Restaurant Association THE Thymes - September 2012 by Nicola Waldren

SAGGIO DI VINO, CHRISTCHURCH

SEPTEMBER 2012

Food Truck Host Parks In

HALL OF FAME

think your café is the best? good news travels fast 07

...But bad news travels faster. A recent consumer survey by American Express found that a third of Kiwis who use social media to rate their dining experiences will post a negative review within hours of the meal.

hef, restaurateur and television host Michael Van de Elzen joined a select group recently, with his induction into the Restaurant Association of New Zealand Hall of Fame.

Hall of Fame inductees are high achievers with distinguished hospitality careers and we believe Michael is a very worthy recipient. His many skills, flamboyant personality, thirst for knowledge and love of the industry have helped him achieve great things as a chef, cookbook author, restaurateur and most recently as host of TVNZ’s Food Truck show. He is a wonderful ambassador for our sector and joins other Hall of Fame greats such as Simon Gault, Ruth Pretty, Steve Logan and Judith Tabron.

rent reviews, what can you do? finding and talking to your target market

Do you know your typical best customer? And if you’ve identified them do you know the best way to market to them and get them through your door?

Elzen started his hospitality career at Tony’s Vineyard Restaurant in Auckland. After a stint at Kermadec, he became the head chef at Antik’s restaurant at the tender age of 22. Europe beckoned and he worked in some of the best kitchens in London. Returning to New Zealand with wife Belinda, he opened Molten in Mt Eden, which is now one of the city’s most awarded and respected restaurants. After selling the restaurant, he answered the call of show business, and has since made two successful seasons of the Food Truck.

PHOTO: BABICHE MARTENS

souvenir 2012 new Zealand culinary fare wrap

Think Your Café Is Up There With The Best? Now’s the chance for New Zealand to hear all about it! The search is on to determine which café deserves the title of the country’s best, with hundreds of cafés from Invercargill to Kaitaia already entered in the inaugural New Zealand Café of the Year competition.

New Zealand’s café culture is an integral part of New Zealand life.

Cafés can still enter the competition up until October 18 and to be eligible need to feature a quintessentially Kiwi dish on their menu incorporating both baked beans and bacon. The prize package includes media exposure valued at over $100,000.

It all began in the 1930s with the arrival of the milk bar, followed closely by coffee houses in the 1950s. After a period of decline in the 1960s and 70s, the café scene has grown considerably during the past 20 years.

Now it’s time for Kiwi café lovers to have their say ~ public voting has now opened. Customers who vote for their favourite café go in the draw to win a share of $10,000 worth of prizes, including the grand prize of $5,000 to spend in their favourite café.

Milk bars emerged during the prohibition era in America. Their popularity in New Zealand was boosted by the stationing of American troops here during the Second World War. At that time milkshake machines were far more common than espresso machines. In fact, in New Zealand 'coffee' usually meant 'coffee essence' - liquid coffee and chicory served in hot milk.

Once the public votes are counted the top three cafés from five key regions go through for judging. They are scored by an expert panel based on appearance, atmosphere, service, meals and overall experience, and a winner will be chosen. The judging panel includes some of New Zealand’s top food critics and chefs and is supported by the Restaurant Association. It is great to see such a variety of entries representing every type of café. From country eateries serving home cooked fare to sophisticated city establishments with the best baristas in the business, they are all keen to show what sets them apart. We have cafés in Urenui, Ahipara, Sanson, Oamaru, Greymouth, Gore, Raetihi, Katikati and a myriad of places in between, including all of the big cities. As you know there are a lot of passionate café-goers out there and their local café plays an important role in their lives. We’re expecting vigorous voting and regional rivalry between now and the end of October. The winning café will then be announced in November and its Café of the Year dish will feature for a week on Wattie’s Food in a Minute.

INTERESTED? This competition is supported by iconic food brands KIWI BACON and WATTIE’S, together with the Restaurant Association. For more information on the competition or to enter, go to the website www.nzcafeoftheyear.co.nz

The 1950s saw the emergence of the modern café in our cities, part of a global phenomenon influenced by increased immigration. Coffee houses sprung up everywhere, notably Harry Seresin's Coffee Gallery, Monde Marie, Suzy's Coffee Lounge and the International Coffee Lounge (run by local celebrity Carmen) in Wellington. In Auckland it was the fashionable tearooms at Farmers, John Courts, Milne & Choyce and Dejeuner coffee lounge in Queen Street where New Zealanders flocked for a special treat or sometimes to just “see, and be seen”. In the past two decades, we have seen something of a coffee revolution which has seen growth in new cafés and coffee roasting outlets around the country. Coffee connoisseurs will go a long way to get their daily caffeine fix and favoured cafes can be anything from a hole in the wall, a mobile truck or slick stylish venues serving gourmet cuisine.

ceo update

November 2011

FROM THE CEO’s DESK Recently we gathered each of our regional branch presidents together in Auckland. While I have been travelling around the country over the past 12 months, these 13 people, each of them busy hospitality professionals like yourselves, are a vital link for me. They are the people on the ground, able to communicate the key local challenges. Their feedback enables us to note common trends which we may not have been aware of. BY MARISA BIDOIS

his meeting was an opportunity for us to undertake a review of the Association, but primarily focused on new initiatives to move the Restaurant Association forward. We are all about ‘thinking to the future’, rather than rehashing the past!

We think it is vitally important to have these opportunities for members to get together however we need to tailor these to your needs. If you have any feedback on what would work best for you please contact me ~ I can guarantee we will take your comments on board.

This meeting has given us some good suggestions for new initiatives we will look at instigating and you will be pleased to know that we are always reviewing our existing benefits to ensure they are still competitive for you. It is important to us that we are offering our loyal members real benefit for belonging to the Association.

As we look to the future, our industry ITO, the Hospitality Standards Institute has an important announcement regarding their future. HSI is one of the governing bodies for the industry as they develop and look after hospitality qualifications. They have been in formal discussion with two other ITO’s, the Aviation, Tourism Travel Training Organisation, and Retail Institute for some time about a merger. This has followed six years of working closely together and collaboration on some key projects.

One problem many of the Branches reported is getting members together for business meetings and networking. While some regions have great attendances at these gatherings; others manage 2 people, which can be a bit demoralising if one of those people is the speaker!

Restaurant Association Regional Branch Presidents Auckland Bay of Plenty Canterbury Dunedin

Bart Littlejohn (Sails Restaurant) Andrew Targett (Elizabeth Café & Larder) Michael Turner (Cafe Valentino Ltd) Steve Richardson (Table 7 / Glenfalloch Restaurant) Hawkes Bay Sean Burns (Milk & Honey, Napier) Manawatu Lindsay McKinney (Palmerston North) Marlborough Marcel Rood (Raupo) Nelson Howard Morris (Harry’s Bar) Poverty Bay Grant Bailey (Fettuccine Brothers, Gisborne) Rotorua Sharon Wallace (Waiariki Institute of Technology) Southern Lakes Cameron Mitchell (The Bunker Restaurant & Bar, Queenstown) Taranaki Joe Deegan (Pacific International Hotel Management School) Waikato Hayley Scott (Zinc Cafe) Wellington Mike Egan (Monsoon Poon) President: Mike Egan Vice-Presidents: Bart Littlejohn & Steve Logan (Logan Brown)

A Deed of Merger has now been signed by the three organisations, committing to form a new industry training organisation called the Service Skills Institute. The merger is based on the shared view that it will enable the three ITOs to better protect and promote the interests of our industries. The proposed commencement date for the new organisation is 1 January 2013, with a likely transition period of several months as the three organisations complete the integration process. The proposed merger is dependent on the support of industry and HSI are now seeking the necessary endorsement for the merger. We will be contacting members in the near future with further information and seeking your comment on the proposal. In the meantime if you have any queries please contact me.

Marisa Bidois

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THE THYMES September 2012

managing your business

November 2011

PRICE vs VALUE... If you are thinking of selling your business it is important to recognise the Price vs Value difference for food and beverage businesses. Whatâ&#x20AC;&#x2122;s your business worth? Itâ&#x20AC;&#x2122;s worth what someone will pay for it. BY CLYTH MACLEOD We have over 50 years experience selling food businesses and sales data on over 7,000 transactions. Yet sometimes we are astounded at the price some food businesses sell for. Market statistics tell us what businesses sell for on average and give us guidance as to the most probable sale price. But many factors can impact the actual price paid and these reflect in the deal structure. Some of these factors include: Finance ~ if an owner leaves in some finance he increases the number of possible buyers, as well as showing the buyer that the owner has confidence in the business. Training and transition ~ many buyers of food businesses are first timers and, understandably, nervous. Extra training, passing over all recipes, having systems and manuals, and being available for on-going consultancy may greatly assist the price achievable. Trade restraint ~ being willing to agree to an extensive non-compete clause will possibly increase the price attainable of the business as the new owner feels more secure. Lease terms ~ buyers need security of tenure at a reasonable market level rental to be confident going forward. Ensure you have a reasonable term on the lease remaining or to be available to a new owner and rent should be in proportion to an acceptable industry standard based on the sales of the business. There are many other reasons why actual price may vary from average. These may include hours of operation, location, concept, sound financials, experienced staff, plant and equipment, potential and so on. Our experience helps owners maximise the price they receive when they sell by identifying the true value drivers and promoting the benefits in our marketing. advertisement

PRESIDENT’SVIEWPOINT I ENJOYED THIS ARTICLE BY SUSANNE CRAIG WHICH FEATURED IN THE NEW YORK TIMES RECENTLY...

