Employees can be entrepreneurs too.

Entrepreneurship runs in my blood. My Father is a lifelong entrepreneur and both of my Grandfathers were too. In my teens and early twenties I dreamed of owning my own restaurant and couldn't wait for when I would become the boss. Eventually my chance arrived and I handed in my notice to go and open my own eponymous restaurant. 

I vividly remember that final service at Mosimann's Dining Club when I flippantly said to Anton as he passed me in the corridor; "Hey Chef, today is my last day as an employee!" 

Later he quoted that back to me in a speech during my leaving party when he said it was a very bold and brave statement and wished me all the best. His words have stayed with me to this day since I hadn't really thought about how profound my statement was. It seemed I had set myself a challenge that I could NEVER go back to being an employee again. Now that became a scary idea at the time. But also a very exciting one...

Of course what I learned over the years is that you actually never stop being an employee. Even as he made that speech, Anton Mosimann himself was an employee since any Director of a Limited Company technically becomes an employee of 'The Company'. I also found that as much as I liked to think of myself as 'the boss', I still had to answer to business partners, and bank managers, and auditors and stakeholders and ultimately, our customers. Yes I could make my own decisions, but effectively I never stopped working for someone else. Did I ever stop being an employee? No, not really. I just thought I had for a short while.

That realisation made the decision to join a large company as an employee an easier one from that philosophical point of view, since I had now exorcised the demons of curiosity and found out for myself what it was like to be my own boss. It came with amazing highs, but also had incredible lows and the challenge since then has been to find that happy medium. As it happens, I think I may have found it.

When I joined my current employer, my biggest concern was in making sure I did not make any rash or bold decisions - decisions I would normally have made as an entrepreneur - until I knew the outcomes were going to be 'safe'. Learning all of the policies and procedures on my induction was a daunting experience. Furthermore, I was encouraged to 'manage the feelings' of one or two colleagues that I was to work with. This didn't bode well. As much as I tried to avoid 'rocking the boat', I began to lose confidence in my own decision-making instinct and constantly deferred to my line manager. I had gone from one extreme (of risk-taking) to the other (of safety) and got myself stuck in management quicksand. Something had to change if I was to become effective again. 

Eventually, a senior manager asked me a very simple question that gave me my Eureka moment; "Thomas, if you ran this location contract as if you owned it, what would you do?". I balked at the question and gave two or three quickfire solutions to some of the issues we were facing. "So why don't you do that?" was the reply. This really helped me figure out how to think about any future issues or challenges I was to face. I needed to get back in touch with my entrepreneurship as it was my secret weapon to becoming a better manager and leader.

Idea on the Horizon

Since then, I have tried to inject that momentum of energy and thought process into everything I do at work. By encouraging my team and colleagues to take more ownership of the challenges we face - just as I would as a business owner - they have become better managers themselves. I find myself constantly looking at how company systems can be tweaked and modified, initiatives kick-started (or improved), or how colleagues can be supported either directly from myself or from within the company culture. I know this approach might grate a few people the wrong way, but I have to believe that's their problem. 

Like friendship, I believe that entrepreneurship grows and strengthens the more you offer and share it. It is the foundation upon which the company I work for was founded. It is also the foundation upon which my own character was moulded. Doesn't it make sense that each should benefit the other for the greater common good?


Please feel free to leave a comment. And if you enjoyed reading this you may like other related posts listed below. To receive future posts don't forget to subscribe via email (just enter your email above), by RSS or why not follow me on twitter @mykitchensync.

Brand Personalities: Are you talking to me?

As a well-known restaurateur and voracious networker in Kathmandu, I received many letters every week from very respected acquaintances, diplomats and business people whom we met on the expat 'social circuit'.

Usually these were impeccably written notes on beautifully textured weighted paper, some headed up with a colourful logo and all concluding with a carefully considered signature. Each one was very thoughtful and gave a very good perception of the sender.

What you do is not the same as what you think you do.

However there was one thing - the most important element in forming a great 'first impression'  - that many of these correspondents fell down on which consequently undid all the good work they invested in their brand. I am of course talking about that piece of paper we set aside when reading a letter - the envelope it came in.

All too often the shabbiness and lack of care that went into the envelope and address label was surprisingly poor. After setting the perfect tone about their personal - or business - brand, they made the mistake of handing it over to a poorly trained PA or messenger to send out on their behalf. These were busy people after all; far too important for such a trivial task! This ensured that certain details were overlooked. For example, this assistant would innocently stick it in a cheap, badly made envelope. As for the 'label', the secretary's trick was to print my name and address on a piece of A4 paper and cut out what resembled a square with a pair of scissors before sticking it on the front with a dab of Prit Stick glue. There, perfect. 

