Great article by Roy Bergold via QSRMagazine.com
There’s no better time than now to remember the old adage that the customer is always right.
Posted in Articles
Tagged brandon odell, consultant, food, qsr, recipes, restaurant, restaurant consulting, service, the customer is always right
In order to effectively convey what it takes to create an effective logo, I think it is important to outline the qualities of an effective logo.
An effective logo may also have one “bonus” attribute that can make it not only effective, but outstanding. Your logo may also convey your unique selling point.
Knowing what it is that an effective logo conveys, we can start to look at some design qualities an effective logo has and doesn’t have, and why they are important.
Color scheme
Hopefully, your restaurant has a color scheme. Your scheme helps identify you and should consist of two contrasting colors. From those two colors, you can also find complimentary colors to use in the interior and exterior decoration of your restaurant. Often, the color black or another third color can be used to make the primary colors “pop”. It’s also good to know that certain colors have distinct psychological effects on how people behave. You may have noticed that many large chain restaurants use the colors red and yellow in their restaurant designs. These two colors make people feel “excited”. Research has shown that this excitement leads customers to eat more inside the restaurants they are used in.
Gradients
A gradient is the resulting color pattern when one color fades into another color. This effect may look artistic and interesting, but it muddles your logo and makes it harder to recognize at a glance or distance. It also makes reproducing your logo more expensive or even impossible with some reproduction methods, like embroidery. Stay away from gradients if you want a logo that is easy to recognize and easy to remember.
Bevels and highlights
Effects such as beveling, which makes the center of an object look raised while the edge appears to “drop down”, and highlighting serve to muddle an images appearance just as gradients do. While the effects look artistic and make the logo more interesting, it also makes the logo more difficult to see at a glance or distance, and harder to commit to memory. In logo design, too much detail results in a bad logo.
Shadows
After the last two paragraphs, I hope you don’t need much detail on why shadows, especially drop shadows, are bad for a logo. They add artsy detail that only serves to confuse the image. It’s extra detail that is there more for the logo artists ego than to make the logo more effective. Remember, “attractive” doesn’t equal “effective”.
Fonts
One of the most common logo design mistakes is using a font that is too hard to read, or putting a font on a background whose color does not contrast enough with the color of the font, resulting in lettering that doesn’t stand out enough. If the words on your logo are lost because they are too hard to read, you don’t have an effective logo.
Wording
What words you use in your logo and how they are emphasized based on the font size and color will greatly affect your logo’s ability to be recognized and remembered easily. More importantly, a poorly worded logo will not communicate to your potential customers who you are and what you do. Without communicating your identity and your message, your logo might as well be a blue dot with no words. An example would be a restaurant that just calls itself “Ralph’s” and has a logo consisting of the name “Ralph’s” over a plain background, like a circle, with no other words. This logo could easily convey what the business does by adding the word “restaurant” to the logo. It could communicate even better by including words that says what Ralph’s Restaurant sells, like “Ralph’s Sub Sandwiches”. Another approach would be to not have the extra words, but to use an image or background that infers “restaurant” or “sub sandwiches”. For example, Ralph’s could be spelled out between two hoagie bun images with a lettuce leaf on top and a tomato on bottom. This would leave no doubt that Ralph’s is selling sub sandwiches.
Shape
An effective logo doesn’t just need an easy to recognize color scheme, and words that effectively convey what the business sells. An effective logo also needs to utilize a basic geometric shape that helps identify the logo when someone is too far away to read the words. Along with a basic two color scheme, a shape in a logo makes that logo very easy to recognize. Think of McDonalds big yellow “M” or Burger King’s split yellow sphere (probably a bun) with a blue swoosh around the name and sphere. They create basic shapes and color patterns that are easy to recognize as soon as the sign comes into view, long before you are close enough to read the words.
Overall, you can summarize these design points by just reminding yourself to “keep it simple”. Too much detail may win some “oohs” and “aahs” from your friends, or make you feel better about your design prowess, but it won’t result in a logo that accomplishes the most basic task a logo is intended for, making people remember you and what you do.
