Creation and organization of the restaurant business in Russia. Real success story

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Considering the evolution of public catering enterprises, we can distinguish periods that historically correspond to the periods of development of human society:

Ancient (IV millennium BC - 476 AD);

Middle Ages (V-XV centuries AD);

New time (XVI century - early XX century);

Modern .

Most historians attribute the appearance of the first guest enterprises to the ancient period of social development - the prototypes of modern hotels and restaurants. Mentions of such enterprises - taverns - are contained in ancient manuscripts, one of which is the code of the king of Babylonia, Hammurabi, written around 1700 BC.

In ancient Greece in the first millennium BC. taverns were an important element of social and religious life. Although the taverns had accommodations for travellers, they were more for the provision of catering services.

The first catering establishments and inns - taverns - appeared in Ancient Rus' a very long time ago. But almost nothing is known about them, except that in medieval times they were not considered charitable institutions. It was quite different in the West. Its developed urban culture, more dynamic social life formed such social relations in which a tavern or a tavern were the norm of life for a free person, his earthly worries and joys.

Western European taverns and cafes were not linked directly to government fiscal interest; they were simply natural centers of attraction for already established social groups - soldiers, students, robbers, merchants, burghers and guild artisans.

In view of constant financial difficulties, due to the need to maintain an army, the government sought to concentrate in its hands all the most important sources of funds. That is why the wine and salt monopolies were in the hands of the state. The “sovereign’s tavern” also occupied a certain place in this system - a special state institution for the sale of “bread wine”, i.e. relatively low-grade vodka. For the first time, such a name appeared in a document of 1563 and by the end of the century it became the traditional designation of a state drinking house. Usually, taverns were farmed out or kept by elected from the population "tavern heads" (tsolovalniks) - those who, kissing the cross, swore to regularly carry out the sovereign's service.

Taverns were usually set up in crowded places - at marinas, fairs, customs, near shopping arcades, baths. In the 17th century, they became an integral part of Russian settlements. As a rule, in large cities there was the main one - the Red Tavern and several smaller establishments. A new city was being built - and immediately a command hut, a prison and a tavern appeared. The tavern was by no means intended for forced communication of subjects. It was not supposed to eat there, and therefore no food was served there. For this, there were private taverns. Any inhabitant could start a tavern, but it was strictly forbidden to sell any drink there.

The beginning of the new XVIII century literally stunned the Russians with all sorts of innovations. The lifestyle of Western Europe became a model. The reforms significantly changed the life of the Russian nobility, and to a lesser extent the townspeople. The life of the latter became more open, ceremonial, public. In the newly founded St. Petersburg, the first institution was opened according to the Western European model - "Austeria of four frigates". Following him, “free houses”, wine “Rensky cellars” and other establishments appeared, where they sold takeaway and drinking from 7 am to 6 pm.

The drinking houses of the empire were kept, as in the last century, by Russian merchants-farmers who tried to extract the maximum profit and opened "points" wherever possible. Even in the Kremlin in the 18th century there were two taverns - the "Inextinguishable Candle" at the Tsar Cannon and the "Rink" at the Tainitsky Gates. In developed industrial cities, other conditions were required for urban “public” life: shelters for visitors, places for communication, business meetings were needed. Along with the reforms of Peter the Great, a tavern, or, as it was also called, a “free house,” entered the life of Russians, in which, along with drinking, visitors were offered food, where they could spend time with friends in a more civilized manner. By the middle of the century, gerbergs appeared in Europeanized Petersburg - "tavern houses with apartments and beds", where residents could count on "great pleasures" - coffee and tea, shecolat, billiards, tobacco, grape wines, French vodka, overseas ale bir and half a beer easy. Gerbergs became the prototype of modern hotels with a "table" for visitors. In 1770, the government finally decided to legitimize the existence of public places. All gerbergs and taverns were divided into 4 categories.

And yet, at the beginning of the 19th century, the restaurant, as a special category of "institutions of the tavern industry", took place. If the first modern restaurants appeared in Paris, the gastronomic capital of the world, in the 70s of the 18th century, then the first Russian "restaurant" was opened in 1805 in St. Petersburg. Following him, other similar establishments began to appear. The regulation on establishments of the tavern industry of 1821 already distinguished 5 categories of this kind: hotels, restaurants, coffee houses, taverns and taverns. All of them were opened only with the permission of the city authorities, and their owners paid an excise tax. Cafes were opened in new trading houses - "passages", and in original entertainment centers - "voxals".

