WHNetwork Blog

Party Affiliation: Wine & Hospitality

Current Job: Your Industry Job Board

Birth Date: 10/15/1999

Interesting Fact: Originally launched as WineCountryJobs.com - a job board for the wine & hospitality industry in Northern, CA. Grew to encompass the US in 2001.

WineAndHospitalityJobs.com: "Where I Want to Take the Wine & Hospitality Industry"

We find ourselves at a crossroads in the industry. It's a time where you can go to any tasting room or coffee shop and hear people expressing the same anxiety about the future; hear them convey the same uncertainty about the direction we're headed as an industry. Whether it's the closing of large numbers of the casual dining chains, the globalization of the wine industry, or the challenges facing hotels as people curtail travel, you hear people say that we've finally arrived at a moment where something must change.

Ladies and gentlemen, this is our time. Our time to take control of our recruiting costs. Our time to build better businesses by recruiting the best within this great industry. Our time to have a job that is freer and kinder, more prosperous than ever because we stop wasting too much time wading through resumes from candidates outside the industry; we stop wasting huge amounts of money advertising on mega-job boards or with outdated print advertising. We can take control by utilizing an industry specific job board and a resume database built of qualified industry professionals. And then someday, someday, if our kids get the chance to stand where we are and look back at this time in history, they can say that this was the time when the wine & hospitality industry renewed its commitment to lower cost recruitment. They can say that this was the time when HR & recruitment professionals found their way. They can say that this was the time when we learned to dream again.

Where I stand on the issues

Low cost job posting:

I believe that all employers, small independents to larger corporations should have access to low cost job posting, which is why I support $125 posting for all, not only that but for a full 45 days! Some of my competition charges up to $425! This kind of greed in unacceptable, stand up for your rights and say "no."

Industry resume database:

I believe all industry employers should have low cost access to an industry resume database, giving them the opportunity to search over 100,000 active and passive job seekers, at a price that will not break the bank. That is why I offer unlimited resume access with all featured employer packages. I stand for the little guy, the one who needs pricing to meet the needs of the smaller employer!

WineAndHospitalityJobs.com will continue to fight for your right to attract quality industry candidates - and at a lower price than my opponents!

It's November 4th - Be Sure to Vote!

Single Job Posting Cost Comparison:

Career Builder: $419
Monster: $385
HCareers: $425

WineAndHospitalityJobs.com: $125. Your listing is live, editable and refreshable for 45 days. We have posting packages with resume access to meet your budget needs.

Our resume database (the only online resume database of wine & hospitality professionals) contains over 105,000 users.

Save time…
Save money…
Be in compliance…

Gain peace of mind

Our Virtual University is now offering a greatly expanded number of training & certification classes specifically for the hospitality industry.

Across all industries, the popularity of online learning has surged in the last few years, although even more so in the hospitality industry, where business hours and budget can be a huge impediment to regular classes or seminars.The Sloan Survey of Online Learning, “Making the Grade: Online Education in the United States” shows that 62 percent of chief academic officers say that the learning outcomes in online education are now “as good as or superior to face-to-face instruction,” and nearly 6 in 10 agree that e-learning is “critical to the long-term strategy of their institution.”

Our courses provide each user the opportunity to learn at their own pace, with 24/7 access and technical support. These advances in learning technology have made it easier for both small and large businesses to stay in compliance with the law, without breaking the bank.

Courses are now available in the following areas:

* Alcohol Seller / Server
* Food Safety
* Human Resources - Sexual Harassment Prevention & Education
* Nutrition & Nutrition Education
* Tobacco Seller

Each course is broken into modules by state with content customized to each state's requirements, making the training easy to manage, even for companies with locations in multiple states.

Our online course prices are the most competitive available for the industry. (We encourage you to investigate this for yourself.) In addition, bulk pricing applies for 10 or more registrations with the ability to save up to 50%! Click for bulk pricing info.

More information on each course is available at our virtual university.

Onsite Sexual Harassment Prevention Seminars are also available in Northern CA.

Last week we asked you about the economy and its effects on your business. It seems that companies take one of three approaches, "adding services," "cutting costs," or "raising prices" so that is how I have broken down some of the quotes (we're sorry we can't print every comment).

