“We’re starting a new concept.”
“Is there a system to business development we can follow to mitigate risk?”
The short answer is yes.
In this chapter, I’ll share our approach at Miick. It works. The steps we take provide both structure and flexibility. And luck has nothing to do with it.
Over the years, our success has come from starting companies that have corporate structure in unit #1. They also have the feeling of a great independent restaurant, full of passion and purpose in unit #50 (or higher). There is a way to get the best of both worlds. That’s the focus of this chapter. Get ready for an overview of a structured approach that works because it holds great flexibility at the same time. We call it the Miick Method©.
Years ago, I started — on a highly intuitive level — wanting to treat our staff really well. At the same, I was (and still am) explicit about fiscal goals and the performance expectations of our teams. As years passed, my approach evolved into data-based academics and a proven track record. Why is structure and discipline important?
Two reasons: First and foremost, what I learned to appreciate about the restaurant industry is our speed of delivery with the expectation of each transaction being perfect. Restaurants are the only business I know of that incorporate research and development, production, inventory management, purchasing/receiving, marketing, sales, accounting, human resources, sincere well-being and service delivery, all in what must be safe and sanitary conditions, let alone done under one roof and on a daily basis. Our production cycle is multiple times an hour, not week or month, and the expectation is zero defects. When done well, great restaurants create an indelible experience for our guests, members community, region, and sometimes nation. Once established, the expectation of our brand experience is constant. We meet our brand expectation or we don’t. There is no wiggle room.
Second, over the years it’s become clear that, regardless of industry, regardless of size or scope, six steps had to be taken to create, maintain and expand excellence. At first these six steps were intuitive. Over the years, each has become fine-tuned, data-based, and tested time and again. While the steps/systems are consistent, there has been — and is — a unique nuance within each owner or company we’ve worked with that keeps these six steps from being rolled out as a cookie-cutter model. Each of the six steps stands on its own and simultaneously supports the others. To maintain excellence, we’ve found that each is needed in some way, shape or form. The Miick Method© includes the following six steps.