Male

Max age 35yo

Can speak English well

Experience as Laundrymaster from cruise ship

Principal: AIDA Cruises

Male

Max age 35yo

Can speak English well

Minimum 6 months OJT experience as Laundryman from hotel or apartment

Principal: AIDA Cruises, Star Cruise

Stock is like cash on your shelves, so why is it treated so casually? A tough economy demands leaner, more efficient methods, but so much food & beverage stock control is a joke! Use these common problem areas to drive your review - how many of them need attention? Stock = Cash.

Areas Needing Attention...

1. The Stocktake Figures aren't Understood

First, make sure staff understand the stocktaking formula, and how it's connected to the health of the business:

Opening Stock + Purchases - Closing Stock = Consumption

Give the example of wine bottles: We started the week with 6 bottles, bought 12 more and finished with 4 ie. 6 + 12 - 4 = 14 used. Stocktaking is this principle on a much larger scale! Ask applicants for manager positions to explain this - the results may surprise you!

Opening & Closing Stock help create the Profit & Loss Statement - another set of figures for staff to understand. Most don't.

2. Overstocked and Preparing for the Next Flood.
A very common problem, even when deliveries are available 6 days a week. Did the stock go up or down since the last time, either a week or month ago. Is the change a positive move? Staff usually get into more trouble because of running out than being overstocked, so they will buy up to avoid drama. But it's cash on shelves, rather than in the bank. If you're buying 10 cases to get one extra free, waste and shrinkage also increase - these deals are usually about the sales rep's bonus rather than saving you money. And does your insurance cover it all?

Remind people about The 80-20 Rule - most of your sales come from a small number of menu and stock items. Weekly POS figures will identify them - what could you hold less of? If you just counted the most valuable 20 items, would that give you enough control?

3. Stock Moves Too Slowly. This is dangerous (and less common) with food, but too common with liquor.

To work out the turnover rate, calculate how much you need for a week (multiply your sales by the typical cost of goods %) and divide this into your total stock on hand.

Eg if your liquor sales are $10,000 and costs are usually 40%, you will need $4,000 of stock per week. When the stocktake shows you have $24,000 of stock on hand, that's 6 weeks supply. Most operators like to keep it to 4 weeks or less, so in this case, you'd have to reduce the stock from $24,000 to $16,000. That's $8,000 cash back into the bank!

To do a similar calculation with food, work out the number of days of stock you hold. If it's more than a week, a review is needed - even reducing by one day could save thousands.

4. The Stocktaking Process is Inefficient. Make it a ritual, but not a religion - undertaken on the same day of the week or month, and counted in the same order. Check that the process is organised:

• The people who count the stock should not be those who use it.

• Always count in the same way - from top to bottom, left to right or however you do it.

• Check list sizes match portion sizes eg 2 boxes of cans aren't counted as 2 cans.

• Compare like with like eg the pasta packets are the same size.

• Use printed sheets that align with the software or spreadsheet that's used.

• Use software (like Profitable Recipe Manager) to make recording faster.

5. EVERYTHING is Overstocked! Look around - are store room shelves loaded with old plates and bowls? Broken appliances kept just in case? Do you have 12 months of photocopy paper and filing cabinets full of old records? Chances are the roster is also overstocked - with hours. Part of the fix is a good throw-out or 'enema' - don't be polite about it.

6. Discrepancies Are Not Confronted. When stock goes missing, and a double check still shows losses, what do you do? Many small operators tolerate it, and the problem will grow. Others say it's inevitable, or 'industry average'. Owners helping themselves will also undermine the rules. When did you last confront an obvious theft?

7. Other Stocktake Issues:

• What about disposables and napkins etc? Large operators hold less and less of this stock on hand - are you doing the same?

• Do you pay too much attention to things that don't matter eg weighing salt?

• Do you assume basic commodities are of little value eg spices in large cans are very costly.

• Are high-value items kept in the office eg saffron, dried mushrooms and liqueurs?

• How many items are counted as 'the same as last time'?

• Watch out for transfers between bar and kitchen eg Guinness for the 'Beef & Guinness Pie' or strawberries for cocktails. How are they tracked?

