BARISTAS LOVE THE WAY ZERO LACTO STEAMS AND TEXTURES.
THE ONLY ALTERNATIVE WORTH FROTHING ABOUT.
A tasty, gut friendly alternative to regular cow’s milk, Anchor Zero Lacto has been developed for baristas to use in coffee, alongside being a great replacement for regular dairy milk as an ingredient in cooking and baking.
Excellent gloss and texture
Creating a smooth and velvety profile.
Steams and pours like regular cow’s milk
With the consistency and stability of full cream milk, it’s much easier to steam than all alternative milk variants.
Growing demand
Lactose Free growing 3x faster than non-dairy globally.
Superior Taste
With a subtle sweetness that pairs well with coffee.
NEW ZEALAND IS SMALL
Caitlan Mitchell Editor-in-Chief caitlan@reviewmags.com
Just five million people, one long stretch of land, and an even smaller industry bubble where everybody knows everybody, or at least knows someone who does. In hospitality, this is amplified. One bad encounter can spread like a spider web, and before you know it, your reputation is being discussed
at the pass, over the counter, or around someone’s dining table.
The truth is, it does not benefit anyone to be difficult. Our industry thrives on relationships, partnerships, and word of mouth. Someone’s supplier is another person’s cousin. Someone’s partner is a key decision
maker. Their neighbour could be your next investor. The dots always connect.
What carries weight here is being known as genuinely good to work with. It is not about being a pushover. It is about being professional, respectful, and gracious even when tensions run high. Hold your tongue when you are tempted to snap. Take the higher ground. Play nice in business.
In an industry as tight knit as ours, being remembered for kindness and integrity will speak volumes in your favour. That kind of reputation is worth far more than the short lived satisfaction of getting the last word.
HIROKO HANNA TERAMOTO
NAMED TOP BARISTA
Auckland-based barista
Hiroko Hanna Teramoto was crowned as the country's top barista at the NZSCA's recent championships.
Hiroko Hanna Teramoto has been named the Aotearoa Barista Champion for 2025.
This year’s championship reached new heights of emotion with the final six baristas showcasing a level of skill, creativity, and passion never before seen on the national stage. Held in Upper Hutt, it truly felt like anyone could have taken the crown, a testament to the remarkable talent across Aotearoa’s coffee community.
With an outstanding 629 points, Hiroko Hanna Teramoto, representing Mojo Coffee, Auckland, adds her name to the Aotearoa Barista trophy for a third time, after
Champion wins in 2014 and 2022.
Teramoto was born in Japan and also spent much of her childhood in Australia. From her dad she learned the values of hard work and standing tall with pride. As a young barista, she came to New Zealand and has been on the barista stage ever since.
Her coffee is from Finca Los Flores, grown by Jhoan Vergara. Featuring an innovative hydro honey processed coffee, in the cup were notes of passionfruit and yoghurt flavour. She served her signature drink first with ingredients containing filtered cascara, creating notes of candied pineapple, yoghurt drops and juicy plums. Her milk course was inspired by childhood
memories of her dad giving her flavoured milk, and highlighted ripe banana, crème brûlée, and a cocoa finish.
Her espresso brought together bright notes of passionfruit, pineapple, and raspberry. Her whole routine focused on "Who am I?", and Hiroko Hanna Teramoto told that story beautifully with
a Lego display, history and whānau.
An emotional performance, one that had us all reaching for tissues.
Next month, Hiroko Hanna Teramoto will represent New Zealand in the Monin Cup, followed by the World Barista Championship in Panama next October 2026. Read the full story online
SAM EGERTON APPOINTED
STAR GROUP CEO
Star Group has welcomed hospitality leader Sam Egerton as its incoming Chief Executive Office, having relocated back to New Zealand.
After an extensive international search, Star Group has appointed Sam Egerton as Chief Executive Officer. Star Group, New Zealand’s largest hospitality group, operates over 50 bars, pubs and restaurants throughout the North Island.
Egerton joins Star Group from the renowned Australian hospitality giant, Merivale Group. He brings with him 25 years of experience in the industry, spanning the gamut of the hospitality sector.
Uday Sinha, Chairman of the Star Group Board, said he was pleased to welcome
Egerton to the helm of the organisation.
“Sam brings with him a deep understanding of hospitality, innovation in customer experience and operational expertise. As a respected, experienced and progressive hospitality leader, Egerton is ideally placed to lead Star Group into its next phase.”
Read the full story online
AI CONTINUES TO INFLUENCE CULINARY WORLD
The evolution of AI has grown exponentially in recent years, but its influence on the culinary world has been closely monitored.
AI has many uses and applications, from optimising operations to streamlining service. But when it comes to creativity, there are questions around where chefs stand.
Some chefs have embraced it, some think their colleagues should be using it more, and many others have major reservations, from ethics to environmental concerns.
AI tools are making their way into the industry in a range of different ways. It’s not a matter of if or when. The question now is how to use it, and how it serves as a tool to tell an authentic story.
AI systems are built from what already exists, from human creativity and experience. They don’t have imagination and are not always accurate. But AI language models do have a tremendous amount of data to pull from.
Read the full story online
OCR CUTS “EXPECTED”
Cutting the OCR by 25 basis points was expected, according to Infometrics, which cautioned the possible lifting of interest rates.
The Reserve Bank’s decision to cut the official cash rate (OCR) by 25 basis points was in line with market expectations. However, the path to that decision was altogether more surprising, with two of the Monetary Policy Committee’s six
COKE&GO LAUNCHED ACROSS NZ
Smart Sips: Coca-Cola & Coca-Cola Europacific Partners have launched new AI-powered Coke&GO coolers across New Zealand.
Coca-Cola Oceania and Coca-Cola Europacific Partners New Zealand (CCEP NZ) are introducing consumers to the latest innovation in vending: Coke&GO, a new generation of smart coolers powered by Computer Vision and Artificial Intelligence (AI). Coke&GO coolers use cutting-edge AI and image recognition technology to offer a faster, smarter, and more personalised experience, catering to the dynamic, onthe go lifestyle of today’s consumer.
Following a successful trial in New Zealand last year, the rollout will expand to several hundred coolers nationwide across 2025 and 2026, making this one of largest Coke&GO fleets in the world.
Read the full story online
members voting in favour of a 50-point cut instead.
The Committee stated that if medium-term inflation pressures continue to ease as expected, there is scope to lower the OCR further. With the Bank’s OCR projections now bottoming out 30 basis points lower than previously forecast, at 2.55 percent in March 2026, there is little doubt about another cut before the end of this year.
The Committee has been spooked by the weaker global growth outlook, particularly in China, as well as an estimated 0.3 percent contraction in New Zealand’s GDP in the June quarter, a weaker result than we and most other forecasters currently have pencilled in. The Bank noted concerns about slow growth in parts of the economy that are most sensitive to interest rates, including residential construction, house prices, and retail activity.
The Bank expects quarterly GDP growth to accelerate to 0.8 percent in December, which is above potential, and will therefore start to reduce spare capacity in the economy.
Read the full story online
Brisbane Baker Raman Singh has launched The Bake Drop, a way to access freshlybaked products directly through a vending machine.
Raman Singh, a Brisbanebased baker and founder of La Fleur Macaron, had the idea to serve freshly-baked goods through a vending machine. After months of work bringing her dream to life, she has now officially launched The Bake Drop.
