Consulting

by David Klemt David Klemt No Comments

Cheers to the Flyover Conference!

Cheers to the Flyover Conference and Cincy!

by David Klemt

The John A. Roebling Suspension Bridge over the Ohio River, heading toward Over-the-Rhine in Cincinnati, Ohio

Just pretend the temporary SkyStar Wheel isn’t in this picture.

The successful and exciting launch of the Flyover Conference makes it clear that co-founders Sarah Engstrand and Greg Newman are onto something big.

Big, yet intimate. There’s a real feeling of community when a small-but-driven group gathers with purpose. That’s exactly what Flyover embodies.

Now, I know some people who live between the east and west coasts in the US find the term “flyover” irritating, if not outright offensive. As someone born and raised in the Midwest, I understand the frustration. However, I can assure anyone raising a skeptical eyebrow or frowning at the name of the conference that it isn’t meant as a pejorative.

Rather, Engstrand and Newman are giving a cheeky middle finger (likely two, really) to those who dismiss “secondary” and “tertiary” markets. In fact, their intention is to shine a spotlight onand servecities that don’t receive the same attention as “primary” markets.

By primary, I think you know main culprits: New York, Los Angeles, Chicago, Boston, and Miami. In contrast, Las Vegas, Phoenix, Cincinnati, and Detroit carry the “secondary” label (as do many other cities).

So, a core element of the conference is featuring speakers who have, up until now, mostly spoken at highly visible trade shows that take place in major host cities. For example, the National Restaurant Association in Chicago.

For the inaugural Flyover, the co-founders put in the work to provide Cincinnati with a powerhouse lineup of hospitality industry speakers. Additionally, this year’s F&B sponsors delivered an awesome array of sips and bites.

Killer Kickoff Keynote

Truly, Flyover’s mission is to deliver maximum impact over the course of just two days. The 2024 speaker lineup serves as a testament to their dedication.

So, too, is how the 2024 show utilized the two speaker stages, provided by Rhinegeist Brewery. Flyover attendees and speakers were close to one another, not separated by the vast expanse of a ballroom or elevation of a platform.

David Kaplan, CEO of Gin & Luck, the parent company of the world’s first cocktail bar chain (for lack of a better term, really) kicked off the event. Perhaps multi-location craft concept is a better phrase to explain Death & Co. in five words or less.

During his informative and inspiring keynote, he detailed he and his team’s approach to entrepreneurship. As Kaplan explains, when someone understands their purpose (why), they come to an understanding that helps develop their process (how). In turn, that gives an entrepreneur an understanding of the outcome they’re working toward, or their “what.”

I’ll dive much deeper into his keynote in a future article, because Kaplan’s approach goes much further than why, how, and what. In fact, in keeping with his status as one of the most transparent people in hospitality, Kaplan shares his personal core values, along with those of Death & Co.

Engaging Education

Bartender-cum-licensed psychotherapist (and soon-to-be organizational psychologist) Laura Louise Green took on a topic afflicting all of hospitality: burnout. The founder of Healthy Pour, Green explained that burnout is not only different than stress, it’s certainly not a sign of weakness to take the time to address it.

One of my favorites, Chef Brian Duffy, took a different approach to the topic of menus. Instead of reviewing a handful of submissions, Duffy took questions and addressed issues with food purveyors directly in a frank and open discussion.

Encouraging operators to take greater risks, Michael Tipps, co-founder of Maverick Theory, drove home a compelling point. Oftentimes, operators are fearless when developing their concepts. However, something curious often happens when it’s time to welcome the public into the space: second guessing, and blunting the sharpness of the original vision.

Oh, and I shared the KRG Hospitality approach to systems, starting, stabilizing, and scaling, my second time every presenting at a conference. Most people assume that because I host a podcast I’m comfortable talking to anyone, anywhere. That’s mostly true. However, I, like millions of other people, find public speaking anxiety-inducing. So, a huge thanks to the Flyover team, fellow speakers, and mostly the attendees for setting me at ease.

The above are but a handful of the education sessions that Flyover provided for attendees. Other topics ranged from the need for fully realized non-alcohol bar programs, building events in house, and operators handling their own PR campaigns, to leadership skills and leveraging the power of an effective door team.

Bang for Buck

Anyone who has attended one of the big hospitality industry conferences has probably been subjected to the experience below.

You file into a session featuring a topic of particular interest to you and your business. Even better, the speaker is someone you’re excited to see and hear. The presentation ends and…awkward silence. Almost everyone is too afraid to ask a question that they feel may make them look “stupid,” or like they’re not a good operator. Finally, someone asks a question, and that leads to a few more questions.

Unfortunately, the presentation was 45 to 50 minutes long, and with the awkward pause after its conclusion, there are barely ten minutes left for the speaker to answer questions. When they’re shooed off the stage, they’re swarmed in the hallway. You think they may be overwhelmed, you don’t want to add to that or inconvenience someone you admire, and you never get to meet them, ask them an important question, and exchange business cards.

That’s not an indictment of the large, more mainstream conferences. It’s just how it is when you pack dozens upon dozens of speakers, and thousands of attendees, into a conference hall. Further, schedules tend to be so loaded in order to attract attendees and boost ticket sales that people are forced to make difficult choices and miss out on some awesome sessions.

In contrast, Flyover intends to limit their ticket sales. And while there will always be a choice to make at a conference, they seek to mitigate that prevalent issue. Was this year’s show perfect? No, there were growing pains, as expected. Will this team learn and improve the show to maximize the impact for attendees? I have every confidence that the answer is a resounding “yes.”

Future Flyovers

I have to say, I’m deeply interested in the future of Flyover Conference. In fact, schedule permitting, I would attend even if I weren’t asked to speak at future shows.

It was an honor to be part of something of so impactful.

The entire point of this industryhospitalitycan sometimes fall to the wayside at conferences, trade shows, and expos. Another way of saying that is that while we all speak the same language, we often forget to take the time to connect with one another.

While there’s work to do, Flyover addresses this issue. The show is set up so that attendees, speakers, and sponsors are sharing the same spaces; there’s an actual sense of community. When it comes the host city, there’s a real sense of place, and that’s important.

Speaking of the host city…the next Flyover will take place in a city I mentioned at the top of this article. The most populous city in Michigan, DetroitMotor City itself—will host the second Flyover Conference. Looking forward to it, Hockeytown.

Be sure to connect with Flyover for updates and announcements.

Cheers!