• Who drives the stocktake or accounting software? If you're using a stocktake system or it's linked to the POS, the results are only as good as the data input and setup. Don't waste that big investment...

Source: Ken Burgin | www.profitablehospitality.com.



Profitable Hospitality offers management and cost-control systems (Manuals & CD-ROMs) for restaurants, cafes, hotels, bars and clubs. The systems are based on the extensive consulting and operating experience of CEO Ken Burgin, and enable busy owners and managers to set up complete operating and cost-control systems in minutes, not months. Profitable Hospitality also runs regular management training workshops in the areas of kitchen profit & efficiency, restaurant marketing and functions management. A free monthly e-newsletter keeps you up to date on the latest industry management issues. www.profitablehospitality.com.

Principle #1: The magical number '5' (plus or minus two)

As imaginative and innovative as humans are, we cannot constructively handle or process more than about five pieces of information at any given time. This is one reason why telephone numbers in the US have no more than seven digits and why excessive multi-tasking is actually ineffective.

The principle in practice: For best results in most situations, present material or information in chunks if your aim is comprehension, retention and impact. Therefore, keep your sales points or list of differentiators (on paper or in-person) ideally limited to three (but not more than five) bullet points. Not only is it easier for someone to understand and remember three points; it will be easier for you too. Also keep this principle in mind when communicating with people in general. For example, organizing long e-mail messages into three smaller paragraphs is more reader-friendly and impactful than presenting a single lengthy paragraph.

Principle #2: 'Similarity' is a bridge builder

Most people are familiar with the common but competing expressions: 'opposites attract' and 'birds of a feather flock together.' You need elements of both sameness and difference in romantic relationships, but platonic and business relationships are more favorably influenced by similarity between people. People prefer those who are most like them. Consider this domino effect:

Similarity = familiarity = comfort = trust = strong relationship = credibility and influence = sales

The principle in practice: You can insert yourself anywhere in this chain to start developing stronger leads and closing more sales. Simple tactics include making 'small talk' or using selective self-disclosure with customers ('I see your company is based in Atlanta; my sister lives in Atlanta and loves it') or strategically agreeing with important points a potential customer makes ('I agree that the delivery time of our reports in the past was not optimal, however...').

Principle #3: What's 'beautiful' must be 'good'

Studies consistently demonstrate that perceived beauty or appearance does matter and that people intuitively equate beauty with concepts like good-better, smart-successful and important-valuable. This bias is so strong that people who are perceived as attractive (physically and interpersonally) are treated better than others in a myriad of situations. There are numerous evolutionary and psychological advantages to the attractiveness bias that is hard-wired in virtually everyone, but the important points are (1) customers do judge books by their covers and (2) salespeople can use these powerful biases in ethical ways to bolster the perception of themselves and their services to clients.

The principle in practice: It is an understatement to say that you should look and sound your best at all times. Everything from your email signature and reports to your professional appearance and telephone etiquette should convey professionalism and even a warm and attractive personality. For example, some people include a professional headshot at the end of certain hard copy communications (especially sales materials), while others may dress in a way that makes them feel confident and attractive while making telephone calls. Learn more at: http://www.2020skills.com/asts/PhysicalAttractivenessintheWorkplace.pdf.

Principle #4: 'Big Five' model of personality

It is tempting to think that everyone is absolutely unique. This is true for fingerprints and other bio-data, but our 'psychological DNA' may be another story. The International Programs Center at the U.S. Census Bureau puts the total population of the world at approximately 6.5 billion people, yet it may surprise you that social scientists assert that all of those individuals' personalities can be described in terms of just five, common traits that are easily remembered by the acronymn OCEAN:

Openness, Conscientiousness, Extraversion, Agreeableness and Neuroticism (moodiness)

The principle in practice: The way that people express themselves is related to their personality make up. Often one of these five traits will be dominant in a specific person, and by listening to themes in their speech and mannerisms one can understand that dominant personality and respond to it. In other words, information will be better understood and received by a client when information is messaged in a way consistent to the client's dominant 'personality.' For example:

Client Expressions and Ways to Adapt Marketing Messages

Openness: People like this are eager to learn more and ask many questions. Their motivation is often to seek stimulation and to learn things in general. Therefore, in response one should emphasize a company's new, novel or innovative approach, as well as leading-edge and proprietary information that gives a competitive edge.

