Speed. Convenience. Consistency. Whether you’re in a city centre, a train station, or on the motorway — the idea is the same: get your order fast, and get it right.
Do you like fast food?
If yes, what’s your go-to? McDonald’s? KFC? Greggs? Maybe something more grounded — like a quick sandwich at Subway or a strong flat white from Costa Coffee or Starbucks?
Quick Service Restaurants (QSRs) are known for a few things: Speed. Convenience. Consistency.
Whether you’re in a city centre, a train station, or on the motorway — the idea is the same: get your order fast, and get it right.
Last year, we spent a few weeks in Trieste, a beautiful Italian city with that quiet, lived-in charm. Every morning, we went to a small local bakery just down the street for coffee and a croissant. Although calling it a croissant might be misleading — it was huge. Flaky, warm, filled with cream or jam, and unbelievably good. It became our daily ritual.
What made the experience even better was something small but meaningful: every morning, the women behind the counter would greet my daughter with a smile and hand her a babyccino — a warm cup of frothy milk, just like the grown-ups.
It made her feel special. It made us feel welcome. Grazie mille, Signora.
They took their time — not because they were slow — but because they wanted you to enjoy the moment, to taste your coffee, to pause, even for a few minutes.
Of course, the concept behind that and a QSR couldn’t be more different.
A few days later, we went to a McDonald’s.
It was actually my first time. I’m 42, and somehow, I’d never been.
I only ordered fries. I was stunned.
From entering to receiving my order, it took less than 45 seconds. Not even a minute. Forty-five seconds.
That’s the magic of quick service. It’s not just fast — it’s structured, orchestrated, and repeatable.
You get what you expect, every time, no matter the city, the language, or the team behind the counter.
But that consistency doesn’t happen by accident.
Behind the counter, behind the fries, behind the system — there’s a lot of training.
And when you’re serving thousands of customers a day across hundreds of sites, the training has to be more than good.
It has to be scalable.
In environments where teams are growing fast and turnover is part of the rhythm, training becomes less about the ideal and more about what’s practical.People are expected to learn quickly, perform consistently, and adapt — often in a language that isn’t their own. There’s limited time. Limited resources. Yet the standards remain high.
The challenge isn’t effort. It’s finding a way to deliver effective, consistent training at scale — without slowing down operations.
I once completed a short course through the Institute of Design in Illinois, Chicago — online. One of the instructors was Larry Keeley, author of Ten Types of Innovation (a book I highly recommend). He told us a story I’ll never forget.
When McDonald’s opened its first restaurant in Moscow just after the collapse of the Soviet Union, it drew massive crowds.
The location on Pushkin Square served around 38,000 customers on opening day — breaking company records.
But something curious happened. People didn’t just order a meal. They ordered ten burgers, fifteen milkshakes, litres of Coca-Cola.
Why? Because they didn’t believe they’d be able to come back the next day and get the same thing.
It wasn’t just about the food. It was about certainty.
In a world that had been unpredictable for so long, McDonald’s offered something different: predictability. That’s still true today.
People go to QSRs for the food, the price, the convenience, or the atmosphere.
But what they’re really buying is this: A consistent, familiar experience — delivered fast, anywhere, by anyone.
Behind the scenes, it takes immense operational precision to make that happen. Every inch is optimised. Every process is measured. From tray size to fry timing to how long it takes to clean a surface — someone is studying it, testing it, improving it.
So if you want to integrate your solution into a system like this, it has to work.
It has to be simple, reliable, and scalable.
And it has to make sense not just to leadership, but to the people doing the work.
When you're running a fast-paced operation across dozens or hundreds of locations, the real challenge isn’t finding people — it’s getting them ready.
Quickly. Reliably. Consistently.
And when your machines change every 8 to 12 months...
When your team speaks five or six different languages...
When you’re dealing with constant staff turnover... You can’t afford to pause and rethink your training every time.
You just need it to work.
That’s the pressure point:
Because in operations like this, training isn’t a one-time event. It’s a constant rhythm.And if your training can’t keep pace with the rhythm of your business, you’ll feel it everywhere.
Quick service restaurants operating at scale face a unique challenge: people.
Lots of them. It’s not uncommon for global QSR brands to employ over 2 million people across franchise operations, with tens of thousands of new hires every year.
According to IBISWorld research, there were 4,904,921 people employed in Fast Food Restaurants in the US alone as of 2024.
While leadership roles often show strong retention, frontline team members typically stay less than two years. That kind of turnover has a cost.
Every new hire needs:
In many cases, training costs per learner exceed €250, once you include trainer time, operational downtime, and lost productivity. Multiply that across regions, shifts, and roles — and the hidden cost of slow or inconsistent training becomes hard to ignore.
So how do we help teams meet these challenges without slowing down? Our solution doesn’t just speed up training.
It reduces friction, protects margins, and helps leaders maintain standards — even when teams change weekly.
The numbers speak for themselves — but it’s the operational peace of mind that matters most.
At its core, our solution isn’t just about training. What anet.360 does is help protect margins, improve consistency, and give operations leaders the visibility they need to run at full speed — without compromise.
Here’s what that looks like in real terms:
The reality of running a QSR today isn’t just about volume. It’s about precision — in timing, staffing, and execution.
Training isn’t a department. It’s a lever.
When it works, you feel it everywhere: in fewer mistakes, stronger teams, faster service — and a healthier bottom line.
But it only works if it matches the speed of your business.
And when it does?
You don’t just keep up — you lead.
