Lockdown Blues

This week I found myself conflicted. Do people know something that I do not? I have been at home for six weeks with two little ones under three, and both a first birthday and fourth wedding anniversary spent under lockdown conditions. Understandably this left me overthinking about the future, worrying about the now and concerned for all that has passed to this point. However, out with these four walls it seemed that the mood had shifted for the better and there was even some mutters of possible re-openings. Albeit, some of these companies were not definitively forced by government order to close in the first instance but it did intrigue a glimmer of hope. Wetherspoons planning for a June reopening, Burger King shifted onto Deliveroo and just eat, Homebase reopening (no doubt after seeing the success at B&Queue), and others opting to find ways to operate within the current framework and guidelines. This new found and widespread innovation has undeniably emerged from necessity; money has to keep coming in to keep the lights on we can all understand that. However, the hospitality sector seems to have been dealt an unfortunate hand, first to close, last to open is the order of the day. Newspapers misquoting and fear mongering a return for pubs by Christmas.  

No concrete plan. 

In the void where one should be, we continue with hearsay, rumour and disagreement. No sector able to plan, consolidate, invest or consider next steps.

Having read views on recovery and the case for change in our industry, it is abundant that regardless of time frame, there many things to consider and adapt. Numerous changes will have to be made, prior to re-launch, to assure we can provide the best and safest service for our customers. 

Around the world there are examples of parts of the hospitality sector coming back online under COVID assurance/accreditation schemes for levels of cleanliness. This aims to issue confidence to guests and customers in the safety of the operators space. For example, in Western Australia WA there are plans already underway for an accreditation scheme with differing levels of training ahead of reopening:

https://australianbartender.com.au/2020/04/30/with-an-eye-to-reopening-is-was-mandatory-covid-19-hygiene-course-a-good-idea/

One of the first steps required prior to operation, is the analysis of basic amenities within premises. Could air conditioning units result in transmission of airborne disease from room to room? And if so, what steps can we take to prevent this? There is also question of what can be displayed on tables such as cutlery, condiments, and menus - open to the possibility of multiple and frequent human contact.  Can measures be taken as far as monitoring the temperature and symptoms of all staff to ensure effective contact tracing from any premises? There is even consideration of more theatrical presentations of routine and standard cleaning processes that may put the customers mind at ease. All of these considerations alongside many more will make progress towards assuring our customers feel comfortable coming to the pub, hotel, cocktail bar, b & b when they can. 

With so many changes and adaptations on the horizon, it begs the question of what the industry as a whole may look like when it all dies down? Does the air bnb domination of the holiday let market cease to exist as we revert back to more accredited hotel settings? Do people continue with their new normal of zoom bingo and socialising officially moves online? 

What change do we want to see? 

The latter was a question posed by a New Zealand hospitality entrepreneur in the following piece: 

https://www.hotelnews.scot/news/opinion-hospitality-needed-shake-call-even-pandemic

They outline categorically that the industry itself is broken, with many operators teetering on the edge before the onset of COVID-19. The fundamental love that operators have for being hospitable has long been clouded and hidden behind number crunching, negotiating and penny pinching. What once was an industry that thrived on a smile, decent profit margin, a friendly face and an enjoyable environment has seen operators over time saturated with inflation, cost price increases, duty increases, business rates increases and in my opinion flawed system when rating hospitality, NMW increases (not arguing with that), Utility price increases, changing trends and demands, social media, technological advances, legislative interventions for good or bad. These all compound to weary the most energetic and ardent of operators. I know, in my experience, that balancing running a bar, hotel and a young family, means I’m bloody knackered. 

We all feel that strain, of managing workforce’s who needs and motivations change. Managing different departments that require different attentions to detail and juggling overall health and safety responsibilities for the general public, all while ensuring you deliver a great product at an agreeable price for happy customers. And woe betide someone isn’t picking up what your putting down and they end up trying to tarnish your reputation with bad reviews!!! 

Combining the outlooks in the two previous blogs that I have written to date, we currently have the luxury of time (regardless of circumstance) and we can collaborate with others to assist potentially in the change that we want to see in our industry. Establishing core values and implementing changes is scary at the best of times, and to many at this stage probably sounds like it will cost them money. That may not be the case, now more than ever we can establish locally sourced suppliers and locally themed menus as when we do reopen local suppliers will need us and we may be the only lifeline they have. Work collaboratively with them and push a local ethos. We need to look after and improve our people, refine and implement the training you have always wanted to have. If you do this now, it will run itself when your back up and running. Can we come together to engage with merchant services and credit card companies to push towards a cashless sector and with a combined effort can we lower charge the rates we are charged, if we are all using it?

The initial opinion expressed, noted that their country’s outbound international travel expenditure was an exorbitant figure, which if reinvested into their economy would have a stabilising effect. VisitScotland analysis of 2018 puts 4.4 million visits abroad for Scottish residents, which is valued at ￡3 billion. If this spend is repurposed nationally then it could go some way to fighting the tide. How do we convince this market to come to us? Maybe not for summer 2020, but can we utilise this in 2021? 

Can we influence our new trading environment by banding together and showing the initiative to do so? What do we think will be dictated to us and how can we get ahead of it? Reduced capacity, lessened operating hours, boxes taped to the floor line spacing 2m for social distancing, apps to allow purchasing from tables to lessen interactions. Can we embrace the change and thrive?

I hope that when this is all said in done, we can fire up the engines (to paraphrase Boris) of hospitality and welcome back the public to all our venues that they want to support us.  I hope that we can be the change that we want to see and we can break the lockdown norms and tempt people back to support their old haunts and that they understand what we have been through, what we are setting out to achieve and are happy with the new cost of a pint or the new cost of a burger in the new age. 

In Aberdeen, we are notorious for one of those first three stress bearers, penny pinching. We are up against it, but we are up to the challenge! 

Stay safe.