BUSINESS CONSULTING

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FINAL PROJECT
TEAM 8 | 16/OCT/2023 | DESIGN-MANAGEMENT

ABSTRACT

In an ever-evolving culinary landscape, the endurance and success of a restaurant like Leña are
not mere achievements but a journey that demands a robust strategy and unwavering
commitment to excellence. As a consultancy team, we have dedicated our resources and
expertise to meticulously assess every aspect of Restaurant Leña, rmly believing in the potential
to enhance its presence and secure its standing in the market in the years to come.

We have made an exhaustive analysis on Restaurant Leña to comprehend and optimize its
current market position, both in terms of external perception and internal operations.

Our project aims to achieve a range of critical objectives that are indispensable for the long-term
well-being of Restaurant Leña. These objectives encompass everything from improving customer
perception to increasing operational e ciency and maximizing brand perception. Importantly,
our project also seeks to preserve and enhance the restaurant's core values, mission, and vision.

Maintaining these core values, mission, and vision is paramount as they de ne the very essence
of Restaurant Leña. Our proposed strategies, which will be detailed in the comprehensive report,
are designed to not only fortify the restaurant's position in the market but also to align
seamlessly with its core principles. This combination of strategic growth and value preservation
is crucial to the sustained success of Restaurant Leña.

We will present the outcomes of our analysis and the strategies we propose to ensure the
sustainability and success of Restaurant Leña while remaining loyal in its commitment to its
values. Throughout the comprehensive report, detailed recommendations and a comprehensive
strategic plan will be presented, which we rmly believe will be of immense value to the
restaurant and all stakeholders interested in its ongoing prosperity.

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MARKET ANALYSIS

The rst analysis conducted for this project collects all sorts of information surrounding Leña's concept
and branding. As well as looking into its business idea, customers, competitors and the global conclusions
that were reached at the end of this analysis.

EXTERNAL ANALYSIS
For the market analysis, a Macro-environment analysis was conducted in order to have a global view of
the business. These included: Political, economic, social, technological, environmental and legal factors.
They contemplated di erent in uential situations that could potentially a ect the performance of the
business in the future, and understand the situation of the restaurant, its threats and opportunities.

Conclusion of external factors analysis:

The political instability in Spain, particularly in Madrid, was analyzed due to unexpected election
outcomes. The local government in Madrid is led by the PP, potentially impacting businesses in the
catering and hospitality sector and entrepreneurs' access to funding. Despite this, regulations a ecting
the restaurant LEÑA have remained largely unchanged after looking into Real Decreto.

By looking at the economical factors, the conclusion was reached that the world is witnessing a
technological innovation boom, with projects like virtual reality, automation, "lab-food," and digitized
brands gaining momentum. For instance, "La Gran Familia Mediterránea" has expanded to 17 operational
kitchens across Spain, achieving signi cant growth. This re ects Dani García's adaptability to evolving
technology trends.

Also the current unemployment rate graph was utilized to visualize that the unemployment rate is at
12,92% in 2022. This implies that there is economic stability. While a lower unemployment rate generally
indicates a more stable economy. Furthermore, by looking at Bankinter data, Spain's average salaries are
around 2086.8€ gross per month, while the community of Madrid there has a slightly increased monthly
average of 2368€.

However, taking into account global issues that have a ected the economy at a global level, such as the
pandemic or the war in Ukraine and Russia, they have generated a particular social and economical
impact. Most recently, global in ation. Studies obtained from Jordán have shown Spain’s in ation in the
year of 2022 was at 8.4%, while Madrid’s in ation rate was at 7.9%.

In conclusion, the external factors analysis o ers insights into the potential opportunities and challenges
for Dani Garcia's restaurant, Leña in Madrid. While political instability in Spain could in uence the
hospitality sector and funding for entrepreneurs, Leña seems relatively una ected by regulatory changes.
The restaurant's adaptability to technological innovations aligns with the evolving market trends, as seen
in the success of "La Gran Familia Mediterránea." Economic stability is indicated by a moderately low
unemployment rate in Spain and slightly higher salaries in Madrid. However, the impact of global issues,
such as the pandemic and in ation, poses ongoing challenges. Leña's should seek these opportunities in
the future to change and be a exible business concept in order to secure their long-term success.

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COMPETITORS

In terms of competitors, we analyzed the consumer buyer persona rst, as well as the physical location
of the restaurant, which is Avenida de la Castellana. This centric street, particularly known to have
prestigious and well-known restaurants in Madrid.

The competitors were analyzed utilizing three di erent sets of graphs. The rst one selected
restaurant o ers a similar experience that Leña o ers, with similar prices, that provide a sense of
prestige and exclusivity to the consumers. For further analysis, a graph was constructed with two
variables: average price and google reviews. This graph showed that in terms of price, Leña doesn't
exceed or stand out from the direct competitors. The conclusion was reached that the primary
di erentiation that Leña could have compared to the competitors is: Dani García's image, and
secondly the high quality steakhouse concept they have.

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Additionally, a graph positioning Leña and its competitors by distance, with the same two axes or
variables: Price and google reviews. From this, a clear trend in concentration of di erent restaurants
in the same street, with a wide variety of food types and price ranges. Making it a highly competitive
and prestigious area within Madrid.

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The nal chart depicted experiential activities nearby and they were categorized and ranging from
a lower to higher price. These are also considered as direct threats, as they could replace restaurant
Leña's experiential value, independent from the price involved and their relation to the culinary
industry.

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CONSUMERS
For the consumers, an analytics page was utilized to provide information on demographics,
communication networks, age groups and gender, in order to get an insight on Grupo Dani García's
website and therefore give us information on the targeted audience. Additionally, by looking into
their social media, their followers, comments, liked posts, as well as collaborations, comments on
google maps, etc. conjunctively these ndings were key in identifying that their targeted audience
are young people ages 25-45. In order to better understand the value of Leña, their interaction with
the client, as well as their functionalities, buyer personas were created, characters, based on real
people that dined at Leña, with their experience as an example.

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TATIC PHASE
This section of the analysis focuses on the
design of the restaurant. Including the
logo, color palette selection, typography,
and decoration. From this, a branding
perception and strategy conclusion was
derived by looking at various tools such as
communication channels, social media,
statistics, analyzing their customers and
brand promise.
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Logo and brand image
The brand's logo has two di erent kinds of
typography. This can potentially be a
drawback as it presents two di erent images
of the restaurant to the public. When
customers enter the website, one appears at
the top in a small size and the other serves
as the central visual focal point of the
webpage.
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The Nexa Slab typography is known for being elegant, clear, and rm. The logo is in white,
representing purity and exclusivity. It also has a catchy slogan: "Leña MadriLeña".

As Dfont explains, this font expresses an adventure in the nature of re, rewood, and smoke.
We can see how it maintains the exclusivity of the color white but with a blurred e ect, giving it a
more rustic appearance. In this logo, there is also the clari cation that it is a restaurant that uses
products on the grill and it is clearly stated that it was founded by Dani Garcia. Another very
important point in this logo is the ipped "Ñ", as they will later use it as an acronym in Social
Media posts. Every time consumers see a ipped "Ñ", they will associate it with Leña Madrid.

After analyzing the logo, we began to examine Leña Madrid's brand image, which encompasses
everything that represents the values of Leña, whether tangible or intangible. Leña is a
steakhouse that o ers high quality products at an a ordable price. The logo really speaks about
Leña's personality and values, it being a rustic style of cooking, while also o ering a high-end
product and food, in a highly elegant designed atmosphere. It's elegant, but it also shows a
somewhat casual or relaxed personality, in order to speak to a larger group of people.

