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What is the Cost of Opening a Restaurant

What is the Cost of Opening a Restaurant?

Originally Posted on Typsy – By Doug Radkey 06/28/2017

Starting a restaurant is not a cheap endeavour. There are a variety of cost factors to consider when developing a restaurant concept and it is imperative that an aspiring restaurateur measures the cost difference between purchasing an existing restaurant, taking over a vacant restaurant space, starting a restaurant from scratch, or buying into a franchise model.

The riskiest scenario, which will require additional planning and, in all likelihood, additional funding, involves starting a restaurant from scratch.

Using this start-up model as an example, we can break down the different cost categories that many will overlook.

The average start-up restaurant, in US dollars, can range from $295,000 to $660,000+ depending on a variety of factors, including of course size of establishment. In terms of square feet, the total project can range from $150 to $200+ USD per square foot, depending on the scale of design and chosen materials.

The largest cost factor is going to be the construction and renovation period, which can range from 35 to 65% of the total start-up costs.

These are key budget scenarios to consider when one is trying to decide on a location and size of an establishment. A restaurateur will want to keep 24 to 28% of the space for kitchen production and allow for approximately (and ideally) 15 to 25 square feet, per seat.

This again all depends on choice of concept. It is difficult to pin-point precise costs for you as every concept is different, but we can outline the variety of cost categories to consider for your start-up budgets.

Leasehold Assets

Construction and design
In addition to the above notes, a restaurateur will want to keep in mind engineering costs, interior designer costs, millwork costs, artist renderings, and permit costs.

Restaurant furniture
Consider the style of tables, table stands, and chairs that one would need for the restaurant, based on concept and size. This can range from $300 to $700+ per set of table and chairs.

Kitchen & bar equipment and supplies
When developing a concept, it’s important to understand the menu that will be developed to assist in estimating kitchen & bar size constraints and the type of equipment needed. Kitchen and bar equipment can range from $50,000 to $125,000+ USD depending on the size of space. Consider in this budget shelving, storage, and small wares in addition to any required exhaust hood systems.

Plates, glassware, and takeout containers
Based on the size of the restaurant and project sales and turnover, how many plates, drinking glasses, and takeout containers will one need to get started? Consider each type of glass (wine, beer, juice, martini etc.) in addition to soup bowls, salad bowls, desserts and so on.

Food and beverage supply
The cost of purchasing food and beverage for opening is often overlooked. Though some suppliers will offer payment terms, it is best to budget for the first shipment(s) in addition to food & beverage for training.

Rent & Operating Costs

Security deposit
As a new entrepreneur without any kind of track record, a property manager will likely require a security deposit that will be returned after the first twelve months of business. This can range from $5,000 to $10,000 USD.

Lease payments
During renovations, a property manager will often settle on a negotiation for ‘free rent’ during that period, usually 2-3 months. However, it is ideal to budget 1 to 2 months of lease payments in the case of any unexpected delays.

Utility payments
It is wise to budget for 3 to 6 months of utility costs and keep in mind that many utility companies (water, energy, and gas), will want a deposit from new customers.

Capital cash flow
Many restaurants open with no money left in the bank. This can become a critical situation. It is best practice to budget at least 1-3 months or more worth of wages and lease payments to be on the safe side, and to have money in the bank for emergency and simple cash-flow purposes.

Marketing & Advertising Costs

Web design and social media

Unless one plans to do in-house, a professional marketing agency may be hired to design a website, set-up social media channels, and get the restaurant listed on all of the crucial review sites.

Logo design
This could be provided by the same agency as above. It is always suggested to have a professional design the logo and branding package. In this category, also consider the cost of trademarks.

Outdoor and indoor signage
This cost can vary greatly, depending on the style of sign needed for the property and the layout of the logo. One must not forget about interior signage and branding as well.

Menu printing
There must be a budget for menu covers and printing. Again, this cost can vary, depending on number of seats, style of menus, and if there are printed takeout menus to be distributed.

Other mediums
Set aside a budget for any video production, radio commercials, print advertising, and other partnerships that may be needed to generate opening day buzz!

Grand Opening Costs

Staff uniforms
Once a restaurateur has an idea of the staff plan, a uniform budget can be allocated for chefs, cooks, bartenders, servers, and managers. To save some costs, it’s ideal to have employees provide their own pants.

Staff training
A start-up restaurant will want to set aside two to three weeks of training and orientation. It is best practice to set up a mock training schedule during the planning stage to develop this budget.

