Monthly Archives: June 2015

The Crab Shack and goRoster Share A Common Love For Cost Control

June, 2015

 The Crab Shack and goRoster share a common love for cost control

The Crab Shack is a popular coastal themed restaurant that opened in Wellington in May 2013, and on the 28th of January of this year, they opened the doors to their Auckland restaurant overlooking the city waterfront. Offering a casual dining experience with an emphasis on crab and other seafood delicacies, the Crab Shack caters to all tastes, and their menu includes dishes “From the Earth”, “From the Charcoal Barrel” and “By the Scoop”. Their meals are tasty and affordable, and the atmosphere at the Crab Shack is cheerful and laid back.

With 40 staff members to manage, Scott Ruddock, General Manager of the Crab Shack has a big job keeping track of everyone.  We caught up with Scott to see how things were going.  Scott says that he would be lost without goRoster and is very grateful for the quality software and service which makes his life a whole lot easier.

Capture1“goRoster makes it so easy to manage the rostering system which can get incredibly complicated with as many as 40 staff members. It arms us with the ability to keep track of individual staff costs and it makes communication with employees a breeze. goRoster makes a potentially stressful rostering situation run smoothly and efficiently” Scott Ruddock, General Manager – The Crab Shack.

Scott went on to talk about the particular features he likes, one of which is the ability it gives him to quickly and easily review past weeks, and that in turn allows him to more accurately project staffing requirements for future weeks. He also finds the staff tracking system particularly useful, because it helps him to balance out wage costs and see which areas need restructuring. But his all time favourite feature, is the built in communications system, which enables him send rosters, messages and receive replies quickly and efficiently.

“I love goRoster – the detailed financials, the cost tracking and the improvement in employee communication has really made things tick over at the Crab Shack” Scott Ruddock, General Manager – The Crab Shack.

If you’re interested in finding out how we can help you with your cost control, sign up for a 14 day free trial here and take the next step towards better employee scheduling.

Is Revenue A True Predictor Of Success?

June, 2015

Is revenue a true predictor of success?

“Success.”

Typically defined as: ‘the accomplishment of an aim or purpose.’ (1)

Success means a lot of different things to different people. Success may mean wealth, or it may mean happiness. It may mean fame, and for others it may mean power. But can revenue be a true predictor of success?

In the business world there is not right or wrong way to define success. It’s merely subjective. It is based on both the personal and  the business goals that you have in place for yourself. These can vary tremendously from one person to the next. Many believe that there is in fact only one path to success, and they simply choose not to consider other patterns of thinking. In their mind, this way of thinking is what will help them to reach their end goal.

It’s all in your ability to adopt change when it comes to your current systems and process, that will help you as you carve out your route to business success. If you begin to place too much confidence in your ability to make good judgements and decisions and solely rely on old patterns of thinking, you’re giving no weight to the environmental factors surrounding you that are constantly changing.

As we all know, the costs that typically make up a business are:

  • Your fixed Costs
  • Your variable Costs
  • Your employee Costs

And then you have your little shining beacon. Your profit.

Ask yourself. Are you measuring the right things? Many have the perception that they know what makes up the correct monetary equation to predict their profit. We believe this is a naive way of thinking unless you’re consistently taking into account the effects of both your controllable and uncontrollable costs. Unless you are 150% sure your decisions are supporting your overall goal for profitability – there will never be complete accuracy in your figures. What you are measuring needs to show:

  • Continuity in accuracy
  • And, the numbers need to hold the correct weight.

It’s like being the coach of a sports team. You’re employed to pick players based on their skills and their ability to play within the team. There needs to be continuity in accuracy and you must weigh up the importance of the correct statistics. What abilities are most relevant based on the current game and competition. The environmental factors.

So there you have it. Revenue can be a predictor of your success. If you choose to measure it correctly. 

(1) www.oxforddictionairies.com /definition/english/success
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