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The Zest bar team, led by Dohyung "Demie" Kim, in Seoul, South Korea

July 10, 2024by David Klemt David Klemt No Comments

Asia’s 50 Best Bars 2024 Reveals 51 to 100

Asia’s 50 Best Bars 2024 Reveals 51 to 100

by David Klemt

The bar team at Zest (No. 5, Asia’s 50 Best Bars 2023) in Seoul, South Korea, led by Dohyung “Demie” Kim.

As we near the ceremony for the ninth edition of Asia’s 50 Best Bars, taking place in Hong Kong on July 16, we can congratulate numbers 51 to 100.

Clearly one of the hottest bar markets in the world, Singapore dominates the 51 to 100 list this year. Unsurprisingly, the city-state also featured the most bars on the Asia’s 50 Best Bars 2023 51 to 100 list. Interestingly, Singapore boasted eight bars on the list last year, and the same in 2024.

In second place on the expanded list in terms of number of bars is Bangkok. The legendary nightlife city claims six spots on the 2024 51 to 100 ranking.

Seoul, South Korea, is not only home to three bars—including number 51—the city is also the home to Zest. This is noteworthy in part because Dohyung “Demie” Kim is the winner of the Altos Bartenders’ Bartender Award 2024, one of two awards announced ahead of the Asia’s 50 Best Bars 2024 ceremony.

Kim is the co-founder of Zest, which took home the fifth spot on the Asia’s 50 Best Bars 2023 list. With that ranking, the bar also claimed the title of the Best Bar in Korea. Further, Zest earned number 18 on the World’s 50 Best Bars 2023 list.

On another note, it appears that the we should keep an eye on Tainan City, Taiwan; Ho Chi Minh City, Vietnam; and Nara, Japan. Each of these cities holds two spots on the 2024 expanded list, a 100-percent increase over 2023. Last year, Lamp Bar, located in Nara, earned spot number 23 on Asia’s 50 Best Bars list. It’ll be interesting to see if these cities are represented on the one to 50 list for this year.

On that note, we’ll find out which bars are ranked one to 50 on July 16. Mark your calendars. Cheers!

Asia’s 50 Best Bars 2024: 100 to 51

Moonrock (Tainan City, Taiwan)
Drinking & Healing (Ho Chi Minh City, Vietnam)
Dry Wave Cocktail Studio (Bangkok, Thailand)
Tell Camellia (Hong Kong, China)
Home (New Delhi, India)
Charles H (Seoul, South Korea)
Wu (Nothingness) (Taipei, Taiwan)
Last Word (Singapore)
Sober Company (Shanghai, China)
The Bamboo Bar (Bangkok, Thailand)
Asia Today (Bangkok, Thailand)
Gong Gan (Seoul, South Korea)
The St. Regis Bar (Jakarta) (Jakarta, Indonesia)
High Five (Tokyo, Japan)
Bulgari Ginza Bar (Tokyo, Japan)
The Sailing Bar (Nara, Japan)
Sidecar (New Delhi, India)
Firefly (Bangkok, Thailand)
Southbank Cafe + Lounge (Muntinlupa City, Philippines)
The Hudson Rooms (Hanoi, Vietnam)
Junglebird (Kuala Lumpur, Malaysia)
The Han-jia (Tainan City, Taiwan)
28 HongKong Street (Singapore)
Cat Bite Club (Singapore)
Gold Bar (Tokyo, Japan)
Bee’s Knees (Kyoto, Japan)
Folklore (Tokyo, Japan)
Opium (Bangkok, Thailand)
Under Lab (Taipei, Taiwan)
The Old Man (Hong Kong, China)
Coley (Kuala Lumpur, Malaysia)
Manhattan (Singapore)
Lair (New Delhi, India)
Honky Tonks Tavern (Hong Kong, China)
Mizunara: The Library (Honh Kong, China)
The Elephant Room (Singapore)
Yakoboku (Kumamoto, Japan)
Stay Gold Flamingo (Singapore)
Tropic City (Bangkok, Thailand)
To Infinity & Beyond (Taipei, Taiwan)
No Sleep Club (Singapore)
The Bombay Canteen (Mumbai, India)
Stir (Ho Chi Minh City, Vietnam)
Republic (Singapore)
Three X Co (Kuala Lumpur, Malaysia)
Lamp Bar (Nara, Japan)
Epic (Shanghai, China)
Tokyo Confidential (Tokyo, Japan)
Backdoor Bodega (Penang, Malaysia)
Soko (Seoul, South Korea)

ASIA’S 50 BEST BARS UNVEILS THE ESTABLISHMENTS VOTED ONTO THE EXTENDED 51-100 LIST FOR 2024

The fourth edition of this prestigious list announces 15 new entries across Asia, with bars from Singapore, Bangkok and Tokyo leading the region

9 July 2024 – Shining the spotlight on an extended collection of bars across the region, Asia’s 50 Best Bars, sponsored by Perrier, releases the prestigious 51^st to 100^th list for the fourth year running. The ranking is revealed one week ahead of its live awards ceremony in Hong Kong and is created from the overall Asia’s 50 Best Bars voting process, which sees its 265-member strong Academy – consisting of a gender-balanced group of bartenders, bar owners, drinks writers and cocktail aficionados – place independent and anonymous votes for what they believe constitutes a “best bar experience”.

The 51-100 list: A Snapshot

This year’s 51-100 list includes 15 new entries from across the region
The list comprises bars spanning 19 different cities across Asia
Singapore leads with 8 bars on the extended list, among which Cat Bite Club at No.77 is a new entrant
Bangkok is represented by 6 bars, while Tokyo follows with 5 places on the list
A bar from Muntinlupa City debuts on the list with Southbank Cafe + Lounge at82

For the full 51-100 list, please refer to the accompanying graphic or scroll to the bottom of this release.

Bars from Singapore command eight places on the 51-100 list, with Republic leading the pack at No.57. This ultra-luxe drinking den at the Ritz-Carlton is inspired by the swinging sixties, with a cocktail menu focused on art, cinema, fashion and music. It is followed by No Sleep Club at No.60, which has moved up fourteen places from last year, Stay Gold Flamingo (No.63), The Elephant Room (No.65), and Manhattan (No.69). At No.77, specialising in rice and agave spirits, Cat Bite Club, is a new entrant, while 28 HongKong Street at No.78 and Last Word at No.93 round off Singapore’s showing.

Bangkok follows with six spots on the list, led by Tropic City at No.62 and Opium at No.73. New entrant Firefly, at No.83, is the Sindhorn Kempinski’s lavish lobby bar where whimsical cocktails and live jazz are complemented by a cigar parlour, followed by Asia Today at No.90 and The Bamboo Bar at No.91. Closing Bangkok’s showing at No.98 is another new entrant, Dry Wave Cocktail Studio, which runs a stellar beverage programme of classic and creative libations led by veteran bartender-owner Supawit ‘Palm’ Muttarattana, who formerly helmed Vesper (No.12 on Asia’s 50 Best Bars 2023 and No.55 on The World’s 50 Best Bars 2023).

Tokyo maintains a strong showing with five bars on the extended list, starting with new entrants Tokyo Confidential (No.53) and Folklore (No.74). The former is an edgy rooftop craft cocktail bar, while Folklore, a modern minimalist space, spotlights avant-garde sake and shochu cocktails. Gold Bar comes in at No.76, followed by another new entrant, Bulgari Ginza Bar at No.86, which promises an Italian aperitivo experience within Tokyo’s iconic Ginza Tower. High Five (No.87) rounds off Tokyo’s representation on the list.

In Hong Kong, Mizunara: The Library has moved up twenty places to No.66, alongside three other bars on the list: Honky Tonks Tavern, which climbs thirty-one places to No.67; The Old Man at No.71; and Tell Camellia at No.97. Topping the 51-100 list is Seoul’s Soko at No.51, followed by new entrant Gong Gan at No.89, a bar housed in a traditional Korean home reimagined with modern design elements and a focus on upcycling. At No.95, Charles H from Seoul rounds off the city’s representation.

