The content analysis identified four main themes, and several subthemes, that have been used to organise and present de following section.
Agri-food produce and raw materials
The suppliers stated that the vast majority of their sales were of artisanal produce, while sales of industrially processed food were minimal. Some 50% of the suppliers classified their production as ‘local’, the other 50% preferred to use the backing of quality certificates, among them Designation of Origin, and Geographical Indications.
A total of 37.5% of the agri-food suppliers to the city is catering establishments offered Designation of Origin certified produce. Of these, 25% were products derived from Iberian pork, and 12.5% wines; ham and wine are strongly rooted products in the food culture and heritage of local Cordoban districts. The remaining suppliers (25%) provided cheese and meats, and 12.5% were ecologically produced local fruit and vegetables, and dairy products, all in similar proportions.
According to the chefs and restaurant managers, the criteria used when choosing suppliers were: (1) having P.D.O. certified 19.44%); (2) having traditionally processed raw material originating in the Córdoba area (16.67%); (3) speedy and functional delivery (16.67%); (4) the supplier’s head offices being located in Córdoba province (13.89%); (5) the availability of products that other suppliers lacked (11.12%); and (6) that suppliers had food quality, commercial, or environmental certificates (8.33%). It should be highlighted that 40% of the restaurants only work with certified companies, and that certification plays an important role in the decisions of the remaining 60%.
Restaurant menus are fundamental in communication with the client [53, 77, 105]. Those examined in this study show that 80% make express reference to and promotion of P.D.O. ingredients,70% refer to the general quality of ingredients, their seasonal nature, and special flavours; and a further 60% state the geographical origin of ingredients as being from the province of Córdoba. We can thus confirm that the city’s tourist restaurants are adapting to trends and changing habits of new kinds of clients, who are increasingly interested in knowing just where the food on their plates comes from [47]. They are also interested in taste, texture, freshness, food safety, traditional production methods [33], and overall quality as differentiating values in a market that is making increasingly competitive use of certificates of quality and marketing seals [1]. This competitiveness is an opportunity to guarantee the sustainability of the local territory and promote local culture based on the identity of unique food products [89].
Supply chain
As detailed above, the supply chain in Cordoba is exceptionally horizontal, few suppliers work with many restaurants. Córdoba’s tourist restaurants are concentrated in the most important historic areas, some 40% are found in the Judería and San Basilio neighbourhoods, where some of the city’s most important tourist sites can be found. Indeed, suppliers stated that just 27.5% of their production is distributed in the newly built northern and eastern suburbs, where restaurants specialize more in avant-garde and international cooking, alongside more typical establishments and fast-food outlets. The less touristy areas of the centre, have few tourist restaurants, their offer being aimed more at local clientele—they account for just 20% of the suppliers’ produce; and a mere 12.5% is distributed to establishments in areas to the north and west of the centre, and on the city’s outskirts.
The range of products supplied is wide and varied, taking in practically all possible market segments. Some 21.43% of products are supplied to restaurants classified as traditional and Mediterranean; 17.86% to creative and/or avant-garde restaurants; the same percentage is supplied to establishments with a clear focus on tourists; 14.29% is supplied to traditional taverns; 10.71% goes to gourmet markets; another 10.71% is supplied to local non-tourist restaurants; and 7.14% goes to big name franchise establishments.
The research also showed that 71.43% of suppliers’ food and/or agri-food is distributed in the city of Córdoba, while the remaining 28.57% is distributed in the rural areas of the province. If we consider the distance and origin of the produce, then 50% are local, provincial or regional products. Some 12.5% are produced within 50 km of the city, and 37.5% are produced less than 200 km away. Nonetheless, there is a wide offer of similar produce from other areas of Spain (37.5%) and other countries (12.5%), the majority of the latter being from European Mediterranean countries. The chefs and restaurant managers consulted corroborated these data. The predominance of local produce in the city’s tourist restaurants is, therefore, in line with the recommendations of the United Nations’ 2030 Agenda for Sustainable Development by promoting the consumption and sustainable production in the area of gastronomic tourism [96].
