CLUBS&PUBS manager Autumn 2014
Print Post Approved 100009099
Contents NEWS Food allergen portal: a one-stop shop for information 2 New MAGGI Recipe Mixes for authentic Asian flavours 4 40 years of the Vin de Champagne Awards 6 87 per cent of exhibitor space already sold for the 2014 Australasian Gaming Expo 12 Get on the road to strategic planning success 14 Cash automation at your fingertips 16 Social media’s dark secret – how to make a financial return 18 Sydney lockout – new measures for licensed venues 22 Leading facility services 23
FINANCE All you need to know about insurance With or without cash: Equipment rental is not just for those who can’t afford to buy outright
POINT OF SALE 25 years and still the leaders in innovation 30 Working on cloud nine 32 Build customer loyalty and drive revenue by integrating gaming with the point of sale system 33
GAMING Edited by: Giulia Heppell Published by:
Gambler loyalty 34 Real people take control of their gambling 38
ENERGY AND LIGHTING ABN 30 007 224 204
Peak performance for planet, people and profit
430 William Street, Melbourne VIC 3000 Tel: (03) 9274 4200 Fax: (03) 9329 5295 Email: firstname.lastname@example.org Web: www.executivemedia.com.au
INTERIORS AND ARCHITECTURE
Cover image: The Palate Hotel Photographer: Alex Donnini Alex Donnini Photography | 0407 511 504 email@example.com The editor, publisher, printer and their staff and agents are not responsible for the accuracy or correctness of the text of contributions contained in this publication, or for the consequences of any use made of the products and information referred to in this publication. The editor, publisher, printer and their staff and agents expressly disclaim all liability of whatsoever nature for any consequences arising from any errors or omissions contained within this publication, whether caused to a purchaser of this publication or otherwise. The views expressed in the articles and other material published herein do not necessarily reflect the views of the editor and publisher or their staff or agents. The responsibility for the accuracy of information is that of the individual contributors, and neither the publisher nor editors can accept responsibility for the accuracy of information that is supplied by others. It is impossible for the publisher and editors to ensure that the advertisements and other material herein comply with the Competition and Consumer Act 2010 (Cth). Readers should make their own inquiries in making any decisions, and, where necessary, seek professional advice.
A sustainable future 43 Industrial ingenuity – revamping the Palate Hotel 44 Chairs that perform and dazzle! 47 No room for a playground? 49
BEVERAGES Cocktails: Giving your venue an edge WOW will be the response
FOOD SERVICES Popular bar snacks without the kitchen 54 Australian chicken: The popular and profitable menu favourite 56 New energy-efficient and eco-friendly ice makers from Scotsman 59 Delicious chicken recipes for your venue 60 Trusted in the food service industry 62
EDUCATION AND TRAINING Retaining apprentices – the key to success
© 2014 Executive Media Pty Ltd. All rights reserved. Reproduction in whole or part without written permission is strictly prohibited.
CLUBSCLUBS AND PUBS AND MANAGER PUBS MANAGER SUMMER AUTUMN 2013–2014 2014 • 1
FOOD ALLERGEN PORTAL
a one-stop shop for information A food allergen website portal has been created to provide a onestop shop for everyone involved in managing food allergens, including those in the restaurant and catering industry.
ood Standards Australia New Zealand (FSANZ) General Manager Food Standards (Wellington office) Dean Stockwell says the portal was the result of work undertaken by the Allergen Collaboration. ‘The Allergen Collaboration was established by FSANZ to strengthen engagement and collaboration between stakeholders involved in food allergen management,’ Mr Stockwell says. ‘Its primary aim is to improve, through non-regulatory measures, how food allergen risks are managed and to help consumers with food allergies to make safer choices.’ Membership of the Allergen Collaboration includes representatives from key food manufacturing and food service peak bodies, consumer and industry organisations, major retailers and importers associations, and several jurisdictional representatives.
Mr Stockwell says one of the first tasks of the collaboration was to develop a suite of consistent, accurate and clear key messages about food allergen management. ‘These key messages are targeted at various sectors throughout the food chain, including the food industry, which has an important role in helping to manage food allergies.’ Launched last year and hosted on the FSANZ website, the portal provides best practice information and links to useful resources. A food industry page details the key messages for manufacturers, retailers, importers and the food service sector. For example, the following messages have been developed specifically for the food service sector: • Implement an effective allergen management program. • Train staff in food allergen risks, management and communication. • Provide clear and accurate information on the allergen status of your product. • When consumers disclose their allergy, the food service industry has a responsibility to help the customer with food menu choices by providing information on allergen content that may be present directly and/or indirectly in food menu items.
ALLERGEN DECLARATION REQUIREMENTS FSANZ is responsible for developing and maintaining the Australia New Zealand Food Standards Code, which sets
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out the legal requirements for food produced or imported for sale in Australia and New Zealand. Standard 1.2.3 (Mandatory Warning, and Advisory Statements and Declarations) of the Code requires allergenic substances to be declared whenever they are present in food for retail sale as an ingredient or a compound ingredient, a food additive, a processing aid, or components of food additives or processing aids. These substances are: • added sulphites in concentrations of 10 milligrams per kilogram or more • cereals containing gluten and their products: namely wheat, rye, barley, oats and spelt, and their hybridised strains (other than where these substances are present in beer and spirits standardised in Standards 2.7.2 and 2.7.5 respectively) • crustacea and their products • egg and egg products • fish and fish products (except for isinglass derived from swim bladders and used as a clarifying agent in beer and wine)
• milk and milk products • peanuts and peanut products • sesame seeds and sesame seed products • soybeans and soybean products • tree nuts and tree nut products other than coconut from the fruit of the palm Cocos nucifera. When food is exempt from labelling (for example, unlabelled delicatessen food or restaurant meals), the presence of allergens must be declared on or in connection with the display of food, or declared to the purchaser upon request. C&PM
Standard 1.2.3 of the Code can be accessed from the FSANZ website at: www.foodstandards.gov.au/code/Pages/default.aspx. You can find the Allergen Portal at: www.foodstandards.gov.au/foodallergenportal
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CLUBS AND PUBS MANAGER AUTUMN 2014 • 3
NEW MAGGI RECIPE MIXES for authentic Asian flavours
aking delicious Asian dishes has got a whole lot easier with the launch of the new MAGGI Recipe Mix range.
Whether it is classic butter chicken, Thai fish cakes or even satay chicken pies, creating contemporary and popular Asian cuisine is now at every chef’s fingertips. MAGGI Recipe Mixes are a range of dry-spice mix blends, which deliver consistent quality and exceptional flavour every time. They provide a simple and authentic flavour base for creating a variety of dishes in no time at all. Available in three great flavours – Butter Chicken, Thai Green Curry and Satay – the mixes come in 1.8-kilogram resealable packs for easy storage and precise cost control.
Here is one of our Recipe Mixes:
BUTTER CHICKEN WITH RICE • 2 kilograms chicken thigh fillet • 75 grams MAGGI Butter Chicken Recipe Mix • 40 grams butter • 100 grams onion sliced • 120 grams tomato paste • 450 millilitres cream • 150 millilitres water • cornflour to thicken. 1. Trim any excess fat from the chicken and cut into a dice. Place into a bowl and add MAGGI Butter Chicken Recipe Mix. Mix well and leave to stand for 5-10 minutes. 2. Melt the butter and add the sliced onions; cook over a medium heat for three to four minutes. 3. Add the chicken and cook on a high heat and lightly brown. 4. Add the tomato paste, cream and water, and simmer, stirring occasionally until the chicken is cooked and the sauce is thickened. 5. Serve with steamed rice. C&PM For further information, go to www.maggi-professional.com.au or call 1800 20 30 50
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Authentic flavours have never been so simple. Introducing NEW MAGGI Recipe Mixes - a range of spice mix blends made from chef inspired recipes. It is now easier than ever to deliver a menu of popular, contemporary and delicious Asian dishes. From classic Butter Chicken to Thai Fish Cakes or even Satay Chicken pies without compromising on taste or quality!
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40 YEARS OF
THE VIN DE CHAMPAGNE AWARDS For anyone passionate about champagne, the Vin de Champagne Award is one of the most coveted wine awards in Australia. As one of the top 10 countries in the world for champagne exports, Australia has had a longstanding relationship with the Champagne region, and the awards highlight this special connection. article begins on page 8 6 â€˘ CLUBS AND PUBS MANAGER AUTUMN 2014
continued from page 6
ith entries for this year’s award due to open at the start of April, it is once again time to put your tastebuds to work as the search has officially begun to find Australia’s best champagne palates. Le Comité Interprofessionnel du vin de Champagne (CIVC) is the trade organisation that represents the interests of both the independent champagne producers and the champagne houses, aiming to promote and protect the vines and wines of the Champagne region across the world. As part of its international protection of the champagne appellation, the Comité operates via a global network of bureaus in 16 of the biggest export markets for champagne, including Australia. The job of the bureaus is to protect the image of Champagne within the different markets, and to report misuse of the Champagne name.
THE VIN DE CHAMPAGNE AWARD NOT ONLY AIMS TO CELEBRATE AND ENCOURAGE THE ENJOYMENT OF CHAMPAGNE IN AUSTRALIA, BUT ALSO SEEKS TO DEVELOP A NETWORK OF CHAMPAGNE SPECIALISTS TO ACT AS AMBASSADORS IN SUPPORT OF THE PROMOTION OF THE CHAMPAGNE APPELLATION BY SHARING THEIR KNOWLEDGE AND APPRECIATION OF THE WINE
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Thibaut le Mailloux director of communications for the CIVC The Vin de Champagne Award was founded in 1973 by the Champagne Bureau in Australia, and was initially set up as a grassroots way to educate people on the differences between sparkling wine and champagne. At that time, many people were using the word ‘champagne’ incorrectly; but, as the sophistication of the market has grown, the awards have since evolved and the entrants are now required to have a comprehensive understanding of the champagne terroir, as well as a technical knowledge of the wine. Presented every two years by Champagne Bureau Australia, the Vin de Champagne Award aims not only to celebrate and encourage the enjoyment of champagne in Australia, but also seeks to develop a network of champagne specialists to act as ambassadors in support of the promotion of the champagne appellation by
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Professional winner sommelier Greg Plowes accepts his award from wine journalist and judge Huon Hooke sharing their knowledge and appreciation of the wine. Some of Australia’s most knowledgeable wine industry personnel, including winemakers, journalists, restaurateurs, sommeliers, commentators and educators, can be listed as past winners of this prestigious award. The award is open to candidates in one of two categories: either Professional or Amateur. The Professional section is open only to people who gain income from the food and wine industry. In the 2010 awards, this was won by Sydney’s Tetsuya restaurant’s ex-sommelier, Greg Ploughs. On the other hand, the Amateur section is for those experienced tasters who have a passion for champagne, but are not involved in the industry. Many of the past Amateur winners now have successful careers in champagne education after receiving the award.
Our systems are in some of the biggest entertainment venues and organisations in Australia. Complete set-up from front of house dispensers to cellar fit out.
To enter, competitors in both sections will be required to answer a number of essay questions on champagne viticulture, terroir, history, and food-matching, and are also expected to have some knowledge of the administrative and marketing structure of the champagne industry. Finalists are chosen for their knowledge of champagne and accurate answers to the essay questions. State finalists are then brought to Sydney on the morning of the award night in September to undergo a final judging 326080A_Lancer | 2051.indd 1
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CLUBS AND PUBS MANAGER AUTUMN 2014 • 9
before a panel of experts, in which they are required to demonstrate their skills in an interview and a blind tasting of Champagne wines. The judges include wine writer Huon Hooke; the ‘wine man’, Peter Bourne; and author and champagne educator, Bernadette O’Shea. Winners are announced that evening at a gala blacktie champagne function, where more than 12 different champagnes are matched with food during the dinner. This invitation-only event is a highlight of the Sydney social calendar, with a star-studded guest list that includes some of Australia’s most respected wine and food industry leaders and media. The grand prize for the two winners is a two-week educational tour to the Champagne district in France, where winners receive their medals from the Comité Champagne and enjoy the legendary Champenois hospitality, experiencing the side of Champagne that visitors rarely get the opportunity to see. In the past, winners have been overwhelmed by their visit; and for many; it’s the start of an exciting and passionate relationship with champagne. Matthew Stutsel, winner of the Amateur section in 2012, says, ‘Winning the Vin de Champagne Award has been an amazing experience; the study tour has taught me so much more about the wines and the regions, as well as
introducing me to amazing people. It’s enabled me to share my love of this great wine in a much more meaningful way.’ 2014 marks the 40th year of the awards, and in celebration of this landmark anniversary, the Champagne Bureau Australia and the Comité Champagne in France are hosting a very special reunion trip to Champagne for over 40 of the past award winners. This unique experience will be the first time so many of the past winners brought together from all over Australia for a once-in-a-lifetime educational tour of the region. Elisabeth Drysdale, Director of the Champagne Bureau Australia, says, ‘This year, we are celebrating the 40th anniversary of an award that has produced some of the finest champagne palates in the world. Past winners do a fantastic job in actively promoting champagne in Australia, and the reunion trip to Champagne highlights the importance of Australia’s affinity with champagne.’ C&PM
Key Dates: Entry forms out: 2 April 2014 | Entries due: 11 July 2014 Entry forms and questions can be downloaded from www.champagne.com.au
Judges and winners from the 2012 awards 10 • CLUBS AND PUBS MANAGER AUTUMN 2014
87 PER CENT OF EXHIBITOR space already sold FOR THE 2014 AUSTRALASIAN GAMING EXPO
Left to right: Malu Barrios, CEO of Sydney Exhibition Centre @ Glebe Island; Adrian Slingsby (side on), Manager – Events, Sydney Exhibition Centre @ Glebe Island; Judy Rayner; Michael O’Hara (back to view in yellow vest); Ross Ferrar; and the AGE Board of Directors, inspecting construction progress on the new temporary facility at Glebe Island. Notice the view of the Harbour Bridge in the background.