BY MIKE EGAN

What Restaurants Know (about you) When Tim Zagat dines out in New York, many of the restaurants he goes to know that he prefers his soup served in a cup and enjoys iced tea with cranberry juice in a large glass over lots of ice. Jay-Z’s fondness for white Burgundy is also no secret among the city’s headwaiters. But what is perhaps more surprising is that when Arnie Tannen, a health care consultant in Brooklyn, sits down for his regular Friday-night dinner at Gramercy Tavern, his server always knows that he prefers a black napkin (less lint) and wants only the ends of a loaf in his breadbasket. Those details are carefully logged in the restaurant’s computer, and Mr. Tannen suspects that the tavern has also noted his love of French fries, even though it does not serve them. For his 68th birthday in 2011, his waiter surprised him with hot fries hurried in from a nearby spot. “You never have to say anything more than once,” Mr. Tannen said of the service. Part of the attention paid to his preferences can be chalked up to the owner, Danny Meyer, and his well-known obsession with highly personalized hospitality. But what most customers don’t know is that hundreds of restaurants are now carefully tracking their individual tastes, tics, habits and even foibles. Increasingly, restaurants are recording whether you are a regular, a firsttimer, someone who lives close by or a friend of the owner or manager. They archive where you like to sit, when you will celebrate a special occasion and whether you prefer your butter soft or hard, Pepsi over Coca-Cola or sparkling over still water. In many cases, they can trace your past performance as a diner; how much you ordered, tipped and whether you were a

“camper” who lingered at the table long after dessert. “We will write if the person is kosher or can’t eat shellfish,” said Ed Schoenfeld, who owns RedFarm in the West Village. “And we take note of the people who sat for six and a half hours last time, so next time we are sure to give them an uncomfortable seat.” Even a single visit can prompt the creation of a computer file that includes diners’allergies, favorite foods and whether they are “wine whales,” likely to spend hundreds of dollars on a bottle. That’s valuable information, considering that upward of 30 percent of a restaurant’s revenue comes from alcohol. Some places even log data on potential customers so that the restaurant is prepared if the newcomer shows up. That a waiter you have never met knows your tendency to dawdle or your love of crushed ice may strike some diners as creepy or intrusive. But restaurant managers say their main goal is to pamper the customer, to recreate the comfort of a local corner spot where everybody knows your name. “We call it the ‘Cheers’ effect,” said Ann Shepherd, vice president for marketing at the restaurant reservation service Open Table, referring to the Boston bar in the 1980s sitcom. Restaurateurs are also looking after their own bottom line. In a cutthroat industry, this kind of intelligence gathering can make or break a business. The ability to know and read your customer is critical for staying on top, particularly at the power restaurants. C ONTI NU ED ON F O LL OW I NG P AG E

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THE THYMES September 2012

FROM P REVIOUS PA GE, Wh at Res tau ran ts Know ( Ab out You). ..

Much of this information is discreetly embedded in an alphabet soup of acronyms that pops up on the computer screen when a restaurant employee checks you in, managers and employees at a number of highend New York restaurants said in interviews. The wine whale may show up as WW. If a free appetizer lands on your table at Osteria Morini in SoHo, chances are your file says SFN — something for nothing. The restaurant may have given you the freebie because you are a FOM (friend of the manager) or a PX, a person extraordinaire. PX used to be V.I.P., but most restaurants stopped using that label years ago because it was so widely recognized and offended non-V.I.P. customers who heard it being used. Some PX’s are also flagged NR, for never refuse. At some restaurants, HSM is short for heavyset man; at others, LOL stands for little old lady — two types of diners who may need special seating. Customers with bad reputations are often flagged HWC, handle with care. And if there’s an 86 on your profile, chances are you will be making alternative plans for dinner. There are also some more profane acronyms, though most managers say they have been all but phased out for fear of lawsuits. That restaurants strive to know their clientele is hardly news. For years, customer information was scribbled in a big book at the front of the house. And the headwaiter or the manager played a crucial role, remembering things that weren’t written down, like a guest’s anniversary or favorite wine. In bigger establishments, the data is often printed on a slip that is shared with as many as a dozen people, including the pastry chef and the sommelier. The slip typically shows up in several spots in the kitchen, chiefly to let everyone know if the customer has a food allergy. Managers are usually the ones to enter notes, and they concede that too much information can be a problem. Chloe Nathan Genovart, who worked at the elite restaurant Per Se for seven years, including several as headwaiter, said the details that restaurants log can be powerful, but the trick is in knowing how to deploy them. For instance, a headwaiter may know the name of a customer’s wife, but should never use it unless he or she knows the woman. “Sometimes a man will come in with another woman, not their wife,” Ms. Nathan Genovart said. “You have to be very careful about what you say.” In interviews, restaurant managers said they agreed that data-compiling can be overused, and that it can’t replace a great bartender or waiter. “High tech will never replace high touch,” said Richard Coraine, a senior managing partner at Union Square Hospitality Group. “Data just gives us an opportunity to understand someone better.” Good Service Starts With You Danny Meyer, the chief executive of Union Square Hospitality Group, suggested that anyone looking for special treatment start by eating at the bar, developing a relationship with the bartender, who can become an advocate in dealing with other staff members. The No. 1 tip for getting great service: butter up your server. “You can impact the quality of your dining experience by serving your server,” Mr. Meyer said. Chloe Nathan Genovart, a former headwaiter at Per Se who now runs SoLo Farm and Table in Vermont, said diners should never underestimate the power of being nice. “I am more inclined to do something extra for someone who is respectful, versus people who are entitled and think who they are will get them extra service,” she said. “How you act goes a long way.”

06 THE THYMES September 2012

DOL Visiting Hospitality Businesses To Check On Compliance The Department Of Labour (DOL) have just begun a project which will involve them visiting hospitality businesses between now and June next year to ensure they have written employment agreements in place in their businesses. The main aim of the project is to assist employers to comply with their obligation to provide written employment agreements to all staff and to also understand that an employment agreement is a way to document the rules of the relationship between employer and employee. They will also be ensuring that all employers are aware of the July 2011 changes to the Employment Relations Act which have enhanced employer obligations to retain a signed copy of the employment agreement or the current terms and conditions of employment. Last year the DOL conducted similar projects within the retail and construction trade industries which had a wider focus than just written employment agreements and this revealed that many employers were not performing their duties satisfactorily, but most were willing to improve. Members will be aware that the Association has a free employment help line to assist members to handle employment matters in your workplace. You can also access a written employment agreement template from us ~ part of our Employment Relations Toolkit. We expect Association members will already be completely compliant with their employer obligations, however if you need help, or would like to order the latest employment relations package and agreement, simply contact us on 0800 737 827, info@restaurantnz.co.nz. www.restaurantnz.co.nz

F E AT U R E D P R O D U C T . . .

need help? call us on 0800 737 827

Model Job

Descriptions

Handbook

The Restaurant Association have developed a Model Job Descriptions handbook for members. This provides a valuable resource for creating position descriptions to help businesses hire the most qualified applicants for their operation. The Handbook includes Job Descriptions for 24 positions. Job descriptions are intended to help an employer determine whether a person is qualified to perform a job. This handbook provides generic position descriptions, which can be customised to reflect the specific tasks and responsibilities of the employees in an operation. We have identified the attributes, experience and competencies that could be associated with the various positions. ORDER NOW… The Restaurant Association’s Model Job Descriptions handbook is available for just $12.27 (incl of GST and P&P) - order online through www.restaurantnz.co.nz or call 0800 737 827.

Help is never far away! The Restaurant Association appreciates that hospitality is a 24/7 industry and as a result employment issues can occur at a variety of times. A reminder that we have a HELP DESK, capably managed in-house by CEO, Marisa Bidois, which is contactable Monday to Friday 8.00am6.00pm on

0800 737 827

and outside these hours on 027-559 7777. The service is for members with urgent employment problems. consumer viewpoint

November 2011

GOOD NEWS TRAVELS FAST— BAD NEWS TRAVELS FASTER Kiwis rate negative dining experiences on social media within hours

ccording to the latest nationwide American Express Dining survey, a third (35%) of Kiwis who use social media to rate their dining experiences, will post a negative review within hours of the meal – while another 27% will post a bad review immediately. Traditionally if consumers experienced an unpleasant dining experience, word of mouth meant they would tell at least ten other people. Now we have social media. While it is only just beginning to be used as a channel to rate dining experience, diners are going online to vent their frustration; which means bad news now travels faster than ever before, and to a much bigger audience. Results also found that Wellingtonians are the most likely to use online media to rate a negative experience, with over half stating they would post a bad review. However, Kiwis who use social media to rate their dining experiences are more likely to use social media to rate a good dining experience (56%) than bad (32%). Unfortunately for the hospitality industry, these happy diners don’t go online as quickly to talk about their experience as those keen to vent about a bad meal. The survey found people who dine out the most frequently – once a week or more - are the most influenced by online reviews when they choose their next dining destination. Restaurants can use these insights to ensure they maintain their reputation online. It’s crucial for restaurant owners to be mindful of what is being said about them online, especially as their most frequent customer base – and therefore arguably the most valuable –seems to be the most influenced by online reviews.

American Express recommends the following top tips for restaurant owners to monitor their reputation online: CREATE A PRESENCE – if you aren’t online, then you don’t have a voice. Take control of your reputation by creating a Facebook page and a Twitter account. Give the responsibility for tweeting or posting to someone trusted, or even better, keep this responsibility with yourself. HAVE A STRONG VOICE – always respond constructively to any online criticism. If you don’t respond to reviews, then customers will become frustrated that no one is listening and it will ultimately turn them off. BE QUICK – if you are going to respond to a review, then do it as quickly as possible. It never looks good if a negative review has been sitting on a site for weeks, ignored by the restaurant. This is how issues which could have been nipped in the bud, get out of control and go viral. REMEMBER IT’S A TWO WAY PROCESS – online discussions are just that – a discussion. It is meant to be a two way process with questions and answers posed by both the restaurant and the customer, so never preach or simply post statements. It’s the online equivalent of talking at someone, rather than employment matters listening then engaging in a normal THE THYMES August 2012 conversation.

employment matters

Marketing YOUR RESTAURANT finding and talking to your core target market

In the last issue of THE thymes, we looked at your ‘Unique Point of Difference’. Now let’s find out who is your typical best customer? That’s your Core Target Market. Bear in mind that you may need to get your message in front of this person many times before you actually get them through your door. It will include your signage, online presence, word-of-mouth, and perhaps your print, radio or flyer-drop media.

emember that marketing is about getting the formula right and building 'synergy' between all of your different marketing mediums. (ie, the definition of Synergy = ‘the whole is greater than the sum of its parts‘.) Then, repeatedly get your unique message in front of lots of the right kind of people. If you get this formula right, then it will be working for you, even though it's hard to pinpoint the direct source of each customer. SO ASK YOURSELF: Who is MY core person to target? Who is the person who our unique offer appeals to most, and who most frequently walks through our door and brings us the highest gross profit? What are the demographics and the ‘psychographics’ around this individual? ie, what’s their gender, age, earning capacity; and what are their interests and activities? Create a typical profile of this person. Even give them a name! It will get your creative juices flowing, and help you to form ideas about how to target her/him. As you work this out, also brainstorm: How could I gain their attention? Consider these examples:  Liz runs her business part-time, dresses sharp. Eating

out is time to luxuriate in life with her friends. She’s busy, but makes time to mentor other start-up business people. Listens to National Radio and reads ‘Mindfood’ magazine in print and online. She's also one of a growing number of ‘LOHAS’* in New Zealand: an ethical consumer who makes sustainable, socially responsible, and/or healthier choices. Free-range, organic, farmgate-to-plate philosophies are important to her. - ACCESS TO HER could be via sponsorship or engaging with business and/or ‘green’ organisations; events; online and print publications with these values. eg, Conscious Consumers.

