Clubs & Pubs Manager Spring 2012 by Executive Media

CLUBS&PUBS manager Spring 2O12

Print Post Approved PP 381712/02671

GET YOUR PLAYERS HEARTS RACING WITH HIGH VELOCITY GRAND PRIX!

HIGH VELOCITY GRAND PRIX is a two machine or more, symbol driven, link progressive that is sure to excite you players. Any three or more HIGH VELOCITY symbols will trigger the feature to win either the MAXI or MINI Jackpot. When the feature is won the HIGH VELOCITY engine revs up to display the winning jackpot. There are a wide selection of HIGH VELOCITY jackpot parameters available to suit your venue and configurable with your chosen denomination and game.

Konami Australia Pty Ltd. 28 Lord St, Botany NSW Australia 2019 Tel: 02 9666 3111 Fax: 02 9700 0311 Email: stuart0307@konamigaming.com Matt Stuart - 0419 245 023 www.konamigaming.com

Contents NEWS Gamification and social gaming

$46-million beer venture

Tackling problem gambling in Aboriginal communities 8 Build your club’s profile

EFTPOS cash-out solutions

GAMING Adaptive employees ideal for gaming venues

Seven steps to award-winning service

Swipe card for points

Gaming excellence: St Mary’s leads by example

Customer service – the heart of any good service organisation 23

COMPANY PROFILE ‘Image is everything’

INTERIORS AND ARCHITECTURE Big Red’s got you covered

What women want: designing a female-friendly bar

Editor: Eden F. Cox

Profit from play

Phasing out inefficient halogen lamps

Published by:

SECURITY ABN 30 007 224 204

430 William Street, Melbourne VIC 3000 Tel: (03) 9274 4200 Fax: (03) 9329 5295 Email: media@executivemedia.com.au Web: www.executivemedia.com.au Cover image: Sutherland District Trade Union Club, designed by Red Design Group.

The editor, publisher, printer and their staff and agents are not responsible for the accuracy or correctness of the text of contributions contained in this publication or for the consequences of any use made of the products, and the information referred to in this publication. The editor, publisher, printer and their staff and agents expressly disclaim all liability of whatsoever nature for any consequences arising from any errors or omissions contained in this publication, whether caused to a purchaser of this publication or otherwise. The views expressed in the articles and other material published herein do not necessarily reflect the views of the editor and publisher or their staff or agents. The responsibility for the accuracy of information is that of the individual contributors and neither the publisher nor editors can accept responsibility for the accuracy of information that is supplied by others. It is impossible for the publisher and editors to ensure that the advertisements and other material herein comply with the Competition and Consumer Act 2010 (Cth). Readers should make their own inquiries in making any decisions and, where necessary, seek professional advice. © 2012 Executive Media Pty Ltd. All rights reserved. Reproduction in whole or part without written permission is strictly prohibited.

1 • CLUBS AND PUBS MANAGER SPRING 2012

Freedom for a secure venue

Clubs use high-tech DNA to catch thieves

EDUCATION AND TRAINING Clubs act to stamp out bullying

Training from the ground up

FOOD AND BEVERAGES Top-quality dining – what customers want

Celebrate Aussie spears on the menu

Popular bar snacks without the kitchen

Purchasing, ordering and your food costs

Learning about Italian wine, Australian style

INFORMATION TECHNOLOGY Social media in Australia – what can clubs do?

ENTERTAINMENT Shuffle up to the bar; it’s game time!

NEWS

GAMIFICATION and social gaming W

ith so much discussion occurring regarding online gaming, free play, social gaming and social media as a whole, do we really understand how significant the opportunities are and what is available to us right now? Lets stop for a second and consider some of these facts: • More than 500 million people now engage in gaming online. • Humans spend three billion hours per week gaming, that’s right, three billion hours per week, and growing. • Australia has around 15 million gamers. • Ninety-eight per cent of Australians use the internet (93 per cent of people over 64). • Sixty-two per cent of Australians are now using social media, with Facebook the dominant network. • Facebook is accessed on average 20 times per week per user in Australia. Social gaming is exploding (over 70 per cent growth in the past two years). The average age of a social gamer is between mid to late 30s, and the 50-plus demographic is experiencing some of the highest growth rates. The use of social media and social gaming is having a profound impact on our industry and represents an immediate opportunity. While there is ongoing discussion and debate on online gambling within Australia and globally, growth in online gambling, sports betting and wagering continues. Meanwhile, Australians wanting to gamble online can and do with relative ease as highlighted in the interim Interactive Gaming Act review. However, as an industry right now, there are significant opportunities to position us in the online space, maintain relevance, loyalty and engagement with our current member base, and develop a relationship with future generations.

GAMIFICATION There is one word that is becoming a global phenomenon and will be as universally well-known within 12 months as social media is today: gamification. Gamification is the process of using game mechanics and thinking to engage customers. Since the 1980s, the basic concepts and principles of the loyalty systems and programs within our industry have changed little. Gamification has the ability to fundamentally 2 • CLUBS AND PUBS MANAGER SPRING 2012 X

change our members’ experience, how they engage and are rewarded for visiting your venue, and your ability to develop, track and measure loyalty and retention.

LOCATION-BASED MARKETING Another key technology is location-based marketing (LBM). LBM is a marketing technique using social media and location-based mobile check-in services, like Facebook or Foursquare, to engage, reward and communicate with customers in real time on their mobile devices. Completely underutilised at present, LBM combined with CRM can create significant competitive advantage for your venue.

SOCIAL GAMING Social gaming needs to become an integrated part of our loyalty offering. You only have to look at the global sports betting companies, casinos and EGM manufacturers to see the significance they are placing on social gaming, developing a social gaming presence and a member base to position for the future. Social gaming is NOT gambling and is legal in Australia. continued on page 4

Social GaminG & m edia

australians are online & playing ...are they playing with you? 98% of Australians are using the internet â&#x20AC;&#x201C; excite with games online. Build your brand, engagement & marketing potential

64% of Australian internet users use Facebook. Transform Facebook into true engagement â&#x20AC;&#x201C; drive social crm & differentiate your offer!

create excitement & celebration by rewarding check-ins at your venue across Facebook, Twitter & Foursquare

Globally over 3 billion hours per week are spent on gaming. Leverage the power of social gaming now!

call now to see how Bluefin could work for your venue Phone (+61) 409 117 949 or email nextsteps@horizon-3.com.au for more information visit www.horizon-3.com.au

Take your game To The nexT level

In the gaming business, knowledge is power. Understanding your customers better leads to building better relationships. Understanding what your best players want and how they respond to your promotions, leads to increased return on your marketing efforts.

Transform your gaming experience

NEWS

continued from page 2

What is vital to understand is the difference between free play and social gaming. Free play solutions are delivered on the internet, more often than not independent of a social network, and many lack the gamification elements that make social gaming so popular. Social gaming, on the other hand, usually involves game apps delivered on a major social network and has significant game mechanics such as points, levels, badges, trophies, challenges, score boards, gifting, ability to engage with friends, share and post etc.

SO WHAT SHOULD YOU FOCUS ON? The following key areas should be an immediate focus for your venue, all of which are available now: • Create a high-quality game-based loyalty experience. Extend your loyalty programs on the web and Facebook via apps. Use gamification to engage, retain and grow members.

• Leverage multiple social media channels and social CRM to reward visitation ‘check-ins’, and allow them to share their wins with friends. Use radar marketing to offer counter offers when members check in to your competition. • Drive the viral/networked capacity of social media, and use mainstream networks relevant to current and future members using CRM, gamification solutions and social gaming apps. • Build a virtual membership base of social gamers via a social gaming platform integrated as a part of your loyalty offering to increase brand awareness, engagement, retention and loyalty to your venue. Jeffery is the Managing Director and Founder of Horizon 3 Pty Ltd, a company that specialises in social gaming, media, customer relationship management and business intelligence.

Our commitment to quality goes beyond super HOSTPLUS is not only recognised as a quality super fund. For 24 years, we’ve also been recognised as an innovative industry partner helping members and employers alike. Take our member financial literacy program for instance, developed with Scott Pape, the Barefoot Investor. Or our nationwide employer support services that help businesses get back to what they do best – delivering a quality service to their customers. And a quality super solution for their employees. Find out more at choosehostplus.com.au or call 1300 HOSTPLUS (1300 467 875).

choose quality

The information in this document is general in nature and does not consider any of your objectives, financial situation or needs. Before acting on this information, you should consider obtaining advice from a licensed, financial product adviser and consider the appropriateness of this information, having regard to your particular investment needs, objectives and financial situation. You should obtain a copy of the HOSTPLUS Product Disclosure Statement and consider the information contained in the Statement before making any decision about whether to acquire an interest in HOSTPLUS. Issued by Host-Plus Pty Limited ABN 79 008 634 704, AFSL No. 244392, RSEL No. L0000093, HOSTPLUS Superannuation Fund ABN 68 657 495 890, RSE No. R1000054. For further information on Chant West ratings visit http://hostplus.com.au/info/chant-west-disclaimer THEDMGROUP HOSTC6973/CP

HOST7129_Clubs&Pubs_125x177mm_CP_01.indd 1 322476A RHS Pg15_Hostplus | 1815.indd 1

4 • CLUBS AND PUBS MANAGER SPRING 2012

15/08/12 16/08/12 5:56 1:24 PM

CLUBS AND PUBS MANAGER SPRING 2012 • Y

NEWS

$46MILLION BEER VENTURE Casella Wines has signed an agreement with Coca-Cola Amatil for the formation of a joint venture partnership called the Australian Beer Company.

nder the terms of the agreement, a new entity will take over Casella’s current brewing operations after 16 December 2013 and, from that time, the Australian Beer Company will be responsible for the brewing and marketing of the company’s beer products. Coca-Cola Amatil will invest $46 million into the joint venture, and plans to expand a state-of-the-art brewery in Griffith, New South Wales, for a 500,000-hectolitre annual capacity brewery. This vision to form a joint venture does not include Casella’s winery business, which will remain 100 per cent familyowned and operated by Casella. Casella Wines’ Managing Director John Casella says the signing of the agreement with Coca-Cola Amatil marks an exciting new chapter for Casella Wines and the company’s expansion into the beer category. ‘Many synergies exist between the two companies, and the prospect of any future partnership with Coca-Cola Amatil would provide tremendous scope to develop our brewing operations faster and more broadly than we could do on our own,’ says Mr Casella.

Casella Wines’ Yellowtail range. Image courtesy of ‘Clearly Ambiguous’. ‘Coca-Cola Amatil’s distribution network and proven credentials in beer and marketing capabilities are unrivalled, as are our world-class facilities, precision in manufacturing, and ability to deliver quality products year on year. ‘We’re confident that the strengths that both parties could bring to a partnership would be a winning combination and would deliver vast opportunities to further develop our brewing operations. ‘Given that we’re only in our infancy with regard to our beerbrewing initiatives, Coca-Cola Amatil’s future participation in the joint venture is a great endorsement of our capacity to transfer our skills and knowledge of winemaking into brewing beer and our vision for the future.’ Coca-Cola Amatil said its strategy to leverage its sales and distribution scale into premium beer is well underway, and the company’s Group Managing Director Terry Davis said, ‘This new agreement with Casella will give Coca-Cola Amatil the opportunity to access a world-class, low-cost brewery that will enable us to re-enter the premium beer market in Australia after 16 December 2013 with sufficient initial manufacturing capacity to cater to approximately 15 per cent of the premium beer market in Australia.’ C&PM

CLUBS AND PUBS MANAGER SPRING 2012 • 5

Geelong Football Club

Harry Taylor, Gambler’s Help ambassador

Responsible Gambling Policy Through our Cats In The Community program, the Cats have great presence in our local community with a strong emphasis on health and wellbeing. The messages we’re promoting through our partnership with Gambler’s Help are an extension of the club’s own key messages. Our supporters can be assured that we take the role of responsible gambling very seriously and we will actively: n

n n

Raise community awareness of responsible gambling and the risks associated with gambling Raise awareness of the Gambler’s Help brand Raise awareness of responsible gambling policies within sporting organisations and gaming venues

Colin Carter, Geelong Cats President Responsible Gambling Partnership Geelong Cats and the Victorian Responsible Gambling Foundation have entered into a Responsible Gambling Partnership to develop and implement community education and promotional activities encouraging responsible gambling and service promotion of Gambler’s Help. Communication activities will aim to raise discussion within the AFL community and greater Geelong region about the risks associated with gambling and to encourage help seeking for individuals in need.

We will do this by: n

Our intention is to be a leader in the delivery of socially responsible gambling practices at our venues, with four main objectives – education, awareness, compliance and initiative. education

awareness

compliance initiative

of our board, management, employees, members and patrons about potential harms associated with gambling. not only of the potential harms, but of the significant benefits to the community that arise from the club having a responsible approach to gambling services. of all relevant legislation in relation to gambling. continuing to look at what, as a club, we can do over and above the legislative requirements that will benefit our patrons – that will further protect their welfare and that of their families and our greater community.

n n

Encouraging Responsible Gambling – The responsible gambler – Is in control – Sees gambling as entertainment, not a job – Doesn’t take gambling too seriously – Never borrows money to gamble – Sets limits on the amount of time and money they will spend – Sticks to these limits and walks away when they are reached – Doesn’t chase losses – Takes frequent breaks – Only gambles with the money set aside for entertainment, not for household essentials Mandatory training in responsible gambling practices for all club hospitality employees Trialing new and innovative responsible gambling techniques Providing information on gambling help and assistance support services – Where to get help – Promoting self exclusion programs – Gambler’s Help

THE CREATION OF THE VICTORIAN RESPONSIBLE GAMBLING FOUNDATION SIGNALS A NEW ERA IN TACKLING PROBLEM GAMBLING IN VICTORIA The first of its kind in Australia, the Foundation will take a new and innovative approach to minimising gambling-related harm and fostering responsible gambling in the Victorian community.

The Victorian Responsible Gambling Foundation will deliver: • Help services to assist problem gamblers and their family and friends • Community education and awareness raising activities to foster responsible gambling and promote problem gambling services • Research to inform best practice in problem gambling treatment and prevention and responsible gambling communication • Information services about gambling regulation and licence approval processes through the Gambling Information Resource Office (GIRO).

(03) 8684 1913 responsiblegambling.vic.gov.au

gamblinghelponline.org.au

NEWS

TACKLING problem gambling in Aboriginal communities

The New South Wales Minister for Hospitality and Racing, George Souris, has announced a multimillion dollar, three-year strategy to target problem gambling in the state’s Aboriginal communities.

r Souris said the comprehensive $4.05-million Gambling and Aboriginal People Strategy will include community engagement, education and awareness, problem gambling screening, counselling and support services, training, and a cadetship program for Aboriginal problem gambling workers. He also announced a further $192,940 for a six-month extension to the NSW Aboriginal Safe Gambling Service program run by former Newcastle Knights footballer and problem gambling counsellor Ashley Gordon, which is currently being provided to over 30 communities. Mr Souris also announced an additional $50,000 to develop and promote problem gambling resources and marketing communications for Aboriginal communities. ‘This $4.29-million allocation by the New South Wales Government through its Responsible Gambling Fund will focus on supporting aspects of programs that have been proven to deliver achievements and outcomes for Aboriginal people experiencing gambling problems,’ Mr Souris said. ‘The Gambling and Aboriginal People Strategy will adopt lessons from previous successful programs to build on knowledge, experience, community support and trust that has been built up to date.

