Restaurant owners, while being aware of the financial
management of their businesses, are more likely to be involved in
troubleshooting the day to day issues that keep things running smoothly.
Unfortunately, a financial accountant is a luxury that many small restaurant
owners cannot afford. This article will address six main accounting problems
that restaurant owners often encounter and how to either prevent them from
occurring or how to solve the problems once they do occur. Being a small
business owner is always a challenge and the restaurant business is complex
financially.
This article will concentrate on those issues that can be
resolved with some good accounting skills and procedural methods. By teaching restaurant
owners how to look for financial issues before they arise, an accountant, can
help the owner correct or improve the financial techniques being utilized to
manage profit and reduce any losses that are preventable. The six issues
addressed here will focus on the:
Problem One - Absence of an Accounting System
Problem Two - When Major Operating Expenses are Higher than
Total Sales
Problem Three - Menu Offerings
Problem Four - Food and Beverage Inventory
Problem Five - Issues that Occur When Inventory is Higher
than Sales
Problem Six - Utilizing a Balance Sheet and Profit &
Loss at Month End
By investigating these issues, which are common problems for
restaurant owners, managing these issues and troubleshooting them before the
restaurant is out of control financially is feasible and can help an owner
utilize accounting methods.
Problem One - Absence of an Accounting System
The first issues that a restaurant owner must deal with when
trying to avoid accounting issues is to invest in a good piece of computer
software that will help keep track of all transactions. Nessel, who is an owner
and financial consultant to restaurant owners, recommends QuickBooks for
keeping a General Ledger of all financial transactions that occur in the
restaurant. All financial transactions must be recorded in the General Ledger
in order for accurate records to be maintained. Without attending to this, the
owner is not going to be able to run the restaurant without maintaining
accountability in the ledger. Nessel further states that, "My experience
is that how well the business is being proactively managed is directly
correlated as to how well the owner is managing his "books".
Therefore, it is a primary concern for the owner to set up an accounting system
in order to ensure the business runs smooth financially. Not having accounting
and financial controls in place is the number one reason most businesses fail
and if a restaurant is in trouble this is the first issue to address. The
Restaurant Operators Complete Guide to QuickBooks, is recommended by many
accountants as a guide to help setup a good accounting system.
Problem Two - When Major Operating Expenses are Higher than
Total Sales
Statistics say that, "Restaurant food & beverage
purchases plus labor expenses (wages plus employer paid taxes and benefits)
account for 62 to 68 cents of every dollar in restaurant sales." These are
referred to in accounting terms as a restaurant's "Prime Cost" and
where most restaurants encounter their biggest problems. These costs are able
to be controlled unlike utilities and other fixed costs. An owner can control
product purchasing and handling as well as menu selection and pricing. Other
controllable output costs for a restaurant include the hiring of staff and
scheduling staff in an economically efficient way. "If a restaurant's
Prime Cost percentage exceeds 70%, a red flag is raised. Unless the restaurant
can compensate for these higher costs by having, for example, a very favorable
rent expense (e.g. less than 4% of sales) it is very difficult, and perhaps
impossible, to be profitable."
Rental expenses for a restaurant (if one included taxes,
insurance and other expenses that may fall into this category such as any
association fees) are the highest expense a restaurant will incur after the
"Prime Costs." Rent averages around 6-7% of a restaurant's sales.
Since it is in the category of a fixed expense it can only become a reduced
ratio through an increase in sales. If the cost exceeds 8% then it is useful to
divide the occupancy cost by 7% to find out what level of sales will be
required to keep rental expenses under control so they do not put the
restaurant out of business
Problem Three - Menu Offerings
Most offerings on a menu are priced by the owner after
visiting other local restaurant competitors, viewing their offerings and menus
prices. However, menu pricing should never be done by simply looking at the
menus of their competitors. Menu pricing must be done (and periodically redone
as supplier costs fluctuate) and documented into the software books. Some math
skills will be useful as a menu is converting product prices from purchases to
recipe units. A restaurant owner needs to know the cost of making a recipe in
order to know how to price it. This means knowing what the ingredients and the
quantity of ingredient used costs per recipe. There is software available to
help with this and Microsoft Excel can be used to customize menu costing while
linking to inventory items that are available.
Some of the things that an owner can do to help with
accounting that are controllable through the menu would include:
- Pricing the menu for minimum wage increases.
- Using value-added meals to increase profits.
- Re-introducing price increases while still keeping your
customer base.
A menu must be periodically updated as supplier costs
change. This can be positive or negative according to the supplier. Either way,
menu items can be adjusted according to the supplier costs with math and some
help from inventory tracking software.
Problem Four - Food and Beverage Inventory
It is a common mistake for restaurant owners to review the
Profit & Loss Statement and assume that what they have spent on food can be
divided by sales in that period to find the cost of what was sold. This is an
error. The inventory at the start and finish of the period must be known in
order to calculate food costs in a precise manner. "For a restaurant with
food sales of $50,000/month, an inventory difference of $1000 between the
beginning and end of the month, can translate into a variance of 2%. This
disparity represents half the total annual profit of a typical full service
restaurant." Simply put, one cannot manage food costs if they don't keep
records of what they are. Changes in inventory are essential to be aware of
when calculating profit and loss.
Microsoft Excel spreadsheets can be utilized to track
inventory and document pricing and know all the totals of inventory when it
comes to food and beverages. Tracking this through Excel will prevent mistakes.
Problem Five - Issues that Occur When Inventory is Higher
than Sales
When food inventory is too high, the costs will be too high
and waste is inevitable. Calculating inventory needs is absolutely a necessity
to prevent food from going bad, being over portioned in recipes or even stolen.
"A typical full service restaurant should have on average no more than 7
days of inventory."
There is an equation to use to find out how much inventory
is needed for a restaurant to run properly. The equation is:
Step 1) Multiply your average monthly food sales by your
food cost %.
Step 2) Divide that number (your average monthly food usage)
by 30 (days/month)
By using this formula and keeping records of all the
beginning and ending inventory the problem of losing money due to wasted food
costs is reduced or eliminated.
Problem Six - Utilizing a Balance Sheet and Profit &
Loss Statement
For a restaurant to be successful it needs to be operated
like a large business by the owner as much as possible. A weekly report at the
very least is needed. The formatting of the report should be categorized.
Inventory, suppliers, labor and sales should all have a start and end period.
Fixed expenses such as rent and electric should be broken down to fit the
report if it is weekly, or daily. It is not advisable to wait until the end of
the month to calculate a report as changes occur swiftly in the restaurant
business.
It is a very important point that a start and end date
should be included in the reporting and that even fixed expenses should be
broken down so that a weekly net profit can be calculated. As previously
mentioned, Microsoft Excel and other tracking software can be utilized for
inventory and other costs, even scheduling which effects profit. Without
keeping proper track of inventory, surplus, scheduling, menu pricing,
portioning and all that has been covered in this study, can result in a
restaurant going under. A restaurant owner simply needs to take the initiative
to put some simple accounting strategies in place. It may seem as if a restaurant
owner has to do it all; but, with some good software and a systematic method
put in place keeping a restaurant on track financially will create financial
rewards well worth the work.