 Jess is the 28 year old PA

(personal assistant) who organises all the corporate lunches and functions. The radio is tuned to ZM in the office all day, and she’s on her computer 90% of the time. In her private life Jess also helps organise where her group of friends are socializing this week. Phone-gadgets and social-media are important devices for her to connect with friends. - ACCESS TO HER: online; once you’ve got her in once, then be sure to collect her contact details and connect via social media and email direct marketing for repeat business. In her corporate office: direct mail to PA with a clever incentive to respond. Take 5 minutes now to look at all of your marketing. Are you clearly appealing to your core target market/s? Are you using mediums that will get to those particular people? If you use only ‘line-caught’ snapper, are your telling the LOHAS about it?! Timing Consider as well how you can get in front of your core target market right at the moment when they are researching and decision making. She’s already seen several ‘touchpoints’ where you’ve successfully reached her (she saw you sponsor an event, a friend told her, she’s seen your signage and other marketing). But how can you then jog her memory when she’s actually deciding? Online is one particularly strong way to leap in front of her at that very moment. About the Author Karen Gibson is the GM of Business Development for MenuMania.co.nz. Karen has 10 years experience working with business owners to successfully grow their customer base by developing marketing/ advertising strategies that work. Her background prior to MenuMania was as a media & marketing consultant with The Radio Network. She also has a Bachelor of Arts Degree in Sociology and a Diploma in Business, Management *LOHAS stands for: Lifestyles of Health and Sustainability

By KAREN GIBSON, MenuMania.co.nz marketing strategy

THE THYMES September 2012

new legislation update

November 2011

TOPTIPS

from the man about town

EAT YOUR ADVERTISING BUDGET… it just might be good for you

“Early to bed, early to rise, work like hell and advertise”. Sounds great but; in this business I believe word of mouth is the only way to advertise your cafe. I wish it were different. I wish I could say that if you were to throw five hundred bucks at the local rag your turnover would zip up by twenty five percent. It won’t. So you are going to have to get creative. Take a few days off. How creative is that? Visit as many really good cafes as you can. Don’t sit there criticising everything. You’re not there to judge the coffee. You’re there to learn. You’re there to see how other people do it. You don’t have to steal anything from anyone. No one is keeping score. There is enough of everything to go around. It is not a competition, I don’t care what anyone says. If you come away with one good idea then you have hit pay dirt. Take that idea home and nurture it. Make it grow. Now you have done what a good owner should do. You have learnt something that will better your business. And that in turn will better your life. What has it cost? Well, you have enjoyed yourself. You have had the courage to let your staff manage the business without you for a couple of days. You’ve only spent about a hundred bucks tops (including travel and parking). And the only down side is the possibility of a caffeine head ache. Drink green tea for week.... it just might be good for you too.

HOSPITALITY BUSINESSES WORK TOGETHER FOR GOOD Restaurant and café businesses are getting set to raise money for those in need through the annual DineAid campaign. Each year during November and December money is raised through participating restaurants across New Zealand by adding a voluntary donation of just $2 per table to the customers restaurant bill. This year cafés can also get involved by placing a coin collection box by the till. To date DineAid restaurants have raised and donated an amazing $317,000 during the annual DineAid fundraising campaign.

If you’d like to be involved this year simply go to www.dineaid.org.nz. Register now to allow time to receive your information pack and to ensure your restaurant or cafe is part of DineAid’s 2012 advertising campaign. This year DineAid has been gifted a huge $300,000 multi media advertising campaign inviting the general public to choose DineAid Restaurants first when eating out during November and December. This year’s advertising message invites diners to: "Book your local DineAid restaurant first, and you’re putting food on more than your table." Advertising campaign 2012... 1 2 3 4

TV Advertising - Food Network & Living Channel Radio - Radio Live Billboards - APN 9 metre billboards Newspapers & Magazines - Sunday Star-Times, Cuisine, Ponsonby News, Mediaweb 5 Online Advertising - menumania.co.nz 6 Target marketing - 20,000 businesses are invited to host their Christmas entertaining in DineAid restaurants Its time to sign up online, register today at: www.dineaid.org.nz. www.restaurantnz.co.nz

THE TOP TIPS...

Growing industryYour sales report Hospitality Business We liked these two top tips to help you grow your restaurant business by Mark Wilson, a Torontobased consultant serving the restaurant industry.

Create signature items

In large cities there are thousands of places to eat, so give customers a reason to pick yours on a consistent basis. Become famous for just one or two items and ensure that these key items are premium quality, easily produced and profitable. Talk about these items when speaking to the media, advertising or creating any type of marketing or PR plan. If you create a demand for the very best [fill in the blank] in town and can produce it consistently, people will drive across the city for it again and again.

Keep on doing it and love what you do Don’t sit back and think that now that you have a good business that your work is done and it’s time to retire in the Bahamas. It takes just a few loyal customers having one bad experience to kill the reputation that took years to earn. You don’t want your business being blacklisted overnight. Keep your finger on the pulse of your business, encourage your teams to excel and you will reap the long-term rewards.

Crafting An Effective Logo A logo is at the heart of your brand. Your logo can be the first impression your business makes. BY JAN BIERMAN A logo is a great way to communicate a powerful idea about your business and can increase brand recognition – think of the imagery behind leading quick-serve and fast-casual brands such as Starbucks, McDonalds, and Subway. These logos are memorable, authentic, differentiated, and valuable. It is important that you take the same effort with the logo design for your restaurant, café or bar. How can you choose a logo that both communicates and is unforgettable?

FIVE KEY TIPS ON CHOOSING AN EFFECTIVE LOGO:

1 2 3 4

Uniqueness. A unique logo is an essential aspect of branding; you want to standout and gain attention. Once your customers begin associating your logo with your brand, the emblem alone will be enough to create brand awareness. Your logo must not be similar to that of a competing business. There is no room for consumer brand confusion. Simplicity. The simplest logos are usually the most effective; easy for you to utilize on various marketing tools, scalable to various promotional activities and branded elements, and clarifies your unique message. Colour. Colour is a powerful non-verbal form of communication conveying different associations and meanings. Some colours are not effective when they are reproduced, or have negative connotations. Learn the language of colour. Contemporary. Ensure your logo will stand the test of time, and is responsive to the business you will become. Intricate, fussy or fusty logos date quickly. Quality. Small business owners are often resistant to paying for a logo to be professionally designed by a graphic designer, but if you are there for the long haul a well-designed logo is an essential investment in your future. A self-made logo, or a logo from your “friend’s sister’s mate” can be a barrier to growth and affect your reputation from start-up. Admit your limitations.

If you have a small budget, but want to create an impact, there are databases of ready-to-use designer logos available online that can be downloaded at a minimum cost. Independent designers seeking to build their own profile and portfolio often submit these exclusive and eye-catching logo designs. Ready-to -use logos can offer new thinking in terms of your own brand concept. A quality logo must work for you on your business cards, menus, signage, invoices, promotions, social media, website, and so on. In today’s crowded and competitive market place good branding has never been so important. You want your logo to encapsulate your brand promise – memorable food and a great experience. The effort you put into your logo will give your customers a sense of how much energy and commitment you are willing to put into your food and service. Your logo is key to building brand recognition and preference. Choosing an effective logo is the first step on your business journey and is a crucial element in the business you aspire to be. Choose well.

ABOVE: Sample logo www.logoorchard.com/products_page/logos/ cafe-odd-bar/

ABOUT THE AUTHOR: Jan Bierman is a director of Rare HQ Ltd - www.rarehq.com. Rare provides ready-to-use logos at www.logoorchard.com. Check out our food industry logos – make your selection, we put in your name and you are ready to go. marketing matters

THE THYMES September 2012

Effectively COMMUNICATE Your Business Expectations While an employment agreement is an essential document in your business which provides a legal outline for employees and employers on the employment relationship, another important tool for communicating workplace policies is your House Rules. House rules provide information on some of the business’ key policies and communicates the employer’s expectations of how their employees should behave.

ome businesses may prefer to use a more detailed employee handbook, however for many businesses we have found that a simplified house rules template will be more suitable.

Having a written document outlining the culture of the business is an efficient way of orientating new employees and can also be provided to prospective staff members to highlight the business’ expectations of its employees.

Shouldn’t house rules become part of your employment agreement?

What should you include?

It’s not a good idea to include workplace policies in employment agreements and the most important reason is that from time to time you will want the ability to amend, add or replace policies. It is a much simpler process to do this if these policies are stand-alone policies or incorporated into a separate document like your house rules. Usually management will have a directive (often outlined in the business’ employment agreement) that the employer may introduce new policies, or amend or delete existing policies, at its sole discretion. If these policies are combined as part of your employment agreements, any changes would normally require the employee’s consent. Apart from this, employment agreements also tend to be lengthy enough without adding in your workplace policy provisions into the document. Having said that, you must still ensure that your house rules are consistent with the terms and conditions of the employment agreement that you have in place with your staff.

Do you really need to write them down? Verbal communication between management and employees is an essential part of establishing management credibility and developing team culture. However, it can easily be forgotten, misunderstood or misinterpreted. All important information should therefore be available in writing.

12 THE THYMES September 2012

Typically House Rules will include guidelines for employees on:  Rosters, timesheets, signing in (and out), punctuality  Grooming / uniform requirements  Breaks  Staff drinks / meals / staff discounts  Cash handling and stock control  Use of the business phone / computer / music

system  Disciplinary procedures  And more…

Once you’ve developed your house rules ensure they are in use with all employees—new employees should be provided with the house rules and should sign their acknowledgment that they have read and understand the policies. Any amendments over time also need to be clearly communicated to everyone and an employer must always be consistent when applying the policy.

Need help getting started? While every business is unique, the Restaurant Association has set out a house rules template which includes typical workplace policy information. This document is able to be easily customised by you to suit your individual operation. This document is one of the Restaurant Association’s free business guides and can be ordered by emailing info@restaurantnz.co.nz. Order it today, or if you have any queries regarding customising this template please contact the Restaurant Association employment team on 0800 737 827. employment matters

international update

November 2011

SELLING OURSELVES SHORT

encouraging your front line selling ability I was recently head judge of some regional industry awards which involved nearly three months judging the contestants from all corners of the region; reading portfolios, visiting food producers, suppliers, restaurants, wineries and cafes. It was on reflection, long after the completion of the awards, that I realised what a unique perspective this judging opportunity had provided. While the usual variations in product, decor and service quality were apparent, one particular behaviour was noticeable by its absence across almost all the organisations we judged. Hardly any front-line staff were ‘selling’. BY DAVID WILLIAMSON

his observation led to much discussion amongst the judges about the cumulative effect that all those lost sales could be having on the individual businesses and the industry as a whole. How much untapped revenue is available in our industry?

So, if operators were to focus on one area of training this year, could I suggest selling?

The lack of ‘selling’ was noticeable because, as judges, we could fully explore the product offering at each venue and we had a generous budget! This freedom from financial constraint put us in an unusual position where we were hoping the various servers would suggest something fantastic, with the cost not being a consideration.

