Opening a business these days is not easy, but neither is it impossible. It all starts with the realization that the crisis is over, because by crisis we mean a time-limited event of great upheaval, while we are now living the custom of a new world of consumption that will never return as before. Crises serve to improve, to realize that the modus operandi of the past has been challenged and for the present-future we need to shift gears, adapt, update to the new world. The role of the entrepreneur in this case is to dare by innovating, rather than to defend oneself by entrenching oneself in indefensible positions. The public business sector, from restaurants to bars, from pizzerias to sushi via multi-purpose bakeries, needs to do a healthy self-criticism on the mistakes of the past. The last 10 years have seen the birth all over Italy of "beautiful and very expensive" establishments set on image, but totally forgetting the contents, the basics of professionalism, how to make a coffee and a cappuccino or a cocktail...The product and services disappeared in favor of the design of the establishment, as if customers bought that and not a drink, a pizza, a cake. Moreover, very expensive venues that did not sustain themselves, and did not pay back the cost of making them. The theme of experientiality sought by people in the out-of-home sector has been misrepresented: excitement comes from the balance and consistency between the product sold, the service provided by the staff, and even the design of the venue. Whenever this three-legged table is not in balance, the experience for the customer is not complete and satisfying, an example: beautiful venues where you eat-drink badly and are treated accordingly. Opening a new venue either as a stand-alone or with a serial design is now a business that must follow scientific rules of thumb that increase the likelihood of success of the venture. First and foremost, one must start with the venue's concept, i.e., its distinctive identity, which is derived from a mix of factors such as the entrepreneur's values and history, consumer trends, competition, and sought-after positioning. Every entrepreneur should look in the mirror and with a lot of sincerity figure out what business he or she can undertake and which one he or she cannot; bakers, and it is history, who became managers of happy hour venues then struggled with the costs and issues of an industry they did not know. The evolution of consumer trends are the ones that should guide our choices because it is the customers who enter our premises...the analysis of competition, often not considered in our sector, helps us to differentiate ourselves, in a square like Milan with 300 Japanese or pseudo-Japanese ristanti perhaps it is better to think about opening a different venue! Our market positioning does not have to be in the world of premium or luxury, indeed today the concepts that work best are those that focus on a price-quality ratio appropriate to the economic situation. The "scientific" rules for opening a venue are the stakes ce delimit the road, which direct the path of an entrepreneur, within the stakes, however, everyone can indulge their creativity by putting their own spin on it. A guided creativity that is never an end in itself. The following are the main issues to take into consideration when opening a new store concept : Location, is still and always the first element of success of a location, it is not worth playing defense by saving on rent, the best location is the one that potentially guarantees greater success. However, each location always has pros and cons to consider: if you open near an office area you will work very well in the mornings and at lunch, but in the evenings... Lay-out: the arrangement of furniture and the study of customer flows inside is crucial to making a location fit both the needs of customers and those who work there. Think of modern retail stores and you will understand the importance of the layout of elements in the space. Assortment of products and prices: it sounds trivial, but what you sell and its price are the basis of your business. You should not go by fashion (jamon serrano, mojito, hamburger) but try to differentiate yourself from others. Business plan (profit and loss statement): venues must think in terms of revenue and cost per square meter, such complex activities require precise continuous monitoring of average receipt, contribution margins, and bottom line. You don't start a business without having done a feasibility study: how does a 1ml venue pay for itself if it has no 2€ average receipt? Design, visual merchandising and coordinated image: the "body" of a venue is important but should never override the display and sale of the product, the visual helps to sell the product in a world where we buy rhymes with the eyes than with taste, the coordinated image is the business card that goes from the sign to the menus. Technical equipment: technological equipment and industry are essential element for a venue: ovens, refrigerated counters, accelerators, blast chillers, etc.. The "U" factor as a human: behind the counters we have the people who are still the first element of customer relations, in addition to nice and cute they must know how to do their job Don't fall too much in love with the rules commerce is first of all flexibility to changes in the market, beware however also of the "excess of concept" too complex ideas risk not being understood by people.
We would like to thank Ca
rlo
Meo for this talk and for permission to publish Carlo Meo is managing director of Marketing and Trade, a consumer behavior and retail design consulting firm, which he co-founded in 1993 at the age of 27. He is a consultant to major international retail and brand industries. He is one of the leading international experts on consumer behavior and on places of purchase, promulgating theories in total antithesis to the vulgarization and trivialization of marketing with respect to the centrality of the individual and his needs. He has been a columnist for Mark Up since its founding with the column Controcorrente, a provocative frontier space where he stigmatizes the clichés of corporate marketing strategies. He carries out teaching activities through the Politecnico di Milano, Domus Accademy, and is a lecturer and member of the scientific committee of the New Entertainment design and Food Experience design courses of Polidesign. He is a consultant to some of the leading newspapers on issues related to consumption and purchasing behavior.
Books: Meo Carlo (2009). /New entertainment marketing. Happy hour, hotel design, themed venues, spas,/ Agra publishing.
Meo Carlo, Ostidich Daniela (2008). /How Italians buy/, Il Sole 24 Ore.
Meo Carlo (2007). /Bread & marketing. With a taste of pastry and gelato/, Agra publishing.
Meo Carlo (2010). /Vintage Marketing/, Il Sole 24 Ore.
rloMeo for this talk and for permission to publish