There’s a long-standing misnomer in the club management business that F & B outlets must operate at a substantial subsidy as they are an amenity for the members --- a self-fulfilling prophecy that needs to be challenged with proper leadership.
We’ve seen clubs throughout the country think nothing of operating at massive deficits/subsidies, and even build substantial deficits into their yearly budgets. We believe, with a strong plan and steadfast leadership in BOH and FOH, that old theory can be turned upside down to at least a break-even benchmark.
Take a good look at operations. Bring in a specialist that can map out a plan and put together a fresh leadership team. Don’t be afraid to challenge conventional thinking – your members will be shocked when they realize your restaurant, bar and event space can turn a profit.
There is a way to get a handle on costs leading to a refined operating model. It takes discipline and good F&B leadership.
It starts with the host greeting, proper server interactions, product promotion, to creating new revenue events. More than any other thing it takes club executive leadership to hire the right people and to not be afraid to occasionally shake things up with fresh ideas and innovations in foodservice and hospitality – much of that coming out of trade group meetings and foodservice shows featuring new operating tools.
Be sure your culinary team looks for retail and institutional food trends. Get them in front of your members with wine dinners, cooking demonstrations. Showcase their greatness by encouraging them to participate in local and regional food festivals.
Some of our recent projects have taken a deep dive into initially seeing if the “three p’s” are in alignment: the right people, the right processes, and the right plan. None can stand alone. In today’s operating environment, we all know that people are the most challenging denominator. Don’t be afraid to of using industry resources. Engage a food, hospitality, club talent recruitment firm. Spend quality time meeting in several formats – phone, Zoom and in person. Agencies do a great job checking references, rely on them to do that leg work. The right people will review and improve your current processes. They also put together a solid work plan, both for themselves, their teams and overall food and beverage. Be ready for that plan to shake things up. That’s why you hire experts in the field. Be open to their recommendations and try new things. You’ll get some pushback from members wanting the same ol’ thing. This is where GM or CEO courage comes in and where senior management will need to be ready to stretch and grow.
Starting with an objective assessment of current operations, food and labor costs, personnel, and member expectations, strategies can be mapped out to be sure all elements of F & B are aligned to maximize value, cost control, selection and ability to increase margins – all leading to more streamlined operation. This process must have full support of self-secure club senior management and a visionary Board of Directors to be successful.
We’ve seen clubs throughout the country think nothing of operating at massive deficits/subsidies, and even build substantial deficits into their yearly budgets. We believe, with a strong plan and steadfast leadership in BOH and FOH, that old theory can be turned upside down to at least a break-even benchmark.
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We believe, with a strong plan and steadfast leadership in BOH and FOH, the old theory can be turned upside down to at least a break-even benchmark.
There is a way to get a handle on costs leading to a refined operating model. It takes discipline and good F&B leadership.
It starts with the host greeting, proper server interactions, product promotion, to creating new revenue events. More than any other thing it takes club executive leadership to hire the right people and to not be afraid to occasionally shake things up with fresh ideas and innovations in foodservice and hospitality – much of that coming out of trade group meetings and foodservice shows featuring new operating tools.
Be sure your culinary team looks for retail and institutional food trends. Get them in front of your members with wine dinners, cooking demonstrations. Showcase their greatness by encouraging them to participate in local and regional food festivals.
Some of our recent projects have taken a deep dive into initially seeing if the “three p’s” are in alignment: the right people, the right processes, and the right plan. None can stand alone. In today’s operating environment, we all know that people are the most challenging denominator. Don’t be afraid to of using industry resources. Engage a food, hospitality, club talent recruitment firm. Spend quality time meeting in several formats – phone, Zoom and in person. Agencies do a great job checking references, rely on them to do that leg work. The right people will review and improve your current processes. They also put together a solid work plan, both for themselves, their teams and overall food and beverage. Be ready for that plan to shake things up. That’s why you hire experts in the field. Be open to their recommendations and try new things. You’ll get some pushback from members wanting the same ol’ thing. This is where GM or CEO courage comes in and where senior management will need to be ready to stretch and grow.
Starting with an objective assessment of current operations, food and labor costs, personnel, and member expectations, strategies can be mapped out to be sure all elements of F & B are aligned to maximize value, cost control, selection and ability to increase margins – all leading to more streamlined operation. This process must have full support of self-secure club senior management and a visionary Board of Directors to be successful.
