News
Looking to elevate your cocktail game, streamline your bar operations, or simply unlock the secrets of the perfect pour? You've come to the right place!
At Überbartools™, we're passionate about all things bar-related, and we're dedicated to sharing our knowledge and insights with you.
Shattering the Glass Myth: 3 Flaws that no one talks about
There isn't a bar or restaurant that doesn't use glass of some type to serve alcoholic beverages.
Glass is our trusty partner... the reliable vessel we hope to repeatedly serve and consistently deliver portion control for beverages... or so we think!
In many instances glass is more an act of faith, equivalent to the expectation that a grocer’s scale or petrol pump is accurate and the value we've paid for is what we’re really receiving.
The glass myth is not a question of glass importers or distributors deliberately misleading the hospitality industry, it's more about under-educating users. The outcome of the issues is that millions of restaurants and bars are unwittingly over-serving/ over pouring alcohol, collectively costing billions of $... yet no one says a word!
THE 3 FLAWS
- Act of Faith - The volumes you think you’re buying are approximates
- Factory marked plimsoll lines or volume level measures on beer and wine glassware are mainly guesses.
- That Oz and/or Metric conversions are rounded up or down.
Every mL or fraction of an Oz over served may cost little on a serve by serve basis yet multiplied tens of thousands of times weekly, monthly and yearly… it adds up!
ACT OF FAITH
Glass is made in large moulds, whereby thick molten glass is high pressured into a mould…during this process the glass will unevenly fill the mould’s internal cavity due to the manufacturing process. At times, there will be fairly large discrepancies in volumes representing 3-5% difference in the advertised volume designation attached to that glass!
To see the results of this issue line up 10-12 of the same volume glasses made by the same manufacturer… check bowl thicknesses at the bottom of each bowl, glass heights and glass diameters... see any differences?
Of course every production run will produce differences or tolerances within each batch and different production runs.
Whilst statistical averages from the manufacturer may indicate volume conformity over millions and millions of units, as we know from the “Claw of Averages”... the greater the number of glass units tested the lower the volume variations appear to be however, the small amount of glass units used in a bar or restaurant the difference in volume inaccuracy increases as the quantity of glass is comparably low.
PLIMSOLL LINES MARKINGS
A line measure means that a glass has a designation line, marked somewhere on the bowl of the glass to approximate where the desired or designated volume level is. Every market has different volume requirements and therefore the lines should be adjusted up or down, by the manufacturer however that may not always be the case.
Above or below the line… Depending where a server stands in comparison to the glass, the line of the glass will appear differently (this is called parallax error)... stand at the same height as the glass and the volume line will probably correspond to the marked line. Look down on the glass or look up at the glass and the line appears different. When one pours into a glass slowly and deliberately a server can hit the line... but given the speed bars and restaurants run at how practical is that! Throw into the equation parallax error... then you’ve got a potential over-pouring issue!
VOLUME CONVERSIONS
Glass made in Europe is mainly designed to suit metric volumes, local jurisdiction... send the same glasses to the US or Canada the volumes are approximated into Oz, of course there is a difference between US and Canadian Oz’s.
The US use US Oz and in Canada, Imperial Oz’s... each with minor differences 1 Oz/3 0mL approx… in real terms US Ounce is 29.57mL and Canadian Ounce is 29.41mL. Glasses made in the US are made to US volume amounts, converted into mL’s.
So depending on which country the glass is made there will be differences in the actual advertised volumes due to metric/ounce conversions.
WHY IS UNDER EDUCATION GOOD FOR YOU?
When the customer (you) doesn’t understand the ramifications of inaccurate glasses to profitability and consistency on the bottom line, then distributor/manufacturers will never be held to account. They’ll continue doing what they’ve always done… you!
When customers demand better, at some point of time manufacturers will listen and do!
SO WHAT TO DO?
- Speak to your distributor.
- Measure and account for beer, wine and spirits shortages against POS records/inventory control, when you’re trying to find where possible discrepancies live, and inaccurate glassware may be the culprit.
- Buy an accurate measure or pour test kit to randomly check glassware volumes delivery by delivery for consistency… then decide what tolerance levels you’ll accept... reject glasses that do not conform or if you can increase your selling prices accordingly.
Oh yes one more thing!
Want to save a buck or two and buy cheaply made glasses... then consider this: what may be saved in upfront costs, may be lost quickly as these glasses tend to be made to a price not made for accuracy.
Ultimately you pay for what you get!
ASIAN TIGERS: THE GREAT GRANDCHILDREN OF PROHIBITION ROAR!
