Hotel Restaurant Solutions - Turning a Headache into an Opportunity
CHIPP by HVS Executive Search highlights critical issues to consider when outsourcing a hotel’s restaurant operations to a professional restaurant brand/operator.
In this unprecedented economy where hotel occupancy and rates are significantly down, hotel owner/operators are forced to closely review EVERY aspect of their operation to squeeze out profitability opportunities. If approached correctly, an area of great opportunity can be that of outsourcing property restaurant operations to a professional restaurant brand/operator.Currently there are over 50,000 hotel properties operating in the United States, most of which offer restaurant options to their guests. While most of these are profitable at a departmental level, when all of the hotel’s restaurant expenses are properly accounted for, a vast majority of venues are unprofitable. In addition, most lodging owners/operators consider the running of their hotel restaurant to be a necessary evil, as the operational and managerial demands far outweigh the related revenue streams. However, when done correctly, an effective hotel restaurant will generate greater restaurant sales and profitability, enhance REVPAR and increase asset value. The key is to retain the benefits of the restaurant operations, while outsourcing the headaches.
When evaluating a partnership with a restaurant brand/operator, the hotel owner must consider three key elements: deal structure, operational considerations and restaurant brand/operator selection. This article addresses these basic issues that influence both hotel owners and restaurant brands.
Deal Structures
Lease Agreement - The restaurant brand/operator typically operates the hotel restaurant with non-hotel employees and pays the hotel facility a percentage of gross sales. Best practice lease deals have pay-for-performance components built into the agreement including minimum base rent, profit sharing and performance termination clauses. In most cases a majority of the restaurant conversion cost is covered by the hotel with the restaurant brand/operator contributing a reasonable amount of capital to show commitment and have “skin in the game”.
Franchise Agreement - The hotel operates the restaurant brand with hotel employees and/or hires a professional third party restaurant management company (in some cases the management company will be the franchisee). The hotel facility will pay an upfront franchise fee and on-going royalty fees based on a percentage of restaurant sales. Although the hotel – as franchisee – still covers the cost of conversion, creative franchisors have worked with property owners to modify their design specifications to reduce overall conversion costs, allowing for a better ROI for the hotel owner/operator.
Trademark License Agreement - The hotel operates the restaurant brand with hotel employees and/or hires a professional third party restaurant management company (which may be affiliated with the Licensor). The restaurant brand will provide all menu-related support, (recipes, purchasing guidelines, menu design), initial training and may provide a key employee (e.g. executive chef, general manager). The hotel facility will pay an upfront license fee and/or an annual back-end fee based on net profits. While conversion costs are typically covered by the hotel facility, these fees may be capped at a certain level, requiring the Licensor to cover special equipment or design elements. We have seen overall fees paid in this deal structure decreasing recently for all but the most bankable brands and celebrity chefs due to a spate of failures.
Operational Requirements
- Will the restaurant brand/operator be working out of a shared kitchen (a kitchen utilized by other areas of the hotel operations i.e. room service, banquets)?
- What meal periods will the restaurant brand/operator be required to serve?
- Will the restaurant brand/operator be in charge of running room service and/or banquet operations?
- Will the restaurant brand/operator be required to work with union employees?
- Which group will handle initial and refresher training on the new restaurant concept?
- Who has control of the financial reporting requirements for the restaurant?
If the resolution of ANY of these items is not embraced by both parties we strongly recommend not proceeding with the partnership.
Restaurant Brand/Operator Selection
- Restaurant brand demographic analysis
- Restaurant operator experience with hotel operations
- Financial health of restaurant brand/operator
- Local competition (or lack thereof) within the segment
- Restaurant brand experience in other non-traditional venues
- Restaurant brand’s commitment to, and experience in, local marketing
In conclusion, if outsourcing of the hotel’s restaurant operation to a professional restaurant brand/operator is under consideration we are confident that a thorough deliberation of the points mentioned in this article will go a long way in structuring an optimal hotel restaurant solution, leading to greater restaurant sales/profitability, REVPAR acceleration and increased asset value.
About the Authors:
David Mansbach:
David Mansbach is Co-President, North America for HVS Executive Search specializing in retained executive search and compensation consulting for the restaurant, hotel and gaming industries. David is responsible for spearheading HVS’ Chain Restaurant & Hotel Industry Partnership Program (CHIPP), partnering leading chain restaurant operators with hotel owners looking to excel in the area of hotel food & beverage. He is also an investor in GrowthPoint Partners, an investment firm specializing in early stage restaurant companies including Chop’t Creative Salad, a ten unit restaurant chain with locations in NYC and Washington DC. David is a frequent lecturer on issues relating to executive selection, pay for-performance, corporate governance and executive leadership and has written many articles on these subjects with publications such as Hotel Business, Hotels Magazine, Chain Leader Magazine, Restaurant Finance Monitor and Chain Store Age Magazine.
Jeff Kolton:
Jeff Kolton is Founder of Franchise Market Ventures, LLC. and has entered into a joint venture partnership with HVS to execute on The Chain Restaurant & Hotel Industry Partnership Program. With over 25 years of experience at the highest levels within the legal, research, marketing and finance sectors, Mr. Kolton brings a unique perspective and an invaluable rolodex to every deal he works on. He has been a partner in one of the leading franchise law firms in the country (Kaufmann Gildin); founded and built the leading franchise research firm in the country (FRANdata Corporation); was a member of the Board of Directors of the industry’s leading trade association (the International Franchise Association), and was elected to the highest position among industry suppliers by his peers (the Supplier Forum).