Conscientiousness: People like this are very cautious, deliberate in word and deed, pragmatic, non-committal and sometimes downright skeptical. Their motivation is often to understand details and practical application of products and services. Therefore, in response one should emphasize detail in reports and presentations and explain how that detail derives from careful and time-tested principles for gaining information. Also, be sure to be precise in your language - do not come across vague or waffling.

Extraversion: People like this make small talk and are very friendly. Their motivation is relationship-building. Therefore, in response one should emphasize the ongoing relationship the company has with client's company, e.g., past projects your company has done for the company or drop names of past representatives at the company with whom you have had contact. Success stories and short, snappy testimonials are also a big hit with these people -- these types of content provide compelling stories about collaboration and partnership.

Agreeableness: People like this are good listeners, respectful, polite and amenable to your suggestions. Their motivation here is to avoid conflict and to please others. Therefore, in response one should emphasize the powerful reputation your company has in the market, as well as mention how much you enjoy talking with this person and how you want to continue the discussion. You must act fast with highly agreeable people, because their views can easily change over time as they attempt to please the person of authority at the moment.

Neuroticism (moodiness): People like this are quick talkers and thinkers, who can come across as domineering, passionate, driven and narcissistic. Their motivation is to control circumstances, establish authority and assert his/her own expertise. Therefore, in response one should emphasize the reputation and high standards of the client's company and how your firm complements that brand and fits in with the innovative agenda or plans set by client.

Principle #5: Theory of reasoned action

Comedians routinely joke that men are over-analytical and women are over-emotional, but the truth is closer to the middle. All human beings are inherently emotional and intellectual creatures. We actually make conscious decisions (voting, product choices) based on Behavioral Intentions. Intentions derive from two main drivers: Attitudes and Subjective Norms.

Attitude is defined as the individual's positive or negative feelings about performing a behavior. It is determined through an assessment of one's beliefs regarding the consequences arising from a behavior and an evaluation of the desirability of these consequences. Subjective norms are defined as an individual's perception of whether people important to the individual think the behavior should be performed. However, the value of any outside opinion is weighted by the extent to which the individual feels motivated to comply with that outside opinion.

In other words, Attitude-oriented people make decisions based on their own set of values and criteria, whereas Subjective Norms-oriented people given stronger weight to the attitude of certain others. Needless to say, these two characterizations are not mutually exclusive as most people fall somewhere in the middle and they pay attention to Attitudinal and Subjective Norms alike, albeit to different degrees.

The principle in practice: People weigh both Attitudes and Subjective Norms when making decisions, but they may not always be weighted equally in every scenario. Once you gauge a person's 'points of strongest influence' on a given issue then you can target your messaging to appeal to those influences and impact the person's behavioral intentions (similar to the above example of adapting messaging to a client's personality). For instance, you can tell if a decision-maker's process is skewed towards a certain point of influence by initially asking questions like, 'How did you come to contact our company?' Someone with strong Attitudes will have found you through personal market research or was pleased with your past performance, while someone with strong Social Norms will have asked colleagues for a referral or have responded well to the part of your marketing materials that lists influential companies as current clients.

Sample Messaging to a Client's Specific Focus:

• Clients skewed towards Attitudes: e.g., 'I can see that you are seeking a firm that can deliver a detailed report under a deadline. We have the resources to meet your criteria.'

• Clients skewed towards Subjective Norms: e.g., 'We are the market leader, because top brands in the industry like XX, YY and ZZ consistently retain us due to our expertise and high quality of services.'

In Summary...

There are many other "every day" psychological tactics that are useful for one's personal and professional development, but the five principles above are especially effective for understanding and communicating with others in both personal and professional situations. Contact me to learn more about how my team can teach your organization to apply these and other principles in strategic ways to boost your talent and performance management.

