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INTRODUCTIONINTRODUCTIONMichael Augerg
C0 ‐ founder / Managing Partner
E i VP f O i G W kExecutive VP of Operations at GameWorks
23 years of restaurant and entertainment experience
Opened 30 entertainment venues in US and abroad
Concept development for over 15 different restaurant / entertainment venues since starting TMG
TRIFECTA MANAGEMENT GROUPGROUP
Trifecta Management Group (TMG) provides innovative concepts, efficient operations and value added solutions/systems to the restaurant and retail entertainment industries.
TMG is built around two simple, yet focused, ideas:
d ll d1. to create, manage and grow compelling, customizedrestaurant and entertainment concepts tailored on the specific needs of the marketplace
2. to maximize profitability for stakeholders of retail concerns focusing on product enhancement, sales, management and operating efficienciesoperating efficiencies
CUSTOM CONCEPTSCUSTOM CONCEPTS
CONSULTING CONSULTING
TMG’S CONCEPT DEVELOPMENT APPROACHDEVELOPMENT APPROACH
(New and existing concepts)( g p )
TMG PerspectiveThe success of every project is predicated upon having a The success of every project is predicated upon having a compelling restaurant and bar concept. Based upon the market, they may have a variety of entertainment options
All experiences within the venue must be executed at a high All experiences within the venue must be executed at a high level
Product must be right for the market
Pricing must be right for the marketPricing must be right for the market
Market must have a need for the concept
SELECTING A MARKET / CONCEPTSELECTING A MARKET / CONCEPTUnderstand the market demographics
Age and % breakdown
Income levels – must have over 90% of target with discretionary spending powerspending power
Competition – identify you competitive sustainable advantage
Build to your audience plus + (aspirational audience)y p ( p )
Create concept targeting your core user, not everyone in your marketplace
Exceed consumers expectation on the environment and qualityExceed consumers expectation on the environment and quality
Fill a void that exists in the marketplace
Build a compelling experience Build a compelling experience
DETERMINE BUSINESS LEVEL STRATEGYSTRATEGY
Low cost leader model (Wal Mart)Low prices / no frills
Middle model (Sears)Moderate prices / some differentiation
Differentiating model (Nordstrom’s)Quality is paramount / differentiation
BUILD THE BETTER MOUSE TRAPBUILD THE BETTER MOUSE TRAPThere are only 160 FEC’s in the USy
What are you going to build?
We shape the industry
Conceptual components – Combine the right elements• Food and Beverage
Full service restaurantFull service restaurant
Fast casual
• Bowling
d• Arcade
• Laser tag
• Live entertainment
• Sports viewing
BUILD THE BETTER MOUSE TRAPBUILD THE BETTER MOUSE TRAPEnvironment
• Look and feel• Audio / visual enhancement• Female friendly
Spatial relationships• Understand traffic flows• Create connected energy zones• Complimentary environments adjacencies
Execution• Deliver upon the promise
The ability to execute is your only sustainable advantage over time
THE CORNER ALLEY
SHENANIGANZ
UPTOWN ALLEY
LATITUDE 303
MAXIMIZING REVENUESMAXIMIZING REVENUESFOCUS: How do you maximize top line sales?
Revenue drivers (conceptual components)• ALL aspects of the experience must be competitive and need to stand
alonealoneProduct differentiationWhat do your target customers want?
C t t bl i• Create repeatable experiencesSelect and package core products to increase frequency of visitationDo not build a theme park experience – 1 time a year visit
• Complete experienceCapture all discretionary entertainment AND dining dollars whenever possible
REVENUE STREAMSREVENUE STREAMSTransient
• Cater to the available target audience with discretionary incomed sc et o a y co e
Socially active adultsFamilies with childrenA id th t t ti t b i thi t Avoid the temptation to being everything to everyone
• Women80% of dining decisions are made by the women of the 80% of dining decisions are made by the women of the householdConsider this when making all menu, environmental and conceptual decisionsconceptual decisions
REVENUE STREAMSREVENUE STREAMSEvent ‐Contracted
• Corporate
• SMERF (social, military, educational, recreational, fraternal)
• Social (birthday parties bar mitzvah's etc )• Social (birthday parties, bar mitzvah s etc…)
Day partsBuild a model where you can drive traffic in all day parts
• Lunch
• Happy Hourppy
• Dinner
• Late night
REVENUE STREAMS EVENTSREVENUE STREAMS ‐ EVENTS
REVENUE STREAMS PROMOTIONSREVENUE STREAMS ‐ PROMOTIONS
REVENUE STREAMS –TARGET AUDIENCE
WHY FOOD & BEVERAGE?WHY FOOD & BEVERAGE?• Provides another reason for guests to visit your venue and something they
l d d l ti kalready do several times a week
• When done correctly, it improves appeal for ancillary revenues ‐ corporate events and other F&B dependent or complimentary functions such as live events and other F&B dependent or complimentary functions such as live music.
