Restaurant Operations

Creating Restaurant Brand Ambassadors

Originally Posted on FoodableTV by Doug Radkey – 10/14/2017

Ask nearly every restaurant owner what their number one, long-term marketing ‘program’ or tactic is, and most will say effective word of mouth. This can be great until it starts to fizzle down or another new restaurant opens up down the street resulting in the competition becoming the new talk of the town.

Instead of shooting into the wind and hoping ‘word of mouth’ with deliver desirable long-term results, restaurateurs need to embrace a program that is an extension of word-of-mouth marketing, by developing what is called ‘brand ambassadors.’

A brand ambassador will positively represent and promote a restaurant’s venue. They will embrace the company values, vision, mission, and culture. They will strengthen a restaurant’s identity within the community by providing additional visibility and overall awareness.

Yes, word of mouth happens organically over time because of excellent food, drink, service, and experiences, don’t get me wrong. But what if there was a way to double-down and create multiple micro-communities and multiple levels of ambassadors to promote a restaurant’s brand?

That’s where an ambassador program comes in.

Here’s how:

Owners & Operators

A winning brand ambassador program begins with guests and staff. However, as with any program, there needs to be a leader. As a restaurant owner or operator, there are many ways to be included within a brand ambassador program and be looked up to as the leader of the program.

Business Networking

Restaurant owners and operators can further ‘humanize the brand’ by networking within the community and showing the face behind the brand at a variety of business events that every city or community holds. Building effective hyper-local relationships is the first step to a winning program.

Community Involvement

Restaurants can build and protect their reputation by being involved in as many community based events as possible and even collaborating with other restaurant or foodservice operators within their area. An open mind and community driven mindset is essential.

Community Influencers

Restaurant owners and operators should also look to build long lasting relationships with community leaders, city officials, F&B distributors, local media, and bloggers— who are all influential within their city. These individuals can further amplify a restaurant’s positive message.

Set Goals

Once an owner or operator is on board with a true brand ambassador program, setting clear goals for both guest and staff ambassadors, is required. What do you want to see come out of this program? When setting goals, remember this one key rule a friend once said – ‘numbers lie and relationships rule’. Don’t look at the financials first; the money will flow once relationships are built.

Restaurant Guests

Happy customers are everything. They are the foundation to effective word of mouth. Outside of hoping they share their experience with their social network, there is a multitude of ways to get them further involved in the process of building true brand ambassadors.

Focus Group

Develop a group of individuals who show great interest in the restaurant (regular guests) and meet with them either once per month or quarter. Discuss upcoming community events, new menu items, or possible events to hold at the restaurant. Get them involved and give them something to talk about. For example, provide food and beverage samples of new menu items they will surely take photos of and share with their network.

Social Amplification

Similar to focus groups, consider holding ‘Facebook Only’ parties for example, where the only guests are ones that are fans of the restaurants page. This will surely amplify your messaging, product, and experience as they will be sharing photos or even live video of the event with their network.

Loyalty Programs

Every restaurant should have some form of loyalty program. There isn’t a one size fits all approach, but the general rule is that it will only work if the restaurant makes it worth something of perceived value. This comes down to knowing customer profiles and thinking of creative ways outside of just the standard ‘get one free after ten purchases’ loyalty program that everyone sees.

Restaurant Staff

When restaurant staff members are effectively on-boarded, trained, and are emotionally happy in their environment (a venue where they get a sense of achievement, respect, and wages) they are more often than not, willing to share the positive moments, effectively becoming brand ambassadors.

Provide Empowerment 

When staff members are given empowerment to make minor decisions, a lot of positive can come from it. Customer service is the number one benefit, and happy customers as we know, continue returning. A training program that focuses on customer service sequence training (role playing) will allow staff the opportunity to create relationships with guests while providing both confidence and empowerment within their respective roles.

Double the Social 

Nearly all employees will be active on some social media platform. Restaurants should look to encourage the use and even supply employees with content to share with their network. A social media training and a social media policy however, needs to be clearly articulated and signed off on to protect the brand. Furthermore, make sure staff members are included as much as possible with community events and any focus groups to amplify the social reach.