There’s a quiet revolution, it’s a silent tsunami of talent gathering force and if not careful will sweep the arrogant and complacent away!
What we’re referring to is the explosion of knowledgeable bartenders from all parts of South East Asia (SEA), now seeking greater experience and new homes in the developed cocktail markets of the world.
Photo credit: Antonio Lai - Quinary Hong Kong
Significant investment by liquor companies over the last 5-8 years in training, outreach, competition and ambassadors has transformed the marketplace to equip a new breed of passionate SEA bartenders with knowledge and skills... what they now seek is wider experience, maybe at your expense!
Sadly many SEA countries are poor… bartending, mixology and cocktail culture has been for many a way out of poverty and hardship as individuals leap frog futures with no horizons, to land on professions with endless opportunity!
Successful SEA bartenders build and support their families and local communities... funding education, housing and other worthy endeavours, with their success brings hope, safety and smiles to those at home!
Unencumbered by arrogance, a poor work ethic, lack of respect, this cohort appreciates everything. It may very well be that Asian culture is better suited to providing superior hospitality experiences to help, serve and transform thirsty and hungry guests sitting patiently throughout the developed world!
Powered by emotional and economic drivers that many western bartenders fail to understand… the new breed are eager for success; ready for the challenges and rewards that hospitality brings!
The future impact on bartenders in other countries is yet to be felt! But let's be very clear, complacency will be rocked as the competition gets decidedly harder, more willing and infinitely more flexible!
Locals not at the top of their game may one day be felled by the Great Grandchildren of Prohibition; beware the crouching tigers ready to pounce!
KITCHENS VS BARS: THE STORY OF WATCHED VS WASTED
The kitchen and bar, in a modern hospitality business, operationally speaking pull in different directions, creating a paradigm rather than a clearly defined singularity of purpose and outcome!
This paradigm we refer to is a tug of war created unknowingly between the Kitchen/Bar.
The contrast boils down to:
“What’s WATCHED in the kitchen tends to be WASTED in the bar”.
The WATCH versus WASTE paradigm pivots around 2 different philosophies each altering individual operational imperatives, training and arising metrics.
Kitchens are tremendously expensive enterprises, with tight margins. Produce, protein and labour costs are finely balanced in an economic pas de deux, whereby the slightest hiccup, mis-costing, mis-portioning may very well blow any profit on a meal out of the water!
Bars seemingly operate differently: what costs so little per serve/shot is sold at very high multiples, requiring far less time and energy to produce a profitable result.
Given the economics, management is very focused on closely watching what’s valued the most… things which are undervalued are more likely to be taken for granted and wasted!
The issues between the Kitchen and Bar Operations can be broadly contained to 6 key differences:
- Chefs tend to be formally trained (scientifically) at culinary schools, whereas bar/beverage people tend to learn on the job.
- Structure, measurement, precision are vital to operating a profitable kitchen. Consistency is the outcome sought... yet flip this to a bar and measurement is not critical, drink balance and inconsistency is rife.
- Bars can be notoriously lax compared to strict chef imposed process and controls. A lobster tail goes missing in the kitchen and a wild chef is on the hunt... a bottle of booze goes missing there’s a grunt or huh!
- Kitchens invest in tools which save, assist and control; whereas bar spending is confined to guest facing serve ware. Bar consumables are not compared, cross checked for value, quality and performance; whereas in the kitchen, kitchen consumables are.
- Chefs do inventory daily or multi-times a week, in well run bars this may be done weekly, mostly monthly (if at all).
- Accountability in the kitchen is extremely high... every scrap, drop, grain is watched and accounted for, whereas it’s more laissez faire behind the bar.
If you are an independent or multi-unit operator the news is not all bad as there are specialist inventory control companies such Barmetrics and Bevinco offering intensive on-going management control systems to help.
Compare your kitchen and bar operations... once the analysis is done, it makes sense to impose kitchen discipline in your bar. Try it... what do you have to lose, other than money, inventory and reputation!
5 FATAL FLAWS THAT US CHAIN OPERATORS DON'T ALWAYS GET
The closing of Target recently in Canada is just the most recent example of a US based chain misunderstanding the size, value or opportunity of a foreign market!
Ironically a foreign hospitality operator has a far better chance of operating profitably in the US, than the same US Company trying to operate in a foreign market.
The issues for US Chain Operators can be narrowed down to 5 Fatal Flaws:
1. A Buck is not worth a Dollar
It’s surprising how many people overlook that a US $1 may be worth more or less in another market. A US $10 cocktail in Canada must sell for 25% more purely based on exchange rate values, assuming Canadian input costs and gross margins are the same as the US, which they’re not.
