This Foodie Friday I’m doing something way out of the ordinary for this space: I’m going to quote heavily from a press release. Yes, that’s right – I finally got one that interests me because I think it makes a point that will be of interest to you. That said, I’m going to edit this to make a point in a second.
The Local Culinary, an all-new innovative (EDIT) restaurant concept led by seasoned European restaurant industry veteran and entrepreneurial visionary Alp Franko, today celebrated its official launch, with the opening of its first location in downtown Miami. With a (EDIT) kitchen located on South Miami Avenue, The Local Culinary operates eight individual concepts where chefs produce a range of creative, inspired menus. Catering to both evergreen fare and timely dining trends, The Local Culinary is dedicated to serving modern, chef-driven food (EDIT) options inspired by global cuisine. From Mexican, Italian and Asian cuisines to burgers, fried chicken, healthy bowls, gourmet salads and more, the company’s (EDIT) restaurant fare is available to Miami residents (EDIT).
OK, so why would an announcement of what sounds very much like a food hall (8 restaurants under one roof) be particularly interesting? I mean you can’t go more than a few miles in many major cities without finding one, so what’s the big deal? I’ll give you a hint. According to a recent survey on Upserve.com, 60 percent of U.S. consumers order delivery or takeout once a week, and 31 percent say they use these third-party delivery services at least twice a week. Orders placed via smartphone and mobile apps are expected to become a $38 billion industry by 2020, with millennials as a driving force.
Did you guess? This is a virtual restaurant or restaurants. Everything I edited out mentioned that fact and that the food is only available via delivery. There is no physical dining room and all 8 operate out of a common kitchen. It’s a food hall without a hall and it caters specifically to the demand for meals delivered. Why I find this interesting, no matter which business you’re in, is that it is a reminder that consumer preferences change constantly and those changes can be devastating if you’re not anticipating them. Think about the landlords who own prime street locations for a restaurant. What happens when “restaurants” can be located in a warehouse with no real parking or storefront? What about the paper companies who haven’t geared up to fulfill orders for a huge takeout market? It doesn’t take a lot of thinking to figure out how many other sectors, from servers to bartenders to furniture to glassware this trend could impact.
Legacy thinking does nothing but gets you left behind. Look at the issues (since it’s Foodie Friday) that Kraft-Heinz is having. Big brands like Oscar Mayer and Maxwell House are out of step with modern consumers’ tastes and even though they were smart enough to buy an early plant-based “burger” company (Boca), they have been left behind by the newer companies such as Beyond Meat.
How far down the road are you looking? What are you doing about what you see?
I spent last week at a conference of franchise consultants and franchisors. If you’ve read this blog before you’ll know that one of the recurring themes is the need to be learning constantly and going to meetings like that one is one of the best ways to educate yourself. After all, who knows more about that challenges that you face in your business than other folks who are dealing with the same issues?
One issue that came up a lot in my conversations with my peers is the issue of fear. We’re in the business of helping people realize their dream of business ownership. We find out their “why” and then find businesses – franchises – that match their goals and their budgets. In the process, we end up sending them a lot of very specific information about potential investments and it’s at that point that the fear barrier sometimes kicks in.
Imagine that you’re looking at several opportunities that could make your dream come true. You have the resources to make it happen. The next step is for you to speak directly to the development people at the brand and to continue your investigation. What often happens at this point is that people “go dark.” They don’t respond to phone calls or emails. I suspect that it isn’t that they’re not interested but, rather, that they’re TOO interested and suddenly things are VERY real. The notion of quitting your job and investing your savings in something completely new can be terrifying.
The people with whom we’re having these discussions identified themselves. They filled out a request to chat with someone about franchise opportunities. They WANT to make this happen, or at least they want enough information to see if that’s what they want. I’ve had people say they’ve reviewed the information and a company I’ve found for them isn’t quite right. That’s fine: we keep looking (I represent over 500 different brands). They’re not unafraid but they’re not letting the fear paralyze them. They use it as motivation. They believe that they can change their lives for the better and 94% of the time they will be right (that’s the percentage of franchisees that consider themselves successful).
No matter whether you’re looking at franchises or at changing companies or jobs or careers, the fear barrier will be there. The people who are truly successful – the ones who realize their dream and find self-fulfillment – are the ones that break through the fear barrier, not waiting for the “right time” or accepting the things in their lives that are really unacceptable to them when they step back and think about it. Is that person you?
I was watching the College World Series the other night. My Wolverines are in the final with a chance to win a very surprising national championship (they weren’t supposed to get this far). Go Blue!