Image: Jake Blucker on Unsplash

KRG Hospitality Start-Up Restaurant Bar Hotel Consulting Consultant Solutions Plans Services

by David Klemt David Klemt No Comments

Ghosting in the Professional World

Hello, is Anybody There? Ghosting in the Professional World

by Jennifer Radkey

An abandoned saloon covered in dust and cobwebs

We could be transforming this abandoned saloon into an amazing bar and restaurant, but we got ghosted. Also, drink Spork beer!

The act of ghosting may have started in the dating world but this phenomenon has, unfortunately, taken root deeply in the professional world.

In case you haven’t had the (dis)pleasure of experiencing ghosting, allow me to summarize. Ghosting is suddenly becoming unresponsive to all forms of communication without explanation.

Not only is ghosting toxic to business relationships and your brand image, it can be toxic to your overall mindset and feelings of self-respect.

People participate in the act of ghosting for many reasons, which can include:

  • conflict avoidance
  • indifference; and
  • low accountability.

These are not traits that lend well to earning respect from others or yourself. It’s good practice to protect your mental health and set clear boundaries, but this should not include the act of ghosting.

You are a professional. You can deal with uncomfortable situations and be responsible to yourself, your team, and your industry.

Ghosting can feel like the easy route, but it comes with long-term consequences. How you choose to interact with your team, your colleagues, other industry professionals, and your clients/customers is all a reflection of your personal and professional brand.

Check in with these five examples of ghosting in the professional world to make sure that you’re not participating in any actions (or inaction) that may result in a loss of respect.

Not Responding to Quotes and Proposals

You needed a service for your business, so you reached out to another business for a quote or proposal. Then you received the proposal, read it over, decided it wasn’t right for you…and never responded.

Remember, you sought out these professionalsthey didn’t cold call you. They gave you their time to put together a quote or proposal. The very least you can offer is acknowledgement that you received their quote, along with an update on where you stand.

Let’s start respecting each other’s time and effort.

Not Following Up with Job Candidates

We all complain when we’re ghosted by a job candidate and they don’t show for an interview. But that goes both ways.

Make sure that you’re taking the time to respond to job candidates (particularly after the interview process) to provide an update on the position.

You are your brand and represent its values; every impression matters.

Breaking Promises to Your Team

You promise your team a team-building event, or an end-of-quarter bonus. Then you fail to follow through.

Nothing breaks respect faster than not following through on promises. If you can’t make a promise happen you need to take ownership of that and honour your integrity by letting your team know.

They may be upset that the event isn’t happening. However, they’ll at least respect you for being honest and upfront with them.

Not Reading or Responding to Customer Reviews

Ghosting a customer or client will not only result in losing that particular person’s business but future prospects as well.

We don’t succeed without our clients, and they need to feel acknowledged when sharing reviews, good or bad as they may be.

If you don’t have time to read and respond to all reviews on your own, make sure you have someone on your team who can perform this task for you. Thoughtfully, of course.

Being Inaccessible to your Team

If you find yourself hiding from your team in a closed office or behind your computer more often than not, it’s time to acknowledge that you have been ghosting them.

A present owner is an involved owner. Not only will you have a better finger on the pulse of your business, you’ll create stronger working relationships with those on your team.

It Starts with You

If we want to bring clear communication and respect back to the professional world, it’s going to have to start with you. Complaining about being ghosted and then participating in the act of ghosting yourself is not going to change anything.

We all need to take pride in being professionals, and go out there to earn the respect of others and ourselves.

Take pride in becoming an open communicator and demonstrating respect in the workplace. Not only will this aid in your overall success, doing so will create a healthy mindset too.

Cheers to personal and professional well-being!

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

KRG Hospitality Start-Up Restaurant Bar Hotel Consulting Consultant Solutions Plans Services

by krghospitality krghospitality No Comments

The Power of an ImpactMAP™

The Power of an ImpactMAP™

by Doug Radkey

KRG Hospitality ImpactMAP, main image

Let’s be honest, the line between success and failure often hinges on the ability to act decisively and act with purpose.

In this article, we’re going to explore two areas of your hospitality business that are under your control: creating a plan, and taking action.

Understanding the Risk of Inaction

The concept surrounding the Risk of Inaction—arguably a new form of ROI—captures the potential losses businesses face when they fail to take strategic actions.

Inaction in the hospitality industry can manifest in various harmful ways. Inaction can also stem from multiple sources: fear of change, lack of resources, or simply underestimating the competition.

Regardless of the manifestation or cause, the consequences are usually the same: stagnation, decline, and, ultimately, a shuttered business.

Let’s put this into context by taking a look at a sample of both a restaurant and a hotel business.

Failure to Innovate

If a restaurant does not act to continuously re-engineer its menu, it risks diminishing profits, providing a low-level guest experience, and mismanaging inventory. Without regular strategic updates, the menu may fail to reflect current culinary trends and guest preferences, which can lead to a decrease in interest and satisfaction.

Additionally, sticking with a static menu can prevent the restaurant from optimizing ingredient use, productivity, and cost-efficiency.

At the end of the day, this lack of adaptation and innovation will result in diminishing sales and profitability, making it difficult for the restaurant to sustain its operations.

Failure to Update Systems

If a hotel on the other hand decides to not use a modern and fully integrated Property Management System (PMS), it risks operating inefficiently and falling behind in today’s technology-driven hospitality environment.

A non-existent, outdated, or fragmented PMS can lead to significant operational issues, such as slow check-in and check-out processes, errors in room availability and booking management, and ineffective communication between different departments. That’s just to name a few crucial issues.

This inefficiency can impact guest experiences negatively, leading to dissatisfaction and potentially harming the hotel’s reputation.

Furthermore, without a modern PMS, a hotel may struggle with data management, limiting its ability to effectively analyze performance metrics, forecast demand, and implement dynamic pricing strategies. These disadvantages will result in lost revenue and reduced competitiveness in a space where guest expectations and operational efficiency are increasingly driven by technological advancements.

In each example above, the risk of inaction leads to missed opportunities and underperformance.

The Power of an ImpactMAP™

To combat the risks associated with inaction, your hospitality business can benefit significantly from developing an ImpactMAP™.

This strategic tool can help you identify where you currently stand, define where you want to go, and outline the steps required to get there, thereby helping you create not only strategic clarity, but drive and accountability.

KRG Hospitality ImpactMAP, flowchart and map

The Assessment

To create an ImpactMAP™ and to take action immediately, you need to first assess your operations.

