What creates excellence in food service?
In a recent survey amongst industry leaders and elders, the question was asked as to which companies have been the ones which they have most feared and respected?
The answers would not surprise many with long memories; Catering & Allied, Gardner Merchant, BaxterStorey, High Table and Compass in the 90s as it really became a global player under Sir Francis MacKay.
The reasoning too followed – companies who believed in great people, training and development, chefs, produce and service – performed better than the average.
It all naturally led onto a broader conversation which is that 4 of these companies were are their height in the 1980s and 90s which was a very different era, less competitive, less mature a market and less pressure on margin. Maybe all true but the argument also follows that excellence in food service will naturally also follow a strong commitment to people, training and development, service, and produce.
In fairness, the standards in the industry are invariably high and constantly evolving but it is interesting which companies do and are likely to stand the test of time?
The core argument behind this piece is that excellence comes through supporting the core sustainable business pillars – supply/food, people, service, training. All research will note that budgets in the last point have declined dramatically, that people are becoming increasingly hard to recruit and that supply/food is also constantly under pressure with inflation, Brexit, farming and more.
The counter argument is that people do want to and will be attracted to those where they feel they will be invested in and supported. There are numerous reports which note that people disengage when they do not believe there is a commitment; so maybe this is an area which needs to be improved?
In food, there are many who argue that many chefs have become lazy in thinking and there is a need for greater innovation and to revisit the lessons from past great culinary experts.
In May, EP is delighted to be supporting the publication of Sir Garry Hawkes’s memoir. Yes, it was a different age, a less competitive market but he also led a business which people really believed in, were loyal too and stood for its commitment to people. He had a strong and impressive board of talents around him who worked through three recessions and developed a global company which was testament to their ability.
The world moves on but the basics do invariably stay the same, whatever the challenges. We see it first hand with those who invest in networking and building relationships and those who don’t and believe the brand will do the work. Each time a market hits harder times, those with relationships continue to find a road through troubles. Sustainable business is all about strong pillars at the heart.
