Think positively – build on the opportunities
Even the most proficient fortune-teller would have been hard-pressed to read accurately the leaves in the hospitality cup of tea at the beginning of this year.
Who could have seen the way 2001 would turn out? And who could have planned for it, even if they had? If threats of recession, punitive business rates and the foot-and-mouth crisis weren't enough to be going along with, then came 11 September, a day that had an impact on people the world over, leaving a trail of devastation in its wake.
Clearly, these are events that are difficult to forget, and for some the memories will be long and painful. But, as the year draws to a close, it's time to start thinking positively about the future.
The business of hospitality mirrors the human spirit. They are both surprisingly resilient and, even in the face of adversity, the ability and the desire to carry on as normal dominate. It remains true that parts of the industry are still facing difficult times, and there may still be some pain to come, but it's worth looking at the bigger picture and not losing the plot that has seen British hospitality play an increasing number of leading roles over the past few years (see Review of the Year, pages 6-8).
In a year when the lows have been so low, it's easy to forget the highs. But they are undoubtedly there - Gordon Ramsay winning his third Michelin star, the Stagg Inn becoming the first pub in Britain to be awarded a Michelin star, and John Jarvis's appointment as Commander of the Royal Victorian Order for services to the industry are all achievements that should be trumpeted, and not drowned in the sea of misery that has threatened to swamp all of us at various points during 2001.
However your business has fared during this year, 2002 is a good opportunity to look at things with a fresh view. Rather than moan about things that are not possible, view the situation as a challenge. Above all, focus on staff and guest satisfaction, and how to give value for money. Even in difficult trading conditions, there are opportunities to add value to the basic offering, and these should be thoroughly explored.
Equally, just because this year may not have been a completely smooth ride, don't forget to invest for next year. Short-term cuts may help to make the bottom line look better and please accountants and shareholders, but in the long term they could turn out to be false economies.
Those who cut back too dramatically may find that they have got rid of their greatest assets, and they will not be in a position to reap the benefit when the pendulum swings back.
And if you need any more convincing that British hospitality is worth shouting about, then make the time to visit some leading establishments to see what it is that they do so well. You could even win a visit to one by matching baby faces to leading chefs in our Christmas competition on page 38.
Happy Christmas, and let's hope that the 2002 cuppa is brewed of more palatable leaves.
Jenny Webster
Deputy Editor
Caterer & Hotelkeeper
