How to Serve 200 Customers Daily in an 8-seat Restaurant
Breaking down the cost of eating a fine meal there’s a lot you pay for on top of the transactional value of buying and preparing food. Being waited on in an architecturally designed restaurant in a prime location is great. But what if you want the same quality food without the premium price?
As the case goes for Australia, to get a fine dining meal here, you’ll also be paying for self-inflicted operational inefficiencies.
We’re largely talking:
- Capital and operational expenses of having a large fancy venue
- Staff who perform various activities that don’t directly pertain to the preparation of food
- Time consumed in a long seated meal that prevents the venue from turning over the table several times during service
But this isn’t the case in many places of the world – I recently travelled to Japan where I discovered good food can be purely transaction. It’s usually in an alleyway and the people who greet you also cook your food.
In Japan, many well-regarded restaurants have no front of house staff at all. Many don’t have a human taking your order.
Here’s one example I encountered: I picked this example because it has a western counterpart – a high-end steak restaurant. The place is called Le Monde, located in Shinjuku, and it’s tiny. There’s 3 staff, there’s no time of the day that doesn’t have a line and the dining room has 8 seats.
Here’s how they do it
Eliminate menu choice. What do you want? We have steak, steak, and steak. There is no question as to what you’re ordering. It’s going to be steak and it will be cooked medium-rare. The only question is what cut you will be ordering.
Each steak comes with an exact amount of thick cut potato chips, a small number of greens and a tiny amount of rice.
The result is an ultra-low wastage restaurant with a hyper-efficient kitchen process.
Efficient design. This place is evidence that if you design your restaurant with the efficiency of a Toyota plant you can serve up high-value food at a low price.
Those waiting outside observe the menu, the one front of house team member takes your order at the door. You then progress to a standing line inside. The chefs watch the progress of seated customers and line up the steaks to match the inside line of customers.
A perfectly timed steak hits the grill, you simply sit and a steak goes directly from the grill to a plate in front of you within 30 seconds.
You then leave promptly after finishing your meal because people are looking at you waiting for your seat.
Here’s a technical diagram I put together in the early hours of the morning:
No time for talking. There’s dead silence in this restaurant. The feel is part fine dining restaurant with quiet jazz music and a little bit like a solemn funeral.
You sit, you eat, you leave.
This is in part because you’re eating to an audience of other people waiting for your seat.
Never an empty seat. Empty seats are dead money. Hospitality operators pay for the seat and the square meter it sits on for one reason – to make money from it. By having a small footprint, every seat makes money.
Restaurant wastage comes in many forms, and ultimately the consumer pays for it somehow. The same goes for wasted seats and square meters, if you’re eating in an empty restaurant there are only two options: you’re either paying for the empty seats in your meal price or the operator is going backward.
I walked past at all hours of the day and never observed this place without a line to get a seat.
Aces in their places. Unlike my fellow diners who looked down at their meal and only looked up to pay, I took a good look at how the kitchen operated. The simplicity created insane efficiency. Everything had its place and each meal was prepared like clockwork.
All perfect. Always on time.
Here’s the staff setup:
1x FOH staff member takes care of the dining room, takes orders and prints the bill.
1x Chef manages the grill. They observe the eating progress of seated customers and ensure everything is ready to go in order of those in line.
1x Chef manages the sides and plating, and everything else that happens in the kitchen.
Insane value. This is a subjective statement but rings true if your goal though is to eat fine dining food at takeaway prices.
This is achieved by eliminating all of the activities that are non-value adding to you getting a quality steak cheap and fast.
The result: a restaurant quality steak for a fast food price. It’s a place where well off business people and broke backpackers eat side by side. Something you won’t see often in Australia.
Industry Insights |
Change Might Be Coming to Hospitality and Retail Owners
This one is looking at all you Food Produce and Hospitality business owners out there in the Tandaverse. It has been announced that the Senate will launch an inquiry into the Australian Wine Industry. Tanda users in wine country, also known as South Australia, may have already heard South Australian Senator Anne Ruston moved for the inquiry to see if there’s a market failure. This means having a look at that transition from vineyard to restaurant. In true politician style, Senator Anne Ruston says things are going well for the wine industry in Australia, but there may be opportunities we have missed and certain factors going against us. This is all very vague and contradicting. Managers and business owners out there know hearsay is useless for your growth. Facts and numbers are the things most important to you. So what does all this actually mean for you? Well, what is unusual in politics is that it seems all sides of government are for the inquiry. Senate has reported that though the broad-ranging report is still in the process of conception, it would take a look at the power and influence of retailers and wholesalers of Australian wine in domestic and international markets. Not only will it uncover information beneficial to retailers, it’ll examine existing policies like the Wine Equalisation Tax. Though it’s quite apt that the policy is named WET, refrain from wetting your lips to celebrate just yet. Things could be in the process of changing for better or worse. But this is only part of a bigger picture. Free Market Trade agreements are on the table now making it an exciting time for Australian business owners. Tanda, and we’re sure you guys too, are very keen to see how this inquiry unfolds in the near future and beyond.
