Strategi Pemasaran Restoran

Identifikasi pangsa pasar dan kebutuhannya merupakan langkah awal dalam menyusun strategi pemasaran. Berikutnya menyusun rencana kegiatan untuk memenuhi kebutuhan tersebut serta kemudian merealisasikan rencana tersebut dengan mengerahkan segenap faktor yang berada dalam jangkauan pengelola. Faktor- faktor yang dikenal dengan formula 4P's, yaitu Products, Promotion, Place, dan Price.

Salah satu cara yang cukup strategis untuk mengidentifikasi pangsa pasar sasaran diantaranya dengan melakukan riset terhadap kebutuhan, keinginan, dan harapan calon pelanggan potensial. Analisis trading area yang meliputi variabel geografis, demografis, psikografis, dan behavioral, akan dapat memberikan gambaran peluang dan hambatan bagi rujukan strategi yang akan dilakukan.

Products. Tidak hanya makanan, melainkan termasuk di dalamnya suasana lingkungan restoran yang meliputi kenyamanan, keindahan, kebersihan, dan kesehatan serta pelayanan yang diberikan.

Promotion. Di samping advertensi dan teknik penjualan, juga termasuk kreasi dalam menciptakan image dan identitas perusahaan, juga elemen-elemen pengembangan produk.

Apa Itu Franchise?

Franchise atau waralaba adalah suatu bentuk kerja sama dimana pemberi waralaba (franchisor) member ijin kepada penerima waralaba (franchisee) untuk menggunakan hak intelektualnya, seperti nama, merek dagang produk dan jasa, dan sistem operasi usahanya. Sebagai timbal baliknya, penerima waralaba membayar suatu jumlah yang seperti franchise dan royalty fee atau lainnya. (PP No 16 tahun 1997 tgl 16 Juni 1997).

Berikut pengertian dari beberapa istilah yang kerap digunakan dalam dunia waralaba:

• Franchisor (Pemberi Waralaba): badan usaha atau perorangan yang memberikan hak kepada pihak lain (franchisee) untuk memanfaatkan segala ciri khas usaha dan segala kekayaan intelektual seperti nama, merek dagang, dan sistem usaha yang dimilikinya.
• Franchisee (Penerima Waralaba): badan usaha atau perorangan yang diberikan atau menerima hak untuk memanfaatkan dan menggunakan hak atas kekayaan intelektual atau ciri khas usaha yang dimiliki oleh franchisor.
• Master Franchisee: franchisee yang diberi hak oleh franchisor untuk memberikan hak lanjutan kepada franchisee lainnya pada suatu area tertentu, dan atau membuka sendiri unit-unit franchisee lanjutan tersebut pada daerah tertentu
• Franchise Fee: kontribusi fee dari franchisee kepada franchisor sebagi imbalan atas pemberian hak pemanfaatan dan penggunaan hak intelektual yang dimiliki oleh franchisor dalam kurun waktu tertentu. Kerap franchise fee ini disebut one-time fee karena hanya dibayarkan untuk satu kali bentuk hak yang diterima.
• Royalty Fee: kontribusi fee dari operasional usaha franchisee yang dibayarkan kepada franchisor secara periodik, biasanya secara bulanan. Lazimnya, royalti fee berupa persentase tertentu dari besarnya omzet penjualan franchisee.

22 Hukum Tetap Pemasaran (Al Ries & Jack Trout)

Berikut adalah hukum-hukum tetap pemasaran yang dikemukakan Al Ries dan Jack Trout dalam bukunya “The 22 Immutable Laws of Marketing” (1993):

1.    Hukum Kepemimpinan

Lebih baik menjadi yang pertma dari pada menjadi yang lebih baik. Kesuksesan pemasaran – berlaku untuk setiap produk, merk, dan kategori - terletak pada siapa yang pertama kali masuk dalam ingatan calon pelanggan.

