Tag Archives: change

FUTURE PERFECT – A RESTAURANTS NEXT CHAPTER

11 Thursday Jun 2020

Posted by in Uncategorized

≈ Leave a comment

Tags

, , , , , ,

Painted in Waterlogue

OK, so here we are: restaurants are beginning to re-open (maybe prematurely, maybe not) and we are all scared to death. We are fearful of a virus that is still out there, still scoping us out, still waiting to strike again, and we are not prepared for that. We are fearful that 25% or 50% capacity in our restaurants will not allow us to survive – so, what’s the point? We are fearful that customers will not return and customers are fearful of what is waiting for them as they venture out with loads of trepidation. And we are fearful that everything will be different and we don’t yet know how to define “different”.

Yep, I get it – we are all in the same boat – fear of the unknown. The natural inclination is to play it safe, to try and bring everything back to where it was pre-pandemic. This is our comfort zone, this is what we know, this is the space that everyone can jump back into and not lose a beat. Let’s bring back the same menu, let’s try and make service like it was, let’s keep the same pricing model, let’s set-up our kitchens as we did just a few months ago with the same staff and the same skill set. Wouldn’t it make sense to not rock the boat any more – to get into our rhythm and put on a familiar face – this is, after all what out customers expect and want – right?

It’s interesting how last month everyone was proclaiming that everything will be different when restaurants open again, that what we knew will not suffice in the near future. So what did we do to prepare for wholesale change over the past three months? Did we invest in ideation sessions, did we look to other industries that were forced to change in recent years, did we seek advice from knowledgeable experts in our and others industries, did we take a hard look at fixing some of the issues that have plagued us for decades? I am not positive, but I have yet to see any real future thinking and strategic planning in this regard outside of how to social distance, how to incorporate more take-out options, and discovering what new sanitation procedures will be in place at least until a vaccine is developed. Where are the exciting future thinkers in the restaurant business – you know, the disruptors, the ones that force us to scratch our heads, the ones who piss us off, and make us wag our fingers saying: “You can’t do that.”

Painted in Waterlogue

Why can’t we just return to “normal”? Well, for one thing – normal really wasn’t that great for restaurants – was it? Rents were getting out of whack, ingredient costs kept inching up, finding employees was increasingly difficult, many skilled workers were underpaid and under appreciated, profits were too low if present at all, failure rates were very high, and banks – well they just don’t want to invest in a very fragile restaurant business. So – why do we want to return to that – especially with the addition of new protocols brought on by the pandemic?

John F. Kennedy wrote:
“For time and the world do not stand still.  Change is the law of life.  And those who look only to the past or the present are certain to miss the future.”

Think about that for a minute: “Change is the law of life.” In other words, whether we like it or not change is inevitable and it will occur with us, or without us. To fail to change at a time when the door has been opened for the possibility is a lost opportunity that may never come your way again.

Since the early days of restaurants we have acknowledged and embraced a way of doing business that, for all intents and purposes, has not really changed at all. If we allow ourselves to slip right back into the same model then we must accept the fact that all of the problems that I listed will not only remain, but will intensify. Where are the future thinkers who want to seize the opportunity to re-imagine, to re-invent, and to disrupt what we have accepted as “the right way” for generations?

Where are the Steve Jobs, Elon Musks, Bill Gates, Dan Barbers, Helen Turleys, and Peter Senge prophets who would turn the restaurant business upside down and find a new way of doing business – a way that is innovative while maintaining all of the feel good parts of our business – the hospitality, the gathering, the beautiful food, and celebratory environments that bring people to restaurants for nourishment, entertainment, and cheer? Let’s just pretend that this was just a bump in the road, a moment in time that we can quickly forget and move back into the groves of the highway that we left for a short period of time. Does this make sense to you?

Lincoln gave us clear words of advice:

“You cannot escape the responsibility of tomorrow by evading it today.”

As I walk down the street and see lights begin to shine in those restaurant dining rooms that were vacant for three months, as I watch the dust being removed from table tops and masked employees begin their sanitation routines, as I see cautious vendor drivers and hesitant cooks don their masks and take those first steps into restaurant kitchens, I am just perplexed. What are they stepping back into? Hell – what compelling reasons will bring guests back into those restaurants to dine? Is it convenience, the need to just get out and live again, or an opportunity to re-ignite a love of food and service? Will those guests venture out into the unknown just to find what they had experienced before? Will the benefits outweigh the risk? Really folks – have we thought this through?

Painted in Waterlogue

As Lincoln alluded to: we have a responsibility to tomorrow – this is basic and important. Avoidance will never allow us to move forward as an industry and come out the other end – stronger, better, and happier. This is a time for future thinking, this is only scary if we fail to see the excitement of positive change.

 Buckminster Fuller was a visionary, future thinker, designer, educator and inventor (developed the geodesic dome as an example) who outlined the exact situation we are in right now:

“We are called to be architects of the future, not its victims.”

