Restaurant Consulting NYC | The Dog Days of Summer How to Manage During a Downturn in Business | 4Q Consulting, LLC

The Dog Days of Summer

How to Manage During a Downturn in Business

Summer in the NY Metro Region is often a slow period for area restaurants – as the temperature and humidity rise while kids are out of school, customers escape the heat to take vacations and many leave for weekends.  Being able to nimbly anticipate these slow weeks and make changes to your operation will allow you to survive the dog days of summer without taking a financial hit.

As we discussed in our last blog, The Value of A Good Business Plan, a restaurant is a living breathing entity that requires constant reevaluation. Now restaurateurs must understand the value of being flexible when the thermostat rises and business levels fall off as people escape the heat.

Here are four key things to help manage your restaurant in a short downturn:

Adjust Your Cash Flow Management – Many restaurants fail not because they are unprofitable, but because they ultimately become insolvent. The single most important step for survival of your restaurant when business slows is to rigorously manage your cash. Calculate what your cash flow needs will be based on both your estimated fixed and variable expenses.  Know what your break-even point is, as sometimes a viable cash management strategy is to close the business for the slowest portion of the slower season.  And lastly, adjust the way you operate to further reduce your variable expenses.

Adjust Your Variable Expenses – Variable expenses are those expenses that change based on your level of business – the largest controllable categories being food and labor costs.  From Where Oh Where Has My Margin Gone?, we know that labor is a restaurant’s largest variable expense and is only becoming more costly.  Planning for this fall-off in business is key in being able to scale back schedules in advance, rotate out vacations among the staff and utilize staff that has been cross-trained – increasing productivity per work hour.   If you have staff standing around staring at the walls, you have too much staff on hand.  Lowering total payroll also lowers payroll taxes and payroll processing fees.  Other controllable variable expenses can include paper goods, any merchandise, some utilities and maintenance.

Adjust Your Menu Offerings – Changing your menu can also impact food, beverage and labor costs. Consider replacing some menu offerings with less expensive items using seasonal and local ingredients. Consider lightening your menu to offer more salads and refreshing cold options.  You don’t want potential customers not to consider coming to your restaurant on a hot, sticky day because your menu is too heavy.  Furthermore, less labor-intensive preparations allow you to work with less staff.  Guests, by nature, tend to eat less and lighter fare when the thermostat rises.  Cooking with what is locally in season is always less costly than using out-of-season imported items.  

Adjust Your Purchasing and Inventory Management – When items are not flying out of your walk-in or your stock room, you should look at what you are buying and how you are buying it.  Intelligently reducing the overall number of offerings on your menu can increase your product cross-utilization allowing you to carry a smaller inventory – both in number of inventory items and quantity of each item you stock.  Analyze what is selling, at the best profit margin, and either remove the non-selling items or find creative ways to reinvent them.  By sitting on non-moving inventory, especially alcoholic beverages, you are just tying up your cash flow.

Being aware and flexible about managing your business in the Dog Days of Summer can help keep your bottom line from melting away.

Email us today for a free business consultation at www.4qconsult.com.  We help restaurants be profitable, from Start-ups to existing restaurants looking for a fresh set of eyes.  4Q Consulting, LLC can develop customized plans and operational guidelines to survive a slow period of business!

All original content copyright Noelle E. Ifshin, 2016-2017. 

Noelle E. Ifshin, President, 4Q Consulting, LLC 

noelle@4qconsult.com  

www.4qconsult.com 

244 5th Avenue, Suite 1430, NY, NY 10001  

(212) 340-1137

Restaurant Consulting NYC | Can You Hear Me Now? Ensuring your Brand Message is Heard | 4Q Consulting, LLC

Can You Hear Me Now?

Ensuring your Brand Message is Heard

Often when we review a new client’s existing marketing and branding, we find an unclear and confused message.  In order for any marketing to be successful, it must find continuity and fluidity across all platforms; the message must be Clear, Concise, Consistent and Communicable.  If customers can easily understand who you are, it clears one obstacle in improving your top line sales. Remember, a customer’s experience with your restaurant starts long before they walk in the door. 

Here are four basics to consider in ensuring customers hear your brand message: 

Know who you are.  The reality of your restaurant has to meet the expectations you are putting out in your marketing.  As we discussed in Restaurants Know Thyself, you can't be all things to all people.  Know who you are, embrace it, and include it in all of your marketing. If you run a Mediterranean restaurant in name, design and decor, you should not have an Irish Pub menu.  Remember, marketing your brand is not just about paid advertising, it also includes items such as menus, signage, uniforms, and scripted server approaches at the table.

Be Consistent. 4Q preaches consistency a lot, in all aspects of restaurant operations. You’d be surprised how many times we see inconsistencies in basic information – such as hours of operation and menus – in different places where a restaurant promotes itself.  Are the hours of operation on your door the same as on the printed take out menu?  Are they the same on your website, Facebook Page, Google listing, online ordering portals, etc.? Additionally, does all of your media reflect a consistent message and communicate who you are (see above)?  If customers don’t get consistent information and messaging about your restaurant, they will become confused, get frustrated and turn elsewhere to restaurants that care to get it right. 

Get your message online and keep it in line. Restaurants don’t always embrace their digital strategy in this day and age of 24/7 connectedness.  Before the Internet, restaurant marketing was static: it consisted mainly of newspaper, magazine, radio, TV and the yellow pages ads.   Today, marketing a brand message has become dynamic.  There is so much noise out there in the digital/social media world with paid ads, social media pages, customer reviews, etc. that  vie for customers’ attention. You have to actively manage your image with a consistent message by:  producing and posting relevant content that draws new customers and keeps existing customers engaged; responding properly to complaints in a public setting; answering questions; and utilizing “Calls-to-Action”.   Keeping a clear, focused message in all your online interactions, can help you stand out in all this digital noise.

Teach the message.  Employees are your walking, living, breathing billboards inside and outside of your restaurant; but are they putting out “The Message”?   You must inject a clear, concise, and consistent message into your employees, and hold them accountable to communicating it.  If your message is that you are a farm-to-table restaurant, your employees must be able to explain that to any and all customers and potential customers. Additionally, as we discussed in Employees are Your First Customers, “In social situations, often the first question asked is ‘What do you do?’ or ‘Where do you work?’”  Each time your employee answers that question, is an opportunity to communicate your message.

