Foodservice Equipment & Supplies

JUN 2016

Foodservice Equipment & Supplies magazines is an industry resource connecting foodservice operators, equipment and supplies manufacturers and dealers, and facility design consultants.

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Page 29 of 99

28 • FOODSERVICE EQUIPMENT & SUPPLIES • JUNE 2016 consultant's viewpoint When fnding a trend that seems right for a specifc foodservice operation, ensuring a smooth transition into the business represents a critical success factor. Managing a Successful Transition T rends and fads. Every business has to deal with and know the difference between the two. Being able to tell a trend from a fad can impact a foodservice operation's ability to be successful over the long term. So what's the difference between a trend and a fad? A trend represents a business development with staying power — something that can affect your operation for years or even de- cades. Fads, in contrast, tend to have much shorter lifespans. Examples of trends in foodservice include greater use of locally sourced ingre- dients, more seasonal menus and the like. A key trend for healthcare foodservice is tran- sitioning patient feeding to room service. As an industry we are drawn to trends for a few reasons. First, let's face it: most people are drawn to shiny and new things. That's exactly what trends tend to be — shiny and new. But not every trend is right for every operation. Temper the desire to remain cutting edge with a realistic view of the foodservice operation's goals. When fnding a trend that seems right for a specifc foodservice operation, ensuring a smooth transition into the business represents a critical success factor. Over the years, I have helped a number of healthcare foodservice operators update their programming and here are a few key steps that I recommend taking. First and foremost, can the operation successfully implement the new service or practice? Be honest and frank about your concerns and identify any potential limitations that would impede a successful implementation. Be able to articulate to the decision makers why you feel making such a transition will beneft the business and be candid when identifying possible limiting factors. Be thorough in your as- sessment and do not underestimate the re- sources necessary. Be above board in your discussions, and back up your statements with data, statistics and examples. Determine your direction and scope. List your objectives and base your direc- tion on the above listed factors. Where do you want to be at the end of the process? If a senior living facility wants to implement more formal, white tablecloth service, how will that impact the operation? Assess whether the facility has adequate staffng levels and if the dining room is big enough to accommodate such service. Does the kitchen have the right equipment pack- age to support this type of cooking? What other areas of the business will such a transition affect? What is the timeline for implementation? Reach out to others and see how their transition process progressed and develop an attainable goal based on real results. Identify every aspect necessary to facili- tate change needed to reach your destina- tion. The most successful transitions I have been involved with have started with an attainable goal, clearly stated deliverables, and a realistic time frame. Next, I suggest planning backward. Begin this process by clearly stating every goal of the transition, and then determine the best plan to get there. Look for every possible pitfall or roadblock. Determine what can happen, what may happen, and what is sure to happen, and then develop a proactive plan for each scenario. By John Giambarresi President - Owner Creative Dining Solutions Wakefield, Mass.

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