2. Perceived and Received Value
Perceived value in one market may be considered fantastic, yet in another the Received value may be considered meagre. There's a very fine line distinguishing Perceived and Received value.
3. Cost blow-outs compare A.L.Ps (Alcohol, Labour, Produce)
Alcohol - is far cheaper per Oz or mL in the US than almost any other major market in the world... how easy to assume that the cost of alcohol in Canada is the same as that in the US or the UK.
Labour - many US hospitality businesses pay minimum hourly rates yet the costs of the same labour in another country such as Australia, Germany etc. can be 2-5 times more expensive.
Produce - costs are considerably lower in the US compared to other markets... a starter valued at US$9.95 may have to sell for CAN $14.95 just to maintain the same value, margins based on local cost conditions.
4. Unrealistic mandated COGs
Higher COGs outside the US drive operators in other markets to be continuously cost vigilant, looking to drive operational/cost improvement.
In the US a 20% COGs is nominated as the benchmark for managing spirit costs, however in another market that same cost could be 25% or more.
In Australia with double the costs of alcohol with similar retail price points as the US, how can alcohol mandated COGs also be 20%
The answer here is pretty scary, US operators operate on super normal margins i.e. low costs and relatively high price points. For averages to fall down to a 20% COGs , would indicate that either heavy discounting via give-aways, over-pouring, floor tips, or worse are occurring ... these losses are hard to see when hidden in the valley between large profits and low costs.
To uncover untoward losses in the US, we’d suggest reducing COGs mandates to 15-17%, whilst many will baulk at the number, the truth would quickly reveal itself.
To better understand averaging issues, sending businesses broke read "The Claw of Averages" blog here.
5. Ignorance is Arrogance
A failure to do due diligence at the deepest level can account for most of the major blow-outs that either better planning and tighter operational mandates would have eliminated.
International hotel groups tend to find domestic partners when opening in new markets, nevertheless whilst this helps, it may not overcome some of the difficulties flagged above.
Some years ago a US Nightclub Operator opened a large property from scratch in a new country using a local partner, discovering after signing the deal that Alcohol and Labour costs were double that of the US, ouch... the question was asked “How do you guys make money in…?”
There's are no easy ways out of opening up outside the US… suffice to say understanding the 5 Fatal Flaws is a great start to not getting caught.
EYEBALLS & ACTIONS: LOOKING GOOD VS BEING GOOD
The old adage: seeing is believing holds true still today!
Drinking and dining experiences are heavily influenced by what we see
(eyeballs)... hence if a venue or restaurant looks good... or served food looks great the chances are we’ll give it a go (actions).
On the other hand if a bar or restaurant doesn’t look good, then it takes lots of convincing to get us to act and who’s got the time for that!
The rush to open the very latest in drinking and dining offers creates an avalanche of great looking places. Most have design elements, ambiance and other visual cues acting as the invitation, yet the action moment occurs once the experience has been delivered.
Newbies sometimes forget important steps, where drill down mapped into process and execution is completely overlooked!
We understand that a minimal viable product is an opening gambit to be refined after opening... yet nowadays unforgiving consumers with no time, patience or appetite for anything less than very good, care not... so newly minted business beware... being unprepared to be good on DAY 1, creates one-time customer visits only!
Ambiance and design are terrific however the moment of truth rests on innovative offerings, brilliantly and consistently executed. Focusing more on being good (actions) rather than looking good (eyeballs) wins hands down!
LIKES VS SHARES... VANITY VS CERTAINTY
Every bar and restaurant business must be on Facebook.
Isn't it frustrating when in conversation with a friend or business colleague, when these people trumpet how many Facebook fans they have... if you’re like me... you may feel somewhat deflated!
The good news next time you meet an internet boaster... that “fans” are in some ways just vanity numbers as uncommitted fans can be easily purchased… meaning these “fans” will not engage with your brand or business in any meaningful way!
Social sharing is about sharing posts which provides cache, authenticity and amplification to your story!
Facebook success should be measured on certainty… “likes” are so “meh”… broadly summed: the difference between “likes” and “shares” is the difference between a rather uncommitted pat on the back versus a huge bear hug, backed by love!
Who wants hugs?
THE CHEAPEST OPTION... FOOL PROOF?
The hospitality industry is renowned for taking the COO (cheapest option only).
Hey, we all love to save money, however when the supposed saving is measured over the medium to short term, then on reflection the upfront saving may not generate the hooray times expected.
