Food & Drink International - Fall 2017 - 62

r

RESTAURANTS

Silverton Casino Hotel

often walks the casino floor, speaking
with guests and team members to find
out what they need directly.
Ball points out that items as simple as a pad of paper or as complex
as a machine repair can be equally
important to a smooth operation. By
interacting directly with team members, Silverton's management stays
on top of those requests. "There's just
an open collaboration that is engaged
and different than other properties I've
worked for," Ball says.
Ownership's desire to understand
and interact directly with its customers
filters down to every level of the organization, including hospitality. Managers
and team members are also encouraged
to survey guests on their experience
and feedback can lead to new menu
items. Twin Creeks added Kentucky
mules, cucumber lemon drops and Triple Sec strawberry puree margaritas to
its cocktail menu based on guest suggestions, and other restaurants, such as
Sundance Grill, have reintroduced past
favorites such as rib eye steaks and bottomless pasta.

>> Talented staff members and strong vendor relationships help Silverton remain competitive in the Las Vegas gaming
industry. The company is dedicated to ensuring its team members feel valued, so they want to stay.

Strengthening Relationships
Since joining the company in December, Ball has put more emphasis on
fresh ingredients and specialty items
from vendors to better distinguish Silverton's restaurants from others in the
area. Limited-time dishes such as truffle mashed potatoes can surprise and
excite longtime guests and keep them
coming back.
Vendors usually offer special ingredients to priority customers first,
which is why Ball works to establish
strong relationships within the industry. The best suppliers will even actively work with Silverton Casino to
develop dishes.
When Twin Creeks began developing its new meat program, represen-

62

tatives from Dakota visited the steakhouse every day to ensure their beef
met the quality and specifications Silverton Casino wanted. "Having been
around the city for a long time now, you
just develop a rapport with a lot of the
vendors," Ball says. "They know your
likes and dislikes and expectations."
Developing those vendor relationships gives Silverton Casino access to
premium ingredients, but it still needs
talented people to create the dishes.
Like many foodservice businesses
across the country, Silverton is looking

food & drink international * fall 2017 * www.fooddrink-magazine.com

for qualified individuals to work in its
restaurants. "It's difficult to find not just
chefs, but just people in general leadership-wise that want to work in the business," Ball says.
Silverton's strategy is to ensure that
its team members feel valued and invested so they are more likely to stay.
"It's all about developing our team
members, engaging our managers and
teaching them the things they don't
know so they feel like they are learning
something and growing both personally
and professionally," Ball explains.


http://www.fooddrink-magazine.com

Table of Contents for the Digital Edition of Food & Drink International - Fall 2017

Contents
Food & Drink International - Fall 2017 - Cover1
Food & Drink International - Fall 2017 - Cover2
Food & Drink International - Fall 2017 - 1
Food & Drink International - Fall 2017 - Contents
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Food & Drink International - Fall 2017 - Cover3
Food & Drink International - Fall 2017 - Cover4
http://www.nxtbook.com/nxtbooks/knighthouse/fd_vol19_issue2a
http://www.nxtbook.com/nxtbooks/knighthouse/fd_vol19_issue1
http://www.nxtbook.com/nxtbooks/knighthouse/fd_vol19_issue1a
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