Last week, I received a call from the CEO of one of the fastest growing quick-service concepts in the city. Surprised, I was offered an opportunity that boggled my mind for days, asking myself, should I or should I not, that was the question. I consulted with my wife, family and friends and at the end I knew I had to accept. The position is the Director of Operations, a role that involves more work than anything that I have taken in the past. Is it something I really wanted? Of course, I wanted to operate my own, but I felt this job had immense learning opportunities and most importantly it was something I believe I would enjoy. Who knows where this will lead.

What Happens to The Restaurant Blogger?

First off, I like to thank everyone who have visited and shown interest in this blog. I have decided to keep The Restaurant Blogger going to allow me to share stories when I have the urge and time to do so. Not only will I continue to visit your blogs and drop cards, I plan to post an article every 2-3 weeks or when time permits. Thanks again and stay tuned for my future posts and follow my journey.

The days when someone used to view a waiter or bartender as someone who is uneducated or just passing through till something better takes place are long gone.

In today’s fast paced world the Hospitality industry is flourishing providing a good income and opportunity for those who seek flexibility in both their work environment and how they want to live.

In a recent job market survey by the Canadian Food and Restaurant Association it states the Foodservice Industry employs over a million people or 6.3% of the total employment eclipsing other industries such as agriculture, forestry, pulp and paper, banking, and oil and gas extraction combined.

The young people entering the Hospitality profession are finally being rewarded financially as noted in the same survey with the first 8 months of 2007 citing an increase of 8.2% in average weekly earnings in Ontario as an example.

So when at one time young people entered the profession to earn enough money to get by now they are looking at it as a career option.

With other former industries such as manufacturing that used to provide stability on the downswing because of changing demands and competition, young people are turning to the hospitality industry because of it’s guaranteed growth.

Just a note that the number of times reported that an average Canadian household ate out for a meal or snack in 2006 was a staggering 536 times. This statistic will only increase in the future as the time constraints on families multiply.

The Foodservice Industry has always been looked at with some criticism in the past because of the long and unsocial hours one works.

Not anymore, in fact many people love the industry because they work with other like minded people developing teamwork and social skills, meet new people everyday in most cases as in the people they serve, and then at the end of the day go home  to continue with their other interests.

Some other professions involve working with computers and corresponding via email and cell phones prohibiting the human need to socially interact face to face.  Although these are worthy occupations and some indeed very well paying the link to cell phones and email often means the job even after one leaves the workplace never really ends at all as their availability is with them everywhere they go.

How many cell phones do you hear ring now when you are enjoying a dinner in a restaurant?

Few people in the Foodservice industry a decade ago every achieved any notoriety at all but now that has completely changed.

With the start of Food Networks and the internet young people now can look to someone who is a chef, restaurant owner, or innkeeper whom they can aspire to right in their living room  making the profession inviting and glamorous at the same time.

With the high self esteem of Foodservice personnel everywhere due in part to the constant instant gratification one receives from another meal cooked to perfection, or the gratuity a waiter receives each shift, who wouldn’t dream of having their moment of glory in a show of their own or a cameo appearance in one.

One thing is for certain, the opportunities in the Foodservice Industry are limitless now and always will be for as long as there are people on this Earth there will always be someone willing to serve another.

You can read more of Steve’s work on his blog: Adventures in Hospitality.

The Eight-Step Approach for New Employees

1. Have Uniforms Ready on Hand. If you provide staff uniforms then make sure you are ready to offer one either prior to the start date or on the very first day of employment. It’s always a good idea to keep extra on hand in various sizes. You just never know when a damaged uniform needs to be replaced. Arriving to work on the first day without having a proper uniform to wear is embarrassing for the company as well as for the employee. Customer perception is everything.
2. Orientation. Before an employee physically starts work, a proper orientation should be conducted. The orientation is the first step in welcoming new employees and showing them that they are part of the driving force behind the success of the business. Part of the orientation should include a tour of the restaurant as well as the background story of the restaurant.
3. Provide an Employee Manual. The manual can be separate or combined with a training manual. Policies as well as an employee’s job description and responsibilities should be outlined in the manual. New employees react better to companies that are well organized and are focused on training. Good employees appreciate businesses that take their job seriously. Take the time in creating a professionally designed employee manual.
4. Assign a Trainer. Good workers are not necessarily good trainers. Designate an employee within the station that has strong skills set in training. The first few days should involve the new employee shadowing the trainer.
5. Start on a Slower Day. Never start a new employee on a busy day such as a Friday or Saturday. A busy environment is no place for training. It is already difficult to try and focus on the task at hand let alone trying to guide a trainee to learn the ropes. From a new employee’s perspective the operation may appear to be unorganized or overwhelming to the point that the thought of leaving is considered.
6. Don’t start at the beginning of a Shift. During the start of a shift, things can become hectic. Stations are being prepped in time for service. New employees need time to absorb information. Schedule new employees during a slower part of the day so that the proper attention can be given. Allow enough time before scheduling the employee to take part in the opening procedure.
7. Set Reasonable Expectations. Depending on the individual, each one has its own pace for learning. Some excel faster while others require more time. Expect mistakes and allow reasonable time for employees to shine. Sometimes it’s the ones who need more time that become your very best.
8. Follow-up. As an owner or manager, a personal follow-up should be conducted with the new employee to examine progress from the first two weeks of employment. A personal assessment is encouraging for new employees and shows that you are interested in their success. An employee performance review should also be scheduled within the first three months of employment.

Avoid Turnover

Hiring new employees take time and money. Plan ahead and take the necessary steps to avoid the chances of employee turnover from the start. Handling new employees with care is a sure way of making the job and life easier for everyone. First impressions can impact a customer’s decision for returning, the same way that impacts a new employee deciding to stay.

