Advice | KRG Hospitality

KRG Hospitality president and principal consultant Doug Radkey on stage with his fellow panelists at Bar & Restaurant Expo Denver 2025

November 14, 2025by David Klemt David Klemt No Comments

The Real Cost of Business

The Real Cost of Business: What Independent Operators Must Do to Win

by Doug Radkey

On stage at BRE 2025 in Denver, Co.

We need to get much more comfortable having uncomfortable conversations about the reality of being a hospitality operator these days.

On a recent trip to Denver, I had the privilege of joining Ashley Bray, Chef Adrianne Calvo, and Lauren Barash on stage at The Hospitality Show and Bar & Restaurant Expo for a conversation that every operator needs to have.

The topic and panel title was “The Real Cost of Business: Economic Pressures & Policy Shocks for Independent Operators.”

This session wasn’t theory. It wasn’t sugar-coated optimism.

This session was raw, real, and filled with straight talk about what’s actually happening across the hospitality landscape right now.

And it was exactly the kind of conversation this industry needs more of, because let’s be honest: today’s operators aren’t just fighting one battle.

They’re fighting them all.

The Stacked Deck: What’s Hitting Operators Right Now

It’s no secret. Tariffs are up. Labor costs are up. Packaging and product costs are up. Rent is up.

And consumer spending? It’s currently on some shaky ground.

Margins continue to be thin for most operators, and while these operators are navigating inflation, interest rate hikes, and volatile supply chains, they’re also facing the human tolls: fatigue, burnout, and turnover at every level.

But here’s the thing: this industry is not broken. It may be bruised, and it may be tired. But it’s resilient.

The bigger problem? It’s too reactive. And reactivity is what often kills profitability.

Hospitality is built on anticipation, such as reading the room before the guest even realizes what they want. But too many owners have lost that skill.

Instead of leading, they fight fires. Rather than anticipate, they react.

To win in this era, you need a playbook supported by clarity, not chaos.

Back to the Fundamentals of Hospitality

Let’s start here, because it’s something I said on the panel. I’m going to keep saying it: Operators need to get back to the fundamentals of hospitality.

Hospitality is not a product, it’s a performance. It’s a feeling. Hospitality is how people are made to feel when they walk through your door.

This is a people-first business. This is a people-over-profits business.

That’s your anchor.

When operators start chasing trends instead of refining fundamentals, they lose sight of what this business is really about:connection.

The businesses that are navigating the challenges and winning right now aren’t necessarily the ones spending the most or cutting the deepest. They’re the ones doubling down on service, culture, and consistency.

Operators confronting today’s challenges successfully have strategic playbooks, onboarding systems, the right tech stack, SOPs, and leadership frameworks in place. Their well-developed systems turn daily operations into muscle memory.

That’s the foundation.

Lead with Strategy and Anticipation

One of the most powerful themes from our conversation was about mindset.

Operators who win in this climate are those who lead with strategy, not emotion.

They’re also the operators who anticipate challenges instead of just react to them.

It’s not strategic to wait for your accountant’s monthly report to tell you where you stand. By then, it’s too late.

You need to have real-time visibility into your numbers, your labor productivity, your inventory, and your guest behaviors.

That’s how you lead with anticipation rather than panic.

The right strategy doesn’t live on a whiteboard, it lives in your systems. It lives in your team meetings. It lives in the mindset you reinforce daily.

If your business only moves when you do, you don’t have a strategy, you have stress-induced operations.

Data is the New Cash

Here’s a truth that every operator should be repeating: Data is just as valuable as cash.

In a volatile market, your ability to make decisions quickly—based on evidence, not instinct—is your competitive edge.

You should know your key metrics at all times:

Guest frequency.
Average spend per guest.
Labor efficiency.
Food, beverage, and prime costs.
Revenue and profit per square foot.
Marketing conversion.

If you can’t track these easily, it’s time to upgrade your tech stack.

Technology shouldn’t stress you out, it should simplify your life. The tech you trust to help you run your business should help you see clearly.

It’s simple: When you understand your data, you control your business instead of being controlled by it.

Menus Built with Intention

Another powerful part of our discussion was about menus. During times of uncertainty, your menu is both your marketing strategy and your financial engine.

Here’s the shift: You need to develop your menu strategically. Focus on what sells, what tells your story, what aligns with your guest, and what aligns with your financial obligations.

Every menu item should have a purpose. Every ingredient should do double duty.

Have a menu of 12 to 15 items that are high-impact items.

Use storytelling to create perceived value. Guests don’t just buy what’s cheapest, they buy what feels meaningful to them.

That’s how you maintain profitability without discounting yourself into irrelevance.

As I said during the panel, “Focus on the guest experience first,” and “sales are a vanity metric. Profit tells your story.”

Perception of Value Without Discounts

Discounting can become a slippery slope. It’s a tactic that has closed more restaurants than it has saved.

You don’t need to lower your price to drive traffic or raise perceived value. Instead of discounting, you need to improve your storytelling.

Bundle thoughtfully. Offer curated experiences. Create tiered packages. Add personalization.

A guest who feels understood will spend more, and return more often.

Discounts train guests to expect less from you; experiences train them to expect more of you.

That’s the difference between a transactional business and a memorable brand.

Build Around People, Processes, and Profit

It always comes back to this: Your people, your processes, and your profit.

If any one of those three is off-balance, your business becomes fragile.

Strong operators know how to hire for values, not just skill. They know how to train through systems, not emotion. They know how to communicate relentlessly and delegate with trust.

That’s not “soft leadership,” that’s a non-negotiable to win in this industry.

It’s also the reason some independent operators are scaling to multiple venues while others are still trapped in the trenches. The old adage remains: Work on your business, not in it.

Culture: Your Ultimate Competitive Advantage

Labor is expensive. Recruiting is hard. Retention is harder.

But the best operators aren’t competing on wage alone, they’re competing on culture.

If your business doesn’t feel purposeful to your team, you’ll never build staff loyalty.

You need to make your staff experience more than a paycheck. Your staff experience is just as important as your guest experience.

Show them the vision. Create career paths. Celebrate wins. Encourage ownership thinking.

And here’s something I say often: You don’t need a “family.” You need a champion team; people who want to win together.

Create stay interviews, not just exit interviews. Find out why your team loves working for you, and document their feedback. Build engagement before burnout.

When people feel seen and supported, they become your greatest marketing engine. In fact, they become your brand ambassadors.

Leadership in a Time of Pressure

Leadership today requires a new kind of stamina.

Stop trying to control people; empower them. Don’t bark orders in the kitchen or on the floor; build alignment. In an age where stress levels are high and margins are thin, empathy is not weakness, it’s strategy.

The best leaders know when to listen, when to decide, and when to step aside. They know that delegation isn’t a loss of control, it’s the gaining of stabilization and scale.

If you want to build a high-performing culture, communication and accountability must be daily habits, not quarterly goals.

Clarity is the Currency of the Future

When you strip everything back—the data, the menus, the systems, the tech—what this conversation in Denver really came down to was one word: clarity.

Clarity around who you are, and what you offer. Clarity around your numbers, your guests, your team, and your future.

Without clarity, you drift. With it, you build momentum.

The operators who have clarity are playing offense.

They’re not waiting for the next trend, policy, or economic shift to tell them what to do. They’re already five moves ahead.

Intentionality in Every Decision

Another phrase highlighted during the panel was “being intentional.”

Intentionality is everything.

Every decision you make, from menu design to hiring to marketing, should serve a clear purpose.

Don’t do things because “that’s what everyone else does,” or “this is how we’ve always done it.” Those mindsets keeps you average.

You need to differentiate.

Every single touchpoint should feel deliberate. Each and every staff and guest interaction should reflect your values. Every operational decision should move you closer to your vision.

Operators who just chase volume lose vision; operators who chase clarity create longevity.

The Operator’s Wellness: You Matter Too

Here’s something I made sure to say on stage, and something I’ll keep repeating until it sticks:

You, as the operator, matter too.

You can’t lead effectively when you’re depleted, and you can’t make smart decisions when you’re burnt out. Make time for yourself.

The energy of an independent business starts with its owner and operator. If your energy is chaos, your team feels it. If your energy is grounded, they follow.

Hospitality demands everything from us, but it doesn’t have to take everything from you.

Remember, structure, boundaries, and recovery are leadership traits, not weaknesses.

From Chaos to Clarity

When you zoom out, the message from our session in Denver was simple:

The independent operators who continue to win move from chaos to clarity.

They have systems and strategy.

They anticipate rather than feel anxious.

Their costs are controlled, not cut.

They understand that technology isn’t replacing hospitality, it’s refining it.

Their numbers are balanced with narrative.

They know their financials before their accountant does.

They lead from clarity, not fear.

The 45-Minute Reality Check

We covered all of this, and more, in just 45 minutes. It was so impactful.

Because conversations like this aren’t just about sharing ideas, they’re about sparking a mindset shift across the industry.

This business is tough. It always has been.

However, when you step back, create structure, and move forward with intention, it becomes something incredible.

We’ve survived prohibition, recessions, and a global pandemic. We’ll survive this era too.

But not by chance, by design.

The Final Challenge

I’ll leave you with you with two questions. First, are you running your business from clarity, or from chaos?

Because the truth is, your numbers won’t lie. Your systems won’t lie. Your team won’t lie.

If you’re still chasing hours instead of strategy, still reacting instead of leading, still trying to outwork the problems instead of out-thinking them, you’re not ready for what’s coming next.

But if you’re ready to anticipate, adapt, and lead with clarity, then your future isn’t just secure, it’s scalable. The operators who build systems and culture today will be the ones setting the standard tomorrow.

The second question is, which type of operator will you be?

Image: KRG Hospitality

An AI-generated image of a sign onstage that reads "5-cent City"

May 7, 2025by David Klemt David Klemt No Comments

Travis Tober: Entertain Like You Mean It

Why Travis Tober Says to Toss the QR Codes and Entertain Like You Mean It

by David Klemt

This was a fun AI-generated image to create.

If you ever get the chance to hear Travis Tober speak, do it. You’ll leave with a notebook full of quotables, and strategic clarity.

You’ll get a much-needed reminder that the hospitality industry isn’t about perfection; it’s about presence.

[Side note: If you ever get to hear Tober speak on a panel with Nectaly Mendoza and/or Eric Castro, do whatever it takes to not miss that golden opportunity.]

Tober, the force behind 13 bars and restaurants across Texas (and now expanding into Chicago, Hawaii, and Florida), stood on stage and did what few multi-unit operators can do: He told the truth about scale, struggle, and how to actually make money in this business, while hopefully avoiding burnout.

He opened his first venue in 2017. Eight years and more than a dozen properties later, 2025 is the first year he’s been able to take off for a weekend. That alone tells you plenty.

The real insights, however, came from how he views operations, branding, and the guest experience. That is to say, not as a checklist, but as a form of entertainment.

“Guys, we’re in the entertainment business, not the bar business,” noted Tober after asking how many people in the room thought they were in the drinks business.

So, let’s start there.

Bartender at Heart, Operator by Design

Tober doesn’t pretend to be the best bartender in the room. In fact, he said half the people attending were probably better bartenders than he.

But, as he made clear, “I can tend bar better than you.”

What he meant was simple: he knows how to read the guest in front of him. Guest-facing hospitality pros, that’s the job. It’s not just pouring the drink, dropping food, and touching tables; it’s knowing when to be the party, and when to shut it down.

Tober trains his teams not just to serve, but to entertain.

I’ve enjoyed the privilege of attending several sessions and panels hosted by Tober. One point he made years ago has stood out to me ever since: He views recruitment and hiring, at least in part, like casting a film or TV show.

He wants the super-dialed-in bartender who’s almost too serious about their job. He wants the young gun who thinks they can tend bar better than anyone else, neophyte or world-traveled veteran. Tober himself often steps into the role of old-school bartender who can put that young gun in their place in a single shift.

The smartass, the surly lifer, everyone’s best friend, the bubbly and energetic one…he wants a full cast capable of entertaining the guests at any one of his bars.

That full cast, by the way, also means there’s a personality that appeals to (just about) any guest. This bartender and that guest aren’t connecting? Let another bartender step in, see if they can recover the guest experience, and turn around that guest’s visit.

Consistency, Not Complexity

At his Nickel City locations, a bartender in Fort Worth can walk into the Houston bar and get to work immediately; the bar stations are identical. That’s not just convenience, that’s operational intelligence and strategic clarity in action.

The same goes for the drinks: Tober tracks what sells across the portfolio. Every LTO gets tested. If a cocktail moves, it stays. If not, it goes. There are 250 drinks in the system, and the data tells him what hits.

“McDonald’s tastes like shit here [Las Vegas], and it tastes like shit in every other city. There’s a reason they’re the most-successful restaurant brand in the world.”

Consistency wins. Period.

And yet, consistency isn’t boring. His menus are a design language. He works with a designer who gets his colors, paper stock preferences, layout…everything. Every menu is a training tool for guests, and a brand story rolled into one. The goal is clarity, not clutter.

That’s why you won’t find a bloated 30-drink cocktail list at his spots. Eight to 12 is the sweet spot now, and it has been for several years. Give guests a clear path. Include some quality alcohol-free options (otherwise, you’re leaving money on the table).

When met with a guest uncertain about stepping outside of their beverage comfort zone, train your staff to redirect: “You might not like that, but you might like this.”

Paper Menus, With a Twist

Speaking of menus, Tober doesn’t mince words, nor would I ever expect him to pull his punch: “Fuck QR codes.”

He wants guests to feel something. Literally.

Tober wants guests to hold the menu in their hands. And why is that? Because he wants to hold the menu in his hands. And if he wants something specific from the bar experience, why wouldn’t he deliver it to his own guests?

However, Tober’s not a purist. In fact, he acknowledges that a paper menu with a QR code for large wine or spirits inventories could be the right blend of physical and digital. The key? Use tech to complement, not replace, the tactile experience.

Further, not everything has to be on the menu. Discovery is part of the magic of any guest experience. So, you and your team need be in the habit of asking the right questions, offering the right off-menu item that will resonate with a guest and convert them to a regular.

Let the guest feel like they just unlocked something special. Do that, and they’ll want friends and family to experience the same thing.

Make Money, Not Passion Projects

This might’ve been one of his most grounded takes of the day: “I want to make money. I want to make sure my people are making money, I’m making money, my investors are making money.”

There’s room for passion, but it better be profitable. Tober recounted a conversation with a bar owner who’d never taken inventory. Eight years of running a bar…and no inventory or costing system in place.

That’s not just risky—that’s irresponsible. And let’s be clear: That irresponsible approach to operations, if it can be deemed an approach, affects more than just the bottom line. People’s jobs are at risk when an operator doesn’t put in the work to learn and nail the fundamentals. The community will be worse off if a third place with the potential to bring people together has to close due to incompetence.

If you don’t know what your drinks cost, you don’t know what you’re making. And if your team doesn’t know how to negotiate with suppliers or ask for items that are perfect for traffic-boosting, revenue-generating LTOs, like closeout wines, you’re leaving thousands on the table.

Your Menu Is Your Mission

Tober said it best, so I won’t even try to paraphrase him: “That menu is your whole journey.”

He wants a diverse menu for a diverse crowd. The business professional, the ironworker, the sorority girl, the guest with just $20 in their pocket, all should feel comfortable, respected, and relevant when gathering at and enjoying the same bar.

While that’s building a brand and vibe, it’s also smart business: curated chaos, energy, memorable stories, and, yes, entertainment.

Final Pour

Tober didn’t get here by accident. He got here by obsessing over the stuff that many owners ignore: station layout, menu flow, vendor strategy, staff training, drink tracking, and yes, whether or not the paper stock feels right.

Further, one of the things I admire about Tober the most is his dedication to knowing his numbers. He’ll readily admit that he’s loud, and can come across as a bar owner who’s just in it for a fun time. Honestly, I think just about anyone would want to have a beer and a shot with Tober.

And while, yes, Tober knows how to have fun, and sometimes he’ll share his opinions loudly, he’ll also probably run circles around the average bartender. Most importantly, he doesn’t just know his business intimately, he knows the business inside and out.

I’ve said it before and I’ll say it again now: If I didn’t believe Tober’s approach to operations was one to emulate, or that it didn’t align with ours at KRG Hospitality, I wouldn’t share what I learned after attending one of his education sessions. In fact, I wouldn’t even attend in the first place.

If there’s one takeaway from his session, it’s this: Run your bar like a business. Even better, run it like an entertainment business.

Make your bar look like a fully realized brand, and make it feel like a show. You’re not just serving drinks, you’re entertaining and producing experiences.

And maybe, just maybe, you’ll attain a goal we at KRG Hospitality aim for all of our clients to achieve: taking an entire week off work.

Image: Canva

A classic, vintage microphone on top of a worn-in bar, next to a laptop

January 28, 2025by David Klemt David Klemt No Comments

Top 10 Bar Hacks Episodes of 2024

Top 10 Bar Hacks Episodes of 2024

by David Klemt

AI-generated image.

Bar Hacks has come a long way over the course of nearly five years and 130 episodes, including adding a new format toward the end of last year.

As we move forward, we’re taking a moment to look back at last year’s top ten episodes of Bar Hacks.

As with our other two KRG Hospitality-produced podcasts, Hospitality Reinvented and Turn this Way, the purpose of Bar Hacks has always been helping operators and hospitality professionals.

The original format focuses on sharing the stories of, and advice from, professionals throughout the industry: successful operators, brand founders and owners, chefs, bartenders, designers, brand ambassadors, and more. We encourage people to think differently, innovate in hospitality, and stay up to date about new ideas, new products, trends, and techniques.

ReFire‘s mission is similar in that I, along with my co-host Bradley Knebel of Empowered Hospitality, want listeners to think differently, and innovate while working on the fundamentals. On ReFire episodes, we analyze two to three real-life hospitality situations, and provide our thoughts on each matter.

Episode one kicked off ReFire by looking at second chances, onboarding, and pranking team members. On episode two, we talk about F&B influencers, reservation systems, and “firing” guests.

We’re excited to see where both formats go this year. This year is off to a great start, featuring conversations with designer Nancy Kuemper, and the founder of ITALICUS, SAVOIA, and ItalSpirits, Giuseppe Gallo. And Bradley and I have some awesome conversations coming up on ReFire.

Thank you for listening. Your support is humbling, and means everything to us. And, as always, thank you to our incredible guests for taking the time to chat with us. Cheers!

Bar Hacks Top 10: 2024

Episode 109 with Colin Asare-Appiah

Happy new year, and welcome to 2024! We wanted to kick off season five of the Bar Hacks podcast with an amazing guest.

Host David Klemt had the opportunity to chat with Colin Asare-Appiah, an industry icon he’s wanted to talk to for many years. Colin is Bacardí’s trade director of multiculture and lifestyle, and the brand’s LGBTQIA+ advocate. Not only does he spread the message of diversity, equity, and inclusion, he believes (as does KRG Hospitality and Bar Hacks) that diversity is necessary for our industry to thrive.

In this episode you’ll learn about Colin’s journey through hospitality, which includes saying he’d never be a bartender to becoming a bartender and creating a bartending school; his thoughts on what makes a successful operator and team; cocktail and spirits trends for 2024; the AJABU cocktail festival coming to South Africa in March of this year, spearheaded by Colin and his partner Mark Talbot Holmes; and more. Cheers!

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Episode 110 with James Grant

James Grant, World Class Global Bartender of the Year 2021 and Canada’s 100 Best Bartender of the Year 2022, stops into the Bar Hacks podcast!

As the director of mixology at the Fairmont Royal York in Toronto, Ontario, Canada, James oversees three distinct concepts: CLOCKWORK, REIGN, and The Library Bar. As he explains, this role is quite a step up from bartending at and managing an 18-seat speakeasy in Edmonton, Alberta.

On this episode, James talks about his journey through hospitality to his current role; his approach to developing the Fairmont Royal York’s cocktail programs; tips for speakeasy operators; advice for new operators; what it means to have The Library Bar recognized by World’s 50 Best Bars; and more. Cheers!

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Apple Podcasts

Episode 111 with Michael Tipps

It has taken a while but it has finally happened! Michael Tipps, friend of KRG Hospitality and podcast host David Klemt, dropped by Bar Hacks.

The two kick this episode off by discussing the 2024 Bar & Restaurant Expo. Both Tipps and KRG Hospitality president Doug Radkey are speaking at this year’s show. In fact, they’re teaching back to back during a bootcamp on Monday, March 18. After the bootcamp, Tipps is presenting a workshop titled “Elevated Guest Experiences.”

Tipps also gives his thoughts on the state of the industry and consulting; speaks about creating cool concepts; makes a big announcement; and more. Cheers!

