Influence of environmental factors on entrepreneurial risks in the restaurant business (on the example of LLC 'Green House'). Assessing risks in the catering industry in times of economic crisis How to open a bar from scratch

1. Khlevnyuk Elena Igorevna
2. Syrkova Irina Sergeevna

1. Master of the Faculty of Economics and Management Processes. FGBOU VO Sochi State University
2. Candidate of Economic Sciences, Associate Professor of the Department of Economics and Management at the Enterprise, Sochi State University

1.Khlevnyuk Elena Igorevna
2. Syrkova Irina Sergeevna

1. Master of "Economics and management processes" faculty of Sochi State University
2. PhD, Associate Professor of "Economics and management in the enterprise." Sochi State University

Annotation: The catering industry is a growing sector of the country's economy. However, at present, this industry is experiencing a slight decline associated with the instability of the economy and is only temporary. The article discusses the risks of public catering enterprises in modern conditions, types and causes of their occurrence, the turnover of the public catering market was analyzed and ways to minimize risks were identified.

abstract: The catering industry is a growing sector of the economy. However, in the present period, the industry is experiencing a slight decline, coupled with the instability of the economy and is only temporary. This article discusses the risks of catering enterprises in modern conditions, types and causes of their origin, analyzed the catering market turnover and identifies ways to minimize the risks.

Keywords: risk, catering, analysis, economics, economic crisis, development

keywords: risk, catering, analysis, the economy, the economic crisis and development

Public catering is a separate economic unit of the economy, main goal which is the provision of public catering services to the population.

According to GOST R 50647-94: Catering. Terms and Definitions,catering — a set of enterprises of various organizational and legal forms and individual entrepreneurs engaged in the production, sale and organization of consumption of culinary products.

The catering market is one of the high-risk ones. Since the likely risks are directly related to the operation of catering establishments, it is necessary to highlight the services provided by catering establishments.

In accordance with GOST R 50764-95 "Catering services" are presented in Figure 1.

Figure 1 - Catering services

These services perform three main functions: the production of products, the sale of products and their consumption. And each of these functions contains a hidden risk that needs to be analyzed.

According to most economists, "risk" implies potential losses, the likelihood of which is due to the presence of uncertainty. However, there isthe probability of occurrence and favorable events, which is also a risk. For example, a large flow of visitors to a cafe is also a risk, since chefs and waiters may not be ready for quick and high-quality service to visitors, which will lead to negative consequences.

Consider the classification of risks inherent in public catering enterprises:

According to the area of ​​occurrence, the risks of the food industry areexternal - these are risks that are not related to the activities of the entrepreneur (for example, these may be unforeseen changes in the legislation regulating entrepreneurial activity, changes in taxation, liquidation of enterprises in case of instructions from state bodies) andinternal risks are the risks entrepreneurial firm. They arise in the case of incorrect marketing policy, inefficient management, and also due to intra-company fraud.

Depending on the types of services provided by public catering establishments, the following risks are identified, indicated in Table 1.

Table 1

Catering risks depending on the types of services.

Production risk	associated with the production of products, the provision of services and any other types of production activities carried out at catering establishments.
Technical risk	determined by preventive measures, the level of organization of production, repair of equipment, the introduction of new technologies.
Commercial risk	this is a risk that arises in the process of providing catering services, which is no less important in achieving financial results.

Types and causes of risks:

Customer service risk arises when serving a visitor; when taking an order (when the waiter is incorrectly informed about certain dishes or some products are missing); when issuing an order (poor quality of the dish); speed of service delivery. A decrease in production volumes due to a sharp decrease in demand, competition, an increase in purchase prices, and, consequently, an increase in the price of catering services.

The following types of risks can also be distinguished:

Supply security risk. This is very important, because in the absence of the necessary raw materials, catering enterprises will not be able to carry out their main activities.

Seasonality. If the supply of certain products is seasonal, then this must be taken into account when developing the menu so that this does not affect the orders of the most popular dishes.

Transportation costs. Typically, transportation costs are included in the cost of products, but there is a possibility of various deceptions on the part of suppliers if products are supplied from markets or bases, and not through contracted firms.

Another main risk factor is the labor force (these are risks associated with the qualifications of workers, labor costs) and the risks associated with the degree of deterioration, workload and capacity of equipment.

The risk of changes in the exchange rate is very important when importing raw materials from abroad. For enterprises purchasing raw materials in foreign currency, such purchases can be both profitable and unprofitable, depending on the exchange rate.

For the normal functioning of the enterprise, supplies must be uninterrupted, so the risks associated with restricting the import of raw materials are very important. Thus, in 2015, the embargo on the import of food products from the EU seriously affected catering establishments. Many restaurants that previously imported almost all of their products from abroad are now faced with the difficulty of purchasing them and preparing their dishes, since there are no analogues of these products in Russia.

In order to minimize the negative impact of this factor, it is necessary to diversify the counterparties of the enterprise. Thus, it will give an advantage in choosing the price for raw materials, and will reduce dependence on one particular firm.

For a long period, the catering industry in Russia remained a dynamically developing branch of the country's economy. There has been a continuous increase in the turnover of public catering over the past decades. Many experts considered the public catering market in Russia to be one of the least affected by the financial crisis of 2008-2009. (table 2).

table 2

Dynamics of catering turnover by Russian Federation

	Million rubles	In % (in comparable prices)
		by 1985	by 1990	by 1995	to the previous year
2000	83 343	38,8	32,9	94,1	111,8
2001	117 050	42,3	35,9	102,7	109,1
2002	152 646	44,9	38,2	109,1	106,3
2003	192 671	47,7	40,5	115,9	106,2
2004	246 136	53,1	45,1	128,9	111,2
2005	323 379	59,5	50,5	144,5	112,1
2006	427 204	68,9	58,5	167,3	115,8
2007	548 476	79,1	67,1	192,0	114,8
2008	722 709	88,7	75,3	215,5	112,2
2009	711 211	77,5	65,8	188,2	87,3
2010	781 379	79,9	67,8	193,9	103,0
2011	903 570	84,9	72,0	206,0	106,3
2012	1 019 617	90,7	77,0	220,2	106,9
2013	1 131 535	94,3	80,1	229,1	104,0
2014*	1 234 105	96,0	81,5	233,1	101,7
2015	1 300 675	90,7	77,0	220,1	94,5

* In order to ensure statistical comparability of data relative performance for the Russian Federation are calculated without taking into account data on the Republic of Crimea and the city of Sevastopol.

According to the table, it can be seen that from 2000 to 2014 there has been an increase in the turnover of catering, however, the economic crisis in Russia from the end of 2014 to the beginning of 2015 led to a gradual decline in the volume of the catering market.

It also follows from Rosstat data that the turnover of restaurants, cafes and bars in Russia in June 2016 amounted to 107.5 billion rubles, or 96.8% (in comparable prices) compared to the same period of the previous year, which is minus 3.2%. In May 2016, the market turnover amounted to 108.1 billion rubles, or 98.6% compared to the corresponding period of the previous year and amounted to minus 1.4%. Thus, compared with the dynamics of May, the decline accelerated. According to the results of the first half of the year, the turnover of restaurants, bars and cafes decreased by 3.7%, to 615.9 billion rubles. In the second quarter of this year - by 2.5%, to 321.1 billion rubles.

At the end of 2015, the turnover of public catering in Russia decreased by 5.5%, to 1.3 trillion rubles. The last time the catering market in Russia showed growth in 2014 by 1.6% compared to 2013.

However, the increase is observed in coffee shops and fast foods. The number of visits by Russians to these establishments increased by 4% and 3%, respectively.

Despite attempts by the Government of the Russian Federation to restrain price increases, the possibility of price increases and, as a result, taxation in the future is high. Also, the greatest danger is the imposed sanctions on the supply of goods from abroad, a decrease in demand and the solvency of the population, an increase interest rates on loans may lead to a decrease in the investment attractiveness of the industry.

Thus, in order to minimize the risks of public catering enterprises, it is necessary to reduce the cost of purchasing raw materials by acquiring Russian counterparts at a lower price, optimize stocks of raw materials by reducing them, and also, if possible, minimize the trade margin, maybe even change the format of the catering establishment, for example, such enterprises as mobile street food, video game bar, anti-cafe, cafe-hammock, showroom, etc., which will be used by in great demand population federal Service state statistics. Date of access: 13.08.16 Access mode: http://www.gks.ru/wps/wcm/connect/rosstat_main/rosstat/ru/statistics/enterprise/retail/#

Research RBC.research. The fall of the restaurant market in Russia accelerated to 3.2%. Date of access: 13.08.16 Access mode:http://www.rbc.ru/rbcfreenews/579f59149a79470dca4f5ac0

Bibliographic list

1. State standard RF GOST R 50647-94 “Public catering. Terms and definitions” (approved by the Decree of the State Standard of the Russian Federation of February 21, 1994 N 35).
2. State standard of the Russian Federation GOST R 50764-2009 “Catering services. General requirements” (approved and put into effect by Order federal agency on technical regulation and metrology of November 3, 2009 N 495-st).
3. Savitskaya T.V., Tyukaeva I.K. Proposals for improving the intra-industry grouping of public catering enterprises // Infrastructural branches of the economy: problems and development prospects. - 2014. - No. 5. - P. 142–146.
4. Khlevnyuk E.I., Syrkova I.S. Analysis of the current state of public catering enterprises in order to identify strategic development prospects. // Economic strategizing in new realities: mechanisms, tools, technologies. Monograph. Under. general ed. prof. Matveeva L.G., prof. Chernova O.A. - Taganrog: Publishing House of the Southern Federal University. 2016. - 463 p.
5. Electronic resource of remote access. Research RBC.research. The fall of the restaurant market in Russia accelerated to 3.2%. - Access mode: http://www.rbc.ru/rbcfreenews/579f59149a79470dca4f5ac0 (date of access: 08/13/2016).
6. Electronic resource of remote access. Kabanenko M.N., Ugrimova S.N. Risk assessment in the field of public catering in the context of the implementation of the sanctions policy // Fundamental research. - 2016. - No. 5 (part 2) - P. 334-338. - Access mode: http://www.fundamental-research.ru/ru/article/view?id=40300 (date of access: 08/13/2016).
7. Electronic resource of remote access. Rozhdestvenskaya L.N., Khasanova S.M. Risk Management at Public Catering Enterprises // Russian Journal of Entrepreneurship. - 2011. - No. 8-2 (190). - With. 118-124. - Access mode: http://bgscience.ru/lib/7040/ (date of access: 08/13/2016).
8. Electronic resource of remote access. Federal State Statistics Service. - Access mode: http://www.gks.ru/wps/wcm/connect/rosstat_main/rosstat/ru/statistics/enterprise/retail/# (date of access: 08/13/2016).

