Restaurant and catering group
South of France, 2015 to today
For this emblematic brand, the leader’s question is to find out the room for maneuver in terms of profitability. What is the potential in terms of business model ? How to absorb the evolution of costs of purchases and of payroll ? How to adapt an offer of fresh products in a rapidly changing market?
An in-depth diagnosis of the restaurant customer experience highlights strengths and weaknesses. Managerial coaching and support to the Management Committee help raise awareness of best practices in developping attendance and in improving operating margins. The “à la carte” formulas are repositioned in terms of price because they are not sold at a high enough price. Customer service processes are completely revised. Consequence : customers waiting time is drastically reduced, complaints on Trip Advisor become rare. Purchasing processes are shortened, a daily inventory is put in place, cost of goods transport is renegotiated to a lower level. A gateway to management information with accounting is established. Management decisions are immediate. The Food and Beverage cost is under control. And sale on the Internet is initiated.