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Arrowhead Games Studios releases update 1.000.304 for Helldivers 2, which makes a number of big fixes to ongoing bugs and game crashes. It's has been a rollercoaster ride for Helldivers 2 since it launched back in February. The online co-op shooter experienced unprecedented sales, which, in turn, caused the game's servers to break down, preventing players from logging in or causing errors during gameplay. Thankfully, Arrowhead managed to stabilize the game and since then, it has continued to grow, becoming Sony's fastest selling PlayStation game ever.
However, even with its continued popularity, Helldivers 2 hit another bump in the road due to a PSN Account controversy, where Sony intended to implement a system that required PC players to make and link to a PlayStation Network account. The news was not received well by players, who systematically review bombed the title on Steam, ultimately forcing Sony to back down, though Helldivers 2 was delisted in well over 150 countries with no resolution in sight. Still, Arrowhead continues updating the game, first with a new Warbond and now with a brand-new update.
The latest update for Helldivers 2 focuses on the remaining game crashes players have been running into recently. Game crashes have been a common problem for Helldivers 2 since the game launched, including a strange one caused by players throwing too many snowballs while in a game. In this case, the trio of fixes address crashes that can happen when players load in to their ship, examine their loadout, or could be triggered right after the host left the room after a player had joined. It's unknown how rare these moments were, but either way, players no longer need to worry about them.
In addition to game crashes, this update addressed a handful of bugs as well. In terms of gameplay, the Airburst proximity explosion has been adjusted so that it is only triggered by enemies and other Helldivers in the vicinity. The AR-61 Tenderizer had a bug which gave it the wrong color scheme in some instances, which has since been fixed within this patch. Considering all of the recent Helldivers 2 controversy, this update has added an optional setting for players who do want to link their PSN Accounts found within the in-game settings.
For better or worse, Arrowhead has made plenty of balance updates with many of these patches, something which has left most in the community divided on. While some appreciate Arrowhead attempting to keep the game fair, others have questioned the need for so many balance updates when the game is strictly a cooperative experience. In fact, Arrowhead CEO Johan Pilestedt responded to a player saying the game has become unfun due to the constant changes, agreeing that the studio has gone a bit too far in some areas and in some cases, removing fun elements the community has discovered organically.
Helldivers 2 Update 1.00.304 Patch Notes
Crashes
Fixed a crash triggered when the host left after a player hot joined. Fixed an occasional crash in the Loadout menu. Fix for a rare crash when transitioning to or from the ship.
Misc Fixes
Fixed players getting stuck on the mission summary screen when the host leaves. Fixed the issue of non-purchased Super Credits not being visible in the Warbond Overview screen (only relevant for Japanese release). Optional account linking now available in the Account section of the in-game settings. Fixed 'Steam AppId supplied invalid or not allowed' being shown due to a different error. Fix attachments on weapons showing up as purple question marks in the tutorial in some cases. Airburst proximity explosion is now triggered only by enemies & Helldivers. The AR-61 Tenderizer now has the correct color scheme.
Known Issues
These are issues that were either introduced by this patch and are being worked on, or are from a previous version and have not yet been fixed.
Players may not have the option to send, accept or decline friend requests. Players may not have the option to Block other players. Blocked players are not added to the Blocked Player list or prevented from joining games. Game may crash if the player changes the text language while on a mission. Players may experience delays in Medals and Super Credits payouts. Players may occasionally receive excessive XP. Enemies that bleed out do not progress Personal Orders and Eradicate missions. Arc weapons sometimes behave inconsistently and sometimes misfire. Most weapons shoot below the crosshair when aiming down the sights. AR-61 Tenderizer deals too little damage and is not in the final state we are intending. Spear’s targeting is inconsistent, making it hard to lock-on to larger enemies. Stratagem beam might attach itself to an enemy but it will deploy to its original location. Helldiver may be unable to stand up from crouching when surrounded by enemies. "Hand Carts" Ship module does not reduce Shield Generator Pack's cooldown. Some players might become stuck in the Loadout when joining a game in progress. Reinforcement may not be available for some players who join a game in progress. Planet liberation reaches 100% at the end of every Defend mission.

