It certainly is a stressful time. Restaurateurs are perplexed by the level of uncertainty in the marketplace, indications of increased interest in dining out again, a questionable labor pool, and tighter than ever profit margins. So, where do they start? What challenge should take the lion’s share of their time today?
The answer may not be what you expect. These challenges are possibly the effects of the deeper cause and focusing on effects is a never-ending battle with resulting benefits that are, at best, short lived. So, if not directly dealing with the challenges of the day, where should restaurateurs invest their time? Here are some thoughts:
[] CLEARLY DEFINE YOUR TARGET MARKET:
It would be convenient to assume that your target market is anyone and everyone, but that is unlikely. Your decision in this regard will help to determine your product, price point, style of service, kitchen equipment needed, expertise of employees, list of vendors, hours of operation, and marketing strategy. Knowing who your intended market will be is possibly the most important decision you will make.
[] DETERMINE HOW YOU (YOUR RESTAURANT) WANT TO BE PERCEIVED:
How will you stand out in the minds of your target audience? Are you formal or casual, full service or limited service, food or beverage focused, an any day restaurant or special occasion, or family centric or romantic destination? Choose wisely and drive that perception before the guest makes their own decision that might not align with yours.
[] WHAT ROLE WILL EXCELLENCE PLAY:
Excellence is not a destination it is a way of living and approaching everything. A business is either committed to excellence or not, there is no gray area. You can’t be excellent with food and not committed to the same with service. It is not sufficient to be excellent at preparing some dishes and haphazard with others. If you are excellent then you are excellent with the smallest detail. So, your answer to this question is an essential step in determining who you will attract, how often they will return, and how much they are willing to spend. Excellence is not limited to any specific price point or type of cuisine; it is an attitude. You can operate an excellent fine dining operation or an excellent hot dog stand – the commitment to doing everything well is the key.
[] HOW WILL YOU FIT IN THE COMMUNITY:
Regardless of which target market you choose; it is the community where you reside that will ultimately establish your long-term success. It is the community that will support you when others may not and the community that will become your ambassador or antagonist. So, how will you fit? Will you become actively involved and serve as a partner in their activities or will you choose to view your location as a destination rather than a home. There may be space for either, but your choice will lead to a convenient fan base or not.
[] WHAT RELATIONSHIP DO YOU WANT WITH YOUR EMPLOYEES:
Ah…many operators don’t think of the employer/employee dynamic as a relationship, but maybe they should. Why would a potential employee choose to work for you and why would existing employees choose to stay. If labor is the most serious concern for restaurateurs today, then it might be time to give thought to this question. Your employees will spend the better part of their waking hours in your operation – it would be a shame to not invest in making that time “feel important and mutually beneficial”. If you seek a family vibe then you must build a plan for how to achieve that. If you want the vibe to be very professional, then build a plan for how to achieve that. What role will staff meal play in creating this dynamic? What role will staff training play in creating a relationship? How will you celebrate success? How will you help to correct mistakes? What method(s) of communication will you employ that give everyone a voice?
[] WHAT WILL SUCCESS LOOK LIKE TO YOU:
Ask yourself a very important question: How will I know if I am successful? The answer stems from how you view success. Is success measured in profit, market share, brand image, positive customer feedback, professional recognitions, employee retention, or return customers? Determine your expectations, build a system to measure those expectations and a method for addressing any gaps.
[] WHERE DOES “THE FOOD” FIT INTO YOUR VISION:
This question speaks to your stakes in the ground. Stakes in the ground will lead to the type of employee and guest you are able to attract and retain. “At our core, it is all about the food. We care about the source of our ingredients, the passion of the farmer, the right way to cook, and the art that our cooks paint on every plate.” If this were your core belief then it could align with cooks who are proud of what they do, farmers and producers who want to do business with those who respect their work, and guests who are just as passionate. If food is only a commodity that must be consistent, flavorful, and fast, then there is a significant market for that as well. Determine where you want food to fit.
[] WHERE DOES “SERVICE” FIT INTO YOUR VISION:
If service is essential to your core mission, then you must invest in it as well. This manifests through proper hiring practices, effective training, sweating the details, giving service staff the tools to do their job effectively, and letting the guest know what they should expect.
[] HOW WILL YOUR RESTAURANT EXPERIENCE STAND OUT:
Finally, the challenges that every restaurateur faces are most effectively addressed when they work towards a sense of uniqueness, a specific experience that sets them apart from others. When this experience is practiced by every staff member and felt by every guest then you will find opportunities to embrace your challenges as opportunities and solve those that threaten your ability to succeed. So, what differentiates your operation from every other?
Cause or Effect. Significant challenges deserve an answer that results in long term results. Make sure you know where best to dedicate your time and effort.
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