The other half of the secret to the success of the restaurant business lies in the concept of service. Or, more precisely, in frames.
– The waiter should be kind, courteous, accurate, know two or three languages and understand what the customer orders, – determines Anton Tabakov, the level of his requirements. – I compare our cooks, waiters with their colleagues abroad – we have many opportunities for self-improvement. Small western restaurants amaze me with the fact that two or three cooks cook quality dinner literally in half an hour in 200-300 people. We say in such cases: “We need five or six people.” The difference between Western workers and Russian workers is precisely in their motivation: each waiter abroad is set up so that his establishment receives recognition and increases profits. To work this way, it’s important to understand what the client is asking you about and what you are actually doing. Most of our waiters mechanically answer the client “yes”, without even trying to find out his needs. Suppose a client asks for something light – say, veal. It would not occur to the sensible waiter to offer bean soup with pork in response.
Demand for professional waiters today exceeds supply. A number of networks – McDonald’s, Rostiks, Vesta Center International Association (Yakitoriya and Gi-no Taki) – solve this problem with the help of their own schools. But the picture as a whole does not change from this. Graduates of corporate schools are usually prepared to work on a specific system and are struggling to adapt to other restaurants.
The situation with managerial staff is even more complicated
“We have a person who purposefully deals with head hunting,” says Valery Maximov. – Literate restaurant managers are not enough today – in Russia there are no specialized educational institutions that would train specialists of this level. Therefore, restaurant directors mainly grow out of hall managers, waiters, bartenders who do not have sufficient opportunities for their further professional development.
Owners strive to keep experienced professionals high salaries and the opportunity to develop new projects. A top manager in a well-known Moscow institution receives $ 7-10 thousand per month. But, as a rule, restaurant directors themselves are extremely reluctant to change their place of work: there is a danger not to fit into the framework of the new concept, not to get along with the owners of the new institution.
Valery Maksimov, CEO of Yara, in managing his restaurant is guided by the methods developed by the famous Frenchman Alan Ducasse. He even invited specialists from his company to conduct several trainings for his staff. But no matter how effective management know-how is introduced into the restaurant business, it is more difficult to completely entrust the business to the owner of the restaurant with the care of the hired management than in other markets.
– No manager or manager will be as interested in the final result as an owner who has invested in the business of know-how, money, time or all taken together. In the meantime, staff is only ready to perform their duties well, ”said Anton Tabakov. His dream is creative employees who are ready to make suggestions for streamlining work. For example, introduce new dishes to the menu, allowing you to save food more economically. At each technological stage, you can find a way to work more efficiently. Then there will be people who together will serve 100 people.
True, most likely at this moment free niches in Moscow will no longer remain. And 10% of the profits will be the height of aspirations. Like in the West …