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  • Next Event

    HITEC MINNEAPOLIS

    Hospitality Industry Technology Exposition & Conference

    Minneapolis Convention Center

    June 17-20, 2019

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    Hospitality Industry Technology Exposition & Conference

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    Hospitality Industry Technology Exposition & Conference

    April 21–23, 2020
    Palau de Congressos
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Article by Thomas Mielke

Directing The Spotlight On 'Big Data', Technology And Sustainability

AETHOS Consulting Group 2 April 2019
In essence, commerciality and business strategy are at the forefront of what will be discussed - no doubt an accurate reflection of what is of interest to travel and tourism business stakeholders. Yet, considering the global impact of the travel and tourism sector, should delegates not raise the topic of sustainability and how technology and big data can help drive change? Is that not the topic that should keep everyone up at night?Changing The Topic Of ConversationIt is understandable that industry stakeholders are keen to focus in on business strategies and best practices and/or innovative ways to better leverage technology to drive commercial success. Yet, it seems that there already is a healthy and ongoing discussion around these topics. In fact, savvy executives will find, and have access to, a plethora of research that centres on and focuses around the commercial aspects of technology and its integration and application within the hospitality industry. Most notably, a lot of recent studies have honed-in on cloud computing, interconnectivity and interoperability (e.g., Buhalisa, D. & Leung, R. [April 2018]. "Smart Hospitality - Interconnectivity and Interoperability Towards An Ecosystem", International journal of Hospitality Management, Vol.71, PP. 41-50). Facilitated by big data, industry stakeholders are eager to enhance overall communication between the various parties involved, with a view to ultimately drive efficiencies, create more targeted service and product offerings and leverage tailored marketing campaigns to drive profits. Enhanced business intelligence, facilitated by systems, tools and devices, which all speak to one another and exchange valuable information, is - in most cases - the ultimate end goal, pursued to drive the bottom line.In contrast, it seems that those discussions and research papers that centre around sustainability often fall to the wayside. Sure enough, industry executives are talking about food waste, banning plastics and conserving water and/or energy. Yet, ask a randomly selected list of 100 delegates at the upcoming HITEC (or any of the other hospitality events that attract an international delegate list) whether they were aware that 2017 was announced as the "International Year of Sustainable Tourism Development" by the United Nations World Tourism Organization and you will probably find out that the majority were not - not because they do not care or do not value sustainability, but because it is not at the forefront of their everyday discussions.Given how intertwined technology is with sustainability, and the potential positive impact it could have on driving change, surely there is somewhere a missed opportunity for the industry to gather and identify, share and/or develop best practices to leverage technology, artificial intelligence and big data to drive the sustainability agenda. This is not to say that it does not happen at all, but in an age in which everything is discussed ad infinitum via social media, one would hope that 'sustainability' finds its way into a more prominent spot at some of the larger hospitality conferences around the globe. Presumably, for example, big data and user-generated content (UGC) might help destinations better manage (and anticipate and prepare for) tourism crowds. Furthermore, big data should prove extremely valuable when assessing social and environmental impact of tourism - and what to do about it. Moreover, results of business intelligence might help identify 'quality' tourists who generate real value-add and who foster positive social transformation for destinations and their local economies and communities whilst supporting sustainable practices. Integrated and interconnected systems might help 'push' sustainable tourism packages to those travellers that are more susceptive to such ideas and dissuade others of going to Venice, Amsterdam or Barcelona, for example, when those cities are already suffering from over-tourism. And, of course, technology can be - and already has shown to be - effective when pursuing waste reduction and energy preservation initiatives.There is no doubt that technology can transform tourism management and prove impactful when promoting sustainable tourism; however, for this to happen, we need to stop thinking of technology as merely a utilitarian (and commercial) tool. Instead, we need to think of it as a mean to transform and positively impact change.
Article by Matt Peterson

2019 and Lodging Technology: Is There A One-Size-Fits-All Approach?

