Categorie: Geen categorie (Pagina 2 van 5)

Hoe hebben Kaldi koffie en de lekkerste stroopwafel elkaar gevonden?

Kaldi is een bekende Nederlandse koffie en thee franchiseformule die haar naam heeft ontleend aan de Ethiopische geitenhoeder Kaldi , de ontdekker van koffie.

Daarnaast heb je de bekende Nederlandse stroopwafel die uit het pittoreske Gouda komt.

Sinds dit jaar hebben deze beide producten elkaar gevonden o.a. in Kaldi Haarlem, Den Bosch, Arnhem en Riyadh in Saudi Arabia. 

Een unieke combinatie waar deze smaakbelevingen zijn samengevoegd tot één.

Koffie met een verhaal:

De koffielegende begint met de geitenhoeder Kaldi, die op de hoogvlakte van Ethiopië zijn kudde hoedde. Kaldi ontdekte op een vroege morgen dat zijn kudde niet teruggekeerd was naar huis. Ongerust ging hij op zoek en na uren lopen trof hij zijn geiten dansend en springend aan. Kaldi zag dat zijn geiten aten van rode bessen. Hij nam deze mee naar een naburig klooster, waar de abt experimenteerde met deze bessen. Hij droogde ze en maakte er een drankje van. Zo werd een smaakvol drankje ontdekt dat later bij ons koffie werd genoemd. Bekijk het Kaldi  koffie assortiment 

De stroopwafel:

Van oorsprong siroopwafel genoemd. Een  Nederlandse ontdekking, die niet alleen in Nederland maar ook wereldwijd gegeten wordt. Het product bestaat uit twee ronde deegwafelhelften, met ruitpatroon, waartussen zoete siroop is aangebracht. Deze hadden een diameter van ongeveer 10 centimeter, maar inmiddels zijn ze verkrijgbaar met diameters van 5 tot 25 centimeter.

Bereiding:

Na het kneden van het deeg wordt een stukje deeg gedurende slechts 1 minuut in een heet wafelijzer gebakken.Daardoor wordt de wafel niet helemaal gaar en blijft de binnenkant zacht. Vervolgens worden de wafels in een ronde vorm gestoken en horizontaal doorgesneden. De kruimels van de afgesneden randen en mislukte koeken (ook wel snippers genoemd) zijn vaak apart te koop.

Eén helft van de doorgesneden wafel wordt met de stroop ingesmeerd, waarna de andere helft erop wordt gelegd.

Een oud recept – de Kamphuysen Siroopwafel – beschrijft een stroopwafel die bestaat uit twee krokante wafels die door middel van siroop op elkaar worden gekleefd.

Geschiedenis:

De stroopwafel werd voor het eerst gemaakt in de negentiende eeuw in Gouda. Het is niet bekend wanneer exact de eerste stroopwafels werden gebakken. In diverse bronnen wordt de bakkerij van Kamphuisen genoemd, die in het begin van de 19e eeuw in Gouda werd gevestigd, waar de eerste stroopwafels zouden zijn gebakken. Wanneer deze bakkerij precies begonnen is met het vervaardigen van stroopwafels is niet bekend. Men stelt dat voor het vervaardigen van stroopwafels gasstellen nodig zijn. De komst van Goudsche Siroopfabriek in 1837 en de vestiging van de eerste gasfabriek in 1853 in Gouda, geven hem aanleiding om te veronderstellen dat de eerste siroopwafels enkele jaren na 1853 werden gemaakt

Er zijn een drietal redenen waarom niet met zekerheid vastgesteld kan worden wanneer de eerste siroopwafel in Gouda werd gebakken.

In de eerste plaats waren de gilden afgeschaft waardoor er geen productregistratie plaatsvond.

Ten tweede waren bakkers individuele ondernemers en er ontstonden in die tijd geen juridische geschillen over de fabricage van de stroopwafel.

Ten derde plaats was er juist in die periode geen plaatselijke krant waarin geadverteerd kon worden.

Dat is de reden, waarom er zo weinig schriftelijke bronnen zijn overgeleverd over de fabricage van de stroopwafel. 

Vanaf 1870 werden de Goudse siroopwafels niet alleen in Gouda, maar ook elders gemaakt. In 1960 telde Gouda nog 17 stroopwafelfabrieken, rond 2000 nog vier.

