Bar Operations

9 Ways to Maximize Restaurant Downtime

Originally Posted on FoodableTV – By Doug Radkey 07/22/2017

Unless you’re a part of a very small percentage of restaurants that are always busy with customers, there is going to be some downtime throughout the day and in between services.

In many restaurants and bars, this time is often filled with staff gossiping and texting on their phones, or in summary, being unproductive.

Each position within the operations should have very clear job expectations from day one, including what to work on each day during quiet moments.

This is important to keep the restaurant running at a consistent high level. Owners, operators, and managers need to also lead by example during these times and maximize each moment of opportunity.

Outside of scheduling employee breaks, here are nine ways to make the most it:

1.Scheduling

The key is to keep energy levels high at all times. You don’t want to allow staff to become bored while at work. Reduce the amount of staff required during these times and have a daily, weekly, and monthly schedule of tasks required, to keep the ship sailing.

Prepare easy to follow checklists and don’t be afraid to delegate tasks. Use this opportunity to get everyone involved and working towards a set of common goals.

2.Service Preparation

Likely the most obvious task is preparing for the next rush of customers. Food preparation, stocking of beverages, preparing garnishes, filling salt & pepper shakers, rolling flat-wares, and checking other condiments should be a priority during these “downtimes.” A checklist listing each item will ensure nothing is overlooked and that service runs smoothly.

3.Cleaning Tasks

The next item to consider is cleaning. The old adage of “if you have time to lean, you have time to clean” should be ingrained into each staff member. Prepping thorough cleaning schedules that also promote accountability is essential as there is zero excuse for a dirty restaurant. Everyone must be on-board and understand the consequences.

4.Inventory/Ordering

Ordering and inventory control should not be two separate processes – they should work as one cohesive unit. There is now an array of apps, programs, and point-of-sale add-ons available to assist staff.

The secret to ordering and inventory control, still lies within you – the owner, operator, chef, or manager to ensure it is completed and accurate – so use this time wisely.

5. Review Marketing & Advertising

Assuming there is a monthly and quarterly marketing & advertising plan in place, use this time, at least once per week, to review the budget and the programs. Which areas are showing results, which need further investment, or which ones need to be discontinued?

Take this time to also review the hyper-local competition and do an in-depth analysis of social media accounts. Summarize the past weeks online and offline guest comments and/or secret diner results and then prepare a full summary report to discuss with your staff.

6. Review Cash-flow

Set aside a moment each day to review current point-of-sale reports, invoices, and other accounting statements which will assist the entire team to analyze guest counts, revenue, food & beverage costs, and labor costs which should be reviewed against week-over-week, month-over-month, and year-over-year reports.

This summarization will then assist in predicting future revenue, scheduling needs, food & beverage preparation, and other operational trends allowing you to more effectively ‘live in the moment’.

7. Ongoing Training Schedule

To run a smooth restaurant, it is imperative everyone continues to learn while working towards both team and personal goals. Use quiet moments to learn new food and drink options, refresh the team on ingredients, complete taste testings, and review service sequences.

This is also a great opportunity to role play different guest and service interactions based on recent scenarios that may have occured – practice makes perfect!

8. Preventative Maintenance

A thorough walk-through of the property, both inside and out, should be scheduled at least once per week before opening or during these noted quiet times. What needs to be fixed or replaced? What filters (water, grease, hood) need to be cleaned? What equipment could use a check-up or some fine-tuning?

Stay on top of it now to prevent surprises during peak periods. Also, it’s ideal and encouraged to turn off equipment not needed during these quiet moments to save on energy and costs.

9. Hold Meetings

Lastly, use this time to effectively communicate. Hold team meetings to discuss the upcoming service, marketing & advertising plan, recent guest comments, and current financials of the restaurant. One can also use this time to conduct one-on-one interviews with staff as a time to set and review personal goals within the operations.

An old friend used to say, “less chitter-chatter, more pitter-patter.”

If restaurateurs continuously look for ways to keep productivity at its highest peak and for ways to fill this quiet time with paying customers, restaurants will see immediate results, day in and day out.

It takes a team effort and it starts now!

