“Good” is a misleading term when it comes to business. Good is another way of expressing “acceptable”, or “average”, and average rarely inspires support or enthusiasm. I assume that most restaurateurs have a desire to be great. Some may not have the wherewithal to invest the effort, but others may simply not know where to start. So, at the cost of oversimplifying the framework of greatness, let’s look at twelve efforts that lead in that direction.
[] PURPOSE:
Great restaurants know why they are in business. Is it a desire to serve, a passion for the food they prepare, awareness of their value in a community, a chance to make a difference, or simply to earn a profit. Whatever the purpose might be, once determined it will drive how the business operates and how it is perceived.
[] SINCERITY:
The very best “believe” in what they do and are sincere about their desire to excel. This sincerity translates to a strategy and action. Sincerity is very clear in those operators who have greatness in their sights.
[] QUALITY:
Whether a fine dining restaurant or a sandwich shop – great operators begin with a commitment to quality in everything they do. Quality is the key when selecting ingredients, installing the right equipment, following exacting procedures in preparation and service, and in the process of providing an exceptional experience for both restaurant guests and employees.
[] CONSISTENCY:
Trust is one of the most important factors in building a loyal customer base and trust is a result of consistency in product, service, and interaction. Restaurant guests and employees will seek relationships with a business that they can depend on.
[] A TOUCH OF SURPRISE:
As important as consistency is, it is also important for great restaurants to offer an occasional pleasant surprise. It might be a new menu item, a feature, a slight change in the décor, entertainment, special events, or seasonal touches – something to always keep the restaurant fresh in people’s minds and worthy of another visit.
[] FAMILY:
It can be felt from the moment you walk through the door. A restaurant that is unified in purpose, dedicated to staff members, always conscious of their needs, and ready to invest in the health of the team, feels alive and exciting. Creating that sense of family means the operator places the employee at the top of their VIP list. It was Richard Branson who proclaimed that if you take care of your employees, they will in turn take care of the guest.
[] RELATIONSHIPS:
Great restaurateurs are focused on relationship building. “Like” is a very powerful term. When vendors “like” doing business with a restaurant then they are always in tune with their best interests. When employees “like” the people and the organization they work for, then “doing things right” becomes their purpose. And when customers “like” the people who welcome them, attend to their needs, serve them, and cook for them, then there is no reason to look elsewhere for a dining experience. Work on relationship building.
[] TRAINING & TEACHING:
The best restaurants INVEST in employees by constantly teaching and training. The objective is to help every employee improve, every day. It helps morale, competence, confidence, and employee retention. Training should be a fixed cost in restaurants.
[] A STORY:
A unified story that reveals the character of the restaurant from the physical plant and location to owners, chefs, servers, bartenders, and guests who have become part of the experience. The more interesting the story, the stronger the connection between those who work there and those who dine.
[] TELL THE WORLD:
Don’t let your story and how others view what you offer become a private affair. It was Dr. Scholl who proclaimed that the keys to success are: “Early to bed, early to rise, work like hell, and advertise.” Get the message out – don’t be shy! Stand tall and tell your tale.
[] CHECK THE DETAILS:
To a business focused on greatness, there is no such thing as an insignificant detail. Everything is important and every person associated with the business must keep this statement close to their heart. Keep the details on your radar.
[] VALUE:
Finally, view whatever you do through the eyes of the guest and ask: “Is what we do, what we offer, and how we approach the guest worth the price that we charge?” Keep in mind that VALUE and PRICE are not necessarily synonymous. Price is important, but it is how you make guests feel, and how you move the experience needle, that brings out the true meaning of value.
PLAN BETTER – TRAIN HARDER – WORK TOWARD GREATNESS
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Chef Michael Beriau (retired) formerly of White Cliffs Country Club on Cape Cod and a member of the 1988 New England Culinary Olympic Team.
Executive Chef Paul Sorgule is right on point in every paragraph of how to run and maintain a high quality restaurant, no matter what size. Passion, dedication, investing in your staff, and committing to high quality ingredients will always and forever be the reason for success. Thank you Chef Sorgule for pointing this out and a reminder to anyone who might have forgotten these principles.