The surreal thing was, and this is no exaggeration, on more than a few occasions it was then delivered by a chauffeur who would arrive in a big car only for my staff to see it addressed to (sic) 'Mr. Tomas', 'mr. Kirloy' or worse still, 'mr. Tomas Kirloys' (since the restaurant was called Kilroy's of Kathmandu' I can only assume they thought the 's' was part of my surname.) Inside, I found my name was spelled perfectly. 

At the time it made me laugh, but it also taught me a hugely valuable lesson: your brand is not what you think you portray, but what other people and businesses perceive it to be.

So while you're opening up your new box of restaurant business cards, ask yourself if the chef's cooking is as consistent as the printer's guillotine. Or while your Twitter account is responding in minutes (or seconds) to every rant or reservation enquiry, is your website allowing people to contact you calmly and rationally before they have to resort to Twitter.

With the best will in the world, you can try to micromanage every aspect of your brand's presentation, but you can't control the subjective response your brand receives. You can however influence that perception. And that requires real instinct and feel for what works in each channel. 

The same brand can have multiple personalities across a range of channels. I know this sounds counterintuitive, but it does work as long as these messages are kept consistent. 

Apple is a great example of this where it's brand presentation is very corporate during their quarterly Earnings Conference Call, very innovation-led during the CEO's annual WWDC Keynote and very much emotionally charged in its product and end-user positioning. Different messages aimed at different audiences who connect through different channels. And let's not forget the millions of brand iterations created by fans. They may not be 'on brand', but they resonate more acutely than perhaps the brand can by itself.

If you need your brand to appear more corporate in one channel (for the Bank Manager perhaps) and perhaps more 'folksy' in another (I'm thinking your Customers here), this is possible as long as:

• everyone in your organisation knows the difference between the two.
• everyone in your organisation knows why you require that positioning.
• those messages are kept separate and kept consistent.
• that those messages do not dilute the brand as a whole, but serve to create a stronger presence with different stakeholders.

Knowing which parts of your brand integrity you can control and which should be allowed to grow organically are the key to building a strong presence that appeals to the widest possible audience.

Brand iterations created by fans may not be 'on brand', but they resonate more acutely.

Menu Engineering: My Top 10 Ingredients for a great Dessert Menu.

This post is part of a series to help you build a winning menu that will engage with your customers, assist your team and most importantly, drive your bottom line.

We’ve looked at why selling desserts in your business is so fundamental and we’ve drilled down into the philosophy that goes into creating a great dessert menu. In this article, I want to share some of the Patissier’s craft and menu know-how: the basic ingredients if you will...

Oven-fresh bakes served warm
With so many great tarts, pies and cake recipes to choose from, this should be a no-brainer. Bear in mind that guests like to choose something they wouldn’t normally attempt at home. And remember the golden rule: SERVE IT WARM! This gives the impression that it is straight from the oven, even if your dessert is bought in (and there are some good ones on the market). 

Something tangy, fruity, light and moussy
From Key Lime Pie to Passion Fruit Bavarois, a tangy light mousse-like dessert will always be a popular choice after a main course. Personally I love to savour the moment by enjoying this with a teaspoon. 

Mmmm… Chocolate
No self-respecting dessert card should go without a dream choice for Chocoholics. Keep it small, rich and luxurious. And remember a really good quality bitter chocolate pairs beautifully with Red wine… perhaps to finish after that steak?

A Nursery Pud
Old fashioned favourites will never go out of fashion. Serve them hot and with lashings of custard or some ice cream.

The Best Quality Ice Cream you can afford
Always include a selection of good quality ice cream. If you have the luxury of making your own, then offer an interesting choice. Vanilla will always sell, but asparagus ice cream will engage the customer to browse more closely. A great up-sell technique is to pair your flavours with a suitable liqueur to pour over e.g. Vanilla Ice Cream with a shot of Baileys… 

Low Calorie, High Impact

Offer Fresh Fruits and/or Sorbet
Always have a low fat or healthy option so that nobody feels left out when the table is ordering. (My favourite lines from Fawlty Towers when two diners requested if they could cancel their Fresh Fruit Salad: “Ah, I’m sorry, the Chef has already opened the tin.” That’s NOT what I’m talking about here!) 

Classics add class 
Connoisseurs of a good pud will appreciate any nod to the classics. From an authentic Zugerkirsch Torte made with fiery Kirsch from Zug itself to a flamboyant Crepe Suzette flambé cooked at the table (isn’t it time this came back into fashion?). Or perhaps an understated, but perfectly executed Tart au Citron. 