Maximize Restaurant Profits & Live in the Moment

Originally Posted on FoodableTV – By Doug Radkey 07/05/2017

There are arguably four key ingredients to a successful restaurant – the right marketing plan, flawless operating systems, memorable customer experiences, and finally, what I like to call ‘living in the moment’.

In the blink of an eye, a moment of opportunity is simply gone. You’re not going to get the past day, past hour, or past minute – back again.

With that in mind, ask yourself this right now– have you taken full advantage of cost control and revenue generation during the past day, past hour, and past minute?

A successful restaurateur understands they must maximize every day, every hour, every seat, every phone call, and every online order. Empty seats and minimal productivity is simply not good for business in this cut-throat industry where costs must be controlled and where revenue must be generated on an evolving basis.

Customer duration, kitchen productivity, average check, and Revenue Per Minute (RPM) or Revenue Per Available Seat Hour (RevPASH,) must be closely monitored by today’s operators and managers.

So, how can a restaurateur maximize profits, improve customer turnover rates, control operating costs, and effectively live in the moment?

Here are some tips everyone can use, starting today!

Tip #1: Do an Operations Audit

Review all day-to-day processes and understand the overall work-flow of the restaurant.

Some good questions to answer:

• What back-of-house systems and front-of-house systems are being utilized?
• How are they affecting productivity, customer service, and customer turnover?

Review each checklist, each training program, each communication method, and each piece of equipment to determine how it is either hurting or improving the restaurant– in both the short term and long term.

Tip #2: Integrate Technology

Without completely replacing person-to-person interaction, how can new restaurant technology improve how a restaurant lives in the moment?

New technology can develop better and quicker communication amongst the entire team (for example, table-side POS systems.) It can also enhance and create more profitable take-out & delivery programs (for example, online ordering).

Technology can also improve inventory methods and cooking time methods, which will both reduce waste and help to control hourly operating costs. It may be time to complete a technology audit for your property.

Tip #3: Maximize Space

Table management, floor layouts, take-out counter design, and kitchen space optimization will in fact, play a large role in productivity, customer experiences, and customer turnover per day and per hour.

For example, a restaurant’s table configuration will greatly affect duration and average revenue per customer, based on the spacing between tables and whether it is a booth configuration or an anchored or non-anchored table setting.

Make sure you’re maximizing every square inch to its full capacity based on the concept and average party size without diminishing customer experiences.

Tip #4: Improve Menu Engineering

It’s no secret– the menu is where the money is made. The size of menu also plays a large role in productivity/ work-flow, potential waste levels, time of visit, and customer turnover rates.

For example, to fill seats during traditional non-peak hours, restaurateurs need to consider menus that target a variety of day-parts while understanding their ideal customer profile.

This takes a full team effort, from the owners, managers, chefs, and front-of-house staff with the assistance of point-of-sale reports, customer feedback, and other market research.

Tip #5: Update your Marketing Plan Regularly

The moment a restaurant stops marketing, is the moment it starts failing.

Once a restaurateur truly understands their locations slow periods and peak periods, in addition to target market and guest spending habits, a strategic plan can be developed and executed to maximize each moment of each day.

Ensure your restaurant has a monthly and quarterly marketing plan created with SMART goals.

Tip #6: Consistently Monitor Guest Experience

Outside of food, drink, and customer service – music (tempo & style), lighting (brightness), seating and/or counter configuration, and overall interior design also play a large role in contributing to a guest’s duration, their amount of spending, and if they will return again.

These consumer touch points must be monitored and measured on an ongoing basis, preferably with the help of secret diners.

Tip #7: Restaurant Revenue Management

Taking all of the above strategies and aligning it with an in-house Restaurant Revenue Management program (RRM), will accurately maximize revenue, time, and capacity while controlling your operating costs.

RRM can be defined as simply selling the right seat (or take-out meal), to the right customer, at the right price, at the right time, and for the right duration of time.

It is possible that a restaurant could run at 75% capacity or more, and still not be profitable. This is why combining what’s called Revenue per Available Seat Hour (RevPASH) or Revenue per Minute (RPM) reports with seat duration, average check, food costs, and operating costs including labor cost reports is extremely important to maximize each and every moment.

