One of the most important questions an owner should ask his resort hotel management company is how does the food and beverage department perform compared to the competitive set; not that well most likely.
Are you a frustrated resort hotel owner, not sure which way to turn? Then rejoice, help is at hand!
Fenced in by bland corporate food and beverage management teams, branded or chained, who can not think out side of the box?! Tied into a corporate management culture of so-called “service delivery excellence” and those “ brand standard manuals” of meaningless trivia created by creative dead souls who haven’t lived out of the corporate environment franchise belt?!
Does your 3% and 6% management company ( only 6% you may say) think that ensuring your 29% budget food costs are in line is more important a measure of management performance than ensuring the food offering is what the customer want at a competitive price to what your clients can get up the road? Measuring as a priority $ banked, not % margins?!!
Do you pay fees over a hundred thousand to stifle individuality, having to accept food and beverage concepts driven by the need to meet group franchise standards?
Attend that quarterly owner’s and management business review meeting to hear the same old story. Cash flow not met, REVPAR below competitive set, food and beverage staff costs over 40% due to poor product demand?
Historically, hotel restaurants have fallen short of quality, creativity, service experience, they still do in general although major efforts have been made to improve this in top line brands and chains.
Fear not though, help is at hand!!
As a hotel business adviser we are not tied in to day-to-day operations, are more qualified and specialist than General Manager’s and most corporate reports, can stand apart from brand standard operators and the corporate protocol. We have a unique stand alone advantageous position in which to see opportunities to unlock value and introduce change, positive creative change, as the third-party support for hotel owner’s.
Sample questions to ask.
Operationally, do the outlets really work? 100%? Or is your hotel restaurant dead and antiquated in product offering, value, quality, ambiance, or all four?
Do the management know the competitive offerings and associated quality and pricing? When was the last competitive market review done?
Does your compete with the high street, those near by, or try to follow it? Market leader or follower?
What’s more important, department profit or cost margins?
Menu with too many choices, not one thing or the other, trying to be all things to everyone and not something to someone? Tasty fresh food, value pricing, reflects your location?
12 month food and beverage marketing program, leveraged, in sales efforts, daily?
What’s redundant in the market, what’s offered in the extreme in the local market? Where does your fit?
Guest feedback on hand, lease opportunities defined, guest delivery issues sorted?
Capital plan with ROI in place for future use of available capital?
Hotel management stuck in a rut?
Plus “more and more”
For answers to these, the “more and more”, and assistance in unlocking value to your food and beverage operations, be it within boutique resorts or whatever, and for creative cost-effective solutions that question the status-quo of your resort hotel management company, contact firstname.lastname@example.org.