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Apple Podcasts

Episode 113 with Emma Sleight

Sponsored by Perrier, North America’s 50 Best Bars is returning to San Miguel de Allende, Mexico, on April 23. The 2024 ceremony represents the third edition of North America’s 50 Best Bars.

And who better to share details about the upcoming ranking than Emma Sleight, Head of Content: Bars & Hotels for World’s 50 Best? Emma dropped by the Bar Hacks podcast to talk about the 2024 ceremony, the Voting Academy, special awards, and more. In fact, listeners will get to learn a bit about Emma herself, including her being a sommelier and Associate of Cheese.

We’re looking forward to this year’s list! Be sure to stream the ceremony on YouTube or Facebook if you won’t be attending in person. Cheers!

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Apple Podcasts

Episode 114 with Anne Becerra

The fantastic Anne Becerra returns to the Bar Hacks podcast! Anne is also returning to the Food & Wine Classic in Aspen, Colorado, this year. That incredible event takes place from June 14 to June 16.

In addition to talking about the Food & Wine Classic, Anne and Bar Hacks host David Klemt chat about beer styles to check out and put on your menu now; service and turning non-beer drinkers on to beer; a few brewers you should have on your radar; whether 2024 is (finally) the Year of Lager; and more. Cheers!

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Apple Podcasts

Episode 117 with Pete Flores

We love a savvy operator here at Bar Hacks and KRG Hospitality. Juan Please Drink Company co-founder Pete Flores certainly falls into that category.

For several years, Flores was sure someone would bring a simple-but-delicious drink to the RTD space: lemonade and tea with a tequila base. Yet, that prediction never did come to pass. So, as Flores says, realizing that door was open, he stepped through it with a small team and brought the TLT (tequila, lemonade, tea) to market under the Juan Please Drink Company portfolio.

During this conversation you’ll learn about Flores’ experience in the hospitality world, how his vision for an RTD became reality, the challenges he and the team have faced and overcome, plans for future expressions, and much more. Cheers!

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Apple Podcasts

Episode 119 with Matthias Ingelmann

We’re excited to welcome Matthias Ingelmann, bars manager at KOL Mezcaleria in London, back to the Bar Hacks podcast! We first spoke to Matthias on episode 106, mostly about KOL, one of the World’s 50 Best Restaurants, and his role as the bars manager. This time, however, we’re learning about mezcal.

Matthias breaks down styles of mezcal, regions (including the fact that mezcal is made in countries other than Mexico), and producers. He also dispels a number of myths and misconceptions, shares his approach to introducing guests to mezcal (and sotol and raicilla), and suggests food pairings. Of course, there’s so much more, so make sure to give this episode a listen. Cheers!

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Apple Podcasts

Episode 121 with Marybeth Shaw

Marybeth Shaw is the chief creative officer at Wolf-Gordon, an American design company that provides wallcoverings, wall protection, upholstery, paint, and more. Shaw has achieved an MBA from NYU Stern, an M. Arch. from the Ecole d’Architecture de Paris-Belleville, an MCP from MIT, and, most recently, an MBA. Further, she earned the HiP Award for Creative Direction from Interior Design in 2017, and serves on the Board of the Wallcoverings Association.

For the past couple of years, Shaw has curated intriguing design installations for HD Expo, held in Las Vegas. It was the first installation, HI > AI, that grabbed Bar Hacks host David Klemt’s attention. Since then, he has wanted to have her stop by the podcast. Finally, the two made that happen!

Shaw stops by the discuss wallcoverings, wall protection, sustainability, finding and nurturing the careers of designers, her own journey through the worlds of hospitality and commercial design, design trends (some that she’d like see go away), and much more. Cheers!

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Apple Podcasts

Episode 123 with Roger Thomas

Real Las Vegas royalty stopped by the Bar Hacks podcast! That’s not hyperbole: Roger Thomas truly changed the face of Las Vegas and how people approaching gaming around the world over his 40-year career.

While Roger has made “cameo” appearances on projects for clients here and there, he really worked for a single client, building the Mirage, the Bellagio, and Wynn and Encore resorts and casinos in multiple markets across the globe.

During this conversation, Roger shares how he got his start in interior design in hospitality, his approach to luxury design, how he has mentored other designers, some of his favorite design features, his new book Resort Style: Spaces of Celebration, tips for hiring and working with interior designers, why designers flock to Las Vegas, and so much more. Cheers!

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Apple Podcasts

Episode 124 with Laura Louise Green

Psychotherapist, soon-to-be organizational psychologist, and former bartender Laura Louise Green drops by the Bar Hacks podcast to talk about a very important topic: burnout.

The hospitality industry has been taking strides to address many of the challenges that affect hospitality professionals’ physical, mental, and emotional health. Burnout is one of the many dangerous issues we all face, yet we don’t always acknowledge.

Among other important conversations we need to have that are long overdue, Green has been taking on burnout head-on. On this episode, she defines burnout, shares symptoms, explains the truth and myths about burnout, offers some ways to heal from it, and much more.

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Apple Podcasts

Image: Canva

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December 19, 2024by David Klemt David Klemt No Comments

Bar Hacks: ReFire: Episode 1, Part 2

Bar Hacks: ReFire: Episode 1, Part 2

by David Klemt

The second of three real-life hospitality scenarios discussed on the new Bar Hacks: ReFire podcast deals with onboarding.

More explicitly, I, along with cohost Bradley Knebel, client services director at Empowered Hospitality, look at a situation involving onboarding, training, leadership, culture, and potential imposter syndrome.

Our goal with every episode of ReFire is for listeners to gain valuable insights into bar, restaurant, and hotel operations.

Whether you’re a bar owner, manager, or aspiring hospitality professional, these episodes of Bar Hacks offer a wealth of knowledge and strategies to navigate the challenges of running a successful bar or restaurant.

Below, a transcript of the second part of the first episode of Bar Hacks: ReFire. For the lightly edited transcript of the first situation we addressed, click here. Bradley and I jump into each scenario cold (for the most part), so the tone is conversational rather than formal. In other words, they sound better than they read.

Cheers!

The ReFire Format

David: So, for the audience, what happened is, I sifted through… I’m basically going through online—there’s subreddits that, basically, everybody knows there’s a subreddit for everything. Good or bad, there’s a subreddit for it. Servers have a subreddit. Bartenders, chefs, bar owners, restaurant owners, hotel owners… I mean, they all have subreddits. And then there’s just, you know, forums all over the internet. You can find pretty much any topic. And so, I’m kind of sifting through these for real-world situations. And the caveat there is we’re gonna take these at face value, for the most part. Unless someone is like, “I’m just kidding,” like, “I got you all like in the comments…”

But we’re going to accept that these are really happening, because anyone in the industry knows if you’ve been in there, you know, for a few years, everything happens in this industry. So, a lot of this stuff is believable, even as outlandish as it might sound. The only thing I’m going to do, really, and Bradley’s going to do when we bring these topics up, is we’re not going to read them verbatim. We’re going to summarize. And the reason for this is I don’t want people to get doxxed. I don’t want them to, you know, get review bombed because someone decided, “I’m going to side with the server on this and let’s review bomb this operator.” You know, things like that.

So, we’re trying to be general but still get to the crux of the situation, and I’m sure they’ll get more specific as we go. I chose three to start with; hopefully, we get to all three. If we have a great conversation on, like, the first one or two, we’ll save the third one, or you know, however it works, for the next one. But that’s how this is gonna work. I’m sure it’ll evolve, ‘cause I’m not, like, a strict, like, “Oh, this is how it’s going to be” ‘cause it’s quote-unquote “my podcast,” because I’m not like that. We’re going to have fun with this.

Situation 2: Imposter Syndrome and Onboarding

David: So, situation two. This bartender, the way they phrased it, I don’t think they ever did a year straight with one employer. And I’m not saying that’s a bad thing. Like, it’s like you just said, it’s a transient business.

Bradley: Transient.

David: The experience they had was, I’m gonna go with, like, “high-volume,” but you know, it’s a college bar, a dive bar, which I… Apologies to Travis Tober, he does not like that term. He likes “neighborhood bar,” and I agree.

Bradley: I also could have felt like something like an Olive Garden or an Applebee’s, especially because they talk about how many steps there are.

David: Good point. It could be a neighborhood chain restaurant, and they’re behind the bar. That’s absolutely possible. It’s not the Baccarat Bar, we’ll just put it that way, where their experience came from.

They got hired by a more upscale, higher-end venue. They were given one training shift. And from what I could determine, the cocktails routinely had a minimum of six ingredients. So, lots of steps, and yet it was still high-volume because it was a popular bar.

So, it’s high-volume with a lot of steps, which.. That was cool, you know, call it a dozen years ago, 15, when, like, “Wow, I’m gonna wait ten minutes for this cocktail ’cause it’s supposed to be awesome.” Where now people are like, “I don’t care if it’s 30 ingredients, I want this thing in three seconds ’cause I’m not standing here, and your team is supposed to be high volume.”

So, they got the one training shift—that was it. And the ownership and leadership team appears to like to sit at the bar. And I don’t know if this is when they’re working; that wasn’t made clear. But the person feels they’re being scrutinized. They have questions. It sounds like they asked a question, at least one question, and got a very, in their opinion, terse and impatient reply. They now perceive this culture as they do not have patience for questions. “I have to just know my job. I’ve got to get these cocktails down. I have to be perfect.”

And I’ll kick this off by saying it is possible this person is just so in their head because it’s imposter syndrome, and they got one training shift, and now they, because it’s one training shift, are in their head, saying, “I have to be perfect now; I had my training shift. I can’t ask questions because I’m going to get fired or they’re going to give me less shifts because I don’t know, quote-unquote what I’m doing.”

So, it’s possible that just they’re not confident because they’re in their own head. However, that still had to come from somewhere. So, I do believe someone maybe—and I don’t even know—they gave him a short answer or a bit of a terse reaction because they’re just, maybe they’re having a bad day or they weren’t even thinking. They just threw an answer out and to them it’s not a big deal. It wasn’t a, a short or curt answer because that’s not how they meant it. They’re just like, “Yeah, you just do this,” and they walked away.

So, I think we both agree though that this does sound like we’re rubbing up on a culture issue, within the business. But they weren’t even trying to throw the ownership under the bus. They were just like, “Do I quit this job and go for something I’m more used to, or do I stick it out because this is more money?” It’s a higher-end venue, the tips are better. And I mean, the general consensus appeared to be like, “No, you stick it out. You can figure this out.” It’s bartending: If you did high-volume in an easy call bar, that’s still brutal. If you run a high-volume college bar, you’re getting destroyed. So, you should be used to it.

Just One Training Shift?!

Bradley: If it’s just Vodka Sodas all night, with splash of cranberry, or making, yeah, or you’re making, like, Death & Co. drinks to bring Dave back into the conversation, you know, bartending is hard. And, you know, there’s a reason that most volume bartenders, usually the higher volume the bar, the less touches there are. The less, kind of, ingredients per cocktail, right? It’s built for speed and efficiency.

So, I agree with you that this sounds a little bit like this person may be in their head a little bit, and maybe second-guessing themselves, or needing to build their confidence. But there’s a lot of things about this case that I think a lot of people can learn from. And the biggest flag to me is if this is an upscale cocktail bar, and if their signature ingredients have six- to eight-plus steps, which, first off, like, combine some of those into a cheater bottle or something. Like, come on, that’s crazy. But even if all of that is true, one training shift is absolutely not… Like, that, to me, is a huge flag. If I came into a bar, no matter if I’d been bartending for six months or six years, if I walked into a new space and they said, “Great, you get one shift, and now you’re on service bar,” like, that just is not a recipe for success, you know? And so, the reason that you and I kept talking about this being a cultural piece almost more than a training piece is, why is there only one training shift?

Are they just churning through people so fast that they literally just have to be live instantly because the owners are sitting at the bar constantly critiquing everybody? And are their cocktails built for their concept? And I think that is a big issue. If you have that many steps in your cocktails, but you have 150 covers in your space, like, there’s no way that those two things are going to meet. Even if you have 30 covers in your space, there’s no way that those two things are going to meet.

If it’s a purely cocktail bar where people are supposed to be coming in, and getting a bunch of different cocktails, and ordering something different every time. And so for me, from the employee standpoint, there are a few things that I would question, and I take issue with. Well, is this place set up to support me? You know, it’s funny because the last question, we talked all about the employer standpoint, right? Like, the employer standpoint against the employee. But it is a relationship. And it is, when we talk about interviewing a lot, right, that interviewing needs to be a dialogue. It isn’t just me asking you questions, you answering questions, and then “boom,” question two. It needs to be a dialogue.

And I think employment is a dialogue, right? You’re giving just as much to your employer as they should be giving to you. And that is in training, that is in culture. And so, how are they supporting you and your growth? And it sounds like here that they’re not, from a technical standpoint. And, like, I think it’s what probably most of the people on the thread were saying is, you can learn anything. You can learn all these cocktails.

Three Months

Bradley: Like, this is going to sound really dumb, but when I first started bartending, ’cause I am a virgo and a perfectionist and a Millennial, so, like, all those things just combined into a terrible mixture. But the first time I started bartending, I literally sat home. I didn’t have any pour spouts. So, I may or may not have borrowed them from work—I’m sorry, boss, I’m telling you this 20 years later—and put them into empty wine bottles. And I just practiced, because we also had to do counts instead of jiggering. And so I was just practicing until I figured out how it all kind of worked together.

And then the next thing is, you know, I tell people this all the time, that it takes three months just to figure out what your job is, and how to be good at it. Not to be good at it, just how to be. There’s different cultures, there’s different steps, there’s different people you’re dealing with.

How do I show up on time? What is my uniform? How do I get it cleaned? Where is everything set? What is my opening side work? When is lineup? Who are the regular guests? What do people usually order? What am I recommending? There are so many pieces of a job, especially in the dining sector, that come together that it takes you three months just to figure out. “Okay, what am I actually doing? How do I actually do it? What does success look like? What is my team here? And are they supportive or not supportive? And who can I lean on? And then also how do I get better?”

And then it takes another three months to get better. Whenever I’ve promoted a server assistant to a server, a server to a sommelier or a captain, you know, prep cook to a line cook, like, garde manger to, like, flat top, or if they’re looking, working on a grill. No matter what your promotion is, and actually the biggest one is from line level into management, right? So, like, going from a server or bartender into a manager for the first time is, give yourself some grace. It takes three months just to figure out what the heck is going on. Like, who’s here, who are the players, what am I doing, what’s important, how often do things rotate, how much do I really need to know these things? And that takes you another three months just to build that skill set. And so, if you’re working for an employer that gives you one training shift and then is critiquing you for not being perfect right off the bat, to me, that’s less of a flag of you not being a skilled bartender and more of a flag of this is maybe not a place that’s going to be supportive for knowing that the restaurant industry is so transient.

And the restaurant industry is a lot of times almost like the gig economy. Before that became my thing, it was the pre-gig economy. Are they going to be there to really help your growth, and as things change, and as you either get another bartending job—because very few bartenders have one job, they tend to have two or three. So, if you get another job, if you are in school, if you’re an actor or in some sort of artistic discipline and are going to need to go on show, how supportive are they going to be in view of that lifestyle? Or if you’re a dedicated bartender full-time, then this doesn’t sound like a bar that’s going to dedicate timing to you to grow.

So, my biggest pushback to this employee is, hey, get out of your head. You’re not going to be perfect. Like, you have to learn it. But is this a place that’s going to support you, or is it time to look somewhere else? Because I’ll tell you one thing—going to the last one (the first story of this episode). So, we’re in a talent shortage, still there. There is a plethora of jobs out there. And talk about the one job that’s almost most in demand on the front of house side, it’s bartenders. Bartenders who have done it for six months. When I was bartending and when I was hiring bartenders, especially pre-pandemic, if you didn’t have bartending on your resume for two years you wouldn’t get an interview. Now, if you’ve had bartending on there for three months, great, let’s go in. I’m going to ask you what a Cosmo is, and if you can answer, that’s question one, check. Different game.

Leadership Sitting at the Bar

David: And my one of my flags was: Why is management or leadership, if they’re sitting at the bar, I’m blown away by that. Like, what are you doing?

Bradley: That’s, that’s a revenue-generating spot. Yeah.

David: You just decided to voluntarily give up money. I don’t understand that. Like, what are you doing? And then do you micromanage everybody, or is it the bar team? And again, it’s perception. Like, did this person, every time they happen to look up because they’re not confident in themselves, perhaps do they think they’re being stared at by this team that’s not even looking at them? They just re looking around, like, “Hey, you need to touch that guest. That’s a VIP; we should go say hi. Those people look new, look like they’re having a blast. Let’s go introduce ourselves.”

We don’t know exactly what that was, but if you are micromanaging, I have a big issue with that because no one performs well under that kind of pressure, really. I mean, maybe a 20-year veteran bartender who’s like, “Yeah, you can micromanage me all you want, I don’t care. I’m gonna get this done, get my tips, and get out of here. Like, watch me all you want. I’m not doing anything, so go for it.”

But I do wonder… I mean, I don’t want, I don’t ever wanna see leadership or management lean against the bar, even a little. And sitting at the bar when they’re working, like, that’s not okay with me at all. I mean, yeah, you check in with the bar team, but you can do that from the side of the bar, you can go behind the bar, but to sit there… And now guests are like, “Why? Is this person, is this bartender not doing the right thing?” It just, it leads to a lot of questions either from the guest side, which you definitely don’t want, and from the team side, like, “Wow, this team, the leadership team, doesn’t trust me. And I (ostensibly) did nothing wrong, and they just are watching me like a hawk. Like, did I do something wrong?”

Like, it’s just, to me, it’s just too many questions. And I know there are people who, they’re micromanagers, but then maybe they need to be moved or spoken to or something. You just can’t do it that way anymore. It just doesn’t, it doesn’t work. And if you, if you are behaving that way, then why’d you hire this person? If you’re just going to watch them like that, then they shouldn’t have been hired or you’re in the wrong position, to be honest. Like, maybe you shouldn’t be a manager. Like, sorry, but that could be.

Coaching, Holding People Accountable, and Setting Standards

Bradley: I think there’s a big difference between coaching, holding people accountable, and setting standards versus micromanagement, right?

David: Absoutely.

Bradley: I think a lot of that—I mean, there’s a lot of very, I mean, specific differences—but I think it really comes from, are you doing it for the employee’s benefit, or are you doing it to control the output? Right?

So, you are never going to be able to replicate yourself. And this idea of people saying, “I need to find somebody who’s just like me, who’s going to do this just like I’m going to do so I don’t have to manage them,” is a fallacy. That’s not true.

It’s all about building standards, building practices, and holding people accountable, and coaching them in the moment, but not doing it through fear or doing it through anxiety. Because what does that do with somebody being watched, but they’re being watched with a knownn critical eye? Like, if somebody’s just being watched and, like observed, that’s one thing. If somebody’s being watched and observed where they know that they’re being nitpicked and critiqued, they’re going to fumble.

Think about it: No matter how confident you are, somebody comes in and says, “I’m going to rate you today.” The nerves happen. I mean, to use the Tokyo Olympics, like Simone Biles, even people at the highest caliber can get nervous when they know they’re being watched, and they know they’re being critiqued. And so, that has a whole separate issue. I just watched that documentary. But it really shows that we as human beings, we want to know our boundaries, we want to know what success looks like. We want to be helped and given the tools to achieve success. But if you’re just constantly nitpicking and aren’t, like, really helping me get there, then you’re just creating moments for me to have anxiety and get stressed. It’s just going to make me perform worse instead of better.

David: I did an assessment not long ago. Flew in, get there, and rumors already started like, I’m there to fire people. And that’s not what I… You’d have to, like, punch me in the face for me to be like, “You need to fire this person.” Like, that’s not what I’m there for. And turned out they had a platform they were using, and the bar team was really, they weren’t all outgoing [toward me]. When I was just trying to just talk and see what their guest service is like. How chatty they were. Just kind of watch them a little bit.

And the one bartender was like, “Oh, you’re from this company, right? You’re here to test us, right?” And I was like, “Do you want me to test you?” Like, what would I be testing on, cocktail builds? I’m like, “No, that’s not why. I don’t work for that company, and that’s not why I’m here. But if you want me to test you, I will.” And, then I got him to calm down, and he then totally relaxed. The rest of the bar team relaxed. So, yeah, if they even have an inkling that someone is in there to evaluate them, that’s a lot of pressure. I feel the same. I feel the same way when the client is watching me assess their team… They’re like, “Well, why is he watching that? Like, what does he see? Like, I feel pressure a little bit. I don’t want to screw up an assessment. Like, I don’t want to interpret this wrong. Yeah, it’s just pressure that you don’t need to put on someone.

Is There Even an Onboarding Process?

