This document discusses restaurant concepts and location selection. It provides guidance on developing a clear concept that appeals to a target market. Key aspects of concept include food, atmosphere, pricing and branding. Location is also critical, and the concept must fit the location's demographics, accessibility, visibility and traffic. The sequencing of development is outlined, from initial planning to construction. Design considerations like space allocation, lighting, color and furnishings are also reviewed to ensure they align with the overall concept.
this ppt presentation is about the restaurant atmosphere that how should we enhance our restaurant beauty by following these simple steps..... things that affect our design, concept, theme and over all ambiance.....
A banquet is a large formal meal or feast, usually for many guests. This document provides details on the history and types of banquets, including:
- Banquets originated in ancient Egypt and were celebrated in tombs; they later evolved from medieval ceremonies where guests would stand while tables were cleared.
- Modern banquets usually involve pre-selected menus catering to large groups and allow clients to host events without food preparation responsibilities.
- Effective banquet management requires coordination between departments, detailed planning, and ensuring all client needs and legal requirements are met.
The document discusses the roles and responsibilities of banquet managers and banquet sales executives in coordinating catering functions. It also covers types of function setups, equipment requirements, menu planning, booking procedures, and service styles. Specific examples are provided on calculating space and table requirements for round table seating of 500 guests and setting up dinners for 200 and 140 guests respectively using a top table and sprig method. The key steps for organizing and setting up a function on the event day are also outlined.
The document discusses various aspects of food and beverage service management including types of food and beverage operations, classifications of the industry, types of catering, organizational charts, duties of staff, layouts of service areas, types of services, menus, and menu planning considerations. It provides details on different sectors within the industry such as hotels, restaurants, banqueting, industrial catering, and more. The document serves as a comprehensive overview of the food and beverage service management field.
The document discusses hotel room layouts and types. It begins by defining layout and describing the objectives and strategic importance of layout. It then classifies different types of layouts and describes various color schemes used in hotel room design. The document outlines the four main operational sectors in hotels and notes that housekeeping generates 50% of hotel revenue. It provides details on over 20 different types of hotel rooms, including single, twin, queen, king, suite, connecting and adjoining rooms. Diagrams illustrate examples of common room layouts.
Fast food restaurants became popular in the 1950s with chains like McDonald's and Burger King. They attracted customers with their speed, convenience and cheap prices. Cafes originated in Europe and are known for their relaxed atmosphere, serving coffee, pastries and sandwiches from a counter without table service. Food trucks have low costs and overhead, making them one of the easier ways to open a restaurant, as they can go to customers' locations and require less staff than traditional restaurants. Restaurant buffets have existed since the Middle Ages and allow guests to serve themselves from a variety of dishes, providing a popular dining option for many customers.
This document outlines the roles and responsibilities of various positions within the food and beverage industry. It discusses the typical organizational structure with a food and beverage manager overseeing operations. Responsibilities of managers, restaurant managers, and common food preparation roles like sommeliers and bartenders are described. The document also covers menu types and courses, as well as the duties of hosts/hostesses and room service managers related to sales and service. Finally, it lists important qualities sought when recruiting food and beverage personnel.
this ppt presentation is about the restaurant atmosphere that how should we enhance our restaurant beauty by following these simple steps..... things that affect our design, concept, theme and over all ambiance.....
A banquet is a large formal meal or feast, usually for many guests. This document provides details on the history and types of banquets, including:
- Banquets originated in ancient Egypt and were celebrated in tombs; they later evolved from medieval ceremonies where guests would stand while tables were cleared.
- Modern banquets usually involve pre-selected menus catering to large groups and allow clients to host events without food preparation responsibilities.
- Effective banquet management requires coordination between departments, detailed planning, and ensuring all client needs and legal requirements are met.
The document discusses the roles and responsibilities of banquet managers and banquet sales executives in coordinating catering functions. It also covers types of function setups, equipment requirements, menu planning, booking procedures, and service styles. Specific examples are provided on calculating space and table requirements for round table seating of 500 guests and setting up dinners for 200 and 140 guests respectively using a top table and sprig method. The key steps for organizing and setting up a function on the event day are also outlined.
The document discusses various aspects of food and beverage service management including types of food and beverage operations, classifications of the industry, types of catering, organizational charts, duties of staff, layouts of service areas, types of services, menus, and menu planning considerations. It provides details on different sectors within the industry such as hotels, restaurants, banqueting, industrial catering, and more. The document serves as a comprehensive overview of the food and beverage service management field.
The document discusses hotel room layouts and types. It begins by defining layout and describing the objectives and strategic importance of layout. It then classifies different types of layouts and describes various color schemes used in hotel room design. The document outlines the four main operational sectors in hotels and notes that housekeeping generates 50% of hotel revenue. It provides details on over 20 different types of hotel rooms, including single, twin, queen, king, suite, connecting and adjoining rooms. Diagrams illustrate examples of common room layouts.
Fast food restaurants became popular in the 1950s with chains like McDonald's and Burger King. They attracted customers with their speed, convenience and cheap prices. Cafes originated in Europe and are known for their relaxed atmosphere, serving coffee, pastries and sandwiches from a counter without table service. Food trucks have low costs and overhead, making them one of the easier ways to open a restaurant, as they can go to customers' locations and require less staff than traditional restaurants. Restaurant buffets have existed since the Middle Ages and allow guests to serve themselves from a variety of dishes, providing a popular dining option for many customers.
This document outlines the roles and responsibilities of various positions within the food and beverage industry. It discusses the typical organizational structure with a food and beverage manager overseeing operations. Responsibilities of managers, restaurant managers, and common food preparation roles like sommeliers and bartenders are described. The document also covers menu types and courses, as well as the duties of hosts/hostesses and room service managers related to sales and service. Finally, it lists important qualities sought when recruiting food and beverage personnel.
The document discusses the history and types of restaurants. It notes that the idea of selling food for profit dates back to ancient civilizations, with examples given of restaurants in Ancient Greece and Rome. The first modern restaurant is said to have opened in Paris in 1765. The document then lists and describes 10 common types of restaurants, including coffee shops, specialty restaurants, grill rooms, dining rooms, and fast food restaurants. It provides examples of each type and highlights characteristics like menus, services, pricing, and locations in Ahmedabad, India.
