Adopting Contemporary Trends in Hospitality Management

James Griffo, Director of Food and Beverage at Hollywood Park Casino, leaves a lasting impact on the industry with his expertise in hospitality management. His adept leadership, team-building, and strategic insights consistently enhance operational efficiency. With almost 35 years in the card casino business, Griffo started as the assistant food and beverage director in 1987, unexpectedly assuming the director role at Commerce Casino from day one and holding it for over 20 years. After 13 years at the Bicycle Casino, he joined Hollywood Park Casino about a year and a half ago. Specializing in poker and table games, his extensive experience revolves around food and beverage management within card casinos, ensuring sustained profitability and successfully navigating industry challenges.

In an interview with Hospitality Business Review, Griffo provides insights into innovative approaches, emphasizing the importance of integrating technology and staying attuned to industry trends.

What are some of the current market challenges and innovative solutions to solve them?

The hospitality industry in California is currently facing a significant challenge with the introduction of the new minimum wage of $16 per hour in January. This rate has grown significantly from the initial $3.25 per hour due to various factors that necessitate the need for people to keep up with the cost of living. While I fully support this, it strains our business model, which relies heavily on 24/7 operations to keep guests happy while maintaining a steady income flow.

As food and beverage is more likely just a support division in the casino industry, we cannot raise prices to compensate for the wage increase, unlike standalone restaurants. Instead, we have to find innovative ways to satisfy our guests without burdening them with higher costs, as gaming is the primary source of revenue for the industry.

Operating in Los Angeles, a city known for its unique blend of diverse cultures, we ensure that players receive top-notch culinary experiences that exceed their expectations. Our menu features a wide range of cuisines, including Chinese, Thai, Korean, Mexican, and American, all carefully crafted to cater to different preferences.

Another challenge prevalent in the industry is the staffing issue, which includes keeping our employees motivated and happy to come to work daily, paying them adequately, and ensuring satisfactory working conditions, all while maintaining our pricing balance to offer raises. To address this challenge, we are closely knitting technology into our daily operations. We have introduced tablets for collecting orders at tables and computerized food and beverage carts on the casino floor to reduce labor costs.

These technologies have boosted efficiency and enabled us to sell more products. We have also experimented with robots to deliver food on the floor and firmly believe that the future of the industry lies in AI technology to help us perform these tasks more efficiently.

Can you walk us through a recent project where you successfully applied best practices and achieved positive results?

During the pandemic, card casinos were closed for around eight months. Upon reopening, California permitted only outdoor gambling. However, the LA County Health Department prohibited players playing outside from consuming food and drinks. We utilized a nearby Starbucks outlet where players could go during their breaks and grab a bite or a drink. To ensure guests’ utmost comfort, we also put up tents and heaters. Despite innumerable pandemic restrictions, the place was packed, which made us rethink the food menu.

Going back indoors, we simplified our menu and reduced the number of items down to around 30, which significantly reduced staff from 500 to 120. This shift transformed the department from a loss to a highly profitable venture.

Subsequently, we substituted the remaining menu items with those that can be easily prepared with minimal labor requirements. We also use technology to simplify operations, like tablet ordering and self-serve outlets, which helped cut down on labor costs. Even in high-traffic areas on the casino floor, guests could place orders easily, allowing us to deliver food efficiently.

This helped us achieve sales ranging from 700 to 800 pounds dollars? annually - a feat that would typically necessitate the efforts of five or six employees. The goal is to prioritize card playing over food and strengthen our business model to boost profitability.

What upcoming trends and developments do you foresee in the market in the next 12 to 18 months?

If a casino has a good social media presence, then customers will more likely find it over others and visit it, as consumers are drawn to the allure of being part of the latest or trendiest experiences.

If there is a noticeable emphasis on providing options, particularly for meal preparation, then a casino can become the customers’ favorite choice. Takeout options are becoming more prevalent for business opportunities. I observe a distinct preference, including millennials, for platforms like DoorDash and a tendency to explore popular dining spots based on social media recommendations. Thus, the influence of social media is expected to play a significant role in shaping consumer choices.

What is the sage advice you have for your peers and professionals seeking to advance their careers in hospitality management?

I attribute my success to building strong teams. I treat my team with respect, allowing them to provide input and seek advice. Creating a sense of understanding with employees is essential, especially in the challenging phase of hospitality management, where schedules and workloads can be demanding. I place a strong emphasis on encouraging growth and professional development.

Giving employees hope and making them feel integral to the business makes them more loyal and views their roles beyond just financial aspects.

In my experience, tapping into the workforce, making them feel important, and involving them in decision-making are keys to retaining talent amid enticing financial opportunities. Maintaining management supervision while keeping the employees motivated eventually leads to sustained success.