The influence of environmental factors on entrepreneurial risks in the restaurant business (on the example of Green House LLC)

Ministry of Culture of the Russian Federation

Federal State Budgetary Educational Institution

higher education

"Tyumen State Academy of Culture, Arts

and social technologies"

Institute of Socio-Cultural Service and Information Technologies

Department of Tourism and Service

Final qualifying work

The influence of environmental factors on entrepreneurial risks in the restaurant business (on the example of Green House LLC)

A.V. Gerlach, 5th year student

part-time education,

specialty "Management of the organization",

specialization "Hotel and tourism business"

Tyumen, 2015

Introduction

Chapter 1. Theoretical and methodological foundations of entrepreneurial risks

1 Characteristics of the external environment of the enterprise

2 The concept and classification of business risks

3 Managing entrepreneurial risk in the restaurant business

Chapter 2. The influence of environmental factors on business risks on the example of Green House LLC

1 General characteristics and assessment of factors affecting the results of the Green House activities

2 Problems of building an effective risk management system in a company

3 Measures to minimize risks

Bibliographic list

Conclusion

Applications

Introduction

entrepreneurial risk restaurant business

Carrying out entrepreneurial activity, any entrepreneurial structure establishes economic relations (cooperative, production, management, supply, marketing and financial) with other subjects of the market economy. In particular, such links can be established between several business structures for the purpose of cooperation, gaining access to material, labor, financial, intellectual resources, activities, services. The stability of economic ties has a positive effect not only on the activities of their participants, but also on the economic situation as a whole. And, on the contrary, the collapse of stable economic ties between business structures leads to a drop in the efficiency of social production, a slowdown in reproductive processes, economic crises and other negative consequences.

Entering into economic relations, entrepreneurial structures carry out economic interaction.

Features of entrepreneurial interactions are determined by the specifics entrepreneurial activity. The analysis of the place and role of entrepreneurial interactions (hereinafter referred to as IE) in various areas of the economy and public spheres allow us to conclude that in all cases they are purposeful and, being part of entrepreneurship, ensure its expanded reproduction.

A prerequisite for entrepreneurial interaction is the recognition of each participant's economic independence (within the area of ​​​​coordination of interests). World experience shows that only the correct distribution of risk between the parties to the interaction (as well as the availability of economic feasibility) ensures the strict fulfillment of their obligations.

The change in the concept of PV is mainly determined by the state of the national and world economy and the relationship in the market space of such entities as the manufacturer (seller), consumer (buyer) and the state (authorities). Given that entrepreneurial activity involves risk, it is necessary to study the features of the organization of interaction between entrepreneurial structures in modern economic conditions taking into account the risk factor.

In modern economic conditions, everything commercial enterprises, including those related to the restaurant and hotel business, before starting the production of services, set profit as the main goal.

Entrepreneurial risks may arise during the implementation of activities as a result of the influence of numerous factors. They may arise as a result of decisions internal to the firm or as a result of exposure to the top business environment.

An analysis of the current state of the economy allows us to identify the following reasons leading to the emergence of entrepreneurial risks: the economic crisis; growing criminalization of society; high inflation rates; political instability; optional and irresponsible business entities; fuzziness and continuous changeability of legislative and normative acts regulating entrepreneurial activity; lack of real entrepreneurial law, which hinders the reduction of the overall level of risk; the lack of personal responsibility of a significant part of entrepreneurs for the results of their activities, which increases the "moral" risk of any transaction; the entrepreneur's dependence on the criminal world, the inability and unwillingness of law enforcement agencies to protect him; non-legal, unlimited intervention of politicians in the economy; a sharp increase in the administrative apparatus at the federal and local levels; unstable tax laws; high tax burden and mandatory payments; unfair competition; low level of education of entrepreneurs on the problems of the market and entrepreneurship, etc.

The relevance of the chosen topic is due to the fact that in recent years the restaurant business has changed: it is developing rapidly, new conceptual restaurants are emerging, competition is intensifying, guests are becoming more and more spoiled and sophisticated, the level of competitor restaurants is constantly increasing.

The degree of development of the problem, despite the appearance of separate works devoted to the study of entrepreneurial risk, most of them do not contain a complete answer to questions related to the essence of entrepreneurial risk. Many works do not distinguish between such categories as "risk management" and "risk minimization", although in reality risk minimization is one of the stages of risk management. The papers do not consider specific ways to reduce business risks.

The object of the study is the organization Green House LLC. An organization that provides services in the restaurant business. The subject of the study is the conditions and factors that affect the occurrence of risks in the activities of entrepreneurial organizations in the restaurant business, as well as the main ways to reduce them.

graduation goal qualifying work- is the development of theoretical and practical proposals to improve the competitiveness of "Green House".

The goal is to solve the following tasks:

to study the factors influencing the external environment of the restaurant business;

consider the concept and classification of entrepreneurial risks;

to get acquainted with the management of entrepreneurial risks in the restaurant business;

give general characteristics services of the restaurant "Green House";

analyze the impact of factors on business risks in Green House LLC;

develop basic proposals to reduce the level of entrepreneurial risk in the restaurant business.

The methodological basis of this study consists of the methods and principles of formal and dialectical logic. Methods of analysis, comparison, interpretation, methods of scientific generalization, comparative analysis, system and situational analysis, methods of financial and economic calculations, methods of mathematical statistics, as well as the principles of objectivity, completeness, consistency, sufficient reason and others are applied. Such well-known financial scientists as Demidov, A. Yu., Ivanov O. B., Sokolov B. N., Mikhnenko P. A., Dubrovin I. A., Sotnikova A. K., Makarenko O. A. were engaged in the study of the influence of environmental factors on entrepreneurial risks. However, this problem has been little developed, the views of scientists on this problem are ambiguous and contradictory.

Provisions for defense:

proposed a classification of environmental factors;

the use of a combination of existing methodological approaches to the study of the influence of environmental factors depending on the level, structuring of the company's goals is substantiated;

an algorithm for choosing a model of a company's behavior under the influence of environmental factors has been developed.

The set goal and objectives predetermined the structure of the final qualifying work. The work consists of an introduction, two chapters, a conclusion and a bibliography.

Chapter 1. Theoretical and methodological foundations of entrepreneurial risks

1 Characteristics of the external environment of the enterprise

The external environment of the organization is a set of factors of its external environment.

The factors of the external environment of the organization are various objects and phenomena that in one way or another affect the activities of the organization. The effectiveness and efficiency of any organization depends significantly on the factors of its external environment.

The external environment is conditionally divided into the external environment of direct impact (microenvironment or business environment) and the external environment of indirect impact (macroenvironment)

The external environment of direct impact is a set of such factors that directly and directly affect the activities of the organization.

The most important environmental factors of direct impact:

consumers;

shareholders;

partners;

laws and government bodies;

competitors;

labor resources of society.

Examples of the influence of state and municipal authorities on the activities of commercial organizations

State Labor Inspectorate. State supervision and control over compliance labor law and other normative legal acts containing labor law norms.

Russian Emergency Situations Ministry. Supervision over the fulfillment by organizations and citizens of the established requirements for civil defense and fire safety.

Pension fund of the Russian Federation. Provides targeted collection and accumulation of insurance premiums, control with the participation of tax authorities for the timely and complete receipt of insurance premiums.

Mandatory health insurance fund. Compulsory medical insurance of employees in order to ensure the constitutional rights of citizens to receive free medical care, registration of organizations as insurers.

External environment indirect impact- this is a set of factors that do not have a direct and immediate impact on the organization, but may affect its activities indirectly (through changes in the factors of the business environment) or over time.

The environmental factors of indirect impact include:

the state of the economy;

scientific and technical progress;

sociocultural factors;

political changes;

the influence of the interests of society;

events in other countries.

So, under the factors of the external environment of the organization understand the elements of its external environment: consumers, competitors, suppliers, government agencies, etc. At the same time, situational variables, formed and changed by environmental factors, can be called the conditions for the functioning of the organization in the external environment.

