🔍Pt II: How I create consistency in multi-site hospitality operations

Creating consistency in multi-site hospitality/restaurant operations is crucial for sustained performance and growth, (see Pt 1).

One enabler to achieving consistency lies in strategic-level planning and decision making.

It’s the decision maker’s job to consider the needs of three core business areas if consistency and sustainable growth are achieved effectively*:

🔹 Team

🟡 Customers

🔺 Economic/budgetary^

Decision makers include owners, board members, senior leaders/HoDs and others.

Hospitality is nuanced in all three of these areas. Logic without experience can’t inform decisions.

Leaders who balance the three appropriately are most likely to create consistency across the brand.

The attached image demonstrates the flow of impact of decision making.

🔹

Team at every level need consistency in their environment if they’re to achieve high performance, some of which:

- Access to timely and high quality information

- Clarity in product range and core standards

- Organisation values, communication and behaviour style

- Venues designed and built fit for purpose, maintained in perfect working order

- Venues are properly resourced

- Current position in maturity is recognised (prioritisation)

This enables teams to meet/exceed demand, have confidence in their roles and achieve high performance levels.

🟡

Customers predominantly feed off the team, as well as brand messaging, productrange and the operational flow too. Customers needs include:

- Expectations vs reality

- Attention and hospitality

- Speed of service

- Quality of food and drink

- Atmosphere

- Value

If customers are treated consistently they’ll feel it, they’ll gain trust in their experience and the brand, and will become promoters.

🔺

Coupled with management control, economic/budgetary needs are also likely satisfied. 

With team able to meet demand, customers trusting the brand and building loyalty, customer acquisition costs fall, visit frequency increases and the company is able to make economic sense of its assets.

Economic/budgetary needs:

- Sales on track

- Core costs consistently under control

- Active marketing (expensive) aren’t relied on to maintain minimum customer levels

- Cash flow and finance plans are accurate and reliable

⚠️

When core needs aren’t met in one or more of these areas, inbalance ensues causing a negative ripple effect.

Management focus likely becomes reactive, capital wasted on firefighting/remedials, sales growth slows, momentum is dampened.

The organisation’s growth is likely set back.

🌟 Key Takeaway

- Balance the needs of the three core areas when making decisions

- Doing so builds trust, loyalty and consistency, while reducing costs

- Remember, usually: slow-is-smooth-and-smooth-is-fast

- As the org grows, the bigger the impact of each decision,

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