Moreover the rotation of the customers is faster

Restoring market dramatically transformed in recent years. New habits, new habits, new customer requirements have forced the restaurateurs to adapt and invent new concepts. Those who had anticipated these changes to the market suffer the crisis but way down. With these changes, the decrease in VAT allows especially restaurateurs find their margins, to improve working conditions and to invest. Daniel Angé, partner Baker Tilly France referent for the gastronomy sector comments on recent developments.

New client retains the festive side of evenings but lunch faster and cheaper

A strong trend: the disappearance of the professional lunch protracted until four o'clock in the afternoon. Today, the gourmet restaurants must capture a customer around 40-45 years old, comfortable financially, which may occur in jean and wants breakfast quickly. Another trend: the price. Lunches to 250 or 300 euros are more scarce (average price of a restaurant three stars). On the other hand the festive side, exchanges and shares of dinners is retained. Now, restaurant three stars, if they provide lunch to 300 euros, offer breakfasts to 100 euros. The two stars, with respect to them, show price of the order of 120 euros for lunch who spend on average at 55 euros at noon.

Places more and more creative cuisine

To capture this new clientele, star-shaped restaurant abound of imagination Paul Bocuse has create a shop in Lyon, where he sells sandwiches! In a different style, Joël Robuchon has created a new concept with the workshop in Paris. Kitchen open on a counter of 36 seats allows customers to monitor the service, to observe the preparation of the dishes. The card offers to enjoy the classics small portions and a wide choice of wines is offered by the glass. This concept allows to work with 20 of staff less room. Moreover, the rotation of the customers is faster. Products are the same, the kitchen and quality remain the same, but the Restorer gains in profitability while responding better to the expectations of its customers. Alain Senderens, who made his three stars for his restaurant the place de la Madeleine, appealed to a designer to give a new "look" at its establishment. More importantly, he reviewed his map, which contains fewer dishes, but the requirement of excellence remains the same. Furthermore, it integrated the concern for profitability with revenues less labour intensive. Another example: the sheets have been removed, customers ate breakfast directly on tables, but carved tables. The service staff has been reduced. Result: customers can now lunch for 100 euros, profitability and growth to the appointment. Another example of creativity: Alain Passard, in his the ARPEGE restaurant, has abandoned the traditional cuisine to focus on vegetables. Bittersweet turnips, beets crust of saltand products are basic, but are quietly. He also purchased an operation that allows it to grow vegetables, including rare vegetables, forgotten, that it rehabilitates the most exquisite way. The greatest restaurants also have a strong international activity. Joël Robuchon for example handles some 30 restaurants in the world. Alain Passard is also requested to prepare meals and events abroad. This allows them to be active standby of the trends in the world, and to take ownership of them giving them a "Touch French".

A more rigorous management

Forced by the evolution of the expectations of customers for seven or eight years, gastronomic restaurant have learned to rethink their mode of operation by integrating data specific to the gastronomy market. These efforts involve all aspects of their business: the design of the dishes, where they now shall choose the most suitable products but also take into account the time of preparation of the dishes, the Organization of the room with terms and conditions of service to reduce staff, general expenses (laundry, decoration florale) redesigned in terms of utility and level of service delivery. Restaurant the most affected by the crisis are those which are positioned in the middle of range. They have lost between 10 and 20 of their turnover. The starred lost an average of 5 to 10. Restaurateurs who knew how to adapt to new trends in the market before the crisis are better than others. All efforts have been made in recent years: efforts of creativity to adapt to the requirements of the customer on the one hand, of lower prices thanks to the improvement of their management on the other hand, allow them to pass the crisis more calmly.

Real problems of recruitment

The younger generations more and more difficult to accept the constraints of the job of restoring despite correct wages. Fifteen or twenty years ago, young people were their "France Tower", while ' today, many people who do not plan for the future. Restorers had to rethink their organization of personnel to allow their employees to benefit from a more balanced life. Working time is condensed on three days, weekends are processed alternately.

With the decline of the VAT, restaurateurs maintain their margins

The real effort on the lower prices, some restaurateurs have done for several years in implementing the measures described above. Today is not a drop of a few euros which will encourage the client to use more or more often. As the share of foreign clients in this sector is important and missing from this franco-français debate. Conservators use the decrease in VAT in three ways: 1 - to restore their margins by limiting the impact of the decrease in VAT to a few dishes 2 - to improve the conditions of their employees 3 - invest

Specialized accountants accompany restaurateurs in their business intelligence and their management

Gourmet restaurant work as genuine SMEs. According to Daniel Angé, partner Baker Tilly France: "these conservators must be in constant reflection and ever creative." We support them in the development of strategies to adopt to a market in constant evolution. We are also their guarantor so that they remain vigilant in their day-to-day management as skids can be very rapid and significant.