The conditions (in other words, situational variables) of the functioning of an organization include, for example: sales markets, scientific and technological progress, labor market, consumer preferences, etc. Changes in these and other conditions have an impact on the organization, determining its operations, competitiveness and strategic development.

The process of formation and change of each situational variable of the external environment, as a rule, depends on the action of not one, but several factors. So, for example, the formation and change of the situational variable "sales market" are due to the action of such factors as consumers (their territorial distribution, needs, purchasing power, etc.); laws, government agencies and bodies local government(determining the conditions of trade in certain types of goods in a particular territory); competitors, etc.

Formation of the variable "development of science and technology in the field of activity of the organization" depends on factors such as research organizations; the state of the world economy; laws of the state regulating and stimulating scientific research and development; innovative and experimental design activities of competing organizations, etc.

In modern management, it is not enough just to understand what factors from the outside influence the activities of the organization. Understanding the characteristics of the organization's external environment becomes critical. The main characteristics of the external environment are:

The complexity of the external environment is the number of factors to which the organization must respond. For different organizations, the complexity of the external environment is also different.

The interrelationship of environmental factors is the degree of influence of a change in one factor on all the others. Changing some factors leads to significant changes in others (laws, consumers, etc.).

The level of variability is the degree of variability of each factor. Some factors are more stable (socio-cultural factors, society's labor resources, etc.), others are significantly changeable (scientific and technological progress, laws, consumer desires, etc.).

The mobility of the external environment is the speed with which changes occur around the organization. Mobility can be different for different departments of the organization.

The uncertainty of the external environment is the ratio between the amount of information about the external environment that management has and confidence in the reliability and accuracy of this information. The higher the uncertainty, the more difficult it is to make decisions.

Most often, company management has to analyze the following factors and environmental conditions:

suppliers: cost and quality of goods, delivery schedules;

buyers: geographic, demographic and socio-psychological characteristics of buyers, their attitude to the product;

direct competitors: specified characteristics of competing companies, the nature of rivalry between companies operating in the industry, the risk of potential competitors entering the industry (market);

labor market: the availability of personnel with the necessary specialization, the policy of trade unions in the industry;

financial market: availability of banks, investment and insurance companies, interest rates on loans.

Any management economic organization must understand that insufficiently complete consideration of the influence of factors can lead to inaccurate assessment of the current situation, and this may lead to errors in the development of company development plans.

The human body is constantly affected by the external environment, i.e., the surrounding nature (air, water, food), as well as working and living conditions.

Hygiene - the science of maintaining health - studies the influence of these conditions on the human body and on entire teams. Hygiene develops measures aimed at reorganizing the external environment, work and life in order to improve health, increase working capacity and prevent human diseases.

Food hygiene, being a special branch of hygiene, aims to improve the nutrition of the population. She studies nutritional value food products and their ways technological processing and also develops activities that help preserve and increase the nutritional value of products. Food hygiene also substantiates sanitary requirements for the storage, transportation and sale of food products and culinary products, investigates the causes of food infections and poisoning and develops measures to prevent them.

scientifically sound hygiene requirements in the field of nutrition are being developed in the light of the teachings of the great Russian physiologist Ivan Petrovich Pavlov on the regulatory significance of the central nervous system on the activity of the body.

Sanitation is usually called the practical application of recreational activities based on the scientific requirements of hygiene.

Food sanitation is the practical application of food hygiene requirements aimed at providing the population with safe, nutritious and tasty food.

Every employee of catering establishments, and especially a cook, must understand the meaning of food and nutrients for the human body, the importance of personal hygiene and sanitary requirements for catering establishments.

It must be remembered that the health of workers largely depends on the sanitary condition and the quality of the work of catering establishments. Timely and accurate implementation of sanitary and hygienic measures prevents the release of poor-quality food, which can cause diseases.

2 The concept and classification of business risks

Risk is an objectively existing element of making any economic decision due to the fact that uncertainty is an inevitable characteristic of business conditions.

Entrepreneurial risk also has a subjective basis, since it is the entrepreneur who assesses the risky situation, forms a set of possible outcomes and represents the probabilities of their implementation, makes a choice from existing alternatives. In addition, the perception of risk depends on each individual with his character, mindset, psychological characteristics, level of knowledge, awareness, experience in the field of his activity. For one entrepreneur, this amount of risk is acceptable, while for another it is unacceptable.

The classical theory of entrepreneurial risk defines risk as the mathematical expectation of losses that may occur as a result of the decision chosen by the entrepreneur. The behavior of an entrepreneur according to the neoclassical theory of risk is due to the concept of marginal utility. This means that if there are two options, for example, capital investments, giving the same expected profit, the entrepreneur chooses the option in which the fluctuations in the expected profit are smaller.

Characteristic for a risk situation are such moments as: uncertainty of an event, alternativeness of events, indifference of an event, losses.

In the process of implementing a risk situation, an entrepreneur may incur the following types of losses: financial, material, labor, loss of time, special types of losses.

As the main features of the classification of business risks, it is advisable to use the following features: sources of risk, risk specifics; time of occurrence; scope; Possibility of regulation, expected consequences

The ability to identify, evaluate, optimize risk in time is an important task for the successful implementation of entrepreneurial activities. Business risk management includes the development and implementation of economically justified recommendations and measures for a given enterprise aimed at reducing the initial level of risk to an acceptable level.

As the main features of the classification of business risks, it is advisable to use the following features: sources of risk, risk specifics; time of occurrence; scope; the possibility of regulation, the expected consequences.

The classification by risk sources is as follows.

Production risk is associated with the failure of an entrepreneurial organization to fulfill its plans and obligations for the production of products, goods, services as a result of an unfavorable change in the external environment, as well as as a result of problems within the enterprise, i.e. these are risks that are directly related to the process of doing business.

Financial risk is associated with the financial support of entrepreneurial activity, this group of risks, in turn, includes: credit, currency, deposit, investment, interest, tax.

Cooperation risks arise as a result of the unpredictability of the behavior of suppliers, customers and partners in various types of contractual relations of an entrepreneurial firm, as well as the impossibility of fulfilling contractual obligations by the entrepreneurial organization itself.

Supply risk is associated with the process of providing business activities with equipment, raw materials, materials, components.

Marketing risk is associated with the uncertainty of demand for manufactured products. It is important for an enterprise to correctly determine how to sell products at a price sufficient in terms of profitability and profitability of entrepreneurial activity.

The emergence of market risk is influenced by inflationary processes, possible fluctuations in interest rates, volatility of the market price of shares of an entrepreneurial organization in relation to the average fluctuations in market prices of shares of other enterprises.

Legal risk is associated with the variability, inconsistency of the legislation governing the activities of business organizations.

The risk of development is associated with possible losses in case of non-return of funds invested in the creation of a new production or production of new consumer goods, since the development of new areas in business always carries an increased risk.

Information risk is due, on the one hand, to the quality, i.e., sufficiency, reliability and timeliness of the information itself, and on the other hand, to the ability of an entrepreneur or employees of an entrepreneurial organization to correctly assess and use certain information.

Environmental risk is associated with possible pollution of the natural environment by business organizations in the course of their activities. In addition, environmental risks can arise as a result of man-made disasters, accidents in various industries: chemical, oil refining, etc. Currently, many types of transport are a source of increased man-made danger: sea and river, pipeline, air. By the strength of their impact, environmental risks can be very significant, since they affect all areas of the business organization and incur large losses, so their consideration in the activities of business organizations is very important.

The division of risks according to the scale of impact must be carried out for the reason that along with the risks that are typical for most business organizations operating in a particular region or country, there are also risks that are specific only to a small group of business organizations or only to an individual enterprise. Accordingly, typical risks are events that are highly likely to affect the activities of any business organization, these risks differ in that they are initially predictable and should be taken into account by any company, regardless of the specifics of its activities. Special risks include those that are characteristic only for a given market, market segment, industry, type of activity or for one specific business organization.

From the point of view of the time of occurrence, two groups of risks are distinguished: permanent and temporary.

Persistent risks are those risks that are likely to occur over the course of a lifetime. life cycle entrepreneurial organization.

Time risks are associated with certain operations, transactions that are carried out by entrepreneurial firms for a limited period of time.

By scope, risks can be internal, external and mixed.

The source of internal risks is the entrepreneurial organization itself, these are the risks arising from mistakes made when choosing the strategy and tactics of the enterprise.

The source of external risks is the environment external to the business organization, and accordingly, the enterprise cannot influence them, but can only take into account external risks in the course of its activities and adapt to the changing conditions of the external business environment.

Due to the fact that some risks are difficult to attribute strictly to external or internal risks, since the factors that cause them can be both external and internal environment entrepreneurial firm, there are mixed risks.

If it is possible to regulate the degree of risk, risks can be divided into manageable, unmanageable and weakly manageable.

Managed include internal risks, since the source of their occurrence is the entrepreneurial organization itself and, accordingly, it can manage them.

Unmanaged risks are the risks of the external environment, which are quite difficult to influence, however, various business organizations in this sense have individual opportunities. For example, a large business structure, in contrast to small firm can influence changes in legislation by lobbying, so one more group of risks should be singled out - these are poorly managed risks.

The classification of risk according to the expected consequences is the allocation of three types of risk: tolerable, critical, catastrophic.

Tolerable risk is the threat of total or partial loss net profit in the process of doing business.

Catastrophic risk is associated with the possibility of losing a significant part of the property of an entrepreneurial organization, which can lead it to bankruptcy.