"Tavern establishments" constituted a well-defined hierarchical pyramid, at the top of which were expensive restaurants, which contemporaries unanimously called "fashionable." In the second half of the 19th century, in big cities, a “fluent” form of feast appeared in restaurants - special pantry rooms - the prototypes of the current bar. There you could hastily drink a couple of glasses of vodka at an affordable price with sandwiches that appeared for the first time, sprats in oil, herring. Special "hire houses" were opened, which their owners rented out for weddings, balls, solemn and memorial dinners. The owners of such houses have their own staff of cooks and servants. Dinners and balls were arranged for every taste and budget. Over time, the capital's restaurants formed their own clientele, passing on traditions from generation to generation. 19th century restaurants waiters and sex workers were not paid. On the contrary, when applying for a job, the waiter himself made a cash deposit to the owner, and daily 10-20 kopecks, as insurance for the "break of dishes" or the loss of things. Often the waiters paid for the entire order from their own funds and they themselves had to receive this amount from the client without any participation of the administration.

The catering industry during the years of Soviet power is often interpreted by contemporaries of the restaurant business as a shameful page in its history: the entire infrastructure of this area was destroyed, the best traditions of the pre-revolutionary past were forgotten, and only boors and crooks flooded into the industry.

With the coming of the Bolsheviks to power, large commercial catering establishments were expropriated. Fashionable restaurants, which, from the point of view of the victorious proletariat, were symbols of bourgeois luxury, were the first to fall under the rout. Already on the basis of the first decrees of the Soviet government, canteens for workers and Red Army soldiers began to be created on the site of old restaurants and taverns.

Under NEP, the public catering sector revived somewhat. Along with the first wave of Soviet nouveaux riches, restaurants began to rise. However, it was no longer money merchants and artistic bohemians who walked in them, but the newly minted kings of NEP entrepreneurship.

It was not until the mid-1950s that things began to change little by little. The years of the "thaw" brought previously forbidden values ​​into the way of public life: people's craving for coziness, comfort, aesthetics. The view of the restaurant began to change, and in the minds of citizens it became more and more a method not only for satisfying hunger, but also for interesting and beautiful leisure. By the mid-1950s, the principles of organizing public catering were partly revised. The wages of industry workers are now directly dependent on the quantity and labor intensity of the prepared dishes, which began to stimulate the desire to expand the range. At the same time, small retail trade in alcoholic beverages was closed in canteens, cafes, snack bars, buffets and attention was paid to improving the quality of lunch products. Higher culinary courses were opened in the country, a technical school of public catering - educational institutions, from which qualified personnel entered the public catering sector. The pre-revolutionary experience of restaurant business is partly reanimated.

Since the end of the 60s, some new trends in understanding the restaurant business began to gain strength, to some extent anticipating its post-Soviet rise. It was during these years that the heads of restaurants and other catering enterprises formed an attitude to search for the style of the establishment. First, in the Baltic republics, and then in other regions, themed restaurants, cafes, bars are opened, where the flavor of a bygone era is recreated. Orientation to content diversity, innovations in cooking in a certain way influenced the structure of the restaurant sector. In the 60s, depending on the quantity and quality of the services provided, restaurants are divided into categories: luxury, superior, first and second.

In official guides, a restaurant is defined as “a comfortable catering establishment that provides consumers with a wide range of dishes, drinks, culinary and confectionery products of complex preparation, including custom-made and signature dishes. Eating in restaurants is combined with the organization of recreation and entertainment.

Restaurants of the Intourist system occupied a special place in the structure of public catering enterprises. In order to adequately host foreign guests, in 1929 the State Joint-Stock Company Intourist was created, which received one hotel each in Moscow, Leningrad, Kyiv, and Odessa. It was Intourist that for the first time in the USSR introduced such advanced forms of service as the Buffet, European breakfasts, the cost of which was included in the price of accommodation, picnics, and hunting tours. It was in these restaurants that variety show programs and currency bars first appeared. On the basis of the enterprises of the Intourist system, all services were carried out at the highest level: major international conferences, party congresses, festivals, symposiums.

Perestroika has begun. People with new thinking began to come to the upper echelons of power. They also entered the restaurant business. The departure from the principles of the command-administrative system and some release of the economic initiative of citizens in the late period of perestroika immediately affected the state of public catering.

From the beginning of the 90s, restaurant empires began to take shape - A. Novikov, A. Dellos, M. Perevezentsev. The rapid rise of the restaurant business in Russia in the first half - mid-90s is characterized by the following facts: at that time, a Muscovite of an average income level visited a restaurant about four times a month, and 4.45% of the population of the capital could afford regular visits to restaurants.