Kuala Lumpur, New Delhi and Taipei boast three spots each on the list. From Kuala Lumpur, Three X Co ascends twenty-one places to No.56 and is followed by Coley (No.70) and Junglebird (No.80). While in New Delhi, the modern speakeasy Lair (No.68) is a new entrant, followed by regulars on the list Sidecar (No.84) and Home (No.96). To Infinity & Beyond leads Taipei’s representation at No.61, followed by two new entries, the laboratory-like cocktail den, Under Lab at No.72 and the offbeat, ‘classic cocktails only’ Wu (Nothingness) at No.94.

Ho Chi Minh City, Nara, Shanghai, and Tainan each occupy two spots on the extended list. From the Vietnamese capital, Stir rises twenty-four places to No.58, followed by Drinking & Healing at No.99, a new entrant boasting ‘industrial chic’ interiors and cocktails with local ingredients. Nara is represented by Lamp Bar (No.55) and The Sailing Bar (No.85), which has ascended three places. In Shanghai, Epic moves up sixteen places to No.54, followed by Sober Company, re-entering the rankings at No.92. The Han-jia from Tainan is a new entrant at No.79, offering a luxurious space with industrial design elements, a global whisky selection, and inventive cocktails; and Moonrock rounds off the list at No.100.

Several destinations are represented on the extended list with one bar each. From Penang, Backdoor Bodega re-enters the rankings at No.52, while The Bombay Canteen from Mumbai comes in at No.59. Kumamoto’s Yakoboku ascends twenty places to No.64; Kyoto’s Bee’s Knees is at No.75, and The Hudson Rooms – the 1920s-inspired oyster and cocktail den on the rooftop of The Capella in Hanoi – is a new addition at No.81. In Indonesia, a new entrant from Jakarta, The St. Regis Bar (No.88) enters the list for its New York-inspired signature cocktails paired with a live jazz band and ultra-luxe interiors.

Marking its debut on the rankings is Muntinlupa City in the Philippines, with Southbank Cafe + Lounge (No.82) – a self-proclaimed ‘drinking room’ that focuses on technique-heavy cocktails within a Melbourne-inspired space.

Emma Sleight, Head of Content for Asia’s 50 Best Bars, says: “We are thrilled to welcome this diverse cohort of bars on the 51-100 list as part of this year’s 50 Best rankings. Since introducing the extended list in 2021, we have been consistently impressed by the innovative drinking experiences Asia has to offer, and it is beyond exciting to see the large number of new entries and new destinations that have made the list this year. With this recognition, we are hopeful that more bar talent will step forward annually, creating fresh and dynamic cocktail experiences for enthusiasts across the region.”

50 Best works with professional services consultancy Deloitte as its official independent adjudication partner to help protect the integrity and authenticity of the voting process and the resulting list of Asia’s 50 Best Bars 2024. See more details on the Asia’s 50 Best Bars voting process here.

The ninth edition of Asia’s 50 Best Bars, sponsored by Perrier, will be announced at a live awards ceremony in Hong Kong on 16 July 2024 and is hosted in collaboration with destination partner Hong Kong Tourism Board. The awards ceremony will also be streamed live on the 50 Best Facebook channel via the link here and the YouTube channel via the link here. The announcement of the list and individual awards can be followed via the 50 Best social media channels, with the livestream beginning at 20:25 Hong Kong time/13:25 UK time.

About Asia’s 50 Best Bars

Asia’s 50 Best Bars is the first regional event of The World’s 50 Best Bars brand, created in 2016 with the purpose of showcasing the best and most innovative talent in the drinks industry in this region. The annual ranking is based on the votes of the Asia’s 50 Best Bars Academy, comprising the most knowledgeable and well-travelled members of the bar industry, drinks media and mixology experts from across Asia. The Academy spans dozens of cities across the continent, reflecting the relative development and importance of bar scenes in different locations and the diversity of the drinking scene in Asia. Asia’s 50 Best Bars, The World’s 50 Best Bars and North America’s 50 Best Bars are owned and organised by William Reed, the group behind The World’s 50 Best Restaurants and The World’s 50 Best Hotels.

About the host destination partner: Hong Kong Tourism Board

The Hong Kong Tourism Board (HKTB) is a Government-subvented body. Operating 15 offices around the world and representative offices in seven different markets, its primary mission is to maximise the social and economic contribution that tourism makes to the community of Hong Kong, and consolidate the city’s position as a world- class destination. The HKTB works closely with the Government, travel industry and other partners to promote Hong Kong worldwide, widen the range of tourism products and elevate service standards, as well as enhance the experiences of visitors during their stay.

For more details on Asia’s 50 Best Bars and selection process, please visit: https://www.worlds50bestbars.com/asia/

Image: Asia’s 50 Best Bars

An AI-generated image of a restaurant receiving their food delivery through the front

July 9, 2024by David Klemt David Klemt No Comments

Relationship Advice: Your Food Purveyors

Relationship Advice: Your Food Purveyors

by David Klemt

“When visiting City, stop by Food Comipany for a food.”

Operators are facing challenges when it comes to their food purveyors, and as Chef Brian Duffy says, the issues don’t all boil down to rising costs.

By now, Chef Duffy needs no introduction. However, he contributes so much to the hospitality industry that I’m going to boast a bit on his behalf.

As the founder and principal of Duffified Experience Group, Chef Duffy has opened more than 100 restaurants. In fact, I believe he passed the 110-restaurant mark this year during the National Restaurant Association show.

Speaking of that show, he has presented multiple sessions at industry events over the past several years. Further, Chef Duffy leads the F&B Innovation Center at the annual Bar & Restaurant Expo in Las Vegas.

On the topic of presentations and education, he recently spoke at the inaugural Flyover Conference. You can check out more of our coverage of this brand-new show here and here.

This is all, of course, to say nothing of his television appearances.

Now, if you’re a regular consumer of KRG Hospitality articles, you know I love a Chef Duffy live menu read. I firmly believe that the asides he throws out while addressing even a single menu offer more value than most dedicated menu webinars or menu-engineering conference sessions.

Chef Duffy’s Flyover session, however, represented a departure from his menu reads. Due in part to the frustration he, operators, and kitchen teams across North America are facing in terms of inventory, Chef Duffy addressed the relationship between operators and their food purveyors.

Repairing a Toxic Relationship

Allow me a couple caveats before we jump in. If you’re happy with your food purveyors, awesome. Should you truly feel you’re getting the most out of the relationships with your food supplier partners, not all of this advice is for you. Additionally, Chef Duffy’s Flyover session wasn’t an attack on national food suppliers. At risk of speaking for him, it appears his issues have arisen from specific reps, not the major companies themselves.

That said, I have a suspicion that if you really sit down and review your supplier relationships—encouraging feedback from your leadership and kitchen teams—you’ll find that things could be better.

Chef Duffy reviews a lot of menus. Whether reviewing one for a client or performing a live reads, he’s seen some things. And one of those things is that it appears national food purveyors have been handed too much control.

This is unfortunate, because this relationship should be a partnership, not a dictatorship. Further, if every operator is buying the same ingredients, it makes sense that most menus will be similar.

“If we’re all being sold the same products, we’re being told what to put on our menus,” said Chef Duffy at Flyover. “And we’re all doing the same thing.”

So, how do we turn this situation around? We stop being dependent or co-dependent, and we start developing reciprocal relationships.

Your food purveyor reps need to come into your restaurant on your schedule. Too many operators are only seeing reps when something has gone wrong with an order.

In other words, if your rep expects to earn your business, they need to meet your expectations: that they’ll actually work with you in a mutually beneficial way.