David: And also, before we on to the next one, it does make me think that there isn’t a onboarding process. And if there is, you have a training shift, and then now you’re a bartender. It’s like, okay, but if you’re micromanaging, I really don’t think that you have an onboarding process. Because if you did, you would trust the process, and let these people assimilate and get in their own grooves.

They’re not gonna work exactly how you expect them to. They’re bartenders, servers, whatever; they have their experience. They do what they’re gonna do behind the bar. They hold jiggers differently. They sometimes build cocktails a little bit differently. It just happens. So, I just don’t think that you actually have onboarding, and I definitely think, “Do you have manuals? Really?”If you are going to sit there and stare somebody down while they do their job that kind of brought that red flag where I don’t think there’s onboarding.

Bradley: I absolutely agree that there’s none. And I also have to wonder about people in that sort of environment. Because we’re kind of leaning towards we think that this is a pretty, maybe, aggressive micromanaging environment, which I think it is. At least, the person who wrote this thinks it is. But in those environments, too, the staff tends to band together a little bit, for better or for worse. And so I also wonder if he’s reached out to other bartenders. It’s like, “Hey, can you help me get this cocktail? I can’t figure it out.” Or, “How did you get faster at this?” Because, especially if it’s a tip pool, and whether tip pools exist in the restaurants at large or not, a lot of them in New York City do, but most bars are pooled in general just because it’s easier. And so, it incentivizes every other bartender to want you to be just as fast as they are. And so, is either this person too nervous to ask another bartender for help, or does the bar in general have a culture of just, kind of, like, sink or swim? Which, my very first server shift in my entire life was a sink-or-swin shift, and I had never served ever before. And I’ll tell you that that was a terrifying and terrible experience. Apparently I did okay, but it felt shitty the whole time.

So, culture starts the very first day. Culture starts, actually, during the interview process. And so, this employee doesn’t feel like they were set up for success. If they were set up for success, then they’re not the right fit for the company culture, where they just aren’t the right fit for what this bar is trying to do. But it also sounds like the owners, and/or management, and/or leadership could use a little bit of a, “Hey, you have to trust the team. You have to trust the process.”

“If you can’t trust the team, it’s the process that’s wrong.”

If you can’t trust the team, it’s the process that’s wrong. The training process is wrong. Your coaching and standards process is wrong. Your communication of systems is wrong, or you don’t have any. Also, again, there should never be a cocktail—and you, some people, will disagree with me, but then you can charge $50 for them—there shouldn’t be a cocktail that has that many steps to create. Especially if high-volume has anything to do with the bar concept.

David: Yep. There’s a bartender, bar owner out here in Vegas. They don’t like all the steps for a Sour, and they have developed a technique to remove one to two steps, make it that much faster. Their whole team knows it; anyone who’s working behind the bar there knows this technique. So, yeah, adding steps is… I have zero problem with keg cocktails. I think people for some reason think they’re hilarious. I mean, look at all the pour walls. People are like, “I’m gonna come to this bar and restaurant, and put money on a card to serve myself drinks.” Like, people like this kind of stuff. So, you can take steps out. Like you said, if you can can make housemade ingredients that much faster, then those are the right steps to take. And I’m sure the bar team would be like, “Yeah, we can do this if you’ll let us do it.”

Bradley: We had a rule that a drink on our menu should never have more than three touches. Right? You have the base spirit, you have one juice, and, you know, it was always, like, the combining of other ingredients, and then either one more or a bitters or something. Maybe you had four touches at the most. But you’re not sitting there trying to like reinvent the wheel every single time. If you always have a one-to-two ratio of a ginger syrup to some other juice, then just put it in a cheater, just put it in a bar bottle, and just have that two-to-one ratio because also you know it’s already measured, right? And so, prep, absolutely, just in the kitchen and in the bar, is the best recipe for success.

Going way off tangent for this topic, but it sounds like very little process exists here, right? There’s no onboarding process, there’s no training process. It seems like there might not be a good feedback process or coaching process. There’s definitely no bar process that I think is really setting the team up for success. Or this person is just so under-qualified and over-exaggerated that they came in and just, essentially, they’re like, “Oh, you’ve got this. You can do this in your sleep,” right? And then left. So, there’s something weird happening here. But I definitely think that it’s a mismatch between employer and employee.

“It’s all solvable.”

David: Yeah. And we’re not trying to roast the owner because we don’t know how much of this is true. Again, like I said in the beginning, we are taking these at face value, just as learning opportunities, really. So, it’s not like we’re like, “Oh yeah, this operator is terrible.” There does seem to be…there’s an issue. And again, the issue could literally just be this person is convinced they faked their way into this job ,and now it’s coming home to roost. And they have zero confidence because they’re trying to mask that: “Man, I probably don’t belong here.”

Which, again, I think is silly if you can learn this. And again, like, to your point, is the bar team cool enough to be like, “Hey, this impacts all of us. It impacts the servers. If this bar is slow and our drinks are slow, like, we all need to be…we can help you improve this.” Like, “Let’s do this.” And they obviously saw something in this person to hire them. I’m hoping it wasn’t just “here’s a body” if it’s a more upscale, higher-end spot.

So, that should tell them, hey, you got the job—nice. Gotta keep it. And you’ve done high-volume, most likely. If you worked in a college bar or a neighborhood bar, you’ve probably done volume. So, now it’s steps. It does suck: There are at least six ingredients in some of these signatures. Hopefully, there’s also, you know, people drinking G&Ts and Jack & Coke, and not a big deal. But this isn’t something that can’t be solved. And it’s either on the process side and leadership side, or it’s—

Bradley: Or it’s imposter syndrome.

David: Yeah, exactly. So, it’s just, what is the actual issue? It’s all solvable, is the great part of that one.

Note: Transcript provided by Eddy by Headliner, edited by author for clarity.

Image: Canva

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December 13, 2024by David Klemt David Klemt No Comments

Bar Hacks: ReFire: Episode 1, Part 1

Bar Hacks: ReFire: Episode 1, Part 1

by David Klemt

In the latest episode of the Bar Hacks podcast, I introduce an innovative format called Bar Hacks: Refire, tackling real-world hospitality scenarios.

Joined by Bradley Knebel, client services director at Empowered Hospitality, the first episode offers a fresh perspective on managing bar and restaurant challenges.

The discussion kicks off with a focus on staff management, addressing the question of rehiring former employees. What may seem like a simple question proves to be anything but when Bradley and I break down the interplay of labor shortages, cultural fit within a team, and other key elements.

Our goal, as it will be with every episode of ReFire, is for listeners to gain valuable insights into the decision-making process behind giving second chances, and the impact of such decisions on team dynamics.

Whether you’re a bar owner, manager, or aspiring hospitality professional, this episode offers a wealth of knowledge and strategies to navigate the challenges of running a successful bar or restaurant.

Below, a transcript of the first part of the first episode of Bar Hacks: ReFire. Bradley and I jump into each scenario cold (for the most part), so the tone is conversational rather than formal. Cheers!

Transcript: Bar Hacks: ReFire: Episode One

David: Hey, welcome back to the Bar Hacks podcast… We’re gonna try something a little different today with the format, and I’m kind of playing around with it. I think I’m gonna call it Bar Hacks: ReFire because we’re giving people a second bite of the apple for a situation that maybe we read about that we don’t agree with, or that we can study and kind of revisit as a way to give some advice.

But my guest today is Bradley Knebel. He is the client services director at Empowered Hospitality. He worked for, I wanna say a decade, for Danny Meyer’s Union Square Hospitality Group until a couple years ago. He was the GM of Tatiana, and he helped bring that restaurant to, I believe, a three-star review in The New York Times. It has also been recognized as the number one restaurant in New York City during its tenure. And we met at this year’s Flyover Conference, me and Bradley, and we were hanging out with the founders of that show, Sarah Engstrand and Greg Newman. (And just a little drive-by on Dave Kaplan, as well, was hanging out with us, of Death & Co.)

We just had some really great conversations, and some good drinks, and really good pizzas at that one spot. They were, I think, wood-fired out of a food truck. Really good. So, I was doing my second ever public speaking engagement, which was still nerve wracking for me. I know I do a podcast, but this is completely different than talking to a room full of industry experts and industry newbies who are hoping I can tell them something good. And I think, Bradley, it was your first public speaking since Empowered Hospitality and doing your thing over there, and you and Kaplan were nice enough to sit in on my session and actually ask me questions that were helpful for everyone else, and yourselves.

So, I had this idea bopping around in my head about a different podcast format, because I was like, “Well, I do interviews, but I don’t always get the chance to address, you know, operator topics and server topics, and bartender and chef topics, because I want the audience to learn from the expert that I’ve got on.” That’s my very long-winded way of saying, welcome, Bradley, and let’s try this new podcast format.

Bradley: Hi, Dave, thanks for having me. I’m super excited about this. I think it’s going to be a really fun format, and I like the Bar Hacks: ReFire because we’ve all had to refire something that didn’t come out right. Or you accidentally overcooked something because something else comes up in the moment, and you just totally forget that you have something cooking. So, I love the name. And also, for your second public speaking, I thought you did incredibly well. I certainly enjoyed your conversation, and it was also so relevant to what you do, and kind of what you and I have talked about in the past of like, how do you build successful restaurants from the ground up and where do you start? And we’ve even joked about how many people we’ve met who just say, “I have money, I want to open a restaurant. Let’s do this,” and don’t realize how hard it is. So, really excited to dive in on some of these questions we have today, and thank you so much for having me on the show today.

David: Absolutely. And hopefully we do many more of these.

The ReFire Format

Situation 1: Second Chances? Hire Hard, and Manage Harder

David: Situation one is interesting. So, this is written ostensibly by a bar and restaurant owner, and we can all relate to this, you know, the past couple years. This one said the past year or so he’s had trouble—actually, I don’t know if it’s a he or she, I shouldn’t even say that—they have had trouble finding and keeping staff, and when they do keep them, keeping them happy.

So, the kitchen has two or three cooks. It’s a relatively small team. When it’s busy in the restaurant there are, from what I can interpret, there are two cooks on. And when it’s slow, one cook is doing everything. Pretty standard for a small operation, I would say. (These days, you’re trying to control labor costs. My business partner Doug will say, “We don’t cut costs, we control them.” You start cutting things and it can get ugly, and it’s a whole other can of worms. I’m sure Bradley would agree with that.)

They had a new hire, seemed perfect. From what I understand, they were a good fit because everybody relies on one another. Like, “Hey, I need to take this day off. Can you take this?” It’s very…it seems informal. They can just talk to each other and get things done. But because It’s a small team, they need someone reliable, which is what they thought they had. This is a part-time worker; they had another job.

Within that first month, just a slew of, just, unfortunate events struck this new hire, and they could not, they couldn’t sustain it. And so, they gave no notice—they just quit. The operator didn’t freak out in the, in the post, was just like, “That’s really disappointing that they didn’t even, you know, text me like, ‘Oh, I can’t do this for another two weeks.’” But it does seem like real life got in the way, and this person wouldn’t probably have been able to reliably give, you know, two weeks or a week.

However, a couple weeks after that happened, the person came to get, I assume, their first paycheck. Their last, but I’m assuming their only, paycheck. And I don’t think the operator was there. They talked to the lead chef, and they apologized, and they expressed that they had stabilized everything, and just a bad time all at once, basically. And they would really love to come back. And, in fact, they would like to come back full time. So, I don’t know if that means that, the job they lost, they couldn’t get that back, or they were just like, “You know what? I actually like this place. I would like to be here full time.”

And so, the whole point of the post was, do you give second chances? Or would you give second chances to someone who just quit and then shows up for their paycheck? So, because of what Empowered does, specializing in HR and things like that for this industry, I figure we’ll go with you first on this topic and see what your initial thoughts are.

Tornado People

Bradley: Yeah, I think some things that are really interesting about this question, and thanks for passing it over, is it was a really short tenure before the person left. Right? So, this cook in question was there for, I think it sounded like a month. And then because of life… And I think it’s important in this instance to state that the incidents that led to this employee leaving were outside of the workplace, and I think that’s an important distinction here. So, there were things that happened in this employee’s personal life. It was losing a job and some other pretty unfortunate situations that led to them basically leaving with no notice, which is never a great sign. That feels really terrible. As an operator, you’re now scrambling. You thought you had your plans in place. And for such a small team, as you mentioned earlier, if it’s a team of three or four people, losing one is a massive part of that labor force.

So, I think the flag here is: Do you think it’s repeatable? Do you think that that one blip and moment was a really unfortunate circumstance? We’ve all met—I like to call them tornado people, where for good or for bad, things just spiral around them. Things are just never going well. There’s always: breaking this lease; I had to leave; I had to move out of this apartment; I just lost this job; you know, my partner just said this. And so, if it’s somebody who is just a tornado person, it’s going to kind of keep revolving back. So, I would be really worried with this employee and with this hire. Is this a pattern? Just a pattern you saw a single piece of that becomes unreliable?

And also, can you trust this person again? Especially because the kitchen is run on a singular body during, I’m assuming, lunches, Sunday, Monday, Tuesdays… You know, if this person is working a Monday dinner, how confident are you now that they’re going to show up? Labor is hard right now. You’re seeing a massive labor shortage, especially in the culinary world. There’s a huge disparity in the back of house right now, and it’s real. But you also need to make sure you’re hiring the right thing. And you mentioned earlier, I worked for Union Square Hospitality Group for Danny for a long time, and one of our big tenets, when it came to talent and came to people, was “hire hard, and manage harder.” It’s finding the right fit, and sometimes it can be really challenging. That does mean having to jump in. And as anybody who’s worked in this industry long enough knows, that sometimes mean you’re washing dishes by yourself at 1 am because your dishwasher stormed out, or your dishwasher is now covering a prep station, or, you know, one of the other crazy things that just happens in this industry.

So, my big thing to question here is, do you think this is a pattern? Is this something that’s going to happen again? Do you think you can trust this employee again? And then my biggest question also was, what was it about this employee that made them, quote-unquote, a perfect fit? Was it because they just didn’t complain and did their job well, or were they adding to the culture? So, if they were adding to the culture, if they were adding to the standards, if they were really building themselves in the space, then I, I think a second chance could be warranted, knowing all the life circumstances that went into it. But if this person was a good fit just because they came in usually on time, usually did what they were supposed to do, and left the station usually clean, I just… The risk of having another month spiral out to me is a really big concern, especially for a team that small, and for a team who has to operate on their own pretty consistently.

Two Minds

David: And then the other question is, so you, let’s say now we’re, we’ll bring you back. And then the question becomes, what kind of limitations do you put on this? Because I’m of two minds.

Okay, well, the apology does go a long way, I appreciate that. Maybe the owner wasn’t on property when the person came. And then the question in the back of my head would be, did you plan that so you don’t have to deal with the owner, and you apologize to the cook because maybe you respect other chefs, but you don’t really respect the owner, or you just didn’t wanna deal with the owner, or they just happen to not be there and you want to apologize to everybody who you affected. That’s possible.

But then you start doing the, you know, okay, well, we need to do, like, a 60-day probationary period, or a 90-day. And while I do agree with those, sometimes, I do think they do affect the culture, and they affect your employees. Like, “Right, I have this constant, like, just spotlight on me. I’m afraid to make any mistake.” Or what if legitimately something just happens? Like, okay, so their car broke down, and then they went to get the bus, and that’s running late, or it’s just stuck in traffic. They try to get there and they’re still late. Are you going to listen to them and not ding them? Or is it, “Okay, well, I don’t want to hear it again. You’re out of here.”

So, I do think probationary periods make sense, but not when you are laser-focused on them. You made a huge mistake and now we’re going to put these limitations on you. That’s not healthy, I don’t think, for either side. So, I maybe would do it like, hey, you can come back, but we’re going to go part-time first, and then I really don’t want…I’m not going to give you a lone shift; you’ll always be with another one of their cooks, and hopefully they show up for every shift.

But then it’s, you know, do the cooks get input? Does the owner get to go, “Okay, look, this is going to affect you directly. This is your team, essentially. Do you want this person back?” Because I do think that these are conversations you need to have with the team affected. And it does affect the entire team, but the direct team first. And then if you wanna ask the front-of-house manager, “What do you think of the situation? Like, do you trust the kitchen if this person’s here?”

So, I don’t think there’s, a silver bullet. I think it really is going to come down to a culture. And like you said, was this person a good fit because of culture, or were they a good-

Bradley: Fit because they were a body?

David: That’s…yeah, that’s the answer. If it’s because “I need this person here,” then if there’s only a month, I think you can survive another month looking for somebody, and hopefully they work out better. And I hate saying “hopefully,” ‘cause that’s so not strategic. Like, “Oh, I hope they work out.” But that really is part of it. Like you said, you hire hard.

But still, I mean, one of our industry peers thought they hired the right general manager for a restaurant once, and turned out they were doing drugs in the office, and stealing money. And I’m not vilifying the drug part, to be honest; that’s an issue that we need to address with a lot more compassion. But they were stealing money, and committing crimes on the property, and that was the issue. And none of that had even occurred to them because the interviews were so good, and the in-person interactions were so good when they were on site. So, it didn’t even occur to them until they didn’t show up and they’d been arrested, and the cops like, “Hey, does this person work for you? ‘Cause check all this.”

There’s always the X factor, and we have to put a lot of trust in people when we hire them. But that is also why I don’t know about you, but I don’t like the standard interview questions. Like, let’s just rubber stamp this. We ask these questions, we pencil-whip the answers, they got them, alright? Most people know how to answer an interview question to get, you know, a thumbs up from somebody.

So, I think a lot of the approach of, “Let’s hang out for a shift.” (And we have to pay them for the shift.) But like, are, they a good fit? Do I want to spend 13 hours with this person a day, or am I like, “Oh, get out of here”? Like, I can’t stand you already. Or—because we can train skills, we all know that—like you said, is it a body? And if it’s a body, I think you move on. Like, I appreciate the apology, but I don’t think it’s worth the headache if that’s the case.

“Probationary Periods are Fake”

Bradley: I agree. We, at Empowered Hospitality, advise clients that probationary periods are fake. And I think there are a few things that probationary periods always worry me because, especially depending on your jurisdiction, depending on where you are in the country, they may or may not be legal, they may or may not be enforceable. Empowered Hospitality operates mostly in New York City, but we have clients all over the country. But we advise all of our New York clients that probationary periods are fake. You know, you might say that you have a 30-day probationary period that you try to terminate somebody, but if you terminate without documentation, they can still go to unemployment court. And if you’re in a very pro-labor state like New York, in a pro-labor city like New York City—which isn’t a bad thing, I think this is a great thing; like labor needs protection—but you’re going to lose that case. Even if they’re on a 30-day probationary period, even if you put it in a handbook, even if you had them sign something… Probationary periods, I think, don’t work, in my personal, professional opinion. I think it just, it’s stage shifts, it’s having trails that should be paid, and in some places need to be paid, but, like, seeing them in action.

And, I also… One of the big flags here, too, is the first three months that somebody is in a job, not only is it when they’re learning the job, they’re learning the culture, they’re learning how to be successful, but it’s also when they’re on their best behavior. So, in this first 90-day cycle when this person is supposed to be on their best behavior, and it’s usually when you get the least amount of complaints and the most amount of, I don’t want to say production, but kind of, like, positive enforcement into the company, they’ve already come in, spiraled out, left with no notice, come back and apologize, and then tried to change the initial condition of their employment, which was part-time, into full-time. So, they’re basically coming back during the window that you’re really evaluating them as a long-term employee. They have basically said, “No, I want to change what I’m doing.”

And then I also have this, like, needle in the back that’s saying are they coming back full-time because they lost their other job that they can’t get back, and they just need something, and you’re the easy target? And all of this to say, if you get along with this person really, really well, you believe that it was an unfortunate event, they’ve shown track record either through resumes or through word of mouth that, like, it was just a blip, and you’re willing to take that risk? Absolutely. There’s so much risk in our industry. Every hire is a risk. Every time you buy a new product from a new vendor, it’s a risk. There’s so much risk in this industry outside of just financial. And so, if you’re willing to take that risk, then that’s a risk you’re willing to take. But it is a risk.

You know, it’s because also, what’s one thing we say all the time? It’s not the shining employee, and it’s not the employee that’s the worst, it’s the employee that just coasts. That’s the biggest detriment to your business. The biggest detriment to your business is the person who just does enough, but doesn’t do enough to actually, like, get anywhere, either probationary or excelling. And so, if you hire this person in and then they end up being one of these tornado people, but they don’t do anything like quit again on the spot, it’s gonna be really challenging to exit this person successfully without risks of the business. And right now, you’re at a moment that there is no risk to not hire them.

