First, the contents of the initial budget
Generally speaking, the catering opening budget refers to the sum of the estimated operating funds required in the preparatory period and the initial opening period, mainly including:
1, rent and property management fees, utilities, etc. Preparatory period and initial opening period;
2, decoration engineering costs;
3, all kinds of materials bid opening procurement costs;
4. Personnel recruitment and training expenses;
5. Salary and welfare expenses of employees in the preparatory period;
6, market research and food development costs;
7. Publicity and promotion expenses before and after opening;
8. Office expenses during the preparatory period and the initial opening period;
9, the start-up expenses required for the opening;
10, initial liquidity;
1 1, some restaurants will involve the connection and renovation costs of pipeline gas and power electricity;
12. The risks of catering business should be fully considered. Don't be blindly optimistic that you can operate well as soon as you start. When making a budget, you should consider at least a loss period of three to six months, so you should reserve some funds to make up for this possible loss.
Second, the misunderstanding and failure cases of catering opening budget
Some of our catering entrepreneurs or investors may have the idea that as long as they can cope with the opening, they should invest as little as possible. Some unnecessary money will not be spent, and some can be replenished later, and then when it is opened.
From the investor's point of view, it seems reasonable, but if we explore it carefully, it is actually not the case: first of all, what money should be saved, what money should not be saved, or how much is appropriate, investors' consideration is not necessarily reasonable and comprehensive, and the most easily overlooked aspects are often those that are not immediate but crucial, which directly leads to a great discount on the effect of opening preparations and leaves many hidden dangers for future operations; Secondly, it is impossible to stand the test of market risk by doing business with the speculative psychology of making a steady profit. If the restaurant opens smoothly, it will be Amitabha, but if it can't make money quickly at the beginning, it will soon fall into a vicious circle of financial quagmire, either adding investment or closing down.
Let's share a few cases in which catering enterprises closed down due to insufficient opening capital budget:
(A) the failure caused by the "frugal and efficient investment principle"
In a restaurant in Ximen, Chengdu, under the principle of frugal and efficient investment by investors, the opening budget prepared by the manager was changed again and again, from 6.5438+0.8 million to 6.5438+0.6 million, and then to 6.5438+0.4 million. Finally, the investors simply showed their cards on the table, and I only invested 6.5438+0 million. It's up to you. Well, if the linen budget is reduced by13, the tableware budget is directly halved, the recruitment and training expenses are halved, the market research and food development expenses are almost negligible, and the publicity and promotion expenses before and after the opening of the business are directly reduced from more than 200,000 to only a fraction ... As a result, it is conceivable that after the opening of the business, the popularity will not be opened, the popularity and income will not go up, and customers are quite dissatisfied with the dishes, tableware and dining environment. ...
(B) "Ignoring professional advice, the first move is the best" leads to failure.
A restaurant in Yichang was transformed from a teahouse. When making the transformation plan, the manager pointed out that the original kitchen delivery location and delivery path could not meet the business needs of professional restaurants, and put forward the transformation suggestions, but it needed to increase the cost by about 65,438+10,000 yuan. After careful consideration, the investor gave a sentence, "Let's use the original one first, and then change it if it is really necessary after opening." After the opening, the slow serving speed has become the drawback that customers complain the most, resulting in a serious loss of tourists. Because of this, investors are also angry with managers and chefs. Who can blame? Even if the manager and chef are fired, what can be saved?
(3) Failure caused by "only to save investment, regardless of the manager's opposition".
Case 1: A hotel by the Funan River in Chengdu turned out to be an old hotel. At the beginning of the preparation, the manager's opinion was that in order to ensure the comfort and beauty of the private room, the original standard room was used as the private room of the restaurant, but in order to save investment, the investor completely ignored the manager's opposition and maintained the original pattern of the hotel standard room, only making some simple decoration and transformation indoors. As a result, each private room is very small. Except for a desktop that can hold 1.8m, all other rooms can only hold 1.6m or even 1.4m small desktops ... The customer's general dissatisfaction after opening confirmed that the investor's decision was completely wrong. The restaurant closed after only four months of operation.
Three, catering enterprise capital budget table
Description of opening price
1. Store rent
Rent paid in the down payment or first year.
2. Equipment and supplies
The number of equipment and supplies that must be purchased to meet business needs when opening.
decorate
Indoor and outdoor decoration expenses that must be completed before opening.
raw material
Main materials, auxiliary materials, condiments, fuel, wine, cigarettes, tea, drinks, etc. that have been preserved for at least three days to one week.
5. Salary
The sum of several months' wages to be paid to employees before normal business.
6. Working capital
The purchase cost of raw materials (such as fresh goods and vegetables) and emergency items to be purchased on the same day is generally 3-5 times of the estimated daily flow.
7. Promotion or promotion expenses
In order to quickly open up the business situation, it is necessary to promote it in a certain way. This fund is flexible and must be determined by making a reasonable publicity and promotion plan.
8. Unexpected expenses
It is an emergency amount that must be paid outside the normal budget or due to changes in external conditions and emergencies. According to the capital situation, the sum of the first six items is generally selected between 5% and 30%.
Add these items together and you can roughly calculate the funds to be prepared. And you must prepare more funds than the budget, so that you can take your time after you start. The budget should be as detailed as possible, including at least all the necessary major equipment.
After the budget is completed, it is necessary to make a perfect investment plan according to the budget. The main purpose is to make clear when and how much money to spend and what to do, so that the investment and preparation work can be carried out in an orderly manner. Each subproject needs to have a detailed schedule, such as detailed implementation plan, salary budget, daily basic sales of breakeven point, estimated investment payback period, etc. , can make the business objectives more accurate and clear.
By the way, recommend some restaurants to join:
1.BBQ Roast Bar Catering (China Barbecue)
2. Chanfuji (Chinese healthy fast food)
3.Pinpin 1+ 1 pizza (a well-known trademark in China)
4. Yi Tenong cold drink snacks (local famous snacks)
5. Cross-strait coffee (high-end main steak)
The landlord thinks about where he wants to develop. Hope to adopt, thank you!