The current trends in the development of the restaurant business include:

1. Deepening the specialization of the restaurant offer;

2. Formation of international restaurant chains;

3. Development of a network of small enterprises;

4. Introduction of computer technologies.

Thus, the restaurant business is an organization of this type of service that provides the client with food and drinks in a specially designated place and meets some basic hygiene and legal requirements.

The restaurant, as an independent unit or as part of a hotel, produces and offers food to customers in order to satisfy their gastronomic needs. The economic goal of this type of activity is to make a profit, regardless of whether we are dealing with a purely restaurant business (isolated restaurants in specially designated areas), or with restaurants that are part of another institution (for example, a restaurant at a university). A restaurant is a special type of enterprise that combines:

Production of a wide range of complex culinary products;

High level of customer service in special halls. The most important distinguishing feature of the restaurant (unlike other catering establishments) is an individual approach to the client.

Restaurants perform such basic functions as:

Organization of quality food;

Business (holding meetings, presentations);

Recreational (rest in a suitable environment: restaurant interior, food, music, etc.).

Restaurant business - a type of activity for the organization of the restaurant and its work. Restaurant business has its pros and cons.

Pros of the restaurant business:

Owning a successful restaurant is profitable, because the restaurant business is a free activity that is constantly expanding and is not affected by sudden leaps and whims of fashion;

With the right organization of the business, it consistently makes a profit;

Restaurants are becoming centers of local social life.

The negative aspects of the restaurant business are as follows: there is little free time left (the owner needs to personally participate in the life of the restaurant every day); maximum concentration of attention (the restaurateur is constantly distracted from the main business); restaurant workers have to work during those hours when everyone else is resting (night work often leads to general depression); the availability of alcohol and constant monitoring of people who drink can be a temptation for those who are prone to drinking; communicating with people is quite hard work, and for the service staff it is much harder than for the owner himself.

Necessary conditions for successful work in the restaurant business:

Experience in this area;

Availability of reserves in case of non-receipt of profit during the initial stage of activity;

Having a clear business development plan and clear ideas on how to attract customers;

Confidence in the prospects of the chosen premises, the absence of negative factors associated with a possible redevelopment of the territory or new construction;

Real need for a new restaurant in this location;

The presence of original methods of attracting customers;

Ability to adapt quickly and flexibly;

Knowledge of local market conditions;

Ability to hire and fire people;

A strong character;

Calm perception of the need for constant contact with a variety of people and adaptation to them.

It is important for restaurateurs to understand that today they must either give more services for the same money as yesterday, or - with the same number of services - reduce prices. Successful restaurants regularly update their menus; make changes to the design of the hall; constantly improve the service system. For the success of a restaurant, it is also very important to achieve mutual understanding between the owners of the restaurant, its staff and visitors.

Since the amount of initial capital when opening a restaurant is very high, most restaurants, as a rule, are jointly owned by several people. Partnerships also have their pros and cons. Pluses - the concentration of capital and the possibility of mutual assistance. Cons: the possibility of exit from the business of one of the participants, conflicts over profits, shares, etc. If it is difficult to initially insure against the above factors, then one potential problem is often created by the hands of the restaurateurs themselves. The source of additional conflicts is disputes over the directions of development and organization of business, the distribution of managerial powers. The danger for the restaurant business is the situation when several people will try to become centers of power in the business at once. Given the heightened nervousness of the restaurant business, this can often be confusing for staff and customers.

For the restaurant business, a network form of organization (franchising) is very typical, when it is not the whole business that is bought, but technology, the right to act under the brand name. This is how McDonald's restaurant chains and other restaurants (especially in the fast food industry) were built.

The most common causes of failure in the restaurant business are:

Lack of funds - money may run out before the restaurant attracts enough customers and becomes profitable;

Poor management;

Lack of personal experience of the restaurateur;

Opening a competing restaurant nearby (a significant blow to business. Usually a new restaurant, if it provides better services and a range of dishes for the same price, “takes away” a significant part of customers and staff. A real disaster for a restaurateur is opening a fast food nearby - the place immediately becomes unprestigious for gourmet customers, crowds of ordinary people, students and other typical fast food visitors distract attention, destroy the entire entourage and "trample" the road to a "classic" restaurant.A professional restaurateur should always have connections with authorities and local governments in the territory where he is located restaurant; other levers to prevent the appearance of competitors in the immediate vicinity);

Global economic factors out of control;

Changing public transport routes; the beginning of construction nearby (blocking roads, a large number of construction equipment, etc.);

Fire (a restaurant is always at risk for a variety of reasons: wiring, negligence of staff, malicious intent, smoking by customers and employees. An experienced restaurateur should take preventive measures to minimize these factors, for example, ensure proper security of the premises, serviceability of equipment and electrical wiring compliance with safety regulations by personnel, etc.);

Internal problems, such as quarrels with partners, the departure of key employees, conflicts in the team, etc.

