March 25, 2015
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:
Reduced turnaround times, increased labour costs
More time spent fixing and rebalancing meals/drinks
Increased production costs as more product is used to achieve the same results
Higher down time and cost due to product failure, breakage, replacement
Increased loss due to over serving, less controls, reduced accuracy
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!
March 12, 2015
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!
February 06, 2015
On the internet little is written on the topic of bartender scapegoating, this process we call a MixTake!
MixTakes represent alcohol discrepancies, waste and over-pouring (DWO) with Management only blaming bartenders!
Why the Mixtake?
Confusion exists between the concept of mixing a drink and DWO; both involve liquid transference; with one attached to blame!
MixTakes are generally caused by Management misunderstanding operational figures creating 2 victims; the bartender and team morale!
Many bar and beverage managers have never received professional training on the math, science and dynamics of running a bar, thereby making it easy to draw a straight line from the problem to a bartender!
On the other hand, professionals coming out of culinary institutions tend to have the benefit of being taught scientific process to problem solve.
Scapegoated bartenders tends to work in bars where there‘s little or no investment in proper pouring tools, allowing sloppiness to set in, with potential protective steps missed or overlooked.
In our view Management must provide the tools and training for bartenders to do the job expected, anything less, well, that’s a MixTake!
Scapegoating bartenders without equally apportioning responsibility to management is a massive MixTake, costing business opportunity and destroying careers!
August 28, 2014
Repetitive Strain Injury or Occupational Overuse Syndrome are injuries becoming increasingly common amongst bartenders.
Injuries involve... fingers, hands, wrists, elbows and shoulders.
Many of the underlying causes of workplace injury can be traced back to:
- Poor legacy tool design pre-dating Prohibition.
Legacy design implies unquestioning continuation of bad design based on the weight of history (that’s the way it’s always been) rather than the evolution of human workplace reform centred around the physical and comfort requirements of bartenders. Funnily most all other areas in and around a working bar have improved... except the most obvious, the tools, bartenders use.
When hospitality experiences are centred around the guest, then the show, well, should it not come as a surprise whose last... the bartender!
The other significant contributing factor, NEVER spoken about is PRICE!
No sane manufacturer will innovate when its customers mandate cheaper and cheaper pricing; ease-of-use and comfort will always be sacrificed.
Sadly when these 2 factors combine the fate of countless generations of bartenders is set; suffering years of endless pain.
So what’s changing:
- More people making bartending their profession/lifelong commitment with injury accumulating progressively over time, rather than disappearing with the ins and outs of successive generations of bartenders.
- Workplace health and safety concerns morphing into accepted RIGHTS!
- Social networks acting as amplifiers to exchange ideas and discussion etc.
Industry leaders such as Dushan Zaric, Simon Ford, Jacob Briars, Angus Winchester and Simon Difford have introduced injury into the bartender lexicon... whilst they all highlight the issues and some physical relief... the long term solution of innovation, ease-of-use design is missed... Is it a case of why bother with things that aren’t valued?
This became the calling which became the point where Überbartools™ journey started years back! Now that’s a whole other discussion!
So then let’s look at the Consequences, Culprits and Changes of Work Place injury. (Part 2 to follow next week)