Small or large, independent or chain, no restaurant can ignore how their marketing message is heard. Certain advertising campaigns still resonate in our culture, and are long remembered because they are clear, concise, consistent and communicable – you can still sing that 30 year old jingle.  All of the pieces noted in this blog must work together in concert:  like a choir everyone must be singing the same song, in the same key, or the audience will leave!

Don’t know where to begin?  Do you know how to put policies and procedures in place to be as successful as possible?  www.4qconsult.com can develop customized operational guidelines to meet your needs. 

All original content copyright Noelle E. Ifshin, 2015-2016. 

Noelle E. Ifshin, 
President, 4Q Consulting, LLC 
noelle@4qconsult.com  
www.4qconsult.com 
244 5th Avenue, Suite 1430, NY, NY 10001  
(212) 340-1137

Restaurant Consulting NYC | Restaurant Industry Changes to Face in 2016 | 4Q Consulting, LLC

Restaurant Industry Changes to Face in 2016

As we ring in 2016, there are some big changes facing the restaurant industry.
Restaurants must prepare to face these changes in the year ahead to mitigate disruption to business operations, reduce costs and maximize customer satisfaction. 

There is good news on the horizon, as industry analysts point to a strong outlook for restaurants relative to the US economy for 2016.  The bad news is the restaurant business isn’t getting any easier.  Restaurants, which already operate on razor-thin margins, now face rising wages and commodity costs, increasing government regulations, and additional security and safety concerns.  

Operators should focus on the following four items to move their business forward in 2016:

The Pressure of Rising Wages, High Employee Turnover and the Reduction in the Labor Force will require operators to think strategically about their HR in relation to their overall operation.   The economic shift from the customer to the employer to cover a living wage – increasing minimum wages and a move away from a tipping model – compels operators to reduce employee turnover and hold on to their best employees.  We have discussed the cost of turnover before, but now more than ever restaurants cannot be a revolving door of hourly staff.  The cost to onboard a new employee is too high and constant turnover can make it hard to maintain your desired level of product and service quality.  Additionally, as the economy continues to recover, there are, and will continue to be, fewer qualified, skilled candidates to fill critical positions.

Technology can and should be leveraged in all aspects of your restaurant from enhancing the customer experience, to managing products and staff, and even monitoring food and beverage storage and usage.  The right investment in technology can help you be more flexible and nimble, which in turn allows you to manage what impacts your bottom line in a timely fashion.  The right technology can enable you to change menus sooner to combat rising costs, launch and track promotions, and ensure that your reservation interface is in-line with what your customers want.  Operationally, new technologies can improve scheduling to reduce labor costs, and increase table turnover to increase sales. Administratively, new technologies can help small businesses with their bookkeeping, payroll and sales tax processing.  Lastly, you must stay compliant in all Federal, State and local technology regulations that keep your customers’ personal and payment information safe from data breeches – which can be a costly mistake.

Caring For and Knowing Your Customer is crucial for your restaurant’s survival. According to a recent report by Morgan Stanley, Millennial’s’ dining habits are drastically different their parents’. Millennial’s eat out more often, view “Healthy” foods differently (they don’t count calories as previous generations), demand food from ethical sources, do not want traditional “Fast Food” and prefer Fast Casual Concepts. Millennial spending habits are expected to peak in the next 3-5 years to become one of the largest growing restaurant demographics in the United States.  You must know who your customer is to be able to provide them what they want, to reach them in your marketing and keep them engaged.

In light of what we discussed above - the challenges in the changing labor market, maintaining razor thin margins, trying to keep up with technology – Consistency must become your central goal.  As we discussed in Consistency Is King, “Customers should not have to spin the roulette wheel each time they visit your restaurant; they should experience the same quality of food and service every time.” When things go wrong, the first instinct is to completely change your operation.  However, as discussed in Restaurants Know Thyself, staying the course and perfecting your operations will dampen down the volatility of the challenges faced.

Modification and flexibility are critical for restaurants to survive in this day and age. However, adapting to the times does not necessarily mean an overhaul of your entire concept.  An overreaction to big changes can often be an over correction! 

Don’t know where to begin?  Do you know how to adapt to industry changes in a timely manner so you can be as profitable as possible?  www.4qconsult.com can develop customized operational guidelines to meet your needs. 

All original content copyright Noelle E. Ifshin, 2015-2016.

Noelle E. Ifshin, President, 4Q Consulting, LLC 

Restaurant Consulting NYC | Why Cross Training and Creating Redundancy in your Restaurant Staff is Crucial to Success | 4Q Consulting, LLC

Why Cross Training and Creating Redundancy in your Restaurant Staff 

is Crucial to Success

As we discussed in A Well Trained Staff is Your Secret Weapon: “People run your business and your business is only as good as your people.  An effective training program is an owner’s key tool to ensure consistency in product and customer service, which is a basic tenet of running a restaurant.”  

The restaurant business is a team sport which has specialists in certain positions – i.e. bartenders, servers, line cooks, etc.  Each person on the team should know their role, be trained for their specific job and know how it fits into the team as a whole.  However, what happens when the only manager who knows how to close calls out sick or you are under staffed and no one is cross trained? It becomes increasingly difficult to run a successful restaurant when you have no redundancy.

Here are four reasons why redundancy and cross-training in your restaurant staff is crucial to your business:

Better Productivity – Cost and insufficient time are often cited as reasons why restaurants do not take the time to set up cross-training programs.  Though it may increase your overall training costs, to train multiple people to do multiple jobs, you reap the benefit when pressed into action.  Employees and managers who are properly cross-trained can increase your restaurant’s productivity because it allows you to make changes without disrupting service. We tell our clients that it is more costly, in the long run, to not cross-train your staff.  The cost comes in many forms, but mostly in a work force that is not as productive as possible, resulting in having to use more staff per shift, expensive mistakes being made by untrained stand-ins and the possibility of a poor customer service experience for your guests.

Better Product Quality through Consistency – As we examined in Consistency is King, “Customers should not have to spin the roulette wheel each time they visit your restaurant; they should experience the same quality of food and service every time.  It should not matter which chef or server is working on any given day, the customer experience should never be a surprise.”  We have all been to a restaurant that was great one day and then only so-so the next time around.  Whether the staff line-up has changed due to growing the business or people calling out sick, you must have bench strength in your ranks, this way no one can tell that the Sous Chef is cooking instead of your Executive Chef on any given night.  Consistency is the key to establishing regular clientele, and regular clients are the most important customers to have.    Maintaining regular clientele is a critical factor in establishing a solid reputation that will attract newcomers.