‘In doing so, it will seek to provide visible, culturally appropriate and effective education, prevention, early intervention and treatment of problem gambling and associated issues within New South Wales Aboriginal communities.’ Mr Souris said key elements of the Gambling and Aboriginal People Strategy will include: • community engagement to raise awareness of problem gambling as a complex health and cultural issue for Aboriginal people • education programs, including strategies for prevention and early intervention and the promotion of help-seeking and assistance • screening for problem gambling including information on problem gambling, the development of specialist treatment of problem gambling within Aboriginal communities, and improved protocols for mainstream gambling help services interacting with Aboriginal people • cultural awareness training to support successful interactions with Aboriginal communities on problem gambling and with Aboriginal clients to control gambling and achieve harm minimisation • distribution of Aboriginal-specific information and materials on problem gambling to Aboriginal organisations and mainstream services that work with Aboriginal communities • $1.5 million over three years to establish an Aboriginal Problem Gambling Counsellor Cadetship Program. Initially announced in the May budget, this program will allocate $500,000 per year for training, mentoring and placement of Aboriginal workers within gambling help counselling services to deliver community education and support in Aboriginal communities. continued on page 10

8 • CLUBS AND PUBS MANAGER SPRING 2012

THE LEGEND RETURNS THE ICONIC AND THE HIGHLY SUCCESSFUL QUEEN OF THE NILE RETURNS AS QUEEN OF THE NILE LEGENDS. Queen of the Nile Legends features both the Classic and the new Deluxe version all in the one cabinet. The game we know and love is now released with a Double Standalone Progressive. For more information contact:

03 9644 1000

© 2012 Aristocrat Technologies Australia Pty Limited. Aristocrat, it’s all in the game, VIRIDIAN WS and the Aristocrat logo are trade marks or registered trade marks of Aristocrat Technologies Australia Pty Limited. ARISTOCRAT PROMOTES RESPONSIBLE GAMBLING

NOW APPROVED

NEWS

continued from page 8

Minister for Aboriginal Affairs and Minister for Citizenship and Communities, Victor Dominello, welcomed the strategy.

IT WILL SEEK TO PROVIDE VISIBLE, CULTURALLY APPROPRIATE AND EFFECTIVE EDUCATION, PREVENTION, EARLY INTERVENTION AND TREATMENT OF PROBLEM GAMBLING AND ASSOCIATED ISSUES WITHIN NEW SOUTH WALES ABORIGINAL COMMUNITIES

Image courtesy of Jeff Kubina 10 • CLUBS AND PUBS MANAGER SPRING 2012

Mr Dominello said gambling is a source of significant problems for both individuals and families in Aboriginal communities, resulting in financial hardship, family discord and contact with the criminal justice system. ‘According to the Centre for Gambling Education and Research, problem gambling is prevalent in about two per cent of the mainstream population, but in Aboriginal communities that figure is about 15 per cent, with some communities experiencing over 30 per cent prevalence,’ Mr Dominello said. ‘The harm associated with gambling is linked to the abuse of alcohol and other drugs, financial distress, domestic violence, neglect of children, eviction and myriad other health and welfare issues. ‘The New South Wales Government is committed to helping address this important social issue through programs that effectively meet the specific needs of Aboriginal communities.’ C&PM

Capturing and maintaining the attention of venue patrons is a A range of powdercoat colours and a static illuminated header constant struggle. Static visual media has proven its advertising panel is perfect for displaying a venue’s branding, leaving the value, but the ‘new kid on the block’ digital signage is fast screen to concentrate on the desired advertising media. becoming the norm rather than the exception. ‘A strategically located digital sign demands the attention of customers...our DMF range is perfect for integration into a venue environment.’ Ron Dance, General Manager.

Signedge International has recognised the need to design and construct a robust, sleek digital signage package that is not afraid to present itself ‘at the coal face’ of the typical venue environment. Available in 40- and 55-inch screen sizes, they are also available as Touchscreen models opening up ‘We decided it was useless trying to value-add to a TV mounted new frontiers for marketing opportunities in clubs safely up out of reach and out of sight...venues need an and pubs. Affordable and attention-grabbing, these interactive marketing tool that is safely in plain view...and so Digital Motivation was born.’ Tony Jenkins, Managing Director signs can be updated onsite or remotely, removing the need for expensive and time-consuming Manufactured from custom designed aluminium extrusions, printing and installation of posters. these signs are a considerable advancement in the advertising world: they boast a HD commercial-grade LED screen, onboard Digital signage is a powerful, engaging medium for computer, WiFi, Lan, toughened glass face and tamper-proof point of sale and brand marketing, and Signedge International security locks. is excited to be part of its delivery to the market place.

Digital Motivation provides the Clubs and Pubs industry with the mechanism to give customers a contemporary, engaging experience along with the opportunity to reinforce brand awareness. Signedge International’s Digital Motivation range allows for seamless integration into club and hotel environment, while delivering an exciting and interactive product. Unique, affordable and robust, DMF40 and DMF55 digital signage packages allow for custom made media content that can be remotely changed at anytime to suit the customer demographic, giving maximum impact of the chosen media to the intended customer group. No more time consuming and costly printing of posters! Changes to your venue’s advertising can be made “on the fly” as soon as the art is generated. The touchscreen option gives your customers an interactive experience with your venue, limited only by your marketing imagination.

!!Maximise the impact of your Marketing Dollars!! 1300 721 313

DIGITAL MOTIVATION CLUBS AND PUBS MANAGER SPRING 2012 • 11

NEWS

BUILD YOUR club’s profile

ictoria’s new gambling industry structure commenced in August this year with Tabcorp Gaming Solutions (TGS) playing a key role by offering services to 9000 EGMs, representing almost one third of the state’s EGM market. Tabcorp is Victoria’s foremost gaming operator with over 20 years’ experience in the local market. During this time, Tabcorp has built a wealth of expertise that it now offers to 170 hotels and clubs who have signed up to TGS’s service offering. From August, TGS has offered venues a range of services including business development, commercial assistance, electronic gaming machine supply and maintenance. The market’s confidence in TGS is evidenced by its partnerships with major operators, including the Dominion, Pegasus and Zagames hotel groups, and the RSL network. Tabcorp’s well regarded Field Services team is an attractive component of the TGS offer. The Field Services team is the most experienced in the industry and can solve problems quickly, ensuring venues don’t lose revenue from out-ofaction gaming machines. Tabcorp Field Services has 75 dedicated team members, including 42 technicians in the field, who support TGS venues across the state. TGS venues also benefit from exclusive participation in IGT’s world-class Diamond Rewards loyalty program. TGS venues have a licence to use the Diamond Rewards brand and associated services. This will help venues provide

12• •CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSPING SPRING 2012 X 2012

customers with the best possible gaming offer and build their profiles as local entertainment destinations. In fact, data from the NSW Office of Liquor Gaming and Racing demonstrates that venues using the IGT system have experienced a significant rise in their gaming machine profit in the last quarter compared to those on other systems or with no system in place. TGS is committed to working with its venue partners to build sustainable businesses, which is why responsible gambling support and staff training services are at the core of the service offering. TGS General Manager Steve Wooding believes many venues will face challenges managing a gaming floor under the new industry structure, and that by partnering with TGS, venues can be confident their businesses won’t be negatively impacted by the change. ‘Our TGS member venues have “gone live” with the best gaming machines in the Victorian market,’ Steve said. ‘With the benefit of access to a regularly refreshed gaming offer, Tabcorp Field Services, and the unique business development and commercial assistance offered by TGS, our venues can take full advantage of the change,’ Steve said. ‘Our partnership with IGT will deliver a tailored all-in-one membership and loyalty system to our venues, which offers them a further significant competitive advantage.’

• Supply of gaming machines • Break-fix and spares • Reporting and analysis Anthony Bennett Martin • Business consultants 0438 595 992 0420 9 • Local area marketing tools • Diamond RewardsTM loyalty program Or• Responsible gambling services visit www.tgsgaming.com.au • Gaming training services • Venue design services

nformation contact your dedicated TGS busines

on 579

ent are a guide only and should not be considered investme ions and data accessed from third parties and reasonably rel ria relevant to your particular circumstances when decidin nd servicesgfrom on TGS. Before committing to any agreement o S n i Com gal advisers. to

NSW

TABCORP GAMING SOLUTIONS

For more information call P: 03 9868 2707

NEWS

EFTPOS cash-out solutions Due to legislation changes in Victoria, the removal of ATMs from gaming venues means the only way venues can provide cash to patrons is via EFTPOS terminals, where the withdrawal must be initiated by venue staff. The changes have created an additional burden for venue staff, and raised significant concerns about staff handling greater amounts of cash.

number of companies proposed EFTPOS solutions, but the preferred solution has been Banktech’s ‘POSConnect’. The solution has been installed by many of the leading venues, including ALH Group, Dominion Hotel Group, Hotel & Leisure Management, Hunter Group, Zagames, and many more. Russell O’Brien, CFO of Hotel & Leisure Management, says, ‘Banktech’s solution is unique in the marketplace and certainly met our requirements. POSConnect allows multiple EFTPOS terminals in a venue to be connected to a single cash-out terminal. Customers requiring cash can be served quickly from different locations and then collect their cash at the secure terminal positioned away from the bar.’ Tony Jackson, Director of Dominion Hotel Group, was on board early. ‘The POSConnect solution is quick and simple to use so customers spend less time waiting. Our staff doesn’t handle the cash and that was a major factor in our decision. Safety of our staff and patrons is paramount, and we know Banktech thinks the same way.’ In developing the solution, Banktech recognised the importance of venue safety. Henry Kiwarkis, Banktech National Sales & Marketing Manager, said, ‘Our POSConnect solution does not require staff to handle cash at all. All cash is dispensed via the secure cash-out terminal

Berwick Springs Hotel 14• •CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSPING SPRING 2012 X 2012

that is approved to be filled by companies like Chubb and Armaguard.’ Banktech has been supplying cash-handling and payment technology to the hospitality industry for nearly 20 years. ‘We built the POSConnect solution from the ground up to meet the unique needs of the industry and comply with the VCGLR guidelines,’ said Kiwarkis. POSConnect is fully managed by Banktech’s ‘in-house’ support team. This includes 24/7 help desk/monitoring, transaction processing and on-site technical support provided by company-employed field service technicians based in Victoria (seven days a week). ‘We understand the critical nature of the POSConnect solution to our venues, and have built our ongoing support services accordingly,’ says Kiwarkis. Tony Jackson agrees. ‘While the solution was important, ongoing reliability and back-up service is paramount to our business. Banktech’s reputation in the ATM, EFTPOS and payment processing industry is exceptional. This was a key factor is choosing POSConnect.’ For more information, call Henry Kiwarkis at Banktech on 1800 08 09 10.

Lower Plenty Hotel

EFTPOS Cash-out Solutions: What’s the difference? COMPLIES WITH VCGLR GUIDELINES

5 reasons why

is the best EFTPOS cash-out solution:

Easier to Install

Doesn’t take up valuable space behind the bar or require expensive alterations.

Better Security

Staff are not required to handle cash.

Faster Transaction Method

Customers spend less time queuing at your bars.

Greater Flexibility

Multiple EFTPOS terminals can be connected to a single ‘cash-out’ terminal.

Easier Daily Reconciliation

No printed dockets to be kept and counted.

Call Banktech now to find out how we can help you. Toll free 1800 08 09 10

www.banktech.com.au

GAMING

ADAPTIVE EMPLOYEES IDEAL FOR GAMING VENUES BY CATHERINE PRENTICE, FACULTY OF BUSINESS AND ENTERPRISE, SWINBURNE UNIVERSITY

Gaming, like any other serviceoriented business when competition intensifies, is compelled to adopt a customeroriented approach to gaining customer satisfaction and loyalty, which in turn leads to company profitability.

ustomer orientation has a strong focus on customer retention and the development of long-term buyer-seller relationships through the cultivation of customer trust. This approach is implemented by employees, who connect the firm with its customers and provide a primary communication source between the two parties. Customer-oriented employees are inclined to help customers in a variety of ways, including making purchasing/consuming decisions, assessing customer

16 â&#x20AC;˘ CLUBS AND PUBS MANAGER SPRING 2012

needs, offering products and services that address such needs, providing adequate product and service descriptions, and avoiding deceptive or manipulative tactics and high-pressure selling. Researchers have noted that the most customer-oriented employees exhibit behaviours aimed at increasing long-term customer satisfaction. Such employees do not engage in actions that compromise the customer interest in order to achieve an immediate sale. Although customer orientation is an effective relationshipbuilding approach to achieving long-term benefits, opportunity costs may arise for the firm when short-term sales are sacrificed. In some situations, an immediate sale may outweigh the potential impact of future sales. This circumstance is frequently encountered within the gaming context. The importance of cultivating long-term customer relationships is fairly obvious to gaming firms; however, gamblers do not necessarily appreciate or welcome the use of retention tactics. From the customer perspective, it may be straightforward and penalty-free to switch their allegiance to a provider that consistently matches or exceeds the equivalent offer by competitors.

Gamblers may also cease their gambling behaviours under certain circumstances. The nature of gambling may help explain their potential cessation; gaming involves playing games of chance to win money and winning is opportunistic. Most gamblers are aware that the odds of various games are against them, and would concede that recreational casino gambling will generally lead to financial losses and that in practice, all gaming activity involves the prospect of losing, and gamblers can scarcely afford to do this in the long term. Becoming customer-oriented by satisfying immediate customer needs does not necessarily guarantee a longerterm business relationship, and the formation of an ongoing relationship does not automatically benefit the gaming firm. In some cases, unproductive customers may exploit customer-oriented behaviours in an opportunistic way. Steven Karoul, former Executive of Foxwoods Resort Casino in the United States, has indicated that not all customers are good for the firm’s overall wellbeing. This observation is particularly applicable in the case of customers who engage in cheating or abusive behaviours. Being customer-oriented by offering complimentary items or ‘giveaways’ may lead to financial losses for those gaming firms that offer such benefits to unprofitable customers. Employees need to be capable of identifying different types of customer and tailoring their services accordingly. Inappropriate behaviours on the part of either the client or the employee may unavoidably lead to negative word-ofmouth communication. On the basis of the foregoing discussion, an alternative relationship-building approach is recommended – adaptive selling. This concept has been widely discussed in sales and marketing literature. Its implication is extended to service settings where service employees encounter a wide variety of customers with different needs, and are required to evaluate the service situation, and to exhibit flexibility and adapt their behaviours to meet the changing needs and requests of customers during the course of service encounters. Adaptive selling involves two functional components: interpersonal situations and the ability to adjust behaviour. Adaptability refers to the service employee’s ability to adjust their behaviour to interpersonal demands. It is characterised as occupying a continuum that ranges from conformity at one end of the spectrum to service personalisation at the other. Employees adapt to the needs of individual customers in different ways and to different degrees based on perceived information about the nature of the encounter. To be able to be adaptive, employees need to recognise

the need to adopt approaches that are applicable to the particular situation, to be confident about using different approaches, and to be capable of making adjustments when interacting with customers. Researchers have suggested that being adaptable is important for service employees because of their need to identify and adjust to customer needs and potentially inappropriate behaviours during service encounters. It involves adjustment to the needs and beliefs of each customer and the implementation of a tailored selling presentation. In the gaming context, being adaptive may involve fewer instances of customers who take offence and fewer complaints from angry customers. Adaptive employees tailor their behaviours to the gaming customer, and make rapid adjustments based on customer reactions to such behaviours. Empirical evidence has shown that employee adaptability exerts great influence on customer perceptions of the encounter and the firm’s service quality. Such perceptions are subsequently transferred to customer attitudes and behaviour. C&PM

GAMING

SEVEN STEPS to award-winning service BY GEOFF WOHLSEN, DIRECTOR, DWS HOSPITALITY SPECIALISTS

We know that customer service is important to our businesses. So why is good customer service so rare?

he 1980s saw a shift in power away from the seller to the buyer. Back then, the mantra from the customer was ‘give me what I want, when I want it, or I’ll get it elsewhere’. But changing dynamics now mean that customers are saying, ‘give me what I want, how I want it, when I want it, at the lowest price possible, and make me feel loved, or I’ll get it elsewhere.’ Pubs and restaurants that have responded to this have done well. The product has to be excellent, the price has to be right and service has to be memorable. We’ve all experienced poor service. Some of us have been guilty of giving poor service. We all know how important it is. So why is it so rare? Customer service is rare because it requires two things that the average enterprise is unwilling to commit to: spending money and taking action. If you’re going to make the investment in improving customer service and consistently maintaining high standards, then here are seven steps you need to consider:

business and report back to the group in a week’s time. Ask your team to identify what really great service and really poor service looks like – it could be a person’s phone manner, or it might even be eye contact or a cheerful smile. After your team has reported to the group, ask them to list the elements of great service in your organisation; it could be that the front desk staff stand and say hello to everyone as they approach, or that all staff open the doors for customers. You’ll probably be surprised by how long the list is. Sort it in order of priority, from ‘not negotiable’ down to ‘nice to have’. These are your standards and, importantly, your staff developed them, not you.