he Gaming Technologies Association (GTA) is delighted to announce that 115 exhibitors have taken exhibition stands at the 25th annual Australasian Gaming Expo, to be held on 12–14 August 2014 at Sydney Exhibition Centre @ Glebe Island. GTA’s Board of Directors toured Sydney Exhibition Centre @ Glebe Island early in December, and was very happy with the new facility. Absolute water frontage on three sides to Sydney Harbour, and spectacular views of the ANZAC Bridge and the Sydney Harbour Bridge, will ensure that visitors are impressed – and the building itself is an imposing structure. Previously used as the British media centre at the London Olympics, its size and permanence are impressive. The 2014 Gaming Expo will occupy a larger space than previous years, covering three halls at the new venue over the next three years, while facilities are redeveloped at Darling Harbour. Exhibitors have followed up their requests to keep the Gaming Expo as close as possible to Sydney’s CBD by taking larger and more spaces. X ••CLUBS 12 CLUBSAND ANDPUBS PUBSMANAGER MANAGERAUTUMN AUTUMN2014 2014
Fully serviced exhibition facilities, including a range of pop-up bars and restaurants, will be provided for the Australasian Gaming Expo. Complimentary ferry services will operate from Darling Harbour and complimentary shuttle buses will operate from Central Station during the event. Further information about the venue is available at http://sydneyexhibitioncentre.com.au, and further information about the event, including an exhibition floor plan, is available at www.austgamingexpo.com. The Gaming Technologies Association’s members include Ainsworth Game Technology, Aristocrat Technologies, Aruze Gaming Australia, Bally Technologies, IGT (Australia), Konami Gaming Australia and WMS Gaming Australia. C&PM
For further information contact Ross Ferrar, CEO, Gaming Technologies Association on (02) 8216 0931 or 0418 686 075, or email email@example.com.
GET ON THE ROAD TO
strategic planning success
BY GEOFF WOHLSEN, DIRECTOR, DWS HOSPITALITY SPECIALISTS
he beginning of the year is a great time to take stock, revisit the vision and set the strategic direction for your club or hotel. If your venue is starting a strategic plan from scratch, or revisiting an existing one, here’s my five-minute how-to guide on creating the solid foundations of a strategic plan.
4. Facilitate the program
1. Set a date and agenda, and involve participants
5. Document the outcomes and assign tasks
Every business, excluding sole traders, needs to develop a strategic plan in conjunction with key stakeholders. It’s important to identify who they are and to get their buy-in to the process. For example, clubs can organise a forum for directors and senior managers that allows a constructive debate that addresses the future of the business and what weaknesses need to be addressed. Ensure that you develop an agenda, and provide clear communication to keep your participants informed and interested. Likewise, pub owners need to gather regularly to discuss the business and where it should be in three to five years. 2. Do your research At the forum, you’ll be collectively setting the vision of the business for the next 10 years or longer, as well as creating a critical action plan for the next two years. The key decisions made in the forum will need to be based on the best information available. Consider researching: • area demographics and trends • business profitability – identify the most and least profitable parts of the business • staff, management, customers/members through a survey • the financial position of the business – when can more capital be accessed?
The facilitator must stick to the agreed agenda, keep the interest of the group and summarise the contents and discussions.
Ensure that you gain a consensus on objectives and Geoff Wohlsen initiatives flowing from the planning forum. The outcomes should include: • agreed objectives • initiatives to achieve the objectives • assigned staff who will manage and take responsibility for the objectives • an established time frame for the initiatives to be completed • supervisors to manage the process • metrics to measure the success of each objective/ initiative. Of course, it wouldn’t be a strategic plan without an agreement on the mission, vision, core business and values. 6. Adopt outcomes as a part of your monthly business review Management teams, owners and directors benefit from reviewing the strategic plan as a continuing agenda item at monthly meetings. It keeps it fresh and relevant, and makes sure that the initiatives are being pursued. C&PM
• what the regulatory environment looks like. 3. Involve key stakeholders While the CEO, owners, or the board should be involved, you should also consider inviting key line managers and some major suppliers, such as your bank, accountant, architect or building advisers.
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DWS is a specialist strategic adviser to a host of hospitality and gaming venues. Contact Geoff Wohlsen at firstname.lastname@example.org for a confidential discussion on strategic planning or call 07 3878 9355.
1300 1 STEPS www.stepsaustralia.com.au fb.com/stepsaustralia WE OFFER NATIONALLY RECOGNISED COURSES IN:
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Responsible Services of Alcohol (RSA) Responsible Services of Gambling (RSG) Responsible Services of Food (RSF) White Card Traffic Management
You will need your Medicare Card and photo ID (and Healthcare card if you have one) to enrol. Registered Training Organisation TOID 7110. This training is delivered with Victorian and Commonwealth Government Funding. STEPS encourages individuals with disabilities to apply for Government subsidised training programs.
at your fingertips
cash is an Australian-owned payment solutions company that specialises in innovative cash-handling technology and payment solutions for the gaming industry. ecash is based in Sydney, Australia, with a network of carefully chosen sales and service partners Australia-wide. ecash understands that cash is still a prevalent payment mechanism used by many people in all sectors of life and industry. The management and accounting of cash, once it enters your venue, has wide implications for your business in terms of efficiency, profitability, security and labour required to manage the process of the flow of cash. ecash has invested significantly in its product suite over several years, partnering up with some of the strongest suppliers of cash-handling products in the world to bring innovation and reliability to the management of cash within a gaming venue. ecash offers the Australian gaming market our ticket redemption terminals, cashierassisted terminals, note and coin recycling, and ATMs. It is particularly through the introduction of ATMs and the cash recyclers into the ecash product suite that has enabled ecash to close the loop on the cash management process for venues, regardless of the size or budget. By investing in your relationship with ecash, Australia’s premier provider of cash redemption technology, a gaming venue stands to further improve cash services to their customers through the addition of any of the current product suite. To name a few benefits, cash replenishment between the ecash products is quick and easy as a venue can interchange cassettes between their ATMs, cash recycler and cash redemption terminals. Another benefit is that a venue requires less spare parts to be held in stock, thus reducing time, space and improving efficiencies. One of our most recent additions to our product line is an innovative high-volume cash recycler designed for back of house cash management, eliminating the need for counting, sorting and facing notes.
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This product complements the ecash product suite by reducing the cash-handling tasks staff by no less than 11 per cent. Again, the cash recycler uses the same reliable, innovative dispensers, which are found in the ecash cash redemption terminals and ATMs. As for the developments made in our software area, our main focus is linking all our products for reporting and analytics with our proprietary software, which is due for release in the second quarter of 2014. To top it all off, the ecash product suite is facilitated by our outstanding in-house technical and service team located throughout Australia. C&PM
For further information on how our products can facilitate cash management at your venue, please contact us on either 02 9887 8600, or at email@example.com | ecash Pty Ltd Level 1, 13-15 Lyonpark Rd, North Ryde NSW 2113
SOCIAL media’s DARK
– how to make a financial return BY ED CHARLES, FOUNDER, TOMATO MEDIA
Most people have a personal social media account; some have one for business (probably Facebook), and others also have Twitter, Instagram and LinkedIn accounts. Despite all the time invested in setting up the account and attempting to maintain it, most business owners have trouble seeing a financial return, let alone any tangible results.
he reason for this is that they haven’t set anything to measure, they’re not using social media correctly, or they simply haven’t set themselves up correctly across the digital space. But before describing why, it’s probably worth going back to some of the basics of what works best in venue marketing from offline to online. The truth is that for all the hype surrounding apps and social media, the real power still lies with the old-fashioned mainstream media when it comes to getting your message across. Old-fashioned media coverage, whether in daily or regional newspapers, on radio or television, or in niche magazines or digital sites (such as Broadsheet or Time Out) is still the best way to promote your business (as is postcard and flier distribution). What has changed is that the market has fragmented, and the arrival of social media has eroded the power of the main newspapers. While this is a bad thing in terms of the reach of press relations, it is also a good thing, as a single bad review
doesn’t have the impact it would have had a decade ago. It doesn’t mean that new media, such as email and the social sites, aren’t important; but it is how you use these digital media avenues to gain maximum effect that counts. Personal recommendations in the form of likes, votes, words, pictures or videos, are reviews. The first thing to be aware of is that social media results aren’t instant; it takes more than a few months of investment in time and interaction. And you have to have a digital action point – at it’s most simple, this might be a button on your website that says ‘book now’. Email, which was dismissed as dead only a few years ago, is the second most important medium. People who sign up to your list are either already customers or are thinking of becoming a customer – they are a prime audience to attract back to your venue. Build and maintain an up-to-date database by emailing it once every fortnight to six weeks. Put sign-up forms on your website and Facebook page; include them with bill receipts, and run active campaigns to build your list. Tried and tested techniques still work, such as prizes given to the owners of business cards posted into a jar at the front desk. A poor email will be opened by under 20 per cent of a list; a good one by nearly 50 per cent. Don’t forget to give customers the option of receiving their emails formatted for a mobile device. If you have a few thousand subscribers and aren’t running proper email campaigns, you are throwing money away! It’s important to make email personal; one of our clients, MoVida, signs their emails ‘Frank Camorra and team’. continued on page 20
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The third most important tool is your website: the window into your business and the best way to communicate your business through words and professionally taken photographs. Websites need to look good, with all the basic information on the front page, and must be able to be viewed on a smart phone. This year, 40–50 per cent of website visits will come from an iPhone-type device, and if the customer can’t see your contact details, location, opening hours and menu on that tiny phone screen, you are losing business. Because you control your website, this is the best hub of managing your reputation online. For instance, if you are doing something a bit different with your food, such as substituting fresh apricots for dehydrated, say it in words and pictures so people will expect what is coming and not complain. Installing Google analytics is a must, and will allow you to see traffic sources and track how people find your website. At a more sophisticated level, if you sell anything on your site, you can track which websites or social media channels drive sales the most. Reviews are already an important part of the mix, and because Facebook allows customers to rate businesses, reviews and recommendations will become much more important and mainstream over the next year. For all the moaning about customer-generated reviews, the reality is that 90 per cent of reviews are positive. Most people are simply giving their honest opinions, however misguided they may appear.
views than anything else, and posting pictures and profiles of staff, suppliers and customers means that more people share your posts, increasing your reach. My medium of choice nowadays is Instagram. It’s visual and quick to post on, although you do need to post on things around you other than your business. And again, you do need to interact using geolocation features to find people to follow and interact with. So, the big secret is that social media works, and it doesn’t. Your customer base defines how you interact and through which media, analogue or digital. If you follow and talk to your customers, you will succeed. If you simply broadcast, without personalising your communications, you will be ignored.
11 DIGITAL TRUTHS 1. You need to stop broadcasting and start interacting. This is having a conversation on Twitter, ‘favouriting’ tweets, or liking, commenting and actively following people on Instagram. 2. There is hardly any point in directing social media users to phone a number. You’ll get 10 times the results with a ‘book now’ or ‘buy now’ button that allows everything to be done online. 3. What is the aim of your website? It probably wants people to book or sign-up for an email, as well as improve your online reputation. You need to think this through properly.
In Melbourne, Urbanspoon will be the biggest source of traffic to your website. In Sydney, the dynamics are different. It is worth signing up to claim your profiles on Urbanspoon, Yelp, Eatability and any other social food review sites relevant to your location. This will allow you to see review statistics, upload pictures and post links to menus (pdfs really annoy smart phone users), and reply to comments, positive or negative.
4. On its own, a website does nothing; the work is in building traffic to your website. The easiest way to do this is by blogging. Posting food and drinks recipes, party tips and other interesting information builds traffic. That’s because Google recognises words that are related to your business and sends people to your site. I have one client that gets about 5000 additional website visits per month after posting a recipe.
The effectiveness of social media depends on how you use it. I’ve seen clients shift nearly $10,000 of stock over a weekend on Facebook, while others who come to me have not generated a single transaction. I’ve seen a restaurant generate 40 per cent of its bookings through interacting with customers on Twitter, and others none.
5. If you don’t have a website that is friendly to visitors from mobile phones (and ‘unfriendly’ means menus in pdf format), you are annoying approximatley 40 per cent of your visitors. Ensure that they can email and phone you from their phone.
The problem is that most businesses seem to be in ‘broadcast’ mode with their chosen medium, whereas the best practice is to interact and have conversations. On Twitter, that means talking to people, whether they are customers or the media, and answering questions. Facebook is different; pictures and short videos get more
20 • CLUBS AND PUBS MANAGER AUTUMN 2014
6. Most search engine optimisation (SEO) is worthless, particularly link-building. Good stories (such as recipes) are good for SEO (and also great for Facebook). Good videos and pictures that are labelled correctly are also good for SEO. Most importantly, ensure that you have claimed all your listings on review sites and Google Places. It’s all simple SEO.
