Restaurant business project risk management. Risk analysis of the catering enterprise cafe "MIX

Before you start writing a restaurant business plan, you should determine the purpose of this document - whether you will use it only for yourself or provide this information to your partners or potential investors. The business plan below will help beginners in the restaurant business to correctly understand the essence of this stage on the way to project implementation.

The main issue of any business plan is the topic of optimal and proper distribution of finances. However, each restaurateur must take into account other important aspects:

The restaurant business plan reflects only real facts (one of the most common mistakes is a significant embellishment of existing facts, for example, incorrect calculation of the number of potential audience, etc.);

All expenses are described as detailed as possible (all calculations reflect the real situation, and do not represent possible prospects);

Any business plan is a “rolling planning” (the market cannot be stationary, prices change, consumer preferences change, new goods and services appear, which is why planning is systematic, and business plan sections change in accordance with existing factors).

Let's give an example of an algorithm that a restaurateur can use when drawing up a business plan for his establishment. The required sections in this case are:

Title page (name, address of the restaurant, names of the founders and their details, cost of expenses and essence of the project);

Introductory part (summary, which reflects the general conclusions of the business plan);

Detailed description of the restaurant (technical data, operating hours, location of the restaurant, etc.);

Organizational plan of the institution (need for personnel, expected staffing and job descriptions of personnel, the procedure for interaction between staff units);

The production plan of the restaurant (all information about the production process in the institution is reflected, the same section describes the features of the restaurant menu);

Restaurant financial plan (sources of obtaining Money, schedule of their payback, forecast of profit and possible losses);

Risk insurance;

Introduction.

1. Organizational plan.

1.2. Demand and loading of the restaurant.

1.4 Basics of calculation.

1.5 Determination of the average selling price, the size of the trade margin.

2. Investment plan.

2.1 Investment volume.

2.3.1 Technological equipment.

2.3.2 Investment in the automation system.

2.5 Financing of the project.

3. Financial plan.

4. Investment efficiency.

5. Risk analysis.

Introduction.

This example of a business plan was prepared by the specialists of the Restaurant Project website for informational purposes only. The information presented in the material has been obtained from sources that, in the opinion of our specialists, are reliable.

The Retsorana project is not responsible for losses, damages caused by the use of the information of this concept by third parties, for the consequences caused by the incompleteness of the information provided and the risks associated with doing business.

Estimated part of the business plan.

Basic option: a restaurant located in one room.

The second option: a chain of restaurants.

Input parameters for the project.

1. Planned number of outlets: one or more;

2. City of business establishment: St. Petersburg;

3. Features of the business project: the presence of its own production workshop;

4. Business creation objects:

Restaurant 250 sq.m. (leased area), estimated number of seats 100 (conditionally);

Several restaurants with an area of ​​250 sq. m with an estimated number of seats 100 conditionally;

Production hall 50 sq.m.

5. Planning period: 1 year;

6. Planning currency: Russian ruble;

7. Estimated term opening a business: January 2013.

1. Organizational plan.

1.1. Personnel and payroll.

In the restaurant business, a lot depends on the employees of the institution. Their professional level, correct behavior, individual approach to each client are the guarantee of a good reputation of the restaurant.

For the successful development of a business, it is necessary to form a real team that will act for the benefit of a common cause. To begin with, you need to select staff who, at the first stage of the institution’s operation, will be able to draw attention to it, helping to form positive reviews about the new project. And then, with the development and expansion of activities, it will be necessary to train employees and improve their skills.

I would like to dwell in more detail on the key employees of the restaurant, the requirements for their qualifications and the main tasks in their work.

Restaurant manager.

The head of the restaurant is a key figure in the institution. The success of the restaurant will largely depend on the professionalism of the future project manager. This should be an established manager in the restaurant industry with experience in "start-up" restaurants.

Main current tasks:

Implements the implementation of the current tasks of the restaurant development;

Deals with the selection of staff of the institution, its rewards and penalties;

Carries out financial control over the activities of the restaurant in accordance with the adopted budgets;

Interacts with supervisory authorities;

Creates corporate culture and traditions.

Restaurant chef.

The main task of the chef is to control production processes taking place in the restaurant kitchen. He reports directly to the Restaurant Manager. One of the main responsibilities of the chef is the formation of the menu, the preparation of dishes and the control over the observance of technology.

Subordinate to him is the staff of the procurement workshop; the chef is responsible for the safety of materials and equipment used in the cooking process.

As part of his duties, the chef is responsible for the proper resolution of the following issues:

Monitoring compliance with the rules of cooking in accordance with the technology and costing;

Purchase of new and replacement of failed equipment, inventory; purchase of products and control over their use;

Training of new personnel, personnel supervision, shift management;

Monitoring compliance with sanitary and hygienic standards and safety regulations.

Line cook and pre-cooker.

The speed and quality of cooking in the kitchen of the restaurant largely depends on these employees. The line cook and the pre-cooker must be able to handle not only kitchen appliances, but also the equipment that the kitchen and the preparation shop are equipped with.

The pre-cooking chef cuts the products for cooking, he must do his job not only with high quality, but also as quickly as possible.

The chef of the line monitors and performs the final stage of cooking in the restaurant kitchen.

Maitre d', hall administrator.

Such employees are the main persons in shaping the impression of visitors about the institution.

The main task of the maître d' is to meet visitors; as a rule, a man is selected for this position. External data play an important role in this.

Waiters and bartenders.

These employees are key figures in the restaurant hall. Waiters and bartenders serve visitors. It is from these employees that the level and quality of service in the institution depends. Waiters and bartenders should have maximum information about restaurant menu items.

Chief Accountant.

One of the key figures of the restaurant. The main tasks of the chief accountant of the restaurant business:

Financial statements;

Management reporting;

Optimization of tax payments;

Monitoring the execution of budgets BDR, BDDS;

Control over accounts receivable and accounts payable of the restaurant;

Relations with banking structures.

Table 1.

Staffing (basic version of the business plan).

	Name positions					Note
Administrative and management personnel
	Restaurant manager					% With net profit
	Ch. accountant
	Chef					% of kitchen turnover
	Hall administrator					% of revenue
Production (preparation shop)
	line cook
	Pre-cooking chef
	Waiters					% of revenue

"End-to-end" restaurant business processes:

Management of the restaurant work process, evaluation of the work of the staff;

Accounting support of the restaurant: internal and external reporting;

Technical, operational, service issues in the work;

Issues of security and countering the theft and theft of goods and materials;

Business processes of the procurement shop;

Purchase of goods (raw materials) for production;

The process of production of semi-finished products and preparations for cooking;

Logistics between production and restaurant activities.

Now we will more clearly distribute the performers of the above business processes. The processes in the kitchen and in the preparation shop will be performed directly by the employees of these departments. As for the "end-to-end" functions of the restaurant, some of the business processes are supposed to be outsourced, namely:

Selection and training of personnel;

Technical, operational, service issues in the restaurant;

Issues of security and counteraction to theft and theft of goods and materials.

1.2 Demand and restaurant load.

It is very important at the design stage to correctly assess the future attendance of the restaurant, based on the time intervals of work and days of the week. When assessing attendance for the first three months, the experts of the Academy of Restaurant Business focused on:

Competitive analysis of existing restaurants;

Own experience in restaurant management;

Seasonality of this segment of the catering business;

Table 2.

Forecast of restaurant attendance for the first three months of operation (with an estimated maximum traffic - 750 people / day.)

January
Days of the week, hour					After 22:00 until closing
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
					Total (week)
					Average attendance (day)

February
Days of the week, hour					After 22:00 until closing	Estimated number of visitors per day
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
					Total (week)
					Average attendance (day)

March
Days of the week, hour					After 22:00 until closing	Estimated number of visitors per day
Monday
Tuesday
Wednesday
Thursday
Friday
Saturday
Sunday
					Total (week)
					Average attendance (day)

Picture 1.

1.3 Determining the value of the average check.

Restaurant traffic growth chart.

We will consider this issue in conjunction with sales issues by menu categories, the value of the production cost for each category, the level of margins by menu categories in paragraph 1.5.

1.4 Basics of calculation.

Consider what aspects the accounting and costing system in the restaurant consists of.

When creating a menu, the responsibility of the chef and accountant-calculator includes:

1. Availability of the Collection of recipes and loss rates.

2. The procedure for compiling technological maps:

The concept of gross and net in costing;

Cold processing of products (depending on the season);

Thermal processing of products;

Methods of heat treatment;

Dependences of the rate of losses on the chosen method of heat treatment.

3. The procedure for compiling calculation cards based on technological cards.

4. Development and approval of dishes for new and branded dishes.

5. Rules for using the Collection of recipes:

Calculations of vegetable loss rates;

Calculations of norms of losses of cereal products;

Calculations of norms of losses of meat, offal, poultry;;

Calculation of fish and seafood loss rates;

Calculations of loss rates for gastronomic products;

Calculations of loss rates for flour and confectionery products.

6. Pricing in catering:

The concept of price and costing;

Collection of recipes for dishes, culinary and confectionery products;

Calculation of dishes, culinary and confectionery products: modern requirements;

Acts of elaboration of dishes and drawing up technical and technological maps for main dishes.

The area of ​​responsibility of the manager and chief accountant includes:

1. Knowledge of the law of the Russian Federation "On consumer protection";

The procedure for the return, exchange of goods;

Registration of documents on the movement of goods internal and external;

Invoices, invoices, invoices, cash records, including the journal of the cashier-operator, reports;

Cash and non-cash payments, rules for invoicing and execution of payment documents;

2. Economic accounting. Documentation of business transactions:

The concept of accounting documents, their role and significance.

1.5 Determination of the average selling price. Trade margin amount.

To begin with, we define menu categories for further analysis.

Fried chicken;

French fries;

Pepsi, carbonated drinks.

This is followed by the step of determining the markup level for all menu categories. Accordingly, sales prices are formed for all categories. It should be understood that these are average indicators for each of the positions. For example, if the line of the same dish consists of 6-8 varieties, the average selling price will be 100 rubles. This means that the cheapest dish can cost, for example, 60 rubles, and the most expensive type of the same dish can cost 180 rubles.

Table 3

Determination of the average selling price, cost price by menu category according to the basic version of the settlement part.