Even in Europe, where this business is more stable than anywhere else, approximately 45% of projects do not survive the starting period of 2 years. According to the Dan and Badstreet World Directory of Bankruptcies, the restaurant business is consistently ranked 4th on the list of bankruptcies behind ready-to-wear stores; furniture; photo products.

Restaurants provide an opportunity for people to eat well and socialize with each other. In order to succeed, a restaurant must attract the attention of a vast market, and this can only be achieved when it is located in the right place and offers the right food and atmosphere, and the philosophy of restaurant managers is aimed at politely and skillfully introducing people to delicious food for reasonable price.

Vice Rector for Academic Affairs

____________ Kamasheva Yu.L.

_____________________2014

Questions for the state interdisciplinary exam in the specialty "Technology of catering", specialization "Technology of organization of restaurant business" and the direction of preparation "Technology of products and organization of public catering" profile "Technology of organization of restaurant business" for students of all forms of education

For the 2014/2015 academic year.

Disciplines: – Organization of production and service at catering establishments

– restaurant business

– Technology of catering products

– Special types of food

– Equipment for catering establishments

– Nutritional physiology

– Sanitation and food hygiene

Organization of production and service at catering establishments. restaurant business

1. Public catering is a socio-economic system operating in the conditions of market relations. Organizational and legal forms of enterprises. Forms and types of corporate entrepreneurship.

2. Classification of enterprises, their characteristics in accordance with GOST R 50762-2007 “Catering services. Classification of public catering establishments. The concept of retail trade in public catering. General requirements for catering establishments.

3. Basic concepts: service, service process, service quality, method and form of service, service personnel. Classification of public catering services, general requirements for them in accordance with GOST R 50764-95 “Public catering services. General requirements". Restaurant services.

4. Rational forms of organization of production: concentration, specialization, cooperation in public catering.

5. Tasks and basic principles of organizing the supply of public catering enterprises. Technological process of product distribution at a public catering enterprise and its characteristics. The role of wholesale trade in the rational organization of food and logistics. Types, sources and forms of supply. Contract and contractual relations with suppliers.

6. Organization of acceptance of food products in terms of quantity and quality. Normative and technical documents regulating the acceptance of goods in terms of quantity and quality. Features of acceptance of imported goods. Stocks of products, their purpose for the rhythmic work of the enterprise.

7. Organization of logistics: requirements for it, especially the acceptance of goods. Suppliers of logistics goods. The procedure for determining the needs of enterprises in equipment and material resources.

8. Appointment and functions of warehousing. Composition and characteristics of premises for receiving, storing and dispensing goods; equipment requirements. Means of mechanization of loading and unloading operations. Organization of warehouse operations. Documentation and accounting of the release of products and goods. Commodity losses, the procedure for their registration, write-off and accounting.

9. Organization of container economy. Appointment and classification of containers, characteristics of container circulation (acceptance, opening, storage, return). Standardization and unification of containers. Measures to reduce the cost of packaging (organizational, technical and economic).

10. The essence of the organization of production at the enterprises of the industry. Structure of production: workshop, non-shop. Basic concepts: production, workshop, department, site, workplace, production line, production process. Organization of the work of workshops for the finalization of semi-finished products and the processing of herbs at enterprises with a non-workshop structure.

11. Operational planning at the enterprises of procurement, pre-preparation and with a full production cycle, its sequence.

12. Organization of the work of the meat and fish shop of a medium-capacity public catering enterprise with a full production cycle and the organization of jobs for thawing, cutting, deboning and trimming of meat, for the manufacture of portioned semi-finished products and minced meat products.

13. Organization of the work of the hot shop. Purpose, location, mode of operation, interconnection with other workshops and premises, range of products, selection and placement of equipment, organization of the technological process and workplaces. Organization of work in the workshop.

14. Organization of the work of the cold shop. General requirements, features of the organization. The range of products, the organization of the technological process and jobs. Organization of work in the workshop.

15. Organization of production of confectionery products at catering establishments. Classification by power, range. The composition of the premises, the preparation of raw materials. The technological process of manufacturing flour confectionery products, equipping the workshop with equipment and inventory.

16. Essence and tasks, the main directions of the scientific organization of labor in public catering: development and implementation of rational forms of division and cooperation of labor; improving the organization and maintenance of workplaces; introduction of advanced techniques and methods of work; improvement of working conditions; training and advanced training of personnel; rationalization of work and rest regimes; strengthening labor discipline; improvement of labor rationing, their characteristics.

