THE REVENUE TIME CLOCKS
24/7 TIME CLOCK
FOUR-SEASON TIME CLOCK
MULTI-GENERATIONAL TIME CLOCK
light some current trends that we are see- ing, in no particular order. The march of technology. Despite some early fits and starts, new technol- ogy to facilitate purchasing is quickly transforming the industry. This is partic- ularly true in food and beverage, where apps, QR codes, and ordering kiosks are replacing the traditional food hall model where you wait in line to pay. Limited menus. A targeted return on investment often means a strategic approach to what you offer, especial- ly when it comes to food and beverage options. It may be time to retire the generic, non-branded food hall, or at least end the habit of offering the same menus in each individual venue. Yes, you will always need to sell burgers, chicken fingers, and French fries—they are the big sellers. Vegetar- ian and vegan options are also a must. But expansive menus and multiple food offerings require additional food sta- tions, additional staff, and the need to manage the quality and preparation of every offering. There is also more food inventory and potential waste. Rather than expanding options, we see more new menus are branded and thematic. There is considerable overlap between proteins and other fundamen- tal ingredients between items. You pay up front, Chipotle style, thereby elimi- nating the need for scramble space and check-out cashiers. » continued Above: The time clocks are tools to help operators maximize the revenue potential of a new or renovated facility. Left: Rosebrook Lodge at Bretton Woods, N.H., is a multi-season, multi-use structure.
Adult learning camps also represent a hospitality trend, where individuals pursue interests in pottery, plein-air painting, stargazing, and botany. Anoth- er idea: a mid-mountain lodge can serve as the food and beverage hub for a sum- mer glamping operation. Bridging the generations. The recent trend toward multi-generational travel is well established. In mountain loca- tions specializing in outdoor activities, though, this can prove a mixed bag. If your operation is not careful, grandpar- ents will be all too happy to claim prime dining-room real estate to stay warm, read a book, or to watch their family members and other folks ski. To prevent this, several resorts have experimented with “Elder Programs” to address individual needs and get all three generations to open their wallets. Ideas include designating off-peak view- ing areas, including food and beverage options, and circulating wait staff. Retail bundles and free shipping programs
encourage seniors to stock up on logo wear for friends and family members who may or may not be on site. “Never Too Late” learning programs are another way to engage non-skiers and offer bene- fits for health and well-being. Industry statistics suggest that as much as 7 percent of your winter guests may be non-skiers or -boarders. They are at the same time largely healthy, curi- ous, and looking for something to do. The multi-generational time clock is a reminder to provide a service or special amenity for everybody. TECHNOLOGY, OPERATIONS, AND LABOR: REVENUE- ENHANCING TRENDS Many resorts, in an effort to counter- act labor shortages and high costs, are increasingly turning to emerging tech- nologies to serve guests. Many are also looking at minimizing on-site produc- tion of goods and services for the same reason. The following suggestions high-
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