Soft opening
Often you will have a one week practice period so your staff can run through real-life scenarios with a select group of guests. A budget should be set aside for food and beverage costs, as a soft opening is often offered for free to guests.

Grand opening
Consider a budget for a grand opening event that will attract the attention of local dignitaries, media, food bloggers, and the immediate community.

Administrative Costs

Business licenses
Though minimal and needed, research your local and regional licenses and their associated costs, including traditional business/corporation licenses, liquor/beer licenses, and music licenses.

Ordering and payment solutions
A point of sale (POS) system is vital for customer service, inventory, communication, and other reports. Set aside a budget for a program and set of hardware that is suitable for the style of concept.

Insurance/legal fees
Construction insurance and operating insurance should be purchased prior to opening, for the renovation and training period. You should also allocate part of your budget to a business lawyer who can read through lease agreements.

Accountant 
It is ideal to have an accountant during the start-up phase, to track and organize expenses and to guide a restaurateur in the right direction, financially. This individual will also assist in setting up payroll and HR files for all start-up employees.

Hidden costs
As with any type of project, there are always hidden costs that are not accounted for. It is best practice to set aside a budget, similar to that of the operating capital, to ensure there are some funds available in case of emergency.

All of this may become very overwhelming for a start-up venture. With a proper feasibility study, concept development plan, and business plan – in addition to a restaurateur surrounding themselves with the right team of consultants, engineers, designers, and contractors – a start-up project can in fact stay within budget.

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Why You Should Conduct a Restaurant Feasibility Study

Why You Should Conduct a Restaurant Feasibility Study

Originally Posted on Typsy – By Doug Radkey 06/01/2017

So you have an idea for a new restaurant or bar – fantastic! But will it have long-term sustainability, or will it just become another failing statistic in 12 to 18 months?

Is it a restaurant you want to open because it’s been your dream… or is it equally a restaurant your market both wants and needs?

A feasibility study is an essential component of your start-up’s success, but it’s a process many new restaurateurs skip out on, leading to wasted time and a quick loss of investment. A feasibility study must be conducted in order to determine the potential success rate of the restaurant, and to minimize the risks related to the start-up.

This plan or study should be the first of three plans (a feasibility study, a concept development, and a business plan) that work as a cohesive unit prior to securing any lease or investing any further funds.

Here are four essential categories to assist you in researching and presenting a successful feasibility study.

Step One: Preliminary Analysis

Outline your proposed restaurant in terms of service style, target market, required location size, and style of food and beverage. Take this time to be as specific as possible!

Next, determine if your restaurant will fill a gap in a currently under-served niche in your market (look at age groups, income groups, and multicultural populations – specifically). List as many details as possible.

Will your new restaurant successfully compete with similar food & beverage concepts within your proposed market? Is there enough room for more? What advantages will your new concept bring to differentiate itself? Use this time to consider intended food & beverage quality, space capacity, location needs, value statements, pricing structure, and atmosphere.

If your market has zero direct competitors, first ask yourself: why?

Next, what immediate challenges or threats will your start-up face? What is the labour market looking like? Are there enough qualified chefs, managers, and bartenders, for example? Would your location have challenges in terms of supply chain management or food and beverage delivery logistics? Are you close to a farming community?

If you think your early vision has a chance – move on to the next step of the process.

Step Two: Market Survey

A good market analysis is key to your success. Accumulate and analyze your market’s population trends, lifestyles, demographic features, community profiles, cultural factors, traffic patterns, local capital improvement projects, and the income levels within your target city.

Next, analyze the food and beverage offerings within your community. Map them out by location and style of concept. Keep in mind high-end grocery chains that now offer quick meal solutions.

Complete a SWOT Analysis (Strengths, Weaknesses, Opportunities, Threats) to analyze the pricing, menu options, location, seating, promotions, service level, customer reviews, and community involvement of each key competitor.

Finally, get out in the market (physically and/or online) and survey actual target customers. Ask them a series of important questions regarding your visualized concept. Document these answers for review and analysis to determine if the target market is not only large enough, but has room for growth.

Step Three: Mock Financials

This is an important step, for obvious reasons. But how will you know your proposed restaurant’s monthly expenses and revenue? With careful research, analysis, industry percentages, and reports from government agencies, you can determine averages and projections for your concept and style of service.

With this step, you can also determine projected start-up costs (budget constraints), staffing needs, wages and salaries, food and beverage costs, average monthly lease payments, marketing and advertising costs, and much more.

