连锁餐饮行业管理手册.docVIP

录 第一章 前言 店长是门店运营的核心。一个优秀的店长，既是一个有效的总部的执行者，又是一个成功的门店经营者，带领着团队，对顾客进行满意服务，为公司赢得相应利润，起着重要的承上启下的作用。 门店是连锁体系中最终端的一环，也是最重要的一环，需要店长出色的经营，包括对总部连锁思想和各种规范的有效执行，包括对门店各种日常琐事的处理。店长的工作是事无巨细的，所谓：餐饮服务就是细节，从店长的工作职责中体现得淋漓尽致。 门店的重要工作是规范化，严格按照总部的要求和标准化规范培训员工，要求员工，提升业绩。正是因为每个门店对规范的有力执行，才使得连锁的统一性和规范性成为可能，才能形成规范模式，不断加快连锁的步伐。 门店工作的另外一面又是灵活性，即根据总部的整体经营目标和规范要求，根据所在区域的实际情况，提出切合实际的经营建议和营销活动，以符合当地消费者的消费习惯，提升营业额。店长最高的工作境界就是：这是我的门店，我一定要经营好。 祝各位成为成功的经理、店长。 北京餐饮管理培训中心 二零零四年十月 餐饮业概况 ···································································· 1．1 餐饮业概述 ···································································· 1．2 餐饮业的现状 ······························································ 1．3 餐饮业的种类 ································································ 1．4 餐饮业的发展趋势 ························································· 1．4．1 从普通餐饮店到品牌餐饮企业 ························· 1．4．2 从单店到产业化经营 ········································ 1．4．3 从传统营到现代经营 ········································ 1．4．4 21世纪餐饮食品的发展趋势 ···························· 第二章 开店作业管理手册 ··························································· 2．1 投资餐饮店的基本条件················································ 2．1．1 产品 ································································ 2．1．2 人脉 ································································ 2．1．3 技术 ································································ 2．1．4 资金 ································································ 2．2 餐饮店的定位 ······························································ 2．2．1 顾客定位 ························································· 2．2．2 价格定位 ························································· 2．2．3 文化定位 ························································· 2．3 餐饮店的开店筹备 ························································· 2．3．1 选址原则 ························································· 2．3．2 地点分析 ··········································