The Bake Drop was inspired by Singh’s passion for baking and the challenges she faced as a
home baker trying to step into retail. Running pop-up stores in shopping centres meant baking all night, selling all day, and then returning home to bake again. She sometimes went more than 40 hours without sleep.
On top of that, limited storage facilities made it difficult to manage large quantities of stock. She then realised that this wasn’t just a struggle she faced, it was an issue many small bakers face when starting out.
Read the full story online
VENDING THE BAKING DREAM
Credit: Coca-Cola Europacific Partners
Reliable Oil MANAGEMENT
In the fast-paced world of foodservice, oil is one of the most used ingredients for cooking. From fine dining restaurants to QSR chains, there is demand for quality, reliable and flavourful oil across the industry.
One of the most overlooked, yet integral elements, of achieving efficient and sustainable oil use is proper cooking oil management. This helps businesses to maintain high standards of cleanliness and cooking, while ensuring quality every time.
Selecting the right style of oil is paramount. Businesses should consider smoke points, flavour profile and nutritional value, as well as what customers want to see on the plate.
Efficient oil management will not only promote sustainability, but also boost a business’s operational effectiveness in the kitchen. It is also a prime opportunity for chefs to implement new innovations within the oil space.
Pure Oil’s latest innovation, Superfry, is a high oleic oil developed specifically for commercial frying, made with the same crops as
The Good Oil. Since its launch in Canterbury, it has become a goto for many of the region’s leading restaurants and kitchens due to its longer fry life, consistency and clean taste.
Andy O’Malley-Mora, Marketing and Brand Manager at Pure Oil, said Superfry was an exciting step forward for the company. This has been due to the quality and freshness that comes from local supply, which has made a noticeable difference in the kitchen, and is something that Pure Oil has already received strong feedback from chefs.
“Superfry has been developed specifically for commercial frying and performs really well. We’re also building something important around Superfry in terms of sustainability,” he said.
O’Malley-Mora said Pure Oil has worked hard to close the loop and
is already collecting used oil from many of its hospitality and food manufacturing customers.
“That oil is recycled for industrial uses, including biofuel, helping to offset petrochemical use in other industries. This supports our existing zero-waste model and is also helping other businesses improve their sustainability efforts.”
There has been increased interest from across the industry in ingredients that offer both consistent supply and traceability. For some restaurants, O’Malley-Mora believed the biggest priority has been to use oil grown and pressed locally in New Zealand. For others, it’s more about ensuring they get the same quality every time, and it will arrive when they need it.
“Having local supply gives us that control and responsiveness, which is becoming more important as businesses look to reduce delays and uncertainty.”
Oil that is kept fresh and wellmaintained will enhance customer satisfaction through high-quality fried foods. Implementing suitable oil management will result in operational benefits for kitchen teams as well as a strategic way to introduce a greener focus and limit food waste. Reliable oil collection and disposal will also allow chefs to do what they do best: cook great food.
Bakels Edible Oils is a NZ manufacture of quality frying shortenings and oils to the Food Service Industry
Please contact orders@beobakels.co.nz or refer to our website www.beobakels.co.nz
Exploring Different VARIETIES
Different styles of oil can have a profound difference when cooking, especially when getting the best balance of flavour and texture.
Mixing it up can be a gamechanger, allowing chefs to experiment in different ways. Each oil has its own unique flavour profile and will bring its own characteristics to the plate. For example, olive oil produces a range of fruity tones, sesame oil has a nutty aroma, and using coconut oil will result in a sweeter taste.
Coconut oil has been a popular choice throughout health fads of late. It is solid at room temperature and can be used as a great addition/substitution in baking. It can also be utilised in cooking at low to moderate heats, for instance. When it melts, it gives off a buttery, tropical scent. Coconut oil adds a unique flavour to whatever it is roasted with. The smoke point is around 120 degrees Celsius.
Peanut oil holds a powerful flavour and aroma. Due to its high smoke point, around 230 degrees Celsius, peanut oil is often used in high-heat cooking, like stir-frying, or even deep-frying. Peanut oil is often utilised in Asian dishes that already incorporate the nutty flavour in a variety of ways. It goes rancid faster than most other oils, so be sure to store it correctly and only buy the required amount.
Cooking with different oils will also allow restaurants to offer dishes specific to dietary requirements, such as avocado oil, which is full of antioxidants. Heat tolerance is a decisive factor when selecting the right oil. Oils with high smoke points are best suited for frying, while more delicate oils like flaxseed or walnut are perfect for salad
dressings or cold-based dishes.
Flaxseed oil contains large doses of omega-3 fatty acids and is an excellent addition to a variety of dishes. Much like hemp seed oil, it adds a nutritious boost to smoothies, salad dressings, dips and sauces; it has a low smoke point, around 105 degrees Celsius, making it inefficient for most cooking. Flaxseed oil does, however, present itself as an attractive topping to food once it has been grilled. Not only can flaxseed oil be used as a topper, but flaxseed oil in baking is also a good way of enriching baked goods. It is crucial to evaluate the smoke point of an oil, and ensure the kitchen has proper ventilation. When an oil hits its smoke point, it will begin to break down and can potentially create a harmful compound that will affect the flavour of the food.
Chefs rely on oils in order to produce the best possible dish. From sauteing and roasting to baking and deep frying, there is an oil for every culinary need. Exploring the diverse world of cooking oils will help to elevate the menu and unlock flavours customers will enjoy. When testing different types of oil, make sure it is the best fit for the dish, and its flavour tones will best reflect the flavours on the plate.
THE GOOD OIL
The Good Oil’s cold-pressed high oleic rapeseed and sunflower oils are now available in 20L for professional kitchens. Award-winning and proudly New Zealand grown, these extra virgin oils are a Kiwi home favourite and trusted by chefs across the country. High oleic extra virgin rapeseed offers a clean, mild taste and a high smoke point, making it ideal for cooking, roasting and finishing, while high oleic extra virgin sunflower delivers a natural sunflower flavour that enhances salads, dressings and dipping. Cold-pressed in Canterbury without heat or chemicals, 100% GE-free. Delivered fresh nationwide starting from just $95 ex GST. www.thegoodoil.nz/hospitality
GROVE AVOCADO OIL
- Performance and Versatility for Professional Kitchens
BLUE COCONUT OIL
4 Litre (3.68kg) net Coconut Oil - Blue Coconut cooking oil is 100% Pure & Natural Pacific Island oil refined in New Zealand. Unlike virgin coconut oil, refined coconut oil has no coconut taste or aroma. For those who do not like the taste or smell of coconut, refined oil is better across all baking & cooking as it is tasteless and odourless. Use exactly the same as your other cooking oil. Ridiculously Versatile!
In a busy kitchen, you need an oil that can do it all: high-heat searing, frying, roasting, or finishing with finesse. Grove Extra Virgin Avocado Oil is crafted in New Zealand’s Bay of Plenty from premium Hass avocados and trusted by chefs nationwide for consistent performance.
Cold-pressed at low temperatures, it delivers a clean, subtle flavour that enhances ingredients without overpowering them. With a naturally high smoke point, it excels under pressure, while its vibrant colour and silky texture add finesse to plates.
Award-winning, 100 percent natural, and reliable in every batch, Grove Avocado Oil helps chefs reduce complexity, maintain consistency, and elevate flavour, making it the versatile choice for restaurants and cafés across New Zealand.