The document discusses different types of restaurants and provides examples of each type. It includes brief descriptions of cafeterias, fast food restaurants, casual dining restaurants, fast casual dining, coffee houses, pubs, bistros, ethnic restaurants, and examples of specific restaurants for each type. Three students each provide a 1-2 sentence summary of their experience with restaurants or what type they prefer and why.
This document provides information on catering and banquet management. It discusses the catering industry, types of catering operations including on-premise, off-premise and mobile catering. It also describes categories of catering such as commercial, welfare/industrial, and transport catering. Specific establishments under each category are listed. The document outlines what catering clients want and the qualities and licenses/insurance needed for a successful caterer.
Briefing is a daily meeting conducted by supervisors with staff before each shift to communicate instructions for the day. It involves reviewing special assignments, functions, menus, service policies, guest preferences, and allocating specific tasks to staff like hosting, serving food, or cashier duties. Proper mise-en-scene and mise-en-place are also important preparations. Mise-en-scene is making the dining area presentable with clean carpets, furniture and lighting. Mise-en-place means preparing the workstations with cleaned equipment and stocked serving items. Correctly setting tables is also part of preparation, whether for a full multi-course meal or a la carte service.
The document discusses buffets, including their key components, types, advantages, and disadvantages. It notes that buffets provide variety, self-service convenience, and an informal atmosphere but can result in food waste and lack of personalized service. Various types of buffets are outlined like meal period buffets, finger buffets, and occasion buffets. Planning considerations for buffets involve factors like available space, number of guests, layout, equipment needs, and cost management.
This document discusses various techniques for menu merchandising, including menu design, pricing, and engineering. It covers topics such as using floor stands, tent cards, and posters to promote the menu; designing the menu to match the facility's style; using images and descriptive text; and categorizing menu items based on popularity and profitability to determine pricing and placement on the menu. The objective of menu engineering is to analyze each item's demand, contribution to profits, and role in the overall menu mix.
The document provides design details for the Top Hat restaurant and lounge, including concept, floor plans, elevations, renderings, and room justifications. The design concept aims to create an elegant, high-end atmosphere inspired by 1940s Chicago style. Gold, crystal chandeliers, crimson textiles, and art deco features will be used to achieve this mood. The lounge will include a dance floor and stage for live jazz music.
The document discusses the back of the house areas in hotels and restaurants. The back of the house refers to all non-public areas where food is prepared, cooked, and plated. It also serves as the central command center. The main areas of the back of the house include the kitchen, stewarding department, employee areas, and offices. The kitchen is the largest area and where food storage, preparation, and cooking takes place. The stewarding department oversees dishwashing and cleaning of kitchen equipment and supplies. Employee areas provide spaces for breaks and locker rooms. Offices are used for administrative work and meetings.
This document provides an overview of different types of restaurants and their characteristics. It discusses chains versus independent restaurants, franchised restaurants, quick-service restaurants, fast casual restaurants, family restaurants, casual restaurants, fine-dining restaurants, steak houses, seafood restaurants, ethnic restaurants like Mexican and Chinese, theme restaurants, chef-owned restaurants, women chefs and owners, and centralized home delivery restaurants. For each type it provides 1-2 defining traits and discusses economic factors and operational aspects.
The document discusses various aspects of menu planning, pricing, and engineering for food and beverage operations. It covers areas like menu planning, different types of pricing methods, evaluating popularity and profitability of menu items, improving and analyzing menus using computer systems, and how the menu forms the foundation for control processes in F&B operations. It also discusses how menus influence other aspects like product control, cost control, production requirements, staffing needs, and revenue control procedures.
Restaurant Design: 18 Considerations to RememberAaron Allen
The document discusses 18 considerations for restaurant design. It emphasizes that restaurant design involves more than just aesthetics and interior design, as it requires integrating concepts like branding, market positioning, operational needs, and customer experience. Successful restaurant design requires coordinating input from various disciplines and treating the design as an extension of the brand. It also notes that restaurants should allocate adequate budgets and development time for concept development to avoid costly mistakes later on.
Here are some key job descriptions in the food and beverage service department:
- Waiter/Waitress: Takes customer food and drink orders, serves meals and beverages, checks on customers, processes payments.
- Bartender: Mixes and serves alcoholic drinks behind the bar. May also take food orders.
- Busser: Clears and resets tables, assists servers by bringing clean plates/utensils to tables.
- Host/Hostess: Greets customers, seats them, manages reservations and waiting lists.
- Food Runner: Delivers prepared food from kitchen to servers on the floor.
- Cashier: Handles payments, processes credit cards, reconciles cash drawer at end
This document outlines the organizational structure and personnel of a food and beverage service department. It lists 14 roles within the department, from the food and beverage manager who oversees the entire department, to managers who oversee specific areas like restaurants and banquets, to various levels of wait staff ranging from head waiters to junior waiters. It describes the responsibilities of each role to ensure efficient service and operations within the food and beverage department.
The document provides an introduction and overview of designing a restaurant. It discusses key considerations for restaurant design including space requirements, number of patrons, dining area sizes based on square footage per person, and turnover rates. The document emphasizes that restaurant design must balance functional needs with aesthetics, and maximize usability and profitability through efficient space utilization.
Learn how to transform an existing restaurant into a sustainable operation. This presentation outlines various ways restaurant owners can use interior design strategies to become more efficient with their energy, water, food waste and building materials.
The document describes the layout and sections of a restaurant interior. It has three sections for seating with around 32 seats each that require 1-3 servers. Section A has tables for 4-6 people that can be combined or separated. Section B has more private 4-person tables separated by partitions. Section C has 4 private rooms for larger groups. The document also lists some common issues for restaurant design like balancing capacity and ambiance, problem seating areas, and considerations for heating and ventilation. It provides examples of theme-based restaurant designs and features from different locations.
The document discusses food and beverage management in the hotel and catering industry. It outlines the objectives of food and beverage departments, which include satisfying guest expectations, efficient purchasing and preparation of food, effective control systems, and gathering performance data. It also describes the functions of food and beverage management, which involve planning, organizing, motivating, and controlling operations. Finally, it notes some constraints faced by food and beverage management, such as economic factors, staffing issues, and the perishable nature of food.