A Creme Brulée to die for..
Personally, I always judge a restaurant on it’s Creme Brûlée. Why? Because with so few ingredients and limited presentation (this is a myth), there is so much that can go wrong. Right? But get it perfect and it’s a real treat. And don’t be afraid to throw in some flavours. Caramelised Roasted Hazelnuts or Berries soaked in rum can really lift a brulee out of the doldrums.

All cheeses great and small
Whether you offer a full cheese trolley presented at the table or a simple plated selection, no dessert menu is complete without it. 

- Here’s a strategy if you have a small operation and are worried about wastage. Choose 3 to 5 good quality cheeses across the range and offer them as a small slice paired with a drink that compliments their flavour. So a vintage stilton paired with a wee glass of Port, or an aged Cheddar with a small bottle of Ale. When I did this in my business years ago, I was amazed at the number of people who chose the cheese option because they fancied that particular drink to round off their meal. Give it a trial.. you might be surprised too. 

Are you making the most of your cheese selection?

Use the full Flavour Palette
- A few for reference: In Winter think caramel, coffee, hazelnut, peanut, pistachio, cinnamon, clove, baileys, whiskey or almond as flavour bases.
In Summer think orange, lemon, lime, vanilla, cardamom, lavender, raspberry, strawberry, passion fruit, mango, banana, Malibu, cointreau and blackcurrant as flavour bases.

And finally, add a touch of humour
Laughter is the best medicine so the saying goes. For that reason, it’s always good to throw in a quote or a funny reference. Here’s my favourite, which I have always put at the top of my dessert menus to get the ball rolling:

“Stressed spelled backwards is Desserts. Coincidence? I think not.” - Anon

Hopefully this advice will give you some inspiration to go back and revisit your dessert menu to see where you can maximise your sales.

And don't forget to keep checking back as I have a few more menu engineering tips to share with you soon, including a Price Point Strategy and, in answer to a great question from Jenny on LinkedIn, the impact your Font choice can have on your guest's perception.

Menu Engineering: The Profit's in the Pudding

Worth a re-read. 

Especially this:

If you want to enjoy your 'just desserts' through increased dessert revenue, here are three simple rules: 

• Mobilise your team: if they believe they have a fabulous product, they will sell it. 

• Sell the experience: an engaging menu that tells a story will pique the imagination. (Perhaps you recently served a celebrity... Share that story and people will want to try the dish they had.)  

• Keep it simple: reasonably priced, homemade, classic puds served elegantly will always win through. 

(Originally posted on 16Jan11)

Cool as a cucumber

There are some hidden gems in our industry really worth sharing and here is one of them for anyone with a love for hospitality. 

The indefatigable Roy Ackerman hosts his own Digital TV channel called Cool Cucumber TV. 

Click here for a small taster of Cool Cucumber...

The interface is not the prettiest and there are no 'share' buttons, but boy does Roy make up for it in content with celeb chef interviews, restaurant profiles, wines, ingredients and recipes. Check it out now - it's fantastic.

Critics Criticise. Writer’s right?

Vanity got the better of me this weekend. To help promote this humble little blog I sent a tweet to Jay Rayner in the hope of tapping into his Seventy Six Thousand followers with this:

Hi @jayrayner1, any chance of a cheeky RT? The Art of Menu Engineering: Winning Words Your Menu Needs Today: t.co/Eh0imo2Mwh (Thanks)

I didn’t give it another thought as I was sure it would be ignored. Which is why I was pleasantly surprised to get a reply from Jay a few minutes later. Well pleasant may not be the word. If you’re not on Twitter, here it is:

@mykitchensync I'd like to think you're taking the piss because 95% of that is the worst advice I have ever read. Sadly, I fear you mean it.

Mightier than the sword: master of the dark art of criticism.

OOF! What a kick in the ribs. I read the words again, but still couldn’t find a glimmer of positivity. (OK, so 5% of my piece was not the worst advise he ever read. That’s good, right?) 

As I processed it, I kept thinking: How belligerent is that? Why doesn’t he agree with my viewpoint? Now what am I going to do? It would have been easy to rattle off some stupid tweet, but who needs to start a flame war (that's a pissing contest, Chef) which Mr. Rayner would win hands down. So I just tapped out a rather meek;

@jayrayner1 Fair point Jay. Thanks for taking the time to read it.

My earlier link to a piece by Seth Godin sums up the fact that you can’t please everyone. Jay Rayner’s job is to sell newspapers, his new book and an inordinate love for beards. A nice incendiary comment will do that. Or even a harmless tweet if you have the platform. 

