When a brand lands and operations make the difference
Spain is a particularly attractive market for organised foodservice, but also one of the most demanding. There is volume, tourism, intense competition and a consumer used to comparing options. In this context, the arrival of major international chains brings more than just brand and product: it brings method. And that method — the way operations are designed to be consistent and scalable — is often the real differentiating factor when a model succeeds in our country.
In this episode of HORECA Stories, we focus on how an international chain is managed when adapting to the Spanish market. The video features Daniel Agromayor, CEO of Five Guys in Spain; Adriana Bonezzi, Managing Director at Marcas de Restauración; and Armand Notó, founder of ANclue and consultant to major chains. Three complementary perspectives to draw practical lessons for both established operators and growing hospitality businesses.
Smart centralisation and local adaptation
One of the key themes we address is the balance between centralising and adapting. Centralised management ensures standards: clear processes, training, quality control, purchasing and a consistent way of measuring performance. But success in Spain also requires understanding the local landscape: opening hours, demand peaks, consumption mix, locations and customer expectations. The challenge is not choosing between standardisation and flexibility, but deciding which parts of the model are untouchable and which should be adapted to the local market without breaking the brand’s essence.
Talent, costs and productivity: the key levers
The episode takes a direct look at the pressures currently affecting every operator. Talent remains the main bottleneck: attracting, training, retaining and, above all, building middle management capable of delivering consistent execution. Added to this is cost pressure and the need to protect unit profitability without sacrificing the customer experience. At the centre sits productivity: how to design routines, roles and systems that make it possible to sustain service levels in a market with highly variable demand.
What any hospitality operator can learn
Beyond size, the key lesson is cultural: experience is not accidental — it is the result of method. When a chain scales, it is not only the recipe that is standardised, but also routines, training, KPI tracking and management habits. This episode aims precisely to translate that logic into practical lessons for the sector, including those operating only a small number of venues.
By Rodrigo Domínguez, journalist at Aplus Gastromarketing.