	Name of the dish		Oud. Weight (share)	Mark-up, %, excluding costs	Selling price, rub.
	Deep-fried chicken (2-3 positions)
	Salads (3 items)
	French fries
	Tea, coffee (3 types each)
	Pepsi, carbonated drinks
	Fruit drinks, juices, mineral water
	Ice cream. Dessert
	Draft beer (2 types)
	Pancakes-rolls (3 types)

It should be noted that the average selling prices by category are based on the average prevailing in the market.

More accurate figures can be supplied only after the development of technological and the formation of costing cards for the product line.

Table 4

Determining the level of the average check.

	fried chicken	From 100 to 120 rubles.
		From 60 to 100 rubles.
		From 65 to 75 rubles.
		From 225 to 295 rubles.

2. Investment plan.

2.1 Investment volume.

Let's try to bring all categories of investments into one general table and understand the total amount of investment in the project. It should be understood that the total amount of the initial investment consists not only of investments, but also includes working capital before the opening of the restaurant.

Table 5

The structure of the initial investment in the project.

		Volume (rub.)
	Construction and installation works
	Business plan
	Concept
	Technological project
	Design project
	Development corporate identity
	Site creation
	Automation costs
	Primary staff training
	Security deposit
	Total: Investment
	working capital(based on approximately 30% of the purchase volume of the first month)

2.2 Investments and renovations.

Let us consider in more detail the composition of construction and installation works. The whole complex of works of builders-finishers and contractors is laid here:

Construction of walls and partitions;

Heating;

Ventilation and air conditioning;

Water supply and sewerage;

Electricity;

Communication and Internet;

Security and fire alarms.

It is important to understand that it will be possible to speak more accurately about the amount of construction and installation costs only at the stage of concluding lease agreements, when it will be clear what and how many construction “alterations” are required to prepare the premises for doing business.

2.3 Investments for the purchase of equipment.

The main investment item is technological production equipment. In fact, the quality of the offered assortment, and hence the success of the business project, largely depends on the correct professionally selected equipment.

2.3.1 Technological equipment.

To determine the cost of technological equipment, the specialists of the Restaurant Project developed a technological project, the result of which is the specification of equipment in the amount of 5,678,776 rubles per 164 kW of electric power (basic version of the calculated part).

The technological project includes plans for the arrangement of equipment and its specification according to the arrangement by zones, as well as an explanatory note.

Table 6

Technological operations and proposed equipment.

	Technological operation	Suggested equipment
	"Preparation" semi-finished meat products	Roasting surface, production LOTUS FTL-78ET Italy
	Baking confectionery and bakery products	Convection oven TECNOTEKA KL 864, Italy
	Deep-fried cooking	Pressure Fryer, Kocatec PPFE 600, South Korea
	Cocktail preparation	Hamilton Cocktail Mixer, USA
	Ice cream making	Freezer for soft ice cream, Starfood, South Korea
	Storage of wine and alcoholic beverages	Wine cabinets Tecfrigo, Italy

Separately, it should be noted that the specification already includes a proposal for furniture in the hall for visitors.

2.3.2 Investment in the automation system.

The experts of the Restaurant Project analyzed the market of proposals for the automation of restaurants. The optimal solution can be a typical project of the IIKO company specifically for organizing customer service, as well as a comprehensive proposal for the automation of establishments from the Avers Technology company.

Comprehensive automation offerings:

"Avers Technology" company, complex solution "Expert" system, cost from 200,000 rubles;

IIKO, a comprehensive solution, cost from 200,000 rubles.

The main advantage of the system is the ability to organize and control the stages of production in the procurement workshop and sales in the restaurant hall almost online, track internal logistics, ensure financial statements. Besides, modern systems automation allows you to build accounting taking into account the features organizational structure and optimization of taxation.

2.4 Investments in working capital.

According to the established practice in the restaurant business, even before the opening of the institution, all the main contracts for all categories of goods from suppliers are concluded. For certain categories of supplies, it is advisable to conclude exclusive agreements with one reliable and trusted supplier partner. For example, in the field of beverage supply. This will also bring additional income.

The main suppliers of the restaurant:

Supplier of meat, fish and seafood;

Supplier of fresh vegetables, lettuce, herbs;

Beverage supplier;

Supplier of alcoholic beverages;

Tea/coffee company.

It is also worth noting that when signing partnership agreements with suppliers, you can achieve additional bonuses for the company, for example, beverage suppliers, as a rule, supply the establishment with branded inventory and utensils.

Since in restaurant practice, for many positions, they use the relevance of the supply contract with the terms of deferred payment for 7/14/21 days, it makes sense to invest in working capital before opening no more than 30% of the cost of food and drinks of the first settlement month of work.

2.5 Financing of the project.

An important point in the creation of a restaurant is not only the availability of the necessary financial resource (own funds or borrowed funds), but also a complete understanding of the participants in the process of observing the sequence of stages of work and organizational activities, and, accordingly, the stages of financing the process of launching a restaurant.

Stage 1. "Ideological, pre-project" stage.

The stage of origin of all ideas and desires. A concept is developed, then business planning, all risks and opportunities are assessed.

Stage 2. "Design: Search necessary equipment; conclusion of contracts with partners - suppliers and contractors".

Stage of engineering, technological design of the premises. Creation of a design project and implementation of the concept. Search for partners-suppliers of equipment, negotiation processes on the terms of supply and payment. Conclusion of contracts. Search for partner contractors for all types of construction and installation works.

Stage 3. "Implementation of construction and installation works according to the design project and supply, installation of equipment at the facility."

Stage 4. "The stage of setting up and launching a restaurant."

Arrangement of all necessary furniture and interior items, adjustment of restaurant automation, installation of cash registers, briefing and initial training of staff.

Table 7

Stages of financing and deadlines for the execution of investment activities for the launch of a restaurant (according to the basic version of the settlement part).

		Volume (rub.)	Funding stage	Month of the final implementation of the enterprise
	Construction and installation works
	Business plan
	Concept
	Technological project
	Establishment and maintenance of the restaurant kitchen
	Design work(heating, ventilation, air conditioning, water supply, sewerage, electrical equipment)
	Design project
	Equipment (according to the Technological design)
	Bar counters, signs, decoration
	Bar equipment, dishes, inventory
	Corporate identity development
	Site creation
	Video surveillance, burglar alarm
	Inventory, utensils, cutlery for the procurement workshop
	Automation costs
	Expenses for licensing and permit documentation
	Primary staff training
	Selection of manager and chef
	Security payments
	Total: Investment
	Working capital (based on approximately 50% of the purchase volume of the first month)
	Total: initial investment

3. Financial plan.

In order to enable the Customer to choose options for creating a restaurant business format, two options are presented in the calculation part of the business plan:

The first (basic) option: one establishment with production;

Restaurant chain.

3.1 Budget of income and expenses.

In the calculated part of business planning, two options for the budget of income and expenses are presented:

1. BDR (detailed) is made separately for the enterprise and a separate restaurant based on the parameters, namely:

Planned average bill;

Planned attendance dynamics;

Estimated number of seats.

The rent is calculated from the average market prices for commercial real estate in St. Petersburg, namely:

2500 rub./sq.m. for a separate restaurant.

Additionally, to understand the dynamics of orders for the main categories of dishes in the budget, a diagram of the daily order of first courses by months of planning is presented.

Figure 2.

Diagram of daily orders (according to the basic version of the settlement part).

2 BDR (forecast) reflects the overall picture of the enterprise, taking into account the tax burden during the year. Additionally, the margin of financial safety relative to the break-even point is presented below.

To reflect the dynamics of obtaining net profit, a diagram is presented.

Figure 3

Diagram of the dynamics of the net profit of the restaurant for the year (according to the basic version of the calculated part of the business plan).

3.2 Cash flow budget.

Presented in the calculated part of the business plan. Reflects the situation with the receipt and expenditure of cash and non-cash funds of the enterprise during the year, taking into account the quarterly payment of tax on UTII.

3.3 Choosing a taxation system and calculating the tax base.

ENVD.

This type of activity of the sphere Catering falls under the single tax on imputed income.

Determining the amount of basic income, according to Art. 346.29 of the Tax Code of the Russian Federation::

The amount of basic income for catering enterprises with a hall up to 150 sq.m, 1000 rubles / sq.m.

For St. Petersburg, when calculating UTII, the following parameters are used:

The value of K1 - the deflator coefficient for SPB - 1, 494;

The value of K2 - the coefficient of basic profitability -1.

The tax period is a quarter.

Reporting - similarly.

Unified social tax.

From January 1, 2010, Chapter 24 "Unified Social Tax" becomes invalid (Federal Law of July 14, 2009 No. 213-FZ). The UST has been replaced by insurance premiums for mandatory pension insurance, compulsory medical insurance, compulsory insurance in case of temporary disability and in connection with maternity.

From 01.01.2011 general tariff insurance premium is 34% (recall, the UST rate is 26%). The distribution is:

For insurance premiums for compulsory pension insurance - 26%;

For insurance premiums for compulsory social insurance in case of temporary disability and in connection with motherhood - 2.9%;

For insurance premiums in FFOMS - 2.1%;

For insurance premiums in TFOMS - 3%.

The tax period is monthly.

Reporting - similarly.

Personal income tax.

The enterprise monthly accrues and pays personal income tax, at a tax rate of 13%, according to the salaries stated in the "Staff Schedule".

However, the fundamental point is the fact that the company is just a tax agent, the payers are the company's employees as individuals. The specified amount is paid from the salaries declared in the "Staffing Schedule". Therefore, BDR and BDDS are not reflected as a separate line in the budgets.

Table 8

4. Investment efficiency.

The larger the investment project and the more significant changes it causes in the results of the economic activity of the enterprise, the more accurate the calculations should be. cash flows and methods for evaluating the effectiveness of an investment project.

Methods that do not include discounting include the following:

Method based on the calculation of the payback period of investments (payback period of investments);

Method based on determining the rate of return on capital (rate of return on capital);

A method based on calculating the difference between the amount of income and investment costs (one-time costs) for the entire period of use of the investment project, which is known as "Cash-flow" or the accumulated balance of cash flow;

The method of comparative efficiency of the reduced costs of production;

The method of choosing options for capital investments based on a comparison of the mass of profits (the method of comparing profits).

Discounting is a method of evaluating investment projects by expressing future cash flows associated with the implementation of projects through their current value. Methods for evaluating the effectiveness of investments based on discounting are used in cases of large-scale projects, the implementation of which requires a significant amount of time.

