Hotel Operations

Military combat helmet in digital camouflage
by David Klemt David Klemt No Comments

Adding Veterans to Your Team

Adding Veterans to Your Restaurant, Bar or Hotel Team

by David Klemt

Military combat helmet in digital camouflage

Do more this Veterans Day by encouraging those who have served to apply and interview for available positions on your team.

There are several benefits to providing job opportunities to veterans, regardless of the country (or countries) in which you operate.

Of course, there are dos and don’ts that come along with recruiting, hiring and working with veterans.

Benefits to Hiring Veterans

Before we begin, a caveat: Remember that veterans are individuals. “Veteran” is a label, a designation, a descriptor. In no way is one person who is a veteran interchangeable with another.

That said, there are some elements of military service that are similar to those of successful hospitality operations.

Teamwork, a strong work ethic, leadership skills, precision in tasks, achieving goals, consistency in results… When a restaurant, bar or hotel team is operating at its best, it can be said they work with military precision.

Generally speaking, veteran job candidates bring experience to the table that can benefit an operator greatly.

Additionally, it’s commonly said that hospitality leadership should hire for personality because they can train requisite skills. Speaking generally again, many veterans are so used to receiving specialized training that they’ll likely appreciate and respond quickly to yours.

If you want your business to operate with military precision, why wouldn’t you hire military personnel who fit well within your team?

Questions to Ask During Interviews

Obviously, there are definite dos and don’ts when it comes to discussing a veteran’s military experience.

As curious as you may be about some aspects of a veteran’s experience, questions shouldn’t be invasive or offensive.

Some examples of questions you should ask are:

  • “What did you do (in the Air Force, Army, Coast Guard, Marines, Navy, National Guard or Reserves)?”
  • “Why did you choose that branch of the military?”
  • “How long did you serve?”
  • “Do you come from a military family?”
  • “Where were you stationed during your career in the military? Did you visit any other countries?”
  • “Where was your favorite place you visited or lived?”
  • “How do you think your experience in the military will benefit you here?”

As you can see, nothing in those questions should make a veteran applicant uncomfortable.

Questions and Behaviors to Avoid

Speaking of discomfort, there are many questions that you should never ask a veteran. Not just during the interview process, but ever.

Also, if a veteran informs you they’re uncomfortable answering a question about their service, that should be respected.

Examples of questions and topics you should avoid are:

  • “Do you have PTSD (Posttraumatic Stress Disorder)?”
  • “Do you find it hard to get back to ‘real/regular’ life after being in the military?”
  • “Did you ever get shot/stabbed/bombed?”
  • “Did you ever kill anyone?”
  • “What’s the worst thing that ever happened to you while you served?”
  • Current military conflicts, particularly if you haven’t served in the military.
  • Referring to elements of work through military analogies.
  • Insulting branches of the military if you never served.

In short, treat veterans with the respect their deserve, as you should any other member of your staff. Veterans aren’t novelties or curiosities—they’re people.

For too long, veterans have faced undue scrutiny and undeserved stigmatization. It shouldn’t be difficult to turn that around when the solution is simple: Give veterans respect; treat them like  people since that’s precisely what they are; and provide equal opportunity.

Image: israel palacio on Unsplash

Flipping through an open book
by David Klemt David Klemt No Comments

5 Books to Read this Month: November

5 Books to Read this Month: November

by David Klemt

Flipping through an open book

This month’s fun and informative book selections will help you develop next-level culinary, beverage and leadership skills this November.

To review October’s book recommendations, click here.

Let’s dive in!

Cook as You Are

The Great British Baking Show contestant Ruby Tandoh is a food writer with a half-dozen books to her name. Her latest will likely change how you look at food and its preparation. In particular, the “mini” version of Cook as You Are aims to be as inclusive as possible. The free download makes it easier for people who learn differently or require assistance in the kitchen to enjoy cooking. Cook as You Are features 100 original recipes created by Tandoh that don’t require hours of preparation or professional-grade kitchen equipment to execute.

