Deliveroo announces integration with Lightspeed ePOS system

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Food delivery market leader Deliveroo and ePOS vendor Lightspeed have announced their integration. Lightspeed customers will now be able to see and process Deliveroo orders directly in their ePOS system.

The integration can help entrepreneurs easily incorporate delivery into their business plans, and will empower restaurateurs to become more efficient and increase their profits. This integration will be available to Lightspeed customers only.

An end to chaos, mistakes and extra costs

This integration is the innovation hospitality operators have been waiting for. Previously, offering food delivery meant having to deal with too many iPads behind the counter and the additional work of manually re-entering delivery orders into the ePOS. Not only was this a time-consuming and inefficient way of working, but it was also costly as most restaurants would need a full-time employee to take care of processing delivery orders. This integration solves both problems, eliminating the need for multiple tablets and ensuring that stock updates automatically.

Jerome Laredo, VP EMEA of Lightspeed, states: “At Lightspeed, we have always had a vision of a connected hospitality world and we strive to make our restaurateurs’ lives easier by providing them with the tools they need to grow their business.

We want Lightspeed to be the management hub for restaurants. This integration with Deliveroo is a great example of how we can give our customers an incredible opportunity to partake in the rapidly growing food-delivery market while making their operations a lot more efficient, and we are particularly pleased with that.”

Deliveroo is the first food-delivery company taking a step towards partnering with ePOS providers and remain enthusiastic about the possibilities the integration offers.

Mathieu de Lophem, General Manager, Deliveroo Benelux: “With the goal of helping restaurants thrive, Deliveroo is constantly innovating. Our partners have told us that integrating with their sales systems is such an important step in them being able to provide delivery services – that’s why we’re excited to partner with Lightspeed globally.

Through this partnership, we help restaurants cut out needless time inputting orders into sales systems. This allows front of staff to focus on delivering an amazing dine-in experience, while enabling restaurants to boost revenues through delivery orders.”

For restaurants and other hospitality operators the benefits are clear:

  • Staff processing delivery orders can be reallocated to front-of-house roles, improving the customer experience in store
  • Huge time saving, allowing restaurants to quickly process more orders
  • Reduced risk of errors when inputting orders, providing a better experience for customers
  • More counter space, decluttering the working space for restaurant staff

Nicholas Steiner, Lightspeed customer and owner of Yoobi in London is already using the integration. He says: “Up until now, each delivery order had to be manually transcribed from Deliveroo into Lightspeed by one of our team members. This process was laborious, and opened us up to mistakes which resulted in customers getting an incorrect order and making accurate reporting a challenge.

The integration is exactly what we needed as orders arrive into our Lightspeed system seamlessly. This now allows us to make orders quicker and with greater accuracy for our customers and allows us to have accurate reporting. Not only is the system faster for us, it has also allowed us to reduce our labor costs as at the volume of orders we had on a daily basis, we needed to employ one person just to enter orders into our system. Team is also happy as entering orders into the system all day was not very popular.”

About Lightspeed:

Lightspeed is a Business Partner of the Institute of Hospitality. It is the UK’s leading cloud-based management system for hospitality and retail. With more than 50,000 retailers and restaurant owners, Lightspeed processes over £12 billion in transactions per year in more than 100 countries. Lightspeed customers see on average a 20% increase in their sales within the first year. Lightspeed was founded in 2005, with its headquarters located in Montréal, Canada, and has offices in the Netherlands, Ottawa, New York, Ghent, Brisbane and london.

More information, please visit www.lightspeedhq.co.uk

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Media coverage for Planday Brexit survey

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Earlier this month (12 June) the Institute partnered with workforce collaboration software company Planday to launch their YouGov survey of hospitality managers and staff to find out how prepared they are for Brexit and what impact they think it will have on their business and jobs.

The media coverage from the launch was highly successful, with a total number of 42 pieces of both online and broadcast media. Our chief executive Peter Ducker FIH took part in a total of 13 radio interviews with stations such as BBC Radio Scotland and Jazz FM, with a reach of over 2.4 million people.

There was a total of 29 pieces of editorial coverage, including Press Association, the selective newswire service which feeds the British media, alongside online coverage in the Independent.

The survey received strong pick-up across the hospitality and HR trade media, such as The CatererBig HospitalityHotel OwnerHospitality & Catering News and Boutique Hotelier, some of which included insights from the Planday Brexit Survival Guide.

The coverage did not stop at just the UK, as the research was picked up globally in the US, India, Indonesia, Germany, South Africa, France, Sweden, Portugal, and even included an article in Welsh.