Methods for evaluating the effectiveness of investments based on discounting:

Net present value method (net present value method, net present value method);

Method internal norm arrived;

Discounted payback period of profit;

Yield index;

annuity method.

The method of evaluating the effectiveness of an investment project based on the net present value makes it possible to make a management decision on the feasibility of implementing a project based on a comparison of the amount of future discounted income with the costs necessary to implement the project (capital investments).

Table 9

Project efficiency in the estimated part (according to the basic version of the business plan)

Table 10

Definition key indicators efficiency, taking into account a 5-year profit forecast (according to the basic version of the business plan).

Table 11

Efficiency of the project in the calculated part (by option: a separate restaurant + production).

5. Risk analysis.

5.1 Qualitative risk analysis.

Risk probability assessment determines the probability of occurrence of each particular risk. The impact of a risk assessment examines the potential effect, both positive and negative, on one or more portfolio objectives.

Tools:

interview technique;

Probability distribution;

Probability and influence matrix;

Financial analysis tools;

Assessment of risk trends;

Checking project proposals;

Assessment of data accuracy.

The task of a qualitative risk analysis is to identify the sources and causes of risk, projects in the implementation of which there is a risk, that is:

Identification of potential risk areas;

Identification of risks associated with the activities of the enterprise;

Forecasting practical benefits and possible negative consequences of the emergence of identified risks.

The main purpose of this stage is to identify the main types of risks affecting financial and economic activities.

5.2 Quantitative risk analysis.

At the stage quantitative analysis risk, the numerical values ​​of individual risks and the risk of the portfolio as a whole are calculated. Possible damage is also identified and given valuation from the manifestation of risk and, finally, the final stage of quantitative assessment is the development of a system of "anti-risk" measures and the calculation of their cost equivalent.

Quantitative analysis can be formalized, for which the tools of probability theory, mathematical statistics, and operations research theory are used. The most common methods of quantitative risk analysis are statistical, analytical, method expert assessments, method of analogues.

Statistical methods;;

Analytical methods;

Method of expert assessments;

analog method.

Carrying out a risk analysis for the designed restaurant:

The risk assessment for the project was carried out by an expert, as a result of which it was possible to identify a number of industry risks inherent in the public catering market.

The evaluation methodology is as follows:

Risk probability assessment:

0 - the risk is insignificant;

25 - the risk is most likely not realized;

50 - nothing definite can be said about the occurrence of the event;

75 - the risk is likely to manifest itself;

100 - the risk is likely to be realized.

Factor Weight:

0.100 - the most significant;

0.055 - average significance;

0.010 - low significance.

The evaluation results are presented in the table.

Table 12

Possible risks of the designed restaurant.

Risks/stages	Assessment of the likelihood of risk realization	Factor weight	Integral risk assessment
Investment phase
Discrepancy between forecast and actual volumes material resources
Exceeding planned costs and increasing project costs
Project underfunding
Delay in the completion of work on the launch of the project
Limited availability of energy, building materials, transport, raw materials
Limited availability of labor resources, management staff, contractors
The attitude of local authorities and residents
Operational phase
Credit risks 1,375
Failure to fulfill obligations by partners, shareholders, investors
Supplier default
Default by insurers
Market risks
Possible changes in the cost of raw materials, materials, equipment, finished products
Changes in taxes, duties
Decreased purchasing power of the population
Operational risks
Errors in the processes of conducting transactions and settlements on them, their accounting and reporting
Changes in personnel and the departure of the head
Loss of trust in the institution
Fraud, abuse, theft
Equipment malfunctions
External influences (crime, terrorism)
Other risks
Unfavorable development of the economic situation, loss of competitiveness
Wrong choice of product line
Conflict of interests of project participants
Legal errors in the implementation of the project
Violations in the right establishing documents
Illegal methods of struggle by competitors
Potential conflicts with state, supervisory and prudential authorities
Total sum of factors
		Overall risk score (%)

Table 13

Risk prevention methods.

Name of operational risk

Summary: To open a restaurant, first of all, you need a concept. However, for your institution to be successful, it is not enough just to have an idea. It is a process whose success depends on many factors. Ignorance of which is the main reason for the collapse of the catering industry. Most new restaurants close in their first year of operation. After reading our article, you can easily bypass the risk factors and make the right decision in a difficult situation.

If you decide to open your own restaurant, then you should know how successful this business is in times of economic instability and boldly go forward, despite the setbacks. Try not to listen to the pessimists "advisers". When your establishment gets satisfied regular customers, you will understand that the efforts were not in vain.

Dangers of the first year of running a cafe or restaurant

If you have already opened a restaurant, you have already experienced all the first problems of growth and development. The first year is certainly the most important, it sets the pace for the development of the institution. There is a question - “will it take off or not take off?” However, even if it “takes off” and visitors come to you, do not relax. According to statistics, not all restaurants fail in the first year. Professor HG Parsa conducted research and concluded that 59% of restaurants fail within three years.

Why is your restaurant at a loss?

I have met people from all walks of life, from the owner of a simple pizzeria to the director of a high-end restaurant. All of them already have some experience in running their own business. After talking with them, I decided to highlight the main reasons that lead to failures:

• Small start-up capital
• Poor knowledge of the competitive market
• Restaurant location in the wrong place
• bad advertising campaign
• Failures in quality of service
• Poor work organization
• Lack of proper accounting
• Failure to manage staff
• Unoriginal approach to business

Each novice restaurateur (however, this also applies to experienced restaurateurs) is simply obliged to analyze each item on this list. And do not try to comfort yourself and praise. Be honest with yourself.

Here are some important notes on each of these points.

Insufficient start-up capital is a problem for novice restaurateurs

Opening a restaurant is an expensive project. And before you get down to business, make a business plan. Remember: Even the simplest business plan is better than none.

Depending on the type of restaurant, you need a minimum of $30,000. To open my bar, I took out a loan and had some savings of my own. The loan rate is something that must be present in a business plan. Be sure to take into account all future expenses, because otherwise you will not only not make a profit, but you will not be able to pay your debts.

Pre-Opening Spending Tips:

• You don't have to spend a lot of money on decoration. First of all, it is necessary to consider the purchase of expensive equipment.
• Treat credit money the same way you treat your savings. Be reasonably frugal. All expenses that you have not planned in the business plan should be carefully considered.
• If you have legal or financial difficulties, then savings will come to the rescue. Leave them for a rainy day.

During the first year, you need to have enough money to deal with issues that will arise during the operation of your restaurant. Since you are just starting out, you will not be able to anticipate all expenses.

Pay special attention to the following:

• High rent for space. Initially, when choosing a place for your restaurant, think about whether you have enough money to pay the monthly rent. This is the most important part of your plan.
• Not enough money, but no profit yet? Start-up capital should include an amount that can cover any financial problem without the expectation of profit. Create an insurance reserve from savings.
• There are no small things in business. Finding a supplier for a restaurant or bar, creating a menu, working with staff, protecting against theft and fraud - all this mandatory items to fulfillment.

Evaluation of restaurant business competitors and profitability

In any business, success depends on market research. If you know where your competitors stumbled, which bar is more frequented, etc. you will be able to analyze the success of your future institution. Owning a restaurant is more than just renting a place, designing, hiring staff, etc. You must be prepared for the fact that in the first year you will not have free time. This is best illustrated by the following statistic: over 35% of restaurants fail in their first year, while franchises have only 10% failures.

Why are franchises more successful than independent restaurants?

Franchise owners spend the most on marketing research. The risk of going bankrupt with them is minimized - many years of successful network experience allows you to simply acquire the right to open the same profitable place. Owning a business has a lot more risk, and when you buy a franchise, you don't have to think about the concept of a restaurant.

If you do not have a franchise and you are opening on your own, then do not hesitate to use someone else's positive experience. Study competitors and colleagues, learn and apply in your work.

Location for your restaurant

The location for your restaurant is one of the most important tasks. It is after choosing a place and determining target audience you will be able to develop the concept of your institution. It should be borne in mind that depending on the type of institution, you will have to choose a place to open. You should not open an elite restaurant in a residential area.

If you want visitors to come to you during lunch for business lunches or dinner after labor day, choose a location with convenient transportation, industrial centers and offices nearby.

Dormitory areas are an ideal environment for family holidays, holidays and just evenings with friends. It is also very important to consider the presence of competitors in your chosen area. Visit their establishments and look at the organization of work.

No promotion - no profit at the cash desk of the cafe

In the age of technology and the Internet, it must be taken into account that people learn about new places no longer from newspapers and rumors, but on websites, in social networks and forums. Be sure to consider how you will promote your restaurant. A competent advertising campaign will ensure the influx of new visitors immediately in the first days and weeks of work. Don't skimp on restaurant advertising. But don't waste your money on outdated advertising media. Think about your target audience: where they live, where they work, where they go, and what they read. A successful marketing ploy is the most important thing for a new establishment. However, this is a topic for a large separate article on the promotion of the restaurant business. Subscribe to Blog.

Menu planning and restaurant pricing

The main mistake of a novice restaurateur is to include his favorite dishes in the menu. All people have a specific taste, especially since the dishes do not always coincide with the concept of the institution. It is very important to adapt the restaurant menu to the contingent.

Pay special attention to the preparation of the menu and the price of the dishes. Carefully compare the cost price, the price of ingredients and profit. If you set the price too high, you should not expect guests to want to return to you. The price for the dishes should correspond to the quality of preparation and service that you offer.

Poor organization of work in the restaurant

If your partner also owns the business, then you should be prepared for the problems that arise in a relationship with a partner.

Business and relationships are incompatible, and therefore it is very difficult to remain friends and at the same time have a common cause. Financial risks, documentation problems - these are all situations that can destroy a friendship. You and your partner should take care of each other by creating a working atmosphere. Many restaurants were at risk of bankruptcy due to numerous disputes and conflicts of their owners.

Partners must cooperate and decide together how best to get out of a difficult situation. They must objectively consider the facts and analyze the situation. You must determine the "points of contact" and the meaning of the relationship.

For a good partnership, it is necessary to clearly understand and distribute the contribution of each participant to the business. Partners must be sure that together they can achieve the desired result. The best solution is the distribution of responsibilities at the initial stage.

And the cornerstone of success is the organization of work aimed at the satisfaction of your customers. you need to make your subordinates feel your support and take care of the visitors.

