Business Model in Restaurant
1. Key Performance Indicators for Restaurants, Cafes, Catering, Clubs & Hotels http://www.profitablehospitality.com/public/88.cfm
1) Financial perspective * Reduce food loss 2) Internal business perspective * Follow preparation * Follow schedule * Teamwork * Job performance 3) Customer perspective * Challenge 4) Learning and growth perspective * HR development * Self- improvement * Employee’s performance was evaluated through observations and an interview with a chef or manager
KPIs used by Bravo Brio
We use the following key performance indicators in evaluating the performance of our restaurants: * Comparable Restaurants and Comparable Restaurant Sales . We consider a restaurant to be comparable in the first full quarter following the eighteenth month of operations. Changes in comparable restaurant sales reflect changes in sales for the comparable group of restaurants over a specified period of time. Changes in comparable sales reflect changes in guest count trends as well as changes in average check. * Average Check. Average check is calculated by dividing revenues by guest counts for a given time period. Average check reflects menu price influences as well as changes in menu mix. Management uses this indicator to analyze trends in guests preferences, effectiveness of menu changes and price increases and per guest expenditures. * Average Unit Volume. Average unit volume consists of the average sales of our restaurants over a certain period of time. This measure is calculated by dividing total restaurant sales within a period by the relevant period. This indicator assists management in measuring changes in guest traffic, pricing and development of our brands. * Operating Margin. Operating margin represents income from operations before interest and taxes as a percentage of our revenues. By monitoring and controlling our operating margins, we can gauge the overall profitability of
1) Financial perspective * Reduce food loss 2) Internal business perspective * Follow preparation * Follow schedule * Teamwork * Job performance 3) Customer perspective * Challenge 4) Learning and growth perspective * HR development * Self- improvement * Employee’s performance was evaluated through observations and an interview with a chef or manager
KPIs used by Bravo Brio
We use the following key performance indicators in evaluating the performance of our restaurants: * Comparable Restaurants and Comparable Restaurant Sales . We consider a restaurant to be comparable in the first full quarter following the eighteenth month of operations. Changes in comparable restaurant sales reflect changes in sales for the comparable group of restaurants over a specified period of time. Changes in comparable sales reflect changes in guest count trends as well as changes in average check. * Average Check. Average check is calculated by dividing revenues by guest counts for a given time period. Average check reflects menu price influences as well as changes in menu mix. Management uses this indicator to analyze trends in guests preferences, effectiveness of menu changes and price increases and per guest expenditures. * Average Unit Volume. Average unit volume consists of the average sales of our restaurants over a certain period of time. This measure is calculated by dividing total restaurant sales within a period by the relevant period. This indicator assists management in measuring changes in guest traffic, pricing and development of our brands. * Operating Margin. Operating margin represents income from operations before interest and taxes as a percentage of our revenues. By monitoring and controlling our operating margins, we can gauge the overall profitability of