Sláinte Pub and Grill, located on 3000 Market Street, has been involved with Dining Days since the pub opened their doors in 2007 and Lauren Doney of Sláinte, says each year they have seen many rewards and zero business challenges. As far as 2011 is concerned, Doney expects the experience to be similar to previous years. The event not only helps Sláinte gain exposure to new clientele and increase business during the “slow season”, but also it is an opportunity for the restaurant to try possible new menu items on guests and receive valuable feedback. Other reasons to participate include free advertisement in local newspapers and online and a chance to be a part of an exciting promotion with many notable and diverse restaurants. This year, Sláinte has chosen the $15 option, because it resembles their regular menu more closely. The restaurants closest to Sláinte are doing the $25 option, an option Sláinte has chosen in the past; however, they had more success with the $15 one. Overall, Sláinte looks forward to this time of year. As Doney explains, “By offering a great deal, it encourages Philadelphians to travel West of Center City & sample the diverse cuisine this area has to offer.”

Having opened in October 2010, Biba Wine Bar is not only new to Dining Days, but is new to University City. Jonathan Myerow, owner of both Biba and Tria, says they have decided this event is a great way to entice people to try Biba and hopefully, create repeat customers. Biba is located 3131 Walnut Street and is considered an inexpensive restaurant (most items are less than $10); therefore, they chose the $15 price for their guests. “The biggest challenge is that we have no idea of what to expect in terms of business volume,” Myerow explains. With an email blast of 18,000 people, Biba has made a great effort to promote their involvement, but they will have to wait until the end of July to assess their success and decide their plan for next year.

Summer 2011 is the first time UC Dining Days is running for a full two-weeks and the excitement could not be anymore palpable. Restauranters and Philadelphia foodies alike are anticipating high sales and great eats.

Name

Company: Legend Properties, Inc.

http://www.lpre.com/

Introduce yourself.  What does your company do?

Legend Properties, Inc. is a full service commercial brokerage firm that has six offices on the East Coast from Florida up to New Jersey.  We specialize in commercial sales, leasing, and investment properties, as well as development.

I specifically operate in the hospitality division of real estate.  I work with experienced operators, chefs, and private equity individuals who are looking to purchase, lease, or sell restaurant properties.  I strive to bring the landlord, chef, and managers together in regards to properties and locations.  I work with both restaurants that are initially starting up, as well as those who are inexperienced or looking to fix a previous mistake.   As a restaurant agent, I represent restaurateurs and chefs in a multitude of capacities, including product sourcing, strategic alliances, and organizational development.

Why is your service important in running a restaurant business?

There are five reasons why restaurants fail and one of them is poor location or inexperience negotiating in lease or sale of property.  Site selection is a complex operation filled with lots of variables and demographics, but is essential for each restaurant.

Why did you join the Tri-State Hospitality Network? What does it bring you?

Tri-State Hospitality Network brings the opportunity to network multiple services in one location at one time.  Time is a valuable commodity, especially in the restaurant business and real estate.  Being a member of TSHN has made time one less thing to worry about.  In addition, it is a huge benefit to be able to network with people who provide other services for the restaurant business.  Working with restaurants, I rely a lot upon networking in my business.

Do you have any success stories?

Being a member of Tri-State Hospitality Network, I have been able to network with many people including Pete Porretta of Lighthouse Architects and Jessica Diamond of Goodwin and Associates.

Through TSHN, I made contacts that recently helped me to close a high profile deal at 777 South Broad Street.  Through networking, we were able to get into a space that was originally out of reach and in turn negotiate an attractive deal.  From the support that TSHN offers, I was able to put the pieces together to make this deal possible.

If you had to recommend one restaurant in the city, what would it be?

Tiffin Restaurant has very good Indian food, but not all of it is spicy!  And it has several locations in the Philadelphia area.  Meme is also good for rustic American food.

Company: Rewards Network

http://www.rewardsnetwork.com/

Introduce yourself.  What does your company do?

