Bell Menu - Restaurants Kinds and Characteristics
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Restaurants Kinds and Characteristics
Broadly speaking, restaurants can be segmented into a estimate of categories:
1- Chain or independent (indy) and franchise restaurants. McDonald's, Union quadrate Cafe, or Kfc
2- Quick service (Qsr), sandwich. Burger, chicken, and so on; convenience store, noodle, pizza
3- Fast casual. Panera Bread, Atlanta Bread Company, Au Bon Pain, and so on
4- Family. Bob Evans, Perkins, Friendly's, Steak 'n Shake, Waffle House
5- Casual. Applebee's, Hard Rock Caf´e, Chili's, Tgi Friday's
6- Fine dining. Charlie Trotter's, Morton's The Steakhouse, Flemming's, The Palm, Four Seasons
7- Other. Steakhouses, seafood, ethnic, supper houses, celebrity, and so on. Of course, some restaurants fall into more than one category. For example, an Italian cafeteria could be casual and ethnic. Leading cafeteria concepts in terms of sales have been tracked for years by the magazine Restaurants and
Institutions.
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Chain Or Independent
The impression that a few huge quick-service chains thoroughly dominate the cafeteria enterprise is misleading. Chain restaurants have some advantages and some disadvantages over independent restaurants. The advantages include:
1- Recognition in the marketplace
2- Greater advertising clout
3- Sophisticated systems development
4- Discounted purchasing
When franchising, assorted kinds of aid are available. Independent restaurants are relatively easy to open. All you need is a few thousand dollars, a knowledge of cafeteria operations, and a strong desire to
succeed. The advantage for independent restaurateurs is that they can ''do their own thing'' in terms of conception development, menus, decor, and so on. Unless our habits and taste turn drastically, there is abundance of room for independent restaurants in safe bet locations. Restaurants come and go. Some independent restaurants will grow into small chains, and larger clubs will buy out small chains.
Once small chains display growth and popularity, they are likely to be bought out by a larger enterprise or will be able to regain financing for expansion. A temptation for the beginning restaurateur is to survey large restaurants in big cities and to believe that their success can be duplicated in secondary cities. Reading the cafeteria reviews in New York City, Las Vegas, Los Angeles, Chicago, Washington, D.C., or San Francisco may give the impression that unusual restaurants can be replicated in Des Moines, Kansas City, or Main Town, Usa. Because of demographics, these high-style or ethnic restaurants will not click in small cities and towns.
5- Will go for training from the bottom up and cover all areas of the restaurant's performance Franchising involves the least financial risk in that the cafeteria format, including building design, menu, and marketing plans, already have been tested in the marketplace. Franchise restaurants are less likely to go belly up than independent restaurants. The fancy is that the conception is proven and the operating procedures are established with all (or most) of the kinks worked out. Training is provided, and marketing and administration reserve are available. The increased likelihood of success does not come cheap, however.
There is a franchising fee, a royalty fee, advertising royalty, and requirements of mountainous personal net worth. For those lacking mountainous cafeteria experience, franchising may be a way to get into the cafeteria business-providing they are prepared to start at the bottom and take a crash training course. cafeteria franchisees are entrepreneurs who prefer to own, operate, develop, and expand an existing enterprise conception through a form of contractual enterprise arrangement called franchising.1 some franchises have ended up with multiple market and made the big time. Naturally, most aspiring restaurateurs want to do their own thing-they have a conception in mind and can't wait to go for it.
Here are samples of the costs complex in franchising:
1- A Miami Subs original cafeteria has a ,000 fee, a royalty of 4.5 percent, and requires at least five years' contact as a multi-unit operator, a personal/business equity of million, and a personal/business
net worth of million.
2- Chili's requires a monthly fee based on the restaurant's sales performance (currently a service fee of 4 percent of monthly sales) plus the greater of (a) monthly base rent or (b) percentage rent that is at least 8.5 percent of monthly sales.
3- McDonald's requires 0,000 of nonborrowed personal resources and an initial fee of ,000, plus a monthly service fee based on the restaurant's sales performance (about 4 percent) and rent, which is a
monthly base rent or a percentage of monthly sales. Tool and preopening costs range from 1,000 to 8,500.
4- Pizza installation Express Units (200 to 999 quadrate feet) require a ,000 franchise fee, a royalty of 5 percent, and an advertising fee of 2 percent. Tool costs range from ,000 to ,000, with miscellaneous costs of ,200 to ,000 and occasion catalogue of ,000.
5- Earl of Sandwich has options for one unit with a net worth requirement of 0,000 and liquidity of 0,000; for 5 units, a net worth of million and liquidity of 0,000 is required; for 10 units, net worth
of million and liquidity of 0,000. The franchise fee is ,000 per location, and the royalty is 6 percent.
What do you get for all this money? Franchisors will provide:
1- Help with site option and a present of any proposed sites
2- aid with the develop and building preparation
3- Help with preparation for opening
4- Training of managers and staff
5- Planning and implementation of pre-opening marketing strategies
6- Unit visits and ongoing operating advice
There are hundreds of cafeteria franchise concepts, and they are not without risks. The cafeteria owned or leased by a franchisee may fail even though it is part of a familiar chain that is highly successful. Franchisers also fail. A case in point is the highly touted Boston Market, which was based in Golden, Colorado. In 1993, when the company's stock was first offered to the group at per share, it was eagerly bought, addition the price to a high of a share. In 1999, after the enterprise declared bankruptcy, the share price sank to 75 cents. The contents of many of its market were auctioned off at
a fraction of their cost.7 Fortunes were made and lost. One group that did not lose was the investment bankers who put together and sold the stock gift and received a mountainous fee for services.