The collaboration with Neolith and Astet Studio really brings to light the elegance and provides
the customers with a sense of exclusivity that the image of Dani García carries. The architectural
studio, Astet, collaborates here with Neolith, responsible for bringing the vision to life with
the nest materials. Neolith plays a crucial role in the luxury restaurant sector, having worked
with renowned establishments like El Celler de Can Roca, Enigma, ABaC, Azurmendi,
Smookedroom, among many others, to ensure their kitchens boast the best surfaces and interiors
(Neolith, 2021). Utilizing the nest of materials in order to create a luxurious space while also
setting a warm colored lighting in the restaurant, creating a cozy and intimate atmosphere.
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Color Palette

What stands out about Leña is how they have a very distinct color palette and remain consistent
with it, which is as follows:

This color palette is evident not only in their dining area but also in their furniture and
decorations, as well as in the posts they share on their social media platforms. The colors they
use create a complete atmosphere, as they have tones that make you feel in a place of status,
seriousness, and elegance. Also colors that are deeply rooted in the traditional way of natural grill
cooking, which they are passionate about. In this color wheel, we can analyze how Leña focuses
entirely on creating a palette of warmth
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Branding Perception

After conducting the analysis of Leña Madrid's brand image, we can perceive it as a restaurant
whose primary focus is to create an atmosphere of prestige and luxury for its clientele. It o ers
them the opportunity to spend time in a space designed with high-quality materials akin to the idea
of experiencing a 3 Michelin star restaurant but without paying the same price as a Michelin star.
Within this environment and through its gastronomic o erings, it instills a desire to share videos
and photos on social media platforms, making all the foodies wanting to leave the same experience.

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INSIGHTS

After conducting this analysis and looking at every aspect of it, the conclusion was reached that
restaurant Leña's value is positively in uenced, rstly, by the image and renown name of Dani
García. This gives people a sense of reliability and exclusivity to eat at a restaurant with his name, and
even right next to one of his staple restaurants Smoked Room, that may call people to visit Leña and
dine there. Moreover, Leña is recommended in the Michelin Guide, which gives it further value and
reliability to the public, as well as an exclusive and high-end crowd of people. Other collaborations
with di erent brands such as Txogitxu, provide it not only with high-quality produce, but also, a
special and exclusive o er for customers to experience on site. Furthermore, the collaboration with
Neolith and Astet studio has given Leña this astonishing and special design and architecture, which
through this research, has been evident that the young target and customers of the restaurant attend
there to appreciate and capture its design.
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 LEÑA´S INTERNAL OPERATION MANAGEMENT
PRODUCTIONFLOWCHART

Leña's operational skill lies in its attention to detail,

centralized management, adherence to SOPs, and
innovative customer engagement strategies. By
meticulously handling orders, supplies, storage, and
food processing, Leña ensures a delightful dining
experience.

Leña's ordering system is centralized through Dani

García Group headquarters, making the process more
e cient and minimizing errors. They maintain two
supplier lists, primary and reserve, ensuring a robust
backup plan for any contingencies. The head chef
i n i t i a te s o r d e r s , w h i c h a r e t h e n a p p r o v e d b y
headquarters before being sent to suppliers.

Key suppliers like "Frutas Eloy" and "TXOGITXU"

adhere to strict delivery schedules, ensuring a regular
arrival of fresh produce and meat. Orders need to be
placed 24 hours in advance, guaranteeing timely
deliveries.

Leña boasts specialized storage areas, including dry

storage, refrigeration units, freezing units, and meat
aging chambers. Products undergo rigorous quality
checks and are stored following the FIFO system.
Tspoonlab software aids in determining minimum stock
levels and triggers alerts, preventing stock-outs.

Leña's production team meticulously follows SOPs to

“The production team processes raw
materials according to SOPs, ensuring
consistency and quality.´S”
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process raw materials, maintaining consistency and
quality. They prioritize standardized recipes, precise
measurements, and strict plating guidelines, ensuring
uniform presentation. Overall, Leña's exceptional
internal mana gement, attention to detail, and
centralized approach, along with an e cient ordering
system, strict supplier schedules, and specialized
storage, ensure a consistent supply of fresh ingredients.
Their commitment to standardized processes
guarantees a high level of quality and consistency in
the dining experience.
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VALUE
PROPOSITION
To analyze if our typical customer
aligns with what LE A o ers, we
utilize the value proposition canvas
tool.

A f t e r a n a l y z i n g t h e Va l u e
Proposition Canvas tool in relation
to its target customers, we conclude
t h a t L e ñ a Ma d r i d 's v a l u e
proposition is:

Leña isn't only a service, it's an

a ordable, ne dining gastronomic
(Michelin) experience where they
t a ke c a r e o f t h e c u s t o m e r s
expectations by o ering a wide
selection of high quality products
and prices in a luxur y
environment.

VALUE MAPPING
Leña's value map analysis highlights
ve key components contributing to
its success: stakeholders (customers,
employees, suppliers, and the
community), infrastr ucture,
location (in the Hyatt hotel on
Madrid's Paseo de la Castellana),
D a n i G a r c i a 's i n f l u e n c e a n d
reputation, and the chef 's products.

The restaurant's value is primarily

driven by Dani Garcia's image and
media presence, supported by
stakeholders, infrastructure, and
location. Opportunities for
improvement include strengthening
community connections and closer
integration with the hotel.
Addressing these areas can enhance
Leña's overall value proposition and
culinary reputation.

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BLUEPRINT:

In summary, the use of a customer journey blueprint has given Restaurant Leña Cover-manager valuable
insights into its operational dynamics. It has revealed issues such as extended customer waiting times,
particularly during shift changes, which negatively impact customer satisfaction. Customers also felt
rushed upon leaving the restaurant due to the pressure of accommodating new guests and closing time.
These problems stem from sta shortages and ine cient resource allocation, with employees
struggling to manage table turnovers promptly, given their multiple responsibilities, including
showcooking and bar service. Addressing these challenges involves optimizing sta schedules, providing
additional training, and implementing strategic improvements. By doing so, Restaurant Leña Cover-
manager can enhance its operations, improve customer satisfaction, and build customer loyalty,
ensuring long-term success in the competitive restaurant industry.

Insights of internal operation analysis:

• Leña is excellent in their internal operation managEment due to meticulous attention to detail,
centralized management, and adherence to SOPs. Their e cient ordering system, strict supplier
schedules, and specialized storage ensure a regular supply of fresh ingredients. Emphasizing
standardized recipes and precise processing, Leña guarantees consistency and quality in their dining
experience.

• Important stakeholders such as the supplier Txogitxu.

• Luxurious environment.

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THE CULTURAL BEHAVIOR IN LEÑA

It re ects the commitment to being a steakhouse that embodies innovation, tradition,

and the use of quality ingredients, with a special tribute and the art of grilling. It's
cultural behavior revolves around the concept of re, luxury, embers, and wood in every
aspect of the restaurant.

MISSION

Steakhouse with innovation, tradition, and the use of quality products.

A nod to Asian gastronomy and grilled cuisine surrounded by a concept that wraps us

in everything related to re, embers and rewood.

VISION

Bring the concept of a "Steakhouse" to a wide range of

audiences while not neglecting that unique aspect that Dani García has of being

di erent and proposing a menu that intertwines o erings and entertainment.

VALUES

Respect, attitude, loyalty,

innovation and creativity.