7. YouTube is the second-largest search engine in Australia. If you can work out how to post short videos (up to 120 seconds long) cheaply, you can use them to drive traffic to your site. It’s relatively easy to get 1000 views of an interesting short video on Facebook, which can increase the number of likes on your page by 10 times. 8. The sum of all the things you do right digitally is your total audience. That is, views from each video on YouTube, each Facebook post, each tweet, each Instagram picture and each blog post. The simple formula online is: more traffic = more customers. 9. Review sites can’t be ignored. They are among your biggest drivers of web traffic. If there is a trend of people saying something is wrong with your venue, then it is probably worth changing. People do take notice of online reviews. In fact, online recommendations are a huge driver of customer decision-making. Claim your review listings and interact politely with customers. 10. Don’t be afraid to be a stalker. To build your social media following, stalk your competitors’ followers on Twitter
and Instagram, and take note of who is commenting on their Facebook pages. 11. Avoid the app trap. There are free or cheap apps that spam people on Facebook, and there are expensive apps ($10,000 isn’t uncommon). A website properly designed to be viewed on a mobile phone is a better investment. C&PM
THE MARKETING HIERARCHY 1. Old-fashioned media 2. Email 3. Your website 4. Review sites 5. Social media. Ed Charles is the founder of Tomato Media. A former journalist, he has been blogging since 2004 and has worked on digital marketing and websites with some of the top hospitality names in Melbourne, including Chin Chin, MoVida, St Ali Coffee and Bomba!. www.tomatomedia.com.au | Twitter: @tomatom
CCTV GAMING COMPLIANCE & LIQUOR LICENCE
CCTV compliance for gaming and liquor licence applications has become an important issue for most hotels and clubs.
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CLUBS AND PUBS MANAGER AUTUMN 2014 • 21
SYDNEY LOCKOUT– new measures for licensed venues New South Wales Premier Barry O’Farrell has put new liquor licensing law reforms in place in an attempt to target street violence in Sydney’s inner city.
’Farrell’s reforms were prompted by a surge in assault-related deaths, including those of 18-yearold Daniel Christie, and 18-year-old Thomas Kelly. Both teenagers succumbed to injuries sustained after they fell victim to one-punch assaults. What does this mean for venues? As of 24 February 2014, hotels, registered clubs, pubs and bars must enforce the reformed regulations. These include: • 1.30 am lockout • 3 am ‘last call’ – licensed venues in the entertainment precinct must cease their service of alcohol by 3 am • introduction of temporary banning orders for agitators in the precinct
22 • CLUBS AND PUBS MANAGER AUTUMN 2014
• state-wide closure of bottle shops and takeaway alcohol outlets at 10 pm. Smaller bars and restaurants are exempt from these new laws. The reforms have been dubbed the ‘Newcastle model’, having been influenced by Newcastle’s remarkable ‘cleanup’. In that city, the New South Wales Liquor Administration Board imposed unprecedented regulations affecting 14 clubs and pubs in 2008 in an attempt to combat alcoholinduced assaults. Prior to these regulations, Newcastle was home to seven of the state’s most violent venues. The conditions imposed on venues in Newcastle included a 1 am lockout, reduced trading hours, and a prohibition on drinks and shots containing more than 30 millilitres of alcohol. In 2011, the city had recorded a reduction of nondomestic night-time assaults – 35 per cent fewer. Street offences that required police assistance had also reportedly reduced by half. Sydney CBD venues will also be subjected to a risk-based licensing scheme in the near future, with venues that are classified as ‘high-risk’ possibly facing increased costs in order to maintain their liquor licences. C&PM
LEADING FACILITY SERVICES
JS is a leading national facility services organisation delivering operations to over 1000 clients throughout Australia. Everyday TJS delivers safe and reliable services to a diverse portfolio of clients that includes a large number within the clubs and pubs market. TJS has been in operation for 18 years, with its beginnings in the hospitality sector. Our local management structure can deliver single service options, as well as packaged solutions to clients, and our continuing success can be attributed to a dedicated focus on customer service and delivery. Cleaning, maintenance, fire and safety, and security are the TJS areas of expertise, and the company currently operates in the government, commercial, hospitality, entertainment, venues and events sectors. TJS also uses a unique technology platform that allows unprecedented insight into our activities as we service a contract. It provides clients with up-to-date information and an increased ability to assess compliance, performance and spend, which makes it a valuable contract management tool. C&PM Website: tjsservices.co, phone: 1800 857 737
SPECIALISING IN FACILITY SERVICES TJS ServiceS Group | 1800 857 737 | TJSServiceS.co TJS SERVICES GRouP ThE ENTERTAINmENT QuARTER LEVEL 2, 215 BENT STREET, mooRE PARk NSW 2021
CLUBS CLUBSAND ANDPUBS PUBSMANAGER MANAGERAUTUMN AUTUMN2014 2014••23 X
ALL YOU NEED TO KNOW
ABOUT INSURANCE BY THE INSURANCE COUNCIL OF AUSTRALIA
Insurers assess and price various risks to work out how much they would need to pay if a policyholder suffered a loss for something covered by the policy. This helps the insurer determine the amount (premium) to charge for insurance.
o they can put a financial value on a risk, insurers calculate the probability that the insured item or property might be accidentally lost, stolen, damaged or destroyed; how often this might occur; and how much it would cost to repair or replace. Insurers each make their own commercial decisions when deciding how much to charge a business wanting to cover something valuable, and refer to available data when they make these decisions. 24 • CLUBS AND PUBS MANAGER AUTUMN 2014
KNOW YOUR RISKS Before you buy insurance, it makes sense to review your risks, and work out how you can reduce the chance of them occurring and their impact if they do. Managing your risks involves taking time to think and plan in order to identify where you might be vulnerable to loss or damage. In insurance terms, risk is the chance that something harmful or unexpected could happen – such as the loss, theft or damage of valuable property, or personal injury. Clubs and pubs have specific risks, like live entertainment, crowd control and gaming areas, which require security measures. Businesses may face other risks, such as being in a flood- or bushfire-prone area. Local councils and fire authorities can tell you if you are in a vulnerable area, and advise on mitigation steps that you can take to protect your club or pub. Insurance brokers can offer advice on insurance risk identification, management and mitigation, with a number specialising in the hospitality sector. They can offer specific advice on business insurance packages.
COMMON BUSINESS DISASTERS
the duty of care that these venues have to the public.
• Localised disasters – fire and water damage, equipment breakdown and theft. Your business can also be affected by damage to a neighbouring property, which could lead to access and noise issues during repair.
Public liability insurance will cover your club or pub for:
• Third-party related disasters – suppliers may be affected by a disaster that means delays in delivering your stock. • Technological disasters – computer viruses, hard drive crashes and lost data. • Natural disasters – cyclones, bushfires, flooding, severe wind, hail and storms – all of which may interrupt normal business for days, weeks or months.
THREE KEY POLICIES The following types of insurance policies are critical for clubs and pubs:
• defence from claims made against your business • payment of costs and damages for bodily injury or property damage that are awarded against you if your business has been deemed negligent. 2. Industrial special risks This type of policy can cover your business for a variety of risks, but should at least cover the following: • fire • loss and or damage to buildings, contents and stock, property of directors and employees • business interruption • theft • money
1. Public liability insurance This is usually one of the most important policies to have, given the combination of alcohol and entertainment, and
• accidental damage • glass breakage
Tickety boo It’s great when you have one less thing to worry about. New superannuation changes arrived in January, meaning you need to ensure you’re making contributions to a MySuper approved fund if your employees have not chosen their own fund. HOSTPLUS takes the worry out right away, because
our current Balanced Option is already fully approved. That means its simple, low cost features meet the new MySuper rules. So it’s all tickety boo. For more information on changes to superannuation visit hostplus.com.au/mysuper or call 1300 HOSTPLUS (1300 467 875), 8am – 8pm, Monday to Friday.
The information in this document is general in nature and does not consider any of your objectives, financial situation or needs. Before acting on this information, you should consider obtaining advice from a licensed financial adviser and consider the appropriateness of this information, having regard to your particular investment needs, objectives and financial situation. You should obtain a copy of the HOSTPLUS Product Disclosure Statement and consider the information contained in the Statement before making any decision about whether to acquire an interest in HOSTPLUS. Issued by Host-Plus Pty Limited ABN 79 008 634 704, AFSL No. 244392, RSEL No. L0000093, MySuper No. 68657495890198, HOSTPLUS Superannuation Fund ABN 68 657 495 890, RSE No. R1000054. For further information on Chant West ratings visit http://hostplus.com.au/info/chant-west-disclaimer HARDWIREAGENCY HOST7762/C&PM/TB
CLUBS AND PUBS MANAGER AUTUMN 2014 • 25
• removal of debris
TRAPS TO WATCH OUT FOR
Underinsurance is a key issue affecting all policyholders.
• machinery and computer breakdown.
Research undertaken by the Insurance Council of Australia for its ‘Understand Insurance’ initiative reveals that far too many Australians don’t properly value their assets, and choose their insurance policy based on price rather than the most suitable coverage. This also applies to businesses.
In particular, business interruption cover protects the policyholder against losses resulting from a temporary shutdown due to a fire, earthquake, flood or other disaster by providing the owner with reimbursement for continuing business expenses and loss of profits and revenue. This might include reimbursing expenses, such as employee wages, rent and leases of machinery and equipment.
Many businesses underestimate how long they might not be operating if their premises have been severely damaged and need rebuilding.
Extra expenses cover will cover your club or pub if you have to carry on business at a different location while your premises are being repaired. There is also cover for loss of profits even while you’re not trading, or are trading to a lesser capacity.
The devastating New South Wales Blue Mountains bushfires in October 2013 have highlighted this issue; many commercial businesses were significantly underinsured for building and contents.
3. Management liability
Repairs or rebuilding can take considerable time. The property will need to be inspected by the insurer’s assessors. Site clean-up and removal of debris can also take a while. Deciding on new building plans and getting council approval adds further time. In some areas, changes to local planning laws may significantly add to rebuilding costs.
This should cover: • directors’ and officers’ liability claims • club liability • theft by employees (known as a ‘fidelity guarantee’) • unfair dismissal and sexual harassment claims • occupational health and safety claims • workers compensation. Other issues to consider include group personal accident cover (if your club or pub has any volunteer workers), and specialist games and activities indemnity. 4. Workers compensation and statutory motor scheme
HOW YOU CAN REDUCE YOUR RISK Pub and club owners can take some practical steps to help reduce the risk in their businesses, which may have flow-on benefits in the form of lower premiums: • Develop an emergency evacuation plan – insurers may take this into account when assessing the risks and calculating your premiums. Review this regularly, advising your insurer if you make any changes. • Get active – install time-delay safes, fire alarms, smoke detectors, fire sprinklers, back-to-base alarm systems and panic buttons. Again, insurers may take these into account when calculating your premiums. • Review your security options – consider security guards inside and outside your property, particularly if you have live entertainment.
26 • CLUBS AND PUBS MANAGER AUTUMN 2014
Many policyholders will opt for maximum periods of 12 months or even less for their business interruption cover, not realising that they could be out of business for longer.
REVIEW YOUR INSURANCE COVER Policy renewal time is an opportunity to check the value of your property, stock or business contents to make sure the sum insured will cover your losses if you have to make a claim. Check with your local council and a local builder about rebuilding issues and costs. But there are other instances where a review might be wise. For example, if you renovate your premises, add new equipment, take on staff, or the club or pub’s revenue increases, you might need to adjust your sum insured. C&PM
CASE STUDY (SOURCE: ZURICH RISK ENGINEERING) Picture this: you are the duty manager at a suburban club just before opening time on a Monday. You’ve cleared the pokies and your team is counting takings in the office when you hear a large commotion. Suddenly, the office is filled with men in balaclavas shouting and pointing sawn-off shotguns. One has a machete. With shaking hands, you attempt to open the safe, desperately trying to remember the combination. They grab cash from the desks and the bags from the safe, and are out the door within five minutes. This is an actual incident that happened to a club in Sydney’s western suburbs, and a year or so ago, something like this happened once or twice a week. Staff involved needed trauma counselling; some even went on stress leave for months or left the industry. What can managers do to avoid putting staff and customers in dangerous situations, and at the same time, try to limit the cash loss? Here are a few suggestions: • Avoid measures to protect cash if they increase risk to staff or public. • Bandit training for all vulnerable staff, stressing absolutely no resistance, is essential. • Review the cash trail during the day and week, and review cash-handling procedures. • Review concealment points near the premises, access to and from offices, and cashier booths and security screens.