The above generalized classification of entrepreneurial risks is rather conditional, since many types of risks are interdependent and interconnected with each other, as noted above.

3 Managing entrepreneurial risk in the restaurant business

In modern business conditions, any organization is inevitably faced with different situations, unplanned or unforeseen events to which it is necessary to respond adequately in order not to incur losses caused by these phenomena or, conversely, to skillfully take advantage of unexpected advantages. When making any decision, the entrepreneur is usually aware of and tries to calculate the degree of risk that may affect the outcome of the decision. The number and variety of risk factors that weaken the conditions for the stable operation of the company are increasing, so the risk management function is becoming increasingly important and is becoming one of the most important conditions for ensuring the economic security of the organization.

The problem of business risk management is no longer private, i.e. arising before the management of the organization only from time to time when making individual management decisions. The assessment of business risk and the development of programs to reduce it today is part of everyday management work, one of the management functions along with quality management, finance, etc.

Risk management enables an entrepreneurial organization to:

identify potential situations associated with an unfavorable development of events for her, i.e. situations associated with risk, the result of which may not be the achievement of goals;

obtain quantitative characteristics of the possible damage associated with an undesirable development of events;

· in advance, when preparing a decision, plan and, if necessary, implement measures to reduce the risk to an acceptable level;

take into account the costs associated with the preliminary assessment and risk management when making decisions.

Risk management is a specific area of ​​management that requires knowledge in the theory of the firm, insurance business, business analysis, etc. Risk management can be defined as the process of preparing and implementing activities aimed at reducing the risk of making an erroneous decision and reducing the possible negative consequences of undesirable developments in the course of implementation. accepted by the entrepreneur solutions.

Until the risk is identified, it is impossible to take any measures to minimize it, so the first stage in risk management is the identification of probable risks. The identification of risks and factors can be carried out in a variety of ways, from purely intuitive guesses to complex probabilistic analysis of operation research models.

In order to develop a program to minimize business risks, it is necessary to first identify potential risks and assess their level. It is possible to classify the risks arising in the course of production activities on the basis of various signs. The greatest difficulties, as a rule, arise in the classification of internal business risks, since external risks affect almost all organizations.

A significant place in the process of business risk management is occupied by the analysis and forecasting of possible losses of resources in the course of business activities. This does not mean the consumption of resources, objectively determined by the nature and scale of entrepreneurial activity, but random, unforeseen, but potentially possible losses arising from the deviation of the actual course of entrepreneurial activity from the planned one.

When evaluating the risk that an entrepreneurial organization is able to take on, and developing methods for minimizing the risk, it is necessary to proceed, first of all, from the profile of its activity, the presence necessary resources for the implementation of the program of financing the possible consequences of the risk, relations with partners and consumers, as well as taking into account its strategy and main objectives.

An important step in managing entrepreneurial risk is monitoring the results of implementing a risk management strategy, which often plays a decisive role in a rapidly changing market situation, helping, if necessary, to adjust the risk minimization program in a timely manner and avoid additional risks in the activities of an entrepreneurial organization.

It is possible to single out such characteristics of the external environment as complexity, mobility, uncertainty.

The complexity of the external environment refers to the variability of the factors to which the organization must respond.

Mobility of the environment - the speed with which changes occur in the environment of the organization. Many researchers and managers note that in modern conditions the environment of organizations is changing at an increasing speed, and there are organizations around which the external environment is especially mobile.

The uncertainty of the external environment is a function of the amount of information that the organization has about a particular factor, as well as confidence in the reliability of this information. If there is little information or there are some inaccuracies, doubts about its origin, then the environment becomes more uncertain than in a situation where there is adequate information and there are reasons to consider it reasonable, highly reliable.

When considering the influence of the external environment on the organization, one should take into account the characteristics of interconnectedness, complexity, mobility and uncertainty, which describe factors of both direct and indirect influence.

Any organization is part of a national and international structure. Some companies are more, others less connected with international market conditions, but all of them, to one degree or another, are forced to take into account certain conditions of the macro environment. These conditions include the laws of consumption, the culture of those countries where or from where goods are exported. The above factors of the external environment, both direct and indirect impact, to one degree or another, affect the entire organization of the environment of organizations operating at the international level, it is characterized by increased complexity.

The effectiveness of the existence of an open organization depends on how well established internal and external communications between all its elements.

Entrepreneurial interaction can be defined as a type of economic relations based on joint actions and efforts of the parties, united by a common interest, aimed at achieving their specific goals.

Restaurant business - entrepreneurial activity at the expense of own or borrowed money at your own risk and under your own responsibility, in the field of restaurant business.

Technologies for the correct setting of the restaurant business are, first of all, marketing technologies. Simply put, the restaurant, as a market entity, is entirely dependent on it, and the success of the restaurant depends on the chosen market niche. Moreover, the technology of determining one's place in the market is more important than the selection of equipment and professional staff, since there will be no one to serve and no one to cook if the institution does not have its own audience.

The success of any restaurant lies in its customers. Therefore, before launching your project, you need to carefully study and analyze the potential client market in terms of priorities, taste and solvency. This will help in placing accents according to the taste preferences of your customers in order to meet their expectations and not shame the “reputation of your apron!” Only by determining the tastes and preferences of customers, knowing what they expect from a new restaurant, and based on the results obtained, it is possible to competently start a successful restaurant business.

The design and design of the new restaurant should be practical and in line with the tastes and preferences of the particular society it focuses on. For example, a restaurant for middle-income segments of the population should not be decorated in a frilly style by the most expensive and fashionable designer. The style and content of the interior should be appropriate for visitors, i.e. be on the same level as them. You can, of course, take bold decisions and spectacular developments, but they should not be reflected in any way in prices or other indicators that can hit the client's pride. These simple solutions will help you win the hearts of your customers, who will not only visit you, but visit your establishment with pleasure.

Now that you have won recognition and a place in the hearts of your customers, you need to do whatever it takes to please them, meet their expectations, and most importantly, keep them.

For example, if a restaurant is planned to be made citywide, then automatically all establishments of this city of the corresponding type and price category become its competitors. Therefore, the future establishment will need to somehow stand out against their background (interior, cuisine, special offers. However, it is necessary to know which factor for future visitors is decisive when choosing an establishment: it can be, for example, the interior, or the quality of cooking, or musical accompaniment.

For example, if the price category of the establishment is high enough, then it should be combined with waiter service, rich or original interior and a good level of cuisine. When any of the links falls out, for example, in an institution a poor interior or cheap-looking furniture, a weak ventilation system, then the visitor will have a fair doubt about the expediency of high prices on the menu.

The choice of the location of the restaurant is characterized by great responsibility. It is the location of the future institution that is one of the most important, and often the dominant factor in the success of a business in this industry. Moreover, if the place was initially chosen unsuccessfully, then correcting the mistake is a non-trivial task, most often embodied only through the “reopening” of the restaurant in another place with a huge amount of costs.

The main principle of choosing a place for a restaurant is to bring it as close as possible to the consumer. That is, the premises should be located near the potential consumer's habitats (near the house, next to work, when walking around the city, etc.), it should be transportable and easy to find.

There are situations when the developed concept of the restaurant, based on the results of its implementation, did not justify itself, or after some time it simply became outdated, then it needs to be changed. (because interest in the institution may approach zero)

Sometimes a change of concept is the only solution that allows a restaurant to stay afloat. In a sense, it will be a different restaurant. It will contain new idea, a new concept has been developed for it. Sometimes, apart from the location, little is left of the restaurant. And this is a significant problem. Whether the restaurant was successful or not, it has already become known to a certain circle of potential visitors. Those who have visited it, or heard of its existence, have certain ideas about it. In this case, in order not to lose regular customers, it is not necessary to change everything cardinally. First you need to first find out what actually needs to be changed in an existing concept. Successful restaurants regularly update the menu, make changes to the design of the hall, and constantly improve the service system.)

You can come up with some zest for the restaurant. Moreover, so strong that they wrote about it, talked about it. In addition, in the future, it can continue to work for a long time, attracting more and more new customers. Until saturation sets in, as from any product. In any case, in order for the new image of the restaurant to work as quickly as possible, it is necessary to actively introduce it into the minds of future visitors.

Souvenir products are very popular: branded matches, lighters, glasses decorated in the style of your restaurant, etc. Naturally, each item should have a brand name of the establishment.

A variety of restaurants, menus and other factors may result in the loss of regular guests for your establishment. (The risk of losing customers).

The competitiveness of the enterprise is ensured by the high professional level of employees. The desire to get the best or at least high-class chefs, waiters, bartenders is the sharpest weapon of competition in the restaurant business.

Work with regular customers. A system of accumulative bonuses and discounts with the use of plastic cards is widely used. The rules are simple: the "honored guest card" is credited with 10 percent of the bill in the form of bonuses, and when enough points are accumulated, the card can be used to pay for lunch. Or, the client is given a permanent ten percent discount, for example, for a "big bill". It is possible to develop so-called marketing questionnaires: the guest leaves his date of birth, postal address, food preferences, etc., and the establishment, in turn, sends personal invitations to parties, wishes you a happy birthday, etc.

Diversity of cuisine is also a kind of strong point in the active policy of attracting and retaining visitors. You can provide a business lunch service, offering several periodically changing set menu options that can satisfy the needs of different categories of guests, which are very popular with restaurant regulars. Sales of business lunches can be up to 40% of the total revenue of the establishment.

Like any other business, a restaurant business requires a business plan, management, market research and development of your own strategy.

