Why global giants pass by Armenia: Barsegyan explains
— Armenia is a relatively small market, and large international corporations are often not interested in opening their chains here. In large companies, a separate manager is responsible for each market, and sometimes for an entire large region, and, for example, in countries such as China, between 700 and 1,000 outlets can open per month under the supervision of just one manager, who simply would not be able to keep track of a small market with the potential for six restaurants over a five-year period. This is simply not interesting for large corporations.
The example of Burger King in Armenia shows how international brands operate: in our case, it is a regional sub-franchise from the master franchise of a large market, transferred to a regional company that took on development in Armenia. However, McDonald’s and Starbucks prefer larger markets with high purchasing power, where it is possible to open several hundred outlets with a faster return on investment.
In addition, I believe that Armenia may not even have a particular need for brands such as McDonald’s, since we have many local and healthier alternatives that better reflect the taste and needs of our market. Local fast food is actively developing. We see how the popularity of Armenian cuisine and gastronomy is growing, and many people prefer precisely such establishments that offer fresh and natural products. Barsegyan.
— Mr. Barsegyan, please tell us how the idea of creating the Association of Restaurants of Armenia came about. For what purposes and objectives was it founded?
— The idea of creating the Association of Restaurants of Armenia was born out of the need to unite representatives of the restaurant industry into a single professional platform. We wanted to create a space for dialogue, the exchange of experience, and joint work on the development of the country’s gastronomic culture. The Association was conceived as a tool for protecting business interests, promoting Armenian cuisine, improving quality standards, and interacting with government bodies.
To date, the vector of our activities has changed slightly. We are now focused primarily on addressing truly large-scale and strategically important issues of the industry. Unfortunately, there are no free resources or time for development projects, and the Association is no longer developing with the same level of activity as it did at the start, but we are always ready to support our colleagues—to give advice, share experience, and help solve specific tasks. Barsegyan.
— Why, in your opinion, are there no Michelin-starred restaurants in Armenia?
— Michelin does not enter small markets, and the process of obtaining a Michelin star is not only a matter of the quality of the cuisine, but an entire set of factors. For the famous guide to evaluate our restaurants, Michelin must agree to enter the market, and this involves significant financial costs. Usually, this is an amount that can reach several million euros, and for small markets such as the Armenian one, this cost may not be justified.
Michelin does not automatically open its inspections in all markets. If a market is large enough and interesting for international gastronomic brands, they may consider the possibility of inclusion. At present, the guide is actively experimenting with unusual formats, such as a tiny street eatery run by a Thai woman, or a one-window restaurant in Japan, which means that we too may fall within the guide’s window of interest if we offer something unique. Barsegyan.
— What role does traditional Armenian cuisine play in the modern restaurant business?
— Traditional Armenian cuisine is the foundation upon which our gastronomic present is built. It contains the soul of the people, history passed down through taste. Today, it plays a key role in the restaurant industry: first, as an element of national identity, and second, as a unique product for tourists seeking authenticity. However, Armenian cuisine today requires rethinking and a modern presentation, the use of new products, and a reformatting of service from table setting to à la carte presentation.
Modern restaurateurs are increasingly looking in this direction, modernizing Armenian cuisine—serving it in a new format, sometimes with an author’s approach, but while preserving the taste and spirit. This makes it possible not only to preserve traditions, but also to make them relevant for a new generation of guests. This is especially important when it is necessary to “export” the format and conquer new markets, and when entering a new gastronomic market with a clear presentation and concept. Barsegyan.
— What prospects does Armenia’s restaurant business have?
— Many say that Yerevan “wakes up late,” but I completely disagree with this. Yerevan is a city that goes to bed late because people enjoy spending time late into the night in cozy establishments, enjoying the atmosphere, good food, and socializing. There is a special magic here, especially on summer evenings, when the streets fill with light, sounds, and aromas. This, for me, is the real Yerevan.
The prospects for the restaurant business in Armenia are enormous. The city continues to develop, attracting more and more tourists and residents, and this creates excellent opportunities for growth. We have every chance to create unique concepts that will not only be in demand but also become part of Yerevan’s cultural life. We see the restaurant market becoming increasingly diverse, and I am confident that many more exciting projects await us ahead. Barsegyan.
— Mr. Barsegyan, tell us about your restaurant Eatalia Corner. What makes it unique, and what is its concept and philosophy? How did the idea for its creation come about?
— Throughout my professional life, I have opened or reformatted a total of 24 restaurants, and each of them is a separate story and a reflection of my personal approach to gastronomy. The cuisine of Eatalia Corner is one of my signature projects, which I particularly value for its precision in the formula “quality — taste — convenience.”
When I first arrived at the Piazza Grande business center, I immediately felt that what was missing here was precisely this kind of format—a stylish, modern café-culinary space with an emphasis on natural, high-quality products. An excellent audience frequents this place—people who value their time and can truly distinguish good taste. Barsegyan.
We focus exclusively on high-demand (popular and high-quality) products, make no compromises on ingredients, and pay great attention to detail. The result is a steady flow of guests and a high level of loyalty.
In addition, we actively work with offices—supplying them through smart vending machines, offering premium-quality ready-made meals directly in the office. This project has definitely succeeded, and we are confidently moving forward: we plan to open two more culinary spaces in other business centers soon. We see that the modern business client wants to eat deliciously, with quality, and conveniently—and this is exactly what we strive to provide. Barsegyan.
