Erfolgs-ABC für Rezessionszeiten

Jim Sullivan, einer der Gurus der Profi-Gastronomie in Nordamerika, entwickelte analog zum Alphabet 26 Top-Tipps. Sie sollen der Gastronomie helfen, konjunkturell schwierige Zeiten besser zu meistern.

Jim war 2006 beim Internationalen Foodservice Forum in Hamburg ein immens kraftvoller Keynote-Speaker. Sein absolutes Spezialthema heißt Training. Und in dieser Disziplin gilt er als Pionier für E-Learning-Programme im Foodservice-Business.

Die Auflistung ist definitiv ein paar Leseminuten wert. Und natürlich viele Minuten mehr, um darüber nachzudenken und entsprechend zu handeln.

Hier ‚The ABCs of Succeeding in a Downturn Economy’ – original Englisch ohne Übersetzung ins Deutsche:

A is for Action. Address changes in your marketplace with appropriate activity and adjustments in your operations and marketing. Make the necessary changes and make them sooner rather than later. If you’re standing still you’re walking backwards.

B is for Basics. Get brilliant at them now while your competitors are distracted by the economy.

C is for Cash. It’s hard to make and easy to spend, so make what you can and hang on to it in these challenging times.

D is for Developing your people. Now is the time. None of us is as smart as all of us.

E is for Execution. What we know means little. What we do with what we know means everything. Teach your team not only what to know but why it’s important. Measure how well they use the training, not how they did on a test.

F is for Focus. There was a time when focusing on the fundamentals really mattered. That time is called now.

G is for Gross Margin. Measuring success via top line sales alone is misguided. You don’t take ‘top line sales’ to the bank. Measure what matters.

H is for Habitual Consistency. Success in our business is predicated on successfully executing a thousand little things right every day; things so small that the guest may not even notice them. Until we don’t do them.

I is for Innovation. Know this about innovation: it’s easier to get new ideas into our head than it is to get old and irrelevant ones out. New ideas must be balanced with a purge of something that no longer works.

J is for Junior Managers. At least sixty-percent of all shifts are run by assistant managers. Make certain they understand how to lead, develop and inspire your hourly teams as well as the GM does.

K is for Keeping your cool. Your teams are just as nervous about the economy as you are. They watch TV too. Keep them confident through training and recognition.

L is for Leadership. In good times or bad the formula goes thusly: Leadership, first. Team second. Customer third.

M means Measure What Matters. Assess and record unit performance and key issues every 30 days at the same time you assess and record the physical food and beverage inventory in each store.

N is for Numbers. Some operators feel that ‘flat’ is now ‘up’ relative to numbers. Here’s my advice: in a resource-thin economy the one thing you can over-portion is service. Pile it on. The more you use it the more you have in endless inventory.

O is for Overhead. The lower you keep it, coupled with higher sales, the better your gross margin.

P is for Please. Always say please when asking for payment. Make eye contact. Don’t thank the cash register. The customer is emperor – not king – in tough times.

Q is for Quality. Every shift, a pristine application of standards, processes and values is necessary to deliver on the brand promise.

R is for Reality. Face it. Stop the ‘woe-is-me’ mentality and get focused on what you need to do today to make tomorrow successful.

S is for Silos. Destroy anything that prevents departments and teams from interacting, collaborating and celebrating together on the greater good.

T is for Talent Scaffold. If you’re good at finding capital, but stink at finding talent, your concept is doomed to shrink as small as the period that ends this sentence. Successful companies have infrastructures that continually find, groom and replicate talented teams across both regions and franchisees.

U is for Upturn. “Manage in good times as if you were operating in bad times,” my Dad used to say, “because eventually bad times will come.” Good advice, but remember that the opposite is not true. Take time now to do the things that will make you stronger when the upturn comes: improve yields, training, service, throughput, labor costs, and leadership. Thank customers and team members daily.

V is for Video games. Running a restaurant is like playing a video game: fun to do but boring to watch. Keep it more fun than the real world outside.

W is for Worrying about the things you can control, not the things you can’t. You can’t control the economy, lending, spending, or oil, gas, and commodity prices. You can control who you hire, what you stand for and how you treat the guest.

X and Y are for the chromosomes that define gender. Studies indicate that over 55% of our front-of-the-house hourly teams are female. Here’s hoping that our industry will seek similar parity in our executive leadership ranks as well.

Z is for Zeitgeist. Defined as ‘the ideas prevalent in a period and place’, our current zeitgeist is a choice, not a set circumstance. If you have long-term hope, then manage from that perspective. If you see only gloom, still manage from a perspective of hope. No one wants to work for or patronize Chicken Little.

Jim hat eine sehr gute Homepage mit einem monatlichen E-Newsletter, jede Menge Download-Möglichkeiten – just go to:

Redaktion food-service

Jim Sullivan, Sullivision