| Problems and Crisis | | | | However, there are some things that you can do to |
| If there is a certainty that a restaurant owner must | | | | prevent/mitigate these kinds of problems: |
| face, it is that they will be exposed to a flow of | | | | 1. Perform routine maintenance of all your equipment. |
| continuous problems, being only interrupted every | | | | Although you will spend some extra money, it is |
| two to three months by a real crisis. | | | | totally worth it if this saves you grief and expensive |
| This is a fact of life and there is nothing that we can | | | | emergency repairs. There are companies that |
| do about it... or is there? | | | | specialize in maintaining and servicing your equipment |
| As the owner of a small business, you must be | | | | and appliances on an ongoing basis. |
| mentally ready to confront the many problems and | | | | You can get an annual contract with them with |
| crises that you will face during your years at the | | | | scheduled visits to check all the equipment, change |
| helm of your restaurant. All industries have problems, | | | | filters, lubricate the moving parts, etc. Think about |
| however, the main difference between a successful | | | | this as insurance for your well-being. |
| business and an unsuccessful one is how well the | | | | 2. Keep in your place a handy list with phone |
| business owners can cope with the problems and | | | | numbers of all the companies and professionals that |
| crises that will arise (because they will, make no | | | | can help you whenever something fails in your |
| mistake about it). | | | | place.If you don't have the maintenance contract, |
| To put things in perspective, you have to realize that | | | | something will break or malfunction, and your stress |
| problem solving and troubleshooting are staples of | | | | level will rise quickly when you can't find the phone |
| the small business owner's mindset. Although you | | | | number of the company or professional that can fix |
| can't predict when something wrong will happen, | | | | or repair your equipment. |
| there are steps that you can take to mitigate the | | | | It is a good idea to keep a folder containing the |
| stress - and cope with the situation. | | | | warranties of all the new equipment that you buy, in |
| First, let's try to catalog the problems. | | | | this way, if something is still under warranty, you will |
| Basically, they boil down to three categories: | | | | get it fixed for free (or just for the price of the |
| | | | parts). |
| 1. Problems with work-related people | | | | Whenever you buy something new from a |
| 2. Problems with equipment or facilities | | | | distributor, ask them also who services and repairs |
| 3. Personal Problems | | | | the equipment it if it breaks and it's not covered by |
| Let's look at each one of them in more detail: | | | | the warranty anymore. |
| | | | Take note of the person or place and write it down |
| 1.- Problems with work-related people | | | | in your contact list. Also write down the warranty |
| We can divide the problems with people in three new | | | | expiration date, so that you know if it is still covered |
| categories: | | | | or not. Include in your list the names and phone |
| A. Problems with Employees and Food Providers | | | | numbers of other professionals that can be handy |
| B. Problems with People who provide you with | | | | whenever something goes wrong. Make sure that |
| services (such as Lawyers, Accountants, etc.) | | | | you keep copies of this list (things get lost) at your |
| C. Problems with Clients | | | | home, and post a copy in a place where everybody |
| Let's now try to analyze each one of them in more | | | | can see it. |
| depth: | | | | Don't forget to tell all your employees where you |
| A. Problems with Employees and Food Providers | | | | keep the list. |
| This category will would probably be one of the | | | | Not only they will be able to quickly find and contact |
| recurrent ones. | | | | the necessary repair person, but you will also ensure |
| We've all being there. One of your waiters (or your | | | | that they call the people that you want instead of |
| chef or hostess) get sick precisely the day that you | | | | looking blindly through the Yellow Pages. |
| have a big party, and it is too late to replace them. | | | | These are some categories of professionals and their |
| Your provider, who promised you to deliver the | | | | phone numbers that you could start compiling in your |
| special food for that super-exclusive dinner that you | | | | handy list. This list is limited (you'll have specific needs |
| were preparing for - for an entire week - is nowhere | | | | to cover depending of what kind of restaurant and |
| to be found. | | | | appliances you have), but you'll get the idea: |
| One thing after the other occurs. A good way to | | | | - Dish Washer |
| deal with this problem is to always have a plan B. | | | | - Refrigerator |
| When you create your schedule for your staff to | | | | - Stoves |
| work, have always at least one person on call in case | | | | - Ovens |
| something happens. | | | | - Coffee Machines |
| Tell your staff that they won't be called unless it is | | | | - Fryers and other kitchen appliances |
| absolutely necessary, and that you will compensate | | | | - Electrician |
| them by giving them an extra bonus if they have to | | | | - Plumber |
| come to work. | | | | - Heating and Air Conditioning Maintenance and Repair |
| Explain to them that this is not a "nice to have"; this | | | | - Locksmith |
| is a need and therefore non-negotiable. You can be | | | | - Taxi Service |
| flexible on the order (rotation) of on-call status. | | | | - Linen Service |
| The people who are off have other commitments | | | | - Food Providers |
| and other plans, but if they understand how | | | | - Drinks Providers |
| important this is and they know that this will be on | | | | - Landlord |
| an exception basis and that they will get generously | | | | - Handyman (for minor repairs) |
| compensated, they will agree with the conditions. It is | | | | - Grease disposal |
| also a good idea to have your staff cross-trained so | | | | - Linen Company |
| that a waiter can be a replacement host or your | | | | - Phone equipment |
| host can replace a server if necessary. | | | | - Fax |
| Same thing in the kitchen: Your cooks should be able | | | | - Computer |
| to cook any of the dishes even if the chef is sick or | | | | - Point of Sale or terminal |
| taking a well-deserved vacation. If you have read | | | | - Software support |
| Module 1 from my Seminar, you already understand | | | | - Miscellaneous |
| how important is to have great staff, and why it is | | | | 3. Personal Problems |
