| 1. Open with enough working capital: | | | | streets. Once that problem is solved, here is a list |
| Most independent restaurants do not make it past | | | | of important factors which will determine if your |
| the first year and the reason is invariably the lack | | | | customers experience is a positive one or not. |
| of working capital. This capital is the cash which | | | | The atmosphere is critical to your customers |
| you will use to operate your restaurant until the | | | | experience, are you and your employees happy |
| profits are strong enough to take over. With this | | | | to be at work today? The proper music can also |
| money, you will pay your rent, employees, and all | | | | go a long way toward breaking the ice and |
| other operating expenses. This could take from | | | | creating a cheerful atmosphere. Great food and |
| one to two years to happen, so it is important to | | | | great service is a given. Competition is around |
| have enough cash to last until then. Without | | | | every corner and if your food and service are |
| enough working capital, stress could begin to | | | | not above average, you will not find yourself on |
| creep into your life and your sales and profits will | | | | any customers list. Your prices must be in line |
| deteriorate. | | | | with what you have to offer a customer. Lousy |
| 2. Learn how to treat and train your employees: | | | | service or food will not command a high price. |
| It seems as though the most difficult aspect of | | | | 4. Understanding profits: |
| operating an independent restaurant is the people | | | | Management must understand how profits work |
| who work there. It has been determined | | | | at an independent restaurant. The simple definition |
| however, that we are not talking about the | | | | is as follows: Profits are simply learning how to |
| employees; instead we are talking about the | | | | keep as many sales dollars as possible for you. |
| management of the restaurant. Not only must | | | | More profits are lost through waste than any |
| management understand how to train employees | | | | other source. If, for instance, too much |
| properly, but management must also understand | | | | (refrigerated food) is ordered it could spoil and |
| how to treat employees with respect and how to | | | | need to be thrown away. If employees drop food |
| motivate the employees. A restaurant with | | | | on the floor, that is waste. A leaky water faucet |
| constant employee problems does not have | | | | is waste. The scheduling of too many employees |
| employee problems; instead, this restaurant has | | | | is waste. Waste is rampant throughout every |
| management problems. Proper restaurant | | | | restaurant. Successful restaurants understand |
| management involves getting the most possible | | | | where losses occur and learn to control them. |
| out of each employee without being disrespectful | | | | One last nugget. Here is an example of motivating |
| of each employee. It takes a very special | | | | your employees to help you to find success in the |
| management team to understand the fine line | | | | independent restaurant business. |
| here. | | | | During your next employee meeting let your |
| 3. Understand customers needs: | | | | employees know that without happy customers, |
| Many moving parts go into the experience a | | | | who will return day after day, there will never be |
| customer may have at an independent restaurant. | | | | enough money to give employees a raise. Then |
| Attracting a new customer to your restaurant | | | | tell them that you really want to give everyone a |
| not only has to do with your advertising, but it | | | | raise, but for that to happen, each of them must |
| also has much to do with the signals which | | | | excel. You will not have to wait long for the |
| everyone in your building is sending out. If your | | | | results. |
| message is a negative one, it can be felt on the | | | | |