Three rules of a successful restaurant

In the pursuit of additional profits cafes and restaurants often do not calculate all the nuances and forget about their main activity says

But first you need to think clearly about the future business plan, stake on basic service, bring it to perfection, guided by the three simple rules of a successful restaurant, and then introduce new services.

A successful restaurant always rests on three pillars:

  • It tastes good;
  • They love me, care for me, wait for me, and remember what I prefer;
  • I am constantly surprised here.

Many restaurateurs in search of tools to increase sales start throwing themselves around. They open an Italian restaurant and add sushi, borscht, 20 kinds of beer, etc. to the menu, trying to embrace the immensity and attract all target audiences at once. After the first failures, without finding out what is not working, rebranding begins. There are places that within a year, the same owners “reformatted” three times. As a result, for the past four months it hangs a sign: “For rent”.

There are cases where prices are constantly changing: initially stated high prices (not always consistent with the content), and a month later, after looking at the results, they reduced. They introduce discounts, and then set them not for all, but only for certain items or on certain days. Often they begin to apply additional ways of increasing sales: delivery, catering, cooking, and so on, abandoning the main activity.

So how do you increase sales, or rather how do you achieve your financial goal for the restaurant?

Let’s not talk about opening a new establishment, let’s consider an existing one. You love your restaurant, but you are not satisfied with the results of its activities. So determine at the end of the day, what you want, set a clear goal – to yourself and your team. Do not strive with the last effort if something does not go. Stop and step aside and see what’s wrong. Don’t be afraid to change the road. The main thing is to keep going.

Measure your ambitions against the actual capabilities and potential of the restaurant. For example, you really want to reach a turnover of $200,000 a month with an established average check of $27 per guest. Then you must have at least 7,400 guests per month, that is 247 guests per day. But the restaurant only has 80 seats… A massive attack is launched from all sides: on the guests, on the staff, and on the institution itself. You fire three directors, you put up ads all over town. The restaurant doesn’t fill up. The place isn’t exactly a passable place, it’s not a fast-food place, and the guests want to sit for two or three hours, not be replaced after fifty minutes for the next company. This is the time to stop, critically assess the potential and realize that the goal is set unattainable. But with less turnover, saving yourself and your team, it is realistic to make a stable profit, though not as big, and on the earned capital over time to open another successful and beloved guests of the restaurant.

The essence of business is not in achieving great sales, but in finding a satisfying profit, which can be achieved in the same amount, but perhaps with less turnover at the expense of some resources:

  • The first is optimizing technology and holding out for standards to produce the optimal cost of a meal.
  • The second is strict adherence to the operating budget. It’s worth initially working out the norms of each cost item. The budget works when all participants, including the manager and the owner, follow it during the reporting period, and not later as a fait accompli.
  • The third resource is the creation of an effective in this particular restaurant system of motivating employees in all positions. If you pay attention only to the waiters and forget about the kitchen, bar, administrators, etc., then you can hardly expect coordinated work and planned performance.
  • Fourth point – the development of the correct menu (as an example we recommend to look at the menu of the restaurant Stern) and wine lists, which should not be drafted on the principle of “to be diverse”, and in accordance with the message “at what we earn. Otherwise, in the future only have to come up with various promotions for the implementation of non-sale items.

Gather the team and write down, talk, play out a clear action plan with a description of all the nuances, down to the fact, what phrases and with what intonation to speak to the guest, the intensity of light in this room must be. And the proposed action plan must be implemented as a whole, all points, not just single items. It works only a set of actions aimed at achieving the goals, not the tasks that are easier and faster to do.

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