Want to know more about the industry? Ask the suppliers.

May 15th, 2013

Restaurantville magazine coverGrowing sales? Growing units? Every entrepreneur I have ever known thinks about these things every day. And it turns out the people who sell to them are thinking about the same things on their behalf.

In the B to B world, vendors and suppliers come to know a great deal about the people they serve. For 2013 we focused our annual Restaurateur Issues and Challenges Survey on Texas Restaurant Association Allied members, the companies that supply restaurants. The survey is performed in partnership with the TRA. We asked the suppliers what they saw as the biggest challenges for restaurateurs, and what came back was:

  • growth of same store sales,
  • finding real estate for new units, and
  • obtaining necessary financing.

You might find this to be counterintuitive, expecting fundamental topics like training of staff, recruiting management, and preparing for the Affordable Health Care act provisions to rank higher, but they did not.

Details and analysis of the survey have been published in the Restauratnville Magazine Spring Issue in the article Focus on Growth 2013.

Top business people are thinking about not only growing current sales but also building more stores. They believe that they are in control of their own future despite the daily dose of negativity that is amplified by the media echo chamber. We see that with our clients, negotiating new leases, building new restaurants, and in many cases having the privilege of choosing investors and banks. Since our clients tend to be established restaurateurs, they are having an easier time raising capital than the average operator in the industry.

Some restaurateurs, especially independents, have opportunities to use all the tools the industry has perfected to grow sales within the four walls. Also, they continue to be educated about marketing, a topic that is often misunderstood. When they improve their organizations and learn how to harness this power, guest counts increase and per person averages increase.  Since those are the only two components of revenue, their life becomes easier and more enjoyable as revenues increase.

Keep it simple . . .

April 24th, 2013

Rube Goldberg DrawingThe best businesses control themselves, keep things simple, stay on track, and do not allow themselves to be overwhelmed, overloaded, or confused.  Their guests and customers are exposed to an ever-increasing daily barrage of messages daily from a million different points in the world.  In order to engage people, it’s smart to understand that there is beauty in simplicity.

That’s not to say that complexity does not sometimes work, as I was reminded when I spoke recently with the Dallas Business Journal’s Ghianda Becerril for her article Boston’s Restaurant & Sport Bar is for families, sport fans alike.

The interesting thing about Boston’s is that they operate two concepts under one roof: a family restaurant and a sports bar. They are a powerhouse in their native Canada and they are working to gain a foothold here.  Their calculation is that a better average unit volume (AUV) can be built with two concepts under one roof.  But let’s face it,  there is certainly a family dining customer who does not want their kids around a sports bar — even if it’s on the other side of a wall.  And I guarantee you there are sport bar fans who may feel a little intimidated about displaying their love of sports and alcohol in a building with kids. If Boston’s could generate the same AUV with one concept,  I’ll bet they would.

A week after I was interviewed for this article I talked about this with a high school team at the Texas State Pro Start Finals where I judged Critical Thinking in the management competition.  One of the teams had invented a concept with a restaurant downstairs, and a live music venue upstairs.  I suggested they read the article, and visit Boston’s to learn how much extra work there is in multi concept.  (Note:  My suggestion was not for them to visit the sports bar side.  We are dealing with high school students here.)

Every time you add complexity to your business it is important to understand and consider what the true benefits are. The lesson  is not to avoid complexity completely, but to recognize it for what it is, and that it’s only worthwhile when it’s paying off.  I love a complex model as much as the next guy — people who know me may say even more so.  Some people even remember when I was part of the first multi-concept nightclub in Texas back in the 80s. It had three concepts under one roof!  But these days  experience has taught me. I am wary of making things more and more complicated in pursuit of a simple goal.

From the Outside Looking In

April 18th, 2013

Plate and glassBusinesses tend to build their foundation on one thing they do really well.  The best businesses then  import  competence and develop the skills that do not come naturally to them.  Eventually they have the complete package, even though they still rely on the thing that they do the very best.   In that way, a business is no different than a person. We all have things that come naturally to us and we all have blind spots and things we have the opportunity to learn in this lifetime.

There is nothing wrong with  overcoming weakness by focusing on strengths. But when you make weakness into strength,  people experience a game changer that creates the most success possible.

There is a restaurant I enjoy that has some of the finest chef-created food around.  I never forget that someone I took there years ago told me it was the best meal he had ever eaten.

But every time I dine there, I notice a detail, not one on the plate, that is not quite right.  That does not completely deter me, but it makes me eat there less often.  While I’m there, I am so happy about the food on the table that a flaw does not really bother me.  If a server completely omits something or a manager who forgets to set the appropriate lighting level until the middle of dinner service – I am still feeling OK.  Later on I reflect on what could have been improved.