An assessment of your hospitality business is a comprehensive evaluation process aimed at analyzing various aspects of your business to identify strengths, weaknesses, and areas for improvement or opportunity. The goal is to gather actionable insights that can help optimize operations, enhance guest experiences, and massively improve your profitability.

The assessment should involve on-site observations, staff interviews, and a deep dive into the following eight categories, culminating in a detailed report that provides recommendations and a strategic plan for future growth and sustainability.

For each of the eight categories, consider a 3x matrix with three responses to the following questions:

  • Where are we now?
  • Where do we want to go?
  • What resources do we need?
  • What’s holding us back?

Then, create a SMART (Specific, Measurable, Achievable, Relevant, Timely) goal for each response in your “Where We Want to Go” list.

What are the eight assessment categories?

1. Brand Strategy

Assessment: Review your core values, story, messaging, philosophy, design, and reputation.

Opportunity: Enhance brand alignment across all touchpoints to ensure consistency while refining your brand messaging to better connect with targeted guest profiles.

2. Internal Programming

Assessment: Review your pricing strategy, guest experiences, property / menu / room management systems and programs.

Opportunity: Optimize your offerings based on guest preference data and a profitability analysis, along with potential upgrades to your amenities to enhance guest satisfaction and to compete with today’s market standards. In summary, implement efficiencies to improve guest experiences and operational workflow with a focus on your internal programming.

3. Marketing Plans

Assessment: Review guest profiles, guest journey maps, guest databases, awareness and retention strategies, and your digital marketing portfolio.

Opportunity: Integrate advanced digital marketing techniques to increase reach and engagement while developing targeted promotions and partnerships, and by leveraging data analytics to tailor marketing efforts more precisely to guest behaviors and trends.

4. Tech-Stack Plans

Assessment: Review guest facing technology, POS / PMS system, integrations, and marketing.

Opportunity: Identify current technology gaps and plan for a strategic integration of systems that enhance guest experiences while streamlining operations.

5. Standard Operating Procedures

Assessment: Review of all internal and external systems, plus training programs and SOPs.

Opportunity: Ensuring that all staff are clear on their roles and responsibilities, which enhances overall service quality through the development of standardized procedures that ensure consistency and efficiency across the business. Implement feedback systems to continually refine and improve SOPs based on real-time challenges and successes.

6. People and Culture

Assessment: Review of staff experiences, onboarding, productivity, growth, and retainment.

Opportunity: Strengthen employee engagement through improved communication and support systems. Foster a culture of innovation and openness in which employees feel valued and motivated. Develop leadership from within to enhance management effectiveness and succession planning.

7. Financial Health

Assessment: Review of all financials, including Revenue, COGs, KPIs, Expenses, Debt, and Profit.

Opportunity: Identify cost-saving opportunities without compromising service quality. Explore new revenue streams that align with your brand values and market opportunities. Implement more rigorous financial tracking and forecasting tools (such as technology) to better predict financial trends and react proactively.

8. Mindset

Assessment: Daily habits, work / life balance, decisiveness, communications, and growth-based thinking.

Opportunity: Develop a mindset of continuous improvement among all staff levels (starting with yourself) to foster an environment of excellence. Cultivate resilience by planning for crisis management and business continuity. Promote a guest-centric approach, aligning all business decisions with guest satisfaction and personal development outcomes.

Creating the ImpactMAP™

By following the above 3x strategy for each category, you will have created 24 SMART objectives that will be the foundation of your ImpactMAP™ to move your business forward over the next one to six to 12 months.

Importance of SMART Objectives

What does SMART mean and how does it work?

  • Specific, Clarity, and Focus: SMART objectives provide clear and concise goals that everyone in your business can understand and rally behind. This clarity helps to focus efforts and resources on what’s most important.
  • Measurability and Tracking: By setting measurable goals, your business can track progress and make data-driven decisions. This measurability allows for adjustments to be made in strategies or tactics to ensure the objectives are met.
  • Achievability: Goals that are achievable motivate staff. Setting impossible goals can lead to frustration and disengagement, whereas achievable objectives encourage team effort and commitment.
  • Relevance: Ensuring that each objective is relevant to the broader business goals ensures that every effort made contributes to the overall success of your brand.
  • Timeliness: Incorporating a timeframe provides urgency, a deadline, and accountability, which can help prioritize daily tasks and long-term plans.

However, you shouldn’t try to accomplish all 24 objectives at the same time. Once you’ve set your 24 impactful objectives, prioritizing them is crucial to stabilize your hospitality business and aim for scalable growth.

Best Practices for Prioritizing Objectives

  • Assess Business Needs: Start by conducting that thorough assessment of your business to identify key areas that need improvement.
  • Impact Analysis: Evaluate the potential impact of each objective. Prioritize objectives that offer the greatest benefits in terms of guest satisfaction, revenue growth, and operational efficiency.
  • Resource Availability: Consider the resources available, including budget, people, and technology. Prioritize objectives that align with current resources or where adjustments can be made to accommodate necessary changes.
  • Quick Wins: Identify objectives that can be achieved quickly and with minimal disruption to your ongoing operations. These quick wins can boost morale and provide visible improvements that justify further investments in other areas.
  • Strategic Importance: Some objectives, while not providing immediate benefits, are crucial for long-term success. Prioritize these based on their strategic importance to the business’s future.
  • Stakeholder Input: Engage with various stakeholders, including management, staff, and guests, to gain insights into which objectives they feel are most critical. This can help in aligning the goals with the needs and expectations of those most affected by the changes.
  • Balanced Scorecard: Use a balanced scorecard approach to ensure that objectives across different areas such as guest services, internal processes, financial performance, and learning and growth are all being addressed.
  • Iterative Review: Regularly review the priorities as situations and business dynamics evolve. What may be a priority today might change based on market conditions or internal business changes over the next three to six months.

Once you have your objectives prioritized, it’s time to assign or delegate them as needed and have those assignees (including yourself) take ownership of the objectives with their signature to add another level of accountability.

Implementing the ImpactMAP™

Before starting, ask yourself one final question: What will happen if we don’t take action?

Be detailed and mindful of what the short-term and long-term consequences might be if you don’t act.

Effective implementation of an ImpactMAP™ requires knowledge of these consequences, along with a commitment from all levels of your business. It starts with comprehensive training sessions followed by regular review meetings, which are both essential to assess progress, address challenges, and refine strategies as needed.

Take a SMART-ER approach, which is where you Evaluate and Re-adjust the SMART objectives halfway through the timeline you’ve set.

Conclusion

Risk of inaction is a silent threat that can undermine any business, particularly in this dynamic industry.

