Consider the operational and administrative responsibilities that must be met to operate a business (any business), let alone make it into a viable and profitable venture that provides a source of income for not just one family but, in most instances, for many.
At the very least, those who are responsible for running a restaurant are accountable for day-to-day operations; human resources; employee oversight and training; purchasing; food and beverage preparation; handling and distribution; menu item management; a certain level of food manufacturing (depending on the type and style of food and beverage offerings provided); sales building; financial profit and loss management; accounting, tax, and legal oversight and compliance; local, state, and federal governing body oversight and compliance; and, of course, safety, health, and security oversight, training, and compliance.
Many times, this plethora of job functions, roles, and responsibilities are taking place all under one roof and all within the confines of the four walls of the building (although, if truth is told, they frequently get carried over to the kitchen table at home). As if that’s not hard enough already, more often than not, these management functions are being completed by just one person (typically bearing the title of General Manager or owner) or by a very small handful of people, typically referred to as a management team.
Corporate restaurant infrastructure is much different than that of independent restaurants and offers significant assistance on certain things as they pertain to these roles and responsibilities…but don’t kid yourself, it’s not all peaches and cream there, either. With restaurant chains also come all sorts of other responsibilities that most people don’t even think about on top of the regular responsibilities of running an independent restaurant.
Either way, the extraordinary number of jobs, roles, and responsibilities that need to be performed on a regular (mostly daily) basis to run just one single restaurant is what makes running a restaurant business highly complex.
Increasing the Complexity
Now place multiple restaurants under the authority and responsibility of a district or regional manager, and you have multiplied these complexities of restaurant administrative responsibilities many times over. The same can be said as you widen the area of control and increase the responsibilities that fall under the larger footprint of a group of restaurants that are often spread far apart and, in some instances, cover the span of many miles or states.
It stands to reason that adding distance between restaurant locations that one is trying to manage adds further complexities to restaurant administrative responsibilities. Those who have never tried to operate and manage a successful restaurant (or group of restaurants) cannot even begin to comprehend what it takes. Those of us who have tried it and lived it (in many instances, lived it for many years) are well aware of the difficulties and complexities, as well as the other complications that often accompany each unique restaurant brand.
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