If you know me, you realize how much I appreciate the food and the chef, because details like this tend to become great annoyances in my world.  Inevitably, even when I am dining out for fun — part of me is still working.

When I reflect back on the forgetful server or the lighting problems,  it reminds me that the eyes see out.  From the inside, it can be difficult to see where a business needs shoring up. This is especially true when people are raving about your food, or whatever factor really put you on the map.

Some people naturally see their own flaws.  But most business people either don’t see where they could improve or they do see it but think they can overcome it just by being good at their strengths.  It is a lot easier for an outsider to see opportunities because they are not bought into how things ought to be or defending past decisions or stroking a human ego.  The best businesses look for every opportunity to use outside experts to improve.

Your Brand: Socially Relevant or Virally Damaged?

April 3rd, 2013

 

Social Media Cupcakes

photo credit: Cakehead Loves via photopin cc

Top companies are developing precepts about what content does and does not go on social media.   These guidelines are outgrowths of training and culture.  Beyond the basics of decorum, restaurants with a more defined culture are much better at knowing what fits on social media vs. what will cause their brand to deteriorate.  So if your culture is vague or misunderstood, the time to correct that is now.

Of course we know that customers use social media to promote restaurants.  Emily Babich of the Dallas Business Journal recently covered that story:  Restaurateurs Know Where Their Bread is Buttered.

It’s a dream of all business owners that their employees would also take to Facebook, Twitter, Pinterest, Instagram and Reddit and promote their workplace.  But it’s the nightmare of all business owners that these same people could go online and damage a brand, customer relations, and for that to go viral to the point that everyone across the country is texting, tweeting and IMing about it.

I discussed the subject recently with Ron Ruggless of Nation’s Restaurant News for his article, Social Security: Employee Education, noting that social media policies are essential to brand protection.  I was reminded that the best companies avoid being a viral joke by ensuring that their people know what the brand stands for and what is both permissible and consistent with their culture.

Think of social media as a big table that exists outside of a restaurant’s dining room.  Just like at the tables where they serve guests every day, employees either represent the brand well, or they don’t.  It’s going to be a lot easier to motivate guests to increase frequency, spending, or both when every impression is a good one – no matter where the impression is made.

Want a little more time off?

March 14th, 2013

ball and chainIt is great being an entrepreneur and business owner. But maybe not so great if  your business demands your constant daily attention to detail and you realize you have bought yourself a job.

The best business people take control of their lives, and never become victims of their businesses.  Any profitable business can be arranged to complement the style of its owner, by placing the right people in the right places and applying the art of appropriate delegation.

People start their own businesses not only to achieve, contribute and profit, but also to give them personal freedom. When you own the place there is no one to tell you that you have to be there at 7:30AM or that you can’t take Friday off.  There is no one to tell you that you have to work on details of the businesses when what you really want to do is develop new business.  No one, that is, but yourself.  That, and the consequences of the decision you have made, or not made.

We ask our clients, “What did you do today that someone else could have done?”

That leads to the contemplation of three questions:

1. Who has been placed in a position that is not right for them or not yet right for them?

2. Who could be added to take on more duties?

3. When  do we start?

We have clients whose owners have worked a six-day week  since their business started.  By the end of this year we are determined to structure their company so they can make the choice to work five days a week just like their peers do.  Imagine that!  They are going to get a whole day each week back,  which if my calculator is accurate is an extra ten weeks off a year!

We have another client who is very successful at operating their business.  But he does so at the cost of not having time to nurture investments in a number of companies and people that have the potential to really take off.  We are going to change that.

In both cases we are going through the a process of changing responsibilities,  choosing the right people, and raising people up to be great through coaching and responsibility.  The outcome is going to be both better results and more happiness.  My experience is that good people can handle a little more than you think they can when given a reasonable amount of support and training.

photo credit: Travis S. via photopin cc

I’ll have the special.

October 21st, 2012

Mi CocinaPeople prefer to buy from people they like.

We like to know a little history about a business.  We like to think we are doing business in someplace special, with special people.  The most successful businesses have great stories to tell and these stories serve to engage their associates and customers in what makes their business special.

There’s this restaurant that has a great story to tell about its commitment to quality and specialness in their specific segment.  However, they have not invested the resources required to really tell that story.  So as competitors have told their own stories,  this restaurant has fallen behind and guest counts have declined.

On the other hand, I know of a restaurant that spent plenty to tell a story about its corporation and price point.  Frankly, nobody was very interested.  They had a much better, more personal story they could have told that would have been quite compelling.  They are currently under performing and are now working on a way to tell the more interesting story.

All this came to mind when Stephen R. Thompson of the Dallas Business Journal called me to comment on Mi Cocina’s expansion from Dallas / Fort Worth to Atlanta and Washington, D.C.  for his story “Mi Cocina Dips Its Chips in Eastern States.”  Mi Cocina is the biggest restaurant success story in Dallas for the last 10-15 years.

In 2009, I told D Magazine that Mi Cocina had the potential to be the El Fenix or El Chico of the 21st Century.  Considering those two brands have been around for a combined 166 years, that’s a pretty big deal.

What a great story!  Mico Rodriguez, scion of the Mia’s Tex-Mex family, left to open his own Tex-Mex restaurant with upscale cues. With the opening of its second store in Dallas’ tony Highland Park Village, the story took a big leap forward.  Mico’s late brother, Paul, who stayed behind at Mia’s used to tease, “We have better food, but he has better furniture.”  There was a lot more drama later, detailed in that D Magazine article, but that’s a story of another kind which, happily for Mi Cocina, has not attached to the brand.  The happy ending?  Mi Cocina now boasts 20 units.

So what does this mean in Atlanta and Washington, D.C.?   Well, it means real estate people are offering locations.  But it might not mean much to the consumer.  The new locations will succeed or fail based on the quality of their operations.

Which brings me back to those two restaurants I mentioned before.  It reminds us all that you can promote your business on features and benefits, but people relate more to stories.  If you doubt that the telling of your story is important, you are wrong.  The best operators know how to build that story, circulate and promote that story, invest in that story and use it to their competitive advantage.

What is your story?

The Waiting Room

October 3rd, 2012

Injured Piggy Bank WIth CrutchesThe Affordable Care Act could be the greatest thing that ever happened to your business.

Why? Because it will motivate you to grow revenue and profits in a way you have never been motivated before.  You can use it as a catalyst to put yourself into action and make your business stronger than ever before.

The smartest business people are starting to realize that the Affordable Care Act looks very likely to be fully implemented over the next few years.  They also realize that they had better get control of their businesses, their top lines, their bottom lines, and their product.  The time is now to begin figuring out a way to generate the revenue and profits needed to pay whatever expenses or penalties occur when the employer mandate begins in January, 2014.

Let’s say you are a business owner with 50 or more employees that does not offer health insurance. You are not feeling too good.  Maybe you are checking your own insurance to see if it covers psychotherapy.  Your counterparts felt the same way in 1965 when Medicare started, or 1937 when Social Security started, or more recently on the eve  of FMLA, COBRA, and let’s not forget ERISA.   You may feel that clearly new expenses are coming your way, and there is a good chance that the world is going end and you will go out of business because of it.

But after you calm down, you realize that the world will not end and you will keep going .

Or maybe you are watching the presidential race unfold like you watched the Supreme Court deliberations about the Affordable Care Act.  You are hoping circumstances beyond your control will eliminate the employer mandate.  The strategy that the Supreme Court was going to rule in your favor didn’t work out. The next hope is that Mitt Romney will get elected and invalidate the mandate as he says he will.  But, face it, you are not really sure how or if he would do that since he has not offered any specifics.

The best businesses are not just watching, they are taking action to build revenue and profits. They realize those profits  may be required to pay for new expenses that are imposed by the health care law.  Many employers are vague about the fact that they may face either increased health insurance costs or Affordable Care Act penalties.   The thinking goes that it may be less expensive to just pay the penalties than to offer insurance. But penalties are not tax deductible, so they may be working with the wrong numbers.

When employers take energy out of their fear and anger about the Affordable Care Act and focus on making more money, they are truly responding to the potential burdens of the legislation.  In fact, the best scenario that can come out of the Affordable Care Act, other than it realizing its controversial and disputed promise, is that it’s going to force a lot of business owners to figure out how to make their companies stronger, more successful, reach more customers, bring in more revenue, and make more profits.

You have 15 months.  When do you start?

“I’ll just wait,” you say to yourself.   “I’ll see what happens with the presidential election.”  But, let’s say you do wait, and the election goes your way and the law never comes into effect.  Are you willing to skip an opportunity to make your company stronger, more successful, reach more customers, and bring in more revenue and profits because the pressure is off?   Do you, your employees and customers have too much already?

photo credit: kenteegardin via photopin cc

Defining Your Brand with What’s Really Important

August 1st, 2012

Steak DinnerThe best companies know that if their brand stands for something the consumer does not want, a lot of money is going to be spent propping that part of the business up. At some point, the company will become weary of doing so and seek another direction.

There has been a lot of talk about hotel restaurants around Dallas lately. Award-winning and engagement-inducing Nana at the Hilton Anatole has closed — to be converted to a steakhouse.  Luxurious-like-a-warm-bath Charlie Palmer at the Joule is transforming to Charlie Palmer Steak. At the W, edge-cutting Craft is closing, to be replaced by a more affordable and casual gastro pub.  So that’s three hotel restaurants gone, and you would have been hard-pressed to have ever had anything but a great meal at any of them.