STEP TWO: RESOURCE THE STANDARDS If the standards require that the uniforms be modified or that training is undertaken, then commit to resourcing the standards so that no-one can back out.

STEP THREE: TRAIN, PROMOTE,

STEP ONE: YOUR WHOLE TEAM SHOULD

COMMUNICATE AND REINFORCE THE

BE INVOLVED WITH DEVELOPING AND

STANDARDS

DOCUMENTING THE STANDARDS

You shouldn’t have to, but we all know that if this is to work, then the customer service standards have to be ‘sold and promoted’ to staff. Invest some time and money in training, internal development and promotion. I’ve seen some great

Gather your staff together and tell them that you’re making a real effort to give great service at the right price. Give them all an assignment to ‘secret shop’ at a competitor

continued on page 20 18 • CLUBS AND PUBS MANAGER SPRING 2012

COMPANY PROFILE

‘IMAGE IS EVERYTHING’ I

n today’s competitive market the need to stay ahead of the game and attract loyal customers is paramount to a venue’s success. Staff presentation, venue services and even a venue’s décor are all assessed by patrons the instant they walk through your door.

‘CAPTURING THAT MOMENT’ Staff presentation is a direct reflection of the venue’s professionalism and values. It’s easy to overlook the importance of staff uniforms; however, you can’t deny the powerful impact that a courteous and well-dressed front of house staff member provides.

‘ADD STYLE AND VALUE’ Adding style whilst providing real value is possible - it’s something we do on a daily basis for our customers using our online ordering system. This system is currently

used by over 320 hotels Australiawide. Keeping the fashion range current and choices simple means an effective professional outcome for you. We also provide value added and partnered promotions for hotel venues, such as Kids Cups and Show Bags, along with POS design and concept products to the liquor industry. The benefit of having an in-house graphics department makes the process even simpler.

WE MEAN BUSINESS! If you register on our website and mention this advertisement before December 2012, we will waive all set-up costs for any embroidery services required on your first uniform order.

Uniforms on line

BUSINESS SHIRTS

* Log in * Select category * Select Item * Select Size & Colour * Select Position and Browse for your Logo * Upload Decoration * Preview decoration * Add to cart * View cart and submit order or continue shopping

For Customised Uniforms and Promotional Products

03 9393 2450

Contact: T: 03 9393 2450 E: orders@ipromo.com.au CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSPRING SPRING2012 2012••19 X

GAMING

continued from page 18

buzzwords used for service programs like ‘ignite’ and ‘propel’. Give the initiative an identity and sell it hard to the troops.

STEP FOUR: TOP-TO-BOTTOM OWNERSHIP The program won’t work if the business owner or the managers don’t live and breathe it every day. Cynicism is out and full adoption by all members of the team is the best approach. So when managers are front-of-house (and that should be more than half of their time) it’s a chance for them to demonstrate how it’s done.

required to reach a certain level by a certain time. No doubt the good shifts will go to the five-star performers.

STEP SEVEN: REVIEW AND REFINE All programs can go stale – even the good ones. Review and refine the program each year to make sure it’s meaningful and is still working. We know that great customer service doesn’t just happen; it’s the result of superior management, good recruitment standards and a service framework that your team has a real stake in. I invite you to test my service levels and contact me any time to talk about implementing a customer service program in your venue. C&PM Geoff Wohlsen can be contacted at Geoff@dws.net.au

ALL PROGRAMS CAN GO STALE – EVEN THE GOOD ONES. REVIEW AND REFINE THE PROGRAM EACH YEAR TO MAKE SURE IT’S MEANINGFUL AND IS STILL WORKING

STEP FIVE: MEASURE AND MAINTAIN Secret shopping, customer surveys and social media feedback are all relevant; but the most important part of this element is that the enterprise aggressively seeks meaningful feedback and measurement of service standards. The best demonstration of measurement and commitment I’ve seen was a general manager placing banners all over the venue, complete with his personal mobile number, asking all customers to let him know their experiences at the venue. That’s commitment and the staff see it every shift.

STEP SIX: RECOGNISE AND REWARD Some of your staff will get it and others won’t, but the ones who do need to be recognised and rewarded. You might implement a star program where all staff members are 20 • CLUBS AND PUBS MANAGER SPRING 2012

Image courtesy of Kalleboo

GAMING

SWIPE card for points A

nother solution from Methodical Services Pty Ltd apart from TITO tickets is our members swipe card system.

“We are ready when you are ready”

GAM WAR ING AU T NIN G M HORITY ESSA GE

Methodical Services would like to introduce their members swipe card technology to the Victorian gaming market, subject to the approval of the Victorian gaming authority! Systems are already installed in New South Wales, Australian Capital Territory and Queensland, working via the membership card, which is used to collect points while playing the gaming machines. These points can then be used around the venue in the coffee, snack, chocolate and prize vending machines as well as any amusement machines. The members cards can also be set up for venue entry and car parking facilities. Tier levels are also avaliable from certain points rewards suppliers. The software package currently has over 12 points providers with new systems being added as they appear on the market. Further software programming is in progress to facilitate the use of points to pay for bingo, raffle tickets and to gain extra chips for poker sessions, swapping the points for product. The members swipe card technology uses the MEI fourin-one card reader, shown below, which seamlessly fits into most of the vending suppliers’ machines. It has an attractive blue light swipe reader that all members will find easy to use. For extra security, a pin pad can be supplied for the prize vending machine, where the products could typically be $200 petrol or supermarket cards, perfume, iPods and phones. The prize vending machine can also be themed for Mothers Day, Easter, Christmas, Friday the 13th and more.

TITO Thermal Tickets Methodical Services P/L are the exclusive Australian distributor for Slot-Ticket Inc. Slot Ticket Inc. are the founders of the original thermal gaming TITO ticket. Approved for use by all TITO peripheral equipment OEMS and poker machine manufacturers world wide. • Zero defects • No jamming • No downtime • Easy lift banded packs that simplify unpacking and loading • Manufacturing date on each ticket • Waterproof security markings

The Original and Number 1 in TITO Ticketing Methodical Services Pty Ltd Unit 16/1 Adept Lane Bankstown NSW 2200 Ph: (02) 9793 2733 Fax: (02) 9793 2744 Email: methodical@bigpond.com.au www.methodicalservices.com.au CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSPRING SPRING2012 2012••21 X

GAMING

EXCELLENCE: St Mary’s leads by example The success of Keno in a venue comes down to knowing and understanding your Keno customer markets, according to Cathy Rowley, Marketing Manager of St Mary’s Rugby League Club, which has just celebrated winning the ClubsNSW Best Club Keno Award (Large Club) for the second year in a row.

everal years ago, we at St Mary’s Rugby League Club identified four Keno customer segments at our venue, which created the foundations upon which all Keno decisions and strategic planning are built. These four segments – Big Spenders, Loyal Regular Players, Occasional Flutter, and Social Light Spenders and New Players – feature in the below table, with a description of each. We focus on the ‘retention’ of our Big Spenders. These valuable players are not usually motivated by promotions; they are motivated by easy access to placing their bets, competent operators and a comfortable environment. We retain these players by ensuring our operators are welltrained and our Keno set-up always meets their needs; as an example, our best Keno player prefers watching LED Player Category

Profile

Key Motivators

Big Spenders

Generally retired Age: 55+ Predominantly Male

Chasing jackpots, beating the system, and large wins.

Loyal Regular Players

Mature Family Person Age: 40+

Using own numbers, chasing a win to fulfil a dream (for example, a holiday, renovations, et cetera), and promotions.

Occasional Flutter

Blue Collar and Family Person Age: 30+

Motivated by smaller wins to pay for dinner, a shout, et cetera, plus promotions.

Social Light Spenders and New Players

Social Fun Age: 25+

Spontaneous players who play for light social entertainment. continued on page 24

22 • CLUBS AND PUBS MANAGER SPRING 2012

GAMING

CUSTOMER service – the heart of any good service organisation

he strength of our business is directly proportional to the service provided by our team, so we seek out the most customer-focused, dedicated people wherever they are. If you want a gaming service provider with heart, Amtek is second to none. As a licensed VCGLR supplier, Amtek is authorised to provide gaming services to Victorian hotels and clubs as well as manufacture and distribute products including gaming machines and restricted equipment.

X • CLUBS AND PUBS MANAGER SPING 2012

Amtek’s VCGLR-approved premises include a state-ofthe-art climate-controlled gaming production facility in Port Melbourne. Dedicated VCGLR licensed technicians are available to perform installations, moves, upgrades and game changes day or night, and Amtek’s experienced technical staff will ensure that gaming equipment installed in your venue complies with all legislative requirements. The Amtek Customer Support Centre operates 24 x 7 x 365 and venues can call a toll-free number anytime of the day or night to get support, advice or log a service call. Venues also have the ability to log and track calls online via the web using a standard PC or even via a mobile device including iPhones. To find out more about Amtek’s Energetic Service visit www.amtek.com.au | email: gaming@amtek.com.au Or call Amtek on 1300 426 464

CLUBS AND PUBS MANAGER SPRING 2012 • 23

GAMING

continued from page 22

behind a Keno terminal to sink or swim; they are fully trained by our Keno Coordinator so that a consistently high level of training is achieved as the benchmark. Bad habits can be passed down by staff, in any area of the Club, so we ensure new operators are initially trained in ‘best practice’. A club can have a great set-up, with easy access to the point of sale and game results (TVs); however, if the service from the operator is poor, the experience will be negative. The role of Keno Coordinators and Keno Operators is vital in the success of the Keno game in clubs and pubs. We have a designated Keno Coordinator, who is basically responsible for what the player sees (a clean, accessible Keno environment) and what the player experiences (excellent product knowledge, terminal operations and customer service).

boards to TV screens, so we relocated an LED board to the Gaudi Lounge so that he could view Keno results in his favourite area of the Club. Our Loyal Regular Players will play Keno during most visits to our Club. The ticket value may fluctuate, but playing Keno is part of their regular entertainment habit. We retain these players through promotions and again through the Keno environment; however, our Loyal Regular Players are only motivated by promotions if the prize on offer is attractive to them. This is why we survey our players regularly for prize preferences. The Occasional Flutter customer is motivated by winning smaller bets; they play three or four numbers to win $44 or $120. These bets are perceived as achievable and could pay for dinner, a shout, show tickets, or other entertainment options. We attract these players with the ‘Race to Win’ promotion, which is a generic Keno promotion whereby the first person to match four out of four numbers during a nominated period wins the jackpot amount, starting at $50 and jackpotting each session until won. We appreciate that Social Light Spenders do not necessarily visit the Club with the conscious mindset to play Keno; therefore, we need to attract them with an ‘impulse’ or ‘real-time’ offer. We are fortunate to have on-premises promotional staff, so we often run spot promotions during lunchtime or dinner periods to attract these players. Staff training is high on our list of priorities, with regular basic Keno training, product knowledge and customer service training conducted. We do not throw new operators 24 • CLUBS AND PUBS MANAGER SPRING 2012

Our operators have an excellent rapport with our players – greeting them by name and showing a genuine interest in conversation with them. Friendly and knowledgeable staff is one of the key things that players look for when playing Keno.

PLAYERS SHARE THEIR WINNING STORIES AND LOVE TO TELL YOU HOW THEY PICK THEIR FAVOURITE NUMBERS. THIS ALSO SEEMS TO BE PASSED DOWN TO THE KENO OPERATORS; THEY ENJOY THEIR JOBS AND THE INTERACTION WITH PLAYERS

Years ago, Keno’s tagline was ‘the friendly flutter’. It’s a very social game, and this seems to come through the players, too. Players share their winning stories and love to tell you how they pick their favourite numbers. This also seems to be passed down to the Keno operators; they enjoy their jobs and the interaction with players.

GAMING

We firmly believe the skill set of our operators is the point of difference from other venues.

Talk to us about a customised solution E

We have a yearly promotional calendar and budget that includes Keno statewide activity, in which we have a 100 per cent participation rate, and our complementary sitespecific Keno activity. At any given time, there will be Keno brand and/or promotional activity scheduled within our venue, ensuring the game is top-of-mind for patrons.

info@lancerbeverage.com

W www.lancerbeverage.com

The Keno environment is critical in attracting new players and retaining our regular players. Our Keno terminals are centrally located by our cashiers: we avoid placing Keno terminals at bars purely from a customer service perspective. When a player has a win, it’s ‘happy days’; however, when a player misses placing a bet on a game due to bar staff being busy, and their numbers are drawn, this can and generally does lead to frustration and bad internal publicity.

P 1300 146 744

There is a Keno screen, TV or LED board visible in all areas of the Club, including the lounge areas, dining areas, outdoor barbecue area and gaming areas. While Keno may be the sole form of entertainment for some patrons, it’s usually a game played socially while using other facilities within the Club. Therefore, we feel players should be able to see the results while enjoying all of our facilities. Perfectly presented Keno stationery is also a key to attracting the impulse bet. While Keno stationery is traditionally and frustratingly hard to keep well-stocked and well-presented, it’s important to allocate the resources to ensuring the stationery is easily accessible and enticing. There’s nothing worse than a Keno holder with no entry tickets, one pencil, and a few beer coasters and some chewing gum jammed into the holder; this reflects badly on Keno and on the Club. We also appreciate that different customer markets have different environmental preferences. We make sure that we are proactive when planning changes to ensure we continuously meet the changing needs of our players. As an example, one of our Loyal Regular Players has a motorised scooter, which we took into account when planning renovations to ensure that she still has easy and unobstructed access to the terminals.

Our systems are in some of the biggest entertainment venues and organisations in Australia. Complete set-up from front of house dispensers to cellar fit out.

Environmentally Certified AU1105-QC-EC-SC

Safety Certified AU1105-QC-EC-SC

322499A RHS Pg25_Lancer Beverage | 1815.indd 1

AS 4801:2001

AU1105-QC-EC-SC

ISO 14001:2004

ISO 9001:2008

Quality Certified

As part of the Club’s strategic gaming plan, created a few years ago, the Club embraced new ‘ticket in ticket out’ technology, along with cash redemption terminals. This new service to gaming players reduced the demand at our cash desks by 50 per cent. To improve our Keno service, staffing levels remained unchanged, resulting in improved customer service for our Keno players.