If we (the restaurant industry) fail to embrace the opportunities that the future can bring, then we are likely to be left behind. If not you, then someone will; if not now, then when; if you ask why, try asking why not.

Ask yourself some foundational questions as a starting point:

  • How can we better serve the needs of our customers?
  • How can we build a more conducive work environment for our employees?
  • How can we build a new level of excitement for dining out?
  • How can we build new, compelling experiences that will bring customers back time and again?
  • How can we make restaurants more profitable while allowing them to be cost accessible to a broader population?
  • How can we build a restaurant industry that is friendlier to the environment?
  • How can we enhance our relationships with the source of ingredients and improve the integrity of our food supply?

These and other questions can and likely should be prods to stimulate our train of thought, to excite us about the possibilities, and to engage a spectrum of stakeholders to play a role in making the next generation of restaurant experiences a reality NOW. It can start with you – NOW IS THE TIME!

We know that there are dreamers and there are doers and it is rare to find individuals who possess both abilities. This is why we put teams of people together. Visionaries/futurists are essential individuals who make us “think different” (as Steve Jobs asked us to do) and attack the problems of today to help find the right solutions. Let’s not fall back into our comfort zone – we can’t afford to do that. Build your team, ask the questions, encourage dialogue, and put aside pre-conceived ideas about how it “should be” – think more in terms of how it “could be”.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

Embrace the opportunity to make it better

www.harvestamericacues.com BLOG

 

 

 

 

 

OUR DAILY BREATH: CHANGE FOR THE RIGHT REASONS

20 Wednesday May 2020

Posted by in Uncategorized

≈ Leave a comment

Tags

, , , , ,

hen

There is so much angst and uncertainty among the restaurant community right now. Should we reopen when the green light is given? What precautions need to be in place to protect our staff and customers? How will we survive if we are required to live with 25% or 50% of normal capacity? Will customers return, or will they shy away from any contact with groups of people? The common realization is that things will be different and we need to change.

Change is too often implemented based on need or fear of not moving in a different direction. Sometimes change happens just to push the envelope and stand out as being different. In reality – change out of necessity is rarely accompanied by the passion to do so, and being different does not mean that you are good at what you do – sometimes you are just different. Neither one of these reasons seems to make business sense, yet they do fit in with the theory that failure to change is a sure sign of failure.

Right now, the restaurant industry and those who work within it feel the pressure for change. We don’t have a choice – right? Profits are slim, employees may be reluctant to return, the fear of the virus is looming, the food distribution system is heavily bruised, and customers are cautious. We need to change.

According to Bill Buford in his newly released book “Dirt”: The late Chef Michel Richard of Citronelle Restaurant often quoted the French Pastry Chef Gaston Lenotre, who stated: “You can change anything as long as the result is better than the original.” This is a powerful and very important statement that should become a rallying cry in 2020. Change must occur because the crisis before us demands it, but change need not be only reactionary. The question that precedes moving in a new direction must be: “How can we change and make the situation, the experience, and/or the product better than what it was?”

I don’t have the answers because they will always be unique to each property or situation, but you can find the answers. As you contemplate re-opening your restaurant operation in the near future – pull your important stakeholders together (chef, owner, manager, sous chef, cooks, service staff, and loyal customers) and put these questions on the table:

  1. We will need to rearrange our dining room space to adhere to physical distancing – how do we build a dining experience around this to give comfort, warmth, trust, great technical service, and enjoyment? Is there a way to make the overall dining experience BETTER than it was?
  2. If we are required to reduce our capacity to 25 or 50% of what it was, how can we be financially successful and how can our service staff make a respectable living? How can we make the financial results for our restaurant and service staff BETTER than it was before?
  3. If we need to reduce the size and breadth of our menu, how can we keep the product choices exciting and enticing? How can we make our menus smaller, yet BETTER than they were before?
  4. If we need to downsize the number of cooks in our kitchen because of a reduction in restaurant capacity and menu breadth, how can we make the job of cooking attractive and lucrative? How can we make the employee experience BETTER than it was before?
  5. Without a vaccine for the virus and with constant words of caution about engaging in social environments, how can we create a compelling reason for customers to return? How can we make the feeling of trust in customer safety BETTER than it was before?
  6. If we decide to ramp up our business presence as a “to go” or delivery operation, how can we increase volume to make it financially lucrative? How can we make the “to go” experience BETTER than it has been and comparable to our dine-in experience before the pandemic?

The same applies to all facets of the food business – from culinary education to farming, from distribution to catering, and from contract food operations in business complexes to theme parks with thousands of potential visitors every day. Change is required, but change to make things BETTER is the only formula for success.

IMG_4669

Striving for excellence and making decisions based on being the best that you can be will always set your operation apart from the competition. This is an exciting prospect that can convert much of the pressure of change out of necessity to change as an invigorating opportunity to improve in all areas.