How did they do it?

Scott and Heather Fratangelo are the perfect example of first time restaurant owners who have achieved success through a well thought out plan.  In 2005, the couple’s Italian eatery opened in the Upper East Side of New York.  Within six months, the restaurant was a hit, a favorite dining choice for the affluent and a New York Times two star restaurant.  The couple knew what it would take to survive.  With Scott’s prior cooking experience from the Gramercy Tavern and Union Square Café, he would take charge of the kitchen.  Heather would divide her time between being a pastry chef, wine consultant and hostess.  The end result was saving the couple $100,000 in annual salaries.

The Fratangelos were like many new restaurant owners.  They had a vision of the restaurant space but little did they know of the various regulations which prevented their vision to come into reality.  So, the couple accepted to turn the 1,100 square foot space into a small 32-seat restaurant.

Successful Management

Labor Control

Spigolo is open for dinner seven days a week. A shift consists of two dishwashers, one prep cook, three cooks, one pastry assistant, two servers, one runner, and one bartender and in the winter one coat check-person.  Besides tips, each server receives a $20 per shift base pay.

Inventory Control

Spigolo goes through $4,000 worth of food per week with the goal of having almost nothing left by the end of Sunday.  The restaurant also goes through $1,500 worth of wine and $500 in liquor.  Inventory is kept to a minimum to avoid paying a bill all in one shot.  State Liquor Authority requires receipts to be paid in full at the end of every 28 day cycle with no exceptions.

Rules of Appearance

Employees purchase their own uniforms as way to take full responsibility for their appearance.  Scott has also implemented a $1 fine for every soiled napkin that is not placed in the laundry basket.

The Financial Breakdown

This is how Scott and Heather’s investment breakdown appeared:

Personal Savings of $160,000 were matched by a friend’s father who added another $160,000.  This provided a comfortable safety net for the couple.

Startup Costs:

• Security Deposit = $14,000
• Construction = $260,500
• Liquor License = $4,500 (2 years)
• Lawyers = $9,500
• Sidewalk Café Permit (2 years) = $3,500
• Architect = $3,500
• Tables, Chairs & Dishes = $8,000
• Start-up Food & Liquor = $8,000
• Equipment = $30,000
• Total Start-up Cost = $341,500

Monthly Expenses:

• Rent = $14,000 / month
• Staffing = $25,000 / month
• Insurance = $666 / month
• Food & Liquor = $25,800 / month
• Estimated Monthly Expense = $65,466

Calculating a Benchmark

The Fratangelos kept their business plan simple and focused on two main benchmarks: calculating the daily break-even point ($3,000) and the average check required for achieving it ($52).

For example, it required 215 plates of gnocchi all priced at $14 to achieve the daily break even.

Starting Out

Scott and Heather Fratangelo understood what it would take to make a profitable business.  They realized operating a restaurant especially in New York could potentially be a disaster.  To avoid failure, they broke down what they had to do.  Because of the size of the restaurant, they knew that they had to step into multiple roles and manage their time well.  By doing this, they could save $100,000 in annual salaries.  At the time of when the article was published, the couple estimated they were already earning $8,000 to $9,000 profit per month only after a year.  However, this was only possible since Scott and Heather were working in the business.  If the couple were to hire chefs and other additional staff, their profit margin would drastically slip.

Scott predicted that when 2007 came around, the couple’s total investment of $480,000 would be fully paid off.  That would be two years since the opening.  Since the average return on investment is within three years, the Fratangelos are on the right track.  There hasn’t been any update on whether Scott and Heather had paid off the investment last year.  However, with recent reviews by the New York Times and other restaurant review sites, that is a sign of success.

A new breed of grapes has made its debut in northwestern Japan where it has been a state-led project since 1994.  Slightly smaller than a ping pong ball, the Ruby Roman grapes have a tomato like color and fetch for about $26 per grape.  That is what one Japanese hotel paid for to serve its guests at the upscale hotel.  700 grams, 35 grapes and $910, Wow!

Score a Last Minute Table for a Price

Gabriel Erbst is co-founder of www.tablexchange.com.  Based out of New York, the company has caused a ruckus between several restaurants who are angered by people who are making reservations for the sole purpose of selling them to someone else.  Recently the company has offered their online services to Chicago and already many restaurateurs are wary of the site.  Miae Lim, co-owner of Mirai, Japonais and Brasserie Ruhlmann believes, “It make you feel like you have no control over your reservations and that there is some guy at home making all these reservations and just selling them.”  Erbst and his partners have installed safeguards to prevent multiple reservations of one restaurant.  For most, that’s not enough.  In the first week of August, there were dozens of reservations for hot restaurants L2O, Charlie Trotter’s, Frontera Grill, Graham Elliot and Mirai Sushi all being sold for $10 to $20.  Although the site practices are on the border of illegal scalping, the Chicago Department of Business Affairs and Licensing has approved it, calling it a service like any other service offered.  According to Erbst, the Chicago site has attracted more than a hundred registered users within 10 days of launching.  Would you pay for a table?

Fat Kids Pay More to Eat

Managers of the Oulton Hall Hotel in Leeds, Yorkshire has started weighing kids to determine how much their meal will cost.  Although the owners of the hotel say it will be voluntary, kids who are not weighed will be automatically charged 11.25 pounds, half the price of adults.  Overweight kids are charged more.  Although some view the tactics politically incorrect, general manager Sean Boyce believes it’s a way to help reduce the cost of dining out. If a child weighs five stone then the meal will be charged 5 pounds while children weighing 10 stone will be charged 10 pounds (one stone = 14 lbs.).