Obviously, when you concentrate on what it takes for your frontline staff to become great sellers, the training tasks expand. I would suggest the following approach, assuming you have recruited warm, friendly and bright staff:

Naturally, like most of us, if I was dining with my family or friends, I would not be quite so unconcerned about the cost of suggested items. In addition, because of the judging perspective, we were hoping that each organisation would show itself at its best; that they would recommend amazing dishes, up-sell us to wonderful local specialities and reveal magnificent secrets that other competitors did not have. I am not suggesting that the staff should somehow know that we had a generous budget and therefore should up-sell; I am suggesting that up-selling should be a consistent part of what all staff do, regardless of customer budget. If it is done well, customers will not be offended and sales will result. Like most of the judging team, I have had many years experience in small hospitality businesses and fully understand the pressures and limitations that occur in this market. I know how limited time and resources are for training. So rather than offer the usual, broad, normative statements that often come from academic and theorists in hospitality “you should train more, you should have better service, you should invest in your staff etc. etc”, I thought I would focus on the one issue – selling. If I had to sum up most of the servers we encountered, I would suggest that they were young, friendly, welcoming, casual, generally adequate in technical service skills, but often poorly equipped to answer questions about the product available and thus incapable of up-selling effectively.

Test, Taste

Product Knowledge

High Profit Items

Ensure all customer-facing staff have in-depth and ongoing product knowledge training. Invest the time and money in ensuring your staff have tasted and consumed everything that you sell.

Partner this “experiential training” with great written notes that help your staff to match food and beverage and tell “stories” about the products. What products are local? What is special about the source, what is special about the cooking process? Ensure that your team can articulate attractive messages about your products – can they sell them? Be sure to pitch the selling at the right level, many customers don’t appreciate a “hard sell”, but will respond to genuine, well informed enthusiasm for a local dish or special item on the menu.

Select or create some high profit items (some may be expensive, some may be cheap – but focus on the profit margin) from your menu that you want your staff to sell. Make these items stand out by using local/unusual products or interesting cooking processes. Work with your team to create “scripts” that tell stories about these products and make them sound irresistible to customers. C ONTI NU ED ON FO LL OWI N G PA G E

employment matters

THE THYMES September 2012

FROM P REVIOUS PA GE, Selling Ourselves Sho rt

Motivate

Analyse

Incentivise your team to sell. This could be intrinsic motivation - by creating an interesting and rewarding training and development process around selling, you can motivate and encourage your staff to be committed to your business. This could be extrinsic motivation – by rewarding sales targets with pay or other tangible rewards. You need to think carefully about rewarding individual or team based performance – what will fit your business the best?

Monitor and measure. What are you turning over now? What is your profit? Engage in rigorous selling training and then measure what difference it is making to your bottom line after 3/6/12/ months. I believe there are many benefits to be gained for any organisation that engages in heightening their frontline selling ability. Expect a more motivated and engaged team. Expect an increase in revenue and profit. Expect an increase in positive customer feedback. Crucially, given the experience our judging team had, you may very well be the only operation amongst your competitors that is consistently up-selling – and that could be the competitive advantage that keeps you ahead. SOURCE: The 2012 Hospitality Report, which is available to Restaurant Association members at no cost and to the general industry, for $150.00. Contact us for your copy (info@restaurantnz.co.nz; 0800 737 827). advertisement

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international update

November 2011

HOW TO ENSURE YOUR BUSINESS IS CYBERSAFE If you have staff using company computers and mobile phones you might need to review your computer policy to ensure that your expectations around the use of these devices is clearly communicated to your employees. We have prepared a ’cybersafety’ policy that members can tailor for use in their own operations: This document outlines what <insert name of business> is doing to help ensure the cybersafety of the work environment. We are committed to maintaining the highest standards of professional behavior, and a work environment which is safe.

<Insert name of business> provides computer and mobile phone devices for work related activities. The amount of time spent on non work related usage should be reasonable and not interfere with normal work duties.

TURNING TABLES

Hospitality Training& Coaching

www.turningtables.co.nz The use of privately owned computer and mobile phone devices in the workplace or at any work related activity must be appropriate to the <insert name of business> environment. When using <insert name of business> computers or mobile phone devices at any time in the workplace you must not initiate access to, save, copy, show or print inappropriate, objectionable and/or illegal material.

<Insert name of business> computers and mobile phone devices must not be used to deliberately facilitate any illegal or inappropriate workplace behavior. This includes electronic communication that could cause offence to others, harass or harm them, or put staff at potential risk. If you are required to have a password or a staff number then please ensure this is kept confidential and not shared with anyone else. Users should not allow any other person access to any equipment/device logged in under their own user account, unless as part of authorized work. Staff must verify the contact details of recipients before sending confidential and/or sensitive information by either email or text.

 Keen to get your new or existing team up to speed for the upcoming silly season?

 Turning Tables specializes in on-site training for both Front of House staff and managers.

 Flexible times, creative and relevant training sessions which are held at your venue, create an effective way of up skilling and motivating your staff.

All email originating from <insert name of business> account may be perceived as representing the opinion of the owners and management of <insert name of business>. All personal opinions expressed must be clearly identified as such.

Contact Margaret Main

All computers, POS terminals and mobile phone devices should be cared for in a responsible manner. Any damage, loss or theft of computers, laptops, POS terminals and mobile phone devices must be reported immediately to your Manager.

m: 027 245 7233 or email: turningtables@clear.net.nz to discuss what options may be suitable for your business.

<Insert name of business> wishes to use resources in an environmentally sustainable way. The use of computers and printers and consumables can have a significant impact on this objective. Unnecessary use of paper, print consumables and power should be avoided. Users may not download, install or connect software or hardware onto <insert name of business> computers or mobile phone devices without prior authorization. Copyright laws and licensing agreements must be respected at all times. All material and links published on <insert name of business> website should be appropriate to the work environment. Published material can be posted only by those given the authority to do so. No employee may bring <insert name of business> into disrepute on any website or via any email communication . This includes any comments made about <insert name of business> employees, customers or management on any social media sites such as Facebook, Bebo or Twitter.

SPECIAL OFFER: The first five businesses to book in a training session (mention this ad) will also receive one complimentary 2 hour coaching session for their management team – “Training and Motivating your Team”. (Conditions apply)

Staff must report any incidents or virus alerts on computers or mobile phone devices. If the incident has possible legal ramifications, it must also be immediately reported to your manager. employment matters

THE THYMES September 2012

WHO NOSE? Our employment help line recently received a query regarding an employee who wanted to take sick leave to have “elective” (read cosmetic) surgery.

ur member felt that the staff member was not technically sick and could have had the surgery during either time off or while on annual leave. The Holidays Act 2003 does not give a definition of illness therefore any sickness or injury could be considered to be covered by sick leave, which in this case would include elective cosmetic surgery.

AVOID THAT KILLER QUESTION: 'Do you understand?'

Get this phrase out of your vocabulary! Think about it for a moment. If someone asks, 'Do you understand?', what is the typical response? Only a handful of extremely high self-esteem souls will answer it truthfully if they don't quite have a grasp on the matter under discussion.

rouble is, it's a closed question, and leads the listener to either a 'yes' or a 'no'. If you've just given some instructions, they're still absorbing them. Their subconscious usually hasn't had time to check if there are any gaps in the information received, apart from the obvious. Most times it's not until we start a task that we realise there's more we need to know. And if we're the giver of the information, we're usually too close to it to realise we've left out a vital piece.

More useful questions are:  I'm bound to have overlooked some details. What would you like me to

Or advice would be to have a discussion with your employee to see if they might consider taking annual leave as an option. However, if they decide that they wish to apply for sick leave (and they have sick leave entitlements available) then you will need to follow this route. Think of the alternative; imagine having a front of staff member with super puffy lips and a large bandage over their nose serving customers. Not an especially comforting thought – a bit of time off could be the best solution.

go over again?  You'll have some questions, I'm sure. What would you like to check on?  I know that's a lot of information to take in at once. Go away, have a

think about it, and come back in (and name a time that's convenient for you) with how you'll go about it, and any further questions.  So, what do you think is the best way to start?  What ideas spring to mind, or points that you would like to discuss further? Another good strategy is to insist that people take notes of your instructions. Almost none of us, no matter how clever (unless we've had special memory training), can remember more than a maximum of nine pieces of information at a time, and for most of us this number can be reduced to three or five pieces of information (depending, of course, on their complexity). I was running a meeting where one of the participants agreed to quite a number of actions. I began to get a little anxious when I realised she wasn't writing anything down. I knew from experience that she had a tendency to forget things. After the third action I said, 'Ann, would you like a pen and some paper?' 'Do you think I'll forget things, Robyn?' she said, a little defensive. 'Yes,' was the honest answer. With no further discussion she took the paper, made the notes, and delivered on her promises! Robyn Pearce CSP (Certified Speaking Professional) is the Time Queen. She mastered her own time challenges and helps people overcome theirs. She can show you how to transform your time challenges into high productivity and the life balance you desire. Go to www.gettingagrip.com.

THE THYMES September 2012

managing your business

November 2011

IF IT WAS EASY... Being a manager is something few of us set out to do. It’s an art and a science, but it’s also a tall order. You’re responsible for looking after and getting the best from a team – a team which may, at times, behave like small children. Pat yourself on the back for a job well done. BY NEVILLE AITCHISON

t’s nearing the end of the year! Where did all that time go? It’s about the right place for me to invite you to give yourself a pat on the back for the job you’ve done as a manager in the last nine months. If it was easy, anyone could do it!

You have to ensure they carry out their jobs according to whatever legislation your industry warrants. You have to know your rights, their rights, the company’s rights, the union’s rights. And on top of all that you are expected to do your own job as well.

It’s easy to adopt a head-down approach to life. It’s harder to remain cheerful, head up. Life tends to get fired at us at point blank range and there is barely time to duck. You get stuff shoveled at you from all directions.

Oh yes, and you have to remain cool and calm – you can’t shout, throw things or have favourites. This management business is a tall order….you are responsible for looking after and getting the best from a team. This team may behave, at times, like small children – and you can’t smack them. (Yes, yes I know you can’t smack children either!)

I’m never sure whether it’s better to be at the top shoveling stuff downwards or at the bottom shoveling stuff up. But I surely know it’s not great to get caught in the middle fending it off from above and below.