Best Practices for OIL FILTRATION SYSTEMS
Oil filtration systems are a transformative way that businesses can increase operations, whether it’s a full-service restaurant, takeaway bar, fast-food chain or gastropub.
Filtering oil will improve the quality of food, reduce food waste, and help equipment to last longer.
Removing food impurities will help to maintain oil clarity and freshness, while significantly reducing the amount of oil used by businesses.
Every time it is used, oil will deteriorate. Residue, such as batter, breading and frozen items, will introduce unwanted moisture, particles and acids that accelerate the breakdown process.
Unfiltered oil will thicken, slow down heat transfers, and will alter how ingredients are cooked. As a result, inconsistent frying and longer preparation times are two scenarios that kitchens would rather avoid, and the unpleasant aftertaste it produces is of no interest to the customer.
Beyond its impact on flavour, unfiltered oil can damage equipment and can even raise the risk of flare-ups or fire hazards. Regularly filtering oil will prevent issues such as these, and will help kitchen operations run smoothly.
Filtering oil once a day is a usual practice for kitchens, although high-
volume operations will alter this. Newer filtration systems will also allow for hotoil filtering, meaning the process won’t be an inconvenience for chefs.
Using the wrong cleaning methods can have a damaging impact on valuable frying equipment. Instead of soaking in water, applying harsh chemicals or scrubbing with abrasive brushes, allowing filters to cool completely before being cleaned will allow prevent any damage.
Filter papers also need attention: once they become saturated with debris, they no longer perform effectively. Replacing them at the right intervals ensures optimal results and is a simple task, as used papers can be disposed of with regular kitchen waste. In addition, periodic servicing by a qualified technician helps keep the system operating at its best and reduces the likelihood of unexpected breakdowns.
Not all filtration systems are created equal, so selecting a model that matches your fryer’s capacity and design is essential. An undersized or incompatible filter can limit performance and
compromise safety. For even greater control, oil-testing kits are available that allow operators to measure oil quality directly. These provide clear indicators of when to filter or change oil, reducing guesswork and preventing premature disposal.
Operator safety should always remain a top priority. Before using the system, staff should familiarise themselves with the operating manual and understand the specific limitations of the unit. Some machines cannot withstand extreme temperatures or be moved mid-cycle, and ignoring these restrictions can cause serious damage or create hazards. Cooling down before cleaning, storing the unit correctly, and adhering to safe handling practices ensure both the equipment and staff remain protected.
Oil filtration is more than a cost-saving measure, it is a key element in delivering high-quality food while maintaining efficiency and safety. With proper use and care, a filtration system not only improves the dining experience for customers but also supports smoother operations behind the scenes.
Handcrafted beverages made in sunny Hawke’s Bay
Also available in 30L kegs: Crisp Apple Cider, Red Apple Cider, Hazy Alcoholic Ginger Beer & Hazy Alcoholic Lemonade
Where Coffee Meets COMMUNITY
Located in the heart of Tauranga, Little Long Cafe is a calming, relaxing oasis where everyone is welcome.
It has been described as the kind of place coffee lovers will visit once and instantly feel at home, and the perfect place to meet up with people or enjoy some time alone whilst sipping on a flat white or enjoying one of its acclaimed bagels.
Amy Joyce, Owner of Little Long Cafe, has spent her entire career in hospitality, including 10 years overseas before returning to New Zealand.
Having managed a string of large establishments, Joyce eventually decided she wanted to create something of her own that was small in footprint but bit on quality, with a real focus on the details.
Earlier in her career, her boss, Scott Brown from Hipgroup, taught her about the six P’s for hospitality.
“He said ‘prior preparation and planning prevent a piss poor performance.’ It’s a simple phrase, but one that has guided me throughout my career,” said Joyce.
Little Long Cafe’s approach is simple, honest and flavour driven. The menu consists of a deli-styled assortment, with a strong focus on bagels and sandwiches, designed to offer something for everyone. She said it is perfect for a quick bite or something more substantial.
The cafe itself is filled with an abundance of natural light and adorned with lush greenery. It’s charm and balance of high ceilings and warming aroma has made for the perfect spot for customers’ daily coffee fix, morning tea, or a midafternoon pick-me-up.
Joyce said supporting local producers is important to Little Long Cafe’s operations, and it has ensured that customers get the best quality in every cup. The cafe has partnered with local roaster Little Drum Coffee and uses Kaipalo milk from the Waikato, which
arrives in traditional glass bottles.
Joyce predicted that future coffee trends will see a shift back towards simplicity.
“Beautifully crafted classics like flat whites and espressos made with precision and care. At the same time, there’s a growing interest in filter and batch brew, which allow the unique characteristics of the beans to really shine.”
On the menu, the cafe’s Reuben sandwich with house-made 12-hour smoked pastrami has become its signature dish. It has also garnered a reputation for its cheese scones. On the sweeter side, its stuffed cookie pies, featuring flavours like s’mores, Biscoff, and peanut butter cup, have become incredibly popular, as too have its “world famous in Tauranga” Afghan cookies.
Joyce is passionate about growing the coffee culture in the Tauranga area, and would like to see greater collaboration within the local hospitality community. She said Tauranga has a wealth of talent across cafes, roasters and food producers, and by working together, the local sector can raise the city’s profile as a true food and coffee destination on the map.
At its heart, Little Long Cafe is all about quality, community and connection. With a focus on simple, flavour-driven food, locally sourced coffee, and a warm, welcoming atmosphere, it has quickly become a favourite go-to spot for coffee lovers in the Tauranga CBD.
“Whether you’re stopping in for your daily flat white, a bagel piled high, or one of their cult-favourite cookie pies, Little Long delivers hospitality with heart, proving that sometimes the smallest spaces make the biggest impact.”
Customer Interest BOOSTS BUSINESS
New research has found the niche trends customers have embraced for their daily coffee, and what businesses should be eagerly watching.
The report, by Verified Market Research, found the coffee market in the Oceania region has witnessed steady growth due to rising consumer interest in premium and speciality coffee, especially in Australia and New Zealand. Urbanisation, café culture, and demand for ethically sourced beans have also shaped essential market trends.
In 2025, the market size is projected to reach NZD 2.2 billion, with a CAGR of around 4.7 percent from 2023 to 2028. Growth is also fueled by the increasing number of independent cafés, expanding e-commerce platforms, and consumer preferences shifting toward organic and sustainable blends. Additionally, the presence of a highly informed customer base is encouraging brands to innovate in roasting techniques, origin storytelling, and packaging sustainability.
Customer interest in niche segments such as ready-to-drink (RTD) coffee, specialty roasters, and single-origin supply chains has also been supported by the popularity for Australia’s mature café scene and New Zealand’s increasing artisanal coffee movement, which has created strong B2B and B2C investment potentials.
Start-ups leveraging direct farmto-cup models and sustainable packaging have also gained important traction from customers. Additionally, partnerships with local farmers, technological advancements in brewing equipment, and smart retail models (such as app-based ordering and loyalty programs) have appealed to venture capitalists. The market is moderately consolidated with players like Vittoria Coffee, Allpress Espresso, and Toby’s Estate Coffee competing based on quality, sourcing transparency, and brand loyalty, while new entrants leverage digital marketing and ethical sourcing to capture market share.
New Zealand Specialty Coffee Association President Carl Sara said smart espresso equipment is now standard for many progressive cafés, offering complete control over temperature, pressure, and even water flow.