A friend made a rather funny analogy… buying 2 ply toilet paper instead of 3 saves money... yet what about the extra cost in soap, hand sanitiser and more toilet paper!
Purchasing managers are mandated to scrimp, shear and save; that’s what they’re paid to do! Ironically the COO in many instances is akin to wishful thinking… looking for the least cost, hoping for the best outcome!
Operations people tend to be the ones paying the unseen costs of COO decisions; the consequences of upstream purchasing decisions are always felt and unseen downstream by the users and at some point the guest or customer.
Here’s what bar and ops mangers, complain about when going cheap is possibly the least best option:
Productivity:
Reduced turnaround times, increased labour costs
Consistency:
More time spent fixing and rebalancing meals/drinks
Quality:
Increased production costs as more product is used to achieve the same results
Maintenance:
Higher down time and cost due to product failure, breakage, replacement
Wastage:
Increased loss due to over serving, less controls, reduced accuracy
Consumption:
Buying more of less to do the same as what was done before
Consumables are necessary evils. They’re not always the hero of a story but in many instances end up saving the day in ways not always apparent!
Not everyone can be expected to invest in or buy quality- every purchasing decision must be balanced in terms of consequences and outcomes.
The best, most honourable intentions to do the right thing by a business, may not be the win for one’s staff and customers!
Investing in quality does cost more... but usually ends up costing far less... think of it as being fool proof!
How Serving Steak creates KAPOW Customer Experiences
We’ve all eaten steak right?
What’s more obvious than serving steak to a guest… (of-course steak being an allegory for any product or service!)
Well to be honest there’s a lot that can be learnt!
Check out a Landry’s Seafood restaurant in the US… see what their servers are trained to do!
Here’s the process… a steak, cooked your way is delivered... the server has one request … “please cut your steak NOW to confirm it’s been cooked the way you like it.”
Why; to ensure a customer receives exactly what they ordered...
KAPOW! Instant customer feedback, satisfaction!
On occasion if a steak is under or over-cooked... no need to call back the server to get action, it’s done on the spot, no customer frustration involved!
How easy is that! Making the customer feel heard, solving issues before they’re hijacked into problems.
Go to almost any other restaurant... a server returns to their guest after a meal is commenced, belatedly asking “is everything OK?”
Pre-empting customer experiences by being attentive, anticipating questions or needs before they’re asked are the building blocks to create legendary customer experiences, whether you sell food, cocktails or even bar tools!
The Client Sutra - 6 Customer Facing Positions
Nothing is more rewarding than making and keeping your customers happy!
At Überbartools™ innovative design which delights, entertains, improves and saves are things which gets us out of bed in the mornings.
At the end of the day isn't it about providing great service, satisfaction, quality and value!
The secret to mastering customer satisfaction does NOT come from studying “customer service manuals”... it’s born from on the spot experience!
Know anyone who’s in business wishing not to be busy, or wants to be a failure? Then isn't the exercise of doing better start from asking WTF questions...
(Where’s The customer Focus).
To ask the right questions check out Über’s: Client Sutra!
1. Customers should be heard once!
A customer must never repeat their order, problem, frustration... do it right, do it once!
2. Quality must be tested before a customer eats, drinks or experiences anything.
Winging it, is for dipping sauce... customer product offerings or service must be thoroughly battle and stress tested first!
3. A customer must never ask where their drink, meal or order is.
Production, kitchen, customer service feedback systems are in place to ensure that this does not happen! If it is, then it’s time to refine your process, retrain, re-imagine customer facing strategies.
4. Customer’s time, convenience and satisfaction must be valued.
The customer is the hero of your story, purpose and action... Be attentive, proactive and focused on 100% outcomes!
5. Customers require respect, including the rude ones.
Patience is a virtue, teach your team customer warming techniques. When customers moan… own It!
6. Never tell customers: how busy, full or short staffed you are.
Teach your staff the principals of the Client Sutra then watch your business grow!
Esprit de Coeur
We have a lot to be thankful to France for... most of which is exported!
In the realm of hospitality we’re indebted to France for 2 concepts: Mise en Place and Esprit de Corps.
Most hospitality workers are familiar with Mise en Place, “everything in its place” as a methodology for bar, kitchen set-ups so that the right tools, spacing, products are within the right distance to the work performed.
Esprit de Corps: the common spirit existing in the members of a group inspiring enthusiasm, devotion, and strong regard for the honour of the group.
A newer concept that should be equally at home within the hospitality world resting at the epicentre of the guest experience; we call it Esprit de Coeur.
Sitting at a new year’s degustation dinner waiting to bring in a new year... we were greeted by as many servers and specialists as there were courses to be had.