The Verdict

David: I probably wouldn’t hire back. And, not to sound like I’m not compassionate, because my gut reaction, personally, with no business involved, is, yeah, they apologized. It was a month. Like, they had a string of things that did not directly involve the company go wrong. Like, let’s try it again.

But on the business side, the operator side, I’m like, what probably wasn’t even a full month of work, you already survived without this person after this all happens. So, I would just keep looking. And as far as probationary periods, you’ll never see it listed in one of our manuals. We do onboarding manuals. We do training manuals. We do checklists. We do a ton of documents for our clients when they ask us to. We have never talked about a probationary period. It’s just like, nope: this is what we expect from you, we’re gonna document it if you don’t do it, and corrective action. It’s gonna start with, “Hey, just don’t do that again,” and then it escalates. So, we don’t do probationary: it’s just, “Please don’t break the standards. If you do, we can talk about it, ‘cause maybe the standard should change.” I mean that does happen, but it’s mostly just don’t do that. And then we’re gonna keep having to escalate this if you keep doing this.

Bradley: And you mentioned something that I think is really important: the day the employee starts, they’re your employee. And by all intents and purposes they’re the same. They need to be treated the same as somebody who’s been there for five years, right?

So, yes, they’re taking more coaching, and there’s more training. They’re taking more time as you’re adapting them to your culture. But that doesn’t mean that there’s any different standard that you can hold them to because they’re new in terms of, like, paperwork, termination process if you have a disciplinary process laid out within your handbook or laid out within any sort of documents or policies, especially if they sign off on them. So, making sure that every hire is a commitment, and you should be willing to put the time and investment into them, but you also have to hold all of them accountable in the same way.

Because I also worry—and kind of diatribing on this a little bit—I worry what message is to sending to the rest of your team, right? If he would have, I’m assuming this person’s a he, but if this person would have quit and said, “I can’t give you notice because of all of these things. I can try and pick up a shift here, but right now this isn’t working,” that’s one thing. But that’s not what happened in this case, you know? This person had a bunch of unfortunate situations happen to them outside of work. But then instead of trying to work with their employer to say, “Hey, I’m working through these things, can I take two weeks to figure this out? I know I just started.” But it was, “I’m gone.” And then a month later like, “Hey, I’m back. Can I get a job?” And so, if it was one of my clients, I would be hard pressed to advise “Yes.”

David: And it was a “he.” When they wrote it, it was a “he.”

“You have to protect your entire team”

Bradley: If it was a tough labor market, I could see there were definitely extenuating circumstances that could sway one way or the other. But just at face value, this feels like a really challenging rehire. Not because they don’t care about the person. I don’t think anybody gets into this industry because they don’t care about people. And I’m super empathetic, but I’ve been in restaurants for 20 years. It’s very transient. We’ve seen people come and go.

And just the risk that I would have taken 20 years ago… And on people, I take less now. I think maybe I’ve been burned too many times, or seeing too many patterns come through, but… At the end of the day, you feel bad for this one person, but you have to protect your entire team. And so when you’re the employer, sometimes the good of the whole team makes you make some tough choices, or makes you make choices that maybe you personally don’t agree with or personally make you feel, “Hey, I feel like I might be a bad person, but I can’t do this because I have 16 other people that work for me that show up every day that have been there consistently, and they need to have a team that shows up as well.”

I’m going to go back to the biggest flag here for me is that it was only one month of, like, good behavior. If this had been somebody who had been there for, like, three months, six months, a year and then had to quit, no notice, all these things happened in their personal life, and then came back and was like, “Look, I am so sorry life spiraled.” You also have a little bit more judgment on that person’s character. One month in, you don’t know who that person is.

David: Excellent point. Yeah. There’s no way that they—well, not no way—but it’s very low odds they knew exactly who this person is after, I think they said they worked like two or three shifts a week, part-time. So, you just don’t know.

So, yeah, I think both of us are agreeing that you just move on from this, not because you’re cold-hearted, but because it is the best decision for the company, and the team. Like I said, if you really have that culture where you have a meeting, like, “Hey, this is what happened, you all have a vote.” I mean, I’ve seen that happen; it does happen. If that’s the kind of culture, maybe it’s a different answer. But I don’t think the market is so bad that you can’t do without, you know, finding another, waiting another month, two months to hire another person who will fit the same role part-time with the possibility of going full-time. I don’t think it’s that dire.

Pass them On?

Bradley: If you, if a few heartstrings pulled out for this man and you, I still don’t know if I bring him in for the culture. But nobody in restaurants also doesn’t know anybody. It’s, “Hey, I don’t think it’s a good look to bring you back here. It doesn’t set a good precedent for the team. You know, I also am not sure this is, like, going to be a great long-term fit. But if you’d like, I’m happy to talk to somebody else, and see other places in the industry that you might be able to go.”

But that’d be a risk because then you’re putting your reputation on this person’s shoulders.

David: True.

Bradley: But if you trust that they’re good… I still don’t know that bringing them back on sets the right precedent for the company. You could help them in other ways instead of just bringing them back into your space, into your business.

David: That’s a good point. Yeah. You could definitely pass them on. But like you said, now you get the phone call from the person you passed them on, like, “What did you do?!”

Bradley: After a month, they’re like, “They just quit.” Exactly, yeah. I’d say history always repeats itself. And that is long-term and short-term. So, that would be my biggest concern here, outside a few others.

Listen to Bar Hacks: Refire, episode one on Spotify, Apple Podcasts, or wherever you listen to podcasts.

Note: Transcript provided by Eddy by Headliner, edited by author for clarity.

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September 19, 2024by David Klemt David Klemt No Comments

Innovations in Deep Frying: New Tech

Innovations in Deep Frying: New Technologies

by Nathen Dubé

If you’re deep fryer can do this, you win. At what? Everything.

Deep frying has long been a cornerstone of culinary practices, delivering crispy and flavorful dishes that delight guests, and it’s ready for innovation.

Traditional frying methods can be inefficient, costly, and environmentally unfriendly. The evolution of deep frying technology in modern kitchens has focused on addressing these issues by enhancing efficiency, reducing oil usage, and promoting sustainability.

Let’s explore the latest innovations in deep frying, focusing on oil-conserving fryers and new technologies that are transforming the industry.

Oil-Conserving Fryers and Their Benefits

Oil-conserving fryers represent a significant advancement in kitchen technology. These modern fryers are designed to reduce oil usage and operational costs while maintaining high-quality frying standards.

By optimizing the use of oil, these fryers help restaurant operators lower their expenses and minimize waste, making them an attractive option for eco-conscious businesses, and those looking to improve their bottom line.

How These Fryers Reduce Oil Usage

Oil-conserving fryers achieve their efficiency through several mechanisms.

They often feature advanced filtration systems that keep the oil cleaner for longer periods, reducing the frequency of oil changes. Efficient oil circulation methods ensure that heat is distributed evenly, which not only improves cooking consistency but also extends the oil’s usable life.

Precise temperature controls prevent the oil from overheating and breaking down, further conserving this valuable resource.

Overview of Their Role in Modern Culinary Practices

In modern culinary practices, oil-conserving fryers play a crucial role in enhancing both operational efficiency and sustainability. They allow chefs to produce high-quality fried foods with less oil, reducing costs and environmental impact.

These fryers are particularly valuable in high-volume settings such as fast-food chains, casual dining establishments, and catering operations, where oil usage is typically high.

Key Features of Modern Fryers

Advanced Filtration Systems to Maintain Oil Quality

One of the standout features of modern oil-conserving fryers is their advanced filtration systems. These systems filter out food particles and debris continuously, keeping the oil clean and extending its life.

This not only reduces waste but also ensures that the food maintains a consistent taste and texture.

Efficient Oil Circulation Methods for Consistent Cooking

Efficient oil circulation is essential for consistent cooking. Modern fryers are designed to circulate oil evenly around the food, preventing hot spots and ensuring uniform cooking.

This technology helps achieve perfect results every time, whether frying chicken, French fries, or other popular items.

Temperature Controls for Precise Frying and Energy Efficiency

Precise temperature controls are another critical feature of modern fryers. These controls allow chefs to set and maintain the exact temperature needed for different foods, ensuring optimal cooking conditions.

By preventing overheating, these controls also enhance energy efficiency, and prolong the life of the oil.

New Technologies in Deep Frying

Introduction to Low-Oil Volume Fryers and Their Advantages

Low-oil volume fryers are a recent innovation designed to use significantly less oil than traditional fryers. These fryers maintain high performance while reducing the amount of oil required, leading to lower operational costs and less waste.

They are ideal for small to medium-sized establishments looking to improve their sustainability without compromising on food quality.

The Concept and Benefits of Pressure Frying

Pressure frying is another innovative technology that has gained popularity in commercial kitchens.

This method uses a sealed environment to cook food at higher pressures and temperatures, resulting in faster cooking times, and less oil absorption. Pressure frying not only produces crispier and juicier food but also enhances energy efficiency, and reduces oil consumption.

Smart Automation: Integration of Technology for Ease of Use and Consistency

Smart automation is revolutionizing the way commercial kitchens operate. Modern fryers equipped with smart technology can automate various aspects of the frying process, from maintaining oil quality to adjusting cooking times and temperatures.

These automated systems ensure consistency, reduce the margin for human error, and free up staff to focus on other tasks.

Health and Environmental Benefits

Reduced Oil Absorption in Food for Healthier Outcomes

Innovative frying technologies contribute to healthier food by reducing oil absorption. Low-oil volume and pressure fryers, in particular, produce fried foods that are less greasy, and lower in fat.

This health benefit is increasingly important as consumers become more health-conscious, and demand healthier menu options.

Decreased Waste Generation and Its Positive Environmental Impact

Reducing oil usage and waste generation has significant environmental benefits. By extending the life of frying oil and using less of it overall, oil-conserving fryers help decrease the volume of waste oil that needs disposal.

This reduction in waste contributes to a smaller environmental footprint, and supports more sustainable kitchen practices.

The Role of Innovative Fryers in Promoting Sustainable Cooking Practices

Innovative fryers are at the forefront of promoting sustainable cooking practices. By conserving resources and minimizing waste, these technologies align with the growing trend toward sustainability in the food industry.

Restaurants that adopt these practices can not only reduce their environmental impact but also appeal to environmentally conscious guests.

Insights on the Future of Frying Technologies and Industry Trends

The future of frying technologies looks promising, with ongoing innovations aimed at further improving efficiency and sustainability.

Industry trends indicate a continued focus on reducing environmental impact and enhancing food quality, with smart automation playing an increasingly important role.

Practical Tips for Choosing and Using Fryers

Key Considerations for Selecting the Right Fryer for Your Kitchen

Choosing the right fryer for your kitchen involves several considerations, including the volume of food you need to produce, the type of food you serve, and your budget.

It’s essential to evaluate the features and capabilities of different fryers to find one that meets your specific needs.

Best Practices for Maintaining Fryers to Extend Their Lifespan and Efficiency

Proper maintenance is crucial for extending the lifespan and efficiency of your fryer.

Cleaning and filtering the oil regularly, checking and calibrating temperature controls, and performing routine inspections are all vital practices. Following the manufacturer’s maintenance guidelines will help ensure optimal performance.

Importance of Staff Training to Maximize the Benefits of New Technologies

Staff training is essential to maximize the benefits of new frying technologies.

Ensure that your kitchen staff are well trained in operating and maintaining the equipment. Regular training sessions can keep staff updated on best practices and new features, helping to improve efficiency and food quality.

Conclusion

The advantages of oil-conserving fryers and new frying technologies are clear: these innovations offer significant cost savings, improved food quality, and enhanced sustainability.

Adopting these advanced solutions make it possible for restaurants to reduce their operational costs, minimize their environmental impact, and provide healthier menu options. As the industry continues to evolve, it’s crucial for restaurant owners and chefs to stay informed about the latest technologies, and invest in equipment that supports their business goals and values.

In conclusion, adopting innovative frying technologies is not just a trend but a smart business decision. The benefits of reduced oil usage, improved efficiency, and enhanced sustainability make these technologies a valuable addition to any commercial kitchen.

By prioritizing the integration of these advanced fryers, restaurants can achieve greater success, and contribute to a healthier and more sustainable food industry.

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September 17, 2024by David Klemt David Klemt No Comments

The Modern Approach to Systems: Part 1

The Modern Approach to Systems: Part 1

by Doug Radkey

Must be a magician.

In the hospitality industry, where guest satisfaction and operational efficiencies are paramount, systematic strategies are essential for maintaining a high-level of excellence.

Whether you’re running a high-end cocktail bar, a fast-casual restaurant, or an elevated boutique hotel, the intricacies of daily operations demand a structured approach to ensure smooth functionality, and exceptional service delivery.

After walking through this approach recently with a client, I thought it would be a great opportunity to introduce you to two powerful methodologies that have transformed businesses worldwide: the Kaizen methodology, and Six Sigma strategies. We use both of these approaches with all our clients at KRG Hospitality because they offer comprehensive frameworks for achieving operational excellence through continuous improvement and efficiency.

Kaizen, with its focus on incremental changes and fostering a culture of constant innovation, and Six Sigma, with its emphasis on reducing variability and enhancing quality, provide invaluable tools for those in this industry.

By exploring their application in bars, restaurants, and hotels, I am going to highlight how these systematic strategies can elevate guest experiences, and create a culture of excellence that will help improve nearly every aspect of your business.

Understanding Kaizen

Kaizen is a Japanese term that translates to “change for the better,” or “continuous improvement.” It represents a philosophy that emphasizes small, incremental changes to processes, products, or services rather than large-scale transformations.

This approach fosters a culture of constant improvement, encouraging everyone in an organization to contribute to enhancing efficiency and quality.

The concept of Kaizen originated in post-war Japan, where it was developed as a response to the need for rapid industrial growth and efficiency. It gained widespread recognition and was popularized by Toyota’s production process, known as the Toyota Production System (TPS).

Toyota implemented Kaizen principles to streamline its manufacturing processes, reduce waste, and improve overall quality. Ultimately, this approach played a crucial role in establishing the company as a global leader in the automotive industry today.

The Core Principles of Kaizen

Focus on Incremental Changes and Continuous Improvement: Kaizen emphasizes making small, manageable changes regularly rather than waiting for major breakthroughs. This approach allows for the constant refinement and improvement of processes, leading to significant compounded gains over time. Seeking better ways to do things continuously helps organizations stay agile, and respond to changes in the market or industry quickly.
Emphasis on Teamwork and Employee Involvement: A key aspect of Kaizen is the active involvement of all employees, from top management to frontline workers. Everyone is encouraged to identify areas for improvement, and to contribute ideas. This inclusive approach fosters a sense of ownership and accountability, as employees at all levels feel empowered to make meaningful changes. Teamwork is essential in Kaizen, as collaboration and open communication enable the sharing of knowledge and best practices.
A Culture of Continuous Learning: Kaizen promotes a learning-oriented culture in which employees are encouraged to develop their skills and knowledge continuously. This focus on education and training helps create a workforce that is adaptable and capable of implementing improvements. By cultivating a mindset of curiosity and openness to new ideas, organizations can foster innovation, and sustain long-term growth.

The Plan-Do-Check-Act Cycle

The PDCA cycle, also known as the Deming Cycle, is a foundational tool in the Kaizen methodology. It provides a structured framework for implementing changes, and ensuring their effectiveness. The cycle consists of four stages:

- Plan: Identify an area for improvement, set objectives, and develop an action plan.
- Do: Implement the plan on a small scale, testing the proposed changes.
- Check: Evaluate the results of the implementation, comparing against objectives.
- Act: Based on the evaluation, make necessary adjustments, and standardize the successful changes. If the results are not satisfactory, revisit the Plan stage, and repeat the cycle.

The PDCA cycle is a continuous loop that encourages organizations to keep refining their processes, and strive for excellence continuously. It ensures that improvements are data-driven and based on careful analysis, reducing the risk of failure, and increasing the likelihood of sustainable success.

Applying Kaizen to the Industry

By fostering a culture of efficiency, teamwork, and guest-centricity, Kaizen helps bars, restaurants, and hotels enhance their operations, and deliver exceptional guest experiences.

Here, I explore how Kaizen can be applied, using three key areas as examples.

Kaizen in Bars

Streamlining Bar Layout and Workflow: In a bar setting, the layout and workflow are crucial for ensuring quick service, and minimizing wait times. Kaizen encourages a meticulous examination of the bar’s physical layout, from the positioning of glassware and bottles to the arrangement of mixing stations and garnishes. By optimizing these elements, bars can reduce the time taken to prepare and serve drinks, leading to faster service, and increased guest satisfaction. For example, organizing the bar setup to minimize the distance bartenders need to travel can enhance efficiency significantly.

Continuous Menu Optimization: Guest preferences and trends in the beverage industry are evolving constantly. Kaizen’s principle of continuous improvement can be applied to menu optimization, where bars review sales data and guest feedback regularly to refine their offerings. By identifying popular drinks and experimenting with new mixes, bars can keep their menus fresh and appealing. Additionally, removing underperforming items helps streamline inventory and reduce waste, contributing to overall cost efficiency.

Enhancing the Guest Experience: Kaizen emphasizes the importance of guest interaction in creating a memorable experience. Regular staff training is vital to ensure that bartenders and servers are skilled in both mixology and guest services. Training sessions can focus on refining communication skills, upselling techniques, and handling guest questions more effectively. By fostering a welcoming and engaging atmosphere, bars can enhance satisfaction, and encourage repeat business.

Kaizen in Restaurants

Implementing Lean Kitchen Practices: In restaurants, the kitchen is the heart of operations. Kaizen can be applied to implement lean kitchen practices that minimize waste, and improve efficiency. This includes optimizing food preparation processes, standardizing portion sizes, and ensuring proper inventory management. By reducing unnecessary steps and streamlining workflows, restaurants can decrease preparation times, reduce food waste, and, ultimately, lower their food costs.

Refining Service Protocols: Refining service protocols regularly is essential for maintaining high standards of guest service. Kaizen encourages continuous evaluation and improvement of service procedures, from seating arrangements to cleaning protocols to table service. Restaurants can identify bottlenecks in service delivery by analyzing guest flow and feedback, and make necessary adjustments. For instance, optimizing the sequence of service can increase table turnover rates, allowing restaurants to serve more guests during peak hours, and maximize revenue.

Encouraging Staff Participation: A core tenet of Kaizen is the involvement of all employees in the improvement process. In restaurants, this means encouraging staff to identify operational challenges and propose solutions. Restaurants can tap into a wealth of boots-on-the-ground insights by fostering an inclusive environment in which employees feel valued and heard. Regular pre-shift meetings, team meetings, and one-on-ones can be effective platforms for gathering feedback and implementing changes. This participatory approach not only enhances operational efficiency but also boosts employee morale and engagement.

Kaizen in Hotels

Optimizing Housekeeping Processes: Housekeeping is, of course, a crucial component of hotel operations, impacting guest satisfaction directly. Kaizen can be applied to optimize housekeeping processes, ensuring timely room turnovers, and maintaining high cleanliness standards. This involves standardizing cleaning procedures, scheduling, and the use of cleaning supplies. Hotels can reduce the time required to prepare rooms for new guests by implementing efficient practices, improving occupancy rates, check-in times, and guest experiences.

Improving Front Desk Operations: The front desk is still the first point of contact for guests at many hotels, and it plays a crucial role in shaping a guest’s first impressions. Kaizen encourages continuous improvement in front desk operations, focusing on streamlining check-in/check-out processes, managing guest inquiries, and handling reservations. By leveraging technology and training staff, hotels can reduce wait times, enhance service accuracy, and provide personalized experiences. For example, implementing mobile check-in options can expedite the process and cater to tech-savvy travelers while freeing up time for staff to spend with guests who are not so tech-savvy.

Fostering a Culture of Hospitality and Attentiveness: Beyond operational efficiency, Kaizen promotes a culture of hospitality, and attentiveness among hotel staff. This involves training employees to anticipate guest needs, provide courteous service, and handle special requests with care. Hotels can cultivate loyalty and encourage positive reviews by creating a welcoming environment, and exceeding guest expectations consistently. Regular feedback loops, such as guest satisfaction surveys, can help hotels identify areas for improvement, and ensure that staff remain committed to providing exceptional service.

Takeaway

The application of Kaizen in bars, restaurants, and hotels leads to enhanced efficiency, improved service quality, and increased satisfaction.

By focusing on continuous improvement and involving all employees in the process, your business can create a dynamic and responsive environment that adapts to changing guest needs and market conditions. This commitment to excellence not only drives operational success but also strengthens your brand reputation, and guest loyalty.

To keep this from being too long, I’ve broken this article into two parts. Look for part-two on developing Six Sigma, and how combining both Kaizen and Six Sigma can take your business to new heights.