The gift group also did well; they were able to sell their shares while the stocks were high. Quick-service food chains as familiar as Hardee's and Carl's Jr. Have also gone through periods of red ink. Both companies, now under one owner called Cke, experienced periods as long as four years when real earnings, as a company, were negative. (Individual stores, enterprise owned or franchised, however, may have done well while the down periods.) There is no guarnatee that a franchised chain will prosper.
At one time in the mid-1970s, A&W Restaurants, Inc., of Farmington Hills, Michigan, had 2,400 units. In 1995, the chain numbered a few more than 600. After a buyout that year, the chain wide by 400 stores. Some of the expansions took place in nontraditional locations, such as kiosks, truck stops, colleges, and convenience stores, where the full-service cafeteria contact is not important. A cafeteria conception may do well in one region but not in another. The style of performance may be highly compatible with the personality of one operator and not another.
Most franchised operations call for a lot of hard work and long hours, which many people realize as drudgery. If the franchisee lacks enough capital and leases a building or land, there is the risk of paying more for the lease than the enterprise can support. Relations between franchisers and the franchisees are often strained, even in the largest companies. The goals of each regularly differ; franchisers want maximum fees, while franchisees want maximum reserve in marketing and franchised service such as worker training. At times, franchise chains get complex in litigation with their franchisees.
As franchise clubs have set up hundreds of franchises over America, some regions are saturated: More franchised units were built than the area can support. Current franchise holders complain that adding more franchises serves only to sell out sales of existing stores. Pizza Hut, for example, stopped selling
franchises except to well-heeled buyers who can take on a estimate of units. Overseas markets constitute a large source of the income of some quick-service chains. As might be expected, McDonald's has been the leader in overseas expansions, with units in 119 countries.
With its almost 30,000 restaurants serving some 50 million customers daily, about half of the company's profits come from surface the United States. A estimate of other quick-service chains also have large numbers of franchised units abroad.While the beginning restaurateur quite rightly concentrates on being successful here and now, many bright, ambitious, and energetic restaurateurs think of hereafter possibilities abroad. Once a conception is established, the entrepreneur may sell out to a franchiser or, with a lot of guidance, take the format overseas via the franchise. (It is folly to build or buy in a foreign country without a partner who is financially regain and well versed in the local laws and culture.).
The McDonald's success story in the United States and abroad illustrates the significance of adaptability to local conditions. The enterprise opens units in unlikely locations and closes those that do not do well. Abroad, menus are tailored to fit local customs. In the Indonesia crisis, for example, french fries that had to be imported were taken off the menu, and rice was substituted. Reading the life stories of big franchise winners may recommend that once a franchise is well established, the way is clear sailing. Thomas Monaghan, founder of Domino Pizza, tells a dissimilar story. At one time, the chain had accumulated a debt of 0 million. Monaghan, a devout Catholic, said that he changed his life by renouncing his many sin, pride, and rededicating his life to ''God, family, and pizza.''
A meeting with Pope John Paul Ii had changed his life and his feeling about good and evil as ''personal and abiding.'' Fortunately, in Mr. Monaghan's case, the rededication worked well. There are 7,096 Domino Pizza outlets worldwide, with sales of about .78 billion a year. Monaghan sold most of his interest in the enterprise for a reported billion and announced that he would use his fortune to supplementary Catholic church causes. In the up-to-date past, most food-service millionaires have been franchisers, yet a large estimate of would-be restaurateurs, especially those enrolled in university degree courses in hotel and cafeteria management, are not very excited about being a quick-service franchisee.
They prefer owning or managing a full-service restaurant. Prospective franchisees should present their food contact and their way to money and settle which franchise would be thorough for them. If they have wee or no food experience, they can consider beginning their cafeteria work with a less costly franchise, one that provides start-up training. For those with some contact who want a proven concept, the Friendly's chain, which began franchising in 1999, may be a good choice. The chain has more than 700 units. The restaurants are considered house dining and highlight ice cream specialties, sandwiches, soups, and quickservice meals.
Let's emphasize this point again: Work in a cafeteria you enjoy and maybe would like to emulate in your own restaurant. If you have enough contact and money, you can strike out on your own. Good yet, work in a successful cafeteria where a partnership or proprietorship might be potential or where the owner is mental about retiring and, for tax or other reasons, may be willing to take payments over time.
Franchisees are, in effect, entrepreneurs, many of whom create chains within chains.
McDonald's had the highest system-wide sales of a quick-service chain, followed by Burger King. Wendy's, Taco Bell, Pizza Hut, and Kfc came next. Subway, as one among hundreds of franchisers, gained total sales of .9 billion. There is no doubt that 10 years from now, a listing of the clubs with the highest sales will be different. Some of the current leaders will contact sales declines, and some will merge with or be bought out by other companies-some of which may be financial giants not previously engaged in the cafeteria business.
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