Umamido opened its 10th ramen shop in Belgium

Crowds gathered at the inauguration of the new Umamido in Antwerp. The Belgian chain, specializing in ramen, those delicious bowls of noodles from Japan, now has 16 international locations.

© UMAMIDO

A new fluorescent orange sign has appeared on Groenplaats in Antwerp. It's located in the historic heart of the city, a stone's throw from the Grote Markt (market square), just south of the Cathedral of Our Lady. "Each new location is the fruit of twelve years of experience," says the Japanese comfort food chain , "twelve years of constant refinement and a clear commitment to offering an authentic, high-quality experience."

According to the management of Belgium's largest ramen chain, this opening proves that sustainable growth relies as much on a loyal community as on solid foundations: a constant focus on quality, hospitality, homemade products, and respect for know-how.

"The ramen concept is about authentic slow food. We take the time to make all our broths ourselves. Some have to simmer for 12 hours or even longer. All from our workshop," Guy Quirynen tells his future franchisees . Although not Japanese, the founder and CEO, a former student of the hotel school in Lausanne who honed his skills under several Michelin-starred chefs, says he is "steeped" in Japanese culture, where he also lived.

In 2010, during an internship in Kyoto, the young chef found his entrepreneurial calling. Stepping into a local ramen bar, the Hasselt native discovered umami flavors with a depth completely unknown in Belgium. He fell for it and began exploring all the options available. Creamy tonkotsu, rich paitan, delicate shio... During his stay in Japan, he immersed himself in this unique culture. Back home, it proved impossible to shake off these heartwarming dishes.

In 2013, he opened the first Umamido in Flagey. The young chef orchestrates every detail, from the minimalist design to the seasonal menu. Guy works hard every day, whether he's in the kitchen or taking orders, and he shares his enthusiasm with his customers.

Slow food served fast

Today, the chain sells around 700,000 bowls of noodles a year, through a network of branches in Belgium and six franchises in Switzerland, primarily in Lausanne and Geneva. Just like the broths, Umamido's growth is also slowing down. The single-product concept proved profitable from the outset and was barely affected by the pandemic, thanks to a proven formula: disciplined, efficient management.

"We have a team of qualified and experienced fast food professionals, and a central kitchen where we make almost all the products that define our unique flavor," Guy Quirynen explains to potential franchisees. Almost all of them, because the American-Japanese company Sun Noodles makes the noodles for Umamido.

This simplifies the logistics for the franchise locations, which are purely shipping units. On-site management consists primarily of reheating and assembly. "Such a model allows us to maintain our omotenashi , the Japanese spirit of welcome and hospitality, while being highly efficient," the CEO explained in September 2024 at E-Salon, the first virtual franchising trade show.

Takeaway and home delivery account for 15 to 20% of Umamido's turnover.

But the ramen bar chain, like so many other hospitality businesses, is waiting for clarification from the federal government about the tax shift. "Home delivery is already a difficult sector. We pay between 23 and 30% of what we charge customers to the platforms. If 6% VAT is added on top of the usual costs, the question arises whether it's still worth it," the founder recently sighed to De Tijd .

Profitability in line with fast casual standards

Financially, Umamido aligns with the fast casual segment, with profitability targets of at least 20% of turnover per restaurant, labor costs below 30% and raw materials (food cost) around 27%.

A high-performance financial model for the restaurant industry. On paper, these figures demonstrate a healthy cost structure, typical of franchise networks that have successfully industrialized their expertise. With a theoretical base cost (prime cost) of 57%, there remains a substantial margin to cover other expenses.

This is made possible by economies of scale and operational simplification: the central kitchen concentrates the complexities of skilled labor outside the restaurants. Spending half a day preparing broths at each location would be expensive due to the energy and supervision required. By doing this for approximately fifteen restaurants in one location, these costs are significantly reduced.

And that's not even mentioning the fact that this organization helps combat food waste. The products supplied by the central kitchen are often portioned, which reduces waste. And ramen is still a dish that can be eaten quickly. This also contributes to achieving profitability goals if you rotate your tables several times per shift.