Food & Beverage

Elevating the Dining Game

Elevating the Dining Game at Private Clubs

When people choose to dine outside of their homes these days, they do so with the goal of seeking out more than just a meal. They’re craving an experience, a story on a plate, something they can share with their friends and family around the table in the moment, or even later, regaling them with details of “The Best Meal They’ve Ever Had.”

Over the past few years, the restaurant industry has undergone revisions and reshaping as customers eagerly ride the wave of innovative and evolving food trends. The restaurants and dining features offered by private clubs are included in that mix, attentive to what their members want to see on menus and what is going to keep them coming back to dine again and again.

Like any trend, food trends can come and go, and some last longer than others, but their common denominator is that they can’t, or rather shouldn’t, be ignored. One such food trend that is rising quickly in popularity at private clubs, and rightfully has moved from a trend to simply the way restaurants are doing business, is focusing menus on seasonality.

Read the full article by Molly Olson in the 2024 September/October issue of Club Management Magazine.

Elevating the Dining Game2024-09-30T19:34:20+00:00

Planning for Imperfections

Planning for Imperfections in Hospitality

Hospitality is an imperfect business and while you can plan to deliver the highest levels of product and service consistently, even the world’s best service providers have breakdowns.

Planning for inevitable mistakes separates the best businesses from the average ones. Making every effort to win the customer back after an incident transcends the negative event, elevates the experience and solidifies member loyalty. This is a goal hospitality professionals strive to achieve.

Producing flawless hospitality experiences consistently is complex. Take serving a steak, for example. While a club can have the highest standards for meat quality, selection, preparation and service, numerous factors come into play, each of which can dramatically alter the outcome:

• What did the cow eat?
• How was the meat processed/packaged?
• How was it stored and aged?
• Who prepared the meat?
• Who cooked it?
• Who ordered it and what is their version of medium rare?
• How long did it sit in the kitchen window waiting to be delivered to the table?
• Who prepared the sauce and sides that accompanied the steak?

Even if all of the above are impeccably answered and the steak is perfection on a plate headed out of the kitchen for delivery to the table, the server could slip and send the dish flying into the air. The steak in all its glory ends up a monstrosity on the dining room floor. Now the 18-minute ticket time has turned into a 36-minute ticket time, and the member is furious.

You can do everything right: hire the right people, train them well, have the highest standards for quality and preparation, develop your people with ongoing education, evaluate your service standards regularly, and yet things still happen. It’s a human business with endless variables that result in an experience that tends to be entirely subjective.

We all want to surprise and delight our members on the front end, but service recovery is how to win loyalty. Recognize that no matter how good you may be, mistakes will happen. That’s why developing and implementing a service recovery plan is critical. Have the standard to reconcile the situation, plus one. This means you fix the problem and more.

For example, The Club at Mediterra designates an “Oops Plate” every shift. The chef identifies one or two small dishes, such as a salad, appetizer or intermezzo, and lists them on the whiteboard in the kitchen. Should an incident happen where a meal was cooked improperly or ordered incorrectly, the server can request and deliver the most appropriate “Oops Plate” to the guest.

The server explains that the item is for the guest to enjoy while the meal is being corrected and apologizes for the inconvenience. Once the meal has been rectified and enjoyed, the server brings a complimentary plate of small indulgence desserts to the table before offering dessert (the plus one). When a problem occurs, the staff person notifies the manager on duty and records what happened, with the member’s name, the date and time on the Winning Them Back List.

The Winning Them Back List lives on the POS, making it visible and accessible to employees across all departments. The list communicates incidents that occur so employees are empowered to extend extra time and effort to ensure a positive experience when that member returns to the club. The Winning Them Back List exists for all club areas, not just food and beverage, and is an exceptional resource for continuing service recovery for weeks after an incident.

As the service industry struggles to find its footing today with a shortage of applicants, increased turnover and an ongoing need for training and development, hiring the right people becomes increasingly more important. Solution-oriented, innovative thinkers who can adapt to problems in real time have ideal qualities that should be drawn out of candidates during the hiring process. These soft skills can be developed and enhanced in those who have them but are harder to train and instill in those who don’t.