Better Employee Retention – There are many reasons why employees leave jobs; high on the list is becoming frustrated or bored in a job.  Assuming you've done everything correctly during the on-boarding process, yet you are still having large amounts of turnover, it is time to look at what type of advancement and cross-training opportunities you provide your employees.  Cross-training also helps to engage the long-time employee who feels that they are no longer learning anything and feels that the restaurant doesn't invest in furthering their knowledge.  At a basic level, human beings like to feel that they are continually learning new skills and will acknowledge management’s investment in them by staying with the company.

Better Financial Results– Improved productivity, product quality and employee retention should all lead to organic cost savings.  These savings, in the long run, will offset the initial costs to cross-train all of your staff.  By being able to achieve the first three “betterments” stated above, you will be able to: reduce production steps and/or mistakes; run your business leaner; make time-effective market-driven changes; focus on cultivating on-going, repeat business; and lower your recruiting and hiring costs.

You must start by setting training expectations with your management team. Often chefs and managers do not want to train their staff to do their job, for fear that they will be replaced, so they leave out crucial steps or ingredients that are key to a great product or service.  They must understand that they are only as successful as those they train underneath them, and they can only grow in their careers if there is someone “on the bench” ready to go!  Take your best people and encourage them to share their most developed skills: Make teaching a badge of honor for employees who achieve an elite level of competence.

By focusing on cross-training your staff and building in redundancy, you can create a place where teamwork can thrive, your employees are invested and are continually learning.  

Don’t know where to begin?  4Q Consulting can develop customized business and operational guidelines to help you start and run your business.  Email us today for a free business consultation at www.4qconsult.com.

All original content copyright Noelle E. Ifshin, 2014-2015.
Noelle E. Ifshin, President, 4Q Consulting, LLC 
244 5th Avenue, Suite 1430, NY, NY 10001
www.4qconsult.com

Restaurant Consulting NYC | Restaurants: Know Thyself | 4Q Consulting, LLC

Restaurants: Know Thyself

We have all heard the expression: “Jack of all trades, master of none” as it applies to individual people.  The same expression can be applied to your restaurant.  Your guests should not have to guess what you are trying to master or what your brand represents.  Restaurants need to decide, well in advance of product delivery, what they stand for, what their product is and what their message will be to the public. This becomes their brand’s value proposition.

Knowing what your value proposition is early on, and making that the base on which you build, is a key to presenting a unified message of who you are. It is essential not to dilute that value proposition trying to be everything to everyone: You would not offer barbeque, no matter how good, at a fine seafood restaurant; this is why well-known restaurateurs may own several restaurants, each representing a different concept or value proposition that they wanted to create.  A cohesive, singular message, as we talked about in Consistency is King, allows your guests to understand your restaurant.  If your brand message is confusing, your guests will be confused, might not return and move on to another restaurant.

Here are four brand values to help guide restaurants in finding out what their message and value proposition is:

Product Innovation – A restaurant that values being a leader in product innovation tends to be on the culinary cutting edge.  Your restaurant is continually seeking to push the envelope and the boundaries of food, beverage and service.  Whether it is exploring molecular gastronomy, sous vide cooking, rare hybrid ingredients or a new delivery system, you and your management team are never satisfied with the status quo. 

This value proposition attracts the type of customers who want to take this wild ride with you. This type of customer looks forward to your ever-changing menus and new ingredients, and likes to learn about new foods.  They come to expect this constant flux, and are disappointed if this level of innovation and product exploration stops.

Operational Excellence – When you think of large, fast casual chains and franchises like Chipotle and McDonald’s, you envision a restaurant that is a well-oiled machine.  Being consistent at what you do, from product quality and service to cleanliness, is the core value of this type of establishment. In restaurants where operational excellence is the main value, change is deliberate, well thought out and measured.  

Customers who value operational excellence expect a certain level of product and service every time, whether it is a taco at a taco stand or foie gras in a fining dining restaurant. These types of customers do not like surprises; in this type of restaurant, customers know what they’re going to get. 

Customer Intimacy – Customer intimacy is often found in smaller neighborhood restaurants, “joints”, diners, or coffee shops, where the staff comes to know the customers well.  In valuing customer intimacy, the restaurant can cater to customer needs and desires in a way that makes them feel special. A server who remembers your usual order and is able to anticipate your dining needs, creates an intimacy that attracts a loyal following in customers who value this – not all customers do.

These customers anticipate food at fair prices, knowing that it may not be the best (it still needs to be good!). The draw to this type of restaurant is that it is full of familiar faces, and has accommodating service. These customers seek a comfortable experience where “everybody knows your name”.

The Sweet Spot – It is a rarefied place when all of the above branding values intersect, creating “The Sweet Spot”. These are restaurants that have harnessed their creativity, worked out the kinks in their operation and fostered an atmosphere that is inviting.  It is important that you as an owner/operator understand your own strengths and weaknesses in relation to being able to hit this mark, as poorly implementing a core value can negatively impact the one(s) you are able to do well. Many successful restaurants achieve only one or two of these brand values - this is what they become known for and what their guests love about them.  

Product innovation, operational excellence, customer intimacy, and even “The Sweet Spot”, can be achieved at any level, from fine dining to fast food.   

When you have determined your value proposition, it should become the central tenet of your restaurant and be the basis on which you build your company culture. When everything you do is focused on your value proposition, your branding message will be clearly communicated to your customers. If your guests have to work to understand what your value proposition is, they will choose to go to another restaurant that has already figured it out.

Don’t know where to begin?  Ask yourself, do you have the proper branding values in place to help you be as profitable as possible?  4Q Consulting can develop customized branding and marketing plans, and operational guidelines to meet your needs.  Email us today for a free business consultation at www.4qconsult.com

All original content copyright Noelle E. Ifshin, 2014-2015. 

  

Restaurant Consulting NYC | The Value of An A on Your Next Health Inspection | 4Q Consulting, LLC

The Value of an A on Your Next Health Inspection

Many operators view the health inspection process as a burden, however it is a big part of owning and running a restaurant.  Inspections tend to be broad, intrusive and include many aspects of your business. Inspections review your physical plant (i.e. plumbing, equipment and flooring); licenses, permits and paperwork; food handling including delivery, storing, cooking, holding, serving and discarding; and finally, cleanliness.  

Successful operators have always spent time and money to incorporate food safety and sanitation programs into their daily operations to avoid the monetary fines, legal fees and bad public relations that can result from critical violations.