17. The essence and tasks of labor rationing. Labor rationing methods: experimental - statistical, analytical. Classification of the cost of working time. Methods for studying the cost of working time: photograph of working time, photograph of a working day; working time clock.

18. Media. Purpose and principles of menu preparation. Types of menu: with a free choice of dishes, complete rations (breakfast, lunch, dinner), daily ration, dietary, baby food, banquet, special types of service; their characteristic. Menu engineering. Cards of wines, cocktails, drinks: concepts, purpose, rules for compiling and designing. The role of a sommelier in developing a wine list.

19. Characteristics of modern types of services and forms of service: buffet, themed buffets, express hall, express table, Russian table, business lunch, Sunday brunch, coffee break, presentation. Promotion of restaurant services: coupons, prizes, lotteries, special events, gift certificates, presentation of food and drinks.

20. Features of guest service at the highest level (VIP). Serving snacks, meals and drinks in the VIP lounge. Tranching in the presence of visitors, flambéing dishes and desserts. Features of the preparation and serving of fondue dishes.

21. The main elements of service: meeting guests, placing them in the hall, offering menus and wine lists, aperitifs, receiving and placing orders, recommendations in the choice of snacks, dishes and drinks, clarifying the order, serving the table in accordance with the order, transferring the order to production , serving drinks, snacks and meals, paying guests.

22. Progressive technologies of service: creation of conceptual public catering enterprises; expanding the network of virtual restaurants; cooking in the presence of visitors; organization of catering services; introduction of merchandising (sales of products and services).

23. Social nutrition: concept, meanings. Features of catering and service at manufacturing enterprises with concentrated contingents of working and dispersed teams (nutrition, equipment and decoration of halls, furniture, tableware, cutlery, menu features). Forms of service, calculation.

24. Organization of catering and services for students of higher and secondary specialized educational institutions, students in secondary schools: diet, equipment and decoration of halls, furniture, tableware, cutlery; features of the menu, forms of service and calculation.

25. Banquet at the table with full service by waiters: concept, purpose, characteristics. Features of the preparation and conduct of the banquet. Banquet service. Table setting for a banquet with full waiter service.

26. Reception-buffet: purpose, distinctive features, characteristics. Organization of reception-buffet. Types of serving buffet tables with glassware, plates, cutlery, linen and paper napkins. Serving the participants of the reception-buffet.

27. Informal banquets: concept, types. Banquet at the table with partial waiter service: appointment, characteristics, preparation for the banquet. Preliminary serving and placement on the tables of cold dishes, snacks, drinks.

Catering business is an integrated area of ​​business activity related to the organization of production and restaurant management and aimed at meeting the needs of the population in a variety of healthy and tasty food, services, as well as making a profit.

The object of the restaurant business is the restaurant, and the subject is the restaurateur.

Restaurant - a catering establishment that provides guests with a wide range of dishes, drinks, confectionery, including branded and complex preparations, as well as a high level of service, combined with the organization of recreation and entertainment.

Restaurateur A restaurant owner is a person who owns and manages a restaurant.

Today, the success of a restaurateur depends on many factors, but, first of all, on the presence of good management, modern cuisine, the concept of a restaurant, bar, impeccable service, interesting interior and reasonable prices.

The most important element of the restaurant business, without paying attention to which you should not count on success, is location of the restaurant. The right choice of location allows you to determine how a restaurant should be: democratic or elite. A democratic restaurant is usually located on a large area. Halls can be located on two floors. An elite restaurant is placed on a small area in order to ensure its payback. Parking next to it is a must. The choice of location is preceded by a demographic analysis of the area in which the restaurant will be located. We study the age, occupation, average income of people who regularly visit nearby and are future potential consumers of the new restaurant. Traffic flows must be carefully studied. In places where there is a large flow of pedestrians, there are democratic restaurants, for example, taverns and fast food establishments.

Having defined the concept, the restaurateur must pay attention assortment policy and quality of service, which should be interconnected. Russian restaurateurs have a clear idea of ​​how to organize the preparation of national cuisine. In addition, they widely use the experience of foreign restaurateurs. In many cities of Russia, a huge potential has been accumulated for creating a restaurant business.

Many Russian cities are centers of tourist, spiritual and cultural life of the country. One of the main tasks for the near future is the creation of a well-established infrastructure, public catering. According to official statistics, there are over 2,000 restaurants in Moscow alone. And, despite this, the current restaurants, bars, cafes do not satisfy the needs of all segments of the population with different income levels.

