I. Geographical environment of the target market

1. Geographical features of the market: geographical features, administrative districts and urban centers.

2. Characteristics of market climate: There is a great potential relationship between climate conditions and consumers' eating habits.

Second, the industry environment analysis

Main economic indicators of the target market:

1, the current GDP of the market where the enterprise is located, and the data of previous years.

2. Investment in this market.

3. Tourism data that have a great impact on the catering market, especially the number of tourists received in the past year, is a development trend or a downward trend.

4. Take the per capita disposable income of local urban residents, the average salary of employees in the city and the income ratio provided by catering consumption as the reference for restaurant pricing.

5, the city's demographic statistics, including the number of non-agricultural population and agricultural population, are used to predict the size of restaurant traffic and the consumption level and consumption ability of residents in this area.

6. Education level of consumers.

7. Consumers' lifestyle and eating habits.

8. Per capita income of consumers.

Industrial environment:

1, business is booming.

2. The trend and potential of commercialization.

3, the local government preferential support policies, including fire, public security, culture, industry and commerce, epidemic prevention and other policies.

Social environment:

1, local conditions and customs.

2. History and culture.

3. State structure.

4. International exchange, production and circulation of major food raw materials.

Third, the market analysis

1. Economic indicators: operating conditions and strength arrangement of local catering enterprises; Form of ownership and its proportion; Number of business outlets; Number of employees.

2. Operating conditions of catering industry in the market selected by the branch: the number of enterprises and their competitiveness (has scale competition been formed? ); Management level; Management level; The position of cooking.

3. Analysis of competitors:

A. Current situation of traditional competitors: statistical analysis of quantity, performance level, turnover and profit income; Reason for success: advanced management level? Quality service? Superior social environment conditions? Reason for failure: Is there something wrong with the food? Operating mechanism failure, etc.

B. Advantages of traditional competitors: traditional advantages; Advantages of business scale; Location advantage; Main course advantage.

C. Emerging high-end catering operators: What kind of cuisines do they operate? Food orientation? Whether civilians, nobles, etc. Business location: which area, which lot, decoration style, choice of decoration object. Business status: turnover, operating profit, number of diners, number of reservations, etc. Business scale: the area of the store and the number of guests it can accommodate. Hall area distribution, etc.

4. Consumer analysis:

A. the eating habits, tastes and preferences of consumers in this market.

B, the consumption characteristics of consumers in this market, including consumers' consumption consciousness, whether they like eating in restaurants, the proportion of personal or family consumption relative to Chengdu, and the consumption level.

C. Classification of target market consumers: government, military, enterprises, household consumption (including wedding banquets) and tourists.

5. Advantages and strategies of opening a shop in this area:

Competitive strategy: the best entry point of the market; Marketing strategy: publicity and customer recognition; Cultivate customer preferences; Establish frequent customer network relationships.

Description of site selection optimization scheme

First, the risk prevention of government demolition

1, pay attention to the demolition and reconstruction of buildings and streets, and avoid blindly building stores.

2. To determine the location of the restaurant, you must consult the local government department and get the written commitment from the government.

3. Avoid opening stores in areas with disputed property rights.

4. All licenses must be complete and conform to laws and policies.

B. Local business conditions: Pay attention to collecting and evaluating relevant data about the rapid growth of business around restaurants, and make an objective and accurate evaluation.

C. competitive assessment:

1. Restaurants offering similar food and dishes may lead to direct vicious competition.

2. Avoid direct competition at the beginning of opening a store.

D, scale and appearance:

1, parking lot and other facilities should be given sufficient scale and capacity.

2. Square or rectangular restaurants are the best, others are not desirable unless there is a lot of space.

3. Consider the acceptance of future consumers.

E. Land price:

1. Pay attention to the comprehensive evaluation of potential value and actual value.

2. Whether in the city center or in the suburbs, the key depends on the scale of consumer families and floating population.

3. Consider whether the impact of rising land prices on the input and output of enterprises is greater.

F. Energy supply:

1. All site selection must meet the standard of "three links and one leveling", that is, water, electricity and gas communication.

