What should we do to create an "efficient store operation process"?

China's catering market has bid farewell to the "savage growth" and entered a "specialization and professionalization" track. To succeed in the future, catering companies need to conduct professional and process management and practice internal skills. This will be a major task for catering professionals.

I believe that many restaurant owners have such distress. They have opened a number of directly-operated chain stores. Although the business conditions are good, the level of operation of the stores is uneven. The reason is that employees do not follow the standard procedures in the daily operations of the store, resulting in inconsistent customer experience.

How can the store process be effectively executed?

1

Do appropriate operation management processes and standards

Many catering owners think that their stores already have a "process" and a "manual". But what are the reasons that prevent the implementation of these process manuals, improve the operating efficiency of the store, and improve the customer experience. This requires first to figure out how the store process standards are made?

I read the process manuals of many catering brands and found that most of them are simply copied or borrowed from other brands' manuals. Many people copy the well-known catering system, but few people "tailor-made" for their own brands, researching and developing a set of processes that are 100% suited to their own operations. If a store uses a set of procedures that do not apply to its own, it will naturally not be able to solve the pain points of employees' operations, but it will add chaos. In this way, employees are unwilling to implement the manual, and over time, the process manual becomes a display.

Do you have a suitable store operation management process and standard? To judge whether your store manual is an effective process standard, you can judge from the following two dimensions.

a. Does it solve the pain points of the customer's dining experience?

In terms of dining experience, it is divided into dish experience and service experience. We must think about whether the process can continue to provide "high-quality, high-value, and stable products"? And is it possible to provide "timely, moderate, accurate and fast service"? The new process we have developed must be able to effectively realize the "good customer experience"!

b.Does it solve the pain points of employees' operations?

Employees are unwilling to implement the standards. Think about whether there are too complicated steps to operate. Is there a lack of quantitative tools to ensure standardization? Is the lack of effective job training caused by the failure to land? The manuals provided to employees must be simple, easy to understand and easy to operate, so that they have the opportunity to implement them. Therefore, a good store process must also be able to achieve "high operational efficiency"!

We must continue to practice and iterate the store's operating process, so that the process can achieve "simplification of staff operation steps", "reduction of store employment costs", "improvement of operating efficiency", and then promote "improvement of customer experience." Ultimately realize "increased store profits"!

2

Establish a monitoring system for store process execution

The process standard is a static tool. It must be implemented by employees 100% to produce results. It is necessary to establish an effective incentive mechanism, so that stores that perform well will be rewarded, and stores that perform poorly will be tracked for improvement, or even punished. The process of catering stores has to be implemented. It is a chore. In addition to motivation, it also needs to be completed through discipline!

The reshuffle of China's catering market is still intensifying. The monthly rate of closure of the catering industry is as high as 10%, which means that the average restaurant life is only one year. Chinese catering has entered the benefits of the siege. Not everyone in the city has a good life, but there are more professional capital and professional teams outside the city, rushing into this market.

China's catering market has bid farewell to the "savage growth" and entered a "specialization and professionalization" track. To succeed in the future, catering companies need to conduct professional and process management and practice internal skills. This will be a major task for catering professionals.


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