AETHOS Consulting Group 1 February 2019
Turning the page on another calendar year is always fun and reflective. As we look to 2019, there are some interesting trends and new technologies that should continue to impact the lodging industry. Following is a look into two specific groups, employee and customer experiences, and how we should continue to embrace technology so it can positively affect the bottom line.With higher costs and questionable growth over the next few years, employee costs and retention will continue to be a hot topic. It goes without saying that a "happy" or "satisfied" employee is more likely to stay with their employer, but how do we make sure that they are as content as we might think? Investing and embracing technology when it comes to systems and processes is one way to ease the workflow and create a better work environment. Easier said than done, yes, but something that any employer, big or small, can consider. This doesn't need to be an entire systems overhaul. It can be as simple as integrated systems onto tablets or mobile devices, or embracing mobile devices and allowing employees to communicate internally via chat or instant messaging. This can be especially useful for interaction between departments and when there is a guest who is expecting an immediate response. Of course, this is not a one-size-fits-all idea or solution. Using employee satisfaction surveys and asking first-hand how we can improve our employees' workday is still the best and easiest way to see higher employee morale and a greater return on your investment.In line with employee satisfaction is guest satisfaction. This is not a new theory and we have been hearing it for years. However, in addition to embracing technology to increase employee satisfaction, we will continue to see greater demands and expectations from the guest in terms of technology and interaction. From mobile booking and property and/or brand-specific apps to in-room dining, concierge and dinner/spa reservations, connecting with the guest has never been more important. The guest continues to become savvier when looking at pricing, packages and deals. Having a social media team, internal or external, to engage, interact and react with guests has never been more important. It is no longer important to just react to a TripAdvisor review or a tweet. Connecting with your guest over the life cycle of their trip will lead to higher conversion numbers, a greater spend per guest while on-property and more re-bookings and return guests.If a dedicated app or social media team is too costly, consider creating a concierge text message line so guests can still interact via their smart phones. Then, tie your sales team's bonus to online engagement. In a day and age in which smart phones are only getting smarter, this should be a no-brainer.The underlying technology can vary, and this is not a one-size-fits-all solution. What may work for a large portfolio company might not make sense for an independent asset and vice versa. However, with "big data" and cloud technology, we are living in a more complex world in which more information is accessible and, if properly tracked and coded, can be mined to maximize employee and guest satisfaction. Of course, those scores should lead to higher occupancy, greater flow-through and increased profits.

AETHOS Consulting Group Shares 2019 Insights for Human Capital in Hospitality: Challenges in Finding Labor and Artificial Intelligence Among Trends in the US

AETHOS Consulting Group 3 January 2019
1. Challenges to Finding Labor for Hospitality ServicesLabor Skilled to Meet Current Travel Trends: AETHOS New York Managing Director Keith Kefgen weighs in that although lifestyle and wellness hotels have become all the rage, as every major chain is now involved, the real issue is the lack of experienced talent. "We have a plethora of mandates that demand previous 'lifestyle' and 'opening' experience. The fact is, there are not enough experienced people to fill all these roles. What happens? Companies take risks on under-qualified people, who get in over their heads.Look at the turnover rates at the well-known lifestyle companies: Schrager, Kimpton, Standard, Proper and the like - It is a veritable