Dwight D. Eisenhower once said "you will not find it difficult to prove that battles, campaigns, and even wars have been won or lost primarily because of logistics", and Napoleon is alleged to have said "an army marches on its stomach. To be effective, an army relies on good and plentiful food." The issues of logistics and supply chain have always been a massive consideration for leaders of any successful organisation to deal with over the centuries and hospitality is no different. Get your supply chain wrong, and you have very dissatisfied guests in the long term.
As a restaurant owner, there are many changes you can make to improve business and make your customers happy.
As a restaurateur, I always try to read articles surrounding the hospitality industry and have this routine where I get up to date between 7 and 8 every morning.
Having worked as a Restaurant General Manager for almost two decades, bookings are one of the essential attributes to a business's revenue, turn-over and popularity status. No-shows are indeed a frustration for any restaurant owner, especially the revenue the booking would have generated, and the loss of time to turn the tables.
Back in 2000 Griffeth, Hom and Gaertner shared that Employee dissatisfaction caused by poor relationships with supervisors and line managers, undesirable working conditions and lack of career development and training opportunities were seen as major factors that cause high staff turnover in the hospitality industry. So nearly 20 years later, what’s changed?
With a combined value of £24.2bn and 217,286 outlets, the UK contract catering, retail, travel and leisure market is not only hugely fragmented, but also a complex environment that meets varied consumer needs, from institutional dining in hospitals and schools, to grab and go, street food, and fine dining.