27/08/12 9:45 AM

CLUBS AND PUBS MANAGER SPRING 2012 • 25

GAMING

Our offer is not just tangible; it’s personal as well. Our strength is knowing our players by name, their habits and their preferences. This is a unique strength considering that we are a large club with 35,000 members. Clubs ultimately know their top gaming players, and knowing our Keno players should be no exception. At the beginning of each quarter, the Club provides a Keno Customer Feedback Unit at each point of sale location for two weeks. Rather than gathering quantitative data, we found that by giving our players the opportunity to simply provide written feedback, we could review our offer more regularly and effectively. As with all areas of the business, strategic planning is essential, and Keno is no exception. The main objectives of our Keno strategic plans include:

Cathy Rowley and Ron Coskerie from St Mary’s Rugby League Club with the club’s 2011 award.

• continually improving our Keno environment • supporting new technology and initiatives from Keno, including self-service terminals • targeting our lower-scoring key performance indicators (KPIs) • continuing the growth trends • retaining and rewarding our solid player base and attracting new players • supporting Keno statewide promotions and conducting site-specific promotions to complement them • providing advanced training for Keno operators • continuing to know our Keno players and understand their likes, dislikes and habits. This approach has seen a year-on-year growth in Keno sales since 2005, moving from a New South Wales statewide ranking of 73 to being third in the state. When you consider that our Club is ranked 20th for gaming and 68th for TAB statewide, this reinforces that our Keno turnover and statewide rank performs well above the level expected within the industry. Continually improving our Keno performance starts at the top. Keno is included in strategic planning sessions from the board of directors through to departmental managers, duty managers and Keno operators. Our Club has undergone several renovations over the last few years, and the Keno set-up is always included in these planning sessions; it is never an afterthought and this ensures our Keno offerings are continually improved.

26 • CLUBS AND PUBS MANAGER SPRING 2012

THIS APPROACH HAS SEEN A YEAR-ONYEAR GROWTH IN KENO SALES SINCE 2005, MOVING FROM A NEW SOUTH WALES STATEWIDE RANKING OF 73 TO BEING THIRD IN THE STATE Whether patrons visit our Club for dining, entertainment, gaming and sport, or just for a social outing, they can enjoy all our facilities concurrently – including Keno. Our objective is to provide the complete Keno ‘package’. Starting with the environment, support of statewide activity, unique in-house promotions and excellent operators, we strive to exceed our own ‘best practice’ Keno standards and service within our Club. Not any one of the initiatives that we implement is solely responsible for our Keno success. As long as we continue to listen to our players and ensure Keno is an important part of the overall entertainment package offered at St Mary’s Rugby League Club, we will continue to improve our Keno offer and growth success. C&PM

INTERIORS AND ARCHITECTURE

BIG RED’S got you covered B

ig Red Shade Products (‘Big Red’) is a privately owned and operated business based in Carrum, Victoria. Big Red specialises in the design, engineering and manufacture of shade structures, awnings and streetscape umbrellas. Big Red is a major supplier of shade products to a diverse range of customers including hospitality, local government, schools, childcare centres, commercial and residential premises. Big Red has supplied shade products to bars, cafés and restaurants throughout Victoria and beyond, enhancing the comfort of customers. Some recent hospitality projects include: • Birdcage Marquees, Flemington Racecourse, Victoria • Elements Café, Mulgrave, Victoria • Vivo Café Restaurant, Darling Harbour, New South Wales • RESET Café on St Kilda Road, Melbourne, Victoria Big Red can provide shade for your beer garden, outdoor

areas, pavement dining area, patio or courtyard. Our specialty range is Big Red ‘Alfresco’ umbrellas, which are available in a variety of sizes and colours, centre or side post, and multiple or single structures. In addition, we can incorporate heating, branding and side screens. Big Red can also design and manufacture large hip and ridge shade structures, barrel-vault roofs and more. If you have an area to shade – we can provide a solution! For an obligation-free consultation, and to make sure your ‘customers are covered’, talk to Big Red. See our advertisement below for contact details.

Cover your customers! Big Red Shade Products are specialty designers, fabricators and manufacturers of shade structures, awnings and streetscape umbrellas. Our umbrellas are especially suitable for hospitality applications including clubs, hotels, restaurants, cafes, resorts and sporting facilities.

MAJOR FEATURES: • • • • •

Large range of sizes and colours. Commercial quality, sturdy construction. Heating, lighting and side blind options. Logo and branding opportunities. Custom-design service available.

X • CLUBS AND PUBS MANAGER SPRING 2012

For more information or an obligation free consultation, contact Andy McGill: Big Red Shade Products Pty Ltd. 2 Leah Grove, Carrum Downs, VIC 3201 P: 03 9775 1171 F: 03 9775 1172 M: 0414 835 154 E: sales@bigredshadeproducts.com.au W: www.bigredshadeproducts.com.au

CLUBS AND PUBS MANAGER SPRING 2012 • 27

e c u d e r o t b u l c R U O eG t Y ! s t s o c y t i c i r t c e l its e e c u d e r o t b u l Get YOUR c ! s t s o c y t i c i r t c its ele Commercial

Electricity Bills have just gone up again in July 2012 by 18% for most clubs! Cut your energy costs forever by creating your own electricity via Solar Power.

Leasing Model available to offset purchase costs over 5 years and save your clubs capital.

Financial benefits of over $200 000 over 10 years! QUALITY INSTALLED SOLAR PANELS WITH INDUSTRY LEADING WARRANTIES FOR YOUR PROTECTION

Call:

1300 25 35 45 www.solarpv.net.au

Commercial

INDUSTRY SUPPORTER 2012 â&#x20AC;&#x201C; 2013

CORPORATE PARTNER

Your way to stop increasing electricity bills hitting your club!

EASY SOLARPV PROCESS

EASY SOLARPV Your way to stop increasing PROCESS electricity bil s hit ing your club!

Thought about solar but couldnâ&#x20AC;&#x2122;t justify the up-front cost?

Would you rather keep paying power bills or retain this money in a club asset?

Commercial

Book a free on-site assessment

Our staff will complete a financial review of the bills and site potential

We present a lease proposal and financial performance plan

We can solve these issues and its easy, we have a lease pre-approved for your club to go solar.

The lease to buy system has zero $ up-front cost

and we complete the install and connect to the grid. Then you start using your own energy from the sun.

In most cases all you pay over five years is the same as the electricity would have been anyway, then from year five onwards savings will be seen on every bill!

Thought about solar

Lots of clubs are going solar with SolarPV. Call us to find out why it makes sense for you!

1 5

Pay deposit or initiate the lease and commence install within 8 weeks

Complete install and connection to the grid. MONEY SAVING STARTS!

Book a fre on-site

For more information please call the phone number below or visit our website.

Commercial

Call: 1300 25 35 45 www.solarpv.net.au

INDUSTRY SUPPORTER 2012 â&#x20AC;&#x201C; 2013

CORPORATE PARTNER

INTERIORS AND ARCHITECTURE

WHAT WOMEN WANT: designing a female-friendly bar BY JASMINE MORRIS, MARK DOHRMANN AND PARTNERS PTY LTD

What do women want? As patrons we want to socialise in places that not only look good, but that consider our overall safety and plan for our anticipated movements aound the premises. The ability to move around bars or clubs confidently should be taken for granted by patrons. This article highlights some common concerns of discerning clientele who naturally expect a good time and who want to return home in one piece.

30 â&#x20AC;˘ CLUBS AND PUBS MANAGER SPRING 2012

INTERIORS AND ARCHITECTURE

A CAPACITY CROWD CAN MEAN THE DIFFERENCE BETWEEN AN AMAZING NIGHT AND AN UNCOMFORTABLE, EVEN DANGEROUS ONE.

he ability to see easily and to find your way around is frequently overlooked by those designing bar environments. I want to be free to dance with friends, then make my way to the bar without an embarrassing trip down some odd step that is all but invisible once the crowd swells in. Some patrons can painfully attest to the fact that a handrail, sign or light could have saved them from a nasty fall. Often when someone stumbles in a venue, their hands are full, perhaps with drinks or a handbag, and the shattered glass and their own inability to prevent or break the fall only make matters worse. Getting to the venue is often the safest part of the whole night out. Inside the venue, there may be invisible hazards for the unwary – not the least being injuries resulting from topples on slippery floors, and trips when moving around the venue, often from one floor surface to another. Bars often use reduced lighting to create a subtle or party mood; nevertheless, ‘ambience’ to the point of virtual darkness is dangerous. Owners and managers should also recognise that patrons are, in some instances, out of their comfort zones and unfamiliar with the environment. Once a crowd has taken over, patrons can be easily disoriented, especially if it is a large venue occupying several rooms and floors. You can be sure that if I am inside a venue, at some stage I will need to leave, preferably with as little fuss as possible. Indicating the way out is a simple, client-friendly safety measure. Illuminated signage or floor lights similar to those in cinemas or planes can enhance the overall look of the venue, as well as the experience of patrons.

Some of us may have even come across bathrooms that use bad hygiene to discourage lingering. Friends regularly enquire, ‘are the bathrooms okay?’ A negative response will have patrons voting with their feet in favour of alternative hospitable venues. Customers may make concessions for the chaos of bigger dance halls, but does that make grime acceptable? No! Combined with security checks, bathrooms should be frequently stocked and cleaned throughout opening hours. The trend of boutique restrooms works well at mid-sized and large-scale clubs. For the unfamiliar, the women’s restroom experience has graduated from waiting in a dishevelled line, to enjoying a glamorous boudoir complete with couches, mirrors, and flowers. In the true sense of the word, these are ‘restrooms’, balancing privacy and security whilst also making a statement. It is surprising how the space engenders goodwill between patrons, and the ‘wow’ factor is remembered long after use. Restrooms are a great way to get ‘bonus points’ from patrons (if they are particularly nice); however, patrons’ good opinions cannot be expected without first satisfying their desire for security and cleanliness. Another common issue is overcrowding. A capacity crowd can mean the difference between an amazing night and an uncomfortable, even dangerous one. Adding people to the mix creates too much competition for accessing the bar. Dancing becomes impossible. If tensions are running high, a simple spilt drink or accidental elbow from a jostling crowd can more easily erupt into violence. The fun factor evaporates if the atmosphere takes on that of a commuter train at peak hour.

Directed access to the restrooms is equally important. When bathrooms are tucked out in a back alley, as is the case in many old buildings, or if they are out of sight, increased security checks and brighter lights can go some way towards increasing safety. Anecdotal experience says that safety is one of the reasons why women visit the bathroom in groups, but this creates tiresome queues and often expedites early departure.

CLUBS AND PUBS MANAGER SPRING 2012 • 31

INTERIORS AND ARCHITECTURE

In such circumstances, reliable security guards are essential to keep the crowd under control. I appreciate security guards who speak to me politely and respectfully, even if they are giving directions. It is their job, after all. Some have gone above and beyond the call of duty, ensuring my safe passage from the door to a taxi. It is a good feeling knowing that there is someone looking out for you. Unfortunately, guards who deliberately antagonise do exist. Those who resort to manhandling too quickly may need additional training in diffusing arguments.

VENUE MANAGEMENT HAS A DUTY OF CARE TO ITS PATRONS AND SHOULD BE PREPARED TO ARRANGE FOR A PROFESSIONALLY CONDUCTED RISK ASSESSMENT BEFORE OPENING THE VENUE TO THE PUBLIC Having experienced poor security overseas was an intimidating experience, where I walked away very angry and frightened. Experiences of rudeness or violence are a sure way to cultivate an unsavoury reputation amongst clientele. Once alcohol and high heels are involved, the risk of incidents increases. Suitably trained staff can mitigate issues that could become litigious. This means training staff dedicated to the task of mopping up spills, and alerting patrons to the imminent danger of slippery surfaces. Usually, venues have floor staff who are responsible for collecting empty glasses. These same staff members should be responsible for ensuring that spills are cleared quickly and that warning signage is installed. Venue management has a duty of care to its patrons and should be prepared to arrange for a professionally conducted risk assessment before opening the venue to the public. This would reveal potential hazards such as slip, trip or fall risks and suggest preventative measures, with the effective placement of handrails; and non-slip surfaces on the floor, particularly when transitioning between surfaces. With so many venues out there, it is no wonder that Australians love going out, whether it be to a quirky drinking den or a sleek bar du jour. By keeping the needs of guests at heart, venues are extending their hospitality, protecting their business patronage and preventing lawsuit expenses. C&PM

Image courtesy of Ryan Forsythe.

32 â&#x20AC;˘ CLUBS AND PUBS MANAGER SPRING 2012

Jasmine Morris is a Melbourne-based client services manager with Mark Dohrmann and Partners ergonomics and engineering safety consultancy. She is a regular guest at Melbourne clubs and bars. She may be contacted at jasmine@ergonomics.com.au.

INTERIORS AND ARCHITECTURE

PROFIT FROM PLAY M

any venues avoid installing a playground for fear that it will be an expense requiring a large outlay with little return; however, those who have taken the plunge are proving that a well-designed playground can pay for itself in a matter of months. Playgrounds are a huge drawcard for families, and parents will drive past several venues to get to one with a playground. A playground can maintain and increase patronage to your venue, create new marketing opportunities and provide fewer lean periods during trading times – and in turn increase your profit. Not only will a playground bring more customers, but patrons are more relaxed when kids have somewhere to play, and relaxed patrons stay longer and spend more. Nothing draws families to a venue like playground equipment, and the staff at Goplay Commercial Playgrounds has over 30 years of experience in helping customers throughout Australia and the Pacific region invest in play. Goplay knows that every venue is different and that the best returns come from playground equipment designed

specifically for each venue’s individual needs. With a custom design service as standard, Goplay can guarantee that your playground will be a worthwhile, profitable addition to your venue. To take advantage of Goplay’s free Australia-wide design and quotation service, call (03) 9308 1800 or visit www.goplay.net.au.

CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSPRING SPRING2012 2012••33 X

INTERIORS AND ARCHITECTURE

PHASING OUT inefficient halogen lamps BY BRYAN DOUGLAS, CHIEF EXECUTIVE OFFICER, LIGHTING COUNCIL AUSTRALIA

The 50-watt 12-volt MR16 dichroic mirror reflector halogen lamps are ubiquitous in Australia’s pubs and clubs – most would have dozens, if not hundreds. They are popular because of their compact size, directional beam, dimming ability and overall aesthetic appeal; however, from 14 April this year, the Australian Government – through the Ministerial Council on Energy – effectively banned them by preventing their importation.

he phase-out poses some significant challenges. Lighting Council Australia estimates there are some 300 million downlights incorporating these lamps in Australia – hence there is a lot at stake in getting the right replacement.

BACKGROUND TO PHASE-OUT The phase-out of these lamps is part of an ongoing process, through the imposition of minimum energy performance standards (MEPS), to rid the market of inefficient lighting products. In 2009, we witnessed the removal of the popular GLS lamp – the incandescent pearshaped globe that was around for over 100 years.

34 • CLUBS AND PUBS MANAGER SPRING 2012

A 12-volt MR16 dichroic mirror reflector halogen lamp. The 50-watt version of this lamp is now effectively banned.

The 50-watt MR16 downlight is often loosely referred to as a ‘low-voltage’ lighting product because the voltage is stepped down by means of a transformer from 240 volts to 12 volts. Many people mistakenly believe that ‘low-voltage’ equates to low energy consumption; however, the 12-volt 50-watt lamp is certainly not an energy efficient light source – especially when compared to alternative technologies available today. Being an incandescent technology, it is hot while illuminated and has been linked to roof cavity insulation fires. Being hot, these lamps also increase the load on air conditioning systems, adding to their reputation for poor energy efficiency. Some are of poor quality and don’t light the space well.

INTERIORS AND ARCHITECTURE

THE MOST LIKELY CONTENDER TO REPLACE THE 50-WATT HALOGEN LAMP – AT LEAST IN THE MEDIUM TO LONGER TERM – IS LED TECHNOLOGY REPLACEMENT OPTIONS There are a number of replacement options for the 50-watt halogen lamp. They include: • using the same MR16 lamp shape, except in 35-watt • using an MR16 retrofit light-emitting diode (LED) – the same general lamp shape, except with LED technology • replacing the complete luminaire with one of three other available technologies:

• mains voltage (240-volt) halogen 50-watt GU10 base reflector lamp

• compact fluorescent lamp (CFL)

• an LED luminaire.

The most likely contender to replace the 50-watt halogen lamp – at least in the medium to longer term – is LED technology. This is because of limitations with the other lamp types. 35-watt halogen lamps and GU10 base reflector lamps are a form of incandescent technology, and as such are likely to be phased out because of their inherent inefficiency. CFLs, while highly efficient, lack the aesthetic appeal necessary to be a mainstream contender, and, in the longer term, are also likely to be replaced by LED technology.

THE LED CHALLENGE There are enormous strides being made with LED technology. Governments around the world – and particularly in Asia – are encouraging solid state lighting research and production, in part because of its potential for saving energy, but also because of the anticipated

SETTING THE MOOD

ith every club or hotel renovation, there is a certain element that is crucial to the shortand long-term success of the project – lighting.

Lighting in hospitality environments has many roles, and is especially responsible for aiding the delivery of the overall ‘patron experience’. Patrons want to be immersed in a comfortable and vibrant atmosphere. The surroundings and resulting mood must be right, and venues have the power to manage this mood. Using the newest technology lighting systems and an innovative approach to lighting design, Lightech Australia provides real solutions to manage the mood in hospitality environments. Call Lightech on 1800 950 888 for assistance with your next renovation or to book a free assessment of the lighting in your venue.

set the mood decorative lighting by

fibre optic led lighting architectural entertainment freecall 1800 950 888

freefax 1800 982 005

www.lightech.com.au

CLUBS AND PUBS MANAGER SPRING 2012 • 35 322149E RHS_Lightech Australia | 1815.indd 24

8/20/12 12:18 PM

INTERIORS AND ARCHITECTURE

large world market. As a consequence, there are literally thousands of start-up LED manufacturers vying for the new business alongside the Asian electronic giants and the traditional European and North American lamp manufacturers. However, solid-state lighting is a complex technology. LEDs are far more technically challenging than the traditional incandescent and fluorescent technologies. Getting everything right in the manufacturing process – from the LED chip, to the driver, to the heat sink, to the light fitting itself – is critical to the performance of the LED. Compounding these difficulties is the immaturity of technical standards and, as noted above, the proliferation of manufacturers and suppliers with little or no experience in lighting. It should therefore not come as too much of a surprise that there are a lot of underperforming LED products in the

Brand Name: xyz brand Supplier/Product ID: xxx/xxx

LED Performance Solid State Lighting Luminaire Luminous Flux Luminous Efficacy

XXX lm XX lm/W

INPUT POWER

XX W

TEST VOLTAGE 240V

Colour

Correlated Colour Temperature (CCT) Colour Rendering Index (CRI, Ra) LIGHT COLOUR

XXXX K XX

[3000K WARM WHITE]

Correlated Colour Temperature (CCT)

marketplace. This is a major issue for the lighting industry. Notwithstanding the increasing availability of high-quality LEDs, there is widespread concern that poor-performing products will sour the market and hinder the long-term take-up of this new energy efficient, but technologically complex, light source. A related concern is the exaggerated claims being made by some suppliers about their LED products. Regrettably, some companies are patently untruthful in their marketing material, particularly in their claims about the light output and colour characteristics of their products.

GOVERNMENT’S RESPONSE The Australian Government has done virtually nothing to date to address the issue of poor-performing LED products. The main outcome of a 2010 workshop convened by the Department of Climate Change and Energy Efficiency was an urgent call for regulation. While the Department has made tentative steps towards a regulatory regime, nothing is in place yet.

AUSTRALIAN LIGHTING INDUSTRY’S RESPONSE As a consequence of the immaturity of LED standards, the widespread exaggerated marketing claims and the absence of any form of government regulation, Australia’s lighting industry has introduced a voluntary certification program for LEDs called the Solid State Lighting Scheme. A minimum set of critical parameters is reported by participating suppliers to accurately reflect the performance of their products. Scheme participants provide test reports or other evidence verifying their claims. Lighting Council Australia registers qualifying products on a database on its website (www.lightingcouncil.com.au) and authorises use of a label indicating conformance to the parameters. The critical parameters appearing on the SSL Quality Scheme Label are:

WARM WHITE

2600K

COOL WHITE

3200K

DAYLIGHT

4500K

6500K

Visit www.lightingcouncil.com.au for the Label Reference Guide The specifications above are contained in certified or accredited reports provided to Lighting Council Australia Ltd by the manufacturer/supplier of this product. Lighting Council Australia makes no representation as to the product’s specification or suitability.

Dimmable

Non-dimmable

• luminaire efficacy (energy efficiency of the entire fitting) • light output of the luminaire • measured input power • test voltage • correlated colour temperature

A sample SSL Quality Scheme label. For more information see www.lightingcouncil.com.au.

36 • CLUBS AND PUBS MANAGER SPRING 2012

• colour rendering index. C&PM

SECURITY

FREEDOM for a secure venue M

aking a decision about technology in today’s environment can be difficult; improvements in computing power, storage mediums and picture quality occur on a monthly basis. Today’s newest gadget can be next week’s paperweight. This can also be true of a CCTV system. To take advantage of these evolving technologies, it is vital that any system you deploy today can utilise the benefits that new technologies offer tomorrow. Australian designed, developed and supported, Freedom Surveillance integrates existing and evolving CCTV technologies, allowing Multi-Platform CCTV support from a single software platform. It is possible to view and record conventional analogue cameras as well as new higher resolution format camera technologies such as 960H,

HD IP, HD-SDI and HD-CCTV™ across a choice of cable infrastructures, including coax, CAT5 and fibre. Freedom surveillance software has been designed by Camvex specifically to meet the requirements of CCTV compliance for gaming and liquor licence applications. The eMap function permits selection of cameras for live viewing and playback from integrated CCTV plans, allowing an easier and quicker review of cameras on medium to large CCTV systems. This functionality improves an auditor or operator’s capacity to know where all their cameras are located and recall them more easily, saving time and reducing frustration. Much of the CCTV hardware provided by Camvex over the past five years to licensed premises is backward compatible with the new Freedom surveillance software.

CCTV GAMING COMPLIANCE & LIQUOR LICENCE CCTV compliance for gaming and liquor licence applications has become an important issue for most hotels and clubs.

AMVEX VIDEO SURVEILLANCE

Camvex has had 25 years as a specialist CCTV provider and is regarded as the market leader and expert in this field. 99 CCTV9system9audit9compliance 99 Choice9of9equipment9to9suit9budget9&9performance9needs 99 Multi-platform9VMS9that9supports9different9CCTV9technologies 99 Advanced9E-mapping9options

CAMVEX VIDEO SURVEILLANCE SYSTEM DESIGN – SALES – INSTALLATION – SERVICE PHONE: 03 9543 4844 EMAIL: info@camvex.com.au

www.camvex.com.au

CAMVEX (VIC) PTY LTD 1860 DANDENONG RD CLAYTON VICTORIA 3168 A.B.N. 86 100 905 048

CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSPRING SPRING2012 2012••37 X

SECURITY

CLUBS USE high-tech DNA to catch thieves Several clubs in New South Wales have improved security by installing the cutting-edge DNA Guardian system, which works by spraying intruders or people fleeing from a crime with a colourless substance that marks the perpetrators’ skin.

38 • CLUBS AND PUBS MANAGER SPRING 2012

eveloped by DNA Security Solutions, the perpetrator-marking spray is made up of 99.9 per cent purified water, a vegetable-based fluorescent dye and a single strand of bio-synthetic DNA, which has been fabricated in a specialist laboratory. The technology is similar to that used by luxury French perfume houses, which add DNA to their fragrances to detect cheap copies from Asia that do not have the DNA trace in them.

THE DNA IN THE GUARDIAN SYSTEM IS UNIQUE TO EACH INDIVIDUAL BUSINESS THAT INSTALLS THE SYSTEM When a venue’s alarm system is triggered, the DNA Guardian system is armed and waiting for the offender to enter the zone that is protected by the spray (usually an entry or exit doorway). When movement is detected, it will spray the offender or offenders.

SECURITY

The non-toxic DNA tracer remains on the skin for up to six weeks (and longer on clothing), cannot be removed with scrubbing, and is visible under ultraviolet light so that suspects can be tested and identified by police – without requiring court permission. Any stock that is stolen from premises can also be identified by DNA test. Some venues have also installed ultraviolet lights to immediately reveal perpetrators of a crime if they return to the premises.

crime,’ said Mark Condi, the Assistant Secretary/Manager at Bankstown Sports Club Group, which has recently installed the high-tech system. ‘This technology gives the police the forensic evidence they need to link the thief to the crime.’ Bellingen Golf Club, Club Urunga (bowling club) and North Beach Bowling Club, all in New South Wales, have also recently installed the system. Club Urunga CEO Thane Duncan said his aim was to make the club the most unattractive in the valley – to thieves, that is.

KNOWING THAT THEY WILL BE WALKING AROUND WITH THE CRIME SCENE ON THEM FOR UP TO SIX WEEKS IS AN ENORMOUS DETERRENT, AS IT MAKES IT EASIER FOR POLICE TO CATCH THEM This system is used in conjunction with CCTV footage to identify people carrying out armed robberies or other security breaches. ‘We expect this new technology will have a strong deterrent effect on people thinking our clubs are soft targets for

‘The new system is just another means of deterring thieves,’ he said. ‘We just have to make it as hard as we can.’ DNA Security Solutions’ Jeffre Murray said the technology was a massive deterrent to criminals. ‘Knowing that they will be walking around with the crime scene on them for up to six weeks is an enormous deterrent, as it makes it easier for police to catch them.’ North Beach Bowling Club installed the system because the club is in an isolated location and has a history of break-ins – although they have been lucky during the past couple of years. The technology is relatively new in Australia, but has been used for several years overseas. A 2008 study by Martin Gill, Professor of Criminology at the University of Leicester in the United Kingdom, found that DNA-style perpetrator marking products are more effective deterrents than police patrols. C&PM

CLUBS AND PUBS MANAGER SPRING 2012 • 39

13CABS has over 2000 cabs and over 7000 courteous and professional drivers ready to take you where you need to go

24 365 hrs/day

ear days/y

G N I K O O B ne by pho 13 2227 n o s u f Call to one o s k a e p s and erator p o ly d our frien

www.13CABS.com.au

Y S A E O IS S web on the au S.com. B A C 3 1

3CABS 1 e h t h wit app mobile BS app A C 3 1 The implest is the s t s and mo nt way ie conven cab a to book

driving our community ...

EDUCATION AND TRAINING

CLUBS ACT TO STAMP OUT BULLYING

BY JEREMY BATH, CLUBSNSW

The statistics relating to bullying in Australian schools are frightening; about 50 per cent of Australian students report that they have been bullied at least once, and 40 per cent of suicide victims have also been bullied at school.

CLUBS AND PUBS MANAGER SPRING 2012 â&#x20AC;˘ 41

EDUCATION AND TRAINING

ar from diminishing as children reach adulthood, bullying is increasingly presenting itself in the Australian workforce. So pervasive is its presence that the Productivity Commission released a report into bullying in the workplace last year. Its findings were shocking; the report estimated that the financial cost of workplace bullying to businesses in Australia is between $6 billion and $13 billion per year. The Prime Minister has now intervened, recently announcing a high-level inquiry into bullying and harassment. Federal Education Minister Peter Garrett also invited students and teachers to voice their ideas on stamping out bullying at a national forum in July this year. The government work health regulator made its position clear in a submission to a review ordered by Julia Gillard and Workplace Relations Minister Bill Shorten. ‘The increasing cost and complexity of mental harm claims from bullying and harassment puts the Federal Workers’ Compensation Scheme under pressure,’ states the submission. One program designed to tackle bullying in the workplace and the classroom is an initiative put together by ClubsNSW, the peak association representing registered clubs in that state. Titled BULLYcheck, the program is a remarkably simple concept. It requires employers to include a statement on their Employment Application form that the applicant consents to a school ‘BULLYcheck’. Employers then contact the senior school of applicants 22 years of age or younger to obtain a reference. The focus of the reference check is applicant participation, either at school or online in social media, in bullying, stalking or harassment of a repeated or serious nature. The intention of the program is to create awareness among young people that there are consequences of adolescent bullying behaviour into adulthood.

EXAMPLES OF MISBEHAVIOUR THAT WILL NOT BE TOLERATED BY CLUBS PARTICIPATING IN THE PROGRAM INCLUDE: • those that were committed with the intention of causing mental or physical harm to a student or teacher • those that cause a student or teacher to self-harm • those involving premeditated and repeated cyberbullying • those involving threatening a student or teacher

42 • CLUBS AND PUBS MANAGER SPRING 2012

• those where police charges have been laid. Program spokesperson and CEO of the Murray Downs Golf and Country Club Greg Roberts explained that the intention of the program was to be educational rather than punitive.