The kitchen is on fire. Welcome to the final part of the Vapiano story where the tables are turning. In the first two episodes we followed Mark Korzilius' journey from setbacks to founding Vapiano, a groundbreaking restaurant concept, highlighting its fresh ingredients, dynamic atmosphere, and data-driven operations that drove rapid success. While achieving initial profitability and garnering attention from industry giants like McDonald's, Vapiano's global expansion has led to stellar revenue growth. However, it has also resulted in the emergence of numerous side projects (or distractions), operational challenges, increased costs, significant investments, and a notable accumulation of debt. This underscores the prioritization of top-line growth over profitable growth. We will continue on this thread and see how the story ends, but I would encourage you to read part one and two for better context. Vapiano P1: Italian Food Made in Germany (substack.com). Let's dig in.
Before Going Public
We are now in 2015 and the year is a disaster for Vapiano's PR department. Employee time stamps are being manipulated, endless overtime for employees and high turnover in managerial roles are reported; mice in the kitchen and even rotten food allegedly found.
The company is confronted with allegations of exceeding working hours among trainees in an article published by Welt am Sonntag, while the same outlet accuses Vapiano of manipulating punch times. The auditing firm PwC is commissioned to investigate the allegations and finds that there is no systematic approach but rather misconduct by individual employees, a mistake that’s being corrected. Internal however, investigations into stamp times are carried out regularly now and beyond its obvious reputational impact, this sucks up valuable management time and attention.
In the summer of 2015 CEO, co-founder and investor Gregor Gerlach, who has been running the group since 2011 is stepping down and Jochen Halfmann is taking over. A new Vapiano People Program with an App is being developed with the aim to better interact with customers that will incorporate innovate features such as mobile pay. The German website sees a launch of new magazine to further promote the brand and there is now a full inhouse blogger and Instagram team being installed. In October the company buys seven restaurants from original co-founder, former co-investor and ex-president previously responsible for internation expansion Kent Hahne (2x Bonn, 3x Cologne, 1x Koblenz and one in Cologne that’s under construction). This package of Vapiano restaurants is very successful and generates net sales of more than 20 million euros in 2014. Hahne opened his first Vapiano restaurant in Cologne in August 2006 and in 2015 with his company apeiron AG, Hahne operates six L'Osteria franchise restaurants, a direct Vapiano competitor, and two self-owned restaurants GinYuu.
Then in November of 2015, the next public relations bomb goes off with allegations regarding the company's quality standards. The company immediately investigates the issue through internal and external specialists but finds no evidence of any quality issues. Nevertheless, knowing that the group is now being closely watched, the company’s already in place hygiene standards are being reinforced. Additional audits and inspections are performed nationally. Further, all Vapianos worldwide are being audited twice by the partners SGS Institut Fresenius and SAI Global. Auditing software is purchased to simplify the implementation of the audits and the resulting measures. Apart from the external examinations, there is a food sampling plan in place being performed continuously. Again, all of this sucks up costs, management time and attention. With all these tumultuous developments the company’s growth engine is undeterred. Revenue grows by a whopping 50 million euros to 202 million euros, an increase of 33%. Impressive. While average spent per customer increases in all countries, the number of customers per day in Germany decreases by 3.3% partially due to the negative press towards the end of the year. Five own, four JV and 19 new franchise restaurants are added that year to the group, the total number of own managed restaurants grows to 51, there are 31 JVs and 84 franchises which bringing the total to 166 Vapiano restaurants. Global restaurant sales are now above 400 million euros.
But while revenue grows by an astronomical 50 million euros, operating profits, alarmingly, shrink again. Gross margins are staying perfectly healthy above 75% but operating costs keep growing disproportionately fast. The Company’s outstanding debt jumps by almost 30 million, close to 85 million euros by the end of the year. With operating profits at 9.5 million euros, alarm bells should be going off right now.
In Q4 of 2015, new CEO Jochen Halfmann introduces Strategy 2020. The new strategy includes five essential points. One, profitable growth in the newly defined core markets of Germany and Austria as well as in the UK, Netherlands, France and USA. Two, operational excellence through strict “best practice” management. Three, further development and digitalization of the concept considering guest feedback. Four, greater focus on long-term employee retention and five, building a modern and sustainable IT landscape. Sound’s good on paper but let’s see how things pan out.
Vapiano's investments (capital expenditures) that year are primarily directed towards new restaurant openings, renovations of existing establishments, and share acquisitions in other Vapiano restaurants from franchisees or JV partners. A significant portion of funds is allocated to the digitalization of the guest experience, including the development of a new app scheduled for market release in 2016 and the implementation of a time recording system across all group restaurants. The world's first standalone Vapiano restaurant with a delivery service that year is built in Fürth, Germany. The company keeps expanding its presence in both inner-city locations and international markets, such as Shanghai, China.
To finance all of this, the group has its own operating cash flow which comes in at 18 million while capital expenditures are 26 million euros plus 14 million for acquisitions. The funding gab is filled with 26 million euros of new debt and a seven-million-euro equity raise. At that end of the year and after the equity raise Gregor Gerlach (through his AP Leipzig GmbH & Co. KG entity) holds 30.1%, Hans-Joachim and Gisa Sander through their Exchange Bio GmbH hold 25.5% and the Tchibo heirs, Herz through their Mayfair Beteiligungsfonds II GmbH & Co. KG hold 44,4%.
But for the first time the restaurant’s concept that was so successful to date is being questioned. Some customers are starting to mislike the operational flow of the concept itself. If you want pasta, you must queue for pasta. If you want pizza you stand in a different queue. A small side salad, yet another queue. "You spend more time carrying trays than an actress in Berlin-Mitte. The audience in the pasta limbo can only consist of people who have worked for an insurance company for a long time and, like Stockholm syndrome, they can no longer get away from the industrial canteen feeling," writes TV host Beisenherz provocatively. While overly harsh in his assessment he's not entirely wrong judging by customers venting their frustrations in forums and social media channels. It isn’t uncommon for those who ordered pizza to have already finished eating while there is little movement in the pasta queue. Long term that doesn't go down well, QSRs competitors like L’Osteria are handling this process differently, with much success.
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Tipping Point

Where are now in the year 2016 and things start to deteriorate visibility. Perhaps not for the leman’s eye but any business minded observer can see that there are problems under the hood. Yes, revenue grows yet another whopping 50 million to almost 250 million euros but half of that growth, comes from acquisitions of restaurants that the group didn’t already own 100%, which is now being fully consolidated within the group’s accounts. Here is a concrete example. In the past, Vapiano SE, the group’s top holding company held an indirect 50% stake in a French subgroup via the subsidiary VAP Restaurants SA, based in Luxembourg, and included this as an associated company in the Vapiano SE consolidated financial statements using the equity method. Due to the acquisition of additional shares in September of 2016, Vapiano SE's indirect share in the French subgroup increased to 75%. This means that Vapiano SE takes control of the French subgroup, which is therefore included in the group’s financial statements as part of the full consolidation. The revenue from the acquired subsidiary now recorded in the consolidated income statement amounts to 12.8 million euros. While that’s great for the top line, the loss of the fully consolidated entity equates to 0.2 million euros. Yes, you are buying revenue, but there are losses attached to them, not profits. A similar case is the Swedish entity that runs eight restaurants with revenue of 11.5 million euros but has losses of 235 thousand euros. So much for Strategy 2020 and “profitable” growth.
That year the group’s operating profits are absolutely tanking, halving to 3.5 million euros. Operating profits are now a mere 1,4% of revenue. Remember original founder Mark Korzilius who talked about operating margins of 25% to 28% at the restaurant level? Yes, there are overhead costs for the organization that sits above the chain of restaurants, but operating margins that low indicates a course correction is needed. What’s telling is that in the annual report, in the management discussion section, the company starts talking about EBITDA as a proxy measure of profitability, rather than operating profit or net income. This wasn’t the case in the years before. Is this window dressing for an upcoming IPO? EBITDA is short for earnings before interest, tax, depreciation, and amortization. How can you measure profitability of a restaurant chain that absolutely and unequivocally needs capital investment to maintain its restaurant operations, the very source of cash generation, by simply excluding this maintenance charge (depreciation in the income statement)? Vapiano’s own annual report talks about the fact that existing restaurants must be rejuvenated from time to time and that new interior designs have to be implemented every few years. These things wear and tear, they go out of style, kitchen equipment breaks and needs replacement. This business absolutely needs maintenance capital expenditure, why anyone talks of profits before these maintenance costs is beyond me. Fun fact: in the previous annual report EBITDA is mentioned seven times, mostly around restaurant acquisitions and financing, not however as a profit indication for the group. In the new annual report, EBITDA is mentioned 28 times. Maybe it’s just me but belated Charlie Munger liked to call EBITDA: bullsh*t earnings. When in doubt I stick with Charlie. Interestingly, EBITDA for Vapiano keeps growing while operating and net profits keep falling.
Operating cashflow for the group that year is about 21 million euros, but capital expenditure is 30 million and acquisitions for subsidiaries another 20 million. To finance these expenditures another 28 million euros of debt and 16 million of equity is raised. Net debt rises above 130 million euro. The operating cashflow of the group before any capital expenditures is 21 million euros. I am not sure free cash flow would be significantly positive after maintenance capex is paid out; it’s not broken out so we can’t be sure. Granted, I am not on the ground during this time, and I am not in the board room, I am simply reading what’s in front of me, but to me this is starting to look like a distressed situation. Regardless, the following year the company goes public.

