Restaurant operations | KRG Hospitality

Stay Weird neon sign with purple background

September 3, 2021by David Klemt David Klemt No Comments

Stand Out with Weird Holidays: September

Stand Out with Weird Holidays: September

by David Klemt

Want to stand out from from other restaurants and bars in your area? Then commit to keeping it weird.

Several “holidays” are set against every date on the calendar, and September is no exception. These holidays range from mainstream to food-centric to weird.

Focus on the latter to raise eyebrows, carve out a niche for your restaurant or bar, and attract more guests. Why do what everyone else is already doing?

Of course, you shouldn’t try to celebrate every holiday, weird or otherwise. And this month’s list in no way includes every odd holiday.

Focus on the days that are authentic to your brand; resonate with your guests; and help you grab attention on social media.

For last month’s list, click here.

September 3: National College Colors Day

There are a few ways you can go about celebrating this holiday. If your bar or restaurant supports a particular college team, create a promotion that encourages guests to wear that team’s colors. You can also ask guests to wear their favorite college team’s colors…if there’s no risk of rivalries getting out of hand, of course.

September 4: World Beard Day

An entire day dedicated to celebrating facial hair? Sign us up! There’s a lot you can do with this holiday, even if that means going the other way and rewarding the clean shaven among us.

September 6: National Read a Book Day

It’s not exactly a secret that we love a good book, whether it’s about leadership, business, history, cocktails, food or fiction. Create a new promotion focused on inspiring people to read books or bring back last month’s Book Lover’s Day promo.

September 10: National TV Dinner Day

Delivery and takeout aren’t going anywhere. Even before the pandemic, these two lifelines helped many operators generate revenue. Several restaurants have come up with signature TV dinners and you can do the same.

September 12: National Hug Your Hound Day

People love dogs. People love other people’s dogs. If your business is dog-friendly, this is the day to encourage guests to bring their pooches to your restaurant, bar or hotel.

September 19: National Talk Like a Pirate Day

I doubt I have to tell you what to do this day. Brush up on your pirate and nautical lingo, feature themed cocktails like the Dark & Stormy, and if you have the capability, show a pirate movie or two.

September 22: Car Free Day

If it’s authentic to your brand and will resonate with your guests, create a promotion that encourages people to walk, ride their bikes, or otherwise get to your place by means other than traditional petrol-powered vehicles.

September 25: National Comic Book Day

Break out the comic book character-inspired cocktails and your favorite comic book movies on this day.

September 27: World Tourism Day

This is a great day to seek out partnerships with hotels and local tourism boards to drive out-of-town guests through your doors.

September 28: National Good Neighbor Day

We’ll always suggest that operators show their communities that they support them and are members in good standing. This is the perfect day to pay back the support you receive from the community.

Image: Dan Parlante on Unsplash

August 24, 2021by David Klemt David Klemt No Comments

Why Operators Need to Set Goals

Why Operators Need to Set Goals

by David Klemt

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:

build social media followings;
recruit and retain top talent;
boost traffic on a slow night;
increase weekly revenue; and
decrease F&B costs.

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

August 23, 2021by David Klemt David Klemt No Comments

Establishing a Gratitude Culture

Establishing a Gratitude Culture

by Jennifer Radkey

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

Wendy's fast food restaurant exterior and sign

August 18, 2021by David Klemt David Klemt No Comments

Wendy’s Looks to Ghosts for Growth

Wendy’s Looks to Ghosts for Growth

by David Klemt

Wendy’s is the latest foodservice company to announce plans to open ghost kitchens in Canada, the US and the UK.

The fast-food giant’s scheme is large-scale and part of an expansive growth strategy.

Per the company, Wendy’s plans to open 700 ghost kitchens.

Embracing the Trend

Here’s a question for you: Do you hear and read the word “pivot” or the phrase “ghost kitchen” more often these days?

Ghost kitchens seem to be the pivot of choice for restaurant groups and enterprising tech companies looking to leverage the next big thing. (There, a sentence with both “pivot” and “ghost kitchen” in it,)

The trend also appears more often than not to be the domain of Big Business.

Former Uber executive Travis Kalanick is the founder of CloudKitchens. DoorDash is also entering the ghost kitchen space, running a trial in California to see if pursuing the idea is viable.

Now, enter Wendy’s, not exactly a mom-and-pop shop in the restaurant space.

Ghost vs. Virtual Kitchen

We don’t revel in the semantics game, necessarily. But we know people are going to refer to Wendy’s ghost locations as “virtual” kitchens as well.

However, ghost kitchens and virtual kitchens have unique definitions and characteristics.