Source: Jim Houran

Selling hotel rooms as a profession can be somewhat overwhelming for this newest generation. Those of us who made a career out of it might forget the uneasiness when first seeking commitments involving thousands and thousands of dollars, facing formidable competition, building instant credibility, and having to work so hard to be taken seriously. Experience is great because with it comes perspective - - something very difficult to have when just getting started. With time it becomes clear that selling hotel rooms is not rocket science. Individuals perform very similar tasks and follow similar step-by-step processes in any number of professions today. Allow me to share just one example.

A young, intrepid TV reporter called one morning recently to ask if she and her crew could come out to my office to film an interview with me for a story the station planned to air that night regarding a power struggle between a luxury resort operator and the owner.

Prior to my career in the hospitality industry, I was a news co-anchor for a CBS-TV affiliate in Fresno, CA - - there's never been a microphone or a camera I didn't love and so, of course, I agreed quickly.

Finding the right sources is critical. Why did the reporter call me? Good question. Actually, I was the second choice. My colleague Jerry Morrison was her first choice, but Jerry had a schedule conflict and recommended me to the reporter. Why would the reporter want to interview a hotel consultant for a local resort dispute related story? The story needed credibility - - also insight, opinion and historical background information, much like what an expert witness provides in litigation matters.

In covering a story, journalists need to dig beyond the principals - - in this case, that would be the operators of the resort and the owners of the resort. Industry-and-current-market-conditions-knowledge provided by an impartial hotel consultant familiar with the resort would help the viewing audience's interest in and acceptance of the story.

Being proactive. No TV reporter would last very long on the job if he or she sat around waiting for good stories to simply appear. The same holds true with hotel sales pros. The good ones believe in prospecting, no matter what level of experience or pay level. They look for leads everywhere - - online, local newspapers, digging up old or even dead files, drilling into existing accounts, and finding new referrals by leveraging strong, loyal client relationships.

Getting the right information, making sure it's right. This approach is no different than what hotel sales pros do every day in pursuit of group conventions, corporate meetings or incentive trips. Assuming that quality market intelligence is available and utilized (e.g., Internet resources, directories, group/contact databases providing name of group, primary contact, group profile, and preferences), the hotel sales pro searches for confirmation of available facts with parties other than the primary contact - - who may not be available or may be reluctant to share information, especially so to someone with whom a professional relationship has yet to be established.

What parties might that be? A good place to start would be with what we call the gatekeeper, an administrative assistant or someone working directly with and/or under the primary contact. Others might include a contact within the hotel at which the group last met, an attendee, a speaker or possibly a supplier who exhibited or who sponsored a particular event.

Another valuable party with whom to speak - - maybe later on in the selling process - - would be someone within the group's organization who might have the ability to influence a final decision. This individual might be someone on the group's board of directors or advisory board. It might be a local chapter president or the manager of a company's local or regional office.

Getting back to the importance of the credibility issue, the sales pro would search for someone with existing credibility with the group's primary contact - - could be a testimonial from a satisfied client representing the same or a complementary industry or profession; a relevant testimonial taken from a respected social media or Blog.

Face-to-face, in-person advantages. The TV reporter called to make an appointment because she knew that putting a credible hotel industry source on camera would strengthen the story. E-mailing, texting or telephoning me would not have been as effective as a face-to-face meeting and interview put on film.

The sales pro faces a similar situation in pursuing a valuable piece of business. If afforded an opportunity, he or she might ask, 'Will I increase my chances for success by meeting face-to-face with either the decision maker and/or the decision influencer'?

A sense of urgency. The TV reporter had to work fast to set up the interview, travel to the interviewee, get the interview 'in the can' so that the piece could be ready for that evening's newscast. The hotel sales pro must work proactively making an appointment, physically going to the source's office or home, meeting live and in-person. There is never a better time than 'now' to get in front of a decision maker or anyone who has influence on and/or insight into the decision making process. E-mailing and texting should only be used when and if the prospect has indicated a preference for that communication form.

Connecting with the source. The TV reporter did an excellent job at putting me at ease from the moment she and her crew arrived. She complimented our home and my office and the family photos and told me that she had already visited my website and even asked a good question about one of my published articles. She asked if I had ever been interviewed on camera before and was delighted to learn about my previous life as a TV news reporter. She then carefully explained how the interview would work, what type of questions she might be asking and where I should look when responding. We had connected and I was prepared and comfortable for 'cameras rolling!'