IPO

Where are now in the year 2017 and its Vapiano’s first year as public company. The company’s annual report reads the following “Sales revenue, like-for-like growth (LfL) and the earnings figures EBITDA and adjusted EBITDA are used as the most important financial performance indicators for controlling operational business activities.” The very same report however also says: “The majority of the group's investments regularly go towards opening new restaurant locations and modernizing existing restaurants. The latter are differentiated into regular replacement investments that occur during ongoing operations (Maintenance CAPEX) and fundamental investments in the renovation of a restaurant (Remodeling CAPEX). On average, a restaurant remodeling takes place nine years after opening.” It says it right there in their own report; every nine years a remodeling is taking place. Remodeling and updating is not cost free, so why exclude depreciation charges which reflect capital expenditures? I understand that perhaps you would want to strip out one-off opening costs, that’s fine and fair, but don’t go overboard.
The number of restaurants increases by 26 (previous year: 13) to a total of 205. The increase consists of 27 new openings and one closure. Group revenue grows to an astonishing 325 million euros but here comes the shocker, operating profits turn negative to 25 million. Fine, strip out foreign exchange losses of 3 million, IPO costs of 5.8 million and new opening costs of 6.1 million and you still have 10 million euros of operational losses. All the while the debt load of almost 130 million hasn’t materially changed, so those operating losses are before a six-million-euro interest payment. 184 million euros are raised through the IPO of which 85 million go to the company. This money is earmarked for further expansion as the group has ambitions to almost double the footprint to 330 restaurants by the end of 2020. The company is currently not profitable on an operating basis, and still wants to expand aggressively? I don’t get it. The remaining 100 million euros of the IPO money raised is distributed to co-founder Gregor Gerlach and Wella heirs Hans-Joachim and Gisa Sander. The family office of the former Tchibo owners Günter and Daniela Herz with a 44% stake, don’t sell a single share. After the IPO, 32% of all the company’s shares are now in free float.
One year later, in 2018, things get even worse. Revenue grows to 371 million, but operating losses mount to 85 million euros, that’s before interest expenses of 9 million. Even the beloved EBITDA figure turns negative, meaning the operating business before any expansionary or even maintenance capital expenditures is loss making. All regions are experiencing significant deterioration in their earnings profiles. Like for like sales are down 1% across the board. That’s revenue, not profitability. The question naturally arises: is the Group approaching its natural saturation point here or this operational by nature? The operating cash flow is now 9 million while financing cost are close to 7 million. That leaves 2 million for maintenance capital for 74 own restaurants and 76 joint ventures ones. Describing this as financially tight, would be an understatement.
Things are not looking good at this point. Yet the company still grows restaurants by 26 new sites. 64 million euros are spent on acquisitions, new openings, and maintenance costs, financed through a 20 million-euro equity raise and 72 million of new debt. The Company now has net debt outstanding of over 160 million euros. After the equity raise and by the end of the year 2018, Mayfair owns 47.4%, VAP Leipzig, Gregor Gerlach’s entity owns 18.9% and the Sander couple own 15.5% of the company. Yes, the Sanders and Gerlach may have taken 100 million euros off the table, but they still have substantial skin in the game. Plus, Mayfair hasn’t sold a single share and instead injects more money into the company through the equity round. The stock has now fallen from its IPO price of 23 euros per share to under 6 euros by the end of 2018. Something must be done here. And indeed, there is pivot in strategy and a hard push for change. At last, the management team abandons its aggressive growth plan and curtails new openings significantly. Additionally, the team wants to run a thorough analysis of weak locations to then either discontinue or sell sites. In Europe, the operating focus will be put on corporate restaurants and joint ventures in major cities to ensure the ideal size and location to match the respective demographic target group. Outside of Europe, the franchising business is being expanded and at the same time a consolidation of the existing corporate and joint venture markets is being sought. All future investments will be reviewed to achieve higher rates of returns on new openings. Investments are also being made in the renovation of older restaurants. The goal in the future is to also open smaller formats, like Mini-Vapianos (less than 400 square meters) or Freestander at prominent transportation hubs outside city centers (currently in Fürth and Toulouse) to cater to individual location requirements, and to enter new partnerships. I am not sure why management hasn’t stopped all expansion altogether, bringing the ship in order first, getting profitable, clean up, all hands-on deck before considering any further expansions whatsoever. But again, it’s easy to comment from the sidelines; maybe they saw white spaces that would be covered by competing concepts if they weren’t moving fast and aggressively enough. Although pushing internationally means competing with local players such as Jamie's Italian, Prezzo, Pizza Express, Wagamama, Nando's and many more which brings in its own dynamic.
Management also aims to enhance guest satisfaction. This involves refining operational processes, reorganizing the support center, and refocusing on the core offering: providing fresh and high-quality Italian food at affordable prices for a broad audience. The group also aims to reduce waiting times, especially during lunch, while also improving the evening atmosphere. There is even what I would call an evolution, away from Vapiano’s original concept, reorientating the customer journey. The ordering flow is being changed, offering guests synchronized preparations of all dishes while eliminating wait times at the cooking stations. The open show kitchen remains, staying true to original mantra of freshness and transparency but now guests can choose their preferred method of ordering through a mobile app, using a digital order point (kiosk), or by personally placing an order with a waiter. Guests can still freely choose their table and are then informed about the complete preparation of their order through a pager or their smartphone. This is a substantial deviation from the original concept, but a needed one. The group is also exploring and implementing the expansion of take-away and home delivery services but only at suitable locations, not universally across new openings. I am not sure why home delivery is even a priority here; it adds operational complexity. It’s better to clean up shop first and get back to the basics before adding new complexities. To be fair management does try to simplify. There are 49 different permanent dishes on the menu and additional 10 seasonal ones. Customers can choose from eleven different types of pasta. There is simply too much choice, and it makes orders complicated. The company announced to slim the menu down to its most popular and typical Vapiano dishes. There’s no need for an Asian salad at an Italian restaurant. "We have to go back to the roots, i.e. classic, honest Italian cuisine" says COO Everke. Regardless, in November of 2018, the supervisory board pulls the plug on CEO Jochen Halfmann and replaces him with Cornelius Everke. Everke himself has just become COO five months ago. Since 2017 he was responsible for international expansion. From 2011 to 2017 that role was filled by Mario Bauer – put a pin in that name, he’ll play a key role in the groups fate later. Then nine months later, in the middle of 2019, Cornelius Everke quits. He essentially concludes that his skillset and experience in the areas of internation expansion is no longer needed in the foreseeable future. To put it differently: Vapiano has moved from a growth story and has become a restructuring case, and other skills are required for that job. In June of 2019 Everke says the following “(we’ve) made a bit of a mistake when it came to foreign expansion”. No sh#t. Vapiano postpones the presentation of the 2018 annual financial statements three times in the spring of 2019, citing negotiations over an urgently needed loan of 30 million euros. It’s not until the end of May that a binding loan commitment comes through from the financing banks and major shareholders.
We are now in August of 2019 and the corona pandemic is just around the corner. Supervisory board chief Vanessa Hall takes over as interim-CEO and things are unravelling. Visitor numbers are declining; originally, it was planned to sell the US business but halfway through the year the buyer cannot come up with the money. But not all restaurants are performing poorly. The group's poor figures contrast starkly as an example with the experiences of the Swiss-German franchisee, who runs six restaurants. The Sodano family in Switzerland pays Vapiano a royalty of 6% of sales for the use of the brand. Enrico Sodano explains in an interview that they operate largely autonomously from the licensor. If an “accident” were to occur, he could immediately replace the Vapiano sign with Sodano, he says. The family concluded the rents and contracts with employees and suppliers independently. The Sodano family have six locations in Bern, Basel and Zurich, around one million guests every year and 350 employees. Things are going well on the ground. The delivery service they’ve built is offering them a second income stream. Expansion into Winterthur, St. Gallen and Lucerne are being planned; small locations with 150 to 250 square meters and an attached delivery service. Originally, Vapiano restaurants used to be huge but for such a large restaurant to be profitable, 800 to 1,000 guests per day are needed. That’s possible in medium-sized cities, but not in smaller towns which is why the Vapiano group now also supports smaller formats. Back to our corporate drama. The 2019 annual report would be the last report the group files. By the end 2019 the outstanding debt of the company is at an astronomical 450 million euros. Revenue has grown by another 7%, produced by four net new openings through two JVs and two franchise restaurants but operating losses come in at 317 million euros. That sound like an absolute shocker at first but depreciation and amortization charges are 345 million, so that operating cash flow is actually positive but unfortunately capital expenditures and interest payments are so large that they are eating up all of the company’s operating cash flow. Then in the beginning of 2020 Corona hits with full force and the world shuts down. As a result of the measures to prevent further spreading of the virus, the group is forced to cease all global business operations (except in Sweden). While all these shutdowns are happening, the group is the middle of negotiating with its lending banks and main shareholders. There are additional financing needs for restructuring measures, even without a pandemic happening in the background. The situation is so dire that the company starts pleading to the German government to roll out the package of financial help more quickly. Unfortunately, it’s to no end. The rapid closure of restaurants and the resulting lack of operating cash inflows in conjunction with the additional financing requirements, lead to the company’s final knockout punch. In April of 2020, the Vapiano group officially files for insolvency proceedings. The end of an era.