Service recovery also requires learning from mistakes. Analyzing what happened and why is a powerful approach to ensuring the incident doesn’t happen again. Having an internal process to eliminate recurring mistakes and update training and development to eradicate the likelihood of future occurrences is a necessary tactic.

Communication may be the most essential ingredient in service recovery. The best-intended processes can fall flat when the communication loop isn’t closed completely. When something goes wrong, the manager(s) should be notified about what happened and why, and the member should be informed that the mistake is being addressed immediately.

Empowering employees to take ownership of a problem can be a game-changer in service recovery. Members who are upset do not want to hear, “My manager or someone else will get back to you soon.” They want the situation solved immediately. Ensuring employees know the importance of following up with members, sometimes more than once, instills confidence in members that they are important and a solution is being worked on.

While you can prepare, plan and predict as much as possible to eliminate mistakes, they are inevitable. When organizations transition from sweeping mistakes under the rug to looking at every glitch as an opportunity to strengthen the relationship, build trust and instill loyalty, magic happens. That is when we achieve a powerful recovery that surprises and delights our members.

THE BOARDROOM MAGAZINE – July/August 2024

Planning for Imperfections2024-08-16T14:00:00+00:00

Focus on the Fundamentals to Improve Your Food & Beverage Operations

Focus-on-the-Fundamentals-to-Improve-Your-Club's-Food-&-Beverage-Operations

It is the most common complaint I hear working with private club board members. “We need to improve the food and beverage service at our club.”

Notice I did not say the “profitability,” although that benefit is sometimes inherent in well-managed club dining facilities.

How can you improve the food and beverage operations at your club? The answer is easier than you might think and begins with the fundamentals.

A few years ago, a national survey of restaurant patrons revealed the three primary reasons customers returned regularly to their favorite restaurant. The results will probably surprise you, but if you consider your dining out experiences, I think your habits will corroborate the data.

Private clubs can certainly find good applications from the survey results. These three fundamental findings should be the basis for every good private club’s food and beverage operations:

A warm greeting. The number one reason people cited for returning to a particular restaurant was a warm greeting upon arrival. This greeting is not the standard “canned approach” from a well-intentioned but robotic host or hostess but a sincere and warm greeting, usually by a senior manager or owner of the establishment.

Additionally, the greeter usually knows the party’s name and will be perspicacious enough to recognize if the regular patron has guests accompanying them. Can we replicate this in the private club business? Absolutely. In spades.

Since most clubs request reservations, the greeter and seater should know not only the members’ names but also if they have guests. What an opportunity to make an impression upon the member with a very warm and engaging greeting which includes the use of the members name; and if done in front of guests…wow!

A fond farewell. The second reason people gave for supporting their favorite restaurant was knowing that their business was appreciated. This is accomplished while the patron is leaving the restaurant and the greeter, manager or owner thanks the customer for visiting the restaurant and expresses the desire to see them again.

This is not the usual “goodbye now” that most of us experience (if we are lucky and catch the hostess on a good day) in the chain restaurants as we fumble for a toothpick and mint. The best restaurateurs take a few minutes while their patrons are leaving to ensure that their experience was enjoyable and sincerely extend the invitation to visit again when their special table will be awaiting them.

Clean restrooms and good food. There was a tie for third in the survey. Customers were adamant about dining in “clean facilities,” and their primary way of evaluating the “housekeeping” in a restaurant is usually a result of a visit to the restroom.

My rule of thumb when frequenting fast-food restaurants during my travels is to walk into the men’s room before I order food. I know that the same person who cleans the restrooms also cleans the kitchen and, more importantly, the “cleanliness philosophy” of the manager who oversees that restaurant is evident in the restroom.

Good food tied for third with clean restrooms. Surprised? Not me. I like good food, and I tend to go to restaurants where I know the quality will be consistent. But I will avoid the establishments whose rankings in our local paper don’t earn an “A” ranking from the city health department.

In the private club environment, consistency and quality will provide a strong magnet to attract members to your club. If you combine consistently good food with the top three fundamentals of a warm welcome, a fond farewell and clean facilities, you can’t help but increase the use of your club dining rooms. This much I know for sure.

