Written by Al Paris + contributions of One Degree Team The reopening of our economy has been assigned to the 50 individual states and their local municipalities. This has created a void of clarity and increasing confusion about a commonsense approach for a reopening strategy for business owners. Without a clear, mandated, coordinated strategy leaders are left with a  myriad of questions, without a focused protocol, let alone a global cooperative strategy. Based on the natural challenges of COVID-19 it has become incumbent on business owners to acquire the knowledge while taking the responsibility for their customer’s and staff’s safety. Regardless of mandated protocols, the real challenge to overcome is the perception of the guest/customer of the health and well-being of the restaurant establishment. Our natural fight or flight instinct will be on high alert and it will be the customer’s perception of an establishment’s ability to deliver perceived safety that will actually drive the post-COVID-19 buying habits.

1. POST COVID-19
BUSINESS MODEL
Decoding Hospitality
Performance
Business Innovation
Multi-Channel Offerings
New Safety Standard
Checklist
INSIDE THIS ISSUE:
Introduction
The reopening of our economy has been assigned to the 50
individual states and their local municipalities. This has created
a void of clarity and increasing confusion about a commonsense
approach for a reopening strategy for business owners. Without
a clear, mandated, coordinated strategy leaders are left with a
myriad of questions, without a focused protocol, let alone a
global cooperative strategy. Based on the natural challenges of
COVID-19 it has become incumbent on business owners to
acquire the knowledge while taking the responsibility for their
customer’s and staff’s safety. Regardless of mandated protocols,
the real challenge to overcome is the perception of the
guest/customer of the health and well-being of the restaurant
establishment. Our natural fight or flight instinct will be on
high alert and it will be the customer’s perception of an
establishment’s ability to deliver perceived safety that will
actually drive the post-COVID-19 buying habits.
O N E D E G R E E C O A C H I N G I N S I G H T
BY VISION STRATEGIST, AL PARIS
CONTRIBUTIONS ED DOHERTY & MARIA CAMPBELL

2. We have studied the existing information by the World
Health Organization (WHO), the Center for Disease
Control (CDC) and Prevention along with several local
departments of public health. As a company with veteran
restaurant/hospitality professionals we have a strong
combined skillset in food safety in addition to an
understanding of the potential infection of this highly
transmissible virus, that we can protect all our people and
bring back customer loyalty simultaneously. The first step
is to take a completely new look at the preexisting
business models and its trends, market, industry, and
economic forces in this uncharted, post-COVID-19
reality. 1
“Safety Is The New
Hospitality”
Here are some suggestions based on
initial observations that will affect
restaurant operations post-COVID-19:
ENVIRONMENT: Now more than ever
our guest’s perception will drive their
buying behavior. A restaurant’s ability
to convey that safety will be the new
“curb appeal”. Restaurant owners will
need to make a clear and compelling
statement even before the customer
dares to enter the establishment. Clear
and concise signage stating your
commitment to health standards and
the source of your information must be
available on your website and visible in
the front of your establishment.
BUSINESS INNOVATION: What will
your new business model look like in
the post-COVID economy? The new
market challenges drive us to
reexamine our product mix/valuation.
In the absence of a crystal ball, we can
use some observations based on current
conditions and make some educated
assumptions. For example, pre-COVID
models may have reflected a 60/40
percent food to beverage sales blend
with a 6-percent delivery/pick-up on
food receipts and a 10-percent catering
out of house budget prior year. That
same sales mix pattern may need to
reflect a 30-percent downturn in a la
carte business. You may need to replace
those sales with a focus on outside
catering and a curbside pickup/delivery
making up for the loss in order for us
to reach our revenue expectations.
Awareness of these shifts will also need
to be answered by taking over our own
delivery services. This action will serve
to control fees, standards of hospitality,
accountability, value-added service,
and vehicle validation, via signage and
contact information to reflect our
commitment to the process and the
promotion thereof.
"The new market challenges drive us
to reexamine our product
mix/valuation."
AUGUST 22, 2019 ONE DEGREE COACHING - APRIL 2020
https://apps.who.int/iris/bitstream/handle/10665/331638/WHO-2019-nCoV-Hotels-2020.1-eng.pdf
Footnote:
1.