The TV reporter accepted me as a valuable resource to her story because Jerry Morrison had recommended me strongly and Jerry was already a very well established hotel expert throughout the San Diego news media. Just as the TV reporter did with me, the hotel sales pro can also use timeless selling tools and good basic people skills to connect quickly and effectively. Background information on the individual and the group is so critical for the connecting process. The really good hotel sales pros learn all they can prior to making initial contact. Knowing in advance the position the prospect holds, the business that particular company or association is in, and where and when they meet, can be extremely important to any hotel sales pro attempting to connect. If the initial contact happens to be face-to-face, typically in the prospect's office, commenting on something noticeable - - photos, hobbies, awards, recognition, and organization memberships - - is extremely helpful in the connecting process.

Having a plan. The TV reporter had a plan for what she needed before my leaving my office. She had questions prepared - - either scripted or memorized - - that she planned to ask and she needed to be sure that the filmed interview was 'in the can' and would be of broadcast quality. No difference there from what the hotel sales pro plans beforehand. The hotel sales pro does not want to leave without determining how serious the organization is about holding that particular meeting, what other hotels and destinations are under serious consideration, if any, who will be making the final decision, when is the final decision date and, hopefully, holding tentative dates - - or even better, with a strong verbal commitment.

Listening. The TV reporter needed to observe and listen throughout the entire interview - - before, during and after - - in hopes of picking up on anything that could lead to a question she had not planned to ask and/or a possible new story angle to file away for future reference. The same holds true for the hotel sales pro during the prospect interaction. There could very well be a new question in need of answering, a new contact within the organization - - perhaps even the same building - - or even the possibility of getting a lead on an altogether different meeting or meetings.

Follow up. Finally, the TV reporter hurried back to the station to work on additional research, updating, verifying time allocated, preparing the live intro, recording the voice over, and making sure the visual and the voice are in synch. The hotel sales pro would need to fine tune the proposal and/or contract, possibly add value wherever possible, spell-check, read again, and then distribute the document overnight, via e-mail attachment, by regular mail or - - best of all - - hand deliver in person.

The TV reporter's goal is to get the story right and to make sure what airs that night is of the highest quality, that it's both accurate and fair. The hotel sales pro's goal is to follow a process that will lead to closing the piece of business. Different disciplines, yes, but with very similar M.O's.

As the crew prepared to leave, the reporter complimented me on how well I had done. Mindful of how soft my consulting business has been, I jumped quickly at the opportunity. 'Any chance of my filling in as a news anchor summer replacement?' I said with a smile. 'Oh, no,' she replied. 'You wouldn't want to give up your important job. I was going to ask you if you knew of any openings for me in the hotel business.' Ah, yes, a sign of the times.

(C) Copyright 2009

David M. Brudney, ISHC, is a veteran hospitality sales and marketing professional concluding his fourth decade of service to the hospitality industry. Brudney advises lodging owners, lenders, asset managers and operators on hotel sales and marketing 'best practices' and conducts reviews of hospitality (as well as other industry) sales and marketing operations throughout the U.S. and overseas. The principal of David Brudney & Associates of Carlsbad, CA, a sales and marketing consulting firm specializing in the hospitality industry since 1979, Brudney is a frequent lecturer, instructor and speaker. He is a charter member of International Society of Hospitality Consultants. Previously, Brudney held hospitality sales and marketing positions with Hyatt, Westin and Marriott.

Contact:
David M. Brudney, ISHC, Principal
David Brudney & Associates
Carlsbad, CA USA

I want to share important tips on how to make relationship selling calls that drive maximum loyalty. A transaction sales call is one where you are under the gun to make an impression, get in and get out...phones are ringing, people are standing in line to possibly buy your product or service and time is of the essence. A relationship sales call is one where you go out to meet a client/potential client, or they come to see you, but you have more time to do this thing right. I will list the numerous elements of the formula, but will only talk about those I feel have not been duly driven home in the marketplace. This should give you the edge when making calls on the same folks that your competition does. Speaking of which, you should know who those competing salespeople are, you should know what they say and how they say it. It's you against them..mano e mano (or however you spell that). It 's not just product against product, service against service. It starts with you against them...very very personal. If you don't know what they say or how they say things about you, against you, comparing to you..then ask your clients. Ask those you lost business to '..may I ask you what you really like about my competition and in particular what you liked about the salesperson that I can learn from....'