To determine potential revenue, you can project your operating hours, seating or take-out capacity, and revenue per customer goals that are a reflection of the market size. Use this data to complete an hourly based foot traffic analysis to back-up your numbers and realistically see how many customers can be served per hour, day, week, and month.

There is a lot of data you need to research, to complete this step, so you may want to consider hiring a professional who knows the industry and/or local market at this point. It is important to understand projected break-even points and if there is enough demand in your market space so you know you can generate a profit.

Step Four: Review

Re-examine your entire study so far. Make sure it is organized with graphs, charts, and plenty of factual data. Does the data reflect realistic expectations? Analyze your risks, time, and overall projections.

Listen to your gut feeling and make sure your next decision is a calculated one. The more data you collect, the easier the decision will be. Are you ready to make the commitment? If not, walk away now.

If yes, great … the next step is taking this data and implementing it into your action plans!

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How to Lower & Control Labor Costs in Your Restaurant

How to Lower & Control Labor Costs in Your Restaurant

Originally Posted on Typsy – By Doug Radkey 04/25/2017

It’s no secret; the ‘average’ restaurant and bar has up to 70-80% of their costs tied up in three areas (food, labor, and rent). At the end of the day, it’s who controls these core costs the best that ultimately wins ‘the game’.

Outside of delivering memorable experiences, marketing, and customer service; developing systems to monitor quality, portions, and value in your food, drink, and entertainment options will help control your food and rent costs, while also developing repeat customers – resulting in consistent revenue, operating capital, profit margins, and engaged staff.

But what about labor costs? How can you lower them? The same way – through control!

This is the mindset you and your team need to have to be successful; every minute, every hour, and every day throughout the year.

Here are some tips to help you get started.

Refine Your Hiring Process

Ensure you have created a value, vision, mission, and culture statement first, to ensure you’re hiring team members that match the values and characteristics your concept needs to be successful.

At the end of the day, ‘values beat experiences when experience doesn’t work hard’. Hiring the right candidates from the start will immediately lower your long-term labor costs.

Balance Staff

Take into consideration (and be careful of) how many full-time versus part-time employees you have that are guaranteed a set amount of hours each and every week.

Ensure you’re leaving the flexibility of given hours in your control, not theirs, even though offering full-time positions may be more attractive during recruitment. With detailed forecasts and budgeting, you can strike the right balance.

Maintain Training Programs

Proper training programs are the backbone to the success of controlling labor costs. Make sure there is an advanced system in place and that it is being executed in a consistent manner within your establishment – by all team members.

There must be transparency and accountability within the program, with a set amount of time allocated for each training session in addition to a set criteria of goals for each new hire to achieve.

Training should also not stop after the first few shifts. A winning training program is one that constantly teaches and cross-trains staff months and years after hiring.

In summary, invest in your staff and they will invest in you.

Monitor Reports

It is imperative that an owner/operator reviews productivity reports each week and avoids overtime pay at all costs.

When creating staff schedules, it is ideal to create them based on current sales reports plus week-over-week and year-over-year trends. Equally, when reviewing sign-in and sign-out reports, ensure that staff members are not abusing the clock, by signing in too early for each shift (for example).

At the end of the day, adequate control starts with the owner/operator and there is plenty of affordable technology such as ‘7Shifts’ that can assist you along the way.

Have Proper HR Processes

Human resource management is much more than just the hiring and dismissal process.

A successful restaurant will have processes in place that not only engage, but reward staff for achieving growth milestones.

Ensure you have a transparent growth and pay scale strategy for each position, in addition to one-on-one quarterly meetings, that will keep individuals working towards a SMART personal goal at your establishment.

Create Experiences

Experiences shouldn’t stop at customers. A restaurant needs to make the job more than ‘just a paycheck’ for employees. What experiences can you deliver to your team that will make them excited to come to work every day and speak positively about the restaurant, with their friends and within the community?

If you take the opposite approach and begin by simply ‘cutting costs’ by offering low wages and fewer hours, there is no other way to say it – you will become a failing statistic within the industry.

When you look at it from a cost-cutting point of view, you will eventually run into less cash-flow. This will then result in late vendor payments, poor food/drink/entertainment quality, fewer guests, and negative staff, which will then lead to turnover costs, poor customer reviews, and an operator who makes irrational business decisions.

With the right mindset and programs, you can, and will, control labor costs along with your other key performance indicators.

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