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Michael Politz - The Food and Beverage Magazine Guide to Restaurant Success: The Proven Process for Starting Any Restaurant Business From Scratch to Success

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The restaurant industry saw growth of roughly 5% in 2018 and expects to see that trend continue through 2019 and beyond. New restaurants pop up in almost every neighborhood every week/month. But some, despite serving great food, struggle to survive. Startup costs can be exorbitant; from $250,000 to $425,000 just to open and operate for the first 6 months. With an investment of that size, the aspiring restaurateur needs to do quite a bit of homework to ensure theyre doing things right. Even if your startup costs are a fraction of that, having a handbook of what to do / what NOT to do would make the journey that much easier. Michael Politz has learned MANY lessons from during his time in the hospitality industry; some learned through great success, others learned through failure. But those lessons helped him grow from a small ice cream truck business to founder of a number of restaurants, a frozen food distribution business, a restaurant consulting business, and a massive online magazine for the food and beverage industry. Given what Michael has learned through his own successes and failures as well as those of his inner circle (which consists of names like Wolfgang Puck, Bobby Flay, Emeril Lagasse, and more), that knowledge will help frame this how to guide for restaurateurs on every level. Whether you want to open a burger joint or a high end bistro, this handbook will help you to be sure youve dotted all your Is and crossed all your Ts before, during, and after your launch.

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Table of Contents Guide Pages THE FOODBEVERAGE MAGAZINE GUIDE TO RESTAURANT - photo 1
Table of Contents
Guide
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THE FOOD&BEVERAGE MAGAZINE GUIDE TO RESTAURANT SUCCESS
The proven process for starting any restaurant business from scratch to success

MICHAEL POLITZ

Copyright 2020 by Michael Politz All rights reserved Published by John Wiley - photo 2

Copyright 2020 by Michael Politz. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 646-8600, or on the Web at www.copyright.com. Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, (201) 748-6011, fax (201) 748-6008, or online at http://www.wiley.com/go/permissions.

Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

For general information on our other products and services or for technical support, please contact our Customer Care Department within the United States at (800) 762-2974, outside the United States at (317) 572-3993 or fax (317) 572-4002.

Wiley publishes in a variety of print and electronic formats and by print-on-demand. Some material included with standard print versions of this book may not be included in e-books or in print-on-demand. If this book refers to media such as a CD or DVD that is not included in the version you purchased, you may download this material at http://booksupport.wiley.com. For more information about Wiley products, visit www.wiley.com.

Library of Congress Cataloging-in-Publication Data is Available:

ISBN 9781119668961 (Hardcover)
ISBN 9781119668954 (ePDF)
ISBN 9781119668985 (ePub)

Cover Design: Wiley
Cover Image: A-Digit/Getty Images

This book is dedicated to my children, Shelby and Jett, with the loving support of Kaiulani, Julien, and Amora, who have never let me quit. By never quitting, I am always winning.

INTRODUCTION: WHY YOU NEED THIS BOOK

So you want to open a restaurant, and you don't have millions of dollars to spend. This is your dream, your passion, and a goal you want to achieve, but you don't know where to start. Thousands of books can tell you how to start a business, succeed in the food and beverage industry, and achieve your aspirations and purpose. So what makes this one different? The Food & Beverage Magazine Guide to Restaurant Success is all of those books rolled into one.

This book will show you how to

  • Determine if you are ready, willing, and able to open a restaurant
  • Select the best location, menu, and staff
  • Understand step-by-step how to open a restaurant
  • Market your new restaurant
  • Make smart decisions about where to invest your money to grow your business

Experts and naysayers will urge you not to open that business until you have millions of dollars to back you up. Clearly, you're not going to listen to them, because you're reading this book. Good for you.

The Most Important Thing to Remember

To begin, you must read this section over and over to understand this book.

If you are going to open and operate a successful restaurant, you must understand that it is a business, and you are now an entrepreneur. It doesn't matter if you are a mechanic, office worker, chef, sommelier, or foodie. Restaurateur is a nice label, but you must become an entrepreneur as well as use your other skills to open and then operate a successful restaurant.

Period.

What is an entrepreneur?

Do you watch popular television shows where people pitch business ideas, or successful entrepreneurs work with startups? While viewing these programs, do you yell at the screen or tell yourself you could do so much better? These shows are entertaining (or they wouldn't be on the air), but this is not what an entrepreneur does to become successful.

According to Forbes magazine, an entrepreneur is more than someone who owns and operates a business. That person is both a leader and a manager. As a leader, you find the solution to every problem, including hiring the right people to solve a particular issue. As a manager, you handle the day-to-day operations (until the situation changes). You understand the difference between finance and accounting. You recognize how marketing and sales are very different but that both are needed to be successful. You work long hours, get dirty, become frustrated, and would not live any differently. As an entrepreneur, you want autonomy, purpose, and flexibility, while making money and ultimately leaving a legacy. Most importantly, you are willing to pay the price in sacrifice, failure, and hard work with faith in yourself and what you want to accomplish.

My Start as an Entrepreneur

Usually, other experts would begin their book by telling you about their many successes in the food and beverage industry, hospitality industry, and business in general.

I am very successful, but more importantly, I want you to understand me as a person and entrepreneur. Using my guidance, you can open a restaurant without having millions of dollars to spend. I can open one today for as little as $25,000.

How? The steps will be explained throughout the book. For now, let's start at the beginning.

I was 8 years old, and I found a way to sell greeting and holiday cards. If I sold enough cards, I got points to pick a prize. Something inside of me said that I could move these cards by lugging boxes and selling them door-to-door. Making money this way, I would get to pick whatever prize I wanted.

I selected a shiny, new, brass-plated trumpetand I have no idea why I picked that trumpet or what happened to it. My eye was on the prize, and while I remember the feeling of the importance of selling enough cards to select a reward, I can barely remember the prize itself.

As an entrepreneur, even at such a young age, that feeling kept me going. I realized that if I could sell those cards, I'd get that prize and much more. That was a defining moment that influences my life to this day.

However, my parents urged me to pursue a career as a professional. I do wonder where I would be today if I had become a lawyer or doctor. My dad (and everyone else) told me to do a lot of soul searching when I was trying to figure out what I wanted to do as a career. I was a little envious of others at the time; many people in my world already knew what they wanted to do and where their paths were going to take them.

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