+ All Categories
Home > Documents > a robust catering strategy what you stand for internally...

a robust catering strategy what you stand for internally...

Date post: 01-May-2018
Category:
Upload: hoangliem
View: 221 times
Download: 7 times
Share this document with a friend
32
The content of this presentation remains the intellectual property of Holman Group
Transcript
Page 1: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

The content of this presentation remains the intellectual property of Holman Group

Page 2: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

This is a no-nonsense talk about how and why a robust catering strategy is critical to the success of any institution.

When the catering and social experience ranks second on the list of priorities for students entering higher

education you must be able to identify what you stand for internally (to staff teams and stakeholders) and externally

(to current and potential students and staff).

A robust catering strategy cuts through political structures and paves the way for an enjoyable and exciting future.

2

Page 3: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

This is a no-nonsense talk about how and why a robust catering strategy is critical to the success of any institution.

When the catering and social experience ranks second on the list of priorities for students entering higher

education you must be able to identify what you stand for internally (to staff teams and stakeholders) and externally

(to current and potential students and staff).

A robust catering strategy cuts through political structures and paves the way for an enjoyable and exciting future.

3

Page 4: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

MUTUALLY EXCLUSIVE

We cannot expect universities to hand out money to organisations with no vision, objective or strategic points to achieve it.

The art of positioning and creating a compelling proposition must dovetail

with the vision of the institution and drive it forward. This is not my opinion this is fact.

4

Page 5: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

POSITIONING

The art of effective communication has changed over the last 50 years. In order to understand the importance of ‘positioning’ let’s take a look at the

communication eras that have come and gone.

5

Page 6: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

THE PRODUCT ERA

In the 1950/60’s, communication was all about the USP (unique

selling point), but as technology arrived, so did more competition and it became hard to

establish a unique point of difference

POSITIONING

6

Page 7: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

THE IMAGE ERA

Due to the difficulty in finding anything truly unique about the product, the reputation and image of the brand

became more important than the USP. In the 1980/90/00’s customers wanted to associate themselves with brands that

reflected their own aspiring values

POSITIONING

7

Page 8: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

THE POSITIONING ERA

It is now critical to establish a position in the market and

in the customer’s mind that allows them to build an ongoing

relationship with you

POSITIONING

8

Page 9: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

THE ROLE OF THE PROPOSITION

The proposition is what guides our future

The proposition must be functional and emotional

The proposition binds us all together

The proposition is a service ethic

The proposition is a promise to every customer

The proposition is a positioning statement

The proposition defines our culture

9

Page 10: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

All of these positioning statements/propositions/hooks have instigated positive and transformational change in

their respective industries, where there was little differentiation and where they took a leadership role.

POSITIONING

10

Page 11: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

LOW FUNCTION + LOW EMOTION

= COMMODITIES

POSITIONING

11

Page 12: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

LOW FUNCTION+ LOW EMOTIONEMOTION

= COMMODITIES

HIGH EMOTION + LOW FUNCTION

= FADS

POSITIONING

12

Page 13: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

LOW FUNCTION+ LOW EMOTIONEMOTION

= COMMODITIES

HIGH EMOTIONEMOTION+ LOW FUNCTION

= FADS

HIGH FUNCTION + LOW EMOTION

= NICE TO HAVES

POSITIONING

13

Page 14: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

LOW FUNCTION+ LOW EMOTIONEMOTION

= COMMODITIES

HIGH EMOTIONEMOTION+ LOW FUNCTION

= FADS

HIGH FUNCTION + LOW EMOTIONEMOTION

= NICE TO HAVES

HIGH FUNCTION + HIGH EMOTION

= BRANDS

POSITIONING

14

Page 15: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

COMMUNICATION STRUCTURE

We are currently working with Arsenal FC who are using this simple communication structure to

motivate the members of the Diamond Club. This is the most expensive hospitality club in the Premier League.