The Bullhearted Brand

Expert Joseph Szala explains why operators should view branding as a strategic endeavor. Branding is more than a clever name, eye-catching logo, and slick tagline. Szala, as he explains, “lay(s) out the foundational elements and details about creating and scaling restaurant brands” in The Bullhearted Brand, drawing from years of real-world experiences.

Bourbon’s Backroads

Bourbon is one of the few spirits that America can truly claim as its own. Myths and legend abound, such as the claim that whiskey can only be called bourbon if it’s produced in Bourbon County. Karl Raitz conducted extensive research to uncover the full history of bourbon in the United States for Bourbon’s Backroads.

Gilded Age Cocktails

Author Cecilia Tichi takes readers on a cocktail journey spanning three decades. The Gilded Age, which took place between 1870 and the early 1900s, is known as the Golden Age for cocktails. Readers will be able to learn the stories of not only classic Golden Age cocktails to pass on to others, but also the stories of their creators. Gilded Age Cocktails transports us back to the pre-Prohibition Era, a time when bartenders first became famous and helped us all drink better.

Hacking the New Normal

Doug Radkey, president of KRG Hospitality, author of Bar Hacks and Hacking the New Normal, makes the case for making meaningful, impactful change in order for the hospitality industry to survive and thrive moving forward. As he explains during bonus episodes of the Bar Hacks podcast, as have multiple podcast guests like Chef Brian Duffy, the industry won’t truly recover unless we change our mindsets and the way restaurants, bars, hotels, resorts, entertainment venues, and arenas operate and treat staff.

Image: Mikołaj on Unsplash

2021 calendar on cell phone
by David Klemt David Klemt No Comments

Modernize Your Scheduling Today

Modernize Your Scheduling Today

by David Klemt

2021 calendar on cell phone

Scheduling platforms and apps modernize restaurant, bar and hotel team management, streamlining and simplifying several processes.

When it comes to improving communications, the benefits of updating and upgrading how you manage scheduling can’t be overstated.

Of course, in our tech-heavy world, several scheduling platforms do more than just inform your employees about their shifts.

Today’s options handle payroll; assign specific tasks to particular team members; help leadership provide feedback; give staff a platform to provide feedback to leadership; and much more.

Staff Retention

Now, we’ve addressed how our industry has been much quicker to embrace new tech innovations over the past couple years.

We’re bringing up the topic of scheduling platforms for a specific reason. We all make mistakes, and we can learn from those mistakes. And we can also learn from others’ mistakes so we can do our best to avoid making them as well.

On today’s episode of the Bar Hacks podcast, Chef Brian Duffy shares a story about a scheduling issue.

During his return appearance, Chef Duffy explains that his 20-year-old daughter provided two months’ notice about days off she needed to her former employer. “Former” is key here.

It’s clear that the hospitality group property at which she once worked either didn’t utilize a scheduling app, didn’t communicate well, or both.

At any rate, Chef Duffy’s daughter received constant phone calls from management during her vacation. Obviously, that would be infuriating.

Even worse, after she quit that job—she had provided two weeks’ notice—this former employer called to ask if she was coming in for “her shifts.” Well, no—she had quit, with notice.

Clearly, there are other issues with that leadership team beyond a lack of clarity in scheduling. However, a powerful, easy-to-use staff management tool could possibly have kept Chef Duffy’s daughter from quitting this job. A powerful platform, for example, like the four below that are mentioned on episode 53 of Bar Hacks.

7shifts

When choosing a scheduling platform, one crucial element is integration. 7shifts integrates with several major POS systems, such Toast, Harbortouch, Heartland, TouchBistro, Micros, Upserve, and Clover.

In addition to scheduling, which is a given feature for all these platforms, 7shifts offers robust features. Leadership can send one-on-one messages to staff or create group chats. The app itself is a timeclock and handles payroll. And more inclusive packages provide operators with labor budgeting, sales forecasting, labor alerts, and even state-based compliance tools.