Posted in Articles
Tagged consultant, consulting, graphic designer, logo design, logo designer, restaurant, restaurant logo, restaurant logo design
In most cases, coupons are a path to disaster. Coupons undervalue your product, and getting customers to come in with coupons doesn’t give them a good idea of what type of value you really offer. You end up with customers that think your restaurant is a good value, “with a coupon”. Then, they wait til the next coupon to come out before they come back to your restaurant.
As far as chains that use coupons, they know something the average independent operator doesn’t. They have a sales history showing them how much of their sales are given away in the form of coupons. They track their discounts, and they price their coupon marketing strategy into their menu. If a pizza costs them $3.00 to make, and they need to make $7 gross profit for every pizza they sell, they know they have to make the regular price of that pizza $12 or $13 so they can send you a coupon and make you think you’re getting a good deal paying only $10.
How many people really pay $18.00 for a large pizza at Papa John’s? None. People wait until they have coupons. Sure Papa John’s makes money, but they know they’re not earning repeat, full price, customers by sending out coupons. They know how much money couponing is costing them, and they adjust their prices accordingly. They then use coupons as a “trick” to build value into their product.
Can coupons be used responsibly and still allow for a profit? Sure, if that is part of your marketing and pricing strategy from the get-go. Outside of that, coupons should only be used to promote items that earn you MORE gross profit than you need to make money AFTER the discount is applied. Even then, I suggest never offering a flat percentage discount, and only using coupons to promote package values, or to give freebies that are “extras” that won’t detract from the gross profit you’ll make by selling the rest of the meal at full price.
Posted in Questions
Tagged building sales, consultant, consulting, coupons, marketing, Papa Johns, restaurant, sales growth, using coupons
Here is a reply I once posted to an assistant manager’s inquiry from a foodservice operation. It deals with a common situation in the food service industry. One that I have not been asked for advice on before, but one that I do have a strong opinion about, especially considering the initial response of other advisors. I think it was an important piece of advice.
“I have quick question…For the past 3 weeks have been the acting GM and have not been compensated for it. I am a team player, but was told that it will be another 12 weeks before they can get another GM trained and ready and that I have to continue in the same role until they find one. Is this right?”
Initial responses directed the person to quit and look for a job that paid what the person thought they were worth. I have a much different take on this situation and thought I would share it. I tend to be pretty straight forward with my opinions and apologize if it doesn’t sound sugar coated.
(Tom),
3 weeks filling in at a GM position doesn’t qualify you to be a GM. Every employee honestly believes they can outperform their boss, whether it’s the restaurant business or any other. That’s human nature. The truth of the matter is that most employees understand no more of their bosses job than what they know how to do themselves. This creates the picture that their boss is not working as hard as them because their boss is not accomplishing the volume of the same activities that the employee does. Thus creating the appearance to the employee that they can do their bosses job better.
An interim position as a GM does not require you to perform all of the duties required of a GM. As GM, what steps have you taken toward the restaurants long term planning goals? What are you doing as GM to increase the revenue of your store? Are you planning the stores marketing strategy? As GM in the last three weeks, what have you done to broaden your restaurants role in the community? Have you been attending Chamber meetings and networking with other area business people to help develop a plan to further your business community’s role in your local area government? What are you doing as interim GM to safeguard your owners against liabilities such as worker’s comp, unemployment insurance costs, lawsuits. Are you performing the restaurants safety plan audits to ensure compliance and reporting the results to the owners? Are you maintaining accurate day to day employee records and answering Department of Labor inquiries as to the status of terminated employees to reduce unnecessary payment of unemployment benefits? Have you started on next year’s financial budget? It’s September now, time to start planning. Do you know what percentages your restaurant has for goals on labor, COG’s? Do you know what COG’s are? Can you read a P&L, really? Can you look at last year’s P&L and know which expenses were out of line and where you can save? Do you know what is acceptable to your owners to plan for as an acceptable increase in sales? Do you know what market prices are acceptable for every item you buy in the restaurant? Do you know if you’re getting ripped off or getting a good deal? What do you do if you are getting ripped off? Are you capable of negotiating a contract with a new purveyor? Do you know how prices for your food items or other expenses are calculated with the companies you do business with? Have you familiarized yourself with pricing structures and payment terms with every company your restaurant has a contract with? Are you familiar with every report required of you as a GM? Are you completing the restaurants Accounts Payable logs, coding invoices for payment, auditing payroll to ensure accurate employee compensation? This is only a short, short list of the GM’s actual responsibilities.
