The Exki company: "natural, fresh and ready"

Extract

[...] And this formula seems to be bearing fruit as EXKi continues to grow gradually, but surely to 10 restaurant openings per year, a turnover in the constant progression of around 156 million euros in 2019. We will take a closer look at the success of this innovative company, in particular, by analysing its sales methods, the classification of its distribution, the competition, as well as the regulations that govern the market in which the brand operates. I. Company and product presentation A. The history of the company It was in 1999 that Frédéric Rurez, Arnaud de Meeûs and Nicolas Steisel developed a concept which years later, has not aged a bit, quite the contrary. [...]

[...] The customer follows a free path. He can move through the different spaces and "corners", freely choose the items that make up his meal, reconsider his choice, add to infinity and go to the counter (principle of self-service) when he wants to pay quickly. Point of sale marketing is a key factor for EXKi. The restaurants are decorated in line with the values ​​carried by the brand via eco-design in particular, a way of conceiving differently. Eco-design is about producing without destroying. [...]

[...] The customer can adapt his meal to his tastes and vary the combinations as much as he wishes. Prêt à Manger, which is not yet present in the region, can nevertheless prove to be a major competitor. In fact, in England, the brand has established itself on almost every street corner. The continued development of these chains, as well as many other independent brands, shows that the sector is booming. Although these restaurants have not yet become "the norm" and do not weigh as much as the fast-food giants in the fast-food market, they continue to gain momentum. [...]

[...] The goal is not so much on winning new customers but rather on engagement, creating a community that knows how to give back. Here again, EXKi intends to stand out, and this not only contributes to the creation of its identity but also increases its sympathy capital while developing its competitive advantage. B. Online sales: a new challenge EXKi must also adapt to changes in consumer practices. More and more of them are ordering directly online, on dedicated applications. With delivery services increasing, this presented a real opportunity for the company to seize if it did not want to be "on the sidelines". [...]

[...] We can, therefore, conclude that the group manages to continue its expansion while remaining faithful to the concept that made its success. However, EXKi is not resting on its laurels, as the healthy food market continues to see new entrants, even if they are still poorly represented among the fast-food spectrum. The challenge for EXKi today lies in the fact of continuing its expansion, but also of integrating this new consumption habit as a standard in the collective mind so that citizens detach themselves from the "fast-food" reflex when they plan to eat quickly or on the go. [...]