Create Stay Interviews

When staff members are happy, make a record of it. Create a ‘stay interview’ which is asking them questions such as why they love working at the restaurant so much? Create a video, share it, and post it on the restaurant’s website. This will create a positive brand perception which will improve hiring processes, reduce turnover costs, and set the stage for future brand ambassadors.

In summary, doing the unexpected, getting involved, creating engagement, highlighting staff, and listening to guests, will instantly develop the foundations for not only word of mouth, but that of a brand ambassador— delivering the desired long-term results!

7 Ways You Can Increase Your Restaurant Brand’s Social Responsibility

Originally Posted on FoodableTV by Doug Radkey – 08/30/17

Giving back to the communities we serve is not a mandated practice, but is rather something extra that restaurants, and businesses alike, can do to improve their local and national communities.

This is also known as— social responsibility.

This practice can not only increase employee engagement, but also:

• Develop a positive perception of your brand
• Increase revenue opportunities; and
• Increase the possibility of local media coverage

What restaurant wouldn’t want that?

According to the National Restaurant Association, over 90% of restaurants in the U.S. make some form of charitable contribution each year.

What more can be done, you ask?

Let’s take a look!

It can be as simple as what the Taproom on 19th does in Philadelphia. The gastropub in partnership with its neighborhood association, gives out free beer to anyone who donates school supplies and winter coats.   

It can involve a more hands-on approach, like what Joey Restaurants is doing with their Cup of Care program, where their front of house, back of house, and head office leaders volunteer their time to wash, peel, and chop over vegetables for beef and barley soup “To date, JOEY has served 100,000 hot meals across Canada, Seattle and Los Angeles partnering with local shelters and organizations” chosen by their employees in each of their communities.

Or, it can involve improving and educating your own team, like Chick-fil-A has done since 1973 with their scholarship program. This brand has been helping restaurant team members achieve their dreams of higher education. Since then, nearly 36,000 team members have received scholarships from the company, “bringing the total amount to nearly $36 million applied at more than 3,000 schools nationwide” as stated in a 2016 blog post on Chick-fil-A’s The Chicken Wire.

Below are a few items to consider when either starting or revamping your own social responsibility program to deliver a more memorable impact!

1. Make it a Team Based Mission

Part of your vision, should be improving your community. How will you turn your vision into a promise? Your program should be highlighted in your mission statement, so it can be shared with your team and community. Take it a step further and set up SMART goals for your program to hold a level of accountability. How much time and/or financial resources do you want to work towards and give back each quarter or year?

2. Reflecting On Your Values

Hopefully you’ve taken the time to define your importance, worth and usefulness within your restaurants statements. If you’ve hired and built your team based on both values and experience, your team should have a common goal of wanting to give back. Get them involved in your social program and have them open up about causes they really care about, as well.

3. Environmental Impact

Is there a way your restaurant can build on sustainability? What energy efficient measures can you put in place at your venue(s) and how can you source more ethical food and beverage products to reduce your environmental footprint?  You can also help the environment out by donating used equipment to nonprofits when it’s time to upgrade (instead of disposing them at your local landfill). What kind of impact do you want your brand to leave behind?

4. Local Events

Restaurants pose an easy and enormous opportunity to sponsor local events or teams, or by donating a percentage of revenues to a local benefit event or organization. With a large seating area, a restaurant can also host a fundraising day or night at the restaurant itself. Restaurateurs can also look to support local military and first responders with dining discounts or donations to their equally important charity programs.

5. Team Building

Your restaurant could also take the approach to improve the long-term wellbeing of your team, through a scholarship or further-education program. This could be additional culinary, management, or mixology education scholarships for example, that will improve your operations, both now and in the future. Speaking of team building, giving back often leads to a more positive work environment and increase in staff retention, plus an increase in creativity and personal growth while promoting individual philanthropy.

6. Disaster Relief

When disaster strikes, restaurants are often in a position to lend a helping hand, either locally, nationally, or globally. Whether it is a tornado, earthquake, hurricane, or other life altering event, restaurants can become hubs for financial donations in addition to ‘match funding’ programs – or even the delivery of food or chefs right to the front-lines.

7. Poverty Assistance

This is an unfortunate aspect of nearly every community. Restaurants are given the opportunity to help the less fortunate through a variety of methods, including volunteer participation, hosting a neighborhood cookout, or by hosting food drives benefiting the local food bank, just to name a few.