Many of the articles attributed their success to great pitching and that’s something whose importance you can never overstate in my opinion. However, there is one other factor I noticed in watching this team that’s applicable to any business. This team has been well-coached in the fundamentals. Let me explain.
Bunting is a lost art in baseball. It’s attempted in many of the major league games I watch and is rarely executed perfectly. Maybe I’m yearning for the age when Phil Rizzuto would school the Yankee teams on bunting (he was among the best ever at it) but I’ve now seen Michigan lay down several perfect bunts on the correct side of the plate based on the situation and the defense. That’s knowing and practicing the fundamentals.
They run the bases well and don’t make bad decisions. Sure, a coach is involved in the decision, but if you don’t hit the bases in stride and run with your head up you’ll miss the “stop/go” signal. They are not too anxious at the plate, often running the pitcher deep into the count. Over time, that has an impact and the more pitches you see, the greater the likelihood that you’ll get one you like. Again, these are fundamentals.
The same holds true in your business. How well schooled is your staff – or are you – in the fundamentals of your operation? Does everyone understand how you are creating value for your customers and your enterprise? Since, as Eisenhower said, the plan may be useless but planning is essential, is everyone involved in that fundamental process? You probably use a lot of industry-specific terms in your office. Does everyone fully understand them and speak your language fluently?
As managers, our job is to make sure that the team has the skills to perform and that skill almost always relies on some fundamentals. Teach them, practice them, and make sure that they’re executed perfectly every time. Like this Michigan team, you’re probably going to overperform and get unexpectedly great results. Make sense?
We’re starting down that road to another presidential election here in the US. There are a lot of people who want the job, apparently although having watched my way through “The West Wing” multiple times I’m not sure why. The plane maybe?
No, we’re not heading into the world of politics but one thing that struck me as I have been watching the various candidates making their cases is that there are an awful lot of good ideas being tossed around. Every candidate has a grand solution to one or more of the many things that can be improved here in the US of A. Of course, so did nearly every other person who has run for the office over the years. What they found is something that’s useful to any of us in business: good ideas aren’t enough.
I’m sure you’ve had many groundbreaking ideas in your business life. Maybe you even got the chance to try and bring them to life. The reality is that a good number of those ideas withered away because the strength of an idea isn’t really enough to make it happen. You need buy-in from all the stakeholders which means you also need some good persuasion skills. You might need money which means you need to be able to justify your brainstorm in dollars and cents for the money mavens. And of course, you need the leadership skills to make others understand your vision and work hard to implement it even if the value of that idea isn’t necessarily apparent to them until the very end.
Being great means Getting Stuff Done or as Elvis used to have on his belt buckle, TCB – Taking Care of Business. I had a boss who used to tell me I had 100 ideas a day and 99 were pure crap. I had to learn how to get that one great idea done. He was right (well, maybe more than 1 a day was pretty good). I became a much better manager when I learned not to fixate on the idea but to pay attention to the process so the idea could bloom. Yes, it’s like a garden – the great idea is just the seed and without a proper environment and lots of care it will wither and die.
So now you know that. I wonder how many of the candidates do?
It’s Foodie Friday and the local farmer’s market opened up here a couple of weeks ago. Of course, the state farmer’s market is open year-round but it’s huge and a 25-minute drive. The one here in town is more intimate, less-crowded, and only 6 minutes away.
I like farmer’s markets for a few reasons. The first is that the quality of food – mostly produce – is generally higher than what you can get from the supermarket. It’s likely it was picked either that morning or the day prior. It certainly didn’t have to travel from Mexico or South America. Most importantly, these markets are inherently seasonal. You don’t get watermelons until late summer (OK, earlier here in the South) and there aren’t red things masquerading as tomatoes in March.
As a cook, the farmer’s market presents both an opportunity and a challenge, one that actually is mirrored in most businesses. The opportunity is to find ingredients that are in peak form, and because they’re plentiful, at a lower cost (that whole supply/demand thing, you know). The challenge is that to take real advantage of the market, you have to be willing to work with what’s available and that can be limiting. You might want to make a peach cobbler for dessert this week but it’s blueberry season now so that’s dessert.
Businesses face the same challenges as cooks. There is a seasonality involved in almost every business and the opportunity in season is to maximize profits. I think there’s a real opportunity outside of your prime season as well. This is when you can experiment with new products or promotions. You can look for niche audiences (what’s available!).