Adding Service(s) or Lowering Prices/Production:

"Planning consumer events wherever possible."
"We noticed people have adjusted their comfort level about $10. We used to be able to move $30 and under wines with ease but that level is now $20 and under. We recently had a Spanish Tempranillo for $8.99 and blew through 6 cases. People still want their wine but are looking for bargains and those great bottles of wine under $20 if not under $10."
"Some of the 40+ members of out hotel company are offering specials, rate reductions, and/or add ons, particularly for multi-night stays."
"We are hosting local Winemaker dinners. They happen once a month and seem to be the difference in breaking even and coming up short. We are also renting our venue out for private functions on our days or hours when we are dark, which also helps with some extra much needed cash flow. Also, we have started an 'Early Bird Special' 5:30 -7:00PM every night. We are trying to keep the three course meal at a 20% food cost and sell as many of them as we can. Every one wins: the customer gets a great three course meal for $25, and we are able to keep the doors open. How has it been working? Some days are GREAT. Other days it's like a ghost town."
"We introduced a $13 Thursday at the wine bar with a pound of mussels and a draft beer for $13. It's packed. We are watching our expenditures VERY closely. Every night we look at labor costs. Our management is on a performace based pay and they are working hard to make sure their numbers are met. Wine buying is limited, buying a few bottles instead of a case and letting inventory run down and adjusting the list so we don't have to sit on too much inventory. Sending people home before OT starts. Bringing in staff 15 minutes later every day (it adds up to 7k a year!)."
"The first step was to assure that pricing was competitive and service was better than the competition."
"Now is the time to ensure every guest has the best experience possible."
"Marketing to current custonmers to keep them. Offering discounts and deal for new customers as well."
"We are looking at adjusting our tasting room pricing and give incentives to buy in the way of rebates on tasting fees if they buy wine."
"We're keeping our costs as minimal as possible: car pooling, public transportation, no raise of fees and little incentives for returning clients."
"Continued and increased specials and reductions."
"More personal funds to keep operations going. Slightly delaying vintage release duirng unstable stock market."
"Producing lower cost wines so we can maintain or increase our margins."
"We've revamped our website and have stepped up our online marketing efforts. More owner capitalization, repeat customer discounts, email campaign to go with the direct mail."
"Staying in touch with every customer that walks through that door. Letting them know how much you appreciate them going out and eating at my place. Offering 2 for 1s and other discounts."
"We will be offering coupons to our regular customers. We are going to participate in different benefit events and hand out coupons for January (when we really feel the crunch)."
"Putting together events with other local businesses to promote us together."
"We'll be hiring another sales person in order to be more aggressive in reaching new retail outlets and to better service existing accounts."
"Expanding the menu to ensure all economic groups are considered. Ie, those that only want or can afford a side dish with a soda instead of an entire meal."
"Historically, economic difficulties actually show an increase in wine consumption. Unfortunately this increase is usually in the lower-end portion of the market and the premium and ultra-premium products suffer. That's why we asre trying to get into some lower-end wines - to capture some sales to offset our losses in teh higher end."
"Decrease production slightly."

Cutting Costs:

"More efficient internet/wine club delivery methods. As a fulfillment agent for small wineries my job is to get wine in the hands of the consumer in the most cost effective manner while keeping the margins high enough for the small wineries to stay in business. By using a cooperative approach we have been able to drive down overall operating expenses for our wineries by as much as 20 percent in these areas."
"Watching every penny spent - increasing outreach efforts, not advertising but networking and generating press."
"A lot of brainstorming & quick and dirty costs/benefits analysis."
"In the restaurant business you really only have two choices: cut labor or raise prices. Raising prices right now is out of the question if you cater to to families and locals as I do. As owners we work more in the store but that makes it hard to get out and promote more. I send out coupons to try to get some dollars in so I can meet expences but there is no profit in that.I have paid someone to go out monthly and remind all the hotels, B&Bs, wineries that we are here and please think of us. I give out free lunches or dinners to the top people in these places to keep us in mind when they refer others."
"Our company has laid off employees, which I have never seen in the 15 years I have been at this property. All marketing and travel has been cut and complimentaries are scrutinized more than ever. Very Big Brotherish."
"Reduce our labor costs, deliver our fresh baked goods ourselves rather than use and outside delivery service, expand outside our immediate trading area using the internet, remain optimistic!"
"Decreasing days and hours tasting room is open, looking at staff, watching inventory very closely, cutting back on ordering items until absolutely necessary."
"Reduce extraneous expenses i.e. local advertising, invest our advertising dollars towards the customers we already have, search out new clients."
"Cut all spending not completely necessary."

Raising Prices:

"We're raising prices."
"We are increasing prices."

(There were more ofd these - however they all say pretty much the same thing!)