Some key takeaway questions to ask yourself now:

• What is the dollar value of each seat and each take-out order; every hour, day, month, and year for your restaurant?
• What is the cost of each operating hour?
• Are you living each moment to its fullest?
• What areas and what times of day can you improve on?

Only you know these answers and can leverage them to develop an action plan that will make your restaurant more profitable.

The Importance of Secret Diners

Originally Posted on FoodableTV by Doug Radkey – 06/20/2017

Traditional comment cards and now online reviews play a large role in this industry, but only a very small percentage of guests actually fill out the forms and/or leave a review. Plus, it doesn’t always provide a measurable result.

To get a truly unbiased, outside perspective, a secret shopper or ‘diner’ in this case, is often the best option.

For a minimal investment, a secret diner program can become a profitable training and development platform for owners, operators, and managers. A secret diner also provides a different perspective: one that speaks from the eyes of a customer and not from the eyes of an owner, manager, employee, friend, or family member. 

After a secret diner visit (which is suggested to be once every month or at least every three months), a secret diner should leave a comprehensive report of the visit with a list of positives, negatives, and a score for a variety of categories. This score (which should be shared with staff) can be used as a measurable tool while also implementing a high level of accountability – with a goal to improve the score after each future visit.

A secret diner, whether for a franchise or independent restaurant, bar, hotel, or entertainment venue should be looking to fill out the following in their reports for restaurant operators to evaluate:

Curb Appeal 

A secret diner will score the establishment on parking, visibility, the landscape, lighting, and overall cleanliness of the exterior elements.

As a first impression, this score is extremely important and should not be taken lightly. 

Greetings 

No matter the type of concept (whether it’s a host/hostess in a full service restaurant or a staff member behind a counter at a QSR), the restaurant will be evaluated how long it took to be acknowledged upon entering. 

Share the in-house policies for greetings with the secret diner beforehand so they know what to look for.

A secret diner will also report on how smooth the process was while timing each of the interactions, including greetings for table service and how long a guest is traditionally waiting to be seated or taken care of for drinks. 

Service Sequence

Service staff are often the make or break between a positive and negative guest experience.

Are they following proper procedures when owners and managers are not around?

Are they announcing specials, walking a new guest through the menu, up-selling, or simply making suggestions based on knowledge of the menu?

Are they gossiping with other staff, or are they on their mobile phones? 

Are they able to adjust to a potential conflict a secret diner may throw at them unexpectedly?

These are all measurable results that can be used for future training purposes and improving customer service sequences. 

Quality Control

Food and beverage is of course, a crucial element to the success of the restaurant. A secret diner will test an establishment on timing between ordering and receiving each portion of the meal (including drinks) in addition to the overall taste and the overall presentation.

They will take note if they feel something is missing (maybe a garnish), if something was under or over-cooked, or simply could be better in terms of presentation.

All of this information is prudent to the improvement of a successful bar and/or kitchen.

Cleanliness

A secret diner will also take note of the cleanliness throughout the restaurant. These individuals are trained to look for clean chairs, tables, menus, condiment holders, floors, washrooms, and walls etc.

From where they’re sitting, what is visible to them at server stations, behind the bar, or into the kitchen? Use this information to improve cleaning schedules, work stations, and checklists.

Special Audits

An owner, operator, or manager may also consider hiring a secret diner to look for a specific issue they feel they’re experiencing. For example, is a bartender being too generous and adding in an extra half ounce (or more) of alcohol when asked nicely by the customer? Are they checking identification of possible underage guests? These are just two examples, but a secret diner can often be better eyes and ears than that of a camera.

A secret diner program is often overlooked or considered an unnecessary expense. If an establishment looks at it as a way to control costs and achieve efficiency, and is completed on a consistent basis, if will undoubtedly improve customer satisfaction and customer experiences. In addition it will also improve methods for current and future employees, training platforms, inventory control, and overall operations. 

All of this is extremely important when looking to grow, gain respectability within a community, or simply improve operations. Without these reports, a restaurant would be losing out on the opportunity to better themselves with an unbiased view of the establishment.

Nobody is perfect, but everyone can work towards a common objective and a secret diner program is the perfect start.

