The expressed views of the contributors of the entrepreneur are their own.
Adam Brotman and Andy Sack did not plan to write a book about AI.
First, Harvard turned to customers loyalty, a subject they knew well. Brotman spent years of leading a digital strategy at Starbucks and helped build a world mobile application of the company. Sack was a long -time technologist and risky capitalist who, together with Brother, co -founded forum3, a digital strategic company.
Then Chatgpt arrived on the scene and everything changed.
“We had this moment,” says Sack Shawn Walchef of Cali Bbq Media, “where we looked at each other and said, that will be much bigger than someone realizes.”
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At this point, the book that they thought would write – the safe of digital loyalty – has happened to something completely. Now they were on Apack AI: What did it mean for business, creativity and the whole landscape of work.
This started on the road that led to a friend: The Playbook for the future shop and brand.
Their research included an interview with some of the most powerful minds in technology: Sam Altman, OpenAI CEO; Reid Hoffman, co -founder of LinkedIn and Openai; and Bill Gates.
They weren’t easy conversations.
When they were with Hoffman, he was late. He just finished the call with the Pope. This has become companies with energy technology.
He worked with the Vatican to help them understand the social impact of AI. The attention of the Pope was attracted by the idea that the AI -powered facility could provide instructions for health care by a primary care physician. On a scale. For the whole world.
Bill Gates gave his feelings simply: “Ai is bigger than a computer.” When asked why, he explained, “This time the computer understands us.”
Sam Altman did not stay when he asked how AI would affect marketing and creativity. He said that 95 percent of marketing, as we know, would do it by AI within five years. The whole department would be replaced by agents. The decade -old working procedures would be transformed.
This interview, which took place in the Openai offices in San Francisco, was a turning point. Brother and Sack left stunned. In silence they went to surround the block.
“We have just worked,” says Brotman. “Everything we thought we knew about business and the future moved.”
At that time he clicks: That was more than anything they had ever experienced. It was their “holy shit”.
Because that’s what it was. And that’s what it is still, for anyone, who pays attention.
Restaurant Ai-Hit
For Adam Brotman, the restaurant industry is not just another vertical. It is a place where digital meets people where many hungry customers can make or break your lower limit. He lived it, from his days of building Starbucks to consultation with some of the biggest names in hospitality.
So when he says that AI is a game chainger for a restaurant, he thinks.
“They have always tried to compete with technologies with larger retailers,” Brother says. “Running razor blades, they always focus on a guest, food, experience. Tech was often thought out.”
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This is not a long annual choice. “Playing the field has changed,” he says. “You can’t say,” I don’t have a technical team or business intelligence. “Yes.
What does this mean? For starters, it depends on every conversation. The team clumps, problems solutions, rewriting, rewriting, feeding to AI. This pile of chatting is now a golden presence.
The customer’s feedback is not just slim only for something you answer. It’s data. Using AI, structure this feedback, take it cross with notes and find out what works and what is not.
And the data you already have? “You don’t need a massive data warehouse,” says Brotman. “Snapshot it every week, feeding it in AI and getting a clear, real -time look at what customers buy, what trends appear and where you have to turn.”
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Andy Sack quickly points out that the A-FIRST restaurant begins with fictions between artificial intelligence. “You don’t have to be an expert,” he says. “Start a problem – work, supplier chain, marketing – and let Ai help you map a solution.”
His advice: Don’t endanger it. “Just ask,” Sack says. “Treat it as a consultant. Tell him what you mean and let you see what is possible.”
For restaurant operators who have always found for every centimeter of progress, this could be the biggest shift of all. The world where you had to choose between hospitality and technology is gone.
And for Brother and Sack, all this returns to the first moment of the Holy Climb – to realize that AI was not just another tool, but a tectonic shift to change the changes.
“The country is moving,” says Brotman. “We’re just helping restaurants.”
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