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For many years, we have designed, implemented and put into operation industrial kitchen and laundry projects for different needs and demands (hotel, restaurant, cafe, construction site, school, mass food production, camp, social facility kitchens… etc.) in many countries of the world.

Again, we visited food and beverage venues that produce products and services for different target audiences in many countries of the world, made tastings, listened to their stories, watched and commented. We held meetings with food and beverage professionals from different cultures and different geographies, made trips, and worked together on many projects with qualified partnerships.

In short, we witnessed that the successes of institutions established, taken over or managed by people who “approach their work wisely” in the food and beverage sector can be permanent and developed.

As we continue to learn and develop every passing day, we have shared what we have learned and the solutions we have developed with our always improvement-focused environment at almost every opportunity, and we continue to do so, and we will continue to do so.

If a person and/or persons who want to enter the food and beverage sector and open a business ask for my indispensable advice, I sincerely express that “approaching the business wisely will cost the cost of learning, otherwise the cost of mistakes will witness the end of the business and/or itself”.

The intention of “making a profit” is mostly at the basis of the desire to open a business, which is mostly based on investors, and the expectation from the profit, although it is an income, becomes a realistic appearance with the bitter realization that this is an expense when the business is put into service.

In business candidates coming from the salon or kitchen, there is usually a financier-supported high conflict potential structure and/or a shallow and narrow view and/or a budget, a potential focused on developing as you learn or see, and a generally aimless, indecisive and inconsistent approach in all processes.

The common problem in investor-oriented businesses and business owners with salon or kitchen backgrounds is their I/we know approach. In order for a business to be run healthily, apart from the initial investment and working capital, the healthy structuring and management of all processes from the kitchen to the service is only necessary for the beginning of the business, it is not sufficient for its continuity.

Another great danger that a person can face regarding his business is the dangers that he is unaware of. Therefore, the operator should be able to look at his/her business with different eyes without waiting for a problem to occur or should not neglect to have his/her business looked at. It should not be forgotten that routine checks of the human body also strengthen the possibility of treatment and prolong life with the early diagnosis of possible problems.

In the process of opening a restaurant, the investor, operator, architectural staff and kitchen consultant must definitely work together and design the business together and put it into operation, otherwise it should be emphasized once again that very heavy error costs will occur instead of learning costs.

First of all, you should know that: choosing the right place for a food/beverage business may not guarantee your success, but choosing the wrong place will be the most important factor that will bring your failure.

When you start looking for a place for a food/beverage business, determining the location (location) will be the best decision. The rental fee you will pay for the real estate you will find in the location you will determine should preferably be 10% of your targeted turnover, and if you have a hard time, it should not exceed 15%. Otherwise, the amounts you will pay will hopefully make you work for the property owner in a short time.

Before making a final decision on the location of the real estate, first of all, the existing structure regarding the chimney and ventilation, which are the basic needs of cooking, should be reviewed, and if necessary, it should be investigated and clarified whether the necessary arrangements can be made and whether they will create a problem within the framework of environmental factors.

The investor or business candidate who comes out of the business hall or kitchen usually looks for a place for his/her business in a location that would be ideal for the place where he/she can implement a concept that he/she has created in his/her mind over time and parallel to his/her past achievements. The investor candidate who does not have a history related to the hall or kitchen, on the other hand, first focuses on finding a real estate in the right location. When he/she finds a place in the right location, he/she concentrates on questioning and researching the right concept options for that location.

If the real estate in the right location is found, the main element that will contribute and support you in deciding for the business concept to be opened in the location is the type of service. In other words, fast service or in other words, eat and go; or slow service, come, sit, spend time, chat, eat and drink, then go?

Your preference forms the content of the investment you will make and the details of your needs. Along with the service type selection, I definitely recommend that you work with a team consisting of a food and beverage consultant who is an expert in their field, who is experienced in the food and beverage sector and preferably has worked in the position you have chosen before, an architect with solid references in the food and beverage sector and preferably an industrial kitchen professional who is also experienced in the sector. This will cost you the cost of learning, otherwise it will cost you mistakes, which will be very heavy….

In many countries abroad, there are real estate offices whose only business is the sale and rental of food and beverage venues. Similarly, architectural offices whose only business is the design and implementation of food and beverage venues. These offices reduce the potential for possible mistakes by the investor or operator, as well as ensuring that many problems that may be noticed during the operation or during the commissioning phase are eliminated before they occur in the design and construction process.

In our country, so many interesting investors are opening businesses or making investments that it is impossible to understand. A restaurant is established, its main purpose is to sell food in pots over the internet, but the website cannot be opened even four months after it is opened for restaurant business! A business that focuses on takeaway service and has no connection to any chain is opened, but it has no visibility in the street and does not have any potential in its surroundings. A business that provides service with a heavy service is opened because there is too much traffic to the public transportation stop, and it is soon understood that almost everyone there is concerned with reaching their destination as soon as possible, and unfortunately the business closes down….

My last word, location is always important, but always. Finding a suitable property in the right location should be the goal.

