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by Peter Caldon (Author)
Technology, restaurant design, and hospitality are enjoying renaissances-but tipping is the same as ever. Ending tipping won't end good service, but it would elevate service delivery. Team members earning a higher steady income, and who received medical insurance, paid leave, and were offered revenue sharing-just like workers in every other retail service industry where value is recognized and rewarded-would do a better job. The Tipping Point, however, also examines arguments for why tipping should continue, highlighting how ending the practice would affect business operations. Ultimately, it concludes that eliminating tipping would not lead to lower wages, reduced hours, higher menu prices, and lower customer counts-and that higher prices and lower profits would be more than offset by greater productivity, lower turnover, and happier employees. Join the author as he presents a strong argument for ending the practice of tipping in restaurants, supported by his passion for justice, human dignity, and good business.
Author Biography
Peter Caldon is a graduate of the University of Nevada at Las Vegas and completed thirty-two hours of graduate studies at Oklahoma State University, pending completion of thesis for graduation. He founded Hospitality Scorecard Solution, a global food-service consulting company, and writes a monthly newsletter, The Next Course. Caldon lives in Brooklyn, New York, with his wife, Ann Marie. He is also the author of A Balanced Approach to Restaurant Management.