2022:

In 2022 brengt Kaldi koffie de stroopwafel weer terug naar de ambachtelijke stroopwafel. Kaldi bakt zijn stroopwafels vers voor zijn klanten. Tijden veranderen en daarom biedt Kaldi stroopwafels met instagramable toppings. Als consument kun je bij Kaldi kiezen uit verschillende soorten chocolade en toppings om je stroopwafel helemaal af te stemmen op je eigen voorkeur en smaak.

Bron: Kaldi.nl en Wikipedia

Na eerst de Nederlandsche Franchise Trofee te hebben gewonnen, vervolgens de eerste vestiging in Riyadh te hebben geopend, komt er dit jaar nog een kers op de taart. Wat dit precies zal zijn houden we nog even stil, maar hier alvast een tipje van de sluier. 

• Published on October 20, 2021

After reading this article it can perhaps help you to start your own KALDI

Over my career I’ve found that most people who dream of owning a business often stop short of executing on their dream because they fall victim to the usual suspects: fear, doubt, uncertainty, and lack of confidence — contrary to popular belief, financial risk is seldom a barrier. I have also found that on the other end of the entrepreneurial spectrum there exist individuals who emotionally leap into ownership based on unrealistic or romanticized versions of business ownership. Granted, these people might figure it out along the way, they often do so at a significant financial cost and countless metaphorical ‘bumps and bruises. Both groups could stand to learn from each other, but for this article, “7 reasons why franchising works”, I’ve decided to share my opinions, beliefs, and, dare I say, professional perspective on the key value propositions of franchise ownership in an effort to allay franchising fears while also clarifying expectations.

1. Proven System

Franchising is predicated on the presupposition that a franchisor possesses some sort of secret sauce, proprietary product, method and manner of operation, or, at the very least, some high level of knowledge and expertise that, by their very nature, aid in the success of their particular small business model. That is to say, they know something or have something you don’t. This seemingly basic value proposition is often enough to propel aspiring franchisees into ‘signing on the dotted line’, but for others, it is difficult to quantify and subjective at best. So, how does one bridge the gap when assessing the true value of this claim? First, define “proven system” and clarify that extensive scientific trial and error (i.e. ‘proven’) is the basis for which the franchisor has developed and offers their methods, processes, and guidelines (i.e. ‘system’) to help a franchisee achieve success. Second, during due diligence conversations with existing owners, validate the legitimacy of the principles, processes, and/or products offered by the franchisor and determine if they are a help or a hindrance to success. Furthermore, for some anecdotal evidence, reference the ITEM 20 in the FDD and calculate if the number of closings outpaces the number of openings; a tell-tale sign that a franchisor is overselling and under-delivering.

I digress,.. getting back to the ‘proven system’ value proposition,… in the simplest terms, it means that the franchisor has made mistakes, fallen on their face, and lost/spent money, all in the pursuit of achieving a successful business model so that a franchisee may bypass those challenges and leap ahead to a profitable business. Additionally, it is also worth evaluating the franchise system in terms of the ‘opportunity cost’ – i.e. the risk and expense of starting an independent business from scratch! This daunting, albeit not insurmountable task, is often challenging, time-consuming, and frankly unnecessary when a franchisor has already done most of the hard work.

2. Extensive Support and Training

I often feel bad for struggling small business owners who have nobody to turn to for advice on their business. When operating an independent business, most of the resources that are available to an owner – and that also qualify as relevant expertise – are either consultants or competitors; the former seeks a fee and the latter seeks one less competitor in the market (or at the very least, will fail to provide their success formula).

This is not the case for franchising. Not only will franchisees benefit from a structured training and support program provided by the franchisor, but they’ll also benefit from a network of like-minded and symbiotically situated owners who are both forthcoming and transparent about their individual businesses and eager to help their fellow franchisees succeed.

3. Businesses that can be duplicated

For most individuals interested in franchise ownership, the strategy is not merely to ‘buy a job’ and operate a single location. The goal, whether it be in the short term or long term, is to leverage the franchise system and maximize existing staff, marketing expenditures, and other internal resources to duplicate that success over multiple locations. This cannot be effectively achieved without a standardized and systematized model to guide the opening, management, marketing, sales, operations, etc… of each location. After all, a business owner cannot be in multiple locations at once. Managing, overseeing, and directing the activities of multiple locations without a system to follow is madness and, quite frankly, unfair to the employees. Unfortunately, most entrepreneurs lack the foresight to develop the necessary systems to ensure uniform performance with minimal oversight. Although they may have been successful with their first location, owners will often fall flat on STORE #2 because they took for granted the amount of direct involvement the business demanded from its owner. This is why franchising is so brilliant – it provides an efficient, systematic roadmap for multi-store ownership while also benefiting from economies of scale.

