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A restaurantis a business which prepares and serves food and
drink to guests in return for money, either paid before the
meal,
after the meal, or with a running tab. Meals are generally
served
and eaten on premises, but many restaurants also offer
take-outand food delivery service. Restaurants vary greatly in
appearance
and offerings, including a wide variety of the main chef's
cuisines
and servicemodels.
History of Restaurants
Greece and Rome[edit]
A RomanThermopoliuminPompeii.
InAncient GreeceandAncient Rome,thermopolia(singular
thermopolium) were smallrestaurant-bars that offered food and
drinks tocustomers.A typical thermopolium had
little L-shaped counters in which large storage vessels were
sunk, which would contain
either hot or cold food. Their popularity was linked to the lack
of kitchens in many
dwellings and the ease with which people could purchase prepared
foods. Furthermore,
eating out was considered a very important aspect of
socializing.
InPompeii,158 thermopolia with a service counter have been
identified across the
whole town area. They were concentrated along the main axis of
the town and the
public spaces where they were frequented by the locals.[1]
China[edit]
See also:Chinese restaurant
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Ajisen Ramen restaurant inNanjing.
InChina,foodcateringestablishments which may be described as
restaurants were
known since the 11th century inKaifeng,China's northern capital
during the first half of
theSong Dynasty(9601279). Probably growing out of thetea
housesand taverns that
catered to travellers, Kaifeng's restaurants blossomed into an
industry catering to localsas well as people from other regions of
China.[2]Stephen H. West argues that there is a
direct correlation between the growth of the restaurant
businesses and institutions
oftheatrical stage drama,gambling and prostitution which served
the
burgeoningmerchant middle classduring the Song
Dynasty.[3]Restaurants catered to
different styles of cuisine, price brackets, and religious
requirements. Even within a
single restaurant much choice was available, and people ordered
the entree they
wanted from writtenmenus.[2]An account from 1275 writes
ofHangzhou,the capital city
for the last half of the dynasty:
The people of Hangzhou are very difficult to please. Hundreds of
orders are given on allsides: this person wants something hot,
another something cold, a third something
tepid, a fourth something chilled; one wants cooked food,
another raw, another chooses
roast, another grill.[4]
The restaurants in Hangzhou also catered to many northern
Chinese who had fled
south from Kaifeng during theJurcheninvasion of the 1120s,while
it is also known that
many restaurants were run by families formerly from
Kaifeng.[5]
Western world[edit]
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Restaurants onGreek islandsare often situated directly on the
beach. This is an
example fromAstypalaia.
In theWestern world,whileinnsandtavernswere known from
antiquity, these were
establishments aimed at travelers, and in general locals would
rarely eat there. [citation
needed]The modern idea of a restaurantas well as the term
itselfappeared
inParis[6]around 1765 when Boulanger began to sell "restaurants"
and other foods:
Restaurants constituted another sort [of eating establishment],
a new one if we define
them as places where one can order a meal from a range of
choices at a range of times
and eat it on the premises. About 1765, people rounding the
corner of the rue Bailleul
and the rue des Poulies, just a few blocks east of the Caf de la
Rgence, passed by
the innovators sign: Boulanger dbite des restaurants divins
(Boulanger sells divine
restaurants). Boulanger was originally a soup vendor and certain
soups were known asrestaurantsliterally, restoratives. The
Encyclopdie defined restaurant as a medical
term; it is a remedy whose purpose is to give strength and
vigor. Thanks to Boulanger
and his imitators, these soups moved from the category of remedy
into the category of
health food and ultimately into the category of ordinary
food....Almost forgotten in the
spread of restaurants was the fact that their existence was
predicated on health, not
gustatory, requirements.[7]
Tom's Restaurantin Manhattan was made internationally famous
bySeinfeld
United States[edit]
In theUnited States,it was not until the late 18th century that
establishments that
provided meals without also providing lodging began to appear in
major metropolitan
areas in the form ofcoffeeandoysterhouses. The actual term
"restaurant" did not enter
into the common parlance until the following century. Prior to
being referred to as
"restaurants" these eating establishments assumed regional names
such as "eating
house" in New York City, "restorator" in Boston, or "victualing
house" in other areas.