7Shifts is free for single locations with up to 10 workers. At the Appetizer level, 7shifts costs $17.99 per month, per location, for up to 20 team members. For $39.99 per month, per location, operators with up to 30 staff can take advantage of the Entrée level. The Works is $69.99 per month, per location, and manages an unlimited number of staff.

HotSchedules

One of the key features of HotSchedules is labor forecasting. Per the platform’s website, HotSchedules “labor forecasts are based on activity, historical data, and specific business rules” to reduce costs and increase revenue.

On the leadership side, scheduling is streamlined and simple to use. Managers can approve—or deny—shift requests with a single click. They can also message individual team members or send messages to a single location.

On the team side, staff can give away, swap and pick up shifts via the convenient app. Staff can request time off, and HotSchedules integrates with their Google Calendars. Upon arrival, staff can clock in through the HotSchedules app and track their attendance and pay.

OpenSimSim

At the surface level, it may seem like OpenSimSim isn’t as robust as the company’s competitors. However, it’s powerful and efficient.

One of the best OpenSimSim features is the open shift invite. Using this feature, team members can be invited to apply for an open shift once one becomes available. In addition, staff can set their profiles up to be auto-approved for open shifts.

Of course, OpenSimSim offers features similar to other scheduling platforms. For example, leadership receives real-time open shift, overtime, and late clock-in notifications. Users can also direct message and group chat via the platform.

Schedulefly

Last on this list solely because I organized these platforms alphabetically is Schedulefly. When you look into this platform, you’ll notice immediately that it’s powerful enough to manage concepts with multiple units.

Managers can quickly and easy navigate each unit in their chain to handle scheduling, broadcast messages for individual locations, message specific team members, and more. Is there a shift that needs to be filled at a specific unit? Schedulefly makes it easy to target the appropriate location and get it filled.

Similar to 7shifts, Schedulefly offers pricing based on staff size. There are no contracts, no fees, and each “level” offers all the same features and services:

  • 19 staff or fewer: $30/month
  • 20 to 39 staff: $40/month
  • 40 t0 59 staff: $50/month
  • 60 to 79 staff: $60/month
  • 80 staff or more: Contact Schedulefly for pricing.

It should go without saying that scheduling is crucial. Understaffing, overstaffing, staffing frustrations, failing to listen to staff about scheduling, and not simplifying the process can increase staff turnover.

Outdated approaches to scheduling also leads to significant decreases in revenue.

At its core, scheduling is a form of communication, a vital one. Commit to improving your communication today by upgrading your scheduling. Your leadership team and staff will thank you.

Image: Gerd Altmann from Pixabay

Flipping through an open book
by David Klemt David Klemt No Comments

5 Books to Read this Month: October

5 Books to Read this Month: October

by David Klemt

Flipping through an open book

This month’s fun and informative book selections will help you develop next-level culinary, beverage and leadership skills this October.

To review September’s book recommendations, click here.

Let’s dive in!

Restaurant Marketing That Works: Back to the Basics: Before, During & After the Pandemic

Bar Hacks podcast guest and expert restaurant marketer Matt Plapp’s most recent book provides everything you need to supercharge your marketing and engagement efforts. Matt makes understanding the basics, collecting guest data and building an effective database, and boosting engagement easy. This is the best $7 (for the paperback) you’ll ever spend.

Spirits of Latin America

Revered James Beard Award-nominated bartender and operator Ivy Mix takes readers on a cultural and historical journey through Latin America’s spirits and cocktails. Spirits of Latin America is the 2021 Spirited Award for Best New Book on Drinks Culture, History or Spirits and features more than 100 recipes.

Drinking French

This book is the winner of the 2021 Spirited Award for Best New Cocktail or Bartending Book. Author David Lebovitz dives deep into French drinking culture through 160 recipes and beautiful photography. Readers will learn how to drink like the French do through classic and modern drinks, snack pairings, and stories.