Adopting an ImpactMAP™ and making a commitment to take massive action allows you to manage your operations proactively, adapt to changing market conditions, and set a course for sustainable success.

This strategic approach not only mitigates risks but also empowers your hospitality business to thrive in a competitive landscape—but it starts with you and your mindset toward taking action.

Image: KRG Hospitality

KRG Hospitality. Restaurant Business Plan. Feasibility Study. Concept. Branding. Consultant. Start-Up.

by David Klemt David Klemt No Comments

Concept Development: Idea to Execution

Restaurant Concept Development: From Idea to Execution

by Nathen Dubé

A street-art-style image of a thought bubble coming from a chef

A big light bulb means a great, big idea is coming.

Creating a restaurant concept is an intricate process that requires blending creativity, an understanding of a given market, and business acumen.

From the initial idea to the grand opening, each step is crucial in ensuring that the restaurant not only stands out in a competitive market but also delivers a memorable dining experience.

In this comprehensive guide, we’ll explore the essential stages of restaurant concept development, providing insights and strategies to turn your vision into a thriving reality.

1. Ideation: Craft Your Vision

The journey of developing a restaurant concept begins with a compelling idea. This idea should reflect your passion, culinary expertise, and a clear understanding of your target market.

Below, how to start down the path from vision to reality.

Identify Your Niche

A deep understanding of the niche you want to fill in the market is critical. Are you aiming for a high-end fine dining experience, a casual eatery, a fast-casual concept, or a food truck?

Research current market trends, consumer preferences, and gaps in the market to find your unique angle.

Define Your Concept

Your concept should be a detailed description of your restaurant’s identity. This includes the cuisine, service style, ambiance, target audience, and overall theme.

For example, are you creating a rustic Italian trattoria, a chic urban sushi bar, or a family-friendly diner?

Create a Vision Statement

A vision statement is a concise description of what you want your restaurant to achieve, and how it will stand out. This statement will guide your decisions throughout the development process.

2. Market Research: Understanding the Landscape

Thorough market research is essential to validate your concept and refine your strategy. This step involves analyzing the competitive landscape, understanding customer preferences, and identifying potential challenges.

Analyze Competitors

Visit and analyze restaurants that could be considered competitors. Evaluate their strengths and weaknesses, menu offerings, pricing strategies, and guest experience.

Understanding what works and what doesn’t can help you position your restaurant effectively.

Understand Your Target Audience

Identify your target demographic in terms of age, income, lifestyle, and dining preferences. Conduct surveys, focus groups, and interviews to gather insights into what will attract and resonate with your guests.

Evaluate Location Options

Location is a critical factor in the success of a restaurant. Analyze different locations based on foot traffic, accessibility, visibility, and proximity to competitors. Consider the demographics of the area to ensure they align with your target audience.

3. Business Planning: Laying the Foundation

A well-crafted business plan is essential for securing funding and guiding the execution of your restaurant concept. It should outline your strategy, financial projections, and operational plan.

Executive Summary

Provide a concise overview of your restaurant concept, including the vision statement, target market, and unique selling proposition (USP).

Market Analysis

Summarize your market research, including competitor analysis, target audience insights, and location evaluation.

Marketing Strategy

Detail how you plan to attract and retain customers. This includes branding, advertising, promotions, and social media strategies.

Operational Plan

Describe your restaurant’s daily operations, including staff roles and responsibilities, supplier relationships, and inventory management.

Financial Projections

Provide detailed financial projections, including startup costs, operating expenses, revenue forecasts, and break-even analysis. This section should also include funding requirements, and potential sources of financing.

4. Branding and Design: Creating an Identity

Your restaurant’s brand and design play a crucial role in attracting guests, and creating a memorable dining experience.

This step involves developing your brand identity, designing the physical space, and creating marketing materials.

Develop Your Brand Identity

Your brand identity includes your restaurant’s name, logo, color scheme, typography, and overall visual style. Ensure that it reflects your concept and appeals to your target audience.

Design the Interior and Exterior

Work with architects and interior designers to create a space that reflects your concept and enhances the dining experience.

Consider factors such as layout, seating arrangements, lighting, and décor. The exterior should be inviting and reflect the brand’s identity.

Create Marketing Materials

Develop a website, social media profiles, menus, and promotional materials that align with your brand. High-quality photography and compelling content are essential for attracting customers and creating a strong online presence.

5. Menu Development: Crafting Culinary Offerings

The menu is the heart of your restaurant concept. It should reflect your vision, appeal to your target audience, and be feasible to execute consistently.

Design a Balanced Menu

Create a menu that offers a variety of dishes that reflect your concept. Ensure a balance of flavors, textures, and price points.

Consider dietary restrictions and preferences to cater to a diverse customer base.

Cost and Pricing

Accurately cost each menu item to ensure profitability. Consider ingredient costs, portion sizes, and preparation time.

Set prices that reflect the value of your offerings while remaining competitive in the market.

Test and Refine

Conduct taste tests and gather feedback from potential guests, industry professionals, and staff. Use this feedback to refine your dishes and ensure they meet your quality standards.

6. Staffing and Training: Building Your Team

Your staff is a crucial component of your restaurant’s success. Hiring the right team and providing comprehensive training ensures a consistent and high-quality dining experience.

Hire Skilled Staff

Recruit chefs, servers, bartenders, and other staff who have the skills and experience needed to execute your concept. Look for individuals who are passionate about your vision and have a strong work ethic.

Develop Training Programs

Create comprehensive training programs that cover everything from food preparation and presentation to customer service and safety protocols. Regular training sessions and evaluations help maintain high standards.

Foster a Positive Culture

Encourage a positive and collaborative work environment. Recognize and reward outstanding performance, and address issues promptly to maintain morale and productivity.

7. Marketing and Promotion: Attracting Customers

Effective marketing and promotion are essential for attracting customers and building a loyal guest base. This involves both online and offline strategies to generate buzz and drive traffic.

Leverage Social Media

Use social media platforms to showcase your restaurant’s unique offerings, engage with potential customers, and build a community. Share high-quality photos, behind-the-scenes content, and promotions to attract and retain followers.

Collaborate with Influencers

Partner with local influencers and food bloggers to reach a wider audience. Inviting them to dine at your restaurant and share their experiences can generate valuable word-of-mouth promotion.

Host Events and Promotions

Organize events such as soft openings, tastings, and special promotions to generate excitement and attract customers.

Consider loyalty programs and discounts to encourage repeat visits.

