Friday, October 22 2021

The 80/20 rule assumes that 80% of your results will come from 20% of your actions. But this rule means something different for Patric Yumul. “I look for nutritious meals 80% of the time so that 20% of the time I can have the pizza and pasta that I love,” Yumul explains.

This approach perfectly sums up the balance that Yumul fosters as President of MINA Group, a global restaurant management company founded by award-winning chef Michael Mina who specializes in creating and opening innovative restaurants, street kiosks. Food Hall in Hawaii at upscale restaurants like Michael Mina in San Francisco and StripSteak in Las Vegas. “Our passion is to understand the world through the prism of food and hospitality,” says Yumul. “What we’re best known for is creating an incredible experience for our customers.

The Street Food Hall in Hawaii is the latest example, where 14 stations allow Michael Mina’s talented chefs to cook up some of their favorite dishes, while remaining flexible to try new things and switch to the freshest, most readily available ingredients. . “Hawaii is very dependent on tourism and foot traffic,” says Yumul. “We have to be quick and flexible to pivot and evolve a concept or an offer according to market demands, whether in high or low season.

One of The Street’s stations, International Smoke, started out in MINA’s Test Kitchen, a 1,600 square foot restaurant in San Francisco where the team showcase and test a variety of different cuisines and dishes. “We pride ourselves on our ability to understand a cuisine’s unique dialect as we travel and find inspiration across the cultures it comes from,” says Yumul. Food tells a story, adds Yumul, and it’s the job of the 44 restaurants in the MINA Group to tell that story. And that means making sure team members are fully informed about the details of the story and the data about how customers are reacting.

As MINA Group has expanded beyond the gastronomy ecosystem with concepts like The Street, it has found even more value in technology that allows it to be agile, fast and creative. “We’re focused on the technology systems that help us get the edge we need to more efficiently operate our restaurants with a high degree of precision,” Yumul explains.

Given the complexity of operating a food hall with 14 different restaurants, it is important for Yumul and his management team to understand how each restaurant is doing day by day, hour by hour, and even deal by deal. . When The Street first opened, it was using a point of sale (POS) system that was not up to the task. Yumul soon realized that he could not trust the information produced by the point of sale, so he replaced it with Oracle Hospitality Simphony Cloud, chosen for its reliability and its ability to see how the whole operation was going at a glance. “Now we understand how our marketing efforts work, how to properly staff restaurants and what to do in terms of ordering and sourcing products,” he says. Being able to limit yourself to each individual booth gives Yumul and his team a clear view of what is working and what needs to be changed.

Data — the special ingredient

What people buy is the best indicator of what works and what doesn’t. So Yumul and his team are laser-focused on what’s going on at the checkouts. But he attributes much of the company’s success to his team’s ability to track data from two different angles: objective and subjective. Objective data from sales reports and analysis of items and product lines provides the team with a high level of information on what people are reacting to and what they are ordering. From the subjective point of view, Yumul and its managers work in restaurants, check in with customers, talk to them, and get their feedback. The company also stays tuned for feedback on social media channels, so Yumul and his team are able to assess multiple data sources to make sure they’re leading the business in the right direction. .

“You don’t want to just say ‘This is what the data shows us, so you have to do a Japanese restaurant because that’s what’s going to produce the best results,’” Yumul explains. “Sometimes you have to go with your gut, so it’s always a balance: a marriage of good data paired with what you love and what you believe in. “

Technology in the mix

The technology also provides Yumul and his team with predictive data on major business trends, down to hour-by-hour trends, so operators can properly plan staff, order food and supplies, and ensure that ‘they have the right deals on the menu. This instant access to data has been a key driver of the cloud at MINA Group. “The cloud makes it easier for us to know what’s going on in restaurants at all times,” says Yumul. “We like to know things right away, not the next day. ”

All this data is shared with the managers of the different restaurants to allow them to balance their instinct with a view of what is really going on. “Managers may feel like they have a lot of work to do right now, or they need to start cutting back because sales are down, but if they can extract that information and justify and save their decisions, they can work. with much more confidence, ”says Yumul.

The restaurant industry has always lagged behind technology somewhat, Yumul says, but over the past few years there have been leaps and bounds in the types of data restaurants can get. Five years ago, it was not uncommon to run three different types of systems, with each system generating different data on a specific component of the business. But MINA Group was in desperate need of a single source of knowledge, and now with Oracle Hospitality Simphony Cloud it was able to consolidate into a single system, improving accuracy and speeding up decision making in the fast food environment.

Access to this single source of data reduces expense and waste, so restaurants spend money on what actually improves what customers eat and experience. “It’s not just a selfish tool,” says Yumul. “It is also an essential help for us to be a better partner for the planet and a better partner for our community.

Yumul’s goal is not to open restaurants just for the sake of opening them. He wants to open excellent restaurants that are faithful to the culture and experience of Michael MINA. “The reason restaurants are so important is because it’s almost the one thing you can’t order on Amazon,” Yumul explains. “You can’t order a friendly experience with a vibrant scene where you can break bread with your friends and family and be fed and restored. I don’t think technology can ever replace that, but I think it will continue to help us make things better and help us produce more and better experiences.


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