Yeah Right Strange thing, management. It’s something few of us set out to do in life, yet most of us find ourselves doing at some point. When the careers advisor asked you what you wanted to do when you left school, you said “I want to be a manager”. Yeah right. But here you are anyway. As a manager you are expected to be a lot of things. A tower of strength, a leader and innovator, a magician (conjuring up resources and extra staff at the drop of a hat), a shoulder to cry on, a dynamic motivator, a stern but fair judge, a diplomat, a politician, a financial wizard (no, this is quite different from a magician), a protector, a saviour and a saint. You are responsible for a gang of people that you probably didn’t pick, may not like, might have nothing in common with and who perhaps won’t like you much either. You have to coax out of them a decent day’s work. You are also responsible for their physical, emotional and mental safety and care. You have to make sure they don’t hurt themselves – or each other. employment matters

Buffer Zone As a manager, you are also expected to be a buffer zone between higher management and your staff. Nonsense may come down from on high, but you have to (a) sell it to your team, (b) not groan loudly or laugh, and (c) get your team to work with it even if it is nonsense. You have to justify the “no pay rises this year” mentality even if it has just completely demotivated everybody. You may have to keep secret any knowledge you have of takeovers, mergers, acquisitions, secret deals, senior management buyouts and the like, despite the fact that rumours are flying and you are constantly being asked questions by your team. You are responsible not only for people but also for budgets, discipline, legal matters, communications, efficiency, pensions, sick pay, maternity leave, paternity leave, holidays, time off, time out, time sheets, whip arounds and leaving presents, rosters, industry standards, fire drills, first aid, fresh air, hearing, plumbing, parking, lighting, stationery and resources. And that’s not to mention the small matter of customer. C ONTI NU ED ON F O LL OW I NG P AG E

THE THYMES September 2012

F R OM P RE V IO US PA G E, If It Was E asy …

You are expected to set standards. This means you are going to have to be on-time, up-front, smartly dressed, hard-working, industrious, latestaying, early-rising, detached, responsible, caring, knowledgeable, and an above-reproach juggler. You also need to accept that as a manager you may be ridiculed (think The Office), derided as a manipulative obstructionist pen pusher (think Yes Minister), and possibly even judged by your staff, shareholders and the public to be ineffective or superfluous to carrying out the actual job at hand.

An art and a science Management is an art and a science. There are countless training courses to assist you to become a better manager (you’ve probably been on a few).

Developing The Capabilities Of Your New Managers Supervisors or managers can make or break a hospitality business; they are the essential glue that binds a business together. They interact with customers and staff, and need to have an overview of the entire business. Often, staff are moved into leadership roles with little or no training – not usually a recipe for success.

Managers are the stuff that runs the world. We get to lead, to inspire, to motivate, to guide, to shape the future. We get to make a difference to the business and to people’s lives. We get to make a real and positive contribution to the state of the world. We get to be not only part of the solution, but provide the solution itself. We are the sheriff, the marshal and the ranger all rolled into one. We are the engine and the captain.

The HSI step forward programme is designed to up-skill people moving into management roles. It is a flexible training programme that can be completed within a year, and blends on the job learning with some e-learning, and off-job workshops. The total cost is $1,800.00 per person. On completion, staff will achieve the National Certificate in Hospitality, Operations Supervision Food & Beverage Strand, Level 4.

Take a bow for your management effort so far this year. Well done you. It’s a great role and we should relish it – it’s just not always easy. But as they say, if it was easy …

Developing the capabilities of staff is one of the greatest challenges a business has. Making sure that staff help make, not break, a business is vital.

Article by Neville Aitchison. First published in the June 2012 edition of Employment Today magazine, www.employmenttoday.co.nz . Reproduced with permission.

For more information phone Paul Butters on 021 283 0942. advertisement

THE THYMES September 2012

legal viewpoint

n e w 1 9z- 2e1 aa ulg ua nd culinary fare st, asb showgrounds, auckland

bonus nz culinary fare souvenir pages 19-24 download extra copies from www.restaurantnz.co.nz

Competitors Rise To The Occasion At NZ Culinary Fare Not everyone has the confidence to put themselves and their skills to the test in competition. Some dissenters may even question the relevancy of competing in a live competition arena. But come long to the NZ Culinary Fare and you’ll get a good idea of why people do it.

or sheer spectacle, noise, action, smells, buzz, and interest, nothing matches the New Zealand Culinary Fare. The atmosphere is literally electric; you see the focus on the faces of the competitors, you feel their nerves, you applaud and cheer along with the other spectators, you breathe a sigh of relief along with them as all those weeks and months of training pay off. I have nothing but admiration for those competitors who enter into the fray and for their workplaces who have supported them to get there. Many of the titles at the NZ Culinary Fare are closely contested and fiercely fought, with just a few points between them. This is a serious business; we’ve watched competitors analyze the daily results lest they give some hint at the overall outcome of some of the major titles. Hopefully those that competed in this event in 2012 take valuable lessons from it. Those that reached medal standard will have tangible results that will assist them in the future. What an impressive achievement to include in your CV. For all the others you have still put yourselves out there and I say again, I have nothing but admiration for you for doing that. I’m sure you have learnt a lot from the experience. Take away some inspiration from what you have witnessed this year, refine your skills and I hope return again to this kind of competition. Aspire to that next level. The Restaurant Association, along with our major sponsors Southern Hospitality, Moffat, Goodman Fielder, American Express and other industry sponsors, is committed to lifting the standard of the industry and to promoting excellence. Our industry will grow and improve when the individuals who work in it challenge themselves to push their own skill levels and passion to greater heights. We are committed to this event and to introducing new innovations for it to encourage continued industry involvement and support. Marisa Bidois Chief Executive, Restaurant Association

Congratulations to the winners of the following major titles at the 2012 NZ Culinary Fare New Zealand Chef of the Year (Sponsored by Moffat Ltd and Southern Hospitality) David Schofield, Star Anise, Auckland

New Zealand Pastry Chef of the Year (Sponsored by Equagold) Joyce Zafra, SKYCITY, Auckland

New Zealand Commis Chef of the Year

(Sponsored by Auckland Branch of the NZ Chefs Association) Kate Florence, Blanket Bay, Glenorchy

New Zealand Training Food & Beverage Person of the Year (Sponsored by Restaurant & Catering News) Alicia Doel, Manukau Institute of Technology, Auckland

Training Excellence Award (Sponsored by GTT) North Shore International Academy, Auckland

Secondary Schools Excellence Award (Sponsored by Hospitality Standards Institute) Manurewa High School, Auckland

Training Team of the Year (Sponsored by City and Guilds) Auckland University of Technology

New Zealand Bartender of the Year (Sponsored by De Kuyper Liqueurs) Evan Tollestrup, The Bramble, Auckland

New Zealand Regional Team Challenge (Sponsored by Turners and Growers)

The Hermitage Hotel, Mount Cook

Back To Back Victories For NZ Chef of the Year He chopped, he stirred, he conquered. Auckland based chef DAVID SCHOFIELD successfully defended his Chef of the Year title against contenders from far and wide, during the NZ Culinary Fare.

ver three days, the nine strong field tested their culinary skills in a range of challenges including cooking against the clock to produce a main and dessert within 90 minutes, and a new element, a theory test. The challenges were deliberately tough, says Marisa Bidois, CEO of the Restaurant Association of New Zealand.

“The NZ Chef of the Year is a very prestigious title, and it’s important that our winner be of the highest calibre. The fact that David was won this title, not once, but twice, shows just how skilled he is. “Not only are his culinary skills of the highest standard, his all-round business acumen topped the field as well. He is a deserving champion,” says Ms Bidois. Schofield, owner of culinary consultancy, Star Anise, based in central Auckland, says entering the Chef of the Year competition is a big commitment. “It’s several months of preparation backed up by a long career in the profession. The support of my sponsors and suppliers, and of course my wife Anna, have been a big part of my success.” With two wins under his apron, Schofield says it might be time to pass the baton on. “While retirement from competition is attractive, I can’t rule out competing in 2013. The prospect of the three-peat is appealing.”

FOR FULL NZ CULINARY FARE RESULTS GO TO WWW.RESTAURANTNZ.CO.NZ

Young Queenstown Chef Crowned Commis Chef of the Year

young chef, Kate Florence, from five-star resort Blanket Bay has claimed the prestigious New Zealand Commis Chef of the Year title, the third time it has gone to the luxury lodge. To achieve the title of Commis Chef of the Year, Kate competed in a triathlon event incorporating three different classes where she was judged on her skill set, ingenuity and creativity. All three classes required the use of New Zealand produce. Blanket Bay Executive Chef Corey Hume said Kate Florence was a deserving recipient of the title, ably demonstrating many of the skills that are taught in the kitchen on a daily basis. “Kate is one of those rare talents that you find in our industry at such a young age,” said Chef Hume. “She is a pleasure to teach and an integral member of our small but very talented team of individuals that form the dynamic kitchen brigade at Blanket Bay.” Kate’s success is the latest in a long history of culinary competition success for Blanket Bay. Previous chefs took the Commis Chef of the Year title in 2007 and 2009. Over the years Blanket Bay chefs Jason Dell, Mark Sycamore and Joseph Clark have all taken out major awards, including Chef of the Year. Chef Hume said the win demonstrated Blanket Bay’s commitment to excellence and the value of investing in the industry.

we thank these businesses for supporting the NZ Culinary Fare in 2012

employment matters

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GOLD MEDALS

In National Hospolympics For Two Young Stars Tessa Walker of Christchurch restaurant Cook’n with Gas, and Cameron Lock of the Upper Hutt Cosmopolitan Club showed they have what it takes to become future industry stars after being named New Zealand’s top hospitality apprentices in the annual HSI Modern Apprentice of the Year competition.

rganised by the Hospitality Standards Institute (HSI), the fast-paced national competition saw eight apprentice chefs and four food and beverage apprentices compete for their respective Modern Apprentice of the Year titles. Tessa was named winner of the HSI Cookery Modern Apprentice of the Year, and Cameron won the HSI Food and Beverage Modern Apprentice of the Year, awarded at the New Zealand Culinary Fare in Auckland at the end of August. Both gold medalists win a trip to the 2013 Melbourne Food and Wine Festival in March, and the opportunity to attend master classes there with international chefs and front of house stars. All the Cookery finalists received medals and a complimentary one-year membership to the NZ Chefs Association, as well as a prize package from vegetables.co.nz. The eight apprentice chefs vying for the title Cookery Modern Apprentice of the Year had to create recipes for a two-course menu, based on a list of ingredients given to them in advance and then cook those dishes within two hours. Each aspiring chef had, as the focus of their main course, a whole NZ King salmon delivered to their bench to scale, fillet and prepare according to their recipe. Tessa’s winning menu was a main of seared fillet of salmon rolled in capers and green herbs on a warm red pepper, bean and carrot salad, served with spicy cauliflower on truffled celeriac puree with balsamic glaze. For dessert, Tessa served rice pudding with orange cat tongue biscuits on strawberry coulis with an apple, mint salsa and crème fraiche. During August, each of the Food and Beverage apprentices was ‘mystery-shopped’ in their workplaces, to assess their customer service and wine-matching skills and their upselling ability. As the second part of the competition, the finalists had to recommend wines for a three-course dinner menu, and undertake a wine evaluation challenge. Each finalist received a medal and a prize package from Southern Hospitality Limited, as well as membership to the Service Professionals Association of New Zealand (SPANZ). HSI Chief Executive Ken Harris says the high standard of the competition and entrants indicates the strong future of New Zealand hospitality. “The twelve Modern Apprentices competing worked really hard to prepare for this event and are a great example of the talented, passionate young people that will go far in the hospitality industry,” he said.

for culinary fare results go to www.restaurantnz.co.nz

THE THYMES September 2012

new members

November 2011

WELCOME NEW MEMBERS... we would like to welcome the following new members of the restaurant association who have recently joined us:

congratulations... you have joined the only organisation that exclusively assists you to safeguard the viability of your café or restaurant. We will help guide you through the regulatory minefield that exists in today’s business environment. You have joined 1600 of New Zealand’s most dynamic and profitable hospitality businesses.