turnstile. More will have to be done to educate and train young managers in this arena.""And today, travelers are expecting hotels to be sensitive to wellness issues, (allergies, spas, yoga, healthy food, workouts) and so forth. Companies that can be at the forefront in the wellness arena will have a real competitive edge."Issues Restricting Labor: Due to immigration policies in North America, "finding labor will be a significant issue impacting hotels and restaurants, particularly in the United States," says Matt Peterson, Managing Director of AETHOS' office in Los Angeles. "Additionally, and with the rising costs of minimum wage and labor as a whole, now it is more important than ever to retain talent. The obvious response is to increase compensation, but it is just as important to train, mentor and provide career progression for employees."2. Use of Artificial Intelligence in the Hotel Hiring and Experience OfferingsDavid Mansbach, also Managing Director in New York, is also quick to discuss AI and its impact for human capital in hospitality." AI is the buzzword for 2019. Artificial Intelligence and machine learning is still so new; we have not yet even entered into the first inning. But for the foreseeable future, the hospitality industry should continue to embrace human interaction with the customer.""As for 'Blockchain,' get familiar with this if you are at all involved in strategy decisions." Adds Mansbach, "Blockchain technology is evolving rapidly and will change many areas of the hospitality industry including human resources, cyber-security, healthcare and the securitization of customer information."3. Revenue Management SkillsMansbach also emphasizes revenue management as a key skill set for owners and operators in all facets of hospitality moving forward. "Revenue Management Strategies are critical. Hotel owners and operators should seek the top 1% of organizations that lead in revenue management strategy and philosophy. Owners truly recognize the significance of investing in human capital and technology to win."Andrew Hazelton, Managing Director of AETHOS's office in Philadelphia sees a blending of sales and revenue management skills necessary for the next generation of "Chief Commercial Officer." "Within the hotel industry the lines of sales, marketing and revenue management will continue to blur and hotel organizations will move to a model where such functions merge together under a single point of leadership - ultimately making their businesses more efficient and effective. This is truly helpful as organizations drive toward more personalized services to meet the wants and needs of customers."4.Experiences and TechnologyIn addition to the lodging sector, AETHOS observes momentum in the restaurant and food service disciplines as well as the cruise sector. Andrew Hazelton notes, "Competition at sea will continue to be tight as demand for cruising will increase much like it did this past year. But North American-based companies such as Royal Caribbean and Carnival are not only focusing each other's customers, they are also keen to pursue those of Marriott and Hilton. With a robust pipeline of new ships to come on line these next few years, the cruise industry will continue its mantra of 'going big' in 2019, while striving to focus on 'customer experience' across all segments/types."Hazelton continues, "As for the restaurant industry, specifically the quick service restaurant segment (QSR), this sector will continue to focus time, energy and money into technology, marketing and loyalty programs. Over the last few years, companies such as Starbucks have led the push for further leveraging mobile technology and developing a 'true' loyalty program. Others will have to continue to follow."About AETHOS Consulting GroupAETHOS Consulting Group is a global advisory firm serving the hospitality industry. The firm enhances value for its partner organizations via access, know-how and fresh thinking. Core competencies include executive search, compensation consulting, business strategy and psychometric assessments. The firm is designed as a single partnership operating from ten locations in North America, Europe and Asia Pacific. www.aethoscg.com.
Article by James Houran