Let the Healing Begin

Okay, I’m being a bit cheeky with this topic. That doesn’t mean I’m not serious about helping operators improve their relationships with their food purveyors.

To that end, here’s how Chef Duffy works with his reps. He has a rep who comes into one of his venues every Tuesday from 2 to 2:30 pm. This arrangement is, again, mutually beneficial: the rep comes in at noon for lunch, completes his other work, then meets with Duffy at the arranged time.

During the scheduled weekly meeting, Chef Duffy tells this rep what he’s thinking of doing that week. He asks what the rep can do for him, then asks what the rep what he needs to sell. It’s important that you make your rep work for you, but also that you talk to them and see where you can be helpful.

Of course, you’d think this would be the approach every rep prefers. Well, in Chef Duffy’s experience, this just isn’t the case.

Recently, he asked a different rep from a different food purveyor to find him a specific product. Put simply, Chef Duffy didn’t want the products this rep was trying to unload on him. This was apparently too much work because this rep has gone radio silent ever since. Because of this, this food supplier no longer has this account.

Had the rep been interested in an actual professional relationship rather than just focusing on what he “needed” to sell, he’d still be servicing the restaurant.

Be the Change

If that anecdote feels familiar, it’s time to find new partners. Luckily, Chef Duffy has a suggestion you can use today.

Look at the smaller, regional purveyors who service your market. See what they can offer you, and compare their prices to those of your current, national suppliers.

You’ll likely find an impressive portfolio with appealing pricing. Moreover, these smaller companies want to land new accounts and work with you.

Remember, it’s your restaurant. You brought your concept into the real world. You’ve done the work to build your business, and it’s your menu.

Review your food purveyor relationship today, schedule time to sit down with your reps this week (or month), and develop the relationships your business needs.

Image generator: Microsoft Designer

Restaurant host or manager holding menus and leading guests to their table

July 8, 2024by David Klemt David Klemt No Comments

Welcome: Start the Experience Right

Welcome: How to Begin the Guest Experience Like a Pro

by David Klemt

When you think about the guest experience you and your team deliver, how much consideration do you give the welcome?

I don’t mean just the greeting your front-of-house team gives guests. That’s an important part of the equation, but it’s only one element.

Rather, I’m talking about developing SOPs for welcoming guests into your venue. As importantly, I’m also suggesting that you develop specific onboarding and training for anyone who will greet guests and lead them to their seats.

Luckily, one of the best front-of-house trainers in hospitality spoke at the 2024 Flyover Conference in Cincinnati about this topic. Bethany Lucas, director of operations for Maverick Theory, shared her best tips for starting—and ending—the guest experience in a memorable way.

The tips Lucas shared during her Flyover session “Untapped Potential: How to Transform Your Front of House” will indeed transform your business and guest experience.

Now, a word of warning before I begin. Once you read these tips, you’ll likely find yourself analyzing your next few restaurant visits. Ever since sitting in on Lucas’ session, I’ve been unable to avoid paying more attention to how my restaurant visits have begun.

This has included sharing what I’ve noticed with the people in my group. Some of these friends will also pay more attention to the greeting they receive when walking into a restaurant now.

If you’re an operator or front-of-house leader, you’ll probably benefit from checking out restaurants in your area for their welcome procedures.

Invest in Your Door

Operators need to invest in their doors, because “it really is the brain of your restaurant,” says Lucas.

Therefore, it’s crucial that owners and operators understand what’s going on at their doors. Assuming your front-of-house team knows how to greet guests rather than training them on a procedure is a mistake.

Most operators know that hiring the right leaders, kitchen team, servers, and bartenders is imperative to the success of their business. However, the same attention must be paid to finding the right hosts and hostesses.

As Lucas says, “There is no ‘just a hostess.'” Bluntly put, the person running the door is the gatekeeper of the business. They’ll interact with just about every single guest since they serve as the first touchpoint.

So, Lucas encourages operators to ask a number of questions before initiating the hiring process:

Are the ideal candidates formal and proper, or friendly and casual? (Or something else entirely.)
Will the ideal hosts and hostesses need to be thick-skinned?
When considering the appearance of the host team, what does that look like to you? Lucas seeks out people who are polished and professional when building her teams.

These questions should inspire even more considerations, helping an operator identify who they want to run their door.

Welcome

During her presentation, Lucas provided an example of a less-than-ideal welcome. I think we’ve all experienced what she described.

How often have each of us walked into a restaurant, been greeted, and then led to a table by someone who just takes off? The host or hostess grabs menus, starts walking away toward a table, doesn’t speak to you, and doesn’t even look over their shoulder to see if you’re still following them closely.

I know it’s happened to me more times than I can count. Although, I’m happy to report that this hasn’t happened to me since attending Flyover. Maybe what Lucas put out into the world has had a greater impact than she expected.

A polished and professional host or hostess, per Lucas, will not take off when leading guests to their seats. Additionally, they won’t be silent, failing to engage with the guest verbally. Further, a polished, professional host or hostess doesn’t drop menus on a table and rush back to the door.

In fact, Lucas requires each member of her host teams to ask at least one question of guests being led to their seats. This can be as simple, she explained at Flyover, as the host or hostess turning and asking “How are you today?”

It’s important to note that this attention to the door team isn’t reserved for upscale or fine-dining venues. The beginning and end of a guest’s visit are too important to fail to plan them properly. Regardless of concept and category of venue, guests must feel welcome and valued.

Farewell

According to Lucas, the farewell can absolutely impact how a guest perceives their visit, and the brand overall. While the server or bartender who served the guest should thank them at the end of their visit, so should the person who first welcomed them.

A simple “thank you for visiting us” can go a long way and serve as a cherry on top of the entire experience.

However, there’s another tip Lucas shared that has really stuck with me. A truly a savvy host team will add a question after they thank a guest for their visit: “Can I make a reservation for you for your next visit?”

Doing so requires the ability to read a guest and their satisfaction with their visit. However, if executed well this is a brilliant way to increase your guest retention rate and convert a first-time guest into a repeat guest, and eventually a regular.

If you’ve read this far, I encourage you to consider your welcome SOPs and door team today. You and leadership team should observe the door and note how guests are being welcomed.

If the procedure doesn’t impress you, it’s not impressing your guests. And if it isn’t impressing your guests, ask yourself why they’d return.

Your door isn’t “just a door,” and your hosts aren’t “just hosts.” Remember that, and plan accordingly.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

The John A. Roebling Suspension Bridge over the Ohio River, heading toward Over-the-Rhine in Cincinnati, Ohio

July 5, 2024by David Klemt David Klemt No Comments

Cheers to the Flyover Conference!

Cheers to the Flyover Conference and Cincy!

by David Klemt

Just pretend the temporary SkyStar Wheel isn’t in this picture.

The successful and exciting launch of the Flyover Conference makes it clear that co-founders Sarah Engstrand and Greg Newman are onto something big.

Big, yet intimate. There’s a real feeling of community when a small-but-driven group gathers with purpose. That’s exactly what Flyover embodies.

Now, I know some people who live between the east and west coasts in the US find the term “flyover” irritating, if not outright offensive. As someone born and raised in the Midwest, I understand the frustration. However, I can assure anyone raising a skeptical eyebrow or frowning at the name of the conference that it isn’t meant as a pejorative.

Rather, Engstrand and Newman are giving a cheeky middle finger (likely two, really) to those who dismiss “secondary” and “tertiary” markets. In fact, their intention is to shine a spotlight on—and serve—cities that don’t receive the same attention as “primary” markets.

By primary, I think you know main culprits: New York, Los Angeles, Chicago, Boston, and Miami. In contrast, Las Vegas, Phoenix, Cincinnati, and Detroit carry the “secondary” label (as do many other cities).