The document provides an outline for the contents of a literature review and case study on restaurant design. It includes sections on defining restaurants and their classification, describing various spaces within a restaurant like the dining area, kitchen, restrooms and patio. It also discusses elements of restaurant design like circulation, entrance, parking, lighting, noise control and case studies of specific restaurants. The document aims to comprehensively cover all aspects of planning and designing restaurant spaces.
This document provides tips for serving food and beverages in a restaurant. It recommends greeting guests with a smile, giving them time to look over the menu, double checking orders for accuracy, presenting food attractively and asking if guests need anything, scanning the area to ensure needs are met, and engaging guests with light conversation throughout the meal.
Gourmet Concepts is a hospitality consultancy company with over 30 years of combined experience in hospitality, public relations, and events. They provide business consultation, concept development, menu planning, staff training, and more for restaurants, hotels, and other food and beverage clients. Their services include interiors design, publicity, promotions through food festivals and tastings, and developing strategies to increase traffic, sales, and average check size. They have worked with several restaurant and hotel chains on projects ranging from concept development to implementation.
Gourmet Concepts is a hospitality consultancy company with over 30 years of combined experience in hospitality, public relations, and events. They provide business consultation, concept development, menu planning, staff training, and more for restaurants, hotels, and other food and beverage clients. Their services include interiors design, publicity and promotion through food tastings and festivals, and developing strategies to increase traffic, sales, check averages, and party sizes. They have worked with several restaurant and hotel chains on projects ranging from fast food to fine dining.
The document discusses the history and types of restaurants. It notes that the idea of selling food for profit dates back to ancient civilizations, with examples given of restaurants in Ancient Greece and Rome. The first modern restaurant is said to have opened in Paris in 1765. The document then lists and describes 10 common types of restaurants, including coffee shops, specialty restaurants, grill rooms, dining rooms, and fast food restaurants. It provides examples of each type and highlights characteristics like menus, services, pricing, and locations in Ahmedabad, India.
The document discusses different types of restaurants and provides examples of each type. It includes brief descriptions of cafeterias, fast food restaurants, casual dining restaurants, fast casual dining, coffee houses, pubs, bistros, ethnic restaurants, and examples of specific restaurants for each type. Three students each provide a 1-2 sentence summary of their experience with restaurants or what type they prefer and why.
This document provides information on catering and banquet management. It discusses the catering industry, types of catering operations including on-premise, off-premise and mobile catering. It also describes categories of catering such as commercial, welfare/industrial, and transport catering. Specific establishments under each category are listed. The document outlines what catering clients want and the qualities and licenses/insurance needed for a successful caterer.
Briefing is a daily meeting conducted by supervisors with staff before each shift to communicate instructions for the day. It involves reviewing special assignments, functions, menus, service policies, guest preferences, and allocating specific tasks to staff like hosting, serving food, or cashier duties. Proper mise-en-scene and mise-en-place are also important preparations. Mise-en-scene is making the dining area presentable with clean carpets, furniture and lighting. Mise-en-place means preparing the workstations with cleaned equipment and stocked serving items. Correctly setting tables is also part of preparation, whether for a full multi-course meal or a la carte service.
The document discusses buffets, including their key components, types, advantages, and disadvantages. It notes that buffets provide variety, self-service convenience, and an informal atmosphere but can result in food waste and lack of personalized service. Various types of buffets are outlined like meal period buffets, finger buffets, and occasion buffets. Planning considerations for buffets involve factors like available space, number of guests, layout, equipment needs, and cost management.
This document discusses various techniques for menu merchandising, including menu design, pricing, and engineering. It covers topics such as using floor stands, tent cards, and posters to promote the menu; designing the menu to match the facility's style; using images and descriptive text; and categorizing menu items based on popularity and profitability to determine pricing and placement on the menu. The objective of menu engineering is to analyze each item's demand, contribution to profits, and role in the overall menu mix.
The document provides design details for the Top Hat restaurant and lounge, including concept, floor plans, elevations, renderings, and room justifications. The design concept aims to create an elegant, high-end atmosphere inspired by 1940s Chicago style. Gold, crystal chandeliers, crimson textiles, and art deco features will be used to achieve this mood. The lounge will include a dance floor and stage for live jazz music.
The document discusses the back of the house areas in hotels and restaurants. The back of the house refers to all non-public areas where food is prepared, cooked, and plated. It also serves as the central command center. The main areas of the back of the house include the kitchen, stewarding department, employee areas, and offices. The kitchen is the largest area and where food storage, preparation, and cooking takes place. The stewarding department oversees dishwashing and cleaning of kitchen equipment and supplies. Employee areas provide spaces for breaks and locker rooms. Offices are used for administrative work and meetings.
This document provides an overview of different types of restaurants and their characteristics. It discusses chains versus independent restaurants, franchised restaurants, quick-service restaurants, fast casual restaurants, family restaurants, casual restaurants, fine-dining restaurants, steak houses, seafood restaurants, ethnic restaurants like Mexican and Chinese, theme restaurants, chef-owned restaurants, women chefs and owners, and centralized home delivery restaurants. For each type it provides 1-2 defining traits and discusses economic factors and operational aspects.
The document discusses various aspects of menu planning, pricing, and engineering for food and beverage operations. It covers areas like menu planning, different types of pricing methods, evaluating popularity and profitability of menu items, improving and analyzing menus using computer systems, and how the menu forms the foundation for control processes in F&B operations. It also discusses how menus influence other aspects like product control, cost control, production requirements, staffing needs, and revenue control procedures.
Restaurant Design: 18 Considerations to RememberAaron Allen
The document discusses 18 considerations for restaurant design. It emphasizes that restaurant design involves more than just aesthetics and interior design, as it requires integrating concepts like branding, market positioning, operational needs, and customer experience. Successful restaurant design requires coordinating input from various disciplines and treating the design as an extension of the brand. It also notes that restaurants should allocate adequate budgets and development time for concept development to avoid costly mistakes later on.
Here are some key job descriptions in the food and beverage service department:
- Waiter/Waitress: Takes customer food and drink orders, serves meals and beverages, checks on customers, processes payments.
- Bartender: Mixes and serves alcoholic drinks behind the bar. May also take food orders.
- Busser: Clears and resets tables, assists servers by bringing clean plates/utensils to tables.
- Host/Hostess: Greets customers, seats them, manages reservations and waiting lists.
- Food Runner: Delivers prepared food from kitchen to servers on the floor.
