A differentiated bowl experience for the weekday lunch peak

At the heart of kaisin. are bowls that are fresh, minimally processed and built for personalisation. Guests choose from different bases, proteins, toppings and sauces and can mix classic asian infused bowls with Swiss beef, chicken or plant-based options such as tofu and Planted. The menu is refreshed several times a year. New sauces and seasonal ingredients are developed, which keeps regulars engaged while preserving familiar favourites.

Food alone does not define the concept. kaisin. positions itself as a lifestyle brand rather than a pure convenience outlet. Stores share a light, open design and feel more like urban living rooms than anonymous canteens. Partnerships with running and outdoor communities, including Adidas running groups, link the brand to movement and wellbeing. Instead of broad advertising campaigns, the company relies on community, word of mouth and visible presence in everyday routines.

The target group is clearly defined. kaisin. focuses on white-collar workers in dense office areas who are willing to pay for healthy convenience. Many guests are regulars who visit several times per week. Most visits happen during weekday lunch breaks, with evening demand growing through delivery and takeaway. The entire concept is tuned to this daily rhythm.

A lean, scalable operating model

Behind the counter, kaisin. relies on a hybrid value chain that combines a central kitchen with local finishing in each store. Core components are produced centrally to ensure consistency and cost control. Compact steamers and ovens in the stores allow teams to prepare rice and other elements on site without full restaurant infrastructure such as large ventilation systems. This reduces fit-out costs and makes it easier to open in high-rent locations like city centres, train stations and corporate campuses.

Location selection is another pillar of scalability. kaisin. works closely with brokers, landlords and architects to identify sites with strong white-collar footfall and to design stores that can operate profitably from day one. Each location is planned to stand on its own based on in-store sales, with delivery seen as an additional stream rather than a core dependency. This disciplined approach has led to a network of eleven locations in German-speaking Switzerland, most of them in Zurich, all operated with a focus on sustainable profitability.

Digital integration supports both operations and loyalty. Orders from the cashier, self-service terminals, the kaisin. app and third-party delivery platforms feed into a single preparation queue in each store. This keeps the flow predictable during peak hours and allows teams to manage high volumes without losing oversight. The brand operates fully cashless. Its own app and loyalty programme help shift returning guests away from commission-heavy platforms and into a direct digital relationship.

kaisin. AG

How healthy bowls are reshaping the Swiss lunch break