EP Perspective June 2017

FOOD & DRINK: MILSOM HOTELS & RESTAURANTS
Restaurateur first,
hotelier second
How has the approach adopted by Milsoms Hotels and
Restaurants been influenced by the family’s entrepreneurial spirit?
EP speaks to Paul Milsom, Managing Director.
Paul is a third generation
restaurateur and hotelier, having
taken over the reins from his
father Gerald Milsom. Running
a family business can bring more
pressure than other operations
but Paul is focused on getting
things right for each five year
plan. Gerald Milsom was a true
entrepreneur, always looking for the
next opportunity and Paul learnt
lots from this approach. The core
of Milsom Hotels & Restaurants
(MH&R) today is an independent
collection of hotels and restaurants which financially support each
other. This approach, with the 65 years of family experience behind it,
enables Paul to be ready for what the future may bring.
Gerald Milsom purchased Le Talbooth situated beside the river
Stour as a tea room in the 1950s which was the beginning of the
group. In the late 1960s he added to this with Maison Talbooth and
established it as a luxury hotel and ten years later The Pier at Harwich
primarily a seafood restaurant, was purchased. In 2001 Paul and wife
Geraldine opened Milsoms in Dedham, a place to eat, drink and stay.
The entrepreneurial essence of the Milsom family is highlighted
by the work Paul and his wife Geraldine complete together. Paul
argues that one of the major changes in the last 20 years has been the
increasing importance of design. Paul says, “I am fortunate to have
married an interior designer whose great ability includes knowing
what works and doesn’t work within our range.
We understand how something that looks great
on day one must be practical and continue to
look great beyond that. If you were to enter any
Milsom property you would instantly see and
feel a familiar house style. Each is different and
unique but with an intertwined thread from the
brand.” Design plays a strong role in the Milsom
collection and must be considered an important
distinction for any independent group.
Is there a secret behind the success of the
company? Paul explains “We are different
to others because we are restaurateurs first,
hoteliers second which means that we worry
about filling our restaurants and our rooms fill on the back of those,
as opposed to hotels who try to fill their rooms and then their
restaurants”, with 65 years of combined family experience, he has
the knowledge and knowhow to run a business the other way around
to others. Paul also believes location has never played a greater role.
“I have watched as independent restaurants have been squeezed out
by branded multiple sites but the choice for the customer on the high
street is now fantastic. It can be difficult to compete in metropolitan
areas and so it is sometimes easier to compete away from London.”
“This approach,
with the 65 years of
family experience
behind it, enables
our business to be
ready for what the
future may bring.”
The geographical positioning of the Milsom group must not be
overlooked. “You could draw a 30 to 40 mile radius around our
properties and main target market. We believe it is difficult not to
come across one of our restaurant offers if you live in that area. Once
you do touch upon one of the hotels, restaurants or venues, you may
hopefully explore another.”
The Milsom brand includes four hotels, five restaurants and
event spaces. Paul explains that having numerous business arms
allows each one to look after the other. “Some parts of the business
are fairly intensive over the summer months
where other locations are busy all year round.
For our restaurants, Le Talbooth in Dedham is
our fine dining offer, it’s where people ‘celebrate’
in its setting beside the River Stour and guests
may only visit a few times a year. Whereas
Milsoms has a more relaxed feel and is a busy
and bustling restaurant which provides a contrast
to Le Talbooth and together they support the
overall business.”
Further strength was added to this strategy
when in 2008 Paul embarked on a joint venture
with the local building company, Hills Building
Group and opened Milsoms Kesgrave Hall
hotel and restaurant, a Grade II listed Suffolk mansion which had
previously been operated as a school. In 2014 the former school
sports hall was developed into a dedicated events space for up to 300
people. “Each market we operate in has scope for opportunity and
challenges but having conference and party facilities alongside the
restaurants and hotels have certainly helped.”
Some hotels and restaurants have been quite open about their
concern for staff levels and what Brexit will mean this year. Paul
argues the challenges ahead may not impact on MH&R as much as
>
16 | Perspective | June 2017 epmagazine.co.uk | 17