One of the ironies of change is that it is never confined to you and your operation. Any change that you make – positive or negative – has implications for all other connected businesses. Your need to create a BETTER, more limited menu for your restaurant will put your vendors in a position to consider positive change. Any decision to change restaurant capacity and make the experience different and BETTER will have an impact on landlords, neighborhood dynamics, advertisers, and those in the business to help create safer environments. And any change in the number of employees in your kitchen and the skill set that they must possess to fit in with your improved work environment will impact the economics of a community and the quality of life for those who choose to work in kitchens.

All this being considered – make sure that your change decisions are well founded in critical thought – thought based on improvement rather than just reaction. Change for the right reason is a roadmap to recovery.

PLAN BETTER – TRAIN HARDER

We are in this together

Change to make things better

Harvest America Ventures, LLC

www.harvestamericacues.com

COMING SOON: Watch for our new collaborative podcast with The Center for Advancement of Foodservice Education (CAFÉ).

DIRT – A novel by: Bill Buford

https://www.amazon.com/Dirt-Adventures-Training-Looking-Cooking-ebook/dp/B081M7TWY5/ref=sr_1_1?crid=T47CPUS0K6LH&dchild=1&keywords=dirt&qid=1589982314&s=books&sprefix=Dirt%2Caps%2C171&sr=1-1

 

HEY CHEFS AND RESTAURATEURS – WE HAVE NO ONE TO BLAME BUT OURSELVES

27 Saturday Apr 2019

Posted by in Uncategorized

≈ Leave a comment

Tags

, , , ,

angry chef

Maybe it’s just because I am in the twilight of a career that I am very thankful for, but aware of my own connection to the problems that restaurants face. Maybe it is because now, as a consultant, I see the problems from a different perspective, or maybe it is simply because I am tired of hearing chefs and restaurateurs complain without ever looking in a mirror. But, the monumental challenges that chefs and restaurants face today point directly back to our unwillingness to address situations head on before they turned into chaos.

It is easy to point the finger elsewhere, but the more I study the issues at hand, the more I am convinced that it is a problem that we (chefs and restaurant owners) created or at the very least allowed to get out of control. We are addicted to our own addictions and just as is the case with physical, chemical, and other emotional dependence – the first step in recovery is to admit responsibility. So here are just a few effects and associated causes.

A BAKER’S DOZEN:

  • Low Profitability

We have been grumbling for decades about the low return on investment for restaurants, yet there are some operators that do well. There are a multitude of reasons for this, but most point back to our approach. Our menus tend to focus on items that we are comfortable will sell and easy to carry, yet we are hesitant to look at how difficult they may be to reveal reasonable profit. We succumb to the feeling that bigger is better and that to fail to provide excessive portions will result in being shunned by customers. We pay top dollar for out of season ingredients that fail the quality test simply because of our belief that customers insist on anything, anytime, anywhere. And, we fail to effectively train our staff regarding cost controls, waste controls, adherence to recipes, and portioning (at least in full-service restaurant operations).

  • Impossible to Find Employees

Is there a restaurant out there that is not in dyer need of staff? I don’t think that I have found any in recent years. It is an on-going problem without an end. So whom can we blame for this? Really, why would we expect young people to be excited about working in restaurants when unemployment is under 4%, there are more jobs around than people to work, restaurant schedules are undependable and ever-changing, pay is low, benefits non-existent, there are still restaurants that fall under the heading of a hostile work environment, the stress of service timing can be almost unbearable, and training is usually an after-thought. Even for those who are passionate and committed, there is little opportunity for upward mobility, better pay, and a reasonable lifestyle. Isn’t it time to look in a mirror?

  • Graduates Don’t Meet our Standards

A fairly recent complaint that I have witnessed is the prevalent feeling that culinary schools are not doing a good job of preparing students for the real work in kitchens and restaurants. “Students are slow, have minimal skills, are undependable, have undeveloped palates, and can hardly even identify the ingredients in a kitchen.” Well, how about this reality – we (the industry) relinquished our responsibility for training cooks sometime back in the early 1980’s by passing on that role to schools. Chefs and restaurateurs (with some exceptions) failed to get involved in helping schools design and deliver the type of education that is necessary, and many even viewed their role in providing internships as a chore rather than an opportunity. We expected graduates to hit the ground running knowing full well that most would not have enough time in a pressure situation to be able to act and react with a high level of confidence. So, don’t we share the responsibility and the blame for under-prepared cooks?

  • A Prevalence of Mediocrity

Chefs shake their heads with dismay at the number of restaurants and restaurant cooks who view mediocrity as their calling card. Improperly prepared and handled food, uninspired menus, lack of originality and sub-standard or improper flavors, and cooks who look and act as bad as the food they put on a plate. We are dismayed and critical amongst ourselves but fall short of actually calling out these purveyors of mediocrity and trying to help them see the light and improve. In some cases, we have even given in and succumb to their low standards as the new baseline. We failed to take our role of driver of standards as seriously as we should. Too many restaurants, for a variety of reasons, hired people lacking in passion and drive, weak on skills, and as a result felt the pinch of any ability to build towards excellence, and we allowed, in many cases, pricing and profitability beliefs to drive what we made instead of a higher standard of excellence.

