Industry Standard: It's called "the special" for a reason!

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I have often opined that the properties under the Outback umbrella, specifically including Bonefish, Carrabba's and, in other cities, Fleming's and Roy's, are exceptional for chain operations. OSI is one of the very few major restaurant chains - and, in my opinion, one of the few large corporations in any business - that can look past the quarterly report and clearly understands the long-term value of customer satisfaction building loyalty.

I believe that one of the strong points of the Outback chain is that the managing partner of one of their places has to invest money and actually run the place. As opposed to a manager who only is hired and can quit without any problem.

This is true of Outback and I assume it is true of the other places, Bonefish etc.

This is five year old knowledge, but is still probably correct.

Had you said that, I would have totally agreed; what you said, however, was, "Chain restaurants adhere religiously to their corporate-concept menus. You won't be offered a "special" at a nationwide chain restaurant."

My only point was that by resorting to overkill without explaining as you did later, your argument was significantly lessened.

Aren't we counting angels on the head of a pin, though? I think it would be very unusual for a large corporate chain (with the possible exception of a local mini-chain like Boombooz, or, in fairness, the Bonefish example that Chris just stated) granting kitchen staff the latitude to be creative and invent dishes. Generally, a chain-wide "special" made from a recipe sent down from the head shed and advertised on table tents provided by the same source might be technically a "special," but it's not the same thing.

Robin, first you say I’m arguing about dancing angels, and then in the very next post you exempt one chain (the Outback group)! My whole point was that a blanket statement cannot be made here!

On another thread, forumites were discussing Chicago restaurants that were “must dine” places. Among those listed were :
• Big Bowl
• Café Ba-Ba-Reeba!
• Everest
• Joe’s Stone Crab
• Nacional 27
• Tru
• Von’g Thai Kitchen

These restaurants have many things in common:
• Their food is generally regarded as excellent (not by everyone, but in general);
• Their atmosphere’s are regarded as “fun”;
• They all have true “specials”; and
• They are all part of the Lettuce Entertainment “Chain” – the identical corporate umbrella.

They all have common purchasing (true, each chef – many of whom are investors – have varying degrees of independent buying power, but generally standard items are uniformly purchased to save money), and operate under a corporate entity based in Chicago but with restaurants now spreading across the country.

And, yes, they have specials.

My ONLY POINT here is never to say either “never” or “always”. Had the original statement indicated the later correction (regarding “special specials”), I would never have responded!

Wow. Look at you go, Marsha. You've got everyone in a tizzy! And here I just thought you wanted to make sure people weren't scared off by the word "special" and took a chance on ordering something different when they go out to eat.

I love ordering from the specials menu when we go out to eat. As you have said, there are some really talented and hard working chefs out there busting their butts to challenge your taste buds. I also know, from experience, that when a special sells well, there is no greater feeling in the world. Getting good feedback and high sales on something you created, poured your heart into, is like no other reward out there. I think it is why we cook, why we invent, why we put that chef coat on every day and head for that kitchen.

I also think that is the difference between "specials" at the big mega-chains (and some of the smaller chains) and specials at independents. (to join in the fray) For what it is worth, I trust a special at an independent far more than I trust a "special" at a chain. Not saying I won't try them, just that I am a little more careful.

So I'm with Marsha! Order a special the next time you go out, you just might make some aspiring young chef's day!

Wow. Look at you go, Marsha. You've got everyone in a tizzy! And here I just thought you wanted to make sure people weren't scared off by the word "special" and took a chance on ordering something different when they go out to eat.

I love ordering from the specials menu when we go out to eat. As you have said, there are some really talented and hard working chefs out there busting their butts to challenge your taste buds. I also know, from experience, that when a special sells well, there is no greater feeling in the world. Getting good feedback and high sales on something you created, poured your heart into, is like no other reward out there. I think it is why we cook, why we invent, why we put that chef coat on every day and head for that kitchen.

I also think that is the difference between "specials" at the big mega-chains (and some of the smaller chains) and specials at independents. (to join in the fray) For what it is worth, I trust a special at an independent far more than I trust a "special" at a chain. Not saying I won't try them, just that I am a little more careful.

So I'm with Marsha! Order a special the next time you go out, you just might make some aspiring young chef's day!

BINGO!!

[Robin Garr]

They are all part of the Lettuce Entertainment “Chain” – the identical corporate umbrella.

I agree that there are exceptions. That's why I cited OSI. Lettuce Entertainment (didn't it used to be "Lettuce Entertain You"?) also boasts an excellent reputation; it's small in numbers, it's confined to a region, and I believe in a situation that's unique for a "chain," every property is different. Olive Garden it's not.

My ONLY POINT here is never to say either “never” or “always”. Had the original statement indicated the later correction (regarding “special specials”), I would never have responded!

With respect, you're insisting on precision where a generalization worked just fine.

I believe this is the "the exception that proves the rule" argument. By noting that a select few, high-end chains do something like legit specials (represented by a handful of restaurants in Louisville), one establishes that chains generally do not.