2.    Hukum Kategori

Jika anda tidak dapat menjadi yang pertama dalam sebuah kategori, buatlah kategori baru yang menjadikan anda yang pertama. Saat kita meluncurkan suatu produk baru, pertanyaan awal yang harus diajukan bukanlah bagaimana produk tersebut lebih baik dari produk lain dalam persaingan, tetapi dalam kategori mana ia akan menjadi yang pertama.

3.    Hukum Ingatan

Lebih baik jadi yang pertama dalam ingatan atau fikiran dari pada menjadi yang pertama di tempat penjualan. Adalah penting menjadi yang pertama di tempat penjualan manakala hal tersebut memberi kemungkinkan kita menjadi yang pertama dalam ingatan.

4.    Hukum Persepsi

Pemasaran bukanlah pertarungan produk, melainkan pertarungan persepsi. Pemasaran adalah manipulasi dan modifikasi dari persepsi. Hal yang tidak mudah untuk dapat merubah ingatan

Goal, Objective, dan Action Plan

Goal dan objective merupakan bagian penting dari pekerjaan seorang manager atau pengambil keputusan di restoran dan hotel. Objective harus dibuat seorang manager atau pengambil keputusan untuk dapat mencapai goal atau tujuan restoran tersebut.

Goal adalah tujuan secara keseluruhan dari restoran atau hotel, dicapai biasanya dalam rentang waktu enam hingga dua belas bulan

Objective adalah tugas-tugas atau kegiatan yang dilaksanakan oleh seseorang untuk mencapai goal, diselesaikan biasanya dalam rentang waktu satu hingga tiga bulan.

Beberapa elemen yang harus terkandung dalam sebuah objective yang dibuat, antara lain:

• Individual. Terdapat satu orang ynag melaksanakan dan bertanggung jawab dengan pekerjaan tersebut.

• Spesific. Memuat penjelasan apa yang akan dilakukan dan diubah, baik berupa tindakan dan atau topik yang akan dilaksanakan

• Measurable. Secara jelas ditentukan waktu, jumlah dan tingkatan yang akan dilakukan dan dihasilkan.

• Realistic. Apa yang akan dilakukan merupakan sebuah tantangan untuk menyelesaikan permasalahan

Ingin Memiliki dan Membuka Restoran Baru?

Anda bermimpi memiliki dan membuka restoran sendiri? Bukan hal teramat sulit untuk dapat merealisasikannya. Beberapa langkah berikut dapat anda jadikan panduan untuk memulainya:

Menentukan Konsep

• Jenis restoran apa yang akan dibuka merupakan langkah pertama yang harus anda putuskan. Konsep fine dining, casual dining, fast casual atau quick service restaurant, adalah beberapa pilihan yang dapat diambil. Untuk bahan referensi, silahkan lihat artikel An Overview of Different Restaurant Types,
• Perkembangan dan trend industri makanan ke depan juga patut menjadi perhatian. Silahkan lihat artikel 2015 Food Trends

Memilih Lokasi

• Pemilihan lokasi akan menentukan berkembang dan tidaknya restoran anda. Apakah lokasi yang dipilih berada di daerah yang sibuk, padat dengan lalu lintas kendaraan dan pejalan kaki, area parkir yang luas? Ataukah sebaliknya? Lokasi yang tepat harus menjadi pertimbangan sebelum anda menjalankan dan menandatangani kontrak sewa tempat.

Memilih Nama

• Pilihlah nama yang tepat, mengandung makna dan gambaran tema dan lokasi. Atau nama yang khas, unik, dan mudah diingat orang. Bisa juga menjadi cerminan makanan yang disajikan atau kita sebagai pemiliknya.

Membuat Business Plan

• Penulisan perencanaan bisnis yang baik akan memperjelas ide bisnis dan tujuan jangka panjang anda. Menampilkan cetak biru untuk menjalankan sekaligus parameter kemajuan bisnis anda. Pada gilirannya akan meyakinkan bank, investor, supplier dan pelanggan untuk mendukung bisnis anda. Silahkan lihat artikel How to Write a Business Plan.

