Exceptional employee amenities make a world of difference
IHS helps corporate clients with consulting and strategic planning for onsite cafes, restaurants, catering, vending and other workplace amenity operations. Our clients know that best-in-class onsite operations lead to increased employee engagement and enhanced productivity throughout their companies.
Together, we create a roadmap for success.
Typical challenges faced:
- Being able to quantify the value of providing onsite hospitality services.
- Validating the performance of the managed service provider.
- Stabilizing or reducing operating subsidy cost.
- Recompeting or renegotiating food and hospitality service contracts.
- Determining the right services to be provided for growing building/campus populations.
Results with IHS:
- Fact and benchmark-based justification for enhancing employee productivity through onsite amenities.
- Assessments of Key Performance Indicators (KPIs) and prescriptive action plans to enhance operator performance and accountability.
- Comprehensive financial assessment results with realistic operating strategies to improve financial performance.
- Industry best practice terms and conditions to maximize contract value and enhance accountability.
- Programming and strategic plans for more efficient and effective services to meet client goals and drive program participation.
Corporate Cafés & Catering
IHS Case Study:
- New Qualified Operator Delivered in 5 Months
- Onsite Foodservice Aligned with Corporate Culture
- Contracting and Implementation Managed
- Brand New, First-Class HQ Amenities for 400 Staff
Challenge – Aligning Foodservice to a Culture
The headquarters of Insmed, a global biopharmaceutical company with a transformative mission, was moving across town to a new site that would accommodate its 400 employees. The company wanted a full-service foodservice program developed from scratch and operational before the move—only five months away. The company was completely new to foodservice contracting, and wasn’t even sure what their budget should be. However, they had a firm belief that the employee café offerings and the overall service level should align closely with their carefully managed corporate culture.
Solution – Providing a Vision for Execution
First, IHS outlined budget expectations while working closely with the Insmed project manager, who wore many management hats. During the RFP client “Visioning” process, direct contact was critical in establishing milestones for project stages, setting expectations for engagement, and communicating and tracking objectives. Four operators submitted proposals and presented on the project, and together we evaluated bids compared to industry benchmarks, each proposal’s points of differentiation, and each one’s ability to meet foodservice trends today and in the future. Because Insmed’s diverse employee demographics, the company also wanted a foodservice operator that embraced technologies for ordering and checkout convenience.
Results – Delivering Health and Engagement
Through a process that was responsive, engaged, and accountable, Insmed chose a smaller, regional operator because its program was the most customizable to match the most critical aspects of Insmed culture. IHS continued to lead the project through the contracting phase and all the way through a smooth implementation. From the get-go, Insmed employee expectations were met with a rewarding café experience and Insmed management was pleased with the employee participation level, meeting the dual goals of improving personal health and corporate culture health simultaneously.
Corporate Cafés & Catering
IHS Case Study:
- 100 Assessments at 18 Locations
- Customer Participation – Up 10%
- Customer Satisfaction – Up 12%
- Per-Employee Subsidy – Down 40%
Challenge – Incentives without Accountability
Nationwide signed a five-year enterprise contract with a new outsourced hospitality venue operator. The contract included SLA requirements for safety, sanitation, service, marketing, and other services, as well as incentives to meet enhanced quality standards. However, Nationwide wanted another level of protection for its investment. For accountability and measurable continuous improvement, Nationwide called IHS.
Solution – CrossCheck with Real-Time Reporting
IHS implemented their CrossCheck program, redefined certain evaluation criteria to match contract requirements, and began completing unannounced assessments at 18 Nationwide hospitality venues managed by the operator. Nationwide and the outsourced operator received all the real-time results from the field, and the results were entered into a resource database. In addition, IHS held interactive work sessions with both Nationwide and the operator to discuss trends, risks, and opportunities, developed action plans for continuous improvement, and monitored progress.
Results – Improved Performance and Reduced Costs
The CrossCheck program has completed over 100 assessments since the start of the program in 2012, and Nationwide has seen a steady increase of performance in the 18 hospitality venues. The company experienced a 10% increase in customer participation and a 12% rise in customer satisfaction across the portfolio. Nationwide reduced overall hospitality venue expenses and reduced “operating subsidy per employee” by 40%.