To the Specialist in Soft Facilities Management, the Section Manager at John Lewis Partnership and the Catering Consultant in America who valued my article enought to ‘like’ or comment positively on LinkedIn, I thank you.

To Jay Rayner, thank you also. I’ll still vote for you again should you enter the Beard of the Year contest this year. Even if your point of view, just like your prominent goatee, really bristles.

Menu Engineering: Winning Words Your Menu Needs Today.

This post is part of a series to help you build a winning menu that will engage with your customers, assist your team and most importantly, drive your bottom line.

Dining out is a social experience. Think about those words for a moment: Social. Experience. 

Mrs K. enjoying a chat over lunch at The Cube. (R)

Social in my mind means conversation, to regale a story or to enjoy your dining companion’s perspective. And what better way to trigger those stories, that human interaction, than with the document your diners collectively hold in their hands: your menu. As your guests browse the Chef’s list of recommended dishes, any emotive words or descriptive phrases will help trigger conversation. THAT is where the experience comes in. Your guests don’t just eat - they have a dining experience. And customers WILL pay a premium for the pleasure.

The funny thing is, they may not even remember what they ordered when they later tell friends about the meal they enjoyed at your great restaurant, (put that down to your awesome wine sales technique), but they will remember what a great conversation they had as they reminisce. Before you’ve even lifted a pen or a pan, your menu has captured the imagination and generated some great word-of-mouth referrals. Now you’re really cooking.

So here are a few pointers that I tend to use when describing my dishes:

Use Femininity 

If your menu appeals to ladies, then the fellas will follow. How many restaurants have mid-week tables of ladies enjoying a girl’s night out? Get them returning on the weekend with hubby or that dishy new beau with words like fluffy, softly, lightly-scented, gently folded, delicate. You get the idea...

Steaks are Masculine

Because men love to work that Barbeque. As do some ladies.

So use words like Seared or Pan-fried or Char-grilled - all manly things to do to a steak or a piece of chicken.

What other dishes could be framed as ‘masculine’?

Who Cooked It?

One of the most powerful ways of engaging your customers and your team is by mentioning the people involved. If Chef Robert makes the bread, then say so. Anna's Red Cabbage Coleslaw or Jan's Sandwiches (as we had in our pub once upon a time) really personalises the experience and wins loyalty. In fact Jan used to have to come out to personally inform our guests what her sandwich of the day was. Why? Because they loved it and came back time and again for more.

Drop that letter ‘a’

This drives me absolutely nuts. Welcome to Mediocrityville.

“Steak served with a Mushroom Sauce”. Why is that ‘a’ in there? Get rid of it.

Char-grilled Steak with Mushroom Sauce

Avoid the word ‘with’. 

Your page is valuable real estate. Don’t clutter it up with unnecessary with's, and's and a’s. Use a comma instead.

Fish Cakes with a Mustard Sauce becomes 

Fish Cakes, Mustard Sauce or 

Dill-Scented Salmon Cakes, Wholegrain Mustard Sauce or 

Salmon Cakes on Lightly Foamed Creamy Mustard Sauce

(Which dish would you choose?)

Invoke that sense of Smell 

Smells tap into your reader’s memory bank and that can be very compelling when making a choice on what to eat.

Scented with, infused, minted, pungent, caramelised

Describe Textures in your dish titles. Again this is great for feminising a dish.

A sauce can be creamy, shiny, silky, velvety...

Think Nigella...

Think Nigella: Use terms that invoke luxury

Smothered, rich, oozing, Luxurious, tipsy, soft-centred, gooey...

Think Heston: Invoke memories (Think of school days and apple pie here...)

Old-fashioned, retro, childhood, vintage, classical…

Think Delia: Mention the cooking method, but in a feminine way.

Gently Baked, lightly poached, herb-roasted, slow-braised...

Think Jamie: Describe how it’s dressed on the plate:

drizzled, a squeeze of, shavings, a cordon, sprinkled, layered, piled, bosh!

Compare and contrast

It’s a writing trick, but it’s also a way of constructing a dish, so an example could be:

Iced Parfait of Caramelised Hazelnuts, Warm Chocolate Sauce (Hot/Cold) or

Velvety Chocolate Mousse, Peanut Butter Brittle (Soft/Hard)

Talk up your Provenance

If you’re not mentioning how you source your food, then start today. 

Be aware however, of how you go about that. There is a current trend to mention the farmer, butcher, grower, cheesemaker, trawlerman or every man and his dog to get across the point that you are sourcing ethically and locally. If you think it makes sense to your customers, continue doing it. 