The 'Hack' Leaders Should Use In Today's Quagmire Of Ambiguity

AETHOS Consulting Group 11 October 2018
Common sense dictates that the more information people have the more informed decisions they will make. This reasoning works flawlessly with problems or issues that are composed of well-defined "cause-and-effect" relationships. Of course, business in the real-world does not get done in sterile environments but instead takes place in dirty test tubes. Here, critical information in an equation is neither always known nor can be properly measured.Indeed, this era of rapid technological advances and marked disruption often brings problems that are poorly structured or involve non-routine decisions, as well as challenges with no real precedents or plagued by conflicting facts or inadequate information. Also confounding this "quagmire of ambiguity" are motivational factors, including the perceived importance of the decision or its potential impact on the decision-maker.For some time now, tech firms, social media platforms and marketing companies have positioned "big data" as the silver bullet of problem-solving. Big data is to contemporary decision-making what "training" was to HR functions in the 1980s. Make no mistake, we agree that more data is always more useful than less. But, this assumes that data is synonymous with information or insight - and that often can be a tenuous proposition. Data must be interpretable in order to be actionable and by extension to be useful and by further extension to be profitable."We agree that more data is always more useful than less. But, this assumes that data is synonymous with information or insight - and that often can be a tenuous proposition."Having enormous bytes of ambiguous data is arguably no better than having nothing at all. In fact, having data can be considerably worse if it leads to the wrong inferences and hence, ineffective decisions. We are referring to a common trap that has been known to statisticians for decades, i.e., large samples of data can make random or fluke occurrences appear meaningful. Dr. Paul Meehl - a famous Professor of Psychology at the University of Minnesota who was within the top 100 most cited psychologists of the 20th century -- put it another way when he cautioned that "everything correlates to some extent with everything else". Therefore, overblown or even illusory trends are lurking about in all samples of big data.Although big data might not be the silver bullet for decision-making in today's "quagmire of ambiguity," new research using computer modelling is validating a simple "hack" voiced in interviews with top leaders in the hospitality industry. These leaders have independently touted the utility of a "Personal Board of Advisors (PBA)" throughout their careers and current problem solving. The PBAs created by these leaders tended to have the same general characteristics - they were carefully selected to be (1) small in the number of advisors selected, (2) composed of individuals with markedly diverse skill sets, e.g., some members were sports coaches and economics professors, and almost always the PBA included the leader's spouse, and (3) the advisors were independent from the organization to guard against group think, internal politics, and the blind-spots that come when everyone is watching the same proverbial ball. And plus, this impartiality enabled advisors to be completely candid, honest, and focused only on the leader's best interests. Having access to such a resource also protected leaders from the inherent loneliness, heaviness, and isolation that comes with leadership roles.That said, computer modelling by renowned psychometrician and computer scientist Dr. Rense Lange revealed some other critical nuances when leaders put their PBAs to work. Here we are interested in dynamic decision-making, where it the intent is to keep gathering information until one of the two solutions can confidently be rejected. For the purpose of the computer simulations, this approach was applied to the situation where an executive needs to gather from his/her colleagues or staff additional information to reject one of two, clearly different alternatives, i.e., it does not resemble a 50-50 coin flip. Rather, the scenario is one where a reasonable amount of statistical risk is acceptable, but the time available to consult staff members is limited. Accordingly, Lange compared the case where two outcomes (called "no" vs. "yes", or "low" vs. "high") are thought to occur with probabilities of 20 vs. 80% - and this situation was compared to the more extreme case where these outcomes occur with 10 vs. 90% likelihood, or the less extreme case of 40 vs. 60%.t was built into the modeling that additional consultations would be sought until there was a 90% certainty, i.e., the consultation process stops when it is clear that the outcome is either "low" (its chance of occurring is 20% or less) or "high" (its chance of occurring is 80% or higher) - with additional information being sought otherwise. Throughout, it was also assumed that the likelihood of making an erroneous final decision (i.e., we label being "low" as "high", or vice-versa) is allowed to occur in at most 10% of the cases.These simulations showed that, in practice, a leader only needs to consult at least three (3) advisors but very rarely no more than seven (7) advisors to make the most reasoned decisions. Unlike what is assumed in this environment of big data, more data is not necessarily better. Moreover, the advisors in the computer models were consulted in a sequential, cumulative way, versus leaders taking a poll or allow the advisors to deliberate collectively akin to a trial jury. That is, leaders should consult sequentially with each advisor one-on-one and without the advisor being influenced by feedback from any previous advisors.In short, there is both an art and science to gaining and leveraging advice... and it is a tactic and skill that helps to define great leadership.
Article by Thomas Mielke