Restaurant owners go to great lengths to ensure that their establishment has the best service, forgetting to study the customer population for their restaurant. If you understand your guests, you will be able to satisfy all their requirements and exceed all expectations. Understanding customers should be a priority for restaurant development. Try to put yourself in the place of the visitor. Carefully study the menu and analyze which items are ordered most often. Ask customers to evaluate the quality of service and listen carefully to their wishes and suggestions.

Lack of accounting, control and analysis of the restaurant business

In order to optimize the work in the restaurant, special attention should be paid to inventory, accounting and warehouse management. Reducing unnecessary expenses and preventing employee fraud are very important points in running a restaurant business.

According to statistics, the monthly profit of the bar loses about 20% of sales due to theft. Now think about how much money you will lose every month just like that.

Pay special attention to, accounting and analysis of your restaurant business. Choose carefully. Do not buy the cheapest and free programs, they are useless. But don't chase the expensive ones either, unless of course you're opening an elite large chain of restaurants. Choosing the best POS software for your establishment will significantly affect the optimization of work.

Changing the quality of service

If you have good service and a well-thought-out menu in your restaurant, this is a guarantee that you will have visitors. If you only tried to serve everyone as comfortably as possible in the first year of work, set affordable prices, etc., and then lowered the quality of work and dishes over time, do not expect your regular customers to return again.

Maintain the quality of service in your restaurant at the same level and try to constantly improve it. In order to make a good profit and have regular visitors, it is very important not to change the recipe of dishes, not to try to save money on their preparation. People want to come back to you just because they liked something.

This does not mean at all that the menu does not need to be improved. New items, seasonal dishes or a new interior detail - all this should be present. Clients should see that you are trying for them, creating something new.

Visitors always want one thing - delicious food at a reasonable price. If they feel like they didn't get enough food for their money, or too small portions, guess where they'll go? to your competitors.

Lack of original ideas for a restaurant

IN modern world it is very difficult to create something original and well thought out. Therefore, new restaurateurs often make the mistake of opening a restaurant without their own “zest”. Before thinking about the concept of your restaurant, attend trainings, go to conferences, study the market and see which restaurants are making good profits.

Even if you run a family-run steak and fries restaurant, people should want to come to you. Think about what exactly your institution should appeal to visitors.

Results: Now that you know all the "pitfalls" of the restaurant business, you can explore the market and create an institution that will bring you not only joy, but also profit.

Regardless of your plans, a restaurant may fail in its first year of operation or its second. However, you must remember - if you work hard and put your soul into your favorite business, this will definitely give a result.

Your Master Rurto

Today, in almost every country there are a great many such institutions. As a rule, or institutions of interest (for example, sports-themed projects) are considered especially popular. In this article, you can find the answer to such an interesting question: how to open a bar from scratch. Step-by-step instruction, helpful tips and practical situations - the reader will be able to learn about these and other equally interesting nuances in the process of reading the material.

Bar Theme

Of course, to begin with, it would be advisable to define directly Such an obsession “I want to open a bar!” - this is not so bad, but when it comes to practice, some difficulties and pitfalls appear. However, with a great desire and a corresponding desire, everything is possible in this life.

So, initially you need to choose one of three mutually exclusive paths:

• A democratic institution with a small number of dishes in the assortment (about a dozen) and affordable prices.
• Large selection of food and drinks at reasonable prices. It is important to add that the cost of dishes in this case is an order of magnitude higher than in the previous version.
• A bar of an elite orientation, the distinctive features of which will be a great variety of dishes in the assortment and, of course, high prices.

After the issue with the concept of the institution is resolved, it is necessary to think about what is needed to open a bar? Where to start? The answer to this question can be found in the next chapter.

Registration type

Opening a bar from scratch is not an easy task. Therefore, in the case of a firm intention to implement this idea, it is necessary to stock up on strength and patience. Once the concept is defined, it should be decided what type of organizational and legal registration would be appropriate in this case. How to open a bar? To date, there are the following registration types that are suitable for such establishments:

• Individual entrepreneurship (IP).
• open Joint-Stock Company(OAO).
• Closed Joint Stock Company (CJSC).
• Limited Liability Company (LLC).
• Additional Liability Company (ALC).

Immediately after this decision, on which, one way or another, the taxation system (simplified or general) will depend, you can further think about the question of how to open a bar in a small town or a large metropolis.

By the way, experts advise in terms of the organizational and legal type of registration to choose individual entrepreneurship. Why? The fact is that this option allows you to make taxation easier several times, and therefore, to conduct the business itself in an independent way.

In the case of choosing a limited liability company, personal property complexes will not be entered directly into the debt account. How to open a bar under this kind of circumstances? It is important to note that the considered organizational and legal type of registration significantly complicates the work with tax service. In addition, it becomes more difficult and the procedure for selecting employees in terms of accounting.

Required Documentation

How to open a bar? After the issues of the concept and type of registration of the institution are resolved, it would be advisable to collect all the necessary documentation, which includes the following papers:

• Special permit document regarding the opening of the bar. It can be obtained from the Russian Consumer Supervision. To do this, you should provide an opinion related to the supply of raw materials and the finished product; certificate confirming the passage of the stage state registration establishments; an agreement for the purchase of premises or a document confirming its lease, as well as the results of a medical examination from relevant specialists.
• bar? Of course, this requires a license to sell alcoholic beverages.
• License for the sale of tobacco products.
• Free retail license.
• How to open a bar? The last document required to be submitted to the relevant state authorities is a business patent. As a rule, this kind of paper is issued by the local administration.

Important comments

It is possible to open a beer bar from scratch or an institution of a different concept only if all of the above documents are available. It is important to add that this list is complete, but it happens that government agencies additionally require official confirmation of the presence of a safe in the institution.

If the entrepreneur is sure in advance that he will not be able to overcome the procedure for completing the entire package of documentation, then it is advisable to contact specialists in the relevant field. They, one way or another, know about all the nuances of the necessary procedure. It is important to add that the cost of such a service is approximately five hundred dollars. But it will be possible to save a significant amount of time for going through the authorities and your own nerves.

financial question

How much money is needed to open a bar? It should be noted that absolutely all costs can be classified in accordance with three main categories: key, fixed and variable. Of course, in any case, an entrepreneur will need funds to buy or rent premises, repair and finish, supply all communications that are missing or necessary, purchase furniture products, equipment and utensils, and organize advertising activities (which has also recently cost a lot) and also for the preparation of the necessary documentation.

The first stage - finding a room

Having considered all the theoretical issues, it would be advisable to move on to practice. The procedure for finding a room is determined by a number of important nuances. One of the best options is the first floor of a non-residential type house. The once popular basement bars now scare customers, and they also create many additional problems, for example, with sewerage or air conditioning. In order to make sure that the choice of a particular room is appropriate, it is necessary to check the following nuances:

• Convenience and safety in terms of entrance or approach.
• Quality utilities.
• The possibility of concluding a long lease term for profit.
• The existence of the new owner of some rights of a residual nature.
• The presence of additional space directly to bring new ideas to life.

The second stage - recruitment

It is important to note that a bar with 20-25 seats needs the following for seating guests:

• Hall manager.
• Accountant.
• IT Specialist.
• Manager.
• Cashier.
• Several waiters.
• Security guard.
• Two bartenders working, as a rule, in shifts.
• Cleaner.

If there are hot dishes on the menu of the establishment, this list must be supplemented by the chef and several of his assistants. It is important to note that the recruitment procedure should be carried out as carefully as possible in order to avoid dishonesty and theft. It should be expected that periodically it will be necessary to conduct training and certification of employees. So, being literate, they will be able to improve the reputation of the institution, which means attracting new customers.

Third step - equipment

To open a bar, you will need various categories of equipment, namely:

• Refrigeration equipment (refrigerators, display cases for wine,
• Thermal equipment(pancake makers, ovens, stoves, thermal showcases, shish kebabs, and so on).
• Bar equipment (blenders, coffee grinders, mixers, toasters, juicers, and so on).
• Electromechanical equipment (vegetable slicers, bread slicers, and so on).

Moreover, do not forget about sinks, trash cans, cabinets, ventilation umbrellas, scales, distribution lines, shelves and so on. In general terms, it is necessary to spend about 200,000 rubles on the purchase of the listed equipment for a small scale bar.

By the way, this list did not include air conditioners, office equipment, and utensils. To purchase these items, you will need about 300,000 rubles. In the case of renting a room, the amount is 60,000. It is worth remembering that absolutely all the nuances depend on the region in which it is planned to open an institution. In annual terms, this is approximately 720,000 rubles.

Also, do not forget about the salaries of the bar staff, as well as the purchase of alcohol and products. It is important to note that the first month after the opening will serve as a serious reason to spend about 600,000 rubles on these events. In the subsequent stages of the institution’s life, about 200,000 rubles will be spent on this.

What risks should be considered when opening a bar?

Like any business, the case under consideration has its pitfalls, including:

• A significant level of theft, which often reduces absolutely all the efforts of the owner of the establishment to zero. To avoid this, it is necessary to put in order the system of control over the waiters and the barista.
• The presence of high competition, which is growing every year. It is necessary to determine your own advantages and form a creative concept in order to have a lot of guests in the bar.
• Entertainment or business? The fact is that a bar is a good entertainment for customers, but not for the owner. So, you need to take things seriously to secure big profits.
• Even during the renovation process, you should use design services so that guests want to visit the bar again and again. It is important to note that the furniture must be appropriate to the concept. In addition, no one will argue with the fact that people do not like cold walls and poor lighting.

1. Khlevnyuk Elena Igorevna
2. Syrkova Irina Sergeevna

1. Master of the Faculty of Economics and Management Processes. FSBEI HE Sochi State University
2. Candidate of Economic Sciences, Associate Professor of the Department of Economics and Management at the Enterprise, Sochi State University

1.Khlevnyuk Elena Igorevna
2. Syrkova Irina Sergeevna

1. Master of "Economics and management processes" faculty of Sochi State University
2. PhD, Associate Professor of "Economics and management in the enterprise." Sochi State University

Annotation: The catering industry is a growing sector of the country's economy. However, at present, this industry is experiencing a slight decline associated with the instability of the economy and is only temporary. The article discusses the risks of public catering enterprises in modern conditions, the types and causes of their occurrence, analyzes the turnover of the public catering market and identifies ways to minimize risks.

abstract: The catering industry is a growing sector of the economy. However, in the present period, the industry is experiencing a slight decline, coupled with the instability of the economy and is only temporary. This article discusses the risks of catering enterprises in modern conditions, types and causes of their origin, analyzed the catering market turnover and identifies ways to minimize the risks.