Taking into account potential visitors, a restaurant profile is being developed. The profile of a restaurant is determined by its concept, which characterizes its image associated with a certain market segment: casual, children's, ethnic, etc. The concept must meet the specifics of a particular area, which determines the design of the institution, the menu and more.

Of course, for the successful functioning of a restaurant establishment, the quality of food, menu, level of service, price, atmosphere, management are important, but the most significant is the location. Among the main criteria by which a place is chosen for a restaurant, the following categories can be indicated:

demography - how many people live or come to a given area (microdistrict, which is located within the service radius of the institution);

the average level of income of such population;

whether the given area is a developing area, or, conversely, is in decline, affecting its infrastructural provision (sewerage, drainage, etc.);

convenience and accessibility in terms of transport connections and parking opportunities;

catchiness - is it easy to see and distinguish the restaurant from other similar establishments;

attractiveness - how hospitable the institution will seem to passersby and travelers;

location - how pleasant the surrounding facilities seem to be.

With proper organization, the activity of the enterprise can bring considerable income. To do this, when organizing this kind of business, it is necessary to take into account a number of specific features. These include:

1. Supply and demand. Before creating your institution, you should carefully study the market, analyze the activities of competitors, evaluate the feasibility of your ideas. It is not very wise to open oversized hotels in places of low demand (small settlements, countryside, etc.). The services offered should be proportionate to the interest of potential consumers.

2. A very significant start-up capital. At the initial stage, the organization of such activities requires serious financial investments, this is due to the amount of costs for the construction or purchase of premises, its repair, furnishing, purchase necessary equipment, accessories and products, recruitment and training of personnel, advertising campaign.

Uneven demand for services. Hotels enjoy increased popularity during mass events in the region, such as sports competitions, concerts, large-scale city holidays, etc. If the hotel is a resort type, then there is a seasonality of visitor interest. The largest influx of customers in this case is expected at the height of the holiday season.

Direct dependence on reputation. Undoubtedly, the reputation in this business to a large extent creates demand, which develops into profit. Reputation is built on the basis of the work of the staff and is stimulated by advertising.

The impact of the level of services on the pricing policy of the enterprise. Depending on the level of quality of the services provided, accommodation and catering enterprises are assigned a certain category, for each of which there are price norms. Adequacy of prices is one of the keys to the success of the restaurant business.

Among the mechanisms for increasing demand, the following can be distinguished:

2. Discounts and promotions (for regular customers, groups, etc.).

The possibility of booking places, tables on favorable terms for the client. Impersonal booking of rooms or tables increases the comfort for customers when working with your firm.

Awarding bonus points to visitors. Not a bad move - opening a bonus account for each visitor in the company's database. He can later use bonus points from this account to pay for the services of your company in further cooperation with it. At the same time, the client creates a feeling of owning something material, and in the future, when choosing a provider of such services, he will have an incentive to contact you again.

Increasing the quality of the enterprise. If the quality of service does not meet the expectations of the visitor, then all the above activities may not give a result, and the money, time and effort spent on them will turn into dust.

Based on the foregoing, it can be argued that the priority in the restaurant business should be to determine the highest possible level of services provided, which in the future will bring reputation and profit.

The main risk of any business from the service sector is poor quality service. Neither mass advertising, nor the laudatory odes of acquaintances are able to return a person to the restaurant where he was poorly served. Conversely, a person is more likely to return for a pleasant service even to a place where the kitchen made a mistake in the dish, but the service staff smoothed the situation.

Let's see why people come to a cafe / restaurant? Relax and talk, have a tasty meal, change the environment (each person has his own priorities, but these are the main goals). Therefore, for a restaurant guest it is important:

) feeling of comfort,

) high-quality and tasty food.

This is where the main risks lie. The human factor can be fatal for any restaurant: the waiter is not in the mood to serve badly, the cook with a low salary is offended by the owner and cooks without interest and soul, the inattentive administrator did not bother to replace the employee who went on sick leave and as a result the staff can not cope, the guests are waiting and nervous.

Therefore, it is important that each of your employees be interested in the overall success, love their job and hold on to their workplace.

The third, no less dangerous risk is dependence on raw material suppliers. Even a talented chef will not be able to prepare a high-quality dish from low-quality products, so you will need to regularly monitor the market, get acquainted with producers, and look for good products.

The restaurant business is an area of ​​business where sales can only be guaranteed by the high quality of the product, and we remember that the product of a restaurant is atmosphere, service and cuisine.

Only when all three of these components are at a high level (not to be confused with expensive ones, since even an economy class pizzeria should not have flaws), success is guaranteed.

The crisis overtakes the restaurant business not immediately, but in waves. Still, going to restaurants is largely a matter of habit, and even with financial problems, people will maintain it for some time. Expensive restaurants will be the first to feel the impact of the crisis. Still, the issue of money for customers will come first and they will simply eat at cheaper establishments. In addition, even wealthy clients who do not want to give up visiting elite establishments are likely to significantly reduce their spending in them, and begin to treat expensive delicacies with more restraint.

Description and photos of the room<#"882156.files/image004.gif">RUB 15,300 RUB 20,000

Application No. 4

Scheme of the market concept of the restaurant business

2.7. Assessment of risks associated with the opening and operation of a catering enterprise, and their insurance

Planning investments aimed at opening a food business is a very important and complex process. Its complexity lies in the fact that it is necessary to take into account many factors, including unforeseen ones, as well as the degree of risk of investing. The importance of this process for the enterprise lies in the fact that by planning investments, they thereby lay the foundation for its work for the future. If the investment plan is well planned and organized, the enterprise will work well; if it is bad, it may become bankrupt in the future.

The Russian restaurant business is quite young, but at the same time it belongs to the rapidly developing areas of the national economy. It includes many characteristic features inherent in other types of business, and, like any other activity, the restaurant business is associated not only with a positive effect (making a profit), but also with a negative one, that is, it can carry the threat of monetary losses. Thus, in the most general view risk is understood as the probability of losses or shortfalls in income for the catering enterprise.

Service activities tend to be less risk-prone than manufacturing activities. It requires less volume fixed costs, thanks to which the catering company has the ability to respond relatively quickly to changes in the competitive environment. However, all over the world the restaurant business is considered very risky. In the West, with its stability, only half of the opening establishments survive. Restaurant owners, large or small, prestigious or cheap, original or ordinary, are engaged in a business that is directly dependent on the following factors: supply, demand, competition, fashion, room rent, the state of the country's economy and weather. Many restaurateurs do not have certificates of vocational education, they gain their experience in the process practical work, and having reached a certain level of confidence, having accumulated money and having shown sufficient initiative, they open their own business. Many well-known world and Russian restaurateurs began their careers as chefs.

For a restaurant, the most significant are the risks, the prediction of which is difficult due to their conditionality by factors that do not depend on the functioning of the enterprise and the development of its potential, but which have a significant (sometimes dominant) influence on its activities. Such risks are called external. It should be noted that the subjects that generate these risks are diverse in nature and scale: nature, the government of the country, the tourist region, the governments of other states, etc. It should be borne in mind that the behavior of some subjects is sometimes unpredictable, as a result of which the manifestation of a number of risks is difficult to identify and prevent.

Let's consider the most significant of these risks in terms of their impact on the financial stability and overall life of the restaurant.

Industry risks - in the activities of the restaurant, they are mainly associated with the danger of increased competition in the event of an aggressive entry into the market of new restaurants, large restaurant chains, etc., operating in the same market segments. Here, a reduction in the profitability of the restaurant business and a decrease in investment in new restaurants is likely (the latter is typical for chain restaurant companies).

Country and regional risks of a restaurant are associated with possible changes in the political and economic situation in the country or region in which the company operates. Such risks include the risks of negative changes in the political, economic and social situation in Russia as a whole and its regions. These risks are especially aggravated with the approaching elections of regional and federal parliaments and elections of the President of the Russian Federation. It cannot be guaranteed that the trends in the Russian economy, including the growth of the gross domestic product, the relative stability of the ruble and the decline in inflation, will continue in the future. In addition, fluctuations in world oil and gas prices, the strengthening of the ruble in real terms against the US dollar, as well as the consequences of loosening monetary policy or other factors may in the future have an adverse impact on the Russian economy in general and the restaurant business as a business in particular.

In addition, there are risks associated with fluctuations in the global economy, which may have negative consequences for the Russian national economy. It is not immune to market downturns and slowdowns economic development in other countries of the world. As has happened in the past, financial problems or a heightened perception of the risks of investing in emerging economies could reduce foreign investment in Russia and have a negative impact on the Russian economy. In addition, since our country produces and exports large volumes of natural gas and oil, its economy is particularly vulnerable to changes in world prices for natural gas and oil, and a fall in the price of these resources could slow or disrupt its development. These developments may have an adverse effect on the purchasing power of restaurant consumers.

IN major cities and regional centers of Russia, there is a risk of mass protests, unsanctioned and unorganized rallies, political provocations and strikes, which can significantly affect restaurant attendance and, as a result, have negative financial consequences.

A striking example of country and regional risks in the restaurant business associated with possible changes in the political and economic situation in the country or the world is the global economic crisis of 2008-2009. Thus, the catering industry was one of the first to react to the onset of this unfavorable factor.

For example, France, the birthplace of world gastronomic culture, suffered more than all other countries during the crisis. According to the Association of Restaurateurs of Paris, the turnover of restaurants in France fell by 50%. Between the end of 2008 and April 2009, about 7.5 thousand restaurants, bars and cafes were closed (or put up for sale) in France.