Grit: The Power of Passion and Perseverance

Author Angela Duckworth explains why grit, not talent, is the best indicator of perseverance. Grit is the book Jennifer Radkey references in her most recent article for KRG Hospitality. If you want to change the way you hire and build teams, this is the book for you.

Death & Co Welcome Home

The third book from Alex Day, Nick Fauchald, and David Kaplan, the team behind Death & Co., features more than 400 recipes. Now, while this book targets home bartenders, it’s also beneficial to bar professionals as it delves into the Death & Co. cocktail development program. Is that worth a $35 investment? Absolutely.  Death & Co. Welcome Home is available now for pre-order.

Image: Mikołaj on Unsplash

Handshake emoji neon sign signifying partnership
by David Klemt David Klemt No Comments

SevenRooms Announces New Partnership

SevenRooms Announces Huge New Partnership

by David Klemt

Handshake emoji neon sign signifying partnership

SevenRooms announces today a major partnership that will change the game for operators in the UK, Australia, and across Europe.

The online reservation platform is entering a multi-year partnership with TheFork.

Fortunately, the hospitality industry, once slow to embrace new technology, is now adopting tech at a rapid pace.

This collaboration between SevenRooms and TheFork represents both a giant leap in tech innovation and support for our industry.

SevenRooms

By now, there should be no question that SevenRooms is among the most powerful tools an operator can wield.

On the surface, SevenRooms is “just” a reservation platform. In reality, the platform offers a full suite of guest engagement and retention tools; automated marketing tools; front- and back-of-house management; direct and third-party delivery management; and much more.

Additionally, the company has long been supportive of the hospitality industry. The founders didn’t just assume their reservation and engagement solutions were effective.

Rather, they spent time in the trenches. They took reservations, checked coats, and hung out with hospitality teams when their shifts were over.

During the pandemic, the platform studied the impact of third-party delivery on operators. To that end, they developed a launched a direct delivery module to help operators protect their bottom lines.

TheFork

Operating in more than 20 countries, TheFork is a TripAdvisor company.

Per TheFork, the company boasts more than 80,000 partner restaurants across the globe. Additionally, TheFork’s app has 28 million downloads and counting, and their site features over 22 million restaurant reviews.

In other words, TheFork enjoys a unique position in terms of connecting guests with restaurants.

The platform features a loyalty program; exclusive deals for guests who make reservations via TheFork; an “insider” feature that connects with guests with trendy and gourmet restaurants and entices them with a special offer; and more.

The Partnership

When one reviews how both platforms work, this partnership is a no-brainer. Going deeper, it appears the companies share similar values and commitment to the industry.

For example, SevenRooms subsidized more than $10 million in licensing fees to help operators during the pandemic. TheFork dedicated nearly $30 million to the industry within the 22 countries in which they operate.

This partnership is culminating in a two-way integration. Customers of SevenRooms will gain access to millions of diners who use TheFork to make reservations. In turn, TheFork now has access to SevenRooms’ marketing and venue management tools.

The result? Operators will be able to more easily and consistently fill their seats and attract new guests. The powerful tools that are at the disposal of SevenRooms customers will help to engage and retain those new guests, converting them to loyal regulars.

Hospitality seems to be steadily entering its Collaboration Era. Operators and platforms are seeking beneficial partnerships, all the while embracing more and more tech that enhances the guest experience and boosts the bottom line.

It will be exciting to see where we go from here.

Image: Charles Deluvio on Unsplash

Darts in a dartboard and in bullseye
by David Klemt David Klemt No Comments

Why Operators Need to Set Goals

Why Operators Need to Set Goals

by David Klemt

Darts in a dartboard and in bullseye

Something restauranteur Mike Bausch said during the 2021 International Pizza Expo caught my attention.

It stuck with me for a few days. Eventually, I had no choice but to write it down and share it with others.

“If you don’t have a goal,” Bausch said, “you just have a dream. And dreams are just fluff.”

Goals are Measurable

An operator’s goals don’t stop with realizing the vision of opening their business. Rather, that’s when setting goals starts.