“Step into any specialty café across main centres and you’ll see it: sleek, sensor-driven machines that brew with scientific precision. Robotic baristas are beginning to pop up in hightraffic areas, making consistent quality accessible at scale without losing the human touch entirely,” said Sara.
He added that with wellness shaping consumer habits, coffee now features adaptogens and plant-based milks as standard options.
“Functional ingredients like lion’s mane and collagen are common additions, creating brews that offer both energy and health benefits.”
The report found that key challenges facing the market include volatile raw material prices, dependency on imports, and climate-related risks impacting supply chains. Regulatory compliance concerning labelling and sustainability standards has also added complexity to the market.
Diversifying sourcing networks, investing in vertical integration strategies, and considering climateresilient farming partnerships were cited as solutions to mitigate these issues. Moreover, building strong local brand identities and adopting transparent ESG (Environmental, Social, Governance) practices enhances longterm positioning. Innovations in cold brew, plant-based creamers, and digital platforms provide low-risk entry points for new players.
Close monitoring of consumer behaviour and emerging tech trends will be crucial for businesses to sustain growth and ensure return on investment.
Payments Pressure Mounts for Hospitality –
AND WE’RE NOT BEING HEARD
Two payment issues have dominated headlines recently — the Government’s proposed ban on in-store surcharges, and the renewed push for a law requiring all businesses to accept cash for transactions under $500.
Marisa Bidois
At first glance, they may appear unrelated. But for our industry, both hit the same nerve: increased compliance and operational pressure, with no guarantee of reduced costs.
After years of constructive engagement with the Commerce Commission on retail payment reform, it was deeply frustrating to learn of the surcharge ban via the media. Just a week earlier, we’d been in meetings with officials — with no indication that this was on the table.
Most hospitality operators would gladly remove surcharges if merchant fees were genuinely reduced. But while the interchange portion of those fees has been capped, the rest of the merchant service fee remains at the discretion of payment providers — and that makes up the bulk of what many businesses are charged.
The result is that businesses will still be charged for every card transaction. Without the ability to pass those costs
on through surcharges, operators will be forced to either absorb them, increase prices across the board, or limit the types of payments they accept. Worse, nothing in the current policy prevents providers from shifting fees elsewhere, which makes the savings from the cap far from guaranteed — although the Commission has said it will monitor this. What’s most concerning is that the Commission had previously committed to reviewing the impact of the interchange cap before taking further action on surcharges. That would have been the logical approach. Instead, we now face a rushed change with no safeguards to ensure any benefit reaches the businesses it’s meant to support. We’ve raised our concerns with the Minister and will continue to do so.
At the same time, the debate around compulsory cash acceptance is heating up. A proposed law would force all businesses to accept cash for transactions under $500. While the intention behind this is understandable — no one wants to see anyone excluded from essential goods or services — it’s another example of a blanket policy that fails to reflect the operational realities of running a hospitality business.
In our latest Restaurant Association survey, more than 40 percent of members said that cash accounts for just five to
ten percent of their transactions. A small but growing number of venues are fully cashless. Most still accept cash, but they do so while trying to manage the high cost, administrative burden, and security risks that come with handling it.
For the small number of venues that have gone fully digital, the decision is rarely about excluding customers. It’s about improving efficiency and keeping staff safe. And even those that no longer take cash often make exceptions for older customers, tourists, or loyal regulars. That’s good hospitality — and good business. The problem with a one-size-fits-all mandate is that it strips operators of the ability to make those judgement calls.
Both of these issues — surcharges and cash — point to a bigger need for evidence-based, industry-informed policy. We need regulation that covers the full payments ecosystem, not just select parts of it. We need to see cost savings from regulation actually passed on to businesses, before new rules are added. And we need policymakers to engage meaningfully with our sector before decisions are made.
The Restaurant Association will continue to advocate for a payments system that works not just in theory, but in the real-world, day-to-day reality of running a café, restaurant, or bar.
CEO, Restaurant Association of New Zealand
Roasted in Tāmaki Makaurau, proudly poured at over 100 cafes and restaurants across Aotearoa.
Chairman of the Franchise Association of New Zealand, Brad Jacobs, said there has been a noticeable increase in multi-brand franchisors and multiunit franchisees, whether within one brand or across multiple.
Jacobs said the quote, “being in business for yourself, but not by yourself,” summed up the benefits of joining a franchise nicely. He said a strong franchise network system will provide all the foundations for success, along with solid training and support to assist a new franchisee to get their new hospitality business trading successfully.
“An independent operator simply won’t have that same level of training and support. They will likely spend significant time and resources on establishing their operations, menu, branding, marketing materials, etc, that a franchise will already have in place and available to a new franchisee,” he said.
Jacobs added that one of the franchisor’s key roles is to provide support systems to navigate challenges like rising operational costs, staff shortages and supply chain issues. Be it group negotiating and buying power for better COGs, simplifying day-today admin tasks for franchisees, or providing assistance when there are staffing challenges, this is where being a part of a franchise network is beneficial compared to an individual operator doing it all by themselves.
Operating a food and beverage business successfully and being a good franchisor are two very different tasks.
He said that operators wanting to franchise their food concept should first undertake a feasibility study on the business model, consult with an experienced franchise professional, and, assuming the results are positive, they should then undertake to develop their own skills as a franchisor.
There are multiple ways to learn and develop skills as a franchisor, according to Jacobs, who highlighted the work of the Franchising Association of New Zealand. He said this is an opportunity
to work with experienced franchise consultants and form relationships with other franchisors that can provide mentorship, be it formally or informally.
A common misconception is that franchising is easy.
“Franchising is a fantastic way to do business, and can be very rewarding for both franchisees and franchisors alike, but it’s certainly hard work being a great franchisor.”
He added that supporting franchisees, maintaining brand standards, monitoring compliance, and continuously developing the products and procedures or the brand are all serious undertakings.
“A franchisor’s role is not simply just to provide a brand and charge a franchise fee, they are forever working across all elements of the business, from operations to marketing and people.”
From Jacob’s own experience as a franchisor of The Coffee Club, there are six building blocks that the company works from in its franchise model: mission and core values, people, marketing, operations and supply, network and financial management.
The Coffee Club has implemented an extensive training and support focus, both at start-up and ongoing. Working across all six of its company building blocks, there is a range of training and development resources available to franchisees and their teams.
Regular business ‘health checks’ are undertaken to assess product compliance, operational performance and statutory requirements.
“The underlying objectives of our franchisee support structure are to ensure exceptional customer experience, sales and business growth, and Compliance and The Coffee Club brand protection.”
Korean Fried CHICKEN SUCCESS
In no more than four years, Korean fried chicken chain Ko Ko Dak has grown from a small start-up in an Auckland garage to ten restaurants, with plans for further expansion.
Owner John Song said the secret behind the success of Ko Ko Dak has been the point of difference Korean chicken has, providing a special, unique taste that isn’t found in American-styled fried chicken.
Before setting up Ko Ko Dak, Song had spent 12 years running sushi restaurants in Auckland, but noticed the market was becoming increasingly crowded. He did his own research and discovered, according to Google Trends search data, that in the years following COVID-19, Kiwis’ interest in Korean fried chicken has slowly but surely increased. Hoping to seize on this opportunity, Song set about developing his recipes with the help of his wife, a chef.