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ORGANIZATIONAL CHART:
The total employees at "Leña" is 90, in the
kitchen are 47 employees and in the front
house 43. One distinguishing feature to
consider that sets this organization apart from
the conventional is the role of the supervisor.
In the absence of the head chef and sous chef,
they are responsible for organizing this
department and also assist the entire team in
m a i n t a i n i n g t h e r e s t a u r a n t 's p r o p e r
functionality by super vising all quality
parameters.
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SCHEDULE:
LEÑA operates continuously 365 days a year.
The average client per day is 252, considering
that the restaurant it is open 7 day a week from
1:30 pm to 1:00 am and in weekends from 11:00
am to 2:00 am. The cuisine is open from 13:00
to 16:00 and 20:00 to 23:30.
The employees' work schedule involves
working 8 or 8.5 hours a day for 5 consecutive
days (split work days), followed by 2 days o
that rotate weekly. The only exception is the
production team, which always has its days o
on Sundays and Mondays due to restrictions
related to order distribution.
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Example of BOH Schedule

Example of FOH Schedule

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THE INTERNAL CLIENT

Which services and/or bene ts is the business providing

them?

Besides receiving a salary for their services the employee enjoys other bene ts, including: private
insurance, Ongoing training plan provided by the company in the hospitality and restaurant sector,
special employee discounts at Grupo Dani García restaurants, professional career plan in Spain and
also at an international level, two days of rest per weekand an incentive plan based on achieving
objectives.

How is the business retaining the internal client? If not, what impact does it have on the
business?

The business is retaining the employees by the bene ts they are o ering and the well-being of them,
also by working in a safe place environment.

Within the restaurant, employee turnover is low, with an average turnover of at least one year per
employee. However, it's not that they resign; instead, they often move to other restaurants within the
Dani García group. This turnover can have both positive and negative implications.

On the positive side, it's bene cial due to the type of experience employees gain within the group
and the expertise they can bring with them to their new roles. This can lead to a transfer of knowledge
and skills, enriching the workforce.

On the negative side, this turnover can be disadvantageous in terms of the time it may take for a
worker to adapt to their new position. The adjustment period to a new role can potentially result in
delays or a learning curve, a ecting their initial productivity.

Data such as reviews on Infojobs and Glassdoor have accumulated over 120 opinions from current and
former employees.. (Infojobs, 2023)

Are the brand values re ected in the services (if any) the business provides to the internal
client?

The values expressed by LEÑA are constant innovation, respect, loyalty, and a positive attitude
towards challenges. That's why when we look at the comments on job portals, we see how people
(current or former employees) emphasize the good working environment, the company's investment in
your growth, and the provision of continuous training in both culinary and innovation aspects.
However, as is often the case, there are opinions of all kinds, and there are employee experiences that
highlight stress at work, poor organization, and some personal or professional di erences between
managers and employees. Nevertheless, these types of comments represent only a small part of what
we have been able to analyze.
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Are the brand values aligned with the
employee’s values? Do the employees
transmit the values to the client?
The restaurant LEÑA and Dani García make it
very clear the professional and personal pro les
they are looking for to build their company,
whether through job portals or through more
media-focused efforts, such as their
#ACTITUDBYDANIGARCIA campaign. In
this campaign, they were seeking individuals
with a positive attitude to work in various
restaurants within the group. Here, they
showcased several employees who shared their
daily experiences and how their work has
contributed to their personal and professional
growth.
In customer reviews online, we can nd a
variety of both positive and negative
comments.
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Cu s to m e r s o f te n co m e w i t h v e r y h i g h
expectations that may be di cult for the
business to meet. This leads us to question
whether the issue lies with the message LEÑA
conveys to potential customers or with the
employee's interaction with the customer
during the ser vice. We can clarify two
situations: one involving a customer with
unrealistic expectations and another where the
employee might not be e ectively conveying
the restaurant's value.
So, we can conclude that the people who go to
work there, know in advance the values that
the group wants them to convey to the
customers. By taking a look at what online
portals and the 'documentaries' of their
restaurants show us, we see motivated
individuals who want to work and grow there,
but also they have to take in consideration that
a big part of the customers do not understand
the values because of themselves or the
procedures of the employees during the service
evolving their work or their attitude.
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PROFIT AND LOSS

This analysis is based on information provided by Jorge Díaz, Operations Manager Area Madrid. From
which we re ect in a P&L account their monthly turnover, COGs, Sta Payroll, OPEX, EBITDA,
Depreciation and Amortization and Corporate Taxes.

In order to understand what these percentages mean and to bring them closer to reality, let's translate
them into annual gures. Firstly, Net Turnover is equivalent to €6,432,048. In terms of operating
expenses, the largest is the sta payroll which is equivalent to €2,186,896.32, followed by COGs which
is €1,929,614.40 and OPEX which is €328,034.40. On the other hand, depreciation and amortization
expenses amount to € 39,597.24 and corporate taxes amount to € 486,976.41. Taking all these data into
account, the annual net result amounts to €1,460,929.23.

After the study and the veri cation with the Operational manager of Leña, we con rmed that August is
the lowest month in terms of turnover, followed by July. On the other hand, November and December
are higher than average.

It is understood that this high percentage of net result (22,7 %) compared to the overall restaurant
industry is due to Leña being part of an organized restaurant group, which standardizes processes and
minimizes costs.

KPIs:
This Key Performance Indicator; " Maintain Sta Payroll at 34% of the revenue", has the goal to
maintain the gross margin. This is because the goal of reducing sta payroll is di cult to achieve, and
as long as it doesn't increase and other objectives are met, the net result could still be increased.

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This Key Performance Indicator; " Maintain COGs at 30% of the revenue", has the goal to maintain
the gross margin. The execution period of these KPI's is ten years with a periodic review of results
each year to correct potential deviations.

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EXTERNAL CLIENT:

In the interview with Jorge, he told us that the number of responses to the satisfaction surveys is very
low. That is why with this KPI, we aim to achieve a minimum of 70% response rate in the survey to
gather information about what the customer is looking for.

With this KPI, the goal is to position Leña's name as one of the best restaurants in the city so that
the audience that relies on these types of reviews chooses this restaurant over others.

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INTERNAL CLIENT:
With this KPI, it will measure the employee’s satisfaction by applying the employee turnover rate,
in which we divide the total number of employees resigning from the total of employees signed in
the same period.

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PROPOSAL

The nal prototype is to sell 4th and 5th range

products based on LEÑA's original recipes and
market them in Carrefour, Dani García's
undisputed ally.

To validate the proposal and make the pertinent

improvements, we selected the hazelnut sou é
from the dessert menu and as future lines we are
considering expanding the o er to other products
such as the hamburger pack and the yakipinchos.

HOW DID WE ARRIVE AT THE FINAL PROTOTYPE?

VALIDATION PROCESS: CUSTOMER JOURNEY

Through interviews, an analysis of the customer
journey and the customer ow, we obtained the
following conclusions that led us to propose
certain changes.
Through the customer flow dia gram we
understood how the customer moves through the
supermarket until reaching the nal product and
the critical points that must be taken into account
were obtained, starting from the moment he
makes his shopping list, through the areas where
he goes through the supermarket, emphasizing the
positioning of the product, the thoughts and
actions that the customer makes when he sees it
and nally when the customer consumes it at
home
Through the customer journey, conclusions
were obtained such as who the potential
consumer is, that the positioning was not
enough for the sou é to stand out from the
rest of the refrigerated products, that the
reason for purchase was focused on special
occasions and that it is necessary to give
great importance to the packaging since it
has to highlight the quality of both the
sou é and the way it is put on sale.

INTERVIEWS
interviews, we obtained the KPI'S and many observations from the potential customer that would
make our product stand out and be more valued.