Hospitality & Technology - Innovation is Being Stifled By Lack Of Leadership

AETHOS Consulting Group 21 September 2018
Technology-enabled interaction has become a "must," not a "nice to have," and guests expect to be engaged and recognized at an ever more personalized level--it is no longer just a marketing gimmick. However, sitting down for a conversation with Klaus Kohlmayr, chief evangelist at IDeaS Revenue Solutions, he confirmed that the sector is playing catch-up. We agreed, gutsy leadership is needed to bring the technology departments at hotel organizations worldwide into the 21st century. More importantly, we agreed that the root of the problem lies in out-of-date software, systems and infrastructure. Too many hotel operators are running on archaic platforms and trying to compete with a horse-drawn carriage in a Formula 1 race.Dealing with Legacy Systems: Leadership Is Asked to Take Responsibility"Technology innovation has never really been the strength, or focus, of the hotel industry," said Kohlmayr. Most of us have probably never thought about it, but the fact of the matter is the majority of branded properties run on reservation systems with core architecture that is over half a century old. Kohlmayr challenges the industry for only paying lip service to technological innovation and said, "Artificial Intelligence, natural-language processing and blockchain make for good marketing copy, but ultimately, most hotels cannot even properly identify and service their most loyal guests walking into their property." In fact, a recent study by industry startup hospitalityPulse found that only five percent of guests actually end up in the room type they booked.Old and out-of-date technology platforms hinder and slow down the progress of an organization and can reduce its competitiveness. "Widespread adoption of true cloud-based platforms is, for example, far from being best practice," said Kohlmayr. It seems almost inevitable that hotel companies reach sooner rather than later a point of no return where "legacy systems" are crippling organizations with only one way out--to cut one's losses and rebuild from scratch. To get ahead of the game, it is about time that senior company leadership makes some tough decisions.Like in many situations, though, it is easy to get bogged down by the day-to-day needs of an operating business. We therefore brainstormed what advice we could give executives who want to drive change and innovation -- this boils down to:Avoid complacency at a departmental level, whilst ensuring the right people are put in charge who understand a consumer-centric technology strategy. "I remember a conversation with a senior executive of a global hotel operator," said Kohlmayr. "The company was about to embark on a refresh of its 40-year-old (!) central-reservation platform, and I questioned the wisdom of spending millions on putting lipstick on a pig." The answer Kohlmayr received was shocking, albeit indicative of the industry's lack of appetite to drive innovation. "Uptime is 99.9 percent, and we have a large volume of transactions this platform handles well, so why replace it?" questioned the hotel executive.Increase awareness at an ownership-level. "Even though institutional investment, especially in the US, has accelerated, let's not forget that most hotels around the world remain owner-operated--and many are either family businesses or small private groups owning a handful of units," said Kohlmayr. Mostly, when deciding where to spend the hard-earned capital, technology comes last. It is understandable that the perceived need for a sophisticated system, built on the latest technology architecture and with all the bells and whistles, is low when the system bought many years ago does the trick. Yet, a mentality which says it is "good enough" is not going to convince clientele which has become much more demanding and accustomed to technology infiltrating every aspect of their lives.Take advantage of new, modular technology architecture. Technology has evolved to a point where it doesn't cost an arm and a leg to replace a system. Companies like Amazon, Google and Microsoft, with their respective clouds, the advent of APIs, which make it easy for systems to communicate with each other, and modular designs around microservices make it increasingly affordable to replace outdated technology. These new, open-minded, next-generation software-as-a-service providers allow a hotel to pick and choose the right "services" fit for their needs and budget and keep disruption to the business during implementation at a minimum.Kohlmayr and I concurred that tactical managers focused on short-term fixes are far too often in the driver's seat, frequently forgetting about, or completely ignoring, the changing needs of tomorrow's consumers. "Yes, some very old systems and platforms still work to this day and they are good at handling large volumes of transactions," said Kohlmayr. "But they are inflexible, extremely hard to integrate and there are not many people around anymore who know how to maintain them."It is easy for senior leadership to pass the buck for driving technological change to their managers. Yet, by doing so, many are unwillingly stifling innovation. But progress is difficult to stop, and rising customer expectations, fostered by the mobile revolution, together with online travel agencies spending billions on engaging and connecting with consumers, are sure enough exerting extra pressure on the industry to innovate. Those organizations and leaders willing take the plunge, deciding to strip out their old systems to put in something new, will quickly come to recognize that "it does the job" is not the same as "it is fit for purpose"--the former is a statement of a complacent leader, the latter that of a forward-thinking senior executive who understands that technology should be tailored to an organization's strategies and goals.On that closing remark, it may be worthwhile to draw the attention to what innovative hotel company Yotel has recently announced. Appreciating that, to stay ahead of the game, external help might sometimes be needed, its CEO Hubert Viriot was quoted commenting on the brand's collaboration with a technology start-up incubator, "[...] our business is to manage hotels, not to spend the entire time figuring out new technology. We put innovation at the core, but to be effective, we wanted a partnership with someone that does this as a business" (see full article here). Since new ideas constantly pop-up, across all divisions of a hotel company, Viriot highlighted the benefit of having an external expert telling you what you might not know. Ultimately, though, and in line with what AETHOS discussed with Kohlmayr, he agreed that success depends upon the senior management team's involvement - and for the C-suite to acknowledge this responsibly.
Article by