Image: DALL-E

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September 5, 2024by David Klemt David Klemt No Comments

15 Years of Consulting: Lessons Learned

15 Years of Consulting: Lessons in Adaptability, Innovation, and Resilience

by Doug Radkey

Note: AI-generated image.

I made a life-altering decision to start consulting in August of 2009, and over the past 15 years I’ve accumulated more than 30,000 hours of experience.

Over the past 15 years and the span of those tens of thousands of hours, I’ve contributed to the creation of more than 270 new concepts. Further, these concepts boast a long-term success rate of over 98 percent.

Reaching these achievements, along with fifteen years in business, hasn’t been easy.

There have been many ups and many downs, just like any other business. There are times of standing high on a mountain, and times of wanting to throw in the towel.

One key element I have learned over the years is that success goes far beyond having a great vision and concept; it requires passion, precision, and execution.

This journey has been filled with pivotal moments, and by what I can boil down to as three fundamental and invaluable lessons in adaptability, innovation, and resilience. Each of those lessons are now rooted in KRG Hospitality’s core values of being creative, cultivated, and connected.

The lessons I’ve learned over the course of 15 years and more than 270 new concepts can help you and your business start, stabilize, and scale.

The Power of Adaptability

Adaptability in business refers to the ability to adjust and respond to changing circumstances, market conditions, and guest expectations. It is the capacity to pivot strategies, embrace new technologies, and innovate to stay both relevant and competitive.

For me, adaptability has meant developing a mindset of openness to change and a willingness to experiment with new approaches.

It is not just about reacting to changes as they happen but anticipating shifts in the market proactively, while preparing to meet new challenges. In business, this means being flexible in your operations, resilient in the face of adversity, and innovative in problem-solving.

An adaptable hospitality business is one that can adjust its offerings quickly, refine its services effectively, and even overhaul its business model if necessary. As importantly, such a business can accomplish all of that without any long-term disruption to its profit channel.

To embrace adaptability, you must foster a culture that values learning and continuous improvement. This involves encouraging your employees to share their ideas and feedback, experimenting with new systems, technologies and processes, and being open to constructive criticism.

It also requires a deep understanding of the market and guest needs, allowing your business to pivot swiftly and efficiently when necessary.

Adaptability is also about having a growth-based mindset. This type of mindset involves seeing challenges as opportunities for growth rather than obstacles. By being adaptable, your business can stay ahead of the competition, meet changing guest expectations, and capitalize on new opportunities.

In a world where change is the only constant, embracing adaptability is not just an option, it’s a necessity for long-term success. As entrepreneurs, cultivating this trait can lead to innovative solutions, greater efficiency, and a more sustainable long-term business model.

Embracing Innovation

Embracing innovation is about thinking creatively, challenging the status quo, and finding novel solutions to existing problems.

In this industry, innovation can manifest in various forms, such as adopting new technologies, offering unique guest experiences, or implementing sustainable practices. As an entrepreneur and leader in this industry, embracing innovation is crucial for staying relevant.

You will begin to see here how each of these lessons truly go hand in hand. For me, however, innovation goes beyond mere invention; it involves applying new concepts and ideas in practical and impactful ways.

In hospitality, innovation can be product-driven, such as developing a new menu item or room service feature. Or it can be process-driven, such as streamlining operations through a new technology integration. Innovation can also be guest-centric, focusing on enhancing the overall guest experience through personalized services or tailored offerings.

For example, the introduction of mobile check-in and digital concierge services in hotels revolutionized the guest experience, offering convenience and personalization.

Similarly, restaurants have innovated by incorporating immersive dining experiences that engage all of our senses. These innovations not only attract new guests but also differentiate a business in a crowded marketplace.

How to Embrace Innovation

To embrace innovation, your business must cultivate a culture that encourages creativity and experimentation. This involves creating an environment where employees feel empowered to suggest new ideas, and are not afraid to take risks.

Leadership plays a critical role in setting the tone for innovation, providing the necessary resources, and fostering an open-minded atmosphere.

One practical way to embrace innovation is to stay up to date about industry trends and technological advancements. Attending industry conferences and participating in webinars and mastermind groups can provide valuable insights and inspiration.

Additionally, businesses in this industry should invest in research and development (R&D) to explore new opportunities and test innovative concepts.

Finally, embracing innovation requires a willingness to adapt and iterate. Not every new idea will be successful, but the process of trying, learning, and refining is critical for continuous growth.

Your business should establish mechanisms for evaluating the effectiveness of new initiatives, and be prepared to pivot when necessary.

Fostering a culture of creativity, staying informed about trends, and actively seeking new opportunities helps your business innovate in ways that enhance the guest experience, and drive long-term financial success.

Driving Resilience

Resilience in business refers to the ability to withstand and recover from challenges, setbacks, and unexpected changes. It involves maintaining stability and continuity while adapting to new circumstances.

In further business context, this includes the ability to manage financial pressures, operational disruptions, shifts in consumer behavior, or even personal setbacks. Resilience also encompasses the mental and emotional strength to stay focused and positive in the face of adversity.

Resilient businesses are not immune to problems; rather, they are equipped to handle them effectively, and learn from the experience.

In my experience, you must be willing to prioritize building strong relationships with guests, community partners, and industry peers in order to embrace innovation. These connections provide a support network that can offer assistance, advice, and resources during tough times. Collaborations with local businesses and partnerships with suppliers can also provide you with a critical support line.

Real-World Resilience

Personal anecdotes often serve as powerful illustrations of resilience, providing real-world examples of overcoming adversity and demonstrating the strength required to persevere. Real-life examples show that resilience is not just an abstract concept but a practical quality that can be developed and applied in everyday life.

These stories often detail the emotional, mental, and physical hurdles faced, and the strategies used to overcome them.

For example, a story about recovering from a business failure can illustrate the importance of maintaining a positive mindset, and seeking new opportunities. Perhaps it is a career setback, a health challenge, or a natural disaster. Regardless, these personal stories often include reflections on the lessons learned from facing adversity.

These reflections can range from practical advice, such as the importance of planning and preparation, to emotional insights, such as the value of gratitude, and the strength found in vulnerability. Stories of resilience serve as a reminder that setbacks and challenges are a natural part of life, and that it is possible to overcome struggles with determination and support.

Lastly, building resilience also involves cultivating a positive and proactive mindset. It’s imperative to view challenges as opportunities to innovate and improve. This can mean reevaluating business models, exploring new revenue streams, or investing in your people for further training and development.

Resilient businesses are not just reactive, they are proactive in anticipating potential issues and preparing for them. By building strong relationships, learning from setbacks, and maintaining a positive outlook, your business can navigate challenges and emerge stronger.

Core Values in Action

Core values are the fundamental beliefs and guiding principles that shape the culture, decision making, and identity of your business. They are the compass that directs the actions and attitudes of everyone within your organization, from leadership to frontline employees.

In the hospitality industry, core values are particularly crucial as they also define the guest experience and set the tone for interactions with guests, employees, partners, and the community.

For entrepreneurs and leaders in this industry, developing and embracing core values is crucial for creating a cohesive and purpose-driven business. Core values not only guide strategic decisions but also inspire and motivate the team, ensuring alignment with the mission and vision.

Over the past 15 years, our journey in the industry has been guided by these three core values: Creative, Connected, and Cultivated. These values have aligned perfectly with the lessons I’ve learned and shared about being resilient, innovative, and adaptable.

Our Core Values

Creativity is at the heart of innovation. It involves thinking outside the box, challenging conventions, and finding unique solutions to problems.

In the hospitality industry, creativity is needed for differentiating a brand and providing memorable experiences. Our creative approach has allowed us to design distinctive concepts, develop engaging strategies, and craft personalized staff and guest experiences.

Embracing creativity means exploring new ideas constantly, and staying open to unconventional approaches.

Being connected refers to fostering strong relationships with guests, community partners, and industry peers. It’s about building a network of support and collaboration that extends beyond the business itself.

In times of adversity, these connections have been invaluable. Whether it’s partnering with local businesses during economic downturns or engaging with guests through personalized communication, staying connected has helped us navigate challenges and seize on potential opportunities.

Lastly, cultivation is the process of continuous growth and improvement. It involves nurturing talent, refining processes, and striving for excellence.

In our experience, being cultivated means committing to lifelong learning, and embracing a growth-based mindset. This value has driven our dedication to professional development, the quality in our deliverables, and operational efficiency.

To embrace core values, your business must integrate them into every aspect of operations. This includes staff onboarding practices, guest interactions, and strategic decision making. You and your leaders should model these values and encourage employees to do the same.

Demonstrating and reinforcing your core values consistently allows you to create a strong, unified culture that resonates with both employees and guests.

And the end of the day, you have to remember that core values provide direction, inspire action, and foster a sense of purpose.

Conclusion

As I sit back and reflect on the lessons learned from 15 years of consulting in the hospitality industry, it’s clear that the journey has been shaped by the powerful forces of adaptability, innovation, and resilience.

These experiences have not only defined our approach but have also laid the foundation for future endeavors. The hospitality landscape evolves continuously, with new challenges and plenty of opportunities on the horizon. From technological advancements to shifting guest preferences, the industry is truly poised for positive transformation.

Looking ahead, however, it’s crucial for businesses to remain flexible and open to change.

For us, continuing to embrace adaptability means staying agile in the face of uncertainty, and being ready to pivot when necessary. Innovation will continue to play a pivotal role, driving new concepts and experiences that set businesses apart.

Resilience, as always, will be the foundation that supports us through trials and tribulations, ensuring that we meet the characteristics needed to win.

I strongly encourage you to internalize these three qualities in your own journey. Whether you’re an entrepreneur, a coach or consultant, or an industry professional, integrating them into your own set of core values—be it creativity, connection, cultivation or any other set of values—will anchor you in your pursuit.

These values are not just guiding principles but also a source of strength and inspiration.

Embracing adaptability, innovation, and resilience, and staying true to our core values, has made us confident in navigating this ever-changing terrain with purpose over the next 15 years.

Who’s with us?

Image: DALL-E

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August 30, 2024by David Klemt David Klemt No Comments

Game On: Datassential’s Midyear Report

Game On: Datassential’s Midyear Trends Report

by David Klemt

Brought to you by Xbox, Scorpion Gaming, and cool photography.

The 2024 Midyear Trends Report released by Datassential earlier this month contains an intriguing revelation that savvy operators can leverage.

There is, of course, interesting and useful information throughout. After all, Datassential conducted a survey of 1,500-plus US consumers, along with 400 US foodservice operators.

Surveying nearly 2,000 people is going to garner some helpful insights.

For example, we know that many people are concerned with their nutrition. Along with that comes reading nutrition labels. However, US consumers appear to throw that behavior to the wayside when dining out.

According to Datassential’s survey results, 62 percent of consumers in the US read the nutrition labels on new items before selecting them for purchase at grocery stores. But nearly that same percentage of consumers, 58 percent, don’t consider diets or nutrition when choosing where they’re going to eat.

What that says to me is that people still viewing dining out as a treat or an occasion. Most people, when treating themselves and others, see it as an escape. An escape from the stresses of work, of life, and from eating “boring” foods.

People are still driven to leave home to gather, socialize, and have fun. And restaurants and bars still play a major role in meeting those needs and desires.

Negative and fear-mongering stories may be getting all the clicks, but Datassential’s findings are much less on the doom-and-gloom side of the equation. Per their midyear report, nearly 90 percent of US restaurant operators have seen increases in traffic (46 percent) or had their traffic remain the same (42 percent) so far this year. Just 12 percent of operators reported decreases in traffic, according to Datassential.

Game On

Now, let’s look at the data in this report that really caught my attention.

The Datassential report reveals that 61 percent of survey respondents play video games. Citing Entertainment Software Association data, close to 200 million Americans are gamers. Going further, gaming spans all ages. Last year, gamers spent well over $50 billion on this particular hobby. MarketWatch claims even combined, the global sports and movie industries don’t outperform video games financially.

Of all respondents to the Datassential survey, a quarter aren’t gamers, and 15 percent “used to” play video games. That latter group consists mainly of Gen Xers. And, hey, fair enough—some people don’t enjoy or have time for video games.

In contrast, however, 23 percent of survey respondents label themselves “avid gamers.” Gen Z, Millennials, and men make up the majority of this group of consumers.

Almost 40 percent (38%) classify themselves as “casual.” This group consists mainly of Gen X, Gen Z, and women.

Alright, so…what does this have to do with restaurant operators? Well, gamers spent $57 billion just on video games. Per Datassential, 45 percent of survey respondents have made F&B purchases after consuming video game-related ads or content. This is true of 63 percent of US Gen Z consumers, and 56 percent of US Millennials.

These stats tell me that gaming pays not just for console manufacturers and game producers, but also for F&B operators. It would seem to me, then, that operators with concepts that can leverage video games in an authentic manner should give strong consideration to doing so.

So, game on?

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August 27, 2024by David Klemt David Klemt No Comments

The Evolution and Impact of Tourist Traps

The Evolution and Impact of Tourist Traps

by Doug Radkey

AI images are improving at an alarming rate.

For many reading this, I am sure the term “tourist trap” conjures images of overpriced souvenirs, subpar dining experiences, and crowded attractions.

I had an interesting experience with my daughter in Niagara Falls, Ontario, Canada, recently. After reflecting upon it, I thought it would be a good time to explore how tourist traps, particularly restaurants, have evolved over time.

This includes their impact on local economies, changing traveler perceptions, and strategies for developing more authentic experiences.

The Evolution of Tourist Traps

The term “tourist trap” originated as a descriptor for businesses or locations that exploit travelers by offering overpriced goods and services, often with low quality or minimal value.

The concept dates back to the early days of tourism when travelers, unfamiliar with local customs and pricing, were easy targets for less-than-scrupulous vendors. Tourist traps were characterized by their strategic placement near popular attractions, capitalizing on high foot traffic and the desire of visitors to experience something unique or memorable.

Early tourist trap restaurants were notorious for their inflated prices and subpar offerings. These establishments often lured tourists in with flashy signage, gimmicky themes, or promises of local cuisine, only to deliver mediocre food and service.

For instance, restaurants near iconic landmarks like the Eiffel Tower in Paris or Times Square in New York City became known for their exorbitant prices, poor quality meals, and lackluster service. These venues capitalized on their prime locations, knowing that many tourists were willing to pay a premium for the convenience and the experience of dining near a famous site.

Further, the evolution of tourist traps has been significantly influenced by globalization and the rise of mass tourism. As travel became more accessible and affordable, an increasing number of people from diverse backgrounds began exploring popular destinations. This surge in global tourism created a lucrative market for businesses catering to tourists, leading to the growth of tourist traps around the world.

Trap to Destination?

In response to changing consumer preferences, some tourist traps have evolved to offer more polished and refined experiences while still maintaining high price points.

Modern tourists are often more discerning today and seek authenticity, quality, and unique experiences. To cater to these demands, some tourist traps have rebranded themselves, focusing on improved aesthetics, service quality, and curated experiences.

For example, many historical tourist trap restaurants have undergone renovations to offer upscale dining experiences, complete with gourmet menus and stylish interiors. While these establishments still target tourists, they attempt to justify their premium prices by providing a more sophisticated ambiance and higher-quality offerings. In this way, they begin to evolve from tourist traps to destinations.

However, despite these improvements, the underlying business model often remains the same: capitalizing on tourists’ willingness to pay extra for convenience, and the allure of a trendy or iconic location.

As tourism continues to grow, the challenge for travelers will be to distinguish between genuinely enriching experiences and those that are merely polished traps for their money.

On the flip side, the opportunity for operators is there to curate a concept and brand that delivers on the true promise of an experience, even with higher prices, by providing perception of value and quality service.

Impact on Local Economies

Tourist traps, despite their often-negative connotation, do have a significant impact on local economies in both positive and negative ways. While they can be vital sources of revenue and employment in popular tourist destinations, they also come with drawbacks that can affect the local community and economy.

Revenue Generation

Tourist traps are frequently positioned in areas with high foot traffic, such as locations near landmarks, natural wonders, and cultural sites.

These businesses capitalize on the influx of tourists, generating substantial revenue through the sale of goods, services, and experiences. This influx of tourist dollars can be a major economic boon for regions that rely heavily on tourism, providing a steady stream of income that supports local infrastructure and public services.

Job Creation

The presence of tourist traps often leads to job creation, as these brands require staff for various roles.

This employment can be particularly valuable in regions with limited job opportunities, offering work to locals who might otherwise struggle to find employment.

Contributions to Local Tax Revenues

In many cases, the taxes generated by tourism-related businesses help maintain and develop the very attractions that draw visitors to the area, creating a symbiotic relationship between tourism and community development.

Economic Leakage

One of the major criticisms of tourist traps, however, is economic leakage, from which a significant portion of the money spent by tourists leaves the local economy.

This often occurs when tourist trap businesses are owned by large corporations or non-local entities. This leakage can be particularly detrimental in areas where the local economy is heavily dependent on tourism.

Driving Up Prices

As businesses target tourists who may be willing to pay premium prices, the cost of living in popular tourist areas can increase.

This phenomenon, often referred to as “tourist inflation,” can make it difficult for the local residents to access affordable housing, groceries, and other essential goods.

Crowding-Out Effect

As tourists flock to well-known attractions and establishments, smaller, locally-owned businesses may struggle to compete.

This can result in a loss of cultural diversity and authenticity, as traditional shops, restaurants, and artisans on the outskirts of the tourist area are pushed out in favor of more commercially successful (and convenient) tourist traps.

Changing Perceptions of Travelers

The traditional appeal of tourist traps—often characterized by easily accessible, heavily marketed attractions with high prices and standardized experiences—has waned in recent years.

Modern travelers are increasingly seeking authenticity and immersion, favoring genuine connections with local culture and experiences rather than conventional tourist offerings. This shift has led to a growing demand for unique and meaningful experiences that go beyond the superficial allure of traditional tourist traps.

Rather than flocking to the most popular attractions, they are more inclined to explore local neighborhoods, dine at lesser-known eateries, and participate in cultural activities that provide a more genuine understanding of the place they are visiting.

This trend reflects a broader desire for meaningful travel, where the journey is not just about sightseeing but also personal growth and cultural exchange.

The preference for immersive experiences has also led to an increased interest in activities such as cooking classes, guided cultural tours, and community-based tourism initiatives. These experiences often provide travelers with hands-on opportunities to learn, and participate in local traditions, offering a deeper connection to the destination.

Experiential Travel

The shift in traveler preferences over the past few years has given rise to travel companies that specialize in experiences that are off the beaten path. These experiential companies curate unique itineraries that focus on lesser-known attractions, local interactions, and culturally enriching activities.

For example, companies like Airbnb Experiences and G Adventures offer travelers the chance to explore hidden gems and participate in local customs, far removed from the typical tourist circuit. These experiences cater to travelers who want to avoid the crowds and discover the authentic essence of a place.

Travelers are becoming more conscious of their impact on the destinations they visit. An understanding of cultural sensitivity and sustainable tourism have also gained prominence. Modern tourists are increasingly aware of the negative consequences of mass tourism, such as environmental degradation, cultural commodification, and the displacement of local communities.

As a result, they seek out travel experiences that align with their values, emphasizing respect for local customs and traditions, as well as environmental stewardship.

The shift in traveler perceptions has redefined the concept of tourist traps, and reshaped the tourism industry. Growing demand for authentic and immersive experiences has led to a decline in the appeal of traditional tourist traps, and a rise in alternative forms of travel.

This evolution presents an opportunity for destinations to reimagine their tourism offerings, moving away from the superficial and towards the authentic and transformative.

Personal Experience: Niagara Falls Tourist Trap Restaurant

What inspired this article? On a recent trip to Niagara Falls, a notorious hotspot for tourist traps, my daughter insisted on visiting a well-known restaurant famous for its jungle-like atmosphere.

Despite knowing it was a classic tourist trap, I decided to indulge her curiosity and give it a try. The restaurant’s marketing promises an immersive experience with animatronic animals and lush decor, creating an exciting adventure for families.

However, the reality of the experience fell far short of these expectations.

Upon arrival, we were seated at the furthest table from the main animatronics, which are one of the primary attractions of the restaurant. This placement diminished the ambiance and excitement we were hoping to experience.

The food itself was another disappointment. We ordered a standard burger and fries, as well as fish and chips, both presented in basic diner baskets with checkered liners.

Despite the underwhelming presentation and quality, the bill came to over $68 before beverages, taxes, and gratuity—an exorbitant price for what was essentially fast food.

To top it all off, we waited 22 minutes to pay our bill, further detracting from the overall experience.

Perception vs. Reality

The marketed image of an exciting, immersive dining experience was a stark contrast to what we actually encountered. The atmosphere, which was supposed to be a highlight, was underwhelming due to our seating arrangement. The food, while edible, was overpriced and lacking in both quality and perception of value.

