A. This requires a thorough exploration and comprehension of the all the factors that lead to success. These factors will likely include an internal analysis of the facility or location: performance, design, environment, current customer information (if this is a conversion), occasion-based analysis. External review requires demographics and lifestyle analysis of the local area – residents, workforce, visitors. External factors such as traffic counts may be important. Comprehension also requires analysis of the businesses near the location – what are restaurant and bar volume levels, for example. Finally, how do you put this all together so it makes sense and leads to an actionable result?
A. There is more to a concept than just an idea. Converting the idea to reality requires a concept blueprint – a statement that lays out the details of the concept. It's key attributes. The Standards. The menu direction. Food and beverage. Table top. Uniforms. China. Décor. Layout. Marketing strategies. But there is more. The reader of a great Concept Statement will feel the heart and soul of the concept itself. Finally, the "other side" of reality must be represented as well: financial projections.
A. Given the "blueprint" of a Concept Statement, it's time to turn words into a four-walls profit machine. Bringing the Concept Statement to life requires several disciplines, and GVC is practiced at all of them:
