Since very little I worked in the restaurant my parents, por lo que pude conocer de primera mano la forma de llevar la gestión del negocio. My father worked as a chef in France many years and my mother was a great public relations was in charge of the room. What they learned from their employers on the ideal numbers a restaurant I would like to explain below.
Had have income distribution 4 drawers: the first to buy goods, the second to pay salaries, the third for general expenses and taxes and the fourth in his pocket. My father never came and settled for 3 drawers: one for food and drink, another for payroll and the third for general expenses, taxes and what little remained, the pocket. Of course they not entered here and amortization, or rent, much less the salary as manager.
These calculations were a chimera, because it really is not controlled anything, the system manager modules and fiscal adjustment made at year end and to run. The main indicator of good business performance was that there was more money in the box the day before.
They were years in which, thanks mainly to excellent service we offered and how well cooked my father, the business worked well enough for several families live in dignity from him and was thought to grow. If the country marched forward, we also.
The prospect of future was always positive, I never thought that could go wrong, if we were ok, sure that in a few years we would be better. That way of working that kept my parents was that made the business had to close down and lay off all employees when the situation changed in the early 80 and caught us changed over. With how well they ate in the restaurant Mari Mar.
They did not have resources management or working capital to reverse the situation, Maybe we came was lower selling prices to try to attract customers no longer coming through the door, and that was the beginning of the end, He agony for several years until I graduated tourism and made real numbers in business. This was a dying restaurant, I needed a huge investment to take it forward and had a huge labor liabilities. Nothing to do, DEP.
This story has 25 years, but still very common in individual restoration. It is common to hear that "having a bar or restaurant is a bargain, shopping 10 and you sell 30 Y, no matter how bad you do, soon you have become rich ". The catchphrase of fans.
People who do not understand that hospitality business is a business, that mounts to make money, like all businesses profit, and you must learn to manage it as such. If it does not work, you have to know as soon as possible to take corrective action or, where appropriate, close it. It is not personal, They are businesses.
The transformation of the hotel panorama
Nowadays, the map of bars and restaurants of our country is being transformed. Restaurants open are larger and more than half of openings correspond to restore local organized. Conversely, closures are produced in micro SMEs or premises located in small towns or suburbs. And these restaurants (zombies) They remind me a lot to the story of my parents.
Because these closures have collateral damage. Surely, in desperation, They have pulled prices Y, to close down, They have left the devastated area and your competition very touched. A scorched earth policy, Daily menus 7 € and fighting with the neighbor for the price of coffee.
But is that, Besides, the cost structure has become a restaurant vary. Now new variables appear when "do the math" hospitality business.
Current costs have increased: labor costs in most restaurants exceed 40% sale, invoice from nearby light 3,5%, impact of rental premises 5% in the best case, dramatic increase in the tax burden (VAT, companies, etc.), bureaucratic procedures, licensing, permissions, consultancies, data protection and occupational risk, marketing plans, financial costs and amortization. And sure I let some factor previously not contemplated when make those accounts.
A new era in restaurants
Nowadays, bring up a catering business involves the need for professional management fine. You have to spend much time in the day to manage local, to know in real time what is happening in the, to identify all possible scenarios, the positive negative, that can affect your business (increased competition, Political changes, economic, etc.) and what to do in each of these scenarios.
also we talk about more work with spreadsheets and less with pans, spending more time in back, to be better in all areas of our business through effective tools enabling support the new cost structure and improve sales and margins local: escandallos, product sheets, Menu Engineering, shift maps, production parts, and warehouse stocks, And a long etcetera.
With the years, the fans have given way to professionals who have transformed their way of seeing the business. Now in conversations naturally appear the words like food-cost, Menu Engineering, suggested sale, EBIDTA, treasury, deadlocks, online advertising campaigns, wage compensation, RevPASH and many others. concepts essential to successfully manage any hospitality business and widely discussed in all editions of Master in Restaurants & F&B Hotelero from Gastrouni.
hospitality It is no longer to bounce coming because they had no other place to work, I am for people who have decided to train and have opted for a career in one of the most important economic sectors in Spain and increased demand for managers know profiles.
By the way, what made small in the restaurant formerly called "help at home", now would be "child exploitation". How it has changed the story! Although for me it was an experience that made me a good hotelier, today there is no figure trainee, but on that topic, we'll talk another day.