Public Relations

Reach out to local media outlets and food critics to secure coverage of your restaurant. Positive reviews and features can significantly boost your visibility and credibility.

8. Execution: Bringing Your Concept to Life

The final step is the execution of your concept.

This involves managing the logistics of opening day, ensuring a smooth operation, and continually refining your approach based on feedback and performance.

Prepare for Opening Day

Ensure that all permits and licenses are in place, staff are trained, and inventory is stocked.

Conduct a soft opening to test your operations and make any necessary adjustments.

Monitor Operations

Regularly evaluate your restaurant’s performance, including customer feedback, financial metrics, and operational efficiency. Use this data to identify areas for improvement and implement changes as needed.

Stay Adaptable

The restaurant industry is dynamic, and trends can change quickly. Stay informed about industry developments and be willing to adapt your concept to meet evolving customer preferences and market conditions.

Conclusion

Restaurant concept development is a multifaceted process that requires careful planning, creativity, and execution.

Following these steps to guide your vision and transform it into a brick-and-mortar reality. Doing so will give you the strongest chance to create a restaurant that stands out in the market, and that delivers a memorable dining experience.

Remember, the key to success lies in a clear vision, thorough research, strategic planning, and a commitment to excellence.

Embrace the journey, learn from each step, and watch your restaurant concept come to life, delighting diners and making a lasting impact in the culinary world.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

KRG Hospitality. Restaurant Business Plan. Feasibility Study. Concept. Branding. Consultant. Start-Up.

by David Klemt David Klemt No Comments

Try, Try Again: Creating Positive Habits

Try, Try Again: Creating Positive Habits

by Jennifer Radkey

Two people jogging through a city at sunrise, going in opposite directions

It turns out that some AI platforms aren’t good at telling time, so instead of an image of an alarm clock, here’s the 5 A.M. Club going for a jog.

Ever wonder why some people seem to effortlessly achieve their goals while others struggle? It’s all about the habits they have cultivated.

We all have great intentions to practice healthy habits that are good for our body, mind, and soul…but we face roadblocks in committing to them.

Do any of these thoughts sound familiar?

  • “How does she have the time to workout, run a business, take care of her family, and have hobbies? She must be part of that 5 A.M. Club. I could never do that; I’m not a morning person.”
  • “I wish I could post to social media daily. I know I could reach more potential customers if I do. I don’t know how to come up with that much content though.”
  • “I want to feel stronger. My friend has started strength training, and he seems so much more confident and happier, but I’m a cardio person.”
  • “I wish I could take a few courses, but I don’t have time for that.”

All of the statements above have one thing in common: They have already given up before even trying.

There’s a wish to become better at something, and then there’s an immediate shut down.

Here’s the thingyou don’t know that a habit will work for you or not until you try it.

You Have to Work at It

Experience eclipses all for learning about yourself. You tell yourself that you aren’t a morning person and you can never wake up at 5 a.m. But until you try it…how do you know that?

Developing new habits takes time and commitment. If you’re serious about making changes to your life and you know that certain habits will help you achieve that goal faster, you owe it to yourself to try.

On average it can take at least two months to actually form a new habit. Trying something for a week and deciding it’s not for you doesn’t do you, your goals, or the habit proper justice. Give things time.

If, after several weeks, you feel that the change really isn’t for you, no problem! At least you’ll know that it doesn’t work from experience, not from your limiting beliefs.

The same advice applies to your team. If you’re trying to encourage daily habits in the work environment, it’s going to take time before everyone’s consistently participating.

Yes, they’re going to need daily and weekly reminders. Yes, it’s going to take more than a week or two. If the habit you’re trying to implement will create a more efficient, successful business, it deserves time and commitment from you.

Mindset is contagious, just as action and inaction are contagious. If you want your team to adopt a new habit, you and your leadership team must show up and participate in the habit as well.

Make it positive. Demonstrate the value of doing it. Have patience while your team practices the new habit.

Positive habits are the powerhouses behind personal and professional success. By consistently doing small things, you can create a ripple effect of positive change.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

KRG Hospitality. Business Coach. Restaurant Coach. Hotel Coach. Hospitality Coach. Mindset Coach.

by David Klemt David Klemt No Comments

Chef Duffy x NRA Show: Live Menu Read

Chef Duffy x NRA Show: Live Menu Read

by David Klemt

Graffiti of crossed chef's knives underneath a baseball cap that reads, "D.E.G."

Chef Brian Duffy crushed it in Chicago at the 2024 National Restaurant Association Show.

We’re sharing tips from Chef Brian Duffy‘s live menu reads at this year’s National Restaurant Association Show in Chicago.

These informative sessions are always standouts at industry trade shows and conferences. Both the operator who submits their menu anonymously and the audience gain valuable insight into menu programming and development.

In ten minutes or less, the Chef Duffy shares wisdom that’ll boost guest engagement; streamline and energize the kitchen; and help save on labor and food costs. And he won’t even Bar Rescue anyone who submits a menu. That is to say, no, he doesn’t yell at anyone while giving them tips for fixing their menu.

As Chef Duffy pointed out during his latest live menu reads, an operator’s menu has the potential to create generational wealth. However, it must be programmed properly for it to reach that potential.

So, ask yourself a question right now about your menu: Would you be proud for your menu, in its current state, to be plastered across a billboard? If not, I have another question for you: Why aren’t you taking the time to rectify that situation?

Your menu is your concept’s billboard. Treat it as such.

Oh, and one note for the NRA Show before we dive in: These sessions deserve at least two hours. One hour just isn’t enough given how impactful Chef Duffy’s live menu reads are for operators.

Menu Programming 101

There’s a logical reason why Chef Duffy is never short on menus to review. In fact, he addressed the situation directly at the 2024 NRA Show.

“Everybody has the same shit on their menu,” he stated frankly.

One explanation for why menus seem so similar makes a lot of sense.

“We’ve been told what to put on our menu buy our purveyors,” said Chef Duffy during his live menu read.

For the most part, operators are given the same product catalogs. These are circulated nationally, not regionally. So, everyone is ordering the same items. Clearly, Chef Duffy is fed up with this situation.

“We’re not here to do the same things that everyone else is,” declared Chef Duffy. “I don’t want to see that anymore.”

Menu #1: Sports Bar

This first menu featured a vibrant design that instilled a sense of patriotism. Chef Duffy theorized that he’d feel good spending time in this space, based on the menu’s appearance.