  • Too much Competition

“I think I’ll open a restaurant – how hard can it be?” We, yes we, have allowed the media to portray the restaurant business as somehow glamorous and profitable. It is a wonderful business, but hey – it’s just damn hard work, and not very profitable to boot. Many restaurants fail because owners simply do not understand this. The American dream is entrepreneurship and it’s just too easy to open a restaurant. The pie keeps getting cut into smaller pieces.

  • Trip Advisor and Yelp

Every chef and restaurateur hates Trip Advisor and Yelp, and we all complain about the customer that uses them as a vehicle for communicating their dissatisfaction without giving us a chance to fix their problem. Although these vehicles are sometimes abused – they exist because we did not provide a reasonable avenue for customer complaints and failed at rectifying issues when they were brought to our attention.

  • Poor Quality Ingredients from Vendors

The nemesis of many chefs is vendors and salespeople who don’t seem to live up to expectations and who send us ingredients that fall short. Yet, we have not (exceptions are certainly out there) taken a look at the reason for vendor disappointment. We have allowed customers to feel that they can and should expect any ingredient at any time during the year – so farmers, distributors, and wholesale vendors have responded. We buy “fresh” strawberries in February from New Mexico – they are picked early for shipping and arrive at your doorstep with traces of red on the outside and white, tasteless fruit on the inside. At the same time we spend three times what we would for really fresh strawberries in season from your local farmer. Purchasing became too easy with the advent of centralized farming and sophisticated distribution systems. When you don’t have to work for quality ingredients then the end product will suffer.

  • Nasty/Inaccurate Image of Working in Restaurants

Every chef I know hates the food network, cable shows that depict screaming chefs who belittle employees, reality TV that points to horrible food safety issues in kitchens of restaurants that are failing miserably, and renegade cooks who treat food as a toy rather than an honored ingredient that can bring loads of joy. Yet, why have we not stood up to this portrayal and said – enough? In some cases we (cooks in particular) have bought into the pirate image of the line cook as a misfit without any direction, and a self-destructive approach towards his or her own life. And, we have allowed some maniac chefs to continue to exist and run kitchens while crushing the enthusiasm and confidence of young cooks starting out. Who is at fault for the image portrayed in the media?

  • Lousy Pay and Benefits

I remember back in the 60’s in Buffalo, New York when friends of mine worked at Bethlehem Steel. As members of the union they would occasionally fight for better wages and benefits because of the brutal work that they had to do. They would usually win their fight for better wages, but the job didn’t change – so the pay quickly lost its impact on their quality of life. To some degree this is true in restaurants. There are some jobs that certainly should come with better rates of pay, and for those looking to pursue a career in the kitchen – benefits are an absolute. At the same time, if we don’t fix other parts of the job then that pay will lose much of its sparkle in a short period of time.

Additionally, we (chefs and restaurants) plan concepts and menus that require an excessive number of hands to prepare while at the same time realizing that selling prices are at their ceiling. Something has to give and it usually starts with keeping rates of pay as low as possible. Where should we point the finger?

  • Poor Quality of Life

I’m certainly not complaining from my experience – this is what we accepted as the way things are. Our acceptance doesn’t mean that it was right. Nor should we be upset because the next generation says no.

  • Restaurant Class Structure

We know it exists – there are all kinds of segmented silos that we allowed to develop: those with a culinary education vs. those without; those who work in proper restaurants vs. those who work in operations that treat food like a commodity; farm to table vs. operations that buy everything from a one stop vendor, those who find success in wearing competition medals vs. those who roll up their sleeves and focus on cooking, and so on. We are all in the food business and can sit down at a common table and discuss our philosophy without demeaning the other.

  • Health Concerns of Our Patrons

Obesity is the number one health problem for Americans that can be controlled. Obesity is a cause of diabetes, cancer, heart disease, skeletal problems, and shorter lifespans. Restaurants can easily (as they have) turn their backs on this and say that their role is to provide the customer what they want to buy, and that control is in the hands of the consumer, but don’t we carry some responsibility for what we cook, how we cook, and the size of the portions that we deem as “normal”?