A $32 traditional burger with lettuce, tomato, and onion could at least be presented on a wood board, and $36 fish and chips could at least use fresh fish versus the obvious frozen alternative.

While I understand the seasonality of the tourist area and the need to pay bills in the off season, running what I can estimate as five- to eight-percent food costs is pushing the limit.

Additionally, the long wait to settle the bill only added to the frustration, leaving a disappointed look in my daughters’ eyes. If only there was technology available to book a table near the animatronics, and tech available to allow guests to pay their bills more quickly…

Key Takeaways

This experience highlighted several key issues that often plague tourist traps. The disparity between the marketed image and the actual experience can lead to significant disappointment for guests.

It’s crucial for bars, restaurants, and hotels to set realistic expectations and deliver on their promises, whether in an area with high tourist traffic or not. Marketing should align with the actual experience to avoid misleading guests and creating negative impressions.

Furthermore, providing a high level of hospitality and a perception of value is arguably more crucial these days than ever before, regardless of the location or nature of the concept. Being in a tourist-heavy area does not justify subpar deliverables.

Even if a business is catering to tourists, it should strive to offer quality service, perception of value, and a memorable experience.

Tourist destinations may draw the crowds, but delivering consistent quality and service is key to leaving a lasting, positive impression that will ensure they not only return, but showcase a business on their social channels in a glowing light.

From a traveler’s perspective, while someone may want to make their kids happy like I did, it would be wise to look for more locally-owned restaurants, shops, activities, and boutique hotels that offer a true taste of the area’s culture and community. Engage with locals, ask for recommendations, and be open to the unexpected.

I invite you to share your own experiences with tourist traps with me on Instagram and Linkedin. What tips do you have for finding authentic experiences, both in high-traffic areas and off the beaten path?

Share your stories and insights with me—I’d love to hear from you and continue the conversation about mindful travel, cultural exploration, and providing impeccable hospitality.

Image: DALL-E

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August 7, 2024by David Klemt David Klemt No Comments

Going Remote: A New Era for Hospitality

Going Remote: A New Era for Hospitality Coaching

by Doug Radkey

Note: AI-generated image.

Did you know that over the course of the past five years, the number of remote workers in the US has jumped by a staggering 44 percent?

Over the past 12 years, that number is an astounding 159 percent, and it shows no sign of slowing down.

The hospitality industry, like many others, is embracing a new era of remote work. This shift is now transforming how bars, restaurants, and hotels receive coaching and consulting services.

How can remote hospitality coaching help you start, stabilize, or scale your business? Leveraging remote coaching can provide you with flexible, cost-effective, and expert guidance no matter where you are.

Large markets such as Toronto, New York, London, and Los Angeles, for example, are no longer the only cities that can receive impactful one-on-one advice to better their businesses.

The Rise of Remote Work in Hospitality

Remote help was once a rarity in hospitality. However, the pandemic accelerated its adoption across the industry.

Much like other elements of technology in this industry—remote coaching, for example—allows hospitality businesses in any areas to access advice and support. Indeed, it no longer matters if a business is rural or in a global destination.

Remote consulting is the great equalizer, providing underserved communities with valuable insights. For decades, most agencies narrowed their focus toward projects in major cities.

Further, it provides flexibility and convenience. Anyone can schedule coaching sessions at a time that works best for them, or when an issue arises that calls for real-time intervention.

Removing the need for travel—and the associated costs—results in more cost-effective results. For several years now, KRG Hospitality has empowered clients in even the most far-flung destinations to obtain the consulting and coaching to start, stabilize, and scale their business.

Have a stable internet connection or decent cell reception? Then you’re all set.

Key Areas of Focus

Whether you’re starting a new restaurant, stabilizing a boutique hotel, or scaling a bar, a remote coach provides the structured guidance needed to navigate challenges and achieve success.

One example is onboarding a coach to help you start a restaurant by providing guidance through weekly calls that cover each phase of development. This often begins with an initial discovery call to understand your vision and goals, followed by coaching you through the variety of playbooks you need to develop strategic clarity.

The coach assists with everything, from site and support team selection to interior design, equipment selection, and construction management. From there, the operational setup phase may include coaching you through hiring and training, and developing standard operating procedures (SOPs). Your coach can also help you with pre-opening preparations, from marketing, menu development, and final inspections. Following a comprehensive checklist ensures you open on time, and on budget.

A second example is onboarding a coach for a boutique hotel seeking to stabilize operations. Weekly calls following an operational audit allow the coach to guide you through a short-term and long-term ImpactMAP. This tool focuses on brand strategy, internal programming, marketing plans, technology, systems and SOPs, people and culture, financial wellbeing, and mindset.

Regular coaching calls ensure continuous improvement and adaptation of strategies, leading to a stabilized and profitable business.

For a third example, consider a bar seeking to scale beyond one location. Through weekly calls, a remote coach can provide guidance on developing a scalable strategy. You have to remember, scaling your business isn’t just about replication; it’s about strategic adaptation.

A remote coach can ensure that you’re truly ready financially, operationally, and mindfully for this next step in your journey of developing a true legacy in this industry.

Tools that Enable Remote Coaching

Remote coaching is greatly enhanced by the use of various tools and technologies that facilitate communication, organization, and data-driven decision-making.

Video conferencing platforms such as Zoom, Microsoft Teams, and Google Meet enable real-time communication between coaches and clients, ensuring effective and timely guidance.

Project management software such as Trello, Asana, and Monday help organize tasks and track progress. These platforms ensure all aspects of the coaching process are efficiently managed and executed. Additionally, data analytics tools such as POS and PMS systems provide valuable insights, allowing coaches and clients to make informed decisions based on comprehensive data analysis.

During the pandemic, we successfully used remote coaching to help launch a thriving restaurant in Orlando. Due to pandemic-ear travel restrictions, we developed the project with the clent without setting foot on the property until a year after its grand opening. Leveraging video conferencing platforms, we conducted real-time strategy sessions with the restaurant’s leadership team.

We utilized project management tools to organize tasks, track progress, and ensure that every aspect of the restaurant’s development was managed meticulously. Data analytics tools provided valuable insights into market trends, guest preferences, and operational efficiencies, allowing us to make informed decisions remotely.

Despite the challenges posed by the pandemic, this approach ensured the restaurant opened smoothly, and achieved immediate success. This real-life example demonstrates the power of technology and effective remote coaching in the hospitality industry.

Overcoming Challenges

Overcoming the challenges of remote coaching requires strategic measures to ensure effective communication, build trust, and manage technical difficulties.

Maintaining clear and effective communication is crucial, which can be achieved through regular check-ins and video calls.

Building trust is important for the relationship to work. This involves consistent interactions and transparent communication. Despite physical distance, it’s key to the success of any project to establish a rapport between the coach and the client.

Addressing the potential of technical difficulties prevents disruptions from happening. This ensures highly effective relationships, and more successful outcomes. The right coach will not only help you start your business, they’ll be the first one to think about calling if you need help stabilizing, or want to scale.

Implementing Remote Coaching

When considering a coach for your bar, restaurant, or hotel, start by assessing your needs. This will help you identify which areas of your business will benefit the most from remote coaching.

Next, choose the right coach by selecting someone with the expertise, values, and experience that align with your specific requirements. It’s crucial to set clear goals, so define the objectives and expectations for your coaching sessions. Doing so ensures that both you and the coach are aligned on desired outcomes.

Finally, commit to regular reviews, and the adjustment of coaching strategies. This approach involves ongoing evaluations to ensure continuous improvement, and adaptation to any evolving challenges or opportunities in your business.

Image: DALL-E

August 5, 2024by David Klemt David Klemt No Comments

5 Books to Read this Month: August 2024

5 Books to Read this Month: August 2024

by David Klemt

Our August book selections focus on the 2024 Spirited Award finalists and winner of the 2024 Best New Cocktail or Bartending Book.

These books cover an array of topics, from mastering ice and drink ratios to foraging for botanical cocktail ingredients.

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

Let’s jump in!

The Ice Book: Cool Cubes, Clear Spheres, and Other Chill Cocktail Crafts

The winner of the 2024 Spirited Award for Best New Cocktail or Bartending Book. This is much more than just a guide for making crystal clear ice cubes or sphere. While that’s certainly a focus, The Ice Book includes tips on embossing and branding ice, creating huge slabs, and even making ice bowls for punches and other large-format drinks. Truly, this book will help you master ice.

From Amazon: “In The Ice Book, internationally renowned cocktail icepert Camper English details how to use directional freezing to make perfectly pure ice in a home freezer, carve it up into giant diamonds and other shapes, and embed it with garnishes, including edible orchids and olives. You’ll learn how to create a frozen bowl for Negroni punch, serve a Manhattan inside an ice sphere, and infuse cubes with colors and flavors to create cranberry cobblers, a color-changing Gin and Tonic, and other awesome drinks.”

Grab this book now.

Slow Drinks

With a shift in mindset you’ll likely notice the incredible world of cocktail ingredients at your fingertips during something as simple as a walk around your neighborhood. The author of this book, Danny Childs, is an ethnobotanist who can guide you through that change. Further, this informative book is more than just a list of botanicals you can grow and forage. You’ll learn how to pickle, infuse, and even ferment, taking your cocktail creation to incredible new heights. If there was ever an excuse to start and maintain a garden dedicated to your bar team, it’s picking up this book.

From Amazon: “Organized by season, Slow Drinks teaches home cooks, industry pros, homebrewers, and foragers how to transform botanical ingredients—whether gleaned, grown in the garden, or purchased from the store—into singular beverages and cocktails. With transporting photography and gorgeous color illustrations, Slow Drinks is the definitive guide to backyard mixology that can live just as comfortably in your basket on a foraging trip, as it can on the coffee table as a conversation piece.

Click here for the hardcover.

Tropical Standard: Cocktail Techniques & Reinvented Recipes

What if a bartender married modern cocktail-crafting techniques to dozens upon dozens of classic cocktail recipes? Well, odds are they’d be Garrett Richard, bar manager of Sunken Harbor Club. And documenting this marriage would be drinks author Ben Schaffer.

When it comes to drinks, some bartenders feel the original variants are sacred; techniques, ratios, and ingredients aren’t to be altered. However, there’s no reason classics can’t be honored and built in more modern ways, for modern palates.

From Amazon: “Crucial techniques are clearly detailed, including how to balance syrups, flash blend, handle carbonation, tackle tinctures, cordialize citrus, and power up juice with acid adjusting. Over the course of 84 recipes, vintage cocktails like the Rum Barrel, Mai Tai, and Ray’s Mistake are reimagined just as future classics are revealed, including the Beachcomber Negroni, Winter in L.A., and Field of Mars. These drinks honor founding legends such as Donn Beach, Trader Vic, and Harry Yee as well as modern icons, including Dale DeGroff, Audrey Saunders, Julie Reiner, and Dave Arnold.”

Pick it up here.

The Book of Cocktail Ratios: The Surprising Simplicity of Classic Cocktails

Speaking of cocktail ratios…this is your book if you and your bar team want to achieve a deeper understanding of balance. If you think about it for a moment, you’ll understand the importance than ratios and balance have on a cocktail. It goes beyond ensuring a particular drink tastes great. And it goes further than guaranteeing consistency. Shift one ingredient enough and you’re not just altering the taste, you’re likely making a different drink entirely. As author Michael Ruhlman points out, a Gimlet, Daiquiri, Bee’s Knees are the same cocktail; it’s the ratios that separate them.

From Amazon: “As Michael Ruhlman explains, our most popular cocktails are really ratios—proportions of one ingredient relative to the others. Organized around five of our best-known, beloved, classic families of cocktails, each category follows a simple ratio from which myriad variations can be built: The Manhattan, The Gimlet, The Margarita, The Negroni, and the most debated cocktail ever, The Martini.”

Order yours now.

Hacking the New Normal: Hitting the Reset Button on the Hospitality Industry

Doug Radkey‘s followup book to Bar Hacks! The world around us has changed. The food and beverage industry has changed. The hospitality industry has changed. But will some ways of life change for the better? Will perhaps the restaurant, bar, and hospitality industry come out even stronger? With the right changes to the previous status quo, it is possible. There’s no question, resets are major undertakings, but a major reset will provide us with a clean start and that’s what this industry needs.

From Amazon: “Whether or not you’re a hotelier, restaurateur, bar owner or a front-line staff member—this book will position you for success in the new normal. With a spotlight on hybrid business models, real estate, profit margins, technology, guest experiences, culture, diversity, and mindset, Hacking the New Normal is the guidance you need.

Click here to pick your copy up today.

Image: Mikołaj on Unsplash

August 2, 2024by David Klemt David Klemt No Comments

Hospitality Reinvented: A New Series

Hospitality Reinvented: A New Podcast Series

by Doug Radkey

In my opinion, and likely that of many others, the hospitality industry today is at a crossroads, facing both unprecedented challenges and opportunities.

As we navigate these changes that are upon us, it’s clear that a reset or reinvention is not just desirable, but essential.

To truly understand hospitality and the way forward, let’s take a few steps back.

Hospitality has its roots deeply embedded in ancient civilizations, where the concept was often viewed as a sacred duty and a fundamental aspect of societal norms.

In ancient Greece, for instance, the idea of “xenia” represented a code of hospitality and protection that was honored by both hosts and guests. This tradition emphasized generosity and courtesy toward strangers, reflecting a reciprocal relationship that benefited both parties.

Similarly, in medieval Europe, hospitality was a core tenet of life. Monasteries provided food, shelter, and medical care to travelers and pilgrims. These historical practices established the foundational principles of hospitality that continue to influence the industry today.

The Definition of Hospitality

At its core, as we know it today, hospitality is about providing a welcoming environment, exceptional service, and genuine care for guests. The fundamental principles include warmth, generosity, and attentiveness to the needs of others. These principles are designed to make guests feel valued and comfortable, creating a memorable experience that encourages repeat visits and positive word-of-mouth.

The essence of hospitality lies in anticipating and exceeding guest expectations, ensuring that every interaction is characterized by respect and kindness. This unwavering commitment to guest satisfaction is what distinguishes truly exceptional hospitality services from the rest.

In the modern era, hospitality has evolved to incorporate technological advancements and changing consumer preferences while maintaining its core principles. Today, hospitality encompasses a broader range of services and experiences, from luxurious accommodations and gourmet dining to personalized services and cutting-edge technology.

The rise of digital tools on the hotel side, such as mobile check-ins, AI-powered concierge services, and virtual tours, has transformed how hospitality businesses interact with and serve their guests. Moreover, contemporary hospitality also places a strong emphasis on sustainability and cultural authenticity, with many brands striving to minimize their environmental impact and offer experiences that celebrate local heritage and traditions.

These modern interpretations reflect the industry’s adaptability and commitment to enhancing guest experiences while trying to stay true to the timeless principles of warmth and generosity.

The Purpose of Hospitality

The primary purpose of hospitality is to create memorable experiences that leave a lasting impression on guests. In today’s competitive market, it is no longer sufficient to simply provide a place to stay or a meal to eat.

Hospitality businesses must go above and beyond to craft unique and personalized experiences that guests will remember fondly, and talk about long after their visit.

This involves attention to detail, creativity, and a deep understanding of what delights and surprises a targeted set of guest. From custom welcome amenities and personalized room settings to curated local excursions and immersive cultural activities, the goal is to create a sense of wonder and joy that makes guests feel special and valued.

Another vital purpose of hospitality is building meaningful relationships with guests. Hospitality is fundamentally about human connection and fostering a sense of community. By treating guests as individuals rather than transactions, hospitality businesses can cultivate strong, lasting relationships that encourage repeat visits and brand loyalty.

Genuine, personalized interactions during which staff take the time to understand and cater to each guest’s unique needs and preferences are mandatory. Building relationships also means engaging with guests before, during, and after their stay through various touchpoints and guest journey maps that now many include personalized emails, social media interactions, and follow-up surveys.

Ongoing interactions help to establish a deeper bond with guests, making them feel appreciated and connected to the brand.

Elements of Hospitality We Need to Leave in the Past

One of the key elements that the hospitality industry must leave behind is the reliance on outdated practices. These include rigid check-in and check-out times, excessive paperwork, and a lack of technological integration.

Modern guests expect flexibility, convenience, and efficiency, which cannot be provided through antiquated methods. Embracing digital solutions such as mobile check-ins, contactless payments, and automated booking systems can streamline operations and significantly enhance the guest experience.

We need to move away from outdated practices so hotels and other hospitality businesses can meet the evolving expectations of their clientele, and stay competitive in the market.

Reluctance to Change

Resistance to change is another significant hurdle that the hospitality industry must overcome. The rapid pace of technological advancement and shifting consumer preferences demand that businesses continuously adapt and innovate.

However, a reluctance to embrace new technologies and modern approaches can stifle growth and lead to stagnation. Successful hospitality businesses must foster a culture of innovation and agility. They need to encourage their teams to stay ahead of trends and adopt new practices that enhance guest satisfaction and operational efficiency.

A commitment to embracing change and aligning a forward-thinking mindset will help operators better navigate the challenges of the modern marketplace.

Lack of Sustainability

Further, the hospitality industry has long been criticized for its unsustainable practices, including excessive water and energy consumption, waste generation, and reliance on single-use plastics. As environmental consciousness grows among consumers, it is imperative for hospitality businesses to adopt more sustainable practices. This includes implementing energy-efficient systems, reducing water usage, minimizing waste, and sourcing eco-friendly products.

Many bars, restaurants, and hotels are now pursuing green certifications and adopting practices such as using solar energy, installing low-flow fixtures, and offering recycling programs. Prioritizing sustainability means hospitality businesses can not only reduce their environmental footprint but also attract eco-conscious guests.

Toxicity

Lastly, toxic workplaces that fail to take care of their team members are another critical issue that needs to be addressed.

The hospitality industry is notorious for high employee turnover. Unfortunately, we’ve become known for poor working conditions, lack of career advancement opportunities, and inadequate compensation. Each of these go against the essence of hospitality.

How we treat our guests is how we should treat our very own people. Creating a positive work environment that prioritizes staff well-being, professional development, and fair treatment is essential for retaining talent and ensuring high-quality service. This includes providing comprehensive training programs, offering competitive salaries and benefits, and fostering a supportive, fun, and inclusive culture.

Hospitality businesses can improve job satisfaction, reduce turnover, and ultimately enhance the overall guest experience by investing in their people.

Where the Hospitality Industry is Going

There’s no secret, hospitality is embracing technology at warp speed. Operators are now inundated with solutions promising to enhance operational efficiency, plus staff and guest experiences.

Innovations such as artificial intelligence (AI) and the Internet of Things (IoT) are transforming how hotels and other hospitality businesses operate.

AI-driven chatbots and virtual assistants are improving guest services by providing instant responses to guest inquiries, along with personalized recommendations. IoT devices are enabling smart room controls, allowing guests to adjust lighting, temperature, and entertainment options with ease. Blockchain technology is enhancing security and transparency in transactions and loyalty programs.

Leveraging these advanced technologies sets the hospitality industry down the path toward providing more seamless, personalized, and engaging experiences for guests.

Focus on the Right KPIs

As the industry evolves, so do the metrics used to measure success. Traditional key performance indicators (KPIs) such as occupancy rates and average daily rates are being supplemented with new, more holistic KPIs.

Guest satisfaction scores, social media engagement, and sustainability metrics are becoming increasingly important. For example, Net Promoter Scores (NPS) provide insights into guest loyalty, and the likelihood to recommend the hotel to others. Social media metrics, including likes, shares, and reviews, reflect the hotel’s online reputation and guest engagement.

Additionally, sustainability metrics such as energy consumption per guest and waste reduction rates are being tracked to ensure that the hotel is meeting its environmental goals.

These new KPIs offer a more comprehensive view of a hotel’s performance, encompassing guest experiences, brand reputation, and environmental impact.

The Guest and Staff Experience

The future of hospitality is also about reimagining staff and guest experiences to create more meaningful and memorable interactions.

For staff, this means providing ongoing training and professional development opportunities. This approach keeps the team updated with the latest industry trends and technologies. Despite the technology, operators need to empower team members. A great leader ensures their teams are receiving valuable training on the skills and knowledge they need to excel. Doing so improves service quality, and boosts morale and retention rates.

On the guest side, new programming and experiences are being introduced to cater to diverse interests and preferences. By focusing on innovative staff and guest programming, the hospitality industry is creating environments that are enriching, engaging, and memorable.

Spirit of Hospitality

With all that said, amidst all the technological advancements and new metrics, it is essential to bring back the true essence of hospitality and what it means to be hospitable. We have to get back to the “why” of what we do in this industry, and remind ourselves once again about the true definition of hospitality.