Wendy’s isn’t creating a new brand with new items they’re preparing in their existing brick-and-mortar locations. Nor do they plan to do so with their new locations under constructions currently.

Were that the case, their strategy would be a virtual kitchen plan.

Instead, the 700 locations will be separate facilities without storefronts. Also, the units will focus solely on delivery, leveraging on-demand consumer behavior.

So, the lack of storefront is arguably the greatest defining characteristic of a ghost kitchen.

Conversely, a virtual kitchen operates in a location with a storefront. However, the brand on offer exists online and not in the brick-and-mortar world of an established brand. In essence, an existing brand is offering a brand that they don’t want to dilute what they’ve already built.

That’s a Lot of Ghosts

Per reporting, Wendy’s is joining forces with Reef Technology to open and operate their ghost kitchens.

At least 50 such locations are in the works to open this year. The other several hundred locations will open between 2022 and 2025.

That means we should see more than 150 Wendy’s ghost kitchens going live per year across Canada, the US and the UK.

Partnering with Reef Technology is an interesting and telling maneuver. Reef, per their website, focuses on “urbanization” and reshaping “our urban infrastructure.”

And as CEO Todd Penelow stated last week, Wendy’s doesn’t isn’t strong in urban areas. The vision for Wendy’s new strategy is to penetrate urban markets, adding new stores and new franchisees as the brand moves forward.

Should things go according to plan, Wendy’s expects to expand from 6,500 units worldwide to somewhere between 8,500 and 9,000 in 2025.

Image: Michael Form from Pixabay

Times Square empty in New York City during Covid-19 pandemic

August 4, 2021by David Klemt David Klemt No Comments

New York City Mandates Escalate

New York City Mandates Escalate

by David Klemt

Mandates requiring people to wear masks and maintain social distance indoors aren’t new.

However, a mandate requiring proof of vaccination status to dine and drink inside a restaurant or bar is a new development.

This week, Mayor Bill de Blasio is escalating Covid-19 mandates in New York City.

Restaurants and Gyms

To date, New York City is nearing a 70-percent full vaccination rate.

The latest pandemic mandate is likely intended to boost the city’s vaccination rate. Per reporting, the Delta variant of Covid-19 accounts for more than 70 percent of new cases in New York City.

Interestingly, the new mandate requires workers, not just customers, to prove their vaccination status. It also makes New York the first major city to implement such a requirement.

So far, the requirement pertains to indoor restaurants, bars, nightclubs, performances, and gyms.

Per Mayor de Blasio’s announcement, the vaccine mandate, referred to as “the Key to NYC Pass,” will begin with a transition period that starts August 16. Beginning September 13, full enforcement of the mandate via New York State’s Excelsior Pass app; the NYC COVID SAFE app; or paper vaccination card is expected.

Union Square

Predictably, the response to this mandate comes in three flavors: supportive, hostility, and apathetic.

So, those who support the requirement are applauding it, saying they’ll feel safer when dining out. Conversely, those who oppose the new mandate believe this is glaring government overreach and an infringement on their freedoms.

In a way, however, this mandate isn’t completely new. Some operators throughout the United States already require proof of vaccination to enter their venues.

Currently, several media outlets are focusing on Danny Meyer and his Union Square Hospitality Group.

Several days before Mayor de Blasio’s announcement, Meyer said guests who want to dine and drink in his NYC restaurants will need to prove vaccination status starting September 7.

Additionally, Meyer announced current and new employees would have to prove they’ve been vaccinated.

At the moment, it doesn’t appear Shake Shack, of which Meyer is founder and chairman, will follow suit.

Not the First

However, Meyer is not the first operator to implement and enforce strict Covid-19 protocols to protect their teams, guests and communities.

Perhaps some of the focus on Meyer is intended to draw eyes and ears, and ultimately encourage more people to get vaccinated fully. After all, celebrity chefs and operators have nationwide and global influence.

Cynically, however, it’s to not dismiss the focus on Meyer as a ploy for ratings, clicks, and engagement.

At any rate, many operators across the country require proof of vaccination to work and dine at their restaurants, bars, nightclubs, and hotels. And many were doing so before Meyer made his announcement.

One such chef-operator is Eric Rivera, who operates ADDO in Seattle. He has required proof of vaccination for employees and guests since May of this year.

In fact, Chef Rivera has been strict in his handling of Covid-19 health and safety measures since last year.

A visit to Chef Rivera’s website finds the following disclaimer, attributed to him:

“All of our experiences are for vaccinated guests only. That will remain permanent. If that’s a problem for you then there are plenty of restaurants that will reward you for doing nothing, this isn’t one of them.”

