How The Bistro Group rewrote the rules of Philippine dining

It’s been a long time since we’ve rocked and rolled with The Bistro Group restaurants — 30 years and counting — so long, in fact, that we hardly recall the mildly dark ages before the first TGI Fridays outlet was set up in 1994. It was a vastly different dining landscape then. Usually, whenever dining out, my friends and family would find ourselves sequestered in Severance-style booths and would partake of slapdash items and a blur of shaky mocks. The food, dear readers, was but a mere approximation of the pictures on the menu, prepared by a kitchen of shadows. The first Fridays in Glorietta (with its neon-lit, burger-slinging bravado) changed the game.

William Stelton, chairman and CEO of The Bistro Group, was immediately struck by the energy and atmosphere of TGI Fridays during his first visit to a store in the US. It was a full-sensory experience — electric energy, an undeniable buzz, the pulse of a restaurant that wasn’t just serving food but crafting moments. It was then and there that Stelton decided: this had to come to the Philippines. And so, it did — boldly, brashly, unapologetically. That first store was more than a restaurant; it was a statement. Refillable iced tea? Unheard of. Burgers that dwarfed the local competition? A revelation. It wasn’t just about food — it was about an experience, a sense of occasion. At the time, it was the largest TGI Fridays in the world, and the response was overwhelming. “We had hundreds of people queueing when we launched it. The market’s enthusiastic acceptance of the brand was amazing!”

What began as an ambitious move became a defining moment for the local dining scene. Today, TGI Fridays continues to thrive and expand, shaping the way Filipinos experience casual dining and setting the stage for The Bistro Group’s growing portfolio of restaurant concepts.

Soon after, Bistro Group expanded its repertoire, successfully introducing a host of American dining brands to the local market, including Italianni’s, Denny’s, Buffalo Wild Wings, Texas Roadhouse, Randy’s Donuts, Olive Garden, Hard Rock Café, and El Pollo Loco. The company also built a strong presence in Asian cuisine, bringing in concepts such as Watami, Modern Shanghai, Red Lotus and Bulgogi Brothers. Enter Secret Recipe, Fish & Co., Krazy Garlik and homegrown favorite Siklab+. (Bistro Group president Jean Paul Manuud explains, “We wanted to create something that is ours, organic. That we can take pride in.”) Spanish flavors found their way into its portfolio, too, with the likes of Las Flores, Tomatito, Rambla, and Rumba, while its premium Bistro Elite collection boasts high-end names such as Helm, Ember, Savage, and The Test Kitchen. And, in a grand finale to 2024, December saw the unveiling of its latest luxury addition: Morton’s The Steakhouse.

Bistro recently held its 30th anniversary party at Hard Rock Café Manila in S Maison. It was celebratory, all right. But the food, the drinks, the featured bands like The Dawn only tell a fragment of the story of The Bistro Group. Underpinning all of this is one key belief: People matter.

“Ours is a story of people,” says Jean Paul Manuud. “When we take care of our people, they will, in turn, take care of our business.” Training is extensive, customer service is a priority, and talent is nurtured from within. And, most importantly, customers are what constantly keep the dream alive and thriving for Team Bistro.

Interestingly, what seems like a grand expansion plan was never entirely orchestrated. “It’s not something that we chased or planned,” Manuud notes. “You saw an exciting concept, you brought it here, somewhere along the way it became successful.”

Relationships played a huge role — many of the brands came via connections with former Fridays executives who had moved on to launch ventures of their own.

Success in the restaurant industry is rarely linear. The 1997 financial crisis forced The Bistro Group to stall its expansion. The pandemic was another existential challenge. But, if anything, hardship has been a teacher. “Had we not experienced pain with crisis in the past, perhaps we would not be like this,” he admits. “Because of pain and experience, we gain a lot of knowledge on how to run the business. From nine concepts, 53 stores and with almost P2B in revenue in 2013, we ended 2024 with 26 concepts, 225 stores and P9B in revenue.” That calls for a glass (or four) of TGI Fridays’ frozen pomegranate margarita and an infinity of nachos.

Bistro’s triangle of balance — employees, suppliers, customers — keeps the machine running. But at its core, it’s all about energy. The thrill of opening a new concept, the high of a packed restaurant, the madness of bringing an idea to life. “You always have to be excited every day,” Manuud concludes. “That’s what makes you perform better.”

And the secret to Bistro’s success?

“Actually, there is no secret,” he answers. “The people we work with are incredible, and I wouldn’t trade my team for anyone else. Their level of commitment and passion is unmatched. I can guarantee that I have people with the highest emotional quotient. And that’s what truly matters in this industry.”

He continues, “Everyone understands that our customers are the lifeline of our business. Think about it: You send your kids to school, buy groceries, pay rent — where does that money come from? Not from Bistro, but from the customers. When you see it that way, you start viewing customers as kings and queens, as the most important people in this business. I always remind my team: We are simply a conduit for our customers.”

That’s why Jean Paul Manuud transforms into a customer during his days off, ordering a plate of Penne Arrabbiata or Angel Hair Pomodoro at his favorite Italianni’s — a dash of garlic, a serving of simplicity. Probably thinking how the first Fridays started more than 10,000 days of memories, each one unfurling in a spot by Bistro.