CERTAINLY WE KNOW THAT FOR MANY VICTIMS OF BULLYING, THE SCARS AND MEMORIES LAST A LIFETIME ‘For students nearing the end of their school days, their thoughts are often centred on starting a career and the many benefits that come with financial independence. ‘BULLYcheck is a reminder to these students that the behaviours they demonstrated in school aren’t erased the moment they graduate. ‘Certainly we know that for many victims of bullying, the scars and memories last a lifetime. ‘While BULLYcheck doesn’t impose a lifetime ban on bullies themselves, it does require those aged 22 or younger to express remorse for their antisocial behaviour if they wish to be considered for employment at the club. And in the case of those former bullies who show no regret, their job application is likely to be rejected. ‘Clubs are hospitality venues. People enjoy clubs in part because of the family atmosphere they provide, as well as the friendliness of staff. Bullies have no place in a workplace, and certainly no place in a registered club.’ Anthony Ball is the CEO of ClubsNSW and one of the key drivers of BULLYcheck. ‘I hope BULLYcheck is adopted by not just clubs, but all businesses. In order to grow the program to the point where it’s being adopted widely by small business, it needs to prove itself first. ‘That’s why we are trialling the program for 12 months at a number of clubs in the Murray region. These clubs have approached their local high school with the request that the school principal act as a referee for former students who apply for a position at one of the trial clubs. ‘It’s early days, but clubs have received nothing but support

EDUCATION AND TRAINING

from schools as well as job applicants.’ Justine Kelly knows just how far bullying can go. Her 14-year-old son Alex Wildman was driven to suicide after being the victim of repeated bullying at several New South Wales high schools. She is a strong supporter of the BULLYcheck program and hopes to help the program by sharing Alex’s story with school students. ‘I am hoping to be able to go into schools and tell my story, let them know what happened to us and how it has affected us. It will give Alex a voice about what took him to the point where he felt that taking his life was the only answer. ‘I don’t pretend to have the answers, but with programs like BULLYcheck, perhaps some of the families who have gone through what we have gone through – because Alex certainly isn’t an isolated case – will be strong enough to talk about it. ‘It might be enough of a deterrent as well to ask kids the question, “do you want to be responsible for someone’s death?”’ Ms Kelly, whose family was awarded almost $1 million in an out-of-court settlement with the Department of Education, believes high schools need to do more to stop bullying from happening. ‘I just need to go in there and speak from the heart – even parents need to be in there listening. It might be enough for them to speak to their kids and say, “I know you are being a bit of a bully, but stop and think about how your behaviour might be affecting kids”. I can only hope that this happening to Alex can make a positive change.’ ClubsNSW has employed anti-bullying expert Lorin Nicholson to run a series of workshops with high school students as part of the program. ‘More than a quarter of our children are regularly bullied at school and more than half at some time during their teenage years. Bullies are often driven by selfish desires and simply don’t care about the damage they are causing to others. ‘The brilliance of this program is that it targets the one thing bullies care about – themselves,’ he said. BULLYcheck has also received the support of the New South Wales Government. George Souris, New South Wales’s Minister for Gaming and Racing, said he congratulates clubs on the program.

and devastating effect on the victims and the community at large. I congratulate ClubsNSW on helping to fight this scourge. ‘This is another example of how the registered club movement in New South Wales responds to community needs and problems in a positive manner. I am also pleased to note that ClubsNSW understands that bullies can earn a second chance and that their members are prepared to help rehabilitate and consider employing former school bullies.’ Clubs look forward to reporting in mid-2013 on the outcome of the trial and its expected success in driving down bullying at high schools in the Murray region of New South Wales. Facts about bullying in Australia:

SCHOOL BULLYING • About 50 per cent of children report that they have been bullied at least once. • Seventy per cent of teachers have observed bullying or have had it reported to them. • Nine per cent of students admit to bullying other students every few weeks. • One-quarter of Australian children report that they have been cyberbullied. • Young people who bully have a one in four chance of having a criminal record by the age of 30. • Research indicates that 3.5 per cent of the working population is bullied. • 2.5 million Australians experience some aspect of bullying during their working lives.

WORKPLACE BULLYING • The financial cost of workplace bullying to businesses in Australia is estimated to be between $6 billion and $13 billion per year. • Research indicates that 3.5 per cent of the working population is bullied. • The average cost of serious bullying is $20,000 per employee. • 2.5 million Australians experience some aspect of bullying during their working lives. C&PM

‘Bullying, both at school and in the workplace, has a costly

CLUBS AND PUBS MANAGER SPRING 2012 • 43

EDUCATION AND TRAINING

TRAINING from the ground up BY BILL ALEXION, NATIONAL BUSINESS SOLUTIONS MANAGER, CLUB TRAINING AUSTRALIA

When we think of young people in the hospitality industry, we might sometimes imagine a bored kid standing on the front line who really couldn’t care less about their job, let alone the customer. But imagine a bunch of young, enthusiastic people with a burning desire to train in your venue. Would you consider hiring them?

hile we agree that there are certainly examples of worker apathy out in the industry, some clever managers are working hard to buck the trend and are building a positive training culture within their ranks – from the ground up. Imagine having access to a group of young, motivated students, résumé in hand and eager to begin a career with you. These young people can be general hospitality students or even apprentice chefs ready to take to your kitchens and begin your evening’s preparation. It’s no secret that more and more hospitality venues are finding it harder to employ quality staff dedicated to their roles in the hospitality industry. While hospitality is generally renowned for its high attrition rates and lack of trained staff, the introduction of young people into the business is proving to be a positive and profitable exercise for many pubs and clubs. School-based traineeships and chef apprenticeships are the new trend in hospitality venues across the nation. Through registered training organisations (RTOs), managers are gaining access to determined school students who

44 • CLUBS AND PUBS MANAGER SPRING 2012

EDUCATION AND TRAINING

are looking to train and work in pubs or clubs as part of their education. These trainees work within a venue to learn various areas of the business while they undertake a nationally recognised qualification in hospitality, commercial cookery or business. In fact, this concept of hiring and training young people is so effective that the Australian and state governments provide funding and incentives for employers to not only pay for training, but also to provide cash incentives for being involved in the program. What’s not to love? Australian Government incentives for completion include up to $2000 for Certificate II and up to $4750 for Certificate III, plus an extra $750 if you continue to employ the trainee after they finish their traineeship. The benefits of recruiting and training staff in this lowrisk and cost-effective method are endless. By starting from the ground up, business owners can mould trainees into valuable future managers, whilst giving existing star performers the responsibility of mentoring these young people. On-the-job training also results in increased efficiencies in service and food preparation. Further benefits include: • highlighting your community commitment by employing young locals • creating a positive training and employment culture

William Angliss Institute Compliance and TAB Training With increasingly regulated gaming and hospitality sectors, it is vital to protect your business with up-to-date staff training. As an individual looking for work or wanting to increase your skills, compliance training will assist you to secure a job or multi-skill you in the industry. William Angliss Institute works in partnership with the Australian Hotels and Hospitality Association and Clubs Victoria to provide training to people employed or seeking employment in the licensed hospitality industry. Industry based training includes: • Liquor Courses (Responsible Service of Alcohol and Licensees’ First Step) • Gaming Training (Responsible Service of Gaming and RSG Refresher) • Food Hygiene and Food Supervisor Training • Food Allergens • Interstate Compliance Programs • Online Training Programs • Pre-employment Programs • TAB Wagering Training (TAB Operators Course and TAB Manager’s Program) Visit www.angliss.edu.au or shortcourses.angliss.edu.au or call 1300 ANGLISS (1300 264 547) for more information.

• rostering trainees around peak service periods • attracting funding and incentives from state and federal governments. When embarking on a program like this, it is important to contract an experienced RTO that has managed similar programs in other venues to avoid disappointment on both ends. The RTO will take care of all the training and manage the process for you, and all you need to do is ensure that your trainees work the minimum number of days per year (depending on your state requirements). Students can train during or after school, as long as the program interrupts their school program at some point and you only pay them for the time they work with you. You can’t get much more cost-effective than that! C&PM Bill Alexion (0407 464 305, or bill@clubtraining.com. au) can be contacted at Club Training Australia, an RTO with over 19 years’ experience in the hospitality industry, managing over 300 school-based trainees and countless successful school-based training programs for venues.

CLUBS AND PUBS MANAGER SPRING 2012 • 45

FOOD AND BEVERAGES Indigo dining room

TOP-QUALITY dining – what customers want Every venue manager wants to provide a top-quality dining experience for patrons; but it can be hard to know exactly what customers want. Mingara Recreation Club has consistently provided such high-quality dining experiences that it recently picked up the Best Casual Dining Venue award in the 2012 ClubsNSW Awards for Excellence. Here, Mingara’s Destination Marketing Manager Angela Lanser shares the club’s dining philosophy and offers some great tips for other clubs and pubs.

46 • CLUBS AND PUBS MANAGER SPRING 2012

e’ve always known there is something special about Indigo – Eats, Treats + Bar at Mingara, and after recently taking out the Best Casual Dining Venue award in the 2012 ClubsNSW Awards for Excellence, it seems our little secret is out! Located on the New South Wales Central Coast at Mingara Recreation Club, Indigo – Eats, Treats + Bar reflects the relaxed coastal lifestyle of the local area, offering members and guests an affordable, fresh and modern Australian menu. Our philosophy is to provide customers with unique experiences, quality food, and great service at affordable prices. Our team experiments with unique culinary combinations, revives old favourites and aims to provide seasonal dishes to excite the tastebuds. Our chefs want to inspire diners to try something new and to discover favourites. Indigo opened in late 2007, and was a new direction in dining for Mingara. Since opening at the current premises in 1996, Mingara’s volume dining option had always been a buffet. While the shift to a cooked-to-order style volume restaurant was considered risky, involving a large financial investment and disruption to dining facilities during construction, it has secured Mingara’s position in the marketplace and attracted the targeted clientele.

FOOD AND BEVERAGES

Once the decision was made to embark on this new journey, Mingara’s executive team knew that Indigo’s success would rely wholly on recruiting the right leader. Daniel Pinkstone, now the club’s General Manager, was recruited as the Catering and Beverage Manager and was given a lot of freedom in the planning of Indigo. Daniel, commonly known as our office ‘foodie’, is passionate about great food, and with this passion he recruited a strong team to lead the floor and kitchen teams. With a wealth of experience under their belts, Steve Jones was recruited as Head Chef, with Vanessa Vanderwolf as Maître d’. Daniel, Steve and Vanessa recruited their teams by balancing experience with enthusiasm for a unique Indigo team. Many members are still with us today. Throughout the project, we were focused on who our market was and stayed true to this direction. Daniel and his team spent many long hours planning the smallest of details, from the style of cutlery, to the plates, glasses and furniture; they knew it would be the small details that would create a unique experience. We had the advantage of our own building team undertaking the construction project, which allowed greater interaction and small tweaks along the way, allowing us to stay true to the club’s vision for Indigo. During the first few years, Daniel invested a lot of time into his team; he shared his vision and his passion, and over the

TODAY, INDIGO IS LED BY CATERING AND BEVERAGE MANAGER JAMES SMITH, AN INSPIRING LEADER WHO IN 2009 WAS AWARDED THE CLUBSNSW YOUNG ACHIEVER AWARD first few years grew Indigo into the leader for casual dining in the region. In 2010, less than three years after opening, Indigo won its first award: Best Casual Dining Venue in New South Wales – a testament to the team’s passion and vision. Today, Indigo is led by Catering and Beverage Manager James Smith, an inspiring leader who in 2009 was awarded the ClubsNSW Young Achiever Award. James has a strong belief in developing future leaders and giving them similar opportunities to shine as he was given. When the

Indigo’s alfresco area

CLUBS AND PUBS MANAGER SPRING 2012 • 47

FOOD AND BEVERAGES

the little extra touches that make these special days memorable. Extras like flowers and theming, live music and a photographer to capture special family moments are some of the ways we surprise and delight our customers. It’s important to try new ways of making each patron’s visit special. At our recent monthly high teas, we have engaged a tea leaf reader to add something special to the experience.

Angela Lanser and Daniel Pinkstone receiving the ClubsNSW Best Casual Dining Venue award opportunity arose in late 2011 for a Maître d’ maternity relief position at Indigo, James was keen to develop one of his future leaders in this role. Naomi Taylor was identified as a future leader and was given the opportunity to lead the Indigo team at the age of 23. Naomi was recently recognised by the Wyong Regional Business Chamber as a future business leader at their annual awards night. This wonderful recognition reinforces the positive culture and support provided by the Mingara leadership team. Indigo caters for up to 330 people, with a bright airy feel, relaxing spaces, intimate corners and plenty of room for groups, including a sun-filled alfresco area. There are three main indoor zones, including two raised sections ideal for groups, as the sheer curtains can be used to provide some separation whilst guests still feel a part of the overall Indigo vibe. Indigo is a favourite among social groups, with many comments stating that our service style makes dining as a group easy; people are able to order and pay for individual meals whilst the kitchen still produces the orders as one. With many dining outlets no longer splitting bills, Indigo has made group dining easy for our customers. Indigo’s menu is updated biannually, with one menu for spring and summer and another for autumn and winter. There is always a buzz when a new menu is released, and lots of discussion from our members about new favourites and personal recommendations from staff. In addition to the biannual menu, we offer a range of daily specials and special event menus that capture the imagination and maintain the interest of diners. Daily specials are also used to test upcoming menu items, take advantage of seasonal trends and provide chefs with an outlet to invent new creations. Indigo’s Christmas Day and Mothers’ Day special event menus sell out each year. In addition to great food, it’s

48 • CLUBS AND PUBS MANAGER SPRING 2012

Indigo provides bar and lounge areas suitable for pre-dinner drinks or a relaxing chat after a meal. The relaxing fireplace provides a welcoming ambience, along with exquisite cocktails, boutique beers or coffee made by our barista. Our wine list caters to price-conscious wine connoisseurs, and wine suggestions are offered throughout the menu, enabling diners to experience expert food and wine matching. In 2010, Mingara developed Indigo Café. This specially developed blend of coffee is exclusively available at Mingara and is the perfect extension to the Indigo brand. Our patrons can relax with a coffee made by our barista from our very own coffee blend, accompanied by house-made desserts. Take-home packs of this blend are also available, allowing members and guests to enjoy Indigo Café at home. Mingara is committed to providing great service in all areas of the business; service forms part of our set of organisational values and is a constant focus in training and in communications with the team. Our staff are encouraged to surprise and delight their customers and to look for ways to make each customer feel special during their visit with us. We want each customer to feel the Indigo experience and share this experience with their friends and families. Our regulars are our greatest ambassadors, championing our club and encouraging new visitation. Club and pub managers wanting to improve their patrons’ dining experiences can learn a lot from the example set by Mingara Recreation Club. Below are some key lessons to set clubs and pubs on a clear path to dining excellence: • Spend even more time planning. • Invest in and continue to develop leaders. • Identify future leaders – who is your next supervisor or sous-chef? • Be clear on your target market. • Deliver on your promises. • Share your passion with your teams. • Pay attention to the small details. • Celebrate success with your team and members. C&PM

FOOD AND BEVERAGES

CELEBRATE Aussie spears on the menu

Skinny mini asparagus rolls.

No vegetable signifies spring better than asparagus. Loved for its versatility, unique herbaceous flavour, distinctive shape and health-giving properties, asparagus adds something special to spring and summer restaurant menus.

ore than 93 per cent of Australia’s asparagus is produced in the Koo Wee Rup and Dalmore area of Victoria, well known for its fertile peat soils. Asparagus from this region has earned an enviable reputation for being 100 per cent clean, green and safe, and its luscious eating quality is esteemed in both domestic and global markets. There is no better time than 2012 – the Australian Year of the Farmer – to support locally grown fresh produce. Like other farmers, hardworking asparagus growers face many challenging issues, including seasonal variations in weather, such as the recent prolonged drought followed by periods of high rainfall and flooding over the last two years. The asparagus plant is vulnerable to frost, hail, heat, wind, lack

of water or, as experienced recently in the Koo Wee Rup area, waterlogging. The cultivation, harvesting (spears are picked by hand) and packing of asparagus are extremely labour-intensive processes and once harvested, asparagus is a highly perishable product. Luckily, although asparagus is difficult to grow, it is easy to cook, so do be sure to buy Aussie-grown asparagus to delight diners whilst supporting our hardworking asparagus growers.

SEASONAL AVAILABILITY Australian-grown asparagus is in season from September to March. When selecting asparagus, look for firm, bright, smooth spears of uniform size with closed, compact tips.