15

Page 16: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

INFLUENCES

16

Page 17: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

INFLUENCES

17

Page 18: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

MESSAGE HIERARCHY

18

Page 19: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

HOW IT COMES TO LIFE

19

Page 20: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

SEARCYS

This is the statement that defined a brand that dates back to 1847. This became a definitive statement for business planning, press coverage, staff recruitment and bids. Using this statement as a platform

Searcys won 6/7 bids in 2015/16 and sold themselves for x3 times capital asset value to WSH

20

Page 21: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

LUSSO

It was important to define the role of Lusso within the high-end London catering market, which is both highly competitive and highly sought after. This well respected business needed to define the skill and craft that goes on in the kitchen.

This approach details three simple tiers of what, how and why. This approach won a new contract at Level 39 Canary Wharf.

21

Page 22: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

O’NEILL’S

We created a proposition for the re-invention of O’Neill’s. By anchoring the brand to the Irish values of a strong natural larder, a great sense of humour and a community spirit we were able to take the

customers on a journey of re-investment. Trials went from £4k a week to £24k a week in food sales alone.

Irish pork & leek sausages, potato bread, white pudding, beans, bacon, fried egg, flat mushroom and a grilled tomato

SUNDAYwake up to a

breakfastSUNDAYbreakfastSUNDAY

only part of the storyto get the rest visit www.oneills.co.uk

6101.005 O'Neill's ISL Sunday Breakfast A2 Poster AW.indd 1 28/03/2012 14:10

Available every day, from 5pm

or Enjoy 2 courses for £8.99

only part of the storyto get the rest visit www.oneills.co.uk

6101.005 O'Neill's ISL Dinner A2 Poster AW.indd 1 28/03/2012 14:06

Available every day, from 5pm

or Enjoy 2 courses for £8.99

THREEcourses

for only

indulge in

£10.99

only part of the storyto get the rest visit www.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.ukwww.oneills.co.uk

6101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 16101.005 O'Neill's ISL Dinner A2 Poster AW.indd 1 28/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:0628/03/2012 14:06

22

Page 23: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

AMPERSAND

This proposition represents the personality and approach of Ampersand. It has since become a strong service mantra within their business and helped to drive the restructure of the business. Recent wins using this philosophy include SAGE Gateshead and BMA London.

23

Page 24: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

ALL BAR ONE

This well known high street brand created a proposition called ‘Simply Social’, an evolution of its original positioning back in 1991. This repositioning has been adopted across all areas of the brand and has seen double digit year-on-year growth across most locations.

This financial performance has led to the brands growth into travel hubs and additional suburban locations.

24

Page 25: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

WHOLE FOODS MARKET

WFM translated their ‘whole food, whole people, whole planet’ US proposition to be meaningful to the UK consumer. It is now used to underpin everything they do and to launch new stores, even north of the border.

25

Page 26: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

HIGHER EDUCATION

We have also helped three universities to do the same. When catering is so important, to delivering a great on campus experience,

we must have a compelling proposition.

26

Page 27: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

UNIVERSITY OF MANCHESTER

University of Manchester created a statement that brought people together and raised the bar in both expectation and service standard. This doubles as a promise to the guest and is a measure for business planning.

27

Page 28: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

UNIVERSITY OF WOLVERHAMPTON

University of Wolverhampton is undergoing exciting change and uses ‘We Value’ to represent the WV of the city as well as a platform/suffix for all communication. Even the font is called Wolverhampton!

28

Page 29: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

LANCASTER UNIVERSITY

Lancaster University created a statement that would represent their remote campus location along with the pastoral collegiate system. An informal team who have longevity and commitment to always improving University life.

29

Page 30: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

THIS IS A YES/NO QUESTION

We have an exciting statement that is motivating our team, delivering to our customers and driving our business forward.

YES NO ü

30

Page 31: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

THIS IS A YES/NO QUESTION

We have an exciting statement that is motivating our team, delivering to our customers and driving our business forward.

YES NO ü

31

Page 32: a robust catering strategy what you stand for internally ...tuco.ac.uk/images/Learn/Conference/PSLIDES/Giles-Holman... · MESSAGE HIERARCHY 18. HOW IT COMES TO LIFE 19. ... staff

Recommended