It took us generations to get to where we are. It was an incredible feat to raise food service from a process to an experience; cooks from a classification as domestics to professionals; a lifetime to transition cook’s apprenticeship to a legitimate college degree program; and something reserved for special occasions to an integral part of the American lifestyle. By the 1980’s, that’s where we landed. With our heads held high, our uniforms starched and adorned with our embroidered names and positions, salaries finally moving in the right direction, coffee table cookbooks brandishing the logos of our restaurants and high resolution photos of enticing food prominently displayed in local bookstores, and the Michelin Guide, AAA, and the James Beard Foundation chasing us with stars and other accolades, we (chefs and restaurateurs) felt more secure than ever before. Young cooks were signing up for a stage in our kitchens, sometimes working for free just to add your restaurant to their resume, television stations were throwing opportunities our way for primetime slots on the next battle of the cooks, culinary schools were overflowing with young people looking for their place in modern kitchens, and customers felt lucky to secure a reservation, 90 days out.

The work was brutal, the expectations through the roof, the stress sometimes unbearable, and the prevalence of over-the-top demeaning chefs hard to fathom. But pride in the profession and adrenaline were in ample supply, enough to keep all the balls in the air. Then the unthinkable happened. A worldwide pandemic of epic proportions riding on the coattails of an economic catastrophe (2008) was the one-two punch that took the wind out of our sails. Suddenly we were back to a level of survival mode that could not be imagined and was certainly not in anyone’s planning documents. We had to improvise, twist and turn, reassess, downsize and downgrade, change everything without knowing if it would work, and return to an era where everything that was gained seemed far less important. That was six years ago, and we (the industry of food and restaurants) haven’t really figured out where we are and where we might be headed.

A recent article in Fast Company Magazine pointed to a very scary reality: PEOPLE IN AMERICA ARE LESS INCLINED TO VIEW A REGULAR DIET OF DINING OUT IN RESTAURANTS AS ESSENTIAL. YIKES! It took us well over 100 years to get here and now it seems to be slipping from our grasp. Home kitchen table economics have driven the cost of everything beyond what the market will bear, so justifying a dinner out at your local quality restaurant is difficult.

Ironically, most businesses have taken the wrong fork in the road when it comes to addressing the fundamental reality that PERCEIVED CUSTOMER VALUE has slipped from their customer’s consciousness. Sure, everyone knows, inherently, that a restaurant’s costs are going up just like those of the end consumer, but that doesn’t make pricing any easier to swallow. So far, in most cases, the immediate solution for restaurants has been to raise prices and shrug their collective shoulders. Top that off with a change in service attitudes, the cost of gas to get to a restaurant, less than subtle expectations for gratuities that are hard to digest, and recent concerns over the safety of the food supply, and restaurants are feeling real pain.

Sure we jumped into the takeout business and third-party home delivery, ghost kitchens and self-serve operations with computer kiosk ordering. This may have served as a band aid on a gash that needed multiple stiches, but in the process, we gave up the key to our decade’s long success as experience providers. So, here we are – NOW WHAT? Here’s what I believe:

1. We can’t price ourselves out of this challenge. The marketplace is resisting, especially during a time when everything is too costly.
2. We can’t escape the realization that dining out will always be a luxury and one of the first expenses to avoid. We were almost there, but priorities rule.
3. If restaurants view each other as competitors, then no one wins. We learn from each other and should know that collaboration can work to create new reasons for business to grow.
4. Customers put their trust in us, and we must do all that we can to protect that relationship.
5. Experiences create memories and memories bring people back. We must be more than producers of plates of food. We must be in the memory business.
6. The real talent in a restaurant kitchen doesn’t come from preparing the most expensive or most sought-after ingredients well, it comes from preparing common ingredients in such a way that guests feel the dish should cost more than it does.
7. Creating an environment where your employees truly care about the guest experience is the key to success. Remember, hospitality is all about caring. Hire people who care, treat them with respect, pay them fairly, celebrate their successes, give them the tools to do the job, and empower them to make decisions in the best interest of the guest and the restaurant. This is how to attract and retain good employees. This is how to attract and retain great customers.
8. Know that the value proposition is not entirely driven by price, but price is critical when times are hard. Ask yourself – “why would a customer want to invest in your restaurant experience? Why would they want to come back?” What is your answer to the question: “Is this restaurant experience worth it?”

PLAN BETTER – TRAIN HARDER – BRING BACK THE MAGIC

www.harvestamericacues.com – BLOG

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