I tell a story in my new book that is about to come out 'Ethical Theft....how to steal business from your competition' that in WWII there was a branch of the German army that studied the actions of the American Generals. They figured the more they knew about them, the better they could calculate their next strategic and tactical moves. They concluded that General George Patton was a devoted historian and would construct battle plans from those already fought at some point in the past. They took this news to Adolf Hitler and thankfully he dismissed them as a sandwich short of a picnic. Thank goodness he did, because Patton was an historian and he did fashion battle plans from historical battles. The more you know about your competition the better you can sell against them. The better you sell against them the better your chances of winning....pretty basic, eh?

A Relationship Building Sales Call: My book offers much more in-depth, but here are the essentials.

1. Do Your Homework. Where has your potential client bought before and how much have they paid? Eliminates the need to ask them '....so what is your budget?' Also eliminates the need for them to lie to you about how much of a budget they have.

2. Warm-Up. Make a personal connection with an observation you make in that first meeting or something you learned from doing your homework. You are a real person and so is this potential client....there is so much more to this relationship than making money and don't ever forget it. Loyalty between the two of you is the ultimate goal.

3. Personality Partner. Get an education on how to tap into someone's personality and how to practice the platinum rule of communicating in a style that makes them feel more comfortable and not one that makes you feel more comfortable. E-mail me if you think I need to write a blog on the 4 personality styles and how to sell to each (it's also in my book) .

4. Uncover Their Needs. More time should be spent here than on any single item in this entire formula. Shut up and listen. Find out if they are 'want' needs (would like to have but not critical) or 'must' needs.

5. Determine if This Business Is Right For You. You are under the gun to produce, I know, but don't book bad business for your company because you need the production. Bosses..don't be stupid by getting your sales folks to concentrate only on their production. I've asked many salespeople how their business is doing and they say 'awesome'...and they mean it, but meanwhile the asset is losing millions of dollars. Why? Because they thought the question meant 'are you producing your quota?'

6. Connect BIG Benefit Reasons As To Why This Client Should Use You...too many times I hear sales people talking minutia when they should be thinking and talking B I G.

7. Additional Benefits tied to client's needs..smaller, but still important.

8. Trial Close. Rarely should a client ever say no to your question of 'can we have your business'. Rarely should your salesperson be messing with objection statements (things they say of a client does not buy). Instead ask '...Ms. So and So, we reviewed the 17 big benefits to using our hotel/cruise lines/whatever business and we even talked about the 2 challenges we face that we will still work on overcoming. Are we on path that will get you to say yes to using us? The potential client says 'no....don't think so'. Your retort '...then please tell me what we must do to earn your business?' if you cannot deliver all that they need then you should not ask to confirm until you can satisfy her needs, or she has found out that no other competitor can satisfy every one of her needs as well.

9. Overcome Objections. After the trial close...move challenges/negatives into the positive column with creative ideas that you and the potential client construct. Now there is a team effort..your client helping you to help them.

10. Use a Strong Close...when you think the answer is yes. Ms. So and So... I love my competition because they are so good that we keep each other honest. Having said that I still think we are the best, we now have 18 positives and 1 negative......18 to 1 good. May I please earn the right to service your business?'

11. Follow up Sooner Than The Client Expects.

12. Seek to Improve. Make a face to face sales call on every client who used your services and ask them what you can do be better next time. Make them tell you something...there is always something you can do to improve just one thing.

13. Always Be Advancing the Sale, and Not Just Continuing. Continuance is when you make a sales call and they don't have specific needs just yet, but they will sometime in the future and you say '....I'll call you in a few months' Bad. Advancement would be...I will call you the week of March 12th and will e-mail you 2 weeks out to get a great day and time for you....' and you do it. When you advance they will be better prepared to have feedback for you.