4. Collective market knowledge and proactive innovation

Data is paramount in business decision-making and those who operate otherwise are driving blind. For an independent business owner, the data available to them is limited to their 4 walls or perhaps based on high-level national trends for their industry. Neither of which provide adequate data by which to make informed decisions about how, when, and where to adapt their business to the inevitable and ever-changing consumer buying habits. Franchise systems, on the other hand, benefit from multiple and diverse aggregated data points that can be used to improve profitability, predict market shifts, adapt to competitors, and proactively address potential macroeconomic threats.

5. Buying Power

As an independent business owner, negotiating with vendors and suppliers is often a futile endeavor. This is due, in part, to an unequal starting point. With only one location, the small business owner lacks leverage in negotiations because they cannot commit to consistently purchasing large quantities/volumes of products/services. When those same negotiations are conducted between a franchisor and a vendor, the proverbial tables are turned. By the very nature of franchise agreements, franchisors have the power to institute required vendor relationships with their franchisees and, as a result, a vendor could gain dozens if not hundreds of new clients in one fell swoop. This significant upside potential for the vendor provides the franchisor with a strong negotiating position.

6. International, National, and Regional

My family enjoys driving to the beach in Bergen aan Zee every summer and as we want to drink a cup of coffee, we begin to seek coffee establishments. We begin by searching Google, TripAdvisor, and Yelp for the usual suspects: “coffee, espresso, espressobar, etc,.. in the hopes of a quick passenger consensus. Regardless of which coffee establishment we ultimately select, several things are always true about the winning espressobar: 1) it is familiar; 2) it is based on a history of positive experiences; 3) it is often our first visit to that specific location.

So, why do I share the above story? I share it to subtly prove one of franchising’s seemingly unsubtle value propositions: branding. The moral of the story above is that the owner of the “KALDI” at the unknown exit X along our route did nothing (nada, zip) to win my business. It was rather the collective positive experiences of the several “KALDI” owners in my small town that won my allegiance to the brand. It is for partly this reason that “KALDI” on exit X will always outperform a similar non-franchise espresso bar nearby.

7. Exit Strategy

I always give one piece of unsolicited advice to every aspiring entrepreneur I encounter, whether they’re investing in a franchise or starting their own from scratch, and that is: always have an exit plan. On the Grand Opening day of their new business, an owner should know exactly how they’re going to exit. That exit strategy could involve building a legacy to pass along to their children or perhaps reaping the benefits of a revenue-generating asset in lieu of some other investment vehicle. But the most common and yet often overlooked method is to build the business to sell.

Although franchising provides substantial benefits for the first two exit strategies mentioned above, the best and most lucrative method is to sell. When I worked as a Business Broker, I often had listings (businesses for sale) of franchisee-owned and independent-owned businesses that operated alongside each other in the same space – i.e. Salons, Sandwich shops, and Coffee shops. But, in situations where the listings shared almost identical relevant characteristics, such as sales volume, EBITDA, and location, 100% of the time, the franchise-owned location would sell faster and would always sell for a higher price. This is because franchisee-owned businesses have a higher valuation as a result of historically higher sold comparables in the marketplace (based on market-approach valuation methods) and because of the franchise support system that helps mitigate risk (to buyer and bank alike).

When I asked buyers why the franchisee-owned location was worth the higher price, they often shared some of the value propositions I’ve mentioned earlier, but the most important factor to them was the training and support offered by the franchisor in helping to transition them into ownership and maintain the franchise’s current performance levels.

Conclusion:

Becoming a small business owner can be scary, but it doesn’t have to be. Partnering with the right franchise can make all the difference in the world, but, make no mistake, it’s still going to be hard work. Understanding the value propositions while also having realistic expectations of each party’s responsibilities is absolutely crucial.

Get in touch  KALDI with our friendly team today to see how we can help

Copyright: Robert Mitchel / Franchsie Development / Franchisebiz

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