However, he wasn’t a fan of the layout of the menu. Taking up valuable real estate was a large catering ad, placed directly in the center.

In the top left were salads. “‘Add chicken to any salad,'” read Chef Duffy. “No shit. Why are we stopping at chicken? We can add anything to a salad.”

Based on his knowledge of food costs and the menu’s pricing, Chef Duffy deduced that the operator’s food costs were too high. In fact, he estimated that food costs were more than 31 percent. The burgers, he surmised, were running a 35-percent cost.

By the way, Chef Duffy always puts two slices of cheese on his burgers to fill the top out more. This delivers a more visually appealing experience, and a better bite.

On the topic of pricing, operators must maintain balance. For example, this first menu priced the addition of two slices of bacon at $3.50, but a chicken breast was six dollars. Two Chicago hotdogs cost more than a burger.

Menu #2: Breakfast Spot

Unfortunately, the operator committed one of Chef Duffy’s deadliest menu sins. There was a photo of the restaurant’s steak and eggs.

Worse, the image showed a rather large steak paired with a commodity egg. If this dish doesn’t leave the kitchen looking exactly like the picture, guests are going to be underwhelmed and unimpressed. Further, why are operators still trying to save money by buying commodity eggs?

However, there was a second deadly menu sin committed by the operator. Given the overall perception this menu delivered, the claim that at least one dish featured “wild-caught crab” didn’t ring true to Chef Duffy.

I’m confident in saying that I think lying on a menu may provoke Chef Duffy’s wrath more than a photo.

“If you lie to me on your menu, I will tear you apart,” he stated quite strongly.

That said, he did like the menu’s design (minus the photos). Even better, he recognized that there were several inventive spins on breakfast classics. Remember, “We’re not here to do the same things that everyone else is.”

Menu #3: Sports Bar

To be honest, I was expecting this type of menu. In fact, I thought it would be the first menu design encountered during this session.

Essentially, it was a collection of what everyone else has on their menus.

As an example, there were wings on the menu, and the sauces were anything but creative. Chef Duffy didn’t address it but they were also listed without commas, so they appeared to be one long, run-on sentence of a sauce.

The most glaring issues, however, were the pasta and the dessert. Both sections contained just a single item. That’s rightthere was an entire section dedicated to one pasta dish. Moreover, it’s not like there were a number of modifiers one could select to personalize their pasta.

This was the item description underneath the dessert section (designated as “Closers”): “Dessert of the week – $8 Please ask your server for details.” There’s a significant issue with that description and placement, as identified by Chef Duffy.

If a menu includes desserts, the guest is likely going to forget about them after they’ve ordered their starter and entree. It’s far more effective to have a dessert tray or cart and train your servers to suggest dessert when they touch the table toward the end of the meal.

Takeaways

Chef Duffy throws in more tips during a single menu read than most people would expect.

Below are some of the takeaways that make his live menu reads so insightful:

  • Only list name brands if they come from a local farm. This approach shows that an operator cares about supporting local producers and is part of the community.
  • Use the best ingredients for the specific concept.
  • If a restaurant features housemade buns for burgers and/or bread for sandwiches, they should offer a version as an appetizer. Really make this idea shine by also offering housemade specialty butters.
  • Operators that have chips on their menus should use the crumbles and “dust” to make breading for other items. After all, the chips have been paid for alreadyuse all of them.
  • It’s better and more impactful to have 25 items on a menu that are executed perfectly than 50 items that are executed poorly.
  • Chef Duffy doesn’t agree with omitting prices from menus. “Why? Are we negotiating? Are we negotiating before I place my order?”

Connect with Chef Duffy on Instagram, and learn more about him on the Duffified Experience Group website.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

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by David Klemt David Klemt No Comments

Why We Offer Tech-stack Planning

Why KRG Hospitality Offers Tech-stack Planning

by David Klemt

Black-and-white photograph of shelves loaded with broken desktop computers and monitors

If your hardware looks like this, it may be time to update your tech stack.

Navigating the seemingly endless restaurant, bar, and hotel technology options available to operators can feel like an overwhelmingly complex task.

This can be particularly true for brand-new operators and those with a decade or more of experience under their belts. For the former, where does one with little to no experience even begin putting together their technology stack?

And for the latter, what tech upgrades are worth implementing, and which platforms are crucial; which are nice to have; and which are unnecessary for a particular concept?

Sitting down and sifting through the platforms within just a few categories can be a significant investment of time. Learning to use each solution and training relevant team members on them also requires considerable time and effort. That’s to say nothing of the initial and monthly outlay of precious monetary resources after making selections.

Of course, there’s also the nagging feeling that maybe the platforms chosen aren’t the “right” fit, or the best in class.

Most operators, regardless of the length of time they’ve been in hospitality, are aware of a handful of tech selections they need to make. They know they need a point-of-sale system, a customer relationship management option, an online ordering platform, a reservation system.

But what about inventory, gratuity management, marketing campaign management, guest feedback, scheduling, catering, website chatbots, AI-enhanced loyalty programs, and even kitchen displays?

According to Brizo Foodmetrics, operators need to consider a dozen tech categories. At KRG Hospitality, we say there are at least that many.

Difficult Choices

Per a new report from Nation’s Restaurant News, people are excited but cautious about the tech available to the hospitality industry. Anyone interested in reviewing the 2024 Restaurant Technology Outlook report can click here to gain access.

Among the report’s insights are the identification of a number of challenges operators face when it comes to tech decisions. The most-significant barrier is still pricing, with 37 percent of NRN survey respondents saying hardware comes with high costs. Further, 30 percent think there’s not enough transparency surrounding additional fees.

There’s also an interesting perception as regards features. While 33 percent of respondents feel the systems they’ve selected are light on functionality, 18 percent say their systems have functions that they don’t even use.

Thirty-two percent of survey respondents identify a lack of knowledge of systems as a barrier to adopting new tech solutions. In some good news, just ten percent of respondents say systems are too difficult to use. Still, ten percent of our industry is a significant number.

Combined, 87 percent of those surveyed will either possibly (24%), probably (33%), or definitely (30%) invest in tech in 2024. That’s an impressive number.

However, 39 percent of respondents were “definitely” going to invest in tech in 2023. That’s a drop of nine percent.

Here to Help

When we at KRG develop a tech stack for a client, it’s with their specific project and needs in mind.

And while we do have preferred partners, we present multiple options. Moreover, each option comes with a synopsis of features and a justification for its inclusion.