All members will receive a printed copy the Brexit Survival Guide with their copy of HQ Magazine this July. The guide is packed with smart tips on recruitment, retention and staff engagement.

Download your Brexit Survival Guide here

 

 

Institute of Hospitality Awards 2018 Winners

280 hospitality professionals came together this week (19 June) to celebrate the very best in people development at the Institute of Hospitality Annual Dinner & Awards.

(For coverage of the Hospitality Assured Awards, click here)

web BaxterStorey -talent development team of the yearTalent Development Team of the Year – BaxterStorey
Sponsored by Tchibo

BaxterStorey’s nine-month graduate programme fast tracks candidates into managerial roles. Now in its seventh year, it receives over 500 applications from hospitality graduates per year, proving how popular and recognised the programme is.

In 2017, BaxterStorey launched its newest training initiative: the Service Academy. Designed to ensure hospitality staff across the business are equipped with skills and confidence to provide a service to rival that of a five-star hotel, the initiative is the first of its kind within the hospitality industry. It was developed by graduate Gabrielle Le Roux AIH who successfully completed the WSET Wine Educator programme and led the application for BaxterStorey to become the first UK Contract Caterer accredited to deliver WSET courses. This also makes her the first APP educator within the foodservice industry, and she is responsible for running the training available to all 8,500 BaxterStorey staff.

web PPHE Group winnerBest Student Placement of the Year –  PPHE Hotel Group
Sponsored by Pitmans Law

PPHE Hotel Group’s you:niversityplus undergraduate placement programme has been crafted into a learning curriculum specifically designed to support the students’ development and journey in accordance with the Springboard INSPIRE kite mark. PPHE has engaged with several UK and Netherlands based universities, including Surrey, Bournemouth, Brighton, Leeds, Manchester, Portsmouth, Plymouth, Birmingham, Chester, Sunderland, and Stenden Hotel School.

Sixteen successful students (out of 140 applications) went through the selection process.
Regional training manager Paresh Vara said: “Inducting our students in the right way was important to us. We wanted them to feel welcome and know that they had made the right choice by joining our company. We designed a ‘Fresher’s Week’ full of great induction activities, starting on their first day with our company induction workshop: Connect!

“A Whatsapp group was created prior to the arrival of the students. We also provided them with an induction workbook, the Discovery Book to track their learning and serve as a reference tool throughout the placement. Their Fresher’s Week also consisted of a hotel welcome, a “get to know London”, using Twitter and Instagram to snap #landmarkselfies. Their week ended with a treasure hunt across the London hotels.”

web Hilton - best grad schemeBest Graduate Scheme of the Year – Hilton UK & Ireland
Sponsored by Ecole Hôtelière de Lausanne

 Hilton UK & Ireland’s Management Development Programme was introduced in 2012 with the objective of developing the future talent pool for operational roles (assistant/departmental manager). The overall aim is to cultivate and prepare individuals who have the potential and drive to reach at least departmental manager status within 18 months. Their experience includes two nine-month hotel placements in the UK covering two main areas in each placement (F&B and front office), five residential workshops and two business-driven projects.

The graduates are assigned a hotel senior leader as mentor and also have a ‘graduate group leader’ who oversees four or five of them as a peer-group to provide additional support, guidance and direction. Since the programme’s inception in 2012, it has successfully filled 58 leadership positions.

web outstanding award Enam AliOutstanding Contribution to the Industry – Enam Ali MBE FIH
Sponsored by JING

Enam Ali MBE FIH is among the most prominent British Asian personalities and the man behind revolutionary change in the curry industry. He began his community work by establishing numerous trade associations in the 1990s and published the industry’s first and leading trade publication, Spice Business Magazine, in 1997. Subsequently he founded the Annual British Curry Awards in 2005 which is dubbed as the ‘Curry Oscars’. He is also the founder of multi award-winning restaurant Le Raj and recently established a training restaurant Le Raj Academy @ NESCOT college. Alongside this, Ali has developed outstanding relationships in the political arena as a member of the Home Office Hospitality Advisory Panel. In 2009 Enam was appointed a Member of the Order of the British Empire (MBE) in the 2009 New Year Honours for his services to the Indian and Bangladeshi restaurant industry.

web judges special award The Grand FolkestoneJudges Special Achievement AwardRobert Richardson FIH and The Grand, Folkestone
Sponsored by Planday

Peter Ducker FIH, chief executive, Institute of Hospitality, commented: “Robert has demonstrated a tireless energy and determination to support colleagues, using creative and inspiring methods to attract and retain an engaged and enthusiastic team despite not having the funds and support of a big brand behind him.”