Bosses, salespeople can make great calls, but they are making them to the wrong person. Sales people can be making great calls to the right people, but those right people have a personal/professional agenda that they cannot share with you right now (merger, going public or private...that kind of thing). If you don't think your salespeople are producing enough then go out on sales calls with them. Don't guess at what they are doing right or wrong...go with them. They may be doing everything right and it is just a matter of advancing the sale...which can take time. Even if you are doing great and you love your sales staff...get to know the clients on an intimate level. The power lies with he/she who can deliver the revenue production. Hang onto these revenue producers and by all means do not let your competition steal them. How many of you have trained your staff for the competition? Too many of you. Personally, I'd rather lose a great general manager than a great sales person who can bring in a bunch of business. If we lose the GM the clients may not even notice...but if you keep losing great salespeople...your clients will notice that something is not quite right with your operation. I expect someone to e-mail me and say how can a GM be great if they are not close to their clients and I would say you are dead right...they can't be great if they are not wired to who brings in the business.

Loyalty is the end game. You made a great sales call and as a result they used your facility. You continue to drive value and deliver more than they expected each and every time. You are well on your way to realizing a lifelong client who is loyal to you and you to them. Your client was not worth one small meeting. They are worth one small meeting 50 times over the next 10 years, not to mention every person they told to use your facility too.

Happy hunting everyone. Hope to catch you next time when I go into more detail on how to make follow-up sales calls more dynamic and compelling.

By: Don Farrell

Think about the customers you'd like to see more of, and those that spend well - keep them in mind as you plan ahead. Something new to talk about every month creates great word-of-mouth promotion.

Seasonal Events: Phases of the moon, first day of Spring, Summer, Autumn or Winter, longest and shortest day etc. Link them to food, beverage, entertainment or leisure...

• Birthday of the business - not sure when it is? Make it up!

• Famous Birthdays - check the long lists on this site

• Famous Events - eg 40 years ago the first men landed on the moon!

• Special events in your area - who keeps an eye out for these?

Major Public Events: New Year, Christmas, Diwali, Valentines Day, Public Holidays - the events that everyone loves need an extra twist to stand out from the noise. What can you do differently?

Food & Beverage Events: Chocolate Month, Sicilian Month, Chilli Week, Lime & Lemongrass Festival - make up your own dates.
Special food and beverage events that everyone can enjoy:

• your Spice Club meets once a month for people who like their food extra hot.

• Create a Gluten Free Feast as a regular quarterly event.

• Promote the coffee or tea blend of the week (making sure staff really know what they're serving).

• Try 'Beef & Cabernet' nights every quarter and Craft Beer tastings.

• Invent your own Wine Club and start a Sommelier's tasting night, where customers help choose next month's featured wines. These are more interesting than just flogging 'wine of the month' courtesy of the free table-talkers handed out by the wine rep.

Last Minute Events: one off, 'seize the moment' occasions, publicised by an email or text message:

• Organic Lamb Dinner with a special purchase from the new butcher

• Strawberry Harvest - timed for a season glut and featuring smoothies, scones with strawberry jam, tarts, icecream... you name it

• Asparagus Week - using the peak harvest season

• TV Events - a special menu to celebrate a cooking show eg Masterchef finals etc

• Champion Barista Day - feature an ace staff member who just won an award

Charity Events: eg Pink Ribbon events in October, raising money for breast cancer research. Sometimes these work best when you take the initiative and highlight your own special cause - make the fund-raising short and sharp, so as not to lose impact.

Special Regular Events:

• Knife sharpening every Tuesday - leave them with our chef for extra special care.

• Cooking classes of all types - either hands on, or demonstration style. Tie them in with a meal and suggest partners come to share the results (for a price of course) - a good idea from the smart operators at Pod Food.

• Wednesday night is BYO Wine night, or Tuesday night is half-price wine night - the profits come from the extra food sales you make.

• Monday Combo Night - choice of appetiser, main and dessert for only $20. This avoids having heavy discounts undermingin your marketing at other times.

• Sunday afternoon Jazz & Cocktails, Friday night Football & Beer - some are very familiar, but always worth promoting.

