Group 01 of 05, Can people find me?
Discovery & Reputation
Your Google Business Profile and review velocity are the two highest-leverage free discovery assets available to any restaurant. Both are directly addressable this week.
D01, How actively do you manage your Google Business Profile?
Consider: photos, menu link, booking link, opening hours, review responses. 48 hours is the response window most cited in hospitality reputation management: fast enough to signal attentiveness, realistic enough to maintain without a dedicated resource.
Not managedProfile exists but has not been actively updated or monitored.
Partially completeSome fields are filled but photos, menu, or hours are outdated or missing.
Mostly maintainedProfile is broadly complete but review responses are inconsistent.
Actively managedFully complete, photos current, booking link live, all reviews responded to within 48 hours.
D02, How structured is your approach to generating and responding to reviews?
Consider: do you actively ask guests for reviews, and do you respond to all feedback? Weekly new reviews signals consistent asking rather than occasional. 24 hours for responses keeps the conversation current on the platform.
No processReviews arrive passively. We rarely or never respond.
ReactiveWe respond sometimes, but there is no structured process to generate new reviews.
EmergingWe ask guests occasionally and respond to most reviews, but it is not a weekly discipline.
StructuredWe actively ask every table, receive new Google reviews weekly, and respond to all feedback within 24 hours.
Group 02 of 05, Do they come?
Reservations & Floor Productivity
No-show rate is a recoverable cost only if it is tracked. Turn time is a revenue multiplier only if it is managed. Most operators absorb both without measuring either.
D03, How well do you manage reservations and reduce no-shows?
Consider: confirmation process, no-show tracking, deposit for larger groups. 24 hours prior is the standard confirmation window, enough notice to re-release the table if needed. Groups of 5 or more represent a meaningful revenue risk per no-show, which is why the deposit threshold starts there.
No processReservations are taken informally. No-show rate is not tracked.
BasicReservations are recorded but there is no confirmation system or no-show tracking.
DevelopingWe confirm reservations but do not formally track no-show rate or use deposit for groups.
StructuredWe confirm all reservations 24 hours prior, track no-show rate weekly, and hold a deposit for groups of 5 or more.
D04, How actively do you manage floor productivity and guest experience during service?
Consider: turn-time targets, floor pacing, how guest issues are tracked and resolved.
ReactiveService is managed by feel. No turn-time targets or guest experience tracking in place.
InformalWe manage the floor based on experience but without defined targets or tracking.
DevelopingTurn-time expectations exist but are not formally tracked or briefed to the floor team.
StructuredTurn-time targets are defined by daypart, briefed before each service, and guest experience issues are logged and reviewed.
Group 03 of 05, Do they spend?
Cover Value, Mix & Margin
Spend per cover, beverage contribution, menu margin engineering, and delivery economics are four separate levers, each addressable without raising prices.
D05, How well do you track and manage spend per guest?
Consider: do you know average cover value by daypart, and is upselling structured?
Not trackedWe do not track average cover value.
Overall onlyWe know the overall average but not by daypart, and there is no structured upsell approach.
Tracked, not coachedWe track average cover value by daypart but do not have a structured upselling approach for the floor team.
Tracked and coachedWe track spend per guest by daypart and the floor team has structured upsell moments built into service.
D06, How actively do you manage beverage and high-margin mix?
Consider: beverage as % of revenue, whether the floor team suggests by default. 25% is a widely used minimum threshold for full-service F&B; below this, beverage is typically being left on the table rather than actively sold. Well-managed concepts typically sit at 28-35%.
Not managedBeverage revenue is not tracked separately. There is no beverage strategy.
Available, not promotedBeverage is on the menu but rarely suggested. Most guests order water or nothing.
Tracked, not structuredWe track beverage revenue but the floor team does not have a consistent recommendation approach.
Actively managedBeverage contributes over 25% of revenue, the team recommends by default, and mix is reviewed monthly.
D07, How well does your menu reflect margin, not just popularity?
Consider: do you know contribution margin by item, and are high-margin items in prominent positions? Reviewed within 12 months is the minimum, menu engineering not revisited in over a year is likely reflecting costs and demand patterns that no longer apply.
