Here's how you can successfully manage the opening of a new restaurant.

For opening of a new restaurant, this requires meticulous planning, attention to minutes detail, and a dedicated team that can help to push the vision, mission and the dreams. You equally need to stay focused, and with some already drawn checklist, you'll be well on your way to a successful restaurant launch!

Most restaurant business start with dreams, and most of these dream won't come true. You need to have a clear menu and concept before even choosing a location, let alone design and equipment. Start budgeting and plan your revenue and expenses (calculate prime cost) realistically; you need to make a profit of at least 8% after taxes.

Successfully managing the opening of a new restaurant hinges on meticulous planning and execution. Start with a clear concept and a detailed business plan, covering everything from target demographics to marketing strategies. Assemble a skilled team, ensuring that each member aligns with your vision and values. Prioritize training to ensure consistent service and quality. Develop a comprehensive marketing plan to build anticipation and attract customers. Pay attention to logistics, including inventory management and vendor relationships. On opening day, be present to oversee operations, address issues promptly, and engage with guests to gather feedback.

Opening a new restaurant is equal to putting your image in the market through services. Hence its important to to keep higher value of your image in the industry and maintain of the same at any situation. Product quality, value for money, market strategy, guests demands, selecting vendors, trained team of professionals, ambiance etc, are some major factors that plays a huge contribution towards the brand name and revenue.

Eine Vision ist die Grundstruktur für den roten Faden des Unternehmens. Wenn keine klare Vision und Motivation zu sehen ist, wird sich das auch auf das Team und den Führungsstil auswirken. Eine klare Linie ist maßgeblich für den Erfolg.

Make sure your team is solid and has experience appropriate to your concept. If you are opening fine dining, don't hire a GM from a nightlife background. Make sure your chef has run a kitchen of similar size and volume. And don't forget about touching every table at the beginning. Either a manager or preferably an owner. A lot of people skip the hospitality of the industry and that's a mistake.

Planning is crucial. But remember; you can't control the uncontrollable. We're in a game of variables. The best thing to do is prepare for the worst, wish for the best. When planning and budgeting, create several models to refer to, a baseline achieving one, an achieving one, and an exceeding one. Be transparent with your capital partners about return times so pressure isn't throttling you out of the gate. When planning your opening, a clear, proven team aboard with you who you will all be have focused roles, responsibilities, and deliverables. Delegating smartly will be key in your opening so as the principal can focus on the most pertinent of details. When budgeting, always allocate a buffer. You never want to have to ask for more.

Mit einer klaren Vision, sollten die aufgeführten Punkte auch abgedeckt sein. Dies sollte definitiv in der Standort suche miteinfließen. Budgetierung ist wichtiger den je! Eine saubere Budgetierung erleichtert unter dem Geschäftsjahr jegliche Entscheidungen für Ausgaben und erleichtert das Strippenziehen um die Zahlen auf Erfolg zu Zielen. Bezüglich Menü und Mitarbeiterschulung ist eine Planung zwar wichtig, doch sollte es nicht in Stein gemeißelt sein und platz für Spielraum und Kreativität bieten. Ein Restaurant wächst mit seinen Mitarbeitern und auch mit den Gästen. Resüme: - Zahlen sind das A und O - Menü und Mitarbeiter sollten Freiraum für Kreativität und Ideenentwicklung haben

When at the talent acquisition and on-boarding stage, vet your team. Be beyond thorough in their interviews leading to any hire. Conduct two interviews if possible, always have one of your other managers with you to get multiple perspectives on character and experience. The majority of interview processes aren't intentional or thorough or merely don't ask the right questions that need to be. Check references, don't just ask work questions but inquire about what they enjoy doing outside of work and what drives them. Not everyone you'll get will want to be a restaurant owner or share your exact passion, find the common ground and empathize strategizing how you will be able to connect and drive them in different ways. Turnover is expensive.

Erst wer, dann was. Das Team sollte in erster Linie zueinander passen und motiviert sein. Bei dem Thema Erfahrung würde ich z.B im Bereich Service großzügig absehen (anhand des derzeitigen Personalmangels) Es gibt in nicht Leitenden Positionen genug Know How das man erlernen kann, weswegen der Punkt Motivation ganz weit oben für mich steht. Dementsprechend ist Schulung sehr wichtig wenn einem die Erfahrung nicht vorrangig ist. Vertrauen, Loyalität und Motivation sind der Schlüssel zu einem großartigen Team. Die Zeit ist zu Wertvoll um sie mit Streitigkeiten im Team zu verschwenden. Um so ein Team aufzubauen ist die selbstgelebte Vorbildfunktion immens wichtig, genauso wie Wertschätzung, Verständnis und gut Bezahlung.

Wenn alles steht von Konzept, Budget und Team, sollte man selbstverständlich Teasern über Social Media. Dennoch sollte man die Kraft der Zeitungen und exklusiven Gästen für die Eröffnung nicht unterschätzen. Eine geschlossene Eröffnungsfeier mit ausgewählten und hochrangingen Gästen, die selbstverständlich Ihr einzigartiges Erlebnis auf Social Media teilen ist unerlässlich. Einfache Buchungsmöglichkeiten für Reservierungen und Verstaltungen gehören auch dazu. Niemand mag umständliche Reservierungsmöglichkeiten, deswegen sind auch Portale wie book a table als Besipiel wichtig.

Too many operators opening concepts underestimate the importance of stress testing their operation before introducing it to the public. Training needs to be scrutinizingly detailed and situational base. Make sure (if you can afford), have a serious of mock services prior to your Friends and Family, soft open, and then grand opening. Have one or two services with staff members and their peers, rotate so all can get opportunity to live practice. Correct and coach in the moment. Ease into 2 nights of friends and family which will raise the stakes a bit but be more forgiving. Soft opening is crucial to gently pushing your team into the deep end but still allows the time to correct in action. Then it's time for the big lights, grand opening.

Hier kann man zusätzlich Charité Aktionen planen. Wir hatten zum Beispiel ein Altenheim eingeladen, das Essen war kostenlos und konnte dementsprechend auch abgesetzt werden. Fehler können hierbei begradigt werden, Technik geprüft, bei einer Maximal auslastung. Wichtig, nicht still und heimlich öffnen, denn zum einen werden Umsatz rentable Tage vergeudet.

Excellence doesn't mean perfection which is crucial to help your staff understand. As long as your staff can understand that simple "service" is black and white, and true elevated hospitality is color. Any singular piece of feedback in your initial opening period needs to be vetted and taken extremely serious. Be searching for learning moments at every corner. Praise your team in public, correct in private to keep building a healthy culture out of the gate. Practicing incredible hospitality and service costs nothing in the end, your pre-shifts and briefings should be the most important moment of your day with your teams, pour over observations from the previous service, and review/study the guest experience starting from door to being sat.

To be the best at what you do in this industry you need to go above and beyond being thorough in every single detail. Whether it's the bathrooms, the types of lightbulbs and lighting settings you need for exactly the right time of service, or even hand curated playlists. If this is yours, OWN IT. Obsess over the guest and winning over your team, everything else will fall into place. Danny Meyers philosophy of taking care of your team first, who then will take care of the guest, then your vendors and purveyors, and finally the investor. Most operators are terrified by this and feel forced to rush investor returns. Don't open a place forced to be at their beck and call. Bring in smart capital and partners, that is the most important.