Asian restaurants have long been a cherished part of the UK’s vibrant culinary landscape. From the spicy curries of Indian cuisine to the delicate flavors of Japanese sushi, these establishments have consistently delighted customers with their diverse offerings.
However, the restaurant industry is evolving, and Asian restaurants in the UK must keep pace with digital transformation to remain competitive.
This guide will explore various aspects of digital transformation, from online ordering systems to social media marketing, providing actionable insights for restaurant owners.
Online Ordering Platforms
Online ordering platforms have transformed how consumers interact with restaurants, making it essential for Asian eateries in the UK to embrace this technology. By integrating efficient online systems, restaurants can improve order accuracy, enhance customer convenience, and drive sales growth in an increasingly digital marketplace.
Benefits of online ordering
Increased accessibility: Customers can browse menus and place orders at any time, making it easier to choose your restaurant regardless of traditional hours of operation.
Enhanced order accuracy: Digital systems reduce the risk of human error, which ensures orders are processed precisely as intended, leading to higher customer satisfaction.
Improved customer data insights: Online ordering platforms provide valuable data analytics that allows restaurants to understand consumer preferences, enabling tailored marketing strategies.
Wider reach: By going online, restaurants can attract an audience beyond their immediate location or area, tapping into new customer segments.
Streamlined operations: Integration of online orders with kitchen and inventory management systems improves operational efficiency, allowing staff to focus more on food quality and service.
Social Media Marketing
Social media marketing has become indispensable for restaurants in establishing brand loyalty and interacting with customers. For Asian restaurants in the UK, leveraging social platforms enhances visibility and creates a community around their unique culinary offerings.
Leveraging social media for brand awareness
Social media platforms like TikTok, Twitter, Instagram, and Facebook are incredibly effective tools for building brand awareness and engaging with customers. Restaurants can utilize these platforms to showcase their dishes, share customer reviews, and promote special offers.
Regularly posting high-quality images and videos of menu items can entice new customers and keep existing ones engaged. User-generated content, such as customer photos and reviews, can enhance credibility and trust.
Building community through engagement
Engaging with your audience on socials helps build a community around your brand. Respond to comments, share behind-the-scenes content, and host live Q&A sessions to create a loyal following.
Enhancing Customer Experience Through Technology
Technology can significantly enhance the customer experience, from online reservations to personalized marketing. About 94% of diners say online reviews significantly influence their dining selections, emphasizing the importance of a positive digital presence.
Here are technological tools and strategies that can improve customer satisfaction and loyalty:
Online reservations and table management
Online reservation systems allow customers to book tables conveniently, reducing wait times and improving overall satisfaction. These systems can also help restaurants manage their seating arrangements more efficiently.
Integrating table management software can optimize seating, reduce no-shows, and enhance the dining experience. Restaurants can use data from these systems to identify peak times and adjust staffing accordingly.
Personalized marketing and loyalty programs
Personalized marketing campaigns can help restaurants build more solid relationships with their customers. By using online ordering and reservation systems data, restaurants can customize their marketing efforts to individual preferences and behaviors.
Loyalty programs can incentivize repeat business by offering rewards and discounts to frequent customers. These programs can be integrated with online ordering platforms to track customer activity and offer personalized rewards.
Overcoming Challenges in Digital Transformation
While digital transformation offers numerous benefits, it also presents challenges that must be addressed. These challenges include technical issues, staff training, and resistance to change.
This section will explore common obstacles Asian restaurants face in the UK during their digital transformation journey and provide practical solutions.
Addressing technical issues
Integrating new technology can be daunting, especially for restaurants with limited technical expertise. Common issues include software integration, data security, and system maintenance.
Partnering with reliable technology providers, like SpotOn, can help mitigate these challenges. These providers offer comprehensive support and training to ensure a smooth transition.
Training staff for digital tools
Staff training is critical for the successful implementation of digital tools. Restaurants must invest in comprehensive training programs to ensure employees are comfortable using new technology.
Clear communication, involving staff in decision-making, and providing ongoing support can facilitate a smoother transition.
Embracing the Future: Next Steps for Asian Restaurants
Embracing digital transformation is a continuous journey that requires ongoing adaptation and innovation. Asian restaurants in the UK must stay ahead of trends and continuously seek new ways to enhance their operations and customer experiences.
Here are actionable next steps for restaurant owners looking to future-proof their businesses.
Adopting innovations
Emerging innovations, like augmented reality (AR) and artificial intelligence (AI), offer exciting restaurant opportunities. AI can be utilized for personalized marketing, predictive analytics, and customer service chatbots.
AR can enhance the dining experience by allowing customers to visualize dishes before ordering. Restaurants can also use AR for interactive menus and immersive marketing campaigns.
