OnSite is in the business of reviving restaurants, hotels and casinos that are in trouble, sometimes on the verge of bankruptcy. It focuses on working with current owners on overhauling management and operations.
Rolling Stone is making its red carpet premiere this summer at the Hollywood & Highland Center with the opening of its first restaurant and lounge, but it won’t be the only rock star on that mall’s stage. That’s because Rolling Stone is set to open its doors just as Hard Rock Café is scheduled to launch a restaurant and live event venue in the same center – in a first-ever competition between the two iconic names.
Hotels are adding and raising room surcharges to boost profit. It’s a risky strategy, as room rates are the No. 1 or No. 2 determining factor for leisure travelers who book rooms.
The point of the rewards program isn’t for the customer, its for the restaurant – disguised. Drive traffic and promotions without taking away from the existing. The value lies in the marketing ability to get the customer in order to push them towards what you want to accomplish.
The key reason for this explosive growth and what seems like a yogurt brand in every available corner, strip mall and random location is purely economics.
Employers that go this route typically like the reduced rents and technology savings telecommuting affords, while employees appreciate spending less time commuting and lower transportation costs.
Before you’ve even opened, all these odds are stacked against you. The name is not enough. The brand name brings in the customer for the first time; the quality of the product keeps them coming back.
Maybe the most surprising aspect of semantic search is that it lets you describe who you’re looking for, almost as if you were speaking with a networking contact who knew all the top candidates out there.
What greater way to motivate each and every [employee] than by giving them all a little piece of the pie. An ESOP motivates employees, improves firm performance, fosters innovation, and promotes sound financial health.
Casual dining mom-and-pops haven’t been hurt as much by the recession, mainly because people feel a strong connection to the businesses. Becoming a local leader and integral part of the community, versus a faceless chain, can go a long way to developing customer loyalty.
“I think initially the Roosevelt will see a decline, the new kid on the block always creates that for the competition. As long as the Roosevelt rises to the occasion and understands that competition forces innovation, however, then its business will ultimately increase because of the buzz created by the W.”
Have the right people create policy. In many companies we consult, these policies are set by an IT person. I’m a big believer that these should be management decisions. Top management should set mobile communications policy, with input from legal counsel.
Marketing to gay and lesbian tourists makes sense. This gives us a competitive advantage against our neighbors in L.A. Not only that, but the campaign offers gay and lesbian tourists a destination where they can feel welcome. Why wouldn’t they come to see what it is like to be in a city of equal opportunity?
Dozens of high-end shopping centers across the country have added elegant dining during the past few years, and it’s worked when the restaurants are as swanky as the stores. Malls want the new customers, and restaurateurs want the critical mass of prospective diners.
Like the slew of retail companies that offer 100-calorie, portion-controlled products to consumers, a handful of quick-serve operators are also jumping on the trend. But so far most chains have restrained from such a “better for you” marketing gambit and, in fact, show little inclination to back away from a recession-proof emphasis on volume as value.
“Competition is always a good thing. It forces innovation, better pricing and more amenities,” says James Sinclair, President of night life specialists OnSite Consulting, commenting on Nazarian’s new club. “In the end, it benefits the consumer.”
“A female executive chef is probably 10 times stronger than any male based on what she has probably had to endure to get to this point,” says James Sinclair, the Los Angeles-based author of “How to Save Your Restaurant in Ten Days.”
Industry watchers said nightclub owners are being forced to offer discounts, especially on bottle service, to keep customers spending and to remain viable in a saturated market – there are more than 50 nightclubs within Hollywood’s 3.5-mile radius.
James Sinclair, founder of L.A. hospitality consultancy OnSite Consulting, said that anybody can run a nightclub in a good economy, but only the professionals will be able to make money these days.
In an attempt to boost local business during the economic downturn, the City of West Hollywood has partnered with the West Hollywood Chamber of Commerce to offer a special economic hardship package to local retailers, restaurants, hotels and other businesses.
James Sinclair, President of OnSite Consulting, operators of O-Bar in West Hollywood, said the economic hardship package is not only a financial measure, but one that will raise morale amongst business owners.
Feel like drowning your recession sorrows? There are a whole lot of San Diego nightspots practically lining up to buy the first round. Commonly perceived as recession-proof – who doesn't want to knock one back when times get tough? – many area nightclubs, bars and lounges are seeing the same hefty sales declines that have plagued their more-staid restaurant brethren in recent months.
