For over 15 years A'LaCarte Foodservice Consulting Group (A'LaCarte)
has been providing operations and growth related consulting to Restaurants, Hotels, Convention Centers, Casinos, Country Clubs, Stadiums
. A'LaCarte has successfully completed projects for start-ups, independent restaurant companies and large multi-unit chains. They have consulted on concept development operations, and growth related matters with a variety of chains (franchisors and franchisees) and independent operators.
has over 35 years experience in the Hospitality industry
as a Designer, Developer, Owner and Operator. He has provided research and opinions on a variety of legal issues facing the hospitality industry. Mr. Tripoli has written for Food Service News, My Table Magazine, Restaurant Start-up and Growth
and has been featured in various other trade publications. He lectures at the Art Institute
and teaches courses in opening restaurants and proper growth strategies at the Small Business Development Center of the University of Houston.
Concept DevelopmentFinance Planning (Mergers & Acquisitions)Business ValuationsOperations (Policies and Procedures)Management and Staff Handling (Labor Related)Safety, Sanitation and Food HandlingFranchise Development and Field Services
You can't be too selective in picking your starting lineup. On the other hand, it is a time-consuming process. You need to be careful. You need to be efficient. It's a tricky dance. And to find a starting team of top performers you need to meet a lot of prospects.
Peter Fernandez, and his family, own a small Japanese restaurant-sushi bar in South San Francisco. He and his wife are very busy keeping up with all that is needed to support the operation of this 70 seat full service, 6 day a week restaurant.
Most everyone has heard the old saying, "If you fail to plan, you are planning to fail." For restaurant owners, planning can sometimes be a tricky proposition. There is the long-term plan, the annual plan, management plan, marketing plan and so on. And after we complete a reasonable plan, our real challenge becomes executing it successfully.
Editor's note: As you execute your plans to open your second, third or subsequent unit, you'll find that not only your business model will change, but your role as owner will change, as well.Your hands-on style,overseeing every shift and on top of every detail of the business may have brought you great success when you were operating a single unit, however, that approach can quickly turn into a liability when you open a second place.
When first planning to open your restaurant, your goal is to get open, your strategy is to get open and all support tactics involve getting open.
You cannot operate a successful restaurant without both good management and good leadership, even if it has to be provided by the man or woman in the mirror: you.
From my years of opening my own restaurants and those of my clients, here are 10 factors that often contribute the most to the ultimate success or failure of any new restaurant.
As I walked into my client's restaurant that was one week from opening, I found myself stepping over a man installing the marble floor entry, dodging the delivery people bringing supplies to the bar, and watching the painter touch up a wall while someone else reached around him to hang up the artwork.
When looking to open your restaurant, most people will emphasize the importance of three things: location, location, location. Once you have opened, everyone will tell you that the three things you need to master to succeed are numbers, numbers, numbers.