Keywords: risk, catering, analysis, economics, economic crisis, development

keywords: risk, catering, analysis, the economy, the economic crisis and development

Public catering is a separate economic unit of the economy, the main purpose of which is to provide public catering services to the population.

According to GOST R 50647-94: Catering. Terms and Definitions,catering — a set of enterprises of various organizational and legal forms and individual entrepreneurs engaged in the production, sale and organization of consumption of culinary products.

The catering market is one of the high-risk ones. Since the likely risks are directly related to the operation of catering establishments, it is necessary to highlight the services provided by catering establishments.

In accordance with GOST R 50764-95 "Catering services" are presented in Figure 1.

Figure 1 - Catering services

These services perform three main functions: the production of products, the sale of products and their consumption. And each of these functions contains a hidden risk that needs to be analyzed.

According to most economists, "risk" implies potential losses, the likelihood of which is due to the presence of uncertainty. However, there isthe probability of occurrence and favorable events, which is also a risk. For example, a large flow of visitors to a cafe is also a risk, since chefs and waiters may not be ready for quick and high-quality service to visitors, which will lead to negative consequences.

Consider the classification of risks inherent in public catering enterprises:

According to the area of ​​occurrence, the risks of the food industry areexternal - these are risks that are not related to the activities of the entrepreneur (for example, these may be unforeseen changes in the legislation regulating entrepreneurial activity, changes in taxation, liquidation of enterprises in case of instructions from state bodies) anddomestic risks are the risks of the entrepreneurial firm itself. They occur when the marketing policy, inefficient management, as well as due to intra-company fraud.

Depending on the types of services provided by public catering establishments, the following risks are identified, indicated in Table 1.

Table 1

Catering risks depending on the types of services.

Production risk	associated with the production of products, the provision of services and any other types of production activities carried out at catering establishments.
Technical risk	is determined by the implementation of preventive measures, the level of organization of production, equipment repair, the introduction of new technologies.
Commercial risk	this is a risk that arises in the process of providing catering services, which is no less important in achieving financial results.

Types and causes of risks:

Customer service risk arises when serving a visitor; when taking an order (when the waiter is incorrectly informed about certain dishes or some products are missing); when issuing an order (poor quality of the dish); speed of service delivery. A decrease in production volumes due to a sharp decrease in demand, competition, an increase in purchase prices, and, consequently, an increase in the price of catering services.

The following types of risks can also be distinguished:

Supply security risk. This is very important, because in the absence of the necessary raw materials, catering enterprises will not be able to carry out their main activities.

Seasonality. If the supply of certain products is seasonal, then this must be taken into account when developing the menu so that this does not affect the orders of the most popular dishes.

Transportation costs. Typically, transportation costs are included in the cost of products, but there is a possibility of various deceptions on the part of suppliers if products are supplied from markets or bases, and not through contracted firms.

Another main risk factor is the labor force (these are risks associated with the qualifications of workers, labor costs) and the risks associated with the degree of deterioration, workload and capacity of equipment.

The risk of changes in the exchange rate is very important when importing raw materials from abroad. For enterprises purchasing raw materials in foreign currency, such purchases can be both profitable and unprofitable, depending on the exchange rate.

For the normal functioning of the enterprise, supplies must be uninterrupted, so the risks associated with restricting the import of raw materials are very important. Thus, in 2015, the embargo on the import of food products from the EU. Many restaurants that previously imported almost all of their products from abroad are now faced with the difficulty of purchasing them and preparing their dishes, since there are no analogues of these products in Russia.

In order to minimize the negative impact of this factor, it is necessary to diversify the counterparties of the enterprise. Thus, it will give an advantage in choosing the price for raw materials, and will reduce dependence on one particular firm.

For a long period, the catering industry in Russia remained a dynamically developing branch of the country's economy. There has been a continuous increase in the turnover of public catering over the past decades. Many experts considered the public catering market in Russia to be one of the least affected by the financial crisis of 2008-2009. (table 2).

table 2

Dynamics of public catering turnover in the Russian Federation

	Million rubles	In % (in comparable prices)
		by 1985	by 1990	by 1995	to the previous year
2000	83 343	38,8	32,9	94,1	111,8
2001	117 050	42,3	35,9	102,7	109,1
2002	152 646	44,9	38,2	109,1	106,3
2003	192 671	47,7	40,5	115,9	106,2
2004	246 136	53,1	45,1	128,9	111,2
2005	323 379	59,5	50,5	144,5	112,1
2006	427 204	68,9	58,5	167,3	115,8
2007	548 476	79,1	67,1	192,0	114,8
2008	722 709	88,7	75,3	215,5	112,2
2009	711 211	77,5	65,8	188,2	87,3
2010	781 379	79,9	67,8	193,9	103,0
2011	903 570	84,9	72,0	206,0	106,3
2012	1 019 617	90,7	77,0	220,2	106,9
2013	1 131 535	94,3	80,1	229,1	104,0
2014*	1 234 105	96,0	81,5	233,1	101,7
2015	1 300 675	90,7	77,0	220,1	94,5

* In order to ensure statistical comparability of data, relative indicators for the Russian Federation were calculated without taking into account data for the Republic of Crimea and the city of Sevastopol.

According to the table, it can be seen that from 2000 to 2014 there has been an increase in the turnover of catering, however, the economic crisis in Russia from the end of 2014 to the beginning of 2015 led to a gradual decline in the volume of the catering market.

It also follows from Rosstat data that the turnover of restaurants, cafes and bars in Russia in June 2016 amounted to 107.5 billion rubles, or 96.8% (in comparable prices) compared to the same period of the previous year, which is minus 3.2% . In May 2016, the market turnover amounted to 108.1 billion rubles, or 98.6% compared to the corresponding period of the previous year and amounted to minus 1.4%. Thus, compared with the dynamics of May, the decline accelerated. According to the results of the first half of the year, the turnover of restaurants, bars and cafes decreased by 3.7%, to 615.9 billion rubles. In the second quarter of this year - by 2.5%, to 321.1 billion rubles.

At the end of 2015, the turnover of public catering in Russia decreased by 5.5%, to 1.3 trillion rubles. The last time the catering market in Russia showed growth in 2014 by 1.6% compared to 2013.

However, the increase is observed in coffee shops and fast foods. The number of visits by Russians to these establishments increased by 4% and 3%, respectively.

Despite attempts by the Government of the Russian Federation to restrain price increases, the possibility of price increases and, as a result, taxation in the future is high. Also, the greatest danger is the imposed sanctions on the supply of goods from abroad, a decrease in demand and the solvency of the population, an increase in interest rates on loans can lead to a decrease in the investment attractiveness of the industry.

Thus, in order to minimize the risks of public catering enterprises, it is necessary to reduce the cost of purchasing raw materials by purchasing Russian analogues at a lower price, optimize the stocks of raw materials by reducing them, and, if possible, minimize the trade margin, and maybe even change the format of the enterprise. food, for example, such enterprises as mobile street food, video game bar, anti-cafe, hammock cafe, showroom, etc. are gaining particular popularity, which will be in great demand by the population Federal State Statistics Service. Date of access: 13.08.16 Access mode: http://www.gks.ru/wps/wcm/connect/rosstat_main/rosstat/ru/statistics/enterprise/retail/#

Research RBC.research. The fall of the restaurant market in Russia accelerated to 3.2%. Date of access: 13.08.16 Access mode:http://www.rbc.ru/rbcfreenews/579f59149a79470dca4f5ac0

Bibliographic list

1. State standard of the Russian Federation GOST R 50647-94 “Public catering. Terms and definitions” (approved by the Decree of the State Standard of the Russian Federation of February 21, 1994 N 35).
2. State standard of the Russian Federation GOST R 50764-2009 “Catering services. General requirements» (approved and put into effect by Order federal agency on technical regulation and metrology of November 3, 2009 N 495-st).
3. Savitskaya T.V., Tyukaeva I.K. Proposals for improving the intra-industry grouping of public catering enterprises // Infrastructural branches of the economy: problems and development prospects. - 2014. - No. 5. - P. 142–146.
4. Khlevnyuk E.I., Syrkova I.S. Analysis of the current state of public catering enterprises in order to identify strategic development prospects. // Economic strategizing in new realities: mechanisms, tools, technologies. Monograph. Under. general ed. prof. Matveeva L.G., prof. Chernova O.A. - Taganrog: Publishing House of the Southern Federal University. 2016. - 463 p.
5. Electronic resource remote access. Research RBC.research. The fall of the restaurant market in Russia accelerated to 3.2%. - Access mode: http://www.rbc.ru/rbcfreenews/579f59149a79470dca4f5ac0 (date of access: 08/13/2016).
6. Electronic resource of remote access. Kabanenko M.N., Ugrimova S.N. Risk assessment in the field of public catering in the context of the implementation of the sanctions policy // Basic Research. - 2016. - No. 5 (part 2) - P. 334-338. - Access mode: http://www.fundamental-research.ru/ru/article/view?id=40300 (date of access: 08/13/2016).
7. Electronic resource of remote access. Rozhdestvenskaya L.N., Khasanova S.M. Risk Management at Public Catering Enterprises // Russian Journal of Entrepreneurship. - 2011. - No. 8-2 (190). - With. 118-124. - Access mode: http://bgscience.ru/lib/7040/ (date of access: 08/13/2016).
8. Electronic resource of remote access. Federal State Statistics Service. - Access mode: http://www.gks.ru/wps/wcm/connect/rosstat_main/rosstat/ru/statistics/enterprise/retail/# (date of access: 08/13/2016).

