RESTAURANT RECOVERY & DEVELOPMENT
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Providing Professional Hands-On Experience, Solutions, and Coaching
to all Food Service Businesses Specializing in Confidential Review Services & our "Expense Loss Review" Program |
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MANAGE YOUR RESTAURANT BUSINESS EFFICIENTLY
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PROFESSIONAL CONSULTING AND EVALUATION SERVICES.
We offer assistance with many operational concerns, recovery, employee development, recipe costing and menu creation, Inventory management, job description writing, or a complete review of procedures to understand the areas working for you and against you and how these conditions affect your profits. Jim Lopolito has Certified Executive Chef "CEC" and Certified Club Manager "CCM" qualifications
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Executive Chef Jim Lopolito, President ​P: 845-238-8131
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INCREASING REVENUE AND PROFITS
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REVENUE AND PROFITS CANNOT BE TREATED THE SAME.
There is a big difference in how you grow revenue and increasing profits as they do not always coincide. We are experts in restaurant management, expenses breakdown, and evaluating new revenue streams. Being able to provide companies a foundation in service, higher quality, new revenue streams, and additional profits builds a secure business. We will help you grow and sustain profits with practical forward thinking considerations that will benefit you for years to come. Yes, we can help improve your profits. |
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RESTAURANT CONSULTING SERVICES
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If your business is in trouble, stop reading and call Jim now. Do not waste any more time and allow us to get to work on reversing your difficulties. I promise not to waste your time. The April 2019 issue of FSR Magazine reports that 60% of restaurants don’t make it past the first year and 80% go out of business within five years. |
ARE YOU OPENING A RESTAURANT WITH LITTLE OR NO EXPERIENCE?
There are many schools that teach people how to be a bartender or train to become a manager but try to find one that teaches you how to actually open and manage a restaurant business successfully.It may be a lifelong dream for a lot of people but opening a restaurant with minimal experience is a daunting task. We know how to start a restaurant and how to train you to be experienced. We can provide you with the tools you need to succeed. Want to Start a Restaurant or Coffee Shop, contact us here at LHC.
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RESTAURANT CASE STUDY
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Sheryl Kirshenbaum talks about Jim Lopolito
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The State of the Full-Service Restaurant Industry-by Danny Klein, FSR Mag April 2019
https://w ww.fsrmagazine.com/finance/state-full-service-restaurant-industry
Key Article Points on 500 Restaurants Surveyed
- Full service average profit margins at 11%
- Four in five restaurateurs are frustrated with their payment processors
- Only four in 10 restaurants negotiate with vendors to keep food costs down
- Comp meals result from 32% server error, 32 % kitchen error, 21 customer dissatisfaction and 20 cust. error.
- Restaurants control food costs with: 1) Inventory management: 64 percent 2) Regular menu management: 62 percent 3) Portion control: 49 percent 4) Vendor negotiation:
- About half of the restaurants surveyed said they struggle with ordering too much inventory—a quarter don’t order enough, and the rest struggle with both.
Contact Us Today-Your information is confidential to us. Required fields are marked *
CONTACT ME-Jim
If you are experiencing any concerns or difficulty in your hospitality operations it is time to call us;
My name is Jim Lopolito, President of Lopolito Hospitality Consultants. It is well documented that there is a high failure rate in hospitality food service with café’s, restaurants, and caterers struggling to stay in business with an elevation in country club closures also occurring. I have consumed years of observing patterns to uncover reasons for this dilemma and my methods to improve a business or reverse troubles has been well established in the years of services I have provided in this industry. While there are an abundance of influences that can lead to difficulty or demise of a business, a specific cause that I observe continuously is with expenditure behavior management, which is the reason that I created and coined “Expense Loss”, and I have received Copyright protection of this. Management is occupied with the revenue generation areas of a business because there is a firm belief that without growing revenue you cannot survive. While revenue growth is certainly a necessary path to be on, spending behaviors in hospitality that cause an equal or further amount of expenditures than incoming revenue (without the knowledge that this is occurring) is a common dilemma in the hospitality industry. You can increase revenue but your expense grows concurrently or even excessively if you are not being responsible as you grow. Yes there are plateaus for some fixed expenses and upon attaining higher revenue the expectation for additional profits can be realized if you are managing your decisions effectively. However, my observations indicate that as additional revenue begins to achieve more profits the expense decisions develop into more of a luxury and ease of concern, and this always becomes problematic.
In order to correlate business closures to the unambiguous reason of Expense Loss I began to observe the relationship between managing expenditures in organizations and how they were accepted or treated against other practices or procedures used by management in the goal to achieve profits. This relationship examination uncovered ongoing efforts to build the business with an acceptance to expenditure procedures when the business seemed to be doing fine or the appearance that plenty of revenue was incoming to support profits was ongoing. When looking at common expenses related to; service delivery issues, guest dissatisfaction costs, insufficient recipe calculations, disproportionate menu prices, overburdening vendor prices, property expenses, guest/member programs, coupons and percentage off programs, repairs and maintenance costs, and other concerns and then comparing this to expenditure management behaviors the comparison showed a disconnect by management for these issues up until profits were determined lacking. During this time I learned that while having consistency within an organization can foster stability and progress; I also noticed common behaviors among businesses that expected their level of profits to be based upon their achieved revenue, which is an afterthought. Few businesses seem to consider the effectiveness of fiscal responsibility beforehand, or the fact that you can earn higher profits without increasing revenue simply by paying more attention to money lost on expenditures now, and not after you realize that expected profits were not achieved.
