We Address Your Hospitality Needs
Lopolito Hospitality Consultants is a proactive solution centered hospitality consulting company providing a myriad of business improvement services nationwide. We offer many custom consulting programs that 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 in the New York region or anywhere in the country, we want to be the company you select.
START-UP PLANS AND GUIDANCE OR RENOVATION DESIGN
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GOLF & COUNTRY CLUB GROWTH AND OPERATIONAL FORESIGHT
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RESTAURANT OPERATIONS EFFICIENCY AND FULL TEAM DEVELOPMENT
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BUSINESS & BOARD ROOM DIRECTIONAL ADVISERS
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MENU ITEMS THAT IMPROVE REVENUE AND INCREASE PROFITS
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INVENTORY MANAGEMENT, PURCHASING AND COST EFFICIENCY
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Talk to Jim today about the goals you have and the progress you want to achieve.
845-238-8131
Email Us: Jim@lopolitohospitalityconsultants.com
Jim Lopolito has 25 years' experience as a General Operations Manager and Certified Executive Chef in the hospitality industry. Jim has worked with some of the top names in restaurants, country clubs, and caterers in the Northeast USA, and he has a noteworthy reputation of providing improved performance to many businesses.
Contact Jim directly for a no cost initial conversation on the phone or through email where he can learn about your reasons for reaching out to us.
Contact Jim directly for a no cost initial conversation on the phone or through email where he can learn about your reasons for reaching out to us.
Listen to these Podcasts for some ideas to bring to your business
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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”, and I have applied for Copyright protection of this. 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”, and I have applied for Copyright protection of this. 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
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