Even though holidaymakers and business travellers tend to view hotel experiences holistically, there is no question that on-site restaurants play a huge role in making a lasting impression.
Being able to serve both guests and locals looking to relax over delicious fare for a few hours makes an in-house eatery one of a hotel’s hottest commodities.
Figures from hospitality sector data specialist STR Global suggest that food and beverage services can contribute between 20 and 40 per cent to a full-service hotel’s total revenue.
As such, it is no surprise that meticulous planning goes into ensuring that the dining offering is successful – from brand and logistical support to menu changes and beyond.
Elmarie Fritz, general manager of the Radisson Blu in Gqeberha, said guests might enjoy most aspects of their stay but would never feel 100 per cent satisfied if these were not complemented by a quality dining experience.
In recent years, particularly, there has been a trend for hotels to sub-contract to off-site restaurants.
However, this could be risky, she warned.
“If the service levels and offering are substandard and inconsistent, consumers will perceive the restaurant as the hotel and not an independent brand. The fact that you cannot control this separation tends to be the downfall,” Fritz said.
It is precisely why the GM and her team, including executive chef Tyran Vaghi, put countless hours into the Group’s in-house eatery Tabú – a grill, restaurant, bar and lounge all wrapped up in one.
Fritz and Vaghi brainstorm and develop ideas to make it relevant to the market, aligning pricing and offerings with the expectations of international and local guests, whether business or otherwise.
Since global hotel brands are forced to cater to different overseas markets, as well as locals, it is important to recognise what guests want out of their in-house dining experience.
For example, these days many people gravitate towards fresh, vegan and organic food and this must therefore be kept top of mind to cater for guests who choose to dine in.
The Radisson changes its menu twice a year – in summer and winter.
While this may not sound a lot, there is good reason for it: too much chopping and changing and local customers who return to the restaurant to enjoy a specific meal may be alienated.
Striking the balance between “too much and too little” change is a point not lost on Vaghi.
“There are certain items that would only have slight changes made. Why change a bestseller completely?” he asked rhetorically.
“Instead, we look at how we can make that particular dish even better. That is a big part as to why our [local] guests keep coming back.
“You have a great experience, and you want to have that experience again and again. My goal has never been to change everything, it has always been to keep our guests and locals coming back.”
He agreed with Fritz that altering too often was a big no-no in the hospitality game because it could easily leave the impression to the usual crowd that chefs were “guessing” rather than finessing their menus.
Locals, who were loyal to the establishment year-round, should also be given fair time to sample a seasonal offering, he said.
Vaghi and executive sous chef Mthobeli “Sunshine” Ndaleni spend the entire autumn and spring periods debating what diners will be treated to during an upcoming season. Feedback from guests – whether international, business or local patrons – is very much part of this process.
It is hard work but when it pays off it pays off handsomely.
“There is not an item on our 2024 winter menu that I feel we could have done better,” Vaghi said, a hint of satisfaction evident in his voice.
“It is difficult to choose but I believe our guests will love the chicken parm, the lamb shank and our malva cheesecake. And that’s not forgetting our Tabú beef burger.”
This menu, he believed, was an “upgrade” on last year’s offering. They have aimed for “comfort and class” to wow diners of all descriptions.
Recognising the value it brings to the Radisson’s overall brand and profitability, Tabú is supported by its various departments – including, for example, front-of-house, marketing, personnel and logistics.
Main Image: The Radisson
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