not the only measure of success. We also have to think about winning hearts and minds – customer satisfaction and what a restaurant will do for the ambiance of the airport count for a lot.

But, if we were to look at things from a purely financial point of view, it’s not possible to generalise. There is an argument to say that if a customer recognises a brand they will be more inclined to choose it and therefore a national chain might play well. On the other hand, we could also argue that when consumers see a local brand they will assume that it is more ‘real’ and offers better quality.

Jim Scussel and his partners deliver great local beer at the Four Peaks Brewing Company, one of the brands that will open soon at Phoenix Sky Harbor.