Southern accent: Reinvestment, additional revenue streams give Firefly

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The recipe was a hit. Firefly’s revenued went to $7.7 millionn last year from $6.8 million in 2007, and goal is to hit $8 million this But Firefly’s is definitely feelinvg the dimming effects of the Uliss said the average check size at his restaurants is down byabour $3 to $4 per person. And while Uliss has takemn some steps to reduce operational costws and lure more dinerds throughthe door, one thing that is helpint Firefly’s weather the downturjn has been Uliss’ efforts to expand his businesw model over the years.
“In this economy right now, it is very difficult for restaurants to be just Profit margins have shrunkso much, it helps to have othef revenue streams,” the 46-year-old entrepreneufr said. Five years ago, he addede Dante’s, an in-house blues club and sportws bar featuring live acts everhy Friday andSaturday night, to his original, 8,700-square-foot, 287-seaft location in Marlborough. When he opened his thircd location — a 7,500-square-foot, 243-seatt spot in Quincy — in he also included a Dante’s club component.
Ulisws says Dante’s has boosted his food and beveraged sales annually byabout $300,000 in Marlborough and $200,000 in Additional growth has come from Firefly’s catering which serves about 1,200 clientsd and represents about $1 million of Firefly’as total revenue. With competition coming from both traditionap catering firms andother restaurants, Uliss says he’s emphasizintg customization with his orders and providing both semi- and full-servicre catering, as well as drop-ofc deliveries. “They’re all so professional and fun towork with,” said cateringt client Shaileen Santoro, marketing manager for JAM’bN 94.5 at Clear Channel Radio Boston.
“You don’rt have to worry about A key investmentfor Firefly’s was its food productionn commissary, which Uliss opened in Marlborough in March 2008 at a cost of about $150,000 the financing for which he obtainedd from Marlborough Savings Bank. The which operates under a separate Firefly’s Management Co. LLC, providesz prepared foods for thethree Firefly’s “The commissary has definitely improved the quality and consistency of our food,” Uliss said.
Firefly’ds is also selling its own line ofproducts (the manufacturinvg for which is done in Chicago) — three different sauces and one dry-ruv — in about 25 retail venuesa in Massachusetts, including Shaw’s Supermarkets. Thosed products currently generateabout $70,0090 annually in sales, Uliss said. A veteran of the Boston restaurant scene, Ulis launched the first Firefly’s location in Marlborough in 2001 forabout $800,000 (he has a business Miles Gilbert, in all three A 6,000-square-foot, 168-seat location in Framingham followed in followed by the Quincy locationj four years later, for which he took on two privat financial investors.
With a strong team behinxd him, Uliss says he firmly believea in staying in close contact withhis customers: “You must be visible within your business,” he said. He’s planning to open a fourth locatioj — a 20- to 50-seat venue, tentatively titled Firefly’s on the Fly at the end of this year or early next Uliss is currently researching locationes inthe Worcester/Central area, as well as the 128 belt. “Steve gets it: He understandas you have to have agreaft product,” said industry colleague Jim Boland, owner of four Fuddruckeras New England franchises in Massachusetts. “You have to have greatg service.
And you have to have good In a sign of theeconomic times, Ulisx has made some cost-saving moves. Four manager were laid off fromhis staff, currently at 150 late last year. The number of menu items has been reducedx by about 20percent (items range in price from $3.9o to $21.99). And, he’ds cut the cost to produce the menus themselves by replacinglarge spiral-bound bookws with a two-sided menu. Firefly’s is also providinf specials to help drivwe traffic tothe restaurants: On kids eat free. On Tuesdays, all platterx are $10. On Wednesdays, diners get two meals for $20. And on he’s offering three-meat combos for $14.99.
“We’rr all going at it the same way — we’rew trying to deliver great value to the consumer and get the bodies inthe seats,” he