Tips To Operate With Living Wage In The British Hospitality Sector

AETHOS Consulting Group 18 July 2017
On this basis, I sat down with Mark Kuperman, Chief Operating Officer at Revenue Management Solutions (RMS). Mark and his team assist the hospitality industry by providing data-driven solutions to better manage revenues. RMS takes "the guess work out of crucial business decisions while optimizing gross profit and protecting brand value." Mark and I spoke about how a significant number of employees in the UK received their biggest pay rise to date as the National Living Wage leapt to PS7.50 an hour on April 6th, 2017. In line with Chancellor Philip Hammond's Autumn Statement and Spring Budget announcement, more than two million employees over the age of 25 benefited from the 4% increase. Further to this, 21- to 24-year-olds received a rise of 10 pence per hour. This is in a bid to reach the government's target of PS9 per hour by 2020 for over 25s, with further demand to extend this increase to 21- to 24-year-olds. According to Tahola, an industry's leading business analytics provider, this could result in operators facing an annual increase of PS100,912.50. However, it's not just labour costs that will hit operators; planned increases in employer pension contributions from 1% to 3% could elevate the cost to operators to more than PS109,000 by 2020.It is thus quite clear that UK hotel and restaurant operators must become smarter in navigating this challenging business environment, which, in the recent past, has put a lot of pressure on the bottom line. Consensus within the industry is that many restaurant operators will be forced, amongst other operational levers, to raise menu prices, whilst streamlining their staffing structure. However, Mark believes there are other ways to effectively offset rising labour costs -- without the need to cut staff or dramatically increase prices. Here are some of his suggestions.1) Better align staffing needs to optimise labour costs: It may sound obvious; however, it's often something that gets overlooked by operators in search of shrewd ways to offset rising costs. Cutting staff is not the way, as this impacts the overall restaurant experience for customers. The key here is to manage the value equation in the eyes of customers and never consider raising prices, whilst cutting service levels. In fact, there's the saying, "food brings them in and service drives them out." Operators need to better align staffing needs, with consideration given to peak verses off-peak staffing rotas.2) The importance of taking a demand-based approach to pricing: Multi-site operators can go even further. Reviewing item-level data for each restaurant on a site-by-site basis across the estate will reveal which restaurants could be organised into different price bands based on customers' reaction to previous price moves. Taking the customer's willingness to spend into consideration will ensure customers continue to see value for money when visiting the brand. For operators to successfully navigate price barriers, they must first understand a customer's willingness to spend. For many operators, increasing menu prices is inevitable. However, there are certain price barriers consumers are reluctant to cross. Therefore, it is important that operators don't simply go ahead and increase prices, without first analysing customer sensitivity to pricing across all menu items. If done well, an operator can expect higher profits without any signs of customers changing their buying patterns and behaviours.3) Technology is the most powerful tool to let staff "serve up a storm": For the first time ever, technology really is becoming the driving force within hospitality. In such a saturated marketplace, operators are turning to technology, to not only get ahead of the competition, but also to deliver on that all-important customer experience. Think kitchen automation, delivery, online ordering, digital tablet ordering and mobile payments - the list really is endless. The beauty of technology for operators is that it seamlessly steps in as a silent partner to take care of the customer journey, leaving staff to deliver on that all-important experience.4) Get ahead of the times and have a game plan: Unlike increases in food inflation, which are somewhat unpredictable, rises in labour costs can be planned for. As such, operators need to get a long-term plan in place to address these additional costs. In an environment of increasing costs, operators will be in a much stronger position if they make price changes in smaller increments, which are spread over time, not touching the same items in consecutive rounds, rather than implementing them in one hit. The luxury of having time to plan also means that operators can test the water and assess what works best for their business, employees and customers before rolling it out across their entire estate.5) Profit versus efficiencies - spring clean your menu: Streamlining the number of items offered on a menu will help reduce labour costs and indeed improve execution. Chefs should be looking at the operational impact of specific menu items to see if the way certain dishes are prepared impacts profitability or throughput. Operators need to consider whether they have menu items that are profitable, but actually slow down service. To give you an example, a quesadilla could be a profitable menu item, but the resource needed to prepare it could be, in fact, slowing down operations back-of-house. Therefore, operators need to give serious consideration to where there are bottlenecks in delivering operational efficiencies.Mark thus urges the industry to be prepared and consider a variety of mechanisms available in one's tool box to combat the current business environment. Over a recent lunch with Mike Williams, People Director at Byron, Mike and I concurred with Mark's conclusion and recommendation. He said, "When faced with unprecedented operating cost increases, it can put the squeeze on even the best organisation. In the past, I have seen operations cut labour and costs to such a degree that employee engagement and the customer experience were both negatively impacted. Thus, a vicious circle begins... cutting costs because of decreased sales and thereby continuing to negatively affect the customer experience, which, in turn, puts further pressure on sales, resulting in a new round of cost cuttings." Mike continued commenting, "The solution is not so one-dimensional in such a complex and competitive sector. A blend of investment in technology, culture, service and consumer research can give you the best of chances to take advantage of this shift in the sector. While competitors cut costs and deliver less for more, those who invest and who are proactive will gain market share and continued consumer support." A senior industry executive spearheading business operations at another well-recognised casual dining brand added to Mike's comment, saying, "In times like these, characterised by a tight (and tightening) labour market, recruitment and staffing become even more challenging. We have thus re-doubled our efforts in regards to cross-training and building an internal talent pipeline whilst also further fine-tuning our processes and standard operating procedures to identify new best practices. Whilst none of this is revolutionary in itself, or even new, organisations are well advised to use these new market pressures and realities to re-direct and focus their efforts and energy."

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