Success Story

Houston, We've Got a Solution: How Brooks Bassler Turned the New Normal into New Opportunities

The last time veteran restaurant consultant Chris Tripoli and I spoke to rising-star restaurateur Brooks Bassler, founder of BB's Café, we were crammed inside a recording booth in Houston. Not even 40 years' old, Brassler had opened his 10th unit, serving his "Tex-Orleans" fare. In our podcast, Brassler shared his game plan for his business with the kind of confidence and vision that makes you want to raise the bar on your own game.

With seven of 10 units meeting or exceeding last year's revenue, a 400% increase in takeout and delivery sales, and four new units and a prospective new QSR concept on the horizon, BB's Café's founder and president remains on a trajectory for growth.

This was all pre-pandemic, mind you, and when we gathered around our computers for a Zoom meeting in late November, I braced myself for another sad story. Nothing could be further from reality.

Listen to last year's podcast interview with Brooks Bassler at The Corner Booth.

As much as I am a critic of the pandemic-speak term "pivot", Brassler, indeed pivoted quickly and, moreover, executed. His sales are equal to or up from last year at seven of his units, he has increased takeout and delivery sales 400%, and he has an independent QSR concept in the works that I predict the trade media will be fawning over this time next year.

Setting Up for Growth

How did he do it? Well, first, he did not panic.

"I stayed the course on everything," he says. "I made sure our to-go food was good and fast and we were focused on safety." Like many operators, Bassler took advantage of the Paycheck Protection Program as a lifeline, which he described as "amazing and very helpful for us."

In spite of the Lone Star state's two-month shut down of on-premises dining, Bassler did not shutter any of his 10 units. Further stretching operating cash flow, "we did what we could with our landlords, paying them what we thought was fair," he says. None of them pushed back, he adds, and "we have since caught them back up [on unpaid rent]."

As of this writing, all currently continue to offer on-premises service in compliance with regulatory restrictions. "We are even setting up for growth, with four more units on the horizon.

Takeout and delivery comprise a large part of his total revenue. Pre-pandemic, BB's Café's off-premises dining sales comprised only three to seven percent of the total. "Today, it is at 18% to 25%."

He attributes his current success in driving guest traffic to enhancing all digital engagement with guests. The concept's marketing director "got our online platforms in shape," says Bassler. "Our online ordering is more seamless and easier to use." He is focused on improving customer convenience at every transaction, particularly curbside pickup. "We make it easy for guests to stay in their cars, bringing the order to them and conducting handheld transactions."

Bassler has increased marketing expenditures as a percentage of sales a full percent. "We are doing all the organic stuff on FaceBook. Making sure we are responding to all comments. Instagram has been [successful] for us, as has been [Google] AdWords.

What has not changed for Bassler in the wake of the pandemic is attention to staff training, particularly on takeout service best practices. The shift to off-premises services requires an optimal off-premises guest experience. Restaurant work is difficult under the best circumstances, and with big-box retailers and Amazon paying $15/hour or more for entry-level workers, keeping the best and brightest staff is a challenge for independent restaurateurs. Bassler tries to offset the increased demands on staff "with gratitude and positive recognition."

Cost Control

The shift to off-premises dining also requires attention to line-item expenses, including delivery fees and packaging, where chains have a tremendous advantage in purchasing economies of scale. Seeing the growing importance of third-party delivery even prior to the pandemic, Bassler "worked hard upfront" to negotiate favorable delivery fees with DoorDash; although, he questions if independent operators have as much leverage today, given the high demand.

As for packaging, that is still a challenge, says Bassler. With more orders being sent out the door the cost of goods has increased due to packaging, and that needs to be factored into menu pricing. That said, value is a polar star for his success, he believes. And making sure there is high perceived value for his food is critical. Like every successful independent operator, Bassler maintains a close eye on all numbers.

Menu Makeover

Pre-COVID BB's Café boasted 54 made-from-scratch menu items. When on-premises dining was shut down in Texas, Bassler reduced the number to about a dozen and then after a couple months increased it back to 37 items.

"It gave me an opportunity to get rid of items we didn't like," he said, "items certain customers wanted, but didn't have great sales and were hard to execute." Bassler says the pandemic inspired what he calls "restaurant pity" for his business's struggles, so he was able to 86 items without anger or disappointment from loyal patrons.

And as you would imagine, reducing menu items resulted in "stronger cross-utilization of inventory and improved cost of goods sold," says Bassler.

A QSR Concept in the Making

As has most everyone, Bassler now watches cars queue up in drive-through lanes for burgers and chicken while full-service dining concepts are fighting for business. "I saw the cars lined up at Jack in the Box," he says, "so I talked to a broker to look for interesting space that would accommodate drive-through service," adds Bassler. Not only did the broker find the space, "we're close to a new deal in San Antonio," taking over a "failed fast food chicken place." The landlord was willing to make concessions to get the space leased, and Bassler says the "numbers look promising. I think we got a good deal."

"We were looking for something in a blue-collar neighborhood to launch the new southern and Cajun concept, named "Swamp Bird" for Bassler's favorite fowl the Great Blue Heron. The space, which is fully equipped, has room for dine-in service and "a separate entrance for to-go and limited drive-through."

The menu will include seasoned crawfish and a variety of sandwiches -- including hot chicken, Cajun, fish, boiled shrimp, chicken tenders, and boxed combination platters. "Nothing on the menu will be priced above $9.19," says Bassler. "I want to put value on the plate." With relaxed alcohol sales laws, Swamp Bird will also sell beer and wine.

The new normal has broadened his vision for the future. While he didn't see BB's Café as a concept for franchise expansion, Swamp Bird has opened his eyes to new possibilities.

"We will see if this new concept has legs" for franchising, says Bassler, "With a limited-menu drive-through concept, you can stamp them out more quickly than a full-service concept. And the service is more mechanical, particularly if you're out front with technology."