Mencari Pembiayaan

• Hal ini yang seringnya menghentikan langkah sebagian besar orang melanjutkan rencana membuka restoran sendiri. Sebetulnya tidak sulit dan sangatlah mungkin. Penulisan business plan yang baik dan kesiapan presentasi yang professional yang anda tunjukkan kepada calon investor, bank dan lembaga pembiayaan lainnya, akan direspons dengan

Marketing Plan : Competitive Analysis and Strategy

Competition

• What products and companies will compete with you?

 List your major competitors with names and addresses:

• Do they compete across the board with your entire business, or just for select products, customers, or only in certain locations?
• Are there any important indirect competitors? (For instance, personal chefs compete with restaurants, even though they are different businesses entirely.)
• How do your products or services compare with your competitions?

Below is a Competitive Analysis table

• Use the table to compare your company with the two most important competitors to your business.
• In the first column of the table, there are some standard competitive factors; of course you may need to customize the list of factors for your unique business.

In the column labeled My Business

• Evaluate how your business compares to your competitor’s to your prospective customer.
• Then consider whether each of these factors are strengths or weaknesses to your business. It may be difficult to evaluate your own business weaknesses but it’s better to be honest than misguided.
• Another option is to consider asking someone outside of your business to help you with the evaluation. The Small Business Administration can help you connect with a business professional to act as your mentor. That person can add invaluable insight into the business planning process. A neutral observer can help you evaluate your business without the emotional attachment you bring to the picture.
• Next, use the table to analyze each of your competitors. Briefly sum up how they compare to your business. 
• Finally, think of how your customer will view these factors – how important is each of the criteria to the customer with 1 being critical and 5 being unimportant.

Ways to Control Overhead Costs

Corporate overhead, if unchecked, can eat up your profits and potentially create a net loss before you realize it. Without a breakdown of your costs into production and overhead categories, you might not realize how much you’re actually spending to run your company. Detailed financial reporting and budget variance analyses will help you keep your overhead to a manageable level.

The costs you have to run your business and sell your product make up corporate overhead. These are expenses you have even when you aren’t making your product. They include expenses such as rent, marketing, phones, insurance, administrative staff, office equipment, interest and supplies. Like corporate overhead, departmental overhead includes expenses you have when you’re not producing your product, but they apply directly to one department. For example, machinery maintenance is an example of departmental overhead.

The first step in determining your corporate overhead is to identify it. If you don’t record every expense you have on a budget sheet or other financial report, do so. Start by creating production and corporate overhead reports. Production expenses are costs that apply directly to making your product, such as materials and labor. Next, break down your corporate overhead by function, such as marketing, human resources, information technology, office administration and sales.

Give each of your managers the list of overhead their department generates. Ask them to look for ways to reduce their spending without sacrificing productivity, efficiency and quality. Your department managers might be the most knowledgeable about how to do this. If you don’t already do it, have your department heads submit an annual budget request each year. Labor is often one of the largest costs of any business; have department heads compare outsourcing versus in-house staff for various projects and positions to determine if they can find cost-savings opportunities.

How to Buy an Existing Franchise

Entrepreneurs choose to buy an existing franchise for the advantages it offers over starting a new business. An existing franchise has name branding, a customer base and a proven strategy for earning a profit. The strategy includes interior design, products offered, pricing and marketing. Moreover, the licensing company provides education in their policies and procedures, as well as on-site training for the new franchisee. While the initial investment could be steep, depending on the licensing fee, the potential to earn an immediate profit attracts entrepreneurs to the franchising arrangement.

• Research your favorite industry to track recent business trends. If you want to buy a hardware store, for example, then your target market includes homeowners and contractors. If homeowners are spending money on remodeling and repairs, then a hardware store has a better chance of earning a profit.

• Research the different franchise opportunities within your chosen industry. Eliminate those that do not meet your criteria. For example, some franchise owners must pay the licensing company a percentage of their monthly sales on top of the franchise fee. It can add up to a tidy sum over the years. This money could be reinvested to grow the business if you chose a franchise agreement that did not demand royalties.

• Choose the franchise that you believe is the best fit for your goals. You might prefer to consult with an accountant or attorney who specializes in this field for a professional opinion, as buying an existing franchise is a major investment.