As much as a restaurant brands should be taking part in social responsibility for the sole betterment of their community, you should want your program to also improve your image, increase media coverage, develop engagement, and attract investors.

Make sure your program is visible on your website, within the four walls of your establishment, and throughout your social media channels to maximize its reach and potential.

Make it a win-win for everyone!

Before You Expand Your Restaurant Read This

Originally Posted on FoodableTV by Doug Radkey – 08/22/17

Whether you’re an aspiring restaurateur or an experienced operator, it has likely crossed your mind to open at least a “few locations,” or to begin “franchising” a winning concept.

It’s in our human nature to grow and always look for more, right?

When the timing is right, expanding with multiple locations can make a lot of sense for a brand, but only if it is truly, the right time.

A common first challenge is that many restaurants, even successful restaurants, are simply not ready or properly positioned for this type of expansion. To scale a restaurant from one location to two or three and/or to lay the groundwork for franchising, it takes a variety of planning methods, in-depth market research, and the proper execution of a variety of systems.

The second challenge is that many independent restaurateurs try to go through this growth stage all on their own or with their first location’s key staff members, often resulting in burnout for everyone involved and ultimately sacrificing the success of the first restaurant.

The silver lining is that every challenge has a solution if you approach it with the right mindset.

To prepare a restaurant for growth, the following strategies and due diligence need to be prepped prior to moving forward with the idea:

Prep a Business Plan

Just because the first location was successful, doesn’t mean the second or third location will automatically have the same success.

Whether you plan to fund the growth stage yourself or pitch the growth stage to investors, a business plan is vital to the success of not only one, but multiple locations. A market feasibility study (demographics and competition) for each location in addition to trend management, financial forecasting, start-up costs, staff structure, and realistic time-frames to meet critical objectives, all should be vetted out to achieve the long-term success of each location (including the original).

Determine Your Concept Characteristics  

If you’re looking to get into franchising in particular, it is wise to consider operating two or three locations first, prior to executing a ‘franchising plan’. Before others will invest in the concept, it must be tested in a variety of settings and demographics – not just one.

This is where ensuring the five concept characteristics of being scalable, profitable, memorable, consistent, and sustainable are evident in not only your designs, but your complete operations. It may be a wise investment to have a 360 degree assessment done on your venue.

Make Sure Your Systems Can Be Easily Duplicated

Arguably one of the most important aspects in terms of growth is ensuring that each restaurant has the right systems in place. Duplication is the key.

Your operations will undoubtedly run like a well-oiled machine if all restaurant outlets are using the same winning formula.

Each location must operate in unison. If even one system (training, communication, marketing, preparation, inventory, human resources) is broken or is non-existent in the first location, the second location will struggle even more. To do this, there must be operational manuals, HR policies, and training platforms in place that can be easily duplicated.

Keep the Kitchen & Bar Consistent

Playing off of the systems – if you’re developing identical concepts, consistency is essential. If a location is ready for growth, it’s because it’s built a brand with memorable food, drink, and guest experiences.

This must be duplicated among all additional outlets.

But now that a location is growing, so do the expectations of its guests. All recipe books, portions, supply chain, kitchen manuals, bar manuals, and staff training must be created equally and consistently across all channels.

Implement a Supporting Cast  

Remember that everything is multiplied when adding additional locations, including the headaches and sacrifices it takes to operate just one location.

Are you in a position to handle this extra workload? The answer is probably no. What often happens is the owner will spend more time at the new location, leaving the first location vulnerable.

That’s why it’s important to take the time to consider the right management team for multiple locations, including additional chefs, managers, and supervisors in addition to startup specialists like consultants, designers, engineers, and architects that will save time, money, and energy.

Re-evaluate Your Marketing Plan

Is your current marketing plan suitable for multiple locations? What has worked and not worked for the first location? What would need to be changed in terms of the website, search engine optimization, social media, and print collateral to name a few?

In addition, if not already complete, trademarking the name, logo, and any associated tag-lines is also critical to protect the brand in new or multiple markets.

In short, restaurant growth and/or franchising can create enormous opportunities if executed properly.