At its core, hospitality is about genuine care, warmth, and making guests feel welcome and valued. This involves cultivating a culture of empathy and service excellence in which every guest interaction is an opportunity to create a positive impact.

Personalized service, attention to detail, and going the extra mile are the hallmarks of true hospitality. It’s about creating an atmosphere where guests feel at home, whether they are eating at a restaurant, having a drink at the bar, or staying for a night or an extended period.

Blending modern conveniences with the timeless principles of hospitality ensures that the heart and soul of hospitality remain intact, even as it continues to evolve and reinvent itself.

Introducing Hospitality Reinvented Podcast Series

As the hospitality industry continues to evolve, staying ahead of trends and innovations is crucial for success. That’s why I am excited to announce the launch of the Hospitality Reinvented podcast series hosted with yours truly, Doug Radkey.

This podcast, set to go live this month, aims to explore and discuss the latest developments in the hospitality industry. I’ll provide insights and strategies to help operators and their businesses thrive in their dynamic and competitive market.

The Hospitality Reinvented podcast will delve into a variety of topics, from the integration of modern technology and new KPIs to reimagining staff and guest experiences. Each episode will blend timeless principles of hospitality with modern innovations and strategic playbooks, offering listeners practical advice and inspiration to create a guest-centric, sustainable, and forward-thinking industry.

The podcast will serve as a valuable resource for hospitality professionals looking to reinvent their operations and stay ahead of the curve. Join us on this journey as we explore how to blend tradition with innovation to shape the future of hospitality.

Tune in to Hospitality Reinvented each week and discover how you too can transform your business and create lasting, memorable guest experiences.

Join us on this journey by subscribing to the Hospitality Reinvented podcast, following us on social media, and staying engaged with the latest insights and trends here at KRGHospitality.com.

Image: KRG Hospitality

Close-up photograph of a chef sharpening a cleaver

July 31, 2024by David Klemt David Klemt No Comments

Essential Kitchen Equipment for Every Chef

Essential Kitchen Equipment for Every Chef

by Nathen Dubé

In the world of culinary arts, the right equipment can make all the difference between cooking a good dish and crafting an extraordinary one.

Whether you’re a home cook or a professional chef, having the right tools at your disposal is crucial for efficiency, precision, and creativity in the kitchen.

Tag along as I explore the essential kitchen equipment every chef should have, from basic must-haves to advanced tools. I also share usage tips, maintenance advice, and personal stories about my favorite equipment.

Equipment: The Essentials

Knives

A good set of knives is the cornerstone of any kitchen. High-quality knives can improve your cooking experience significantly, making prep work faster and more precise.

The key types of knives every chef should have include a chef’s knife, paring knife, bread knife, and boning knife. A chef’s knife is versatile, suitable for chopping, slicing, and dicing, while a paring knife is ideal for peeling and intricate work. A bread knife, with its serrated blade, is perfect for slicing bread and pastries, and a boning knife is essential for de-boning meat and fish.

To make the most of these tools, it’s important to keep knives sharp, as sharp blades ensure clean cuts, and reduce the risk of accidents.

Use the appropriate knife for each task to maintains efficiency and precision. Hone knives regularly with a honing steel to maintain their edges, and sharpen them with a whetstone or professional service periodically to ensure long-term performance.

Hand wash and immediately dry knives to prevent rust and damage, which will prolong the life of your knives.

My chef’s knife is my most trusted kitchen companion. I remember purchasing my first high-quality chef’s knife early in my career. The difference it made in my chopping speed and accuracy was astounding.

Cutting Boards

Cutting boards are essential for providing a safe and efficient surface for food preparation.

The primary types of cutting boards include wooden, plastic, and composite boards. Wooden cutting boards are gentle on knives and durable, while plastic cutting boards are easy to sanitize, and are often used for raw meat and poultry. Using separate cutting boards for raw meat and vegetables is crucial to prevent cross-contamination.

Secure the cutting board with a damp cloth underneath to prevent slipping, and ensure safety.

Wooden cutting boards require regular oiling to prevent drying and cracking, while plastic cutting boards should be cleaned with hot soapy water and sanitized in the dishwasher. It’s also important to replace cutting boards that show deep grooves or signs of wear to maintain hygiene and efficiency.

I’ve always been partial to wooden cutting boards for their durability and aesthetic appeal.

Cookware

Quality cookware is essential for various cooking methods, from sautéing to baking.

Essential cookware includes a skillet, saucepan, stockpot, baking sheets, and a Dutch oven. A skillet is versatile for frying, searing, and sautéing, while a saucepan is perfect for making sauces, boiling, and simmering. A stockpot is ideal for soups, stews, and boiling large quantities. Baking sheets are indispensable for baking cookies, roasting vegetables, and more. A Dutch oven is great for slow cooking, braising, and baking bread.

To ensure even cooking and avoid overcrowding, it’s important to use the correct size of pan for the job. Preheat pans before adding ingredients to achieve better searing and browning.

Avoid metal utensils on non-stick cookware to prevent scratching, and clean cookware according to the manufacturer’s instructions to maintain their non-stick properties and finish. Season cast-iron cookware regularly to maintain a non-stick surface—and prevent rust—to extend its lifespan.

Mixing Bowls

Mixing bowls are essential for combining ingredients, marinating, and more.

The main types of mixing bowls include stainless steel, glass, and plastic. Stainless steel bowls are durable and resistant to stains and odors, while glass bowls are non-reactive and versatile for mixing and serving. Plastic bowls are lightweight, and often come with lids for storage.

Use larger bowls than you think you need to prevent spillage when mixing. Also, ensure you have a variety of sizes on hand so you’re prepared for different tasks. Clean bowls thoroughly after each use to prevent residue build-up, and avoid abrasive cleaners on glass bowls to to prevent scratching.

Mandolin

A mandolin is an essential tool for achieving uniform slices and julienne cuts, which are crucial for presentation and even cooking.

With adjustable blades, a mandolin can slice vegetables, fruits, and even cheeses to precise thicknesses.

Using a mandolin can be dangerous without proper handling, so always use the hand guard, and work slowly to avoid accidents. Clean the blades regularly and make sure they’re sharp to maintain the efficiency and safety of this tool.

One of my favorite uses for the mandolin is preparing vegetables for ratatouille. The uniform slices not only show off their color and texture but preserve their crunch.

Equipment: Advanced

Stand Mixer

A stand mixer is an invaluable tool for any chef, capable of mixing, kneading, and whipping with ease.

Stand mixers come with various attachments, including a paddle for mixing, a whisk for whipping, and a dough hook for kneading. Starting on a low speed prevents ingredients from splattering out of the bowl and ensures thorough mixing.

To maintain a stand mixer, clean attachments and bowls immediately after use to prevent residue from hardening. Check and tighten the attachments regularly to ensure they are secure.

My stand mixer has been a game-changer, particularly for baking. I remember making my first batch of bread dough with it. The ease and consistency it provides are unparalleled, allowing me to focus on perfecting recipes rather than spend valuable time on manual kneading.

Food Processor

A food processor is essential for tasks like chopping, slicing, grating, and pureeing.

Use the pulse function to control the consistency of chopped ingredients, and avoid overfilling the bowl to ensure even processing. Clean the bowl, blades, and attachments promptly to prevent food from drying on them, and handle blades carefully as they’re extremely sharp.

My food processor has saved me countless hours of prep work. Creating salsas, dips, and marinades are a breeze with the press of a button!

Sous Vide Machine

Sous vide cooking involves vacuum-sealing food and cooking it in a water bath at a precise temperature, which results in perfectly cooked dishes. Season food before vacuum-sealing it to enhance flavor, and use a container with a lid or cover the water bath with plastic wrap to minimize water evaporation.

Clean the sous vide machine according to the manufacturer’s instructions, and regularly descale it if you use hard water to prevent build-up.

My sous vide machine revolutionized the way I cook proteins. I recall preparing a sous-vide steak for a dinner party; the precise temperature control ensured it was cooked to perfection.

Immersion Blender

An immersion blender, or hand blender, is perfect for pureeing soups, sauces, and smoothies in the pot or container directly. Move the blender up and down for blending, and avoid overfilling the container to prevent splattering.

Clean the blade and shaft immediately after use so food doesn’t dry on them, and be cautious when handling the blade as it is sharp.

My immersion blender has been a versatile tool in my kitchen. Again, soups, sauces, jams, etc. are all done directly in the pot, saving time (and mess) from transferring to a food processor.

Digital Scale

A digital scale is an essential tool for any chef, particularly for baking, where precision is key. Measuring ingredients by weight rather than volume ensures accuracy and consistency, which is crucial for successful recipes.

To use a digital scale effectively, always set the scale to zero after placing your container on it to ensure you are only measuring the ingredients. Calibrate the scale regularly, and replace the batteries when necessary so it maintains its accuracy.

I use my digital scale extensively when baking bread. Precise measurements of flour, water, and other ingredients are crucial to achieve the perfect texture and rise. This tool has improved the consistency significantly.

Set of Ring Molds

Ring molds are invaluable for creating uniform and aesthetically pleasing presentations, particularly in fine dining. They are used for shaping and plating dishes such as tartares, layered salads, and desserts.

Use ring molds to elevate the presentation of your dishes; they’ll ensure a professional and well-crafted appearance. Ensure the molds are well-greased or lined to prevent sticking and achieve clean edges.

Equipment: Maintenance Tips

Proper maintenance and care of your kitchen equipment are essential for longevity and performance. Regular cleaning prevents food from hardening and becoming difficult to remove, and proper storage in a dry, safe place prevents damage and ensures easy accessibility.

Perform routine maintenance checks, such as sharpening knives, seasoning cast iron, and descaling appliances, to keep equipment in optimal condition. Follow the manufacturer’s instructions for care and usage to avoid voiding warranties and ensure optimal performance.

Having the right kitchen equipment is crucial for any chef, whether professional or amateur. From basic essentials like knives and cutting boards to advanced tools like stand mixers and sous vide machines, each piece of equipment plays a vital role in creating culinary masterpieces.

Proper usage and maintenance of these tools ensure they perform well and last for years, enhancing your cooking experience and efficiency.

Invest in quality kitchen equipment to improve your cooking and make the process more enjoyable. Take care of your tools and learn how to use them effectively, and you’ll elevate your culinary skills and create dishes that impress and delight.

Image: Los Muertos Crew via Pexels

A well-crafted chicken sandwich with pickles, lettuce, and sauce, served next to a basket of French fries

July 29, 2024by David Klemt David Klemt No Comments

Campbell’s Shares Tips for LTOs

Campbell’s Shares Tips for LTOs that Generate ROI

by David Klemt

Yes, the Chicken Sandwich Wars are still going strong in 2024.

We appreciate Campbell’s Foodservice’s reports and posts, and their most recent insights address how operators can succeed with LTOs.

For example, our look into their tips for leveraging nostalgia is here. And our thoughts on Campbell’s Culinary TrendPulse 2024 report are here for your review.

This time out, Campbell’s Foodservice, utilizing data from Technomic, Datassential, and other sources, is tackling LTOs.

If you’re a regular reader of KRG Hospitality’s industry insights, you know we love an LTO—if an operator executes it effectively. Along those lines, you probably also know that we view Taco Bell as a leader in the industry when it comes to leveraging the power of LTOs.

Not only does the QSR giant know what their guests want, they know how to generate demand. In fact, Taco Bell understands the power not just of LTOs but of tying them to their subscriptions. Take, for example, their Taco Lover’s Pass and the Toasted Breakfast Taco menu drop.

When approached with thoughtful consideration, well-executed LTOs are a crucial element of an operator’s marketing and branding strategy. They drive traffic and sales, boost guest engagement and loyalty, and attract attention from first-time guests.

Of course, crafting a gainful LTO—gaining profits, loyalty, and positive public perception—can be easier said than done. However, there are a number of steps you can take to get the ball rolling and come up with one that reflects your brand, and resonates with guests.

Four Steps

Kicking off their tips, Campbell’s Foodservice recommends keeping LTOs simple. As they say in their report, which you can read here, operators need not “reinvent the wheel” when developing these promotions.

You can differentiate an LTO menu item from its standard counterpart in a number of simple ways. A few examples are using a unique cooking process, crafting a limited-edition sauce, and featuring a distinctive and specific topping or two.

Another tip is to do your best to offer LTOs that embrace current trends. While sharing these tips, Campbell’s cites Datassential and the revelation that just 20 percent of all LTOs are recurring. That means that the vast majority of LTOs are new creations, not stalwarts like the McRib. To draw the attention of a wider swath of guests, feature regional and local items and flavors. Per Datassential, 70 percent of guests are interested in such LTOs.

Speaking of attention, operators should learn how to take and edit attractive F&B images. Or, as Campbell’s says, “make LTOs pretty.” Per Datassential, roughly a third of consumers will try an LTO if it looks appealing in an advertisement or in-store imagery.

Finally, and this one is crucial as it embodies the previous three tips, leverage seasonality. It’s currently summer, so what can you add in the way of flavor to an existing item? Is that item regional and locally sourced? Will photographing it and crafting a sharp post communicate the season and inspire a bit of FOMO? These questions can help guide your approach to crafting profitable LTOs.

Oh, and to help you get started, I’ve shared Campbell’s season flavor suggestions below. Cheers!

Campbell’s Foodservice Seasonal Flavors

Not only did Campbell’s share tips for succeeding with LTOs, they also provided several examples of seasonal flavors to inspire you and your team.

Since it’s July, I’ll start with their summer suggestions.

Summer: basil, blackberries, corn, cucumbers, peaches, tomatoes, watermelon, zucchini

Fall: artichokes, cranberries, edamame, parsnips, pears, pumpkin, sweet peppers, tomatillos, turnips,

Winter: butternut squash, persimmons, radishes, salsify (a root vegetable), sunchokes, sweet potatoes, tangerines

Spring: asparagus, fava beans, pea greens, rhubarb, snap peas, spring onions, strawberries

Campbell’s Foodservice sources:

Foodservice and Hospitality: A strong LTO strategy helps operators retain and grow their customer base (March 2024)
Datassential: Limited Time Offers Keynote Report
Technomic: 162 Best-in-Class LTOs for 2023
Food & Drink Resources: A Limited Time Offer Strategy For Restaurants
Your Guide to Seasonal Fruits and Vegetables, The Spruce Eats
Datassential: State of the LTO 2024

Image: Hybrid Storytellers on Unsplash

A team meeting at a table, with people taking notes on notepads

July 25, 2024by David Klemt David Klemt No Comments

Feedback: Friend or Foe?

Feedback: Friend or Foe?

by Jennifer Radkey

Feedback can be used as a powerful tool for personal and professional growth, so why is it that the majority of people purposefully avoid it?

The short answer is that we don’t like to be told that we aren’t doing a good job. Even if the feedback is all positive, there is that slight chance that there might be some negative feedback. Therefore, it’s avoided all together.

There needs to be a mind shift towards feedback. Instead of thinking of it as a criticism of you personally, think of it as constructive advice for how to become a better version of you. Once you accept that, you can use that feedback to build a better version of your business.

Feedback is subjective to the person who is giving it. It is dependent upon that person’s experiences, values, and beliefs, which is why it can not be taken at face value. Feedback needs to be heard without judgment, and then examined for validity.

Assessments and feedback are tools that, when used properly, can give you an edge over your competition.

These tools provide clarity, and allow you to see potential areas for growth that you may not have been able to notice otherwise. When the feedback is positive, it highlights strengths for you to celebrate. When it is negative, it shines light on areas that need to be examined and possibly improved upon.

Who wouldn’t want that opportunity? So, instead of hiding or running away from feedback, what should you be doing?

Seek it Out

Make it a goal to actively seek feedback from others. Shifting your mindset and perception of feedback—positive or negative—to accept that it will help improve your business is powerful. If you are the one seeking feedback, then there is no room to fear it.

Who should you be asking for feedback from? Everyone!

Let’s start with your team. Your business is only as strong as your team. Your success relies heavily upon their performance.

You are most likely already providing constructive feedback to your team and celebrating their successes. (If this is not the case, you need to make this change.)

Are you asking for their feedback though?

Knowing how your team feels about working in your establishment is critical for creating a positive culture, lowering turnover, and building a reputation that makes people clamor to work for you. Create anonymous surveys or bring in a third party to conduct stay interviews to obtain the most valid and truthful feedback from your team. Many may be too fearful to share their honest opinion face to face with an owner or a member of a leadership team.

Next up, you need feedback from your guests.

Most operators already have a system in place for hearing customer feedback, whether it be Google reviews, Facebook reviews, or another platform. The question is…what are you doing with those reviews? Are they being read and considered, and replied to with a thoughtful response?

All three of those actions need to happen to take full advantage of the feedback guests provide. A guest who feels heard and valued is a guest who will respect your business.

Lastly, what feedback do your colleagues have for you? What are your competitors saying about you? Do vendors have a positive experience interacting with you?

The more you know about how others view your business, the more power you have to make informed, effective changes.

Analyze It

Once you have received feedback it’s time to approach it from a curious and analytical mindset. Remove emotional response (or accept your emotional response and put it aside) so that you can benefit from whatever the feedback may be.

Yes, if the feedback is negative you may have an initial negative response. You may feel defensive, angry, anxious, or frustrated. Accept that these are natural responses and then move on.

You will not be able to clearly analyze the feedback if you are stuck in a negative mindset.

A successful operator uses strategic thinking as their main tool to gain clarity. Get curious and start asking questions.

Is the feedback relevant? Is there truth in it? What experience led to it? How was that opinion formed?

Some feedback will require action to be taken on your end, others will not. It’s up to you to analyze and decide.

Implement It

After requesting and analyzing feedback, it’s time to implement it!

Purposeful action defeats fear every time. Take what you have discovered through the feedback that you sought out, and put it into action.

Create S.M.A.R.T. goals and an action plan for you and your team. Or, if the action is larger in scale, host a team meeting, and work together to create the goals and plan. Creating goals as a team allows for everyone to take ownership of the process and the results.

Don’t forget that it’s not only negative feedback that may need to be addressed with action, but positive feedback as well.

How are you going to share positive feedback with your team, and how will you celebrate it? Success is not only built upon implementing change where needed but also in the act of practicing gratitude when needed. Make sure you are doing both.

So, it’s time to stop hiding from feedback; it is your friend.

Seek it, analyze it, and then implement it. Not all feedback requires action on your end, but sometimes you will receive valuable feedback that may create a change in your business that could propel you to another level of success. Be ready for it.

Cheers to personal and professional growth!

Image: Dylan Gillis on Unsplash

A young male chef preparing a dish in a clean, modern commercial kitchen

July 24, 2024by David Klemt David Klemt No Comments

Top Kitchen Design Trends of 2024

Top Commercial Kitchen Design Trends of 2024

by Nathen Dubé

Commercial kitchen design continues to evolve, driven by advancements in technology, an emphasis on sustainability, and the need for efficiency and flexibility.

The latest trends reflect these priorities, offering solutions that enhance both functionality and aesthetics in professional kitchens.

This article explores the top commercial kitchen design trends of 2024, highlighting their benefits and offering practical implementation tips. Going further, I also include real-world examples of successful trend adoption.

1. Sustainability and Eco-friendly Practices

Sustainability is at the forefront of commercial kitchen design in 2024.

Restaurants and foodservice operators are increasingly adopting eco-friendly practices. Key reasons include reducing their environmental footprint, and meeting consumer demand for responsible business practices.

Key Trends

Energy-efficient appliances: The use of ENERGY STAR-rated appliances that consume less energy, and reduce operational costs.
Sustainable materials: Incorporating materials like recycled steel, reclaimed wood, and eco-friendly countertops.
Waste reduction systems: Implementation of composting and recycling systems to manage waste more effectively.

Benefits

Reduce operational costs through lower energy consumption.
Enhance brand reputation by demonstrating a commitment to sustainability.
Meet regulatory requirements and green certification standards.

Implementation Tips

Choose ENERGY STAR appliances: Invest in appliances that are certified for energy efficiency to cut down on utility costs, and reduce environmental impact.
Incorporate sustainable materials: Opt for materials that are durable and have a lower environmental impact, such as recycled or reclaimed materials.
Implement waste management systems: Set up composting and recycling systems to manage kitchen waste efficiently.

Client Story

A farm-to-table restaurant I worked with revamped their kitchen to include energy-efficient appliances, reclaimed wood decor, and a comprehensive waste management system.

These changes not only reduce their operational costs but also enhance their brand’s commitment to sustainability, attracting environmentally-conscious customers.

2. Smart Kitchens and Technology Integration

Technology is transforming commercial kitchens, making them more efficient, safer, and easier to manage.

Smart kitchens equipped with advanced technology are becoming the norm in 2024.