Starting up a restaurant, bar, brewery, entertainment venue, hotel… Just getting to the point of opening the doors for the first time requires accomplishing multiple goals.

In fact, our Roadmap to Success identifies several steps—or goals—to achieve to open a startup.

But, hey, let’s say a person’s goal is to open a business. What’s next? Just running that business? That’s not much of a goal. It isn’t defined, it isn’t really measurable, and it won’t accomplish much.

There’s a reason KRG Hospitality offers coaching for operators after they’ve opened for business. Our work doesn’t end with the grand opening.

Similarly, “I want to make a bunch of money” also isn’t really a goal. That’s a result; goals are what help you achieve desired outcomes.

So, instead of writing down making money as a goal, come up with goals that will:

Of course, those represent just a tiny handful of possible goals.

Goals Drive Forward Progress

Because goals are measurable, they help an operator and their business continue growing. So, when operators make goals, they’re working to ensure long-term viability.

Yes, building a bank account and setting one’s self up for retirement can be goals. But how does an operator achieve either of those goals?

They set and achieve the goals that will drive them toward those two personal accomplishments.

Also, in achieving a number of other, equally important goals, the business moves forward constantly. In essence, a restaurant or bar without goals is a listless ship floating in the doldrums.

An effective captain keeps wind in the sails.

Goals Strengthen Teams

Sticking with the ship metaphor because it’s incredibly original and has never before been done, it needs a crew.

So, too, does a restaurant, bar, entertainment venue, or hotel.

Sure, the basic goal of an employee is making money. Generally speaking, that’s not enough of a goal to keep a team member engaged and loyal.

However, an operator being transparent about financial goals (for a particular shift, the week, the month, etc.) engages the team.

Likewise, an operator can (and should) inquire about employees’ individual goals. Then, they should come up with mutually beneficial ways to help accomplish those goals.

Clearly, those are just two examples of how operators can include their teams in the goal-setting process.

The keys to setting goals are:

  • make sure they’re clear;
  • ensure they’re achievable;
  • be certain they’re measurable;
  • when relevant, be transparent about the results with the team;
  • learn from failures or sub-optimum results; and
  • celebrate wins.

And then, of course, set new goals.

So, are you a dreamer or are you a visionary: a dreamer and a doer?

Image: Afif Kusuma on Unsplash

Thank you neon sign
by David Klemt David Klemt No Comments

Establishing a Gratitude Culture

Establishing a Gratitude Culture

by Jennifer Radkey

Thank you neon sign

In a busy world, and what sometimes seems to be an even busier industry, when do we stop to allow time for gratitude? And why should we?

The hospitality industry is built on the premise of providing a welcoming, friendly environment to guests. There have been countless articles written upon how to provide our guests with a positive and memorable experience.

Most of us are very aware of the need to thank our guests for their loyalty through customer appreciation programs, etc. We train our staff on the importance of thanking guests, ensuring that they will choose to visit our establishment again in the future.

To have a successful hospitality establishment our gratitude needs to go deeper than that. We don’t need to just thank our guests, we need to establish a culture of gratitude within our team; and it starts at the top.

Why Gratitude

Gratitude has been found to build stronger relationships, increase helping behaviours, improve quality of sleep, and just improve our overall well-being.

Martin P. Seligman, a psychologist at Penn State University, is one of the leading and founding psychologists in the field of Positive Psychology. His PERMA model dictates what well-being consists of: Positive Emotion, Engagement, Good Relationships, Meaning and Purpose, and Achievement/Accomplishment.

There are obviously many ways in which to achieve the five different components of PERMA, but one of the key character strengths that contributes to all of them is gratitude.

Why should we take on the responsibility of establishing gratitude within our team culture? Well, when you feel good about yourself you are more likely to share skills with others. You can be motivated to work harder and in turn inspire those around you to do so as well.

A team that feels appreciated and learns to be grateful for each other and for the opportunities and experiences the job affords them, is a team that will more likely stick together; support each other; work through problems more effectively; show compassion; embrace differences and creativity; and generally be stronger.