Rewards Network is a dining rewards program that gives restaurants the ability to offer rewards that are proven to drive traffic into their restaurant.  The benefit of being a part of our rewards program allows a restaurant to associate itself with leading brands, such as airlines, call and savings programs, hotel rewards, and major retailers.  Members then earn motivating rewards at these restaurants, such as frequent flyer miles, hotel points, cash back, college savings, and retail points.  Rewards Network works with already established restaurants as well as ones that are just starting up to create a good dining experience.

Why is your service important in running a restaurant business?

Rewards Network specializes in four main values.  These values are marketing, business intellect, reporting, such as customer engagement, and access to capital.  By focusing on these principles, an experienced representative is able to lead restaurant owners in the right path for better business practices.

Why did you join the Tri-State Hospitality Network? What does it bring you?

I helped to start up Tri-State Hospitality Network along with Josh Laster in 2007.  We noticed a need for a networking group among restaurant professionals and thus, we created a laid back group concentrated on the restaurant industry.  We started off as a small group of only a few other people, but have gradually expanded over the years and we now have about 20 stable members.  I think that being a part of TSHN brings credibility to one’s profession.  As a result, clients will feel more comfortable working with me and other members of the group.  TSHN provides a resource for other business.  Hopefully, restaurants will continue to work with me and refer my business to other owners.  I believe that TSHN speaks for itself and generates a revolving door of restaurant business.  I now serve as President of Tri-State Hospitality Network.

Do you have any success stories?

I gained some clients due to my relationship with other members, such as Mike Czyzyk.  I especially like it when my clients attend the owner lunch meetings.  I think this creates, as well as, strengths a good relationship.  I have been able to use TSHN as a good resource for prospective and current clients.  In the future, I would like to see Tri-State Hospitality Network continue to grow in a positive way, gaining more members and credibility.

If you had to recommend one restaurant in the city, what would it be?

I would recommend the restaurant Tequilas on 16^th and Locust.  And if I were to suggest a client of mine, I would say Bistro Romano.  Both are very good!

Name

Company: Lighthouse Architecture

http://www.lighthousedesign.com/

Introduce yourself.  What does your company do?

Lighthouse Architecture is a team of architects that design new restaurants and rebrand existing ones.  We work with quick serve restaurants, fine dining, and bars and lounges.  We focus on the return on client investment.  Lighthouse Architecture provides both creative and financial solutions.

Why is your service important in running a restaurant business?

The interior esthetics of a restaurant needs to reinforce the brand and concept in order to send the correct message to the marketplace.  The chain restaurants are well of this and that is how they compete with independent restaurants that have better culinary offers.  In selecting the architectural design, we focus on the restaurateurs’ concept and the demographic they are trying to attract.

Why did you join the Tri-State Hospitality Network? What does it bring you?

Tri-State Hospitaity Network is a group of people marketing to the same client base.  Being a member gives me the opportunity to cross sell, as well as make referral marketing

Do you have any success stories?

I work with Audrey of Raison D’Etre.  She does some marketing for my company.  I have a strong relationship with a former member, Mary Siegel.  In addition, I am currently meeting with a restaurateur that I met at one of our quarterly events.

If you had to recommend one restaurant in the city, what would it be?

I would say the Steven Starr restaurant, the Continental in Midtown.

You have two major “cost centers” at your restaurant. One is food and beverage. The other is labor. Which one do you think is most problematic? If you said labor, either you’ve been running a restaurant for at least a few months, or you have some genuine insight into the challenges of running a restaurant.

Labor issues are still the No. 1 concern of most restaurant owners and managers. Food and beverage costs are held in check through price adjustments, portion controls and through purchasing efficiencies. On the other hand, labor costs are not controlled by paying low wages. First, the minimum wage sets the floor for the price of labor in the United States. Second, and more importantly, there is a matter of supply and demand. Most restaurateurs know there are simply not enough qualified applicants for the positions they need to fill.

Labor costs are controlled through sound scheduling and improving employee productivity. You increase productivity through training, better kitchen and dining room layouts, and the use of labor-saving equipment and products. That said, this article does not go into those human resource issues as much as it addresses cost-related issues and ways to increase employee productivity — the areas in which you have most control. It emphasizes the importance of scheduling in controlling labor costs and the ways to collect and analyze payroll data.

To read the full article, contact Bill Troutman.