Historically, the idea of opening a restaurant arises for two distinct reasons.
The first reason is a conscious decision to dedicate one's life to the culture of food, beverages, and entertainment. Typically, such individuals have a clear understanding that they possess the internal resources for realization, genuinely believe in their idea, are passionate about it, and are focused on quality and results. The weak point of this category is that their business plan is often very raw and optimistic, and they may not fully grasp all the operational details because they are driven by inspiration and the desire to showcase their product. Only in about 20% of cases do their projects succeed, as most of these startups are doomed to fail due to inaccurate calculation of all indicators.

The second reason is "romantics." This category includes businessmen who feel the need for a reputation-enhancing project, which will complement their main endeavors and, most importantly, become a place where they can invite their business partners to spend time together and reach key agreements on their primary business directions. They do it not for the money but for the glory. Rare exceptions might be those who see the economic attractiveness of investing in franchises, where the financial model is transparent, clear, and predictable. Even in this case, there's a touch of romance involved, as the entertainment industry is always shrouded in a veil of intrigue and perpetual celebration. This approach carries fewer risks, as businesses with such goals are easier to handle financially, often operate regularly, and have a consistent revenue source. However, the focus of such an approach is not primarily on the quality of the product or service but on the image. In my experience working with this category, a tendency towards grandiosity often emerges: the tallest/longest/most expensive/biggest/etc. in the country or the world. These projects, more often than not, turn out to be failures because something bigger and more significant is launched somewhere else every day.

For me, it is always essential to know why someone is starting a project. I have even formulated a key question for everyone who seeks my assistance or consultation. I always ask, "Why are we doing this?" Is it to make money? To delight one's spouse and friends? To pass it down as an inheritance to children? To capitalize on the investment? And so on. When a person can answer this question clearly right away, we often end up with a fantastic project.
It's worth noting that the answer significantly influences the future concept. Therefore, before stepping onto the delicate ice of the restaurant business, answer honestly to your internal questionnaire: What am I doing, and for whom? What result do I want to achieve? How much time can I invest in it? How much money am I willing to spend on it, where can I get it if I run out, and will I be able to fulfill my obligations to external investors?

If you manage to formulate clear answers for yourself, you will undoubtedly gain an understanding of whether taking the next step is worth it. You must live through this emotion, listen to yourself, recognize the philosophy of your idea, and why it deserves to exist.

There's one more life hack I follow at the starting stage. I always advise my clients to formulate their concept and choose a location based on the principle: what can my business give to this place, how will it improve the environment around it, what problem will it solve for people, rather than the other way around.

In summary of all the above, I can say one thing: approach your decisions critically and thoughtfully!
To be continued...