HELLO AND WELCOME
Lopolito Hospitality Consultants is a proactive solution centered restaurant consulting and country club consulting firm providing a myriad of business improvement services.
We believe in offering custom consulting programs designed for your success. We address Business Start-ups, Growth, Increasing Productivity, Managing Competition, Employee Retention, and Decreasing Costs, however, we really need to hear what you have to say to consider a direction. If you are considering a hospitality consultant anywhere in the country, we want to be the company you believe in.
We believe in offering custom consulting programs designed for your success. We address Business Start-ups, Growth, Increasing Productivity, Managing Competition, Employee Retention, and Decreasing Costs, however, we really need to hear what you have to say to consider a direction. If you are considering a hospitality consultant anywhere in the country, we want to be the company you believe in.
WE BELIEVE IN DISCOVERING METHODS THAT WILL GENERATE ADDITIONAL PROFITS
WE ALSO BELIEVE IN SUSTAINABLE SOLUTIONS
WE ARE FULLY INSURED
WE PROVIDE START-UP PLANS AND GUIDANCE / RENOVATION DESIGN
BUSINESS & BOARD ROOM DIRECTIONAL ADVISERS
|
GOLF & COUNTRY CLUB GROWTH AND OPERATIONAL FORESIGHT
IMPROVE MENU REVENUE AND INCREASE PROFITS
|
FULL RESTAURANT EFFICIENCY DEVELOPMENT PROGRAMS
INVENTORY, PURCHASING AND COST EFFICIENCIES
|
Contact Us Today-Your email address is not shared by us. Required fields are marked *
|
|
|
Lopolito is Contributing Editor with Foodservice Daily News. www.foodfairmag.com/
See Article on Menu Engineering http://online.fliphtml5.com/abqu/ixyn/
Listen to these Podcasts for some ideas to bring to your business
If you are experiencing any concerns or difficulty in your hospitality operations it is time to call us;
My name is Jim Lopolito, President of Lopolito Hospitality Consultants. It is well documented that there is a high failure rate in hospitality food service with café’s, restaurants, and caterers struggling to stay in business with an elevation in country club closures also occurring. I have consumed years of observing patterns to uncover reasons for this dilemma and my methods to improve a business or reverse troubles has been well established in the years of services I have provided in this industry. While there are an abundance of influences that can lead to difficulty or demise of a business, a specific cause that I observe continuously is with expenditure behavior management, which is the reason that I created and coined “Expense Loss”. Management is occupied with the revenue generation areas of a business because there is a firm belief that without growing revenue you cannot survive. While revenue growth is certainly a necessary path to be on, spending behaviors in hospitality that cause an equal or further amount of expenditures than incoming revenue (without the knowledge that this is occurring) is a common dilemma in the hospitality industry. You can increase revenue but your expense grows concurrently or even excessively if you are not being responsible as you grow. Yes there are plateaus for some fixed expenses and upon attaining higher revenue the expectation for additional profits can be realized if you are managing your decisions effectively. However, my observations indicate that as additional revenue begins to achieve more profits the expense decisions develop into more of a luxury and ease of concern, and this always becomes problematic.
In order to correlate business closures to the unambiguous reason of Expense Loss I began to observe the relationship between managing expenditures in organizations and how they were accepted or treated against other practices or procedures used by management in the goal to achieve profits. This relationship examination uncovered ongoing efforts to build the business with an acceptance to expenditure procedures when the business seemed to be doing fine or the appearance that plenty of revenue was incoming to support profits was ongoing. When looking at common expenses related to; service delivery issues, guest dissatisfaction costs, insufficient recipe calculations, disproportionate menu prices, overburdening vendor prices, property expenses, guest/member programs, coupons and percentage off programs, repairs and maintenance costs, and other concerns and then comparing this to expenditure management behaviors the comparison showed a disconnect by management for these issues up until profits were determined lacking. During this time I learned that while having consistency within an organization can foster stability and progress; I also noticed common behaviors among businesses that expected their level of profits to be based upon their achieved revenue, which is an afterthought. Few businesses seem to consider the effectiveness of fiscal responsibility beforehand, or the fact that you can earn higher profits without increasing revenue simply by paying more attention to money lost on expenditures now, and not after you realize that expected profits were not achieved.
Jim Lopolito, President
My name is Jim Lopolito, President of Lopolito Hospitality Consultants. It is well documented that there is a high failure rate in hospitality food service with café’s, restaurants, and caterers struggling to stay in business with an elevation in country club closures also occurring. I have consumed years of observing patterns to uncover reasons for this dilemma and my methods to improve a business or reverse troubles has been well established in the years of services I have provided in this industry. While there are an abundance of influences that can lead to difficulty or demise of a business, a specific cause that I observe continuously is with expenditure behavior management, which is the reason that I created and coined “Expense Loss”. Management is occupied with the revenue generation areas of a business because there is a firm belief that without growing revenue you cannot survive. While revenue growth is certainly a necessary path to be on, spending behaviors in hospitality that cause an equal or further amount of expenditures than incoming revenue (without the knowledge that this is occurring) is a common dilemma in the hospitality industry. You can increase revenue but your expense grows concurrently or even excessively if you are not being responsible as you grow. Yes there are plateaus for some fixed expenses and upon attaining higher revenue the expectation for additional profits can be realized if you are managing your decisions effectively. However, my observations indicate that as additional revenue begins to achieve more profits the expense decisions develop into more of a luxury and ease of concern, and this always becomes problematic.
In order to correlate business closures to the unambiguous reason of Expense Loss I began to observe the relationship between managing expenditures in organizations and how they were accepted or treated against other practices or procedures used by management in the goal to achieve profits. This relationship examination uncovered ongoing efforts to build the business with an acceptance to expenditure procedures when the business seemed to be doing fine or the appearance that plenty of revenue was incoming to support profits was ongoing. When looking at common expenses related to; service delivery issues, guest dissatisfaction costs, insufficient recipe calculations, disproportionate menu prices, overburdening vendor prices, property expenses, guest/member programs, coupons and percentage off programs, repairs and maintenance costs, and other concerns and then comparing this to expenditure management behaviors the comparison showed a disconnect by management for these issues up until profits were determined lacking. During this time I learned that while having consistency within an organization can foster stability and progress; I also noticed common behaviors among businesses that expected their level of profits to be based upon their achieved revenue, which is an afterthought. Few businesses seem to consider the effectiveness of fiscal responsibility beforehand, or the fact that you can earn higher profits without increasing revenue simply by paying more attention to money lost on expenditures now, and not after you realize that expected profits were not achieved.
Jim Lopolito, President