A restaurant is a business which prepares and serves food and

drink to guests in return for money, either paid before the meal,
after the meal, or with a running tab. Meals are generally served
and eaten on premises, but many restaurants also offer take-out
and food delivery service. Restaurants vary greatly in appearance
and offerings, including a wide variety of the main chef's cuisines
and service models.
History of Restaurants
Greece and Rome[edit]


A Roman Thermopolium inPompeii.
In Ancient Greece and Ancient Rome, thermopolia (singular thermopolium) were small
restaurant-bars that offered food and drinks tocustomers. A typical thermopolium had
little L-shaped counters in which large storage vessels were sunk, which would contain
either hot or cold food. Their popularity was linked to the lack of kitchens in many
dwellings and the ease with which people could purchase prepared foods. Furthermore,
eating out was considered a very important aspect of socializing.
In Pompeii, 158 thermopolia with a service counter have been identified across the
whole town area. They were concentrated along the main axis of the town and the
public spaces where they were frequented by the locals.
[1]

China[edit]
See also: Chinese restaurant


Ajisen Ramen restaurant inNanjing.
In China, food catering establishments which may be described as restaurants were
known since the 11th century in Kaifeng, China's northern capital during the first half of
the Song Dynasty (9601279). Probably growing out of the tea houses and taverns that
catered to travellers, Kaifeng's restaurants blossomed into an industry catering to locals
as well as people from other regions of China.
[2]
Stephen H. West argues that there is a
direct correlation between the growth of the restaurant businesses and institutions
of theatrical stage drama, gambling and prostitution which served the
burgeoningmerchant middle class during the Song Dynasty.
[3]
Restaurants catered to
different styles of cuisine, price brackets, and religious requirements. Even within a
single restaurant much choice was available, and people ordered the entree they
wanted from writtenmenus.
[2]
An account from 1275 writes of Hangzhou, the capital city
for the last half of the dynasty:
The people of Hangzhou are very difficult to please. Hundreds of orders are given on all
sides: this person wants something hot, another something cold, a third something
tepid, a fourth something chilled; one wants cooked food, another raw, another chooses
roast, another grill.
[4]

The restaurants in Hangzhou also catered to many northern Chinese who had fled
south from Kaifeng during the Jurchen invasion of the 1120s, while it is also known that
many restaurants were run by families formerly from Kaifeng.
[5]

Western world[edit]


Restaurants on Greek islands are often situated directly on the beach. This is an
example from Astypalaia.
In the Western world, while inns and taverns were known from antiquity, these were
establishments aimed at travelers, and in general locals would rarely eat there.
[citation
needed]
The modern idea of a restaurant as well as the term itself appeared
in Paris
[6]
around 1765 when Boulanger began to sell "restaurants" and other foods:
Restaurants constituted another sort [of eating establishment], a new one if we define
them as places where one can order a meal from a range of choices at a range of times
and eat it on the premises. About 1765, people rounding the corner of the rue Bailleul
and the rue des Poulies, just a few blocks east of the Caf de la Rgence, passed by
the innovators sign: Boulanger dbite des restaurants divins (Boulanger sells divine
restaurants). Boulanger was originally a soup vendor and certain soups were known as
restaurantsliterally, restoratives. The Encyclopdie defined restaurant as a medical
term; it is a remedy whose purpose is to give strength and vigor. Thanks to Boulanger
and his imitators, these soups moved from the category of remedy into the category of
health food and ultimately into the category of ordinary food....Almost forgotten in the
spread of restaurants was the fact that their existence was predicated on health, not
gustatory, requirements.
[7]



Tom's Restaurant in Manhattan was made internationally famous bySeinfeld
United States[edit]
In the United States, it was not until the late 18th century that establishments that
provided meals without also providing lodging began to appear in major metropolitan
areas in the form of coffee and oyster houses. The actual term "restaurant" did not enter
into the common parlance until the following century. Prior to being referred to as
"restaurants" these eating establishments assumed regional names such as "eating
house" in New York City, "restorator" in Boston, or "victualing house" in other areas.
Restaurants were typically located in populous urban areas during the 19th century and
grew both in number and sophistication in the mid-century due to a more affluent middle
class and to suburbanization. The highest concentration of these restaurants were in
the West, followed by industrial cities on the Eastern Seaboard, with the lowest number
of restaurants per person located in the southern states.
[8]