So, a core element of the conference is featuring speakers who have, up until now, mostly spoken at highly visible trade shows that take place in major host cities. For example, the National Restaurant Association in Chicago.

For the inaugural Flyover, the co-founders put in the work to provide Cincinnati with a powerhouse lineup of hospitality industry speakers. Additionally, this year’s F&B sponsors delivered an awesome array of sips and bites.

Killer Kickoff Keynote

Truly, Flyover’s mission is to deliver maximum impact over the course of just two days. The 2024 speaker lineup serves as a testament to their dedication.

So, too, is how the 2024 show utilized the two speaker stages, provided by Rhinegeist Brewery. Flyover attendees and speakers were close to one another, not separated by the vast expanse of a ballroom or elevation of a platform.

David Kaplan, CEO of Gin & Luck, the parent company of the world’s first cocktail bar chain (for lack of a better term, really) kicked off the event. Perhaps multi-location craft concept is a better phrase to explain Death & Co. in five words or less.

During his informative and inspiring keynote, he detailed he and his team’s approach to entrepreneurship. As Kaplan explains, when someone understands their purpose (why), they come to an understanding that helps develop their process (how). In turn, that gives an entrepreneur an understanding of the outcome they’re working toward, or their “what.”

I’ll dive much deeper into his keynote in a future article, because Kaplan’s approach goes much further than why, how, and what. In fact, in keeping with his status as one of the most transparent people in hospitality, Kaplan shares his personal core values, along with those of Death & Co.

Engaging Education

Bartender-cum-licensed psychotherapist (and soon-to-be organizational psychologist) Laura Louise Green took on a topic afflicting all of hospitality: burnout. The founder of Healthy Pour, Green explained that burnout is not only different than stress, it’s certainly not a sign of weakness to take the time to address it.

One of my favorites, Chef Brian Duffy, took a different approach to the topic of menus. Instead of reviewing a handful of submissions, Duffy took questions and addressed issues with food purveyors directly in a frank and open discussion.

Encouraging operators to take greater risks, Michael Tipps, co-founder of Maverick Theory, drove home a compelling point. Oftentimes, operators are fearless when developing their concepts. However, something curious often happens when it’s time to welcome the public into the space: second guessing, and blunting the sharpness of the original vision.

Oh, and I shared the KRG Hospitality approach to systems, starting, stabilizing, and scaling, my second time every presenting at a conference. Most people assume that because I host a podcast I’m comfortable talking to anyone, anywhere. That’s mostly true. However, I, like millions of other people, find public speaking anxiety-inducing. So, a huge thanks to the Flyover team, fellow speakers, and mostly the attendees for setting me at ease.

The above are but a handful of the education sessions that Flyover provided for attendees. Other topics ranged from the need for fully realized non-alcohol bar programs, building events in house, and operators handling their own PR campaigns, to leadership skills and leveraging the power of an effective door team.

Bang for Buck

Anyone who has attended one of the big hospitality industry conferences has probably been subjected to the experience below.

You file into a session featuring a topic of particular interest to you and your business. Even better, the speaker is someone you’re excited to see and hear. The presentation ends and…awkward silence. Almost everyone is too afraid to ask a question that they feel may make them look “stupid,” or like they’re not a good operator. Finally, someone asks a question, and that leads to a few more questions.

Unfortunately, the presentation was 45 to 50 minutes long, and with the awkward pause after its conclusion, there are barely ten minutes left for the speaker to answer questions. When they’re shooed off the stage, they’re swarmed in the hallway. You think they may be overwhelmed, you don’t want to add to that or inconvenience someone you admire, and you never get to meet them, ask them an important question, and exchange business cards.

That’s not an indictment of the large, more mainstream conferences. It’s just how it is when you pack dozens upon dozens of speakers, and thousands of attendees, into a conference hall. Further, schedules tend to be so loaded in order to attract attendees and boost ticket sales that people are forced to make difficult choices and miss out on some awesome sessions.

In contrast, Flyover intends to limit their ticket sales. And while there will always be a choice to make at a conference, they seek to mitigate that prevalent issue. Was this year’s show perfect? No, there were growing pains, as expected. Will this team learn and improve the show to maximize the impact for attendees? I have every confidence that the answer is a resounding “yes.”

Future Flyovers

I have to say, I’m deeply interested in the future of Flyover Conference. In fact, schedule permitting, I would attend even if I weren’t asked to speak at future shows.

It was an honor to be part of something of so impactful.

The entire point of this industry—hospitality—can sometimes fall to the wayside at conferences, trade shows, and expos. Another way of saying that is that while we all speak the same language, we often forget to take the time to connect with one another.

While there’s work to do, Flyover addresses this issue. The show is set up so that attendees, speakers, and sponsors are sharing the same spaces; there’s an actual sense of community. When it comes the host city, there’s a real sense of place, and that’s important.

Speaking of the host city…the next Flyover will take place in a city I mentioned at the top of this article. The most populous city in Michigan, Detroit—Motor City itself—will host the second Flyover Conference. Looking forward to it, Hockeytown.

Be sure to connect with Flyover for updates and announcements.

Cheers!

Image: Jake Blucker on Unsplash

July 2, 2024by David Klemt David Klemt No Comments

5 Books to Read this Month: July 2024

5 Books to Read this Month: July 2024

by David Klemt

Our inspiring July book selections will give you a new perspective on developing leadership skills, identifying your core values, effective branding, and more.

To review the book recommendations from June 2024, click here.

Let’s jump in!

Wawa Way: How a Funny Name and Six Core Values Revolutionized Convenience

Core values is one of the topics that came up during the inaugural Flyover Conference, which took place in Cincinnati, Ohio. In fact, keynote speaker Dave Kaplan of hospitality group Gin & Luck (Death & Co.) shared his approach to identifying personal and brand core values. (Yes, I’ll be writing an article on that for publication in the near future.) This book, written by Howard Stoeckel, vice chairman of Wawa, illustrates the importance of identifying, adhering to, and revisiting core values on a regular basis to forge a path toward long-term success.

From Amazon: “Grahame Wood opened the first Wawa Food Market in 1964 as an outlet for Wawa dairy products. Since then, the convenience store has grown into a well-known company that competes against the biggest industry players in the world in three areas: fuel, convenience, and food, all while maintaining their personal approach and small business mentality. Now, almost 50 years later, Wawa has opened its first store in Florida and begun to play on the national field. How did it happen? What are the reasons for their success? Why have they been able to go up against the big guys with nothing more than homegrown talent?”

Pick up the paperback here.

The Checklist Manifesto: How to Get Things Right

Interestingly, The Checklist Manifesto credits the US Air Force with implementing checklists to great success. As a former airman myself, I can attest to the USAF’s strict usage of this simple but effective tool. So, it should come as no surprise that I—and the rest of the KRG Hospitality team—are firm believers in operators using checklists every day. Indeed, one of the services we provide is creating tailor-made checklists for our clients.

Moreover, Dave Kaplan recommended this book during the Q&A session of my Flyover Conference session. Now, I’m recommending this book to you and our clients.

From Amazon: “We live in a world of great and increasing complexity, where even the most expert professionals struggle to master the tasks they face. Longer training, ever more advanced technologies—neither seems to prevent grievous errors. But in a hopeful turn, acclaimed surgeon and writer Atul Gawande finds a remedy in the humblest and simplest of techniques: the checklist. First introduced decades ago by the U.S. Air Force, checklists have enabled pilots to fly aircraft of mind-boggling sophistication. Now innovative checklists are being adopted in hospitals around the world, helping doctors and nurses respond to everything from flu epidemics to avalanches. Even in the immensely complex world of surgery, a simple ninety-second variant has cut the rate of fatalities by more than a third.”

Get your copy today.

