Determining your 'F&B DNA': are you a restaurateur?
In part one of this blog series, I introduced the idea that there are four types of hoteliers, and that your approach to F&B can tell you a lot about which category you fit into. I believe there is a strong alignment between the general manager’s “F&B DNA” and the hotel’s F&B strategy. Your F&B strategy is highly related to your own identity.
Are you an aubergiste, a restaurateur, an entrepreneur or undecided? In the first post of this series, I suggested that the F&B strategy in a hotel is largely driven by the general manager’s experience and attitude to the culinary side as a whole. In the second post, I described the aubergiste. And today, I’d like to look at the restaurateur.
Both the restaurateur and aubergiste are born hospitality enthusiasts, yet there are distinct differences. For the aubergiste, providing a meal is an add-on to the overnight package, whereas for the restaurateur, the F&B portion is much more than just food on a plate.
For some guests, the restaurant may be even the main motivation for visiting a property. Therefore, the restaurateur is eager to develop the experience. He or she would never outsource or delegate the management of the restaurants to anyone. The restaurateur gives particular attention to the quality of the products and considers the restaurant itself as a destination. The F&B is at the heart of the company’s strategy, and the executives and board members have experience either in the restaurant industry or have strong ties with gastronomy.
For the restaurateur, the restaurant is a product rather than a service, a destination rather than a convenience and an important part of the culture. Concepts are often developed internally, only in limited cases using external brands or consultants to advance to the next level. Outlets are sold equally to hotel guests and local diners. The management and executives have professional experience in the F&B and restaurant industry as directors of F&B, chefs, restaurant managers or owners.
There are famous examples of hoteliers who are restaurateurs. Hyatt Hotels Corporation has been one of the first to operate as true restaurateurs. I don’t know many companies where the president (Bernd Chorengel) began his career as an apprentice in kitchens. During these golden years of F&B in Hyatt, the rest of the top executive team also had a strong F&B background and passion for food.
Another example to show the correlation between F&B DNA and strategy is the Relais & Châteaux network. Its chefs are at the core of its strategy (Michel Troisgros, Daniel Boulud, Jean-Georges Vongerichten and the “grands chefs Relais & Châteaux”). Indeed, gastronomy has always been the driver behind the R&C concept, and most of the executives are former chefs or restaurateurs!
Do you want to know more? Does this description of a restaurateur fit you? In the next post, you’ll discover the entrepreneur.
Stephane Bellon is the founder of Studionomie, an agency specializing in creating and developing original dining concepts. Previously, Bellon was vice president of corporate F&B for Kempinski Hotels for four years, overseeing the company's worldwide F&B strategy. Before joining Kempinski, Bellon worked alongside Alain Ducasse, prospecting new business opportunities and developing restaurant concepts. A graduate of business school HEC Paris, his book, “Gastronomie et Hôtellerie, secrets de cuisine” has been welcomed as a reference in the industry.
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