| Researching information for a recent business | | | | starting point. |
| plan, I came across an interesting number of | | | | 3. Creation of a business plan will help you solidify |
| 54,000. What is the big deal about that? Over | | | | your concept, your plan, and will cement your |
| 54,000 new restaurant business licenses were | | | | ideas in a written form-a blueprint for success. |
| applied for in the last twelve months nationally. | | | | This is step two. |
| That is over 4,500 new restaurant licenses every | | | | 4. Become more profitable. Third party feedback |
| month, or 90 licenses per state per month. | | | | is impartial, constructive, and will give you |
| Out of these 4,500 monthly licenses, I wondered | | | | systematic methods on how to improve your |
| about how many of these new applicants are | | | | operations. |
| experienced operators who are really qualified to | | | | 5. Get the right team. Want top-notch people |
| open a restaurant. As a new restaurant startup | | | | working for you? You will need the right systems |
| specialist, I can sadly attest to the fact that very | | | | in place to get and keep them. Why should they |
| few of these persons are fully qualified, and as a | | | | join your team? Quality human resource planning |
| result, my firm, Restaurant Consultants, Inc. stays | | | | makes a lot of sense. |
| busy aiding those who are wise enough to ask for | | | | 6. Implement the right systems. Squirrel or Aloha? |
| aid in the early stages of a startup restaurant. | | | | Is a pre-check system the right one? Yes, these |
| The truth is that few people (just starting up) are | | | | and many other questions will need answers. By |
| fully competent at each task in a restaurant. As a | | | | getting help, you will save money, time, and |
| new owner operator, you will need to master | | | | heartache. |
| these skills beforehand-or get help. Frankly, if you | | | | 7. Get the right menu. It needs to be done right |
| do not, you will personally pay the price of being | | | | the first time. Which items are going to be the |
| less profitable, and possibly the ultimate price of | | | | most profitable, and where should they go on the |
| going out of business. Let us look at a few broad | | | | menu? Do you know how to fully use your most |
| areas where you may need operational | | | | important selling tool? |
| assistance: | | | | 8. Large or small projects are OK. You do not |
| 1. Concept Development: Can you create a | | | | need a $6,000.00 project to justify using a |
| concept, position it in the marketplace, and grow | | | | consultant. Pricing is based on the size of your |
| the concept through licensing or franchising? What | | | | project, where you are located, and the nature of |
| is your exit plan? | | | | the work to be done. Besides, a price quote will |
| 2. Pre-opening: Are you able to produce a | | | | not cost you a thing! In virtually every situation, |
| Feasibility Study, a Business Plan, a Demographic | | | | the consulting fees that you pay will be more |
| Survey, and schedule the opening around a | | | | than offset by your newfound profits and a more |
| timetable and budget? | | | | efficient operation. |
| 3. Staffing: Are you familiar with employment law, | | | | 9. Vendor Negotiation. How are you going to avoid |
| hiring, training, establishing personnel policies and | | | | paying too much for your food? The author of |
| scheduling all of your staff around a budget? Did | | | | this article has had major distributor experience as |
| we discuss management training and development | | | | Director of business development. Did you know |
| yet? | | | | that you could save a lot of money when your |
| 4. Standards of operation: You will need some | | | | consultant negotiates your food prices on your |
| operational guidelines to insure that everyone is on | | | | behalf? He has also owned restaurants and feels |
| the same page. In addition, you will need a | | | | your pain when it comes to dealing with vendors. |
| personnel handbook with job descriptions. Also, | | | | There are right ways to set up these |
| let's not forget the recipe book-with costed out | | | | relationships. Do not waste time or money doing it |
| menus, pictures, portions and prices. | | | | yourself. |
| 5. Purchasing: Can you negotiate with vendors, can | | | | 10. Most importantly, you will get your restaurant |
| you obtain the very best pricing (do you know | | | | open. Perhaps you have a concept, but lack the |
| what the best price is?) and how do you know | | | | time, talent, or interest. We can open it for you! |
| what your inventory levels should be at for your | | | | We can work with you side-by-side or simply |
| expected volume? | | | | hand it over to you-ready to go. If you are |
| We have not touched on many other areas | | | | working now and want to open a restaurant on |
| including marketing, sales development, cost | | | | the "Side", it may make sense to go this route, |
| controls, advertising, promotions, vendor | | | | and simply walk into your new open business. We |
| relationships, alcohol management, office | | | | are flexible, and you are always in the driver's |
| management-including accounting, payroll, taxes | | | | seat. |
| and other paperwork...and the list goes on. | | | | You have your education, you have real world |
| Here are ten good reasons why you should use a | | | | experience, and it's time to strike out on your |
| restaurant consultant: | | | | own as a restaurateur. Do not go it alone. We are |
| 1. Avoid wasting money. Quality prior planning will | | | | here to help you succeed it one of the toughest |
| help you avoid the unexpected. | | | | businesses around. Take advantage of your |
| 2. Construction of a Feasibility Study will uncover | | | | resources, and see restaurantconsultant.org for |
| competition and other barriers to your success. | | | | free tips on starting your new operation. |
| Done in the very early stages, this is your | | | | |