So what’s going on here?  Yes, there is a trend away from fine dining, as consumers are more interested in lower price point, more casual, and local restaurants.  Sure, when a hotel is trying to increase its restaurant’s capture rate, the number of guests who stay in the hotel to dine,  nothing sells like steak, especially in Texas.  But there’s more to it than that.  In the ’80s you could not get a local guest outside a hotel to walk across the lobby and eat in a restaurant, except at The Mansion on Turtle Creek.    Flash forward 20 years and you had to have a famous chef or national concept to be taken seriously.  If the Ritz had Dean Fearing, W needed Tom Colicchio, the Crescent Court had to have Nobu Matsushia,  Joule went out and got Charlie Palmer before the Hyatt put Wolfgang Puck high atop Reunion Tower.  Now we are entering a new period.

Why are those three otherwise excellent restaurants changing? It all points back to why they were established in the first place — branding the hotel property with a nationally famous chef as part of a hotel restaurant “arms race.” With their brands firmly established, hotels are now moving on with restaurants that are more guest friendly and require less hotel executive time to be focused on the subtleties of chef-driven restaurants.  What you are going to see in place of these chef-driven restaurants are restaurants that still pique the interest of the informed diner without being extreme.  So their closing — while lamented by food critics, bloggers, and some diners — is not that big of a surprise, tragedy, or trend.

The end of that particular “arms race” should remind all business owners and operators to reflect on what is really important — their product.

There is a lot of competition out there, so it’s a good idea to send a clear message to your customer. When you look around at your business, whether it’s a restaurant, hotel or something completely unrelated, what’s consistently valuable to your customer, and what isn’t?

So . . . what does your brand stand for?

What’s all that knocking?

August 1st, 2012

Compass Pointing the Way to Business OpportunityMaybe fewer people are going to Hawaii this summer, but they are still going out for a drink tomorrow night.  And the next night.  They have to have something to eat and something to wear, too.  There’s opportunity to make money in any economy.

James Jeffrey of the Austin Business Journal asked me about this and other topics for his recent piece, “Older Austin Bars Keeping Up with the New Ones.”  If you know anything about bars, this seems counter intuitive.

Another thing that seems counterintuitive  in the aftermath of the Great Recession is that bars are packed on weekend nights around here.  It is that kind of awareness that keeps the most successful entrepreneurs alive and breathing every day and looking for new deals.  They are not the people sitting on the sidelines, waiting for the outcome of the presidential election to dictate their economic future.

Look around.  Where do you see opportunity?

Talking About Increasing Sales with Experts at Southwest Foodservice Expo

June 27th, 2012

Southwest Food Expo PanelWhen the best companies aim to increase sales, the first thing they do is evaluate and improve the customer experience. Then, once it is up to standard, they use that to define their brand and enroll frequent users.  What is the point of focusing on bringing people through your front doors before you have something you are proud of, and that they understand, they want and they can’t get everywhere else?

That was the unexpected common thread on two completely separate panels I moderated at the Southwest Food Service Expo recently.  All six of the industry professionals I spoke with agreed that the most important endeavor was getting the experience and the product right.  In other words, there is no point in talking about branding or converting occasional customers to regulars unless food, service, and atmosphere are perfected.

The two panels I moderated were entitled “How to Grow a Regular Customer” and “Who do you think you are?  A Branding Reality Check.”  The former comprised three of Dallas’ independent operators, Surrender client Ed Murph of Norma’s Café, Jack Perkins of Maple & Motor, and Seth Smith of Lee Harvey’s.

The latter  featured three CEOs: Carl Howard of Fazoli’s,  John Longstreet of Quaker Steak and Lube, and Antonio Swad of Pizza Patron. Ron Ruggless of Nation’s Restaurant News covered the panel in his article, “Effectively Building Your Restaurant’s Brand.”

The ideas were varied and creative:

  • Ed Murph talked about community involvement
  • Jack Perkin’s shared an unconventional approach to mutual respect between guest and restaurant, realizing he and his team cannot serve everyone and make them happy
  • Seth Smith explained how he has mimicked the radio technique of a prize for the fifth caller for a daily free dinner on Facebook
  • Carl Howard talked about the use of china and food runners in a QSR environment
  • John Longstreet explained how the worst tables in his restaurants carry a 10% discount on the guest check
  • Antonio Swad sent me a note with the Acronym ABB: Always Be Branding, a nice take on Glengarry Glen Ross’ ABC: Always Be Closing.

It  was not the methodology or gimmicks panelists were most interested in discussing.  When aspiring restaurateurs had questions at the end of both panels, the  message was clear . . . work on a concept that excites you and make it great.  Worry about the font on the menu later.

The Southwest Food Service Expo, celebrating the 75th Anniversary of the Texas Restaurant Association, was held in Dallas on June 24 & 25.

Photo:  Ron Ruggless via Twitter