ONE BUSINESS IDEA / THREE OPERATING FORMATS
Start with the way you want to serve. Then inspect the plan, understand the economics and test what would need to be true.
Fictional Austin cases · USD · 2027–2029 forecast
CHOOSE THE OPERATION
Every case has its own saved forecast,
full plan and three sample PDFs.
130 counter transactions per day at $17, plus five monthly catering events with 30 meals at $18. Four-month ramp, 26 open days and direct payment.
Guests book or walk in for dinner. A cover is one guest served; an average bill of $42 excludes sales tax and tips. The target of 112 covers per open day represents 80 seats × two planned turns × 70% utilization.
The kitchen sells a complete meal order. Direct pickup targets 45 orders a day at $23; marketplace orders target 75 a day at $25. Both channels use 26 open days and a four-month ramp. The modeled marketplace fee is 25% of that channel’s gross food sales.
These cases differ in size, channel and paid resources. Their figures demonstrate a planning method; they are not typical-market budgets or promised results.
WHAT CHANGES WITH THE FORMAT
| Decision | Counter service | Full service | Delivery first |
|---|---|---|---|
| Buying occasion | Quick lunch, pickup, office meals | A sit-down evening meal | A prepared meal for pickup or delivery |
| Sales unit | Transaction; catering meal | Cover — one guest served | Order by sales channel |
| Paid capacity | Assembly line and counter team | Tables, cooks, servers and host | Cooking, packaging and dispatch |
| Launch commitment | Restaurant shell, counter and seating | Larger dining room and service coverage | Dedicated kitchen and channel contracts |
| Demand test | Paid lunches and office trials | Paid dinners and repeat bookings | Paid channel batches and meal travel test |
THE ECONOMICS BEHIND THE IDEA
Counter service, full service and delivery first sell different units, carry different commitments and need different demand tests.
Explore ↗RESTAURANT GUIDESeparate premises and equipment, pre-opening expense, stock and the cash needed after launch. Three worked budgets show the distinction.
Explore ↗RESTAURANT GUIDEUse defined profit measures, include the working owner’s pay and test demand against fixed commitments. The first-year loss is part of the answer.
Explore ↗RESTAURANT GUIDEFollow proposed funding into launch uses, opening cash and monthly balances. The low point matters more than the opening balance alone.
Explore ↗PUT YOUR ASSUMPTIONS TO WORK
THE NEXT CHAPTER IS YOURS
Bring your idea and assumptions.
Build a connected planning package.