Coca-Cola Goes Hybrid

Coca-Cola Bottling Company announced it will purchase 142 made-in-Canada commercial hybrid delivery trucks for its North American operations. The heavy duty trucks will run on gasoline and electricity.  Twenty-two of the trucks will be used in Canada.  Fuel consumption will improve by 32% and reduce polluting emissions by 32%.  When traveling under speeds of 50km/hr, the 340 volt battery will kick in to power the hybrid vehicle.  This results in reduced exhaust emissions during slow traffic.

Baskin Robbins Launches Upscale Cafe

Café 31 is Baskin Robbins’s latest concept.  The ice cream chain revealed its 2000 square foot prototype in Foxborough, MA which offers upscale desserts such as fondues, cakes and other sweets all created by an in-house pastry chef.  Parent company, Dunkin’ Brands Inc. plans to open next year in New Jersey, New York, Chicago and Los Angeles.  Café 31 is described as a fast casual restaurant in the ice cream segment.  Menu items range from $3.95 to $5.95 including a shareable fondue dessert for $11.95.

No Pay Increase for Starbucks’ Executives

In an attempt to focus on Starbucks turnaround efforts, salary raises will not be awarded to vice presidents or senior management this year including CEO Howard Schultz.  However, store and regional level employees will still receive a 3.5% increase while other employees would receive 2%.  Last month, Starbucks reported their first quarterly loss due to restructuring.  The coffee chain is closing a total of 600 stores and has already cut 1,000 non-store jobs.

Wal-mart’s Latest Retail Concept: Marketside

Wal-mart’s latest venture is Marketside, a one-stop shopping solution for bargain priced meals and fresh grocery items.  The first four Marketside stores will open in Mesa, Arizona with each covering 15,000 square feet.  Wal-mart’s total revenue is expected to top $400 billion this year.  With the addition of Marketside, it should be interesting.  Check out their site, www.marketside.com

A Knife Block Provides More

Forget about those knife blocks and forget about how they will look in the corner of your kitchen.  Do you really want to spend hundreds or even thousand’s of dollars on some knives?  Many manufacturers trap consumers in purchasing a knife block calling it the essential.  You will soon realize that most of the time you only use two or three knives. For the everyday home cook, a chef’s knife, serrated knife and paring knife are the basics for cooking.

1. A Chef’s knife

The chef’s knife is really the main knife for all cooks.  Best for chopping vegetables, butchering meat and mincing herbs, the chef’s knife handles over 90% of the cutting required to prepare a meal.  An 8-to-10-inch chef’s knife is recommended.

What do I Like? Personally, I enjoy using the 8-inch chef knife for its weight and ability to maneuver quickly making the cutting easy and smooth.

2. A Serrated Knife

The serrated knife is one of the most efficient ways of slicing.  Normally, we think of slicing through bread, but really its one of the best ways of slicing through tomatoes, citrus fruits, quiches and pies.  An 8-to-10-inch serrated knife is recommended.

What do I Like? Although some people prefer using an 8-inch bread knife, I like going with the extra 2-inches. I find shorter bread knifes have a tendency to catch the knife tip on larger bread loaves.  This can cause an uneven and messy cut.

3. A Paring Knife

The paring knife is best for more delicate work that requires precision.  It is best used for peeling and coring apples and tomatoes, deveining shrimp and cutting citrus segments.  The fine blade also allows clean slicing of soft fruits (i.e. strawberries, plums, blueberries) without damaging the flesh.  A 3 ½ -to-5-inch paring knife is recommended.

What do I Like? I prefer a 3 ½ inch paring knife.  However, a paring knife is more based on preference since the weight and balance are not as important. The main thing you should look for is a comfortable grip with a sharp blade that is slightly flexible in order to handle tight areas.

What else do I need to know?

As for any knife whether you spend $25 or $300 a knife, you must keep them sharp.  A dull knife is more dangerous than a sharp one.  A knife can easily lose its sharpness by making contact with food or a cutting board.  By using sharpening steel, knives can be quickly restored.  Keep in mind a sharpening steel does not necessarily sharpen a dull knife, but instead it realigns the cutting edge.  At some point, a knife should be sharpened by a sharpening stone or electric sharpener.  If you are not too familiar with using either of these devices, then the best way is to leave it to the pros at a kitchen store.

Two key tips to remember are:

1. Avoid using glass or acrylic cutting boards. Wood and plastic boards are the best and will avoid dulling or damaging the knife.
2. Do not place your knives in the dishwasher.  The detergent can dull the knife and rust can form depending on the type of metal the knife is made out of.  Always wash knives by hand and dry immediately.

Brands that are worth checking out are knives by KitchenAid.  They are not part of the elite group of chef’s choice of knives, but they do the job.  If you are really passionate about cooking and don’t mind to spend the extra dollars Wüsthof Classic is my brand of choice for its stability, weight and sharpness.

Selecting the right knife can be challenging, but whether it is for home or commercial use, choosing the proper knives are essential.  Remember, three is all you need.

Photo credit: instapp

The Green Movement

Large companies are realizing by increasing their green efforts they can make a difference. McDonald’s is a prime example who has made a commitment to operate a more eco-friendly business. Recently, the chain introduced a new fryer that uses 40 percent less cooking oil and 6 percent less energy than their current high efficiency fryers. Like McDonalds, Harrah’s Entertainment, the world’s largest provider of branded casino entertainment has seen first hand, small changes can significantly impact the environment. Ever since switching to reusable, washable cups for its 16,000 employees, the company buys 1.1 million fewer disposable cups a year. The company also recycles 50,000 gallons of cooking oil per year which is transported to a nearby pig farm.

