06/15/2023
The five reasons why we did not bid.
I had planned to do so beforehand, but as I received questions from several individuals.
Due to my limited English proficiency, I struggle to express myself effectively and tend to write lengthy sentences. Therefore, today I will only present the first and second ones.
1. "The condition of operating at least 7 hours a day, 6 days a week"：
For example, during the winter season of 2022-2023, how much do you think Chef Toshi worked?
On Fridays to Sundays alone, he worked over 35 hours, with an average of over 60 hours per week.
Additionally, if there were catering reservations, the working hours would increase even more.
Wednesdays were usually scheduled as closed, but if there were catering reservations or the need to go shopping in Calgary,
he would work, resulting in only 1 to 2 days off per month.
Especially last month, we conducted catering service for two consecutive weeks, consisting of three-day and four day events and we also opened the concession.
During the total of 7 days of the event, there were three days where he worked over 20 hours.
He worked from 6 am to 2:30 am the next day, had only a 2.5-hour break, and returned to work at 5 am at Fenlands.
(Toshi is an efficient worker, so it's not that he works slowly and of course we hired another chef and a server our peak time.)
By working according to the 7-hour operating time requirement, the condition.
Fridays, Saturdays, and Sundays, we opened at lease 8 to 15 hours per day it will be met.
The problem lies in the weekdays.
The operating hours on weekdays were from 4:30 pm to 8 pm.
The core operating hours on weekdays during the winter season were from 5 pm to 7:30 pm,
and over 90% of the daily revenue was made during this time.
If we divide the lunch and dinner hours from 11:30 am to 2:30 pm and 4:30 pm to 8 pm.
How many people would come all the way to Fenlands for takeout during the limited lunchtime?
How many facility users would visit, and how many of them would actually purchase lunch?
We estimate a maximum of around 5 to 10 people.
This is based on the results of a trial conducted during the winter break in December 2016.
We set up a pop-up shop next to the admission office during the public skating programs and we hours.
We prepared all food menu and set up popcorn, hot dogs, coffee machines, for 3 hours.
Approximately 40 skaters visited, and the total sales amount was $21.50.
Even with the addition of fitness programs and a weight room at Fenlands, along with meeting room users, it can be estimated that there would be around 70 to 80 facility users in the building. The lunchtime sales would probably be less than $50 to $100.
So, how can we increase sales?
This is where a problem arises, as follows:
2. "The condition that delivery is not allowed."
Based on our seven years of experience, we felt that delivery is the only way to expand that business at that location. However, there is an obstacle that "delivery is not allowed."
Even with extended operating hours, the target audience would be limited to facility users and takeout customers, resulting in an operation with low profitability.
If profitability cannot be expected, we cannot hire employees, and Toshi's working hours would inevitably increase by at least 12 to 15 hours per week, averaging over 15 hours per day and a total of 90 hours per week, making him every day like a weekend.
If delivery were allowed, employment would be possible due to the potential for expected revenue.
Thank you for reading until end❣️
With love Asuka