• Review your alarm systems – check for gaps in coverage, duress alarms (confirm that these are silent within the premises, but monitored off site 24 hours), and how your monitoring contractor responds to alarms. • Consider physical and electronic measures aimed at deterring, detecting and delaying criminals, such as: »» A two-key drop-chute safe system with one key held by the professional cash carrier who collects money for banking; however, this type of safe (or any time-delay safe) must be conspicuously labelled so staff aren’t hurt if robbers think they’re refusing to open the safe. »» Invest in and use CCTV recording systems – both for security purposes and to minimise liability claims. »» Review the placement of the ATM – ensure that it is installed tightly into a corner to prevent ramraiders. »» Keep cash dispersed as long as possible. For example, keep cash in a two-key safe, a holding safe, floor safes in bars, an ATM, and any gaming machines. So long as they are all in alarmed areas, burglary exposure isn’t increased, and ram-raiders should only get into a few poker machines after hours. »» Lock down for an hour or so before opening to clear gaming machines, relocate floats to cashier booths, refill the ATM from takings, finalise banking and place in the safe. C&PM
CLUBS AND PUBS MANAGER AUTUMN 2014 • 27
WITH OR WITHOUT CASH Equipment rental is not just for those who can’t afford to buy outright.
any people think that a company should always buy equipment outright when there’s enough cash for it. As widespread as this notion is, it’s not accurate. Finance options available in the marketplace today show that this is, in fact, far from the truth. Let’s get one thing out of the way: yes, the total amount paid will be smaller if you buy instead of financing or renting a product. Of course, lenders need to get their share for the favour, and it’s called interest; no mystery there. The common mistake is stopping there without assessing whether the advantages of finance could compensate this long-term premium. When businesses run this check, they are often surprised. They find out that it pays to pay later. Cash flow is the first thing to consider. It’s the lifeblood of all businesses, regardless of size. Should you take away from savings to buy equipment just because you can? Or would it be better to keep those funds in your kitty, for rainy days or other investments? It’s a very important question for managers to ask, but many jump to knee-jerk reactions against the thought of paying interest. Think of interest as a ‘peace of mind fee’. The peace doesn’t come just from knowing you’ve kept your capital and can save yourself should a pipe burst or something, it’s also about not committing blindly to equipment worth thousands of dollars. It’s about staying flexible to upgrade if you outgrow the gear, or try something else if the returns are disappointing. Equipment rental means adaptability. You get to try before you buy, and often have the chance to replace the products before your contract ends, without increasing your monthly payments. Rental is even more attractive for assets that age fast. Purchasing these is an exercise in money loss; they depreciate so quickly that their resale value is going to be a letdown when you try to pass them on. The solution? Rent it, and keep upgrading it. Then there are the accounting benefits. Ask your accountant to explain the pros of renting against buying, and they might mention that repayments can be tax deducted as operational expenses. Plus, you avoid having depreciating assets on your balance sheet. You manage predictable monthly payments, weighing them against your revenues for clear, ongoing return on investment (ROI) assessment. It’s true that not every business can easily get hold of a rental agreement. Most financiers only fund companies that have been active for at least two years, thus excluding
28• •CLUBS X CLUBSAND ANDPUBS PUBSMANAGER MANAGERAUTUMN AUTUMN2014 2014
anyone trying to start a venture – arguably those who need a hand the most. The few lenders willing to assist that market usually apply hefty rates. However, late entrants to this finance sector have been introducing fresh new options; competition always breeds better deals for the customer – in this case, the business owners. One such competitor is Thorn Equipment Finance, part of the Thorn Group (ASX:TGA). They have recently launched a finance option called Rental Advantage™ to lease equipment specifically to the hospitality industry. This caters even for new ventures, and in that niche their flexible requirements stand out. Equipment rental does entail a premium, but that’s just the price to pay for a series of advantages that might be exactly what your business needs to flourish. Give it some thought. C&PM Visit www.thornequipmentfinance.com.au to learn more, or call 1800 623 611.
A new finance option for hospitality equipment Flexible requirements
Benefits to the suppliers
Thorn Equipment Finance, the lender of choice for Australian SMEs, is introducing a new leasing solution for the hospitality sector. Rental Advantage™ joins the market to bring you lower rates, longer terms (up to 48 months) and more transparent keep options.
Our inclusive credit assessment means that now start-up businesses can also rent the gear required to get off the ground. If you’re an established company or part of a franchise, Rental Advantage™ will reward that with even better deals.
Even if you’re only starting out.
This unique offering unlocks all the benefits of equipment rental to a broad range of entrepreneurs.
Rental Advantage™ is your recipe for success if you’re after new, free-standing equipment such as:
9 Protect your cash flow from big purchases
9 Cooking/baking/catering equipment
9 Try the equipment before you buy it
9 Coffee/beverage machines
9 Keep depreciating assets off your balance sheet*
9 Food displays
9 Deduct repayments as operational expenses*
9 Fridges or demountable cool rooms 9 POS equipment
Contact us today to find out more with no commitment.
EVEN NEW VENTURES GET A FAIR GO!
The first ten customers to mention the code RNTADV and start a contract will receive a brand new iPad 16GB✝.
1800 623 611 TEFinfo@thorn.com.au www.thornequipmentfinance.com.au
*Consult your accountant regarding tax benefits. Thorn Australia Pty Ltd T/A Thorn Equipment Finance (ABN 63 008 454 439) recommends you to always seek independent financial advice. Under Rental Advantage™, suppliers of the equipment must get accredited with Thorn Equipment Finance. Approval is subject to certain criteria being met. Depending on each applicant’s credit profile, a deposit may apply at the start of the contract. ✝ Conditions apply
POINT OF SALE
25 YEARS AND STILL the leaders in Innovation H
&L Australia was originally formed in South Australia in 1987 to provide the hospitality industry with a fully integrated product that could manage both inventory control and point of sale (POS). Ever since, H&L has focused on an operational perspective, with its goal to provide solutions to the hospitality industry to maximise profitability, increase revenue, reduce risk and control operating costs. Fast forward 25 years, and H&L is the only hospitality POS provider to have offices and people ‘on the ground’ in each state and territory in Australia, providing the total solution: hardware, software, training, installation and ongoing support 24 hours per day, seven days a week, to ensure that the efficient management of your hotel, pub or club, is POSsible.
MANAGING YOUR FINANCES AND INVENTORY IS POSSIBLE The power of POS is truly recognised with H&L’s POS Integrated Management Solution, which allows financial control of your business and access to gross operating profit (GOP) at any time, in a meaningful and realistic way. (GOP = revenue minus cost of goods and labour.) The heart of H&L’s POS Integrated Management Solution is the Sysnet software, which drives the point of sale system and provides enhanced management capability for individual sites, or across multiple venues.
MANAGING YOUR WAGES AND PRODUCTIVITY IS POSSIBLE H&L’s POS Integrated Workforce Management Solution gives you the ability to view ‘real-time’ wage information at any Exceed POS by clicking the ‘live wages’ button. This feature ensures that you can make the right management decisions about wage costs by department and during trading hours, with access to such information as up-todate revenue figures, current hourly wage cost by area, staff on duty, staff breaks and actual productivity, and up-to-date wage costs in dollars and percentages.
And that is just the start. The H&L Workforce Management Solution includes a range of tools and devices that allows you to get the upper hand in reducing wage costs in your venue.
KEEPING AN EYE ON YOUR SALES IN REAL TIME, FROM ANY BROWSER IS POSSIBLE Whether you are running a hotel, pub or club, keeping track of sales is of utmost importance, and can make the difference between profit and loss. H&L Australia’s Zen Sales Reporting feature is a perfect option that will allow you to keep a close watch on sales in real time, no matter where you are. More than just your average reporting tool, you can monitor sales both as they happen and historically. The Zen Sales Reporting feature also offers in-depth analytical features to manage, monitor and create new marketing campaigns, and is a great addition to your POS system, allowing you to reward loyal customers, and to create great promotions whenever you need. C&PM For further information on any of your products, visit our website www.hlaustralia.com.au.
30• •CLUBS X CLUBSAND ANDPUBS PUBSMANAGER MANAGERAUTUMN AUTUMN2014 2014
H&L Australia - making all things POS, possible!
Call Us 1800 620 041 www.hlaustralia.com.au
POINT OF SALE
WORKING ON CLOUD NINE Cloud-based point of sale (POS) systems seem to be the latest technological trend in Australian hospitality venues, but what does this mean for club and pub managers?
uch like the name suggests, cloud-based POS systems run on the current trend of the ‘cloud’ technology, relying on an internet connection to share data from various remote locations. This means that in the club and pub scene, cloud-based POS systems allow employees to collect data and process transactions on the go as long as their mobile device, such as an iPad, laptop, smart phone or other tablet device, is connected to the venue’s wi-fi system. One of the main differences of cloud-based POS systems is that all the data obtained, such as sales and inventory information, is stored remotely – ‘in the cloud’. This allows 24/7 access to this information, from wherever you are.
WHY MAKE THE SWITCH? The obvious benefit of this technological advancement is that business owners, managers and employees have access to this system anytime, anywhere, as long as there is an available internet connection. This means that managers can stay up to date with how their venue is running from wherever they are – if they’re at home sick or on leave, managers simply log in to their POS system from wherever they are to keep an eye on their venue and make sure that all is going well. Another major benefit of this new wave in the POS world is the flexibility and freedom that cloud-based systems provide. This freedom extends to the choice of hardware, as this new technology is often compatible with most sorts of POS systems, such as printers, cash registers and drawers, and so forth. Many POS systems that are currently on the market are not compatible with other systems or software other than the one provided; however, when using cloud-based software, the choice belongs to the business owner or manager, as this new technology requires users to connect to the internet. 32 • CLUBS AND PUBS MANAGER AUTUMN 2014
The fact that all of this information is stored in the cloud also means that all the information is backed up, providing peace of mind for managers. The cost of cloud-based systems can also be much lower than that of the traditional system, thanks to the flexibility of the software. Traditional POS systems require an upfront fee for the installation, as well as for the software licence and yearly upgrades; whereas running on a cloudbased system will see you pay a monthly fee that can be significantly lower. Other benefits can include less downtime and system crashes, less IT management and fewer services needed for the new web-based system, and a central point of information that is stored in a remote server, accessible anytime there is a strong internet connection. However, as is often the case, there are also some problems surrounding cloud-based POS systems. One of these issues is that of security. Many are wary of using a system that relies on the internet, where viruses are known to lurk and attack. Losing this information or being ‘hacked’ could be a detriment to your venue’s vitality. There is also the problem of outages, one of the main challenges faced by venues who adopt web-based POS systems. While internet connection has improved vastly over the past few years, there is still the possibility of connection errors, which may lead to delays in transactions and, more importantly, a loss of business. When looking to replace your POS system, it is vital to raise concerns of safety and security with the system provider, and to do your research before taking the plunge. So, if you’re looking to update your POS system, make sure that you’re aware of all of the options out there. C&PM
POINT OF SALE
BUILD CUSTOMER LOYALTY AND DRIVE REVENUE by integrating gaming with the point of sale system
ICROS continues to innovate in the hospitality industry. By teaming up with the top gaming providers and integrating its point of sale system with the gaming console, MICROS delivers a unique solution that will engage customers on the gaming floor, foster customer loyalty and drive revenue. Gaining repeat customers is a high priority for clubs and pubs. MICROS’s enhanced gaming integration creates a seamless connection to patrons on the gaming floor and the point of sale system, providing you with data for a complete customer profile. Having access to customer insights presents strategic revenue and targeted marketing opportunities, while allowing you to create memorable moments that make your hospitality experience truly unique. Clubs and pubs are looking to drive revenue by increasing transaction volume, acquiring more customers, increasing operational efficiency and reducing waste. On top of these challenges, hospitality businesses need to increase the speed and quality of service and find new ways to engage their customers in order to build loyalty. A MICROS point of sale solution can help your business achieve these goals.
The MICROS solution solves business problems, improves efficiency and provides a true 360-degree view of operations and customer spend, allowing you to address needs quickly and maximise revenue. Whether you have one venue or multiple locations, MICROS provides a complete solution that manages inventory, labour, customer loyalty and provides a web-based and mobile business intelligence tool that delivers real-time information so you can make better, faster decisions. C&PM
For more information, visit www.micros.com.au. To book a free consultation, contact Matthew Clark, Sales Executive, on (02) 9485 1236 or email firstname.lastname@example.org.
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CLUBSAND ANDPUBS PUBSMANAGER MANAGERAUTUMN AUTUMN2014 2014••33 X CLUBS
GAMBLER LOYALTY BY CATHERINE PRENTICE
Successful marketing activities must include three objectives: 1) attract new customers, 2) nurture relationships with existing customers, and 3) recover inactive or defecting customers. Customer loyalty has a positive relationship with gaming profitability: the factors that affect gambler loyalty have implications for profitability.
oyalty programs, service quality and customer satisfaction are widely recognised as key influences in the formation of consumer loyalty in the service environment. Loyal customers tend to be less pricesensitive, refer other people, spread positive word-ofmouth reviews, and are less costly to maintain than acquiring new customers. Service quality and customer satisfaction are commonly regarded as antecedents of customer loyalty. Research has shown that the service quality of gaming organisations has a significant impact on gambler loyalty, though the impact varies across different service offerings; however, gaming researchers and consultants are uncertain of the effect of gambler satisfaction on loyalty. Some claim that gambler satisfaction surveys are a waste of time and money in gaming organisations. For instance,
Baird, a gaming consultant, indicates that casino guests, unlike customers in other industries, are fickle, and their satisfaction is highly likely to be determined by winning, which prompts them to revisit the gaming venue. Consistently, researchers argue that gambler satisfaction has very little influence on their patronage, whereas service quality has a direct impact.