If a preferred partner isn’t the best option or the client wants to choose something else, we support that decision. Tech is challenging enough already without being steered toward specific platforms for no other reason than, “We like this one.” These decisions aren’t about us, they’re about what’s best for our clients.

At the end of each tech-stack plan are estimated costs for each option. We include the onboarding fees, monthly fees, and the annual cost. Again, these are close estimates as modules, additional features and hardware like handhelds, and subscriptions can increase or reduce the overall cost.

The hospitality industry tech landscape is transforming from a barren desert to a thriving wetland. KRG Hospitality is here to help you navigate this complex terrain.

Image: z yu on Unsplash

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by David Klemt David Klemt No Comments

Your Most Underused Feature

The Most Underused Element of Your Business

by David Klemt

AI-generated image of a cathedral inside a suitcase

What, you’ve never seen a cathedral inside a suitcase with a glowing interior before?

There’s a part of your business that you see and use every day, and yet it’s very likely the least leveraged element of your bar, restaurant or hotel.

If there are couple (or more) areas of your business running through your mind right now, that’s a bit of a red flag. For now, I want you to focus on a specific feature of your venue: the name.

When you were developing your concept, did it have a different name than it does now? Are you proud of the name? Do you think it pops and demands attention?

During his 2024 Bar & Restaurant Expo session, Michael Tipps posited that most operators are averse to attaching an abstract or enigmatic handle to their concept. That is, in his opinion, a mistake.

“The name is the most under-utilized element of a bar or restaurant,” he said plainly.

For context, this is a man who has proudly affixed the monikers Shoo Shoo, Baby and Mama Foo Foo to concepts in Los Angeles and Daytona Beach, respectively. I’m not going to provide more examples since some concepts are yet to be revealed officially, but there’s more label lunacy in the works.

The word “works” is a segue for addressing the fear or being too “out there.” As they say, it isn’t crazy if it works. Part of making sure the name and thematic elements work is developing a concept’s identity. With that achieved, marketing will be far more effective.

Make an Impact

As we tell KRG Hospitality clients, concept development is the fun stage of project planning. It’s a collaborative effort that gives everyone involved the opportunity to be creative.

Moreover, an effective consultant will help their client swing for the fences rather than stay too grounded. The concept development stage shouldn’t be about dumbing down and saying no. The right consultant-client relationship will be about asking, “How can we get to where and who you want to be?”

Tipps, co-founder of Maverick Theory, will tell you that our F&B world is a social experiment. Guests really aren’t coming to buy food and beverages; they’re at your venue to socialize, connect, feel valued.

“It’s not about what you’re doing, it’s about what you’re being while you do it,” he says. So, I think it’s safe for me to say that he would ask why someone would want to be mediocre. Why would they want their concept to blend in rather than stand out?

As he said during his BRE session, “Everyone who wants to build a concept that’s original and blows people away also includes people who build mediocre, cliche restaurants and bars.

If your concept doesn’t make an impact on a guest and make them curious enough to step through the doors, that’s not a great start. Yes, outstanding service is crucial; it converts one-time guests into repeat visitors. However, they need a reason to become a guest in the first place.

Logically, that means the name, signage, and exterior design need to be impactful.

“Steven Spielberg didn’t make a scary shark movie called Scary Shark,” observed Tipps.

Why, then, do people continue to put “restaurant” or “bar” in the name of their business? Fear.

Stand Up and Stand Out

I doubt that a significant percentage of hospitality operators have said the following during concept development: “I’d really like to fade into the background.”

Combined, according to 2023 data, there are more than 810,000 restaurants and bars in the US alone. Add hotels and motels and that number jumps to well over 900,000.

The last thing that will help any of those businesses make money and keep the lights on is to become white noise. Saddle your concept with a boring name and that’s exactly what it will be, from the jump. Why do that to yourself?

As I said in the preceding section, fear. And Tipps would agree with my conclusion.

“You want to do something special but you also don’t want to do anything too esoteric,” said Tipps during his session. That’s the reason we see “restaurant” and “bar” on restaurant and bar signs.

There’s also the fact that things get very “real” for some people when they first open their doors to the public. They’re now in the spotlight, and the pressure to lead their business to success can be overwhelming.

It’s fair to theorize that some owners second-guess their name and branding when their nerves get the better of them. How will they ever live up to a bold, irresistible bar or restaurant name? What if people won’t come to the business if they aren’t 100-percent certain they know it’s a restaurant or bar?

Which would you rather visit? Mama Foo Foo Neighborhood Restaurant and Bar, or Mama Foo Foo? Which has more impact and sparks your curiosity? Which name would make you feel like you’ve arrived somewhere?

What’s in a Name?

Tipps didn’t title his BRE session “How to Name Your Restaurant or Bar.” Instead, his session was called “Cathedral in a Suitcase.”

Does that session title communicate the topic directly? Not exactly, but it certainly had an impact. And that was the point.

Rather than wonder how to name a restaurant or bar, Tipps (and the KRG team as well) wants operators, current and future, to consider different approaches to developing their concepts.

Certainly, we don’t need to label restaurants and bars as restaurants and bars. Further, as Tipps pointed out during his session, we don’t have to make them feel like restaurants and bars. I promise you, people will intuit how you intend for them to use your space.

Per Tipps, and once again, we agree, your restaurant can feel like a movie. Your bar can feel like an album. You can decide, while eschewing stereotypical elements, whether your venue is masculine, feminine, or neutral.

“Creativity is intelligence having fun,” said Tipps, so have fun with your concept in the development stage. That will translate to a fun, engaging venue (with the right systems and standards in place, of course).

From there, collaborate with a designer to transform your concept from vision to brick and mortar that creates connections. For example, add texture, because speaking to our sense of touch elicits a visceral reaction. Give careful consideration to lighting, because your guests want to look good. Make sure every element relates to the name and the theme.

So, what’s in a name? The future of your business.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

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What are You Changing in 2024?

What are You Changing in Your Restaurant or Bar in 2024?

by David Klemt

Restaurant owner reviewing their menu

More fun with AI-generated images. That’s quite the busy bar setup.

Toward the end of last year, Nation’s Restaurant News identified what changes operators chose to make after analyzing their operational data.

The publication surveyed hundreds of operators about how data drove their decisions. This survey was an element of their year-end report, Market Leader Report: The Data-driven Restaurant.

As one would imagine, this report focuses on data collection, analysis, and usage. However, NRN‘s report doesn’t just address the importance of data collection in the F&B space. Rather, they seek to understand if operators are collecting the “right” data; whether they can optimize the data they collect; what metrics they’re tracking; and how they’re acting on all that data.