CLUBS AND PUBS MANAGER SPRING 2012 • 49

FOOD AND BEVERAGES

When you snap freshly harvested asparagus, it should be crisp, moist and juicy. ‘Ferning out’ of asparagus tips is usually a telltale sign of age; however, there is an exception during heat waves when asparagus can grow so quickly that the shape distorts somewhat and the heads become unusually feathery and open. Store asparagus in its original box and avoid storing it near airflow in your cooler. As asparagus behaves somewhat like cut flowers, keep up the humidity by covering boxes with clean damp tea towels. Most of the asparagus produced in Australia is green asparagus; however, a small amount of white asparagus and a very limited amount of purple asparagus is also grown in Australia. Green asparagus derives its colour from the process of photosynthesis as the spear emerges from the soil into direct sunlight. A common misconception is that thin spears are young shoots and therefore more tender. In fact, long, thick glossy spears with tightly closed heads are the best quality. Correct cooking results in vibrant green spears with a delightful tender, crisp texture. White asparagus has long been considered a delicacy, particularly by Europeans, and commands about double the price of green asparagus. The main reason that white asparagus is more expensive is that there is a limited supply, and the production costs are high. When asparagus spears are exposed to sunlight, they first turn pink, and then later turn the familiar green colour. To produce white asparagus spears, they have to be grown in the dark. To facilitate this, black ‘polyhouses’ or ‘igloos’ are temporarily erected over the asparagus plants. Purple asparagus is deeply fruit-flavoured, tender and crisp. The purple colour is due to a naturally occurring pigment. With 20 per cent higher carbohydrate content than green asparagus, purple asparagus is distinguished by a mild, sweet taste. Purple asparagus is usually available from mid-October to mid-November and currently only in limited supplies. Asparagus not only comes in a variety of colours, but also in a variety of sizes, including the 180-gram standard bunch, 500-gram bunches of thick spears and 100-gram bunches of trimmed and ready-to-eat spears marketed as ‘mini’ or ‘baby’ asparagus. Availability during spring and summer makes asparagus the perfect vegetable for light and healthy menus. Steaming or boiling until just tender are the classic ways to cook asparagus, but these days chefs and home cooks alike are going crazy over spears cooked on the BBQ, char-gilled, oven-roasted on pizzas, stir-fried and even pickled.

50 • CLUBS AND PUBS MANAGER SPRING 2012

Asparagus is a truly versatile vegetable, working very well in soups, salads, omelettes, frittatas, quiches, tarts, burgers, wraps, bruschetta, fritters, sauces, salsas, toasted sandwiches, dips and pesto, in pasta and risotto dishes and on pizzas. Asparagus has abundant nutrition packed into every spear, including a range of B-group vitamins, vitamin C and potassium. Add to that the emerging research that asparagus has bio-active compounds like antioxidants that help protect the body from future disease and you have a pretty impressive vegetable! Containing so few kilojoules, it happily passes on its good nutrition without affecting our weight. Asparagus has no cholesterol, virtually no fat and only 67 kilojoules (16 calories) in a serve (approximately three spears). It is well known that the fibre in vegetables like asparagus is exceptionally helpful in keeping our insides healthy and regular. A serve of asparagus (75 grams or three spears) provides 1.7 grams of fibre; about seven per cent of our daily needs. Following are two recipe ideas for great asparagus bar snacks courtesy of the Australian Asparagus Council. To find out more about Australian-grown asparagus, including a collection of recipes, visit www.asparagus.com.au.

SKINNY MINI ROLLS SERVES 4 Ingredients • 12 sheets filo pastry • 1 egg, beaten with 1 tbsp water • 1/2 cup grated Parmesan or tasty cheese • 12 asparagus spears, woody ends removed • Pepper • Olive oil To serve: • Blanched, barbecued or grilled asparagus • Chutney • Mayonnaise seasoned with a little wasabi paste 1. Preheat oven to 180°C. Lay out one sheet of filo pastry at a time on clean bench. Brush a 1cm strip at the furthest edge with a little egg mixture. Sprinkle the lower half with a little cheese. 2. Place one asparagus spear at the bottom edge of the pastry and season with pepper. Fold the two side edges

FOOD AND BEVERAGES

over and roll the asparagus firmly in pastry, pressing down the strip at the end to secure. Repeat with the remaining pastry and asparagus and brush rolls lightly with egg mixture.

• Freshly ground black pepper • 3 tbsp finely grated Parmesan cheese, or cashew nuts To serve:

3. Brush baking tray with a little oil and arrange the rolls on tray. Bake until lightly browned and crispy at the ends.

• Blanched asparagus

4. Serve warm or cold with chutney and wasabi mayonnaise.

• Lebanese cucumbers

ASPARAGUS AND ROCKET PESTO MAKES 1.5 CUPS Ingredients • 2 bunches asparagus, chopped, and woody ends removed • 2–3 garlic cloves

• Baby carrots

• Cherry tomatoes 1. Using a food processor, process asparagus, garlic, rocket, olive oil, salt, pepper and Parmesan cheese (or cashew nuts) until it has reached the desired consistency. 2. Serve as a dip with blanched asparagus, baby carrots, sticks of Lebanese cucumber and cherry tomatoes. Also delicious tossed through pasta or used as a sandwich spread. C&PM

• 2 cups rocket leaves • 3 tbsp extra virgin olive oil • 1/2 tsp salt

If your food looks this good, shouldn’t your menus?

menus@menumaker.com.au

(03) 9523 6026

CLUBS AND PUBS MANAGER SPRING 2012 • 51

FOOD AND BEVERAGES

POPULAR bar snacks without the kitchen F

or many venues, there are large windows of time when the kitchen is closed. There are also times when bar snacks and meals ordered impact on normal kitchen trading and require staff members to ferry food from the kitchen to distant bars in hotels and clubs. What if bar staff could prepare the food right there behind the bar? What you need is a kitchen in a box. Consider a Perfect Fryer for this application. It can be turned on and ready for action 24 hours a day. It takes up a very small amount of bench space, allowing it to be placed within a bar area or cafe counter. It is fully enclosed and doesn’t require any kind of ventilation or exhaust. It is fully automated, with programmable cook settings, which allow any staff member to use it and cook consistent, high-quality fresh-fried bar snacks – which offer great profit margins and an average cooking time of two to five minutes. There are three models of Perfect Fryer to suit different bars and applications. Fried food can be cooked directly from the fridge or freezer. It is a traditional and very popular food that sells well. Fried food offers margins of around 70-80 per cent or more, depending on the offer created. Many venues will prepackage food into serving sizes, allowing staff to easily

52• •CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERSPING SPRING 2012 X 2012

empty bag contents into the fryer, press the appropriate program and that’s it – once cooked, food will automatically dispense, ready to put into a bowl and give to the patron. The ability to offer food at all hours, regardless of whether the kitchen is open or closed, can create great value in many areas and business types. Gaming rooms, sports bars, cafes, pubs and hotels can all benefit from installing a Perfect Fryer. Additionally, the Perfect Fryer cooks food unbelievably well – you need to try a chip cooked in the Perfect Fryer. For help creating a bar snack menu, machine costs or finance options, call Perfect Fry Co 1800 265 771.

FOOD AND BEVERAGES

PURCHASING, ordering and your food costs BY ANDREW BRIESE, CEO, COOKING THE BOOKS

ffective food control is a basic method for enhancing the potential for success of any food preparation and handling establishment.

An efficient organisation will follow well-established food control procedures for handling food at all stages of the operation. It is essential to know where your stock is at all times in order to minimise waste and maintain profitability. The aim of an effective purchasing system is to obtain the right product at the right price for the right job. I strongly believe that most venues can lower their food costs by looking at this. Effective food control has the potential to make a significant and immediate difference to your food cost.

ARE YOU MATCHING THE QUALITY OF INGREDIENTS WITH THEIR INTENDED USE? Are you buying higher-quality ingredients for a particular use, when seconds or a lesser grade would be totally acceptable for the same job? For example: A chef friend of mine was buying an $80 box of mushrooms to make mushroom sauce! I told him he was crazy – just wasting money! I suggested he buy second mushrooms at $11 a box and the sauce would be cheaper to produce and taste better. Look at what you are buying; is it likely the customer will know the difference? If the answer is ‘no’, then it’s a no-brainer. Buying the best quality and most expensive product is not always required. Keep in mind that the product should be: • of an appropriate quality for the dish you are creating • purchased in the correct quantity so that you don’t have too much, but you don’t run out • purchased in season from the best supplier.

54 • CLUBS AND PUBS MANAGER SPRING 2012

To set up an effective purchasing system, you should start by inviting suppliers to tender or bid for the right to supply your goods.

HAVE YOU CONSIDERED: • a list of possible suppliers in each goods category? • a standard ‘invitation to tender’ letter? • clearly defined supplier and food specifications? • written responses to your tender letter? • a screening process that spells out clearly what influences your decision? This should be done regularly to check that the prices you are paying are competitive and that it is a win/win for you and for the supplier.

THERE ARE SEVERAL IMPORTANT DECISIONS TO BE MADE WHEN PREPARING AN ORDER Before you order, decide: • who does the purchasing • what grades of food will be purchased • how much will be purchased • which supplier you will use • food specifications.

FOOD AND BEVERAGES

HOW DO YOU KNOW WHAT AND WHEN YOU NEED TO ORDER? Many chefs do their daily/weekly ordering off the top of their heads. Two immediate problems emerge from this scenario:

keep track of your usage rates of each product. This can be done by considering: • sales data: when you sell • what you sell

• No one else can perform this set of tasks, as there is no defined system in place.

• other events that block access to your business for suppliers

• You cannot maintain control of your expenditure and usage without having total mental recall of every stock movement during any given period, which is impossible to achieve.

• storage area capacity

SO HOW DO YOU ORDER ONLY WHAT

ORDERING:

YOU NEED, WHEN YOU NEED IT?

• Are you using seasonal produce wherever possible?

There are a number of tasks that need to be carried out to establish an effective ordering system. But this can be achieved by working out your par levels. A par level is the upper and lower quantity of any given item that should be on hand at all times. Par levels are the control mechanisms that allow you to delegate the tasks of ordering to subordinate staff while still remaining in control of the ordering process. They take the guesswork out of ordering. To successfully set correct par levels, you need to

THE COMPLE TE KITCHEN MANAGER Everything you need to run a successful and profitable kitchen with consistently great food.

• supplier delivery times.

OTHER THINGS TO LOOK AT WHEN

• Is your menu designed to allow for substitutions of ingredients as they move in and out of season or alter in price due to other factors? • Do your suppliers of seasonal produce (fruit and vegetables, seafood, specialty cheeses, some meats et cetera) keep you informed of produce availability? • Have you locked in set pricing for seasonally variable (volatile) products prior to including them on your menu?

Cost recipes and develop recipe cards

iPad, Mac & PC compatibility for each recipe

Tackle data entry and links with MYOB, POS systems and direct ordering with suppliers

Keep updated, 24 hours a day anywhere in the world

Perform a make or buy analysis

Use your own supplier relationships or Cooking the Books accredited partners

Produce function costings Identify the nutritional value for each recipe Store yield testing information Develop a cyclical menu

C&PM

Develop key reports such as Food cost % for a given period of time • Price movement • Recipe cards •

Itemise all your costs To find out more or to try our software visit cookingthebooks.com.au or contact us at info@cookingthebooks.com.au or call us on 03 9111 0111

322689A_Cooking the Books | 1815.indd 1

CLUBS AND PUBS MANAGER SPRING 2012 • 55 8/28/12 10:40 AM

FOOD AND BEVERAGES

LEARNING about Italian wine, Australian style Many wineries from Australia have embraced the delicious grapes and wine styles that hail from Italy, but Galli Estate winery in the Sunbury region of Victoria is one that is taking our industry’s knowledge of these varietals to a whole new level.

alli Estate was founded by Lorenzo Galli in 1997, and was a realisation of his long-held dream to operate a winery in Australia, just as his family had done in Italy for generations. With two vineyard sites – one in Heathcote and the other in Sunbury (where the winery operations are headquartered) – the estate grows varieties that are best suited to these regions, and include the Italian varieties pinot grigio, sangiovese and nebbiolo. Winemaker Ben Ranken has created three very distinct ranges across different price points – the entry-level Camelback, the Artigiano range, and the Riserva wines,

56 • CLUBS AND PUBS MANAGER SPRING 2012

which will only be created when the grape gods and the climate perfectly align to create something extra special. Lorenzo was a visionary and ran a number of other successful businesses alongside the winery. He sadly passed away in 2004, and his wife Pamela was eager to create a fitting tribute to celebrate her husband’s legacy.

FOOD AND BEVERAGES

IT WASN’T JUST HAVING THE OPPORTUNITY TO TASTE ITALIAN WINES AND VARIETIES ALONGSIDE SOME OF THE TOP ITALIAN WINE AFICIONADOS IN THE COUNTRY,BUT ALSO HAVING THE TUTORAGE OF THE TOP JUDGES, COMMENTATORS AND PRODUCERS Pamela inaugurated the annual Lorenzo Galli Wine Scholarship in 2008, and now, heading into its fifth year, it is the only Italian wine education program of its type. It attracts a stellar cast of some of the most knowledgeable, professional Italian wine buffs from Australia, as well as internationally, to help tutor a select group of just 10 scholars on the magical world of Italian wine. It celebrates the diversity and richness of Italy’s wine and history, while showcasing the latest trends in Australia with its interpretations of Italian varietals. So how do you get a seat at the scholarship table? The judging panel, comprising Jane Faulkner (wine writer and judge), Dan Sims (wine consultant and former sommelier) and Michael Trembath (Italian wine importer) creates a selection of essay topics relating to Italian wine. Applicants need to compose a 1500-word essay on their selected topic, but it is important to note that you don’t need to have a double English major to pass the test – it’s the content and research effort that they base their assessment on.

The 10 best essays are singled out and their authors are selected to participate in an intensive two-day masterclass in Melbourne. They taste, savour and explore over 100 wines, and finish with an exam to test their newfound knowledge. When it’s all over, the dux of the year is announced and awarded a trip to Italy valued at $10,000 in order to further their Italian wine learning. The beauty of this scholarship is that it is open to anyone working in the wine or hospitality industry. Past students range from 21-year-old sommeliers to 38-year-old winemakers. Last year, 19-year-old University student Brendan Carter was awarded dux of the group and was the surprise package of an extremely talented group. ‘It wasn’t just having the opportunity to taste Italian wines and varieties alongside some of the top Italian wine aficionados in the country, but also having the tutorage of the top judges, commentators and producers, ‘Being successful at a young age has given me the credibility to step up into roles that I first thought were far beyond my years. I’m still finishing off my degree in viticulture and oenology, but that hasn’t stopped me from starting a small-scale winery in the Adelaide Hills with a good mate. None of this could’ve been achieved without the help and aid of the Lorenzo Galli Scholarship. It’s a credit to Pamela Galli and her team that keep her late husband’s memory and passion alive and burning in young wine industry professionals such as myself,’ said Brendan. The 2012 program has just wrapped up, and the lucky dux was Karina Dambergs, sparkling wine maker at Clover Hill Wines and Taltarni Vineyard, in Tasmania. Lorenzo’s dream was to share his passion and encourage younger people to learn more about Italian wine, and this program creates an extraordinary opportunity to learn and savour wine the Italian way. C&PM

Application to the 2013 program will open in January 2013. For more information visit www.winescholarship.com.au.

CLUBS AND PUBS MANAGER SPRING 2012 • 57

INFORMATION TECHNOLOGY

SOCIAL MEDIA in Australia

– what can clubs do? BY DAVID COWLING, VIVID SOCIAL AND SOCIAL MEDIA NEWS

The rise of social media sites like Facebook and Twitter have amassed hundreds of millions of users around the world. These users come back every day to share personal information, speak with businesses online and find out about new developments all around them.

ustralians have also embraced these new communication mediums and are some of the most active social media users on a per capita basis. In fact, social media has become such a large part of our online lives that the average Australian Facebook user is now spending nine hours on the site per month. Before we look at some strategies clubs and pubs can use on social media websites, let’s have a look at the most popular social networks in Australia and the number of users they attract on a monthly basis.