The crisis in the British restaurant business threw out about 500 thousand industry workers, although before the crisis there was a shortage of 30-40 thousand qualified chefs in the country.

According to the Spanish Institute of Statistics, sales in Noguesa began to fall in the summer of 2008, and sales fell by 8.2% in December and another 5.2% in January. About 48% of Spaniards have sharply reduced the cost of visiting restaurants during the crisis.

The food industry in Italy contributes about 13% of income to the country's budget, while during the crisis in four months of 2009, about 150 thousand workers in the catering and tourism sectors lost their jobs.

In Russia, during the crisis, approximately 54.6% of citizens reduced their expenses for visiting cafes and restaurants, and about 15.6% completely abandoned it.

natural risks. Some regions of Russia are prone to hurricanes and earthquakes ( Far East), severe frosts (Siberia), floods and other adverse changes in climatic, seismic and meteorological conditions. Given these features of the regions of Russia, there is a risk that the activities of a restaurant opened in these areas will be damaged as a result of natural disasters and (or) the termination of transport links due to remoteness and inaccessibility. These risks are fundamentally unrelated and independent of human activity, therefore it is practically impossible to avoid them, probably, it will only be possible to reduce the negative consequences that will occur during their implementation.

Financial risks are associated with changes in foreign exchange rates, which can lead to higher costs for the restaurant, changes in the value of foreign currency-denominated monetary assets, difficulties in paying debts and increased competition. A significant part of the goods and products purchased by the restaurant is of foreign origin, therefore, a change in exchange rates may lead to an increase in purchase prices and a decrease in business profitability.

If the restaurant has liabilities denominated in foreign currencies, then changes in the exchange rate can lead to negative consequences for the financial performance of its activities. The strengthening of the ruble causes a relative rise in the price of products purchased by the restaurant from national producers in Russia compared to foreign manufacturers. If an institution reorients itself to predominantly purchasing products from national manufacturers, this can lead to an increase in the cost of services, a decrease in profitability and a loss of competitive advantages.

To reduce currency risks, the restaurant should diversify the types of products used in its activities, purchasing specialists should constantly monitor prices for products of national and foreign manufacturers. A foreign exchange specialist (this position is only available in chain restaurant companies) should also analyze existing trends in exchange rates and take appropriate actions in a timely manner to minimize the negative consequences for the restaurant.

Legal risks. For example, a change in currency regulation for network players in the Russian restaurant market that have subsidiaries in European countries, currency regulation may affect the procedure for the issuer to receive dividends, as well as the procedure for granting loans and other transfers of funds between the group companies located in the Russian Federation and the group companies located abroad. In addition, the current currency legislation prohibits transactions in foreign currency between residents. This prohibition may Negative influence on the flexibility of the operating activities of enterprises included in the issuer's network, due to the impossibility of issuing loans in foreign currency within the network.

Changes in tax legislation on the activities of the restaurant may be affected by the following changes in the Russian tax system:

Introduction of amendments or additions to acts of legislation on taxes and fees related to the increase in tax rates;

Introduction of new types of taxes.

These changes, as well as other changes in tax legislation, may lead to an increase in tax payments and, as a result, to a decrease in the restaurant's net profit.

Changing the rules customs control and the collection of fees can also have a significant impact on the operation of a restaurant that uses specialized equipment foreign production in their business activities. In addition, due to the lack of Russian raw materials, restaurants are heavily dependent on imported raw materials. An increase in import duties, complication of customs procedures, or a negative market foreign markets can lead to an increase in prices from restaurant suppliers or a decrease in supply volumes, and therefore have negative consequences for financial position enterprises.

Let us consider in more detail those risks that most accurately reflect the practical part of the restaurant business and the possibility of manifestation of which is very high in the restaurant industry.

1. The risk of not being able to renew the license. The main activity of catering enterprises is the provision of catering services. This type of activity is not subject to licensing, however, in the process of providing catering services, catering enterprises carry out the retail sale of alcoholic products, which is carried out on the basis of a license (it is received within one month from the date of submission of documents to the licensing authority, and before that it is necessary to collect a lot of documents, which can take no less, or even much more time). The impossibility of extending the validity of existing licenses and obtaining new ones can have a significant negative impact on the activities of catering enterprises.

2. The risk of rising prices for products, non-fulfillment of obligations by restaurant suppliers. In their activities, restaurants use a large number of product names and have concluded supply contracts with many product suppliers. The inability to fulfill, non-fulfilment or improper fulfillment of the terms of the agreements concluded by them can significantly affect the cost of dishes, the quality and range of products offered in the restaurant, as well as consumer preferences, significantly worsening the financial results of the enterprise. In particular, the risk of non-fulfillment of obligations by suppliers is likely due to changes in the rules for acquiring excise stamps for labeling alcoholic products (in 2006, it was precisely because of the introduction of new excise stamps by the Government of the Russian Federation that many restaurant business enterprises suffered huge losses).

3. Risk associated with a shortage of qualified personnel. Given the development plans of many restaurants, it can be noted that they need to attract new staff at the restaurant level, as well as qualified office staff. Mostly this work is occupied by people aged 18 to 40 years. Due to the current demographic situation in the country, untimely or incomplete provision of personnel is possible. Also, the restaurant may face the problem of high staff turnover, which is typical for the catering industry as a whole. Changes in the labor market, including an increase in the average wages in the industry can have a negative impact on the restaurant's financial performance. The impossibility of attracting a sufficient number of personnel, retaining them, as well as providing the institution with highly qualified employees of the managerial level may adversely affect the implementation of development plans and financial indicators enterprises.

4. The risk of theft at the catering establishment by the employees of the institution. According to analysts, unplanned losses of this kind (theft) account for from three to 30% of the turnover of most establishments in the industry. The consequences of theft are expressed in an increase in prices for the final product with a decrease in its quality, in a decrease in the number of regular customers of the institution and its competitiveness, in a reduction in the restaurateur's profit. Products, alcohol, dishes, cutlery, interior items, equipment, personal belongings of visitors are subjected to theft.

The most common cases of theft in restaurants are the result of the collusion of several of his employees. For example, the initiators of theft can be kitchen workers led by a chef. It is in their power to disrupt technology by not adding certain ingredients to dishes, to steal surplus products resulting from the incorrect operation of the supply service, which purchases products with a margin of low prices, and use other methods (put water next to a bag of sugar, dilute red caviar with soda, etc.). Also steal through staff lunches. Many restaurants take on the obligation to provide preferential meals to employees, and the chef receives a form every day in the accounting department, where he writes down the products that go “to the staff”. All this is subject to accounting and control, but in practice a cook can write five kilograms, and cook only three.

The second category of theft is the case where "collaboration" to obtain additional income at the expense of the institution, is established between the chef and the manager of the supply service. According to this scheme, products are purchased at inflated prices or, on the contrary, are accepted as less quality and some amount of normal food is “written off”. Often, instead of the products indicated in the reports, completely different ones end up on the table for guests.

Often losses are the result of a manager's mistake or lack of knowledge. It is up to the chef to determine what products and in what quantities the restaurant needs to purchase, and not the purchasing manager, storekeeper or supply department employee. The purchasing manager must technically place an order with the supplier company, but he is not competent in the issue of the range of required products.

The third category of risk is related to the fact that the restaurant business has its own specifics, due to the fact that, unlike most business sectors in food establishments, consumer money goes to the cash desk directly through an intermediary - a waiter. Therefore, service employees are at risk.

In order to steal, waiters use extra menus with their own “arbitrary” prices, show guests an already used check (visitors rarely pay attention to the date and time), print checks on their own, apply evening discounts during the daytime, and close accounts in the evening, sell “own” goods (cigarettes, alcohol, red and black caviar, etc.), negotiate with the cashier and carry individual dishes past the cash register. As a rule, such activities of waiters are carried out under the guidance of a manager, especially since in many establishments all checks are signed by the latter. At the same time, the computer system (Section 2.3.3) complicates their life somewhat, but you can bypass it if you wish. A computer system is a certain algorithm. The accessibility is determined by codes, everyone has access cards to the system, and the accessibility of each employee is limited. For example, a waiter opens an account, but only the cashier closes it, and only the manager can cancel it. Accordingly, if some "cunning" waiter comes across, then he can increase his access with the help of good computer skills.

Also, when installed computer system Accounting service employees can try to negotiate with the managers of the hardware or software manufacturer so that an additional code is set, with which you can cancel the last operation. It is not uncommon for waiters to tell customers that the cash register is broken and present a handwritten bill instead of a receipt.

The fourth category of theft includes dishonest actions of bartenders. As a rule, in a bar, taking an order and receiving money is carried out by one person. Consequently, if desired, the bartender can sell goods brought into the hall on his own, or sell "surplus" strong alcoholic beverages and beer, earned by underfilling and diluting them. Not every visitor can distinguish forty milliliters from fifty by eye, and only a very good gourmet will feel the taste of cheap whiskey in expensive cognac. To prevent this type of theft, you need a good bar manager who can use different accounting systems. For example, the risks on bottles that are visible from afar. Suppose, during the shift, there were three less risks, which means that three servings were sold. The bar manager can check the computerized accounting system to see how many servings have actually been sold. It is also advisable to remove the leftover bar daily.