• The weekend entertainment user is dining out already, so capture The weekend entertainment user is dining out already, so capture discretionary entertainment and dining dollar
• Extends the average length of stay
• Expands earning potential to weekday lunch, happy hour and late night day parts
• Improves concept appeal for developers
RESTAURANT INDUSTRYRESTAURANT INDUSTRYThe past 50 yearsp 5 y
• Special occasions
• Primarily independent ownership
• High end or low end modelsHigh end or low end models
• Marginal quality
S i d dUS Restaurant industry today• 906,000 restaurants
• $604 billion in revenues / 4% of GDP
• 10% of the US workforce – 12.8 million employees
• Positive sales growth in 2011 – 3.6%
RESTAURANT INDUSTRYRESTAURANT INDUSTRYAverage person dining out 2‐3 times a week
Average active adult dining out 4‐5 times a week
Cost of dining continues to drop while quality continues to riseIt is estimated that in the next 3‐5 years, it will be less expensive to dine out
ti t hverses eating at home
Groceries cost are rising at 6% annually, a rate of 2.5 times that of meals in a restaurant
RESTAURANT INDUSTRYRESTAURANT INDUSTRYComplicated Business Modelp
Extremely competitive# 1 failure rate of any new business in US# 1 failure rate of any new business in US
Complicated operationReal time manufacturing of a custom productReal time manufacturing of a custom productReal time customer serviceVast majority of work force are transient in nature
Everyone is a food expertEvery person has their own preferences on what flavors they like and don’t like
BOWLING BASED BUSINESS MODELS
TRADITIONAL
L.B.E.
BOUTIQUE
HYBRID
TMG ENTERTAINMENT VENUES FINANCIAL MODELSFINANCIAL MODELS
CREATING A SUCCESSFUL F&B EXPERIENCEEXPERIENCE
Think about your favorite restaurant and what makes it your y yfavorite?
Dining is a very personal choice
Understand what resonates with your target audienceUnderstand what resonates with your target audience
Menu items, flavor profiles, price points and theme are all critical decisions when creating a restaurant concept
Pricing is critical and must not exceed core audience discretionary spending capabilities
Target casual dining price points $8‐14 core menu pricing
Highly competitive so don’t take it for granted…it is not a build it and they will come.
All t ft F&B i t t i t ft th ht d All too often, F&B in entertainment venues are after thoughts and operated as such
CREATING A SUCCESSFUL F&B EXPERIENCEEXPERIENCE
Commit to being in the food and beverage business
Entertainment venues have to break an established paradigm of poor food quality
Great food and service is now the basic standard in the restaurant industry and a must for entry.
If you don't have a compelling and competitive F&B product, don't y p g p p ,be in the business
COGS target 29‐31%
A strong value perception is important...balance between portion, quality and price
Labor target 29‐31%Labor target 29 31%
Labor intensive business, so understand the investment upfront
CREATING A SUCCESSFUL F&B EXPERIENCEEXPERIENCE
Theater of the Senses
Ensure the environment and food stimulates all 5 senses
Exposition style kitchens, proper lighting, finishes etc….all contribute to a dining experience
Comfortable and cool bar environments
Understand how lighting music and video caters to your Understand how lighting, music and video caters to your audience
Done correctly this will assist in creating unique environments based upon day part
REESTAAURRA
NTTS
TRASN
A ADITIO
ACK B ONAL
BAR S L CEN SEATI TER
NG
REESTAAURRA
NTTS
CUSTOMIZE ITCUSTOMIZE ITIdentify what is missing in your market or identify a niche you can fill
• Full service or fast casual are both viable options
• It does not have to be high end cuisine, just good food and a comfortable environment
Create a compelling menu with food that people will crave• Think about your own favorite restaurants and what makes it special
• Merchandise your product so it sells itself
• Broad categories of cuisine targeting your audience
• Look and feel of menu should promote the food and does not have to tie Look and feel of menu should promote the food and does not have to tie into bowling or other conceptual elements
MENN
U O OFFEERINN
GS
MENN
U O OFFEERINN
GS
MEN
UUS
TTRADITIO
NNAL CEN
TEER F&B
MEN
UUS
CUSTOMIZE ITCUSTOMIZE ITRole of Bars in an entertainment venue
• Social gathering place
• Alcohol is a social lubricant
• Elevates guest experience• Elevates guest experience
Bar programs
• Have fun with the programLook and feel of menus
Specialty drinks – be creative and let cocktails sell itselfp y
Handcrafted beers
• Tie and in introduce the latest drink programs popular in the industry
• Target 22% COGS• Target 22% COGS
BBAR EN
VVIRO
NNMEEN
TSS
SSPORRTS BA
RR
DRIN
K O OFFERINN
GS
MEN
UUS
MEN
UUS
CUSTOMIZE ITCUSTOMIZE ITFloor plan and layouts
• Square footage
• Restaurant layouts
# of seats
Bars
Spatial relationships
• Exhibition style kitchensy
• Bar Layouts
Locate to create energy and tie spaces together
Heart of the venue
Island bars to promote socialization
E i t• Environments
Theater of the senses
FLLOOOR PLA
NNS
FLLOOOR PLA
NNS
GUEST EXPERIENCEGUEST EXPERIENCEBuilding repeat visitation is essential for a successful restaurant and bar
• With lower profit margins, frequency of return from regulars and positive word of mouth is a mustpositive word of mouth is a must
• The busiest bars have the largest % of regulars
• Entertainment centers 5% in marketing / 2% in restaurants
• Guest service and consistency is paramount for a viable long term restaurant and bar business
PEOPLEPEOPLE• Experienced managementp g
• Hiring ‐ Profile your people by positionh hHire the right person
How much time and effort is placed into hiring the right person in your business?