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INTERVIEW

1. What do you think about chef Dani Garcia?

2. What restaurants do you know of Dani Garcia?

3. What is your perspective on Dani Garcia's Leña restaurant?

4. What do you think of the steakhouse style

5. What do you like about the label?

6. What don't you like about the label?

7. What does the label convey to you?

8. What would you change about the image?

9. On what occasions do you buy gourmet products at the supermarket?

10. How much are you willing to spend for a Dani García product?

11. What Dani García products do you know from Carrefour?

12. How many times have you consumed them?

13. Why do you think these products can be valuable in the supermarket (hamburger,
yakipinchos and sou é?

14. How often do you buy 4th and 5th range products?

15. What value do you think selling these products brings to the Leña restaurant?

16. For what occasions would you consume this product?

17. What other products would you add to this supermarket selection (show menu)?

18. In what area do you think they should be?

19. How do you think the products should be displayed in the supermarket to stand out from
the rest?

20.What do you think is special about these products?

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GENERAL FEEDBACKS

• For all the interviewees, the label is aligned with the restaurant and conveys the same feeling as the
establishment. However, one of them would make changes to the color of the typography, using the
same color as the restaurant's logo.

• Regarding the packaging, all interviewees agree that they would make some changes, from the type of
glass to its shape, including the color of the lid and the material.

• While there is no unanimity on this point, most believe that a separate stand for these products
would be bene cial as it would stand out among the competition.

• All the interviewees agreed that the price is low when they were informed of the actual price after
being asked how much they would pay for the product.

• The interviewees agree that the value the product brings to the restaurant is brand expansion,
advertising, and the possibility of people trying it in the supermarket and then wanting to dine at the
restaurant.

• The chosen consumption moment unanimously agreed upon by all the interviewees was on special
occasions such as birthdays or gatherings with friends where they come together to cook and for
dessert, they choose an easy-to-prepare and eat gourmet product.

In this graph, you can see the di erence between the obtained results and the set KPIs. Apart from
"purchase probability," which falls 0.4 points below the target of 8 out of 10, all other factors exceed
the expected values. Regarding the minimum project viability threshold set at 6 points out of 10, all
points surpass the minimum requirement.

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From 1 to 10 how likely is it that you will buy this product? (1 being the least likely and 10 being the
most likely).

From 1 to 10 how much value do you think this product brings to the restaurant? (1 being very little
value and 10 being a lot of value)

From 1 to 10 how gourmet or exclusive do you think this product is? (1 being not gourmet and 10
being very gourmet)

On a scale from 1 to 10, how expensive do you nd this product? (1 being expensive at all and 10 being
cheap)

On a scale from 1 to 10, how would you rate the design's alignment with the brand (1 being not very
aligned and 10 being highly aligned)?

GUIDELINE FOR IMPLEMENTATION

PRINCIPAL SECONDARY

1. The NGO “Save the Children'' Supports and
protects children globally from various forms of
harm such as child labor, human tra cking, and
any other threat that children might be exposed
to.
1. Marketing and Communication agents:
C r e a t i n g m a r ke t i n g c a m p a i g n s a n d
promotions to attract consumers both in
supermarkets, as well as through social
media.

2. In d u s t r i a l Fa c t o r y a n d Ma n u f a c t u r e r s : 2. Packaging: Designing the glass packaging

Responsible for the recipe, quality, and
maintaining the authenticity of the desert. Also
responsible for food safety, labeling approvals,
and regulatory compliance.
3. Suppliers: Companies responsible for supplying
ingredients and packaging materials.
4. Supermarket Chains: Carrefour stores that will
stock and sell the dessert in their stores.
5. Consumers: Targeted audience for the product
for the dessert that is functional and
practical.
3. Distributors and Logistics Partners:
Responsible for transportation from the
factory to di erent Carrefour retail points.
4. Media and In uencers: Engaging with
di erent social media platforms and foodies
or in uencers to generate awareness of the
product.

6. Competitors: Monitoring and analyzing other

dessert products in the market helps to
understand and develop strategies for the
prototype and ensure that certain aspects of the
product, such as the gourmet factor, stand out
from the already existing products.

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TARGET

This targeted audience that will be directly spoken to with the prototype are mainly loyal fans and
followers of Grupo Dani García, who seek to have a menu item in the comfort of their homes.
These include people from 25 to 45 years old, as well as food enthusiasts who would like to have a
gourmet or a higher quality dessert, compared to other existing products on the market. Lastly,
pro les that look for accessible and quick desserts at a supermarket with the added value of
having a renowned name such as Dani García's.

El factor de la asociación con la ONG “Save the Children” aporta valor y más visibilidad dando a
conocer tanto el mensaje de ayuda social a los niños el cual necesita la mayor visibilidad posible y
expansión de marca por parte de LEÑA.

CHANNELS

INSTAGRAM WEB SITE

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CARREFOUR ADS LEÑA´S STAND

https://youtu.be/fD8ol5VUMbM

INDUSTRY
The starting point is the sale of a hazelnut sou é from the Leña restaurant, adapting it to
industrial processes for sale at Carrefour. To do this, we must consider that there are processes
and milestones that we have already completed previously, which are:

· Product idea.

· Identi cation of the sales establishment.

· Recipe and organoleptic qualities of the product.

· Product packaging (prototype).

· Product positioning.

After having all these milestones developed, we will proceed with the following steps, focusing
mainly on:

Final packaging: Based on the initial packaging proposal and after interviews, there was a
general acceptance where potential customers saw a connection between the product and
Leña. Therefore, an o cial label will be created with nutritional values, expiration date,
allergens, and consumption instructions. Finally, it will be submitted to the relevant authority
for veri cation of the nal label in accordance with current legislation.

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Measuring acceptance through sales: Once the product is available for sale, we will need to measure
its acceptance among consumers to track sales ow and pro tability through weekly monitoring.
This record will help us identify our potential customers more accurately and make corrective
actions regarding product positioning.

The production of the hazelnut sou é will be in charge of the Carrefour company and the recipe
will be the responsibility of LEÑA, as this business has similar products such as chocolate coulant
and other desserts that are already standardized in the industry, the company that produces them
was investigated, Carrefour has a headquarters in Madrid that is responsible for the entire
production of the desserts already mentioned, for its elaboration the critical points of their recipes
were checked to see that the machineries are adapted to the hazelnut sou é.

1. Mixing: like the coulant, the sou é is made by mixing the dry part with the liquid part, this
process is very similar since it is necessary to be very careful so that the dough does not drop in
volume. A di erence to highlight would be the liquid center of the coulant that the sou é does
not have, but making an assessment it is not a di erence for which to highlight this product of
the original production line.

2. Molding and baking: in this step the molding and baking of the sou és are adapted to the size
and shape of the coulants and the temperature is a parameter that can be changed according to
the production that is being made.

3. Packaging: the initial packaging of the coulants will be the same material as the coulants where
they will receive the pre-cooking, then they will be packaged in di erent containers suitable for
food and that will be the ones you will see in supermarket shelves.

4. Labeling: in this step the only change is the personalized LIGNA label, but the process is similar
in terms of automatic laser control of units, batches and shipment.

5. Distribution: the refrigerated delivery trucks (0-5ºC) that are usually used in this industry will be
available for distribution.

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The control of the units manufactured will be done following a process which has been taken into
account that the shelf life of the product is 90 days, thanks to the hermetic packaging and
pasteurized ingredients, from there it is established that the production to be distributed by 300
Carrefour, the average establishes that in each there are 320 containers of sou é, as it is a small
quantity, a period of 2 weeks has been established for the consumer to obtain this product, so its
elaboration will be carried out in a period of 3 days since the recipe is made, counting with the
relevant cleaning between di erent ranges of products made by Carrefour, packaging and
distribution to the nal establishments.

In order to have an exhaustive control that 100,000 units of product are elaborated, there will be
an automated and digitalized control of the whole process, in order to assure the food quality, with
this and the digital labeling we will be able to check each sou é by batch and unit to see that the
contract has been ful lled.

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CONTRACT

CONTRACT OF AGREEMENT BETWEEN CARREFOUR AND LEÑA

RESTAURANT

I. Parties involved

This contract is entered into between:

LEÑA Restaurant, represented by its chef and founder, Dani García, with address at [Address],
hereinafter referred to as "LEÑA".