Staying ahead of trends
Continuous improvement and adaptation are essential for staying competitive in the restaurant industry. Restaurants must regularly evaluate their digital strategies and seek feedback from customers and staff.
Keeping an eye on industry trends and being open to experimentation can help restaurants stay ahead of the curve. Regularly updating technology and processes can ensure long-term success.
Charting the Path Forward for Asian Restaurants
By embracing online ordering platforms, social media marketing, and other digital tools, restaurants can enhance their operations and customer experiences. Restaurant owners should take proactive steps to begin their digital transformation journey.
Utilizing resources like SpotOn's guide on setting up an online ordering system can provide valuable insights and support. Staying informed about industry trends and being open to experimentation can help restaurants stay ahead of the curve and continuously improve their operations.
Sir Jony Ive, the British designer credited with shaping the iPhone and other iconic Apple products, is returning to the heart of Silicon Valley’s innovation scene – and this time, he may be aiming to disrupt the very device he helped make indispensable.
Six years after leaving Apple, Ive has partnered with OpenAI chief executive Sam Altman in a bold new venture. OpenAI has announced the acquisition of IO, a start-up founded by Ive, in an all-share deal reportedly worth $6.5 billion (£4.9 billion). The move marks a major step for the artificial intelligence company, as it seeks to expand beyond software and into consumer hardware.
While Ive will not become a full-time employee at OpenAI, he will serve as a consultant. IO’s 60-strong team of designers and engineers, many of whom are former Apple staff, will now work under the OpenAI umbrella. Their mission is to “reimagine what it means to use a computer”, with the help of ChatGPT and other AI tools developed by the company.
Altman has shared few specifics about what the first product will look like, but he has suggested it will not be a traditional smartphone or even include a screen. Instead, he and Ive plan to build a “family of devices” that could serve as intelligent companions, enhancing and potentially replacing the functions of a smartphone.
One potential outcome is a compact AI “pod” designed to work alongside existing gadgets like laptops or phones. OpenAI reportedly hopes to launch the first device by 2026 and eventually sell up to 100 million units. These devices could be offered through a subscription model linked to ChatGPT.
Ive, born in Essex and educated in industrial design in Newcastle, played a pivotal role at Apple from the 1990s onwards, creating the design language for products such as the iMac, iPod, iPhone and MacBook. His work, in close collaboration with the late Steve Jobs, helped transform Apple from a struggling tech firm into one of the world’s most valuable companies.
Jobs once described Ive as his “spiritual partner” at Apple, and said he held more power at the company than any other executive apart from himself. After Jobs’s death in 2011, Ive was widely viewed as Apple’s most influential figure until his departure in 2019.
Since leaving Apple, Ive has led his design consultancy LoveFrom, which has worked with high-profile clients including Ferrari and contributed to ceremonial design elements for the King’s Coronation. But he has also voiced disillusionment with the modern tech industry, criticising the dominance of “corporate agendas” focused on money and power.
In his new collaboration with Altman, Ive sees a return to what he calls “trying to move things forward”. He said, “Everything I have learnt over the last 30 years has led me to this place and to this moment.”
Despite the buzz surrounding the deal, some analysts have expressed scepticism. Technology analyst Richard Windsor called Ive “the most expensive consultant in history”, warning that the consultancy arrangement could allow him to quietly exit the partnership if it falters. Others have raised concerns about the valuation placed on IO and questioned whether the move is another sign of an AI investment bubble.
OpenAI is currently one of the most prominent players in the artificial intelligence race, valued at $300 billion and backed by Microsoft. The company has committed to building artificial general intelligence (AGI) and is investing heavily in data centres and infrastructure. In March, it raised $40 billion to fund these ambitions.
The new hardware project follows a string of unsuccessful attempts by others to challenge the smartphone’s dominance. Start-ups like Humane and Rabbit have launched compact AI-driven devices but failed to gain traction. Ive has criticised these efforts, calling them “very poor products”.
Meanwhile, tech giants such as Meta and Apple have explored wearable devices like AI-powered glasses and augmented reality headsets, but adoption remains limited. Analysts say consumers have been slow to embrace such technologies, and the market remains difficult to crack.
Still, the combination of Altman’s AI expertise and Ive’s design credentials has generated significant interest. “Jony did the iPhone, Jony did the MacBook Pro,” Altman said. “These are the defining ways people use technology.”
Whether this new venture can redefine consumer tech once again remains to be seen, but many in the industry believe that with Jony Ive involved, it is not a possibility to be dismissed lightly.
