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Tag Archives: restaurants after Covid-19

OUR DAILY BREATH: SO WHY DO CHEFS OWN RESTAURANTS?

24 Friday Apr 2020

Posted by harvestamericacues.com in Uncategorized

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Chef/restaurateurs, chefs, cooks, restaurant ownership, restaurants after Covid-19, the joy and pain of owning a restaurant

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Yesterday, I read an emotional, well-written, soul-crushing article by Gabrielle Hamilton – chef/owner of Prune Restaurant in New York City. She spoke from the heart of her “all-in” commitment to her restaurant and staff over the past 20 years while addressing the countless challenges that face independent restaurateurs across the country. She is wrestling with the big questions: Why am I doing this and is there room for this and other small restaurants after the threat from Covid-19 is behind us? I felt as if I were sitting at a table in Prune with Gabrielle while she told her story. It was an emotional experience reading this article and knowing that thousands of other chefs and restaurateurs across the country could have written a similar one. Why do these people choose to open a restaurant when the daunting amount of work involved is a given, when the challenges of keeping the lights on and stoves operating are constant, and when even the smallest amount of profit is never a given? Here are my unsubstantiated beliefs:

[]         THE ART OF EXPRESSION

There are (although putting people in silos is always shortsighted at some level) three different types of people when it comes to the work aspect of life: Leaders, Followers, and Artists. Leaders can be nurtured into their roles as they build a skill set and experience different aspects of a career until they are comfortable with the responsibility of setting the stage for others to self-motivate and find their strengths through a leader’s example. Followers have a need to feel needed and be successful with their work, but seek to have someone else point the way and support their efforts in the process. Artists have an uncontrollable need to express themselves through whatever medium they choose to focus on. They often have little interest in the traditional measures of success as long as their ability to write, paint, play music, sculpt, act, or prepare beautiful food is present. They certainly feel the weight of critique, but as an artist that will pass – they need to do what they do, regardless of the cost to their personal or financial wellbeing. This is quite often a legitimate description of a chef/restaurateur.

[]         THE NEED TO BE OFF THE JOB GRID

Restaurateurs abhor the process of “selling themselves” to potential employers. “This is why you should hire me” seems to be demeaning and lacking in any self-awareness of ones potential. Thus, even those who happen to land a job with a great company and supportive employer seem to feel as if they copped out to on a desire to own their own. While they enjoy the benefits of a good employer they are always thinking about breaking off on their own.

[]         THE LOVE OF COOKING

Chefs – first and foremost – love to cook. They relish the work, the smells, flavors, textures, process, and challenges of taking raw materials and creating something that is aromatic, delicious and beautiful to look at. This is what draws people to the profession of cooking and keeps them coming back every day to the extended hours, and the physical, intellectual, and emotional demands of the work.

[]         THE DESIRE TO BE SOLELY RESPONSIBLE FOR DECISIONS

Chefs have an overwhelming desire to be the decision maker and have a very difficult time relinquishing that responsibility to others. Even in the most chef-centric kitchen there is typically a level or two of management that can override the decision making of a chef. This, even if the override is appropriate, is frustrating to the chef and his or her need to be solely responsible and accountable to only the person seen in the mirror. The only logical answer is to become an entrepreneur.

[]         THE HOPE OF MAKING A DIFFERENCE IN PEOPLE’S LIVES

Chefs and restaurateurs enjoy the thought of making a difference in a person’s life through food and warm hospitality. After all – operating a restaurant is akin to inviting people into your home to break bread, share stories, and celebrate the importance of friendship – just on a larger scale. When we invite people into our homes we hope to make them feel special, welcome, safe, and offer a reward through food. Chefs intend to do the same in a restaurant setting. The reward is in giving to others.

[]         AN INNATE DESIRE FOR THE AMERICAN DREAM

We are told from our earliest days on earth that we have the potential to be whatever we want. That with the right effort and commitment we can aspire to a lifestyle that fits our dreams, a job that suits our talent, and even own our own business if that is a path we choose to take. This is the opportunity that has drawn millions of people from around the world to American shores and a spark that becomes the driving force in many: the chance to be our own boss – The American Dream. This desire, if you are the type to dream in this regard, is what keeps many chefs up at night: planning concepts, working through menu ideas, and always being on the lookout for a perfect restaurant location.

[]         A TOUCH OF EGO

Of course – we can’t discount the ego. Chef’s have a tendency to push aside the reality of owning a restaurant that they are perfectly aware of. They know the challenges, the pitfalls, the impossible nature of the work, the failure rates, and the odds that are stacked against them – yet, that ego tends to step in and proclaim that: “I have the idea and the plan that will overcome all of those obstacles. I know that I can beat the odds and succeed where others have failed. I have the magic formula figured out, the one that has alluded so many before me. My success is all but assured.”

And there you have it – another chef who wants to become a restaurant owner. A person who will pour his or her heart and soul into this business for the opportunity to express what is churning inside their being, waiting for an outlet. A person who will pull out all the stops, tap into every penny that they have saved, seek out loyal customers who might want to invest in the chef’s dream, call on family members to contribute what they can, call up those former co-workers to leave their current employer and join the team, plead with vendors and salesmen to give them a credit application, and pour out their hearts to a local bank for an equipment loan and a line of credit. This is that chance the chef has been waiting for – to put his or her signature on a menu, to hang a sign out front with their name, to walk through a dining room holding his or her head high and stopping by tables to hear praise for the kitchens food, and to nervously read the food critics column every week in hopes that they will receive a positive review. This is the chef, like Gabrielle who now, during this mandated shutdown, gets on his or her hands and knees to scrub a floor or polish a stove top while the dining room rests with lights off and inverted chairs stacked on tables – waiting and wondering – is it worth it – is there a need for us to return?

It broke my heart to read her article just as it crushes my soul to see restaurants with the lights out or “for sale” signs in the window. This is someone’s life work, their dream, an extension of who they are – now deflated and unsure. We can only hope that the chef/owner will find that sense of hope, that renewed energy and passion to give it another try and make a difference in the world.

PLAN BETTER – TRAIN HARDER

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com BLOG

Gabrielle Hamilton’s article in the New York Times:

https://www.nytimes.com/2020/04/23/magazine/closing-prune-restaurant-covid.html?smid=fb-share&fbclid=IwAR1Yw_4QmzvNF0auAHeO70Old_PPaMuhP7Gj2gav6bcm8e4GENJOzkOQCs4

 

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OUR DAILY BREATH: IDEATION AND SCENARIO PLANNING

03 Friday Apr 2020

Posted by harvestamericacues.com in Uncategorized

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restaurants after Covid-19, scenario planning for restaurants

Painted in Waterlogue

Part of ideation is dealing with the challenges faced today as well as those to come. We may not be able to predict the future, but effective managers are always sifting through the “what if” scenarios and building a strategy for dealing with them. As we are seeing so vividly right now – when we fail to plan for the possibilities we will always wind up chasing the problems rather than moving past them. I have always been a believer in the reality of Murphy’s Law: “If something is left to go wrong – it will.” Assuming that it can’t happen to you is at best naïve, and at worst – tragic.

As you move through IDEATION that will help to define what your restaurant concept, menu, systems, and staffing will look like as we eventually move out of this crisis, it is just as important to discuss and plan for the things that can go wrong. What else can get in the way of our success and how will we navigate around or through them. No football team wants to be in a position where they are down three scores going into the fourth quarter – yet, every football team plans for that inevitability. Every team also has a “pull out all the stops” two minute drill when they face the doom and gloom of an impossible job ahead – yet they NEVER WANT TO SURRENDER TO THIS CHALLENGE WITHOUT A PLAN. So, what are your plans?

Once again – we have the time right now to sift through potential challenges and devise that fourth quarter push. If we have learned anything over the last few weeks it is that everything can change overnight. Some events like this may be out of our control – but how we deal with them lies squarely on our shoulders. Here are some examples of scenarios to plan for:

[]         PEOPLE ARE AFRAID TO BE IN A RESTAURANT WITH CROWDS

Possible strategy: More space between tables and controlled limits on customers allowed at one time. How do we balance lower volume with financial needs of the operation?

[]         CUSTOMERS ARE CONCERNED ABOUT THE SAFETY OF THE FOOD THEY ORDER

Possible strategy: Be proactive with a well defined, enhanced sanitation and food handling protocol for your restaurant and relay this information to your guests. Make sure that every employee is properly trained and on-board with the importance of this process. Let your customers know that safety and sanitation is your most important job. Invite your local health department in to your operation even when you are not scheduled for an annual inspection. BE PROACTIVE!