RESEARCH HAS SHOWN THAT THE SERVICE QUALITY OF GAMING ORGANISATIONS HAS A SIGNIFICANT IMPACT ON GAMBLER LOYALTY, THOUGH THE IMPACT VARIES ACROSS DIFFERENT SERVICE OFFERINGS continued on page 36
34 â€˘ CLUBS AND PUBS MANAGER AUTUMN 2014
continued from page 34
Loyalty programs are also commonly regarded as an important factor of customer retention. The programs, represented by various memberships, are popular approaches to stimulating short-term profits and longterm loyalty through discounts, free goods, cash or special services. To entice gamblers to take out a membership, casinos offer various benefits and advantages on the basis of membership status. The underlying mechanism is that membership benefits attract customers. The level of benefit is dependent on the level of the customer’s relationship with the casino. Additionally, membership benefits include utilitarian factors (such as economic savings, convenience and gifts), hedonic factors (such as personalised treatment, exploration of new products and entertainment), and symbolic factors (such as recognition by social status). These can be classified into hard and soft attributes. Hard attributes are indicative of tangible elements, such as gifts, discounts or coupons. By contrast, soft rewards offer consumers emotional benefits, such as preferential treatment or personalised communication. Hard rewards may be quantified by economic benefits, whereas soft rewards can only be defined by their emotional components. While tangible rewards are most commonly featured within gaming loyalty programs, the literature is inconclusive about whether soft or hard rewards are more effective in generating long-term loyalty. Implementing either model per se is challenging and ineffective. Gamblers may be indifferent towards a ‘thank you’ note (a soft benefit) from the gaming marketers. Constantly receiving hard benefits may reduce gambler loyalty towards service personnel. Researchers believe that investing in the hardbenefits model will ultimately have huge pay-offs in terms of customer behavioral loyalty, whereas the soft-benefit model may achieve gambler attitudinal loyalty. Although loyalty programs have been widely researched and generally acknowledged to be an effective approach to gaining customer loyalty, research on the effects of loyalty programs has reached two inconsistent conclusions. One stream of research views loyalty programs as encouraging customer loyalty and usage, regardless of quality service delivery. An alternative view concludes that, ‘Given the popularity of loyalty programs, they are surprisingly ineffective… The program is unlikely to significantly increase the relative proportion of loyal customers or profitability.’ These researchers argue that some customers would purchase the firm’s products anyway, regardless of the existence of loyalty programs. This view is particularly true in the case of gamblers. Research on gambling motives
36 • CLUBS AND PUBS MANAGER AUTUMN 2014
indicates that a gambler’s visit and revisit to a gaming venue is mainly triggered by these motives. Barsky and Tzolov (2010) state that loyalty programs are only effective for selected groups of customers, and are not effective for the largest segment of gaming customers, labelled ‘Unmoved Members’ in their study. The authors suggest that better personal treatment, enhanced promotions and perks should be offered to engage these customers. In order to know what type of effort should be targeted at which customer, gamblers should be segmented by predicated profitability and lifetime value using demographic, psychographic or performance data. Gambler lifetime value can be used to differentiate between customers who only make one purchase in their lifetime, and others who buy from the same organisation on a regular basis. Even among lifelong customers, some have low profit margins, while others are not sensitive to price fluctuations. To attract the latter group, gaming organisations should use point-based loyalty programs, in which each play level equates to a certain percentage of tangible incentives, or cash-back rewards. Such a structure can maximise a gambler’s lifelong value by encouraging increased wagers and frequency. This tiered structure is believed to appeal to the human need for achievement, as well. Admittedly, the tiered structures have limitations, as they only focus on customer retention. Retained customers may not be loyal. Some researchers suggest that, in order to ensure the successful implementation of loyalty programs, gaming management and employees should be involved in these programs and endeavour to engage customers with new programs. Previous research on loyalty programs is primarily focused on members’ attitudes and behaviours . In some cases, customers who are not involved in any loyalty programs patronise the gaming venue frequently. Their repeat patronage may be attributed to their loyalty or simply to their inertia or personal idiosyncrasies (such as favouring the casino’s feng shui). In other cases, patrons are not even aware of these programs. Studying members is not sufficient to understand the effectiveness of loyalty programs, but research into nonmembers’ attitudes and behaviors as a comparison could help gaming organisations gain better insights into the influence of loyalty programs. C&PM
Matt Torcasio 325 days gamble free
Take control of your gambling and fight for the
REAL PEOPLE take control of their gambling P
eople from all walks of life can develop gambling problems, and every person’s experience is different. So, too, are their ways of seeking help and learning to control their gambling. Meet Anna and Matt, two of the brave faces from the ‘Fight for the real you’ problem gambling campaign who have shown that recovery from problem gambling is possible. A world-first for problem gambling, these powerful real stories have moved thousands of Victorians. Anna and Matt say they couldn’t have made it this far without the help of Gambler’s Help counsellors. They hope their stories will inspire other people who are struggling with gambling to seek help.
MATT’S STORY ‘I’ve been seeing a Gambler’s Help counsellor every week since completing the challenge, and it’s really helping me keep on track. I’ve not gambled for over 325 days and I couldn’t be prouder.’ – Matt Torcasio, 27. Meet Matt, a 27-year-old tradie who has battled with gambling for seven years. What started as a flutter on the horses or a spin on the pokies grew into a habit Matt couldn’t control. After a big win on the pokies in his late teens, he was hooked on gambling. It was only a matter of time before things got worse. He started borrowing money to pay for his gambling and quickly got into debt. He estimates that he was spending about $1000 a week over a period of six or seven years. His gambling problem had begun to take its toll on his relationships and his life. His girlfriend, Lauren, helped him
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wake up to the reality of how his gambling was affecting his life. Things had to change. When Matt joined the 100 Day Challenge, he set himself some goals. And with support from his girlfriend, family and friends, he’s now well on his way to overcoming his problems with gambling. His candid anecdotes reveal that he’s had good days and bad days. Sharing his story on video helped him face the issues, stop the urge to gamble and fight for the real him. He’s now not gambled for over 325 days, a fantastic achievement for anyone battling an addiction. He says that he hasn’t looked back since starting the 100 Day Challenge. ‘I can now go to the pub to enjoy a beer with my mates and not even think about playing the pokies,’ says Matt. With a renewed sense of confidence, he has savings for the first time in his life, and hopes to buy a house with his girlfriend in the near future. Matt’s journey has now taken on a new purpose. As an ambassador for the Foundation, Matt is sharing his experiences with high school students and sporting club members through the Foundation’s ‘Gambling’s not a game’ programs. He wants to inspire others to follow in his footsteps and seek help, and he hopes that his experiences will help raise awareness of the risks of gambling to people of all ages throughout Victoria. ‘Recognising that you have a gambling problem and making the decision to do something about it isn’t easy. But once you do, there are many services available to help, including counselling and the 100 Day Challenge,’ says Matt.
Everyone needs different support to get there. It takes dedication and perseverance. Most importantly, it is about seeking the support that’s right for you. For Anna, seeing a counsellor has been an integral part of her recovery program. Her advice to anyone who takes the brave step to seek help is to stick with it. ‘Fighting the urge to gamble is incredibly hard, but I’ve kept my goals in sight and stuck with it,’ says Anna. ‘Recovery isn’t something that happens overnight; it’s a journey of self-discovery. I know the hard work isn’t over, but I’m determined to keep seeing my counsellor and continue celebrating the days I’ve been gamble-free,’ says Anna.
‘FIGHT FOR THE REAL YOU’ CAMPAIGN ANNA’S STORY ‘Gambling was a massive problem for me. It used to frighten me when I went on a bender… I never knew how long it would last.’ – Anna Knappe, 50. Meet Anna, a 50-year-old mum who has struggled with a gambling addiction for 11 years. When Anna joined the ‘Fight for the real you’ campaign, she had mixed feelings. Both apprehensive and excited, she needed something new to strive for, and the 100 Day Challenge gave her just that. Recording her thoughts and feelings every day on camera was confronting to say the least. But as it turns out, the daily ritual helped Anna to search within herself and to not hold back or keep things inside. Sharing her story has helped her to not feel alone or isolated. The support she has received from friends, family and the public has been overwhelming. It’s helped keep her going through tough times, and strengthened her sense of purpose. Anna is the first to admit that the road to recovery has been long and challenging. At first she found it tough to complete the 100 days. She had a few setbacks along the way, but has now completed the challenge and hasn’t gambled in over 100 days. When people make the decision to stop or reduce their gambling, they shouldn’t expect it to happen instantly.
First launched in March 2013 by the Victorian Responsible Gambling Foundation, the original ‘Fight for the real you’ campaign featured four real people tackling their gambling problems in front of the camera and in front of the world. For 100 days, Matt, Anna, Aleks and Dan recorded their daily highs and lows of battling a gambling addiction through a video diary. Their stories were shared through advertisements and web videos available at www.fightforyou.com.au. The campaign centres around the 100 Day Challenge, an online support service website where people can find information about counselling options, get tips and tools for controlling their gambling, set goals and keep their own private video or written diary. So far, the successful campaign has inspired over 3200 people to sign up for the 100 Day Challenge, and attracted over 300,000 visitors to the website. C&PM
Need help or more information? Free, confidential help is available for gamblers and their families, 24/7 through Gambler’s Helpline 1800 858 858 or Gambling Help online at www.gamblinghelponline.org.au. Find out more and sign up for the 100 Day Challenge at www.fightforyou.com.au. For information about the Foundation, visit www.responsiblegambling.vic.gov.au.
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ENERGY AND LIGHTING
for planet, people and profit BY ROMILLY MADEW, CHIEF EXECUTIVE OFFICER, GREEN BUILDING COUNCIL OF AUSTRALIA
Operating a sustainable business is not just good for the planet. Clubs and pubs around Australia that embrace sustainable practices can achieve significant financial savings, higher profit margins and operational efficiencies, as well as inspiring and engaging their people, enhancing their image and gaining recognition in the community.
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round Australia, owners of clubs and pubs are taking practical action to improve the sustainability of their assets by installing water tanks and irrigating grounds with recycled water, switching to energy-efficient LED lights and amending air-conditioning settings, recycling cardboard and bottles, and reducing paper consumption. Some of these initiatives are behavioural and some require an investment in upgrading bricks-and-mortar assets.
The Green Building Council of Australia (GBCA) promotes cost-efficient and resource-saving design, construction and operations. The Green Star rating system provides the framework for buildings to be designed, built and managed sustainably. Around Australia, more than 650 Green Starrated building projects are producing fewer greenhouse gas emissions, making significant savings on energy and water consumption and costs, and preventing truckloads of waste from going to landfill. Our report, ‘The Value of Green Star: A decade of environmental benefits’, analyses data from 428 Green Star-certified projects occupying 5,746,000 million square metres across Australia, and compares it to the ‘average’ Australian building and minimum practice benchmarks. Just a few key findings include: • Energy: Green Star-rated buildings have reduced electricity consumption by 580,000 megawatts per year – equivalent to 76,000 average households’ annual electricity use – and are using an amazing 66 per cent less electricity than average Australian buildings. • Emissions: On average, Green Star-certified buildings produce 62 per cent fewer greenhouse gas emissions than average Australian buildings. The cumulative greenhouse gas savings from the Green Star-rated buildings surveyed totals 625,000 tonnes of carbon dioxide a year – the equivalent of removing 172,000 cars from our roads. • Water: Green Star buildings use 51 per cent less potable water than average buildings. That saving – more than 3,300,000 kilolitres of potable water a year – is enough to service 18,000 households or fill 1320 Olympic-sized swimming pools. • Waste: The average new construction project has a 58 per cent recycling rate. In comparison, Green Star – As Built-certified buildings are recycling 96 per cent of their construction and demolition waste. In total, 37,600 truckloads of construction and demolition waste have been diverted from landfill due to good waste management practices.
The environmental benefits of Green Star buildings are now irrefutable; but Green Star-rated buildings are not just good for the environment – they also reduce operating costs, attract customers and staff, deliver higher returns, and boost productivity, health and reputations. In fact, some Green Star buildings are recording staff productivity gains of up to 15 per cent. Until recently, Green Star set best practice benchmarks for the design and construction of new and retrofitted buildings and tenancies; however, the new Green Star – Performance rating tool provides benchmarks that can help management teams in Australia’s 3700 or so clubs and pubs to set targets to increase energy and water efficiency, reduce waste and improve factors that influence occupant health and comfort, such as indoor environment quality. The rating tool can help club and pub managers to track their facilities’ operational performance, and drive ongoing upgrade and retrofit programs.