The Uganda High Commission in the United Kingdom, in collaboration with Uganda Airlines, hosted a high-profile UK-Uganda Trade and Business Forum and Gala Dinner in London on 19 May 2025 to commemorate the launch of Uganda Airlines’ new direct flight service between Entebbe and London Gatwick Airport. The landmark event was attended by government officials, aviation authorities, business leaders, diaspora representatives, and diplomatic dignitaries from both nations.
This launch marks Uganda Airlines' inaugural entry into Europe, with the new route representing the only nonstop air connection between the UK and Uganda, opening new avenues for trade, tourism, and cultural exchange. The flagship service will operate four times weekly on Sundays, Tuesdays, Wednesdays, and Fridays, offering same-day return departures.
The delegation at trade showAMG
The event featured keynote speeches and panel discussions centred on the theme: “Why Uganda is the Next Frontier for Investment”, underlining the growing bilateral partnership between the United Kingdom and Uganda.
Transport Minister Hon. Gen. Edward Katumba Wamala lauded the achievement as a symbol of progress and national pride:
“This is more than a flight; it is a bridge for business, investment, and human connection. When His Excellency President Yoweri Museveni revived Uganda Airlines in 2015, he envisioned a future where direct air links would drive economic growth. Today, that vision takes a giant leap forward.”
He further noted the tourism potential, remarking: “The UK remains one of Uganda’s largest tourism source markets. This direct flight eliminates layovers, making it more convenient than ever for British travellers to experience Uganda’s natural wonders, from mountain gorillas to the source of the Nile. We foresee a strong rise in tourist arrivals and associated revenues.”
Uganda Airlines’ Chief Executive Officer Jenifer Bamuturaki emphasised the strategic significance of the route: “This new route connects Uganda to one of the world’s busiest and most strategic aviation hubs. On the return leg, flight times are carefully synchronised to ensure smooth connections across our growing African network, linking passengers from London to key destinations in East, Central, and West Africa.”
Warm welcome at GatwickAMG
Delivering the keynote UK government perspective, Lisa Chesney MBE, British High Commissioner to Uganda, highlighted the strength of trade relations: “Total trade between the two countries reached £880 million in 2023, while Uganda’s cumulative exports to the UK over the past five years have amounted to £2.3 billion. This new air link promises to further deepen our economic and people-to-people ties.”
The event also saw warm reflections from Uganda’s High Commissioner to the UK, H.E. Nimisha J. Madhvani, who welcomed the first delegation of the Flying Crane to London: “It is truly wonderful to receive you all here. A heartfelt thanks to President Museveni for his vision. I am especially proud to announce that on tonight’s return flight, Ugandan Asians who were expelled during Idi Amin’s era are flying back to Uganda, joined by their British friends. That shows the confidence, safety, and renewed hope Uganda now embodies.”
“At a time when many nations are retreating into isolation, the UK and Uganda are forging ahead — rebuilding bridges, rekindling friendships, and deepening trust. What a privilege to witness this new chapter in our shared history.”
Francis Mwebesa, Uganda’s Minister for Trade, and Ramathan Ggoobi, Permanent Secretary of the Ministry of Finance, echoed similar sentiments, calling the flight a “turning point in Uganda’s global economic engagement strategy,” while Olive Birungi Lumonya from the Uganda Civil Aviation Authority stressed its regulatory and logistical readiness.
The Chairperson of Uganda Airlines’ Board, Priscilla Serukka, and Bageya Waiswa, Permanent Secretary of the Ministry of Works, jointly hailed the airline’s operational expansion as a “testament to Uganda’s aviation renaissance and its aspirations on the global stage.”
Inaugural touchdown
The celebrations followed Uganda Airlines’ historic landing at London Gatwick Airport on 18 May 2025, marking its first-ever service to Europe. The state-of-the-art Airbus A330-800neo was received by the Uganda High Commission team, led by H.E. Madhvani, alongside diaspora well-wishers and British officials.
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EY denies negligence and argues it was itself a victim of fraud committed by NMC executives and major shareholders.
THE HIGH COURT in London this week began hearing a £2 billion claim brought by the administrators of NMC Health against auditor EY, with opening submissions focusing on alleged auditing failures and the company’s links to senior figures in the UAE, including Sheikh Mansour bin Zayed al-Nahyan.
NMC Health, once a FTSE 100 company valued at £8.6 bn in 2018, collapsed into administration in 2020 after disclosing more than £3 bn in hidden debt. Alvarez & Marsal, appointed administrators in April 2020, filed the claim against EY three years ago for breach of contract, duty of care and negligence, reported The Times.
NMC’s administrators are seeking damages over audits from 2012 to 2018, when EY issued unqualified opinions on NMC’s accounts. Their lawyer, Simon Salzedo, said in court that the audits were among the “most fundamentally flawed examples of big-firm auditing that have disgraced a courtroom in this jurisdiction.”