Other large chains that have recently hit the news for its green movement effort is Dunkin’ Donuts. In September, the donut chain will open its first LEED (Leadership in Energy and Environmental Design) certified unit in Florida which will incorporate energy-efficient lighting, low flush toilets, the use of well water and insulated concrete foam walls to reduce air-conditioning use by 40 percent.

Setting the Standard

Jose Duarte is one restauranteur that has set the bar high for his eco-friendly restaurant. Chef and owner of Italian restaurant Taranta in Boston, Duarte is truly passionate about changing for the better that he blogs about his restaurant’s progress in becoming green. Duarte is no amateur when we talk about eco-minded practices. Taranta is already equipped with energy efficient lighting, water-conserving spray heads, tank-less water heaters and even delivery vehicles fueled by cooking oil. His kitchen has also implemented an aggressive recycling and food waste composting program that has reduced the restaurant’s garbage bill by 40 percent. Even the restaurant’s menu aims to encompass environmental practices by purchasing more organic local food products and by offering an organic wine list as well as organic espresso.

Duarte and his team are serious about what they do and practice. Here are some highlights from his composting and recycling program:

• Volume composted = 127,400 lbs per year
• Volume of recycled cardboard = 3.12 Tons per year
• Volume of co-mingled (mainly glass) recycling = 34,320 lbs per year

• Metric Tons CO2 Equivalent Saved = 66.10
• Gallons of Gasoline Saved = 6,336

Emerging Concepts

Taranta has perhaps set the bar for restaurants going green. The fact that several restaurants are slowly introducing eco-friendly practices is a positive sign. One of the latest restaurants that have integrated an eco-friendly culture is Epic Burger, a premium burger concept in Chicago. This burger joint is more than about serving 100% organic beef burgers. Also regarded as a more “mindful burger”, Epic Burger uses only biodegradable cups and utensils, petroleum free packaging, energy efficient equipment and lighting and products that are sourced from areas requiring the lowest possible mileage. The result is a fresher and tastier burger in a clean environmentally friendly atmosphere.

Be Green is Smart Business

We can all learn a thing or two from Jose Duarte. Every small step can make a difference. Take initiative to change. The savings are significant. Adopting a green attitude is having a smart attitude.

Here is a video of Jose’s Veggie Oil Truck:

The Best Western

Because it was only a 2 ½ hour drive north to Owen Sound, we left on the same day of the wedding and opted not to spend another $170 per night. Considering, a town of only 22,000 people, I was surprised about the cost of staying there. Even though the bride and groom had arranged for a room block discount, the savings were insignificant.

The hotel was just like any other Best Western that you would expect – friendly service and a comfortable atmosphere. We arrived at about 11:30AM which gave us plenty of time before the ceremony at 1:00PM. Unfortunately, our room wasn’t ready and I never thought of requesting an early check-in. Luckily we were able to stay with some friends who checked in earlier. Forty-five minutes had passed and we finally checked into our room. Perfect timing, we changed and headed to the ceremony.

Big Change, Big Expectations

By far this was the shortest wedding ceremony we have ever attended. Ten minutes and it was done. Dinner was four hours away and now we had plenty of time to kill. I knew what I wanted to do – Eat! So, we headed back to the hotel’s restaurant. Bishop’s Landing Restaurant had undergone a major transformation. With the recent takeover by Genesis Hospitality, the restaurant was changed from a fine dining to more casual. The changes have been positive and the locals and corporate guests have enjoyed its improvements. This was enough for me to try it out.

The menu was satisfactory composing of the usual appetizers; calamari, breaded shrimp, nachos, chicken strips, green salad and a daily soup. The entrees composed of pasta, pizza, fish and steak. The menu was exactly what you would expect from a Best Western Hotel or any other three-star hotel. The restaurant was nearly empty with only one table of four including a baby. Considering it was 1:45 in the afternoon we disregarded any negative impressions. Bottom line, we wanted to eat.

Where is the Food?

Scanning quickly through the menu, we decided to order a calamari and breaded shrimp. Even though we were starving and dinner was four hours away, we wanted to save room for the big night. We overheard the other table had placed an order of garlic cheese bread. Fifteen minutes passed and the table of four hadn’t received their cheese bread nor did we receive our appetizers. The food wasn’t the only thing missing, the waiter was no where to be seen. Where could she be? I started to imagine all the possibilities. Could she be making the bread? Sprinkling the cheese on the bread? Rubbing the garlic on the bread? How about dusting our calamari? The possibilities were endless.

5 Minutes Later…

The waiter suddenly appeared bringing our food. Thank goodness, we could finally eat. To my surprise, the food was well presented and garnished. The calamari was in a light crispy batter that was accompanied with a Thai chili dipping sauce while the shrimp was nicely breaded and perfectly cooked. The outside was crunchy but not overcooked like many other breaded shrimp I have eaten. We were nearly done but looking over to the next table, there was still no cheese bread. My mind began to wonder again, listing the possibilities. Could the kitchen be out of bread? Were they running down the street to buy more bread? No explanation was given by the waiter, only an apology.

30 Minutes…

Thirty minutes had passed and still no cheese bread. We were surprised the guests were waiting so patiently without a fuss. Perhaps, they remained all cheery after downing two rye & cokes each and now splitting a beer. There wasn’t even a sound from their baby who was pre-occupied with the restaurant setting. We cleaned off our plates and thought of ordering more but we were not willing to wait again. Our attention immediately shifted to the table next to us. Five minutes later and 35 minutes in total, the cheese bread arrived. I couldn’t believe the time it took, but lucky for the server and the restaurant, the guests were willing to wait. I hope it was worth it.