[]         WITH SUCH A DRAMATIC RISE IN UNEMPLOYMENT – OUR NORMAL CUSTOMERS WILL NOT BE ABLE TO AFFORD A RESTAURANT EXPERIENCE

Possible strategy: As you IDEATE your concept for the future and the menu that will be at the core of it – you must keep PRICE front and center. Historically, when economic times are challenged – people have not stopped patronizing restaurants – they simply look for better prices and avoid the extras that are typically the most profitable for our operations. Your menu will need to change and the ingredients that you work with will need to be selected based on their ability to still contribute profit with a lower check average.

[]         FOR MANY MONTHS AFTER THE PEAK OF THE VIRUS HAS PASSED – STATE GOVERNMENTS ARE STILL RECOMMENDING THAT PEOPLE SHELTER IN PLACE EXCEPT FOR EMERGENCIES

Possible strategy: As restaurants experiment with take-out and delivery options to try and stay afloat – keep in mind that this may very well be your future. How can you develop a brand around these options, how can you excel at these options, how can you create something unique around these options, and how do you inject some type of “experience” to accompany the fairly impersonal nature of take out and delivery?

[]         THE SUPPLY CHAIN IS TOTALLY OUT OF WHACK AND WE ARE UNABLE TO DEPEND ON DELIVERIES OF PRODUCTS ON OUR MENU

Possible strategy: As much as the shutdown has impacted your business – it has also devastated your suppliers and the farmers, ranchers, fisherman, and processors who bring the food to your back door. The whole idea of MENU will likely change and you should prepare for the introduction of fluid menus that change as the availability of product changes. Daily or at least weekly menu changes may become a reality.

[]         OUR EMPLOYEES WHO WERE LAID OFF OR FURLOUGHED ARE HESITANT TO COME BACK TO RESTAURANT WORK

Possible strategy: This may be one of the biggest challenges that we will face. If it is any consolation – numerous other industries will take time to recover to business levels of 2019 – so they will be slow to hire. The pool of potential employees will be substantial and so will be the need for training. You should plan that many of your old employees will not return so effective training will be essential. Additionally, with a new concept designed through IDEATION you may not need as many employees or ones with the same skill set that was critical before. This is the time to take a hard look at what staffing will look like after the recovery.

Additionally, know that rates of pay, benefits, scheduled hours, and other work conditions will need to change if we expect to bring employees back and attract new ones.

[]         WE HAVE BEEN CLOSED FOR SO LONG THAT IT’S LIKE STARTING ALL OVER AGAIN. WE DO NOT HAVE A DEPENDABLE FLOW OF CUSTOMERS

Possible strategy: Although this might be a perfect time to place emphasis on those traditional methods of marketing and advertising – many restaurants will simply not be able to afford them. There has never been a more important time to MASTER SOCIAL MEDIA. You must leverage all of the avenues for bringing information to the public and will likely find a need to bring a new position to your payroll: Social Media Manager.   This form of marketing is only effective if the messaging is accurate, exciting, current, frequent, and managed.

[]         OUR BANK IS VERY HESITANT TO RE-ESTABLISH A LINE OF CREDIT WITH OUR RESTAURANT AFTER SEEING HOW FRAGILE THIS BUSINESS IS

Possible strategy: This has always been a challenge in the past but will likely be more pronounced in the future. Unless your bank fully trusts your reputation through experience then money from the bank will be very slow to come. You will need to seek other forms of financial support: partnerships, informal shares for sale, pay forward programs, etc. Finding money will be very, very difficult.

[]         OUR LOYAL CUSTOMERS HAVE BECOME ACCUSTOMED TO COOKING AT HOME AGAIN AND SEE LESS NEED TO RELY ON RESTAURANTS

Possible strategy: Consider playing into this: offer cooking classes at your restaurant during off hours, become a resource for unusual ingredients that they can purchase, sell cooking club memberships, plan guest cook events where you invite loyal customers to bring their new found skills to the restaurant for a night in the kitchen – BE CREATIVE, BE SUPPORTIVE.

For every problem there are likely solutions. If we think ahead and go through the planning process then problems become challenges to overcome. They will stay a problem if you do nothing and find yourself stuck without an answer.

PLAN BETTER – TRAIN HARDER

Don’t waste this time – scenario plan now!

Harvest America Ventures, LLC

Restaurant Consulting

www.harvestamericacues.com BLOG

ARE YOU A FURLOUGHED FOODSERVICE EMPLOYEE IN NEED OF ASSISTANCE?

Follow this link for the Restaurant Employee Relief Fund that is operated by the National Restaurant Association.

www.rerf.us

 

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