The fifth model of theft is the most dangerous type of abuse for restaurant business owners. This is a collusion of all restaurant services under the leadership of the manager. Naturally, such a leader has practically unlimited possibilities. It is in his power to create a situation where the majority of employees of the establishment - from waiters and cashiers to kitchen staff, purchasing manager and accountant - will earn money at the expense of the restaurant's profits, receiving their own percentage of stolen products, goods, dishes and drinks.

As a rule, theft, if it starts, then goes from one shift to another and soon quickly spreads to the entire team. There are also two categories of employees - those who earn money themselves, and those who steal and sit on kickbacks.

5. Risk associated with the use of real estate. Many network company restaurateurs rent premises to host catering establishments. In some cases, they enter into lease agreements for a period not exceeding one year. The inability to extend the term of lease agreements, conclude them for the next period, as well as the loss of the right to use the premises, pose a significant and significant risk of reducing the number of restaurants and reducing the financial results of the chain's economic activities. The chain's enterprises are also exposed to the risk of unavailability of lease of real estate objects on commercially favorable terms, which may negatively affect the implementation of its development plans.

6. Production risks. It should be noted that they are quite typical for the objects of the restaurant industry, and due to its rapid development (changes in technology, implementation of the results of scientific and technological progress, etc.) they acquire today most current value. These risks can be expressed by the technical unsuitability of production equipment due to a high level of wear and tear, a low level of technological base, an insufficiently effective control system, etc.

One of the most significant production risks in the restaurant business, there may be a fire at work. According to statistics, in most cases the loudest fires in restaurants in Russia over the past few years have been caused by thermal kitchen equipment (Fig. 33).

This is due to the fact that over time, grease, dust, and dirt accumulate on the surface of kitchen equipment, and especially on air ducts. Therefore, for a fire to start, the slightest ignition of this “ combustible mixture". It can be a flash of flame in barbecue ovens, or vertical grills, or braziers, or ignition of ventilation chambers and air ducts, fat in pans, fat or oil in boilers or pans on stoves with open or closed burners, overheated frying containers (pots, etc.). In a kitchen with heating equipment, there is always a risk of a serious fire.

Any restaurant kitchen must have a sink, as well as an air duct system, therefore, it can be equated to rooms with wet processes or ventilation chambers, and according to NPB 110-03 ", it is not necessary to protect such rooms with an automatic fire extinguishing installation. In reality, it turns out that it is in the air ducts that fat, dust and dirt accumulate, due to which the flame spreads through it instantly. It is not possible to extinguish such a fire with an ordinary fire extinguisher. In some cases, it was necessary to cut the air ducts in order to get to to the source of the fire. precious time leading to further spread of the fire. On this moment The problem of protecting air ducts from fires has not been solved. Russian standards do not provide for local extinguishing of air ducts and kitchen heating equipment.

In turn, extinguishing the working surfaces of the stoves is complicated due to the fact that the temperature of the burning vegetable oil reaches 363 ° C. Burning oil, for example in a deep fryer, cannot be quickly extinguished with water even if there is a sink nearby. Water does not have the proper cooling effect in this case and will cause splashing, which can lead to an increase in the fire and burns. Sprinkler fire extinguishing systems are ineffective for two reasons: firstly, water acts as a fire extinguishing agent, and secondly, the sprinkler will not be able to quickly respond to an increase in temperature, as it is located on the ceiling - away from the kitchen work surfaces. Extinguishing with water cannot be accomplished in a matter of minutes, as sprinklers provide local fire containment and not necessarily extinguishment. Modern kitchens require higher than ever the temperature of the frying oil, as well as efficient and slow-cooling appliances such as deep fryers. All this places higher demands on the means of extinguishing a fire.

7. Risk associated with the activities of users (licensees). Some restaurateurs provide, for a fee, the rights to use the complex of exclusive rights and trademarks owned by the chain to independent users on the basis of commercial concession agreements and license agreements. Such users (licensees) independently carry out entrepreneurial activities using trademarks and other objects of intellectual property of the network. Despite the network monitoring the proper use of intellectual property and maintaining service standards in licensed catering establishments, there is a risk that users provide services that differ in quality from those provided by the network, which may negatively affect the image of the restaurant chain as a whole. In addition, in the event of termination of activities of licensed enterprises, as well as a significant deterioration in performance in existing restaurants, there is a risk of loss of income (remuneration) from the activities of such enterprises, which may significantly affect the financial performance of network enterprises.

8. Inflationary risk - the risk that, with an increase in inflation, the monetary incomes received depreciate in terms of real purchasing power faster than the incomes of the population grow. For the restaurant industry, the manifestation and build-up of this risk can be disastrous, as this leads to a decline in demand for out-of-home dining services. The manifestation of this risk should also be assessed in terms of the impact of tourism (in many restaurants a significant proportion of visitors are foreign tourists). For example, an increase in inflation in Finland will reduce the flow of tourists to St. Petersburg, which will reduce cash flows and tourism income in general.

9. The risk of demand and fashion is the most typical type of risk, which must first of all be paid attention to in catering establishments. This risk includes both the solvency of the client and the competitiveness of the enterprise.

It should be noted that the restaurant business ranks fourth on the list of bankruptcies after ready-made dresses, furniture and photography stores. However, it is not entirely correct to compare ready-made shops and restaurants, since shirts do not deteriorate like salad and fresh fruit. Restaurants also trade in services, amenities, a friendly atmosphere, recreation, performances, etc. The main causes of bankruptcies, according to research by American restaurant business specialists, are:

The general economic situation in the country (not under the control of the restaurateur);

Loss of the market and insolvency of the clientele;

Absence personal experience(this also includes an unsystematic approach and incompetence);

Lack of funds and ineffective management.

In the modern practice of the restaurant business, there are several main ways (methods) to reduce and insure risks:

1) avoidance of risk, i.e., simply avoidance of an event associated with risk. However, the refusal to perform any event means that the catering company will not receive (reject) a significant amount of profit. Here a clear managerial decision;

2) acquisition of additional information. The acquisition of this information enables a more accurate forecast, since the restaurateur often has to make risky decisions when the results of the investment are uncertain and based on extremely limited information. Therefore, the more complete the information support for the projects (activities) under consideration, the greater the opportunity to make a better forecast and reduce the magnitude of the possible risk;

3) diversification of the activities of the catering enterprise. This risk reduction method is the process of allocating capital between various options(objects) attachments that are isolated from each other and have no common ground. In other words, diversification is risk dispersion and one of the most reasonable and relatively less costly ways to reduce the degree of financial risk. However, it cannot reduce the risk to zero. This is due to the fact that the entrepreneurship and investment activities of the catering enterprise are influenced by external factors that are not related to the choice of specific investment objects, and, therefore, they are not affected by diversification.

Thus, diversification allows you to avoid part of the risk in the distribution of capital between diverse activities. For example, when a restaurateur opens three different concept establishments instead of one, he increases the likelihood of receiving an average income and, accordingly, reduces the degree of risk (however, this is more typical for large restaurateurs with significant financial resources). In the restaurant business, diversification as a method of reducing risk has recently been clearly seen in the aspect of the development of this business that a large number of restaurants appear focused not on one (national) cuisine, but on their combination, thus, there are restaurants of European, mixed cuisine, restaurants with catering elements (catering), etc.;

4) limiting - this is the establishment of a limit, i.e., the maximum amount of expenses, loans, etc. It is used by catering enterprises when determining the amount of capital investment. It should be noted that the limit set by enterprises for certain operations is different for each and depends on a number of factors: the scale of the catering enterprise, its financial stability, etc.;

5) insurance in insurance companies. This is one of the most important and most common risk reduction techniques. Its substantive part is that the catering company is ready to give up part of its income in order to avoid risk, i.e., it is ready to pay for reducing the degree of risk to zero. Thus, we are talking on business risk insurance - that is, the risk of not receiving the expected income from the enterprise's business activities. Under a property insurance contract, the risk of losses from business activities due to a breach of their obligations by counterparties of the catering enterprise or changes in the conditions of this activity, due to circumstances beyond the control of the entrepreneur, including the risk of not receiving expected income, can be insured;

6) self-insurance. This method assumes that the catering company prefers to insure itself than to buy insurance from an insurance company. Thus, it saves on insurance capital costs. Self-insurance is a decentralized form of creating insurance (reserve) funds directly at enterprises, especially those whose activities are most at risk. The main task of self-insurance is to promptly overcome temporary difficulties in the financial and commercial activities of a catering enterprise. In the process of self-insurance, various reserve and insurance funds are created. Reserve cash funds are intended, first of all, to cover unforeseen expenses of the enterprise, accounts payable, expenses for the liquidation of an economic entity;

7) risk insurance by the skillful management of the enterprise. Consider this method insurance in relation to the risk of fire in public catering establishments.

To date, the global fire statistics have given thought to the leading manufacturers of fire extinguishing systems in Europe and America, and to solve this problem, automatic systems firefighting kitchen equipment and air ducts. The experience of installation of installations of this type has shown that such systems are effective, honed, accentuated. More than 90% of the 200 best restaurant chains in the Old and New Worlds are already protected by such fire protection systems, and in many cases this is a requirement of insurance companies. But, unfortunately, according to the NPB 110-03 in force in Russia, such systems are not required, which leads to fires of increased complexity, as well as to human casualties.

