How Our New Concept Brought In 30 Percent More Guests
This send is the second of a four-part series on restaurant growth, presented by Square . Organize all your orders — dine-in, online, and third-party — and fulfill them in a flash, right from your POS . Subscribe now for more stories like this. Sabine, according to operating partner Rich Fox
Where: Seattle
The growth: In March 2020, James Weimann and Deming Maclise of Yes Parade Restaurant Group closed their 11-year-old bistro, Bastille. In October, they converted the space into Sabine, a counter-service cafe and bakery. Its scope has since expanded with the addition of a bar and table-service dinner from Tuesday to Sunday. In March, the restaurant group announced a forthcoming second location. Here, Rich Fox, one of the operating partners of Sabine, explains why the pandemic was the right time to shift the business model.
Increase in daily guest count from 2019: 31 percent, with a similar increase in sales revenue On closing Bastille
When the pandemic hit, some [of our] restaurants lent to the [new operating conditions] much easier than others in terms of going takeout-only or outdoor-only. The feeling with Bastille was that the menu presentation and dynamic would have been harder to shift. Independent of the pandemic, there was also the feeling that Bastille had maybe run its course. The idea of shutting down and changing the concept during that time was easier than it would have been previously. On updating the concept
We had to take out a big portion of the seating to build the coffee counter. The inside space lost about 24 seats, but at the same time, we had a 'streetery' that added back all of those seats and more. We're replacing that with a street cafe, so when all is said and done, we'll probably net out at the same number of seats.
Bastille was a dinner house and very wine-forward; the check average was high. [At] Sabine, being more of a coffee counter, our check average is smaller but our volume is higher. We're actually open more hours. We're open from 8 in the morning until at least 10 at night, five days a week. On counter service
Initially during the pandemic, we didn't know from one minute to the next what the city or state was going to hand us. Having really limited counter-service staff was a huge asset in the beginning compared to the restaurants that were full-service. It makes hiring easier, first of all, and you can lean into the staff that you have and really work on those relationships. On expanding
It came earlier than expected. It was born from having a great relationship with the building owner and their willingness to work with us on a landlord-tenant deal that made sense for all of the worries we have right now. Part of what made us feel good is counter service: That model does make the overhead less. Between the work our chef has done, our coffee program, and our bar, we felt we had a unique concept that had not been replicated, at least locally. On flexibility
There are places [within the restaurant group] where we tried counter service, and for us, it didn't seem like an advantage based on the concept. We have only one other location that switched that's still doing counter service today and that's a place in Leavenworth, outside of Seattle. There are other restaurants where it felt better for us and for our style of service to go back to full service. It's very subjective, but for Sabine, it's been wonderful.
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