Of course there are issues that we face and there are a multitude of factors that play into those issues, but at least to a degree – we share responsibility. If we can admit our role, then we can certainly unite in helping to find solutions and advocate for positive change. Just a thought.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

http://www.harvestamericaventures.com

INNOVATE AND CHANGE OR GET OUT OF THE WAY

19 Tuesday Mar 2019

Posted by in Uncategorized

≈ 1 Comment

Tags

, , , , ,

hen

Take a deep breath, sit down, grab a couple Ibuprofen, tighten your belt and pay attention. EVERYTHING IS CHANGING AND THERE IS NO TURNING BACK. If you think that you can simply continue to do business the way you have, cook the same type of food as in the past, live with the level of service that has defined your restaurant for decades, expect the same level of commitment from your staff as had been the case as long as you can remember, and still find guests lining up to support your restaurant just like they have forever – then think again. Things are not going back to the way they were, the way that you feel comfortable with, or the way that your operation has depended on. Welcome to the new restaurant reality.

So what is changing, why is it changing, and what can you do about it?

WHAT IS CHANGING:

[]         BRICK AND MORTAR RESTAURANTS ARE A PROBLEM

There are many reasons for this statement, but one thing stands very clear – if you have to depend on customers coming to you in today’s world of anytime/anywhere – your operation is at a disadvantage. Brick and mortar isn’t going away, but mobility is always an advantage.

[]         YOUR LANDLORD MAY NOT BE AS NICE AS YOUR THINK

One of the greatest challenges facing brick and mortar restaurants today is exponential increase in lease requirements. Watch out when that lease comes up for renewal.

[]         FOOD PRICES ARE GOING UP

Prices never seem to go down, even during peak availability of raw materials. Additionally, for the small restaurant there is always the challenge of minimum requirements for delivery and tighter requirements for payment cycles.

[]         FINDING GREAT COOKS, SERVERS, AND CHEFS IS BECOMING IMPOSSIBLE

It appears that every restaurant in the country is looking for and failing to find sufficient numbers of staff to get the job done. When unemployment is below 3.8% there isn’t much hope for a solution in the near future.

[]         FORGET WHAT YOU THINK YOU KNOW ABOUT MARKETING – IT DOESN’T WORK ANYMORE

If you don’t have someone affiliated with your restaurant (preferably under the age of 25) that is truly tech savvy and able to understand and manage a flurry of social media platforms, then you simply don’t have a marketing strategy. Traditional advertising is becoming less and less effective as the days go by.

[]         CUSTOMERS AREN’T AS LOYAL AS YOU THINK

The days when a two-mile radius of loyal customers lined up to enjoy their neighborhood restaurant is fading fast. There are far too many choices, way too many interesting opportunities, and an increasing number of ways to buy.

[]         YOU REALLY CAN’T AFFORD THAT MODERN KITCHEN

Equipment has become much more sophisticated and efficient over the past ten-years or so – everything comes equipped with the bells and whistles that provide controls and analytics that can help you perform better – but profit margins have not budged. The price tag to build out and open a restaurant kitchen today is truly scary.

[]         PEOPLE ARE NOT GOING TO WANT TO DRIVE TO YOU ANYMORE

Keep an eye on what Detroit is doing. Rapid turnaround strategies are banking on fewer people owning cars in the future, more car sharing opportunities, and sophisticated urban mass transportation will potentially be quite painful for restaurants – especially those that depend on curb service and drive thru.

[]         LEGISLATION IS GOING TO CHOKE YOU

Local, regional, and national legislation will continue to focus on ways to protect the health of the consumer. Even though most of us might agree with this initiative – it will force restaurants to make uncomfortable changes. Everything from new food safety requirements, equipment mandates, nutritional data listing, increases in minimum wage, and controls on single use disposables will pinch profit margins.

[]         CASH FLOW IS MORE IMPORTANT THAN PROFIT

The top line drives the bottom line mantra will take on a more important role as narrowing restaurant margins become less important than how fast cash is coming in and going out. Cash flow management will become a primary role for managers and owners.

WHY IS THIS HAPPENING?

  • THE THRILL IS GONE

The 30-year sizzle of starting a career in the kitchen has been replaced with the reality of the physical and emotional nature of the work, the meager wages paid, the lack of benefits, and the impact that a career in food can have on quality of life.

  • I CAN’T AFFORD TO COOK ANYMORE

The passion to cook that many of us share is being interrupted by the reality associated with wages vs. expenses.

  • GREED IS ALWAYS A FACTOR

While some owners may eventually reap the financial benefits of operating multiple outlets, that success never seems to trickle down to the people working behind and in front of the range.

  • LOOK OUT FOR UBER EATS, BLUE APRON, AND AMAZON GO

It seems that overnight – people have been presented with multiple new ways of receiving the food that they prepare and eat. Every one of these options represents an additional slice of the pie that doesn’t make its way into the restaurant till.

  • YEP – CLIMATE CHANGE IS REAL

Eventually, everyone will feel the pain of climate change. If prediction hold true – climate change will continue to impact farmers, transportation, shoreline communities, and prices. We will all pay the price.

  • 3.8% UNEMPLOYMENT IS NOT GOOD FOR THE RESTAURANT BUSINESS

Isn’t it great – everyone who wants a job can find one? This is certainly always a goal of our representatives – but the downside is that finding employees is increasingly difficult, the employee is truly in control, and rates of pay increase will continue to make it difficult for restaurants to survive.

WHAT CAN BE DONE?

[]         FOCUS ON THE EXPERIENCE

Producing great food and service is no longer enough. The experience becomes an important way to draw and retain customers. The experience might be interaction with cooks, visual food preparation, connections with farmers and producers, education, entertainment, interesting take-aways, membership, pop-up concepts, etc. The experience must be foremost in the minds of owners and operators.

[]         BE NIMBLE, BE QUICK

Rapid change is always important, but now operators will need to strategize on becoming a change agent before there is a definitive need. You must be in a position where other operators look to you for the next shift in concept and dining habits.

[]         PUT ASIDE THOSE TRADITIONAL MENU ITEMS _ THINK DIFFERENT

Everybody loves a steak, but when the cost of that steak drives restaurants to charge prices that shock, then it is time to look at alternative ingredients and ways to make them as exciting as that 12 oz. Black Angus filet.

[]         KEEP IT SIMPLE- DO IT WELL – CROSS UTILIZE

Big menus create big challenges. With a workforce that is hard to find it will become more important to work smaller and train to execute limited menus well. With the cost of ingredients skyrocketing it will become even more important to control inventories. Small doesn’t have to mean uninteresting. The role of strategic menu planner becomes even more important.

[]         YOU CANNOT AFFORD TO BE COMPLACENT

At the blink of an eye your restaurant can become irrelevant. You must stay ahead of the game – always researching, always watching the competition, staying in touch with your guests, challenging vendors to work with you, and analyzing what is happening with sales and costs everyday.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericaventures.com

**Picture – The Hen of the Wood Team – Burlington, VT

CHEFS – THINGS JUST AREN’T WHAT THEY USE TO BE

08 Wednesday Aug 2018

Posted by in Uncategorized

≈ 3 Comments

Tags

, , , , ,

me

Looking back over the past 18-months it is hard to grasp just how much things have changed in the restaurant world. It made me wonder if all of this change (some planned, some unexpected) is good for the culinary world or not. Having long been an advocate for the importance of change, I find myself, like many others wondering if my logical approach towards the need to move on and forward is still applicable.

“Change can be frightening, and the temptation is often to resist it. But change almost always provides opportunities – to learn new things, to rethink tired processes, and to improve the way we work.”

-Klaus Schwab

The reality is that no matter how much we may advocate for flexibility and a willingness to move in new directions – everyone tends to resist moving away from his or her comfort zone. I have even talked quite a bit about being a traditionalist in previous articles and hanging on to the classic concepts and preparations that still work in so many operations. I have pointed to the need to maintain professionalism and the structure that got us to where we are today and to support the grand history of cooking and the art of food. Am I simply hanging on to the past and contradicting my own advocacy for change? I thought that I should take a hard look at myself and point to the changes – good, bad, and indifferent that we (the people of the food industry) have faced in recent months.

[]         THE LOSS OF ICONS:

Paul Bocuse, Joel Robuchon, Antonio Carluccio, Roger Verge, Benoit Violier, and even Antony Bourdain – (just to name a few) all chefs who were prominent in the culinary world, who made a difference and defined their place in food history have passed away in the past few years. Each one helped to define the business of cooking and point to the joys and sorrows of working behind a range. Will their influence survive a new wave of change?

[]         THE NEW FACE OF FINE DINING:

Formal fine dining has been dying a slow death for many years, but one could easily promote that in the last few years it finally took its last breath. Sure, there are still a few operations that hang on and even a small number that actually continue to thrive, but the formality of high cuisine has taken a back seat to fun dining with great food. The intense structure to quiet dining rooms and technically perfect service have given way to loud, informal, casual service with food that still carries the mark of excellence. Personally, I think that this was long overdue and truly relish the opportunity to enjoy terrific, well-prepared and presented food in an atmosphere where laughter and conversation are perfectly acceptable. Nevertheless – it is different.

[]         THE RUN AWAY SUCCESS OF FOOD TRUCKS:

Some restaurateurs will complain that food trucks break the rules – that they are not encumbered by the challenges of brick and mortar and pay less attention to the “rules of the game” that established restaurant storefronts must live by. Complain if you like, but food trucks are probably here to stay. On the positive side – food trucks are concept incubators and occasionally lead to brick and mortar operations; food trucks are able to overcome the challenges of attracting customers by simply driving to where the customers might already be; and food trucks allow nearly anyone to avoid the high start-up cost of a stationary operation. Finally, food trucks give young culinary entrepreneurs a chance to be creative and test the market with something new. Whatever your position – food trucks are changing the face of the restaurant industry.