New Beginnings

Because of the pandemic, the majority of the group's subsidiaries in Austria, the Netherlands, Denmark, the United States, Sweden, and China also file for insolvency or seek liquidation. The US business never gets sold in the end and is wound down. In the summer of 2020, significant group divestments occur, including the sale of 75% shares in the group's French subsidiaries, shares in franchisor companies, Australian subsidiaries, German subsidiaries, associated companies, self-managed restaurants in Germany, and insolvency-related sales in the Netherlands, Great Britain, and Sweden. The buyer of the Vapiano brand and one of these bundles of Vapiano restaurants is company named Love & Food Restaurant Holding, a consortium led by Mario C. Bauer – a name I told you to remember. Bauer was a former Vapiano board member and led the national and international expansion, opening 200 sites in 33 countries from 2011 to 2017 until he was succeeded by Cornelius Everke. Bauer didn’t feel comfortable with the IPO at the time but clearly has a lot of managerial and entrepreneurial talent.
The buyer consortium is an absolute A-Team comprised of European QSR top league hitters, including the founder of the Pret A Manger chain Sinclair Beecham; Henry McGovern, the founder and Ex-CEO of the giant international restaurant and foodservice operator AmRest; the Van der Valk Family that runs hotels and Vapiano restaurants in the Netherlands, and co-founder and ex-CEO Gregor Gerlach. The acquisition value is 15 million euros and entails 30 Vapiano restaurants in Germany, albeit that’s just the purchase price which comes on top of any capital investment needed to refresh and return the sites to its former glory. Nevertheless, just as a thought experiment, if you can get each site to 2 million euros of revenue and 400,000 euros in operating profit on average, which wouldn’t be an overly aggressively assumption given the company’s history, you’ve got yourself a package that can deliver restaurant-level operating profits of 12 million euros or more. It’s not disclosed how much capex was needed to refresh the operations, just that fact that the overall investment plus purchase price was a middle double-digit million-euro figure. Stil, it probably was a decent purchase. The same consortium buys Vapiano’s French business for 25 million euros just two weeks prior. After the transaction concludes, the master franchise is given to Delf Neumann and his Gastro & Soul GmbH. Neumann is an experienced operator, and he is ambitious to revitalise the brand with new services and products. For example, instead of pizza, the restaurants will be serving pinsa - a flatbread made from sourdough, wheat and rice flour, topped similarly to a pizza. It targets a more health-oriented customer base looking for a less calory heavy option. The menu overall is expanded by including a variety of vegan and vegetarian dishes.
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Today Neumann’s Gastro & Soul GmbH operates 18 Vapianos on its own account and has 29 franchise sites, amongst other brands. By the year 2021, Vapiano operates 191 restaurants in 34 countries. This is around 50 fewer sites than before the bankruptcy. The number of branches is particularly thinned out in Germany – from 80 to 55. Nevertheless, Vapiano's home country remains by far the largest market, followed by France with 35 restaurants and Austria with 15 locations. “We have shrunk ourselves to health,” says Bauer in the aftermath and there is no further shrinking planned. Quite the opposite, the smell of expansion is in the air again – pun intended. Not as aggressively as before and with a new menu and ordering process.
Overall, the team around Bauer is filled with industry experts with knowledge and networks gained over decades who have a great track record, a long-term view, and the staying power to let Vapiano breath and finds its way back to success. The pressure of being a public company with all the associated quarterly, half-year and yearly disincentives have been removed. The menu is changed and extended with new types of pasta and sauces with significantly more vegetarian and vegan dishes available. Guests can order with restaurant staff, at terminals or on their phones and there are barcodes attached to the tables identify the respective seat. The food is brought to your table, all at the same time if you are in a group, no more annoyances with waiting in line. There is a plan for smaller, 350 square meter locations, with half the number of guests and significantly fewer staff and less set-up costs required to make the economics work. Locations that capitalize on remote work and increased demand for local lunch options, higher population density with shorter delivery routes and therefore cost-effective in house delivery services are targeted. And Bauer is testing the concept of ghost kitchens, which operate without a dining room or service staff, focusing solely on preparing food for delivery services, which for obvious reasons have a very different operational set up and footprint. Original founder Mark Korzilius however is not entirely convinced. He is not a fan of the pinsa for instance and he considers Vapiano's pizza as its cash cow, flagship product and believes that the core Vapiano proposition of Pizza, Pasta, Bar that has given the company its original success is being diluted. He instead admires the competitor L'Osteria, saying they’ve done a better job by focusing on Italian classics, especially the impressively large pizzas that sticks out beyond the plate is leaving every customer in awe. The guys who run L’Osteria are the same guys who have built Vapiano with him in the first place. Bauer on the other hand, like a true business leader, remains undeterred, stating that he is frequently asked whether Vapiano's restart was bold or foolish. He believes in entrepreneurship, franchising, in his experienced fellow partners and importantly the Vapiano concept. By the year 2024 you can find over 140 Vapiano branded restaurant in 27 countries across the globe, including locations far away from its birthplace like Australia, USA, Columbia, Chile, Bahrain, and Saudi Arabia. And why not? Italian food is, and will remain to be, incredibly popular. Vapiano offers fresh and tasty food at affordable prices in a good atmosphere. This combination of attributes should attract a lot of customers. It certainly has in the past.
For more stories: WIP Thomas Weitzendoerfer Substack