Room Service

Dinner was at 5PM and even though I had plenty to eat, it wasn’t enough. We returned to the hotel at 9:30PM and without any hesitation I ordered room service, an 8oz. Angus Striploin with vegetables, French fries with gravy and cream of asparagus soup. Maybe if we ordered room service earlier, the food would have been faster. My meal arrived within 12 minutes and it definitely hit the spot. The steak was perfectly cooked medium rare, but lacked seasoning. The fries were well seasoned and the gravy was just right. However, the soup was bland and the asparagus bits were stringy. Overall, the meal satisfied my hunger.

Change and Improve

New changes require constant improvements. Bishop’s Landing Restaurant certainly hasn’t been perfected. If Bishop’s Landing Restaurant is a destination hot spot, then it is imperative for them to do better. In a town of only 22,000, it would be a shame not to see the restaurant step up its game. With very limited choices of stay, the Best Western will perhaps continue be the best in the area. Hopefully they realize how much better it can be.

How can I Compete?

The other day a friend of mine shared his plans of opening a Japanese restaurant. He asked me for my advice on how to turn his concept into a profitable business venture.  Before getting into any full details, I asked him if he understood the market. I wanted to know was he ready to compete under tough conditions.  He understood the market was saturated with Japanese restaurants. So, I needed to find out how he was planning to differentiate from the competition.  His vision was to go big meaning big space, big menu, and fresh fish all at an affordable price.  Immediately, I had to stop him and tell him what he didn’t want to hear.  If he did exactly what he mentioned there was a great chance he would fail.  If he wanted to succeed, he had to offer something better or something different or do a combination of the two.  We chatted more and drew up a simple plan.

Differentiate from the Competition

In order to compete in a saturated market, you need to stand out from the rest.  The most common method is offering better service and better food.  Sometimes, service and food is not enough and you need to do more.  Here are seven ways of setting yourself apart.

1. Improved Service – focus on providing the most consistent and highest standard of service.  Visit the competition and take note of common service problems.  Avoid repeating these same mistakes by training your staff.  Do you have enough staff? What are your time standards for greeting a guest at the door, seating a guest or performing quality checks?
2. Higher Quality Food – if the food is good, people will come.  Focus on using fresh ingredients and keep frozen and canned foods to a minimal.  Does your menu call for premium ingredients? Will products be sourced from local farms? Organic?
3. Menu Variety – if your competition offers similar menu items, then adjust accordingly.  Offer variety, but keep it simple and do what you do best.  Avoid complex menus.   How would you describe your menu? Is there a selection of meat, seafood and vegetables? Do you offer vegetarian options?
4. Atmosphere – if you have the budget, hire a professional interior designer who has a reputation and expertise in restaurant design.  An appealing restaurant can instantly draw customers.  How can your space be different among the rest? Will it be upscale casual? Sleek and modern?
5. Star Quality Chef – a renowned chef has the ability to attract customers.  Landing an award winning chef may be the key to surviving in a highly competitive area.  A star quality chef will understand menu development, menu costing and food quality.  How many years of experience does your chef bring? What are his/her credentials? Is your chef’s name marketable?
6. Focused Offering – specializing in a particular item can build loyal customers and attract new ones.  Do you offer something special that one else has? The largest wine cellar? Premium Japanese sakes? Best lobster roll sandwich?
7. Marketing Gimmicks – sometimes a restaurant will implement a marketing strategy to create hype or exclusivity among guests who dine at their restaurant.  The goal is create buzz, to be the talk of the town.  For example, a Japanese restaurant in Toronto offers homemade soba noodles and claims to employ the only master soba maker in the city.  The restaurant only offers his creations on Sundays between certain hours.  Another restaurant in New York offers only 20 servings of homemade tofu per day to customers willing to pay the extraordinary price.

Doing business in a saturated market is risky, but it doesn’t mean it’s impossible.  Before you decide to jump into a location, ensure you understand the market surroundings.  Restaurants are among the toughest businesses to operate.  Avoiding an area with high competition is one of the best steps of surviving.  Draw up a plan and review the steps you can do to set yourself apart.

The Ghetto Gourmet

Founded in 2004, The Ghetto Gourmet was created by brothers, Jeremy and Joe Townsend in Oakland, CA.  Referred to as underground dinner parties, random strangers meet for food and entertainment at a private place which may include a home, museum or an organic farm.  In order to be part of this private gathering, an online reservation is required along with a donation ranging from $30 to $75 depending on the event. Strangers receive a restaurant quality setting from printed menus, glassware and lit candles.  The difference is there are no waiters hovering over you and no additional noises from other tables.  It is strangers meeting strangers all seated at one table.  The Ghetto Gourmet hosts about 75 events across the country each year.

The Hidden Kitchen

Located in Sacramento, CA, husband and wife team, Dennis and Mary Kercher founded The Hidden Kitchen.  The Kercher’s believe that people are seeking a different kind of dining experience and supper clubs like theirs are filling that gap.  The couple host a five course dinner once a month for 10 to 12 people at their home.  Currently, The Hidden Kitchen has a three year waiting list of 400 people.