• Contact franchise owners in your area for their unbiased view of the company. Their input might alert you to potential problems not addressed in the franchise business plan.

How to Gain Competitive Advantage in the Restaurant Business

by Stan Mack

Te you will have trouble standing out from the crowd. Gaining a competitive edge requires a detailed analysis of the demographics of the surrounding area and the nature of existing competitors. And even if you are successful at first, new competitors could enter your market at any time to steal your clients. Don’t hesitate to adopt successful strategies from your competitors, but understand that directly competing with an entrenched rival is a bad idea for a beginning restaurateur.

Step 1

Find an area with few competitors that serve food similar to yours. Pizza places, for example, face enough competition from other types of restaurants without having to fight each other.

Step 2

Che restaurant industry is highly competitive. Unless you have a star chef or a novel cuisine, chances arhoose a highly visible location that has a suitable consumer base nearby. For example, don’t open a family restaurant in an area full of office complexes. A residential area with a high percentage of families with young children would offer more potential clients, especially if there are relatively few local restaurants currently serving that demographic.

Step 3

Analyze the local competition after you’ve chosen a location. Chances are any region you choose will have at least a few competitors who target the same consumers. Other restaurants are obvious rivals, but supermarkets, convenience stores and any other businesses that sell prepared food are also competitors.

Step 4

Identify the strengths of each competitor. For example, a supermarket’s ready-to-eat meals are

An Overview of Different Restaurant Types

author: Monica Parpal 

There are many different restaurant types out there. New restaurants open all the time, and concepts vary from pizza chains to fine sushi restaurants to breakfast cafes and even restaurants that specialize in peanut butter and jelly sandwiches. Despite the broad range of restaurant concepts, most are classified by one of three major restaurant types, including full-service, fast-casual and quick-service. This article details the challenges and opportunities operators face within each restaurant type.

Full-Service Restaurants

Full-service restaurants encapsulate the old-fashioned idea of going out to eat. These restaurants invite guests to be seated at tables, while servers take their full order and serve food and drink. Full-service restaurants are typically either fine dining establishments or casual eateries, and in addition to kitchen staff, they almost always employ hosts or hostesses, servers and bartenders. Two standard types of full-service operations include fine dining and casual dining restaurants, discussed below.

Fine Dining

Fine dining restaurants top the ladder when it comes to service and quality. Fine dining restaurants usually gain perceived value with unique and beautiful décor, renowned chefs and special dishes. Listed below are some of the features, challenges and advantages of running a fine dining restaurant.

• Prices. Prices for entrées are often $20 or more.
• Service style. Service style for fine dining restaurants is top-notch. Well-trained and experienced servers and sommeliers attend guests, providing excellent knowledge of food and wines.
• Atmosphere. The atmosphere in a fine dining establishment is one of the keys to its perceived value. The lights need to soften the mood, the music should reflect the concept yet not overpower the guests' conversations, and the décor should add an elegant and unique perspective. Fine dining establishments strive to create an overall exceptional dining experience for guests.

The World's 50 Best Restaurants Award 2013

list from San Pellegrino

The World's 50 Best Restaurants list has been announced, and the big news is of course that Noma's three year reign as the number one restaurant in the world has come to an end. That title now goes to El Celler de Can Roca in Girona, Spain. Noma holds tight at second, while third goes to Massimo Bottura's Osteria Francescana.

World's 50 Best also announced they'll be doing Latin America's 50 Best Restaurants in September in Lima; more details on that can be found in a press release below.

1. El Celler de Can Roca, Girona, Catalonia, Spain 
2. Noma, Copenhagen 
3. Osteria Francescana, Modena, Italy 
4. Mugaritz, San Sebastián, Spain 
5. Eleven Madison Park, New York City 
6. D.O.M, Sao Paulo, Brazil 
7. Dinner by Heston Blumenthal, London 
8. Arzak, San Sebastián, Spain 
9. Steirereck Restaurant, Vienna, Austria 
10. Vendôme, Bergisch Gladbach, Germany