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Over the past 30 years, my direct mail and email promotions have generated over $100 million in subscription revenues.
Volume one features 10 of my favorite promotions. The same ones that I use to coach my copywriting students on my Million-Dollar Copywriting Formula.
Each one has been hand-picked by me to give you a bank of winning headlines, leads, transitions, and arguments that you can turn to whenever you need inspiration for your next email, landing page, or video sales letter. They include:

• The Great Retirement Betrayal. This was my first grand slam promotion. As you’ll see, it’s written like a grandfather whose only goal is to make sure you don’t get ripped off by bankers, brokers, and the government. When you read it, you’ll see how you, too, can add this same friendly/fatherly tone to your sales letters, landing pages, and webinars.
• One Nation Under China is one of my best examples of using the Trojan Horse. Written like a highly-charged news article, it slowly walks you down the order form using a combination of fear and greed. It is one of my best examples of using the news hook to move your readers to do a swan dive to the order form.
• Tap the Hidden Wealth Inside Your Paycheck was written and targeted at regular everyday people who are trying to get ahead in life and just don’t know how. You’ll read how I speak to them in a to-a-friend-from-a-friend tone. This launch package beat a well-known A-list writer’s effort and was money for me for two years.
• The One Stock That Will Make You a Marijuana Millionaire is one of my best examples of using a single stock story to sell a subscription to an investment newsletter. The big takeaway here is how I use ~undeniable proof~ to make the case for owning this incredible stock. Another two-year control.
• The New Science of Getting What You Want was self-promotion for a book I authored 15 years ago. In it, you’ll read how I use my credibility, track record, and the dream of achieving success to walk the reader to the order form. You’ll also see how I integrate a no-risk money-back guarantee throughout.
• The Fast Money 2020 $1 Million Giveaway is the transcript for a highly successful two-person webinaVSL. You’ll see how I use a conversational back-and-forth style to keep viewers engaged in learning the secret trading strategy that will make them rich.
• Oil Time Bomb to Blindside U.S. Investors was one of my favorite all-time promotions. REASON: It uses my famous “either-or” news approach to bring in readers on both sides of the argument. Prospects read every last word to see if they are right. This was a three-year control using various headlines and was converted to a highly successful VSL.
• The Lightning-Fast Profits Summit is the transcript for another highly successful trading service VSL I wrote. Here you will see one of my biggest secrets at work: How explaining how the trading mechanism works to prove to readers that this system will make readers money. So powerful, you may forget this is an example and subscribe!
• The Retirement Club is one of my legendary email promotions that ran in various formats for over a decade using a simple e-vite and landing page that transformed a publication into a club by repositioning the offer.
• The Master Key to Marijuana Profits relaunched a struggling publication to incredible success. The key to success was taking a macro-economic view and then drilling down into the individual stock picks.

Individually, you’ll see first hand:

• My headline formula for grabbing readers by the throat
• How I use subheads and bullet points to keep the readers’ interest throughout each promotion
• How I drop “cookies” throughout each piece to build desire.
• How I close sale after sale with time-proven calls-to-action that work!

Together, you’ll find 233-pages filled with dozens of headline, subhead, landing page, and call-to-action ideas and offers you can use to keep your copywriting strategies fresh and engaging.
My hope is that you can use the structure and format of my winning promotions as a step-by-step guide to writing your next big winning email, landing page, or VSL.
When you consider that each one is packed with 30-years of copywriting knowledge and million-dollar results…
….this is an opportunity I would not sit on.
This is a 24-hour offer and is limited to just 90 copies.
When the clock strikes midnight tomorrow, or the 90th one is taken, I will be taking this offer down and the $325 price will revert to $1500.
So if you want to add grab these swipes for your file, I wouldn’t sit on this because I may never offer this special price again.
https://courseshere.com/download/get-doug-danna-100-million-copywriting-formula-swipe-file-volume-1-download/

The bathtub sector is a dynamic industry dedicated to meeting the advanced needs of clientele who prioritize luxury and tranquility in their bath experiences. Renowned bathtub producers, including bathtub companies, curate bespoke designs to cater to diverse preferences and necessities. Driven by the growing appetite for upscale bathtubs and comprehensive bathroom amenities, a multitude of manufacturers and enterprises have surfaced. These firms specialize in crafting bathtubs from an array of materials, ranging from solid surfaces and cast iron to innovative composites and natural stone. Together, global bathtub entities, such as bathtub companies, represent a continuously advancing industry, consistently innovating and showcasing a vast assortment of elite bathroom solutions. This post lists 10 top bathtub manufacturers in the world.