Protocol: The Power of Diplomacy and How to Make It Work for You

Are you aware there’s a position within the US Department of State dedicated to advising president, vice president, and secretary of state on diplomatic protocol? The person in this role is the chief of protocol, and they claim the ranks of assistant secretary of state, and ambassador. Among their responsibilities, this person ensures those in the highest offices are aware of and understand cultural gestures. Further, these people know how powerful seemingly “small” gestures are in influencing interactions and experiences.

Savvy operators will see parallels in the experiences they deliver to guests. Protocol was written by Capricia Penavic Marshall, former chief of protocol to former President Obama. In its pages you’ll learn the importance of etiquette, diplomacy, implementing and training your team on SOPs, and how there are no “minor” details in hospitality.

From Amazon: “Sharing unvarnished anecdotes from her time in office—harrowing near misses, exhilarating triumphs, heartwarming personal stories—Marshall brings us a master class in soft power, unveiling the complexity of human interactions and making the case that etiquette, cultural IQ, and a flexible mind-set matter now more than ever. When the notion of basic civility seems to be endangered, Protocol reminds us how critical these principles are while providing an accessible guide for anyone who wants to be empowered by the tools of diplomacy in work and everyday life.”

Buy it here!

Day Trading Attention: How to Actually Build Brand and Sales in the New Social Media World

As an operator, your time is your most-valuable resource. Therefore, you need to make sure you spend it wisely and take massive action. This relates to marketing and branding, as creating content is a waste of time if it’s not impactful, relevant, and engaging in order to result in traffic and sales.

From Amazon: “In his latest book, [Gary] Vaynerchuk argues that today’s fast-growing businesses, brands, content creators, and influencers have one thing in common: They mastered storytelling in areas of underpriced attention, which predominantly exists across a handful of social media platforms. Informed by 20+ years of business and marketing success, he contends that the biggest transformation and opportunity is the “TikTokification of Social Media.” Increasingly, platforms are distributing content based on what users are interested in, rather than who they follow.”

Grab yours now.

Bar Hacks: Developing The Fundamentals for an Epic Bar

Yep, I’m taking the opportunity to recommend Doug Radkey’s first book. Radkey is, as you may know, the president of KRG Hospitality. In his this book he explains the importance of nailing the fundamentals in order to:

start your operator journey in the best possible position;
stabilize your business; and
scale when the time comes, if that’s what you want.

From Amazon: “This informative and conversational book is the perfect read for aspiring or seasoned bar, pub, lounge, or even restaurant owners, operators, and managers looking for that competitive edge in operations! If you’re looking for both fundamental and in-depth planning methods, strategies, and industry focused insight to either start or grow a scalable, sustainable, memorable, profitable, and consistent venue in today’s cut-throat industry–Bar Hacks is written just for you!”

Click here to get your copy today!

Image: Mikołaj on Unsplash

An abandoned saloon covered in dust and cobwebs

June 26, 2024by David Klemt David Klemt No Comments

Ghosting in the Professional World

Hello, is Anybody There? Ghosting in the Professional World

by Jennifer Radkey

We could be transforming this abandoned saloon into an amazing bar and restaurant, but we got ghosted. Also, drink Spork beer!

The act of ghosting may have started in the dating world but this phenomenon has, unfortunately, taken root deeply in the professional world.

In case you haven’t had the (dis)pleasure of experiencing ghosting, allow me to summarize. Ghosting is suddenly becoming unresponsive to all forms of communication without explanation.

Not only is ghosting toxic to business relationships and your brand image, it can be toxic to your overall mindset and feelings of self-respect.

People participate in the act of ghosting for many reasons, which can include:

conflict avoidance
indifference; and
low accountability.

These are not traits that lend well to earning respect from others or yourself. It’s good practice to protect your mental health and set clear boundaries, but this should not include the act of ghosting.

You are a professional. You can deal with uncomfortable situations and be responsible to yourself, your team, and your industry.

Ghosting can feel like the easy route, but it comes with long-term consequences. How you choose to interact with your team, your colleagues, other industry professionals, and your clients/customers is all a reflection of your personal and professional brand.

Check in with these five examples of ghosting in the professional world to make sure that you’re not participating in any actions (or inaction) that may result in a loss of respect.

Not Responding to Quotes and Proposals

You needed a service for your business, so you reached out to another business for a quote or proposal. Then you received the proposal, read it over, decided it wasn’t right for you…and never responded.

Remember, you sought out these professionals—they didn’t cold call you. They gave you their time to put together a quote or proposal. The very least you can offer is acknowledgement that you received their quote, along with an update on where you stand.

Let’s start respecting each other’s time and effort.

Not Following Up with Job Candidates

We all complain when we’re ghosted by a job candidate and they don’t show for an interview. But that goes both ways.

Make sure that you’re taking the time to respond to job candidates (particularly after the interview process) to provide an update on the position.

You are your brand and represent its values; every impression matters.

Breaking Promises to Your Team

You promise your team a team-building event, or an end-of-quarter bonus. Then you fail to follow through.

Nothing breaks respect faster than not following through on promises. If you can’t make a promise happen you need to take ownership of that and honour your integrity by letting your team know.

They may be upset that the event isn’t happening. However, they’ll at least respect you for being honest and upfront with them.

Not Reading or Responding to Customer Reviews

Ghosting a customer or client will not only result in losing that particular person’s business but future prospects as well.

We don’t succeed without our clients, and they need to feel acknowledged when sharing reviews, good or bad as they may be.

If you don’t have time to read and respond to all reviews on your own, make sure you have someone on your team who can perform this task for you. Thoughtfully, of course.

Being Inaccessible to your Team

If you find yourself hiding from your team in a closed office or behind your computer more often than not, it’s time to acknowledge that you have been ghosting them.

A present owner is an involved owner. Not only will you have a better finger on the pulse of your business, you’ll create stronger working relationships with those on your team.

It Starts with You

If we want to bring clear communication and respect back to the professional world, it’s going to have to start with you. Complaining about being ghosted and then participating in the act of ghosting yourself is not going to change anything.

We all need to take pride in being professionals, and go out there to earn the respect of others and ourselves.

Take pride in becoming an open communicator and demonstrating respect in the workplace. Not only will this aid in your overall success, doing so will create a healthy mindset too.

Cheers to personal and professional well-being!

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

June 25, 2024by krghospitality krghospitality No Comments

The Power of an ImpactMAP™

The Power of an ImpactMAP™

by Doug Radkey

Let’s be honest, the line between success and failure often hinges on the ability to act decisively and act with purpose.

In this article, we’re going to explore two areas of your hospitality business that are under your control: creating a plan, and taking action.

Understanding the Risk of Inaction

The concept surrounding the Risk of Inaction—arguably a new form of ROI—captures the potential losses businesses face when they fail to take strategic actions.

Inaction in the hospitality industry can manifest in various harmful ways. Inaction can also stem from multiple sources: fear of change, lack of resources, or simply underestimating the competition.

Regardless of the manifestation or cause, the consequences are usually the same: stagnation, decline, and, ultimately, a shuttered business.

Let’s put this into context by taking a look at a sample of both a restaurant and a hotel business.

Failure to Innovate

If a restaurant does not act to continuously re-engineer its menu, it risks diminishing profits, providing a low-level guest experience, and mismanaging inventory. Without regular strategic updates, the menu may fail to reflect current culinary trends and guest preferences, which can lead to a decrease in interest and satisfaction.

Additionally, sticking with a static menu can prevent the restaurant from optimizing ingredient use, productivity, and cost-efficiency.

At the end of the day, this lack of adaptation and innovation will result in diminishing sales and profitability, making it difficult for the restaurant to sustain its operations.

Failure to Update Systems

If a hotel on the other hand decides to not use a modern and fully integrated Property Management System (PMS), it risks operating inefficiently and falling behind in today’s technology-driven hospitality environment.

