There are so many reasons people run restaurants. Many of us first got into the business because of passion. Maybe you once worked in restaurants and loved the people side, camaraderie of staff and customers or the high-energy. Possibly, you were a chef with a loyal following of raving fans, or you just saw an opportunity and took the plunge. But that was years ago. Are you still passionate and committed to run a top-notch operation?
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As operators, we’re competitive people, always looking for ways to increase sales. Creating a healthy competition amongst the staff was one way of keeping them on their toes, upping the fun factor and boosting the restaurant’s bottom-line. This all began with a daily pre-shift meeting.
I was obsessed with profit (not at the expense of quality or service) when I ran restaurants and now, I’m passionate to share my knowledge and years of experience with other operators and managers. After all, if you’re not “crushing it”, what’s the point?
Labor will always be any businesses’ biggest challenge, but you can turn the tables so to speak with a simple system or plan B, that becomes your restaurant’s strongest competitive advantage. I am a big believer in paramount service – it’s the only real competitive advantage. Train your staff to over-deliver and treat every guest as the most important guest and your business will grow.
Our recent travel experiences differed greatly at a variety of businesses. Whether they were resort hotels, a hip modern motel, high end restaurants, Chinese take-out, the local bagel shop and a bowling alley; the lessons learned are the same. Regardless of the price of your menu or service provided, hospitality is either present or noticeable absent.
In this episode we interview Roger Beaudoin, an entrepreneur, restaurateur, consultant and author. He shares his interesting entrepreneurial journey, his initial inspiration for his first highly-successful restaurant, and valuable tips & advice on growing the profits of your small business.
Arguably, restaurants are one of the most challenging of all businesses and require a “hands-on” approach. No-one can deny the high failure rate, and marginal operations quickly become new statistics.
This service went above and beyond any expectation I had for dinner this particular evening. I had flown in that day, was tired and hungry and was simply looking forward to checking in to my hotel. Eric was unaware of my special needs, yet intuitively took a personal approach to making my experience and all his guests that evening special and memorable. We can all take a special lesson in this true hospitality approach from Eric and I hope you think of ways to apply this approach to your own operation.
Given that the restaurant business is a performance, your guest experience is ultimately determined by how you as owner or manager set the stage. Discuss these 8 great things with your staff today.
Paul Schlienz joins Andy to chat with Roger Beaudoin, creator of Restaurant Rockstars. This program was originally broadcast July 20, 2017, on Tacoma's KLAY AM - your conversation station.
As restaurateurs, you dine out frequently and when you do I assume you have a critical eye on other’s operations. If you’re anything like me, you analyze the curb appeal, overall ambiance and above all else, that restaurant’s service and food and beverage quality.
I have always believed that great service is about taking the guests on a magical journey of everything the restaurant is about. Because let’s face it, guests are often first time visitors to restaurants and they don’t know what they’re going to enjoy or what’s exiting about the restaurant.
It’s really up to the entire service team – not just the wait staff, but also the host, the busser and the bartender. Every part of the service experience should be delivered by a choreographed team.
I spent 20 years starting and operating restaurants. When I first began, I had virtually no experience, so I needed to give myself every advantage. The biggest advantage (I called it my "Secret Weapon") was systems. I knew instinctively that creating systems would make all the difference between succeeding or becoming another statistic.
From the get-go, I decided to work on my business now so I could decide how I would work in my business later. This took some serious work up-front in creating the systems, but this ultimately led to freedom. Now, I could manage from afar (so many operators are so close to their restaurants, they’re missing a fresh perspective) and look at the big picture from 30,000 feet. These systems exploded sales, built my “Dream Team” staff, and created a dominant powerful brand that crushed my competition. They also allowed me to pay great people to run my business as “their own business,” taking “ownership” of the results. You have a system when you can leave your business for a week, a month, or a year, and it will be just as successful—or more so—when you return. I can show you how...
The foundation of great restaurant service begins with great restaurant staff. Surprisingly, this concept is lost on many owners and managers, yet the solution really is simple.
As the restaurant business is transient by nature, high turnover is a fact of life. I’ve worked with lots of restaurants over the years that struggle to find and keep good help and this negatively impacts the guest experience. When I started my first restaurant the challenge was much the same—that is, until I discovered the magic of building my “dream team.”
You've written your business plan, chosen your location, written up your menu, you're thinking about staff and you're eager to get out there and run a successful restaurant. You've got all your bases covered, right? Furniture is a crucial part of the restaurant experience and is an often overlooked aspect of opening and managing a restaurant.