EOC: Culinary Surivors

Survivors: Ferraro’s & Andre’s
Failing: El Sombrero & Bob Taylor’s Ranch House
Ferraro’s has been successful at keeping up with the times and coming up with periodic innovative ideas to keep customers returning to their restaurant. “If you don’t know where you are going, any road will take you there.” In hospitality, operations that don’t know where they are going- that is, don’t plan- take the road to high recruitment costs, high training costs, and low productivity.”(Managing Hospitality Human Resources. Robert H. Woods. Page 87) Ferraro’s was first established in 1985 that gives them 25 successful years of human resource planning and recruiting.
Andre's first opened its doors in 1973 as a bakery in downtown Las Vegas. “The labor supply available to the hospitality managers comes from two principal sources. These two sources are internal and external supply labor. The external supply is influenced by factors beyond the control of hospitality managers: changes in demographic trends, addition of competitors to their market place, governmental regulations, and so on. While hospitality managers cannot control the external sources of labor, they can anticipate how these sources will affect their organization.”(Managing Hospitality Human Resources. Robert H. Woods. Page 89) The management at Andre’s inside of the Monte Carlo says: "Our advantage is being a small operation, we have better control of our labor, which helps us a lot in the hard times like now. We're able to do with less people or more part-time people. If we come in on an afternoon and there aren't many reservations, we can send somebody home. That helps a lot." Being in control of their labor gives them an advantage of keeping loyal employees.

Its amazing EL Sombrero has been in business since the 1950’s, it’s sad to see them failing. El Sombrero is not keeping up with the times and the restaurant is not adapting well with the change in the economy. “These days, he said, "we're barely hanging on. The last five years have been terrible, because of the downturn of the economy and people are without work. A lot of customers used to come every week, now they only come twice a month. He has adapted by cutting hours to 11 a.m. to 4 p.m. Mondays through Thursdays, until 9 p.m. Fridays and Saturdays.” Cutting hours doesn’t make it any better. How can the business succeed when there is no opportunity?
Bob Taylor’s Ranch House should defiantly have human resources participating in a trend analysis. The atmosphere is offbeat, too, with a prominent indoor mesquite grill and Western memorabilia.
"The only thing I've changed is that the bar has a lot of (Pittsburgh) Steelers stuff," Special said.
The past few years, he said, have been "the worst in my lifetime, as far as it's affected the masses of people in town. It's affected us, too, but I knock on wood every day. I feel fortunate. I think because of our longevity and people knowing us, we haven't been hit as hard as other people have." This doesn’t sound like a trendy place anyone would want to dine at when there are so many other options, especially for the tourist they say they attract. The “trend analysis is one method commonly used to forecast human resources demand. As we mentioned, competition, demographics and changing government regulations can influence the demand for human resources. The key to trend analysis is selecting the single factor that most accurately predicts demand.” (Managing Hospitality Human Resources. Robert H. Woods. Page 90)