Promote with Imagination: on the blackboard, in the window, on a plasma screen, through your newsletter, on the website, using Twitter, text messaging etc. Use public promotion services like Google Calendar and Upcoming.org to reach out more widely. Involve your staff in creating the calendar, and make plans at least 6 months ahead so the momentum builds - spend planning time rather than spend money! And the more you plan ahead, the easier it is...

Source: Ken Burgin

Staff loyalty - it's what we want, but how is it achieved?

The concepts rests on 8 key elements - how well are they working in your business? They are:

1. Trust and integrity: how well do managers communicate and 'walk the talk'? They don't have to be perfect, but they need to set an example you want others to follow.

2. Nature of the job: is it mentally stimulating day-to-day? Many jobs are not - what can you do to add variety or rotate positions? Boring jobs won't hold the bright self-starters that everyone is looking for.

3. 'Line of sight' between employee & company performance: do staff understand how their work contributes to the company's success? Do they feel like a small cog, or a useful part of the team? Sharing information about the company's operations or the events calendar will improve understanding - is the noticeboard being used effectively?

4. Career Growth opportunities: Promotion opportunities may be limited, but there are plenty of ways to keep staff learning new responsibilities and deepening their skills. See the wide range of Staff Management resources.

5. Pride about the company: how much self-esteem does the employee feel by being associated with the company? What is the reputation - good, not so good...or maybe no-one knows about it?

6. Co-workers and team members: their attitude can significantly influence the level of engagement. Friendship is a key reason why people look forward to their shift - is the work climate positive, or is there some frostiness or conflict that should be addressed?

7. Employee development: is the company making an effort to develop skills? In a tight economy, in-house training can be a great way to keep staff engaged. See Restaurant, Hotel & Club Training Resources and Quick Skill Builders for Managers & Senior Chefs.

8. Relationship with the manager: Does the employee value the relationship with their manager? Are they fair and efficient, understanding and approachable? Remember, when people quit, they walk away from managers, not buildings!

Is there a big, dominating problem, 'the elephant in the room', that no-one wants to confront? Eg drugs, promises not kept, or issues about pay. These need to be handled first, otherwise its all just theory.


Profitable Hospitality offers management and cost-control systems (Manuals & CD-ROMs) for restaurants, cafes, hotels, bars and clubs. The systems are based on the extensive consulting and operating experience of CEO Ken Burgin, and enable busy owners and managers to set up complete operating and cost-control systems in minutes, not months. Profitable Hospitality also runs regular management training workshops in the areas of kitchen profit & efficiency, restaurant marketing and functions management. A free monthly e-newsletter keeps you up to date on the latest industry management issues. www.profitablehospitality.com.


Source: Ken Burgin| www.profitablehospitality.com.

If the company's accounts payable system charges all cost of goods sold to the same account, there is no additional information available. So what do these companies focus on when trying to explain their food cost results? Their food cost analysis typically consists of a review of the ending inventory.

This food cost analysis works like this in most cases: 1. Scan the Excel file looking for large inventory totals. 2. Check these high impact numbers for unit cost information. 3. Once a major item is found with some price volatility, the entire analysis ends and management works on "solving the problem". Occasionally, this team may get around to using a top 10 analysis. This is a small step in the right direction.

Often, the food cost analysis completely ignores the true issue. Many food cost "problems" stem from an incorrect inventory value the previous period. No one remembers the over valuation from the previous period. The simple reason this is ignored is the euphoria caused by a great food cost percentage eliminated the need for any proper food cost analysis. This incorrect valuation went completely unnoticed until now.

When I'm called in to help with inconsistent food cost percentages, I find the top 10 items in terms of purchase volume. My work includes tests of everything involving these items. A thorough analysis of the top 10 items is the best place to start any meaningful food cost analysis. Eventually, you will want to increase the list to the Top 25.

Advanced recipe models automatically focus on 10 to 25 items (depending on the menu scope). Knowing the eventual solution will be found in these high impact items can be useful to the operator with limited information.

Treat each item like a stock in a portfolio. Each food cost component has an impact relative to the unit volume, price volatility and risk of spoilage. Focus on perishable, high volume items with volatile market prices. You'll find many solutions in this key item food cost analysis.

Source: Joe Dunbar
Dunbar Associates