Personally, I find it clutters up the menu (Pan-Seared Red Tractor Sirloin, Creamy Sauce of John Smith foraged Wild Mushrooms just doesn’t work.) What does work is perhaps a small text box at the bottom or at the back of a menu that mentions all of those acknowledgements and logos in one hit. 

Oh, and train your staff to be ready for the question from inquisitive or enthusiastic guests. Those you nourish will flourish.

I hope this has given you some inspiration to revisit your menu wording and create that connection with your customers that’ll have them coming back for more. For more ideas on how to be creative with your dish descriptions, open any cookbook and have a browse. More than recipes, they are lifestyle aspirations. Have you got that on your menu?

Bookmark or Subscribe now: Upcoming posts will look more specifically at unlocking Dessert’s Hidden Treasure and the psychology behind a great Price Point Plan.

Menu Engineering: Emotion is an Ingredient

This post is part of a series to help you build a winning menu that will engage with your customers, assist your team and most importantly, drive your bottom line.

Using emotional touch points to describe your food is a sure-fire way of engaging your customers. They know chefs are passionate. They know it’s hot in the kitchen and tempers flare. They know chefs are great in bed. (I made that up. Patissier's are.) So why can’t we display some of that raw emotion on our Menu. After all, it’s a key ingredient in what inspired any dish in the first place; a memory, a concept, an occasion, or as a tribute or even to emulate perhaps.

If you ask any Chef what his all-time favourite dish is, invariably it’ll be something cooked by his Mother or Grandmother. Or where does he like to eat out on his night off? Again, I would lay good money on the choice being Indian or Chinese. So why on earth does that same Chef insist on handing us a shopping list of ingredients in any restaurant worth wearing a tie to. 

You know the Carte I’m talking about; weighted sheet, off-white, textured, say 200gsm and sparingly held together in some kind of bamboo or leather contraption. 5 Starters, 5 Mains, 4 puds and trolley of cheeses, at a supplement. Naturellement. And don’t be surprised if you find the price spelled out in longhand at the bottom. There is after all empirical evidence this will increase sales. Your eyes wander down the page and we’re back to that seemingly random list of things: 

Scottish halibut, fregola, blood orange, sea kale

Marcus Wareing

“What the hell is fregola?” “Sshh, the waiter’s coming?” That particular dish is taken from one of Marcus Wareing’s menus at The Berkeley. You can see the rest of it here. (And for the pedants: Times regular, 17 point and very sparing on the capitalization.)

Now, what’s worth mentioning at this point is - and I want to make this very clear - there is NOTHING WRONG with that style of menu. OK? I am not saying it is wrong. For Marcus Wareing, it is the culmination of many, many well thought out decisions and it works for his business. What I am saying is that we can’t ALL be Marcus Wareing and we don’t ALL have two Michelin stars to back up those little words he sprinkles sparingly around the page. 

So how should ‘the rest of us’ describe our menu choices? Let’s go back to that chair you are sitting in where your customer normally is. Now, imagine a very suave Italian (or French) Maitre d’Hotel describing the dish above to the lady next to you. Actually, if you’ve seen this in real life, it’s a thing of beauty - these guys really know how to turn on the charm. The Halibut could be described as ‘very light’ or ‘beautifully fresh’ (say it with the accent) or even ‘incredibly delicate’. The Fregola is from Sardinia, so again our Italian friend would invoke the beautiful sea breeze where his Mother used to make such a delicate pasta. The blood orange adds ‘zing’ and the sea kale gives it a beautiful ‘finishing touch’. Now you tell me... what have we learned about this dish? Nothing. Except my dining partner now wants to go to Sardinia with Señor Sassi and orders the fish just to make him happy. Sold! And the side to go with it.

If only we could take all that flirtatious charm and sprinkle it on every guest. Oh wait... by invoking the emotive power of language on our menu, WE CAN. 

So the next time you are writing your menu Chef, try to imagine standing AT THE TABLE and explaining the dish IN PERSON. Yeah. Use those words.

In my next post, I will share some of the winning words and phrases that have proven to drive sales in my business.

Menu Engineering: The Power of 'Recommended'

This post is part of a series to help you build a winning menu that will engage with your customers, assist your team and most importantly, drive your bottom line.

In a previous post, I talked about the importance of having a great introduction on your menu. Suddenly, this gives the feeling of having a conversation with the owner. Now, you ask, which dishes should I try to further the experience. 

The best way is to highlight certain dishes is with a ‘Recommended’ symbol. But it is a minefield. Yes, they have to be dishes that will work best for your business in terms of revenue, but they also have to work for the guest in terms of quality. Balancing that customer satisfaction with meeting the targets of your bottom line is a very tricky business. 

