HoneyComb Hospitality

200 BUSINESS VIEW MAGAZINE VOLUME 9, ISSUE 12 HONEYCOMB HOSPI TAL I T Y see their reactions, but we take a lot of firsthand experience,” says Tsoumaris. The company has also created a lot of initiatives around employee and client liaising. In the hospitality industry, how your employees care for your guest can make or break a business. Another initiative staff members have access to is the Micro Customer Experience, where all the team members are given a $20 budget to enhance their customers’ experience. An example of one of these enhanced customer experiences was when a server was talking to a couple of out-of-towners who hadn’t had the opportunity to try Tim Horton’s famous Timbits as they were leaving the city directly after the meal. After talking to the manager, they nipped out to Tim Horton’s and served Timbits to the out of-towners in a takeaway bag to enjoy on their trip home. These experiences can vary widely and are considered minor but are very meaningful to the client. The HoneyComb Hospitality Group knows that its employee initiatives automatically differentiate it from the direct competition. These practices go that necessary step beyond the usual hospitality industry practices. “By taking on these initiatives, we have been able to attract people who felt stuck, and unable to execute their game-changing ideas at other establishments,” says Tsoumaris. HoneyComb Hospitality’s enviable location in the vibrant neighborhoods of the King West area in one of North America’s premiere destination cities means that clientele can take advantage of the perks of significant developments over the years in the area which includes fine dining in the vein of what HoneyComb Hospitality can provide It’s also close to the financial district, and with the capital injection into the King West area, more tourism flows through the restaurant