- Cashier: Handles payments, processes credit cards, reconciles cash drawer at end
This document outlines the organizational structure and personnel of a food and beverage service department. It lists 14 roles within the department, from the food and beverage manager who oversees the entire department, to managers who oversee specific areas like restaurants and banquets, to various levels of wait staff ranging from head waiters to junior waiters. It describes the responsibilities of each role to ensure efficient service and operations within the food and beverage department.
The document provides an introduction and overview of designing a restaurant. It discusses key considerations for restaurant design including space requirements, number of patrons, dining area sizes based on square footage per person, and turnover rates. The document emphasizes that restaurant design must balance functional needs with aesthetics, and maximize usability and profitability through efficient space utilization.
Learn how to transform an existing restaurant into a sustainable operation. This presentation outlines various ways restaurant owners can use interior design strategies to become more efficient with their energy, water, food waste and building materials.
The document describes the layout and sections of a restaurant interior. It has three sections for seating with around 32 seats each that require 1-3 servers. Section A has tables for 4-6 people that can be combined or separated. Section B has more private 4-person tables separated by partitions. Section C has 4 private rooms for larger groups. The document also lists some common issues for restaurant design like balancing capacity and ambiance, problem seating areas, and considerations for heating and ventilation. It provides examples of theme-based restaurant designs and features from different locations.
The document discusses food and beverage management in the hotel and catering industry. It outlines the objectives of food and beverage departments, which include satisfying guest expectations, efficient purchasing and preparation of food, effective control systems, and gathering performance data. It also describes the functions of food and beverage management, which involve planning, organizing, motivating, and controlling operations. Finally, it notes some constraints faced by food and beverage management, such as economic factors, staffing issues, and the perishable nature of food.
The document provides an outline for the contents of a literature review and case study on restaurant design. It includes sections on defining restaurants and their classification, describing various spaces within a restaurant like the dining area, kitchen, restrooms and patio. It also discusses elements of restaurant design like circulation, entrance, parking, lighting, noise control and case studies of specific restaurants. The document aims to comprehensively cover all aspects of planning and designing restaurant spaces.
This document provides tips for serving food and beverages in a restaurant. It recommends greeting guests with a smile, giving them time to look over the menu, double checking orders for accuracy, presenting food attractively and asking if guests need anything, scanning the area to ensure needs are met, and engaging guests with light conversation throughout the meal.
Gourmet Concepts is a hospitality consultancy company with over 30 years of combined experience in hospitality, public relations, and events. They provide business consultation, concept development, menu planning, staff training, and more for restaurants, hotels, and other food and beverage clients. Their services include interiors design, publicity, promotions through food festivals and tastings, and developing strategies to increase traffic, sales, and average check size. They have worked with several restaurant and hotel chains on projects ranging from concept development to implementation.
Gourmet Concepts is a hospitality consultancy company with over 30 years of combined experience in hospitality, public relations, and events. They provide business consultation, concept development, menu planning, staff training, and more for restaurants, hotels, and other food and beverage clients. Their services include interiors design, publicity and promotion through food tastings and festivals, and developing strategies to increase traffic, sales, check averages, and party sizes. They have worked with several restaurant and hotel chains on projects ranging from fast food to fine dining.
This document provides an overview of consumer behavior and consumer research. It discusses key concepts like the marketing concept, segmentation, targeting, and positioning. It also covers different types of consumer research methods, including quantitative, qualitative, and combining the two approaches. The consumer research process is outlined, including developing objectives, using secondary data, designing primary research, data collection methods, and ensuring validity and reliability. Key qualitative data collection methods like in-depth interviews and focus groups are also described. The document is an educational resource on consumer behavior and the consumer research process.
Aaron Allen & Associates is a global restaurant consulting firm that has represented restaurant and hotel companies spanning all 6 inhabited continents and more than 100 countries worldwide.
Aaron Allen & Associates, a global restaurant consultancy, shares some of their recent projects and past experience. The firm has represented clients spanning 6 continents and over 100 countries and has also worked extensively in the Middle East.
Opening a restaurant requires careful planning in several areas such as choosing a location, concept, menu, and financing. This document provides a step-by-step guide to opening a restaurant covering topics like deciding on a concept, types of restaurants, marketing with the 4Ps method, menu pricing and design, advertising and social media marketing, staffing, equipment, finances, laws and insurance. Regular tasks like food safety, cleaning, and staff management are also discussed to ensure a smooth restaurant operation.
The document discusses parameters for a famous five-star hotel to consider when launching a new fast food restaurant chain in major Indian cities. It identifies key factors such as conducting market research to understand customer preferences and industry best practices, developing a unique concept to differentiate from competitors, carefully selecting location and menu options that offer good value, and creating a comprehensive marketing strategy including advertising and promotions. Attention to these critical success factors will help ensure the new fast food venture is successfully launched and positioned for growth.
The document discusses parameters for a famous five-star hotel to consider when launching a new fast food restaurant chain in major Indian cities. It identifies several key factors: selecting an appealing concept that fits the target market; understanding customer preferences through research; focusing on convenience; differentiating the concept from competitors; designing an appealing yet profitable menu; choosing prime locations near complimentary businesses; and developing a comprehensive marketing plan including various forms of advertising. Attention to these critical parameters will help ensure success for the new fast food venture.
This document provides an overview of Aaron Allen & Associates, a foodservice consulting firm. They offer a wide range of services including concept development, menu engineering, public relations, brand translation, strategy development, training, and project management. They have decades of experience working with major restaurant brands and have helped clients significantly grow sales and profits through strategic planning and execution.
The document outlines the key components that should be included in a business plan for a restaurant startup. It discusses that an executive summary, mission statement, objectives, ownership structure, start-up costs, location, marketing plan, and financial projections should all be addressed. Developing a thorough business plan is essential to convincing investors and bankers of a restaurant's viability, and to guide the business owner in setting goals and planning for different scenarios.
Nermine Hanno Culinary Consultancy specializes in assisting restaurants through various services including concept development, brand development, menu development, recipe development, chef training, front of house training, and interior design. Their goal is to help restaurants increase guest frequency, improve financial performance, and deliver amazing food and experiences that maximize business and revenue. They take a hands-on approach to ensure customer and brand experiences are prioritized in order to make clients' operations more exciting and appealing to their customer base.
