Taxpayer moneyfor the hospitality industry?

Why politicians should also invest in the restaurant industry. Investing taxpayer money in local businesses is always considered important, which is true – but this is usually limited to screw manufacturers or machine producers. Tax revenues and jobs keep municipalities and states alive. The restaurant industry receives less support, even though it also fulfills an important function in supporting the local community, promoting cohesion, and thus providing a service that a typical employer cannot offer. Furthermore, according to the following article, no sane human being would invest in hospitality - so politicians should!  https://www.hotelservicemore.com/post/no-one-in-their-right-mind-would-invest-in-german-gastronomy

However, the guidelines for determining which businesses to invest in must be clear and must serve the local community. When successful restaurants are cited today, they are often long-established establishments—frequently run by the same family for several generations. This is a massive advantage that newcomers looking to open a new restaurant often underestimate. In these long-standing businesses, there is typically an older, experienced generation on hand to support the operator. Local connections are already in place—often deepened and passed down through generations. Major capital investments (such as property and equipment) have already been made. The business concept is well-defined, and there is an existing base of regular customers. Little to no advertising is required, as the establishment is already well-known. Such venues are also vital to society, fostering social cohesion—especially in rural regions. While they are just as important in large cities, the absence of such a community hub is not as immediately noticeable there as it is in the countryside. Across Germany—in both cities and rural areas—the landscape is now dominated by doner kebab shops and shisha bars, with very little room left for traditional German hospitality. Policymakers do not invest in these types of establishments. Yet, the importance of such venues—and the seriousness with which the public views them—is demonstrated by instances where local residents volunteer their own time and effort to preserve dining establishments that serve the community.

Successful real-world models:

The community cooperative (or "village LLC"): In many cases, local residents join forces to keep their village pub running under their own management. In the Lower Saxon village of Harmstorf, residents formed a cooperative to secure the local inn, "Der Harmstorfer." Similar models are in place at the "Christian's" establishment in the Westerwald region and in the municipality of Bargstedt in Schleswig-Holstein. By purchasing shares, local citizens provide the funding for renovations or ongoing operations.

Volunteer-based operations and service: In the town of Heubach, Baden-Württemberg, more than 100 volunteers regularly pitch in—helping with service, working in the kitchen, or taking on maintenance tasks—to keep a traditional tavern alive. Operating costs are enormous these days (https://www.hotelservicemore.com/post/lustig-zu-tode-besteuerte-gastronomie), and the dedication shown by so many people deserves financial support from policymakers.

A clear concept is crucial to the success of any hospitality business. For traditional, long-established establishments, the concept is well-defined, allowing the focus to remain on aspects such as quality, the use of local products, or hosting events that benefit the community.

“No cooking at home today—we’re off to Wienerwald!” Those were the days when you could run a profitable restaurant that drew in plenty of customers. The concept was clear: it wasn’t exactly fine dining, but it was a simple, affordable place where families felt comfortable—a spot where you could bring your children and enjoy the pleasant feeling of treating yourselves to something nice. That’s all gone now. Back then, chicken was inexpensive, making it possible to turn a good profit, while labor and energy costs remained moderate. Unlike today, most people had well-paying jobs, which meant they could afford to raise children—perhaps even build a small house, go on vacation, and occasionally dine out at a place like Wienerwald. Sadly, those days are over in Germany. The hospitality industry is the first to feel the impact—which is why policymakers need to step in and provide support.

Stephan Busch has an invaluable and diverse experience in the hospitality industry ranging from senior management positions with the most renowned hotel and resort companies to the project development - launch of operations, business development- for hotel and cruise companies in Asia, Europe, Canada and Russia.

His expertise includes not only planning, opening and operating  of hotels, international golf clubs, airports, resorts and cruise ships, but also successful  restructuring and repositioning of businesses during the financial crisis in Asia.

Stephan Busch earned his Master Certificate in Hospitality Management from Cornell University, USA and served many years as Academic Director, Hospitality & Tourism MA Programs at the State University for Humanities RGGU as well as the Swiss International University St. Petersburg / Lucern.