For many restaurant operators around the country, 2019 has been the year of the rising wage. As the restaurant consultancy Aaron Allen & Associates reports, 21 states announced increases for 2019, and several states that already had high minimum wage rates saw major rises. California and Massachusetts saw increases above 9 percent and Maine experienced a 10 percent climb. Further increases are coming in 2020. Can your menu prices alone accommodate these sorts of increases in your labor spending? It’s not likely. To help your restaurant thrive amid labor challenges, Aaron Allen suggests operators assemble a plan that involves strategies for menu development, marketing, labor optimization, brand relevance and rejuvenation, technology adoption and even robotics. For instance, crafting a well-developed menu can lift check totals, increase party size and help you identify opportunities for limited-time offers, upsells and new profit lines. Conducting an audit of your brand and what sets it apart, as well as of your past, current and future marketing activity, can help you fine tune your strategy and avoid overspending. Similarly, if you audit how tasks are completed in your restaurant and what you’re spending on the labor required to complete each one, you might identify ways to adjust your service model or uncover tasks that can be eliminated or handled by technology. Speaking of tech, what processes can you make more efficient and guest-friendly through the use of technology? Could a tech-based solution help you minimize ongoing labor challenges? You may not need to take action in every area but knowing where you stand in these aspects of your business can help you pinpoint weaknesses that can lead to financial challenges down the line – and help you identify and build upon your greatest strengths.

Most U.S. consumers rate their interactions with brands as simply “okay,” according to a Tempkin Experience Ratings report, which asked 10,000 consumers to rate 318 companies across 20 industries in the areas of success, effort and emotion. Not great (though to be fair, there were some food brands that consumers rated highly, including Wegman’s and Subway). On the positive side, though, that result leaves plenty of room for brands to deliver an experience that impresses guests and brings them back. CBInsights, which builds software that predicts technology trends, identified three components that generate positive emotional reactions and enhance the customer experience, turning “okay” experiences into “wow” experiences: sensory marketing, quality time and human connections. Restaurants have an automatic advantage on the first point. CBInsights points out that scents, for example, can trigger memories and emotions – and that consumers spend an average of 15 more minutes in places that have pleasant smells. So the aroma of the apple pie on your menu may have the power to trigger someone’s happy childhood memory (and connect it to your brand). On the second point, quality time, brands are creating immersive experiences that extend far beyond an initial transaction – Taco Bell’s recent launch of a pop-up hotel (featuring not-yet-launched menu items and other promotions tied to the brand) is one extreme example of how this can be done. Finally, brands are using human connections to bond with consumers. As companies delegate more tasks to technology, they are freeing up staff to engage in more face-to-face interactions with customers in order to help them and gather insights from them. How can your brand combine sensory marketing, quality time and human connections to provide memorable experiences for guests?

Running events at your restaurant can help you generate a reliable stream of income, especially if a shift to more off-premise sales has taken a bite out of your in-house dining sales. But according to the latest Meeting Room of the Future Report from the International Association of Conference Centers (IACC), facilities that host corporate events are lagging when it comes to reducing food waste and being mindful of the environment — and there is a significant opportunity for those who have a thoughtful strategy. First off, the times of a buffet line overflowing with food have passed: In the report, which polled 250 meeting planners around the world, 60 percent of respondents said they consider how well a venue manages food waste before they book an event with that venue. Further, 44 percent of respondents said that in the next five years, ethical operations and sustainable practices will be more important when booking a venue — the only factor ranked more highly was access to interactive technology. To put your best foot forward when working with people who are booking corporate events, take steps now to integrate more in-season foods on your events menu and to buy them in bulk, research and partner with producers who follow sustainable practices, ask about nearby services available to compost/recycle both food and packaging (if you don’t ask, you won’t necessarily hear about them), train your staff to speak knowledgeably about your efforts so your values come through to meeting planners and potential guests, and weave your sustainable practices into your marketing materials. They’re as much of a selling point as your menu.

Restaurants and movie theaters, sports bars and memorabilia shops, cafés and bookstores…Restaurants can seem like natural partners for a wide range of businesses. The promotions you offer through these sorts of partnerships help you attract new customers and streams of revenue. Or do they? It depends on how well the partners suit each other and how well they develop their strategy. A recent Fast Company report advises business owners use several criteria to determine whether another business passes the partnership litmus test. First, focus on your core challenge or goal. Your best partnerships will help you address it, whether it’s tapping into a new market or gaining insights from a tech-savvy business. Then consider how your restaurant’s values mesh with those of the other business —having a shared vision with help you avoid problems down the line. When you map out your strategy for the partnership, make sure both parties understand the other’s goals and try to anticipate potential pitfalls such as increased costs or slower decision making (and how you’ll manage them). If you’re new to this, begin by looking for partners within your own industry who offer products that complement yours — you’re likely to gain the most from these partnerships, whether in insights or other potential partnership opportunities. Finally, consider partnering on a smaller event together before diving into a larger promotion. It will help you understand the other business’s strengths, weaknesses, and communication and working styles before you have made a more significant commitment to working together.