为什么大多数餐厅在头三年就失败了？（以后想要开餐厅的同学必读！）
2013年12月12日
2013年12月12日
大约60%的餐厅都在经营的头三年停业。餐厅经营第一年往往是最艰难的一年——44%的餐厅难以维持下去。
芝加哥肯代尔大学副教授Christine Letchinger提供了一些自己对餐厅失败的见解《餐厅失败解析：行尸走肉》（The Anatomy of Restaurant Failure: Dead Man Walking），独家发布在网站menucoverdepot.com上。
menucoverdepot.com网站老板Adam Wright为我们提供了总结这一5000字报告精华的机会，如下：
为什么大多数餐厅很快就失败了？
迅速失败背后的原因多种多样，从缺乏清楚的理念发展到选错地理位置不等。
餐厅的成败与否在很大程度上取决于理念的强弱，然而大多数餐厅业主却将理念与菜单混淆。餐厅的发展不仅仅是依靠食谱，还要依靠理念发展，如地理位置、营销、服务、设计、价格、定位和长期战略等。
理念应该简单清晰，可以用一句话传达清楚。运营者应该多想想开业工作（签下租赁协议、订购设备等）和预期障碍以外的事情。他们需要运营和退出战略来指导他们的研究和规划努力，他们也需要随时修改原先的计划。
在开设一家餐厅之前，应该先考虑以下问题：
• 你计划开设多少家餐厅？
• 你打算特许经营吗？
• 你打算不断扩大餐厅并出售出去吗？
• 你计划的投资回报率是多少？
• 你是打算成为第一个营销理念的人，还是营销的最好的那个人？
• 你是打算成为一个运营商还是成为一个非自住业主？
• 你应该拉一个合作伙伴吗？
市场和地理位置
运营者也需要考虑选择理念发展的市场规模和周边的经济环境。还需要全面分析竞争状况，包括直接和间接竞争，他们的价格点、优势和劣势。
其它需要注意的细节包括：
• 分区法和限制条件
• 停车问题
• 任何城市改建计划
• 周边状况——恶化或繁荣（繁荣地段的地价会上升）
菜单
菜单需要达到一个完美平衡：菜太多VS菜太少；高价菜VS低价菜；时尚菜VS经典菜。设计菜单的关键在于填补市场的需求，同时提供其它竞争者没有的优势。
五个常见菜单错误：
1.容纳各种菜肴。兼收并蓄的菜单并不一定能够吸引更多的顾客，反而会让他们更加困惑。
2.太广泛，这样会造成生产和库存问题，降低服务效率。
3.太狭窄，限制吸引大量人群的潜力。
4.太时尚，食物的尝鲜期有限。
5.太野心勃勃，菜品制作要求的技能水平超出了厨师的能力。
相反，成功菜单的品质如下：
1.特色菜品确保声誉
2.频繁试验巩固生产程序
3.精确菜单和说明，确保一致性
4.根据销售模式不时做出改变，经常剔除旧菜肴、更新新菜品。
5.菜肴的价格基于市场能够承受的范围和竞争者的价位来定。
6.所有类别的菜肴都是为了刺激主菜以外的增销而定价。
7.价位与理念和“促进财务目标”相一致。
制度与程序
除了美食之外，从长远来看是制度与程序使一家企业屹立不倒。这其中涉及合适的人员配置、质量控制和一致性问题。餐厅前厅和后厨的人员配置、工作内容和岗位培训都应该在计划内。
当然，日常采购单也是必须的，其中包含采购产品、价格和数量，这些信息都应提供给收货和核对人员。
销售模式、顾客评价、员工生产力、存货、现金和其它因素的日常监管都是非常必要的。
营销
在开业之前应该制定好一个营销计划，包括一个设计精美的网站和对当地媒体的公关工作。同时也应建立和管理社会媒体平台。考虑一下在盛大开业之前进行试营业。同时也思考一下开业之后的推广活动计划，以及加强社区联系的赞助。
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Why most restaurants fail within the first three years
December 12, 2013
An estimated 60 percent of restaurants go out of business within their first three years. The first year is always the hardest— with 44 percent failing to get off the ground.
Christine Letchinger, an associate professor at Chicago's Kendall College, provided some insight into what goes wrong in "The Anatomy of Restaurant Failure: Dead Man Walking," published exclusively on menucoverdepot.com.
Menu Cover Depot offered us the chance to summarize highlights from the 5,000-word article and they are included below.
The causes behind quick failure range from a lack of clarity in the concept's development to choosing the wrong location.
Success is heavily dependent on the strength of the concept, however most restaurateurs confuse concept with menu. Restaurants are more than their recipes, and concept development should also entail location, marketing, service, design, price, positioning and a long-term strategy.
Concepts should be simple, clear and communicable in one sentence. Operators should also think beyond opening day tasks (signing the lease, ordering equipment, etc.) and anticipate obstacles. They need operational and exit strategies to guide their research and planning efforts, and they also need to be open to modifications of their original ideas.
The following should be considered when opening a restaurant:
How many units do you plan?
Do you plan to franchise?
Do you plan to grow and sell?
What is the ROI you're going for?
Do you want to be the first to market with a concept, or the best?
Do you want to be an operator or absentee owner?
Should you bring a partner on board?
Market and location
Operators also need to consider the size of the market and economic condition of the neighborhood they choose for the concept. They also need to thoroughly analyze competition, including direct and indirect competition, their price points, strengths and weaknesses.
Other details that should to be vetted include:
Zoning laws and restrictions.
Parking.
Any urban renewal plans.
The state of the neighborhood — deteriorating or surging? (Costs of property rise in surging areas).
Menu
The menu requires a balance between number of items, price levels and the right mix of trendy versus traditional offerings. The biggest keys to the menu are filling a need in the market and offering an advantage over the competition.
Five common menu mistakes are:
All over the place with nothing to tie it together. An eclectic menu will not necessarily attract more customers, but rather confuse them;
Too broad, which creates production and inventory problems, and slows down service;
Too narrow, which can limit the potential to attract a large crowd.
Too trendy, with foods that have a limited shelf life.
Too ambitious, with dishes that are beyond the skill level of the cooks or have limited availability.
Conversely, successful menus have the following:
Signature items to secure reputation.
Extensive testing to solidify production procedures.
Precise recipes and specs, to ensure consistency.
Sales patterns are monitored on a daily basis, and introductions and removals are frequent.
Menu items have been priced based on market demand and competitor pricing.
Menu items are priced to promote upselling beyond entrees.
Pricing is "consistent with the concept and conducive to financial goals."
Systems and procedures
Beyond the food, it's the systems and procedures that tend to protect the business for the long haul. This includes hiring the right people, controlling quality levels and producing consistent results. Create a plan to address your staffing needs, determine job descriptions and devise training systems for all employees.
Also, the person who checks food deliveries should have the aid of a detailed purchase sheet or purchase order to ensure accuracy.
Ongoing monitoring of sales trends, inventory and productivity levels is critical.
Marketing
A marketing plan should be in place before the restaurant opens. This includes a well-designed website and press releases for local media. Social media should also be leveraged. Consider a soft opening versus a grand opening. Also consider promotional events and sponsorships to strengthen community relations.
【原文引自】：http://www.gheac.com/thread-4308-1-1.html
版权与翻译版权所有，转载，复制请注明出自于“GHEAC-环球酒店教育与行业盟”。
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