During an NPR interview, Chef Rivera explained his stance succinctly: “I don’t want to be somebody’s last meal. Whatever I’m doing food-wise and restaurant-wise isn’t worth that.”

He’s active on Twitter, where he makes his position and policies clear.

Takeaway

If you think I’m going to point out that New York City’s new mandate increases the likelihood of hostile confrontations with guests, you’re correct. I’ve said it before and I’ll say it again.

Also, if you’re guessing that I’m going to point out that guest-facing team members must receive support from leadership when policing guest behavior, you’re two for two.

However, policies like those put in place by Chef Rivera and others throughout the industry highlight something else: They’re showing the fallacy of the maxim “the customer is always right.”

Why should operators tolerate aggression toward their employees from disrespectful, angry customers—for any reason—if the employee is remaining professional and respectful?

It certainly seems that a growing number of operators are tired of capitulating to everyone who walks through their doors. The days of bowing to customers and failing to support and defend employees look to be ending.

Personally, I’m in favor of putting that outdated adage to rest. Continuing to reward guest behaviors we find objectionable—which has been the industry’s stance for decades—ultimately motivates good employees to quit. Again, this isn’t a pandemic-driven phenomenon—it has been going on for generations.

Of course, each operator must do what they think is best for their business. Just about every decision made in this industry is risky, but risk is something all operators understand inherently. Watching dollars walk out the doors never to return can be a frightening proposition. So is the prospect of losing good workers and incurring the associated costs.

The need to balance the comfort and safety of their team members and guests is paramount—an absence of either will shut a business down. Today, however, choosing guest dollars over employee dignity, safety and mental health is inexcusable and evidence of a problematic company culture.

If we’re truly in the midst of a Great Resignation, I can’t fault operators for deciding to keep their employees safe. Even if we weren’t facing a labor shortage, I’d support operators who support their workers.

Image: Paulo Silva on Unsplash

August 3, 2021by David Klemt David Klemt No Comments

5 Books to Read this Month: August

5 Books to Read this Month: August

by David Klemt

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

To review last month’s book recommendations, click here.

Let’s dive in!

Something & Tonic: A History of the World’s Most Iconic Mixer

Author and bartender Nick Kokonas takes readers on a historical, global journey that focuses on the history of tonic. This informative book also contains tips, tricks, and 60 original cocktail recipes. Click here to purchase Something & Tonic now.

America Walks into a Bar

Do you have a passion for this business? Do you actually love bars and the rich history of our industry? Then you need to read Christine Sismondo’s America Walks into a Bar, equal parts adventure, entertainment and history.

Burn the Ice: The American Culinary Revolution and Its End

I could try to sum up Burn the Ice for you, but Danny Meyer seems to have captured the essence of this Kevin Alexander’s book in one word: “Inspiring.”

The Power of Strangers: The Benefits of Connecting in a Suspicious World

When we come across a great bar, restaurant or hotel, we never encounter strangers. Instead, we meet friends we never knew we had. In The Power of Strangers, author Joe Keohane addresses the importance of getting over the fear of engaging with strangers and why, particularly in these divisive times, we need “strangers” more than ever in our lives.

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

The world around us has changed, as has the food & beverage industry and the hospitality industry as a whole. But will some ways of life change for the better? Will restaurants, bars, and hotels come out of the pandemic even stronger? In Hacking the New Normal, author and president of KRG Hospitality Doug Radkey addresses the need to hit the reset button on the hospitality industry for its long-term survival.

Image: Mikołaj on Unsplash

August 2, 2021by David Klemt David Klemt No Comments

Stand Out with Weird Holidays: August

Stand Out with Weird Holidays: August

by David Klemt

Want to stand out from from other restaurants and bars in your area? Then commit to keeping it weird.

Several “holidays” are set against every date on the calendar, and July is no exception. These holidays range from mainstream to food-centric to weird.

Focus on the latter to raise eyebrows, carve out a niche for your restaurant or bar, and attract more guests. Why do what everyone else is already doing?

Of course, you shouldn’t try to celebrate every holiday, weird or otherwise. And this month’s list in no way includes every odd holiday.

Focus on the days that are authentic to your brand; resonate with your guests; and help you grab attention on social media.

For last month’s list, click here.

August 3: National Night Out Day

It may sound like this holiday is just an excuse for restaurant and bar crawls. However, this day is actually about bringing communities together and making them safer. This is an excellent time to strengthen your ties to the community and support local organizations.

August 5: National Underwear Day

We’re not entirely sure what to suggest you do for this holiday but there’s definitely something here. Get creative but be tasteful, is all we recommend.