3. WHAT SCENARIOS COULD EMERGE?
New Safety Checklist
Our Staff and quests will be no
contact, infrared temperature
monitored upon arrival.
A no-contact service standard will be
held at all times, accomplished by
separation of duties.
Germicidal disinfectants will be
used on all surfaces with
time/contact logs used to certify
compliance.
Hand hygiene, respiratory etiquette
and social measures will be
maintained at all times to secure the
highest level of safety.
Hosts will open and disinfect the
doors and handles.
Based on the level of care needed to
assure the safety of our guests and staff
we have adopted and will adhere to the
models put forward by the W.H.O. the
C.D.C. and our local health experts.
Examples could read:
Bartenders will use cloth masks and single-use gloves.
Disinfectant hand cleaner, installed dispensers will be evident and in
plain view at all customer points of engagement, starting at the front
entranceway.
Staff hand washing will be openly noticeable and no cell phones will ever
be in view of customers.
Cash and credit cards will be accepted and returned in a vessel upon
single-use parchment paper such as a small bin or tray. The cleaning of a
credit card when handed to an employee and the cleaning of it upon
return.
Restaurant seating will be temporarily held to tables of 2 and 4 seats with
a distance of 8 feet between tables.
Single-use and digital menus will be used along with a well-represented
online presence of all offerings accessible by phone.
General cleaning, hygiene, and uniforms will speak to the underlying
culture of customer care.
Sealed bags and organized food with attractive packaging will be in plain
sight to exhibit a professional commitment to this delivery/pickup
revenue stream.
Permitted curbside pickup locations along with the point of sale signage
will also be a new necessity.
Any single portion sealed condiment or accouterment should be used
that is concept permissible, placed on napkins, not direct surfaces.
All linen, linen bags, brooms, mops, and dust cloths should be handled in
a way as to not generate particles into the air.
All seating and tabletop sanitation maintenance between quests is
paramount.
Every employee not being/looking at the peak of health should be sent
home immediately. The changing of gloves between customers or the
regular use of hand sanitizer between customers
Any content in the reflection of these guidelines that can be
communicated to the staff and customer should be in plain
view and done openly and consistently.

4. Perception of safety, cleanliness and overall quality
will increase, expect the next level of scrutiny as it
relates to a greater emphasis on Food Safety Scoring
and cleanliness standards.
Additional enforcement may be administered by FDA,
3rd Party or Private Organizations and see an
increase in crowd-review behavior overseers acting
“for the safety of the consumer at large.” (includes
staff, co-workers risks)
Reduced spending patterns, increased online
shopping, environmentally friendly and eating healthy
Behavioral Changes
VISION REFLECTION: The best way for a
leader to respond to this clear and present
challenge is to face the brutal facts but stay
focused on hopeful solutions. The
restructuring that takes place after a cultural
realignment has historically created great
opportunity and innovation that will be
available to the courageous and insightful.
Our businesses will essentially start anew,
giving us an empowered platform, allowing us
to access and connect our vision to a
receptive and inspired workforce operating
within a motivated marketplace. We need to
develop the healthy apparatus to reconstitute
the hiring and skill level of our teams taking
control of this unfortunate event.
ONE DEGREE COACHING APRIL 2020
Use Multi-Channel Offerings
Delivery (local + long-distance)/Curbside Pickup (hybrid options)
Grocery/ Retail / E-commerce / Supply Chain / Streamlined
offerings / Transportable items / Social Distancing - fewer seats per
sq. ft. / Fewer staff members / Minimized staff touch points
Increased contactless /Ghost kitchens/Meal Kits for increased home
cooking / Disposables / Product Packaging / Collaborations /
Limited-Time Offerings / Pop-ups / Accelerated migration from on-
premise to off-premise/ Virtual + Digital Experiences / Digital menu
boards or tablets / Pay-at-table functionality / Offering e-receipts

5. Al Paris: Vision Strategist /
Restaurant Coach
al.paris@onedegreecoaching.com
Ed Doherty: Founder
ed@onedegreecoaching.com
Maria Campbell, CEC, MBA:
Partner/Productivity Specialist
mcampbell@onedegreecoaching.com
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CONTACT US One Degree Coaching
One Degree helps business owners improve employee
engagement, improve productivity, and increase profitability
by focusing on cultural codification, effective leadership, and
purpose-driven communication. We employ an organizational
health platform that creates clarity and promotes team
cohesion. Our methodology is science-based and is effective
because it provides your team with the clarity, connection, and
direction that they need to thrive. We are not consultants. We
are coaches who believe sustainable results are only achieved by
teaching frontline managers how to be effective leaders.
POST COVID-19
BUSINESS MODEL
BY VISION STRATEGIST, AL PARIS
CONTRIBUTIONS ED DOHERTY & MARIA CAMPBELL
O N E D E G R E E C O A C H I N G I N S I G H T