Carrefour, a supermarket chain with address at Calle Campezo 16, Madrid, hereinafter referred to
as "Carrefour".

II. Object of the Contract

The purpose of this Agreement is to establish the conditions and terms under which LEÑA's
product "Sou é de Avellanas" will be marketed in Carrefour's stores.

1. III. Marketing Conditions

2. The speci c marketing conditions agreed between LEÑA and Carrefour are as follows:

3. Advance Payment: Carrefour will make an advance payment of 10% of the brand value,
equivalent to 15,130.75 euros, corresponding to the purchase of 100,000 units of the "Hazelnut
Sou é" product.

4. Production, Packaging and Distribution: Carrefour will be in charge of the production,

packaging and distribution of the "Hazelnut Sou é" product. LEÑA will provide the recipe
and supervise the quality of the product.

5. Con dentiality: Both parties agree to keep in strict con dentiality the recipe of the "Sou é de
Avellanas" and any information related to its elaboration.

6. Use of LEÑA's Image: Carrefour has the right to use LEÑA's image, including the name and
reputation of chef Dani García, to promote the "Hazelnut Sou é" product exclusively in
Carrefour stores.

7. Separate Stand: Carrefour will provide a separate display space for LEÑA products in its stores,
allowing for a prominent and exclusive presentation.

8. Collaboration with Save the Children: Both parties agree to re ect both on the LEÑA stand
and in advertisements the collaboration between LEÑA and Carrefour, as well as their support
for the non-governmental organization "Save the Children".

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IV. Duration of the Contract

This Agreement shall become e ective on the date of signature and shall have a term of [Term of
Agreement] years, renewable by mutual agreement of both parties.

V. Termination of the Contract

Either party may terminate this Agreement by giving [Notice Period] days' prior written notice.

VI. Governing Law

This Agreement is governed by the laws of [Jurisdiction], and any dispute arising in connection
with this Agreement shall be submitted to the exclusive jurisdiction of the courts of [Jurisdiction].

VII. Signing of the Contract

Both parties, LEÑA and Carrefour, acknowledge that they have read and understood the terms of
this Agreement and mutually agree to it on the date of [Date].

Signature of LEÑA] [Signature of Carrefour] Name: Dani García Name: Position: Chef and
Founder Position: LEÑA Carrefour Restaurant Date: [Date] Date: [Date] Date: [Date]

IMPACT OF THE VALUE PROPOSITION

Leña's core values of quality, respect, creativity, innovation, and proximity seamlessly integrate
with the idea of launching one of their products in a supermarket. It demonstrates their
unwavering commitment to maintaining quality standards and showing respect for their customers
by o ering the same high-quality product in a retail setting. Their innate creativity and innovation
shine through in their ability to adapt their signature dish for a broader audience. Moreover, this
initiative enhances their proximity to customers by making their culinary creations accessible
outside the con nes of the restaurant. Furthermore, it leverages customer loyalty, as existing
patrons may choose the product with con dence, given their trust in the Leña brand.

Additionally, the proposal brings a charitable dimension by donating all the generated pro ts of
the product to Save the Children. Reinforcing Leña's commitment to giving back to society and
making a positive impact on the world. This socially responsible aspect can attract consumers who
are not only looking for quality but also wish to contribute to a noble cause while enjoying a
gourmet product.

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KEY AGENTS OF SUCCESS

1. Leña, with its distinguished chef and founder, Dani García, who lends his culinary expertise and
image to the brand, can instill trust among consumers and reinforce the brand's commitment to
quality.

2. Carrefour, a prominent supermarket chain, assumes a crucial role by providing the necessary
infrastructure, extensive market reach, and distribution capabilities to introduce Leña's product to
a broader audience.

3. The success of this proposal hinges on consumers as their choices and preferences will dictate the
product's reception in the supermarket. The demand for high-quality products and openness to
new o erings are pivotal factors.

4. Grupo Dani García's dedicated design and marketing team takes on the responsibility of ensuring
that the product's branding and visual identity seamlessly align with Leña's core values and
attributes.

5. In case of a need for additional funding, potential investors or nanciers may become involved to
support the proposal's expansion and ensure its nancial viability.

6. Competitors and the broader market landscape wield signi cant in uence, necessitating the
proposal to nd ways to di erentiate itself and thrive in a competitive and dynamic market
environment.

7. The partnership with Save the Children introduces a unique dimension to the proposal. The
success of this collaboration with the humanitarian organization is not only essential for the
product's performance but also for its social impact and contribution to a noble cause.

CONSISTENCY AND RISKS

The primary concern within this proposal centers around the potential challenge of gaining
consumer acceptance within the supermarket environment. As Leña extends its product o ering
into a new setting and format, the hurdles lie in persuading consumers that the product upholds the
same exceptional quality standards found in their restaurant.

Moreover, the ercely competitive nature of supermarket aisles necessitates that Leña distinguishes
itself e ectively to thrive. Another point of concern pertains to the requirement for seamless
coordination with Carrefour, ensuring the smooth operation of the supply chain and distribution
processes. Additionally, prudent management of production and packaging costs for supermarket-
ready products is critical to safeguard pro tability.

Another reason why this proposal is consistent over time is because the existence of gastronomy
today is not only based on creating restaurants and providing a service, but expanding into other
formats. We live in a society captivated by ash news and continuous innovations, so the fact that
LEÑA and the Dani García group create other ways to experience haute cuisine through an
a ordable supermarket that is in line with LEÑA's values, in terms of reaching the widest possible
audience, is a vision of opportunity and a way of standing out from the many competitors that can
be found on a supermarket shelf.

Finally, there is a risk associated with maintaining consistency with Leña's brand values and
distinctive attributes in this novel format, and this aspect warrants careful attention.

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PLAN “B”

In the event that the proposal does not yield the anticipated results, it is imperative to consider
alternative strategies and directions. These options encompass re ning the product, intensifying
marketing endeavors, exploring di erent target demographics, diversifying distribution channels,
expanding the product line, or establishing an exit plan.

The key is to maintain adaptability and a willingness to adjust the approach based on real-world
feedback and market dynamics.

To begin, Leña can reevaluate the product itself, contemplating potential enhancements to the recipe,
packaging, or the introduction of new avors or variations that may resonate more e ectively with
consumers.

Secondly, increasing investments in marketing and promotional initiatives can raise awareness and
generate demand for the product. This could involve advertising campaigns, social media marketing,
or partnerships with in uencers and food bloggers to generate excitement.

Thirdly, should the initial target audience not respond as expected, Leña can conduct a
comprehensive analysis to pinpoint new potential customer segments. Tailoring the product or
marketing strategy to better align with the preferences of di erent consumer groups can be a viable
option.

Fourthly, diversifying the product range can be considered. Rather than relying solely on one o ering,
Leña can introduce complementary items that uphold the brand's values and appeal to a broader
spectrum of consumers. Lastly, having an exit strategy in place is crucial. If all else fails and the
product consistently underperforms, Leña should minimize losses and redirect e orts towards its core
restaurant business.

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STRATEGY

Master Lines of strategy for Leña:

The next master strategy shows Leña's commitment to sustainability, innovation, personalization,
global expansion, collaboration, technology integration, compliance, talent development, community
engagement, and ongoing adaptation. It has a comprehensive framework for the company's growth and
success over the next decade.

1. Sustainability and Responsibility Focus:

- Sustainable Sourcing: Commit to sourcing local and organic ingredients to minimize the
environmental footprint and support local communities.

- Waste Reduction: Implement practices to reduce food and packaging waste, contributing to
sustainability goals.
- Energy E ciency: Invest in energy-e cient equipment and practices to minimize the ecological
impact.