Additionally, we now live in the age of the educated consumer who has more information at their fingertips than ever before.  Often in major cities there are websites and mobile apps that allow consumers to look up health inspection results before making their dining choices; not having an A grade can dissuade potential customers from visiting your restaurant.

Here are 4 basic steps to institute a food safety and sanitation program in your restaurant:

Know the Code – The food safety and sanitation code is set at the federal level by the Food and Drug Administration (FDA) and is usually updated every three years. The FDA codes are then interpreted and regulations are set at the state and municipal level.  These local regulations are often more strict than the federal guidelines and can change frequently.  Also, local health departments tend to focus on hot-button issues such as recent Trans fat bans, ice as food and consumer allergy notifications.  It is your obligation as a restaurant owner to know the most current regulations in your county or town, and remain in compliance.  

Work with your Local Health Department – Ignoring your local health department won’t make them go away or make your life any easier.  Quite the opposite – fighting with the health department can make your life miserable.  Actively work with your local health department to ensure you are in compliance from the start, which can save time and money during construction or renovation.  If your local health department provides training and audit programs, take advantage of these offerings. 

During your inspections, do not be adversarial or belligerent with the inspector – they are just doing their job and following objective standards.  If they cite you for a violation, fix it immediately, in front of them if possible. If you do not understand why something is a violation, ask.  The inspectors should be able to give a full explanation to you and your staff as to why a certain action has the potential to make a guest sick.

Train, Train and Retrain Your Staff – As we have discussed many times before, proper staff training is the key to any restaurant’s success; food safety and sanitation training is no different.  While some critical violations can come from your physical plant, the vast majority of violations result from employees’ improper actions.  Though it is not necessary for everyone on your staff to hold a food handler’s license, your entire team from dishwasher to bartender is responsible for food safety and sanitation in your restaurant.

A strong food safety and sanitation module during employee on-boarding is crucial to reduce behaviors that result in critical violations. Additionally, restaurants should be incorporating daily food safety and sanitation reminders into regular meetings, pre-service meetings and debriefings after every shift. 

Hold Your Staff Accountable - Create a culture of accountability in relation to food safety and sanitation in your restaurant. Daily checks and walk-through’s by managers keep this important issue top of mind for everyone.  As unsexy as food safety and sanitation is, repetition is the only way to make changes in behavior stick.  Repeatedly explaining to employees why an action or inaction can make a guest sick will eventually change their behavior and allow them to know when to take self-corrective action.  Incorporating food safety and sanitation into opening and closing duties, job responsibilities and performance reviews holds everyone accountable.

Passing your health inspection with flying colors takes hard work and dedication. The return on your investment is worth every minute and penny, as we see a direct correlation between great health inspection scores and an increase in restaurant sales.  Don’t let something that you can directly control be the downfall of your restaurant.   The bad public relations of a health department violation or shut down, often highlighted in your local newspaper, are nearly impossible to recover from.

If you are doing all of these steps, but still struggling with food safety and sanitation, consider hiring an outside consultant.  A consultant can often see through the emotional drama of your business to find the root cause of your problem.  Consultants can also perform regular sanitation evaluations or walk-through’s to get you ready so your inspections aren't a surprise.

Don’t know where to begin?  4Q Consulting can develop customized business and operational guidelines to help you start and run your business.  Email us today for a free business consultation at www.4qconsult.com.

All original content copyright Noelle E. Ifshin, 2014-2015. 

Noelle E. Ifshin, President, 4Q Consulting, LLC        244 5th Avenue, Suite 1430, NY, NY 10001   

Restaurant Consulting, LLC | Location, Location, Location... | 4Q Consulting, LLC

Location, Location, Location...

Everyone has heard the expression: “Location, Location, Location”. A restaurant's site selection is as crucial to its success as great food and service. However, many restaurants that open in “great locations”, fail because they don’t adjust their business model to the particularities of that location.  

Choosing a location involves more than picking a place and signing a lease. Your location selection will influence many parts of your business plans and operations. 

It is highly recommended to work with a licensed real estate broker who knows your local market. They will best be able to guide you to appropriate properties, and to negotiate the best possible deal on your behalf; be patient as this process takes time.  If you already have a certain location in mind, you shouldn't become too attached until you know it meets your needs.

Before you create a business plan, write a menu, or dash off to the bank to apply for a loan, here are 4 essential elements of a location to consider:

Population Base/ Demographics – There need to be enough people who live or work in, or pass through, the area on a regular basis to keep your restaurant busy.  The population base and the different types of traffic will dictate some of your operating procedures.  For example, if you are in a thriving downtown commercial area, you might only open for breakfast and lunch but close for dinner, as there is not enough foot traffic to stay open. Your location, and its demographics, may influence your menu design, as well.

To analyze the population base of a particular area fully, you can commission a site study. A reputable local real estate broker or the local chamber of commerce can also provide some of this basic information. 

Financial Realities – Rent is usually your largest fixed expense, and you will probably have significant capital investment to prepare the space to be operational, therefore your business plan must account for covering and recuperating these expenses.  In building your business plan, you will have to budget several scenarios to determine how many guests you will have to serve, at a specific check average to be profitable at a given rent; you will also need to determine if the plan is sustainable over time, to meet your financial obligations.

Accessibility – There is a reason that major restaurant chains are often located near main intersections or highway and freeway exits. Most successful restaurants, whether in urban or suburban areas, are easy to find.  Your restaurant should be street-facing and not tucked away in a building or set back. 

How your customers get to you is also a consideration. A parking lot, easy public or street parking, and nearby public transit all improve accessibility; alternately you might offer valet service. The bottom line is that your customers need to be able to find you, and should be able to get to you - make it easy for them!

Operational Needs – A space that does not immediately accommodate your operational needs is not a bad space, it may in fact be a very good space; it just changes your financial calculations. A few examples of items that can affect the capital investment or the targeted cash flow of your business:  Many office buildings do not allow cooking in the attached retail spaces, as they do not want smells permeating the building; if they do allow it, you may have to build out proper ventilation.   Ensure the space is ADA compliant, and meets local public safety codes; if it is not, you will have to alter the space to adhere to regulations. The zoning of a location is vital; some municipalities may limit sidewalk or outside seating, or may not issue liquor licenses if you are located near a school or house of worship. 

Do your due diligence. By understanding each of these elements, and how they may affect your business plan, you can better choose the right location for your new restaurant.

4Q can provide restaurant site selection consulting services and works with New York’s best commercial real estate brokers to find a location that meets your every need. 