August 6: National Fresh Breath Day

Certain herbs help freshen breath: Mint, basil, rosemary, cardamom, and tarragon, for example. These same herbs also make great cocktails, so tie them into a drink promotion.

August 7: National Disc Golf Day

With mask mandates being re-issued, some people will likely be looking at outdoor sports as an escape. Encourage and reward people for getting out and playing disc golf on this day.

August 8: National Dollar Day

Have a menu item or two you can offer for $1? Perhaps a “buy one, get another for one dollar”? You know what to do on National Dollar Day.

August 9: National Book Lover’s Day

There are several ways you can celebrate this holiday with your guests. For example, you can host a book drive, encourage guests to trade books, or even create a free community library space inside your business. Tap into your creative side.

August 10: Lazy Day

I mean, come on… This day was practically invented to encourage people to spend all day eating and drinking in your bar or restaurant. People can be responsible another day.

August 14: National Bowling Day

Remember National Disc Golf Day from way up higher on this page? Of course you do. Well, it shouldn’t be difficult to come up with promotions focused on bowling, like offering promotions for bowling teams who pop into your bar or restaurant.

August 21: National Honey Bee Day

If we lose our bees, we lose our agriculture. And if we lose that, we lose our food supply. Highlight the importance of honey bees with menu items that feature honey (local sources are ideal), and promote the need to protect these valuable insects.

August 27: National Just Because Day

A promotion focused on doing whatever you want just because you feel like doing it? The sky’s truly the limit with this one.

Image: Dan Parlante on Unsplash

Reviewing and analyzing customer data on a laptop computer

July 27, 2021by David Klemt David Klemt No Comments

How SevenRooms Improves Operations

How SevenRooms Improves Operations

by David Klemt

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

July 19, 2021by David Klemt David Klemt No Comments

Mask Mandates, Recommendations Return

Mask Mandates, Recommendations Return

by David Klemt

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

July 14, 2021by David Klemt David Klemt No Comments

Hospitality Labor Shortage not Improving

Hospitality Labor Shortage not Improving

by David Klemt

Surveys and data focusing on the restaurant and hotel employment situation paint a stark picture.

The sobering reality is that operators can’t simply point to the pandemic as the reason they’re failing to fill available positions.

Instead, we need to focus on the problems hospitality workers continue to face.

It’s not going to be easy. However, it can lead to positive change. That change can help the hospitality industry recover and thrive long into the future.

Culture is Crucial

Per several sources, millions of hospitality professionals are washing their hands of the industry.

Unfortunately, foodservice and lodging workers are citing several reasons for the exodus:

Lack of livable wages.
Inconsistent wages.
Stress levels not worth level of monetary compensation.
Lack of benefits.
Lack of mentoring and/or career progress.
Industry volatility, particularly devastating as a result of the pandemic.
Unhealthy lifestyle: Long shifts, late nights, and alcohol and drug abuse.
Cultures of harassment and discrimination.

Obviously, it’s easier to blame labor shortages on the workers. Well, being easier doesn’t make it true.

Industry and workplace culture matters. Employee turnover rates were high long before the pandemic ravaged the planet.

Rather than make excuses, operators need to look at their restaurant, bar or hotel’s culture.

Barking orders and feeling infallible isn’t leadership. Admitting failures and shortcomings—and learning from them and implementing positive changes—is how successful operators lead.

Generic Job Listings

Last week, KRG Hospitality president Doug Radkey asked a simple but poignant question on LinkedIn: Are your job listings just like everybody else’s?

He suggests knocking it off with the old standards:

“Are you friendly, energetic, and highly motivated?”
“Are you an experienced and enthusiastic [insert position]?”
“The ideal candidate must work well in a fast-paced environment and be a team player.”
List of basic job tasks.

What’s appealing about such basic, generic ads? Why would rock star talent be moved to work for operators who post these types of ads?

Instead, Doug suggests the following:

Hire for values, not experience. Training can address systems and standards, not personality and drive.
Operators should be transparent about their core values, company culture, and potential for growth.
Showcase the approach to inclusivity, diversity, acceptance, and flexibility. That is, if that’s authentic. If not, that’s a flashing, neon red flag that requires addressing.
Offer a living wage, benefits, potential for personal growth, and education.
Produce a video of team members sharing why they work at the company. This must be genuine and honest.

A unique approach to ads, hiring and onboarding can lead to an increase in employee retention.

Yes, it’s more comfortable to avoid looking internally for the roots of problems. It’s more comfortable to avoid blame. And it’s more comfortable to point fingers anywhere but at ourselves.

That’s not leadership. And it certainly won’t improve any operator’s situation, nor will it improve the hospitality industry and its opportunity to thrive.

Image: One Shot from Pexels