Jim Lopolito, President
My name is Jim Lopolito, President of Lopolito Hospitality Consultants. It is well documented that there is a high failure rate in hospitality food service with café’s, restaurants, and caterers struggling to stay in business with an elevation in country club closures also occurring. I have consumed years of observing patterns to uncover reasons for this dilemma and my methods to improve a business or reverse troubles has been well established in the years of services I have provided in this industry. While there are an abundance of influences that can lead to difficulty or demise of a business, a specific cause that I observe continuously is with expenditure behavior management, which is the reason that I created and coined “Expense Loss”, and I have received Copyright protection of this. Management is occupied with the revenue generation areas of a business because there is a firm belief that without growing revenue you cannot survive. While revenue growth is certainly a necessary path to be on, spending behaviors in hospitality that cause an equal or further amount of expenditures than incoming revenue (without the knowledge that this is occurring) is a common dilemma in the hospitality industry. You can increase revenue but your expense grows concurrently or even excessively if you are not being responsible as you grow. Yes there are plateaus for some fixed expenses and upon attaining higher revenue the expectation for additional profits can be realized if you are managing your decisions effectively. However, my observations indicate that as additional revenue begins to achieve more profits the expense decisions develop into more of a luxury and ease of concern, and this always becomes problematic.
In order to correlate business closures to the unambiguous reason of Expense Loss I began to observe the relationship between managing expenditures in organizations and how they were accepted or treated against other practices or procedures used by management in the goal to achieve profits. This relationship examination uncovered ongoing efforts to build the business with an acceptance to expenditure procedures when the business seemed to be doing fine or the appearance that plenty of revenue was incoming to support profits was ongoing. When looking at common expenses related to; service delivery issues, guest dissatisfaction costs, insufficient recipe calculations, disproportionate menu prices, overburdening vendor prices, property expenses, guest/member programs, coupons and percentage off programs, repairs and maintenance costs, and other concerns and then comparing this to expenditure management behaviors the comparison showed a disconnect by management for these issues up until profits were determined lacking. During this time I learned that while having consistency within an organization can foster stability and progress; I also noticed common behaviors among businesses that expected their level of profits to be based upon their achieved revenue, which is an afterthought. Few businesses seem to consider the effectiveness of fiscal responsibility beforehand, or the fact that you can earn higher profits without increasing revenue simply by paying more attention to money lost on expenditures now, and not after you realize that expected profits were not achieved.
Jim Lopolito, President
Our hospitality training topics give your employees a strong foundation to help better serve your customers. Courses with Lopolito Hospitality Consultants and Training Group offer Training & Development in all Departments.
Lopolito Hospitality Consultants is a leading training provider for hospitality courses in the greater New York area
Lopolito Hospitality Consultants is a leading training provider for hospitality courses in the greater New York area
Consulting is using an ability to see and understand a business from the outside looking in and the inside looking out, understanding the excellence as well as the difficulties, and progressing the business using these observations. This ability must include the offering of sustainable practices to translate staff into a highly regarded team, to generate loyal customers, and to mold a profitable business. To support this requires significant history and in-depth industry knowledge, intuitiveness, common sense, and many other attributes that are required in hospitality and food service operations. There is never one solution for all projects.
Reach out for a free professional conversation to clarify your needs and allow us to recognize elements that offer solutions.
Reach out for a free professional conversation to clarify your needs and allow us to recognize elements that offer solutions.
Request Our "Expense Loss Review" Program (Copyright Applied)
This review includes a detailed written report that you will use to progress your business
Our ELR program reviews the operational aspects of your business that you want to learn more about. From this information we build a report that offers the well run areas along with the deficient areas of your business. We can also look at cost center variances between money that is currently unsystematically expended on product, services, or equipment, and the expenses going forward upon our review and implementation of practical methods of spending behavior.
EXAMPLE “Expense Loss Review” Program
1: Ordering Department 2: Receiving Department 3: Counter/Register Procedures 4: Dining Room/FOH Procedures 5: Cleanliness and Sanitation 6: Obstacles Hindering Performance 7: Customer/Membership Reviews 8: Management Review 9: Yield Management 10: Facilities/Building Management 11: Inventory Management 12: Kitchen/BOH Procedures 13: Menu & Recipe Costs 14: Bar Operations and Costs 15: Invoicing and A/P & A/R Review 16: Golf/Pool Operations
17: Additional Review Items Found
EXAMPLE “Expense Loss Review” Program
1: Ordering Department 2: Receiving Department 3: Counter/Register Procedures 4: Dining Room/FOH Procedures 5: Cleanliness and Sanitation 6: Obstacles Hindering Performance 7: Customer/Membership Reviews 8: Management Review 9: Yield Management 10: Facilities/Building Management 11: Inventory Management 12: Kitchen/BOH Procedures 13: Menu & Recipe Costs 14: Bar Operations and Costs 15: Invoicing and A/P & A/R Review 16: Golf/Pool Operations
17: Additional Review Items Found
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Lopolito is Contributing Editor with Foodfair Magazine & Foodservice Daily News. 
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Training: Employee turnover ranges from 300%-400% annually. If you are not continually training your team, you are losing them to other businesses. Training is considered the number one priority to retain employees, reduce turnover, keep them happy, and reduce labor expenses.
Annual Turnover Rate = Average # Employees (# in beginning + # in end) (divided by 2) (Divided by # employees no longer with company) x 100
Annual Turnover Rate = Average # Employees (# in beginning + # in end) (divided by 2) (Divided by # employees no longer with company) x 100
Lopolito is a Board Member with Dining Safety Alliance
Dining Safety Alliance is committed to honoring food safety excellence while improving public health and safety within the hospitality industry.
Dining Safety Alliance is committed to honoring food safety excellence while improving public health and safety within the hospitality industry.