A restaurant is a living organism. Just as it is impossible for a person to save on his health, in the same way in a restaurant you cannot save on equipment, china and glassware, and most importantly, on staff. The name of the restaurant is made by the team, which must be aware that everything is interconnected in the work of the restaurant. When choosing a restaurant or bar, consumers take into account the following features: the quality and range of dishes, the level of services provided, the attitude of staff towards consumers, the general atmosphere of the establishment, the external and internal decoration, the ratio of the location of the enterprise and the price of food and drinks.

Today in Russia there are many restaurants that meet all these requirements. Managers are trying to become more democratic and attract potential customers with a wide variety of services. They began to pay more attention to the service, the quality of the menu and the wine list. The modern consumer has the opportunity to choose cuisine for every taste: Italian, Spanish, German, Indian, Mexican, Chinese, Russian, etc.

Today, the restaurant business requires professionalism. The requirements for the production and service personnel of restaurants have increased, the level of qualification of which must meet the requirements of the standards. The restaurant business is being structured: there are designers working only in the restaurant market, suppliers of equipment, food and drinks. On the other hand, control by state bodies (sanitary and epidemiological supervision, state trade inspection, fire and tax authorities) has tightened. Competition among restaurants has intensified, new criteria for assessing the quality of culinary products have appeared. There is a growing need to constantly expand knowledge about wines, reinforcing them with new information that the consumer wants to know.

Forms and methods of service in the restaurant business are dictated by the specific circumstances of time and place, as well as the technology of preparing culinary products. With the advent of new cooking technologies, modern forms of service (business lunches, Sunday brunches, etc.) are being further developed.

The quality of service has an impact on the financial performance of the restaurant, as it forms a steady flow of consumers who want to use the services offered and enjoy the level of service provided. With the growth of the culture of service, the turnover increases, profitability increases and the distribution costs of restaurant business enterprises decrease.

In modern conditions, the activity of the restaurant is based on the following principles: reimbursement of all expenses for the implementation of production and economic activities with income, the dependence of the further development of production on work efficiency, the connection of material incentives for employees with the final results of the enterprise.

The main trends in the development of the restaurant business in Russia are:

- creating a favorable image for restaurants for their establishments;

- timely settlements with suppliers, on which the credit limit and the attitude of the suppliers themselves to this restaurant depend;

– formation of a positive opinion about the restaurant among regular consumers.

In the future, small inexpensive restaurants and bars of the middle price group will receive promising development. There will not be many expensive and elite restaurants and bars left.

At the same time, the rapid development in the restaurant business will receive such a direction as the creation of democratic restaurants.

Democratic restaurant is a new direction in the restaurant business, located at the intersection of such technologies as fast food and high-quality national (or mixed) cuisine, which requires an individual approach.

World practice shows that democratic restaurants are the most dynamic direction in the restaurant market.

The main visitors of such restaurants are middle class people. On the one hand, in developed countries, eating is transferred to restaurants due to lack of free time, on the other hand, thanks to new technologies and high competition, democratic enterprises become accessible to the population. Some of the democratic restaurants are united in the network.

packaging of culinary products purchased at the enterprise;

providing consumers with telephone and facsimile communications at the enterprise;

guaranteed storage of personal items (outerwear), bags and valuables of the consumer;

calling a taxi at the request of the consumer;

parking of personal cars of consumers in an organized parking lot at the enterprise;

other services not prohibited by the current law

giving.

It should be especially taken into account that the list of services provided by a public catering enterprise can be expanded depending on its type, class and specifics of the consumer contingent served.

1.2. Restaurant business organization

People who open their own restaurants are almost without exception optimistic, self-reliant, willing to take risks, incredibly hardworking, creative and active. At first, they may jokingly call themselves not only directors, but "both cooks and dishwashers." In other words, they know how to do and know everything that is needed when opening a new restaurant. At the first stage of restaurant management, this is justified, since the owner himself must pave the way for the specialists in their field to follow.

As time passes, restaurant owners often face very serious obstacles in turning their restaurant into a successful and profitable business. The problem in most cases is that they are mostly focused on running only the restaurant and have completely forgotten about running the business. This can be understood, because the owner of the restaurant is fully loaded with routine daily work. In this situation, he loses sight of the strategic aspects of marketing, finance, and many other important activities that ultimately determine the future success of the business.

September, 2008

It's not enough to run a restaurant

So how do you maintain an objective view of the overall picture of the business and create a system in which the restaurant will work the way the owner wants? How to become more capable of making key decisions that lead to increased sales, higher profitability and optimal increase in resources? How to navigate and focus on expanding your business or even creating your own franchise concept?

Many restaurateurs, when starting their own business, do not fully understand what role they will play as owners. They are convinced that managing or performing the restaurant's production tasks is all it takes to get a good business result.

