Single Store Owner

DEC 2016

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FOODSERVICE 26 / Convenience Store News for the Single Store Owner / DECEMBER 2016 S I N G L E S T O R E HOW T O O W N E R Prepared Food / Hot, Cold, Frozen Dispensed Beverages How to Recruit & Retain for Outstanding Foodservice BY BOB PHILLIPS The estimated cost of turning over a single hourly clerk position is $3,900, according to the Coca-Cola Retailing Research Council. That makes hiring — and retaining — quality help central to a single-store owner's bottom line. Measuring Up Hopefuls It is imperative for a single-store owner to deter- mine a prospective foodservice employee's overall strengths vis-à-vis his/her weaknesses, since the person hired will likely be required to perform an array of duties within the foodservice opera- tion, including but not limited to chef, marketing, purchasing, and quality control. "The biggest challenge single-store operators face today is competition for the best employees," noted Convenience Store News for the Single Store Owner How To Crew member Larry Miller, president and founder of Sanford, Fla.-based Miller Management & Consulting Services. "Single-store owners have several obstacles to overcome in order to attract anyone looking for more than just a paycheck." Miller suggests that a single-store owner's best strategy is to offer a substantially higher base I n the world of college basketball, the term used for short-term athletes — those who play one year and then opt for the riches of the NBA — is "one and done." In the con- venience store industry, single-store owners would gladly take that one-year tenure from their new hires, but the fact is the vast majority of them will be gone in days, weeks or months. According to the 2016 NACS State of the Indus- try Report, the turnover rate in c-stores is insane- ly high — 86.6 percent, up 12.1 percent over the previous year. Many of those turnovers occur within the first 90 days of employment. And, especially for single-store operators, the cost of perpetual turnover can be daunting. Foodservice 101: Call to Action Be prepared to take ownership of your foodservice program from top to bottom — marketing, execution, appearance, value, etc. No one is going to do it for you. To find quality help, stay con- nected to the academic institutions where hotel, restaurant and tourism students are trained. Visit quick-service restaurants and take notes — pay close attention to those restaurants considered "best- in-class."

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