A great example of Recommendations influencing choice.

To start with, every chef will say that ALL the dishes on their menu are good and will naturally gravitate towards the ones they like to eat. But let’s take a hard-nosed approach for a change..

Here are the key questions that you need to ask in deciding a recommended dish:

Which dishes are super-popular and bring people back for more?

A bit obvious, but surprisingly it’s not necessarily the dish the Chef thinks it is. He might think it’s his fantastic Duck a la whatever-he-calls-it, when in fact it’s the lemon tart served after he’s gone home. That’s why patissier’s rule!

Which dishes are really straightforward to prepare in terms of mise-en-place?

The dish looks good in terms of food cost, but it might be killing your labour budget. At St Cross College, our chef loves to serve soup for big functions. Makes sense… doesn’t it? The problem is a waiter can only carry two bowls to a table, so I need more staff. By encouraging the chef to change to a risotto for example, the waiter can carry 3 bowls. Now we can serve 120 guests with fewer staff.

Which dishes are easiest to dress on or have plated during service?

Prepare for success by making sure you don’t get a traffic jam at the stove. It may be popular with the guests, but not if they have to wait for an hour for it to be served.

Which dishes use the least expensive ingredients?

Sometimes a dish can be just that simple; cheap and easy to prepare. Nursery dishes and homely classics will never go out of fashion it seems. So don’t overlook them in favour of celebrity ingredients.

In terms of dietary requirements, which dishes appeal to the widest audience?

This is especially true in banqueting or for weddings where pork, shellfish, beef, horse (couldn’t resist) or fois gras are best avoided, unless of course you know your audience really well.

Which dishes are priced the most expensive on the menu?

One lesson I learned in my restaurants in Kathmandu is that people love to show off. To flaunt their wealth. So let them. Sometimes it does make sense to recommend the most expensive dish.

Here’s a sneaky one: which dish requires one or two sides to make it complete?

The dish itself might seem reasonably priced, but throw in a couple of sides and your bottom line is looking good. Sound familiar?

Another bonus one: Which dishes offer supplementary upgrades? e.g. Prawn vs Lobster Surf n’ Turf?

So you recommend the basic version and allow guests to ‘upgrade’ if they wish. What’s wrong with that?

And would the Chef know which dishes promote the sale of some great wines?
This is where good restaurants become great. Involving the sommelier, the maitre d’ and the chef in the conversation will really drive sales. A very delicate terrine, will encourage the sale of a Premier Cru in the hands of the right Sommelier. But if you allow the Chef to recommend his homely soup, which probably is great and ticks lots of boxes, you do lose the opportunity to upsell on your wine.

I know there are a lot of analytical tools out there to help you arrive at the right recommendation list, but here’s what we did at my place in Kathmandu. We monitored sales over a six week period. Then we costed EVERY SINGLE dish. Next we got the Heads of Kitchen, Dining Room, Bar and Accounts around a table and we thrashed out the merits of each dish on whether it should be recommended or not. 

What we learned was that, our two most popular main courses happened to be our least profitable. (And it’s hard to put the price up when competing with the hundreds of restaurants nearby). We decided to keep them as ‘Recommended’ because people would choose them anyway, and they’ll come back for more if they do. However we offset that with a couple of delicious starters that were surprisingly inexpensive to produce. Our secret weapon however is our dessert menu which we believe is the real differentiator between us and our competitors in Kathmandu. That will be the subject for another post soon.

Menu Engineering: Upsell While They're Browsing

This post is part of a series to help you build a winning menu that will engage with your customers, assist your team and most importantly, drive your bottom line.

This is a brief post, but it is vital in getting those extra sales ringing through that till. If you have an engaging introduction set out in a nicely presented menu, people will naturally go on to browse it from beginning to end. 

During that time, they’ll probably want to order a drink. And since they also feel peckish, I'm guessing they wouldn’t mind a little snacky-bite (as Mrs. K calls it) before they err, eat. I now I usually do.

I mean, think about it: The table have mostly arrived, but they’re just waiting for one more guest. So you give them the menus and they start reading the intro (‘Wow, what a great story, I’d love to do that’) and  perusing the recommended dishes (more on that in my next post).

‘Ooh look, nibbles - at the top of the page.’

Congratulations. You just gave them an opportunity to spend some money.

Polenta with Fig

Simply put, browsing the menu is a fantastic opportunity to up-sell. From Olives and Breadsticks to Mini Fish and Chips and Smoked Salmon Canapés. The list is endless. 

Three rules to follow however:

• Make them expensive (if you dare)*
• Serve them quick, 
• Don’t make them filling. 