[]         DINNER THROUGH THE MAIL:

Still one of the primary reasons why people choose to dine out is for convenience and from a lack of understanding how to cook. Suddenly companies like Blue Apron, Hello Fresh, and Magic Kitchen are making it much easier for people to stay at home, build some basic skills, and prepare reasonably good food without the help of a neighborhood restaurant. Who knows what amazon will eventually do with their new Whole Foods Division. We need to wake up to a new, viable competitor.

[]         THE TRUTH ABOUT FARM TO FORK:

Farm to Fork should be the standard that every restaurant lives by. It is a chef’s philosophy that demonstrates appreciation for ingredients and their source and respects the flavor of fresh, regional goods. Unfortunately, in far too many cases, Farm to Fork has simply become a marketing initiative that could easily come under “truth in advertising” scrutiny. How many restaurants that claim to be farm friendly, truly are?

[]         THE AWAKENING OF CULINARY EDUCATION:

This topic is worth a few hundred pages of discussion – let’s just say that the wave of culinary education serviced by more than 1,000 schools from coast to coast, has hit a wall. High costs and questionable results have put this very important part of the food business in jeopardy as more and more schools close and others struggle to meet enrollment goals. How will we attract and train cooks in the future? Will culinary schools adapt to change and even drive the change that is needed?

[]         A TATTOO NATION:

The days of Escoffier are long gone. The time in history when the chef demanded pristine uniforms and impeccable, conservative grooming and (in the case of Escoffier) even required cooks to wear a jacket and tie when they were out in public outside of the kitchen is long gone. The tattoo is a statement of independence for younger cooks and service staff. To a cook, there has always been that feeling of being outside of the norm, maybe a bit of a pirate, certainly part of a niche culture. The tattoo is a way to proclaim something about the person: who they are and what they believe in. Get use to it – this is part of the new kitchen culture.

[]         CRAFT BEER ADVOCATE VS. WINE ADVOCATE:

It was often said that a great meal without a great wine was certainly less than satisfying. To many serious diners it would be unheard of to enjoy a meal without the appropriate wine. In America that wine culture grew significantly from the late 1970’s till the end of the millennium. Suddenly, beer became as complex and as sophisticated in it’s own way, as wine. Beer pairing dinners are growing in popularity, beer lists in restaurants are beginning to rival wine by the glass programs, and chefs must now learn how to plan menus with beer in mind as well as with wine. This would have been unheard of just a few decades ago.

[]         CHANGES IN KITCHEN CULTURE:

The subservient culture of the kitchen, the autocratic style of management that was prominent from coast to coast, the level of commitment to a career in cooking, and the patience associated with “paying your dues” is crumbling. The joy of working as a team and the intensity of the job may remain, but the cultural structure of the environment is a far cry from what it was a generation ago.

[]         END OF THE HOSTILE WORK ENVIRONMENT:

The structure may resemble a military organization but the demeaning nature of a drill sergeant is no longer acceptable in the kitchen. Bullying, public displays of hostility, and relentless inappropriate behavior towards each other is “done”. It’s a different world now and just because you may have worked your way up the ranks in such a hostile environment no longer gives you the right to create that same environment for others.

[]         DUMBING DOWN OF THE FOOD NETWORK:

Believe it or not, there was a time when the Food Network was actually realistic and geared towards education and the portrayal of a noble profession. Now absurd shows that pit people against each other in a super market, show cooks tormented by out of control chefs, call untrained people with an apron “master chefs”, and build off a crowd frenzy as others are encouraged to gorge themselves with 10,000 calories while the time clock ticks, have demeaned the business of food and the profession of cooking. There is literally nothing on this network now that is worth watching.

[]         THE DEMISE OF THE WORKAHOLIC COOK:

When any cook over the age of 40 says that he or she has paid their dues, they mean that they have forsaken everything in their lives for the demands of the kitchen. They have worked 70-hour weeks as a steady diet and fail to understand people who work only 40 and have weekends off, and they think of little except anything to do with food and the process of cooking. We may have done this and probably still take pride in how we endured, but many younger cooks have little appetite for this lifestyle. This is the reality and we must figure out how we will operate without those who give up everything for the job.

[]         OUR LEADER IS A FAST FOOD JUNKIE:

The Office of President is significant in so many ways – one that is often overlooked is how the President can set the tone for the populations habits. When the President admittedly would much prefer a McDonald’s hamburger and Coke to a well executed meal of fresh ingredients accompanied by a perfectly paired wine or craft beer, then the tone is set for a new generation of food consumer. Ugh.

I don’t know – as much as I love this restaurant business and the people who tie on an apron and wield a French knife, things are changing and all of us who have built our professional lives around the traditions of the kitchen are facing a significant wake-up call. While we continue to promote, teach, train, and inspire from a foundation of culinary history, we must also be cognizant of the inevitable changes taking place and more to come. We should never allow a new generation of cooks and chefs to lose sight of the what and why of cooking and it’s proud history, but we may just need to accept that it will soon be time to pass the torch and learn to keep an open mind to change.