EY denies negligence and argues it was itself a victim of fraud committed by NMC executives and major shareholders.
EY stated the alleged fraud was carried out by founder BR Shetty, and shareholders Saeed Bin Butti and his nephew Khalifa Bin Butti. In its defence, EY referred to evidence suggesting Sheikh Mansour stood behind the Bin Buttis “in some informal way”, making him “effectively a shadow owner of NMC”, reported The Times.
The firm said this alleged link influenced lending decisions by banks. EY cited a witness statement by Lord Clanwilliam, former audit committee chairman at NMC, and a letter from Shetty to Sheikh Mansour in 2016 requesting support for a new venture.
It also referenced claims involving Dubai Islamic Bank and Canara Bank, which were allegedly influenced by the perception of royal connections.
EY argued NMC’s own senior management concealed the fraud. The administrators denied they had gone “soft” on the Bin Buttis and said a 2022 settlement had led to the return of many assets.
The hearing continues.
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The Stranger Things cast prepares for one last adventure in Hawkins
The countdown to the last season of Stranger Things has officially begun, but fans might be waiting longer than expected to see how it all ends. Though Netflix has confirmed the show will return in 2025, a new rumour suggests the final season could be released in three waves, with the concluding episodes potentially dropping in 2026.
According to an unverified leak circulating on Twitter, Stranger Things 5 could be split into three volumes: one in October 2025, another in November 2025, and a third sometime in 2026. If this is true, the finale might not land until well into next year, stretching the goodbye even further.
— (@)
So far, Netflix hasn’t confirmed this staggered release. More clarity may come on 31 May, when Netflix’s annual Tudum event goes live. The streaming giant is expected to reveal updates on several big titles, including Emily in Paris, Squid Game Season 3, and possibly the official timeline for Stranger Things Season 5.
Here’s what we do know: filming wrapped up in December 2024, and the new season will have eight episodes set in the autumn of 1987, about six months after Season 4. Netflix has already released the episode titles, which include The Crawl, The Turnbow Trap, Escape from Camazotz, and The Rightside Up, all titles that hint at returning themes from earlier seasons.
Stranger Things season 4 poster Wikipedia
The core cast will be back for one last mission in Hawkins, including Millie Bobby Brown, Finn Wolfhard, Sadie Sink, and Gaten Matarazzo. Veteran actress Linda Hamilton is also joining the final chapter, although her role remains under wraps.
Behind the scenes, the mood has been emotional. At the final table read, several cast members reportedly broke down in tears. David Harbour (Hopper) described it as “waves of people crying,” while Millie Bobby Brown shared a heartfelt message on social media, reflecting on her journey from child actor to global star.
Once Season 5 wraps, the Stranger Things universe won’t close entirely. An animated series titled Stranger Things: Tales From ’85 is in the works. Details are scarce, but it promises to explore new corners of the show’s world, whether or not the original cast returns.
For now, fans will have to hold tight as Netflix prepares to bring one of its biggest shows to a dramatic, and possibly drawn-out, conclusion.
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Hrithik Roshan calls War 2 one of his most creatively demanding projects
Hrithik Roshan isn’t interested in playing it cool anymore. With War 2, he’s traded sleek for unhinged, and he’s loving every bit of the madness. The teaser’s already clocked over 25 million views, but Roshan’s excitement goes beyond the numbers. For him, it’s about diving headfirst into a character who’s damaged, dangerous, and deeply fun to play.
“There’s something about Kabir,” he says of his return as the rogue RAW agent. “He’s flawed. He’s unpredictable. And I love that.” For Roshan, this isn’t just a hero’s clean comeback but also a chance to get his hands dirty again.
Hrithik Roshan gets candid about the scale and challenge of making War 2Getty Images
Directed by Ayan Mukerji and featuring Telugu star NTR Jr. alongside Kiara Advani, War 2 throws polished action out the window in favour of something grittier and riskier. “It’s not easy making a film this big,” Roshan admits. “But we didn’t want to play it safe. We wanted to shake things up.”
That meant pushing boundaries both in scale and performance. Roshan talks about arguments on set, reworking scenes, and a kind of creative chaos that only happens when the entire team is invested. “This isn’t a formula film,” he says. “It’s something we all fought for.”
With the film hitting cinemas on 14 August, expectations are sky-high, but Roshan seems unfazed. He’s not chasing box office records. He’s chasing impact. “I want people to walk out of that theatre feeling something,” he says. “Not because it’s part of some universe but because it landed.”
Hrithik Roshan reflects on the scale of the film and why returning as Kabir Dhaliwal felt rewardingGetty Images
In the end, War 2 might be Roshan’s biggest gamble yet, and perhaps, that’s what makes it worth watching.