That said, the number of locations a restaurateur or restaurant group may have is simply that, just a number. It’s important to not forget the fundamentals, where the quality of food & beverage, customer service, and guest experience is paramount at each location.

9 Ways to Maximize Restaurant Downtime

Originally Posted on FoodableTV – By Doug Radkey 07/22/2017

Unless you’re a part of a very small percentage of restaurants that are always busy with customers, there is going to be some downtime throughout the day and in between services.

In many restaurants and bars, this time is often filled with staff gossiping and texting on their phones, or in summary, being unproductive.

Each position within the operations should have very clear job expectations from day one, including what to work on each day during quiet moments.

This is important to keep the restaurant running at a consistent high level. Owners, operators, and managers need to also lead by example during these times and maximize each moment of opportunity.

Outside of scheduling employee breaks, here are nine ways to make the most it:

1.Scheduling

The key is to keep energy levels high at all times. You don’t want to allow staff to become bored while at work. Reduce the amount of staff required during these times and have a daily, weekly, and monthly schedule of tasks required, to keep the ship sailing.

Prepare easy to follow checklists and don’t be afraid to delegate tasks. Use this opportunity to get everyone involved and working towards a set of common goals.

2.Service Preparation

Likely the most obvious task is preparing for the next rush of customers. Food preparation, stocking of beverages, preparing garnishes, filling salt & pepper shakers, rolling flat-wares, and checking other condiments should be a priority during these “downtimes.” A checklist listing each item will ensure nothing is overlooked and that service runs smoothly.

3.Cleaning Tasks

The next item to consider is cleaning. The old adage of “if you have time to lean, you have time to clean” should be ingrained into each staff member. Prepping thorough cleaning schedules that also promote accountability is essential as there is zero excuse for a dirty restaurant. Everyone must be on-board and understand the consequences.

4.Inventory/Ordering

Ordering and inventory control should not be two separate processes – they should work as one cohesive unit. There is now an array of apps, programs, and point-of-sale add-ons available to assist staff.

The secret to ordering and inventory control, still lies within you – the owner, operator, chef, or manager to ensure it is completed and accurate – so use this time wisely.

5. Review Marketing & Advertising

Assuming there is a monthly and quarterly marketing & advertising plan in place, use this time, at least once per week, to review the budget and the programs. Which areas are showing results, which need further investment, or which ones need to be discontinued?

Take this time to also review the hyper-local competition and do an in-depth analysis of social media accounts. Summarize the past weeks online and offline guest comments and/or secret diner results and then prepare a full summary report to discuss with your staff.

6. Review Cash-flow

Set aside a moment each day to review current point-of-sale reports, invoices, and other accounting statements which will assist the entire team to analyze guest counts, revenue, food & beverage costs, and labor costs which should be reviewed against week-over-week, month-over-month, and year-over-year reports.

This summarization will then assist in predicting future revenue, scheduling needs, food & beverage preparation, and other operational trends allowing you to more effectively ‘live in the moment’.

7. Ongoing Training Schedule

To run a smooth restaurant, it is imperative everyone continues to learn while working towards both team and personal goals. Use quiet moments to learn new food and drink options, refresh the team on ingredients, complete taste testings, and review service sequences.

This is also a great opportunity to role play different guest and service interactions based on recent scenarios that may have occured – practice makes perfect!

8. Preventative Maintenance

A thorough walk-through of the property, both inside and out, should be scheduled at least once per week before opening or during these noted quiet times. What needs to be fixed or replaced? What filters (water, grease, hood) need to be cleaned? What equipment could use a check-up or some fine-tuning?

Stay on top of it now to prevent surprises during peak periods. Also, it’s ideal and encouraged to turn off equipment not needed during these quiet moments to save on energy and costs.

9. Hold Meetings

Lastly, use this time to effectively communicate. Hold team meetings to discuss the upcoming service, marketing & advertising plan, recent guest comments, and current financials of the restaurant. One can also use this time to conduct one-on-one interviews with staff as a time to set and review personal goals within the operations.

An old friend used to say, “less chitter-chatter, more pitter-patter.”

If restaurateurs continuously look for ways to keep productivity at its highest peak and for ways to fill this quiet time with paying customers, restaurants will see immediate results, day in and day out.