The fire extinguishing system for kitchen equipment and air ducts is completely self-contained and suppresses the fire by spraying a fire-extinguishing liquid composition onto dust collectors, kitchen surfaces, and also into the exhaust system. High efficiency of fire suppression is achieved due to the purposeful installation of spray nozzles on the expected sources of ignition. In the event of a fire, the special fusible locks of the detection system react to the increased release of thermal energy, and when the temperature reaches the set level, the fusible lock opens and the mechanism for launching the compressed gas cylinder is triggered. Compressed gas (nitrogen or carbon dioxide) enters the tank with liquid extinguishing agent and at the same time into the air cylinder of the shut-off valve, which shuts off the gas supply to the kitchen burners. The system also provides dry contacts for disconnecting electrical equipment and transmitting a signal to the building's fire alarm station. The indisputable advantage of the system is the fact that the storage of the fire extinguishing agent is provided in non-pressure stainless steel cylinders. The liquid extinguishing agent flows through the pipeline system to the spray nozzles, quickly suppressing the flame. Since the composition has a neutral pH, it does not harm kitchen equipment. In order to prevent re-ignition, the composition forms a dense cooling foam coating on the surface to be protected, preventing further spread of fire.

Such systems are designed individually for each kitchen. Depending on the surface area of ​​the heating equipment, the amount of fire extinguishing composition is calculated, as well as the number and type of spray nozzles. For each type of kitchen heating equipment and air ducts, optimal options for nozzles have been developed. Fusible locks of the detection system are designed for six response temperatures (Table 32).

Table 32. Types of fusible locks for fire detection systems in a restaurant

Now in Russia, some restaurateurs are already starting to take care of the safety of both their business and the people who participate in it. The cost of the building, interior design of dining rooms is now so high that fire protection is already becoming a vital necessity and a sign of a quality restaurant business. A fire extinguishing system for kitchen equipment and air ducts is provided by the Holiday Inn and Hyatt hotel chains. Arkady Novikov's group of companies, as a trendsetter in the capital's restaurant business, is already using such systems in equipping kitchens and air ducts in its restaurants. Only a combination of such security systems as an automatic fire alarm, a fire warning system for people, a video surveillance system, an access control system in combination with a local fire extinguishing system for kitchen equipment and air ducts can fully guarantee the safety of the restaurant business.

Consider this method of insurance also in relation to the risk of theft and theft in the restaurant business.

So, here we can distinguish the following methods of risk reduction (insurance):

Computerization. With the help of a computer, most of the functions of chefs, technologists, managers and accountants are automated. The computer independently evaluates the consumption of raw materials, calculates the cost ready meals, accounting for revenue and performs a lot of other operations based on data received from employees. All this information is received by the accounting department, which keeps records of the proceeds of funds. To control the data obtained in catering establishments, periodic inventories are carried out;

Inventory is the most effective way to deal with abuse. Of course, it is impossible to deduce accounting “by zeros” in the kitchen. For example, after finishing work, cooks put a meat portion in the freezer until the next shift. In fact, the meat is frozen, and the day after it is defrosted, some percentage of the weight will be lost. All these data cannot be taken into account, so the most important thing is to systematize the process, create an algorithm for deriving acceptable coefficients and determine the parameters of the work of all employees and services. Then it is only necessary to constantly analyze this data and make changes to the computer according to the change in the input prices of the products. If the pros and cons fit into the system, then everything is fine, if not, you need to re-calculate and look for the cause of the discrepancies;

In addition to inventories, most restaurateurs conduct periodic checks, use video surveillance of the hall, bar and cash desk, service printing (a modern analogue of Soviet brands), and some of them go even further - resort to the services of private security companies and set up internal security. In many restaurants, there is a security guard at the exit who checks employees for “extra” items. A metal detector is used to search for cutlery;

Cross-checks of restaurant workers with the effect of surprise;

Proper organization of the institution. As practice shows, the largest percentage of abuse occurs in restaurants, where management uses harsh discipline, rudeness, fine systems, unreasonable dismissals and other similar methods as motivation to keep the team in constant fear. Most often, theft occurs in restaurants where there are no bonuses, opportunities for career development and where it is possible to earn money only by theft;

Recommendations from previous place, which are required for employment in many restaurants, somewhat restrain the situation. Today, many chefs and restaurateurs have a lot of "black" lists, according to which you can transfer information about employees prone to theft.

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Running a food business is no easy task. If you are looking for a guide on how to start a restaurant business for dummies, then this article will be helpful for you.

Recently, the restaurant business is gaining more and more popularity. But there are already too many competitors on the market, and in order to earn trust, you need to try.

Like any other business, the development of a restaurant business requires drawing up detailed business plan and not just ideas. It should contain items such as:

• Identify features, analyze the market and competitors.
• Registration of a business, obtaining the necessary permits, during which the relevant documents must be issued.
• Choice of institution format.
• Calculation of expenses and profits to find out the upcoming costs of the restaurant business.
• A plan that describes the production of the establishment.
• Detailed business plan.
• The basic marketing plan that will help to successfully organize this business.
• Stages of opening your own restaurant business.
• Risk analysis, where you need to describe all possible problems.

Opening stages

For those who are just learning the basics of such a business, it is important to follow all the stages of opening their own restaurant business and not forget anything. In the course, you can find out whether you can implement all the ideas, successfully manage the catering alone, or open a family restaurant business.

• The first step is to register your own restaurant business, obtain documents and permits from institutions.
• Then decide on the concept, paint the ideas and features of the future institution.
• Based on the previous paragraph, a room is selected, design ideas appear.
• Hire staff to provide quality service to the establishment.
• Buy everything you need.
• Create a restaurant menu. A variety of cuisines will successfully affect the profit of the institution.
• Set a date for the founding of the restaurant. As an attraction of the first customers, you can organize interesting holiday or show program.

Registering your business

Before carrying out any activity that generates income, it is mandatory to register with the tax service. Otherwise, for maintaining restaurant activities without registration threatens criminal, tax and administrative liability.

There are several registration options, but for a small restaurant business, a company with limited liability because IPs are not allowed to sell liquor. You also have the right to choose the form of taxation, the most beneficial will be a simplified scheme in which entity will pay 6% of total income or 15% of net profit. But in addition to registering an LLC, you will need to collect various documents in order to obtain permission to open a restaurant business.

If you do not understand at all how to start your restaurant, then you can turn to lawyers for help.

Market and competitor analysis

Before you open a restaurant from scratch, you need to thoroughly study your direct competitors and business features. You need to choose the direction of the restaurant business, calculate its expected profitability, costs, prospects. This will help to find out whether it is profitable to open an institution.

In the course of its activities, the project cafe may face the following types of risks:

External risks:

▪ deterioration in the possibility of obtaining raw materials and various materials;

▪ increase in prices for raw materials and supplies;

▪ changing consumer requirements;

▪ increased competition;

▪ changes in prices and demand for the firm's products;

▪ loss of positions in the market;

▪ unexpected trends in the development of the industry;

▪ difficulties in obtaining a bank loan;

▪ changes in the general economic situation in the country, including changes in the taxation system, exchange rate, increase or unexpected decrease in inflation, social instability in the country.

2. internal risks:

▪ disruption of work plans due to lack of labor force, lack of materials and violation of the terms of their delivery;

▪ non-fulfillment by customers and contractors of their obligations (for objective and subjective reasons);

▪ errors in work planning;

▪ changes in management;

▪ change in technology, deterioration in the quality of manufactured products and a decrease in labor productivity;

▪ direct damage to property (transport accidents, equipment, materials, property of contractors, destruction, theft or damage to goods during transportation, risk associated with natural disasters), indirect losses associated with the dismantling and redeployment of damaged property, violation of the work schedule;

▪ financial risk.

Risk management procedures should be aimed at reducing the likelihood of risk situations. The following methods can be used to reduce the level of risk:

v diversification. Assumes the distribution of investment funds between the various activities of the company. Incurring losses in one type of activity, it can make a profit by developing another activity. This approach is a good basis for ensuring the sustainability of the enterprise to changes in the internal and external environment of the company.

v insurance. To reduce the degree of risk, property insurance is used (risk insurance contract construction, insurance of equipment, cargo, etc.), accident insurance (that is, insurance of general civil and professional liability), insurance of the price of goods against the risk of either an undesirable drop for the manufacturer or an increase unfavorable for the consumer (hedging).

v limitation. It involves setting limits on the amount of expenses, sales volumes on credit, on capital investments, etc.

v reserve funds to cover unforeseen expenses. Creation of a fund of funds to cover contingencies associated with the elimination of the consequences of the onset of risk: financing additional work, compensation for an unforeseen increase in material, financial and labor costs arising in the course of the operation of the enterprise.

v distribution of risk. Sharing risk between project participants

v obtaining all necessary, reliable information about the forthcoming choice and results.

In our case, it seems appropriate to use insurance and reserve funds to cover unforeseen expenses.

It is also necessary to remember that any situation is easier to prevent than correct, so the cafe management needs to pay special attention to the diversification of production, market research of market conditions, the use of letters of credit for goods, price adjustments, the creation of reserve funds and so on. The more complete and reliable information about the external environment is obtained, the more opportunities there will be to prepare a good forecast and reduce the risk.

CONCLUSION

Thus, the goal of the project is to create a themed children's cafe "Rainbow" in the South-Western district of the city of Odintsovo (at the intersection of Pushkin and Lenin streets) to serve the residents of the city.

The activity of the enterprise being created is aimed at providing services in the field of public catering for people with an average income level.

The chosen location and theme of the cafe are determined by the increased demand from potential consumers and the absence of direct competitors.