“She loves food, she loves to cook. She would try over and over again to get the recipe for a sauce or coating
perfect,” he said.
Since the first Ko Ko Dak store opened in 2021, Song said there has been a steady incline in franchisors wanting to join the company. By 2023, Song was operating three restaurants himself while managing six franchised locations. He said the demand for production grew so large, the company opened a commercial kitchen in Onehunga.
“It was a very difficult time. There were a lot of challenges and lessons to be learned. I was studying franchising throughout that period to improve our approach. We were growing so quickly, we had to do a lot of work to reassure our franchisees that we could meet their demand for ingredients to build up that trust,” Song said.
With ten stores now in operation, eight in Auckland and two in Tauranga, Song has continued to look to expand.
Initially many of the franchises were taken up by Koreans, but Song has been working on translations and standardising his processes,allowing more franchisors to join the company, whether or not they speak Korean.
“Communication is so important. Without her support, especially with the language barrier, it would have been a lot more difficult.”
Many have commended Song’s efforts to start a successful enterprise in the midst of a global pandemic. Ko Ko Dak was established during a wave of small business start-ups. Over 62,000 small businesses began operating during March to September 2021, twice as many than 2016 to 2018.
Meanwhile, Song has remained focused on the future, and said his priority is simple, sharing the taste of Korean fried chicken with New Zealanders.
“I’m a proud Korean and also a Kiwi. So I’m excited to introduce Korean food to more New Zealanders, which will also help the local economy.”
One piece of advice he had for those starting a new business was not to become too fixated on profits during the early period. Instead, he said, focus on refining structure and processes, and never forget why you are doing it.
“We have a passion for good food, we love to eat it, we love to cook it, and we love to share it.”
Rise of the VIRTUAL BRAND
From YouTube mega-star to global businessman, the name MrBeast certainly has come to prominence in recent years. Now the media personality’s fast-food chain, MrBeast Burger, is has landed in the New Zealand market for the first time.
Virtual Brands New Zealand (VBNZ), a Kiwi-owned and operated company, has been a driving force in getting the brand to local shores.
VBNZ has built a strong portfolio of tried and tested brands from the United States, United Kingdom and Europe. MrBeast Burger, commonly called the world’s most viral burger brand, is the first of many exciting concepts VBNZ plan to bring to New Zealand.
Although a busy market, like anywhere else, there is always room for burgers, pizza and fried chicken. VBNZ Cofounder and MrBeast Burger NZ Operator Dec Penfold said the big trend the company is focused on isn’t just a food concept, but a way for restaurants to scale and grow revenue through the virtual brand model.
“We help restaurants across the country to add new income sources by plugging our tried and tested brands into their existing operations and selling them through multiple delivery channels,” said Penfold.
MrBeast Burger is arguably one of the biggest virtual brands in the world, therefore VBNZ wanted to make a splash in the New Zealand market. MrBeast Burger NZ will operate as a deliveryfirst model, meaning it will be available through platforms like UberEats or by collection at a takeaway-only store.
Penfold said that while the virtual brand and delivery-only model wasn’t very well known locally yet, it has proven to be hugely successful in other similar western markets.
“Because the model uses existing commercial kitchens, it’s a brand that can scale quickly. But we’re taking a slightly different approach here, focusing on quality and execution from our first Auckland site before expanding with strong, well-vetted operators, as well as our own, across New Zealand. This ensures every order is consistent and top quality.”
Penfold added that Smash Burgers were still the top-performing burger style globally, and that is what MrBeast Burger will do best. The burger has a bespoke New Zealand beef patty with a unique steak seasoning, while other trends like Dipped Nashville hot chicken is another trend that will be served up. He said VBNZ was sticking to strong brand guidelines and formats while also bringing in some fun new items that Kiwis will love.
Most people will be unaware, but the first MrBeast Burger NZ site is operating out of the kitchen at the back of Coffee AFC in Freeman’s Bay. Penfold said it was the perfect way to prove how the concept works in existing kitchen spaces while still producing a high volume of tasty burgers.
Another thing VBNZ is proud of is its produce. He said customers should expect an iconic American burger brand that has been given a Kiwi twist.
“We’ve worked hard to source nearly all of our products from New Zealand suppliers and producers. Our buns come from Hamilton, our pickles come from Pukekohe, and our beef is from Whangārei, just to name a few.”
Penfold said there were big plans to grow the MrBeast Burger brand in New Zealand in the near future.
“We’re actively looking for franchise partners and are already in talks with sites and operators in Queenstown, Christchurch, Hamilton, and other parts of Auckland. If you’re interested, we’re ready to talk.”
He said franchising and licensing were a key part of its growth strategy. Franchise operators already have strong systems and processes in place, and MrBeast Burger fits right into that.
Beyond THE OVEN
For potential franchisors, the first stop is often the QSR market.
Pizza has remained one of New Zealand’s favourite choices for fast food for decades, and remains a common choice for franchising.
Bek Hebden, General Manager of Domino’s New Zealand, said growing its portfolio of stores around the country was a focus for the pizza chain.
She said there is a market for Domino’s products nationwide, and its aim is to be an accessible option for all customers, especially in regions proven to be popular.
“We see an opportunity to continue growing our store network, particularly in existing regions where we know demand is strong, and in new, emerging locations
where we can better serve customers,” she said.
“At Domino’s, our growth strategy is focused on building stores closer to customers to improve delivery times and ultimately provide a better, faster, and more convenient experience.”
Currently, Hebden said there are new stores in the pipeline across New Zealand, with a strong focus on smart, strategic growth that supports both franchise partners and customers.
“It’s about growing in the right way, and making sure Domino’s is the most loved pizza brand in every neighbourhood we serve.”
Hebden said that technology has been a priority for all Domino’s stores, especially in ensuring a faster, easier and more personalised customer experience.
Whether it is through AI-powered ordering prediction tools, GPS delivery tracking, smarter rostering, or frictionless digital ordering across multiple platforms, technology has unlocked new ways for Domino’s to meet customers where they are.
While the customer experience factor is vital, behind the scenes technology is just as important. From in-store operations and marketing automation to tools used to make informed, data-driven decisions, all technology has been designed specifically to help franchise partners run smarter, more efficient stores.
Another key element of Domino’s business operations is its workforce. Hebden said, as a large employer of young people across New Zealand, Domino’s has recognised how important the growth and development of younger staff is.
“At Domino’s, our development and training initiatives focus on important life skills.”
A prime example of this is the ‘Path to
Flat White TO FRANCHISE
Since its expansion to the New Zealand market in 2005, The Coffee Club has become a customer favourite, with stores open up and down the country.
Excellence’ program, which has focused on accelerating the development of people through the Domino’s system. She said today’s pizza maker or delivery driver could be tomorrow’s store manager, franchise partner or leader.
“This remains a huge focus for us and is a key differentiator for our business.”
Hebden said the future of the QSR market will be driven by continued growth in convenience, digital innovation and customer experience.
As consumer expectations evolve, Domino’s has seen a significant opportunity in areas like faster delivery times, enhanced digital ordering platforms, and investing in new technology to create a more personalised and seamless customer experience.