It takes a team effort and it starts now!

Maximize Restaurant Profits & Live in the Moment

Originally Posted on FoodableTV – By Doug Radkey 07/05/2017

There are arguably four key ingredients to a successful restaurant – the right marketing plan, flawless operating systems, memorable customer experiences, and finally, what I like to call ‘living in the moment’.

In the blink of an eye, a moment of opportunity is simply gone. You’re not going to get the past day, past hour, or past minute – back again.

With that in mind, ask yourself this right now– have you taken full advantage of cost control and revenue generation during the past day, past hour, and past minute?

A successful restaurateur understands they must maximize every day, every hour, every seat, every phone call, and every online order. Empty seats and minimal productivity is simply not good for business in this cut-throat industry where costs must be controlled and where revenue must be generated on an evolving basis.

Customer duration, kitchen productivity, average check, and Revenue Per Minute (RPM) or Revenue Per Available Seat Hour (RevPASH,) must be closely monitored by today’s operators and managers.

So, how can a restaurateur maximize profits, improve customer turnover rates, control operating costs, and effectively live in the moment?

Here are some tips everyone can use, starting today!

Tip #1: Do an Operations Audit

Review all day-to-day processes and understand the overall work-flow of the restaurant.

Some good questions to answer:

• What back-of-house systems and front-of-house systems are being utilized?
• How are they affecting productivity, customer service, and customer turnover?

Review each checklist, each training program, each communication method, and each piece of equipment to determine how it is either hurting or improving the restaurant– in both the short term and long term.

Tip #2: Integrate Technology

Without completely replacing person-to-person interaction, how can new restaurant technology improve how a restaurant lives in the moment?

New technology can develop better and quicker communication amongst the entire team (for example, table-side POS systems.) It can also enhance and create more profitable take-out & delivery programs (for example, online ordering).

Technology can also improve inventory methods and cooking time methods, which will both reduce waste and help to control hourly operating costs. It may be time to complete a technology audit for your property.

Tip #3: Maximize Space

Table management, floor layouts, take-out counter design, and kitchen space optimization will in fact, play a large role in productivity, customer experiences, and customer turnover per day and per hour.

For example, a restaurant’s table configuration will greatly affect duration and average revenue per customer, based on the spacing between tables and whether it is a booth configuration or an anchored or non-anchored table setting.

Make sure you’re maximizing every square inch to its full capacity based on the concept and average party size without diminishing customer experiences.

Tip #4: Improve Menu Engineering

It’s no secret– the menu is where the money is made. The size of menu also plays a large role in productivity/ work-flow, potential waste levels, time of visit, and customer turnover rates.

For example, to fill seats during traditional non-peak hours, restaurateurs need to consider menus that target a variety of day-parts while understanding their ideal customer profile.

This takes a full team effort, from the owners, managers, chefs, and front-of-house staff with the assistance of point-of-sale reports, customer feedback, and other market research.

Tip #5: Update your Marketing Plan Regularly

The moment a restaurant stops marketing, is the moment it starts failing.

Once a restaurateur truly understands their locations slow periods and peak periods, in addition to target market and guest spending habits, a strategic plan can be developed and executed to maximize each moment of each day.

Ensure your restaurant has a monthly and quarterly marketing plan created with SMART goals.

Tip #6: Consistently Monitor Guest Experience

Outside of food, drink, and customer service – music (tempo & style), lighting (brightness), seating and/or counter configuration, and overall interior design also play a large role in contributing to a guest’s duration, their amount of spending, and if they will return again.

These consumer touch points must be monitored and measured on an ongoing basis, preferably with the help of secret diners.

Tip #7: Restaurant Revenue Management

Taking all of the above strategies and aligning it with an in-house Restaurant Revenue Management program (RRM), will accurately maximize revenue, time, and capacity while controlling your operating costs.

RRM can be defined as simply selling the right seat (or take-out meal), to the right customer, at the right price, at the right time, and for the right duration of time.

It is possible that a restaurant could run at 75% capacity or more, and still not be profitable. This is why combining what’s called Revenue per Available Seat Hour (RevPASH) or Revenue per Minute (RPM) reports with seat duration, average check, food costs, and operating costs including labor cost reports is extremely important to maximize each and every moment.