The point here is this, as an assistant, you don’t yet understand what it takes to be a GM. That is why the owners are searching for someone else to fill this position rather than just promoting you. They’re not just idiots who are oblivious to your presence. Believe me, it’s been discussed whether or not they could just promote you. Day to day operations are the responsibility of the staff. They’re only 1/3 of the real responsibilities involved in running a restaurant. A GM who spends all their time concentrating on daily operations is an ineffective GM and most likely overworking themselves. So don’t expect it from the position.
You are in a position of opportunity right now. You have two choices:
1) Let your ignorance lead your actions and assume a negative position. Get mad because you think you are doing a GM’s job and not getting paid for it. Approach the owners from this negative position and create a negative image of yourself to them. Most likely you will quit or get fired when things don’t go your way. You will create a red flag on your resume. “Didn’t see eye to eye with owner” is not something you want to list as your reason for leaving.
2) Look for favorable outcomes that could happen and take a positive position to attack your situation. Ask the owners for a detailed GM’s job description so you can do the best job possible until they find a permanent replacement. Learn everything you can about job tasks you have never had to perform. Take on the tasks you know the most about and demonstrate your ability to the owners to do more than just day to day operations. Gain experience. Your positive actions will show the owners how valuable you are. They could possibly even decide you have enough potential and the right attitude to train into a GM position at that location. Maybe you’ll be the first consideration for GM at their next venture after you have more experience. Maybe they are ignorant fools and you can use this experience to pad your resume in the search for a GM position elsewhere. “Offered a better position” is something acceptable to list as a reason for leaving.
There are many positive outcomes possible here. Think about your future and your reputation and take the positive approach. Negative people are doomed to a life of being unappreciated, overworked, underpaid, and generally miserable whether it’s only imagined or a self fulfilling prophecy.
Opportunities in any occupation are created through adversity, a negative situation. The best outcome is not created with another negative but rather a larger positive. Be the larger positive.
Brandon
Posted in Questions
Tagged advice, consultant, consulting, employee abuse, general manager, interim GM, management, restaurant, unfair
Controlling Losses – Implementing a Slip and Fall Prevention Program
By Brandon O’Dell
All over the country and the world, owners and managers are asking themselves, “What can we do better? What separates us from the really profitable companies?” Operators want to know what the most successful companies do different that makes them consistently profitable and spurs growth. The answer? Profitable operators understand that success requires a plan for absolutely everything in their operation. They have effective programs to control losses and increase revenue in all areas. They don’t just concentrate on the “big two”, labor and product cost, there is a plan for everything. This article addresses an often overlooked area in many restaurants, slip prevention.
According to the American Society of Safety Engineers (ASSE), slip and fall accidents are the second leading cause of on-the-job deaths, second only to automobile accidents. The U.S. Department of Labor states that 15% of workplace deaths are caused by slips, trips and falls. The ASSE, whose building codes are adopted as law in most cities and states across the country, recently released a new American National Standard which focuses on reducing slip and fall accidents in the workplace. Up to 9 million disabling slip and fall accidents each year, that’s 25,000 per day, are attributed to slip and fall accidents by the National Safety Council. The Americans with Disabilities Act (ADA) and the Occupational Safety and Health Administration (OSHA) both mandate that walk surfaces should be slip resistant. With the high amount of expedient walking and ever changing and even wet conditions, restaurants become a high risk environment for slip and fall accidents. What should a restaurant owner or manager do to limit the restaurant’s liabilities?
Implementing an effective slip and fall prevention program is a restaurants best defense against getting caught with high workers compensation insurance, liability insurance, ADA or OSHA fines, or a lawsuit. There are five key areas to an effective slip and fall prevention program. Though concentrating on any one area can reduce risks, using a complete program that addresses all the areas is the only way to ensure a successful program. Here are the five areas your program should address:
1. Flooring surface – This is the foundation to a slip prevention program. The more dangerous the environment around the surface, the more slip resistant the actual surface itself should be. Slip resistance is measured by a ratio called the coefficient of friction. There are numerous devices used to measure the coefficient of friction of a floor, though no one device is recognized by the ADA, OSHA or court system to be the correct device. Slip resistant flooring surfaces and treatments to change existing flooring surfaces are available to correct a low friction surface situation. The presence and placement of floor drains in kitchen floors should be considered a major factor in evaluating the surface itself.
