Santosh International Hotelier and Trainer. View all articles | Contact author

Concept development involves finding and implementing an operating style that can occupy a unique position in the minds of the target market and be consistently operated at a profit. This is an inexact science, relying on an elusive ability to "see what's not there," but there are several identifiable characteristics of a good concept:

• Flexible - the ability to evolve over time without loss of market identity
• Simple - more classic than trendy with resulting potential for longevity
• Profitable - the ability to generate excellent return on investment
• Duplicable - the ability to regenerate and expand
• Compatible - does not require extensive, expensive renovations to an existing physical plant
• Fresh and Exciting - not a "me too" approach
• Appropriate - meets a real need and creates sufficient "gravity" to attract crowds of guests
• Consistent - can deliver on its promises using the prevailing labor market and existing management capabilities
• Distinct - uniquely fills a niche in the minds of the target market
• Durable - can hold its own in the market
• Complementary - does not require directly confronting a competitor while enhancing the overall dining market

Developing a successful restaurant has three phases: concept development, prototype development and monitoring. The first phase is the creative process, the second is the physical part of setting up the new restaurant and the last has to do with refining the theories based on operating realities.

Concept Development

The actual development of the concept occurs in four parts:

BACKGROUND RESEARCH

Background work establishes the general realities of the site. It includes examining economic and demographic statistics, traffic patterns, site visibility and access, physical limitations and architectural features of the building, equipment installed, existing utility service in the building and related items.

MARKET RESEARCH

Market research includes interviews with the target market, site visits to competitive and complementary restaurants, reviews of restaurants outside the market area for elements of interest or value and the identification of strengths, weaknesses and voids in the market.

SYNTHESIS
Synthesis is the process of digesting all the information gathered in the preceding steps and arriving at an insight into what direction the project should take. The results of this step include the name of the restaurant, a prototype menu, trade dress and operating profile, pro forma financial projections, basic marketing direction, development budget, conversion schedule and similar elements which define the project. Until all these items are known, the odds of creating a successful and efficient restaurant are slim.

DOCUMENTATION
All the pieces of the project are summarized in a report which clearly defines the project and assists the owner in making decisions about the project, securing financing (if necessary) and creating a blueprint for developing the project. Even if the report is only used internally, it is a valuable document for keeping the project on track and under control.

Prototype Development

Developing the prototype is the physical process of making the restaurant happen. It includes layout and design, the preparation of working drawings, bids and awards, construction and project supervision, disposal of existing FFE not needed, specification and purchase of new FFE, specification and purchase of POS and related systems, recipe development and testing, logo and graphics, preparation of a detailed restaurant marketing plan, selection of purveyors, hiring and training of staff, selection of uniforms, development accounting, pre-opening promotions and other activities required to go from a great idea to a great restaurant. This is the time when you establish the culture of the restaurant which will influence the working climate of the business for years. It is also the time when you first present yourself to the public and gain that all-important first impression.

Monitoring

Once the restaurant opens, it is necessary to observe the operation and make fine-tuning adjustments required to assure a strong start for the venture. It's a cliche to say that "you don't get a second chance to make a first impression" but it's true! During the first 60 days of the restaurant's operation, there will be many minor modifications and systems required to improve operational effectiveness and enhance profitability/cash flow. This phase involves staff and management coaching and training as well as review of financial performance.

To Download 330 Plus Hotel Training and Management Tools, Please Visit :

http://www.hoteltrainingprogramme.com