After the palemic: the restaurants that go to all steam

With the worst of the COVID-19 pandemic now in the rear view mirror, it is difficult to believe that the hotel industry was once in the middle of a compulsory health and safety closure. However, with this a now distant memory, restaurants – and the hotel industry as a whole – are experiencing a resurgence of desired and more comfortable customers to go out.

“The catering industry is mostly very strong,” said Michael Ross, executive chef of the Northport Hotel restaurant. “Especially restaurants like this one, which are large and people want to be seen.”

After four decades in the catering sector, Ross has directed the Northport Hotel restaurant since its opening in October 2023. The 170 -seater restaurant, which serves both hotel and the general public, was recently cited by openable as one of the country’s 100 best restaurants in the country and the 10 most reserved restaurants in Suffolk.

One thing that has changed since the pandemic, notes Ross is that people dine earlier.

“Most restaurants have changed their hours to close their kitchen an hour earlier, since the pandemic,” Ross noted. “People dinner earlier and it always seems to be the situation.”

Due to its location – John W. ENGEMAN Theater across – The Northport Hotel restaurant opens at 4:30 p.m. for pre -theater meals. It is also a point of brunch on popular weekend.

Ross said they tried to stay open later, but people did not appear.

“So, it was just wasting the pay, having guys who stay with Hope for this late blow that never happens. My job is to make sure we are here when people are here, “said Ross, adding that they would adjust their hours to welcome the last guests if necessary.

He shared that the restaurant is completely reserved every Friday and Saturday.

“We are trying to welcome as many people as possible without making them uncomfortable or precipitated,” said Ross. “And it’s a really delicate balance to do it.”

Digital is the key to success

Restaurants belonging to the Lessing hospital group, a sixth generation family business with more than 20 restaurants and more than 100 places across the Northeast and Florida, including Hatch in Huntington, Bayberry in Islip and Mirabelle in Stony Brook, completely plump at pre-Cavid levels.

“The guests are dinner with confidence again, and we see strong figures at all levels,” said chief of operation Lawrence Lessing. “The request for culinary experiences in person is back, and our teams have done exceptional work by ensuring that each visit meets and exceeds expectations.”

During the pandemic, online order and delivery via Uber Eats and Doordash platforms increased, and the trend remained.

“We are dealing with many more digital orders now than we have done pre-countryic, and it has become a key element of our business,” said Lessing. “We have also introduced HAPPY HOURS and special value -oriented offers to give customers a reason for dinner without feeling the full impact of inflation. It is a question of ensuring that people always get the experience they are looking for at a price that makes sense. »»

Inflation reaching wholesale prices, Lessing has tried to be strategic with menu prices to ensure that they always offer great value.

“Menu engineering has become more dynamic; We constantly assess the costs, we adapt if necessary and make intelligent decisions to maintain reasonable prices without compromising quality, ”said Lessing. “The disturbances of the supply chain strike different products at different times, so we stay in advance by monitoring trends and by making calculated adjustments.”

A trend that Lessing has noticed is the growing attraction of non -alcoholic beers and alcohol -free cocktails.

“In Bayberry, Hatch Huntington and Mirabelle, our Alcoastoue menus have become as popular as our traditional cocktail offers,” he said.

Another trend they see: restaurants are transformed into real community hubs where people can come together, not only to have a meal.

“While customers continue to seek significant experiences, we expect this change to increase, further strengthening the link between the restaurants and the communities they serve,” said Lessing.

Adjust, adapt, repeat

An Islip institution at East 13, Jackson Hall American Bar & Grille, is roughly full each evening, notes the chief / executive owner Michael Landesberg, who always makes a duty to give personalized service.

“Whoever knows me knows: I am on the floor of the dining room every day,” said Landesberg. “And I’m talking to each guest.”

With the rise of inflation and flat wages, catering is considered a luxury, which means that restaurants must adapt and adapt to fill the seats every day.

“My philosophy is that I am never customers of Nickel and Dime,” said Landesberg. “I will never charge you for bread. I will not charge you to replace a sauce, a vegetable. »»

Many restaurateurs are concerned about their percentages and their food costs, but Landesberg believes that it is a benefit per volume.

“In the end, you will not be able to percentages,” he said. “You are not annoying your food costs: you bank.”

The beneficiary margins of the Jackson Hall are lower than that of other restaurants, said Landesberg: “But my restaurant is crowded every night, even for lunch. When you give them good service and good food at a fair price, people will come back. »»

Change around the menu keeps interested customers and Landesberg often tries different specials and in fact regular menu elements when they prove to be successful.

“I listen to my guests: what they want,” said Landesberg.

Keep the simple and non -intimidating menu.

“What I have noticed are the restaurants that have been there for a long time, they are not fashionable,” said Landesberg. “Keep things simple. Stay at the bases.

Since customers love to take photos of their meals, Landesberg always tries to make the dishes ready for the camera.

“I find things worthy of image, which are impressive,” he said. “Because I know people take photos.”