2. Proper cleaning methods – Without the use of proper cleaning methods, even the most slip resistant surface can become slippery. Food particles, dirt, grease and even cleaning agents all build up and fill in the tread patterns on a floor without the use of proper cleaning methods. Once the tread is filled in, there is nothing left to create friction against a shoe. The three biggest cleaning mistakes made by restaurants include 1) using a mop as the primary cleaning tool, 2) mixing a high concentration of soap or degreaser into the cleaning solution and 3) not having a rinsing cycle for the floor to remove soaps and degreasers. Ideally, restaurants should use the same type of cleaning method other high risk businesses, such as butcher shops, are required by law to use.
A proper floor cleaning starts with applying a correctly diluted degreaser or cleaner. A higher degreaser ratio is needed for more contaminated floors, lower for less contaminated floors. Most systems that mix chemicals automatically dispense at a ratio only correct for the greasiest of floors. Entry ways, for example, require a low concentration of cleaner while kitchens require a higher concentration. By applying cleaners with a pump sprayer, instead of a mop and bucket, and properly mixing cleaners, operations can save a significant amount of money on chemicals by not wasting. The use of pump sprayers also reduces the spreading around of grease from one area to another.
Next, the floor should be scrubbed with a deck brush. Mops to not move into the pores and crevices of a floor to break out buildup, deck brushes do.
After scrubbing the floor, the contaminants and cleaner have to be removed. They are removed through squeegeeing into a drain, or into an area with a wet/dry vacuum if floor drains are not present. Mopping alone does not pick up the majority of the contaminants. Mops only push the contaminants around. They end up in the pores they were just removed from.
Lastly, a floor needs to be rinsed with hot, clean water. Ideally, the restaurant is equipped with floor drains and equipment and product is organized to allow for the used of a hose and squeegee rinsing. If this is not possible, using hot clean water in a clean mop bucket and a clean, uncontaminated mop head will suffice. Simply wetting, wringing often and mopping over the surface will provide for the best rinse possible without a hose.
Low traffic and low contamination areas may not be required to be cleaned in this method on a daily basis if a regular weekly proper cleaning is administered to avoid buildup.
Another cleaning option that should be considered in addition to the above proper cleaning method, or to help work around a restaurant with cleaning challenges, is monthly restoration cleanings. Very strong cleaners are available from restoration product companies or mainline suppliers that, when used once a month, can strip your floor of any buildup that may be effecting the surface.
A trend in chemical companies recently has been to offer floor cleaners that leave a polymer buildup on floors to create “tread”. While some may help less porous floors with a small amount of preexisting tread, they often serve to fill in pores and tread on more porous floors. In a dry condition, the slip resistance is slightly improved, but the polymer buildup over the pores may serve to make the floor more dangerous wet instead of safer. In any case, proper cleaning procedures and permanently changing the surface itself are much more effective and less expensive in the long run.
Proper cleaning procedures should be part of every employee’s training. Most employees come from one of the estimated 90% of operations that do not use proper cleaning methods.
3. Surface evaluation and documentation – Measuring the coefficient of friction of your walkways and keeping a record of the readings not only gives you a measuring stick to help you gauge the success of your slip and fall prevention program, it also provides up to date accurate data on the condition of floors and documents the operations efforts to comply with ADA and OSHA requirements in addition to court recognized minimum slip resistance. In the big picture, this step could possibly save the operation more money than all other steps combined.
4. Footwear – Slip resistant footwear has increasingly become a tool for slip prevention. Many shoe manufacturers now make slip resistant footwear specifically designed for wet or oily conditions. While requiring slip resistant shoes to be warn in an operation is a necessary step in slip and fall prevention, the use of shoes alone does not constitute an effective slip and fall prevention program.