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ENERGY AND LIGHTING
Green Star – Performance has set best practice benchmarks for the implementation of strategies and actions that measure and reduce a building’s operational energy use, reliance on grid energy supply and greenhouse gas emissions. Similarly, the rating tool recognises and rewards reductions in potable water use through the efficient design of building services, water re-use and substitution with non-potable water sources, such as rainwater or greywater. But true sustainability goes well beyond energy and water efficiency. The Green Star – Performance ‘Management’ category, for example, provides guidance for management teams and assesses the policies, procedures, targets and strategies needed to ensure buildings operate to their potential. Credits within this category address aspects of building management, such as the ongoing monitoring of energy and water usage, and the implementation of green cleaning policies and practices. Indoor environment quality is another key aspect of sustainable building performance. Credits within the ‘Indoor Environmental Quality’ category assess and reward strategies, which ensure that clubs and pubs are healthy and comfortable places for patrons to enjoy, and for staff to work in. Credits address air quality, access to daylight and views, reduction of hazardous materials, lighting, thermal and acoustic comfort, and the overall satisfaction of users with the building. Under the ‘Lighting Comfort’ credit, for example, points are awarded where strategies are in place to ensure that all lights are flicker-free, render colour accurately and minimise glare. Points are also awarded where processes are in place to measure, monitor and manage lighting levels and ensure optimal lighting levels within a building’s regularly occupied spaces. These strategies can help to reduce headaches, fatigue and eyestrain. Evidence suggests that building occupants benefit from visual connections to the outdoors, which offer a greater sense of time, weather and access to contextual focal points in the distance, so the ‘Daylight and Views’
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credit rewards the provision of well-lit spaces that offer appropriate levels of natural light. The management of thermal comfort conditions is often one of the biggest operational challenges for building managers. And, while many management teams only address thermal comfort in terms of temperature, achieving optimal thermal comfort conditions requires a balance between temperature, relative humidity and air speed. The ‘Thermal Comfort’ credit rewards the monitoring of each of these factors throughout the performance period. The ‘Hazardous Materials’ credit rewards operational practices that reduce the health risks from the hazardous materials commonly found in older buildings, such as asbestos and lead. The ‘Quality of Indoor Air’ credit assesses the systems that provide air, as well as the quality of the air supplied to a building’s occupied spaces. The ‘Acoustic Comfort’ credit rewards the monitoring and maintenance of noise from building systems and exterior sources. In a first for the Green Star rating system, Green Star – Performance is delivered via an online platform, which helps to ensure that the rating tool is efficient and costeffective to use. Managers and owners can test the rating tool online, learn more about it, and see how it can help you improve a building – or an entire portfolio. A Green Star – Performance rating will provide clubs and pubs with the independent third-party tick of approval that consumers increasingly expect, as well as the benefits that a Green Star rating brings – from improved asset value and reduced costs, through to increased employee productivity and consumer engagement. The bottom line is simple: sustainability is not a passing fad; it is a critical decision-making process that can assist clubs and pubs to manage costs and environmental impacts, and provide benefits to customers, employees and the community. C&PM For more information about Green Star – Performance, visit: www.gbca.org.au/green-star/green-star-performance
INTERIORS AND ARCHITECTURE
A SUSTAINABLE FUTURE
he Epping Club is a Sydney institution. In 1919, local ex-servicemen from World War I formed a small social club in Epping, and in 1957, the Epping RSL was born. The club has continually upgraded and modernised its impressive premises to be a very sought-after venue for weddings and special events by the wider community, and its membership is extensive. As a winner of the Green Globe Award for achieving a 75 per cent reduction in energy consumption – which has not only benefited the environment, but has also generated a positive return to the business – the Epping Club is proud of its many innovative strategies, which have included reduced costs in water consumption, energy consumption and waste reduction. The floor coatings in the club’s kitchens and bars needed to meet with the overall sustainability charter. This was managed by Mr Kenny Lim, Purchasing and Property Services Manager, who has worked with ROXSET Health and Safety Flooring over the past eight years to upgrade
and maintain the two large banquet kitchens and bar areas. Mr Lim commented, ‘It is the ideal solution in order the meet with strict Food Grade and HACCP guidelines, plus our overall efficiency targets. The ROXSET SE product range is non-toxic, volitile organic compound (VOC)-free and antimicrobial. Its superior fresh and bright-looking coatings give our floors an impervious and seamless finish, making them easy to clean, and providing excellent protection from bacteria build up.’ C&PM
Do you provide a safe & hygienic environment for your staff? Roxset SE Epoxy is a seamless, impervious floor coating system with varying degrees of slip resistance for the Hospitality, Beverage, & Food Processing industries. Roxset meets the highest OH&S standards set by HACCP, AQIS and FoodSafe, ideal for wet and dry food processing areas where the highest level of food hygiene and safety are required. Features & advantages include: •
Impervious non-slip impact with abrasion resistance
Will not harbour Bacteria
Providing safe, durable & ultra-clean flooring for over 30 years.
High/Low temperature tolerant & chemical resistant
Full range of textures & colours available
Easy to clean, low maintenance, reduces costs (readily repaired)
Long lasting (20 years +) with full materials & installation warranty
Installation 7 days a week, 24hrs a day
Contact us today for more information or an obligation free assessment.
1800 769 738 roxset.com.au
HEALTH & SAFETY FLOORING
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INTERIORS AND ARCHITECTURE
INDUSTRIAL INGENUITY – revamping the Palate Hotel The Palate Hotel, in Sydney’s western suburbs, recently underwent an impressive renovation to completely revamp the building’s interior.
or a closer look at the renovation and its process from start to finish, Clubs and Pubs Manager (C&PM) spoke to Swerve Design’s Stefan Elliott, who was the designer architect on the project. C&PM: Stefan Elliot (SE), can you tell us a bit about this project?
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SE: My client, Rod Salmon, had been looking for a new site to place a hotel licence of his. He’s got a great talent for spotting opportunity and had the vision of placing this licence into an existing property he had, using as many salvaged items as he could find to create an authentic warehouse conversion with a twist. It’s the real deal. It’s actually a modern industrial space – not a fancy innercity variety face lift of an industrial past long since gone. It’s actually full of real stuff that has been recycled in its manufactured form, not ‘recycled’ by a factory process – like the fixed seating and stainless bar we patched, refinished and put together again. This is a true-blue working environment, with working components reengineered for a new life.
INTERIORS AND ARCHITECTURE
C&PM: You were the designer architect on this renovation. How did you approach this project, and what were some of the design trends that you explored? SE: We approached this project as a collaboration; it wasn’t a traditional client–interior architect relationship. There was no strict hierarchy. Everyone had a say and everyone contributed – from the builder, suppliers, trades and client’s family, to the tenant. I see collaboration as the future of design, and this project was a hundred times more creative and exciting because it has got all these different inputs behind it. For instance, the site foreman, Ethan Cutcher, was a legend in figuring out better ways to achieve certain details on site that took advantage of new opportunities that arose. We’d start with a sketch and then workshop different scenarios, often with pencil on a piece of wood lying around, to get things to work better. The incredible bar top with the epoxy-set pallets was one of these. All the different colours of painted pallets and writing we found (and created) just gleams under the glossy epoxy. It tells a story and is one of the most talked-about pieces among patrons. Other items came to life from an initial idea, followed by a frenzy of googling to find second-hand options or similar items available at auction. The amazing timber-look tiles in the bathrooms were procured in this way. We would never have been able to afford them if we’d searched for them by specification. They just serendipitously appeared in a search by Rod’s tirelessly persistent daughter and were nabbed for a fraction of what the normal cost would have been. The tenant, Opel Kahn, added a fantastic layer of decorative touches, too. He’s a stylist and an amazing chef, and gave a softer, personal touch to the space, in line with the nuances of his food presentation and style. C&PM: What were the reasons behind this renovation? SE: The main reason was to fill a gap in the market in this forgotten stretch between Parramatta and the inner west. The writing was on the wall that this area was ripe for change. The demographic had gradually shifted, with a lot of corporates in the complexes nearby begging for betterquality spaces during the day, and the higher incomes of nearby residents being unmet by night entertainment options. The competing venues available nearby were still stuck in the 1980s. We had the ingredients and we knew that we could give the area something fresh and compelling. We just had to make sure that it was in the ‘Goldilocks’ zone: prices not too high and not too low – just right for value and a
OTHER ITEMS CAME TO LIFE FROM AN INITIAL IDEA, FOLLOWED BY A FRENZY OF GOOGLING TO FIND SECOND-HAND OPTIONS OR SIMILAR ITEMS AVAILABLE AT AUCTION repeatable experience, with presentation not too flash and not too simple; and just the right level of approachable and comfortable – but special – appeal. C&PM: What was your working relationship like with Rod Salmon, the Palate Hotel’s owner, during this process? SE: Collaborative and fast-changing. The goal posts shifted many times as the project moved on. We developed a special deal together, which was focused on making the most of the opportunities at hand, not on a fixed set of predetermined ideals. This kept things very open, fluid and very effective. I hadn’t really appreciated, from the client’s point of view, how fast things change in their sphere, and how a logical decision one day could be trounced by some new development the next. This often happens in legislative changes and authorities’ decisions can only be guessed at. You never know until the Act and the regulations are released, or the determination comes through from council, for instance. We invested time and construction in the things that were set in stone first, and created options for different scenarios of the things that we were waiting on to make sure it all came together in the end without waste. C&PM: You have used many rescued and repurposed materials to revamp the Palate Hotel. Why did you explore this option? SE: To be frank, the main reason was cost. I think this is a powerful reason. Because we didn’t come from an environmental ideal, the decisions were all business-related and had to stand up to cost-benefit analysis. It gives me CLUBS AND PUBS MANAGER AUTUMN 2014 • 45
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great comfort to know that it’s actually cheaper to recycle and repurpose materials in cases like this one than it is to create from new. It means that we didn’t need the green ratings to motivate an environmentally responsible solution. It happened naturally. This mindset opened our client to identifying an opportunity to salvage the old Mansions Hotel fit-out, which was being stripped out and destined for the tip. Only a few years old, the interior was in great shape, and just needed a patch and refresh. There was no need for expensive tip fees, no need to buy all new, and no embodied energy going to waste – win, win, win! C&PM: The Palate Hotel was once a warehouse. How have you upheld the integrity and feel of the original structure? SE: It was hardly a glorious space to work with, and we weren’t sure what to leave alone at first. After much deliberation, we believed it would be fake and inauthentic to completely cover over the warehouse’s visible personality. We’ve kept the exterior walls and ceiling completely intact as a kind of backdrop to the set design of the space inside. The ceiling retains the ghostly shadows of relocated fluorescent lights and conduits as evidence of its history. The outlines are like ancient handprints on caves, although these were made by dust and blown ballasts rather than ochre. I love it!
C&PM: What has been the reaction to this incredible redesign, by both your client and the patrons of the establishment? SE: From the patrons, it’s surprise mainly: surprise that a non-descript neighbourhood full of workshops, machinery, concrete block walls of nothing and barren bitumen could offer up a gem of a space; surprise that they can get quality food and drink so close to their offices, houses and the university nearby; surprise that it’s so welcoming in a very unwelcoming street. Who would have expected a gourmet speakeasy in this spot? From the client, it’s been delight: delight that they could be so involved in the decisions, yet not have their time tied up in it; delight that their vision grew into something with broad appeal (as measured by his colleagues in the business and patron feedback); and delight that it was achieved for a fraction of the construction cost that a traditional program provides. C&PM: What is your overall philosophy when approaching a project such as the Palate Hotel’s revamp? SE: All renovations require a fresh perspective on a tried and tested process. The main goal is to find the venue’s authentic place in the market, time, place and culture, and to get into the hearts and minds of all who own, work and patronise the venue to make its core values shine through. It’s about finding the venue’s mojo: its raison d’être. continued on page 48
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INTERIORS AND ARCHITECTURE
Professional Performer, controlled conditions. Do not attempt.
CHAIRS that perform and dazzle! Allure
efined, but not necessarily discreet. Provocative, but never pretentious. Gasser chairs are as intriguing as they are comfortable. With clean, crisp lines and a rather healthy dose of swagger, most chairs are designed to fill a space, whereas Gasser chairs are designed to elevate it. Gasser chairs don’t merely perform – they dazzle. For more than 68 years, Gasser Chair Company has been designing, building and perfecting the art of commercial seating, using only the highest-quality materials. A leading manufacturer of slot seating and stackable banquet seating solutions, Gasser Chair Company manufactures fine-quality seating and provides seating solutions for many of the world’s foremost hospitality and entertainment venues. With a showroom and representative now in Sydney, Gasser Chair Company is recognised worldwide as a leader in manufacturing the finest seating solutions for the gaming and hospitality industries.
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gasserchair.com | 800-323-2234 Feature Chair: Camber CLUBSAND ANDPUBS PUBSMANAGER MANAGERAUTUMN AUTUMN2014 2014••47 X CLUBS
INTERIORS AND ARCHITECTURE
continued from page 46
Our philosophy is to strip away all the distractions and perceived threats to get to the kernel of what a place could be – its authentic and unique ultimate potential – and find as many ways as we can to help it achieve its destiny. It’s kind of psychotherapy for property, and we use the tools we’re experienced with – space planning, presentation, branding, experience creation – to bring this to life, ready for our clients to operate. C&PM: In your opinion, why is it important for managers of clubs and pubs to explore the option to renovate and redesign their venues? SE: The metrics are clear and consistent. Renovating and redesigning bring improvements to every aspect of the business – from the bottom line to the front-line attitude of staff. In the case of the Palate Hotel, we had a clean slate; but most often, we work within the walls of an existing venue that needs to see its books bounce back. Renovations have the unique ability to turn things around – whether it be repositioning the food and beverage offer in the marketplace to get more customers paying more, and more often; streamlining systems to remove expensive overheads; or making the same four walls shine with infectious energy.
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People gravitate to new things – fresh, new, well looked after. It says ‘we care about you’, and it’s magnetic. Even if it’s an old look – as is the current trend with the face brick walls and distressed timber– it’s something new to check out. New customers and old ones alike need a reason to go through the front door. Even if you’re an institution with a loyal following, you still need to be updated to take advantage of the changes in technology, legislation, and that very tricky one: culture. I’ve seen many a venue lose its way and miss the everimportant tipping point – that point on the sales ledger where things drop off. It’s so hard to get people back when a lack of investment in a venue has patrons give up, feeling that they’re getting a dud deal on an old and tired place. That goes for both patrons and staff. Little tweaks here and there can keep things alive – new paint, new décor for a particular room, a new addition to provide somewhere new to eat, drink, smoke or entertain. I don’t think a full venue closure for many months and huge multimilliondollar relaunches are the best way forward in most cases; but the changes need to have a critical mass, too. To get change, you need to change. And make it a worthwhile one that makes everyone involved feel new pride, new energy and new reasons to be in your venue. C&PM
INTERIORS AND ARCHITECTURE
NOFOR ROOM A PLAYGROUND?
layground equipment need not be constrained by walls and windows. The Goplay playground equipment range is modular in design, making almost any layout possible. There are very few limitations imposed by lack of available space or odd site shapes. You may not have an obvious area available for a playground, but we can work with you to find a location for your play area that will give you all the benefits of a playground without taking up valuable seating space. There’s no need to worry – we’ve fit playgrounds in venues with no space for a playground before! Some of the places where we have located playgrounds in the past include through walls and windows, in and over gardens and driveways, and off balconies. We can design to suit small sites, narrow sites, and sites with uneven ground just as successfully as a brand new venue with a dedicated play room. We are yet to find a venue that does not have a workable position hiding somewhere.
