Multi-brand group (3 brands, 9 points of sale)

Grupo Gastronómico Pekín

Maximum profitability managing 3 brands and 9 points of sale

The numbers

0 brands

managed simultaneously

points of sale

+0%

in orders (Latin American bistro)

The challenge

We took over the operation of a restaurant holding with a very diverse brand portfolio and opposing challenges across its digital channels: a premium sushi brand (with promotion restrictions to protect its positioning), a Latin American bistro (a hyper-competitive niche with a history of poorly executed promotions), and a Peruvian cuisine restaurant (high ticket but flat volume).

What we did

01
Data-driven menu engineering
Deep analysis to boost sales of the most profitable products, plus strategic combos and digital upselling.
02
Rapid campaign iteration
Agile cycles of testing and real-time optimization.
03
Advanced ad targeting
For the premium sushi brand, we eliminated dish discounts and focused the budget on surgical ad targeting in Uber Eats.
04
Platform partnerships
We negotiated co-funding schemes for the bistro and the Peruvian brand.

Results in detail

Latin American Bistro: +68% sales / +90% orders / +41% net profit
Peruvian Cuisine: +31% sales / +31% orders / +32% net profit
Premium Sushi: +9% sales / +2% orders / +17% net profit (without a single discount)

Strategic takeaway

Multi-brand groups can't use a generic delivery strategy. The key is understanding each brand's identity: while a mass-market format benefits from dynamic promotions and co-funding, a premium brand increases its net profitability by optimizing ad visibility and the architecture of its digital menu.