You can have the best gastronomic concept, the tastiest recipes and the best talent within your team, but if your restaurant cannot consistently offer a quality experience to your customers, people will not return.
Trying to manage a restaurant without systems is like trying to land a tailwind plane without having the instruction manual.
The best systems not only ensure a more predictable experience for your customers, but also make the restaurant less dependent on the constant participation of the manager or owner in daily operations.
The 3M model will help you see your business from the 3 key areas that form an umbrella under which all the management, marketing and sales decisions of a restaurant are produced. Having an idea of how these three principles work and relate prepare you for the daily challenges in your restaurant and leave you more free time at the end of the day.
M1. The Menu
Menu refers not only to the physical chart.
It refers to the quality of the ingredients that comprise the recipes.
The variety of offers.
The presentations of dishes.
Flavors that create that need to want to continue eating more.
Only then will the physical menu and the suggestive sale shape what you will sell to your client.
To succeed, think that your card is the engine that takes you forward, it is the energy and strength that will take you to the destination you have chosen, such as positioning yourself in the market, improving your turnover, profitability or growing.
This engine must be powerful enough to drive the business consistently and at a sustainable speed to generate the level of sales necessary to get where you want to go. And efficient enough to do it profitably with calculated margins and continuous control of food costs.
Marketing is not limited to external advertising, your publications on social networks or the new menu of groups that you are offering for celebrations.
The building is marketing. The greeting of your hostess, the attitude of the waiters, the cleanliness of the facilities, the noise level of the dining room, the condition of the small items (for example, cutlery, glasses, condiment trays), the cleanliness of the bathrooms, etc.
If the customer can feel it, you are marketing it. This is because the sight, sound, smell, touch and taste are of utmost importance to the experience of a customer in your restaurant.
The systems are perfect for adding discipline and a work direction in the restaurant and also allows you to free the manager to spend more time training his staff; market the restaurant among its customers; and monitoring the quality of service and product.
In our industry with a product life cycle of only a few hours, we have to manage carefully and often immediately the process and people day after day during the life of our restaurant.
Here are some factors that will make it easier for you to run your restaurant.
To select. Be selective in hiring your staff. Do not panic and enter the “if they have a pulse, hire them” mode. You will be better off with a “few good people” working hard and hard (and being rewarded for it) than a full staff with a significant amount of loafers. Because good people will end up working just as hard compensating the lazy. Look for staff with charisma and desire to learn, more than with experience in restaurants, so you will have many more options to find friendly people with a vocation for service.
Listens. Once you have the staff you want, you should constantly listen to them because they constantly listen to your customers. Open a space for comments and tell your team that you value their opinion. Your best ideas for making the change will not come from a manual or book on administration, but will come from your staff.
Delegate. Once the staff is selected and the communication channels are open, you should not attempt to take full responsibility for supervision. Delegate tasks and responsibilities to assistant managers and star employees.
Train. Periodic staff meetings are excellent forums to have more training techniques for the usual issues of current systems, controls and problems. And in addition to being accessible to your staff, you must be equally accessible to your customers. We have all heard the statistics about 85% of our customers who have a problem and do not tell anyone in the restaurant. They leave angry and then tell 10 of their friends. Those are hard odds to beat.
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