Editorial Board   Guest Author

Mr. Bullock

Brian Bullock

Chief Operating Officer, Restaurants, Legacy Ventures

Brian Bullock has more than fifteen year’s of experience in the restaurant industry working with high-volume, industry-leading companies. He began his career in 1995 with Houston’s restaurants in Atlanta. After being promoted to general manager, he operated stores in both New Orleans and Houston. In 2000, Mr. Bullock left Houston’s to become vice president of operations for Border Cafe Restaurants. In 2007, he joined Bricktop’s Restaurant Company, which was founded by the original Houston’s co-founder Joe Ledbetter and industry veteran Tom Brunnberg. Mr. Bullock earned his associate’s degree in culinary arts from Johnson and Wales University and his bachelor’s degree in hotel and restaurant management from the University of Massachusetts at Amherst. He is an active member of the Georgia Restaurant Association Board. He joined Legacy Ventures Legacy Ventures, which responds thoughtfully to the built environment as planners, developers, hoteliers and restaurateurs. Legacy Ventures innovates with a multi-disciplined approach to create timeless places - delivering exceptional customer experiences through an engaged and passionate team, yielding measurably better results for partners and investors.

Please visit http://www.lvmgt.com for more information.

Mr. Bullock can be contacted at 404-222-9100 or bbullock@lvmgt.com

Coming up in April 2019...

Guest Service: A Culture of YES

In a recent global consumers report, 97% of the participants said that customer service is a major factor in their loyalty to a brand, and 76% said they view customer service as the true test of how much a company values them. And since there is no industry more reliant on customer satisfaction than the hotel industry, managers must be unrelenting in their determination to hire, train and empower the very best people, and to create a culture of exceptional customer service within their organization. Of course, this begins with hiring the right people. There are people who are naturally service-oriented; people who are warm, empathetic, enthusiastic, pleasant, thoughtful and optimistic; people who take pride in their ability to solve problems for the hotel guests they are serving. Then, those same employees must be empowered to solve problems using their own judgment, without having to track down a manager to do it. This is how seamless problem solving and conflict resolution are achieved in guest service. This willingness to empower employees is part of creating a Culture of Yes within an organization.  The goal is to create an environment in which everyone is striving to say “Yes”, rather than figuring out ways to say, “No”. It is essential that this attitude be instilled in all frontline, customer-facing, employees. Finally, in order to ensure that the hotel can generate a consistent level of performance across a wide variety of situations, management must also put in place well-defined systems and standards, and then educate their employees about them. Every employee must be aware of and responsible for every standard that applies in their department. The April issue of the Hotel Business Review will document what some leading hotels are doing to cultivate and manage guest satisfaction in their operations.