In contemporary times[edit]
Latin America[edit]
Colombia[edit]
In Colombia, a piqueteadero is a type of casual or rustic eatery.
[9]
Meals are often
shared, and typical offerings include dishes such as chorizo, chicarron, fried organs,
fried yuca,maduro and corn on the cob. Customers order the foods they want and the
prepared foods are served together on a platter to be shared.
[9]
The word piquete can
be used to refer to a common Colombian type of meal that includes meat, yuca and
potatoes, which is a type of meal served at a piqueteaderos. The verb form of the word
piquete, piquetear, means to participate in binging, liquor drinking, and leisure activities
in popular areas or open spaces.
GOALS
As a restaurant owner, your goals and objectives should be tied to your mission and value
statements. Ensure goals and objectives are specific, measurable, achievable, realistic and timely.
This will provide you with a plan to follow and the ability to recognize the point you achieve
success. It is not necessary to set goals for every facet of your restaurant business, but it is
important to focus on key elements. Update your goals and objectives when necessary, as
business plans become dated. The goals you set for the first year of business should vary from
the goals and objectives for year three or year 10. Get your team excited about achieving these
objectives by including them in the planning.
Marketing
Marketing is pivotal in keeping a restaurant running. It is important to retain your existing
customer base while growing the restaurant by attracting new diners. An example of a marketing
goal might be to attract new diners from a particular neighborhood. Objectives might include
using social media to engage potential diners in conversations about food, to join the
neighborhood summer activities planning committee and to send a direct mailer inviting people
from the neighborhood to try a free appetizer.
Expenses
Expenses are a serious concern for any business owner. However, in the restaurant business,
unnecessary expenses such as food waste, excessive labor and overpriced necessities can lead to
a sizable dip in profits. When setting goals to keep expenses in line, consider the areas of labor,
food, overhead and employee retention. An example of a goal might be to keep food costs at less
than 40 percent of all revenue. Objectives could then focus on low food waste, finding affordable
food vendors and maximizing resources.
Related Reading: What Is the Business Difference Between Objectives & Goals?
Revenue
Revenue goals are important, since money is the driving force of the business. An example of a
revenue goal might be to average sales in a certain range - between $250,000 and $300,000 for
example - for the first three years. To write your objectives, consider figuring how much revenue
you would need each month to achieve this goal. Also consider if there are months or weeks
busier than others. Perhaps your business increases during the holiday season when people are
busy shopping and have less time for cooking. Next, break down by how many meals/units need
to be sold each week and each day. Consider your dining crowd. If you're more likely to have a
full house on weekends, the revenue goals for these days will be higher than weekdays. An
objective may be "We will maximize sales of desserts on weekdays by including a special two-
course menu."
Service
Excellent service paired with quality food is a base plan to keep diners returning. An example of
a restaurant service goal might be to provide the best front-of-house service of any area
restaurants. Objectives would then define what this experience would look like. Perhaps diners
would be greeted within two minutes of entry and seated within 10 minutes. Objectives could
also include an edict that diners receive water and bread at their tables no later than five minutes
after seating.
Service Style
One important decision to make when starting a restaurant is the service style of the
establishment. The service style determines the layout, menu, inventory, food prices and dcor of
the restaurant. The service style of a restaurant depends on your personal preferences, target
market and location. Knowing the characteristics of the main types of service styles can help you
pick the right style for your restaurant business.
Fast Food
A fast-food or quick-service restaurant provides the quickest service and food at the cheapest
prices. The dcor in most fast-food restaurants is simple. Fast-food restaurants are often
franchises of a brand with many locations. The largest-fast food chains operate globally. Some
individuals choose to open small, local, non-chain fast food restaurants. Fast-food restaurants
often include a place to dine, while some may possess only drive-through or walk-up windows
for customers to order and pick up food. Fast-food restaurants often serve hamburgers, chicken,
sub sandwiches, Mexican fare or ice cream.
Fast Casual
Fast-casual restaurants are similar to fast-food restaurants, but customers often perceive the food
as healthier or of higher quality. The perception of healthier or higher-quality food allows
owners of fast-casual restaurants to charge higher prices than fast-food restaurants. Customers
usually order their food at the counter and sit down at a table to enjoy their meal. Of course, fast-
casual restaurants give customers the option to order food to go. Many fast-casual restaurants
serve a specialized type of food, such as Mexican, Chinese or fresh-baked fare. While a fast-food
restaurant may serve fried chicken meals, a fast-casual place may serve roasted chicken,
vegetables and baked bread.
Related Reading: Business Plans for Starting Up a Restaurant
Fine Dining
Fine-dining restaurants usually come with the most elaborate menus and expensive prices.
Owners of fine-dining restaurants want to present an atmosphere of elegance and grace. Many
require customers to make reservations to dine. Some restaurants enforce a certain dress code,
while others do not. Fine-dining restaurants employ chefs who attended culinary schools and
possess many years of experience. Most customers do not mind paying the expensive prices
because of the perceived value they receive from eating at fine-dining restaurants. Some
restaurants offer five-course meals and an expensive and expansive wine list.
Casual Dining
Casual-dining restaurants offer food similar to fast-casual establishments but with a table-service
dining atmosphere. Most casual-dining restaurants provide a family-friendly environment. The
menus at casual dining restaurants are usually more extensive than at fast-casual places. Casual-
dining restaurants employ waiters who take customers orders and serve the food. The prices of
casual-dining restaurants are lower than at fine-dining restaurants, but a little more expensive
than at fast-casual places. These restaurants may serve a variety of pastas, chicken dishes and
simple seafood dishes. Some have highly specialized menus, but others serve a broad range of cuisine.