A non-existent, outdated, or fragmented PMS can lead to significant operational issues, such as slow check-in and check-out processes, errors in room availability and booking management, and ineffective communication between different departments. That’s just to name a few crucial issues.

This inefficiency can impact guest experiences negatively, leading to dissatisfaction and potentially harming the hotel’s reputation.

Furthermore, without a modern PMS, a hotel may struggle with data management, limiting its ability to effectively analyze performance metrics, forecast demand, and implement dynamic pricing strategies. These disadvantages will result in lost revenue and reduced competitiveness in a space where guest expectations and operational efficiency are increasingly driven by technological advancements.

In each example above, the risk of inaction leads to missed opportunities and underperformance.

The Power of an ImpactMAP™

To combat the risks associated with inaction, your hospitality business can benefit significantly from developing an ImpactMAP™.

This strategic tool can help you identify where you currently stand, define where you want to go, and outline the steps required to get there, thereby helping you create not only strategic clarity, but drive and accountability.

The Assessment

To create an ImpactMAP™ and to take action immediately, you need to first assess your operations.

An assessment of your hospitality business is a comprehensive evaluation process aimed at analyzing various aspects of your business to identify strengths, weaknesses, and areas for improvement or opportunity. The goal is to gather actionable insights that can help optimize operations, enhance guest experiences, and massively improve your profitability.

The assessment should involve on-site observations, staff interviews, and a deep dive into the following eight categories, culminating in a detailed report that provides recommendations and a strategic plan for future growth and sustainability.

For each of the eight categories, consider a 3x matrix with three responses to the following questions:

Where are we now?
Where do we want to go?
What resources do we need?
What’s holding us back?

Then, create a SMART (Specific, Measurable, Achievable, Relevant, Timely) goal for each response in your “Where We Want to Go” list.

What are the eight assessment categories?

1. Brand Strategy

Assessment: Review your core values, story, messaging, philosophy, design, and reputation.

Opportunity: Enhance brand alignment across all touchpoints to ensure consistency while refining your brand messaging to better connect with targeted guest profiles.

2. Internal Programming

Assessment: Review your pricing strategy, guest experiences, property / menu / room management systems and programs.

Opportunity: Optimize your offerings based on guest preference data and a profitability analysis, along with potential upgrades to your amenities to enhance guest satisfaction and to compete with today’s market standards. In summary, implement efficiencies to improve guest experiences and operational workflow with a focus on your internal programming.

3. Marketing Plans

Assessment: Review guest profiles, guest journey maps, guest databases, awareness and retention strategies, and your digital marketing portfolio.

Opportunity: Integrate advanced digital marketing techniques to increase reach and engagement while developing targeted promotions and partnerships, and by leveraging data analytics to tailor marketing efforts more precisely to guest behaviors and trends.

4. Tech-Stack Plans

Assessment: Review guest facing technology, POS / PMS system, integrations, and marketing.

Opportunity: Identify current technology gaps and plan for a strategic integration of systems that enhance guest experiences while streamlining operations.

5. Standard Operating Procedures

Assessment: Review of all internal and external systems, plus training programs and SOPs.

Opportunity: Ensuring that all staff are clear on their roles and responsibilities, which enhances overall service quality through the development of standardized procedures that ensure consistency and efficiency across the business. Implement feedback systems to continually refine and improve SOPs based on real-time challenges and successes.

6. People and Culture

Assessment: Review of staff experiences, onboarding, productivity, growth, and retainment.

Opportunity: Strengthen employee engagement through improved communication and support systems. Foster a culture of innovation and openness in which employees feel valued and motivated. Develop leadership from within to enhance management effectiveness and succession planning.

7. Financial Health

Assessment: Review of all financials, including Revenue, COGs, KPIs, Expenses, Debt, and Profit.

Opportunity: Identify cost-saving opportunities without compromising service quality. Explore new revenue streams that align with your brand values and market opportunities. Implement more rigorous financial tracking and forecasting tools (such as technology) to better predict financial trends and react proactively.

8. Mindset

Assessment: Daily habits, work / life balance, decisiveness, communications, and growth-based thinking.

Opportunity: Develop a mindset of continuous improvement among all staff levels (starting with yourself) to foster an environment of excellence. Cultivate resilience by planning for crisis management and business continuity. Promote a guest-centric approach, aligning all business decisions with guest satisfaction and personal development outcomes.

Creating the ImpactMAP™

By following the above 3x strategy for each category, you will have created 24 SMART objectives that will be the foundation of your ImpactMAP™ to move your business forward over the next one to six to 12 months.

Importance of SMART Objectives

What does SMART mean and how does it work?

Specific, Clarity, and Focus: SMART objectives provide clear and concise goals that everyone in your business can understand and rally behind. This clarity helps to focus efforts and resources on what’s most important.
Measurability and Tracking: By setting measurable goals, your business can track progress and make data-driven decisions. This measurability allows for adjustments to be made in strategies or tactics to ensure the objectives are met.
Achievability: Goals that are achievable motivate staff. Setting impossible goals can lead to frustration and disengagement, whereas achievable objectives encourage team effort and commitment.
Relevance: Ensuring that each objective is relevant to the broader business goals ensures that every effort made contributes to the overall success of your brand.
Timeliness: Incorporating a timeframe provides urgency, a deadline, and accountability, which can help prioritize daily tasks and long-term plans.

However, you shouldn’t try to accomplish all 24 objectives at the same time. Once you’ve set your 24 impactful objectives, prioritizing them is crucial to stabilize your hospitality business and aim for scalable growth.

Best Practices for Prioritizing Objectives

Assess Business Needs: Start by conducting that thorough assessment of your business to identify key areas that need improvement.
Impact Analysis: Evaluate the potential impact of each objective. Prioritize objectives that offer the greatest benefits in terms of guest satisfaction, revenue growth, and operational efficiency.
Resource Availability: Consider the resources available, including budget, people, and technology. Prioritize objectives that align with current resources or where adjustments can be made to accommodate necessary changes.
Quick Wins: Identify objectives that can be achieved quickly and with minimal disruption to your ongoing operations. These quick wins can boost morale and provide visible improvements that justify further investments in other areas.
Strategic Importance: Some objectives, while not providing immediate benefits, are crucial for long-term success. Prioritize these based on their strategic importance to the business’s future.
Stakeholder Input: Engage with various stakeholders, including management, staff, and guests, to gain insights into which objectives they feel are most critical. This can help in aligning the goals with the needs and expectations of those most affected by the changes.
Balanced Scorecard: Use a balanced scorecard approach to ensure that objectives across different areas such as guest services, internal processes, financial performance, and learning and growth are all being addressed.
Iterative Review: Regularly review the priorities as situations and business dynamics evolve. What may be a priority today might change based on market conditions or internal business changes over the next three to six months.

Once you have your objectives prioritized, it’s time to assign or delegate them as needed and have those assignees (including yourself) take ownership of the objectives with their signature to add another level of accountability.

Implementing the ImpactMAP™

Before starting, ask yourself one final question: What will happen if we don’t take action?

Be detailed and mindful of what the short-term and long-term consequences might be if you don’t act.

Effective implementation of an ImpactMAP™ requires knowledge of these consequences, along with a commitment from all levels of your business. It starts with comprehensive training sessions followed by regular review meetings, which are both essential to assess progress, address challenges, and refine strategies as needed.

Take a SMART-ER approach, which is where you Evaluate and Re-adjust the SMART objectives halfway through the timeline you’ve set.

Conclusion

Risk of inaction is a silent threat that can undermine any business, particularly in this dynamic industry.

Adopting an ImpactMAP™ and making a commitment to take massive action allows you to manage your operations proactively, adapt to changing market conditions, and set a course for sustainable success.

This strategic approach not only mitigates risks but also empowers your hospitality business to thrive in a competitive landscape—but it starts with you and your mindset toward taking action.