Don’t know where to begin?  Ask yourself, do you have the proper business plan in place to help you be as profitable as possible?  4Q Consulting can develop customized business plans, and operational guidelines to meet your needs.  Email us today for a free business consultation at www.4qconsult.com

All original content copyright Noelle E. Ifshin, 2012-2013. 

Noelle E. Ifshin, President, 4Q Consulting, LLC        

244 5th Avenue, Suite 1430, NY, NY 10001   

Restaurant Consulting NYC | We’re Having a Heat Wave, A Tropical Heat Wave… | 4Q Consulting, LLC

We’re Having a Heat Wave, A Tropical Heat Wave…

Just as Irving Berlin wrote, “The temperature’s rising/ It isn’t surprising”.

This week’s heat wave has been forecasted and we tend to have one or two every summer.  Restaurant owners should be prepared to take some proactive steps to keep both their guests and employees safe when the mercury rises.

Here are 4 areas to keep in mind to keep guests and employees safe in a heat wave:

Keeping People Safe – 

• Keep guests and workers cool, comfortable and hydrated – make sure everyone is drinking plenty of water
• Either provide both shade and air circulation or close outside seating during the hottest part of the day – to ensure the safety of both your guests and employees.
• Provide water and food for your staff – hydration is vital, but so is maintaining blood sugar levels.
• Monitor staff and guests for signs of distress or heat stroke.
• Lighten the uniforms of the dining room staff – think about a summer weight uniform, with light colors clothing and short sleeves.  
• Monitor patron’s alcohol consumption as over consumption in extreme heat can be accurately dangerous.

Maintaining Your Equipment –

• Service all refrigeration and AC units prior to summer so they don’t breakdown in a heat wave.
• Instruct your staff to keep the AC at a consistent level.  Turning the AC or refrigeration units down too far will overload and freeze up your cooling system, rendering them useless.
• Ensure kitchens are properly ventilated and have fans
• If your ice machine is air cooled and struggling to keep up, consider purchasing cubed ice for drinking; similarly, if your refrigerators and walk-ins are struggling, consider purchasing dry ice.

Monitoring Food Safety –

• Monitor refrigerator and product temperatures closely and take corrective action immediately. Remember all foods must be stored at or below 40°F.  If your walk-in is above 40°F, your food is not properly stored and can be a health hazard.
• To keep cold food cold – 
• Keep walk in and fridge doors closed as much as possible.
• Do not overload refrigerators – if the fan unit in the fridge is blocked, this will cause poor air flow and will inhibit the unit’s cooling ability.
• Do not block refrigerator’s external condensing unit with debris and storage items; which would inhibit the units cooling ability.
• Prepare food in small batches to reduce the amount of time food is out of refrigeration and in a very hot kitchen.
• Use proper thawing and cooling techniques: do not leave food out on counters to thaw; thaw all food under running cool water (water should be below 70°F).

Modifying Menu Offerings – 

• Offer lighter menu items for the summer – heavy sauces, stews and roasts are can be unappealing when the mercury rises.  These could include cold options such as salads, sandwiches and cold soups.
• Add more small plate and appetizer options as people not only eat lighter food, but they tend to eat smaller portions when it is very hot outside.
• Add frozen non-alcoholic drinks, chillers and fruit flavored waters to menus.

As Cole Porter said in song: “It’s too Darn Hot!”  A few proactive easy fixes can help you get through these periodic heat waves while keeping your guests and employees safe. Also, keep in mind for next year’s planning.

Don’t know where to begin?  Ask yourself, do you have the proper written procedures and operational guidelines in place to help you be as successful as possible?  4Q Consulting can develop customized operational guidelines and training programs to meet your needs. Email us today for a free business consultation at www.4qconsult.com.

All original content copyright Noelle E. Ifshin, 2012-2013.

Restaurant Consulting NYC | 4 Warning Signs That Your Operational Procedures are Impacting Your Bottom Line | 4Q Consulting, LLC

4 Warning Signs That Your Operational Procedures are
Impacting Your Bottom Line –
Mid-Year Review

As we enter the second half of 2013, now is the time to take stock of your business’ operational inefficiencies. Whether you are restauranteur, caterer or food service provider, examine which procedures are currently working and get rid of those that are not.

Here are 4 warning signs that indicate that you have a problem with some of your operating procedures that may impact your bottom line:

High Employee Turnover - This is an indication of a larger human resource issue.  Exit interviews can uncover a pattern of something amiss in your organization. For example, are your managers adhering to the guidelines of your employee handbook?  Our Blog,  4 Reasons Why Your Restaurant Needs an Employee Handbook,  takes a look at this.  High employee turnover becomes expensive due to the cost of recruiting, hiring and training new staff.  High turnover can also make it hard to maintain your desired level of product and service quality, as it pulls management away from running the business to train new staff and by always having novice front-line staff.

Theft - If you think you don’t have any, you are wrong; and if you are aware of some theft, the problem is larger than you think it is. Re-examine the obvious places where theft occurs to ensure your controls are in place and being used.  But also look at the less obvious places.  In our previous blog we discussed, how theft is a major drain on your bottom line. Our Blog entitled: How Much of your Profits are Being Eaten by Employee Theft? Four Basic Ways to Prevent Employee Theft in your Establishment, examines this more in depth.  Holding your staff accountable with strict controls, checks and guidelines can help you to maintain your bottom line profits.

Safety and Sanitation – Poor safety and sanitation can lead to waste, unnecessary health department fines, and a PR nightmare. Now is the time to review your food safety and sanitation training program.  As discussed in our blog entitled  4 Reasons why it is Vital that All Employees are Trained in Food Safety,  having dirty bathrooms, employee accidents, fruit flies at the bar, or violations from the health department can hurt your quality, effect employee morale and lead to a loss of business.

Quality –There are many components to quality.  They all lead back to proper training and execution of operating procedures by your staff.  Seeing an increase in improper order taking, plates being returned to the kitchen and general complaints about service and cleanliness are often red flags, as are negative on-line reviews. A positive customer experience is the ultimate goal. Turning poor customer experiences into positive ones can be a valuable training tool and learning experience, and can lead to customer loyalty.  Our blog Bad Experiences Can Make Loyal Customers explores this.

The issues above can erode your profit margin quickly and lead to your business’ demise. If procedures are not working now, they won’t work in the future and need to be changed. Improving upon your guidelines and procedures can ensure that 2013 is your most profitable year yet.