Restaurants were typically located in populous urban areas
during the 19th century and
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grew both in number and sophistication in the mid-century due to
a more affluent middle
class and to suburbanization. The highest concentration of these
restaurants were in
the West, followed by industrial cities on the Eastern Seaboard,
with the lowest number
of restaurants per person located in the southern states.[8]
In contemporary times[edit]
Latin America[edit]
Colombia[edit]
InColombia,apiqueteaderois a type of casual or rustic
eatery.[9]Meals are often
shared, and typical offerings include dishes such
aschorizo,chicarron,fried organs,
friedyuca,maduroandcorn on the cob.Customers order the foods
they want and the
prepared foods are served together on a platter to be
shared.[9]The wordpiquetecan
be used to refer to a common Colombian type of meal that
includes meat, yuca and
potatoes, which is a type of meal served at a piqueteaderos. The
verb form of the wordpiquete, piquetear, means to participate in
binging, liquor drinking, and leisure activities
in popular areas or open spaces.
GOALS
As a restaurant owner, your goals and objectives should be tied
to your mission and value
statements. Ensure goals and objectives are specific,
measurable, achievable, realistic and timely.
This will provide you with a plan to follow and the ability to
recognize the point you achieve
success. It is not necessary to set goals for every facet of
your restaurant business, but it is
important to focus on key elements. Update your goals and
objectives when necessary, as
business plans become dated. The goals you set for the first
year of business should vary from
the goals and objectives for year three or year 10. Get your
team excited about achieving theseobjectives by including them in
the planning.
Marketing
Marketing is pivotal in keeping a restaurant running. It is
important to retain your existing
customer base while growing the restaurant by attracting new
diners. An example of a marketing
goal might be to attract new diners from a particular
neighborhood. Objectives might include
using social media to engage potential diners in conversations
about food, to join the
neighborhood summer activities planning committee and to send a
direct mailer inviting people
from the neighborhood to try a free appetizer.
ExpensesExpenses are a serious concern for any business owner.
However, in the restaurant business,
unnecessary expenses such as food waste, excessive labor and
overpriced necessities can lead to
a sizable dip in profits. When setting goals to keep expenses in
line, consider the areas of labor,
food, overhead and employee retention. An example of a goal
might be to keep food costs at less
than 40 percent of all revenue. Objectives could then focus on
low food waste, finding affordable
food vendors and maximizing resources.
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Related Reading:What Is the Business Difference Between
Objectives & Goals?
Revenue
Revenue goals are important, since money is the driving force of
the business. An example of a
revenue goal might be to average sales in a certain range -
between $250,000 and $300,000 for
example - for the first three years. To write your objectives,
consider figuring how much revenue
you would need each month to achieve this goal. Also consider if
there are months or weeksbusier than others. Perhaps your business
increases during the holiday season when people are
busy shopping and have less time for cooking. Next, break down
by how many meals/units need
to be sold each week and each day. Consider your dining crowd.
If you're more likely to have a
full house on weekends, the revenue goals for these days will be
higher than weekdays. An
objective may be "We will maximize sales of desserts on weekdays
by including a special two-
course menu."
Service
Excellent service paired with quality food is a base plan to
keep diners returning. An example of
a restaurant service goal might be to provide the best
front-of-house service of any area
restaurants. Objectives would then define what this experience
would look like. Perhaps dinerswould be greeted within two minutes
of entry and seated within 10 minutes. Objectives could
also include an edict that diners receive water and bread at
their tables no later than five minutes
after seating.
Service Style
One important decision to make when starting a restaurant is the
service style of the
establishment. The service style determines the layout, menu,
inventory, food prices and dcor of
the restaurant. The service style of a restaurant depends on
your personal preferences, target
market and location. Knowing the characteristics of the main
types of service styles can help you
pick the right style for your restaurant business.
Fast Food
A fast-food or quick-service restaurant provides the quickest
service and food at the cheapest
prices. The dcor in most fast-food restaurants is simple.
Fast-food restaurants are often
franchises of a brand with many locations. The largest-fast food
chains operate globally. Some
individuals choose to open small, local, non-chain fast food
restaurants. Fast-food restaurants
often include a place to dine, while some may possess only
drive-through or walk-up windows
for customers to order and pick up food. Fast-food restaurants
often serve hamburgers, chicken,
sub sandwiches, Mexican fare or ice cream.
Fast CasualFast-casual restaurants are similar to fast-food
restaurants, but customers often perceive the food
as healthier or of higher quality. The perception of healthier
or higher-quality food allows
owners of fast-casual restaurants to charge higher prices than
fast-food restaurants. Customers
usually order their food at the counter and sit down at a table
to enjoy their meal. Of course, fast-
casual restaurants give customers the option to order food to
go. Many fast-casual restaurants
serve a specialized type of food, such as Mexican, Chinese or
fresh-baked fare. While a fast-food
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restaurant may serve fried chicken meals, a fast-casual place
may serve roasted chicken,
vegetables and baked bread.