2. Product Diversi cation and Innovation:

- Menu Evolution: Continuously innovate the menu to change dietary preferences and
sustainability demands.

- Lab-Grown Meat: Invest in research and development to pioneer lab-grown meat products.

- Regional Specialties: Introduce regional specialties to re ect the diversity of international

markets.

3. Customer Experience and Personalization:

- Personalized Service: Train sta to provide a highly personalized dining experience that
considers individual emotions and preferences.

- Digital Enhancements: Implement digital tools for personalized ordering and feedback
collection.

- Quality Assurance: Maintain a strong focus on food quality and presentation.

4. Global Expansion and Diversi cation:

- International Expansion: Plan for global expansion by opening restaurants in strategic

international locations.

- Supermarket Products: Extend the brand into the food industry by o ering Leña products in
supermarkets, making high-quality gastronomy accessible to a broader audience.

- Franchising: Consider franchising opportunities to accelerate growth in speci c regions.

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5. Collaboration and Partnerships:

- Strategic Partnerships: Seek collaborations with suppliers, food delivery services, and other
industry players to expand the product range and reach new markets.

- Cross-Promotion: Partner with complementary businesses to cross-promote each other,

leveraging shared customer bases.

6. Technology Integration:

- Digital Innovation: Implement technology solutions that enhance the customer experience,
streamline operations, and facilitate data-driven decision-making.

- Automation: Automate inventory management and order processing to improve operational

e ciency.

- Data Analytics: Use data analytics to understand customer preferences and market trends better.

7. Compliance and Safety:

- Food Safety: Adhere to stringent food safety regulations and transparently communicate safety
practices to customers.

- Employee Training: Continuously educate employees on safety and compliance standards to

maintain a high level of quality and trust.

8. Talent Development and Retention:

- Skills Enhancement: Invest in employee training and development programs to enhance skills
and promote career growth.

- Competitive Salaries: Ensure that salaries remain competitive, adapting to local regulations and
market conditions.

- Employee Well-being: Promote a healthy work-life balance and provide attractive bene ts to
retain top talent.

9. Community Engagement:

- Local Initiatives: Engage in community initiatives, such as supporting local charities and
sustainable projects, to build positive relationships and enhance the brand's image. Such as Save the
Children

10. Continuous Adaptation:

- Regular Evaluation: Continuously assess the success of strategies, adapting them to evolving
industry trends and customer preferences.

- Legal and Ethical Compliance: Stay up-to-date with legal requirements and ethical standards,
ensuring the business operates with integrity.

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What should be the direction to follow according to HR,

Finance, Operations and Marketing?
HUMAN RESOURCES

Navigating Leña's HR policies requires an approach that prioritizes the establishment of a two-sided
relationship, where both the company and its employees mutually bene t. To begin with, it is
imperative for Leña to align employee salaries with the government regulations. This needs upholding
compliance with minimum wage standards and labor laws, ensuring the company's workforce is
compensated fairly. Simultaneously, Leña must guarantee that its salary structure remains competitive
within the local job market, attracting and retaining the best talent. In addition to these aspects,
exibility in salary adjustments is essential to adapt to changing market conditions and regulatory
requirements. This adaptability ensures that employees' salaries remain competitive and in
compliance with evolving wage standards. Transparent communication regarding any salary changes,
and the reasons behind them, is equally crucial to maintain trust and collaboration within the
organization.

Beyond salaries, Leña should invest in a comprehensive and transparent compensation and bene ts
policy. This policy should not only consider the cost of living in the respective regions but also
incorporate additional elements that make it appealing for employees. These may include healthcare
packages, performance-based bonuses, and opportunities for professional growth and development.
By providing such bene ts, Leña demonstrates its commitment to the well-being and advancement of
its workforce, strengthening the bond between the company and its employees.

A signi cant part of this HR relationship also rests on regular consultations with legal and nancial
experts. By staying informed about legislative changes and nancial best practices, Leña can be
managed correctly in the complex HR landscape.

On the side of the employees, proactive engagement is essential for the mutual growth and success of
both parties. It is necessary for employees to recognize the company's commitment to a fair,
competitive, and transparent salary well-being structure. They can actively participate in showcasing
their dedication and skills during performance reviews, positioning themselves for merit-based
increases and career advancement. Furthermore, employees should take advantage of the bene t
programs o ered by the company, such as healthcare and professional development opportunities, to
maximize their own well-being and growth.

Open lines of communication are essential on both sides. Employees should maintain direct and
constructive dialogue with the company, voicing their concerns, sharing feedback, and seeking
opportunities for collaboration. A culture of transparency, cooperation, and collaboration fosters a
harmonious and productive HR relationship, contributing to the overall success of Leña in the years
to come

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FINANCE STRATEGY

In terms of nance, Leña's overarching strategy for the next decade should focus on prudent nancial
management and sustainable growth. This entails maintaining a balanced nancial structure,
allocating resources e ciently, and investing in key areas that drive value. Leña should assign funds for
sustainability initiatives and R&D to develop innovative, environmentally responsible menu items.
While expanding globally and diversifying into the food industry, careful nancial planning is
necessary, ensuring that investments provide long-term returns. Leña should actively seek
partnerships that o er mutual bene ts and enhance its pro tability. Implementing robust nancial
controls, monitoring key performance indicators, and optimizing cash ow are essential elements of
this nancial strategy.

OPERATIONS STRATEGY

Leña's operations strategy should be underpinned by e ciency, sustainability, and adaptability.

Streamlining processes for sustainable sourcing and waste reduction is critical to align with the
sustainability mission. Innovation should also extend to operational e ciency, including investing in
energy-e cient equipment and digital tools that optimize order processing. In the context of global
expansion, a focus on standardized processes and training for cross-cultural adaptability is crucial to
maintain a consistent customer experience. Partnerships should enhance operational o erings,
whether it's e cient the supply chain or expanding the product range. The ongoing integration of
technology, such as automation for inventory management and data analytics for informed decision-
making, will be central to achieving operational excellence.

MARKETING STRATEGY

Leña's marketing strategy for the next 10 years should be centered on customer engagement, brand
promotion, and adaptability to changing market dynamics. A strong emphasis on conveying the
company's commitment to sustainability and responsible sourcing is vital in marketing materials and
campaigns. Personalization should also be a key theme, highlighting the unique and tailored dining
experience o ered. As Leña expands globally, marketing e orts should be customized to suit each
market's preferences and cultural variations. Collaborations and partnerships should be widely
promoted to showcase the added value provided through such alliances. Technology will play a pivotal
role, with data-driven insights used to target marketing e ectively and engage customers across digital
platforms. Continuous feedback and analysis will guide marketing strategies as they evolve to keep
pace with industry trends and customer expectations.

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SUSTAINABILITY STRATEGY

Leña's core strategy for the next decade is sustainability based on the Triple Bottom Line. This entails
sourcing local and organic ingredients, reducing food and packaging waste, investing in energy
e ciency, and pioneering lab-grown meat. By aligning with sustainability trends, Leña not only meets
evolving consumer expectations but also positions itself as an industry leader committed to a
responsible and environmentally-conscious future.

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OTHER OPPORTUNITIES AND

RECOMMENDATIONS

The nal point of this analysis focuses on Leñas opportunities to keep operating in the future. This
recollects all the aspects analyzed from this project and looks at Leñas business as a whole; from its
branding to its consumers, external factors, business model, strengths and weaknesses. Taking all
these elements in consideration, a few propositions or insights were made speci cally in order for
restaurant Leña to maintain its success in the future while following its present values and taking the
highly in uential external factors and future scenarios into account. These insights included:

• The opportunity to generate value between the Hyatt Hotel and Leña

• The standardization and co-e ectiveness of Leña make it easy to replicate

• The opportunity to generate value between Leña and Carrefour

Based on these insights, the proposition was made to generate value between Leña and Carrefour in
the shape of a prototype. The idea is to keep on expanding Leña's name and brand, launching star
dishes directly from Leña's menu and taking them to the supermarket shelves. This ensures that Leña
reaches a wider audience while also maintaining its presence in the market.