It Starts with You

So, how do we go about establishing a gratitude practice in our workplace? To do that you need to start with yourself.

People are smart—they can sense “fake” gratitude. It needs to be genuine. For some people, gratitude comes naturally; it is one of their character strengths. For others, expressing thanks may feel awkward, so gratitude needs to be practiced daily to build this skill.

Start by taking five minutes at the end of the day before you fall asleep and write down three good things that happened to you that day, and why they happened. Seligman calls this the Three Blessings activity.

Try this for a few weeks. Once you start taking just a few minutes each day to think about what went well, you will naturally find yourself seeking out and recognizing the good things in the moment.

The How

Once you feel comfortable expressing gratitude, it’s time to share with your team and watch the magic happen!

There are countless ways of establishing a gratitude practice in your team culture. One simple way to start is to call team members out on the great stuff they do and genuinely thank them for it.

Example: There is a particularly challenging guest who is upset and taking out their frustrations on one of your servers. Your server remains poised and offers various solutions to ease the guest’s frustration, in turn diminishing what could have been an ugly scene. You then approach your server afterwards and express thanks for the way the situation was handled.

Be specific in your praise and be genuine in your gratitude. Your server will go from feeling potentially upset or stressed about the situation to feeling good about themselves for how they handled it. And you will feel grateful for having such a responsible and stellar employee. Win-win situation.

A Grateful Team

Besides taking the time to notice and be outwardly grateful for the small things your team members do daily to contribute to the success of your vision and business, there are team-building gratitude activities you can initiate.

Try setting up a “Thanks for Being Awesome” board, either a physical one in a back room/staff room or an online one where team members can write quick thank-you notes to each other and post them.

“Thanks for taking my shift so I could take care of my sick mom.”

“Thank you for making me laugh with that ridiculous joke the other night!”

“Thanks for teaching me that new bartending flair trick!”

A team who is thankful for each other is a team who will build each other up, and in turn build up your business and revenue.

Silver Linings

Team meetings are an easy place to insert a gratitude practice. During the team meeting insert a “silver linings” activity.

Have team members discuss things that did not go well that week and then brainstorm together the “silver lining” from the situation. Maybe a new menu item was introduced and did not receive positive feedback. Perhaps there was a blow out between two team members when they didn’t agree on something, Maybe the new hire came for the first few scheduled shifts and then quit.

Whatever the bad situation was, what good thing came from it and what was learned from it that could make the team and business stronger? By looking for the good things in bad situations it enables us to be grateful for growth opportunities.

Building a culture of gratitude within your team can be as creative as you like, and there is no “one size fits all.” If one practice doesn’t work, try another. From team events and outings, to weekly gratitude emails, to shout-outs on your social media page, the possibilities are endless.

It is a small and simple change with little to no cost, and when it comes down to it…it just feels good. Here’s to personal and professional well-being! Cheers!

Image: Gratisography on Pexels

Reviewing and analyzing customer data on a laptop computer
by David Klemt David Klemt No Comments

How SevenRooms Improves Operations

How SevenRooms Improves Operations

by David Klemt

Reviewing and analyzing customer data on a laptop computer

It’s true that SevenRooms is a reservation management platform. However, it’s so much more powerful than that.

Simply put, if the platform wasn’t simple to use and integrate with other systems, they wouldn’t be celebrating their tenth year.

A recent interview via Clubhouse highlights why now, more than ever, operators need to seriously consider SevenRooms.

Background

Guy Clarke, founder of Sizzle Dining, spoke with two key SevenRooms team members in a casual but informative Clubhouse chat.

Allison Page, SevenRooms co-founder and Chief Product Officer, and Marybeth Sheppard, senior vice president of marketing, fielded Clarke’s questions.

Interestingly, Page admits SevenRooms took five to seven years to really fine-tune operations. In fact, she says that the team didn’t quite know exactly what they were offering for the first year or two.

Now, the “reservation” platform has truly hit their stride. The company doesn’t just manage reservations, it provides powerful solutions: a full suite of operational tools; table management; and guest experience and retention capabilities.