2. Water quality.

3. Pay attention to economic accounting.

G, streets and traffic:

1. Is it a residential street?

2. Is it a commercial street passage?

3. Is the street convenient for vehicles to pass back and forth and park?

4. Is it attractive and convenient for tourists to eat?

H. Tourism resources: according to the number and types of people passing by in the tourist area, choose the appropriate restaurant location.

First, the relationship between business and entertainment:

1, the distance and direction of shopping center, business district and entertainment district should be considered.

2. The distance of several thousand meters from the restaurant will have an impact on the promotion of the restaurant.

J, traffic conditions:

1, statistical data source, from highway management system or government agencies.

2. Self-statistics method: Take noon (weekend), evening and Sunday as the best time to do on-site statistics.

3. Pay attention to the dining factors of people who take the bus.

4. Pay attention to the comparative analysis of pedestrian and vehicle flow data.

K, restaurant visibility:

1, the location of the restaurant can be clearly seen, which directly affects the attraction of the restaurant.

From every angle, you can get a perceptual knowledge of the restaurant through your eyes, which is regarded as the best address.

3. Make an objective evaluation by driving or walking.

L, public * * * services:

1. Evaluate safety, fire prevention, garbage disposal and other required services.

2, but also to evaluate the service facilities, costs and quality.

Information about public services can be obtained from the government.

Meter (short for meter) business field:

1, the area standard is 800-5000m2. You can match your ability according to the figures I mentioned below, or you can adjust it according to the specific business situation.

2, can fully meet the needs of dining services, with all the capacity to accommodate guests.

3, neither crowded nor occupying too much space, avoiding waste of resources.

Reference for regional planning of newly opened stores:

I. Customer use area:

1, about 1.5-2.5 square meters per meal.

2. Space includes: passage, parking place, waiting area, hall and private room.

B, office lobby area:

Front Hall 1/2 Kitchen 1/3 or 0.6-0.8m2 Office 1/50 Warehouse 2/25 Staff changing clothes 1/25, etc.

Employee quota reference:

6. The ratio of administrative staff to service staff in the canteen is: 10: 1. Service staff hall 1. There are 2-4 private rooms, 1 table -3 waiters, 1 person,1table, depending on the distance from the kitchen.

7. Kitchen management spans 3- 10 people. General 13- 15 seats 1 cooking staff, 7-8 high-grade seats 1 production staff. Cold dish chef and white case chef are 1: 1, etc.

Monthly cost budget table:

% of operating expenses

Salary 19% rent 1 1% water fee 1% electricity fee 5% fuel fee 6% advertising fee 3% washing fee 2% staff dormitory 8% repair fee 2% cleaning and sanitation fee 2% furniture fee 0.5% material loss 4% tableware loss 0.5% fare.

Remarks (my feelings):

Bosses are generally rich, but they don't know how to do it, so they know very little. It is suggested that when you don't understand, you should first hire some professionals to manage it, or listen to other people's opinions, which is good for your future management. An enterprise can't stand a long period of exploration and must quickly enter the normal operating state. Waiters need professional training. You don't understand the financial part. You can hire a financial planner or an accountant introduced by the labor institute, first formulate the company's accounting system, and basically enter the normal state in one week to one month. You should be clear about this tax and that tax. We must pay attention to the protection of finished products in the early stage of decoration. Cleanliness is important. In the process of cleaning, some employees will use irregular cleaning methods to clean the storefront. As a result, you will feel distressed when you see it. For example, the wallpaper is scratched, the column is damaged, the stainless steel is scratched, and the sofa is damaged. Also pay attention to the order of decoration. Don't believe that at present, people's decoration is done by contractors. You push me, you push him to work. Before laying blankets and wallpaper, you should test whether the water pipe leaks or not and see if the air conditioner has been tested normally, because once the water pipe bursts, a lot of dust in the air conditioner is the reason for you to spend money on materials again.

Carry out position management, pay more attention to subordinates, determine the kitchen staff and the details of each process, and try out the dishes for about a week before opening. The newly-bought dishes fried in the pot will smell like iron for a week, and the soup will be slightly black. We should evaluate which dishes can be used as signature dishes and which are special dishes. Do it very carefully!

In fact, employees in newly-opened restaurants have expectations, so we should give everyone a platform for development and manage a bowl of water. Some recruiters will bring a group of employees to consolidate their position, so you should keep an eye on it and don't have this phenomenon again. Actually, it's quite annoying