BRIEFING
E
very restaurant owner wants their business to grow. But achieving growth and managing it are two different things. Manage growth badly and you can bring the whole enterprise crashing down. How to begin? “First, have a plan,” says Arlene Spiegel
FCSI, president of Arlene Spiegel & Associates in New York City. “Without a plan – even an exit plan – owners and operators will be guessing about their decisions. Determine ‘to whom will my concept have value’ and design the growth strategy with high-value partners.” But growth is not always
the best way; if you’re not careful, it can actually sabotage financial health. The key to wisely managing growth, according to Stratis Morfogen, director of operations for Brooklyn Chop House and Brooklyn Chop House Times Square in New York City, is growth from within. “Home- grown is best: from server to manager to general manager to director of operations. This way you’ve had an employee in your system for years and they learn the culture that ownership has created,” he explains. Morfogen says he is “not a big fan” of grand opening parties. “Open soft, open sections, train and slowly build your team to handle the final goal, which is full capacity. Unfortunately, the problem for many is that they do not have the budgets or the capital to grow slowly and methodically, which costs a lot of money” but “assures a high level of customer satisfaction.” Justin Williams, director of operations at PRESS Restaurant in St Helena, California, believes that managing growth most effectively is done when “you understand your why. If you are growing just for the sake of growing, your team and your guests will see right through that. When growth is thoughtful, the success of the business will come.”
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Main picture: Brooklyn Chop House. Finding the right staff is essential to growing a business
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