5. Hazard Warnings – Proper signage and its’ correct use is the final ingredient to a slip and fall prevention program. The use of signage alone does not release an operation from liability in the event of an accident. Too often, operations do not remove signs after floors have dried. Employees and patrons become complacent when approaching areas with wet floor signs because, more often than not, they are no longer wet. Many operations buy two sided wet floor signs that cannot be read from the sides. Four sided wet floor signs should always be used. Improper use of signage and/or the use of ineffective signs could be the deciding factor of liability in a slip and fall lawsuit.
The benefits of implementing a good slip and fall prevention program are numerous. Some, such as the added protection against lawsuits are immeasurable. Evidence of compliance to ADA and OSHA requirements and court recognized minimum standards of slip resistance can help protect you from not only law suits, but also fines that can be levied by the ADA and OSHA. While neither organization recognizes a ratio of minimum slip resistance because they cannot agree on a method to measure it, both do require all walkways to be slip resistant. Without an absolute ratio to measure compliance, the determination of compliance is left to the opinion of the inspector.
Lowered worker compensation insurance and liability insurance are a definite benefit of a good slip and fall prevention program. Decreasing the likelihood of a fall helps to decrease the number of accidents, in turn helping to hold down or even reduce insurance premiums. The implementation of a solid plan alone may be enough for an insurance company to offer a discount.
Increased employee productivity is another benefit that is hard to measure, but absolutely present. Sure footing increases the speed of an employee’s gait. Employees work faster when they walk faster. They get more accomplished in a shorter period of time. The added confidence and reduced stress affecting employees with a safe surface to walk on can improve every aspect of their work, including their attitude.
Another hard to measure benefit of a good slip and fall prevention program is the psychological effect a safe walking surface and sure footing may have on your customers. Elderly customers often avoid restaurants with floors they consider slippery. A slip and fall accident to an elderly customer could mean surgery or even death. Not a good payoff for the risk of going to a restaurant that serves their favorite hamburger. Families with children just learning to walk may avoid restaurants with unsafe surfaces. Lack of sure footing and slip resistant surfaces are factors customers just can’t put their finger on when they attempt to explain why they do not eat at a certain establishment. Their decision is often made subconsciously as a protective reflex.
As a contributing factor to loss prevention and even increasing revenue, implementing a proper slip and fall safety program can help a restaurant take one step closer to the profitability owners and operators see in other restaurants. Take one more step toward becoming a professionally organized and managed operation idolized by others. Have a plan for everything, including slip and fall prevention, and reap the benefits.
Brandon O’Dell
O’Dell Consulting
Posted in Articles
Tagged consultant, consulting, floor, liability, loss, loss prevention, prevention, restaurant, slip and fall
It’s common for startup restaurants to budget an initial 10% of their sales to go toward marketing in the first few months. If no one knows who you are, it can take some $’s to get known.
After that, it’s more common to see 2-4% of your sales being directed toward marketing. As far as how to break that down, that depends on a lot of factors, including your ability to do much of the work yourself. The less you are in the business working, and the greater ability you have to design and print your own materials, the less of your sales you will spend on marketing. Different marketing mediums work differently for each business also.
No matter what you budget, you’ll want to focus your personal effort first on the most inexpensive marketing tactics, like shaking hands and giving out samples with menus to get your name and product in front of people. You’ll also want to concentrate a lot of effort on building your customer database. Marketing dollars spent communicating with anyone who has already been in your restaurant will most likely yield the greatest return on marketing dollars.
Of other factors that will determine how much you need to budget, your location, visibility, and accessability are the most important. A good location, combined with ease of access, and visible, well designed signage can go a long ways to drive traffic into your business, eliminating some of the need for costly marketing campaigns.
Your message itself will also affect how much you will have to spend on marketing too. If you have a good unique selling proposition, and use it effectively, you’ll have to spend less to get people in your door. If your concept is confusing to people, if you try to be too many different things to too many people, or if you fail to follow through with your USP’s promise, you’ll have a hard time filling seats no matter how much you spend.
Posted in Questions
Tagged advertising, budget, business, business plan, consultant, consulting, marketing, question, restaurant, USP