Some key takeaway questions to ask yourself now:

• What is the dollar value of each seat and each take-out order; every hour, day, month, and year for your restaurant?
• What is the cost of each operating hour?
• Are you living each moment to its fullest?
• What areas and what times of day can you improve on?

Only you know these answers and can leverage them to develop an action plan that will make your restaurant more profitable.

The Importance of Secret Diners

Originally Posted on FoodableTV by Doug Radkey – 06/20/2017

Traditional comment cards and now online reviews play a large role in this industry, but only a very small percentage of guests actually fill out the forms and/or leave a review. Plus, it doesn’t always provide a measurable result.

To get a truly unbiased, outside perspective, a secret shopper or ‘diner’ in this case, is often the best option.

For a minimal investment, a secret diner program can become a profitable training and development platform for owners, operators, and managers. A secret diner also provides a different perspective: one that speaks from the eyes of a customer and not from the eyes of an owner, manager, employee, friend, or family member. 

After a secret diner visit (which is suggested to be once every month or at least every three months), a secret diner should leave a comprehensive report of the visit with a list of positives, negatives, and a score for a variety of categories. This score (which should be shared with staff) can be used as a measurable tool while also implementing a high level of accountability – with a goal to improve the score after each future visit.

A secret diner, whether for a franchise or independent restaurant, bar, hotel, or entertainment venue should be looking to fill out the following in their reports for restaurant operators to evaluate:

Curb Appeal 

A secret diner will score the establishment on parking, visibility, the landscape, lighting, and overall cleanliness of the exterior elements.

As a first impression, this score is extremely important and should not be taken lightly. 

Greetings 

No matter the type of concept (whether it’s a host/hostess in a full service restaurant or a staff member behind a counter at a QSR), the restaurant will be evaluated how long it took to be acknowledged upon entering. 

Share the in-house policies for greetings with the secret diner beforehand so they know what to look for.

A secret diner will also report on how smooth the process was while timing each of the interactions, including greetings for table service and how long a guest is traditionally waiting to be seated or taken care of for drinks. 

Service Sequence

Service staff are often the make or break between a positive and negative guest experience.

Are they following proper procedures when owners and managers are not around?

Are they announcing specials, walking a new guest through the menu, up-selling, or simply making suggestions based on knowledge of the menu?

Are they gossiping with other staff, or are they on their mobile phones? 

Are they able to adjust to a potential conflict a secret diner may throw at them unexpectedly?

These are all measurable results that can be used for future training purposes and improving customer service sequences. 

Quality Control

Food and beverage is of course, a crucial element to the success of the restaurant. A secret diner will test an establishment on timing between ordering and receiving each portion of the meal (including drinks) in addition to the overall taste and the overall presentation.

They will take note if they feel something is missing (maybe a garnish), if something was under or over-cooked, or simply could be better in terms of presentation.

All of this information is prudent to the improvement of a successful bar and/or kitchen.

Cleanliness

A secret diner will also take note of the cleanliness throughout the restaurant. These individuals are trained to look for clean chairs, tables, menus, condiment holders, floors, washrooms, and walls etc.

From where they’re sitting, what is visible to them at server stations, behind the bar, or into the kitchen? Use this information to improve cleaning schedules, work stations, and checklists.

Special Audits

An owner, operator, or manager may also consider hiring a secret diner to look for a specific issue they feel they’re experiencing. For example, is a bartender being too generous and adding in an extra half ounce (or more) of alcohol when asked nicely by the customer? Are they checking identification of possible underage guests? These are just two examples, but a secret diner can often be better eyes and ears than that of a camera.

A secret diner program is often overlooked or considered an unnecessary expense. If an establishment looks at it as a way to control costs and achieve efficiency, and is completed on a consistent basis, if will undoubtedly improve customer satisfaction and customer experiences. In addition it will also improve methods for current and future employees, training platforms, inventory control, and overall operations. 

All of this is extremely important when looking to grow, gain respectability within a community, or simply improve operations. Without these reports, a restaurant would be losing out on the opportunity to better themselves with an unbiased view of the establishment.

Nobody is perfect, but everyone can work towards a common objective and a secret diner program is the perfect start.