The Hidden Lounge

Gillian Young, 21, is a bartender and Durant Ellis, 28, is a professional chef.  They are the founders of The Hidden Lounge located in their Toronto loft.  Inspired by the founders of The Hidden Kitchen, Ms. Young and Mr. Ellis believe their underground supper club can be a profitable venture.  Phil Sheckley, a Toronto restaurant manager who has participated in one of the couple’s events believes that The Hidden Lounge fills a niche that is not offered in mainstream restaurants and that is exclusivity.  For a fee of $30 to $120 per person, guests can enjoy a gourmet meal accompanied with good wine and a chance to meet new people.  Interested guests can sign up on their website where they will be contacted by email for directions.  Ms. Young and Mr. Ellis plan to grow their business by focusing on business meetings, birthdays and foodies across the city.

Controversial Parties

Because of the bordering laws in Canada of hosting private parties for profit, underground supper clubs are deemed barely legal.  Classifying what makes a restaurant versus what is classified as a business is a controversial issue.  A home based catering business can be labeled as illegal due to government regulations. However, people continue to run food businesses from their home hoping never to be caught.

Interestingly, private events such as those conducted by The Hidden Lounge, avoid several regulations.  According to Jim Chan, manager of Toronto Public Health’s food-safety program states, “if only private guests are invited, the lounge isn’t a restaurant. That would be classified as a private party.”  Registering it as a restaurant would require mandatory add-ons such as a commercial dishwasher, extra bathroom and insurance to cover the guests.  If this is the case, why do catering businesses have to hide? Isn’t the only difference the way we sell our food?  We still have to prepare the food in our own home kitchen.

So a business prepared from home and sold to customers is considered illegal, but a business hosting a private party for a profit is considered barely legal.  Confused? It doesn’t seem to make sense.  I predict more private dinner clubs will be launched.  The Hidden Lounge may be one of many other supper clubs that exist in Canada but due to laws, their identities may be kept as a secret.

1. Direct
2. Supervisory
3. Coaching
4. Supportive

I said (A). If you answered (B), then you answered like most people since the first thing that comes to mind is you are a manager therefore you would supervise the new employee. Unfortunately, (B) is the incorrect answer and “Direct” is the right one. This question was posed to my wife and the rest of her team at a workplace meeting. The whole point of the exercise was to show how everyone could become a better manager and trainer.

The Management Approach

Direct Approach

The direct method is the very first step in training. The first thing that comes to my mind is “What” and “How.” Part of your goal is to direct the new employee in:

1. what are the tasks and responsibilities of the job and
2. how do you want the new employee to carry out the task.

Each manager has their own level of standards of how a person should perform. First you are showing the new employee what needs to be done and how you want it to be done. Some managers view the direct approach as being too aggressive while others believe it is an information overload for a new employee. By delaying the use of the direct method, you are also delaying the training. The longer the training, the more time and money has been wasted. Ultimately, you want the new employee to observe the duties presented and to listen what you have to say. This is the time in which the employee should ask as many questions necessary to fully understand the job.

Supervisory Approach

The second stage of training should be the supervisory approach. At this point you feel comfortable enough to allow the new employee to perform on their own. This is the time when you step back and allow the new employee to carry out the job functions. Your job as a manager is to oversee the employee whether the duties and responsibilities are being appropriately met to your standards. When a task is done incorrectly, your job is to guide the employee in the right direction.

Coaching Approach

The third stage of training is coaching. By this time the employee should have been given sufficient time to absorb the information of what has been taught. During the training period you have observed the employee’s performance. It is your job to coach the employee in how to become a better. For example, this may include how to provide better service or how to become more productive. Your goal is to improve the way the employee has been performing.

Supportive Approach

The final step to training is the supportive approach. By this stage the employee has integrated into the team. He/she has gone through multiple stages; observing, learning, performing and improving. The final stage is discovery meaning an employee may have discovered new ways in performing certain tasks. Perhaps it is an improved method of increasing efficiency. The supportive approach allows for this change. As a manager, you should be open to new ideas and suggestions by your employees.

Is there a Middle Approach?

We have explained that there are four management training styles and the order in which each one should be applied. However, there is a middle management approach, but you need to know when it is appropriate to move in that direction. As you can see on the grid there is a horizontal and vertical axis which separates each approach. Beginning with the direct approach, you have just been introduced to the new employee. As you become more acquainted and feel that the employee has grasped the concepts presented, you may decide to slowly move towards a supervisory approach. Therefore, you have not quite left the direct approach yet you haven’t full submerged yourself in the supervisory approach. Managers using the middle approach must be careful and avoid jumping back and forth between two training approaches. This could lead to confusion and miscommunications to the employee. It all comes down to being able to read the employee and knowing when its time to proceed forward.

What Management Style Do You Use?

Being firm and direct may sound too much for some, but it’s the correct approach. It doesn’t mean you have to change your attitude and be less caring, but it is rather adjusting your approach on how you can become a better manager and trainer. Direct your employees to perform the way you want them to perform. Supervise them to make sure they are meeting your standards. Coach them to be better at what they do and support them because you believe in them. Keep in mind these four approaches of training styles the next time you need to train someone new.

Listed below are four of my favorite kitchen stores that I believe are among the best for selection, service and value.

1. Tap Phong Trading

Located in the heart of Toronto’s Chinatown district, Tap Phong is well known to the community. Jam packed with cookware, plates, cutlery and large commercial equipment, Tap Phong is a destination for restaurant owners and chefs.  The store offers a wide range of popular brands as well as Japanese and Chinese imported names.  You don’t have to be Chinese to shop here.  There are plenty of friendly assistants who speak English and are willing to direct you in your purchases.  Because the store is a wholesale distributer for restaurants, prices are relatively low for the public.  Just remember, if you are a business, let them know so you can receive wholesale prices.  Planning a kitchen makeover?  With two long rows of designs to choose from, Tap Phong is a place to purchase your new china and accessories.  Even better, volume discounts are offered from 10% to 15% for everyone.