Developing Your Restaurants Curb Appeal

Originally Posted on FoodableTV – By Doug Radkey 06/07/2017

Outside of social media, word-of-mouth, and online directories – how else does a potential guest notice a restaurant? The answer; a store’s outside appearance.

As a restaurateur, it should start with a concept development plan that not only focuses on the interior, but one that also focuses on creativity throughout the exteriors architectural design.

A restaurant’s exterior, even in a shared retail plaza or downtown core with minimal ‘store-front’ square footage, should offer a sense of transparency and cohesiveness between the inside and the outside. When a potential guest is outside of a restaurant, they should also feel a sense of energy, enticing them to go inside.

Not every restaurant is going to be a hidden gem within the community. As always, one must thoroughly think about the message that’s intended to be delivered. With proper planning and thought processes, the exterior will help make a memorable, first impression.

Do an Initial Audit  

Walk through the targeted (hyper-local) neighborhood and take note of the immediate surroundings and other restaurants. What restaurants are standing out in a positive fashion? What about the restaurants that are driving a negative emotion as it’s approached? Take note of these findings and make a to-do and not to-do list.

Consider the Parking

In this industry, we talk a lot about guest experiences. The first thing a guest is going to experience is the parking situation. A perfect way to ruin a positive restaurant experience is to have guests leave only to discover that their cars have been ticketed or towed. Consider the concept’s intended capacity, both take-out and dine-in traffic, hours of operations, and the surrounding businesses – plus the parking spaces they will be demanding. Is there enough convenient parking spaces for everyone? If not, move on to the next.

The Importance of Landscaping

Depending on the location, not every restaurant will have the opportunity to customize storefronts or offer unique landscaping. However, even the most minimal locations can be creatively executed with greenery and/or gardens etc. A restaurateur should also consider the brand’s color scheme and overall style, while providing a distinctive contrast with any of the neighboring businesses.

Branding in the Storefront

Signage is an obvious requirement to draw attention, to allow for ease of recognition, and to drive a concept’s primary message. Any secondary signage (on windows for example), should have text and graphics that easily coincide with the concept. As an operator, it’s important to remember that potential customers want to see inside the restaurant, so don’t overuse window graphics (and please stop using hand written notices on doors & windows).

Menu Display

If a restaurant is in a high foot-traffic area, ensure the food & drink menu along with the daily special  is posted and available to read from outside the restaurant. Remember that your menu is the best marketing tool, so make it readily available, even during non-operating hours.

Embrace Openness

Is there a creative way for potential guests to visualize or smell the cuisine or listen to the sounds coming from inside the restaurant? Find ways to have the energy from within the restaurant, fill the streets or parking lot without disrupting neighbors or landlords.

Outdoor Seating

Depending on the concept and seasonal climate, outdoor seating can easily drive some of the most positive experiences for guests. Similar to “openness,” it presents a restaurant the opportunity to create a visualization of food, drink, and service from the street. However, it’s important to remember that choice of furniture must equally play an important role and that staff members are responsive and are clearing outdoor tables regularly.

Lighting  

A restaurant’s lighting, both inside and outside, is extremely important. Interior light choices need to be considered from an exteriors point of view as well. Potential guests walking by should be able to see food, drink, and the atmosphere. This will help to drive a guest’s decision to come in. Outdoor lighting for patios need to be creatively decided upon and it’s equally imperative, that there is enough exterior lighting for the safety of both the guest and staff.

Do a Curb Audit

Do a walk around of the restaurant every 1-2 days and ensure it’s clean and tidy. Then, take the time, every few months, to simply people watch. Sit outside, near the restaurant, and see how people react when they walk up to or by the restaurant. Are they slowing down? Are they looking at the menu? Are they stopping and looking inside? Count how many for each category over the course of 1-2 hours and consider making adjustments as needed.

At the end of the day, a guest wants a memorable dining experience. This starts outside. If it is uninviting, a potential guest will turn away or keep walking. If it’s cluttered, unorganized, or dirty, they will quickly associate this with the interior, including the kitchen.

Curb appeal is a means of effective communication. When developing a concept plan and/or when choosing a location, consider each of these external factors to ensure the restaurant is in a position to foster positive customer emotions and “touch points.” This will ultimately drive awareness, revenue, and repeat business.