My email’s inbox is full lately of news reports about businesses closing right and left. The level is no more than usual, but it’s the comments by the operators that get me the most. Some I have actually seen due to my extensive traveling for clients and I’m pretty familiar with most primary and secondary markets as well. The bottom line is that too many of them simply don’t take responsibility for their situation. So with that, here’s my list of the types of operators who are just don’t get it.
Operators who say that they never have enough time for themselves or family, but who refuse to hire an operations manage because they do not have the ability to trust in one, or the money, or both.
Operators who desperately need a marketing plan, business plan, operation plan, strategic plan, etc., but never seem to get around to getting it done – then wonder why success is not beating a path to their door.
Operators who have high turnover and blame it on their labor market, or the economy, etc.
Operators who are totally reactive to circumstances.
Operators who treat all staff the same.
Operators who think they’re social media gurus but can’t say hello to their staff as they walk in the door for work.
Operators who cannot think strategically beyond their own experiences, and who refuse to understand that their success will be limited to their level of understanding that restaurants are a unique business entity and is not related to their understanding or experience in other industries.
Operators who do not understand that if you are not able to differentiate yourself in your market, you become a price-driven commodity.
Operators who do not do their homework.
Operators who cheat, lie, steal and abuse any or all of their relationships with vendors, staff, colleagues, guests, etc.
Operators who, when blessed with a great sales increase, do not know where it came from.
Operators who, not having a days worth of experience in the industry, never ask for help.
Operators who, when they get in the weeds, never ask for help.
Operators who don’t invest in their managers and staff.
Operators who don’t constantly invest in themselves.
Operators who constantly ask me, “If I don’t use discounts or coupons, what else can I do?”
COMPLACENCY.
ARROGANCE.
Operators who think that nickel and diming their business, guests or staff, will make them rich. No one ever shrank their way to greatness.
Operators who take their staffs, guests, vendors or team for granted.
Operators who do not embrace change.
Operators who never seem to be ready for change.
Operators who do not have a meaningful vision of their business or their brand.
Operators who do not understand the importance of branding their business.
Jeffrey is a 30 year veteran of creating, operating, Coaching and consulting with successful restaurant & hotel concepts that include national, international, franchised and independent brands.
He is also the president and founder of Summers Hospitality Group a full-service, national and international, Restaurant & Hospitality Coaching and consulting firm based in Fort Worth, Texas. Besides helping clients achieve success by working with them one-on-one, Jeffrey frequently speaks at and attend numerous industry events as well as at local, state and national small business groups in order to share his passion for the business of food and hospitality.
You can call Jeffrey toll free at 888-9988-SHG (744) for a free consultation or email him using the form below.
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