The document discusses three approaches to the market - product orientation, sales orientation, and marketing orientation. A product orientation focuses on the product but may not meet customer needs. A sales orientation emphasizes selling existing products but will fail if customer tastes change. A marketing orientation begins by understanding customer needs and wants. It recognizes that customers come to satisfy their own needs rather than because of any single product. The marketing orientation is presented as the superior approach.
14 Steps to Branding a Restaurant FranchiseGina Mims
Are you thinking about Franchising your Restaurant or just trying to compete with those who are? It is important to Polish & Perfect Your Entire Concept including Branding, Operations, Space & Team. And more importantly have a Plan to Manage these items for the future.
We work with Start Ups as well as Restaurants wanting to Franchise or Expand. In both situations these recommendations can help serve as a checklist to make sure you are looking at the big picture on a regular basis.
Your business should always be an ongoing process of growth and improvement. Do you have all of the proper pieces in place to take it to the next level?
Restaurant Checklist explores...
1. Concept - Do You Need Improvement on Food, Space, Operations, Etc?
2. Brand Personality - What do you stand for? What do people say about you?
3. Brand Positioning - How are you Unique from your Competition?
4. Brand Collateral Evaluation - Does Your Brand & Graphics Package Need Updating?
5. Target Audience Defined - Who will you serve, what do they need?
6. Logo - Updated to where you want it?
7 Trademark - Have you Trademarked your Name and Logo?
8. URL & Website - Have you purchased all similar urls and updated your website?
9. Marketing Plan - Have you created a marketing plan w/ branded social media accounts? Do have someone in place to manage your marketing efforts?
10. Brand Standards Manuals - Create a Usage Guides for others to Follow.
11. Materials Standards - Materials documented and ready for future locations.
12. Brand Package - All items packaged and available and ready to go the second you find a new location.
13. Operations & Training Manuals - Document all Recipes, Processes & Procedures.
14. Team in Place - Who will help take you to the Next Level?
The document describes Brand Wow, a service offered by Concept Branding Group and AccessPoint Media Group that provides strategies to strengthen brands for restaurants and hospitality businesses. Brand Wow conducts an analysis and makes recommendations in areas like guest experience, branding, menu development, and operational improvements. The goal is to help businesses wow guests, encourage repeat visits and loyalty, strengthen their brand message and identity, and support long-term growth and success. Services typically cost $1,800 and can also include additional areas like turnaround strategies for struggling businesses. Testimonials provided praise the firms' strategic advice and contributions to their industries.
The document discusses considerations for opening a restaurant, including planning, organizing, leading, and controlling aspects. Some key points covered are developing a business plan, choosing a location and target market, creating a menu, obtaining funding, and understanding safety regulations. Market research, building a financial model, and determining necessary sales volumes to cover costs are also emphasized as important planning steps.
The document provides a business plan for a proposed restaurant. The mission is to exceed customer expectations through ambiance and food that please all senses. Key business processes include developing new products, understanding customers, reducing cycle time, and providing rapid response. The plan outlines strengths, weaknesses, opportunities, threats, competition, goals, food and beverage plans, required resources and staffing, financial projections, market promotion, and ways to attract customers.
This document provides an overview of KTConsulting & Concepts, a hospitality consulting firm. They offer a range of services to help clients establish new restaurants, bars, hotels and other hospitality ventures. This includes conducting market analyses, developing concepts and business plans, assisting with site selection, equipment sourcing, hiring, training, and overall operational set up and management. The document highlights some of their recent projects and outlines their philosophy of taking a hands-on approach to ensure ventures are successfully planned and launched.
Similar to Lesson 3 concept, location and design (20)
The document discusses safety and risk management for events. It emphasizes identifying potential hazards and risks, developing controls to prevent or minimize risks, and having contingency plans in place. A safety and security team should assess risks and develop an emergency plan. Potential risks include issues with the venue, structures, electrical systems, crowd control, transportation, and sanitation. The team should evaluate each part of the event and activities for hazards. The overall goal is to protect people and property and ensure a safe, healthy environment for all involved in the event.
The document defines integrated marketing communications as coordinating various promotional efforts to maximize impact on customers. It describes the communication process as involving a source encoding a message through a channel that is decoded by a receiver. Promotion aims to create awareness, stimulate demand, encourage product trials, identify prospects, retain customers, support resellers, combat competitors, and reduce sales fluctuations. The promotion mix combines advertising, personal selling, public relations, and sales promotions to communicate with target audiences.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
The document discusses key concepts in event marketing including marketing management, the marketing mix of product, price, place, and promotions. It emphasizes the importance of understanding target audiences and creating customer value. An effective marketing strategy requires defining objectives and implementing promotional activities across various traditional and digital channels. The customer experience is shaped by the people, processes, and physical environment associated with an event.
The document discusses key concepts related to products and branding. It defines what a product is, how products are classified into goods, services and ideas. It also explains the total product concept including core product, supplemental features and symbolic benefits. The document then discusses the product life cycle and how marketing strategies must adapt to the introduction, growth, maturity and decline stages. It concludes by explaining the importance of branding, defining brand equity and the value of brand loyalty and brand protection.
The document discusses event programming and protocols. It provides guidance on structuring event programs based on goals, budgets and attendees. It outlines categories of event activities and considerations for program flow, timing, speakers and formats. It also discusses protocols for VIP events, including seating arrangements, introductions and catering to cultural customs. Managing protocols is essential for events with officials to ensure all rules are followed.
The document discusses business markets and buying behavior. It defines business markets as consisting of individuals, organizations, or groups that purchase products for resale, direct use in production, or operations. Marketing to businesses employs the same concepts as consumer marketing but there are important structural and behavioral differences in business markets like smaller customer populations and different buying methods and quantities purchased. The key categories of business markets are producer markets, reseller markets, government markets, and institutional markets. It also outlines the characteristics of transactions, attributes of customers, primary customer concerns, methods of business buying, types of purchases, factors influencing demand, the business buying decision process, and influences on those decisions.
The document discusses the key concepts and stages involved in pricing management. It begins by outlining the objectives of identifying pricing objectives, understanding how the target market evaluates price, determining demand and price elasticity, and analyzing relationships between demand, cost and profits. It then describes the 8 stages of establishing prices as: 1) developing pricing objectives, 2) assessing how the target market views price, 3) determining demand, 4) analyzing relationships between demand, cost and profits, 5) evaluating competitors' prices, 6) selecting a pricing basis, 7) choosing a pricing strategy, and 8) setting a specific price. Finally, it provides details on various pricing strategies and considerations involved in setting the final price.