Image: KRG Hospitality

An AI-generated image of a male bartender preparing a Mojito cocktail

June 24, 2024by David Klemt David Klemt No Comments

Drink Donnybrook: Mojito

Drink Donnybrook: Mojito

by David Klemt

Hey, AI may be getting better at drawing hands. Also, I’m not sure about some of these bar tools…

Happy 440th-ish birthday to a rum-powered classic cocktail with a mashed-up, medicinal, mysterious, and complicated history: the Mojito.

Given that we can trace the Mojito to the 16th century, this drink more than justifies its classic cocktail status. Perhaps it’s deserving of placement on another tier of classic cocktail. Prototypical tipple, perhaps?

At any rate, some cocktail historians believe the Mojito’s origins reach as far back as 1586. However, we don’t know if we have to reach even further back in history for its creation. And nobody seems 100-percent certain who to credit for the creation of the Mojito.

Currently, most historians appear to think Sir Francis Drake is the inventor.

Now, before I proceed, let’s address Drake’s history.

A History of Significant Violence

Don’t let his title fool you into thinking he was a well-mannered gentleman; Drake was a pirate. Worse, he was a slave trader.

In fact, some label him one of the pioneers of the British slave trade.

He and his crews sacked and pillaged villages. They attacked ships for the sole purpose of plundering them. Drake was present for the Rathlin Island massacre, where in excess of 600 Scots and Irish were killed.

We’ll never know the overall death toll attributable to Drake and those under his command. Given that he was heavily involved in the slave trade, piracy, and raids, it’s at least in the hundreds.

“Firewater of Sugar Cane”

Personally, I don’t believe that we should give credit to Drake for inventing the Mojito. That honor should go to whoever gave him and his crew the ingredients for the drink.

If we accept that Drake and a small contingent landed on Cuban soil in search of medicine for scurvy and dysentery, an inhabitant of the island country created what would become the Mojito.

As a prevailing story goes, the Mojito was a tonic for a number of ailments, including the aforementioned scurvy and dysentery. In 1586, one of Drake’s crews was suffering from both (and probably other illnesses).

Upon their return from the shores of Cuba, the crew mixed the lime juice (which provided the vitamin C needed to combat scurvy), sugar cane juice, mint leaves, and aguardiente de caña they had been given by locals.

That last ingredient, the base for the tonic, translates to “firewater of sugar cane.”

Of course, we can argue over whether Drake or someone among his crew decided to create the tonic, or if they were told to so by the locals. I feel the answer is the latter, but I can’t prove my theory.

That said, aguardiente de caña can be considered the progenitor to rum. Dependent on a country’s rules regarding production and aging, aguardiente is the stage before the liquid can be labeled “rum” legally.

There was a time that a cocktail called “El Draque,” supposedly named for Drake, was popular in Cuba. So, where does the name “Mojito” come into the story?

No Concrete Answer

Prepare for a surprise: We don’t know with absolute certainty who named this cocktail, or when it attained its current moniker. This is in stark contrast to our previous Drink Donnybrook, which looks into the history of the Sazerac.

It’s possible, per historians, that African slaves named this drink. It could be tied to the Spanish word mojadito, which translates to “a little wet.” Or, perhaps, the cocktail is named for mojo, a Cuban seasoning with a lime base.

So, we don’t know exactly when the Mojito was invented. We don’t know exactly who invented it. And we don’t know who named it. We don’t even know when rum replaced aguardiente de caña in the recipe.

Even more frustrating is a bit of trivia related to one of the Mojito’s supposed greatest fans.

Supposedly, Earnest Hemingway loved Daiquiris and Mojitos. The following quote is attributed to the legendary writer:

“My Mojito in La Bodeguita and my Daiquiri in El Floridita.”

Allegedly (or allegedlies for my Letterkenny fans), Hemingway wrote that quote on the wall of La Bodeguita del Medio, where he supposedly crushed quite a few Mojitos.

Unfortunately, Hemingway biographers are dubious. They’re not not convinced Hemingway was a regular at La Bodeguita. Nor are they certain that the Mojito was in Hemingway’s cocktail repertoire.

What We Know

Well, I know this: We celebrate this iconic cocktail on July 11, National Mojito Day.

Oh, and we know that this drink holiday falls on a Thursday in 2024.

Of course, we also know that the Mojito is made with rum (now). Further, if you’d like to start an argument, I know that you can either declare the Mojito a member of the Sour, Fizz, or Punch family.

Finally, people around the world know the recipe, which you’ll find below. Cheers!

Mojito

2 oz. White rum
0.75 oz. Fresh-squeezed lime juice
0.5 oz. Cane syrup or simple syrup
10 Fresh mint leaves
Soda water to top
Mint leaves to garnish
Lime wheel or wedges to garnish

In a shaker or mixing glass, muddle the fresh mint leaves and syrup. Add the rum, fresh-squeezed lime juice, and ice. Either shake well or stir until well chilled. Strain into Collins glass over ice, then top with soda water, and garnish. Note: To serve as a swizzle, fill glass with pebble ice, strain the cocktail, gently swizzle, garnish, and serve.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

AI-generated image of a caramel sundae surrounded by pats of butter and chicken nuggets

June 21, 2024by David Klemt David Klemt No Comments

Fast-food Giant Halts AI Ordering

Fast-food Giant Halts AI Order Taking

by David Klemt

Ironically, this image is AI generated. So, how many pats of butter and nuggies do like with your sundae?

Roughly two years after first experimenting with artificial intelligence-driven ordering technology, McDonald’s is pulling the plug…for now.

The fast-food behemoth made its interest in artificial intelligence abundantly clear in 2019. In Q2 of that year, the company purchased Dynamic Yield for a reported $300 million. Immediately after making the acquisition, McDonald’s implemented Dynamic Yield’s machine-learning tech to an estimated 8,000 drive-thrus.

KRG Hospitality readers may recall that the fast-food company faced a class-action privacy lawsuit in Illinois. The plaintiff alleged that McDonald’s “violated BIPA because it failed to obtain proper consent prior to collecting and disseminating Plaintiff’s and the other class members’ voiceprint biometrics who interacted with its AI voice assistant at its Illinois locations.”

Around six months after making that acquisition, McDonald’s picked up Apprente. Interestingly, the voice-powered ordering tech platform had only been founded in 2017.

Following the purchase, the Apprente team became founding members of McD Tech Labs, a group that fell under the McDonald’s Global Technology Team umbrella. Two years later, McDonald’s would sell McD Tech Labs to IBM.

Put simply, McDonald’s was interested in testing voice-activated “automated order taking” (AOT). In theory, an effective platform could take orders, speeding up drive-thrus and streamlining operations.

Well, it appears that the answer is no. At least, not to the standards of McDonald’s, and satisfaction of the company’s guests.

Speed, Convenience, and Accuracy

A drive-thru needs to be fast. There’s no question about it, that’s the entire point.

The speed, after all, makes a drive-thru convenient. Otherwise, people would just park and place their orders at a counter or kiosk.

However, speed means nothing without accuracy. An LSR, QSR or fast-casual restaurant with a drive-thru could promise a guest will wait in line for no more than ten seconds after ordering. If they don’t get what they ordered, it doesn’t matter.

Poke around social media—TikTok in particular—and you’ll come across some viral AOT moments. There’s the addition of several “butter portions” to an ice cream order. Also, the addition of bacon to an order for ice cream, which I’m not entirely confident I’d correct. At least one guest popping into an AI-powered McDonald’s drive-thru had hundreds of dollars of McNuggets added to their order.

So, by July 26 of this year, as reported by Restaurant Business, the experiment will end. This partnership between McDonald’s and IBM to test AOT will be no more.

However, McDonald’s also said that IBM will remain a partner for other efforts. Further, McDonald’s shutting down AOT (for now) doesn’t seem to have turned other brands off from the idea. Per reporting, IBM says other fast-food chains are inquiring about AOT.