Industry Insights |
Are your staff qualified to work?
Knowing when staff are working is one thing, but knowing that staff are qualified and competent can add a huge reassurance for employers. Industries such as hospitality, childcare and medical services are required to track staff qualifications to meet legal compliance regulations. In addition to recording staff qualifications, childcare centres are required to display staff qualifications on the roster. Why it’s important to keep a record of staff qualifications Qualification compliance arises as an issue for businesses, as some jobs legally require the specific qualification and knowledge to perform a certain task or responsibility. For example: Bartenders must obtain a Responsible Service of Alcohol certification (RSA) before being able to legally work behind a bar and serve alcohol to patrons. If they also work in food production, then they may be required to hold a food safety certification as well as First Aid/ CPR certificate. A childcare worker must hold a valid Working With Children certification to be able to work in an environment where children are present. In addition to this, they may be required to hold a certificate in education, as well as various health safety certifications such as First Aid/ CPR, Anaphylaxis and Asthma certificates. Tracking and implementing qualification compliance measures can present numerous problems for businesses who may not have the resources, time or technical capability to keep track of all staff qualifications, including when the qualifications expire. Tanda simplifies qualification compliance Tanda’s qualification feature assists employers to effectively record, track and roster their staff while meeting their qualification compliance requirements. Qualification documentation can be uploaded to individual employee profiles to indicate the competency of the individual. Teams within Tanda can then also be restricted based on employee qualification type, ensuring that every individual working within the specific team is adequately qualified for the job. For example, an RSA could be the prerequisite qualification for the Bar team, meaning that anyone working within the Bar, from bartenders to glassys, would need to be fully qualified with an RSA. Employers can use the qualification feature to enhance rostering for smarter and more compliant workforce management. Staff are able to easily and quickly view qualifications on the roster, in addition to details such as team and location. Managers will also be alerted to expiring qualifications on the roster; receiving alerts before the qualification expires, and subsequently once it has. Tanda makes it easy for Employers to keep track of staff qualifications, as it’s all stored electronically in one secure location in Tanda. By displaying staff qualifications on the roster, alerting managers to encroaching expiry dates and enabling qualification specific teams Tanda makes it easy for employers to be compliant. Visit the Tanda Help Site for more information on setting up employee qualifications in Tanda.
Industry Insights |
Psychological “B.S.” Pricing Explained with a Blender
You have a choice: you’re looking at a high-end blender putting out 900 Watts of power for $119 or and identical blender putting out slightly more power (1000W) for $179. Would you be willing to pay an additional 50% for a minimal 11% gain in power? Probably not – this doesn’t sound like it stacks up value wise. That’s not the only issue though, $119 is a pretty expensive blender. There are cheaper ones in other brands. You scroll further and notice there’s a third identical blender available, only it puts out 600W for the same price as the 900W option. Now after seeing the new option, the 900 sounds like a pretty good deal, it represents a 50% increase in power compared to the 600 for no extra cost. Given that the only relationship between price and model is power output, it’s a fair call to say more power is better when it comes to home blenders. That raises the question: who buys the clearly inferior 600W model? Make no mistake, they’re in the business of selling you a 900W blender. Here are some of the tactics employed: Price Anchoring They say the best way to sell a $2000 watch is to put it next to a $15000 watch. Nothing is either expensive or cheap on its own, the price is always judged relatively. Another good example of a price anchor is Steve Jobs announcing that the price of the iPad is “not $999, but instead only $499”. With no comparison available if he just said $499 would that be expensive or not? The anchor price here is the 1000W model, which for all purposes is the same in form and function as the 900W model yet 50% more expensive. Decoy Pricing If you were going to design a line of blenders varying only by power output you could logically assume that price would be set relative to power, and you would make evenly spaced steps in power. Perhaps: Small, Medium, Large? The intentional asymmetry in price and power leaves you thinking the middle choice is 1) relatively cheap and 2) it represents good “bang for the buck” on power output: Options 600 or 900: Identical price, large power difference Options 900 or 1000: Large price difference, small power difference Without the comparison models, one inferior in each dimension, the 900 model would just be an expensive blender on a website. Why I’m explaining the psychological concepts of B.S. While I don’t sell blenders, I do sell software to businesses that employ shift-workers. These people are industrious, straight shooters (“do-ers”) who are able to smell B.S. pricing from a mile away. The same psychological pricing tactics applied in selling blenders are applied on near every subscription-based software pricing page, only software is usually harder to compare than the power of a blender. I think complex pricing pages full of decoys give explanations of why silicon valley hasn’t yet figured out this segment of the market, and why we make world-beating workforce software (with one price) out of Australia (almost all silicon valley software is made for white collar workers). …at very least, next time a friend says they bought a Nutribullet, ask them: “did you get the 900 series?” Originally posted on LinkedIn