Concept is a magical word that is not magical but never changes its place in the top three in the order of priorities in a restaurant opening. In the Turkish Language Association dictionary; it is the equivalent of concept, which is expressed as French in origin and has the contents of 1.fel, Concept. 2.Understanding, view. 3.Style. 4.Order.

When we meet an investor or investor-manager who has the idea of ​​opening a food and beverage venue for the first time, we often have difficulty explaining the concept of concept. The reason is that a person who does not have experience in the sector cannot grasp the power and scope of this magical concept, which will determine the spirit of the entire business rather than being visible and tangible. The ideal concept for a venue must definitely be developed and created together with the architect, manager and food and beverage consultant.

The manager, in order to reach his expectations and expectations, uses his resources; The architect ensures the design and implementation parallel to the expectations and resources; the food and beverage consultant ensures the optimization of the architecture’s design and implementation parallel to the expectations and resources of the operator. In the process of optimizing the business concept, the food and beverage consultant asks critical questions for the entire business such as menu, location, target customer and expectations and finds and ensures answers to these questions.

The creation of the business concept by evaluating all the data by a food and beverage consultant together with the operator and with architectural support prevents the business from becoming a possible shepherd’s mate in chess. The support to be received from people with a kitchen or salon background in determining the concept is one-sided and mostly exhausts or destroys the business with error costs rather than learning.

The biggest mistake an investor-business owner can make is to set out without a concept or without determining a concept, with limited knowledge or experience of a person with a background in a salon or kitchen, and with so-called solutions that focus only on a very small portion of the needs of the business.

Concept; covers and structures all details and processes such as the menu, preparation and presentation of the menus, the interior decoration of the business from the entrance, solutions for the expectations and needs of the target customer group, and the flow of the process that the business will go through, directions in reaching the business and within the business, personnel and material entries and exits.

Conclusion; When you create your concept and open your business, do not overlook your competitors, watch them. Do not reduce or fluctuate the quality you have created while trying to make a profit, keep your business focused on improvement alive and live….

The working group that should be formed or created for the “industrial kitchen” that will be structured according to the space found for the restaurant planned to be established and the determined concept; should consist of the investor or investor-operator, an architectural company with experience in the food and beverage sector, preferably a consultant with previous experience and experience in the food and beverage venue and the determined concept, and a company that is experienced in kitchen project contracting in industrial kitchen devices, industrial kitchen equipment, and industrial kitchen project preparation and industrial kitchen project implementation.

If we summarize the mistakes and results frequently made in the working group formed for the industrial kitchen installation to be made in the restaurant opening process,

“Instead of a consultant in industrial kitchen planning, the choice of the chef or chef who is thought to be employed or agreed to be employed when the business is opened

It is a huge mistake for the habits, experiences and possible previously used industrial kitchen devices and industrial kitchen equipment of the person who is thought to do this job to be the sole determinant and guide in the industrial kitchen planning or structuring of the business. When the chef or chef who makes these possible determinations leaves, the person who will replace him will definitely have new investment demands and the preferences of the person who left will be shown as the address to be shown in case of possible failures.

In industrial kitchen design, instead of an experienced architectural company in the hospitality sector, choosing an architect who works from home or is inexperienced in the hospitality sector

Mostly, investors or investor-operators who do not have sector experience, while making an architectural choice, first proceed through the candidate or candidates who can guide them and usually present an offer consisting of suitable budget and payment terms. After such a choice, the wrong architect or architectural company; instead of guiding and realizing the quality and quantity of the work, produces solutions focused on fulfilling the wishes and desires of the investor-operator and in ways that include risks that they cannot foresee and that may later cost serious error costs instead of learning. Afterwards, unfortunately, expense, expense and in short, waste…

In the industrial kitchen project, the project company that will carry out the commitment does not focus on experience, application and later service, but on the cheapest total solutions

The project application company that will carry out the industrial kitchen project application correctly structures the products and quantities that the business needs while carrying out the project, taking into account the correct workflow. Starting from the entrance of personnel and products, the entire kitchen; accepting goods, storing, preparation, cooking, service, dishwashing and then all the processes of waste within the business, considering HACCP standards, projects its solutions and plans and structures its applications. However, instead of focusing on the right kitchen with the equipped and experienced structure that will produce these products and services, the investor usually prefers a person who does not have the solution details needed and generally does not have a corporate structure, “the cheapest and the right product, but it does the job” or a company with a shallow infrastructure and a fast collector that includes supplies made up of products in stock in the sector. In the subsequent operation process, these preferences tire the investor and cause serious error costs, not learning.

Instead of focusing on the kitchen of the business to be opened, focusing on the hall and staff, resulting in the necessity to open the business with the wrong products and equipment in order to be ready for the opening

However, here too, since the investor usually focuses on contents such as decor that come into direct contact with the staff and customers, instead of focusing on the kitchen during the opening process, they tend to focus on the kitchen or the agenda related to the kitchen very close to the opening. When this is the case, the mentally and financially tired and worn out investor and/or operator takes action quickly, regardless of whether it is the cheapest product or the one in stock… This later leads to much greater error costs rather than learning…