EXPLAINING CLUB F&B OPERATIONS ~~~~~ Yet again! Michael Crandal, CNG Inspiring exemplary management teams with confident leadership. INCOME IS LIMITED
Private clubs have a limited audience with only so many dining opportunities — providing members are in town.
Successfully promoting a slower day of the week, may simply shuffle the deck.
Restaurateurs specialize because it’s profitable. Clubs attempt to be “all things, to all members, all the time” — otherwise a large percentage of members would be alienated.
MULTIPLE OUTLETS
Diversified member expectations require multiple outlets. This inefficiency requires more: staff, supervision, and menus than the user population can support. Rather than serving 100 members from one menu, in one outlet — a Club serves 12 in a formal environment, 26 with a themed buffet, 52 in a casual room, and 10 more that dropped in asking “their” Chef to prepare something special just for them.
The same 100 guests are served — but at dramatically different costs.
FOOD & LABOR COSTS
Members deserve a qualified executive chef with a sprinkling of young culinary graduates to seamlessly orchestrate diversified dining experiences. Restaurants employ p/t “cooks” to prepare specific things from a limited menu. Customers looking for that specific experience know where to go.
Lasagna —Italian restaurant Fresh Fish ―Seafood restaurant Great Steak — Steakhouse Br eakfast ― Local cafe A Bargain — Family buffet Asian ― Chinese restaurant
Members visit various restaurants and want their club to offer the same specialized experiences — all at the same time, under the same roof, out of the same kitchen.
SERVICE STAFFING LEVELS
Clubs attain consistency by nurturing a reliable f/t staff capable of developing a rapport with a membership who understandably enjoy being greeted by name, seated at “their” table, and brought their favorite drink with no mindless memorized script or up-selling.
Restaurants “train” ever changing service p/t employees with memorized scripts and up-selling pitches.
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