Our professional pathway students absolving the Swiss Professional Degree HF have already shown how the restaurant and catering businesses can best react to the changes caused by the COVID-19 crisis.
In the Culinary Arts major, they made a prognosis and put together the following eight measures that could still be applied after the relaxation:
COVID-19 shows the crisis management of restaurants
Nobody knows when the COVID-19 crisis will be over and normality will return. Even if the restrictions are relaxed again over the next few months, what we considered normality will change. Certain adjustments in the gastronomy sector will establish and could remain in place.
What measures will remain after the COVID-19 crisis?
These eight examples are a summary of the findings of our hospitality management students:
Offer experience gastronomy: Eating in a restaurant or staying overnight in a hotel is once again seen as something special. Guests will treat themselves more and expect more in return. Providing extraordinary experiences will become even more central in the gastronomy.
Continue customer loyalty: Loyal customers can be the mainstay if another crisis strikes. They identify with the business and will continue to support it with their visits.
Maintain the check-in: To continue to support customer loyalty, restaurants should continue to use check-ins. Personal details provided by guests help to ensure that they are looked after individually and according to their needs.
Continue to offer Take Away option: The safe home will be even more appreciated in the future. Those who want to eat a balanced and healthy diet do not necessarily have to cook for themselves. With the comprehensive Take Away offer, which has emerged from the crisis, all customer needs are covered.
Maintain regionalism: The regional trade is supported and deliveries are also secured and independent in the future. Thus, long-term partnerships can be established between local businesses that support each other.
Online presence: What was built up online during the crisis should definitely be maintained. The Social Media Followers want to be kept up to date with news about the company. This is a very good opportunity to address a new clientele in the long term.
New payment methods: Any gastronome who acquired alternative payment methods to cash during the crisis should retain them. The trend is moving further and further away from cash. Cashless payments have long been used in neighbouring countries and younger customers in particular appreciate this change.
New/additional supporting structures: If the basic offering is not crisis-resistant, one should consider whether an expanded offering would be appropriate. Even small additional income can be central in times of crisis. For example, the sale of cookbooks, food or the running of cooking courses.
To sum up: Whoever wants to remain at the top with his restaurant business in the future must meet the changed demands. Local and sustainable products will become even more important and now at the latest the last businesses will jump on the digital trend.