The Demand
Before your next pricing decision, answer honestly: who is actually sitting at your tables, night after night — not who you hoped would, not who the concept was designed for on paper. Name whether you have a price-sensitive Guest or a value-sensitive Guest, and decide whether your current menu is priced for the Guest you have or the one you imagined.
The Work
Who is actually walking in, night after night — describe them, not your original concept target:
Price-sensitive or value-sensitive:
Does this Guest decide based on the number, or on whether the experience justified the number:
Is your current menu built for the Guest you have, or the one you designed for on paper:
The value delivery check:
Is your price currently being questioned by Guests — yes or no:
If yes, is that a pricing problem or a value delivery problem:
The one gap between what you deliver and what you charge that you will close this month:
44 years. 200+ independent operators coached. 34 restaurants opened from scratch.
I work with restaurant operators who know something is wrong and are ready to find out what it actually is — and with leaders who are ready to build something that lasts.
The complete framework is in my new book: The Operator’s Playbook
Call or text: +1-817-797-2929 Email: Jeffrey@JeffreySummers.com