No visibilityWe price based on market benchmarks. Margin by item is not tracked.
Food cost tracked, not by itemWe track overall food cost percentage but have not done a margin review by item or category.
Partial visibilityWe have a sense of high- and low-margin items but have not formally repositioned the menu around this.
EngineeredWe know contribution margin by item or category, high-margin items are in prominent positions, and we have reviewed the menu in the past 12 months.
D08, Do you know whether your delivery channel is contributing or eroding margin?
Consider: net margin per order after platform commission, packaging, and incremental labour.
No visibility / not applicableWe do not participate in delivery, or we participate without any view of the economics.
Revenue tracked, not marginWe track delivery revenue but have not calculated actual net margin after all costs.
Suspect but unconfirmedWe sense the economics are weak but have not formally assessed it.
Fully visibleWe know net margin per delivery order after all costs and use this to decide which platforms and items to offer.
Group 04 of 05, Do they come back?
Guest Retention & Corporate Pipeline
A 5% improvement in guest retention is worth more than acquiring the equivalent in new covers. Most restaurants have no mechanism to contact past guests, making every service night effectively a cold start.
D09, How structured is your approach to capturing and reconnecting with past guests?
Consider: do you capture contact data, and do you use it to communicate directly with guests? 200 contacts is a low bar for any restaurant active on reservations for six months or more, it signals consistent data capture, not scale.
No mechanismWe have no way to identify or contact past guests.
Data collected, not usedThe reservation system captures contact details but we have never used them to re-engage guests.
Some engagementWe have a database of guest contacts and communicate occasionally, but there is no regular cadence.
StructuredWe actively capture guest data, maintain a list of 200+ contacts, and send at least one direct communication per quarter.
D10, How proactively do you pursue corporate, group and private dining?
Consider: do you have a group dining package, a rate card, and an outreach process for nearby businesses? Three events per quarter, roughly one per month, is the minimum frequency that makes corporate dining a repeatable channel rather than an occasional booking.
Not pursuedCorporate and group dining is not something we actively consider or pursue.
Reactive onlyWe accommodate groups when they contact us but do not proactively pursue corporate accounts.
Package exists, no outreachWe have a group dining package or rate card but no systematic outreach to nearby businesses.
Active pipelineWe have a corporate package, proactively reach out to nearby companies, and completed at least 3 corporate events in the past quarter.
Group 05 of 05, Am I making money?
Labour, Daypart & Cost Visibility
Without visibility into labour productivity, daypart contribution, and cost structure, every other dimension in this diagnostic is being managed against assumption rather than evidence.
D11, Do you track labour productivity against the sector benchmark?
The SGPC Food Services Productivity Report benchmarks Singapore F&B at S$60-65 sales per man-hour.
Not trackedWe do not track labour productivity in any form.
Labour cost % onlyWe track labour as a percentage of revenue but do not calculate or monitor sales per man-hour.
Calculated, not benchmarkedWe can calculate sales per man-hour but have not compared it to the S$60-65 sector benchmark.
Tracked and benchmarkedWe monitor sales per man-hour, know where we sit relative to the sector benchmark, and use the data to inform scheduling by daypart.
D12, How deliberately do you manage revenue across different dayparts?
Consider: do you track revenue and margin by daypart, and is there a strategy for slower periods?
No trackingWe do not track performance by daypart.
Aware, not strategicWe know which periods are busier but have not built a strategy around quieter slots.
Tracked, some actionWe track revenue by daypart and have made some effort to address slower periods, though it is not fully structured.
Actively managedWe track revenue and margin by daypart and have at least one deliberate strategy for our lowest-performing period, set menu, bar programme, private hire, or event format.
D13, Can you state your cost structure with confidence?
Consider: food cost %, labour cost %, rental %, and net margin %, can you name all four today?
No visibilityI do not have clear visibility into our cost structure across all lines.
Partial visibilityI know some lines but others are estimated rather than tracked. I could not state all four figures with confidence today.
Mostly clearI know our cost structure broadly but do not review it formally or with consistent frequency.
Full visibilityI can state food cost %, labour cost %, rental %, and net margin % with confidence and review them at least monthly.