The following organisations were Highly Commended by the judges.

web concord highly commended

Best Graduate Scheme Highly Commended – Concord Hotels

web the ritz highly commended

Best Student Placement Highly Commended – The Ritz 

web good hotel group highly commended

Talent Development Team Highly Commended – Good Hotel London

The Institute of Hospitality Annual Dinner & Awards 2018 were generously supported by the overall sponsor workforce collaboration software company Planday. The other event sponsors were Meiko and aslotel. The venue sponsor was Park Plaza Westminster Bridge.

The judges were Angela Maher, Head of Hospitality School at Oxford Brookes Business School; Wendy Sutherland, Managing Director, Ramsay Todd; Alex Wilson MIH, House Manager at Rocco Forte Hotels.

If you would like to register your interest in entering the 2019 awards or attending the event please email your contact details to events@instituteofhospitality.org and we will keep you updated.

Thanks to all those who attended and shared the event via social media. Follow the conversation #IOHAwards on Twitter – @IoH_online

 

 

 

The remarkable rise of Starbucks in China

56 alan hepburnOur man in Shanghai, Alan Hepburn FIH, provides an analysis of Starbucks’ expansion in China, a country with no tradition of coffee-drinking. What lessons are there for other western businesses looking to break into this vast market?

Last week I was sat in the 30,000 sq ft Starbucks Shanghai Roastery, about five minutes walk from my apartment in Shanghai. I was there for a business meeting, trying to decide between Sumatran, Ethiopian or Nicaraguan, when I realised I was next to a couple of friends. After a quick chat, it occured to me that even in a city of 35 million people with change being constant and exponential, it’s a small world.

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Howard Schultz at the opening of Starbuck’s Shanghai Roastery in December 2017

I arrived here in 2000 as manager of the Portman Ritz Carlton and remember chatting with Howard Schultz when he came to open the first Starbucks in the city (Beijing opened the first one in China in 1999). I somewhat naively asked if he was planning on opening many? He looked somewhat incredulous at my ill-judged question. “We expect 100 in the first year,” he said. They now have 3,000 stores in China and are opening one every 15 hours – projecting 5,000 by 2020.

I was new to China and frankly had not observed much coffee-drinking going on. But what I had missed was … well, pretty much everything.

What Starbucks saw in China was four things: firstly the growth potential in the middle/upper middle class who want to buy an upscale Western experience.

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The floor space of a Starbucks in China is substantially bigger than in the West. People have business meetings, social gatherings, go on dates and get interviewed for jobs in China’s Starbucks. The saying here is: “The first two thirds of your cup is for enjoying, the last third is for staying.” Three quarters of all coffee drunk in China is consumed by 25-35 year olds and 99% of retail coffee sales is instant, but that will change.

Secondly, Starbucks’ growth in China shows the importance of not removing the essence of what makes you successful elsewhere, but shows how this needs to be adapted. As Roy T Bennet once said: “The past is a place of reference, not a place of residence.”

The Macha Frappuccino (220 – 440 calories depending on size) is a huge seller here. Green tea powder, loads of cream, milk and vanilla syrup and not a hint of coffee in sight. I have struggled in the past to get a simple espresso, as very few people are drinking them in China. But that will change.

The Roastery here is a modern-day F&B masterpiece with all the theatre of coffee roasting, artisan bread-making and stunning retail. But take a look at what people are consuming and it’s a lot less coffee than you might expect. But, as I say, that will change.

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The Chinese are not big coffee drinkers, but that has not been a barrier to Starbucks’ success

Thirdly, brands which understand progression from entry-level to premium do very well here. There are famous dumpling shops where you pay four different prices according to where you consume the same dumpling.

The last thing Starbucks understood was marketing. Their social media presence was well-established and generally ahead of most Western brands in China during its first decade here. The rest tried catch-up and some succeeded but most failed. Telling your brand story here needs content and context and it better be entertaining and fun. I spoke with the head of marketing for one of the world’s biggest and coolest sports fashion brands two years ago and he was telling me they had just moved into mobile platform selling. That’s like arriving today in Scotland and telling them you just invented whisky.

Sadly, many Western brands can’t grasp the speed of change and that the Chinese consumer is dynamic, developing and learning quickly. By the time many companies work out their ‘China strategy’ the market may have moved or changed.

I’ve lost count of the number of UK companies (including the famous ones) I speak to and meet with who bring a rigid ‘what made us successful in the past will determine all our action for the future’ attitude and end up closing shop, heading home and blaming China.

Don’t get mad, get prepared. Starbucks’ next Roastery opens in Milan, the home of great coffee and design.  But before we mention coals and Newcastle, I’m betting Starbucks have that well-covered too.