PLAN BETTER –TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting and Training

www.harvestamericaventures.com

 

CHEFS – DON’T LET SUCCESS GET IN THE WAY OF SUCCEEDING

03 Sunday Apr 2016

Posted by in Uncategorized

≈ Leave a comment

Tags

, , , , ,

Painted in Waterlogue

There is an old adage that many have relied on for generations: “If it isn’t broke – don’t fix it.” Of course, this does seem quite logical and applicable to business and many things in life, but something has changed in the last few decades worth considering. Communication and competition can easily shoot holes in this long accepted philosophy.

Chefs and restaurateurs invest a great deal of time, effort, and finances in the development of a concept and a direction for the product, service, and experience that is presented to paying guests. When it works, everyone is pleased – “We nailed it!”   When the formula works, when the planets are all aligned, when those restaurant seats are filled with happy guests, there is a sense of relief that is palatable in the restaurant. The buzz about the business is strong, word of mouth marketing has kicked in, and the cash is flowing nice and steady.

In the kitchen, the chef and the cooks are in a rhythm. Ordering with vendors has fallen into a routine, mise en place is a given for each cook, volume is predictable, the wine list stays constant as a complement to the menu that “works”, servers understand what is offered and they are comfortable upselling the items that they have become accustomed to, and chefs and managers can budget and anticipate financial performance. This is a fantastic feeling, one that trickles down through the operation, a moment in time when it feels like the operation can do nothing wrong. This is where most businesses strive to be. This is, after all, the formula that is right out of chapter ten in any standard text on building a business.

“Change is the law of life. And those who look only to the past or present are certain to miss the future.”

-John F. Kennedy

What far too often gets in the way of success is success. It is this very situation that allows entrepreneurs, and in this case – chefs, to miss opportunities and challenges. Comfort is sometimes the devil in disguise, especially in business.

“A danger of success is that it can cause you to stay in your current situation or comfort zone. Success can bring comfort and complacency. This can prevent you from taking action or calculated risks.”

– Dan Black on Leadership

http://danblackonleadership.info/archives/3908

In today’s business world every chef and restaurant must assume the following:

  • At some point in time what you do will no longer suit the needs of your guest
  • However well you are doing things today, sooner or later there will be a competitor who is focused on doing it better
  • Customers are fickle and although we think that they are loyal, this is rarely the case
  • In a fragile economy, stagnant menus and value concepts can easily fall prey to the tightening of customer wallets

Every long-term successful business understands that every product or service has a lifecycle. Every product or service will, at some point, fall out of favor and begin to decline in popularity. To this end, those businesses that understand this reality are always seeking the next great idea that will take the place of a faltering one that may be successful in the moment.

This does not infer that all established ideas, menus, item recipes, or service methods have a short life, it simply means that chefs and restaurateurs must keep their eyes focused and their ears open to “what comes next”. The same energy that brought about a restaurant’s current success must remain a part of its culture. “How can we get better, get different, become even more significant in the market and continue to “wow” the customer.” This is a call to arms for each and every chef regardless of the segment of the industry that they call home.

It is also important that these same chefs and restaurateurs are able to separate reactive from active change. When restaurant teams make decisions based on anxious reaction to an unforeseen challenge, they will often times be inclined to change without a clear strategy. Understanding the marketplace, paying attention to the strength of trends, serious study of competition, close tracking of customer perceptions will lead to more effective “active” change, resulting in a plan that will carry a restaurant through a longer cycle of success.

“To improve is to change; to be perfect is to change often.”

-Winston Churchill

Creating an environment of “what next?” is a key responsibility of the restaurant chef. Encouraging cooks to continue to add to their skill set, and study and experience new flavors, dishes, and cooking methods – is as critical to an operation’s success as was that stroke of genius behind a concept that filled the dining room in the first place. This open-minded approach and encouragement to constantly improve and demonstrate a willingness to evolve is the special ingredient that great restaurants share.

The foundations of cooking are timeless, but how they are applied and incorporated into new and exciting concepts is a responsibility that separates today’s successful from tomorrows exceedingly successful.

Don’t allow that exhilarating feeling of a happy customer, full dining rooms, and financially successful restaurant, deter you from thinking about tomorrow and the challenges of maintaining a level of success.

As good as you may be today, always think about how you might improve upon that skill or level of success tomorrow.

“No matter how good you get you can always get better, and that’s the exciting part.” 
― Tiger Woods
PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

www.harvestamericaventures.com

Restaurant Consulting and Training

*If you are interested in stories about chefs, cooks, and the challenges that restaurants face today, then order your copy of: The Event That Changed Everything – TODAY! Click on the following link to order a copy through amazon.

http://www.amazon.com/Event-That-Changed-Everything-Relationships/dp/1491755105/ref=sr_1_1?ie=UTF8&qid=1459714118&sr=8-1&keywords=The+Event+That+Changed+Everything