Related Reading:Business Plans for Starting Up a Restaurant
Fine Dining
Fine-dining restaurants usually come with the most elaborate
menus and expensive prices.Owners of fine-dining restaurants want
to present an atmosphere of elegance and grace. Many
require customers to make reservations to dine. Some restaurants
enforce a certain dress code,
while others do not. Fine-dining restaurants employ chefs who
attended culinary schools and
possess many years of experience. Most customers do not mind
paying the expensive prices
because of the perceived value they receive from eating at
fine-dining restaurants. Some
restaurants offer five-course meals and an expensive and
expansive wine list.
Casual Dining
Casual-dining restaurants offer food similar to fast-casual
establishments but with a table-service
dining atmosphere. Most casual-dining restaurants provide a
family-friendly environment. The
menus at casual dining restaurants are usually more extensive
than at fast-casual places. Casual-dining restaurants employ
waiters who take customers orders and serve the food. The prices
of
casual-dining restaurants are lower than at fine-dining
restaurants, but a little more expensive
than at fast-casual places. These restaurants may serve a
variety of pastas, chicken dishes and
simple seafood dishes. Some havehighly specialized menus, but
others serve a broad range of cuisine.
Industrys broader vision and how it co relates to service
culture:
A vision statement spells out the future direction of an
organization and where it sees itself in the long
term. Great business organizations in history have always been
built by leaders who had a great vision.
There are several excellent examples of vision statements from
organizations that have achieved
extraordinary success and global leadership in fields they had
envisioned for themselves.
VISION STATEMENT
Being the best means providing outstanding quality, service,
cleanliness, and value, so that we make
every customer in every restaurant smile.
Integrity and FairnessIt all starts with integrity and fairness.
We trust in the integrity and
fairness of each other to always do the right thing, to be open,
honest and forthright with ourselves
and others, to demonstrate courage, to solve without blame and
to follow through on all our
commitments.
Respect and CaringWe reach out with respect and caring. We have
a genuine interest in the
well-being of others. We know the importance of listening, the
power of understanding and the
immeasurable value of support.
Diversity- Even though we have a common vision, we embrace and
celebrate our individual
differences. We are strengthened by a diversity of cultures,
perspectives, attitudes, and ideas. We
honor each other's heritage and uniqueness. Our power of
diversity makes a world of difference.
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Always Learning, Always Teaching- We learn from others as they
learn from us. We learn. We
teach. We grow.
Being of ServiceBeing of service is our pleasure. We treat
people as special and appreciated by
giving of ourselves, doing more than expected, anticipating
needs, and making a difference.
TeamworkTeamwork works. By trusting one another, we bring
together the best in all of us and
go beyond the boundaries of ordinary success. Excellence- We
have a passion to set and to pursue, with innovation, courage and
humility, ever
higher standards.
LEVEL OF CUSTOMER SATISFACTION:
Goal of every owner of restaurant is customer satisfaction. Due
to very tough competition, only the
best and most persistent survive in the hospitality
industry.
Service tailored to customer needsConducting business activities
towards satisfying the needs of customers is the basis of every
business success story. Activities fulfilling the desires and
needs of the guest, among the rest are:
reception, accommodation, food, entertainment and other
activities.
Tourism and hospitality are the fastest growing industries and
are more and more measured by the
ability to provide tailored services for each guest
individually. Profitability and effectiveness depend
upon how successfully specific customer needs and desires are
met.
The biggest role in achieving business success is played by
customer service made possible by good
communication among employees. Mutual understanding, harmony and
interaction among
employees are in every way felt by the customer who, based on
those relationships, evaluates and
remembers positive as well as negative experiences.
Communication with the customer
Direct communication with the customer is very important and, if
conducted properly, represents best
advertising for your business. Reversibly, poor communication
and customer dissatisfaction will lead
to overwhelmingly negative consequences. Recognizing customer
needs and meeting them through
excellent quality service leads to greater customer
satisfaction.
Positive energy is the foundation
For the guest to feel positive energy, the same energy has to
exist among the employees. First step in
achieving this for you, the owner, is to take care of your
staff: recognize when one of them has a
problem (leave your personal issues at home is not the best
approach), talk to them, and try to help
them. Sometimes, you will be unable to help but showing that you
care matters to your employee,
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who will appreciate this when coming to work and when
communicating with customers.Your guest
can feel that energy and spread restaurant customer
satisfaction.
Success formula
How critical attention to customers and employees can be, is
best illustrated by examples of Tony
Hsieh (Zappos) and Gary Vaynerchuk (Wine Library).