Through analyzing the business model of Leña and seeing its pro tability and opportunity to be
replicated in di erent cities across the globe. They are highly standardized processes makes this
restaurant an e cient and foreseeable project to expand, while maintaining their values and ensuring
quality.

The restaurants is located within a Hyatt Hotel in the renowned street in Madrid, Paseo de la
Castellana. However, these two in uential and powerful chains have no direct relation or
collaboration between them. This an opportunity for both to generate value and bene t from each
other.

Finally, another opportunity for the company is to increase the social value of the restaurant with
actions that support charitable causes since they currently do not do so. In this way they generate
social value while expanding the brand.

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20en,crecieron%20un%2072%2072%2C5%20%25.

MATÉ, V. (14 de 4 de 2023). El Pais. Obtenido de La falta de lluvias diezma la cosecha de cereal y
dispara los costes ganaderos: https://elpais.com/economia/2023-04- 14/la-falta-de-lluvias-diezma-la-
cosecha-de-cereal-y-dispara-los-costesganaderos.html Neolith. (2021). AD. Obtenido de Las Estrellas
MICHELIN de Neolith : https://www.revistaad.es/espacios/cocinas/galerias/las-estrellas-michelin-
deneolith

Novóa, R. (11 de 8 de 2023). Consumo. Obtenido de El diário: https://www.eldiario.es/consumoclaro/

reparto-comida-a-domicilio-habitosconsumo_1_10504859.html Servimedia. (23 de 3 de 2023).
Economía digital. Obtenido de Nuevo frente para Almeida: el Defensor del Pueblo acusa a Madrid
de no controlar el ruido en las terrazas: https://www.economiadigital.es/politica/almeida-defensor-
puebloterrazas.html

similar web. (2 de 2 de 2023). similar web. Obtenido de similar web dani garcia: https://
www.similarweb.com/es/

Sivarious. (28 de 2 de 2023). Sivarious. Obtenido de HIP 2023 presenta las últimas tendencias
sostenibles en la hostelería para adaptarse a las demandas de los consumidores: https://sivarious.com/
gestion/hip-2023-presenta-las-ultimastendencias-sostenibles-en-la-hosteleria-para-adaptarse-a-las-
demandas-de-losconsumidores-20230228-1806/ SOMOLINOS, D. (8 de 7 de 2023). El Mundo.
Obtenido de El desafío de encontrar camareros en Madrid: más de la mitad de los bares tiene
problemas de personal, pese a los 17.400 trabajadores en paro: https://www.elmundo.es/madrid/
2023/08/08/64cbb 5e4d4d80d398b45d1.html tiktok. (2023). tiktok. Obtenido de tiktok: https://
www.tiktok.com/es/ TRIPADVISOR. (2023). TRIPADVISOR. Obtenido de TRIPADVISOR:
https://www.tripadvisor.es/

Infojobs. (2023).

infojobs. Obtenido de grupo dani garcia: https://grupodanigarcia.ofertas-trabajo.infojobs.net/

opiniones

BOE. (2023). BOE. Obtenido de https://www.boe.es/diario_boe/txt.php?id=BOE-A2023-1568

BOE. (2023). BOE. Obtenido de https://www.boe.es/diario_boe/txt.php?id=BOE-A2023-1568

BOE. (2023). Obtenido de https://www.boe.es/diario_boe/txt.php?id=BOE-A-2023- 1568 BOE. (2023).

Obtenido de https://www.boe.es/diario_boe/txt.php?id=BOE-A-2023- 1568

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Madrid, C. d. (2023). Obtenido de https://www.comunidad.madrid/servicios/empleo/calendario-

laboralcomunidad-madrid-municipios

infoJobs. (2023). Obtenido de https://grupodanigarcia.ofertastrabajo.infojobs.net/opiniones

Roams. (2023). Obtenido de https://energia.roams.es/luz/factura-luz-restaurante/

papernest, L. y. (2023). Obtenido de https://www.luz-gas.es/precio-de-la-luz/madrid/ Bankinter.

(2023). Obtenido de https://www.bankinter.com/blog/ nanzaspersonales/precio-alquiler-barrios-
madrid

Camuzzi. (s.f.). Camuzzi. Obtenido de https://www.camuzzigas.com/simulador-deconsumo/

Ay u n t a m i e n t o , A . d . ( s . f. ) . A l c a l á d e He n a r e s . O b t e n i d o d e h t t p s : / /
contribuyente.aytoalcaladehenares.es/tasa-por-recogida-de-basuras/

Movistar. (s.f.). Movistar. Obtenido de https://web.movistar.es/promociones/ bra600mb/?

sem=900106316&gclid=CjwKCAjwsKqoBhBPEiwALrrqiBn8tzOFf1s HxTr8KCaZDgPEi2an2sYM-
vsATWaOlheO3d8JGMvDJBoCGgQAvD_BwE&gclsrc=aw.ds

Movistar. (s.f.). Movistar. Obtenido de https://www.prosegur.es/esp/alarmanegocio?

o = g o o g l e _ s e a r c h n e g & u t m _ s o u r c e =
google_searchneg&utm_medium=adwords_negocio&utm_campaign=sem&utm
_brand=pa&utm_product=intrusion&utm_target=semgen&gad=1&gclid=CjwKCAjwsKqoBhBPEiw
ALrrqiDMqSURzS4eNOumPeoqohWugt5D6M8x

Z u r i c h . ( 2 0 2 3 ) . O b t e n i d o d e h t t p s : / / c o n t r a t a r. z u r i c h e m p r e s a s . e s / g e t p r i c e ?
_ g l = 1 % 2 a 1 7 b k w m h % 2 a _ g c l _ a w % 2 a R 0 N M L j E 2 O T Ux N D U 2 N D Iu Q 2 p 3
S 0 N B a n d q Y Vd v Q m h B b U V p d 0 F Ye j h E Q m J Y M z E 3 M 1 A 1 T VA w M T J a X 1 d 2 T 1
hkNjZzQnQtRFBlY3FaemFKUks1Q2lKSW1xRTYxTTBTd0lCb0MtcjhRQXZ EX0J3RQ..
%2a_gcl_au%2aOTc5MDA4OTkxLjE2OTUxNDU0

Comuniudad de Madrid. (2022). Obtenido de https://www.comunidad.madrid/noticias/2022/12/14/

diaz-ayuso-anuncia-2023- tarifas-agua-comunidad-madrid-seguiran-congeladas-octavo-ano-
consecutivo

Arboles y medioambiente. (s.f.). Obtenido de http://www.arbolesymedioambiente.es/ahorro-

inodoro.html Habitissimo. (2023). Obtenido de https://www.habitissimo.es/presupuestos/
fumigaciono-desinsectacion 39 Makro. (2023). Obtenido de https://www.makro.es/marketplace/c/
b r i c o l a j e m a n t e n i m i e n t o - y - h e r r a m i e n t a s ? g c l i d = C j 0 KC Q j w 0 6 -
o B h C 6 A R Is A G u z d w 2 C M E D v d Z a W B l 2 l n a w a L N n O S h x N A K a F KC 2 -
XTruEedvHgquERkJ3JAaAhQQEALw_wcB Crono shares. (2023). Obtenido de https://
www.cronoshare.com/cuanto-cuesta/reparartuberias-sin-obras

Habitissimo. (2023). Obtenido de https://www.habitissimo.es/presupuestos/repararaveria-electrica

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Makro. (2023). Obtenido de https://www.makro.es/marketplace/search?q=mandil Auditores, A.