Don’t know where to begin?  Ask yourself, do you have the proper written procedures and operational guidelines in place so you can be as profitable as possible?  4Q Consulting can develop customized operational guidelines and training programs to meet your needs.  Call or email us today for a free business consultation!

All original content copyright Noelle E. Ifshin, 2012-2013.

Restaurant Consulting NYC | Happy July 4th! | 4Q Consulting, LLC

Happy July 4th!

Restaurant Consulting NYC | Risks and Responsibility of Owning and/or Operating a Restaurant Series: Accident Prevention | 4Q Consulting, LLC

Risks and Responsibility of Owning and/or Operating a Restaurant Series:  

Accident Prevention

When you decide to own or operate a restaurant there are inherent risks and responsibilities that you are undertaking.  It is important that you take every measure to minimize these to protect yourself and your employees from possible injury, harm, litigation and financial loss.

As a restaurant owner, it is your responsibility to keep both your guests and employees safe, while they are in your establishment.  Restaurants are full of hazards and can be dangerous places, if safety is not top of mind.  Injuries from accidents in your restaurant of either a guest or employee create a no-win situation for everyone involved.  The injured party experiences pain, suffering and incapacitation while the company suffers from the loss of the injured person's contributions, possible litigation and financial loss.

Here are four basic steps to help prevent accidents in your restaurant:

Cleanliness & Maintenance – Slips, trips and falls are the most common types of accidents in restaurants and these are most often caused by wet, greasy or unclean floors; uneven, improperly secured and/or frayed flooring or carpeting can also be the culprits.  Spills and wet floors should be cleaned up as soon as they occur, and trip hazards should be fixed as soon as they become apparent. Additionally, handrails should be properly secured, outside walkways should be well lit and all stairways should be kept clear.  Another common cause of injury is poorly maintained or broken equipment: This could be as small as chipped glasses in the dining room or as large as frayed electrical wires on the Robot Coupe. Ensure that all equipment is routinely inspected, serviced or replaced for the safety of your employees and guests. 

Safety Tools for the Job – Proper clothing on your employees can be one of the most valuable safety tools in your restaurant.  Starting from the bottom up, all employees should wear sturdy leather, anti-slip shoes specifically designed for hospitality workers.  Moving upwards, legs, arms and heads should be covered in kitchens to prevent cuts and burns; in the dining rooms, uniforms should fit properly to avoid trips on pant legs and sleeves getting caught on service items or in machinery.  Additional types of supplies for safety include, but are not limited to: “caution when wet” signs, knife guards and gloves, proper eye protection, and guards on slicers.

Safety Protocols – Written guidelines for safety procedures must be developed, communicated to all employees and adhered to.  These procedures should become part of the routine, with managers and supervisors integrating them into their daily activities: training, pre-service uniform line ups, and regular facilities inspections. Job-specific protocols should be included in position-specific written manuals, and general safety protocols should distributed to all employees in writing.  Never assume that your employees know even the most basic safety protocols, and always put them in writing.

Train, Train and Train Again – Safety training should be a major focus when on-boarding new employees, however training should not stop there. Accidents often happen when employees become complacent; incorporate safety procedures into employees’ daily job responsibilities and reinforce these protocols with refresher training.  Pre-service staff meetings are a convenient time to discuss safety issues and keep them top-of-mind. It is also helpful to have reminders of safety protocols throughout the work areas: For example, in the delivery receiving area posters reminding proper lifting technique, or signs near large kitchen equipment reminding proper use of safety guards.

The points above are employee training issues at their core.  Properly educating your staff in all manner of restaurant safety is crucial in preventing accidental injury of employees and guests and protecting your business from potential litigation.

Don’t know where to begin?  Ask yourself, do you have the proper procedures and operational guidelines in place to help you be as profitable as possible?  4Q Consulting can develop customized operational guidelines and training programs to meet your needs.  Email us today for a free business consultation at www.4qconsult.com.    

All original content copyright Noelle E. Ifshin, 2012-2013. 

Restaurant Consulting NYC | Risks and Responsibility of Owning and/or Operating a Restaurant Series: Responsibly Selling Alcohol | 4Q Consulting, LLC

Risks and Responsibility of Owning and/or Operating a Restaurant Series:  

Responsibly Selling Alcohol

When you decide to own or operate a restaurant there are inherent risks and responsibilities that you are undertaking.  It is important that you take every measure to minimize these to protect yourself and your employees from possible injury, harm, litigation and financial loss
.
One of the first decisions you make in planning a restaurant is if you want to apply for a liquor license. The sale of liquor is controlled differently in each state in the US, and often at the local level, under laws referred to as “Dram Shop” law. The process of obtaining a liquor license, and the types of licenses available, differ as well. Your local and state law may influence your decision on the type of liquor service you will have in your restaurant – beer and wine only, full bar, bottle service, or “bring your own”.  It is imperative that you know the laws regarding your legal responsibility in each of these situations.

Your bartenders, and anyone else on your staff that handles and serves alcohol, must be properly trained in how to limit your liability. In some states even, individual servers need to obtain permits to be able to serve alcohol.  

Here are four basic ways to ensure the responsible sale of alcohol:

Check Identification – The first step in serving alcohol responsibly is to eliminate underage drinking; to do so, you must verify age by checking Identification.  It is essential to train your staff on how to check, and what are acceptable forms of ID.

Do Not Over Serve – It is never a good idea to continue to serve inebriated patrons.  It is your right to refuse service to guests who are drunk, whether they arrive drunk or become so at your restaurant.  It seems simple enough to figure out when someone has had one too many, however, some people can hold their liquor very well. If your staff is not properly trained, they may not realize the patron is drunk until it is too late.

Offer Options – Cutting a customer off is never any easy task.  When having to say “no” to alcohol, offering other options such as food and non-alcoholic beverages softens the blow.  This allows the customer to still be served in your restaurant.  Be aware that food and coffee will not sober someone up; the only proven method is time, and keeping the customer in your restaurant allows time to pass. 

Ensure Safe Transit – Do not allow the guest to leave your restaurant drunk if they are driving.  Either be certain another member of their party is able to drive, or offer to call a cab or another ride home for them.  In many instances, by permitting an inebriated customer to leave your establishment, you, your bartenders and servers could be held liable should that individual cause harm in an accident.

A restaurant’s liability in serving alcohol is a very complex matter and these points are only the beginning. Two of the top nationally recognized training programs in this area in the US are TIPS® (Training for Intervention ProcedureS) and ServSafe Alcohol®. Having members of your staff properly trained in this area can prevent situations where you might have potentially significant liability. Additionally you may be able to receive credit on your insurance premiums by having members of your staff certified in these programs. 