*Why make them expensive: because people who choose expensive snacky-bites while they browse the menu are making a statement of intent. They intend to enjoy themselves, whatever the price. So serve them up quick and get ready to follow suit on the wine and supplements.

*There is another reason to make them expensive, which I learned the hard way. Some diners will have nibbles INSTEAD of starters! I know, right? It’s a little annoying when it happens, but console yourself in the knowledge that you made good margin on the snacks they did order.

Once those drinks and nibbles are on the table, you're next question is; What steps have you taken to influence their food choices that work for you? 

Check in with my next post to find out more.

Series: The Art of Menu Engineering

This post is part of a series to help you build a winning menu that will engage with your customers, assist your team and most importantly, drive your bottom line.

I work with lots of very passionate chefs who love to cook great dishes from locally sourced food and in return we are rewarded with really happy customers. So when those chefs talk to each other about menu engineering in our food trend workshops, they speak from a position of knowledge and experience. 

French Laundry's Thomas Keller confers with his chefs

Time and again, terms like menu-busters; food heroes; increasing GP (gross profit); achieving margin (pretty much the same thing) and even up-selling or cross-selling are thrown in and we all go home feeling warm and fuzzy because we feel we've learned a valuable commercial lesson. What strikes me though, is that I don’t see the front of house guys in this conversation. Nor have we considered asking the marketing or retail-experienced guys what they might think.

So here’s a fundamental question I have for any chef who wants to practice or teach menu engineering: have you owned your own business and relied on that same menu structure to meet rent and payroll at month-end? Rarely the answer is yes. But one thing is certain, it takes more than menu-busters and margin to create a powerful revenue-driving sales tool that any great menu should be.

Let me take you back 14 years to my experience of shouldering that burden in my new restaurant which had only opened 12 weeks previously at the time. On any given night we were expecting 300 guests in for dinner of mostly trekking and expat groups from all over the world. So far so good, you might say. The thing is, I was the only person in the business who spoke English fluently and in the dining room, many of our customers spoke English as a second language. Yeah, that’s kind of a challenge. 

Now Chef, write me a menu that will sell our food. And our Wine. And Desserts. And Coffee. And breakfast tomorrow. And goes on to create repeat business through word-of-mouth. But most importantly right now, will overcome the waiter’s inability to SELL due to his shyness or his language barrier. When it’s put in those terms, you learn pretty damn quick. 

Chef Gary Jones writes his Lunch Menu

To begin with, I guess the first question to ask is this: what is Menu Engineering? Well as expected, those boffins at Wikipedia have an answer for that, but they don’t have THE answer. Because that really depends on your business and your customers. What I can do however, is throw some perspective on how I have looked at this conundrum over the years. Up front, it’s about psychology. Behind the scenes however, it’s about growing your profits. 

If your menu is not driving sales, then tear it up and start again. You owe it to yourself, your staff and your investors.

Over the next few posts I want to address these key areas:

• Your Menu Introduction: Selling the Sizzle
• Upsell while they're browsing
• The power of ‘Recommended’?
• Using Emotion in your Dish Descriptions
• Winning Words and Phrases
• A Price point plan

Just to be clear about what I mean when I ask, what is a menu?, check out my previous post and then we can look in more detail at some of those key elements in creating a sales tool that works for you.

Pseudo-Chef: Comedy of Errors

This is one of the funniest videos I've seen in a long time. Watch it a couple of times and enjoy it.

After reflecting on it for a while, I think there is a large pinch of truth to be found in there somewhere. Over the years I have met, worked with and sadly, employed a number of chefs who really believe the dishes they cook are worthy of a Masterchef finale, when in truth they would be laughed out of a transport caff.

I am talking about chefs that produce the most bland or insipid sauces and purees safe in the knowledge that a trendy 'swipe' or 'smear' presentation will lift it to greatness. Or calling a dish locally-sourced because "the label on the box in the freezer said 'Made In England'" (the actual words of a waitress describing a burger's provenance to a friend of mine in a pub recently).

Or the kind of chefs who consider ketchup to be a great substitute for tomato puree and a tin-opener essential to their knife kit. Or who perhaps look at you blankly when you ask "Is this dish actually finished?' or "Have you added any seasoning?" where the final stage of 'pass and correct' - meaning to sieve the sauce or soup and adjust the seasoning - is all too often omitted out of laziness. 

Or who get defensive when you ask if we can do something other than spaghetti bolognese for the special. (And by the way, serving the ragu on the side does not render it 'de-constructed'.)

