Start with a comparable period
Weekly revenue alone explains little. Compare the same number of working days, separating weekdays and weekends. Mark holidays, dining-room closures, banquets and schedule changes. If the restaurant opened longer this week, higher total revenue does not necessarily mean better productivity. Keep a brief note beside the report to preserve context a month later.
What happened to traffic and average check?
Break revenue into check count and average check value. For example, 100 checks at ₴600 generate ₴60,000. The following week, 90 checks at ₴650 generate only ₴58,500. Average check rose, but revenue fell. If guest counts are reliable, also assess revenue per guest to distinguish changes in party size from changes in spending.
Is the dining room operating efficiently?
Assess dining-room revenue alongside capacity and opening hours. Compare lunch and evening intervals using RevPASH. A low value may relate to few guests, small orders or long visits. Do not rely on a single figure: add occupancy, visit duration and the manager’s observations.
Are sales economics holding up?
Review food costs and staff costs separately. More sales after a promotion do not always mean more contribution margin. Compare dine-in and delivery sales, since packaging and commissions change their economics. Do not combine all channels into one conclusion about dining-room efficiency.
Finish the review with one action
Choose a problem the team can investigate next week: lunch order mix, cancellation losses or staff scheduling. Record the action, owner and verification metric. Start the next meeting with that result before moving to a new report. Use market benchmarking as additional context, not an explanation for every change.
Formulas at hand
Find definitions and educational calculations in RestaMatrix Academy.