THE BOARDROOM MAGAZINE – May/June 2024

“This Much I Know for Sure” is a regular feature in BoardRoom magazine beginning Fall 2022. Dick will share some of his reflections based on his 50-plus years of working in the private club business.

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Focus on the Fundamentals to Improve Your Food & Beverage Operations2024-06-04T20:39:43+00:00

Helping F&B Gain Favor

Helping F&B Gain Favor

One constant factor contributing to the disconnect between members wanting their club to be a favorite place for dining and actually considering it as such is how food and beverage professionals are always challenged to be more creative while keeping club traditions. Popular trends for club members are usually fads or movements that they see or hear about first from outside influencers and that then prompt their interest in new dining-related habits.

To help close the gap and help clubs gain more culinary favor with their members, here are some emerging popular global movements that should be watched to see if they find their way to club menus:

  • Sharing appetizers, or even full plates, has become a way of life and shows no signs of slowing.
  • SMART technology. Embracing technology continues and adds value in the areas of convenience of the service.
  • Eco-friendly packaging. This is important as environmental awareness is at the top of members’ minds.
  • Individual portions. From airports to grab-and-gos, members are overwhelmed with individual packaging and branded products. As the variety of fast-casual food offerings continues to expand, they are still seen as luxury items that can command a higher price.
  • Non-alcoholic products/trends. Alcohol will continue to play a major role in the food-and-beverage experience, but more and more consumers will ask for alcohol-free experiences.
  • Staff value-adds. The reality is that both employees and members are working differently today and looking for a more balanced mindset. Members who are younger and are now working differently in their own careers often become advocates for their clubs, changing the dynamics of staff requirements.

Additionally, large-scale dining platforms or movements are being showcased through the following club trends:

  • Citrus will always be popular, starting with lemonades and the classic Arnold Palmer, and now with other fruits including lime, grapefruit, various oranges and Yuzu (Japanese citrus fruit) continuing to gain interest in mocktails and cocktails alike.
  • Mushrooms are appearing everywhere, from steeped coffee infusions to vegetable dishes. The humble fungi have become popular once again.
  • Kimchi, Kombucha and probiotics are continuing to take hold as fermented foods are “feel good” body-aligned products.
  • Non–dairy milks, oat, wheat, almond, soy, and nuts/seeds remain popular.
  • Global culinary interests, Vietnamese, Singaporean, Indian, & Thai emerge in a luxury interest over the popular Chinese, Mexican, or Italian.
  • Individual portions are valued and are being added with snacks at the halfway house, bar, or even fitness centers.
  • Grains are endless. Ancient grains or expanded flour offerings continue to find their way to menus as expected offerings (buckwheat, farro, quinoa, wild rice).
  • Mocktail/alcohol-free spirits will have a very small but influencing part in the bar service. Embrace it; don’t ignore it or consider it a special order.
  • Sweeteners other than sugar are popular. Honey is always embraced, dates, coconut sugar, brown rice syrup, monk fruit and even the classic maple syrup have become more conversational.
  • Bamboo, wood and paper still lead the way for appreciation by members for packaging. The classic Styrofoam cup really seems out of touch.
  • Staff value and recognition. The celebration of the employee is endless and those who focus on this traditionally find more loyalty from staff and more referrals from existing staff.

Club Trends – Winter 2024

Lawrence T. McFadden, CMC, ECM and Annette Whittley are food and beverage training consultants and search executives with Kopplin Kuebler & Wallace, a consulting firm providing executive search, strategic planning and data analysis services to the private club and hospitality industries.

Helping F&B Gain Favor2024-02-26T15:17:43+00:00

Evolving Workplaces

Evolving Workplaces

What makes for a good culture among the employees at a club, and how do clubs maintain it in the face of a continually changing environment? The COVID-19 pandemic changed many things about society, including the culture of the service and hospitality industries.

Technology and employee benefits certainly play a part in culture, but other elements such as communication, acceptance of employees regardless of appearance, and adapting schedules have become even more important.

Culture often starts with good communication. Staying connected with employees during the pandemic by updating them, conducting wellness checks, and engaging with them regularly was greatly appreciated, says Lawrence McFadden, CMC. Now that level of communication is expected, especially as employees return to work and evaluate if the organizations they work for still uphold these values.