It is worth noting that the vast majority of chefs consulted in the study remarked that the use of local ingredients was essential to their cooking. They all felt that the quality of such produce directly influences the authentic, genuine nature of the dishes they serve to their clients, and that they are fundamental in providing clients with satisfactory experiences perceived through tastings, as well as the aesthetics and presentation of the dishes themselves [14, 53]. The restaurants surveyed are ever more likely to promote the new hyperlocal food trend [19].
A closer look at these results leads us to note how the suppliers declared that just 20% of the demand of Córdoba’s tourist restaurants is based on price-quality ratio. For the remaining 80%, key factors are proximity of production, product quality, ecologically produced and certified. The supply of such produce is linked to trust in producers and their professional trajectory, and they are carefully selected to ensure the desired quality of service. In line with this, the interviewed suppliers stated that they try to personalize their deliveries, looking for specific, differentiating characteristics, and high quality for the city’s tourist restaurants.
Some 66.67% of suppliers perceive that the restaurants change their menus to include seasonal produce. Restaurants permit suppliers a degree of flexibility when offering higher quality produce at a better price depending on the conditions at any specific time [45]. Based on the restaurant survey and the study of menus, we note that, while menus are more or less unchanging year-round, with a mixture of traditional and more innovative dishes, the ingredients used may undergo some seasonal change. These changes also contribute to biodiversity by respecting the natural cycles of agricultural production and minimizing the food waste so many restaurants across the continent are responsible for [12, 19, 78]. Furthermore, the use of gastronomic produce and resources by chefs contributes to the sustainability of the gastronomic tourism value chain by stimulating their creative process, diversifying their menus, continually innovating their cuisine and surprising their regular clients [14, 22].
It should be noted that the suppliers see and value their activity as an instrument for developing the local economy, and thereby helping local and provincial producers. A huge 90% of the restaurants surveyed felt the same regarding their contribution to the production of added value in the creation of jobs, and income, and improving the quality of the gastronomic tourism on offer.
Tourist activity in the city is, in any case, highly seasonal, with high season running from April to June. This has a direct impact on restaurants; 66.68% of suppliers said that the consumption and supply of their produce increases exponentially during high season, which is a key period that offers the best conditions for establishing new commercial relations. Nonetheless, while both restaurants and suppliers identified a seasonal change in the quantity of products available, the same was not true of their price. This is evidence that suppliers are aware of the need for the same levels of quality all year round.
Commercial relations
Over 65% of the suppliers considered relations with restaurants to be fluid and highly-personalized. These relations take place in a context of cordial dialogue that generally occurs on visits to restaurants, promotional activities, technical visits to production sites, or supplier-promoted gastronomic tastings. Some 83% of suppliers stated that such activities foment a collaborative atmosphere of mutual trust, indicating that the actual purchase is made by the restaurant owner/manager or chef. This collaboration has a positive impact on the supply chain and the performance of suppliers [2, 81, 104], as it facilitates the exchange of experiences, better treatment, transformation and preparation of ingredients, strengthening the value chain through cooperation and boosting local production. Some restaurants even stated that these special relations could lead to the synchronization of activities, decision-making and the exchange of relevant food-related resources and information [18, 104].
Effective integration between suppliers and purchasers is seen to be a key strategy in good management and improving restaurants’ financial performance; in the long term, this may lead to greater efficiency in problem-solving and daily decision-making [18]. Some of the restaurants surveyed have at times realized that commercial relations with suppliers have been too conventional, hindering adaptation to operations that call for specific, unusual or high-quality ingredients. Therefore, they have realized that establishing more personalized relations is vital in achieving a satisfactory solution, guaranteeing a good price-quality ratio, product quality and medium- and long-term guaranteed supply.
From the suppliers’ perspective, the traditional gastronomic sector in Córdoba has been somewhat slow to recognize the importance of product quality and the value of local production. This is no longer the case, with highly recognized restaurants being the reason for this. Some 50% of suppliers stated that such restaurants are professional and seek to improve their distinctiveness and competitiveness, while 33% sustained that the notable increase in demand over recent years has led some restaurants to show little interest in improving their professional quality. Such opinions may well change in light of the current COVID-19 crisis, which will demand added efforts in terms of sustainability and improved client service to remain competitive in a market that will recover only over time and with great difficulty.
