In this flat economy when you have to do all of the work yourself because the market is not going to do it for you, two questions hold the key to unlocking increased sales and profit:
- Is there a missing piece you have never handled over your years (or decades) in business?
- With all those ideas sloshing around in your head, why can’t you see more clearly and focus?
These days, you must have every possible element working in your favor.
Making things right can add 5% to the top line and 2% to the bottom line.
Everyone wants these numbers. Especially as they think about their business during these times that make you feel the market is only going to give you so much and there’s nothing you can do.
But There’s Always a Lot You Can Do
Last week a young restaurateur asked me what kind of people make my best clients. My answer was clear: “People who can be vulnerable and identify their challenges.”
That is what gives multi-unit restaurant owners an opportunity to improve on their blind spots.
Using the leverage of operating in uncertainty and volatility, many owners I work with are becoming increasingly willing to deal with their blind-spot issues – knowing that a good time to focus on improvements is when diners are picky and are only inspired to spend their money for experiences they really value.
This tough market has made restaurant owners more willing to be flexible and open.
Join Them
One of my clients already had a good vibe of a culture but had never become highly organized or held people accountable. Working with me showed them that they could both love their people and create specific expectations for greater revenue and profit.
Another client bravely told me, “We stink at marketing.” So we reworked the presentation of their brands to increase sales.
One client never really defined their culture, so they had missed opportunities to direct the behavior of guests and employees – which would have resulted in more money and happier people.
Another client only promoted from within which created a long time leadership that had very little knowledge about how the industry operates outside of their company. We imported best practices from the top restaurant companies and made them into one. Their goals became so much easier to achieve.
Vulnerability and open-mindedness are the keys to improving already-great companies. How will you improve yours?