The influence of environmental factors on entrepreneurial risks in the restaurant business (on the example of Green House LLC)

Ministry of Culture of the Russian Federation

Federal State Budgetary Educational Institution

higher education

"Tyumen State Academy of Culture, Arts

and social technologies"

Institute of Socio-Cultural Service and Information Technologies

Department of Tourism and Service

Final qualifying work

The influence of environmental factors on entrepreneurial risks in the restaurant business (on the example of Green House LLC)

A.V. Gerlach, 5th year student

part-time education,

specialty "Management of the organization",

specialization "Hotel and tourism business"

Tyumen, 2015

Introduction

Chapter 1. Theoretical and methodological foundations of entrepreneurial risks

1 Characteristics of the external environment of the enterprise

2 The concept and classification of business risks

3 Managing entrepreneurial risk in the restaurant business

Chapter 2. The influence of environmental factors on business risks on the example of Green House LLC

1 General characteristics and assessment of factors affecting the results of the Green House activities

2 Construction problems effective system risk management in the company

3 Measures to minimize risks

Bibliographic list

Conclusion

Applications

Introduction

entrepreneurial risk restaurant business

Carrying out entrepreneurial activity, any entrepreneurial structure establishes economic relations (cooperative, production, management, supply, marketing and financial) with other subjects of the market economy. In particular, such links can be established between several business structures for the purpose of cooperation, gaining access to material, labor, financial, intellectual resources, activities, services. The stability of economic ties has a positive effect not only on the activities of their participants, but also on the economic situation as a whole. And, on the contrary, the collapse of stable economic ties between business structures leads to a drop in the efficiency of social production, a slowdown in reproductive processes, economic crises and other negative consequences.

Entering into economic relations, entrepreneurial structures carry out economic interaction.

Features of entrepreneurial interactions are determined by the specifics of entrepreneurial activity. The analysis of the place and role of entrepreneurial interactions (hereinafter referred to as IR) in various areas of the economy and public spheres allows us to conclude that in all cases they are purposeful and, being part of entrepreneurship, ensure its expanded reproduction.

A prerequisite for entrepreneurial interaction is the recognition of each participant's economic independence (within the area of ​​​​coordination of interests). World experience shows that only the correct distribution of risk between the parties to the interaction (as well as the availability of economic feasibility) ensures the strict fulfillment of their obligations.

The change in the concept of PV is mainly determined by the state of the national and world economy and the relationship in the market space of such entities as the manufacturer (seller), consumer (buyer) and the state (authorities). Given that entrepreneurial activity involves risk, it is necessary to study the features of the organization of interaction between business structures in modern economic conditions, taking into account the risk factor.

In modern economic conditions, all commercial enterprises, including those related to the restaurant and hotel business, before starting the production of services, set profit as the main goal.

Entrepreneurial risks may arise during the implementation of activities as a result of the influence of numerous factors. They may arise as a result of decisions internal to the firm or as a result of exposure to the top business environment.

An analysis of the current state of the economy allows us to identify the following reasons leading to the emergence of entrepreneurial risks: the economic crisis; growing criminalization of society; high inflation rates; political instability; optional and irresponsible business entities; fuzziness and continuous changeability of legislative and normative acts regulating entrepreneurial activity; lack of real entrepreneurial law, which hinders the reduction of the overall level of risk; the lack of personal responsibility of a significant part of entrepreneurs for the results of their activities, which increases the "moral" risk of any transaction; the entrepreneur's dependence on the criminal world, the inability and unwillingness of law enforcement agencies to protect him; non-legal, unlimited intervention of politicians in the economy; a sharp increase in the administrative apparatus at the federal and local levels; unstable tax laws; high burden of taxes and obligatory payments; unfair competition; low level of education of entrepreneurs on the problems of the market and entrepreneurship, etc.

The relevance of the chosen topic is due to the fact that in recent years the restaurant business has changed: it is developing rapidly, new conceptual restaurants are emerging, competition is intensifying, guests are becoming more and more spoiled and sophisticated, the level of competitor restaurants is constantly increasing.

The degree of development of the problem, despite the appearance of separate works devoted to the study of entrepreneurial risk, most of them do not contain a complete answer to questions related to the essence of entrepreneurial risk. Many works do not distinguish between such categories as "risk management" and "risk minimization", although in reality risk minimization is one of the stages of risk management. The papers do not consider specific ways to reduce business risks.

The object of the study is the organization Green House LLC. An organization that provides services in the restaurant business. The subject of the study is the conditions and factors that affect the occurrence of risks in the activities of entrepreneurial organizations in the restaurant business, as well as the main ways to reduce them.

graduation goal qualifying work- is the development of theoretical and practical proposals to improve the competitiveness of "Green House".

The goal is to solve the following tasks:

to study the factors influencing the external environment of the restaurant business;

consider the concept and classification of entrepreneurial risks;

to get acquainted with the management of entrepreneurial risks in the restaurant business;

give a general description of the services of the restaurant "Green House";

analyze the impact of factors on business risks in Green House LLC;

develop basic proposals to reduce the level of entrepreneurial risk in the restaurant business.

The methodological basis of this study consists of the methods and principles of formal and dialectical logic. Methods of analysis, comparison, interpretation, methods of scientific generalization, comparative analysis, system and situational analysis, methods of financial and economic calculations, methods of mathematical statistics, as well as the principles of objectivity, completeness, consistency, sufficient reason and others are applied. Such well-known financial scientists as Demidov, A. Yu., Ivanov O. B., Sokolov B. N., Mikhnenko P. A., Dubrovin I. A., Sotnikova A. K., Makarenko OA However, this problem is little developed, the views of scientists on this problem are ambiguous and contradictory.

Provisions for defense:

proposed a classification of environmental factors;

the use of a combination of existing methodological approaches to the study of the influence of environmental factors depending on the level, structuring of the company's goals is substantiated;

an algorithm for choosing a model of a company's behavior under the influence of environmental factors has been developed.

The set goal and objectives predetermined the structure of the final qualifying work. The work consists of an introduction, two chapters, a conclusion and a bibliography.

Chapter 1. Theoretical and methodological foundations of entrepreneurial risks

1 Characteristics of the external environment of the enterprise

The external environment of the organization is a set of factors of its external environment.

The factors of the external environment of the organization are various objects and phenomena that in one way or another affect the activities of the organization. The effectiveness and efficiency of any organization depends significantly on the factors of its external environment.

The external environment is conditionally divided into the external environment of direct impact (microenvironment or business environment) and the external environment of indirect impact (macroenvironment)

The external environment of direct impact is a set of such factors that directly and directly affect the activities of the organization.

The most important environmental factors of direct impact:

consumers;

shareholders;

partners;

laws and government bodies;

competitors;

labor resources of society.

Examples of the influence of state and municipal authorities on the activities of commercial organizations

State Labor Inspectorate. State supervision and control over compliance labor law and other normative legal acts containing labor law norms.

Russian Emergency Situations Ministry. Supervision over the fulfillment by organizations and citizens of the established requirements for civil defense and fire safety.

Pension fund of the Russian Federation. Provides targeted collection and accumulation of insurance premiums, control with the participation of tax authorities for the timely and complete receipt of insurance premiums.

Mandatory health insurance fund. Compulsory medical insurance of employees in order to ensure the constitutional rights of citizens to receive free medical care, registration of organizations as insurers.

The external environment of indirect impact is a set of factors that do not have a direct and immediate impact on the organization, but may affect its activities indirectly (through changes in the factors of the business environment) or over time.

The environmental factors of indirect impact include:

the state of the economy;

scientific and technical progress;

sociocultural factors;

political changes;

the influence of the interests of society;

events in other countries.

So, under the factors of the external environment of the organization understand the elements of its external environment: consumers, competitors, suppliers, government agencies, etc. At the same time, situational variables, formed and changed by environmental factors, can be called the conditions for the functioning of the organization in the external environment.

The conditions (in other words, situational variables) of the functioning of an organization include, for example: sales markets, scientific and technological progress, labor market, consumer preferences, etc. Changes in these and other conditions have an impact on the organization, determining its operations, competitiveness and strategic development.

The process of formation and change of each situational variable of the external environment, as a rule, depends on the action of not one, but several factors. So, for example, the formation and change of the situational variable "sales market" are due to the action of such factors as consumers (their territorial distribution, needs, purchasing power, etc.); laws, government agencies and bodies local government(determining the conditions of trade in certain types of goods in a particular territory); competitors, etc.

Formation of the variable "development of science and technology in the field of activity of the organization" depends on factors such as research organizations; the state of the world economy; laws of the state regulating and stimulating scientific research and development; innovative and experimental design activities of competing organizations, etc.

In modern management, it is not enough just to understand what factors from the outside influence the activities of the organization. Understanding the characteristics of the organization's external environment becomes critical. The main characteristics of the external environment are:

The complexity of the external environment is the number of factors to which the organization must respond. For different organizations, the complexity of the external environment is also different.

The interrelationship of environmental factors is the degree of influence of a change in one factor on all the others. Changing some factors leads to significant changes in others (laws, consumers, etc.).

The level of variability is the degree of variability of each factor. Some factors are more stable (socio-cultural factors, society's labor resources, etc.), others are significantly changeable (scientific and technological progress, laws, consumer desires, etc.).

The mobility of the external environment is the speed with which changes occur around the organization. Mobility can be different for different departments of the organization.

The uncertainty of the external environment is the ratio between the amount of information about the external environment that management has and confidence in the reliability and accuracy of this information. The higher the uncertainty, the more difficult it is to make decisions.

Most often, company management has to analyze the following factors and environmental conditions:

suppliers: cost and quality of goods, delivery schedules;

buyers: geographic, demographic and socio-psychological characteristics of buyers, their attitude to the product;

direct competitors: specified characteristics of competing companies, the nature of rivalry between companies operating in the industry, the risk of potential competitors entering the industry (market);

market work force: the availability of personnel with the necessary specialization, the policy of trade unions in the industry;

financial market: availability of banks, investment and insurance companies, interest rates on loans.

The management of any economic organization must understand that insufficiently taking into account the influence of factors can lead to inaccurate assessment of the current situation, and this can lead to errors in the development of company development plans.

The human body is constantly affected by the external environment, i.e., the surrounding nature (air, water, food), as well as working and living conditions.

Hygiene - the science of maintaining health - studies the influence of these conditions on the human body and on entire teams. Hygiene develops measures aimed at reorganizing the external environment, work and life in order to improve health, increase working capacity and prevent human diseases.

Food hygiene, being a special branch of hygiene, aims to improve the nutrition of the population. It studies the nutritional value of foodstuffs and methods of their technological processing, and also develops measures that help preserve and increase the nutritional value of foods. Food hygiene also substantiates sanitary requirements for the storage, transportation and sale of food products and culinary products, investigates the causes of food infections and poisoning and develops measures to prevent them.

scientifically sound hygiene requirements in the field of nutrition are being developed in the light of the teachings of the great Russian physiologist Ivan Petrovich Pavlov on the regulatory significance of the central nervous system on the activity of the body.

Sanitation is called practical use wellness activities based on scientific hygiene requirements.

