Are you thinking about making a shift from your current role in hospitality to a fresh career path? Use the valuable skills you've honed over your time in hospitality to become a business owner! #Hospitality #CareerChange #Neighborly #BusinessOwnership
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Exciting times with Suburban Inns Ltd! We love entrepreneurs, people who take ownership and we have some really exciting plans for 2024 and beyond. If you know anyone who is looking to create and leave a legacy in hospitality, make sure you let them know! #innovation #management #digitalmarketing #technology #creativity #entrepreneurship #careers #marketing #socialmedia #socialnetworking #motivation #personaldevelopment #customerrelations #productivity #sales #socialentrepreneurship
General Manager
caterer.com
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Unlocking Success in Hospitality: Why Hiring a Consultant is Essential for New Businesses Hey there, future hospitality entrepreneur! If you're gearing up to launch your dream venture in the next two years, let me share some invaluable advice from my nearly three decades of experience in the industry. First off, building a top-notch team is crucial. Your crew is the heart and soul of your business, so don't rush through the hiring process. Consider partnering with a hospitality consultant like myself from Pinnacle Hospitality Consulting & Recruiting Agency. We've got the expertise to help you find the perfect fit for your team, ensuring a strong foundation from day one. Now, let's talk operations. Efficiency is the name of the game, my friend. A consultant can help you streamline your workflows, optimize your processes, and ultimately, deliver a stellar experience to your guests. Trust me, a well-oiled machine behind the scenes makes all the difference in the world. Ah, pricing and menu development – two topics near and dear to every restaurateur's heart. Crafting the perfect menu and setting the right prices can be tricky, but fear not! We have our pulse on the current market trends and have innovative strategies to provide value to your guests, while offering you up healthy margins! Employee turnover keeping you up at night? I've been there. But with the right retention strategies in place, you can turn the tide. Let's work together to create a positive work culture, provide ongoing training, and reward your team for their hard work. Happy employees stick around – it's as simple as that. And last but certainly not least, let's talk about work-life balance. Running a hospitality business is demanding, no doubt about it. But you shouldn't have to sacrifice your well-being for your work. That's where we come in. By implementing efficient systems and providing ongoing support, we'll help you reclaim your time and prevent burnout. So, there you have it – a crash course in why hiring a hospitality consultant is a game-changer for your new business. If you're ready to take the next step toward success, reach out to me at HospitalityConsulting.co. Let's chat about how we can support you on your journey. Your dream venture awaits – let's make it happen together!
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One day, I'll travel the world. I'll go from country to country, city to city, town to town. In each place, I'll drink coffee until I find the best cafe, eat food until I find the best restaurant, and exercise until I find the best gym (and to burn off all that coffee and food). I'll find the owners of the best independent business in each category and say to them: "You've got the best [cafe] in New York. Let me package and licence your systems. You're probably never going to open a cafe in Florida. So I'll never compete with you. But let's team up and you can share in the profit of every new cafe without any extra work, investment, or risk on your part." Then I'll keep moving, and in each place I'll find people who want to open their own cafe, their own restaurant, their own gym, or whatever... and I'll say to them: "Rather than spending $200,000 on a Starbucks franchise, spend $20,000 to get set up, and I'll give you the system behind the most successful cafe in New York. It's never been done here before. It's far more likely to succeed – and it'll be much quicker and easier – than building from scratch." The owner of the existing cafe, restaurant, gym, etc., will get to multiply the yield of the asset they've invested so much in building. The owner of the new business will minimise their downside and maximise their upside potential. I'll be like a kid in a candy shop travelling the world, finding opportunities, and putting deals together. Pipedream? Maybe. But I'm not sharing this weird ambition with you to announce that I'm leaving my job to travel the world. I'm sharing the idea because you can apply a similar approach in healthcare (and any other industry) to improve quality, increase income, and reduce costs. Here's what I mean. In the example above, there's an underutilised asset: a successful business that's only serving a fraction of the market that it could. An underutilised asset could also be space, equipment, a skill, a poor process, a good process, etc. A simple healthcare example: a room in the medical imaging department full of old equipment. The room can't be used. The equipment isn't producing any income. There's also a host: the owner of the underutilised asset. The owner of the cafe. Or in the imaging example, the host/owner is the department and organisation. There's a beneficiary. Whoever replicates the successful cafe. Or whoever gets the equipment or the room in medical imaging. And finally, there's someone to put the jigsaw together. In the cafe example, it's the wandering deal-maker. In healthcare, it could be anyone who finds a way to utilise the room and equipment. I'm convinced that there's an endless number of underutilised assets in the NHS. Anyone can find them, increase their yield, and improve services for patients and staff - for very little investment of time, energy, or capital. It may not be as glam' as sipping coffee in Rio... ... but it's pretty damn exciting if you ask me.
