|
| | |
Group: Administrators
Last Login: 24 September 2008
Posts: 127, Visits: 118 |
| I am currently working with housing department to set up a system for restaurants. This is by no means easy as how do you quantify a restaurant business? Do you base it on - Covers served
- Financial turnover
- Type of food offered
- Colour of the decor
I honestly dont know where to start so any restaurant owners out there who have the answer let me know. I have received an answer from one restaurant owner but the more input the better for all. The system for hotels is based on star rating and awards received which at least gives something to work by but nothing like that exisits for restaurants |
| |
| | |
Group: Forum Members
Last Login: 11 January 2008
Posts: 8, Visits: 14 |
|
A potentially thorny issue, but the only real way that I could see a grading issue working is by having it solely on Food revenue.
Take a few examples:
1. Good quality, smallish restaurant - £high spend/head x low amount of covers = average revenue
2. Average food, average size restaurant - £ av. spend/head x av. covers = average revenue
3. Low quality, high volume restaurant - £ low spend/head x high amount of covers = average revenue
All the above should be sucessful, and therefore receive equal housing license opportunities.
If, however, market forces apply, the customers do not dine, as the food/service/ambience is not correct, then the above equations will show poor revenues. These premises would then not be able to have benefit from the same housing opportunities. This may even help the premises to control their quality etc, and result in an all round better performance. Get it right, or else your chef/restaurant manager can't stay?! |
| |
| | |
Group: Administrators
Last Login: 24 September 2008
Posts: 127, Visits: 118 |
| | Keep em coming guys ! thanks for that Straight Bat |
| |
| | |
Group: Administrators
Last Login: 24 September 2008
Posts: 127, Visits: 118 |
| | Seems that the mix of revenue levels to covers served has got a bit of milage in it |
| |
| | |
Group: Forum Members
Last Login: 11 January 2008
Posts: 8, Visits: 14 |
|
I think that it is the only way that you will be able to balance covers served, quality, and size in one go. You will possibly have to contend with the seasonality also which will effect your calculation, but I'm sure that this can be worked out by how many months a business is open.
Don't what ever happens decide the fate of these restaurants on booze consumption, as the vagaries will no doubt throw up some interesting banana skins. |
| |
| | |
Group: Administrators
Last Login: 24 September 2008
Posts: 127, Visits: 118 |
| | Is that the booze consumption of the owner operator ? |
| |
| | |
Group: Administrators
Last Login: 24 September 2008
Posts: 127, Visits: 118 |
| These are the rough guide lines as they stand Essential Licences are granted as follows: First grade establishments with a very good reputation - essential licences for Head Chef & Restaurant Manager issued for five years: 1. one renewable till permanent 2. the other with provision for one extension up to a maximum of seven years Second grade restaurants with a lesser reputation or more restricted menu and new restaurants with a reasonably extensive menu - non renewable five year licences for head chef and restaurant manager Third Grade, bar meal standard establishments - One non renewable five year licence for either Head Chef or the Manager Other - No essential licence The problem comes from the words "Grade", "Extensive" and Good reputation, whose to say what is what. I think thought needs to be given to number of covers served - But does "X" get all the licences because he does 500 a night, Financial Turnover - Try getting the figures to base that one on !! Restaurant Grading - Don't work because most restaurants don't bother - there customers are the best critics ! It really is difficult to try and nail this down unlike hotels which have at least got a tourist board grading to work from - would such a thing work for restaurants / cafes ? The trouble with going down the money / covers route is proof, who can predict figures for a new business, ? How can you be sure that turnover is genuine? Do you base it on Tax paid - I dot think so !?!?!?!? Perhaps the exisiting way will have to stay ? |
| |
|
|