Food sanitation is the practical application of food hygiene requirements aimed at providing the population with safe, nutritious and tasty food.

Each employee of catering establishments, and especially a cook, must understand the importance of food and nutrients for the human body, the importance of observing the rules of personal hygiene and sanitary requirements for catering establishments.

It must be remembered that the health of workers largely depends on the sanitary condition and the quality of the work of catering establishments. Timely and accurate implementation of sanitary and hygienic measures prevents the release of poor-quality food, which can cause diseases.

2 The concept and classification of business risks

Risk is an objectively existing element of making any economic decision due to the fact that uncertainty is an inevitable characteristic of business conditions.

Entrepreneurial risk also has a subjective basis, since it is the entrepreneur who assesses the risky situation, forms a set of possible outcomes and represents the probabilities of their implementation, makes a choice from existing alternatives. In addition, the perception of risk depends on each individual with his character, mindset, psychological characteristics, level of knowledge, awareness, experience in the field of his activity. For one entrepreneur, this amount of risk is acceptable, while for another it is unacceptable.

The classical theory of entrepreneurial risk defines risk as the mathematical expectation of losses that may occur as a result of the decision chosen by the entrepreneur. The behavior of an entrepreneur according to the neoclassical theory of risk is due to the concept of marginal utility. This means that if there are two options, for example, capital investments that give the same expected return, the entrepreneur chooses the option in which the expected return fluctuations are smaller.

Characteristic for a risk situation are such moments as: uncertainty of an event, alternativeness of events, indifference of an event, losses.

In the process of implementing a risk situation, an entrepreneur may incur the following types of losses: financial, material, labor, loss of time, special types of losses.

As the main features of the classification of business risks, it is advisable to use the following features: sources of risk, risk specifics; time of occurrence; scope; Possibility of regulation, expected consequences

The ability to identify, evaluate, optimize risk in time is an important task for the successful implementation of entrepreneurial activities. Business risk management includes the development and implementation of economically justified recommendations and measures for a given enterprise aimed at reducing the initial level of risk to an acceptable level.

As the main features of the classification of business risks, it is advisable to use the following features: sources of risk, risk specifics; time of occurrence; scope; the possibility of regulation, the expected consequences.

The classification by risk sources is as follows.

Production risk is associated with the failure of an entrepreneurial organization to fulfill its plans and obligations for the production of products, goods, services as a result of an unfavorable change in the external environment, as well as as a result of problems within the enterprise, i.e. these are risks that are directly related to the process of doing business.

Financial risk is associated with the financial support of entrepreneurial activity, this group of risks, in turn, includes: credit, currency, deposit, investment, interest, tax.

Cooperation risks arise as a result of the unpredictability of the behavior of suppliers, customers and partners in various types of contractual relations of an entrepreneurial firm, as well as the impossibility of fulfilling contractual obligations by the entrepreneurial organization itself.

Supply risk is associated with the process of providing business activities with equipment, raw materials, materials, components.

Marketing risk is associated with the uncertainty of demand for manufactured products. It is important for an enterprise to correctly determine how to sell products at a price sufficient in terms of profitability and profitability of entrepreneurial activity.

The emergence of market risk is influenced by inflationary processes, possible fluctuations in interest rates, volatility of the market price of shares of an entrepreneurial organization in relation to the average fluctuations in market prices of shares of other enterprises.

Legal risk is associated with the variability, inconsistency of the legislation governing the activities of business organizations.

The risk of development is associated with possible losses in case of non-return of funds invested in the creation of a new production or production of new consumer goods, since the development of new areas in business always carries an increased risk.

Information risk is due, on the one hand, to the quality, i.e., sufficiency, reliability and timeliness of the information itself, and on the other hand, to the ability of an entrepreneur or employees of an entrepreneurial organization to correctly assess and use certain information.

Environmental risk is associated with possible pollution of the natural environment by business organizations in the course of their activities. In addition, environmental risks can arise as a result of man-made disasters, accidents in various industries: chemical, oil refining, etc. Currently, many types of transport are a source of increased man-made danger: sea and river, pipeline, air. By the strength of their impact, environmental risks can be very significant, since they affect all areas of the business organization and incur large losses, so their consideration in the activities of business organizations is very important.

The division of risks according to the scale of impact must be carried out for the reason that along with the risks that are typical for most business organizations operating in a particular region or country, there are also risks that are specific only to a small group of business organizations or only to an individual enterprise. Accordingly, typical risks are events that are highly likely to affect the activities of any business organization, these risks differ in that they are initially predictable and should be taken into account by any company, regardless of the specifics of its activities. Special risks include those that are characteristic only for a given market, market segment, industry, type of activity or for one specific business organization.

From the point of view of the time of occurrence, two groups of risks are distinguished: permanent and temporary.

Permanent risks are those risks that are likely to occur throughout the entire life cycle of a business organization.

Time risks are associated with certain operations, transactions that are carried out by entrepreneurial firms for a limited period of time.

By scope, risks can be internal, external and mixed.

The source of internal risks is the entrepreneurial organization itself, these are the risks arising from mistakes made when choosing the strategy and tactics of the enterprise.

The source of external risks is the environment external to the business organization, and accordingly, the enterprise cannot influence them, but can only take into account external risks in the course of its activities and adapt to the changing conditions of the external business environment.

Due to the fact that some risks are difficult to attribute strictly to external or internal risks, since the factors that cause them can be located both in the external and internal environment of an entrepreneurial firm, there are mixed risks.

If it is possible to regulate the degree of risk, risks can be divided into manageable, unmanageable and weakly manageable.

Managed include internal risks, since the source of their occurrence is the entrepreneurial organization itself and, accordingly, it can manage them.

Unmanaged risks are the risks of the external environment, which are quite difficult to influence, however, various business organizations in this sense personal opportunities. For example, a large business structure, in contrast to small firm can influence changes in legislation by lobbying, so one more group of risks should be singled out - these are poorly managed risks.

The classification of risk according to the expected consequences is the allocation of three types of risk: tolerable, critical, catastrophic.

Acceptable risk is the threat of total or partial loss of net profit in the process of doing business.

Catastrophic risk is associated with the possibility of losing a significant part of the property of an entrepreneurial organization, which can lead it to bankruptcy.

The above generalized classification of entrepreneurial risks is rather conditional, since many types of risks are interdependent and interconnected with each other, as noted above.

3 Managing entrepreneurial risk in the restaurant business

In modern economic conditions, any organization inevitably faces various situations, unplanned or unforeseen events, to which it is necessary to adequately respond in order not to incur losses caused by these phenomena or, conversely, to skillfully take advantage of unexpected advantages. When making any decision, the entrepreneur is usually aware of and tries to calculate the degree of risk that may affect the outcome of the decision. The number and variety of risk factors that weaken the conditions for the stable operation of the company are increasing, so the risk management function is becoming increasingly important and is becoming one of the most important conditions for ensuring the economic security of the organization.

Management problem entrepreneurial risk is no longer private, i.e. arising before the management of the organization only from time to time when making individual management decisions. The assessment of business risk and the development of programs to reduce it today is part of everyday management work, one of the management functions along with quality management, finance, etc.

Risk management enables an entrepreneurial organization to:

identify potential situations associated with an unfavorable development of events for her, i.e. situations associated with risk, the result of which may not be the achievement of goals;

obtain quantitative characteristics of the possible damage associated with an undesirable development of events;

· in advance, when preparing a decision, plan and, if necessary, implement measures to reduce the risk to an acceptable level;

take into account the costs associated with the preliminary assessment and risk management when making decisions.

Risk management is a specific area of ​​management that requires knowledge in the field of firm theory, insurance business, business analysis, etc. Risk management can be defined as the process of preparation and implementation of measures aimed at reducing the risk of making an erroneous decision and reducing the possible negative consequences of undesirable developments in the course of implementing the decisions made by the entrepreneur.

Until the risk is identified, it is impossible to take any measures to minimize it, so the first stage in risk management is the identification of probable risks. The identification of risks and factors can be carried out in a variety of ways, from purely intuitive guesses to complex probabilistic analysis of operation research models.

In order to develop a program to minimize entrepreneurial risks, it is necessary to first identify potentially possible risks and evaluate their level. It is possible to classify the risks arising in the course of production activities on the basis of various signs. The greatest difficulties, as a rule, arise in the classification of internal business risks, since external risks affect almost all organizations.

A significant place in the process of business risk management is occupied by the analysis and forecasting of possible losses of resources in the course of business activities. This does not mean the consumption of resources, objectively determined by the nature and scale of entrepreneurial activity, but random, unforeseen, but potentially possible losses arising from the deviation of the actual course of entrepreneurial activity from the planned one.

When evaluating the risk that an entrepreneurial organization is able to take on, and developing methods for minimizing the risk, it is necessary to proceed, first of all, from the profile of its activity, the presence necessary resources for the implementation of the program of financing the possible consequences of the risk, relations with partners and consumers, as well as taking into account its strategy and main objectives.

An important step in managing entrepreneurial risk is monitoring the results of implementing a risk management strategy, which often plays a decisive role in a rapidly changing market situation, helping, if necessary, to adjust the risk minimization program in a timely manner and avoid additional risks in the activities of an entrepreneurial organization.

It is possible to single out such characteristics of the external environment as complexity, mobility, uncertainty.

The complexity of the external environment refers to the variability of the factors to which the organization must respond.

Mobility of the environment - the speed with which changes occur in the environment of the organization. Many researchers and managers note that in modern conditions the environment of organizations is changing at an increasing speed, and there are organizations around which the external environment is especially mobile.

The uncertainty of the external environment is a function of the amount of information that the organization has about a particular factor, as well as confidence in the reliability of this information. If there is little information or there are some inaccuracies, doubts about its origin, then the environment becomes more uncertain than in a situation where there is adequate information and there are reasons to consider it reasonable, highly reliable.

When considering the influence of the external environment on the organization, one should take into account the characteristics of interconnectedness, complexity, mobility and uncertainty, which describe factors of both direct and indirect influence.

Any organization is part of a national and international structure. Some companies are more, others less connected with international market conditions, but all of them, to one degree or another, are forced to take into account certain conditions of the macro environment. These conditions include the laws of consumption, the culture of those countries where or from where goods are exported. The above factors of the external environment, both direct and indirect impact, to one degree or another, affect the entire organization of the environment of organizations operating at the international level, it is characterized by increased complexity.