Industrys broader vision and how it co relates to service culture:
A vision statement spells out the future direction of an organization and where it sees itself in the long
term. Great business organizations in history have always been built by leaders who had a great vision.
There are several excellent examples of vision statements from organizations that have achieved
extraordinary success and global leadership in fields they had envisioned for themselves.
VISION STATEMENT
Being the best means providing outstanding quality, service, cleanliness, and value, so that we make
every customer in every restaurant smile.
Integrity and Fairness It all starts with integrity and fairness. We trust in the integrity and
fairness of each other to always do the right thing, to be open, honest and forthright with ourselves
and others, to demonstrate courage, to solve without blame and to follow through on all our
commitments.
Respect and Caring We reach out with respect and caring. We have a genuine interest in the
well-being of others. We know the importance of listening, the power of understanding and the
immeasurable value of support.
Diversity - Even though we have a common vision, we embrace and celebrate our individual
differences. We are strengthened by a diversity of cultures, perspectives, attitudes, and ideas. We
honor each other's heritage and uniqueness. Our power of diversity makes a world of difference.
Always Learning, Always Teaching - We learn from others as they learn from us. We learn. We
teach. We grow.
Being of Service Being of service is our pleasure. We treat people as special and appreciated by
giving of ourselves, doing more than expected, anticipating needs, and making a difference.
Teamwork Teamwork works. By trusting one another, we bring together the best in all of us and
go beyond the boundaries of ordinary success.
Excellence - We have a passion to set and to pursue, with innovation, courage and humility, ever
higher standards.