The suppliers stated that they must generate a number of externalities for restaurants in the historic centre and the area of greatest tourist movement, the costs of which have to be assumed in the market price. Another complication arises from the nature of the historical centre. It is one of the largest in Europe [101], and its narrow streets and time restrictions on traffic make vehicle access very difficult, meaning that deliveries take longer.
The lack of regulation or agreements related to price leads to a large number of suppliers competing with far lower prices, and consequently quality is lower too. It is in this context that relations between supplier and restaurant come into play once more; the personal relationship and trust that have been built up over time works to the advantage of those suppliers whose offer is based on quality rather than price.
Food culture heritage
The suppliers of agri-food produce acknowledged the immaterial value of their products [46]. They mentioned concepts such as wisdom, collective memory and local, endogenous traditions. Some 83% of those indicated that they considered and valued not only material aspects, such as freshness, taste and hygiene, but also immaterial ones such as origin, culture and tradition.
Notable among the most highly-valued immaterial aspects are the means of production, the cultural value of the traditional activity, the popular wisdom of ecological smallholders, the systems of cooperative and collaborative work that still exist, the contribution of local producers to conserving methods, processes, and ways to preserve tastes and ancestral wisdom, which together generate high-quality, exclusive products through a production and transformation process that is eminently artisanal.
From the restaurants’ standpoint, some 90% recognized that their cuisine valued local gastronomic culture and collective memory, ancestral traditions and cultural context. This is reflected in immaterial values such as the artisanal process, authenticity, the wisdom of traditional cooking; all of these, if well managed and promoted, can provide a unique gastronomic experience that is intrinsically linked to the qualities of the local surroundings. The higher value given to immaterial gastronomic aspects that this research has noted is a sign of an emerging trend towards solidarity and empathy between consumers, restaurants, and producers. A tourist destination thus becomes an authentic “stage”, where alternative spaces and “rural” provincial life take shape and support one another in the face of current problems and concerns regarding rising costs, low profitability, new challenges and the scarce social recognition of rural professions.
This social interaction that takes place through catering and gastronomy between tourists and producers is certainly important in awarding meaning and value to the concept of ‘terroir’. This is transmitted to consumers through traditional Cordoban cuisine, and the images of a local rural production that is far removed from “non-traditional” methods of artificial standardization and regulation. The connection between producers/consumers through gastronomic tourism improves the tourist and cultural image of the place visited.
The three main dishes with greatest tradition and highest demand on menus are all of part of the city’s historic and cultural tradition. They are Cordoban salmorejo, flamenquín, and bull’s-tail stew, although other dishes are also mentioned. Some 80% of menus promote traditional Cordoban dishes, while 50% stress the creation and innovation of their dishes; 30% mention the publicity that comes from the awards and distinctions received by their chefs; and a further 30% highlight the publication and dissemination of their signature recipes.
As explained, the analysis of the results obtained has allowed us to identify a series of variables and main dimensions of the central theme that we study in which there are perceptions and visions shared by the suppliers and that also make up the main structure of the value chain of the tourist restoration (Fig. 2).
Actions undertaken within the context of the COVID-19 crisis
To minimize the negative impact of the loss of restaurant clients, 67% of the suppliers interviewed have adopted new commercial strategies to promote their products directly to the final consumer [44] and in retail food shops, stressing the quality and difference of their products and services and their commitment to the final consumers. They have implemented actions focused on the product, service, communication and commitment to the customer. Produce is now packed and distributed in small quantities,attractively-priced baskets and kits offering a choice of products have been designed; marketing campaigns are now digital and via social networks (promotional videos, interactive chats with gastronomic experts, virtual conferences and cookery classes), referring to the traditional production and elaboration of the food, its geographical origin and recipes. Some suppliers have launched campaigns—such as #quedateencasa (#stayhome)—that are designed to involve the consumer in cooking; there has even been a tapas photography competition.