The points above, though crucial in protecting your business from potential litigation, are customer service issues at their core. Properly training all of your staff in how to handle difficult situations so that they are not embarrassing for the customers involved has tremendous value in customer loyalty.

Don’t know where to begin?  Ask yourself, do you have the proper procedures and operational guidelines in place to help you be as profitable as possible?  4Q Consulting can develop customized operational guidelines and training programs to meet your needs.  Email us today for a free business consultation at www.4qconsult.com.


All original content copyright Noelle E. Ifshin, 2012-2013.

Restaurant Consulting NYC | A Well Trained Staff is Your Secret Weapon | 4Q Consulting, LLC

A Well Trained Staff is Your Secret Weapon

Restaurant owners are often frustrated by not achieving their goals in relation to quality, customer satisfaction and financial benchmarks, yet many times they have not given themselves the appropriate tools to do so. Tools for your restaurant such as the newest, most integrated POS system, the most expensive kitchen and bar equipment, and even the best operating systems and procedures do not mean anything without a well-trained staff. 

People run your business and your business is only as good as your people.  An effective training program is an owner’s key tool to ensure consistency in product and customer service, which is a basic tenent of running a restaurant.  

Here are four key elements of such a program:

Proper Training Materials – Codifying operating procedures so they make sense to you is easy, however organizing and presenting the materials in a way that your staff will understand them may not be. Your staff probably comprises a diverse combination of people from different socioeconomic backgrounds and cultures with varying levels of education; additionally, research shows that people learn in three very distinct ways: visually, auditorily or tactilely. A training program that takes all of these factors into consideration should include: job specific written manuals (perhaps in more than one language), demonstrations and/or illustrated step-by-step procedure instructions, and hands-on or role-playing exercises.

Validate & Reinforce Your Training – To validate the efficacy of your training you must quiz, test and confirm that the information has been learned and absorbed. It is also important for managers to reward and reinforce the “good behaviors” done on the job - those that follow operating procedures as trained, as we discussed in our blog Keeping Employees Happy at Work – Happy Employees Part 2. Through reinforcement, you will discover who needs more training, how effective your training is, and perhaps what changes need to be made to your program.

Train your Trainers – Many restaurants often make the mistake of assigning their best employees the task of training new staff without taking the time to instruct them on proper training techniques and methods. Just because an employee is good at what he or she does, does not mean that he or she can teach someone else how to do it. Your trainers must be fully inoculated with company culture including policies, procedures and daily work tasks, as well as customer service values; they must have a complete understanding of the written manual for the job they are training; and they must be taught how to impart information in the way you want, so that training is consistent.

ABT – Always Be Training! – Training should be ongoing, not limited to the initial on-boarding process, and incorporated into the daily routine of your operations. As we wrote in our blog Are Your Pre-Service Meetings a Waste of Time?, there is an opportunity every day to share new information and keep your staff’s knowledge up-to-date. Work closely with your managers on what needs to be retrained, as they should be most aware of how policies and procedures are being followed by their direct reports.

A well-run restaurant can survive without the newest technology or the latest equipment. However, it cannot succeed without people trained to execute your vision, product and service ideals.  If you do not invest the time and energy to have a full training program, hitting your business targets becomes increasingly difficult.  As an owner or operator, a well-trained staff – from your Executive Chef to your Bussers – is your primary and most valuable tool.

Don’t know where to begin?  Ask yourself, do you have operational guidelines in place so you can be as profitable as possible?  4Q Consulting can develop customized operational guidelines and training programs to meet your needs. 
Email us today for a free business consultation!

All original content copyright Noelle E. Ifshin, 2012-2013.

Restaurant Consulting NYC | Bench Strength = Success | 4Q Consulting, LLC

Bench Strength = Success 

All companies, large and small, must develop the next generation of leaders in order to thrive, let alone survive.  Using a sports analogy, the best teams have incredible talent, but they also have depth of talent, so they can readily adapt to change and adversity; this is called “bench strength.” The teams with the deepest bench strength often win championships because they can overcome injury, fatigue and unknowns where other teams fold under these types of challenges.
  
Successful restaurants build depth in their teams, at all levels, to help them through unexpected challenges such as market shifts, turnover in key positions and/or employees falling ill. It is essential that restaurants have people who can take the reins in any situation to ensure continuity and effectiveness. Additionally, having bench strength keeps you ready and poised for growth and expansion.

Here are 4 ways to help develop your bench strength in your restaurant:

Find Great Employees – Invest first in people, not ideas.  People are the most important asset to the success of any business, and hiring the right team makes everything else much easier.  Finding great employees can be challenging and takes time.  Make sure to give yourself enough time to find the right people so you don’t end up hiring someone just because you need a body.  Hiring the wrong employees is very expensive because it creates disruptive turnover and impacts the morale of the remaining employees.   There are only so many seats on your bench, don’t fill it with sub-par players!

Ensure A Cultural Fit – As we touched upon in, How to Hire for Attitude as Well as Skill, “great employees are those who have both the technical skills required for the job as well as personal attributes that gel with your company culture and core values”.  You can always train, and even re-train, for skills depending on needs, but it is impossible to train someone to be hard-working, thoughtful, and honest.  Restaurants that are successful have a continual focus on their company culture at all levels and in all areas of the business.  They are quick to recognize when they made a wrong hire and remove poor cultural fits early on.

Share Knowledge – Cross functional training pays off when a key employee, manager or chef is out unexpectedly, and offers flexibility during periods of high volume.  It allows individuals an opportunity to develop and expand their skill sets, showing that you value their career development.  Sharing knowledge openly with your staff also pays off when a position opens up or your restaurant is ready to expand - you then have employees on your bench ready to go into these new roles.  Spending the time to cross-train can also provide employees with fresh perspectives, encourage service improvements and effective problem solving.

Empower Decision Making – Unfortunately, many managers feel that by empowering employees to make decisions, they lose the ability to lead and control their team.  This is a management myth.  When employees are part of the decision making process, they are highly motivated because they feel that they have control over their job roles.  The only way empowerment works is if there is effective two-way communication and trust between management and staff.  The more information employees have, the better they are going to be at making smart decisions for your business.

Furthermore, if employees are used to making their own decisions, they will be more prepared to make difficult ones as they move up the ladder. They will also have more ownership over a task because they made the decision instead of having it forced upon them. 