Developing Your Restaurants Curb Appeal

Originally Posted on FoodableTV – By Doug Radkey 06/07/2017

Outside of social media, word-of-mouth, and online directories – how else does a potential guest notice a restaurant? The answer; a store’s outside appearance.

As a restaurateur, it should start with a concept development plan that not only focuses on the interior, but one that also focuses on creativity throughout the exteriors architectural design.

A restaurant’s exterior, even in a shared retail plaza or downtown core with minimal ‘store-front’ square footage, should offer a sense of transparency and cohesiveness between the inside and the outside. When a potential guest is outside of a restaurant, they should also feel a sense of energy, enticing them to go inside.

Not every restaurant is going to be a hidden gem within the community. As always, one must thoroughly think about the message that’s intended to be delivered. With proper planning and thought processes, the exterior will help make a memorable, first impression.

Do an Initial Audit  

Walk through the targeted (hyper-local) neighborhood and take note of the immediate surroundings and other restaurants. What restaurants are standing out in a positive fashion? What about the restaurants that are driving a negative emotion as it’s approached? Take note of these findings and make a to-do and not to-do list.

Consider the Parking

In this industry, we talk a lot about guest experiences. The first thing a guest is going to experience is the parking situation. A perfect way to ruin a positive restaurant experience is to have guests leave only to discover that their cars have been ticketed or towed. Consider the concept’s intended capacity, both take-out and dine-in traffic, hours of operations, and the surrounding businesses – plus the parking spaces they will be demanding. Is there enough convenient parking spaces for everyone? If not, move on to the next.

The Importance of Landscaping

Depending on the location, not every restaurant will have the opportunity to customize storefronts or offer unique landscaping. However, even the most minimal locations can be creatively executed with greenery and/or gardens etc. A restaurateur should also consider the brand’s color scheme and overall style, while providing a distinctive contrast with any of the neighboring businesses.

Branding in the Storefront

Signage is an obvious requirement to draw attention, to allow for ease of recognition, and to drive a concept’s primary message. Any secondary signage (on windows for example), should have text and graphics that easily coincide with the concept. As an operator, it’s important to remember that potential customers want to see inside the restaurant, so don’t overuse window graphics (and please stop using hand written notices on doors & windows).

Menu Display

If a restaurant is in a high foot-traffic area, ensure the food & drink menu along with the daily special  is posted and available to read from outside the restaurant. Remember that your menu is the best marketing tool, so make it readily available, even during non-operating hours.

Embrace Openness

Is there a creative way for potential guests to visualize or smell the cuisine or listen to the sounds coming from inside the restaurant? Find ways to have the energy from within the restaurant, fill the streets or parking lot without disrupting neighbors or landlords.

Outdoor Seating

Depending on the concept and seasonal climate, outdoor seating can easily drive some of the most positive experiences for guests. Similar to “openness,” it presents a restaurant the opportunity to create a visualization of food, drink, and service from the street. However, it’s important to remember that choice of furniture must equally play an important role and that staff members are responsive and are clearing outdoor tables regularly.

Lighting  

A restaurant’s lighting, both inside and outside, is extremely important. Interior light choices need to be considered from an exteriors point of view as well. Potential guests walking by should be able to see food, drink, and the atmosphere. This will help to drive a guest’s decision to come in. Outdoor lighting for patios need to be creatively decided upon and it’s equally imperative, that there is enough exterior lighting for the safety of both the guest and staff.

Do a Curb Audit

Do a walk around of the restaurant every 1-2 days and ensure it’s clean and tidy. Then, take the time, every few months, to simply people watch. Sit outside, near the restaurant, and see how people react when they walk up to or by the restaurant. Are they slowing down? Are they looking at the menu? Are they stopping and looking inside? Count how many for each category over the course of 1-2 hours and consider making adjustments as needed.

At the end of the day, a guest wants a memorable dining experience. This starts outside. If it is uninviting, a potential guest will turn away or keep walking. If it’s cluttered, unorganized, or dirty, they will quickly associate this with the interior, including the kitchen.

Curb appeal is a means of effective communication. When developing a concept plan and/or when choosing a location, consider each of these external factors to ensure the restaurant is in a position to foster positive customer emotions and “touch points.” This will ultimately drive awareness, revenue, and repeat business.