The document discusses the key concepts and stages involved in pricing management. It explains that pricing objectives must first be developed based on factors like profit, market share, or quality. Marketers then assess customers' price sensitivity and determine demand using research. They analyze relationships between demand, costs, and profits, and evaluate competitors' prices. Finally, marketers select a pricing basis and strategy, like cost-plus or penetration pricing, to determine a specific price. The eight stages outlined are developing objectives, assessing customer views on price, determining demand, analyzing relationships, evaluating competitors, selecting a pricing basis, choosing a strategy, and setting the final price.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
This document discusses budgeting for events including sources of revenue like sponsorships, ticket sales, and fees. It outlines fixed expenses like audio-visual equipment and variable expenses that change with quantity like food and beverage. Income and expense reports summarize money received and spent. Financial statements like balance sheets, income statements, and statements of cash flow provide the financial status at a point in time.
The document discusses various topics related to selecting event venues, including:
1. Key factors to consider when selecting a venue such as availability, location, facilities, and cost.
2. Developing selection criteria based on the event specifications to evaluate potential venue options.
3. Common venue types like convention centers, hotels, and non-traditional venues; and some major venues in the Philippines.
The document discusses consumer buying behavior and the consumer buying decision process. It describes the five stages of the consumer buying decision process as problem recognition, information search, evaluation of alternatives, purchase, and post-purchase evaluation. It also discusses the psychological, situational, and social influences that impact consumer decisions at each stage of the buying process. These include factors like perception, motives, learning, attitudes, reference groups, culture, and more.
The document outlines a 5-step process for selecting target markets: 1) Identify targeting strategy, 2) Determine segmentation variables, 3) Develop profiles, 4) Evaluate segments, 5) Select markets. It also discusses developing sales forecasts using methods like executive judgment, surveys, time series analysis examining trends, cycles, and seasons, and regression analysis relating sales to economic indicators. Market tests are conducted to measure consumer response to new products in test areas.
The document discusses various societal, technological, environmental, and economic forces shaping the events industry. It covers changing demographics, the rise of millennials, a demand for authentic experiences and community, engagement through gamification and social media, accessibility through mobile apps and wearable technology, sustainability concerns, and the impact of economic and political climates. It emphasizes the importance of environmental scanning to understand internal resources and external forces when planning events.
The document outlines a 5-step process for selecting target markets: 1) Identify targeting strategy, 2) Determine segmentation variables, 3) Develop profiles, 4) Evaluate segments, 5) Select markets. Key variables include demographics, geography, psychographics, and behavior. The process involves profiling segments, estimating sales potential and costs, and selecting markets that are attractive and fit the company's capabilities. Sales forecasts use methods like executive judgment, surveys, time series analysis of trends, cycles, and seasons.
This document provides an overview of marketing research and the marketing research process. It discusses that marketing research involves systematically gathering and analyzing information to help solve marketing problems or take advantage of opportunities. The marketing research process involves 5 steps: 1) defining the problem, 2) designing the research, 3) collecting data, 4) interpreting findings, and 5) reporting results. It also discusses different types of research, data collection methods, and how technology can help with information gathering and analysis in marketing.
The document discusses event management services and the factors affecting modern event managers. It notes that the event management industry has been growing as large companies, governments, and organizations increasingly hire event management firms to plan important meetings and events. It outlines some of the key roles in event management teams, including event directors and coordinators from various departments. The document also examines trends influencing the work of event managers, such as advances in technology, changes in volunteerism, and shifting economic, social, and political landscapes.
The document provides information on creating an event plan and concept. It discusses defining the purpose and scope of the event through analyzing needs, goals, objectives, resources and competition. Key aspects of creating an event plan include determining the intent, extent and content of the event concept, defining measurable objectives, assessing customer needs and capabilities, and evaluating available time, money, personnel, space and supplier resources to determine feasibility. Professional event managers must balance customer needs with the resources available to deliver a successful event.
This document discusses social responsibility and ethics in marketing. It defines social responsibility as a company's obligation to minimize negative impacts and maximize positive impacts on society. Ethical companies consider economic, legal, ethical and philanthropic responsibilities. The document outlines issues around sustainability, consumerism and community relations. It also discusses factors that influence ethical decision making like individual values, organizational culture and opportunities. Improving marketing ethics requires hiring ethical employees, developing codes of conduct and incorporating social responsibility into strategic planning.
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1. Concept, Location andConcept, Location and
DesignDesign
CMANOP
The Restaurant: from Concept to Creation 7th
Ed
M. Aldana, Faculty SHTM
2. Restaurant ConceptRestaurant Concept
The objective in planning a restaurant is to
assemble, on paper, the ideas for a restaurant
that will be profitable and satisfying to the guest
and owner/operator.
The formulation of these ideas is called the
restaurant concept, the matrix of ideas that
constitutes what will be perceived as the
restaurant’s image.
The concept is devised to interest a certain group
of people (or groups of people), called a target
market.
3. Restaurant ConceptRestaurant Concept
The challenge is to create a restaurant
concept that fits a definite target market,
a concept better suited to its market than
that presented by competing restaurants,
and to bring it into being.
4. Restaurant ConceptRestaurant Concept
Every restaurant represents a concept
and projects a total impression or image.
The image appeals to a certain market:
children, romantics, people celebrating
special occasions, fun types, people
seeking a formal or a casual venue. The
concept should fit the location and reach
out to appeal to its target market(s).
5. Restaurant ConceptRestaurant Concept
Concept comprises everything that affects
how the patron views the restaurant:
public relations, advertising, promotion,
and the operation itself. Concept frames
the public’s perception of the total
restaurant. It includes the building, its
curbside appeal, its exterior decor.
6. 10 Tips to developing a restaurant10 Tips to developing a restaurant
conceptconcept
1. Make your concept different enough
from the competition.
2. Don’t let your concept be too far ahead
of the current times.
3. Don’t price your menu out of the market.
4. Pay attention to food costs during menu
development.