Andres Restaurant, Auckland Bushmans Grill, Auckland CAC Bar, Auckland Ciccio Italian Café, Rotorua Cobar Restaurant, Wellington Columbus Coffee, Onehunga, Auckland Curry King, Kerikeri Dawsons Catering, Auckland Esquires Coffee – Whangaparaoa, Auckland Fuse Café, Auckland Gengis Khan Botany, Auckland Habitual Fix – Airport, Auckland Impresso Dressmart, Hamilton Kati Grill, Auckland Kava Bar and Café, Waihi Knights Bridge Café, Auckland Kreem Café, Auckland Lamingtons Café, Matakana Little India - Glen Eden, Auckland Lobby Espresso, Auckland Lovely India Rotorua Manuka Wood Fired Pizza, Auckland Martinborough Hotel Bar, Martinborough Marvel Grill North Wharf, Auckland Mericia Waqanimaravu, Rotorua Mr India Palmerston North OE Cafe Ltd, Palmerston North Piha Café, Auckland Richmond Larder, Auckland Sopheara Camdodia Restaurant, Auckland TC McDougall Limited, Christchurch Thai 2 Go, Mt Maunganui

The Coffee Club – Albany, Auckland The Coffee Club Glenfield, Auckland The Coffee Club Taupo The Fish, Palmerston North The Original Cheesesteak Company, Auckland The Oyster Inn, Waiheke Island The Whiskey, Auckland The Woolshed Café, Palmerston North Tokyo Club, Auckland Valentines Pakuranga, Auckland Village Store Limited, Auckland Xulisa Food Trading Limited, Auckland

AND these supplier members supporting the industry... (go to www.restaurantnz.co.nz and click on ‘partners’ & ’industry guide’ for contact information on a range of industry suppliers of goods and services)

Mr Chips, Auckland www.mrchips.co.nz Mt Cook Alpine Salmon, Queenstown www.mtcookalpinesalmon.com Providence Foods Ltd, Auckland Rubbish Direct Ltd, Auckland www.rubbishdirect.co.nz Sealord NZ Ltd, Auckland www.sealord.co.nz Viking Food Wholesalers, Tauranga www.vikingfood.co.nz Wilson Hellaby Ltd, Auckland www.wilsonhellaby.co.nz

What’s On WHAT’S ON!

SEPTEMBER-NOVEMBER

- October 31 New Zealand International Film Festival, venues around the country

Restaurant Association Wine Introduction Workshop @ taste, Auckland presented by Margaret Main, Turning Tables

-Canterbury South Anniversary Day (regional public holiday)

www.nzff.co.nz

www.restaurantnz.co.nz

July

...

September

Restaurant Association professional development Maximising Social Media @ taste, Auckland presented by Luke Dallow

End of Term 3 (schools)

www.restaurantnz.co.nz

October

Restaurant Association professional development Emerging and First Time Managers @ taste, Auckland presented by Krishna Botica

18 Registration for Café of the Year closes

www.nzcafeoftheyear.co.nz

Daylight Savings begins

Spring Cooking Masterclass @ taste,

Seafest, Kaikoura

Start of Term 4 (schools)

www.restaurantnz.co.nz

www.seafest.co.nz

Hawke’s Bay Anniversary Day (regional public holiday)

Feast Gisborne, Waiohika Estate, Gisborne

Labour Day (public holiday

Auckland presented by Hayden MacMillan, TrBeCa Restaurant

www.restaurantnz.co.nz

Taranaki Halamoana Awards @ Matinee, New Plymouth

Marlborough Anniversary Day (regional public holiday)

www.feastgisborne.co.nz

2 04

November

www.halamoana.co.nz

-11 Food and Wine Classic, Hawkes Bay

Manawatu Hospitality Awards @ The Regent Theatre, Palmerston North

www.fawc.co.nz

www.manawatuhospitalityawards.co.nz

Guy Fawkes

Melbourne Cup

-10 Hong Kong International Wine and Spirits Fair, Hong Kong

-17 NZ Cup and Show Week, Christchurch

Winner of NZ Café of the Year announced

www.hktdc.com

www.nzcupandshow.co.nz

www.nzcafeoftheyear.co.nz

Canterbury Anniversary Day (regional public holiday)

Toast Martinborough, Martinborough

Air New Zealand Wine Awards announced, Wellington

www.toastmartinborough.co.nz

www.airnzwineawards.com

-18 Taste of Auckland

-18 Taste of Melbourne

www.tasteofauckland.co.nz www.tasteofmelbourne.com.au

events—national & international

THE THYMES September 2012

managing your business

November 2011

COMMERCIAL TENANCIES parting with possession

Obtaining landlord consent to an assignment or sublease of your lease is a standard requirement for commercial tenancies. While a tenant wishing to exit a lease will generally remain liable for the extent of the term of the lease (even following an assignment), a savvy outgoing tenant will try to improve its position by negotiating a release of its liability in place of new securities from an incoming tenant. Ben Hickson, Solicitor, Hesketh Henry, examines some of the types of securities which an incoming tenant may offer a landlord to ensure them of its financial stability, potentially giving you as exiting tenant some leverage to reduce or even extinguish your liability altogether. THE ADLS LEASE AND THE REQUIREMENT NOT TO UNREASONABLY WITHHOLD CONSENT

The ADLS Commercial Lease (currently in its Fifth Edition 2008(2) version), is the form predominantly used for commercial leases in New Zealand. Clause 34.1 requires the prior written consent of the landlord to any assignment or sublease, and requires (among other things) the outgoing tenant to prove to the satisfaction of the landlord that the proposed assignee or sublessee is respectable, responsible and has the financial resources to meet the tenant’s commitments under the lease. While the onus is on the assignor or sublessor entity to prove this to the landlord, the Property Law Act 2007 prohibits the landlord from unreasonably withholding or delaying consent to an assignment or subletting of your lease. Consent is deemed to have been given if it takes too long for the landlord to formally consent. In the context of an assignment to an unlisted company, clause 34.1(d) allows a landlord to require from the shareholders of the tenant company, a Deed of Guarantee ‘in customary form approved or prepared by the Landlord’. There is therefore some scope for discussion as to the exact form that this guarantee takes. Given the wording of this clause, it is not uncommon for landlords to ‘invite’ an assignee or sublessee to provide a specific type of security when they are conducting their overall assessment of that entity’s financial capabilities. TYPES OF SECURITIES COMMONLY OFFERED BY TENANTS

The determination of what constitutes an appropriate amount of security is a balancing act often requiring negotiation on both sides. It is subject to trends in the greater property market but also specifics of each case, for example, if an incoming tenant has a proven track record of running a successful business in the particular field for which they seek to use the premises, there will be less security required than a tenant new to the industry.

THE THYMES September 2012

Securities commonly offered are as follows:-

Personal Guarantees It is generally expected that those ‘behind’ the corporate tenant (in the company context, usually its directors and/or shareholders) will personally guarantee the contractual obligations of the tenant. This does not necessarily apply to large corporates whose goodwill and size alone may provide the landlord with a sufficient level of comfort to negate any need for personal guarantees. But for small to medium size businesses which make up the majority of the business community, the requirement for personal guarantees is generally not negotiable.

While this undermines a principal benefit of trading under a limited liability company, this is a practical reality and serves to provide the landlord with a level of commitment from the beneficial owners of the tenant. Any assets held in the name of a guarantor will be at risk, should an aggrieved landlord choose to pursue them in the event of default by the tenant. In considering the value of a personal guarantee a landlord may seek information and/or certified accounts on assets and liabilities held in a guarantor’s name, which will substantiate the value of the guarantee.

Bank Guarantees Where personal guarantees cannot be substantiated due to insufficient personal assets, an attractive additional security (or even alternative security, depending on the preference of the landlord) is a bank guarantee. This is a written guarantee from a lessee’s trading bank which honours that tenant’s commitments to a landlord, in the event of the tenant’s default.

Bank Guarantees are less common and are typically fixed to an amount of the annual rental payable. They may not be easy to arrange – a customer will need to have a good history with the trading bank and commonly, significant assets charged with existing securities in favour of the bank - but if obtained they are particularly valuable in the eyes of a landlord who is likely to prefer a bank guarantee limited to an amount of one year’s rent and outgoings over incurring expense in pursuing a director of a tenant company under an unlimited personal guarantee who is facing bankruptcy. legal viewpoint C ONTI NU ED ON FO LL OWI N G PA G E

FROM P REVIOUS PAGE, Comme rcial Tenancie s

substantiate the value of the guarantee. Bank Guarantees continued... One consideration for tenants when arranging a bank guarantee is that a bank will typically charge between 1% and 2.5% of the likely estimated liability (usually fixed against the annual rent). In these instances it may be worth negotiating with the landlord to reduce the rent accordingly. Another complication is that some bank guarantees are not assignable, meaning that in the event that a landlord sells its commercial premises, they are likely to require a tenant to obtain a replacement bond on the same terms in favour of the new landlord.

Security substantiate theDeposits value of the guarantee. Security deposits involve an agreed amount being lodged to a bank account in the name of either the landlord alone, the landlord and tenant jointly or (more commonly) the landlord’s solicitors. The terms of the deposit are agreed between the parties, and is usually on the basis that rent or outgoings may be deducted from the deposited amount agreed between the parties.

From a tenant’s perspective it will be important to ensure that a landlord cannot simply deduct money without issuing prior default notices and allowing the tenant a reasonable amount of time to remedy the default. The deposit should be held in trust in a separate account, and not ‘mingled’ with other funds of the landlord. Any interest earned on deposited money should also be held for the benefit of the tenant and the appropriate withholding tax should be accounted for. OTHER THINGS TO CONSIDER – BUSINESS USE

When entering into a new lease as tenant it is always preferable to agree on a sufficiently wide business use under the lease so that an application for assignment half way through the term does not also involve an application for a change in the business use. On the other hand a Landlord will generally (especially in a retail context) be trying to limit the scope of a business use, so it will not conflict with the use of other retailers in the complex. These two competing interests will need to be reconciled through negotiation between the parties. CONCLUSION

Many outgoing tenants do not expect to remain liable once they have assigned their lease and vacated their commercial premises. Unfortunately this residual liability (at least for the remainder of the term of the lease following assignment) is painfully real for many assignors who discover that their assignee has ended up in financial strife. Whether you are an exiting tenant or an incoming tenant, it is vital that you seek legal advice to negotiate a position with your landlord which will limit (if not absolve) you of potential liability, and ensure that any securities provided by you are fair given the present state of the market.