Alan Hepburn FIH has spent more than 30 years in Asia in the hospitality and lifestyle sector. Having run some of the world’s best hotels , he then developed, opened and operated China’s first luxury lifestyle company: the multi-award winning Three On The Bund in Shanghai. The Hepburn Group is a Shanghai/Singapore-based boutique consultancy that works with hospitality and F&B companies from the West, helping them navigate the challenges of market-entry and growth in China and Asia.

 

 

 

 

 

 

 

Gender balanced management teams make for safer and more engaged employees, Sodexo study finds

Sodexo GenderBalanceStudyInfographic

Study of 50,000 Sodexo employees finds teams with gender diversity achieve better results across the board

International services company Sodexo has found teams managed by a balanced mix of men and women are more successful across a range of measurements including employee engagement and health and safety.

The five-year study of 70 Sodexo entities across different functions represents 50,000 managers worldwide and tested the performance implications of gender-inclusive work culture. The study examined women across all levels of management – not just upper-level leadership positions – in order to investigate the “pipeline” that will ultimately affect gender balance at the top tier of businesses.

Sodexo’s study found that non-financial factors can also significantly benefit from a more equally structured leadership, with benefits including;

Gender-balanced management reported an employee engagement rate that was 14 percentage points higher than other entities

Gender-balanced entities saw the number of accidents decrease by 12 percentage points more than other entities.

Gender-balanced entities had an average client retention rate that was 9 percentage points higher than other entities.

Gender-balanced entities had an average employee retention rate that was 8 percentage points higher than other entities

Operating margins significantly increased among more gender-balanced teams than other teams.

The pattern of results indicated that a near-equal balance of men and women in management was critical to observing gains in financial and non-financial KPIs. Once the proportion of women in management exceeded 60%, the benefits plateaued, confirming that a mix between 40% and 60% is necessary for optimal performance.

Analysts also found a direct correlation between the percentage of women in the total workforce and those in management, indicating gender-balanced workforces and leadership create an environment supportive of career growth for women. This lends support to the idea that gender parity in top leadership is closely related to the pipeline of women in the workforce.

Sodexo, already a leader in diversity & inclusion, is breaking new ground in gender parity. Today, women represent 50% of its board. Thirty-two percent of senior leadership positions are held by women globally – a 6% increase at the very top levels since 2013.

Middle management and site management positions are balanced at 46%. Currently, 59% of the total workforce works within gender-balanced management.

The Sodexo Gender Balance Study originated in 2014 with Sodexo’s desire to improve its gender parity in leadership throughout the management of its 425,000 global workforce and to expand previous outside research on gender parity in the workplace.

The full report can be accessed here: http://bit.ly/2tmBIbm

 

 

How restaurants are reacting to Vegetarian Month

March is vegetarian month. Recent news shows that an estimated 29% of evening meals in the UK are vegetarian or vegan. These numbers only seem to be increasing, but just how is the hospitality industry reacting? Wayne Redge reports

Reports show that sales of meat-free ready meals were up by 15% in January compared to 12 months before. Vegan numbers went up from 150,000 in 2006 to 540,000 just a decade later, with 1.2 million vegetarians in addition to this in the UK. Not only that, but there has been an uprising of ‘flexitarians’, those who reduce their meat consumption by choosing to have meat-free days. As a result, evidence shows that 25% of people in Britain have cut back on how much meat they eat. With all of these figures on the rise, the transitions to a meat-free way of living aren’t just a ‘fad’.

Signs of the hospitality industry acknowledging these statistics has come with many different reactions. Nando’s, the Afro-Portuguese chain restaurant known for its chicken, has been consistently adding to its range of vegetarian and vegan options over the past few years. The spiced chicken giant has now announced that two more vegetarian dishes will be added to its menu: golden brown halloumi sticks served with a pot of sweet chilli jam dip to start, alongside a new main of Veggie Cataplana (a South African inspired stew dish.)

A host of vegetarian restaurants are also popping up, giving people who have adopted this lifestyle a lot more options. Run by former mentee of Gordon Ramsay, Minal Patel, “Prashad” is a 2 rosette and Bib Gourmand standard Indian cuisine restaurant. The personalised and crafted menu boards created by Smart Hospitality encase an all vegetarian menu that has been the talk of popular review site, Trip Advisor, since the restaurant opened its doors. Receiving the “Most Talked About Restaurant On Trip Advisor Award” and a “Certificate of Excellence” on the site, it is proof of the popularity that a vegetarian restaurant can receive by focusing its efforts towards a collective audience.