NUMBER OF AUSTRALIAN USERS PER MONTH (APPROXIMATELY): • Facebook – 11 million • YouTube – 11 million

58 • CLUBS AND PUBS MANAGER SPRING 2012

• LinkedIn – 2.2 million • Twitter – 2.1 million • Instagram – 1.2 million • Google Plus – 600,000. (Source: figures come from my monthly social media reports at www.socialmedianews.com.au) A recent trend in social media and online use suggests that internet users are starting to embrace more visual content, such as pictures and videos. We can see from the stats above that 11 million Australians visit YouTube every month. It is important to recognise the content shift that is occurring, and that we are becoming more engaged with visual displays of content. Facebook, for example, gives preference on their website to updates that include pictures and videos over just plain text status updates.

As a result, many companies and brands are refining their social media strategies to remain relevant and engaging for users.

FACEBOOK STRATEGY The social media strategy of your club or pub will revolve around your Facebook fan page. This is the most engaging of your social network accounts, and through this medium you are able to market your business to a predefined group of people. The Facebook advertising system also allows you to target local users and bring them to your club or pub by inviting them to ‘like’ your page and receive regular updates. On Facebook, you can post pictures, videos and information about your club and what is going on (events, deals, specials, club refurbishments). Facebook also has the option for small

INFORMATION TECHNOLOGY

FACEBOOK IS ALSO GREAT FOR POSING QUESTIONS AND RUNNING SURVEYS OF YOUR PATRONS TO GATHER FEEDBACK. and large businesses alike to release ‘offers’ to their fans. This could be something to entice people to visit your club, such as two-for-one meal offers, or free soft drinks for the kids. Facebook is also great for posing questions and running surveys of your patrons to gather feedback. The short-term goal for your club or pub’s Facebook fan page is to build up the number of fans who like your page. Focus on the local community and people who are most likely to visit your venue. For example, on your own website include a Facebook ‘like’ button so that users who visit your website can become a Facebook fan. If your club or pub does email marketing to members, invite them to like you on Facebook. The longer-team goal in your Facebook campaign is to drive engagement from this audience, getting them to comment on your updates, share your updates with their friends and generally provide feedback through your fan page on how you can improve your club or pub.

YOUTUBE STRATEGY With such a large number of Australians consuming video content online, there is an opportunity here for your club or pub to tap into this audience. Some ideas for video content could include a walk-through of your club or pub, an interview with the chef in which they describe the menu and specials of the week, an interview with the managers in which they invite people to the club, and maybe even footage of some of the sporting or charity events in which the club participates.

LINKEDIN STRATEGY LinkedIn is more of a business-to-business social network, but clubs and pubs can use this network as a recruitment tool. Management can search users who may have experience and qualifications working at hospitality venues, and this will help your organisation attract better staff.

TWITTER STRATEGY Twitter is a great tool for short message updates and has a very active community of users. The demographic of Twitter users is slightly older (30+), so it’s worth tapping into this audience. You can connect your Twitter account to your Facebook account to make updating easier. This means that whenever you post an update on your Facebook fan

page, it will automatically be cross-posted to your Twitter profile, with a link back to your Facebook fan page. This is a great way to attract new users back to your main social network where measurement, analytics and marketing can occur.

INSTAGRAM STRATEGY Instagram is the most popular photo-specific social network for smartphones, and is very popular amongst younger demographics. All activity on this social network is done via your mobile phone (either an iPhone or Android device). Some of your employees could take interesting photos on this application, then post the photo to additional networks like Facebook and Twitter. This will differentiate your club from the norm, and, as this application is especially popular right now, you will be seen as very on-trend!

GOOGLE PLUS Google have now created their own social network to compete with the likes of Facebook, Twitter and LinkedIn. One area of importance to clubs and pubs is that your Google Places listing has now been merged across to Google Plus. A Google Places listing is a snippet that shows up in a Google search when someone tries to find your business. The listing will show your club or pub name, your address, phone number, a map of where you are and a link to your website. This is an important online marketing aspect for any physical business and will drive more traffic to your website and help people find you. As such, it’s important that you have full control over your Google Places listing so you can update the details as required. Users will also be able to leave reviews on your listing, so it’s important that this is monitored and promoted. Take the time to make your Google Plus page look professional; upload quality photos, provide your contact information and include links to your other social networks. The above plan is very much a starting point for your club or pub to become involved in social media marketing. When starting out, one employee could simply spend 10 minutes per day monitoring and updating the various platforms. Then, into the future and as momentum picks up, you can try investing more time in the networks and see how your audience responds. C&PM

CLUBS AND PUBS MANAGER SPRING 2012 • 59

ENTERTAINMENT

SHUFFLE UP to the bar; it’s game time! Shuffleboard was invented by our beer-swilling English ancestors way back in the early 16th century; but the bar game’s long and colourful history – which includes ties with King Henry VIII, Shakespeare, Cindy Crawford, the Playboy Mansion and reality TV show Survivor – is predominantly devoid of Australian memories. Shuffleboard enthusiasts Dane Sharp and Stephanie Monitto are looking to change that, and your venue could benefit from being first in line to play the game.

‘S

huffleboard, when it was invented, saw players slide coins across a table for position and points. It was played in palaces throughout the United Kingdom by royal families and in pubs and taverns by commoners; with beer, money and other offerings often wagered in the heat of battle. Despite its popularity across the nation, King Henry VIII banned his people from playing the game at one point during his reign, deeming it a major distraction for military men and a time-waster for others, who spent more time at the pub playing than they did at work.’ So reads the introduction of Dane and Stephanie’s ‘History of Shuffleboard’ blog post on the couple’s Southern Cross Shuffleboard’s website, which is dedicated to raising the profile of this foreign bar sport here in Australia.

60 • CLUBS AND PUBS MANAGER SPRING 2012

Just pause a few seconds to think about lady-killer King Henry VIII’s reasoning for banning the game way back when: people were spending more time playing the game in pubs and taverns than they were spending at work. That should be music to a club or pub manager’s ears!

WHAT ARE THE RULES AND HOW IS THE GAME PLAYED? Table shuffleboard offers players the same heights of fun, excitement and friendly competition that its bar game cousins pool and ping pong do, but in a uniquely elegant way. To the youthful, its raw, tactile appeal is clear: the colourful pucks, with their shiny metal bottoms, scream out to be held. The table is coated with millions of tiny silicone

ENTERTAINMENT

balls (also known as ‘speed wax’, which is specially manufactured by shuffleboard specialists), making the game’s playing field an immediate talking point for every first-timer. To the competitive, the game’s simplicity is somewhat torturous: your average footy jock will strut to the table full of careless confidence, only to have his ego shattered as his first puck rockets off the back of the playing surface into the end gutter – or even worse: fails to pass the foul line and needs to be removed by hand. To the fun-lover, the game offers more than most others do: it’s simple, yet complex, and friends have the chance to challenge each other on a level battlefield without ever having to put their drinks down! Each team is allotted four pucks, usually distinguished by red and blue plastic coverings (or the green and yellow ‘Aussie pride’ colours that Southern Cross Shuffleboards sell). Each end of the table has a series of scoring zones, marked with 3, 2 and 1 points. The 3-point zone is on the very edge, the 2-point zone of equal width is just behind that, and the much larger 1-point zone is behind that. Surrounding the board is a narrow out-of-bounds gutter, like on a bowling green or in a bowling alley.

TO THE FUN-LOVER, THE GAME OFFERS MORE THAN MOST OTHERS DO: IT’S SIMPLE, YET COMPLEX, AND FRIENDS HAVE THE CHANCE TO CHALLENGE EACH OTHER ON A LEVEL BATTLEFIELD WITHOUT EVER HAVING TO PUT THEIR DRINKS DOWN! Shuffleboard can be played by up to eight people playing with one puck each, but the best games are played with two teams of two players split up at either end of the table.

Scoring points CLUBS AND PUBS MANAGER SPRING 2012 • 61

ENTERTAINMENT

The aim of the game is to slide your pucks as far down the shuffleboard as possible without them falling off. Knocking the other team’s pucks off the table is allowed – highly encouraged, in fact – and experienced players will often strategically bump and manoeuvre their own pucks around the table.

IT’S AN ADVANTAGE TO LET YOUR OPPONENT PLAY THE FIRST PUCK, BECAUSE YOU’LL GET THE FINAL SHOT AND TECHNICALLY THE LAST CHANCE TO WIN THAT END

Who starts is usually decided by coin toss, unless the carry-over champions holding the table tell the challengers to shuffle first. ‘It’s an advantage to let your opponent play the first puck, because you’ll get the final shot and technically the last chance to win that end,’ explains Mr Sharp. Once all eight pucks have been played, the score for that end is tallied (scoring is explained on page 61 in the diagram) and then the players at the other end take their turn. The first team to score 15 points wins (or 11, 21, or 60 if you like – it all depends on how much time you have and what was agreed on prior to starting). Those magnificent tables also have a certain intrigue about them. When someone sees a shuffleboard table for the first time, they just want to play it. Anyone can play, and anyone can win. Girlfriends beat boyfriends, mothers beat sons, nerds beat athletes, and vice versa. ‘You can’t help but love shuffleboard as soon as you play for the first time – it really is the most addictive bar game in the world,’ says Mr Sharp. ‘Anyone of any age and any ability can play, and often win, due to the basic concept of the game. But its simplicity is also what makes it complex and so fun.’ continued on page 64 62 • CLUBS AND PUBS MANAGER SPRING 2012

Tunes that sell Schooners and Bubbly The type of the music played in a club or pub influences customers’ perceptions of that establishment. Music answers questions like “How old are the other customers? How up market is it? Is it a good place to take my girlfriend, or is it the kind of place to watch some footy with my mates?” And these perceptions will influence where customers go and what they order when they get there. For example, the “mates versus girlfriend” question is easily answered by whether an establishment plays Jet’s “Are You Gonna Be My Girl?” or Delta Goodrem’s “Almost Here”. If it’s the former, a round of schooners is the way to go, but if it’s the latter, maybe two glasses of bubbly would be more appropriate. Most managers know this. It’s common sense as they say. In addition to the format or genre of the music, the year a song was released says a lot about the age of the typical customer. It turns out that most people form definitive, life-long preferences for music that was popular when they were young adults. So if you hear AC/DC’s “Highway to Hell” there’s a good bet that the pub is frequented by aging Baby Boomers now in their 50s. The “up market versus downmarket” question may have important ramifications for your bottom line. Customers in up market environments tend to buy premium brands, and premium brands usually mean higher profit margins. One study found that simply changing from a “Top 40” format to a “light classical” format increased dollar sales by a whopping 341 per cent! Customers didn’t drink more – volume sales were largely unaffected – but they bought more expensive wines. Playing the right format or genre of music has a certain intuition behind it, but not so with tempo, because tempo often influences behaviour without people being aware of it. Music tempo affects the speed at which people drink, literally the number of times they bring the glass to their mouth per minute. Play faster music and patrons will drink more quickly, increasing dollar and volume sales. Music can also play a role in reducing or eliminating antisocial behaviour. Pub managers believe that heavy metal music encourages aggressive, sometimes violent behaviour. But when it’s time to cool things down a bit, a slow ballad like the Beatles’ “Let It Be” has a sedating effect on customers. It’s a good way to keep a brawl from breaking out when somebody’s footy team has just lost the Grand Final. By Charles S. Areni Professor of Marketing, University of Sydney

DO YOU PLAY RECORDED MUSIC IN YOUR BUSINESS? Smart business operators know that playing the right type of music, in the right environment, is vital to giving customers the very best experience possible. But did you know that without an appropriate licence you could also be infringing copyright? PPCA is the leading provider of copyright licences which enable you to play almost all recordings commercially released in Australia, leaving you to freely and legally use recorded music to drive your business.

Real Music • Real Artists • Real Impact

www.ppca.com.au

ENTERTAINMENT

continued from page 62

offensive) importance of blocking, in which you protect a well-placed puck from being knocked off by your opponent. There’s the subtle art of ‘kissing’ your puck off your opponent’s to gain position. There are ways to use spin and there are different ways to release the puck, and trying to master all that definitely adds to the fun. ‘Everyone has a different strategy, a different style and a different way of playing,’ explains Miss Monitto. ‘Some people attack, some defend and others just shuffle and hope! The concept of the game is pretty simple, though, so anyone can win if they get a little luck!’

See, this is where the game’s finer details, intricacies and cunning strategies come into play. A skilled shuffleboard technique takes years to master. There’s the defensive (and

MAKING MONEY Being an early adopter of table shuffleboard in Australia will give your venue a cool point of difference over competitors and your patrons a reason to order another round. Players can play and win a game without ever putting their drinks down, so have the refills ready as the competition on the table heats up. Southern Cross Shuffleboards’ tables are not coinoperated, but Dane and Stephanie explain that this gives a venue the freedom to evaluate its clientele and charge (or offer the table free of charge) accordingly. The duo recommends keeping the pucks behind the bar and hiring them out for $2 or $5 per session. You could also hold the player’s credit card and charge them per period of time if your venue allows. Mr Sharp said many bars in America often charge a small rental fee for people off the street, yet loan out the pucks for free to members, which obviously helps a venue to build its customer database.

All in all, table shuffleboard offers, serves up and delivers something for everyone. And that’s the key reason why they work so well in clubs and pubs. This near 500-year young game is currently being unveiled to most Australians (who haven’t travelled to the United States) for the first time. It’s new, it’s fun and it’s ready to make a splash, so get your shuffle on before your neighbours do! C&PM

are both critical to your venue’s success, and there is plenty of proof out there showing that a shuffleboard table could be your bar’s most popular resident.

SOUTHERN CROSS SHUFFLEBOARD SIZES • Table lengths: 12 feet, 14 feet and 16 feet • Table width: 76.2 centimetres (30 inches) • Table height: 78.7centimetres (31 inches).

FAMOUS SHUFFLERS • Australian basketball player Andrew Bogut • Kings of Leon singer Caleb Followill • Supermodel Cindy Crawford • Actors Owen Wilson and Woody Harrelson • TV show host Jimmy Fallon

FEMALE-FRIENDLY

• NBA basketball coach Don Nelson.

Spend some time looking up #shuffleboard on social media sites such as Instagram, Flickr, Yelp and Twitter, and you’ll quickly realise that women are arguably the biggest advocates of the game of table shuffleboard. There are literally tens of thousands of photos shared online, showing girls from all corners of the globe caught up in the excitement, competition, drama and, well, fun of the game. Social media conversation and a talking point for patrons

COOL BAR CHAT FACT

64 • CLUBS AND PUBS MANAGER SPRING 2012

Table shuffleboard made headline news in the United States in the 1800s, when it was brought to the courtroom by a man who was charged with running a gambling operation. The judge ruled that table shuffleboard was in fact a game of skill, not chance, making it legal to have in his establishment. C&PM

Cash Management Post ATM Removal How is this working for your business?

CASHPOINT EFT

Cashpoint is the only EFT supplier to deliver to 100% of our cutomers* – BEFORE JULY 1 – and with the product actually working!

Don’t Settle. You can still experience the Cashpoint Difference. Call 1300 286 626 today.

P: 1300 ATM MAN (1300 286 626) F: 1300 FAX ATM (1300 329 286) www.cashpoint.com.au *Customers who provided no less than two weeks notice prior to June 30 deadline.