Of course, many tech platforms claim to help operators. However, SevenRooms is now enjoying a decade in business.

Their longevity is, in part, due to their approach to hospitality. As Page tells it, the founders didn’t just enter the industry believing they could “fix it” with tech.

Plenty of tech folks have identified problems in hospitality, boasted about their “common sense” solution, and exited after finding out how challenging the business is.

Instead, the SevenRooms team spent time in the trenches. According to Page, they took reservations, checked coats, and more. They spent time with hospitality workers after hours and got to know them.

What’s with that Name?

I’ve written several articles about SevenRooms. However, I’ve never addressed why the founders chose that name.

When asked by Clarke during the Clubhouse chat, Page provided the answer.

Turns out, the name is a loose nod to Graydon Carter’s “Seven Rooms Theory.” The theory speaks to navigating social status in New York City. In short, it posits that the NYC social scene consists of seven consecutive “rooms,” each with a secret door. Find the secret door, move to the next room.

Of course, SevenRooms isn’t about exclusivity. Instead, SevenRooms is helping operators reach the seventh “room,” which is a lasting relationship with a guest. The six previous rooms are a journey toward understanding that guest and making them loyal by delivering incredible guest experiences.

Why SevenRooms Works

If this seems like a shameless plug for SevenRooms, well, it sort of is. They didn’t pay me, Doug or KRG Hospitality to promote the platform; we just like what SevenRooms can do for operators.

In an industry that has until recently been slow to innovate when it comes to tech, the platform has been improving restaurant and hotel operations for years.

According to Page, SevenRooms has a simple operating philosophy that drives the company: “Make small big, make big small.” SevenRooms is driven to help small, independent operations punch well above their weight class. The platform gives independent operators the same capabilities as their large chain counterparts.

Conversely, SevenRooms gives enterprise operators an effective way to deliver the engaging experiences that independents offer their guests.

However, there are other reasons SevenRooms is so worthy of consideration: simplicity.

SevenRooms is all about collecting data. Of course, data does no good if an operator doesn’t know what to do with it. If they had to analyze and leverage it on their own, they’d need to employ data scientists and an entire marketing team.

Well, SevenRooms employs those people instead so operators don’t need to. An operator doesn’t need to be a data scientist to use the information they collect through the platform. Marketing campaigns are automated and engaging, and require little effort from the end user.

Reduce Costs, Increase Revenue

As Sheppard explains, SevenRooms manages and, more importantly, helps maximize a restaurant’s floor.

Looking to increase turns? Done. Want every seat to generate revenue? Smart seating makes that possible. According to Sheppard, SevenRooms’ auto-assign seating functionality is worthy of operators’ trust. Additionally, the platform’s CRM, table management and marketing tools help staff upsell guests.

Speaking of automated functions, Sheppard provides insight into SevenRooms auto-tagging. The platform assigns automated tags that make it simple for staff to understand the guests they’re serving. Some examples are:

  • Burger lover
  • Red wine lover
  • Big tipper
  • Loves expensive wine
  • No-showed twice

Just those five examples show how SevenRooms helps operators and their teams maximize the guest experience to generate revenue. So, how does the platform reduce costs?

First, investing in SevenRooms reduces an operator’s overall tech stack investment. It integrates with around 50 POS systems and offers several tools (modules), meaning an operator doesn’t need to purchase several platforms that may not integrate with one another.

Second, the reservation and table management tools streamline an operator’s business. When team members are focusing on revenue-generating tasks, the floor is being sat more efficiently, and guests are being wowed, costs are driven down and revenue is driven up.

Then, there’s the “hidden” benefit. As Sheppard says, hospitality is a passion-driven industry. Unfortunately, there are many “non-passion” tasks that must be accomplished for operators to make money and keep their doors open.

Those tasks can take a toll, leading to an operator to fall out of love with the industry and their own concept. Well, SevenRooms takes several of those tasks (sifting through data, creating marketing campaigns, figuring out how to maximize the floor, etc.) and automates them.