January of this year saw a mass of high-profile restaurants trying out full vegan menus or dishes for ‘Veganuary’. Harvey Nichols brought a full vegan menu to its OXO Tower restaurant in the shape of a three course vegan meal and vegan wine list. Upon opening their menu cover, guests were welcomed by the sights of Grilled Tofu with Miso and a Poached Pear and Blackberry Dessert.

tom-aitken-vegan-burger

Even Michelin Star chef, Tom Aitken took part in his Tom’s Kitchen restaurant . Teaming up with vegetarian burger company, The Vurger Co, he served up a hoisin glazed mushroom patty with pak choi, red cabbage and crunchy spring onions ( pictured above). Due to the success of this vegan burger, he has adopted a vegetarian burger to his main menu since then.

The amount of vegan festivals has seen a massive increase too, with at least 75 festivals lined up for 2018 in the UK alone. The festivals are a celebration of the natural lifestyle whilst also introducing its participants to new vegan restaurants and foods that they may not have tried before. Restaurants are creating pop ups at these events to promote themselves to the vegan following and gain some new supporters.

So, with the popularity of no-meat lifestyles on the rise, it is clear that restaurants have an opportunity to increase their offerings and enable themselves to appeal to a wider clientele. If 25% of evening meals being eaten are meat free, would restaurants do well to make 25% of their offerings meat free? It might even serve as a cost effective alternative whilst not compromising on quality.

Wayne Redge is marketing assistant, Smart Hospitality Supplies

Quotas for female managers?

On International Women’s Day (8 March), Serena von der Heyde FIH MI makes the case for affirmative action to achieve greater diversity in the boardrooms of the hospitality industry19 Serena von der Hyde FIH

Like a lot of people, I don’t like quotas – I don’t think they are fair – but recently I have started to think again. Nearly 60% of the UK workforce in our industry are women yet only just over 20% of our managers are women, and these figures have been almost static for more than 20 years.  We know that businesses with more women leaders are more successful and more profitable, so why aren’t companies rushing to develop and promote them?  The benefits of diversity are proven, but still progress in achieving diversity is glacially slow.

We want a fair workplace for our young women and men, and optimum performance for our businesses, and yet a compelling business case has failed to bring about change; then should we consider quotas?

Quotas have been shown to get results, and fast.  They have been used across Europe to promote women in politics and business since Norway started in 2003.  Many countries including Iceland, France, Spain and now Germany have followed suit, and the numbers of board-level women have risen in those countries. What’s more, there is some evidence that where quotas have been in use for some time, diversity becomes self-fulfilling. The culture and infrastructure has changed to the extent that women and men are coming through to leadership levels in equal numbers. In Belgium, the quota system states that both sexes must be represented for applications for roles in politics, and recently it is male applicants that have been hard to recruit. For quotas to work, they need to come with strict repercussions. In France, businesses were threatened with de-regulation if they failed to meet quotas. In Spain there were no sanctions for not meeting quotas, and as a result Spain has been far less successful. Quotas without teeth are ineffective.

One of the main arguments against quotas is that they prevent promotion on merit. We want the best leaders for our businesses regardless of gender. But I challenge the notion that our meritocracy is working. If it was, wouldn’t we already have more women leaders? The truth is that our societal and cultural background is failing to provide a level playing field for our aspiring women leaders.  More women than men are graduating from our universities, and, on average, women have better grade degrees, but still we overlook their talents.  It is becoming clear that we have to learn diversity – it takes time for a culture to genuinely believe in the value of diversity, and then to implement processes that nurture it.

There is a difference between quotas and targets, in terms of delivering change; quotas enforce where targets incentivise. Personally, I believe that people learn better and change more when they can set their own agenda. Every business will have different issues affecting diversity, and real change is most effective when a strategy is developed specifically by the team for that business.  When regulations are imposed, teams spend half their efforts working on strategies to sidestep the new rules, and quotas can result in alienating the team.

For my own business, where we need to develop male leaders to ensure diversity, I will be:

  • Ensuring full and ongoing commitment to diversity from the leadership
  • Leading the development of our diversity strategy and targets
  • Publishing gender pay differences, and recording gender balance across the team and our leadership team

This type of approach gives businesses time to develop a pipeline of talented women (or in our case men), so that they can make quality appointments and showcase successful women within the business. I believe that hospitality businesses should be recording gender balance, monitoring gender pay gaps and publishing their own targets and strategy for diversity.  However, if these initiatives prove inadequate, then it is time to consider resorting to the faster, but blunter tool of quotas.

Serena von der Heyde FIH MI is the owner of The Georgian House Hotel, London

Sign up to the Diversity in Hospitality, Travel and Leisure Charter here.