Comment: A differentiated approach to buffets

It goes without saying that hotels compete for guests. They do that by building their brand equity around a certain exclusive experience that they offer, which is reflected in their room size, services, pricing, amenities, loyalty programmes and so forth.

Hotel equity is beyond a marketing claim; it is a core belief that is evident in every operational detail, be it in distinguished uniforms, the way the guest is greeted, or having every useable item branded to highlight to their guests that they are experiencing a unique standard.

Dining experiences are a highly effective equity trait that hotels utilise to increase guest traffic. Every hotel boasts a selection of differential culinary experiences with specialised themes, recipes and flavours. They also aim to attract diners by utilising the main dining halls to serve international buffets, and attempt to stand out from their competition by their location, childrens entertainment, or live music.

However, when it comes to the actual food being served, most hotels fail to stand out in the selection of food available, and the question arises on whether hotels can compete on their daily buffets.

Strolling through any buffet, one notices the usual option of soups, salads, appetisers and the like. It includes various ethnic stations, grills, and fish, with the pinnacle of the buffet being the roasted lamb over rice. The quality of the food and the expertise of the chef are indeed reflected in the taste — there is no suggestion on lack of talent, but perhaps a lack in creativity.

A quick online search of “ways to roast a lamb” generates at least a dozen results; saffron and raisins, honey and lemon, Spanish style with vinegar, thyme and sweet paprika, or the Swedish method with mustard and anchovies.

Yet every lamb in any hotel would almost always be cooked the same way. There are more than 50 different types of grills; Korean, Hungarian, Cajun, served with peanuts, or cherry, yet guests are always served the Persian mixed grill.

On the dessert front, the items are repetitive despite having many popular treats emerging with creative twists like caramel or mocha-flavoured baklawa.

It is a simple exercise to determine what buffet items are the fastest moving, and hence the most in demand. Keeping an eye on the wastage is another good indication on what item can be removed. Once the fast moving items are determined and the ones less in demand stopped, the creative heads of the kitchen can get together to develop a truly unique and differentiated way in which to prepare their buffet. They can attend trainings or seminars on new recipes or ethnic dishes, and it might be as simple as connecting with the right suppliers. Before introducing the new buffet items, a focus group of diners can be hired to determine whether something is really buffet-worthy or too risky.

Furthermore, the exercise of tracking fast-moving items and waste is an effective way to control costs. A buffet consisting of fast moving items helps in the management and freshness of food storage.

Additionally, monitoring the food items that are disposed of may lead to better use and handling of waste. The overall analysis can lead to an improved material utilisation and decrease of cost of goods sold (COGS).

The attitude of change is crucial for growth. A unique buffet that stands out from the rest will attract the right customers who may be willing to pay a premium to try something new. Eventually, diners will show up for the food and in the process reinforce a stronger brand recognition that every hotel strives to promote.

Wissam El Cheikh Hassan is the managing partner of Al Dar Sweets, and the general manager of Dar Al Zakhrafa Décor. His past experiences include being a purchasing manager in Procter & Gamble in Dubai.