Our experienced staff are sure to have some ideas that you would never have dreamed possible. No matter how limited your space, we can make it happen – just ask us how. C&PM To take advantage of Goplay’s free Australia-wide design and quotation service: call 03 9308 1800 or visit www.goplay.net.au.
Take advantage of our FREE Australia-wide design and quotation service to see where a playground could fit at your venue! Call 03 9308 1800 or visit www.goplay.net.au GOPLAY COMMERCIAL PLAYGROUNDS • 5 TECHNICAL DR, CRAIGIEBURN VIC 3064 • PH 03 9308 1800 • FAX 03 9308 1777
CLUBSAND ANDPUBS PUBSMANAGER MANAGERAUTUMN AUTUMN2014 2014••49 X CLUBS
COCKTAILS: GIVING YOUR VENUE AN EDGE BY GIULIA HEPPELL
Getting creative with your beverage list has never been more beneficial.
he cocktail is a simple thing that can give a club or pub a competitive edge. Martini, bloody mary, mimosa, daiquiri, white Russian, mint julep, Long Island iced tea, margarita – these are just some of the myriad drinks that are trending across bars in Australia. The question is: why aren’t all venues capitalising on this cocktail trend? Cocktails are popular with patrons; they add an air of sophistication to a venue, and, more importantly, they provide a point of difference. One venue that knows its drinks is Eau de Vie. This popular speakeasy business has two thriving venues, one in Melbourne and one in Sydney, and prides itself on the beverages that it serves. As a specialty cocktails and whiskey (spirits) bar, Eau de Vie focuses on beverages, and Sven Almenning, Director at Eau de Vie and the Speakeasy Group, knows his drinks. According to Mr Almenning, including cocktails on a venue’s beverage menu is a must, and the reactions of patrons who frequent his own bar have been very positive.
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‘What am I going to say? They love them! Since we opened Eau de Vie Sydney four years ago, and Melbourne two years later, the reception we’ve had from our guests has been fantastic. Cocktail sales easily outnumber beers by 10 to one, which I believe speaks volumes for our guests’ preference for cocktails. It’s what we do, and why people come to see us in the first place,’ Mr Almenning says.
Eau de Vie has an impressive beverage menu, with cocktails and single-malt whiskies the specialty. ‘Our cocktail menu consists of 44 cocktails, all of which have been created here at Eau de Vie. Even if you see a drink you recognise, like the “dark ‘n’ stormy”, it is our own special version with homemade ginger beer and housespiced rum. All the drinks have great theatre behind them, have been tried and tested to perfection, and have been made using quality products and ingredients,’ says Greg Sanderson, Venue Manager at Eau de Vie in Melbourne – another man who knows his way around the bar and the cocktail shaker. While club and pub managers can be excused for thinking that creating a cocktail list will lead to fancy (and costly) ingredients, glasses and mixing equipment, Mr Almenning assures us that incorporating a diverse range of drinks and cocktails on a venue’s menu is not as expensive as it may sound. ‘Implementing and executing a good cocktail list does not have to be expensive. The equipment is inexpensive and easy to get a hold of. If the venue lacks the expertise internally, there are lots of consultants, as well as spirits companies, that would gladly lend a hand; however, make sure they write a list that suits your guests.’
wanting to explore cocktails, I’d recommend a small list that’s easy to prepare and serve, and to ensure that all bartenders are well trained on the list.’ There are myriad mixes out there to choose from – including classics, such as the martini, to trending cosmopolitans and the tropical pina colada. A great way to ensure that patrons visit your club or pub is by offering a signature cocktail that can’t be found anywhere else. This not only gives your patrons a diversity of choice and a reason to come back, but it is also a great tool to utilise in order to set your venue apart from the rest. ‘We love making classics, but our best drinks are the ones we have worked hard on conceptualising, testing and perfecting for the list,’ says Mr Sanderson. While Eau de Vie is known for its innovative mixes and twists on the classics, the popular bar still caters for those searching for the original. ‘As a rule, we don’t feature classics on our list. If you want a Negroni, a martini or a pina colada – whatever your fancy – our bartenders should be able to make you a cracking classic. The drinks on the list are predominately concept drinks or our own elaborate twist on some of our favourite classics,’ says Mr Almenning.
Lady’s leg cosmo
Mr Sanderson agrees, reminding us that it isn’t what you use, but how you use it. ‘A great bartender will be able to put out great drinks with the standard equipment – no need for a super-expensive set-up; just a bit of time and support. There are also so many liquor companies out there that will assist you free of charge with the set-up. Contact your spirit suppliers and ask for assistance.’ When planning out a new beverage list, Mr Sanderson reminds us of the importance of quality over quantity. ‘Do a small well-selected list of great drinks that your staff and guests are comfortable with over a list that is intimidating and poorly produced.’ But which cocktails are right for your venue? According to Mr Sanderson, diversity of choice is the most important thing when running a successful club or pub. ‘Cocktails are very popular, and just as we stock beer and wine in our cocktail bar, other venues should offer their guest the same diversity of choice.’ For him, when piecing together a beverage list, it’s all about the demographic. ‘Listen to your guests and make drinks for them, not yourself.’ Mr Almenning agrees, stating: ‘It really is all about the venue and ensuring that the drinks you offer are right for your customers. If it’s your first foray into this or you’re simply
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cosmopolitan”. Just the sight of this thing gets a reaction, as it’s served in a 1930’s vintage cocktail shaker in the shape of a lady’s leg.’ So, how do managers make the jump into cocktails? One way to ensure that the transition is as smooth – and painless – as possible is by hiring an expert from the get go. ‘Like in any line of work, I believe it helps to have a senior member of staff who can both lead by example as well as inspire and drive younger or less experienced staff to continuously learn and grow on the job,’ says Mr Almenning. Mr Sanderson concurs, saying: ‘Bartending, like everything, is something that takes time and practise to get good at. Having a senior bartender on hand is extremely important to lead the others in the right direction. There are many wrong ways and bad habits to pick up if not shown the correct way from the start.’
THERE ARE MYRIAD MIXES OUT THERE TO CHOOSE FROM – FROM CLASSICS SUCH AS THE MARTINI, TO TRENDING COSMOPOLITANS AND THE TROPICAL PINA COLADA
In an ever-expanding industry where competitors seem to sprout overnight, the key to success is having a point of difference. And while incorporating cocktails in your venue’s beverage list may be of huge benefit to you, you won’t see many diners complaining. After all, sometimes it’s all about the drink: ‘Martini. Shaken, not stirred.’ C&PM Photographs courtesy of Peter Czeczon, Eau de Vie.
‘While we love making classics, and pride ourselves on our bartender’s skill and knowledge of these, we really are more about promoting the drinks on our list. Theatrical and visually appealing drinks, such as the “Versailles experience” (a group serve in an absinthe fountain) and our “Eau de Vie blazers”, are two very different examples of popular crowd pleasers on our lists. ‘All the cocktails on our list are what I suppose some would call “signature cocktails”, as they are our own recipes; however, I suppose we are more “famous” for some cocktails over others. When we first opened Eau de Vie, we decided to select a few key drinks that we wanted everyone who visited Eau de Vie to try. Our “Eau de Vie blazer” has been on our list since day one, as has our “yuzu mule”, but perhaps the most well-known drink would be our “lady’s leg 52 • CLUBS AND PUBS MANAGER AUTUMN 2014
Eau de Vie blazer
WILL BE THE RESPONSE
ow will be the response from your clientele when they experience the impact of marguerite doré glass dining ware. Our range of dining ware will enhance the presentation of your quality cuisine. Your presentation and service will be complemented with the use of these unique glass serving plates, platters and showplates. They will exemplify your passion and pride, and you can be confident of eye-catching and individual styles. These plates are Australian in every sense. They are strong, resilient, individual and versatile. Put an end to having to replace your stock continually due to chips and breakages, as the durability of our range is extraordinary. This glass dining ware is made to be used, being dishwasher friendly, stackable and a true joy to use. The economical benefits will soon be evident from the durability of the high-quality glass and the Australian method of producing these unique pieces. Design your own with our custom designing, or choose your unique combination from our full range of sizes, shapes, designs and colours on our website, www.margueritedore.com.au. Our products are available on the website at retail prices, and special pricing applies for wholesale and commercial quantities. This glass dining ware is exclusive and our products are manufactured to order.
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POPULAR bar snacks without the kitchen F
or many venues, there are large windows of time when the kitchen is closed. There are also times when orders for bar snacks and meals impact on normal kitchen trading and require staff members to ferry food from the kitchen to distant bars in hotels and clubs. What if bar staff could prepare the food right there behind the bar? What you need is a kitchen in a box. Consider a Perfect Fryer for this application. It can be turned on and ready for action 24 hours a day. It takes up a very small amount of bench space, allowing it to be placed within a bar area or cafe counter. It is fully enclosed and doesn’t require any kind of ventilation or exhaust. It is fully automated, with programmable cook settings, which allow any staff member to use it and cook consistently high-quality fresh-fried bar snacks, which offer great profit margins and an average cooking time of two to five minutes. There are three models of Perfect Fryer to suit different bars and applications. Fried food can be cooked directly from the fridge or freezer. It is a traditional and very popular food that sells well. Fried food offers margins of around 70-80 per cent or more, depending on the offer created. Many venues will prepackage food into serving sizes, allowing staff to easily
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empty bag contents into the fryer, press the appropriate program, and that’s it. Once cooked, food will automatically dispense, ready to put into a bowl and give to the patron. The ability to offer food at all hours, regardless of whether the kitchen is open or closed, can create great value in many areas and business types. Gaming rooms, sports bars, cafés, pubs and hotels can all benefit from installing a Perfect Fryer. Additionally, the Perfect Fryer cooks food unbelievably well – you need to try a chip cooked in the Perfect Fryer. For help creating a bar snack menu, machine costs or finance options, call Perfect Fry Co 1800 265 771.
The popular and profitable menu favourite
Chicken is a key component of the Australian diet, and is eaten three times a week by over one-third of the population1. With chicken ticking all the boxes for today’s health-conscious diner – who is seeking great quality, taste and excellent value – the club or pub signature chicken dishes are set to remain a popular and profitable menu favourite. Dr Andreas Dubs, Executive Director of Australian Chicken Meat Federation (ACMF), outlines the benefits of enjoying chicken, the food safety standards and why certain food safety practices are essential, and busts some perpetual urban myths.
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ith dining trends moving towards snack options outside of traditional eating times, a focus on healthier kids’ meals, and the resurgence of fried chicken that is being embraced in many different guises, it’s a great time to enjoy the many Dr Andreas Dubs benefits of cooking with chicken. While chicken is simple and versatile, it is critical to ensure that every chef and his or her team understand the basic food safety rules. Chicken is a very versatile meat that is easy to handle and cook, and is one that has enjoyed a price stability over other meats. Moreover, Australians’ demand for chicken has increased tenfold over the last 40 years, making chicken the most popular meat in Australia. The latest figures1 indicate that chicken consumption in 2011–12 reached 44 kilograms per person, easily outstripping beef, which was at 31.9 kilograms in that same year. This growth has, in part, been driven by productivity gains that have allowed chicken meat to become the best value meal option. Chicken sales have also benefited from favourable consumer attitudes, popularity among all family members, and an increasing recognition that chicken contributes to a healthy diet. As one of our most popular and nutritious meats, chicken can contribute significantly to a high-protein diet, shown to be helpful to those wanting to lose weight and maintain weight loss. And for those simply looking to eat for optimal health and wellbeing, chicken is an excellent choice. Breast meat, which is the predominant cut consumed, is low in fat, with its fat profile favouring polyunsaturated fatty acids. Chicken meat also delivers essential vitamins and minerals, and is the most affordable meat source. Many different chicken cuts can be used in dishes. Apart from the popular and well-known options, such as whole chicken, chicken breast fillets, wings, drumsticks and thigh fillets, there is a vast range of less familiar cuts available that may inspire some innovative dishes or a new take on a traditional favourite. These include: • breast and leg quarters: the whole chicken cut into four sections, two breast quarters (including portions of the 1 Jigsaw Research 2008 conducted for the Australian Chicken Meat Federation 1 Source: ABARES Australian Commodities March 2013 and earlier editions
back, a half breast and a wing) and two leg quarters (including portions of the back, the thigh and drumstick) • breast fillet, skin on: boneless breast with skin on • tenderloins: boneless, skinless eye fillet from inside the breast fillet • whole chicken leg: the drumstick-thigh combination (sometimes referred to as ‘Maryland’). The whole leg differs from the leg quarter in that it does not contain a portion of the back • boneless, skinless leg: whole chicken leg (including drumstick) with skin and bone removed • chicken thigh, bone in and skin on, or boneless with skin off: more commonly sold in the filleted and skinless form, the thigh is the portion of the leg above the knee joint • wing drumettes: sometimes called ‘Mini Drums’, the first section of the wing between the shoulder and the elbow • wing mid-section, with or without tip: the wing section between the elbow and the tip, sometimes called the wing flat or mid-joint, with or without the wing tips included • kebabs: boneless, skinless fillet meat on skewers. Chicken is so versatile that it can be enjoyed in many different ways – from paté to pies, soups, stir-fries, on pizza and in pasta, roasted, baked or in wraps and salads. With the ease of using chicken in so many dishes, it is important not to become complacent when handling and cooking it, and to follow the food safety rules at all times and understand why they are needed. The important caveat with many raw foods is that the food has to be handled and prepared correctly. Once the product leaves the cool room, it is essential that the cool chain is maintained both before and after the product is purchased. It is also essential that the product is heated (cooked) at the correct temperature. All food, with the exception of sterilised foods such as canned produce, contains bacteria. Most of these bacteria are harmless or even an essential part of the production process, such as in cheese; however, some bacteria can become a problem if food is not stored and handled correctly. The main concerns in this respect are bacteria such as salmonella and campylobacter. Salmonella is a common bacteria found in all meats, and in eggs, and can also be found in other fresh foods, including salads, vegetables, fruit and nuts. Campylobacter can be found in many meats, and in unpasteurised dairy products.
