Home Lifestyle Emir Ambeskovic Interview (TheFork) “I am very proud of our position because I think helping and supporting these small local restaurants is a very good initiative.”

Emir Ambeskovic Interview (TheFork) “I am very proud of our position because I think helping and supporting these small local restaurants is a very good initiative.”

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In 2007, La Fourche was born. After 15 years, the online restaurant reservation platform has established itself as a leader in the European market. Acquired in 2014 by Tripadvisor, the platform that changed its name to TheFork, it does not rely on its achievements but rather constantly innovates in order to improve its offer and maintain its leading position in the market. At the helm of TheFork since March 2021, Almir Ambeskovic has made it his mission to grow the brand wherever it operates. interview.

How did La Fourchette become TheFork?

Prince Ambiskovitch: The online restaurant reservation platform, formerly TheFork, has launched in France and Spain. Our main objective was to expand the business in other geographies. So we asked ourselves the question: are we going to create a new brand in each country or do we want an international brand? We made the decision to create TheFork in order to create one global brand. The platform was then launched in Italy, Sweden, Belgium, etc. We had 5 or 6 brands and we wanted to combine them into one. Why TheFork? Because English is a global language, so it is fully in line with our ambition. But personally, looking back, I think TheFork looks better.

TheFork is a world leader as a restoration solution, but what place does it occupy in the French market?

AA: Well, France is our first market, where it all started, so our business is well established there. Without a doubt, we are the leader in the French market. When we look internally, our activity is very significant in three major countries: France, Italy and Spain. Then Portugal and Switzerland. Our brand is strong, our reputation too, so we can say we have a very good position in France. The user with the highest number of TheFork bookings is the French. In fifteen years, he made about 2,700 bookings. It’s crazy, that’s almost 200 bookings a year.

During the Covid-19 pandemic, I helped restaurants deliver their meals. Can you tell me more?

AA: We only made this decision during a pandemic, simply to help. It was free for them. We really wanted to highlight restaurants that offer delivery, so that they can fight back and survive during this period. We stopped when life resumed and we have no intention of entering the delivery market. What we serve has more to do with the experience than the food itself. Delivery is not our ambition, we focus on the value we can bring to the experience.

The whole world is currently facing high inflation. Does it have an effect on TheFork activity?

AA: Yeah. Inflation had an effect on the entire economy. Now we suggest restaurants to monitor prices and raise them if necessary. Everyone is raising prices, so it makes sense for restaurants to do the same.

Today, TheFork has 20 million monthly users. What is your vision for the platform?

AA: TheFork is a growing company. I think the potential of our offering is very important and people have every interest in using our platform. We believe in the value of business. We aim to work with more restaurants. We have a lot of data and information, which allows us to help restaurants increase their value and improve their operations as much as possible. In terms of value, we want to accelerate our impact on yield management. We can predict trends and thus guide restaurants to adopt the best approach, based on the data. Our goals are to improve restaurant revenue, develop our tools and software, and further integrate them into our use of operations improvement. Moreover, we firmly believe that our gift cards offer a one-of-a-kind experience. I sincerely hope more and more businesses use our gift cards, remembering that the money from these cards will theoretically go to small local restaurants. Those who choose TheFork gift cards directly support restaurants, not TheFork platform. I am very proud of our position because I think helping and supporting these small local restaurants is a very good initiative.

You want to achieve carbon neutrality. What is your plan to achieve this?

AA: Basically, today we estimate that the emissions released each time a user uses TheFork to book a restaurant is 110 grams. Our plan is to reduce to 50 grams by the end of 2025. Now 60% of our emissions come from our marketing investment. The platform uses it to get more visibility, attract customers, etc. We want to prioritize channels that have little or no impact. We also intend to reduce travel and favor green energies. Carbon impact is one of the strong factors that we consider when selecting our suppliers. Moreover, we plan to further encourage them to implement emission reduction plans.

What are TheFork’s challenges for the future?

AA: The main challenge for us is to keep the company young. I like to use the term “teen”. It’s part of our story, actually. A lot of times I’ve approached people and thought, “They’re classy and cool and way more interesting than us.” But over time, I realized those things weren’t right and our company, TheFork, was still around, by stopping to innovate. Concretely, we can say that we have “disabled” the sector. There will be many other actors, who are going to look cool and trendy at some point. But, TheFork, we will continue to resist, to be “teenagers”, to innovate and follow trends and novelties, to help the sector and customers. This is how I would sum it up how I see it fifteen years later we’ll still be “teenagers”.

<< لقراءة أيضًا: https://www.forbes.fr/lifestyle/exclusif-lafourchette-devient-thefork-pour-conquerir-le-monde/ >>>

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