There’s also the challenge that my little market faces each week. It’s 15 miles from a much bigger market. How can it attract high-quality vendors and draw from surrounding communities? Obviously, most businesses face similar issues to distinguish themselves if they’re realistic about the choices consumers have these days. When I was working in TV we worried about the other networks. Broadcasters today have to consider anything with a screen as competitive.
Mostly I like farmer’s markets because they force me to be thoughtful and creative. How can I plan out a menu that’s the best within the limitations of what’s available? You might ask yourself the same thing about your business. Every business has limitations, whether financial, supply chain, or even people. How do you get the best out of what’s available?
My friend posted a picture of his father on social media the other day. Outside of my own father, he was probably the most influential male in my life as I was growing up in many ways. Aside from wondering why he’s aged and I haven’t as I saw the photo (that’s a joke, kids), it made me recall one thing that he did to teach my friend and me to be better baseball players: hitting curveballs.
My friend’s dad was no ordinary dad when it came to imparting that little piece of baseball knowledge either. He had tried out with the Yankees and the family lore is that had my friend’s mom not told him that she would walk on the marriage, he would have been signed and playing in Yankee Stadium. Obviously, when this guy tells you he’s going to teach you about curveballs, you listen.
For those of you that have never stood in against a pitcher with a lively curve, the pitch starts by heading at your head and breaks down and away from you. That’s what my friend’s father threw at us – pitches that started at our heads and broke in over the plate. Of course, once he felt we were getting complacent about standing in against the curve, he’d toss the odd pitch right at our heads to teach us to look for the rotation of the ball and to duck if it wasn’t going to curve. A fastball at your skull gets you focused very quickly!
Almost every player who makes the majors can hit fastballs. It’s the ones who can hit breaking pitches – sliders and curveballs – who become stars. It’s true in business as well. When things are going along according to plan and not diverging from the track they’re on, things are relatively easy to manage. Even if something appears dangerous (like a fastball heading for your ear) it’s relatively easy to get out of the way if you can see where things are heading.
Learning to hit business curveballs is something that you need to do if you’re going to elevate your game. You need to prepare for them by planning and recognizing that they’re going to show up from time to time. Your team needs to be ready, and you need to think about who can handle curveballs as you’re assembling that team. People who are regimented and can’t deal with it when events start tracking differently are probably not your priority hires.
Mostly, you need to expect things to go wrong. After bailing out and hitting the dirt a couple of times, I realized that some attempted curveballs don’t break even when the rotation makes it look like they’re trying. It’s better to have to wash your uniform than to repair your skull. Your team needs to recognize that bailing out might be the smartest option when things begin to go awry. Watch out for those curves, learn to hit them out of the park, and your team can’t be beaten. Right?
I have to admit it – I’m a sucker for the major award shows. Watching the Oscars last night made me think about some of the “awards” many companies give themselves. You can usually find them talking about them as they sell themselves. You know the drill:
- We have world-class customer service
- Our employee benefits are the best in our field
- Our products are cutting-edge
And on and on. Now, having come from the sales world I’m not necessarily averse to a little hyperbole, but there is a line, one which is often crossed because there aren’t any standards. It’s an issue that affects businesses in a lot of ways, some small and some pretty egregious. It’s often the small ways – the little white lies we tell ourselves in planning or product meetings – that lead to the big ways – the hyperbole we broadcast in our marketing and set false expectations among customers, partners, vendors, and others.
Think about the differences between Consumer Reports and Amazon reviews. Consumer Reports has rigorous testing standards. It maintains editorial independence and accepts no advertising in the magazine. It buys the products it reviews and pays retail prices for them. While they’ve been sued over bad reviews they’ve never lost a case. Their reviews are objective and all products in a category are held to the same standards.
Compare that to Amazon or Yelp or Google reviews. The reviewer has no objective standards for the most part. They have no idea if common standards for a product category exist nor how to measure or apply them. The JD Power surveys try to aggregate the consumer point of view in a way that reduces personal bias which is better than pure subjective reviews. After all, who hasn’t felt like broadcasting a bad review of something to the world? Maybe the product was fine but you had a nasty experience with customer service so you trash the product as well on your review.
Many businesses do the same thing in their marketing. They don’t use objective standards and end up setting false expectations. I think many industries would do themselves a favor by objectively assessing how well individual brands meet reasonable performance expectations. I remember we used to take an annual survey of media buyers in the TV industry. On the face of it, we did a good job of assessing ourselves and our competitors objectively. The truth was many of the sales guys knew when the survey was being fielded and would wine and dine the buyers to make sure we got good reviews. Subjective standards don’t work.
How do you market yourself? Do you have enough information about your performance on an objective basis? Can you get some?