Kingkonree

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Company Location: Shenzhen, China
Year of Establishment: 2000
Types of Business: Manufacturing
Product Offered:

• Freestanding solid surface bathtub
• Solid surface soaking bathtubs
• Square bathtubs
• Round bathtubs
• Mini bathtubs
• Oval Bathtubs
• Bathroom accessories

About Company Background and Advantages:
Founded in 2000, KKR initially specialized in the production of material panels. With time, we evolved and strategically positioned ourselves as industry leaders in the solid surface sector. Our products rigorously comply with ISO9001:2015, CE, CUPC, and SGS standards, underscoring our unwavering commitment to international quality benchmarks.
Our expansive 15,000 m² manufacturing facility boasts the capacity to produce over 15,000 items per month. Globally, our presence extends across 100 countries, having successfully executed over 1,000 projects. Due to our stringent quality and hygiene standards, premier entities in the hotel industry regard us as their reliable partner.
Kingkonree stands as a paramount figure in the industry, acclaimed for its unparalleled excellence in crafting solid surface bathtubs. Each bathtub is meticulously fashioned from elite acrylic solid surface materials, which guarantees remarkable longevity, coupled with impressive resistance to staining, abrasion, and discoloration.
A distinctive hallmark of Kingkonree’s solid surface bathtubs is their versatile nature and the breadth of personalization they offer. Patrons are presented with a comprehensive spectrum of colors, patterns, and finishes, empowering them to curate a tailored bathroom environment. In addition, Kingkonree demonstrates proficiency in catering to specific size requisites, guaranteeing impeccable alignment with assorted bathroom layouts.
Beyond its commitment to quality, Kingkonree signifies a beacon of environmental stewardship. The inherent non-toxic, non-porous, and sustainable attributes of their bathtubs establish them as a green alternative in the market. In tandem with this ethos, Kingkonree maintains stringent quality assurance protocols, ensuring that every bathtub seamlessly converges with the pinnacle of industry benchmarks.

Kohler

Company Location: Wisconsin, USA
Year of Establishment: 1873
Types of Business: Design and manufacturing
Product Offered:
Kohler offers a diverse selection of bath products designed to cater to various preferences and style. Their product line includes alcove bathtubs, drop-in bathtubs, freestanding bathtubs, corner bathtubs, jetted/whirlpool bathtubs, and showebathtub combinations. Kohler’s bathtubs are known for their exceptional craftsmanship, durability, and elegant design.
About Company Background and Advantages:
Founded in 1873 as the Sheboygan Union Iron and Steel Foundry, Kohler has evolved to become a paramount entity in the home appliance sector. Marking its significant milestones, such as the ingenious transformation of a cast-iron horse trough into a high-end enameled bathtub, Kohler proudly showcases its rich 150-year lineage. Today, the company is renowned for its pioneering designs and superior product offerings.
Central to Kohler’s acclaim is its bathtub series, emblematic of the company’s unwavering commitment to excellence and resilience. Each bathtub is meticulously crafted from premier materials, undergoing rigorous quality assurance processes to ensure sustained performance. Particularly, Kohler’s acrylic bathtubs are engineered to ward off scratches, discoloration, and stains, maintaining their immaculate appearance and ease of maintenance. This relentless pursuit of quality positions Kohler bathtubs as a prime choice for both residential and commercial settings.
In a bid to redefine bathing experiences, Kohler seamlessly integrates cutting-edge amenities into its products. Their jetted bathtubs epitomize relaxation, with strategically aligned jets offering a therapeutic sensation, making every soak a serene escapade. Complemented with innovative water treatment solutions, Kohler promises an invigorating bath experience.
From an aesthetic standpoint, Kohler presents an expansive spectrum, encompassing sleek freestanding models to timeless inset varieties. Their design acumen guarantees that each bathtub, inclusive of the freestanding variants, merges optimal functionality with aesthetic finesse, bestowing an air of sophistication upon any bathroom setting. Choosing Kohler transcends a mere transaction; it signifies an allegiance to a refined bathing haven.

TOTO

Company Location: Tokyo, Japan
Year of Establishment: 1917
Types of Business: Manufacturing
Product Offered:
TOTO, a leading manufacturer of bathroom fixtures, offers a diverse range of bathtubs designed to enhance bathing experiences. Their product line includes:

• Freestanding Bathtubs
• Built-in Bathtubs
• Jetted/Whirlpool Bathtubs
• ShoweBathtub Combinations

About Company Background and Advantages:
Founded in 1917, TOTO has consistently set the gold standard in the bathroom fixtures domain. Recognized on a global scale, TOTO delivers premier products that define industry standards. Their overarching mission is to transform daily routines with cutting-edge bathroom solutions, encompassing features such as heating to enhance comfort during chilly spells.
TOTO is unwavering in its dedication to technological advancement. The firm has introduced pioneering innovations including the Tornado Flush for unparalleled waste management, the CEFIONTECT coating for sustaining hygienic surfaces, and the sophisticated Washlet bidet system, emphasizing both hygiene and user-friendliness.
Central to TOTO’s ethos is environmental stewardship. Their product developments emphasize water conservation without compromising on performance. This commitment to sustainable practices has earned them a plethora of certifications and recognitions.
The myriad of accolades and distinctions bestowed upon TOTO affirm their eminent position in the industry. As market trailblazers, they consistently adapt and innovate to meet the evolving needs of their clientele.

American Standard

Company Location: Piscataway, New Jersey, USA
Year of Establishment: 1872
Types of Business: Manufacturing
Product Offered:
American Standard specializes in a diverse range of bathtubs, catering to various design preferences and requirements. Their product line includes alcove bathtubs, drop-in bathtubs, freestanding bathtubs, and walk-in bathtubs. With a commitment to innovation, American Standard offers advanced features such as whirlpool systems, hydrotherapy options, and ergonomic designs.
About Company Background and Advantages:
Established in 1872, American Standard stands distinguished in its provision of exceptional quality bathroom fixtures, with a marked speciality in bathtubs. The organization harbors a steadfast dedication to the fusion of innovation and practicality in its designs, aiming to profoundly elevate the user’s bathing experience.
A pivotal attribute of American Standard’s bathtubs is the meticulous integration of water-conservation technologies. Through the incorporation of cutting-edge systems, such as EcoSilent, the company ardently pursues the optimization of water utilization, aligning environmental sustainability with substantive economic advantages.
In terms of durability, American Standard meticulously crafts bathtubs employing premium materials, encompassing acrylic and cast iron, thereby ensuring an enduring robustness and formidable resilience to the rigors of daily use. The exemplary artifacts they produce seamlessly align with elevated industry benchmarks, manifesting the company’s unwavering commitment to exhaustive testing processes and an unparalleled quality assurance ethos.
The consumer-centric approach of American Standard shines prominently, as evidenced by their offering of a versatile array of models imbued with ergonomic considerations and integrated armrests. Their sophisticated portfolio encompasses a breathtaking diversity, featuring luxurious deep-soak bathtubs that invoke a sublime, spa-like ambiance, as well as thoughtfully designed walk-in variants, thus catering proficiently to a comprehensive array of preferences and functional necessities.