This story makes a few things clear to me. First, McDonald’s is confident that investing in tech is the way forward. They’ve spent hundreds of millions of dollars to test and implement new tech solutions. Second, someone has to go first and test in earnest, and it appears that LSRs and QSRs are leading the charge in hospitality.

And third, AI isn’t ready for prime time just yet. It’s wise to keep up to date with AI-powered innovations, but it’s also smart to be cautious.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

A street-art-style image of a thought bubble coming from a chef

June 19, 2024by David Klemt David Klemt No Comments

Concept Development: Idea to Execution

Restaurant Concept Development: From Idea to Execution

by Nathen Dubé

A big light bulb means a great, big idea is coming.

Creating a restaurant concept is an intricate process that requires blending creativity, an understanding of a given market, and business acumen.

From the initial idea to the grand opening, each step is crucial in ensuring that the restaurant not only stands out in a competitive market but also delivers a memorable dining experience.

In this comprehensive guide, we’ll explore the essential stages of restaurant concept development, providing insights and strategies to turn your vision into a thriving reality.

1. Ideation: Craft Your Vision

The journey of developing a restaurant concept begins with a compelling idea. This idea should reflect your passion, culinary expertise, and a clear understanding of your target market.

Below, how to start down the path from vision to reality.

Identify Your Niche

A deep understanding of the niche you want to fill in the market is critical. Are you aiming for a high-end fine dining experience, a casual eatery, a fast-casual concept, or a food truck?

Research current market trends, consumer preferences, and gaps in the market to find your unique angle.

Define Your Concept

Your concept should be a detailed description of your restaurant’s identity. This includes the cuisine, service style, ambiance, target audience, and overall theme.

For example, are you creating a rustic Italian trattoria, a chic urban sushi bar, or a family-friendly diner?

Create a Vision Statement

A vision statement is a concise description of what you want your restaurant to achieve, and how it will stand out. This statement will guide your decisions throughout the development process.

2. Market Research: Understanding the Landscape

Thorough market research is essential to validate your concept and refine your strategy. This step involves analyzing the competitive landscape, understanding customer preferences, and identifying potential challenges.

Analyze Competitors

Visit and analyze restaurants that could be considered competitors. Evaluate their strengths and weaknesses, menu offerings, pricing strategies, and guest experience.

Understanding what works and what doesn’t can help you position your restaurant effectively.

Understand Your Target Audience

Identify your target demographic in terms of age, income, lifestyle, and dining preferences. Conduct surveys, focus groups, and interviews to gather insights into what will attract and resonate with your guests.

Evaluate Location Options

Location is a critical factor in the success of a restaurant. Analyze different locations based on foot traffic, accessibility, visibility, and proximity to competitors. Consider the demographics of the area to ensure they align with your target audience.

3. Business Planning: Laying the Foundation

A well-crafted business plan is essential for securing funding and guiding the execution of your restaurant concept. It should outline your strategy, financial projections, and operational plan.

Executive Summary

Provide a concise overview of your restaurant concept, including the vision statement, target market, and unique selling proposition (USP).

Market Analysis

Summarize your market research, including competitor analysis, target audience insights, and location evaluation.

Marketing Strategy

Detail how you plan to attract and retain customers. This includes branding, advertising, promotions, and social media strategies.

Operational Plan

Describe your restaurant’s daily operations, including staff roles and responsibilities, supplier relationships, and inventory management.

Financial Projections

Provide detailed financial projections, including startup costs, operating expenses, revenue forecasts, and break-even analysis. This section should also include funding requirements, and potential sources of financing.

4. Branding and Design: Creating an Identity

Your restaurant’s brand and design play a crucial role in attracting guests, and creating a memorable dining experience.

This step involves developing your brand identity, designing the physical space, and creating marketing materials.

Develop Your Brand Identity

Your brand identity includes your restaurant’s name, logo, color scheme, typography, and overall visual style. Ensure that it reflects your concept and appeals to your target audience.

Design the Interior and Exterior

Work with architects and interior designers to create a space that reflects your concept and enhances the dining experience.

Consider factors such as layout, seating arrangements, lighting, and décor. The exterior should be inviting and reflect the brand’s identity.

Create Marketing Materials

Develop a website, social media profiles, menus, and promotional materials that align with your brand. High-quality photography and compelling content are essential for attracting customers and creating a strong online presence.

5. Menu Development: Crafting Culinary Offerings

The menu is the heart of your restaurant concept. It should reflect your vision, appeal to your target audience, and be feasible to execute consistently.

Design a Balanced Menu

Create a menu that offers a variety of dishes that reflect your concept. Ensure a balance of flavors, textures, and price points.

Consider dietary restrictions and preferences to cater to a diverse customer base.

Cost and Pricing

Accurately cost each menu item to ensure profitability. Consider ingredient costs, portion sizes, and preparation time.

Set prices that reflect the value of your offerings while remaining competitive in the market.

Test and Refine

Conduct taste tests and gather feedback from potential guests, industry professionals, and staff. Use this feedback to refine your dishes and ensure they meet your quality standards.

6. Staffing and Training: Building Your Team

Your staff is a crucial component of your restaurant’s success. Hiring the right team and providing comprehensive training ensures a consistent and high-quality dining experience.

Hire Skilled Staff

Recruit chefs, servers, bartenders, and other staff who have the skills and experience needed to execute your concept. Look for individuals who are passionate about your vision and have a strong work ethic.

Develop Training Programs

Create comprehensive training programs that cover everything from food preparation and presentation to customer service and safety protocols. Regular training sessions and evaluations help maintain high standards.

Foster a Positive Culture

Encourage a positive and collaborative work environment. Recognize and reward outstanding performance, and address issues promptly to maintain morale and productivity.

7. Marketing and Promotion: Attracting Customers

Effective marketing and promotion are essential for attracting customers and building a loyal guest base. This involves both online and offline strategies to generate buzz and drive traffic.

Leverage Social Media

Use social media platforms to showcase your restaurant’s unique offerings, engage with potential customers, and build a community. Share high-quality photos, behind-the-scenes content, and promotions to attract and retain followers.

Collaborate with Influencers

Partner with local influencers and food bloggers to reach a wider audience. Inviting them to dine at your restaurant and share their experiences can generate valuable word-of-mouth promotion.

Host Events and Promotions

Organize events such as soft openings, tastings, and special promotions to generate excitement and attract customers.

Consider loyalty programs and discounts to encourage repeat visits.

Public Relations

Reach out to local media outlets and food critics to secure coverage of your restaurant. Positive reviews and features can significantly boost your visibility and credibility.

8. Execution: Bringing Your Concept to Life

The final step is the execution of your concept.

This involves managing the logistics of opening day, ensuring a smooth operation, and continually refining your approach based on feedback and performance.

Prepare for Opening Day

Ensure that all permits and licenses are in place, staff are trained, and inventory is stocked.

Conduct a soft opening to test your operations and make any necessary adjustments.

Monitor Operations

Regularly evaluate your restaurant’s performance, including customer feedback, financial metrics, and operational efficiency. Use this data to identify areas for improvement and implement changes as needed.

Stay Adaptable

The restaurant industry is dynamic, and trends can change quickly. Stay informed about industry developments and be willing to adapt your concept to meet evolving customer preferences and market conditions.

Conclusion

Restaurant concept development is a multifaceted process that requires careful planning, creativity, and execution.

Following these steps to guide your vision and transform it into a brick-and-mortar reality. Doing so will give you the strongest chance to create a restaurant that stands out in the market, and that delivers a memorable dining experience.

Remember, the key to success lies in a clear vision, thorough research, strategic planning, and a commitment to excellence.

Embrace the journey, learn from each step, and watch your restaurant concept come to life, delighting diners and making a lasting impact in the culinary world.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.