For example, a chef who opens a bistro, or a head waiter who managed to raise capital and created his own concept. They are confident that since they know how to run a restaurant, they know how to build a successful business. However, this is a delusion that leads to negative consequences, or at least to unprofitability.

One of the most common mistakes a restaurant owner makes is to completely immerse himself in the process of managing his establishment and not be able to determine the strategic objectives of the business as a whole. Any restaurant depends on the owner, on the distribution of his working time. If the owner is unable to break away from the daily activities of running a restaurant, he, with rare exceptions, cannot organize the work necessary to move the business in the right direction. And besides the owner, there is no one to perform these actions.

The principle of work on the created system is suitable not only for franchises and chain restaurants. The systems approach works everywhere, and the restaurateur should try to implement it in the management of his restaurant, as there are so many variable details and

Tips from Ray Kroc

Ray Kroc is the man who created the McDonald's empire, serving millions of customers a day in more than 30,000 restaurants around the world.

September, 2008

His drive for leadership and business acumen helped make McDonald's the largest restaurant chain, which, like no other organization in the world, has made a large number of people millionaires through franchises. The first McDonald's became a model and prototype that could be replicated over and over again in towns and cities across the country.

1. Work for the business first

When Ray Kroc took over ownership of the McDonald's trademark in the mid-1950s, he didn't start his job "in a restaurant." He started working "in business". Instead of quietly managing his first restaurant, he began to analyze every production step in the restaurant's overall process structure, from purchasing, stocking, cooking, cleaning, etc. Without changing the essence of the concept, he made some improvements and continued to develop a diverse set of standards. and procedures.

After Kroc completed the first phase of his project, a complete set of instructions for running a McDonald's restaurant, he moved on to the next phase of his plan. Now he was able to provide other people with franchises, a systematized and proven way of running a McDonald's restaurant that virtually guaranteed their success. He knew he wasn't selling burgers and fries. In fact, its main product is a business, the McDonald's franchise. His first customers were not people buying burgers, but people paying for the right to own and franchise a McDonald's restaurant. His competitors were other business proposals, not other restaurants.

2. The system is the solution

Kroc understood that to realize his vision of a company with hundreds, if not thousands, of hamburger outlets, every McDonald's restaurant would have to be managed the same way. For each new person who received from his firm the right to represent his company independently, Ray required to study at McDonald's Corporation school "system" or a way of doing business. By the time they graduated, every franchisee knew exactly how to run a McDonald's restaurant. It had to run its restaurant "just right" because "it worked." If a franchisee deviated from the strict standards, they risked losing their franchise.

Kroc believed that "the system" was the key to building a successful business. Another reason to have a "system" is that the "system" is the only way to get extraordinary results from ordinary citizens.

September, 2008

Why do more than 40 million people visit McDonald's every day? Excellent food? Of course not! They go to McDonald's because they know exactly what they're getting. McDonald's is fanatical about consistency and predictability. Customers know exactly what they will get, no matter which McDonald's they go to.

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functions that must be performed the same way every time and with every guest. Without a system, it is unrealistic for staff to perform work with guests consistently and predictably, over and over again.

With the system, the restaurant becomes valuable in itself, as it can deliver consistent results with or without the owner's involvement in the process. However, many restaurateurs never stop working for their restaurant. While preparing for the opening, they delve into everything - and this is understandable and justified. But if they remain stuck in this state for many months and even years, the business (and the owner) suffers. If the owner is fully loaded with the daily working moments of the restaurant, he ceases to be the owner, and turns into an ordinary employee.

The reason many restaurants have problems is because the owner is immersed in the daily grind and doesn't focus on the goals that need to be achieved to move the business forward.

Imagine that you have been given a tempting offer to invest in a chain of restaurants like yours. So, you are faced with the prospect of opening another, for example, 500 restaurants. You will no longer be able to manage your establishment the way you did before, part of the routine work on your own restaurant will have to be shifted onto the shoulders of your other employees. And your forces should be thrown into building a system capable of constant, predictable, high-quality results, and almost always "without you."

The more your restaurant depends on your daily presence, the higher the chances that your restaurant will not achieve the maximum possible success. Your restaurant must be able to operate without you.

September, 2008

Three directions in restaurant management

September, 2008

The role of the owner in running a restaurant

On fig. 1.2.1.1 presents three areas of the restaurant: action, finance and marketing. The line dividing the owner and these directions separates the owner from the daily routine, because the performance of these functions is the responsibility of employees. This is a very advantageous position not only for the owner, but also for the business.

