In times of crisis, it is common for new ideas or businesses to emerge, based on the human quality of seeking solutions to the problems that affect us. However, the difficulty of setting up a business in times of change is great, it involves greater risk than in other circumstances, especially in the new normal.
The Coronavirus crisis has not only caused the change in the affected establishments, but also the change of criteria when opening a new business
The Coronavirus has caused a radical change in the ways of working in the hospitality industry. Delivery has been used as a lifeline in these difficult times and seems to have come to stay in many businesses that did not contemplate it in the past. In addition, the digitization of business has become key in decision-making and has had to be adopted at a forced pace. But what if you want to open a new business? David Basilio, Director of Operations at Linkers, details the changes to create a profitable business in these changing times.
It is in moments of crisis that the best ideas come out. Surely in recent months, you have heard this phrase, either in the media or from close people who, wanting to encourage and help us, give us this reflection on entrepreneurship.
Although, in times of crisis, great ideas or businesses come out, based on the human quality of seeking solutions to the problems that affect us. We must realize that the challenges of doing business in a period of change are huge, especially in this new standard, we will face greater risks than in other situations.
This does not mean that you can achieve success, setting up a restaurant at the moment, and for this, we have asked David Basilio, Director of Operations of the Linkers Hospitality Consultant. He offers us some advice to set up a post-Covid-19 restaurant.
Basilio wanted to offer some advice, at a time characterized by delivery, which has come to stay, and the digitization of the business.
Five tips for setting up a post-COVID-19 restaurant
- The location changes perspective. The location has always been one of the first characteristics when undertaking restoration. In the past, if we wanted to estimate the number of people passing by in front of the facility, or in an area with a high number of tourists, now we need to find that place by analyzing the company’s logistics capabilities. That is delivery and take away are and will be a way to have recurring income in our restaurant. In a new reality where the unknowns of possible outbreaks of the virus will be there, establishing the business in a residential area and with distribution and collection facilities, will be a point in favor for it to be a success. “Those establishments located in shopping centers will have more difficulty in this new post-virus reality.”
- Business models based on profitability, not sales. In good times and with good economic prospects, business models based on large sales numbers are the usual ones, but now that we have a situation of instability, we must analyze our business from processes based on profitability. To create the business plan we will have to carry out the scandals and technical sheets in great detail so that each unit of product sold carries with it the established percentage of profit. Because in this new stage, the lifeline of good sales peaks, which can dilute certain costs, will be more difficult to obtain. “If we don’t know exactly how much our food costs, we will not be able to control the numbers in our restaurants, because the spike “lifebuoy” will not reduce their content.”.
- The personalization and storytelling of the restaurant attract customers. A few years ago fusion cuisine, oriental or based on new types of ingredients or cooking, was the paradigm of the novel or revolutionary. Now with so much over-information at their fingertips, clients are looking for credibility, truth, and a story they love. When setting up our restaurant, we must provide it with a story that tells our business model, gastronomic offer, our star ingredient. Storytelling that brings together our vision of the business to transfer it to the client, in a close, understandable and attractive way. “The history of our company is the best marketing method to attract and retain customers.”
- Short gastronomic offers with seasonal products. Long menus, tasting menus have been the model to follow in recent years. Now, we have to adapt to customers who spend less time in restaurants, who demand food at home or on the road. Therefore, when we consider our gourmet products, we must assume that it needs to be short and that seasonal products can consolidate our business history and help us keep product costs within a reasonable range. “Seasonal produce helps tell our stories and control our costs.”
- The transformation of the restaurant bar. With the new normal, and who knows until when the bar has to transform. The business model with the bar as the core of the restaurant will encounter problems, so it is time to transform the bar in both functions and sports. The bar, as the central place of sale, is transformed into a supply place, from where the beverage service leaves, and continues to be a storage and custody area for products and a central cashier’s place. The sales function of the bar can be carried out by means of gueridon or support tables, near the tables. Where the room brigade can perform its services, interact with customers, and improve sales. “The gueridón will be important again, and the bar will have a function of supplying drinks and supporting the service.”
Although Covid-19 vaccines have dramatically lowered the cases especially in the United States, other countries are still struggling and can not yet stop the implementation of social distancing. For this, it is still important that you must take caution when dealing with customers. Social distancing and wearing of masks is still in place.