d d b h hMost operators spend time reacting to issues created by hiring the wrong person
• AuditionsHire what you can’t train, manage what you don’t hire
It is all about the personalities in the service industryp y
PEOPLEPEOPLE• On going developmentg g p
100% of the guest experience is delivered by the hourly staff
Don’t set it and forget it! ‐ If people are your number one asset, how much g p p y ,time do you spend on ensuring they are developed and trained?
OPERATING SYSTEMSOPERATING SYSTEMSHire smart, train hard and work easy, y
• Human Resources – Focus on hiring the right person
• Comprehensive Training Materials
• Operating manuals
• F&B Administration ‐ Prep recipes / presentations
INTERDITION
Hire the right person
and and personality
TRIFECTA LEARNING SOLUTIONS
Provide comprehensive t i i t ltraining tools
Training and Development
Provide continual learning programs for all team membersall team members
54
Systems and Operating Procedures
TEM UTENSIL MON TUES WED THURS FRI SAT SUNEK
SHELFLIFE A P A P A P A P A P A P A P
ce 40 2 oz Scoop 7 Days40 Tong 3 Days
LINE CHECK DATE: ______________
CHICKEN TENDERS
INGREDIENTS:
Kit h
40 Tong 3 Daysp 40 Portioned 3 Days
40 Slice 1 Day165 2 oz Ladle 7 Days40 Tsp 2 Days
Mix 40 Tong 2 Days40 Tong 3 Days40 Tong 3 Days165 2 oz Ladle 3 Days165 Bag 3 Days40 Tsp 3 Days165 8 oz Ladle 3 Days165 8 oz Ladle 2 Days40 5 oz Bag 3 Days
e 40 Blt 7 Days165 2 oz Ladle 1 Day40 Tong 3 Days165 8 oz Ladle 3 Days
ed 40 G Hand 2 Days165 2 oz. Ladle 2 Days40 Tsp 3 DaysRM Blt 30 Days
oup 165 8 oz Ladle 2 Days165 Tong 30 Min
INGREDIENTS:Chicken, Tenders (4 pieces) 6 Oz.Fries, Steak 4 Oz.Salt, seasoning SprinkleDressing, Honey Mustard OR 2 Oz.Sauce, BBQ OR 2 Oz.Dressing, Ranch 2 Oz.
PREPARATION STEPS:1. Place 6 oz. (1 preportioned bag) of chicken tenders into a fryer basket. Submerge the basket in
Kitchen administration tools
will assist in i
ga 40 Tsp 2 Dayst HCS Towel 2 Hrsur RM Tong 1 Day
Pie 165 8 oz Ladle 2 Days20 0 G Hand 3 Dayso 40 Tong 3 Days
165 8 oz Ladle 3 Days40 Tsp 2 Days
ed 40 Ts 3 Days40 G Hand 3 DaysRM Bag 3 DaysRM Tong 3 DaysRM Blt 7 Days
350¡ oil for approx. 4-5 minutes, or until the tenders are golden brown and begin to float.2. Remove from oil and drain, removing excess oil.3. Place tenders on a plate @ 9:00.4. Place 4 oz. of steak fries @ 3:00.5. Place 1 piece of green leaf @ 6:00 and 2 oz. of dressing choice in a bullet on top of the green leaf.
11Ó PLATE / 2 OZ. RAMEKIN
LATE NIGHT MENU PRESENTATION:
1. Place tenders in a basket @ 9:00, steak fries @ 3:00 anddressing bullet @ 6:00.
consistencyCOLD TABLE / STEAM TABLE LUNCH
kengs
Red &GreenPepper
Mix
Sauerkraut
GrillOn.
GrillMush Stew
Microwave
4 oz.Ham
Portion
LeafSliced
RedOnion
ColeSlaw
Chili Marinara
ed Sliced
4 oz.TurkeyPortion
5 oz.CornBeef Gravy Gravy Colcan
SheppardPie
CottagePieed
oesSliced
CheesesPortion Gravy Gravy Colcan. Pie Pie
REFRIGERATOR UNDER COLD TABLE TABLE UNDERSTEAM TABLE
oyne ValleyShells Stuffed
Mushrooms
Fish Cakes Grouper CheeseTriangles
8oz. Stk12 oz.Strips
6 oz. Pre- 8 oz. Pre-
SoyWine Vine
AlfredoOlive Oil
B iBBQ
SauceBuff
SauceHonMust Seasoned Flour
55
Boxty Cod CookedChix Brsts
CookedBurger
BrowningWochest.
Sauce Sauce Must. Seasoned Flour
Questions and Answers