OWNER Finance. Operations. Marketing

Rice. 1.2.1.1. Restaurant owner in a prime position

Now the owner can focus all his attention on the equally important strategic functions of planning and take actions that affect the business in the future. Strategic functions in a restaurant may include planning the future menu, launching a catering program, developing a new marketing strategy, creating a business plan for business growth, etc. It is very difficult for an owner to deal with all these issues if he is "buried" in the daily restaurant routine. .

On fig. Figure 1.2.1.2 shows the case where the owner is below the line and involved in the day-to-day running of the restaurant. In other words, it performs the functions of an employee. It is immediately clear that there is no one above the line, that is, no one is doing strategic work.

Finance. Operations. Marketing OWNER

Rice. 1.2.1.2. The owner of the restaurant acts as an employee

The owner in this case is constantly engaged only in the management of the restaurant, he has very little time left for strategic work. It may not affect the result of the restaurant today or next week, but eventually it will.

The only way to move the owner to a position "above the line" is to develop their own system. In the restaurant business, a system is a set of prescribed workflows, the so-called “guide to action”. Detailed development of the document

September, 2008

The development of a system or a guide to action is not a simple and quick task, to create and create

it is impossible to run a successful business without it.

1. Helps to overcome the unprofitable phase immediately after the opening of the restaurant. Creating a system of checklists, various forms and other documentation greatly reduces disorganization

And chaos during the opening of a new restaurant.

2. Increases the chances of attracting high quality employees. Good people want to work for good companies with good internal organization.

And a serious approach to the work of employees. We need a systematic approach to hiring, interviewing and selecting workers and providing them with job responsibilities, training manuals, etc.

3. Indicates the direction of employees' activities: gives instructions for the quality performance of their functions and information about the desired results.

4. Promotes consistency: makes it possible for employees to repeat the same actions, which creates an impression of consistency for guests. And consistency is the key to building a good reputation for an establishment.

5. Gives the owner a better chance of getting capital to expand the business and facilitates the opening of new outlets. Imagine that the owner of one restaurant decided to build another one of the same, without having a “system”. As a result, there will be troubles in a new restaurant in connection with the opening, and problems in a long-standing institution. due to the lack of proper attention and management of the director.

Benefits of developing your own system

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Operation manual

How to start creating

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which guarantee the restaurateur that his staff brings the same food at the same level of service to every visitor. If constancy is a priority and a deep conviction of the restaurateur, then the development of the system begins with the items "Menu and production management" and "Hall management".

The creation of the system should begin with informing the staff about it. Many people don't like change, and the process of systematizing the operation of a restaurant will undoubtedly lead to potential employee objections and personnel changes. Explain to your subordinates that you are going to write detailed work instructions that will make the job easier, reduce possible errors and save time, which will help the entire restaurant to function in a more organized way. Tell them that their ideas and suggestions will help you a lot. Ask all employees to prepare their own job descriptions and make a list of work performed during the working day.

This will involve them in the process of creating the system. Obviously, each worker will express his thoughts in his own way, but as a result, you will get enough material to create good instructions, where all the main points of the workflow will be taken into account.

Developing a guide means gathering and integrating a lot of information. This process should be prepared and well organized, psychologically collected and concentrated. Purchase separate folders for each section, one for each item. Then, in each folder, place standard file folders labeled with the name of an internal category within the main section. For example, the Employee Administration folder will contain the following files:

job descriptions;

employee statement;

interview;

selection and recruitment;

education;

schedule;

discipline;

reporting;

schedule of days off and holidays;

employee discount system.

Involvement

personnel

Organization of system development

September, 2008

information

Take this information from pre-existing forms, past notes, observations, and discussions with co-workers and place those records or documents in the appropriate files. A restaurant owner shouldn't be doing this all on his own. Entrust the collection of information to your managers (in accordance with their job responsibilities).

Once enough information has been collected on each point, you should begin to evaluate what is actually happening within each point and decide what will be the most important for your guests,

And Is it against the interests of the restaurant? This process may involve not only the owner, but

And management team and, in some cases, key employees.

Once the directions, charts, and instructions have been discussed and finalized, they need to be compiled, printed, placed in separate files for each item. When each item is completed, the owner should review it, discuss it with their managers, and make any necessary changes. After that, it is necessary to compare what is prepared with what should actually be. If it is decided that the changes do not correspond to reality, changes should be made and recorded in the prepared documents. It is recommended to make changes to the manual until the owner receives acceptable results from each employee. When finished, place copies of each item in a folder. This will be the start of your guide. Continue the process until each item is completed.

As a rule, a package of documents consists of separate folders.

1. Organization:

charter;

history of the company;

organization structure.

2. Menu and production management:

menu development;

formulation development;

technological maps and photos of dishes;

menu planning;

turnover of products;

pricing;

September, 2008

Benefits of a systematic approach