Book (Practical) Society No decrease in customers at small restaurants / Saburō Namba

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[Contents introduction]
"I want to raise the price, but what if the number of customers decreases?"
"Unlike major companies, if we raise the price, what will be written on Tabelog."
"It is true that if the cost of ingredients and utilities goes up any more, it won't last."
"We can manage not to raise the price.
I'm cutting my salary. "
Don't you think there are many restaurant owners who feel this way?
I am a small and medium-sized enterprise management consultant specializing in restaurants (business consultant national qualification).
I worked as a part-time worker at many restaurants since I was 25 years old.
I learned culinary skills at a small shop, management techniques at a chain shop, and once opened a restaurant in Shibuya-ku.
Since I am in my hometown, Okayama City, I have a lot of work in the Chugoku and Kansai regions.
I also go to Tokyo regularly so I think I understand the difference between downtown and rural shops.
My clients are small and medium-sized companies introduced by banks and chambers of commerce.
It is a large company with annual sales of about 1 billion yen, about 200 million yen to 50 million yen.
The people referred by the banks are companies that need to increase profits to pay off their debts, and they are increasing as the repayment of coronavirus loans is in full swing.
80% of the customers I have met in the last two years are in the red or "hidden red."
A "hidden deficit" is a situation in which you don't receive enough wages for your work even though it looks like you are making a profit on your books.
The top 20 percent are already in the black.
For the next 20 percent or so, we can get out of the red immediately if we raise the price.
The next 30% will need to be "stores that don't lose customers even if the price is raised" before the price increase.
The remaining 30% are shops that feel they will soon disappear from the market.
My job starts with explaining the challenges that can be seen from financial analysis, then proceeds with using the store to help with product renewal and advertising.
Recently, it is often difficult to move forward because of the time spent explaining financial analysis.
It takes time to understand the reality that "inflation is going to continue" and the need to raise prices.
In the first half, I will explain the changes of the times.
In the middle we will explain how you can easily self-analyze the finances of your store.
I have prepared the Excel format.
You can do a "health checkup" of the store by putting in the number and looking at only three numbers.
Please download from the QR code at the end of the book and use it.
In the second half, I'll explain what we can do to increase profits.
It is an easy way to do what a large chain store usually does so that a small store can do it.
In these ways, we have helped the top 70% of the stores that have a chance to survive to become profitable.
It takes about half a year to a year and a half to maintain a monthly surplus for three months.
It may seem like a long time, but I'm going to talk about a much more realistic and practical solution than a dubious seminar that invites you to a magic bullet.
Please read it to the end and use it to increase your money.
Contents
Introduction
Chapter 1, Five Minutes Review (1) Prices are Going Up?
Both the Government and Major Companies View that "Inflation Will Continue" --
1 Ingredients have gone up by 15%!
2 Why did it suddenly turn into inflation?
3 Japan's Poverty Indicated by the Big Mac Index
4 Major Companies View that "Inflation Will Continue" --
1 Why did it suddenly turn into inflation?
1 Reasons for not wanting to raise prices
3 Reasons for not wanting to raise prices
1 Reasons for not wanting to raise prices
1 Reasons for not wanting to raise prices
1 Reasons for not wanting to raise prices
1 Reasons for not wanting to raise prices
1 Reasons for not 2) All you have to do is to fill in the "Tax Return Form"!
☆ Just insert numbers! Calculate the "FLR Ratio"
3 Calculate the "FLR Ratio"
4 Calculate the "FLR Ratio" (4) Calculate the "FLR Ratio" (3) Calculate the "FLR Ratio" (4) Calculate the "FLR Ratio" (4) Calculate the "Monthly Sales" (1) Increase sales by the "Seasonal Variation Index" (2) Increase sales by the "Monthly Sales" (2) Plan to increase sales by the "Seasonal Variation Index" and "Day-and-Night Matrix" (2) Divide the "Time Zone", "Monthly Sales" (10) Check the "Target Achievement Sheet Closing the gap with the target cost ratio --
1 What do you mean by" raising prices in two levels "?
2 What is the relationship between" raising prices by 10% "and the number of customers and profits?
3 Who makes 3 Who makes the" ¥ 1,000 wall of ramen "?
4 Is that" common sense of raising prices "old?
5 tricks! Actual examples (1) Orizume Bento," raising prices only on Fridays, Saturdays and Sundays ", price by fractions, uniform price increases
6 tricks! Actual examples (2) Toppings, ticket vending machines, set sales, parts sales, discount coupons
7 Check before raising prices! (1)" Who is raising costs? "
8 Check before raising prices! (2)" Can you say that current products are the best? "
9 Check before Marugame Sukiya major chain company major chain company major chain company limited edition goods Don't you need a sense of the season for your seasonal item!
3 Yoshinoya, Royal Host. Customers are coming back.
4 There is a buzz item here!
5 It will be easier after 1 year.
Be careful from the 3rd year!
6 Product Development (1) Format with a high degree of perfection
☆ Product Development Sheet (BINGO SHEET)
7 Product Development (2) Free ideas that can be transformed
(1) Change change the main ingredients (2) Change the cooking method and seasoning (3) Change the side ingredients
(4) Change the state and usage (5) Change the genre (6) Change the quantity
8 Naming methods that sell 6 choices
9 Imagine! The best products you can do in a own shop
10 When a product doesn't sell
11 Increase Profits Menu Points
12 Touch Panels and Ticket Vending Machines Can Increase Profits!
13 Improvement of stores, price hikes, and timing of advertising
End : "Start roughly" becomes stronger
"Think," "Move," and "Check" look into the future -
1 If you want to open more stores, "
2" Start roughly, keep the PDCA cycle "is the best
3 In order to make a restaurant that will survive 10 years from now
Author's brief history
Born in 1967 (1967).
A small and medium-sized enterprise consultant specializing in restaurants (national qualification of business consultant).
After a long period of training as a part-time worker at many restaurants, he opened a restaurant in Shibuya Ward in 1999.
In 2006, he was qualified as a small business consultant and published 『 Menu Saves Restaurants! 』 (Ko Shobo).
It became a hit as a rare menu related book.
With this as an opportunity, they will be active nationwide.
The company is based in Okayama, where he is from, and has received requests from chambers of commerce and banks in neighboring prefectures to advise small and medium-sized businesses and individual restaurants on how to increase profits.
At the same time, half works half a week nationwide at the request of Tokyo and other urban areas.
The company holds about 50 seminars a year while meeting about 30 companies a year.
Part-time lecturer of business administration at Japan Cooking and Confectionery College.
・ Homepage : Saburo Namba, Restaurant Consultant SME Management Consultant
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