| totally worth it to surround yourself with the best | | | | These are the most difficult to deal with, since |
| staff that you can find. If necessary, re-read the | | | | emotions always run high when problems involve our |
| module-; and make sure you do the homework! | | | | own personal issues. |
| Regarding the providers: Make sure that you get | | | | We are all human beings with families, relationships, |
| everything that you need for your meals way in | | | | etc. so personal problems are unavoidable. |
| advance so that you have time to plan if something | | | | Restaurants are stressful environments because we |
| doesn't get delivered on time or arrives in bad | | | | have to deal with so many variables: providers, staff, |
| condition. Don't wait until the last minute for any | | | | clients, services, financial issues, bookkeeping, |
| shipment, even if the providers promise you that it | | | | insurance, marketing, sales, food, drinks, etc. On top |
| will get there. | | | | of that, schedules are often intensive with late hour |
| If, for whatever reason, you must wait for the | | | | shifts for dinners and drinks (especially if you have a |
| delivery, make them sign a contract (it doesn't have | | | | full bar) and always busy weekends when other |
| to be very long or formal, one sheet with some | | | | families can have quality time with their loved ones. |
| clauses will be enough) so that if they don't deliver | | | | This busy life often takes its toll on the restaurant |
| the goods on time, you have the right to obtain | | | | professionals and their families. |
| missing products from another source, and also the | | | | Although it is difficult to balance your business with |
| right to decline the products if they are delivered late. | | | | your family's schedule (unless you are single or your |
| They should also compensate you for the difference | | | | spouse also works in the industry), there are things |
| in price. I think that this is fair and they shouldn't | | | | that you can do to mitigate this problem. |
| refuse to sign it. | | | | First, we need to go back to your employees. You |
| B. Problems with People who provide you with | | | | need to surround yourself with top-notch people. You |
| Services. | | | | also need to have a manager that you can totally |
| This one is more a hassle than a real problem (at | | | | trust so that you can delegate some of your tasks. |
| least if it is your lawyer lying to you, or your | | | | If your place is too small to have a dedicated |
| accountant messing up your books, etc. But that is | | | | manager, train one of your servers to perform some |
| beyond this newsletter to fix). | | | | of your duties. |
| If you are not happy with the services that you are | | | | Pick a motivated, ambitious and especially honest |
| getting from your services providers (either they | | | | person and spend time with him/her. Train them to |
| don't deliver good quality work or they are rude, | | | | the best of your abilities without withholding |
| often unavailable, etc.), simply change to another | | | | information. |
| provider. | | | | Many restaurant owners are wary and afraid to |
| Live is too short to deal with less than excellent | | | | share their knowledge, thinking that their employees |
| professionals and the world is full of good ones. Try | | | | are just waiting for the moment to quit and open |
| to get referrals before you commit to one of them. | | | | their own place. Perhaps this is true, but the burden |
| C. Problems with Clients | | | | that you will unload and the loyalty that you will |
| I cover in the first three modules of the seminar how | | | | create with them will totally outshine the possibility of |
| you need to put clients as your priority number one. | | | | another competitor. |
| For those of you who have subscribed to the | | | | Also make sure that you compensate them |
| Seminar, I encourage you to re-read these three first | | | | generously for the extra responsibilities. I see often in |
| Modules. | | | | this industry, owners giving their people extra work |
| For the ones who haven't subscribed yet, I will give | | | | and responsibilities in exchange for nothing. This won't |
| you a brief overview: Basically, you need to fall in | | | | work! |
| love with your clients and try to make their | | | | After you have trained somebody to keep the |
| experience in your place as pleasant as possible. | | | | business running, assign yourself at least two off |
| They are the ones who - at the end of the day - | | | | days a week (you can pick Sundays and Mondays |
| give you the money to keep your business alive, and | | | | that are normally slower than the rest). |
| should be your first priority. | | | | Your manager should be able to cover for you. Once |
| A disgruntled client is bad business, and they will tell | | | | you trust that your manager can do the work, take |
| others about their (bad) experience in your place | | | | bolder steps: take some vacation time, go away with |
| (including thousands of readers in forums and | | | | your family for a week at a time while your place |
| restaurant review web sites) so do your best to | | | | keeps on running on autopilot. Again, by changing |
| compensate their unhappiness and make them feel | | | | your focus from your business and place to your |
| good again. | | | | clients and employees (as I explained in my |
| However, there are some cases (few - very few) | | | | Restaurant Marketing Strategies Seminar), you should |
| where you are better off without a troublesome | | | | be able to excel in all aspects and have much more |
| customer. In this case, be firm and invite them to | | | | relaxed and happy personal life. |
| leave your premises. Never confront them directly | | | | So there you have it. Are you going to avoid |
| and don't hesitate to call the police if they become | | | | problems by following these steps? No, you won't - |
| aggressive or violent. | | | | that would be impossible. But I can assure you that |
| This should never be a tolerated behavior. | | | | you can mitigate quite considerably many of them by |
| 2. Problems with Equipment and/or Facilities | | | | having a plan that you and your employees know |
| Things break. This is a fact of life. And it always | | | | and follow. |
| seem to happen when you least expect it (well, we | | | | It's like being in the armed forces. The more trained |
| never expect things to break, do we?) or we need | | | | that the soldiers are to respond under fire, the more |
| them the most (again, we always need the things | | | | ready they are whenever a critical situation arises. |
| that we use, right?). | | | | |