Therefore, operators have more time to program menus, mentor team members, forge relationships with guests by touching tables, and more.

To request a SevenRooms demo, click here.

Image: John Schnobrich on Unsplash

Downtown Los Angeles, California
by David Klemt David Klemt No Comments

Mask Mandates, Recommendations Return

Mask Mandates, Recommendations Return

by David Klemt

Downtown Los Angeles, California

Pointing to vaccination hesitation, vaccination refusal, and rises in Covid-19 cases, some cities are mandating masks indoors.

Importantly, mandates and recommendations are coming down irrespective of vaccination status.

Of course, many people are unhappy about this news. Much of the backlash includes the claim that a return to masks proves vaccines don’t work.

However, others point to variants—in particular, Delta—spreading via the unvaccinated and unmasked.

Unfortunately, continuing divisiveness means hospitality and other frontline workers are again at risk for hostile confrontations.

Los Angeles County, California

If you’re an operator in Los Angeles County, masks indoors aren’t just a recommendation. An indoor mask mandate went into effect on Saturday, July 17.

Just a month prior, embattled Governor Gavin Newsom proudly announced California’s unrestricted reopening.

Now, the more cynical among us see Gov. Newsom’s June reopening as a bid to stave off recall efforts. However, recall ballots will go out to Californians next month.

Per reporting, California’s Covid-19 infection rate is close to tripling. Los Angeles County health officials say the indoor mask mandate comes out of an overabundance of caution.

On a different note, health officials expect the state’s vaccination rate to effectively combat a spike in infection rates. The current rate isn’t expected to match or surpass those of prior peaks in the state.

As far as mandate details, it’s quite simple: Masks are required for everyone indoors, regardless of their vaccination status.

According to reports, an additional ten California counties are recommending masks indoors. No word yet on if other counties—or the state as a whole—will announce mask mandates. Nor is there an end date for LA County’s current mandate.

Southern Nevada

While not a mandate, the Southern Nevada Health District is recommending people, regardless of vaccination status, wear masks indoors.

Unsurprisingly, Las Vegas is experiencing an influx of visitors. With vaccination rates on the decline and infection rates on the rise, health officials are concerned.

More than 2.9 million visitors flocked to Las Vegas in May. Clark County, Nevada, which includes Las Vegas, has a population of over two million.

Of course, it’s important to remember that, for now, wearing masks indoors is a recommendation. However, some resorts and casinos—Westgate and the Venetian among them—now require their employees to wear face masks.

So far, neither Las Vegas, Clark County or Nevada have implemented a mandate. Of course, that could change and a mandate may be in the wings.

Orange County, Florida

Much of the news of returning mask mandates and recommendations focuses on Los Angeles and Las Vegas.

In fact, some critics are attacking Nevada Governor Steve Sisolak, accusing him of blindly following Gov. Newsom.

Interestingly, though, is that a mayor in Florida is also recommending face masks.

Mayor Jerry Demings of Orange County recommends wearing masks indoors, vaccination status notwithstanding. The phrasing of the mayor’s announcement refers to the suggestion as an “official recommendation.” However, no mandate is in place currently.

Frontline Risks

Clearly, mask mandates and even recommendations are going to anger some of the population.

Unfortunately, hospitality workers (and those in other public-facing industries) are once again at risk of confrontations. Even without mandates, some businesses that choose to require masks experience hostility.

The last thing America needs is more divisiveness, anger, and potential for confrontations.

Millions of hospitality professionals have left the industry for good. One factor leading to those losses has been concern for safety due to people angry over mask and vaccine requirements.

Obviously, operators must do whatever’s in their power to ensure the safety of their team members and guests. Leadership must not only convey their support for their employees, they must stand behind that messaging with their actions.

In cities where masks mandates and recommendations return, operators need to focus on safety as much as employee retention. Indeed, the former aids the latter, which aids recruiting and hiring.

Image: Daniel Lee on Unsplash

Top