The way people feel about is all over the board, optimistic to fatalistic. Your short term outlook (less than one year) is pretty bleek, with not a single person admitting to being "very optimistic." However people seem to feel that a little time will cure all. Asked about long-term outlook (2+ years) 69.2% are "very optimistic about the economy." Here are a few of your thoughts:

"The situation is very bad and we are are small family owned winery, without vineyards, and going into the time of year that is normally our busiest followed by the time of year we are the slowest, the holiday season does not appear to offer us the hope and business we count on to carry us through the slow times.....does not seem like there is much hope and our dream and everything in terms of resources may be lost....... "
"August was quite slow, September was highly variable with several "best ever" sales days in the tasting room."
"We are really counting on this election to give people a new feeling of security and hope."
"I call it the Rhett Butler effect...I've always been energized by economic challenges. It's no fun financially but it does eventually turn around so I might as well use this time to work hard so I can coast somewhat later."
"Our semi annual meeting will take place early next month, at which time the member innkeepers will discuss how they are responding in order to survive during this time. It has been commented that the media is partially to blame for the current situation. The group's banding together, sharing creative solutions and group marketing are more important than ever."
"Market managers must take this matter into their own hands and find solutions themselves. Aim for selling very high ticket and very low ticket items. Those there are and will be a market for. It's all the bread and butter in the middle that will be a huge problem."
"I'm hoping for the best. This can't last forever."

Last but not least - my favorite creative idea: "Diverting traffic to come through our parking lot and wearing nothing but a sandwich board." (can you send photos?)

Let us know how you are doing and what is working (or not working) for you!

-Margie

Living and working in tough economic times

Chinese Proverb: "May you live in interesting times"

These times seem so strange -- like nothing I remember before. I remember the energy crisis in the 70s, other times when the stock market dove, etc, but nothing quite like now. I was wandering around the plaza in Sonoma with my daughter, who was here visiting from outside Spokane, WA. It seemed every store we went in we overheard people saying things like "Oh, that's lovely, but I'm not spending right now." And fact is, well, I'm not spending right now either.

Of the people I have spoken to, I can think of only one who doesn't feel impacted by the economy -- yet. It seems everyone from hairdressers to retailers to restaurants to big box stores are being effected; sales are down across the board. Three car dealerships in the Bay area closed their doors in one week!

What about our industry? What changes have we already made? What changes are we willing to make? What changes will we be forced to make? How many will simply go out of business?

We'd like to know how your business is being affected, and to ask for your thoughts, opinions and ideas, and hopes for the future. Next week we will share what you have told us. Maybe one of your ideas will help someone else save their business... Let's try and get through these times together.

Click here (now closed) to tell us your views on the economy.

Be sure to tune in next week to see what you all had to say!

-Margie

Customer Satisfaction Surveys - They're Not all Bad News

A couple of weeks ago I wrote about a bad experience I had in a local tasting room, and the importance customer satisfaction surveys play in providing businesses the feedback they need to be able to turn around unpleasant experiences, save customers, and prevent future repeats. And while we know that there is incredible (you might even say indispensable) value in this, customer satisfaction surveys aren't just about receiving bad news, they are also important messengers of good news!

A well designed survey not only provides feedback on what needs fixing, and what you can do better, but also provides vital information on what you are doing right. Kimberly Ritrievi of Vino 100 Tampa Bay tells us that not only have they learned that their customers do not want them to carry wines with familiar labels (something they had been considering), but also that they trust them to select unique wines from boutique wineries and have urged them to keep that philosophy. They had another unexpected bonus - they learned exactly where their customers were coming from, and were able to cancel expensive advertising that was not bringing in customers.
Kenn Madsen of the Culinary Institute of America at Greystone tells us that surveys were previously done in-house and the results were polluted. Guest feedback that was negative was often pulled from the results. Kenn says, "Working with an outside party has been tremendous. We know that we are guaranteed real live feedback from real live people. The number of responses has also gone up. It creates a warm & fuzzy feeling for me."

Kenn states that another positive aspect has been that employees get the good with the bad. That they accept this and know that it can be a learning experience. "The people responding to our surveys are people that care enough to write. Our servers know that we are not just focusing on the bad or the negative. Everything is up front and nothing is hidden. It's an open agenda."

One of the CIA programs is the PDP - Personal Development Plan. Part of the goal setting in the PDP is the hospitality / customer service goal. The CIA utilizes their Guest Satisfaction Survey percentages to monitor performance and measure trends over time. They then meet with managers and staff to discuss what is going right and what they need to improve if the results show a downward turn.

Kim Clifford, from the Bonneville Hot Springs Resort & Spa tells us that the surveys have been very beneficial for them to be able to identify areas of improvement for the business as a whole. "We could not do that without this feedback. The surveys also help us to recognize employees who have gone above and beyond in customer service areas. Guest comments help us in both areas. It has also been so nice to see where we are succeeding, and getting the guests' suggestions has been helpful."

In these uncertain times, it is more important than ever to be on top of your game – to know where you need to improve and to continue to do what your customers already highly value. For a free consultation call us at 707-933-0687 or email me at Margie@otlconsulting.com.

-Margie