5. Make your concept profitable.
7. 10 Tips to developing a restaurant10 Tips to developing a restaurant
conceptconcept
6. Good concepts are on-trend.
7. Make your concept easily identifiable.
8. Take inspiration from others.
9. Make sure the concept and location fit.
10. Love your concept.
8. Good Restaurant ConceptsGood Restaurant Concepts
Many restaurants lack clear-cut concepts.
The symbols, furnishings, service, and
all of those things that make up the
atmosphere of a restaurant are not
integrated into an image that is projected for
everyone to see. Logos (identifying symbols),
signs, uniforms, menus, and decor should fit
together into a whole that comes
across to the public as a well-defined image.
9. Restaurant’s NameRestaurant’s Name
The proprietary right to a restaurant
name not already in use begins with
usage and signs, promotional campaigns,
and advertising material.
If another party uses your restaurant
name, you should take action against
that person by proving that you, the
challenging party, used the name first.
10. Defining the Concept and theDefining the Concept and the
MarketMarket
In selecting a concept for a restaurant,
define it precisely in the context of which
markets will find it appealing.
11. Defining the Concept and theDefining the Concept and the
MarketMarket
Whatever the concept, there must be a
market to support it, a clientele who walk
or drive to the restaurant and who want
the kind of service, food, price, and
atmosphere offered.
A restaurant cannot exist without a
market. One must fit the other. The
market may constitute only a small
percentage of the total population in an
area.
12. Defining the Concept and theDefining the Concept and the
MarketMarket
Whatever the concept, there must be a
market to support it, a clientele who walk
or drive to the restaurant and who want
the kind of service, food, price, and
atmosphere offered.
A restaurant cannot exist without a
market. One must fit the other. The
market may constitute only a small
percentage of the total population in an
area.
13. Defining the Concept and theDefining the Concept and the
MarketMarket
All aspects of the concept help determine
whether a location is right for a particular
market.
All factors—the food, the seating, the type
of service, the entire format—select out a
particular market, perhaps an age group
and an income level.
14. Concept AdaptationConcept Adaptation
Most concepts that have not been tested
need some adaptation to the particular
market.
As soon as a restaurant format goes stale
for a market, a new concept must be
developed. Nearly every major chain is
undergoing renovation, adding color,
changing its seating arrangements,
perhaps trying garden windows, hanging
plants, private booths, menu variety,
different uniforms, or new menu items.
15. Changing or Modifying a ConceptChanging or Modifying a Concept
Many highly successful concepts that have
worked well for years gradually turn sour.
The customer base and the demographics
change. Morale and personal service may
decline.
16. Copy and ImproveCopy and Improve
In coming up with a concept for a new
restaurant, be a copycat. Look around for
winners. Examine their strong points; look
for their weak points; find a proven
format.
Learn the system to avoid mistakes—then
improve on it. Initiate and adapt.
17. Copy and ImproveCopy and Improve
There is no such thing as a completely
new restaurant concept—every concept is
built on ideas from other concepts,
through modifications and changes, new
combinations, and changes in design,
layout, menu, and service.
18. Copy and ImproveCopy and Improve
Besides copying the format, learn the
system by actually working with it before
trying to establish your own restaurant.
Merely observing an operation is not
enough. Dozens of details must be
learned, any one of which, if not known,
may spell unnecessary trouble.
19. Restaurant SymbologyRestaurant Symbology
Restaurant symbology—the logo, the line
drawings, even the linen napkins and the
service uniforms—helps to create
atmosphere.
Large companies spend tens of thousands on
the graphics that represent them. Restaurant
chain logos, often replications of their
outdoor signs, are carefully crafted to fit the
image the company wishes to project. The
independent operator can take cues from the
larger companies to come up with symbols
and signs that reflect the restaurant’s
concept.
20. When a Concept FailsWhen a Concept Fails
Provided the operator is competent, a failing
restaurant need not be sold. The concept can be
changed to fit the market. Conversion from one
concept to another can take place while the
restaurant is doing business. The name, decor,
and menu can be changed, and customers who
have left may return if the new concept appeals
to them. The old concept may have gotten tired.
Customers simply may be bored. Customers who
enjoyed the old concept may have moved away
and been replaced by a new market. Or a new
concept, complete with decor, price, and service,
may better appeal to the same market and
siphon customers away from the competition.
21. Utility versus PleasureUtility versus Pleasure
As a general rule, however, pleasure
dining increases as service, atmosphere,
and quality of food increase. Presumably,
pleasure also increases as menu price
increases.
22. Time of Eating and Seat TurnoverTime of Eating and Seat Turnover
Utilitarian eating is often accomplished in
double-quick time, while the customer of
a luxury restaurant who spends $75 to
$100 per person for an evening out may
savor every minute of the total
experience, plus the pleasure of
anticipating the dining experience and the
pleasure of remembering it.
23. Square Foot RequirementsSquare Foot Requirements
The square-foot requirements and the
turnover in patrons per seat per hour are
listed:
24. ProfitabilityProfitability
Without a doubt, the most profitable
restaurants are in the quick-service category.
The larger quick-service purveyors have
produced dozens of millionaires and more
than a few multimillionaires. A number of
franchisees have acquired chains within the
chain, multiple units clustered within an area.
With predominantly minimum-wage
personnel, high sales volume, the use of
systems, and excellent marketing, the quick-
service business is the all-out winner.
25. Mission StatementMission Statement
A mission statement drawn up by the
restaurant owner can encapsulate his or
her objectives for the business.
A mission statement can be explicit about
the market(s) served, the kinds of food
offered, and the atmosphere in which the
food will be served. The ethical standards
to be followed can be stated as part of the
mission statement or written as a
separate code of conduct.
26. Starbuck’s Mission StatementStarbuck’s Mission Statement
"Our mission: to inspire and nurture
the human spirit – one person, one
cup and one neighborhood at a time."
27. Mission StatementMission Statement
Mission statements can include input from
employees. Discussions with employees
can mobilize their thinking about the
restaurant’s purpose and reason for
existence.
29. Two or more years can pass from the time
a concept is put together until a location is
obtained, architectural drawings are
made, financing is arranged, the land is
leased or purchased, approvals for
building are secured, construction bids are
let, a contractor is selected, and—finally—
the building is put in place.