LEVEL OF CUSTOMER SATISFACTION:
Goal of every owner of restaurant is customer satisfaction. Due to very tough competition, only the
best and most persistent survive in the hospitality industry.
Service tailored to customer needs
Conducting business activities towards satisfying the needs of customers is the basis of every
business success story. Activities fulfilling the desires and needs of the guest, among the rest are:
reception, accommodation, food, entertainment and other activities.
Tourism and hospitality are the fastest growing industries and are more and more measured by the
ability to provide tailored services for each guest individually. Profitability and effectiveness depend
upon how successfully specific customer needs and desires are met.
The biggest role in achieving business success is played by customer service made possible by good
communication among employees. Mutual understanding, harmony and interaction among
employees are in every way felt by the customer who, based on those relationships, evaluates and
remembers positive as well as negative experiences.
Communication with the customer
Direct communication with the customer is very important and, if conducted properly, represents best
advertising for your business. Reversibly, poor communication and customer dissatisfaction will lead
to overwhelmingly negative consequences. Recognizing customer needs and meeting them through
excellent quality service leads to greater customer satisfaction.
Positive energy is the foundation
For the guest to feel positive energy, the same energy has to exist among the employees. First step in
achieving this for you, the owner, is to take care of your staff: recognize when one of them has a
problem (leave your personal issues at home is not the best approach), talk to them, and try to help
them. Sometimes, you will be unable to help but showing that you care matters to your employee,
who will appreciate this when coming to work and when communicating with customers.Your guest
can feel that energy and spread restaurant customer satisfaction.
Success formula
How critical attention to customers and employees can be, is best illustrated by examples of Tony
Hsieh (Zappos) and Gary Vaynerchuk (Wine Library).
Tony was a millionaire at the age of 24, selling his first company to Microsoft for an amazing 265
million USD. He believed he had a success formula. After that, he joined an online shoe store that
surpassed Amazon in online sales, having higher prices but paying greater attention to customer
service. Amazon purchased Zappos in 2009 for an even more amazing 1.2 billion USD. Customer
service does pay off :).
Garys experience was just as remarkable. He moved from a local wine shop owner to one of the
biggest wine sellers in the world by providing service to each buyer directly, in the store or online,
advising them, recommending wine, in case of a misunderstanding explaining in detail why
something was done the way it was.
The level of quality of the service you offer is directly related to the level of customer satisfaction. In
the hospitality industry, the central service, selling the service itself and the product, is taking care of
the customer.
Get to know your customers
Customers expectations originate from:
value system, social status and culture,
attitudes towards the culture they are visiting,
personal value systems,
momentary moods,
their habits.

Providing high quality customer service involves:
knowledge of the culture customers come from,
understanding and acceptance of their specific characteristics,
recognizing their expectations,
excellent knowledge of everything a certain location has to offer,
ability to communicate in several languages,
being open, in a good mood, smiling and being very polite,
Your customers have different needs, but the most important ones are:
changing their surroundings,
satisfaction with their accommodation,
good food and drink,
seeing natural beauties,
having experiences they will remember,
and lastly, peaceful and pleasant rest and sleep.

financial impact the industry has on the economY

The facts
The industry's annual sales now top $660 billion.
Each $1 spent in restaurants generates an extra $2 in sales for other industries
Industrys share of the food dollar is now 47 percent
Total economic impact of the industry is estimated at $1.8 trillion
Sales constitute 4 percent of the U.S. GDP
Feeding the U.S. economy
With restaurants on every street of our towns and cities and along vast stretches of
Americas roads and highways, restaurant industry activity has become a huge
component of the U.S. economy. The industrys economic health is now a leading
indicator of the nations economic health, and industry growth is a significant factor in
the nations economic outlook.

Restaurant industry sales are growing, with projected sales of $660.5 billion in 2013,
up approximately 9% in two years. On a typical day, restaurant industry sales are $1.8
billion across the 980,000 restaurant locations nationwide. Today, restaurant industry
sales are 4% of the U.S. GD.
Employment satisfaction level and methods to measuring it:
COLUMBUS, Ohio About half of restaurant employees surveyed recently
expressed low levels of satisfaction with their jobs, according to a new study.
A quarter of the employees showed average levels of satisfaction while the remaining
quarter said they were very satisfied with their jobs.
The results are not good news for restaurants, which seek a satisfied and motivated
staff to make customers happy, said Thomas George, co-author of the study and
associate professor of hospitality management at Ohio State Universitys College of
Human Ecology.
The results suggest restaurants may need to do more to develop good relationships
with their employees, George said.
Measurement method.
The methods we use to measure the factors affecting the job satisfaction level are
Self-Administered questionnaire. The instrument for this research is taken from
multiple items especi ally through internet and from previous job satisfaction
studies. We use the five point Likert scale, dichotomous and unforced choice
questions. We employed and modified the questionnaires based on the results of the pilot
study so
ther e l i a b i l i t y a n d v a l i d i t y o f t h e s u r v e y q u e s t i o n n a i r e w o u l d
i n c r e a s e a n d t h e q u e s t i o n n a i r e l o o k mo r e ma n a g e a b l e . A l s o , o u r
i n s t r u me n t i s r e l a t i v e l y s h o r t ques t i onnai r e s o t hat i t can be eas i l y u
nder s t andabl e t o t he r es pondent s . Over al l questions are fully structured
Managers need to be prepared to give up some control and increase their levels of
trust in their employees. Giving employees the opportunity to make relevant
decisions concerning their jobs may lead to increased job satisfaction.