Domino’s has also expected its growth to come from product differentiation, capturing more eating occasions, strengthening its digital presence, as well as maintaining a strong focus on value and quality.
he chain’s 67 stores in New Zealand vary from restaurant models that are fully licenced with full table service and an extended menu, and its cafe stores, which are typically located in high pedestrian areas and shopping centres, and cater to light meals and snacks with counter
More than 8,000 people are employed by The Coffee Club globally, serving more than 40 million cups of coffee every year. Recently, The Coffee Club has
BEK HEBDEN NZ General Manager
undertaken a range of innovations, including a new and refreshed cafe design, new convenience-focused store formats, a new menu including healthier alternatives and vegan options, a new logo and a new look for advertising and marketing communications.
The development of delivery-only virtual restaurant brands has also been adopted.
“Franchising is about systemisation, creating efficiencies, risk reduction and safety; you don’t have to guess about the most effective way to build your business because there is already a successful system to use. All of this, however, will be dependent on your ability to follow guidelines and work within a franchise system.”
Brad Jacobs, Chair of the Franchising Association New Zealand and The Coffee Club Franchisee, said as the number of stores continues to increase, franchisees will be able to further harness the benefits or increased purchasing power in categories such as coffee, milk, soft drinks, packaging, distribution services and food service items.
Jacobs added that The Coffee Club provides an established business model, a brand identity and trademark that have value in consumers’ eyes.
“You don’t have to reinvent the wheel to be successful. As a franchisee, providing capital, management, talent and energy, you can expand the brand faster in your local area than we, as the franchisor, could on our own.”
The perfect franchisee in his opinion should have a high level of commitment to customer service. Being in the ‘people-business’, Jacobs said it was important to treat customers and employees in accordance with the company’s mission statement.
“Franchising does require substantial initial investment. Sufficient capital expenditure will be required to open your store. We require evidence of sufficient funding as part of the finalisation of negotiations and there are ongoing fees in recognition.”
He said successful franchisees should have a desire, the vision and enthusiasm to build their own longterm, sustainable business.
REVOLUTIONISE YOUR HEAT AND EAT OFFERING WITH MENUMASTER
Menumaster delivers speed, efficiency, strength, and durability – which is why it is the microwave oven of choice for fast food chains, service stations, supermarkets, convenience stores, cafés and restaurants. Comprising a complete range of commercial microwave and accelerated microwave, convection, infra-red ovens designed to meet the needs of the most demanding hot food serving environments.
Changing THE GAME
Eateries have continued to adapt to kiosk management for ordering and processing.
Arguably, the QSR sector has been at the forefront of this transition.
With digital channels projected to account for up to 70 percent of total QSR sales by the end of this year, the stakes for deploying cutting-edge technologies to reshape the customer experience have never been higher.
Industry research from Intouch Insight found that voice AI ordering systems outperformed traditional technologies, especially in areas like drive-thrus. It found that Voice AI ordering systems beat typical systems by an average of 12 seconds while delivering higher friendliness scores (83 percent compared to 79 percent with employees).
However, 22 percent of AI-led orders
still required employee intervention, highlighting areas for continued refinement.
When ordering ahead, customers spent an average of 3.5 minutes less in the restaurant compared to a traditional order placed in-store with an employee, and nearly two minutes less in the drivethru. However, only 57 percent of mobile pickup shoppers saw an upsell offer, compared to 64 percent in drive-thru and 75 percent in-store, pointing to a gap in app UX where upsells could be better integrated.
Ninety-eight percent of customers found kiosk ordering easy to customise. However, friendliness ratings dropped from 78 percent with traditional counter service to 66 percent when the order was placed at a kiosk, underscoring the importance of balancing technology with hospitality.
“QSRs aren’t just adopting technology, they’re using it to redefine guest experiences,” said Sarah Beckett, Vice President of Sales and Marketing at Intouch Insight.
“Our study shows that success hinges on more than just speed and convenience. The brands that stand out are blending efficiency with genuine human connection at every touchpoint.”
Deloitte’s report, How AI is Revolutionising Restaurants, has examined new opportunities created by AI, what is driving value and perceived
challenges and organisational readiness to scale AI effectively.
When asked how they expect their business’s investment in AI technologies to change in the next fiscal year, 82 percent of respondents said their AI investment is likely to increase, while only two percent expect a decrease.
Benefit expectations vary by restaurant type. For example, respondents from casual dining restaurants hope to achieve a significantly greater benefit in enhancing customer experience (60 percent) compared to those in the quick service, fast casual and café segments (48 percent).
Evert Gruyaert, restaurants and food service industry leader at Deloitte, said that AI integration in hospitality had only just started.
“As the restaurant industry appears to increasingly embrace AI, the journey to full-scale transformation is still a work in progress. Leveraging AI to create personalised experiences and deeper connections with consumers can be an effective strategy,” said Gruyaert.
“However, to unlock AI’s potential, leaders will likely need to balance innovation and operational discipline, strengthen governance, and address capability gaps to help optimise operations, boost margins and futureproof their business, in both the front and back of house.”
Making DataDRIVEN DECISIONS
The technology era of dining has introduced many ways for eateries to boost customer satisfaction and revenue. However, none have been as helpful as digital payment offerings.
Sunny Chawla, Manager of Foodship, an online food ordering system for hospitality businesses, said self-ordering technologies, such as QR code-based food ordering and self-ordering kiosks, have significantly influenced POS and financial management in hospitality.
Although these technologies have been around for some time, customer acceptance and adoption accelerated during the COVID-19 era, making it a win-win concept for both customers
and venue operators.
Customers enjoy using self-ordering kiosks because they can skip the dreaded queue and place orders without waiting for a waiter to attend to them, while venues have used them to save on labour costs by requiring fewer staff members.
Additionally, innovations within the payments market have made this shift possible by offering more integratable platforms and customer-centric features, such as recognising repeat customers through their payment methods and enabling personalised loyalty programs.
Chawla said that technology will play a very important role in moving forward.
“Of course, food quality and ambience will always be the primary focus, but innovation has made customer service more affordable and manageable,” he said.
Chawla added that the days when restaurants and cafes relied solely on dine-in service or takeaway orders were gone.
“Today, every venue operates across multiple channels to attract customers, from online food orders to table bookings. Even traditionally non-techsavvy restaurant operators are now making data-driven decisions.”
An example of this is how technology has been used to identify which dishes are truly profitable compared to those that take longer to prepare, require more raw materials, and yield lower margins.
Modern POS and online ordering systems now collect data with greater precision and depth, making forecasting more accurate.
Chawla said it is easier than ever to see where most orders come from, at what times, on which days and for which items. This level of insight, once available to only large organisations and global chains, is now accessible even to small business owners.
The most important benefit of managing finance and payments digitally is that hospitality operators have clear visibility of their bottom line. Chawla said they will always know their true net position.
This has allowed businesses to see which days perform well and which days fall short. Such insights not only lead to better business decisions but also help control and maintain operating costs.
Digital payments also equip businesses with efficiency and accuracy. They reduce the likelihood of human error when charging customers, speed up service through integrated systems and ultimately enhance the customer experience.
On top of that, with all data stored digitally, operating tasks like bookkeeping, taxation and payroll processing become easier, faster, and more affordable, meaning professionallevel financial management is something businesses of all sizes can adopt and confidently perform.
SUNNY CHAWLA Manager of Foodship
Tap, Order & Pay: THE KIOSK REVOLUTION
As businesses continue to face the ongoing challenge of staying up to date with technology and innovation, many have directed their attention to ordering management platforms to benefit customers and staff.