Tap Phong Trading, 360 Spadina Avenue, Toronto, ON M5T 2G5

2. C.A. Paradis

My one and only visit to C.A. Paradis was in 1999.  I have been longing to return, but I seldom travel that way.  The last time I have heard, people in the Ottawa region continue to speak highly of C.A. Paradis.  Upon entering the store, metro shelves line the walls which are filled with kitchenware from top to bottom.  From bakeware to glassware to linens, C.A. Paradis carries only the best.  Unlike some other restaurant suppliers, there is no intimidation here since everyone who comes through the door is greeted with a friendly smile.  This family operated business does it right.  If you can’t find something you are looking for then ask for one of the many complimentary manufacture catalogues.  Good chances, you will find it in there.  Since C.A. Paradis is a restaurant wholesaler, prices for the public are reasonably set.  So if you haven’t been there, it’s worth the visit.

C.A. Paradis, 1314 Bank Street, Ottawa, ON K1S 3Y4

3. Le Gourmet Chef

With over 50 store locations, Le Gourmet Chef is an all-in-one kitchen store offering gourmet foods including jams and spreads to cookware and cookbooks.  It’s not quite your typical kitchen store. Think Williams-Sonoma, but a much scaled down version and without any of the posh finishing touches.  However, the store offers a bit of everything at reasonable prices and is more geared for the everyday cook.  If you are fan of Calphalon cookware or are in need of high quality pots and pans, then you must take advantage of Calphalon’s Limited Time Offer deals which can be found at the store.  I have travelled to Buffalo for the sole purpose of purchasing discounted Calphalon cookware.  Don’t miss these super deals which include a special package of two non-stick fry pans (12” and 10”) for only $49.99 US.  Regular price at the Calphalon store is $275 US.

Le Gourmet Chef, Walden Galleria (Shopping Mall), Buffalo, NY 14225

Visit www.legourmetchef.com for additional locations.

4. Kitchen Arts

Since 2001, Kitchen Arts has been featured in Boston Magazine for the “Best of Boston” for cookware, kitchen supplies and most recently for kitchen gadgets.  Located in Boston’s trendy neighborhood is a small space featuring the latest kitchen gadgets including a large section of baking tools.  Here you will find a dozen different rolling pins, whisks, and piping tips that any baker or pastry cook would need.  Kitchen Arts may be slightly higher in price, but that doesn’t mean you won’t be walking out empty handed.  For the everyday cook or the aspiring chef, Kitchen Arts offers an abundance of professional knives such as Wüsthof, Forschner as well as a line of Japanese brands that include MAC, Shun, Global and Kasumi.  For a non wholesale distributer, the knives are well priced and approximately a third less than Canadian prices.  So far I have been pleased with my Kasumi sashimi knife and a santoku knife I purchased six years ago. Shop wisely and you will still find great bargains.

Kitchen Arts, 161 Newbury Street, Boston, MA 02116

The Top Misleading Tips

• Purchasing in bulk to receive discounts saves money.  The only saving you will receive is the discount from the original cost of your order.  Smart operators will only purchase what they need to prevent food wastage, theft, spoilage and offering unnecessary specials at lower prices.
• Paying higher wages increases labor costs.  The restaurant industry is a highly competitive labor market.  Finding good labor can be a challenge.  Offering higher hourly wages will increase employee retention, improve productivity and reduce employee turnover.  Cost in hiring and training will also lower the overall labor costs.
• Overtime pay is due to bad management and poor scheduling.  Paying overtime can prevent sacrificing the quality of service during a shortage of staff.  A restaurant may have become busier than expected which may require some staff to work extra hours.  Paying overtime can also act as an occasional incentive for your most deserving employees.
• Maintaining a lower food costs means larger profit margins.  Several well renowned restaurants run well above average food costs, but they remain profitable. Focus should be placed on promoting items based on gross profit contribution rather than items with lower food costs (i.e. Dollars versus Percentage)
• Profit & Loss statements should be prepared monthly.  Comparing monthly P&L statements will provide an invalid sales comparison.  There may be a different number of total days or a different number of weekend days in each month.  Most restaurants earn 50% of their sales on Fridays and Saturdays.  Good operators will prepare P&L statements that reflect a four week, 28 day cycle to ensure consistency among each month.
• Deliveries should be checked by only a manager or chef.  The manager and the chef are often the two people who have the least amount of time to thoroughly check the deliveries.  Several companies will employ a receiver who is solely responsible for checking all deliveries.
• Restaurant cleaning should be completed by the staff. At the end of the day, part of the duties of the closing staff is to clean and prepare for the next day’s opening.  However, outsourcing a professional cleaning company can provide special equipment and chemicals to thoroughly clean the restaurant much better and faster than your own staff.  Appearance is everything in a restaurant.
• A complex menu offers more variety for the customer.  The larger the menu selection the more ingredients you need to store which will lead to higher costs.  A complex menu will require more training for both the kitchen staff and front of house.  Well planned menus are simple and appealing.
• The most important part of pricing a menu is determining the food cost of each item.  Costing each menu item to determine the gross profit contribution is important.  However, evaluating the market should be the first step in understanding the type of customers you will be attracting and how much they will pay to dine.  Studying the competition, consumer spending habits and income levels will provide valuable information.
• Cash overages are better than shortages. Neither an overage nor shortage is great news.  Rarely will a customer pay more than necessary without an attentive cashier noticing.  Overages can be a sign of unrecorded sales.

