Burnout is reaching epidemic proportions in the United States. While some say “people just don't want to work today,” the answer is more complicated and not necessarily because of the people involved. More likely, it is the result of changes in the workplace and in society. One of the major problems is that managerial confidence is eroding (and along with it enthusiasm). Managers are constantly watched by their boss, customers and employees. In such an environment managers are less likely to enjoy success and less likely to feel the thrill of achievement. READ MORE

In an industry of tight margins, it makes sense to impose stock controls, effectively manage inventory, and address over-pouring and spoilage. However there's a waste that's more damaging to a business. Far worse than a 3% over-pour are the sales never made - that rightfully should have been. The opportunities missed, that should have been taken. They abound in every restaurant section, every shift, every day, week and month of the year. Waste will always be with us. But the painful thing about this is that it's so large, and so easily corrected. Armed with the right technique, any front of house team can convert these losses into immediate incremental business - and more satisfied diners. What a waste that they so rarely do. READ MORE

According to Cornell, Food and Beverage expenses can take up to 40% of a hotel's operating costs. In this new economy, hoteliers are looking for creative yet long-term methods for reducing those expenses without hurting their scores. In this article, we portray a Cornell training guide that offers specific methods and best practices for reducing waste in food services. In fact, this guide is set up so you can easily train your staff. Additionally, we give you pointers on how to not only get them on board but also make them excited to help! READ MORE

Stakeholders pour money into their hotel investments with expectation of a good return. To achieve this return, the hotel property needs to be looked at in asset management terms and not just financial or operational. Stakeholders would like to have a professional SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis carried out to assess their chances of accomplishing the returns they seek. In recent times, they are turning more and more to professional asset managers to carry out their reviews and determine whether the asset is indeed being managed in a manner consistent with earning the returns expected. As far as they are concerned, a hotel asset is no more the domain of the accountant or the financial controller. It is the job of an asset manager and the paramount objective is value creation. Asset Managers have their work cut out for them. READ MORE

Hospitality executives struggle to find the balance between delivering a guest experience that fosters loyalty and repeat business, and delivering on their revenue and profit responsibilities to stakeholders, shareholders or franchisors. If you invest too much in the guest experience, you could impact profits. On the other hand, focusing too much on cost cutting measures negatively impacts the guest experience. Analytics can help achieve balance, but only when commitment to fact-based decision making is part of the corporate DNA. Organizations that build a strategic analytic culture are better positioned to succeed in a highly competitive market. READ MORE