If you missed the fried rice with pungent shrimp paste at Shophouse Seattle on Monday night, well, too bad. The down-home Thai joint has already shut its doors.
Shophouse creator Wiley Frank spends most nights as sous chef at an upscale restaurant called Lark. But once a week, Frank and his wife transform a nearby bar called Licorous into a short-lived eatery dedicated to simple, authentic Thai street food.
His venture is just one permutation of an emerging class of restaurants called pop-ups, in which chefs set up temporary shop in breakfast spots, art galleries, financially troubled eateries and places that dont normally serve food. Then, after a day, a week or a month, they shut it down.
For chefs, pop-ups are a way to test new dishes, let off some creative steam, expand their brand to new neighborhoods and otherwise take risks without the hefty up-front investment required for a traditional restaurant. In Franks case, the pop-up is an outlet for his entrepreneurial tendencies that unlike starting a full-on restaurant leaves him time to spend with his family.
For customers, pop-ups mean access to high-end food at more affordable prices, as well as the thrill of taking part in something fleeting.
Pop-up restaurants, together with food trucks, were voted the top operational trend for 2011 by chefs surveyed by the National Restaurant Association. Hudson Riehle, an analyst for the trade group, said the here-today-gone-tomorrow eateries are mostly springing up in larger cities.
Pop-ups are gaining traction as culinary schools crank out a growing number of chefs eager to reach a younger generation of restaurant-goers with an increasingly sophisticated palate. Plus, the rise of social media gives these entrepreneurs a way to generate buzz quickly for a temporary eatery.
Money plays a big part in pop-ups appeal. Bonnie Riggs, an industry analyst for market researchers NPD Group, said that while restaurant traffic has started to recover after declines during the economic downturn, growth is expected to be essentially flat for the next few years. Especially among independent and high-end restaurants, which were hit the hardest during the recession and which continue to struggle to get financing, the race is on to entice people to go out to dinner more.
Its a battle for market share, Riggs said. Those who are the most creative and innovative, who pique consumer interest, those are going to be the winners.
Creativity and innovation can be easier to execute with a pop-up than a traditional restaurant, which needs to satisfy investors looking for a return.
Dan Moody, a San Diego-based chef, got his feet wet in the pop-up scene cooking for one of its pioneers, chef Ludo Lefebvre, who has been orchestrating pop-ups in Los Angeles since 2007. When Moody decided to strike out on his own, his first thought was to go pop-up.
I get to be more playful, Moody said. At a restaurant, you have to think about how it would work operationally for a long period of time.
For instance, Moody said that at a physical restaurant, he wouldnt want to change the menu frequently because people expect a permanent restaurant to keep offering favorite dishes. A lean pop-up gives Moody the freedom to offer some out-there dishes such as his own riff on beef Wellington: sous vide filet mignon with porcini-dusted seared foie gras and mustard ice cream.
I think what makes (pop-ups) hot and trending is the ability for a chef to come out and do something people wouldnt normally get. People get to see a chefs creativity, completely unconstrained by an owner, investors, anything like that, Moody said. Its the chefs food as he wants to do it.
Opening a pop-up isnt without hassles or risks. Each city has its own set of rules when it comes to securing licenses and permits; for temporary restaurants in unconventional spaces, chefs are wading through gray areas of the law.
It took Moody about three months to find a location and another two to get Relate Restaurant in shape to open. He gave himself time to order his own pots, pans and other kitchen equipment; it also was harder than he thought to find staff willing to work for this short-term experiment. He had to learn on the fly how to manage the entire business of a restaurant, beyond what happens in the kitchen.