The suppliers have also had to adapt their distribution logistics, promoting home delivery, local pick-up points, free delivery and even one-day delivery for telephone and email orders, along with special discounts.
While the effects of the Covid19 crisis have clearly been significant and caused great uncertainty, such actions show that the sector is dynamic, tries to adapt quickly and flexibly in line with social, economic and cultural changes, and can respond in exceptional situations. The suppliers themselves recognize that, while the pandemic has forced them to face new challenges and problems, it may also be the source of new commercial opportunities.
It remains to be seen whether the integration and generally favourable synergies between suppliers and restaurants that we have identified in this study results in a quick and efficient post Covid19 recovery of gastronomic tourism once restaurants have reopened and safety measures and restrictions on capacity have been eased or lifted and demand slowly increases. These are questions that future research will have to answer, but the first impressions, and the proven resilience of gastronomic tourism, lead us to believe that the sector is capable of responding to some degree to changing demand in times of crisis.
Considerations
Recognizing the important development potential of Cordoban gastronomy, we have shown that the value that suppliers and tourist restaurants place on the material and immaterial aspects of their traditional cuisine are clear strengths in any gastronomic tourist destination that aims for excellence [82].
One conclusion is that the suppliers, through the raw materials and foods they supply, have also become leading agents in Cordoban cuisine. This finding is new, as most previous research has ignored the role of agri-food suppliers. Their activities bring value to the tradition and quality of local agri-food, and it is largely due to their efforts that restaurants can provide their clients with broader gastronomic experiences, connecting the client with the uniqueness of the local food heritage culture.
This research has provided an understanding of the relations and synergies existing between agri-food suppliers and restaurants. Lastly, our findings permit us to define the market as semi-structured, and multi-polar, with a predominance of traditional suppliers whose activities are very much in line with the specific characteristics of the market and whose professional trajectories have been similar to those of the restaurants they supply.
The tourist catering subsector in the city of Córdoba, as reflected by restaurant chefs and owners/managers, maintains a very direct, close link with the suppliers, which contributes to an exchange of information, experiences, and good practices regarding the handling of agri-food, and the preparation of seasonal dishes and menus. Both groups can certainly benefit from the strengths of local and regional gastronomy, while this, in turn, improves their competitive position in the market.
The fruitful synergy existing between suppliers and restaurants is important when identifying operational and distribution problems and difficulties, wherever they may arise. Consequently, the general results obtained in this case study reinforce the thesis regarding the importance of identifying and understanding the relations between those agents who form part of the value chain of gastronomic tourism.
Although the city of Córdoba has a highly-diversified, representative, and excellent gastronomic offer, changes and improvements still need to be made in restaurant management, the supply of foodstuffs, and the public sector’s running of gastronomic tourism through publicity, commercialization, the design of products and attractions, as well as providing restaurants with support. Examples of such support would be making improvements that facilitate the delivery of food in the historical centre, building nearby car parks, better regulation of supplies, and the design and implementation of a tourist restaurant plan, something the city currently lacks.
In general terms, Cordoba gastronomy has known how to extract value from its traditional dishes and those ingredients most-closely linked with the identity and distinctive nature of the Mediterranean diet. There is now a clear perception of quality, which has become a highly attractive resource in the tourist imaginary of a city that can boast a rich culinary heritage. Consequently, gastronomic tourism has become one of the segments that provides the tourist with greatest satisfaction, and makes them more likely to return. It makes a vital contribution to increasing the richness and diversity of the city’s supply of tourism products and services and increases the competitiveness of tourist companies in general, and restaurants in particular.
Even despite the complex and uncertain context of the Covid-19 pandemic and the months-long closure of most of the city’s restaurants, agri-food suppliers have been able to reinvent themselves and find new market opportunities. They have made the right choices when adapting to markets they had hardly explored beforehand, such as direct sales to a public that is aware of and open to high-quality ingredients. It seems clear that these suppliers will play a vital role as restaurants reopen, restrictions are lifted and national and international tourism recovers in the post-pandemic era.