Really wonderful that you're able to run a restaurant from the computer lab at Sunnybrook, and that your tenuous grasp on reality makes you think hospitality is as complex as STEM. Notably missing in that wall of tangential bullshit, of course, is the expectation that you can cook. By the same token, there's no need for a CEO to have detailed subject matter expertise, because that's not his fucking job. In this context, anyone with subject matter expertise wouldn't be diagnosing someone of a neurological illness based on a few short video clips.What are you talking about? Pure Nonsense. I ran a few corner stores into the ground? That makes no sense at all.
I have to go to Boston to set up a new restaurant. There is alot involved in that, in terms of strategy as it relates to site selection, lease negotiations, construction management, seating capacity planning, kitchen efficiency and addition/subtraction allowance planning, menu planning, ingredient sourcing etc. Such strategy determines whether a restaurant can flourish and adapt and recoup its investment and profit, or whether it folds within the first 2 years because of a lack of strategy.
Think about this: The materials and layout of your restaurant entrance can influence how much you spend on mat rentals each week from companies such as Cintas, who provide you with dirt and dust control materials, of which you have to pay a fortune for over the life of your business. If you set up your front entrance properly, you can save about $5,000 over the life of your first lease (usually ten years) just by constructing the entrace with better planning. You can save on heat by doing the same. You can save on electricity by strategic positioning of your lighting within the establishment. You can develop better kitchen flow and save on labour by allowing workers to move faster and more freely in your restaurant.
Do you know the importance of negotiating an 'opt-out' or 'buy-out' clause in your lease agreement when you sign your first lease? Do you know the importance of non-competiton clauses, quiet enjoyment clauses and so many other clauses? Probably not.
In business, you have to do everything well in order to suvive and grow. You need a plan, right from day 1, as to how you can grow your business and guard against competition and inflation. Also, you need to have a defineable and recognizeable strategy. If you don't, you will fail because you will simply place your business amongst all the other interchangeable establishments that give customers no discernable reason to return.
Its amazing to me that a guy who obviously lives in a very tight circle and who lacks any experience worth discussing, thinks he can talk down to me about entrepreneurial activities. Get a life, imthedude. You don't know shit about opening a new business, for if you did, you wouldn't so flippantly suggest I 'ran a few corner stores into the ground'.
Stupid.
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