30. 1. Choosing a location
2. Business marketing initiated
3. Layout and equipment planned
4. Menu determined
5. First architectural sketches made
6. Licensing and approvals sought
7. Financing arranged
31. 8. Working blueprints developed
9. Contracts let for bidding
10. Contractor selected
11. Construction or remodeling begun
12. Furnishings and equipment ordered
13. Key personnel hired
14. Hourly employees selected and
trained
15. Restaurant opens
32. In some cases, the time may be reduced,
especially when taking over an existing
restaurant or altering an existing building.
Restaurant chains with preplanned
restaurant concepts generally reduce the
timeline by 6 to 12 months.
33. PlanningPlanning
The person building a restaurant should
employ an architect experienced in
restaurant design. The architect, in turn,
may hire a restaurant consultant to lay
out the kitchen and recommend
equipment purchases.
34. Concept and LocationConcept and Location
What makes a good location for a
restaurant? The answer depends on the
kind of restaurant it is and the clientele to
which it appeals. Is the location
convenient and accessible for the potential
clientele, the target market of the
restaurant?
35. Location CriteriaLocation Criteria
Demographics of the area: age, occupation,
religion, nationality, race, family size,
educational level, average income of
individuals and families.
Visibility from a major highway
Accessibility from a major highway
Number of potential customers passing by
the restaurant (potential customers might be
only travelers going through a community,
drivers, local workers)
Distance from the potential market
Desirability of surroundings
36. Selecting the LocationSelecting the Location
These factors are then weighed against
costs: leasehold cost, cost of remodeling
an existing building, cost of buying an
existing restaurant.
Some location factors are critical, and if a
site does not meet them, it must be ruled
out as the restaurant location. stablishing
the critical factors in determining location
is your first job.
The atmosphere of a restaurant must fit
the location.
37. Sources of Location InformationSources of Location Information
Location decisions are based on asking
the right questions and securing the right
information. Real estate agents are prime
sources. A few specialize in restaurant
brokerage.
Other sources of information are the
chamber of commerce, the banks, the
town or city planner, and, believe it or
not, other restaurant operators. Town and
city planning officials can provide traffic
and zoning information.
38. Traffic GeneratorsTraffic Generators
Look for built-in traffic generators, such
as hotels, business parks, ball parks,
indoor arenas, theaters, retail centers,
and residential neighborhoods.
39. Knockout CriteriaKnockout Criteria
Failure to meet any one of the following
criteria should knock out a site as a
restaurant location:
◦ Proper Zoning
◦ Drainage, sewage, utilities
◦ Minimal size
◦ Short lease
◦ Excessive traffic speed
◦ Access from a highway or street
◦ Visibility from both sides of the street
40. Other Location CriteriaOther Location Criteria
Market population
Family income
Growth or decline of the area
Competition from comparable restaurants
The restaurant row or cluster concept
41. Other LocationsOther Locations
Depending on menu and style of
operation, restaurants do well in a variety
of locations: suburbs, cities, near schools,
in shopping centers, industrial parks,
stadiums, and in high-rise buildings.
42. Average Travel TimeAverage Travel Time
Most diners-out select restaurants that are close
by, near home, work, or shopping.
Generally, restaurant patrons will travel an
average of 15 to 18 minutes to reach a hotel,
steak, full-menu, or fish restaurant. People often
spend about 10 minutes when going to cafeteria
and department-store restaurants.
In other words, consumers are willing to spend
more time traveling to eat in a full-service
specialty restaurant and for meals that are family
occasions. People will travel an hour or more to
reach a restaurant with a high reputation,
especially if the meal celebrates an occasion. The
same people want fast food or take-out food to
be only a few minutes away.
43. Matching Location with ConceptMatching Location with Concept
A particular site may be right for a coffee
shop but wrong for a dinner house or a
fast-food place. It may be right for an in-
and-out burger restaurant but wrong for a
sit-down hamburger restaurant. The size
of the lot, visibility, availability of parking,
access from roads, and so on, all have an
impact on the style of restaurant that will
fit a location.
44. Visibility, Accessibility and DesignVisibility, Accessibility and Design
Visibility and accessibility are important
criteria for any restaurant.
Visibility is the extent to which the
restaurant can be seen for a reasonable
amount of time, whether the potential
guest is walking or driving.
Accessibility relates to the ease with
which potential guests may arrive at the
restaurant. Parking, for example, may be
a problem, as may access from the
freeway or other traffic artery.
45. Visibility, Accessibility and DesignVisibility, Accessibility and Design
The restaurant has been likened to a
theater. Restaurant design has two main
components.
◦ The first is the stage setting and various props
that the audience or guests experience; this is
called the front of the house.
◦ The second is backstage (back of the house),
or the kitchen, storage, and service areas.
The space allocation for the back of
the house is usually 30 percent of the
total square footage, depending on the
type of restaurant.
46. Visibility, Accessibility and DesignVisibility, Accessibility and Design
The design of both the back and the front
of the house needs to correlate with the
theme of the restaurant.
Design and the volume of business are
reflected in each area: the exterior, the
entrance and holding area, the bar or
beverage area, the dining area (including
the table arrangements), the kitchen, and
receiving (including access for deliveries),
and storage and trash areas.
47. Visibility, Accessibility and DesignVisibility, Accessibility and Design
Space is a major issue in restaurant
design because it costs money yet is vital
to maintaining a balance between the
overcrowded restaurant and the more
spacious restaurant with too high an
average check.
One of the most important elements in a
restaurant is its lighting. With the wrong
lighting, the restaurant’s entire design will
suffer; with the right lighting, the entire
restaurant design could flourish.
48. Visibility, Accessibility and DesignVisibility, Accessibility and Design
Color needs to be selected in tandem with
lighting because the two need to be in
harmony. Color and light interact with one
another to create a mood.
◦ Darker colors tend to “come out” and make a room look
smaller, although they may also give a feeling of greater
intimacy. Lighter colors tend to recede and make a room
appear larger. Pastel colors help guests relax more than
do primary colors. Quick-service restaurants use bold
colors (and hard seats) combined with bright lights to
ensure that guests move on after about 20 minutes.
49. Other Design FactorsOther Design Factors
Will the tables have cloths? If so, what
color? Or will there be a wooden, tile, or
other hard surface? Will there be cloth or
paper napkins? Will the seats be wooden,
upholstered in fabric, or vinylized? Will
there be a hardwood floor, tile, or carpet?
These and many other questions need
answers that will conform to the overall
theme of the restaurant.