The cuisine was excellent, however depending on server, the energy level and enthusiasm of each person left a type of energy residue impacting the flavour of each course... noticeable increases in flavour seemed to occur when 2 staff in particular... the sommelier and one special server, were involved.
Whilst these 2 individuals acted separate to each... each had a natural enthusiasm, radiating from their hearts to their smiles, changing their body language as well as demeanour! There was the feeling that no amount of money could compensate these 2 pros for the total love of their craft and the guests they treat.
Being NYE what seemed even more remarkable, these two were not with their loved ones; making their enthusiasm extraordinary!
The natural desire of 2 hospitality professionals to radiate positivity, share knowledge, provide care without thinking… transformed a tremendous meal and occasion into a life changing experience.
So now let’s attempt at creating a definition for Esprit de Coeur...
Esprit de Coeur: a love affair of service and care emanating from an individual’s innermost desire is to help and serve others; transforming hospitality experiences into moments turned into occasion, irrespective of whether they are or not!
What do you think!
Innovate Or Perish... The Do or Die of a Bar
The old adage “a rolling stone gathers no moss” applies today to any bar and restaurant business.
The advice suggests: continuous movement or innovation keeps businesses nimble and responsive! Failure conversely; a perishable outcome!
Rolling stones require energy, lose momentum and one quickly finds oneself standing on the Titanic end of inaction, waiting for the orchestra to play your competitors new song!
Far too many bars find a niche, work it, and yet fail to tweak, refine and on occasion pivot due to management's false feeling of comfort and safety!
Competition, rapid change and instant learning translates desire into needs, a process of forward motion called “Kaizen”.
To canny business people, Innovation translates opportunity into profit (the new black) for liquid/hospitality entrepreneurs!
Today’s consumers have short attention spans, are easily confused and become unmoved!
New, intriguing, fresh become the new mind grabs oiling attention; winning action, attracting $!
Innovation or Perish!
We’re not advocating for a moment that it’s only Innovation that’s the key to business success, it’s more about the back end process of developing at the margins, new ideas, tinkering with what’s successful now and how that will look with a fresh twist!
Helping customers translate their unsatisfied desires into new wants, allows us to engage and connect very differently with people.
Translated desires turn into new curated drinking experiences, ultimately keeping folks talking, happy; returning to your point of origin!
Warning: Innovation by and of itself is NOT a cure-all as innovation requires stewardship, focus and planning to ensure action, success and profitability!
Innovation is the story of forward momentum, anything less, is turning a business into a perishable. Innovate or Perish!
Today’s Innovator becomes tomorrows Perishable... better get moving!
Spirits Chevalier Beyond Mixologist
French terms are entrenched in hospitality adding elegance and refinement to describe process and outcomes.
Once upon a time professional Bartenders struggled with an adequate descriptor to purpose their skills and talent.
To fill this void various self-ascribed terms were created and have now entered the bar lexicon including Mixologist, Liquid Chef, Cocktologist to name a few.
In a new age where a shingle can be quickly invented via a web site, Linked In profile or business card... it’s perhaps timely whereby spirits knowledge, mixing, serving experience, operational know-how and management skill could be better defined with an all-encompassing term with professional presence, prestige and yes panache!
Australians are a funny lot… we invent irreverent and quirky names for everything... some examples… fruit seller: a fruitologist, a trash or garbage collector: a garbologist... whilst in no way diminishing these professions think there’s still more room that elevates elite bartenders beyond the word Mixologist!
It’s not unknown for some bar rookies to imagine that attendance at a 1 day bar course, several spirits education event(s) together with a little bit of “stick” under the belt to be sufficient to self-describe as a Mixologist nee bartender... of course the more practical amongst us know it takes a lot more than spirits to maketh the bartender.
Back in Prohibition times and the generation before, bartending was considered not only a noble profession but a position with community respect; in a nut shell the word bartender meant something.
It takes years to acquire the necessary mastery to evolve past a generic descriptor such as bartender and in the process attain meritorious professional standing; with requisite recognition and compensation.
It’s time for a newer term to clearly position the professors of spirits from the doctors, interns and students of the mahogany!
We propose a new term:
Spirits Chevalier, elevating the Mixologist to a higher standing equivalent or surpassing that associated with the term, Sommelier.
A Spirit Chevalier can only be earned not daubed like a fake Knighthood or regal title purchased from a defunct duchy, princedom or cash strapped state.
Great terms with honours must be accorded; requiring new levels of International standards so that those who have acquired and fulfilled all aspects can only then be elevated to become a Spirits Chevalier.