In my previous discussion of raw data, I noted that restaurateurs have myriad opportunities to collect data on customers and their preferences. Yet far too many simply stop there, gathering data and letting it spoil on the shelves of the walk-in. Why is it the case that so few restaurants fully exploit the power of their data? In this post, I'd like to explore that question and offer some practical suggestions to restaurateurs who are scared to open that heavy, metal door.
The very nature of the restaurant industry makes data mining a difficult task. During the course of a typical day, managers are inundated with paperwork, preparing for service, or facilitating operations on the floor. Thus, there is little time for data analysis, despite the fact that it would likely contribute to the bottom line. And even if time were not of the essence, training most certainly would be. As digital divide exercises have demonstrated, it is not sufficient to simply provide individuals with IT; to truly benefit from such an investment, users need to receive both adequate training and support.
So what are restaurateurs to do? In my opinion, the answer is fairly simple - hire an office assistant. Managers should be focused on creating value for the company; therefore, they must concentrate on strategic, as opposed to administrative, issues. Yet in order for them to sufficiently attend to these issues, they need both time and training. By hiring an office assistant, a restaurateur demonstrates his or her commitment to spending management's time wisely. Of course, hiring a new employee is a costly endeavor, especially in this economy. But not hiring an additional employee might cost even more if only restaurateurs considered the value of data that had spoiled under their noses, wasting away, on their walk-in's shelves.
Good. I agree with the assistant--but what will an industry person think? Isn't so often the focus in the hospitality industry on the details of the operation, even for executives? How receptive will restauranteurs be to the suggestion to hire an assistant that enables the executives to do "strategy"? Do you think the industry is ready to see this as valuable? I'm curious, because I completely agree with you. I simply wonder what those in the field would say.
ReplyDeleteWhile I concur that the hospitality industry and its executives tend to focus on the details of the operation, I'm not certain that such a myopic view is best for the organization. Indeed, the industry may not be open to a suggestion that encourages management to relinquish its hold on an operation's daily tasks. Yet it is important, even necessary, for operators to recognize the negative consequences of such micromanagement. When managers are consumed with endless paperwork, they are not providing value for a restaurant's raison d'etre - its guests.
ReplyDeleteSometimes an outside perspective is all it takes to see a staid situation in a whole new light.
Haver you heard of AVERO? http://www.averoinc.com/
ReplyDeleteIf you know the product well, what would you say they are missing? What would you improve? How worthy is it for a restaurateur to invest in a product like AVERO. If you do not know the company and their products read about them. What they do is pretty cool... A hotelie currently works for them Ryan Pernice.