Key Trends

Smart appliances: Ovens, refrigerators, and dishwashers that can be monitored and controlled remotely.
Automated inventory systems: Systems that track inventory levels in real-time, reducing waste and ensuring timely reordering.
Kitchen management software: Software that integrates scheduling, task management, and equipment maintenance.

Benefits

Enhance operational efficiency, and reduces labor costs.
Improve food safety, and quality control.
Streamline inventory management, and reduces waste.

Implementation Tips

Invest in smart appliances: Choose appliances that offer remote monitoring and control capabilities for better efficiency and oversight.
Use automated inventory systems: Implement inventory management software to keep track of stock levels, and reduce food waste.
Adopt kitchen management software: Integrate software solutions that help manage kitchen tasks, staff schedules, and maintenance routines.

Client Story

A high-volume catering QSR company integrated smart kitchen technology, including smart ovens and automated inventory systems.

The approach allows them to monitor cooking processes remotely, optimize their inventory management, and streamline operations. The result is significant cost savings, and improvements to service quality.

3. Flexible and Modular Kitchen Designs

Flexibility and adaptability are key considerations in modern commercial kitchen design.

Modular kitchens that can be easily reconfigured to meet changing needs are becoming increasingly popular.

Key Trends

Modular equipment: Equipment that can be moved and reconfigured as needed.
Multi-functional spaces: Areas that can serve multiple purposes, such as prep stations that double as serving counters.
Open kitchen concepts: Designs that promote transparency and interaction with customers.

Benefits

Adapt to changing menu requirements and operational needs.
Maximize space utilization and efficiency.
Enhance the dining experience by promoting transparency.

Implementation Tips

Choose modular equipment: Invest in equipment that can be moved and reconfigured easily to suit different needs.
Design multi-functional spaces: Create areas that can serve multiple purposes to maximize space efficiency.
Consider open kitchen designs: Implement open kitchen concepts to enhance customer interaction and experience.

Client Story

A fast-casual restaurant redesigned their kitchen to incorporate modular equipment and multi-functional spaces. This flexibility allows the operator and their team to adapt to menu changes easily.

In addition, the change increases functional space, and streamlines their operations, leading increases in efficiency and customer satisfaction.

4. Enhanced Food Safety and Sanitation

Food safety and sanitation are paramount in commercial kitchens.

In 2024, new design trends are focusing on creating hygienic environments that minimize contamination risks.

Key Trends

Touchless technology: Faucets, dispensers, and doors that operate without physical contact.
Sanitization stations: Dedicated areas for handwashing, and sanitizing equipment.
Antimicrobial surfaces: Use of materials that resist bacteria, and are easy to clean.

Benefits

Reduce the risk of foodborne illnesses.
Meet health and safety regulations.
Enhance the overall cleanliness of the kitchen.

Implementation Tips

Install touchless technology: Implement touchless faucets, dispensers, and entry systems to reduce contamination risks.
Create sanitization stations: Designate areas specifically for handwashing, and sanitizing tools and equipment.
Use antimicrobial surfaces: Choose materials that are resistant to bacteria, and easy to clean for work surfaces and high-touch areas.

5. Ergonomic and Worker-friendly Designs

Ergonomic designs that prioritize the well-being and efficiency of kitchen staff are gaining traction.

These designs focus on reducing physical strain, and improving workflow.

Key Trends

Ergonomic workstations: Adjustable workstations that reduce strain and fatigue.
Improved ventilation systems: Systems that provide better air quality, and reduce heat stress.
Ample lighting: Sufficient and well-placed lighting to reduce eye strain and enhance visibility.

Benefits

Increase staff productivity, and job satisfaction.
Reduce the risk of workplace injuries.
Enhance the overall efficiency of kitchen operations.

Implementation Tips

Design ergonomic workstations: Invest in adjustable workstations that can be tailored to individual needs.
Improve ventilation: Ensure your kitchen has effective ventilation to maintain air quality, and reduce heat.
Enhance lighting: Use ample and strategically placed lighting to improve visibility, and reduce strain.

Client Story

A large-scale restaurant redesigned their kitchen to include ergonomic workstations and improved ventilation.

These changes have resulted in a more comfortable and efficient working environment, leading to higher staff morale and productivity.

Address Your Kitchen’s Design

The commercial kitchen design trends of 2024 reflect a focus on sustainability, technology integration, flexibility, food safety, and ergonomics.

These trends not only enhance the functionality and efficiency of commercial kitchens but also address the growing demands for environmentally responsible and worker-friendly environments.

Are you ready to transform your commercial kitchen with these cutting-edge trends? Contact us today to learn how we can help you implement these designs and create a kitchen that meets the demands of modern culinary operations.

Image: Rene Terp via Pexels

July 23, 2024by David Klemt David Klemt No Comments

Difference Between a Plan and Playbook

The Difference Between a Plan and a Playbook

by Doug Radkey

Sometimes AI comes up with impressive images. This is one of them.

You’ve likely heard that 80 percent of hospitality businesses fail within the first five years.

When you ask those in the industry the question of why there is such a high rate of failure, they reply with a fairly predictable list of factors. These tend to be location, concept or brand confusion, lack of service standards, toxic workplace culture, sub-par marketing efforts, and mismanaged funds.

Many operators who fail try to quickly blame external factors, such as the economy.

When you ask the next question—what are the other 20 percent of operators doing differently to surpass five years in business—you get one simple answer. The difference between those who drive a sustainable profit of 12, 15 or 20 percent (or more) and those who don’t boils down to one thing and one thing only: they have strategic clarity.

It’s not that the successful 20 percent did not battle challenges or the same tough economy or labor struggles. What they had was clarity, and a playbook detailing how to overcome a multitude of challenges.

So how do you achieve strategic clarity? Well, it’s much more than just writing—or filling out a template for—a business plan.

What is Strategic Clarity?

Strategic clarity is the comprehensive understanding and alignment within your hospitality business regarding its identity, direction, purpose, and the means to achieve its goals.

It involves clear communication and consensus on key aspects of the business, ensuring that everyone is working towards the same objectives. Below, the key components that define strategic clarity.

1. Understanding Who We Are

Core Identity: This includes the mission, vision, and core values of your business. It defines what the business stands for, and its fundamental purpose.
Strengths and Weaknesses: Recognizing the business’ strengths, weaknesses, opportunities, and threats (SWOT) aids in identifying the core competencies and areas for improvement.
Culture: The shared beliefs and practices that characterize the business’ internal environment, and how it interacts with both staff and guest perceptions.

2. Knowing Where We are Going

Vision: A clear and compelling picture of what the business aspires to become in the future. It serves as a guide for choosing current and future courses of action.
Long-term Goals: Specific, measurable, achievable, relevant, and time-bound (SMART) goals that outline the desired outcomes over an extended period.
Milestones: Intermediate targets that mark progress towards the long-term goals.

3. Understanding Why We are Doing This

Purpose: The fundamental reason for the business’ existence beyond making a profit. It encompasses the broader impact the business aims to have on its community.
Motivation: The driving force behind the business’ actions and strategies. This includes the values and principles that guide decision-making, as well as behavior.
Stakeholder Alignment: Ensuring that the goals and activities of the business align with the interests and needs of its stakeholders: guests, employees, investors, and the community.

4. How We are Going to Get There

Strategy: The overarching plan that outlines how the business will achieve its vision and long-term goals. It includes the allocation of resources and the selection of strategic initiatives.
Tactics: The specific actions and steps that will be taken to implement the strategy. This involves detailed planning, delegation, resources, and execution.
Performance Metrics: The criteria and tools used to measure progress and success. Key Performance Indicators (KPIs) and other metrics help track the effectiveness of strategies and tactics.
Continuous Improvement: The process of regularly reviewing and refining strategies and tactics based on performance data and changing circumstances.

Strategic clarity is essential for the cohesive and effective functionality of your bar, restaurant, or hotel business. This leadership approach ensures that all members understand and are aligned with the business’ identity, direction, purpose, and methods.

By achieving strategic clarity, organizations can navigate challenges, seize opportunities, and build upon sustainable long-term success. What we have found over the years that attributes to long-term clarity and success is a series of playbooks.

Understanding Plans and Playbooks

Let’s first dive into the critical distinction between a plan and a playbook, and why this matters for your bar, restaurant, or hotel. Understanding and utilizing both can significantly impact your business’ ability to start strong, stabilize effectively, and ultimately position you to scale successfully.

A traditional business plan, as you may know it, is a document that outlines your goals, and the steps you will take to achieve them. It’s often the number one consideration to secure funding and to set strategic direction.

However, it is, more often than not, missing plenty of crucial information, strategies, and guidance that end up planting a false sense of security.

A playbook, on the other hand, is a more comprehensive guide filled with detailed processes, best practices, and adaptable strategies tailored to your specific operations. Within this dynamic industry, you need more than a standard business plan if you want to be successful.

In fact, you should have eight different playbooks in place to position yourself within the top echelon of this industry.

The Power of Playbooks in Hospitality

While plans are often static or rigid (and often forgotten about shortly after they’re written), playbooks are designed to be flexible and adaptable.

Playbooks provide a step-by-step guide, ensure consistency and efficiency, and offer adaptable strategies and best practices to start, manage, and grow effectively.

Playbooks go into more granular details, and provide actionable steps. In this way, they’re notably different from a singular business plan.

The Eight Playbooks

No matter if you are operating a coffee shop, bar, restaurant or hotel (or any other concept within the hospitality industry), the following eight playbooks should be looked at as non-negotiables.

Feasibility Study/Playbook: The foundational guide for assessing the viability of your hospitality business idea. It involves a comprehensive analysis of the market, competitive landscape, financial projections, and operational requirements. This playbook helps you determine whether your concept is realistic and profitable before committing significant resources.
Concept Playbook: Focuses on refining your hospitality business idea into a clear and compelling concept. This playbook guides you through creating a unique value proposition, defining your target market, and outlining the core elements of your business, including service style, interior design, and internal programming.
Prototype Playbook: A step-by-step guide to developing a tangible representation of your hospitality concept. This playbook helps you create a prototype that can be tested and refined before a full-scale launch. This playbook covers design specifications, operational workflows, fixtures/furniture/equipment, and detailed budgets.
Brand Strategy & Identity Playbook: Defines the strategic approach to building and maintaining a strong brand. This playbook covers the creation of your brand identity, messaging, and positioning to ensure consistent and impactful brand communication. It involves color psychology, core values, mission statements, brand experiences, and more.
Marketing Playbook: Outlines the strategies and tactics to attract, build, and retain your target guests. This playbook provides a roadmap for creating and executing effective marketing campaigns across various channels. It provides a step-by-step guide on content, social media management, database building, email marketing, partnerships, and community activations, along with detailed guest journey maps.
Tech-stack Playbook: Provides guidance on selecting and implementing the correct technology solutions to enhance your hospitality operations. This playbook ensures that your technology infrastructure supports your business goals and improves efficiency. This playbook identifies technology gaps, software solutions, hardware requirements, and integration plans, plus training and support on technology.
Financial Playbook: A comprehensive guide to manage your hospitality business’ finances. This playbook covers budgeting, financial forecasting, accounting practices, and financial performance analysis. It should highlight financial contingency plans, mock labor schedules, daily/weekly/monthly/seasonal traffic reports that align with the business, and financial objectives.
Operational Playbook (a.k.a. Business Plan): Outlines the day-to-day operations in great detail, along with long-term strategies. This playbook ensures that all aspects of your operations are well-coordinated and aligned with your overall business goals, and the other seven playbooks. It should highlight standard operating procedures, labor plans, supply chain management, guest services, and measurable operational metrics.

You’ll notice there are seven other playbooks written before the business plan. Far too often, this is where people start. Without the other seven playbooks, it will be nearly impossible to craft a winning playbook for your day-to-day operations.

When Should You Use Playbooks

To Start: These eight playbooks are crucial to craft your success story right from the beginning. Build the foundations before signing a lease or purchasing a property.
To Stabilize: If you’re currently underperforming (profit margins under 12 percent for bars and restaurants, and under 15 percent for hotels), use playbooks to generate impactful results.
To Scale: These playbooks will help ensure that both your first location—and the next location—are prepared for consistent operations without diminishing your brand equity.

Strategic planning within detailed playbooks is essential for your hospitality business’ success.

Regardless of your current position, evaluate your use of business plans, and consider developing comprehensive playbooks instead. Make the time and commitment to achieving true clarity in your business, and position yourself to be on the correct side of this industry’s statistics.

AI image generator: DALL-E

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.

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.

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.

Two people jogging through a city at sunrise, going in opposite directions

June 12, 2024by David Klemt David Klemt No Comments

Try, Try Again: Creating Positive Habits

Try, Try Again: Creating Positive Habits

by Jennifer Radkey

It turns out that some AI platforms aren’t good at telling time, so instead of an image of an alarm clock, here’s the 5 A.M. Club going for a jog.

Ever wonder why some people seem to effortlessly achieve their goals while others struggle? It’s all about the habits they have cultivated.

We all have great intentions to practice healthy habits that are good for our body, mind, and soul…but we face roadblocks in committing to them.

Do any of these thoughts sound familiar?

“How does she have the time to workout, run a business, take care of her family, and have hobbies? She must be part of that 5 A.M. Club. I could never do that; I’m not a morning person.”
“I wish I could post to social media daily. I know I could reach more potential customers if I do. I don’t know how to come up with that much content though.”
“I want to feel stronger. My friend has started strength training, and he seems so much more confident and happier, but I’m a cardio person.”
“I wish I could take a few courses, but I don’t have time for that.”

All of the statements above have one thing in common: They have already given up before even trying.

There’s a wish to become better at something, and then there’s an immediate shut down.

Here’s the thing—you don’t know that a habit will work for you or not until you try it.

You Have to Work at It

Experience eclipses all for learning about yourself. You tell yourself that you aren’t a morning person and you can never wake up at 5 a.m. But until you try it…how do you know that?

Developing new habits takes time and commitment. If you’re serious about making changes to your life and you know that certain habits will help you achieve that goal faster, you owe it to yourself to try.

On average it can take at least two months to actually form a new habit. Trying something for a week and deciding it’s not for you doesn’t do you, your goals, or the habit proper justice. Give things time.

If, after several weeks, you feel that the change really isn’t for you, no problem! At least you’ll know that it doesn’t work from experience, not from your limiting beliefs.

The same advice applies to your team. If you’re trying to encourage daily habits in the work environment, it’s going to take time before everyone’s consistently participating.

Yes, they’re going to need daily and weekly reminders. Yes, it’s going to take more than a week or two. If the habit you’re trying to implement will create a more efficient, successful business, it deserves time and commitment from you.

Mindset is contagious, just as action and inaction are contagious. If you want your team to adopt a new habit, you and your leadership team must show up and participate in the habit as well.

Make it positive. Demonstrate the value of doing it. Have patience while your team practices the new habit.

Positive habits are the powerhouses behind personal and professional success. By consistently doing small things, you can create a ripple effect of positive change.

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

Graffiti of crossed chef's knives underneath a baseball cap that reads, "D.E.G."

May 27, 2024by David Klemt David Klemt No Comments

Chef Duffy x NRA Show: Live Menu Read

Chef Duffy x NRA Show: Live Menu Read

by David Klemt

Chef Brian Duffy crushed it in Chicago at the 2024 National Restaurant Association Show.

We’re sharing tips from Chef Brian Duffy‘s live menu reads at this year’s National Restaurant Association Show in Chicago.

These informative sessions are always standouts at industry trade shows and conferences. Both the operator who submits their menu anonymously and the audience gain valuable insight into menu programming and development.

In ten minutes or less, the Chef Duffy shares wisdom that’ll boost guest engagement; streamline and energize the kitchen; and help save on labor and food costs. And he won’t even Bar Rescue anyone who submits a menu. That is to say, no, he doesn’t yell at anyone while giving them tips for fixing their menu.

As Chef Duffy pointed out during his latest live menu reads, an operator’s menu has the potential to create generational wealth. However, it must be programmed properly for it to reach that potential.

So, ask yourself a question right now about your menu: Would you be proud for your menu, in its current state, to be plastered across a billboard? If not, I have another question for you: Why aren’t you taking the time to rectify that situation?

Your menu is your concept’s billboard. Treat it as such.

Oh, and one note for the NRA Show before we dive in: These sessions deserve at least two hours. One hour just isn’t enough given how impactful Chef Duffy’s live menu reads are for operators.

Menu Programming 101

There’s a logical reason why Chef Duffy is never short on menus to review. In fact, he addressed the situation directly at the 2024 NRA Show.

“Everybody has the same shit on their menu,” he stated frankly.

One explanation for why menus seem so similar makes a lot of sense.

“We’ve been told what to put on our menu buy our purveyors,” said Chef Duffy during his live menu read.

For the most part, operators are given the same product catalogs. These are circulated nationally, not regionally. So, everyone is ordering the same items. Clearly, Chef Duffy is fed up with this situation.

“We’re not here to do the same things that everyone else is,” declared Chef Duffy. “I don’t want to see that anymore.”

Menu #1: Sports Bar

This first menu featured a vibrant design that instilled a sense of patriotism. Chef Duffy theorized that he’d feel good spending time in this space, based on the menu’s appearance.

However, he wasn’t a fan of the layout of the menu. Taking up valuable real estate was a large catering ad, placed directly in the center.

In the top left were salads. “‘Add chicken to any salad,'” read Chef Duffy. “No shit. Why are we stopping at chicken? We can add anything to a salad.”

Based on his knowledge of food costs and the menu’s pricing, Chef Duffy deduced that the operator’s food costs were too high. In fact, he estimated that food costs were more than 31 percent. The burgers, he surmised, were running a 35-percent cost.

By the way, Chef Duffy always puts two slices of cheese on his burgers to fill the top out more. This delivers a more visually appealing experience, and a better bite.

On the topic of pricing, operators must maintain balance. For example, this first menu priced the addition of two slices of bacon at $3.50, but a chicken breast was six dollars. Two Chicago hotdogs cost more than a burger.

Menu #2: Breakfast Spot

Unfortunately, the operator committed one of Chef Duffy’s deadliest menu sins. There was a photo of the restaurant’s steak and eggs.

Worse, the image showed a rather large steak paired with a commodity egg. If this dish doesn’t leave the kitchen looking exactly like the picture, guests are going to be underwhelmed and unimpressed. Further, why are operators still trying to save money by buying commodity eggs?

However, there was a second deadly menu sin committed by the operator. Given the overall perception this menu delivered, the claim that at least one dish featured “wild-caught crab” didn’t ring true to Chef Duffy.

I’m confident in saying that I think lying on a menu may provoke Chef Duffy’s wrath more than a photo.

“If you lie to me on your menu, I will tear you apart,” he stated quite strongly.

That said, he did like the menu’s design (minus the photos). Even better, he recognized that there were several inventive spins on breakfast classics. Remember, “We’re not here to do the same things that everyone else is.”

Menu #3: Sports Bar

To be honest, I was expecting this type of menu. In fact, I thought it would be the first menu design encountered during this session.

Essentially, it was a collection of what everyone else has on their menus.

As an example, there were wings on the menu, and the sauces were anything but creative. Chef Duffy didn’t address it but they were also listed without commas, so they appeared to be one long, run-on sentence of a sauce.

The most glaring issues, however, were the pasta and the dessert. Both sections contained just a single item. That’s right—there was an entire section dedicated to one pasta dish. Moreover, it’s not like there were a number of modifiers one could select to personalize their pasta.

This was the item description underneath the dessert section (designated as “Closers”): “Dessert of the week – $8 Please ask your server for details.” There’s a significant issue with that description and placement, as identified by Chef Duffy.

If a menu includes desserts, the guest is likely going to forget about them after they’ve ordered their starter and entree. It’s far more effective to have a dessert tray or cart and train your servers to suggest dessert when they touch the table toward the end of the meal.

Takeaways

Chef Duffy throws in more tips during a single menu read than most people would expect.

Below are some of the takeaways that make his live menu reads so insightful:

Only list name brands if they come from a local farm. This approach shows that an operator cares about supporting local producers and is part of the community.
Use the best ingredients for the specific concept.
If a restaurant features housemade buns for burgers and/or bread for sandwiches, they should offer a version as an appetizer. Really make this idea shine by also offering housemade specialty butters.
Operators that have chips on their menus should use the crumbles and “dust” to make breading for other items. After all, the chips have been paid for already—use all of them.
It’s better and more impactful to have 25 items on a menu that are executed perfectly than 50 items that are executed poorly.
Chef Duffy doesn’t agree with omitting prices from menus. “Why? Are we negotiating? Are we negotiating before I place my order?”

Connect with Chef Duffy on Instagram, and learn more about him on the Duffified Experience Group website.

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