PASTA CAFFÉ
At end of year Pasta Caffé operated 16 units in Portu-
gal and 2 in Spain, having closed the Zaragoza unit. In
December the brand counted 193 employees. In 2012,
despite the adverse situation, Pasta Caffé made major
adjustments to most of its costs structure. Turnover
in Portugal was 5.07 million euros, while in Spain the
brand’s sales were 880,000 euros.
The year was marked by the launch of specialties and
different proposals to meet the fall in our customers’
purchasing power.
Pasta Caffé assumed toward its customers a positioning
as a cosy Italian restaurant (
casa di famiglia
), a reference
in table service, a brand remembered for its specialty
dishes (
stupendo
), typical decor and attentive service at
an affordable price.
From April on the brand launched a Buffet lunch offer,
meant to satisfy customers seeking a fast and variable
meal at a competitive price. This proposal was very well
accepted by customers and was implemented during
the year in 8 restaurants located in greater Lisbon and
greater Porto.
The brand carried out three major actions in most res-
taurants during the year, called Temporadas, which en-
abled the creation of new sharing moments:
Rodízio de
Pastas, Temporada do Risotto
and
Temporada do Calzone
.
In these actions the differentiation of positioning as a
ristorante italiano
was reinforced. Investment was also
made in more far-reaching communication, with a more
suggestive and truly inspiring image.
On holidays such as Valentines’ Day, Father’s Day, Moth-
er’s Day, Children’s Day, St John’s Day in Porto and Ré-
veillon, different proposals and communication actions
were developed, involving the preparation of various
graphic materials, decoration and ambiences for the
day in question, Facebook pastimes and product offers
for customers.
The reinforced communication and business aggres-
siveness was one of the marketing plan priorities whose
aim was to capture new targets and increase loyalty, as
customers visited less often and the average amount
spent per meal fell. Pasta Caffé responded by reworking
its lunch and dinner proposals during the week vis-à-vis
product, price and communication.
The brand reached 10,000 fans on its official Facebook
page, due to a constant relationship with its customers.
This was the means used to communicate the various
launches (specialità Pasta Caffé, Lunch Buffets, Tempo-
radas, Special Days) and offers – a major incentive for
visiting the restaurant.
With the aim of getting closer to consumers, investment
was made in more hospitable service, which begins with
reception by a host(ess) who invites customers to enter
and get to know the casa di famiglia. Service in the room
is attentive and professional, complemented by kitchen
staff who know genuine traditional recipes from Italy. In
2012 we maintained efforts to achieve recertification in
the Hygiene and Food Safety processes for shift leaders
and unit heads. Recertification per the APCER ISO 22000
quality standard was also assured at the Dolce Vita An-
tas and NorteShopping units.
ANNUAL REPORT AND CONSOLIDATED ACCOUNTS 2012
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