I seriously don't mean to hurt any feelings here, but I love threads like these entirely because of the argument and worthy defense that comes from Robin Garr - a man I obviously admire. I appreciate all of your threads, Robin, but your opinions and steadfastness are sooo... unfaltering. In my humble opinion. Thanks again for your website. You are my food father.

[Robin Garr]

I seriously don't mean to hurt any feelings here, but I love threads like these entirely because of the argument and worthy defense that comes from Robin Garr - a man I obviously admire. I appreciate all of your threads, Robin, but your opinions and steadfastness are sooo... unfaltering. In my humble opinion. Thanks again for your website. You are my food father.

Oh, man ... don't blow up my ego like that, Jackie. My wife hates it when people do that ...

Seriously, sir, I've seen look of love in your wife's heart. She knows why we love ya!

Wow, I was hoping one positive comment would spring more positive comments,... but I was wrong. Keep living in the negativity, nitpicking and keep looking past the fact that a talented Chef in Louisville, is writing positive articles to help advance the food culture around you. Even if you are blinded.... it's happening, keep the flashlight close.

Prost!

Blake

Chain…non chain…corporate….non corporate…. If there is one thing I can add to this discussion, is that the word “special,” is a quick way to put your business in a grave.

That point being driven more by quality and taste than profit.

As an operator, I will tell you that menu development is, and should be, a long arduous process. Items and recipes need to be tested and tested and tested…..BEFORE they are unleashed to the public. The idea of an owner allowing “creative freedom” without making sure it is what they want to be known for is nothing short of Russian Roulette.

The Creative process can be a driving force for any operation. But, as with all aspects of running a business, it must have rules and be controlled. The Chef is not the last line of defense when it comes to quality and consistency. A new entrée, like a child, takes the entire community to raise. And before anyone jumps on me for that comment, understand that I am a Chef.

Why not just let the chef be the chef? It doesn’t matter if I know 15 ways to prepare foie gras, if I can’t sell it one way. Not to mention, it’s hard to differentiate between whose needs are being served when developing a new entrée; my guest or my ego. What happens when I decide to run Pied de Cochon on Monday and all of the pork lovers come out on Tuesday. The point I’m trying to make is that too much change can be adverse. Better yet, what happens when you have a not so great “special?” And you sell it to 20 people who will probably not come back because of it. It’s such a double edge sword.

I’ve never heard anyone say they would frequent a certain establishment because they have good specials. It’s the staples; the things that get practiced and perfected that become foundations for repeat business.

How many times have you been to a restaurant that was obviously catering to an overzealous culinary staff that had all the great ideas in the world, but poor execution? The specials are great – but the butter was served cold, or the bread was from a box. Five seafood choices per night, but can’t cook scallops correctly.

The “special” is not necessarily always the right way to go. It’s as risky to your experience as it is for the owner taking the gamble on serving it to you.

Jayson emphasizes another excellent point ; for the specials dynamic to work correctly, the chef must have a trustworthy staff, and he or she must also have the full confidence of the owner or owners. Without those two elements, the whole equation falls apart.

Good point, Jayson, but the flip side of that is by not running specials you run the risk of becoming stagnant. No doubt the backbone of any good restaurant is the house favorites. But you have to keep things fresh and different to keep people interested. I worked at a restaurant where the menu had not changed in over 10 years. There was a solid customer base of regulars (the other backbone of every restaurant) who were in love with the standards, but the whole place started taking on an air of "been there, done that" and pretty soon there were fewer and fewer new faces and the business was being supported solely by those regulars.

I'm certainly not suggesting that owners start spinning the wheel and letting every night dishwasher design their specials menu. I've never seen anything like that happen. There has to be a measure of control from the top. Menu and special planning is painstaking work and it does require everyone's input. But working within that structure, the execution of an incredible special can certainly make any restaurant "the" destination spot.

Hey Andrew...hang in there.....Remember the host makes the rules as we go along and enforces them with some and does not with others....Also just remember when he wants your opinion...He will give it to you....Now its off to Longhorns for lunch...I think I will have the Special Today...

They are all part of the Lettuce Entertainment “Chain” – the identical corporate umbrella.

I agree that there are exceptions. That's why I cited OSI. Lettuce Entertainment (didn't it used to be "Lettuce Entertain You"?) also boasts an excellent reputation; it's small in numbers, it's confined to a region, and I believe in a situation that's unique for a "chain," every property is different. Olive Garden it's not.

Of course you're right . . . there are 611 Olve Gardens, and only 70 restauarants in the LEYE stable (Lettuce Entertain You Enterprises) covering 30 different concepts. But, they do have 70 restaurants, are found in Illinois, Arizona, Maryland, Virginia, Georgia, Minnesota and Nevada, revenue in excess of $300M, and over 5,000 employees. Hardly "small in numbers and confined to a region". And, from reading various chain threads over the past many months, one of the major complaints/comments regarding "chains" is that being corporate entities they care more about the bottom line, are run by bean-counters, and thus run things very differently than independents.

For the vast majority I agree! My only point - from the very begining - is that by making a statement that chains do not have specials Marsha lessened her point! That's all I was trying to get across! By changing it to "special specials" I would have been happy!