Simply put, it’s an important report addressing a topic crucial to today’s restaurant and bar operations. Those who want their own copy of The Data-driven Restaurant can download it free here.

While entire report is valuable, the focus of this article is one question and the answers provided. Below, to provide context, is a breakdown of the survey respondents.

The Who

Most of the respondents identified as independent restaurant operators.

  • Indie: 37 percent
  • Chain (franchisee): 21 percent
  • Chain (company owned): 18 percent
  • Multi-concept: 15 percent
  • Single-site operator: 6 percent
  • HQ or brand level of foodservice company: 3 percent

By a slim margin, most survey respondents categorized their restaurants as full service or casual dining.

Perhaps unsurprisingly, the fewest respondents operate in the upscale or fine dining category.

  • Full service / casual dining: 30 percent
  • Fast casual: 28 percent
  • Quick service: 20 percent
  • Midscale / family dining: 15 percent
  • Upscale / fine dining: 7 percent

The What

So, what question caught our attention at KRG Hospitality?

“In the past 12 months, which initiatives did your organization undertake after analyzing data?”

NRN conducted this survey in November 2023. Not surprisingly, respondents mostly made changes to their menus after reviewing their data. Streamlining menus and adjusting prices were two of the biggest operational trends last year, as many operators are no doubt well aware.

That theory is supported by the survey results. Below, the top four answers to the question above.

  • Changed menu prices (48 percent)
  • Removed items from or added items to our menu (47 percent)
  • Improved the way we trained our staff (26 percent)
  • Adjusted our loyalty program’s rewards and/or incentives (24 percent)

Honestly, it’s heartening to see that training is among the top-three data-driven actions operators took last year. And, of course, it’s not shocking that the menu was the focus of the most attention. Streamlining is an effective way to reduce food and labor costs. Further, pricing is always (please excuse the pun) on the menu.

Our question is: What changes, if any, do you plan to implement this year now that we’re headed into Q3?

The What: The Sequel

If the menu received the most attention after operators reviewed their data, what received the least?

Well, it appears marketing fell to the wayside, along with the kitchen. The following are the bottom four answers to the question in the section above:

  • A/B tested marketing campaigns and increased ROI (6 percent)
  • Changed specs on our kitchen equipment or technology (10 percent)
  • Identified lapsed customers and marketed to them (11 percent)
  • Increased throughput in our kitchen during peak periods (13 percent)

Now, I’ll concede that one marketing action found itself in the middle of the pack when it came to this survey question. Upon analyzing their data, 18 percent of respondents identified new potential guests and marketed to those people.

Still, in comparison to making changes to menus, the fewest respondents took marketing action or made changes to the kitchen directly.

Does this mean that menu changes have the greatest impact on guests and ROI? Well, that’s possible. However, I think something else is at play.

Personally, I think collecting data is the easy part. At this point, most platforms serving our industry are collecting data for operators.

But tracking the correct metrics, analyzing the associated data, and knowing what to do after analyzing said data? That’s difficult. It can be overwhelming, which is why it’s so important to build and implement the proper tech stack for a specific concept. This is why one of the services we offer our clients is tech-stack development.

Further, the tech stack needs to be built around an operator and their leadership team. If nobody knows how to use it or what to do with the data they’re collecting, it’s useless.

Image: Shutterstock. Disclaimer: This image was generated by an Artificial Intelligence (AI) system.

Bar Pub Brewery Nightclub Club Nightlife Technology Plan Tech Stack

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Questions Future Operators Need to Ask

Questions Future Operators Need to Ask Before Opening

by Jennifer Radkey

Black and orange question marks

Taking your dream bar or restaurant from vision to reality can be an exciting journey but too many people get ahead of themselves during the process.

What are some of the first actions a future operator takes when deciding to open a new restaurant or bar? Well, many will dive right into deciding on a concept, looking at locations, or figuring out costs. Some may take the time to wisely invest in feasibility, concept, and business plans.

Very few will ask themselves the crucial questions that will help them figure out if they are truly ready to take on this huge endeavorand be successful at it.

Before designing menus, hiring a real estate agent, or looking for investments, you need to sit down and gain a clear understanding of the state of your mindset. Successfully opening a restaurant or bar can be mentally and physically exhausting. Well before you open your doors you need to have acquired a mindset that is built on resilience, growth, leadership, and positivity.

Below are several questions to considerand answer truthfullybefore diving in.

Mindset Questions

  1. What is the purpose behind wanting to open a restaurant or bar? Why is this goal significant to you?
  2. How do you currently stay motivated and do you have a system in place to turn to when you lose motivation?
  3. Do you feel capable of handling the day to day pressures of starting and operating a business? Why or why not?
  4. Have you been in a leadership position before? On a scale of one to 10 (one being not successful at all and 10 being very successful), how successful of a leader were you?
  5. What kind of leader do you want to be and Is there someone in a leadership position you admire and can learn from?
  6. If you feel that you can not be the leader your business needs to succeed is there a partner you can rely on for this?
  7. Are you currently in a good position to be able to devote the time, energy, resources, and focus needed to undertake this endeavor?
  8. What non-negotiables do you have in your life? What are you willing to sacrifice for this dream and what are you not?
  9. How comfortable are you with meeting people and being open to others’ ideas?
  10. What are three key strengths you possess? How will they help you succeed?
  11. What are three weaknesses you possess? How might they hinder your success?
  12. Are you comfortable with delegating to others when you are not the best person for a task?
  13. Do you have a strong support system in place of people you can turn to when needed?
  14. Why are you choosing to open a business in the hospitality industry? How do you plan to leave your mark in it?
  15. Do you possess the knowledge to run the day to day operations of a restaurant or bar? If not, how do you plan to gain that knowledge?
  16. How open are you to continuous education and learning for yourself and your future team?
  17. How will you balance opening a new restaurant/bar with your personal life?
  18. Are you willing to adapt and pivot when needed, even if it means an entirely new concept?
  19. How do you currently deal with failure?
  20. How will opening a restaurant/bar impact other areas of your life?

Once you have answered these questions you will have a better understanding of where your mindset stands right now, what areas you may need to improve upon, and if you are truly ready to open your own restaurant or bar. There is a saying that knowledge is power, and self-knowledge is the most powerful kind!

Cheers to professional and personal well-being!

Image: Laurin Steffens on Unsplash

KRG Hospitality. Business Coach. Restaurant Coach. Hotel Coach. Hospitality Coach. Mindset Coach.

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