(2023). Obtenido de https://aobauditores.com/cuanto-cuesta-unaauditoria/
#:~:text=En%20general%2C%20el%20importe%20medio,torno%20a %20los%2065%20euros.

Valladolid, H. d. (2023). Obtenido de http://www.valladolidhosteleria.com/seguro-deaccidentes-

para-los-trabajadores-del-sector-de-hosteleria-2019-2020

Z u r i c h . ( 2 0 2 3 ) . O b t e n i d o d e h t t p s : / / c o n t r a t a r. z u r i c h e m p r e s a s . e s / g e t p r i c e ?
_ g l = 1 % 2 a 1 u g e z 3 d % 2 a _ g c l _ a w % 2 a R 0 N M L j E 2 O T Uy M T I 3 O T Iu Q 2 p 3 S 0
N B a n d z S 3 F v Q m h C U E V p d 0 F Mc n J x a Ux Y N Wt s a E t C V 2 1 KT 2 Ju d G F h Q 1 J G W V
ZwOEFrbkhoWkxiTlh1d2ZIcFQ4OFF6Q1ZwWVB2Z0pSb0NBb2NRQXZEX0 J3RQ..
%2a_gcl_au%2aOTc5MDA4OTkxLjE2OTUxNDU0

Garaje de ideas. (2023). Obtenido de https://garajedeideas.com/ https://www.mediagroup.es/

publicidad/diseno-web-dani-garcia/

Amazon. (2023). Obtenido de h t t p s : / / w w w. a m a z o n . e s / s ?

k = b o l i & _ _ m k _ e s _ E S = % C 3 % 8 5 M % C 3 % 8 5 % C 5 % B
D%C3%95%C3%91&crid=3B7FJV8HEP8RA&spre x=boli%2Caps%2C102& ref=nb_sb_noss_1

Amazon. (2023). Obtenido de h t t p s : / / w w w. a m a z o n . e s / s ?

k = r o t u l a d o r e s & _ _ m k _ e s _ E S = % C 3 % 8 5 M % C 3 % 8 5 %
C 5 % B D % C 3 % 9 5 % C 3 % 9 1 & c r i d = 3 3 2 K H F D E O S 5 RQ & s p r e f i x = r o t u l a d o r e s % 2
Caps%2C108&ref=nb_sb_noss_1

Amazon. (2023). Obtenido de h t t p s : / / w w w. a m a z o n . e s / s ?

k = c a r p e t a s & _ _ m k _ e s _ E S = % C 3 % 8 5 M % C 3 % 8 5 % C 5
%BD%C3%95%C3%91&crid=PSXBUV8VMQ84&sprefix=carpetas%2Caps%
2C104&ref=nb_sb_noss_1

Diario de Sevilla. (2023). Obtenido de https://www.diariodesevilla.es/sevilla/pagotarjeta-efectivo-

ciudadanos-comercios-Banco-Espana_0_1701431558.html

Cinco Dias. (2022). Obtenido de https://cincodias.elpais.com/cincodias/2022/05/31/companias/

1654012403_8675 33.html

Idealista. (2023). Obtenido de https://www.idealista.com/inmueble/95257337/ (s.f.). Obtenido de

https://www.boe.es/diario_boe/txt.php?id=BOE-A-2023-1568 (s.f.). Obtenido de https://
grupodanigarcia.ofertas-trabajo.infojobs.net/opiniones

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aSexta.com. (2023, 19 septiembre). ¿Faltan trabajadores o el problema son los salarios? el debate
que divide a empresarios y sindicatos. LaSexta. https://www.lasexta.com/noticias/economia/faltan-
trabajadores-salarios-debate-quedivide-empresarios-
sindicatos_202309196509cb9398383a0001274686.html Montagu, R. (2022, 3 junio). El 13% de los
españoles se declara vegetariano. okdiario.com. https://okdiario.com/salud/13-espanoles-declara-
vegetariano-9179905 Segura, A. (2019b, junio 27). Barbacoas: los peligros de asar mal la carne en la
parrilla. La Vanguardia. https://www.lavanguardia.com/comer/tendencias/20190626/463120870514/
barbacoacarne-parrilla-harvard-estudio-nutricion.html

Efe. (2022b, septiembre 20). Un estudio calcula que el 4 % de españoles son vegetarianos y el 0,8
veganos. heraldo.es. https://www.heraldo.es/noticias/salud/2022/09/20/estudiocalcula-espanoles-
s o n - v e g e t a r i a n o s -
veganos1600722.html#:~:text=Un%20estudio%20calcula%20que%20el,y%20el%200%2C8%20ve
g anos Federaci n Empresarial de Carnes e Industrias C rnicas. (s. f.-b). https://www.fecic.es/es/
sectorcifras/index.htm#:~:text=La%20industria%20c%C3%A1rnica%20cerr%C3%B3%202021,de
%20toda%20la%20industria%20espa%C3%B1ola. Esar, A., & Esar, A. (2023, 23 febrero). El 50%
de los jóvenes eligen los restaurantes a través de plataformas como TikTok. Autónomos y
Emprendedores. https://www.autonomosyemprendedor.es/articulo/noticias-de-empresa/tiktok-
in uyedecisiones-compra-hosteleria-mas-50-usuarios-millennial/20230223145405029402.html

Food Retail & Service & Food Retail & Service 30/08/2022 - 11:29h. (2022, 30 agosto). Más de la
mitad de los nuevos restaurantes fracasa en su primer año. foodretail. https://www.foodretail.es/
horeca/mitad-nuevos-restaurantes-fracasaprimer_0_1688831111.html

Redacción. (2023). 7 megatendencias que transformarán los restaurantes en 2023. Innovación,

Marketing y Tecnología para Restaurantes | DiegoCoquillat.com. https://www.diegocoquillat.com/
7-megatendencias-que-transforman-los-restaurantesen-2023/

Cano, C. G. (2021b, diciembre 15). «Ahora gano mucho, pero lo he pasado mal y me ha faltado
dinero»: La insólita travesía del chef Dani García. cadena SER. https://cadenaser.com/ser/
2021/12/15/gastro/1639531716_887800.html

Balanzino, M. (2021). El consumo de carne en España, a debate. The Gourmet Journal. https://
w w w. t h e g o u r m e t j o u r n a l . c o m / n o t i c i a s / e l - c o n s u m o - d e - c a r n e - e n - e s p a n a - a d e b a t e /
#:~:text=Sin%20duda%2C%20Espa%C3%B1a%20es%20el,%2C%20con%2057
%2C36%20kilogramos.

Periódico, E. (2020, 27 noviembre). The Basque Butcher de Txogitxu, embajador del País Vasco. El
Periódico de Aragón. https://www.elperiodicodearagon.com/economia/empresas/2020/11/27/the-
basquebutcher-txogitxu-embajador-46482775.html

Agencias. (2023, 21 septiembre). Viernes 22 de septiembre de 2023. La Vanguardia. https://

www.lavanguardia.com/vida/20230921/9244566/viernes-22-septiembre2023.html

Federaci n Empresarial de Carnes e Industrias C rnicas. (s. f.). https://www.fecic.es/es/sectorcifras/

i n d e x . h t m # : ~ : te x t = L a % 2 0 i n d u s t r i a % 2 0 c % C 3 % A 1 r n i c a % 2 0 c e r r % C 3 % B 3 % 2 0 2 0 2
1,de%20toda%20la%20industria%20espa%C3%B1ola. Efe. (2022, 20 septiembre). Un estudio
calcula que el 4 % de españoles son vegetarianos y el 0,8 veganos. heraldo.es. https://

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