Putting the right people in the right seats on your bench is crucial to your survival.   A fully trained, empowered and invested team will allow you to be successful in your current business and future growth.

Don’t know where to begin?  Ask yourself, do you have the proper procedures and operational guidelines in place to help you be as profitable as possible?  4Q Consulting can develop customized operational guidelines and training programs to meet your needs.  Email us today for a free business consultation at www.4qconsult.com.

All original content copyright Noelle E. Ifshin, 2012-2013.

Restaurant Consulting NYC | Keeping Employees Happy at Work – Happy Employees Part 2 | 4Q Consulting, LLC

Keeping Employees Happy at Work 

 Happy Employees Part 2

As we explored in Employees are Your First Customers - Happy Employees Part 1, we know that happy, engaged employees are good for your restaurant’s business. However, what makes people happy in their jobs is subjective, can be elusive and varies by employee.  

Here are 4 basic things that you can do to increase employee satisfaction:

Supply Basic Tools for the Job – It’s simple: if your employees do not have the proper tools to do their jobs, they will not perform well.  Management must provide these tools whether they are tangible or not, such as working POS computer terminals or proper employee training.  It is frustrating for employees to have to work with broken equipment or poorly trained team members, which creates a negative environment.  

Train, Empower and Hold Accountable – Employee empowerment generally means the process of allowing employees to have input and control over their work and work environment.  Empowering employees begins with clear direction and thorough training.  Once you have spent the time to properly train all of your staff, you can trust that they have the knowledge to make decisions on their own.  However, empowerment is not a free pass for your employees; you must have clear and fair accountability for this to work.  Empowered employees have proper knowledge, are left to do their jobs and are held accountable for their work – both good and bad. This makes: committed, loyal and conscientious employees.

Praise, Recognize and Reward – Managers who only try to catch their staff “doing it wrong” create a negative culture of fear and manipulation, which has a direct correlation to negative business results. Instead, managers should actively seek to catch people “doing something right” or “better than before”, then they should praise that behavior specifically and immediately.  Employees who feel appreciated for their hard work will work harder; by creating an environment where employees feel valued, you create a safe place for work to thrive.

As discussed in our Blog: Are your Pre Service meetings a Waste of Time? the pre service meeting is also a great time to publicly praise, recognize and reward your team members’ achievements.  Giving even a small token as a reward for a job well done goes a long way in motivating staff at all levels.

Clear Career Growth Opportunities – One key reason that employees leave jobs is the lack of a clear career path within their current organization. We have previously discussed the cost of employee turnover in terms of having to constantly recruit, hire and train new employees. However, there is also a cost in not having any “bench strength” in your “bullpen”.  If you do not have employees who are trained and ready to move up into the next position, you cannot effectively grow your business.  Make sure everyone, including your managers, knows the career paths available within your organization.  If employees do not know their own career paths, they might intentionally stifle the growth and training of subordinates, which in turn impacts your business growth.

If owners and management do not have open, two-way communication with their staff, and employees feel that management doesn't care - you have a recipe for disaster. Employees must comfortably be able to make management aware of issues such as broken or lacking tools, or a need/desire for more or better training; management should address these concerns directly, letting staff know how and when items will be handled. In this environment, everyone knows what is wanted, needed, expected or promised – the team is “on the same page” and can work more effectively.

Don’t know where to begin?  Ask yourself, do you have the proper written procedures and operational guidelines in place to be as successful as possible?  4Q Consulting can develop customized operational guidelines and training programs to meet your needs.  Email us today for a free business consultation!

All original content copyright Noelle E. Ifshin, 2012-2013.

Restaurant Consulting NYC | Employees are Your First Customers | 4Q Consulting, LLC

Employees are Your First Customers 

Happy Employees Part 1

All too often, restaurant owners take their employees’ job satisfaction for granted. They focus all their energy on achieving financial results, acquiring new customers, launching new marketing ideas, and driving guest satisfaction, but they forget about the people who actually turn all those HR action verbs into real-life actions.  Treating employees as internal customers is the first step in providing a productive, positive environment, which reinforces your company’s hospitality and service culture.

Here are 4 reasons you should consider employees your customers:

Happy Employees = Happy Guests – Front-line employees are the key connection between your restaurant and your guests. As a result, if your employees aren't happy, your guests won’t be happy with their experience in your restaurant and your restaurant won’t be happy with the business results.  A rude, surly or unhappy server does not provide the best possible experience for your guests and can often turn guests off.  In today’s economic environment, poor service will not be tolerated and can drive you out of business.

Happy Employees Are Engaged - Engaged employees care about the end results and the quality of work that they do.  They want to perform their job well and provide great service to their customers. They enjoy coming to work, interacting with their co-workers and making their customers happy.  They tend not to cut corners; approach jobs with energy—which enhances productivity—and come up with creative service improvements, which enhance the customer experience.  Unengaged employees do not care about co-workers or customers, need constant supervision and lose interest in what is best for the team, which increases operating costs. 

Happy Employees Exceed Expectations - Happy employees are more likely to help out without being asked, are willing to pitch in when needed, and will not say the dreaded “that’s not my job”. When employees come in on short notice to cover a shift, stay late for the good of the team, and/or clean without being asked, it makes it easier to manage and run the business.

Also, by going above and beyond for your guests, happy employees deliver an enormous payoff: creating passionate, loyal patrons who spend more money, stay longer, return often, and tell their friends; all of which generates sustainable growth.

Happy Employees Become Brand Ambassadors – Happy employees will speak positively of your restaurant and unhappy employees will speak negatively of your restaurant.  In social situations, often the first question asked is “What do you do?” or “Where do you work?”   Such moments can add or take away value to current and future customer experiences; increase or decrease loyalty; and leave positive or negative impressions.   All employees, not just management, can build or detract from your restaurant’s brand.

Employers need to take care of their employees first, in order for their employees to provide the best experience for guests.  Employees with high job satisfaction remain with their employers longer, reducing turnover.  This in turn, lowers the cost of constantly having to recruit, hire and train new staff and provides stability to grow your business.  

Stay tuned to next week’s Blog, Happy Employees Part 2…..

Don’t know where to begin?  Ask yourself, do you have the proper written procedures and operational guidelines in place to be as successful as possible?  4Q Consulting can develop customized operational guidelines and training programs to meet your needs.  Email us today for a free business consultation!

All original content copyright Noelle E. Ifshin, 2012-2013.