HAYDEN BOWTELL General Manager, Sektor
Self-service kiosks unlock impressive returns for hospitality businesses. With a modest upfront investment, operators can streamline service, reduce staffing costs, and enjoy stronger profits, often within weeks.
Kiosks combine robust hardware with innovative
software to help businesses manage labour shortages, control wage costs, and remain agile in uncertain economic times. They also present a consistent brand experience across all locations, ensuring customers receive top-tier service every visit.
Hayden Bowtell, General Manager of Sektor, said kiosks
Bowtell said that as cash becomes less common, new modern Android payment devices will offer a costeffective solution with increased functionality, mobility and scalability.
“No longer will businesses be required to have a separate payment device and a separate POS terminal or kiosk. On one device, be it a kiosk, table, phone, you can now take a customer’s order and process payments all on the same device, either at the register or at the tableside.”
Accelerating customer service, the efficiency gains will be immediate and on every single engagement and transaction.
Bowtell considered selfservice kiosks to be a musthave for Quick Service Restaurants, as they offer faster, contactless ordering and payment, customisable options, and multilingual menus. They can also reduce wait times by up to 30 percent and boost sales through visual upselling, allowing customers to browse at their own pace.
However, he said a hybrid model is likely to serve many hospitality businesses best.
in today’s hospitality landscape are smarter than ever.
“Integrating technologies such as motion sensors, voice commands, facial recognition, and contactless payments will make transactions faster, safer, and more intuitive in the future,” said Bowtell.
He added that with cloudbased solutions and AI personalisation, kiosks not only speed up service but will also anticipate and meet diverse customer needs.
“The argument for adopting kiosks will evolve from ‘busting queues and reducing costs’ to ‘how can we best serve the widest possible range of customers and meet their expectations?’.”
The biggest change and evolution about to happen across New Zealand’s hospitality industry is the adoption of Android-based payment technologies.
“Plenty of Kiwis and overseas tourists value personal interaction over the efficient, clinical kiosk process. Nothing can match human friendliness, kindness, and personal recommendations, especially for those who struggle with technology.”
As most proprietors know, food and beverage is only part of the experience and what keeps people returning.
The integration of kiosks in the quick-service sector is thriving, especially for brands like McDonald’s and Pita Pit, where long queues no longer exist, costs have been lowered, and sales have gone up. The trend has continued to spread to regional venues, cafes, and tourism businesses, fuelled by three factors: affordable hardware, easier payment integration, and continued demand for contactless, hygienic solutions.
ANUGA ALTERNATIVES DEBUT
Anuga is expanding its footprint this October with the launch of a new and independent trade show dedicated entirely to alternative proteins.
From 4 to 8 October 2025, Anuga Alternatives will take place for the first time in Cologne, focusing on how the global demand for protein can be met in a sustainable, health-conscious and commercially viable way. The theme of sustainable growth is at the heart of this initiative, reflecting growing interest from manufacturers, suppliers and foodservice professionals alike. Already, around 90 exhibitors from across the globe have confirmed their attendance, including group stands from the Netherlands, Denmark, Slovenia, Turkey and Luxembourg. Beyond Meat and Oatly are among the headline names exhibiting, alongside The New Originals Company, who are a leading European producer of tofu and plant-based foods. The company’s name reflects its mission to create innovative products that build
on tofu’s rich tradition rather than imitate meat. With a strong focus on quality and transparency, The New Originals develops nutritious foods that combine traditional methods with modern nutritional needs, supporting healthier lifestyles and sustainable practices across Europe. The New Originals known for its ‘Omami’ brand, and Tofutown, a long-established player in the vegetarian space. Their presence, along with other innovators, underscores how alternative proteins have moved well beyond trend status to become a firmly rooted part of international food supply.
This year, more than 1,300 exhibitors across the entire Anuga event will showcase plant-based product solutions, highlighting the rapid market penetration of meat-free and dairyfree options. These are not fringe innovations but scalable offerings
that are reshaping menus, particularly within foodservice, where demand for inclusive, versatile and cost-effective protein alternatives continues to rise.
New formats like Anuga HORIZON Stage will provide deeper insight into the science and strategy behind these products. Located in Hall 1, the stage will offer curated content across research, technology and product development, tackling major industry themes including AI in food tech, health and functionality, and regenerative systems.
On the show floor, visitors can expect to see a wide range of solutions from plant-based staples to cuttingedge microbial and mycelium-based innovations. Pacifico Biolabs will present a mycelium-based ‘Viando chicken’ designed to match the flavour and performance of real poultry. SunflowerFamily is launching sunflower protein mince, while Jens Møller Products will bring its algae-based vegan caviar and shrimp alternatives to market. Neggst Foods will showcase a burger made from a vegetarian egg substitute and Oatly is tipped to unveil a new product during the show.
For foodservice operators seeking future-ready menu solutions, Anuga Alternatives represents an essential stop on the global innovation calendar.
ANUGA TASTE INNOVATION SHOWCASE
The biggest drawcard to any trade exhibition is, and always has been, innovation – and Anuga 2025 is set to deliver exactly that. This year’s Anuga Taste Innovation Show promises to be a standout feature once again, putting the spotlight on the most creative, forward-thinking and sustainable products shaping the future of food.
Known as one of the most anticipated elements of the event, the showcase offers a curated platform for new ideas and breakthrough concepts. For retail buyers, chefs, distributors and foodservice professionals, it provides an early look at the innovations likely to influence menus, retail shelves and supply chains in the months ahead.
An expert jury, including international trade press and market analysts,
will select the standout products from across the show. Among the judging panel is our own publisher, Tania Walters, lending her insight into what will resonate with the food industry both globally and locally. The selection criteria focus on originality, sustainability, quality and commercial viability – with the aim of recognising products that are not only inventive but ready for market.
All chosen entries will be displayed during Anuga at the dedicated Anuga Taste Innovation Show, creating a central destination for trendspotting, inspiration and business connection. For visitors, it’s a chance to engage directly with new thinking in food and beverage, whether that’s a smart twist on a traditional product or a novel ingredient addressing modern dietary demands.
Participation for exhibitors is free and easy. From 5 June 2025, all registered Anuga exhibitors will be invited to submit their product innovations online through the Anuga Innovation Tool.
Submissions will be accepted until 5 September 2025. All products entered by the deadline will automatically be considered for judging.
From this pool, the jury will name the top innovations overall as well as the ten most exciting new products to be revealed at Anuga 2025. These winners will be officially announced during the event and showcased to an international audience of trade professionals, decision-makers and media.
For companies, being featured in the Anuga Taste Innovation Show is more than just a moment in the spotlight – it’s a proven way to gain traction in competitive markets, build brand credibility and demonstrate leadership in innovation. The 2025 showcase will once again affirm Anuga’s reputation as the global meeting place for what’s next in food.
TEA REMAINS LARGEST CATEGORY FOR NPD
Anuga Hot Beverages will once again serve as a showcase for this category as it is riding a wave of steady growth, with the global market for hot beverages recording an average annual increase of three percent between 2019 and 2023.
Asia leads the way in innovation, accounting for 30 percent of all new product launches, followed by Western Europe at 28 percent, Africa at 16 percent and the Middle East at seven percent. Within Asia, China, India and Japan are posting double-digit growth, making the region a major driver of change and opportunity.
