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The reservation system
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Whenever we speak of marketing, communication and business relationships, we are actually referring to the same thing: sales. This installation, which features the elBullirestaurante reservations books, symbolises the synergy between all three aspects as they constantly interact and reinforce each other, and which could not exist on their own.
In the early 2000s, when the demand for reservations at elBulli far exceeded the venue’s capacity, it was decided to establish an allocation system.
In the early 2000s, when the demand for reservations at elBulli far exceeded the venue’s capacity, it was decided to establish an allocation system.
Lluís Garcia, who was in charge of the reservation system, describes his experience:
‘The situation forced us to think carefully and make a decision. Whatever that decision was, we were fully aware that it wouldn’t be sufficient for the many people who always received “no” for an answer, but we had to follow firm criteria in order to manage the system as ethically and fairly as possible.
The first decision was to set aside 50 per cent of places for customers who had already been to elBulli and 50 per cent for new customers.
Within the first group of regular customers, we had three profiles:
The first decision was to set aside 50 per cent of places for customers who had already been to elBulli and 50 per cent for new customers.
Within the first group of regular customers, we had three profiles:
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The long-standing customers who had remained loyal to us. It was a very small group that had been visiting us since the opening and several times each season, and we would always find a way for them to visit the restaurant at least once a year.
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There was another group of very special customers (more or less historical) who were allowed to reserve two tables per season. These customers had a very special sensibility, and the main reason for allowing the second reservation was to show them the evolution of the menu in the same season and to get their valuable feedback.
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Finally, there was a group of customers who had been to elBulli before, but who were not regular customers, mainly because we were not able to offer them more dates.
The second decision was to allocate 50 per cent of the places in each of these two groups to Spanish customers and 50 per cent to foreign ones.
In addition, we always had a few seats reserved until the last minute for special bookings, typically related to business or unforeseen circumstances.
The confirmation of reservations was very strict, ensuring optimised service with details of the number of diners per table, as well as any information on food allergies or undesirable products, thus minimising any last-minute changes at the time of service.
Unlike in the 1980s and 90s, we no longer had the luxury of being able to accommodate visitors without a reservation.
We were careful to not restrict our reservations to the elite (influencers, specialist press, leading gourmets, big spenders, et cetera), but included people with varying degrees of knowledge about gastronomy who were endowed with a special sensibility and a willingness to enjoy the experience.’
Handling so much frustration became a very difficult task that went through several phases until it was unbearable. At this point, our phone lines and email were off-limits for the last few months, and we had left a message on our voice mail and website that reservations were no longer possible.
The reservations were a reflection of the greatest success we could ever dream of, but at the same time they were the worst of our problems. This was probably one of the main reasons behind the decision to close elBulli as a restaurant.
In addition, we always had a few seats reserved until the last minute for special bookings, typically related to business or unforeseen circumstances.
The confirmation of reservations was very strict, ensuring optimised service with details of the number of diners per table, as well as any information on food allergies or undesirable products, thus minimising any last-minute changes at the time of service.
Unlike in the 1980s and 90s, we no longer had the luxury of being able to accommodate visitors without a reservation.
We were careful to not restrict our reservations to the elite (influencers, specialist press, leading gourmets, big spenders, et cetera), but included people with varying degrees of knowledge about gastronomy who were endowed with a special sensibility and a willingness to enjoy the experience.’
Handling so much frustration became a very difficult task that went through several phases until it was unbearable. At this point, our phone lines and email were off-limits for the last few months, and we had left a message on our voice mail and website that reservations were no longer possible.
The reservations were a reflection of the greatest success we could ever dream of, but at the same time they were the worst of our problems. This was probably one of the main reasons behind the decision to close elBulli as a restaurant.
THE CLOSING OF RESERVATIONS NOTICE POSTED ON THE ELBULLIRESTAURANTE WEBSITE
DECEMBER 2010
Six months before elBulli closed as a restaurant
DECEMBER 2010
Six months before elBulli closed as a restaurant
First of all, we would like to express our sincere thanks to all the people who have shown their interest in visiting us during the 50 years the restaurant has been open, some travelling from all corners of the world to enjoy the experience we offer. We also thank all the professionals who have accompanied us and made this possible.
On 30 July 2011, El Bulli will close its doors as a restaurant. We will be undergoing a transformation that will result in the creation of a Creativity Centre in 2014. Its main purpose will be to influence thinking in the field of Creative Cuisine and Gastronomy, and it will be managed by a private foundation.
We regret that we are unable to accept any more requests for reservations. The demand has far exceeded our capacity to serve. This situation has been a recurrent one over the last few years and it is one that has caused us great sadness, given that there are countless people who have not been able to enjoy our culinary experience.
Since the format and structure of what we prepare will be completely different to the current model, we have no other choice other than to close the restaurant’s reservations for good.
The creative centre that we are about to develop will still be committed to the evolution of Creative Cuisine, and elBulli plans to continue to contribute important achievements in this field.
Due to the volume of requests received for reservations and our forthcoming closure, we are obliged to inform you that we are unable to accommodate your request and ask that you do not repeat it at a later date.
On 30 July 2011, El Bulli will close its doors as a restaurant. We will be undergoing a transformation that will result in the creation of a Creativity Centre in 2014. Its main purpose will be to influence thinking in the field of Creative Cuisine and Gastronomy, and it will be managed by a private foundation.
We regret that we are unable to accept any more requests for reservations. The demand has far exceeded our capacity to serve. This situation has been a recurrent one over the last few years and it is one that has caused us great sadness, given that there are countless people who have not been able to enjoy our culinary experience.
Since the format and structure of what we prepare will be completely different to the current model, we have no other choice other than to close the restaurant’s reservations for good.
The creative centre that we are about to develop will still be committed to the evolution of Creative Cuisine, and elBulli plans to continue to contribute important achievements in this field.
Due to the volume of requests received for reservations and our forthcoming closure, we are obliged to inform you that we are unable to accommodate your request and ask that you do not repeat it at a later date.