(based on ABS data)
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Most importantly, any risk from bacteria is completely eliminated if meat is cooked properly, and if care is taken not to contaminate other cooked foods or those to be eaten raw, such as salad.
REFRIGERATION Most raw or cooked chicken can be stored safely in the fridge at five degrees Celcius or lower for two to three days. Minced poultry can be kept for just one day. Keep raw chicken away from other foods in the fridge and during preparation, so raw chicken juices do not drip onto food that will be eaten raw, such as fruits or vegetables. If you are storing the uncooked meat for more than three days, chicken products should be frozen.
FREEZING AND HANDLING TIPS Freeze fresh chicken as soon as possible to maintain quality. Use moisture-proof wrap or bags when freezing chicken, and label packages with the content and date it was frozen. Thaw frozen chicken: • in the refrigerator • in cold water, changing every 30 minutes • in the microwave. Never thaw chicken at room temperature. There is no need to wash chicken before cooking as it is not an effective way of removing bacteria from the meat; it only spreads any bacteria present on the chicken to the sink and other surfaces. Use separate utensils, such as different knives and chopping boards, when preparing meat to avoid bacteria cross-contamination.
COOKING The time needed to cook chicken depends on the cut and size. Your chicken is thoroughly cooked when:
will always be chart toppers. One hot food trend of the last year that is making a resurgence is fried chicken. It not only remains a pub and club favourite, but it is being embraced by chefs across Australia, from American-style fried chicken and chicken schnitzels, to current favourites, such as Japanese karaage (where chicken pieces are marinated in soy, ginger and sometimes sake), Korean fried chicken in its sweet-sticky-spicy or spring oniontopped versions, Indonesian ayam goreng, or plate-sized old-school chicken schnitzels. Australian chicken is a healthy, affordable, family favourite, but is surprisingly often challenged by misconceptions and myths. Here are a few facts for the record: • Chicken has the lowest environmental impact of all the major meat choices. • Almost all chicken meat sold in Australia is grown in Australia. • No hormones or steroids are given to chickens to promote growth. Selective breeding, improved nutrition and flock management practices are responsible for the faster growth and more meat on today’s chickens. • Conventionally raised chickens (85 per cent of all chicken meat sold in Australia) are raised indoors on the floor of large barns, never in cages, and are mainly fed grains (largely wheat and sorghum). • Free-range chickens (about 15 per cent of all chicken meat sold in Australia) have access to an outdoor area during the day once they are fully feathered. Visit www.chicken.org.au for more information. It is often said that when dining out at the local pub or club, many overlook the chicken option on the menu as they could ‘cook it at home’, such is its versatility and ease to cook with. With the variety of chicken cuts and the versatility of chicken (being able to be used in a wide range of cuisines and hot and cold dishes), there is a huge opportunity to rethink the menu classics, create inspiring and innovative chicken dishes, and make customers ponder their menu choice that little bit longer. C&PM
• the chicken meat is no longer pink inside • the meat juices run clear. You can use a food thermometer to check the temperature at the centre of the thickest part of the meat. When it reaches 75 degrees Celcius, it is thoroughly cooked.
TOPPING THE MENU CHARTS Favourite dishes like chicken parmigiana, barbecue chicken, baked chicken wings and chicken caesar salad 58 • CLUBS AND PUBS MANAGER AUTUMN 2014
Delicious chicken recipes can be found on page 60
The ACMF is the peak coordinating body for participants in the chicken meat industry in Australia and is recognised as the industry representative by the Australian Government. Twitter: ACMF@chookinfoline www.chicken.org.au/foodsafety
and eco-friendly ice makers from Scotsman
n ice maker that can boost productivity as well as help cut operating costs is the latest new arrival in the Australian market from the leader in ice-making equipment, Scotsman. Scotsman’s new environmentally friendly, low carbon emission, propane-fuelled ice maker was named one of three finalists at last year’s Fine Food Australia Best New Equipment Awards – the annual awards recognising the most innovative new hospitality equipment in the country. The R290 propane refrigerant used in the new machines has strong green credentials, scoring a zero ozone depleting potential (ODP) and a very low global warming potential (GWP). In Europe, propane systems are now a leading alternative to damaging hydrofluorocarbon (HFC) refrigerants. John Gelao from Scots Ice, the distributor of Scotsman equipment in Australia, says the R290 machines are able to produce more ice at reduced running costs. ‘These machines produce 200 kilograms of ice per 24 hours using a quantity of only 150 grams of propane gas, which
will cost only 45 cents,’ he says. ‘In comparison, a standard machine using the 304 refrigerant uses one kilogram of gas, which costs $380 per kilogram.’ ‘Plus, in the standard refrigeration like the R304, a cycle is usually made in around 20 minutes. With the R290, it’s done in 15 minutes, so you’re increasing the production as well as the efficiency of power use.’ C&PM
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Delicious chicken recipes for your venue CREAMY CHICKEN SPAGHETTI INGREDIENTS 350 grams fresh chicken breast, thinly sliced 500 grams spaghetti 1 tablespoon olive oil 1 brown onion, finely chopped 2 garlic cloves, crushed 100 grams short bacon rashers, thinly sliced 150 grams button mushrooms, thinly sliced 300 millilitres cream 1/4 cup finely grated parmesan cheese 1/4 cup flat-leaf parsley, roughly chopped salt and pepper, to season extra parmesan cheese to serve.
METHOD Cook spaghetti as per packet directions. Meanwhile, heat half the oil in a large heavy-based frypan over a medium heat, cook chicken for five minutes, or until lightly browned and cooked through. Remove chicken from pan and set aside. Using the same pan, heat remaining oil, cook onion, garlic and bacon for five minutes, or until onion is lightly browned. Add mushrooms to pan, cook for a further two minutes, or until mushrooms are just tender.
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Add cream to pan, bring to the boil, then reduce heat and simmer for three minutes, or until sauce thickens slightly. Return chicken to pan with any juices, add cheese, and stir to combine. Remove from heat. Stir parsley through chicken, and season with salt and pepper. Drain spaghetti, add to chicken sauce. Toss over a low heat for one minute, or until heated through.
BAKED CHICKEN WINGS
INGREDIENTS 8 fresh chicken wings 2 tablespoons oyster sauce 2 tablespoons kecap manis (sweet soy sauce) 2 tablespoons honey 1/4 teaspoon chilli powder sesame seeds, to garnish.
Preheat oven to 200 degrees Celcius. Line a tray with baking paper. Place marinated wings onto baking tray. Bake for 30 minutes or until cooked through. Brush the wings with excess marinade as they cook. Before serving, sprinkle with sesame seeds. Serve with salad or as finger food. C&PM Recipes source: Inghams Enterprises – www.inghams.com.au
In a large bowl, combine the oyster sauce, kecap manis, honey and chilli powder. Add the chicken wings and toss to coat well. Cover and refrigerate to marinate for one hour.
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TRUSTED IN THE FOOD SERVICE INDUSTRY
toddart are Australia’s premier metal fabricators, engineers and suppliers of food service equipment. Founded in Queensland in 1959, Stoddart now manufacture and import a large range of equipment for food service applications in their 22,500-square-metre manufacturing facility in Brisbane. In addition, Stoddart’s warehouses and sales teams in Sydney, Melbourne, Adelaide and Perth ensure that all regions of Australia are covered. Stoddart’s 400-strong team has vast experience working in Australia’s commercial equipment industry. They are an industry-recognised leader in providing premium-quality products and services. Their exclusive brands include Electrolux Professional, Woodson, Adande Refrigeration, Koldtech, Culinaire, Simply Stainless, Anets, CookTek, Halton, Duke and Metro. While Stoddart’s speciality is in food service applications, their engineering excellence has led to several other successful business units. These include custom stainless steel fabrication, major project kitchen contracting, architectural metalwork, stainless steel plumbing products, street furniture and precision fabrication. With over 50 years in the marketplace, it is incredible to see that Stoddart are still innovating and leading the industry forward. Winner of the Best New Hospitality Product in 2012, Adande’s patented refrigerated drawers are unique to the marketplace and enable customers to differentiate their product offerings. The Adande drawers ensure that the cold air is retained when you open a drawer, providing energy savings of up to 40 per cent. Each drawer comes with the ability to be set within the range of -22°C to +15°C, at 0.1°C increments, providing unrivalled functionality in the kitchen. Installed throughout quick service restaurants (QSRs) worldwide, as well as Michelin-starred restaurants, Adande drawers suit a broad cross-section of foodservice applications. Another recent addition to their Electrolux Professional range is the Air-o-convect Touchline Oven. The simpleto-use, touch-sensitive user interface makes cooking everything on the menu simpler. With 12 cooking
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modes and 10 humidity levels as standard, you are also able to store and transfer 1000 16-step recipes via USB, all accessible with a simple touch. The complete cooking process is made simpler, with a hot-hold function included to keep the food warm at the end of each cycle, as well as four automatic and one built-in self-cleaning cycles. It is well documented that once the cooking is done, noone looks forward to cleaning up. With the new Electrolux green and clean hood-type dishwasher, ware-washing is a breeze. With easy-to-operate, single-touch controls and an integrated LED display showing operation status, the user will be surprised by how much time is saved. The dishwasher uses a built-in, high-efficiency, energy-saving device that transfers the heat captured inside the machine to the incoming cold water before entering the boiler. The unit also saves water, using a nominal two litres per each of the three wash cycles. Within the unit, the soft start feature aids with washing glassware and other delicate items, and the double-insulated hood ensures low noise levels and minimal heat loss. C&PM For more details on any of the products listed above, or any of the many other products distributed by Stoddart, call today on 1300 791 954, or visit the website www.stoddart.com.au.
EDUCATION AND TRAINING
RETAINING APPRENTICES – the key to success The peak national association that leads and represents the interests of restaurants and cafés across Australia has launched its Skills Pathways project, a program that aims to improve retention rates and quality of apprentices in the evergrowing hospitality industry.
apprentices and nurture them with the skills we have and help them complete their apprenticeship.’
According to Mr Hong, education is ‘Important for the future of Australian hospitality. We need to train these young cooks and front-of-house staff to take our places when we get old, while maintaining the high standards that we value in Australian hospitality.’
o-funded by the Australian Government’s Accelerated Australian Apprenticeships initiative, Restaurant and Catering Australia’s $7-million educational project is intent on providing world-class training across the industry until 30 June 2015, and is working closely with eight training-registered organisations to do so. With 1250 positions available across four Skills Pathways in New South Wales, Victoria, Queensland, South Australia, the Australian Capital Territory and Western Australia, there are plenty of opportunities for those in the restaurant and catering industry to expand on their skills; and for those wanting to get a foot in the door, there is an opportunity to learn while gaining the hands-on experience that is vital to the industry. Specifically, there are 500 Certificate III in Commercial Cookery apprenticeships, 500 Certificate III in Hospitality (Front of House) vacancies, 325 Certificate IV in Commercial Cookery opportunities, and 400 formal training positions in supervision pathways available. These skills are key ingredients for success. This new educational initiative is imperative for the hospitality industry. Skills Pathways Ambassador and Head Chef at Merivale’s leading Ms. G’s, El Loco and Mr Wong restaurants, Dan Hong, explains: ‘The truth of the matter is that the number of apprentices in the field of cooking reduces dramatically every year. There are less and less apprentices that actually complete their apprenticeship. This is a way we can guide our
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According to Mr Hong, ‘The aim is to guide our apprentices every step of the way through their apprenticeship. For the apprentice, there is a chance that they can complete their apprenticeship early if his or her mentor (manager) believes they are doing a really good job.’ Education is paramount in the hospitality industry. In a sector where hands-on experience and training often seems to be the only way to learn the ins and outs of the job, it’s important for club and pub managers to nurture and train their staff in whatever way they can.
Yet, being an apprentice is not always easy, and that is something that venue managers should keep in mind when dealing with these young students. ‘[My apprenticeship] was very hard. Long hours, terrible pay and constantly getting yelled at… but it made me stronger as a chef. My passion for cooking helped me get through it. It was all a learning process that I don’t regret at all,’ says Mr Hong. So, what does the Skills Pathway project mean for restaurant operators? If you ask Mr Hong, his reply is simple: ‘For managers, they have a sense of achievement when they see their apprentice strive in their cooking.’ The program allows apprentices to thrive and follow their passion, and this means that managers are able to reap the rewards: evolving and innovative dishes; passionate, enthusiastic and hardworking staff; and, moreover, staff retention – something that is important to any venue, as this allows consistency for patrons, and security for managers. C&PM Apply to win an exclusive cooking session with award-winning chef Dan Hong. Do you want to launch or ignite your career in hospitality? Apply for a Skills Pathway and we’ll find the right apprenticeship and training for you here: http://bit.ly/1m7ZB8R
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