Tea remains the largest category for new product launches, representing 46 percent of the market, but coffee is closing the gap with an annual growth rate of four percent, far outpacing tea’s one percent growth. Other categories, such as malt-based and alternative hot drinks, are also gaining traction, growing at seven percent annually. Consumers are increasingly turning to hot beverages as part of a conscious
pause in their day, with 28 percent saying they enjoy coffee, tea or hot chocolate primarily for the pleasure it brings. The demand for natural and authentic products is growing, with “made from real ingredients” ranking as the most important purchase driver for tea (28 percent) and coffee (25 percent). Organic remains the most widely used health claim at 16 percent, while plant-based hot beverages are the fastest-rising segment, showing a remarkable 48 percent annual growth rate.
This breadth of innovation will be reflected in the brands on show. Wellknown names such as CAFEA, Taylors of Harrogate, Dilmah Ceylon Tea, Ultramar Caffé, Capital Resources, Bianchi Coffee, Devolli Corporation and Food Empire Holdings will be joined
by group stands from China, Turkey, Argentina, Greece, Poland, Sri Lanka, Kenya, Italy, Great Britain, Portugal and Taiwan. The international mix reinforces the sector’s diversity and the importance of hot beverages in markets worldwide.
In 2025, Anuga Hot Beverages will run alongside Anuga Drinks, creating a powerful combination that puts the spotlight firmly on beverages in all their forms. With both segments showcasing a high level of innovation and a clear commitment to sustainability and market relevance, they will provide buyers, distributors and foodservice professionals with a central hub for sourcing, inspiration and future planning within the wider Anuga framework.
Off the Beaten TRACK
For some chefs, being in nature and around natural ingredients is the opportunity of a lifetime.
Daniel Fraser, Executive Chef at The Lindis Group, has been with the company for the past six years. He previously had a long stint at the acclaimed Duke of Marlborough Hotel as its Executive Chef, and before that as Senior Sous Chef for Euro Restaurant in Auckland.
Currently, Chef Fraser leads the kitchen team at The Lindis Lodge, a secluded, luxury lodge located in Ahuriri Valley in the South Island. Having worked extensively with fellow chef Guillaume Laurent, he said a standout item on the menu is how Chef Laurent mimics the surrounding mountain range.
This specific dish, the Ahuriri Mountains, is a play on a mille-feuille using brown sugar tuile to replicate the surrounding landscape.
Chef Laurent said his role is to reflect this on the plate, which is why he has focused on showcasing small local producers and following seasonal trends rather than over-complicating things on the plate with precise technique.
Chef Laurent, Head Chef of The Lindis Lodge, trained in France at Michelinstarred restaurant, Pont De L’Ouyss, then after relocating to New Zealand, worked with Fraser at The Duke of Marlborough. He has been part of The Lindis Group since 2022, firstly at Sage restaurant at Paroa Bay as Senior Sous Chef, before heading south to The Lindis, where he is in charge of day-to-day operations, menu creation and scouting out the best local produce. The Lindis’ remote location has made it a very special place for guests who love to disconnect from city life
For Chef Fraser, The Lindis’ point of difference is the remote and rugged location, and how the cuisine has the ability to intertwine with the natural surroundings.
But just because it’s remote doesn’t mean there is any lack of modern flair and innovation. A key culinary trend that Chef Fraser said was prevalent throughout the country has been how chefs ask, “What is New Zealand cuisine?”
He said that championing amazing local growers, hunters, producers, and suppliers was very much at the root of this trend, and by supporting local, chefs are able to help elevate their products without diluting their provenance in the process.
Surrounded by a cradle of natural beauty, Chef Fraser said that although
the luxury lodge market can be fickle with a volatile international market, there has been a steady growth in the industry after a slow bounce back post-COVID.
The Lindis Group have multiple projects in the works. However, Fraser was tightlipped on giving away clues. He said diners and guests would simply have to “watch this space”.
“Our main goals remain unchanged, serving the best of what New Zealand has to offer in the beautiful Ahuriri Valley,” said Chef Laurent.
The Lindis continues to enhance its guest experience by putting the focus on growth and progression from within the staff. Chef Fraser said there was a real interest to want to help them achieve both personal and professional goals.
Daniel Fraser
Guillaume Laurent
That Sando Guy REDEFINES ASIANFUSION
For VeeShen Teoh and Irene Qi, Asian-fusion sandos have offered unlimited potential.
Since founding That Sando Guy nearly 10 years ago, Teoh and Qi originally operated in Mt Albert for about six months before moving to its current location in Ponsonby. The concept was inspired by Japanese culture, but instead of replicating it, the pair had the goal of fusing it with Western flavours.
Teoh said he was focused on creating a modern, Kiwi-inspired version of the Japanese sandwich, and to introduce something new, exciting and satisfying.
That Sando Guy’s menu is filled with various options ranging from savoury to sweet and everything in between. Teoh said the bestsellers include the Philly Cheese Sando, Premium Beef Sando, K-FC Sando, and its seasonal Fruit Sando.
The Premium Beef Sando holds a special place for Teoh and Qi as it reflects their very first impression of a classic Japanese sando. The Philly Cheese Sando is a creative fusion of a Philly cheesesteak and a Japanese-styled sandwich, described as being rich, hearty and indulgent.
The Fruit Sando lineup features both classic options and limited-edition
flavours that rotate based on seasonal inspiration.
Teoh said That Sando Guy’s point of difference has been that they don’t aim to offer a purely authentic Japanese sando. Instead, they incorporate the spirit and technique of the Japanese sandoitchi and merge it with local New Zealand tastes and eating habits.
“We want to build a cultural bridge through food, offering something innovative but still approachable. It’s about balance, not imitation,” said Teoh.
Fusion and bold flavours are a hit with customers. Teoh said the Philly Cheese and K-FC Sando reflect the growing appetite for richer, spicier and globally inspired foods. At the same time, fresh and photogenic options like the Fruit Sando appeal to both the taste buds and the camera roll. Limited-edition flavours also keep the menu exciting for customers and encourage repeat visits.
Auckland’s food truck scene is buzzing with energy and innovation, according to Teoh. He said it can be competitive, but there is a strong customer base looking for fresh ideas and unique food
WE’RE
AIMING TO BUILD A YOUTHFRIENDLY SOCIAL HUB THAT BRINGS TOGETHER GREAT FOOD, CASUAL EVENTS, MINI MARKETS, OUTDOOR ACTIVITIES, AND TABLETOP GAMING. IT’S A BIG CHALLENGE, BUT IT’S THE DIRECTION WE’RE MOVING TOWARDS IN THE COMING YEAR.
experiences. Operating a food truck has allowed Teoh and Qi to stay flexible, creative and closely connected with their audience.
Teoh and Qi are currently researching larger warehouse and open-space locations to expand their operations. His vision for That Sando Guy is to create a multi-purpose venue that combines food, community and lifestyle.
“We’re aiming to build a youth-friendly social hub that brings together great food, casual events, mini markets, outdoor activities, and tabletop gaming. It’s a big challenge, but it’s the direction we’re moving towards in the coming year.”
Teoh said he wanted That Sando Guy to grow into a space that’s more than just a food stop. Whether it’s opening a permanent venue or hosting larger events, the goal is to create a vibrant community around food, creativity and culture. He wants That Sando Guy to be known not just for good sandwiches, but for great experiences.
“We’re incredibly thankful for the support we have received since day one. From Mt Albert to Ponsonby, it’s been an amazing journey. We’re passionate about what we do and are excited to keep evolving and sharing new ideas with our customers.”