SPENDING BOUNCES BACK Recent figures released by Paymark, which processes about 75 per cent of all electronic transactions in New Zealand, show a rebound in national spending across their network. Paymark reportes a solid annual growth rate of 5.5 per cent in August. It is a step in the right direction after a tough winter for many business owners. The spending growth rate between June and August sat at a modest 3.8 per cent. Cafes and restaurants recovered strongly after a drop in spending during the month of July, with card spending up 8.8 per cent August-to-August. In contrast, spending is below the pre-Rugby World Cup levels of 2011 with a drop in spending during August amongst accommodation providers of -5.5%. Many regions in the South Island experienced particularly strong annual growth in August, with Southland (+9.8%), West Coast (+9.7%) and Canterbury (+9.4%) recording the strongest increases. Paymark CEO, Simon Tong said it’s encouraging to see that these areas have been recording above average spending growth over the past quarter. “For Canterbury especially, the growth may indicate signs of a continued recovery,” he commented. Nationwide, during August, the number of monthly card transactions was 5.9 per cent higher than a year ago, with credit card transactions (+6.0%) increasing slightly faster than debit cards (+5.8%).

Got questions? This article was written by Ben Hickson, Solicitor in the commercial property team at Hesketh Henry. ph: 09 375 8696 email: ben.hickson@heskethhenry.co.nz legal viewpoint

THE THYMES September 2012

REGIONAL ROUNDUP… HAWKE’S BAY

November 2011

news from

wine country

t’s windy in the Bay - really windy. Without a doubt it’s spring. There are blossoms in the orchards, bud burst in the vineyards, and restaurants and cafes alike are looking forward to greater sunshine hours and more visitors. Overall we had a relatively stable end of winter, with many reporting steady trade. A number of restaurants and wineries closed during July but came back strong when they reopened in August. There is plenty to keep us busy over September and October.  The Signature Dish competition kicked off on September 7th for the sixth year and runs to October 16th. This annual event is organised by Food Hawke’s Bay and gives our industry the opportunity to show off the best from our region. Each restaurant or cafe is challenged to create a dish that features at least 5 ingredients that are either grown, produced or supplied from Hawke’s Bay. They must also match a Hawke’s Bay beverage to the dish. The competition is judged by both the public and an anonymous panel. Many support the event as it epitomises what we represent – taking the best local products and using our experience and creativity to make them shine with our own style. In previous years the event has seen around 7000 – 8000 dishes sold over the 5 weeks, and we believe the public will once again embrace the competition.  The inaugural Hawke’s Bay Tourism Industry Awards are currently being judged, with the winners announced by Martin Snedden, the new CEO at Tourism Industry Association of New Zealand (TIANZ), on September 20. The concept of the awards is to recognise and celebrate the local heroes who deliver an exceptional visitor experience. This is a great initiative from Hawke’s Bay Tourism and in the words of their Chairman George Hickton, ‘every industry needs to stop and celebrate the positive’.

 Red + White Cellar hosted a fantastic Dog Point tasting at Milk & Honey, Negociants held a inspirational Guigal tasting at Pacifica (featuring the 2007 Chateau d’Ampuis) and Te Mata Estate held their annual Yum Char Trade Lunch on September 17th. Trade tastings are few and far between in Hawke’s Bay, so it is really fantastic to have the calibre of these wineries add our region to their itineraries.  New Napier restaurant ‘Mister D’, has hit the ground running. They have just appointed former NZ Sommelier of the Year Matt Judd who moves across from Elephant Hill Winery.  Jennifer Le Compte, owner of Opera Kitchen in Hastings, is about to open a new restaurant in the old F G Smith building in Ahuriri called - F G Smith Eatery.

Both the Napier & Hastings liquor licensing authorities have made it very clear that all licensed premises including restaurant and cafes - are always under the spotlight. Over recent months well known restaurants have been tested with undercover operations to ensure underage drinkers are not being served. Every licensed restaurant and cafe in Hawke’s Bay needs to take this very seriously and make sure all their staff understand the Sale of Liquor Act and their responsibilities. Fantastic to see Yvonne Lorkin’s new show ‘Thirsty Work’ on The Food Channel (Wednesday 9.30pm). The show features the hard working people from the wine industry. It was especially great to see people we know from Alpha Domus, Crossroads and Clearview (including the legendary Tim Turvey) on the first episode. We are now on the right side of winter and are all looking forward to the spring winds turning into a long hot summer. Warm regards, Sean Burns Hawke’s Bay Branch President Milk and Honey e: sean@themilkandhoney.co.nz m: 027 623 2223

THE THYMES September 2012

regional round up

REGIONAL ROUNDUP… ROTORUA

September 2011

kia ora from

rotorua

ia ora from Rotorua. The crazy spring weather is upon us and before we know it, it will soon be Christmas. Businesses around Rotorua have reported an up turn in trade with the spring

season.

I caught up with owner Bev Marshall from Ciccio Italian Café, last week to welcome her and her daughter Jo as new members of the Restaurant Association. Ciccio is Italian cuisine and the food is great. It was a bit of a blast from the past for me as I used to work around the corner at Arahia with Lynley Martin (Skyline Rotorua), and we would go and have coffee every day there. We would also have one of the many specialties, Belgium biscuits, for morning tea (which are made on the premises and to die for). I had a coffee and a Belgium biscuit when I popped in for old times sake and both still taste great. Jo also makes specialty cakes with a difference and the cakes are constantly in demand. Find Ciccio at 1262 Fenton Street Rotorua, ph: 07 348 1828, or go to www.ciccio.co.nz. Two members, Ray Singh from Indian Star and Bruce Thomasen, Skyline Rotorua, were recently featured in the local paper. Indian Star took out two awards at the Rotorua Hospitality Awards for Outstanding Chef and Outstanding Restaurant. Ray came to New Zealand in 1997 and worked for a few different hospitality businesses in Auckland and bought Indian Star in 2001. He believes in training for his team to ensure professional and friendly service. He is also very community focused. Rotorua’s best kept secret is finally out with a new partnership between Skyline Rotorua and Volcanic Hills Wines bringing an exciting new experience to Rotorua. The new venture involves Sean Beer, Brent Park (Volcanic Hills) and Skyline Rotorua GM Bruce Thomasen.

This will be the only place in New Zealand that you can take a gondola to a wine tasting experience and enjoy a 180-degree view of our city and lakes. The tasting room will be in the old gondola terminal which will re-open by December. The winery will take a little longer to complete and the aim is to have the first vintage made on the premises by March 2013. Volcanic Hills was launched in 2009 and are sold to restaurants around New Zealand, including Skyline Rotorua. They were looking for suitable central North Island sites and decided on Rotorua. This will bring a new wine experience that will appeal to locals and visitors, not to mention local employment opportunities. It is something we are all looking forward to here in Rotorua. Back in August my daughter Vanessa and I enjoyed feast, the cocktail function hosted by the Association which was held at the Langham Auckland. It was great catching up with old friends and making new ones. Prior to that the Association held their executive meeting which involved each of the regional presidents and CEO Marisa Bidois. It was interesting to note that feedback from the branches was all very similar. It is always great to meet with everyone and to share stuff. We also attending the Torque d’Or competition where Waiariki students were competing. Laura Adriano (front of house) a Diploma in Hospitality Management student trained by Thomas George won silver. The back of house contestants were Rex Austria and Digrag (DJ) Baghella, Diploma of Culinary Arts students trained by Bart Vosse and Jonathon Chemis. They won bronze. At Waiariki Institute of Technology, service in Kaiwhata Restaurant has started with my new intake of hospitality management students and it is going very well. Four of my students and myself also helped out at a function at Skyline recently. This is where it is important to keep the connection with industry alive. Naku noa na Sharon Wallace Rotorua Branch President, Waiariki Institute of Technology e: Sharon.Wallace@waiariki.ac.nz m: (027) 233 4146

regional round up

THE THYMES September 2012

REGIONAL ROUNDUP… TARANAKI

September 2011

tales from

taranaki

anfurly Shield rugby fever has struck Taranaki with a vengeance and don’t the locals love to see our boys winning. Even the filthy weather hasn’t deterred them from turning out in their thousands to watch the games. And as the games have been held (so far) on a Friday and Saturday night it’s meant some super quiet nights for restaurants. From a comfortable 65 guests last Friday night, down to TEN on the match night! An all time low for us here at the Bach and one I have no wish to repeat. We did recover some of that loss the next day with rugby followers coming out in droves for brunch, but I’d rather have had them for dinner as well. The next challenge from Canterbury will be held at 2.30pm on Saturday afternoon so that will have much less negative impact I’m hoping. I’m sure the sports bars will have picked up our losses. I noted a small article in the paper recently regarding a local 4 Square shop being prosecuted for selling alcohol to minors. Their first time caught apparently (new owners). They had to stop trading in alcohol for a week and their duty manager had her managers certificate suspended for 3 weeks. It struck a chord with me, as one of our staff members whom I have recently made full-time, was supposed to have started training for her duty managers certificate. What she hadn’t mentioned to me before starting her new role, was that she had been recently prosecuted for drink-driving and the consequence of that was she was banned from getting a managers certificate for 2 years. As the licensing inspector said to me “she can apply for her licence, but the police and the health department will object”. Far reaching consequences all round. Information packs for the Halamoana Awards have been sent out to all Taranaki establishments and the awards take place on October 28th.