A Victim of Myths

Managing restaurants can have its fair share of challenges and frustrations.  Restaurant operators must have a clear understanding of the business and be aware of misleading tips.  In my previous workplace, the owners were so focused on reducing costs and trying to simplify procedures that they were blind sighted.  The owners just couldn’t grasp the concepts of investing in their employees rather than constantly hiring and training new ones.  Because of this, we were frequently short staffed and working on minimum levels of labor.

Instead of paying overtime, the quality of service and food suffered. So since the mindset of the owners was cutting costs, having a lower food cost each week was the goal.  Great lengths would be done to achieve this to the very extent of depleting our inventory to a point we did not have sufficient supplies of food to sell.  Frustration among the managers as well as the customers grew.

When it was time to review our profit and loss statements, our prior month was used as a reference.  Sales and profit targets that were not met were questioned.  Factors such as the difference in the number of days in each month, a different number of weekend days, the number of catering contracts and the number of holidays were neglected which lead to false sales comparisons.

The company did something right, but it took them over 15 years to realize they had to invest in a receiver for deliveries.  For years, managers had to struggle trying to manage our 200 seat restaurant while trying to coordinate the deliveries.  Wages remain low, but have slightly increased for some. Since appearance is part of the first and last impressions of a restaurant, the owners realized that spending a bit more money on a professional cleaning company could mean night and day compared to paying a cheaper company.

Change Your Way of Thinking

Restaurants like this can be found anywhere.  Accepting the truth can hurt, but denying the truth that your restaurant is badly managed can completely destroy your business in no time.

Background

At a young age, Angie loved to be in the kitchen and would always help her mother bake.  Even though her parents did not cook for a living, she says they were her mentors.   So right after high school, she enrolled into P.E.I.’s Culinary Institute of Canada to study culinary.  However after her first apprenticeship, she realized that cooking on the line wasn’t for her.  With the guidance from one of her instructors, she tested her skills at pastry although she was already entering the third year of the program and had been named P.E.I.’s 1997 Canadian Culinary Federation apprentice of the year.

During her studies she also met her husband Roger Andrews. Prior to returning to Newfoundland, the couple had travelled and worked together in the Cayman Islands for a year before moving to Bermuda for two years.  There Angie had been awarded for the most decadent dessert in The Bermuda Magazine.  As for her husband, he is now a culinary instructor at the College of the North Atlantic and will also be a member of Team Canada at the Culinary Olympics.

Dream and Ambitions

One of Ryan’s goals in life was to have a house by 25 which she got.  Another dream was to have a child by 30 which came true, a 2 ½ year old daughter. Lastly, she wanted to work at the Fairmont, so that is exactly what she did.  For the last four years she has worked under pastry chef Leonard Felix and executive chef Roary MacPherson.  When asked where her inspiration comes from, the answer is the Food Network, cookbooks and her husband.  Ryan won’t be stopping anytime soon as a pastry chef.  Future plans include learning wedding cake design and to hopefully work under Ewald Notter, a Swiss master of pulled and blown sugar.  She also has dreams of teaching and to inspire kids about the field.

With a great support team of her husband and the Fairmont Hotel, Angie Ryan should be able to fulfill her dreams.  Her drive to learn more along with her passion for pastry should earn her many more achievements and awards to come.  It is always a pleasure to read about a hometown local succeeding.  Best of luck to Angie and Roger at the Culinary Olympics!

Do you have Poor Telephone Practices?

In my previous job, part of our staff training included the proper procedures of answering the restaurant’s telephone.  We drilled it to our staff and no matter how much they thought we were nagging, we explained to them how important it was of first impressions.  Our corporate office went one step further by employing a secret shopper company to evaluate our restaurants in every aspect of food and service quality.  Twice a month a report would be generated providing scores and feedback from customers.  Under telephone practices, we scored well above 90% and occasionally 100%.  This was very good, but being nearly perfect was not good enough. There was no excuse from our staff not to perform higher.  By closely reviewing the reports, there was a pattern of where we were being docked on points.  Things like “unknown receiver’s name,” “unhelpful” or “unprofessional greeting” were just some of the comments.  Staff meetings were called and a review on proper telephone etiquette was enforced.

Telephone Etiquette

There are four easy steps to improve your staff’s telephone service skills.

1. Answer Promptly.  Enforce a two ring policy.  An unanswered call leaves a negative impression.  On rare occasions it may be difficult to answer the phone within two rings.  Therefore, remind your staff it’s not just the job of a host or manager to answer the telephone, it is everyone’s responsibility.
2. Greeting.  Be consistent when greeting the caller.  For example, “Good Evening, XYZ Restaurant, Tom speaking, how may I help you?”  Remind your staff that regardless of whether they know the caller on the phone, a proper greeting is required.  Words such as “Yo or” “Hey” should not be part of the staff’s vocabulary during restaurant hours.
3. FAQ Sheet.  Most customers call the restaurant for the same reasons such as directions, reservation policies, dress code, type of cuisine and catering information.  Save the embarrassment for your staff and the restaurant by providing the correct responses to the most frequently asked questions.  You may wish to include a map of various directions from different city points.
4. Talk with a Smile.  A smile means everything in service.  It reflects your personality and most important your attitude.  Speaking with a smile is one of the most important aspects of making a positive phone impression.  Research has shown that callers can hear a smile in the tone of voice.  Callers want to feel welcomed and have a sense of comfort.

Fast Facts

• 7 out of 10 customers decide not to use a business after their first call because the telephone was not answered within 2 rings or they received an unwelcoming greeting.
• It takes 3-6 seconds to impress a customer.
• It costs 5 times more to obtain a new customer than to keep an existing one.

The next time a phone rings, make sure it is answered appropriately.  Don’t allow poor telephone practice to hurt your business.