Roca

Company Location: Barcelona, Spain
Year of Establishment: 1917
Types of Business: Design and production
Product Offered:
Roca offers a wide range of bathtubs designed to cater to diverse preferences and needs. Their product line includes freestanding bathtubs, corner bathtubs, drop-in bathtubs, and whirlpool bathtubs. With a focus on innovation, quality, and style, Roca’s bathtubs are crafted to provide a luxurious and rejuvenating bathing experience.
About Company Background and Advantages:
Founded in 1917 in Barcelona, Roca has evolved into a globally acclaimed leader in superior bathroom solutions. Dedicated to innovation, the company adeptly balances aesthetic allure with functional design and enduring resilience. At its core, Roca’s mission is to elevate the bathroom experience, ensuring unparalleled comfort for its clientele.
Roca’s bathtubs stand out for their avant-garde features. Particularly, their whirlpool tubs are equipped with advanced hydrotherapy functionalities, providing therapeutic massages and facilitating a luxurious spa ambiance within the seclusion of one’s residence.
Employing only the finest materials and harnessing cutting-edge manufacturing techniques, Roca guarantees precision in every bathtub’s production, ensuring its longevity. This unwavering commitment to quality has solidified Roca’s reputation as a trusted global provider of bathroom solutions.
Furthermore, Roca’s bathtubs are epitomes of elegance. Their range encompasses both contemporary and classic designs, catering to diverse aesthetic preferences. Beyond mere functionality, Roca bathtubs serve as sophisticated focal points, imbuing bathrooms with an essence of refinement.

Woodbridge

Company Location: Woodbridge, New Jersey, USA
Year of Establishment: 2005
Types of Business: Manufacturing
Product Offered:
Woodbridge specializes in a wide range of luxurious and innovative bathtubs. Their product line includes freestanding bathtubs, alcove bathtubs, drop-in bathtubs, and whirlpool bathtubs. Each bathtub is designed with premium materials and advanced technologies to provide a sophisticated and indulgent bathing experience.
About Company Background and Advantages:
Founded in 2005, Woodbridge has swiftly cemented its reputation as a premier bathtub manufacturer, renowned for its unparalleled quality, sophisticated aesthetics, and cutting-edge designs. The brand’s unwavering commitment to excellence is underscored by the consistently favorable reviews from its clientele and its extensive product range.
Constructed using premium materials such as acrylic and fiberglass, Woodbridge bathtubs promise enduring resilience. Leveraging state-of-the-art manufacturing techniques, the bathtubs are furnished with a robust finish that is adept at warding off stains, scratches, and fading, ensuring the product’s immaculate appearance is sustained over the years.
A hallmark of Woodbridge’s offerings is the harmonious blend of avant-garde design with user-centric comfort. Numerous models are equipped with hydrotherapy features, including whirlpool jets and air massage systems, providing an oasis of therapeutic relaxation. Furthermore, their bathtubs are meticulously crafted, boasting capacious interiors that amplify the bathing experience.
Attuned to the evolving needs of their clientele, Woodbridge designs bathtubs that seamlessly complement a myriad of bathroom decors. Their steadfast dedication to premium customer service ensures reliable product support and post-purchase assistance.

Kaldewei

Company Location: Ahlen, Germany
Year of Establishment: 1918
Types of Business: Manufacturing
Products Offered:
Kaldewei specializes in the production of high-quality bathroom solutions, with a focus on luxury steel enamel bathtubs and shower surfaces. They offer a wide range of product options including freestanding bathtubs, built-in bathtubs, shower trays, and whirlpool systems.
About Company Background and Advantages:
Established in 1918 and headquartered in Ahlen, Germany, Kaldewei stands as a distinguished pioneer in the luxury bathroom industry. Over the years, the company has ascended to the zenith of the international market, distinguishing itself as a purveyor of premium bathroom essentials and state-of-the-art water systems. At the heart of Kaldewei’s ethos is the fusion of aesthetic excellence, pioneering technology, and sustainable practices, culminating in products that set industry benchmarks.
A salient attribute of Kaldewei’s offerings is their incorporation of steel enamel. This superior material guarantees not only the longevity and resilience of their bathtubs and showers but also ensures effortless maintenance, encapsulating the essence of a lavish yet lasting bath experience. Their manufacturing paradigm marries avant-garde methodologies with meticulous craftsmanship, all underpinned by rigorous quality oversight.
Beyond their product excellence, Kaldewei’s commitment to the environment is unwavering. They champion eco-conscious manufacturing paradigms, judicious utilization of natural resources, enhanced energy efficiency, and the production of recyclable goods. This unwavering commitment to environmental stewardship has garnered them commendations and certifications in recognition of their sustainable initiatives.
With an expansive portfolio that caters to diverse aesthetic preferences, Kaldewei meticulously curates bathroom solutions that resonate with individual tastes and design inclinations. They are unrivaled in delivering opulent bathing experiences that seamlessly blend sophistication, comfort, and functionality.

Duravit

Company Location: Hornberg, Germany
Year of Establishment: 1817
Types of Business: Manufacturing and design
Products Offered:
Duravit specializes in a wide range of bathroom fixtures and solutions, offering innovative designs, exceptional quality, and functionality. Their product portfolio includes toilets, basins, bathtubs, showers, furniture, accessories, and wellness systems.
About Company Background and Advantages:
Established in 1817 in Hornberg, Germany, Duravit stands at the forefront of contemporary bathroom solutions. As a globally acclaimed entity, their unwavering commitment to superior quality and pioneering designs sets them apart in the industry.
Each bathtub from Duravit exemplifies unparalleled craftsmanship and meticulous attention to detail, manifesting their ethos of excellence. Constructed using premium materials, these bathtubs guarantee robustness and longevity. Duravit is celebrated for its sophisticated designs which seamlessly blend aesthetics with practicality, transforming bathroom ambiances and providing unparalleled comfort.
In its operations, Duravit ardently champions sustainability, placing emphasis on resource conservation, ethical production processes, and the creation of enduring products. Their dedication to environmental stewardship has garnered them numerous recognitions.
With an expansive portfolio of bathroom products, Duravit caters to a wide spectrum of preferences and requirements. Whether one desires understated elegance or opulent grandeur, Duravit persistently ensures impeccable quality and utmost customer satisfaction.

