店舗が管理すべきは、客数？顔数？

飲食店を経営しているとよく、今日の客数は何人だったかと言う話をすることが多い。
実際にレストランの売り上げは客数×客単価だからだ。
大手飲食企業も客数が2億人を超えました、と言っているところもあるがはたしてどうなんだろうかと？
実際にそうだろうか。

客数とは、実際にお店に来た人の数ということだと思うのだが、そこに個人の属性が何もないことに違和感を覚える。
お金を払ってくれた一つの生き物という感じだ。。

店舗の数字状態を語るには、「客数」という指標は非常に便利だが
店舗の健康状態を語るには、「客数」では管理できない。

本来の店舗のあるべき姿を見える化するには「顔数」（かおすう）で管理するべきだ。

例えば客数と顔数 の違いは、1人でそのレストランに3回行くと、客数は3になるけど、顔数は1だ。
本来、飲食店の経営状態の指標は「顔数」であるべきだとおもう。

誰が固定客で、その人は何回来てくれてるか、最近いつ来たのか、その管理をすべきだ。
販促やマーケティングのためではない、店舗の健康状態を把握するために必要なことだとおもう。

通信販売企業がよく使う顧客分析のRFM分析、 これを飲食店で管理している企業は聞いたことがない。
R    Recency(最新来店日）
F    Frequency（来店回数）
M    Monetary（利用金額）

このRFM分析による管理の仕方は、確実に顔数管理だ。
飲食がいまだに水商売と言われる所以は、顧客の管理が非常に大雑把だからだ。
雨が降れば客数が減る。近隣でイベントがあれば客数が増える。
他に影響され続ける不確実な店舗売上。。

その店舗に顧客が増えた理由が明確に何もわからない。。
不確実な仮説のもとに議論するから、答えも不確実だ。。

昔ながらの女将がいるような小料理屋で客数管理なんてしてるところはないだろう。
〇〇さんは今月3回来た。〇〇さんは今週3回も来られた。

これが本来の顧客管理だ。

飲食企業は顧客管理リテラシーが非常に低い。
顧客が来なければ、メニューのせいにしてメニューを変える、売価のせいにして値引きする。商品ボリュームのせいにして量を増やす。
果たそてそれが正解か？

飲食店の業態カテゴリーにもよるけれど、FFのような生存欲求の飲食店（お腹を一杯にする場所）の場合はそれで当を得る。

あなたの飲食店のカテゴリーが生存欲求の飲食店ではない場合、本来やるべき業務はそこではなく自店の健康状態分析だ。RFMによる自店分析だ。

お店の会員カードやアプリがあれば簡単にできるだろう。

R    Recency(最新来店日）　
ランク3段階　1（過去３ヶ月以内に来店）2 （過去半年以内に来店）3 （半年以上来店なし）
F    Frequency（来店回数）　
ランク3段階　A（過去30回以上）B（過去10回以上）C（初来店）
M    Monetary（利用金額）飲食の場合、客単価は大きく変わらないので無視

例えば、
FのAの枠（来店回数が過去に30回以上の客の枠）に客が多い店舗は非常に安定感がある。
FのCの枠に客が少ないのは将来が非常に不安である
Rの2の客を全員、Rの1に持っていくことができたら、その売上は2倍になる

等々いろんな分析ができる。

クロス分析もできる。
FのA＆Rの2（過去30回以上来てる超固定客なのに半年来店がない）の属性はどんな人で、
その枠には店舗として何をするべきか？
FのB＆Rの3（過去10回以上来てるのに、半年以上来店なし）属性はどんな人？
FのC＆Rの1（初来店で3ヶ月以内に来た人）にはこれからどんなアプローチするのが効果的？

顔数管理をすればできることがたくさんある。
仮説のたて方も非常に具体的になる。

このような分析できるソフトも世に出ているし、弊社でもサポートできます。

ご興味あればお問い合わせください。


AssentiaHoldings,Inc.
CEO　Akira Tsuchiya

atutiya@assentia-hd.com

↓English

Should the store manage the number of customers? The number of faces?

When you run a restaurant, you often talk about how many customers you had today.
This is because restaurant sales are actually number of customers x number of customers.
Some major restaurant companies claim to have over 200 million customers, but how is that really true?
Is that really true?

I think the number of customers means the number of people who actually came to the restaurant, but I feel uncomfortable that there are no personal attributes involved.
It's like it's one living thing that paid for it.

The "number of customers" is a very useful indicator to talk about the numerical state of a store, but it is not a very useful indicator to talk about the health of a store.
However, to talk about the health of a store, the "number of customers" cannot be used to manage the store.

To visualize the ideal state of a store, it should be managed in terms of the "number of faces.

For example, the difference between the number of customers and the number of faces is that if one person goes to a restaurant three times, the number of customers is three, but the number of faces is one.
Essentially, the indicator of a restaurant's business status should be the "number of faces.

You should keep track of who is a regular customer, how many times that person has been to your restaurant, and when they came recently.
This is not for sales promotion or marketing purposes, but is necessary to understand the health of the store.

I have never heard of a restaurant managing RFM analysis, which is often used by mail order companies.
R Recency (date of latest visit)
F Frequency (number of visits)
M Monetary (amount spent)

This method of management by RFM analysis is definitely a face-count management.
The reason why food and beverage is still called a "water business" is because customer management is very rough.
If it rains, the number of customers decreases. If there is an event in the neighborhood, the number of customers increases.
Store sales are uncertain and are constantly influenced by other factors.

We don't know anything definite about the reason for the increase in customers at that store.
The answer is also uncertain because the discussion is based on an uncertain hypothesis.

No small restaurant with a traditional proprietress would keep track of the number of customers.
Mr. 00 came three times this month. Mr. 00 came three times this week.

This is the original customer management.

Food and beverage companies have very low customer management literacy.
If customers do not show up, they blame the menu and change the menu, or blame the selling price and discount the price. They blame the volume of products and increase the quantity.
Is that the right answer?

It depends on the restaurant category, but in the case of a survival-needs restaurant like FF (a place to fill up), it is the right thing to do.

If your restaurant category is not a survival-needs restaurant, then your job should be to analyze your restaurant's health status.

If you have your restaurant's membership card or app, it would be easy to do.

R Recency (date of latest visit)　
Rank 3 levels 1 (Visited within the past 3 months) 2 (Visited within the past 6 months) 3 (No visit in more than 6 months)
F Frequency (number of store visits)　
Rank 3 A (30 or more visits in the past) B (10 or more visits in the past) C (first visit)
M Monetary (Amount spent) Ignored in the case of food and beverage, since the price per customer does not change significantly.

For example,
A store with many customers in the A slot of F (customers who have visited the store 30 or more times in the past) is very stable.
A store with few customers in slot C of F is very uncertain about its future
If all the customers in R's 2 could be brought to R's 1, their sales would double.

Various kinds of analysis can be done.

Cross analysis is also possible.
What are the attributes of F's A & R's 2 (very regular customers who have visited more than 30 times in the past, but have not visited in 6 months)?
What should the store do to address this?
What kind of people are the attributes of B&R 3 of F (customers who have visited the store more than 10 times in the past but have not visited in more than 6 months)?
What is the most effective way to approach F's C&R 1 (those who came within 3 months of their first visit)?

There are many things that can be done with face count management.
The hypotheses can be very specific.

There is software out there that can do this kind of analysis, and we can support you.

Please contact us if you are interested.

AssentiaHoldings,Inc.
CEO Akira Tsuchiya
atutiya@assentia-hd.com