Multi-unit restaurant group · Three-unit casual dining group
Three restaurants, one set of numbers
A three-unit group hired a consultant after two years of flat profit on rising sales — projected results from a 90-day diagnostic, menu re-cost and single reporting standard.
- -6.5%
- Prime cost
- $212k
- Annualised recovery
- 4 days
- Faster weekly numbers
By the numbers
Where it stands, where it lands
Modeled figures for this format — today’s baseline against the projected position at day 90.
Group prime cost
67.5% → 61%
TodayDay 90Food cost
34% → 30%
TodayDay 90Labor cost
33.5% → 31%
TodayDay 90Days to weekly P&L
9 → 5
TodayDay 90
| Measure | Today | Projected day 90 |
|---|---|---|
| Group prime cost | 67.5% | 61% |
| Food cost | 34% | 30% |
| Labor cost | 33.5% | 31% |
| Days to weekly P&L | 9 | 5 |
The situation
Each general manager priced, ordered and scheduled their own way, so the group could not tell whether a weak month was a market problem or a management one. Numbers arrived nine days after period close, long after anything could be changed.
How we would work it
- Diagnostic across all three P&Ls, POS exports and supplier invoices
- Single costed menu with unit-level price bands, not three menus
- Purchasing consolidated to two primary suppliers with agreed pars
- One weekly scorecard and cadence every GM runs the same way
Projected outcome
Modeled outcome: prime cost falls six and a half points across the group, roughly $212,000 a year is recovered, and the owner sees comparable numbers from all three rooms within five days of close.
Similar situation at your establishment?
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