Page 41 - #200 June/July 2025

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Maximising Success

Jonathan Doughty is a global thought leader, consultant, speaker, moderator and
C-suite executive in the foodservice and leisure sectors working around the world in
retail, transit and leisure. In this landmark edition of RLI, he discusses how best to
manage restaurant tenants in a commercial shopping and leisure environment.

n today’s competitive retail landscape, to negative reviews - not just for the tenant, Take-out #4: Make tenants part
Ishopping and leisure destinations are but for the destination as a whole. of your storytelling.
evolving from transactional spaces to expe-
riential hubs. At the heart of this transfor- Take-out #2: Set clear guest care Include F&B operators in seasonal campaigns,
mation are restaurants - essential not just standards across all food operators. social media content and loyalty schemes.
for footfall and dwell time, but for the overall Encourage chefs to do live cooking demonstra-
atmosphere and appeal of a centre. As a Create and enforce minimum service stand- tions, tasting events or participate in pop-up
commercial property manager or landlord, ards around hygiene, customer service, collaborations that drive buzz.
your ability to manage restaurant tenants queue management and speed of service. Share footfall data and digital insights with
effectively can have a profound impact on Encourage mystery dining audits and Net tenants to help them understand who their
visitor satisfaction, tenant success and asset Promoter Score (NPS) tracking to maintain customers are and how they behave. Help them
value. To unlock this potential, it’s essential visibility on guest satisfaction. tailor their offerings - menus, promotions and
to focus on five core areas: financial perfor- Recognise and reward tenants who excel. service styles - to match evolving visitor profiles.
mance, guest care, operational standards, This not only motivates them but also fosters a The more integrated your tenants feel, the
collaboration and placemaking. sense of community and excellence within the more they will contribute to the centre’s appeal.
centre. Consider centre-wide service training
1. Align on Financial Goals - and Stay days or experience workshops that involve all 5. Curate a Balanced, Dynamic Tenant Mix
Close to the Numbers F&B operators and front-of-house staff. Tenant performance is not just about indi-
Strong financial performance from tenants vidual operators; it’s about the mix. The
contributes directly to rental sustainability 3. Collaborate on Operational Excellence right combination of fast casual, premium
and indirectly to the centre’s vibrancy. But Back-of-house issues can easily spill into dining, cafes and grab-and-go outlets
unlike retailers, restaurant operators often front-of-house problems if not managed creates energy and choice for customers.
don’t have the same level of financial sophis- effectively. Shared loading bays, waste
tication or reporting systems. As a landlord, management, pest control and ventilation Take-out #5: Use performance data and
take a proactive role in understanding their systems all require careful coordination. customer feedback to guide leasing decisions.
business performance.
Take-out #3: Develop joint Monitor which types of cuisine, formats and
Take-out #1: Build a culture of operational protocols with tenants. price points perform best and adapt your
financial transparency. leasing strategy accordingly. Replace under-
Establish clear guidelines for deliveries, performers strategically and nurture high
Implement turnover-based rents where possi- grease trap management and refuse stor- performers with opportunities to expand,
ble but insist on timely and accurate sales age. Schedule routine inspections and refurbish, or relocate within the scheme.
reporting. Offer tools or templates to simplify provide feedback. Where possible, create Always keep one eye on market trends - vegan
reporting and analyse trends across tenants. shared back-of-house solutions to reduce dining, local brands, or digital-first concepts may
This allows you to identify early warning signs, costs and minimise disruption. outperform more traditional formats. Diversify-
benchmark performance and spot opportuni- Hold quarterly operational meetings ing the offer also supports inclusivity and can
ties for support or intervention. with restaurant tenants to bring to the drive new audiences to your centre.
Go beyond rent collection. Set regular surface challenges, gather input and build
check-ins with key F&B tenants to review their accountability. When tenants feel heard and Restaurant tenants are more than just tenants;
trading patterns, seasonal trends and any supported, they’re more likely to collaborate they are key collaborators in the success of a
upcoming challenges. Support them in cost-ef- and invest in improvements. shopping and leisure destination. By managing
ficiency strategies, such as joint procurement, them proactively - through financial support,
marketing campaigns, or utility management. 4. Integrate Tenants into the operational rigour, guest care standards,
Marketing Vision collaborative marketing and strategic leasing
2. Champion Exceptional Guest Experience Restaurants benefit immensely from - you can unlock their full potential.
A visitor’s experience in a restaurant is marketing, but they are often under-utilised So, what is the result? Higher spend per
deeply emotional and impacts how they view as promotional assets. Featuring them in visit, greater customer loyalty, longer dwell
the entire centre. Poor service, cleanliness campaigns can help both the tenant and the times and a thriving centre that becomes a
issues or inconsistent food quality can lead centre’s brand positioning. destination in its own right. Hurrah!

40 RETAIL & LEISURE INTERNATIONAL JUNE/JULY 2025