Why do some restaurants make it and some don’t? August 03,2017

By Matthew Sloan, Fobesoft | Vendor Bylines --

Another question might be, what is the biggest difference between a successful chain or franchise and a struggling independent restaurant.

30-year food service veteran, founder of Cypress Hospitality Group and founder of says “Operating with a budget, no question”
The big guys are doing it, and love 'em or hate 'em, they are consistently opening new stores in big fancy locations all while operating at their full profit potential.
Successful restaurants chains and fast growing franchises achieve this by looking at their numbers daily.   Not just looking but using the tools to make everyday actions.
Restaurant managers don't need to be bogged down with hours of paper work everyday to see if they are hitting there numbers.  What they need is a quick 5 minute snap shot of WHERE THEY STAND NOW.
Where do you stand?
Most restaurants get their P & L (profit and loss) statement after the month closes out, this is really important, but what if your team could have seen the writing on the wall in the middle of the month, and started adjusting their scheduling practices, or the way they order food or beer to correct said issue.  The point is, if they had a clear picture of the issue, while it was happening, they will have a much better chance of fixing the issue and saving the month.  After the month closes out it is too late.
Setting goals
Having targets and setting goals is vital to the financial well-being of your operation, but far to often we see unrealistic goals with time frames that are too long.  One of the best techniques we are seeing with budgeting is setting short term, manageable goals.   A restaurant manager can have the greatest impact on the financial strength of the restaurant by looking at targets daily and weekly, not monthly and quarterly.  Good days turn into good weeks, good weeks make good months, have a few good months and now you have a good quarter.  That’s how small changes can have huge impact.  Remember those franchises and successful chains I mentioned earlier, that’s what their doing.
Sorting through the information
While it is true that are we are living in the “information age”, there is such a thing as too much information.  The average restaurant manager can’t handle the amount of information that is coming at them from POS systems and high tech accounting software.  These programs have their place with accountants and book keepers, but the average restaurant manager needs something that is going to take a few minutes a day, just giving them the BIG PICTURE of how decisions they make today, will affect tomorrow.  The boots on the ground managers has a lot of responsibilities, and getting frustrated after getting lost in the minutia of reports and details and not where the managers needs to be.
Mastery through practice
A crazy thing happens when you are forced to look at your numbers everyday for 5 minutes, you always know where you stand.  Have you ever been to a manager meeting and a manager gives you a blank look when you ask if they knew how the month ended.  What about if you ask how they plan to fix the cost of goods issue this month, and the room fills with silence.  When managers know where they stand, and they understand how decisions affect the business financially, the uncertainty has been all but eliminated from the monthly manager meetings.
Matthew Sloan is the Vice president of sales and marketing for, an intuitive daily sales report. is a cloud based tool that allows the manager and operators to see how the decisions they make today will affect the profitability of the restaurant in the future.  Making better managers and delivering P & L’s daily.

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