Tony was a millionaire at the age of 24, selling his first
company to Microsoft for an amazing 265
million USD. He believed he had a success formula. After that,
he joined an online shoe store that
surpassed Amazon in online sales, having higher prices but
paying greater attention to customer
service. Amazon purchased Zappos in 2009 for an even more
amazing 1.2 billion USD. Customer
service does pay off :).
Garys experience was just as remarkable. He moved from a local
wine shop owner to one of the
biggest wine sellers in the world by providing service to each
buyer directly, in the store or online,
advising them, recommending wine, in case of a misunderstanding
explaining in detail why
something was done the way it was.
The level of quality of the service you offer is directly
related to the level of customer satisfaction. In
the hospitality industry, the central service, selling the
service itself and the product, is taking care of
the customer.
Get to know your customers
Customersexpectations originate from:
value system, social status and culture,
attitudes towards the culture they are visiting,
personal value systems,
momentary moods,
their habits.
Providing high quality customer service involves:
knowledge of the culture customers come from,
understanding and acceptance of their specific
characteristics,
recognizing their expectations,
excellent knowledge of everything a certain location has to
offer,
ability to communicate in several languages,
being open, in a good mood, smiling and being very polite,
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Your customers have different needs, but the most important ones
are:
changing their surroundings,
satisfaction with their accommodation,
good food and drink,
seeing natural beauties,
having experiences they will remember,
and lastly, peaceful and pleasant rest and sleep.
financial impact the industry has on the economY
The facts
The industry's annual sales now top $660 billion.
Each $1 spent in restaurants generates an extra $2 in sales for
other industries
Industrys share of the food dollar is now 47 percent
Total economic impact of the industry is estimated at $1.8
trillion
Sales constitute 4 percent of the U.S. GDP
Feeding the U.S. economy
With restaurants on every street of our towns and cities and
along vast stretches ofAmericas roads and highways, restaurant
industry activity has become a hugecomponent of the U.S. economy.
The industrys economic health is now a leadingindicator of the
nations economic health, and industry growth is a significant
factor inthe nations economic outlook.
Restaurant industry sales are growing, with projected sales of
$660.5 billion in 2013,
up approximately 9% in two years. On a typical day, restaurant
industry sales are $1.8billion across the 980,000 restaurant
locations nationwide. Today, restaurant industrysales are 4% of the
U.S. GD.
Employment satisfaction level and methods to measuring it:
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COLUMBUS, OhioAbout half of restaurant employees surveyed
recentlyexpressed low levels of satisfaction with their jobs,
according to a new study.
A quarter of the employees showed average levels of satisfaction
while the remainingquarter said they were very satisfied with their
jobs.
The results are not good news for restaurants, which seek a
satisfied and motivated
staff to make customers happy, saidThomas George,co-author of
the study and
associate professor ofhospitality management at Ohio State
UniversitysCollege of
Human Ecology.
The results suggest restaurants may need to do more to develop
good relationships
with their employees, George said.
Measurement method.
The methods we use to measure the factors aff ecting the job
satisfaction level are
Self-Administeredquestionnaire. The instrument for this research
is taken from
multiple items especially through internet and from previous job
satisfaction
studies. We use the five point Likert scale, dichotomous and
unforced choice
ques tion s. We employed and modified the questionnaires based
on the results of the pilot
study so
ther e l i a b i l i t y a n d v a l i d i t y o f t h e s u r v
e y q u e s t i o n n a i r e w o u l d
i n c r e a s e a n d t h e q u e s t i o n n a i r e l o o k m
o r e m a n a g e a b l e . A l s o , o u r
i n s t r u m e n t i s r e l a t i v e l y s h o r t q u e s t
io n na i re so t h at i t c an b e e a si l y u
nd e rs t an da b le to th e re sp on de nt s. Ov er al l
questions are fully structured
Managers need to be prepared to give up some contr ol and
increase their levels of
trust in their employees. Giving employees the opportuni ty to
make relevant
decisions concerning their jobs may lead to increased job
satisfaction.
http://hec.osu.edu/cts/faculty/george.htmhttp://hec.osu.edu/cts/faculty/george.htmhttp://hec.osu.edu/cts/faculty/george.htmhttp://hec.osu.edu/cts/hm/index.htmhttp://hec.osu.edu/cts/hm/index.htmhttp://hec.osu.edu/cts/hm/index.htmhttp://hec.osu.edu/cts/hm/index.htmhttp://hec.osu.edu/cts/faculty/george.htm