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Starting your own business can be a daunting but exciting prospect, but it also provides the opportunity for a better work-life balance. At Travel Counsellors, we understand this struggle and prioritize the wellbeing of our franchise business owners. Our strong community support ensures that our franchisees are well taken care of. Check out how we support the wellbeing of our franchisees here: #travelcounsellors #travel #entrepreneurs
Supporting the wellbeing of our franchisees
people.travelcounsellors.com
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7 signs your hotel is about to go bankrupt: 1. High employee turnover can be a telltale sign that your hotel is going bust. If you are changing your department managers and rank-and-file employees every couple of months, you are ultimately left with no seasoned team in place who are invested in the success of your hotel. 2. If your year-over-year revenues are down and you cannot figure out which segments need work or which accounts are not producing, your hotel might be in trouble. Without the right coding strategy at your front office, there is no way for you to determine what segments or sources you are gaining from or missing out on. 3. Treating your hotel like an office space or rental building, which means you have only one rate for the entire year, is not the right management strategy. Your room rates can vary every single day to meet the demands of the market. Maximize this to your advantage, or you will either lose potential customers to your competitors if you charge too high or lose potential income if you charge too low. Be on the lookout for these signs to keep your business from going bankrupt. TO BE CONTINUED send your contribution on the comments box Runize Hospitality we are your Hospitality Hub.
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Small Biz Investor | Facilitator | Introductions & Connections | Viet Nam Vet | “We work side by side with small business owners to raise revenues and develop exit strategies."
Conrad Hilton “Success seems to be connected with action. Successful people keep moving. They make mistakes, but they don’t quit.” Story: A small business owner in the hospitality industry faces numerous challenges but remains persistent. Despite setbacks, they continue to take action, learn from their mistakes, and ultimately build a successful hotel chain. Persistence and action are key to business success.
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Selkie - Bespoke Tours, Travel Concierge, Safe Adventure & Wild Experiences, Wedding Services , Elopement Ceremonies
Those who know me well know I've never been a sheep 🐑. I've always been quite difficult to manage when I didn't agree with people upstairs making bad decisions. This was probably to the detriment during my corporate hotel career, because I stood up for myself, lived by my values, put my people first and upheld my high standards of service. I always did the right thing for my guests and team, not the thing I was always told, especially if it didn't fit with what I believed to be right. I've always been passionate and thoughtful when it comes to service delivery and people. I take a view that it's the number 1 priority in every hospitality business. That shouldn't be a surprise but sadly in my experience, it's becoming less evident in the Industry I love. The customer experience seems to take a back seat. I remember once being told to stop 🛑 putting complimentary bottles 🍾 of Champagne 🥂 in bridal rooms, because the director had worked out how much it cost each year in my hotel (we probably hosted about 130 weddings each year x £12 for the wine at cost) ...you get the idea 💡. He was of course looking at the bigger prize across the estate. In reality, they were trying to squeeze margins to deliver a number. His bonus was within reach that year and he was determined to get it at all costs. I wasn't interested in the people in the boardroom making dumb decisions , but I did think after spending an average of £15,000 on their wedding 💍 💒, it was the least we could do for every newly wedded couple. I ignored the directive of course 😉 and continued to deliver a chilled bottle of fizz and strawberries dipped in chocolate to every bride & groom staying in my hotels. It was the right thing to do. What's the moral of this tale ? If you believe in doing things well and have a passion for service, then follow your gut instinct. Stand up for yourself, live your own values and remember that it is easier to make profit when revenues are strong. Any business with shrinking sales will have to find margins in places you really shouldn't. Now and again you just need to accept doing the right thing should not be compromised. We are in the business of memory making after all. Now this personal belief still rings true with the way I run Selkie 🦭. I could squeeze more profitability out of each client booking which might excite investors and the bank. In reality I'd rather deliver incredible experiences and make the brand one which stands out for going the extra mile and exceeding expectations at every opportunity.
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Helping hospitality directors optimise EBITDA & propel operational excellence with a continuous improvement approach focused on driving engagement. Diagnostics | £ Tracked Action Plans | Unique Optimisation Framework
A blast from the past!! My business now is all about supporting hospitality operators to…well, the blunt truth is, make more money. Generally that is conversation number 1 and it should be. Yes we will no doubt find some lucrative quick £ wins. But, the reality is, for sustainable improvement the team who are vital to your offer will play the biggest part in any future success and therefore should be ignored at your peril. I had a phone call out the blue yesterday from a friend who I met working back in 2006/7 (I had to check when the smoking ban came in as a date reference!) The Living Room Oxford - now sold on and rebranded into history. It reminded me about what can be achieved with great people and that when you are building a team in hospitality, experience is good, but personality and values are much better! This was a beautiful looking site, had been trading for maybe 11 months and for many reasons had “not got off on the right foot”, let’s just say that! I was asked If I would “go and have look mate” of course the great and very sadly late Tim Bacon didn’t mean it nonchalantly – translated “it fucking needs sorting!” So moved to Oxford. Fortunately it wasn’t all bad, lovely city! The business though, had 1 restaurant manager left out of a management team of 5 - (and they had put their resignation in, FFS!). No GM, No AGM, No Bar manager, No head chef. 180 covers inside with 3 lovely outdoor areas including a BBQ (I remember arriving in Oxford and lying about where I was working to a hairdresser so I could hear what they really thought….Ouch!!!) The extremely short version is, it got sorted, and it really did! It wasn’t easy and it didn’t happen over-night. We had a plan and we stuck to it. We knew the training system and tools worked (they still do!) and they needed to be delivered really well and inspire a new team, and of course we had high standards. May I say quickly, high standards can mean seriously good fun with the right people. I don’t look back in any way at those times and think how low things were at first, complaints, daily firefighting and stress. I look back and think how much fun we had doing it and actually how it needed to be like that for ultimate buy in. We wanted, sorry needed, people to come to work and love it! Just thinking as i write this. Instilling and living that today as one of your values, I don't think your business would be doing so bad! 17 years ago...where did that time go!! #people #hospitalityindustry #training #values #talent #retention
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