Restaurant Development & Design

WINTER 2014

restaurant development + design is a user-driven resource for restaurant professionals charged with building new locations and remodeling existing units.

Issue link: http://rddmag.epubxp.com/i/452369

Contents of this Issue

Navigation

Page 23 of 75

2 2 • R E S T A U R A N T D E V E L O P M E N T + D E S I G N • W I N T E R 2 0 1 4 Consultant's Take Integrated Design the Key to Achieving Proftable Hospitality JUAN MARTINEZ, PHD, PE, FCSI Principal, Proftality www.proftality.com A t frst glance, maximizing inno- vative retail, operating and con- cept design solutions may seem like three different disciplines. But following an integrated and holistic approach to design represents the best way to help brands optimize both proft- ability and customer hospitality to help support growth. The approach begins with consid- ering the three critical components of design: • The Customer Journey • The Team Member Journey • Brand Guidance Integrating each of these compo- nents in a synergistic manner repre- sents a key factor in truly optimizing both the design and the invest- ment. That's because true brand or concept optimization exists at the intersection of these three factors. Concepts that focus only on the customer journey and create a unique restaurant without considering as equally important the functional or operational aspects open their doors to potential trouble. Initially, a new concept or a newly revamped concept will draw the custom- ers' attention. But the ability to hold the customers' attention and ultimately generate those all-important repeat visits and positive word-of-mouth will suffer if the functional aspects of the design don't measure up to the expectations the brand's promise establishes. This in- cludes food quality, speed of service and the employees' overall ability to deliver the right hospitality levels. One critical area restaurant develop- ment professionals need to consider is the level and location of all the resources included in the design. Not considering and optimizing each operational compo- nent during the design phase could result in wasted resources and facility areas, and increased capital costs, all of which work together to erode the concept's proftabil- ity and return-on-investment. Understanding the team members' journey, meaning the employees' work experience, in both the back of the house and front of the house, is an important aspect of integrated design. That's because the team members' journey involves many operating parameters, in- cluding the processes and proce- dures, the platforms available (equipment and technology), as well as the products and promotions that surround a concept. It is important for restaurants to take all of this into consideration when design- ing a new prototype to avoid costly fxes down the road. For existing operations, it is also important to review these parameters occasionally to measure their effective- ness and how employees leverage each one when delivering customer service. If you don't know which of these param- eters gets in the way of team members' ability to deliver a good customer expe- rience, you can't fx it. The initial discovery process includes an objective analysis of the hospitality employees provide to guests; how they use the equipment and other resources, along with the ergonomics of this interface; and the issues that inhibit a higher level of effciency. Knowing this Customer Journey Team Member Journey Brand Guidance

Articles in this issue

Links on this page

Archives of this issue

view archives of Restaurant Development & Design - WINTER 2014