The effectiveness of the existence of an open organization depends on how well established internal and external communications between all its elements.

Entrepreneurial interaction can be defined as a type of economic relations based on joint actions and efforts of the parties, united by a common interest, aimed at achieving their specific goals.

Restaurant business - entrepreneurial activity at the expense of own or borrowed funds at your own risk and responsibility, in the field of restaurant business.

Technologies for the correct setting of the restaurant business are, first of all, marketing technologies. Simply put, the restaurant, as a market entity, is entirely dependent on it, and the success of the restaurant depends on the chosen market niche. Moreover, the technology of determining one's place in the market is more important than the selection of equipment and professional staff, since there will be no one to serve and no one to cook if the institution does not have its own audience.

The success of any restaurant lies in its customers. Therefore, before launching your project, you need to carefully study and analyze the potential client market in terms of priorities, taste and solvency. This will help in placing accents according to the taste preferences of your customers in order to meet their expectations and not shame the “reputation of your apron!” Only by determining the tastes and preferences of customers, knowing what they expect from a new restaurant, and based on the results obtained, it is possible to competently start a successful restaurant business.

The design and design of the new restaurant should be practical and in line with the tastes and preferences of the particular society it focuses on. For example, a restaurant for middle-income segments of the population should not be decorated in a frilly style by the most expensive and fashionable designer. The style and content of the interior should be appropriate for visitors, i.e. be on the same level as them. You can, of course, take bold decisions and spectacular developments, but they should not be reflected in any way in prices or other indicators that can hit the client's pride. These simple solutions will help you win the hearts of your customers, who will not only visit you, but visit your establishment with pleasure.

Now that you have won recognition and a place in the hearts of your customers, you need to do whatever it takes to please them, meet their expectations, and most importantly, keep them.

For example, if a restaurant is planned to be made citywide, then automatically all establishments of this city of the corresponding type and price category become its competitors. Therefore, the future establishment will need to somehow stand out against their background (interior, cuisine, special offers. However, it is necessary to know which factor for future visitors is decisive when choosing an establishment: it can be, for example, the interior, or the quality of cooking, or musical accompaniment.

For example, if the price category of the establishment is high enough, then it should be combined with waiter service, rich or original interior and a good level of cuisine. When any of the links falls out, for example, in an institution a poor interior or cheap-looking furniture, a weak ventilation system, then the visitor will have a fair doubt about the expediency of high prices on the menu.

The choice of the location of the restaurant is characterized by great responsibility. It is the location of the future institution that is one of the most important, and often the dominant factor in the success of a business in this industry. Moreover, if the place was initially chosen unsuccessfully, then correcting the mistake is a non-trivial task, most often embodied only through the “reopening” of the restaurant in another place with a huge amount of costs.

The main principle of choosing a place for a restaurant is to bring it as close as possible to the consumer. That is, the premises should be located near the potential consumer's habitats (near the house, next to work, when walking around the city, etc.), it should be transportable and easy to find.

There are situations when the developed concept of the restaurant, based on the results of its implementation, did not justify itself, or after some time it simply became outdated, then it needs to be changed. (because interest in the institution may approach zero)

Sometimes a change of concept is the only solution that allows a restaurant to stay afloat. In a sense, it will be a different restaurant. It will contain a new idea, a new concept has been developed for it. Sometimes, apart from the location, little is left of the restaurant. And this is a significant problem. Whether the restaurant was successful or not, it has already become known to a certain circle of potential visitors. Those who have visited it, or heard of its existence, have certain ideas about it. In this case, in order not to lose regular customers, it is not necessary to change everything cardinally. First you need to first find out what actually needs to be changed in an existing concept. Successful Restaurants regularly update the menu, make changes to the design of the hall, constantly improve the service system.)

You can come up with some zest for the restaurant. Moreover, so strong that they wrote about it, talked about it. In addition, in the future, it can continue to work for a long time, attracting more and more new customers. Until saturation sets in, as from any product. In any case, in order for the new image of the restaurant to work as quickly as possible, it is necessary to actively introduce it into the minds of future visitors.

enjoys great popularity souvenir products: branded matches, lighters, glasses, decorated in the style of your restaurant, etc. Naturally, each item should have a brand name of the establishment.

A variety of restaurants, menus and other factors may result in the loss of regular guests for your establishment. (The risk of losing customers).

The competitiveness of the enterprise is ensured by the high professional level of employees. The desire to get the best or at least high-class chefs, waiters, bartenders is the sharpest weapon of competition in the restaurant business.

Work with regular customers. A system of accumulative bonuses and discounts with the use of plastic cards is widely used. The rules are simple: the "honored guest card" is credited with 10 percent of the bill in the form of bonuses, and when enough points are accumulated, the card can be used to pay for lunch. Or, the client is given a permanent ten percent discount, for example, for a "big bill". It is possible to develop so-called marketing questionnaires: the guest leaves his date of birth there, mailing address, preferences in cuisine, etc., and the institution, in turn, sends personal invitations to parties, wishes you a happy birthday, etc.

Diversity of cuisine is also a kind of strong point in the active policy of attracting and retaining visitors. You can provide a business lunch service, offering several periodically changing set menu options that can satisfy the needs of different categories of guests, which are very popular with restaurant regulars. Sales of business lunches can be up to 40% of the total revenue of the establishment.

Like any other business, a restaurant requires a business plan, management, marketing research and developing your own strategy.

Taking into account potential visitors, a restaurant profile is being developed. The profile of a restaurant is determined by its concept, which characterizes its image associated with a certain market segment: casual, children's, ethnic, etc. The concept must meet the specifics of a particular area, which determines the design of the institution, the menu and more.

Of course, for the successful functioning of a restaurant establishment, the quality of food, menu, level of service, price, atmosphere, management are important, but the most significant is the location. Among the main criteria by which a place is chosen for a restaurant, the following categories can be indicated:

demography - how many people live or come to a given area (microdistrict, which is located within the service radius of the institution);

the average level of income of such population;

whether the given area is a developing area, or, conversely, is in decline, affecting its infrastructural provision (sewerage, drainage, etc.);

convenience and accessibility in terms of transport connections and parking opportunities;

catchiness - is it easy to see and distinguish the restaurant from other similar establishments;

attractiveness - how hospitable the institution will seem to passersby and travelers;

location - how pleasant the surrounding facilities seem to be.

At proper organization The activity of the enterprise is capable of generating considerable income. To do this, when organizing this kind of business, it is necessary to take into account a number of specific features. These include:

1. Supply and demand. Before creating your institution, you should carefully study the market, analyze the activities of competitors, evaluate the feasibility of your ideas. It is not very reasonable to open too spacious hotels in places of low demand (small towns, countryside, etc.). The services offered should be proportionate to the interest of potential consumers.

2. A very significant start-up capital. At the initial stage, the organization of such activities requires serious financial investments, this is due to the amount of costs for the construction or purchase of premises, its repair, furnishing, purchase of the necessary equipment, accessories and products, recruitment and training of personnel, and advertising campaign.

Uneven demand for services. Hotels enjoy increased popularity during mass events in the region, such as sports competitions, concerts, large-scale city holidays, etc. If the hotel is a resort type, then there is a seasonality of visitor interest. The largest influx of customers in this case is expected at the height of the holiday season.

Direct dependence on reputation. Undoubtedly, the reputation in this business to a large extent creates demand, which develops into profit. Reputation is built on the basis of the work of the staff and is stimulated by advertising.

The impact of the level of service delivery on pricing policy enterprises. Depending on the level of quality of the services provided, accommodation and catering enterprises are assigned a certain category, for each of which there are price norms. Adequacy of prices is one of the keys to the success of the restaurant business.

Among the mechanisms for increasing demand, the following can be distinguished:

2. Discounts and promotions ( regular customers, groups, etc.).

The possibility of booking places, tables on favorable terms for the client. Impersonal booking of rooms or tables increases the comfort for customers when working with your firm.

Awarding bonus points to visitors. Not a bad move - opening a bonus account for each visitor in the company's database. He can later use bonus points from this account to pay for the services of your company in further cooperation with it. At the same time, the client creates a feeling of owning something material, and in the future, when choosing a provider of such services, he will have an incentive to contact you again.

Increasing the quality of the enterprise. If the quality of service does not meet the expectations of the visitor, then all the above activities may not give a result, and the money, time and effort spent on them will turn into dust.

Based on the foregoing, it can be argued that the priority in the restaurant business should be to determine the highest possible level of services provided, which in the future will bring reputation and profit.

The main risk of any business from the service sector is poor quality service. Neither mass advertising, nor the laudatory odes of acquaintances are able to return a person to the restaurant where he was poorly served. Conversely, a person is more likely to return for a pleasant service even to a place where the kitchen made a mistake in the dish, but service staff smoothed the situation.

Let's see why people come to a cafe / restaurant? Relax and talk, have a tasty meal, change the environment (each person has his own priorities, but these are the main goals). Therefore, for a restaurant guest it is important:

) feeling of comfort,

) high-quality and tasty food.

This is where the main risks lie. The human factor can be fatal for any restaurant: the waiter is not in the mood for bad service, the cook with a low salary is offended by the owner and cooks without interest and soul, the inattentive administrator did not bother to replace the employee who went on sick leave and as a result the staff can not cope, guests waiting and anxious.

Therefore, it is important that each of your employees be interested in the overall success, love their job and hold on to their workplace.

The third, no less dangerous risk is dependence on raw material suppliers. Even a talented chef will not be able to prepare a high-quality dish from low-quality products, so you will need to regularly monitor the market, get acquainted with producers, and look for good products.

The restaurant business is an area of ​​business where sales can only be guaranteed by the high quality of the product, and we remember that the product of a restaurant is atmosphere, service and cuisine.

Only when all three of these components are on high level(not to be confused with expensive, because even in an economy class pizzeria there should be no flaws), success is guaranteed.

The crisis overtakes the restaurant business not immediately, but in waves. Still, going to restaurants is largely a matter of habit, and even with financial problems, people will maintain it for some time. Expensive restaurants will be the first to feel the impact of the crisis. Still, the issue of money for customers will come first and they will simply eat at cheaper establishments. In addition, even wealthy clients who do not want to give up visiting elite establishments are likely to significantly reduce their spending in them, and begin to treat expensive delicacies with more restraint.

Description and photos of the room<#"882156.files/image004.gif">RUB 15,300 RUB 20,000

Application No. 4

Scheme of the market concept of the restaurant business