Delta

Company Location: Indianapolis, Indiana, USA
Year of Establishment: 1954
Types of Business: Design and manufacturing
Products Offered:
Delta, along with its major flagship brands Peerless, Brizzo, and First Wave, offers a wide range of bathtubs to meet both kitchen and bathroom needs. Their product line includes freestanding and drop-in bathtubs, all available in acrylic. These bathtubs come in multiple finishes such as nickel, brass, chrome, and matte, allowing customers to customize their bathing spaces.
Product Offered:
Delta, along with its flagship brands Peerless, Brizzo, and First Wave, specializes in manufacturing a wide range of faucets and fixtures for both kitchens and bathrooms. They offer different styles to suit various design preferences and requirements. Additionally, Delta provides freestanding and drop-in bathtubs in acrylic with multiple finish options such as nickel, brass, chrome, and matte.
About Company Background and Advantages:
Established in 1958, Delta is renowned for its unparalleled quality in faucets, fixtures, and bathing solutions. The design versatility and enduring resilience of their bathtubs are particularly commendable.
As of 2023, Delta’s bathtubs are the preferred choice for discerning clientele. Engineered with meticulous precision, these bathtubs epitomize structural integrity and superior user satisfaction. The utilization of high-grade acrylic not only imparts a sophisticated appearance but also efficiently retains heat and necessitates minimal upkeep. This robust material is exceptionally resistant to discoloration, fading, and cracking, ensuring a product that retains its elegance over time.
Collaborating with esteemed brands such as Peerless, Brizzo, and First Wave, Delta presents an expansive array of designs. Whether the preference is for a freestanding bathtub or one that harmonizes with its surroundings, Delta caters to a spectrum of design inclinations. An extensive range of finishes, spanning from nickel to matte, empowers consumers to customize their bathroom ambiance.
Delta’s distinguishing trait is its unwavering commitment to innovation and customer satisfaction. Their bathtubs are designed with a keen emphasis on comfort, showcasing ergonomic contours and consistent water flow, facilitating a tranquil bathing experience. Bolstered by an extensive retail framework and a seamless online interface, the process of selecting and acquiring a Delta bathtub is both convenient and efficient.

Mansfield

Company Location: Perrysville, Ohio, USA
Year of Establishment: 1929
Types of Business: Manufacturing
Product Offered:
Mansfield Plumbing Products (MPP) offers a comprehensive range of plumbing fixtures and fittings, including an extensive lineup of bathtubs. Their current line of bathtubs includes various types and styles, catering to the diverse preferences of their customers.
About Company Background and Advantages:
Established in 1929, Mansfield Plumbing Products stands as a distinguished purveyor of premier plumbing fixtures, including shower bases. With a strategic presence across the United States, Puerto Rico, and Canada, and fortified by an expansive network of over 4,000 distributors, Mansfield ensures the consistent availability of its superior products to a broad clientele.
Mansfield’s bathtub collection exemplifies a sophisticated convergence of functionality and visual elegance. Each bathtub is a manifestation of impeccable craftsmanship, constructed with resilient materials guaranteeing enduring efficacy. The assortment offers an abundant spectrum of designs, accommodating a wide range of aesthetic preferences and interior bathroom styles.
Continually dedicated to innovation and superior quality, Mansfield diligently refines its product range, presenting an all-encompassing array of bathtubs fashioned to address the varied demands and inclinations of its clientele. Every product is meticulously designed, seamlessly integrating quality, style, and practicality.
Central to Mansfield’s ethos is an unrelenting commitment to client satisfaction. Beyond delivering exceptional products, the company emphasizes exemplary customer support and post-purchase services. This steadfast dedication to service excellence, product quality, and innovative design solidifies Mansfield’s esteemed standing in the plumbing industry.

How to Choose Bathtub Manufacturers?

When selecting bathtub manufacturers, it’s essential to approach the decision-making process with a comprehensive perspective. Here are some refined considerations to guide your selection:

1. Quality and Brand Integrity: Opt for manufacturers renowned for their superior bathtub quality. Delve into their historical performance, peruse customer testimonials, and ascertain any recognitions, certifications, or accolades underscoring their quality adherence.
2. Material Diversity and Design Variety: Seek manufacturers who present a broad spectrum of material choices and design variations to align with your aesthetic desires and functional prerequisites. Examine offerings ranging from acrylic to cast iron, composite, and steel enamel, ensuring they can cater to your specific design preferences.
3. Customization Capabilities: Should your project necessitate bespoke dimensions, contours, or finishes, confirm the manufacturer’s adaptability to customization. It’s imperative to collaborate with a manufacturer receptive to your distinct design specifications.
4. Operational Efficiency: Scrutinize the manufacturer’s production prowess and delivery schedules. Ascertain their capacity to manage your order magnitude and their commitment to punctual deliveries, pivotal to maintaining project timelines.
5. Product Warranty and Post-Sale Assistance: Investigate whether the manufacturer extends product guarantees and the nature of their post-sale services. A commendable manufacturer remains unwavering in their product support, ensuring client satisfaction post-purchase.
6. Pricing and Value Proposition: While juxtaposing prices across manufacturers, gauge the intrinsic value extended for the expenditure. It’s salient to remember that the most economical choice might not equate to the most durable or qualitative. Strive for an equilibrium between expense and inherent worth.
7. Eco-Conscious Initiatives: For those prioritizing sustainability, align with manufacturers championing green initiatives and sustainable material usage. Look for accreditations such as ISO or LEED as indicators of their environmental stewardship.

Why KKR?

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Factors	Description
Quality and Craftsmanship	KKR is known for its commitment to quality and craftsmanship. They prioritize high-quality materials and follow rigorous quality control.
Customization Options	KKR offers a wide range of size and shape options for their solid surface products, allowing tailored solutions for specific design needs.
Innovation and Design	KKR excels in innovation and design, constantly developing new solid surface products and finishes to meet evolving customer demands.
Certifications and Standards	KKR holds certifications such as ISO9001:2015, CE, CUPC, GMC, and SGS, ensuring their products meet international quality and safety standards.
Established Reputation	With over 23 years of experience, KKR has built a trusted reputation in the industry, serving customers globally in more than 100 countries.
Environmentally Conscious	KKR is committed to sustainability and eco-friendly practices, working to minimize the environmental impact of their manufacturing processes.

Conclusion

In conclusion, the industry dedicated to the production of bathtubs is undergoing significant growth, primarily catering to enterprises within the furniture manufacturing sphere as well as various other commercial entities. Our portfolio encompasses an extensive variety of bathtubs, each distinguished by its unique design, composition of materials, and functional attributes. Esteemed manufacturers, including Kingkonree, contribute to our collection through offerings of bespoke customization options. For more comprehensive information, we invite you to reach out to us via email or engage in a direct consultation with our expert team.