Here at the Bach on Breakwater restaurant we’re celebrating another successful fundraising dinner for our local Hospice. It’s our 7th annual affair, and this time I decided to have a theme. A French theme with dress-ups. It was such a lot of fun, with guests arriving to a smoky French café atmosphere (thanks to a haze machine), tables clad in newsprint tablecloths sprayed with red checks and lined with old wine bottles with candles, and musicians playing French jazz and wonderful accordion music. The guests got into the spirit of things by dressing up—berets, moustaches and jaunty neckerchiefs abounded. We raised almost $6,500 for the hospice and everyone had a great time. I was afflicted with a raging sore throat on the day, and afterwards when everyone was asking me what I was going to do next year, I could only croak the immortal words of Madelaine Kahn who played the charming hooker in ‘Blazing Saddles’ – “I’m so tired… so vewwy, vewwy tired…” It was indeed a vewwy, vewwy good night! The latest Restaurant Association breakfast seminar was held at the beginning of September. Along with speakers from the IRD, Crombie Lockwood and the Dept of Labour, we heard from two of our local members. Joe Deegan from PIHMS spoke on how well trained service staff can have a positive impact on our profit margins, and Terry Parkes from Table at Nice Hotel gave us his views on hospitality trends that he’d noted in his recent trip overseas. This supported Joe’s views on improved service. I plan to have Joe come and speak with my own staff and inspire them to do things differently. (Joe would be happy to make the same presentation to any members that feel it may help. His contact details are right). It was a very informative and interesting morning. Barbara Olsen-Henderson Bach on Breakwater

Halamoana awards 2012– celebrating hospitality The Halamoana award committee has been working really hard on lifting the voting at these awards but it seems that some in the industry have a problem understanding that this is a voluntary committee trying to do what is best for ALL those involved in hospitality in the region. We are known as a vocal industry so we should be much more supportive of what is going on rather than just ignoring attempts to unite the industry. Halamoana stands for supporting and improving all things hospitality in the region and it is high time that the committee got some recognition for what they do rather than negative comments about how the awards are run. I would like to issue a personal invitation to anyone in Taranaki who does not support the Halamoana concept to contact me to put their view forward ~ or join the committee if you have ideas of how it can be done better. Joe Deegan Taranaki Branch President e: joed@pihms.ac.nz m: 021 758915

e: barbara_olsen@xtra.co.nz

THE THYMES September 2012

regional round up

REGIONAL ROUNDUP… WELLINGTON

regional updates

November 2011

from the capital:

hot plate coming through

Rumours, happenings and events The former Eating House restaurant on The Terrace has reopened as a pub called “The Pub”. The Red Ginger restaurant has closed on Tory St and will be the new premises for the Mexican Restaurant Pan De Meurte.

El Matador, an Argentinean restaurant, has opened on Cuba St. Satay Kampong on Allen St has closed. Big Bad Wolf, a new charcuterie café is to open on Wakefield St.

The Backbencher Pub is still closed from a fire it suffered a couple of months back. The cause was kitchen tea towels in a dryer.

Le Cordon Bleu Culinary School is having its grand opening on the 8th of October. The facility will be a huge asset to the industry in Wellington.

According to the fire service this is very common when restaurants do their own laundry using domestic appliances. These appliances don’t work well enough in a commercial situation to remove the fat and then the latent heat buildup can cause spontaneous combustion when left in a hot dryer. This is the second hospitality premises to suffer from this in Wellington so far this year.

Visa Wellington on a Plate was another huge success with over 15,000 customers attending a huge range of special events. The regions restaurants and cafes hummed with activity over lunch and dinner service during the festivals 2 week duration.

A number of new small Asian cafes are opening in a new development on Tory St. DB is transforming the ground floor of their regional offices on Blair St into a craft beer bar. The space already houses a small brewery which was in the space when it was the short lived Temperance Bar. They have been brewing beer under the Black Dog label for a number of months.

The craft beer festival attached to Wellington on a plate, Beervana, attracted 270 individual brews and was enjoyed by 8000 beer aficionados over the 2 day 4 session event.

Kind regards Mike Egan, Wellington Branch President & Restaurant Association National President e: monsoonpoon@actrix.co.nz m: 021 966 667

message from

marlborough This month in Marlborough is busy with the national I-site conference and several other conferences held recently at our convention centre. Grow Marlborough [a forum of tourism and related businesses] has held its first community event with the hosting of a very successful training and expo event last Sunday to engage locals and new residents with what we have to offer visitors. We want everyone to be a Marlborough Ambassador and support local attractions, restaurants, cafes and activities whenever their visitors are in town. St Clair Café and Cellar Door has been sold by the Crawford family to the Ibbotson family who are also the founders and owners of St Clair wines. Hunters Winery restaurant lease has changed hands from Dietmar Schnarre to Alain Hauswirth, who has previously been a founder of Le Café Picton, Figaros Café and most recently The Burleigh deli. In town a new coffee roaster Café will open in Maxwell Rd, where Cruisies Café has operated for over 20 years. New owner Matt Hellriegel is the owner of Ritual Coffee and wants to put the love into his coffee, with Mum Heather helping put the love in the food! Spring has sprung with Pinot weekend at Cloudy Bay and Speigalau judging the week before. There is snow to ski at Rainbow still so I am off for a ski before it’s all gone… Shelley Witchalls Branch Secretary Marlborough Branch Shelly’s Café and Larder e: shellyscafe@ruralinzone.net

THE THYMES September 2012

regional round up

November 2011

mainly of interest to

auckland members... news.

upcoming auckland events.

As reported in the last issue of the Thymes, the hospitality portion of the McKenzie Project development is all go. The Commons has been open for a good few weeks now and has been receiving rave reviews. Also open is Elske patisserie, Little Empire whisky and wine bar and the second Mexico. The North Shore Mexico has a bit more space than it’s Britomart sibling but the same eclectic feel. Still to come is Zomer, which is due to open early October and is bought to you by the couple behind Zus and Zo on Jervois Road. Exciting times for Takapuna!

2012

September

Mexico

Elske

Moustache is a little milk and cookie bar just opened, up from the Civic, with a tempting menu made up of, you guessed it, milk and cookies. The Nourish Group have bought five Cock & Bull’s. They are also expanding South with a new steakhouse in Queenstown opening soon.

XuXu

Come early November, chef Warwick Brown is all set to open Buttermilk , the next café to open in the rejuvenated Victoria Park Market precinct. Buttermilk will be a cafe by day, 7 days a week, but on Wednesday, Thursday and Friday evenings they’ll also offer a fixed price dinner menu. We also hear of some exciting things happening on Waiheke ~ more next time! auckland members

Restaurant Association Professional Development course: Maximising Social Media, presented by Luke Dallow www.restaurantnz.co.nz

End of Term 3 (schools)

October

Britomart is not done yet either. Smith has been transform by the Café Hanoi crew into XuXu. Described as a French Vietnamese inspired cocktail bar it also has a menu created by Café Hanoi’s executive chef, Jason van Dorsten. Construction has also begun in the central spaces of the Britomart precinct on a new garden-themed retail complex. ‘The Pavilions’ will feature eight boutiques clustered around a leafy courtyard restaurant space. The bistro-cafe at the heart of the development will be run by restaurateurs Scott Brown and Jackie Grant, whose Hip Group of establishments includes Richmond Road Cafe, Takapuna Beach Cafe, Cafe on Kohi and Rosehip Cafe in Parnell. They will also operate a dessert restaurant and patisserie at the back of the development, opening out onto Tyler Street. The Pavilions is scheduled for completion in December.

Moustache

Restaurant Association Professional Development course: Emerging and First Time Managers, presented by Krishna Botica www.restaurantnz.co.nz

Restaurant Association Visiting Hour at Shahi Café, Parnell 4-6pm

Spring Cooking MasterClass with Hayden MacMillan @ taste 6-8pm

13-14

Diwali Festival event, Aotea Square & Queen Street www.aucklandnz.com/diwali

Start of Term 4 (schools)

Labour Day

November 5

Guy Fawkes

Restaurant Association Visiting Hour, venue tbc, 4-6pm www.restaurantnz.co.nz

Melbourne Cup

Winner of NZ Café of the Year announced

15-18

Taste of Auckland, Victoria Park www.tasteofauckland.co.nz

THE THYMES September 2012

f e a s1 9ta u g ubs ty, t hf amous chefs e langham, auckland

Restaurant Association professional development, Maximising Social Media at taste, 45 Normanby Road, Mt Eden. Auckland (www.restaurantnz.co.nz)

Feast Gisborne (feastgisborne.co.nz)

Taranaki Halamoana Awards @ Matinee, New Plymouth (www.halamoana.co.nz)

Manawatu Hospitality Awards

If you are interested in finding out more, contact Paul Butters on 021 283 0942.

HSI have developed a programme called step forward which is designed to up-skill people moving into management roles. It is a flexible training programme that can be completed within a year, and blends on the job learning with some e-learning, and off-job workshops. The total cost is $1,800.00 per person. On completion, staff will achieve the National Certificate in Hospitality, Operations Supervision Food & Beverage Strand, Level 4.

New in a management position?

RESTAURANT ASSOCIATION OF NEW ZEALAND

3 1 glass of wine = 85 calories

until they have completely melted. The sauce contains the bones and all.

WWW.RESTAURANTNZ.CO.NZ

2 Worcestershire sauce is made from dissolved fish. The anchovies are soaked in vinegar

a more subtle “bouquet”.

pungent, exuberant, intense

9-18 MTHS

0800 737 827

Cellaring: unwooded

wooded 1-3

New Zealand Sauvignon Blanc is predominantly cold-fermented in stainless steel to retain its famed “zing”, though more examples are being produced using oak, wild yeasts & lees stirring to add complexity.

New Zealand Sauvignon Blanc is famed for its pungently aromatic green capsicum (bell pepper), gooseberry & lush passionfruit characters. Styles can vary from this traditional style to those showing fresh-cut grass, tomato stalks, melons & lime. The Marlborough region represents 80% of all plantings. North Island styles tend to show soft, ripe, more tropical characters, whereas the more southerly styles show crisper, lighter more vibrant styles.

Fish, Seafood & Shellfish Salad & Raw Vegetables Savoury Citrus & Vinaigrette Tomato

Food Matching ~ Sauvignon Blanc’s crisp acidity is delicious with a crunchy summer salad featuring capsicums, cherry tomatoes and vinaigrette.

Sauvignon Blanc

Wine Facts...

All Restaurant Association member businesses accept the Restaurant Association gift vouchers, so if a customer produces one talk to your manager about your establishment’s process for redeeming them. Gift vouchers sould simply be accepted (check the expiry first) and will be redeemed in full by the Association. If you have any queries you can also call 0800 737 827.

Recognise these…

1 The smell of young wine is called an “aroma” while a more mature wine offers

Did You Know?

(www.manawatuhospitalityawards.co.nz)

Hawke’s Bay Food and Wine Classic (www.fawc.co.nz)

02-11

November

Restaurant Association professional development Emerging and First Time Managers, at taste, 45 Normanby Road, Mt Eden. Auckland (www.restaurantnz.co.nz)

October

September

Key Dates…

rip it out and pin it on your noticeboard etc...

Industry update for hospitality staff, bought to you by the Restaurant Association of NZ

Hospo Thymes staff page

Marisa Bidois

Boulcott St Bistro, Osteria Del Toro, Wellington)

Bart Littlejohn (Sails Restaurant, Auckland) Steve Logan (Logan Brown, Wellington)

Andrew Targett (Elizabeth Café & Larder) Michael Turner Sean Burns (Milk and Honey, Napier) Marcel Rood (Raupo Cafe, Blenheim) Howard Morris (Harry’s Bay, Nelson) ) Cam Mitchell (The Bunker Restaurant & Bar, Queenstown) Joe Deegan (Pacific International Hotel Management School, New Plymouth) Hayley Scott (Zinc Café, Hamilton) Boulcott St Bistro, Osteria Del Toro, Wellington) Poverty Bay: Grant Bailey (Fettuccine Brothers, Gisborne)