And why has this culture been allowed to develop? Because it is now the norm for this bland mix-and-match pseudo-cooking to be praised at every turn for it's so-called uniqueness and creativity. Eric Morecambe's piano tinkling with Andre Previn wasn't a masterclass in music, it was a masterclass in comedy. In the same vain there are thousands of so-called chefs - in small local pubs, big chain mega-brands, neighbourhood eateries and tired institutions - earning a decent salary, not for the Masterclass in cookery they think they are delivering but for the comedy of errors their customers have to put up with.

The Profit's In The Pudding.

How often have you requested the bill at the 'end' of your meal, without being asked if you would like a dessert by your waiter?

It never fails to surprise me that any restaurant, especially an Indian or Chinese one for example, would pass up the massive opportunity to tap into the profitability that desserts - and liqueur coffees, cognacs or malt whisky - can be to their bottom line.  

Let's think for a moment about the costs involved in selling a steak or even a chicken tikka masala: 
• You have to invest heavily in a marketing campaign to get the customer in the door. 
• You have to invest substantially in the fixtures and fittings to get the venue right. 
• You have to invest in your linen, menu printing, crockery, cutlery and glassware to get the presentation right. 
• You have to ensure great ingredients to get the product right.  
• And you have to invest heavily in your team and your training to get the customer experience to the right standard. 

All this to sell that main course before simply allowing a lazy or incompetent waiter present the bill and letting them walk away without a further sale.    

With just a tiny addition to one or two of the above investments, your ability to sell a dessert makes the enterprise far more profitable, since the hard work has already been done in getting the point of sale already. 
 
With this in mind, lets think about the additional costs of tagging on that dessert on their bill:
• other than an engaging dessert menu, no extra marketing is needed since you all ready have your clientele 'in situ'. (Although more diners will be attracted on the promise of a decent pudding selection to round off their meal.)
• the fixtures and fittings have been admired so nothing extra required there. 
• The additional linen, menu printing, crockery, cutlery or glassware required is negligible since it was required anyway and therefore already in place.  
• There is an added cost due to the extra ingredients required, however this is instantly converted to profitable revenue with each sale. (In fact I would almost consider this an investment  - chefs will disagree, unless they gratefully count the cash at the end of the night.)
• The service staff are already in place. (And with these happier customers consequently paying bigger bills (and therefore leaving bigger tips), they will be highly incentivised to take on board the small additional training required to make that sale.
• And I have yet to meet a chef who does not want to do more with their knowledge and skill in the area of patisserie. Development in this key area could be just the incentive they need to stay longer with your team. 

If you want to enjoy your 'just desserts' through increased dessert revenue, here are three simple rules:
• Mobilise your team: if they believe they have a fabulous product, they will sell it.
• Sell the experience: an engaging menu that tells a story will pique the imagination. (Perhaps you recently served a celebrity... Share that story and people will want to try the dish they had.) 
• Keep it simple: reasonably priced, homemade, classic puds served elegantly will always win through. 

Long Time No See

During a very difficult service on a cold January evening years ago, we found ourselves very short of dining tables in the warmth and cosiness of our Dining Room. The next morning I set about rearranging the tables to create more space. Through trial and error, we managed to accommodate 72 covers where only 56 could sit previously. As I stood back to admire the row of romantic looking tables-for-two along the window (overlooking the waterfall), I recounted to the waiters a situation I was reminded of during a Lunch at The Savoy Hotel’s iconic River Room...

.... On arrival, my host shook hands with the Manager on reception and passed him a rather substantial tip while politely requesting a table by one of the main windows. Gracefully accepting the generous incentive, the Manager glanced at his diary and loudly announced as if to an old friend “Aahh Mr. Cooper; long time no see.” This was quite amusing as he had never been before.  Swiftly we were lead into the famous dining room where the ritual was repeated with our Head Waiter. Graciously he promptly offered a chair at one of the highly-coveted window tables and proclaimed; “Mr. Cooper... your usual table!”

Later that evening as I stood surveying our readiness for service, I watched two very tall Australian tourists who had obviously wandered in for the first time out of curiosity and couldn’t decide whether to stay or move on. Immediately they were greeted enthusiastically by one of my smallest waiters; “Namaste Gentlemen... Long time no see!”

Humoured by his remark they browsed the menu and ventured in further to have a look around. With seating for 300 covers available, the wily waiter urged them to just enjoy a beer at any table of their choosing... in the garden... in the bar... in the dining room.... or perhaps on the terrace. Eventually they relented and chose - quite randomly - a table outside on the terrace.

“Aahh,” he said pulling out a chair for them, “your usual table.”

(And over the next three nights of their vacation, it was.)