“During a recent visit to a club, we inquired about the frequency of their notice board updates,” says Annette Whittley, Search & Consulting Executive at KOPPLIN KUEBLER & WALLACE. “A young assistant manager responded innocently, stating that there was no need for a notice board as all information could be conveyed through messaging apps such as WhatsApp, Teams, or text message.”

This remark illustrates the importance of communicating with our teams in the manner that suits them best, she continues. “Many of our clients use all three of these methods, and it is crucial to establish clarity on what information should be shared through which platform to avoid overwhelming them. We recommend setting clear expectations with your leadership and team on what topics should be discussed in person, through text, or on an app like Teams.”

Read the full article by Jennifer McNally in the 2023 September/October issue of Club Management Magazine.

Evolving Workplaces2023-10-31T10:57:30+00:00

Mastering the Interview: Navigating First Impressions and Leadership Selection

Mastering the Interview: Navigating First Impressions and Leadership Selection

Interviewing is more than just answering questions; it’s about presenting yourself, talking, and listening. When you interview well, the committee doesn’t just hear you; they feel your personality and patience. Good interviewees tailor their messages based on their audience’s reactions.

People often form opinions within the first five minutes of meeting you. Your body language and how you speak significantly affect their judgment. Chefs usually don’t go through many interviews; they often advance through mentors. It’s not just where you’ve worked, but who you’ve worked under that counts.

Interviews at private clubs are tough for chefs. You’re performing for a diverse group, and members may not understand the culinary world. That’s why having a recruiter helps. They can explain the chef’s background and clarify any misconceptions about the culinary industry.

The best interview committees are carefully chosen, not just made up of volunteers. These members understand the club’s goals, even if they’re not regular diners. But even self-proclaimed “foodies” on the committee might not be as adventurous or knowledgeable as they claim.

Interviews can go off track due to preconceived ideas about what a club chef should be, often based on the committee’s varied backgrounds. After the interview, chefs face a tasting round, cooking in an unfamiliar kitchen for strangers. These tastings are crucial but just one part of the evaluation.

Based on observing hundreds of chef interviews over the past year, here are some key tips:

  1. Arrive on time, as you’d expect from others.
  2. Dress professionally, no matter the club’s dress code. Follow Escoffier’s example: he dressed formally before changing into his chef’s attire.
  3. Remember, you’re there for the club’s brand, not your personal promotion. Keep everything, from your appearance to your behavior, professional.
  4. Speak with a steady, respectful tone. Take your time to show you care about the members’ concerns.
  5. Understand who you’re talking to; research the committee members’ backgrounds.
  6. Stay on topic with your answers, and don’t ramble.
  7. Don’t offer information they didn’t ask for; you might not have time to explain.
  8. Talk positively about past workplaces; it reflects well on you.
  9. Use light, appropriate humor. It shows the human side behind the chef’s apron.
  10. Avoid industry jargon. Keep your language clear to everyone.

Tough questions will come up. Handle them gracefully:

  1. Don’t dwell on past negative experiences. Stay professional.
  2. If you’ve been let go before, be honest, but focus on what you learned.
  3. If asked how long you plan to stay, show you’re committed as long as needed.
  4. Take care when leaving your current job. Good clubs will respect that.
  5. Be honest about why you’re moving on. It shows integrity in your decision-making.

Remember, communication isn’t just about what you say. It’s how you say it and your body language. Like a memorable meal, it’s not just the taste; it’s how you feel while experiencing it. That’s what leaves a lasting impression.

Club Resort + Chef – October 2023

Lawrence T. McFadden, CMC, ECM is a Certified Master Chef and Search & Consulting Executive for KOPPLIN KUEBLER & WALLACE. He is also Executive in Charge of the Club Leadership Alliance Food & Beverage Experience Network. Prior to joining KK&W and CLA, Lawrence served as General Manager/COO of the 146-year-old Union Club of Cleveland. His impressive 30-year career spans the globe with roles in Hong Kong and Singapore as well as some iconic operations state-side, including The Greenbrier, MGM Grand Hotel and Casino, The Ritz Carlton Company and The Waldorf Astoria Hotel.

Mastering the Interview: Navigating First Impressions and Leadership Selection2023-12-07T17:27:49+00:00
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