One store learns. They all learn.
Every group already has the answer to most of its own problems. It is just sitting in one restaurant, and nobody else knows. A play is one thing a restaurant does measurably better than the rest — more drinks on a check, tighter labor, fewer giveaways — found by comparing your restaurants against each other and against nobody else’s.
This page shows how every number on it was worked out. Every assumption, every guard, and a sum you can add up yourself. It is here rather than on the front page because a method that long, sitting under a number, reads as a defense — and there is nothing here to defend.
Four steps, every Tuesday.
Three in the morning, once a week.
Syphor takes the last thirty days and compares all your restaurants on seven measures: drinks, appetizers, desserts, average check, labor, voids and discounts. Thirty days, not last night — one good Friday is not a play.
Anything 15% from the middle gets flagged.
Ahead of the group is one to copy. Behind is one to fix. Nothing in between is worth anybody’s morning. That is what turns 31 plays into 18 to copy and 13 to fix.
Then it goes looking for the reason.
Six weeks of that restaurant’s logbook, read for what changed. A number on its own is a curiosity; the reason is the thing another manager can actually do on Monday. If it cannot find one, it does not guess — it asks the manager.
And it prices it on the others, not on itself.
What the play is worth is what the other restaurants would gain by closing the gap, priced on their own covers and their own sales. The restaurant that already does it gains nothing — it is already doing it.
What is thrown out.
A thousand checks, or it cannot set the bar.
A restaurant needs 1,000 checks in the window before it can set a play. A quiet room with fourteen covers can beat everybody on average check and teach nobody anything.
Twice the middle is ignored.
Anything more than twice the group’s middle is thrown out. A restaurant that different is not a lesson, it is a different business — an airport unit, a stadium, a room that only does weddings.
$299,073, a month.
Here is the column.
That is the six biggest plays, not all 31. It is a month, not a year. And it assumes the other restaurants close a quarter of their own gap, not all of it — nothing here assumes a restaurant becomes the best one, only that it moves a little way toward it.
And it is not profit. $139,835 of it is sales the group did not take — drinks, appetizers, desserts — and those sales carry their own cost. $159,238 is money it did not spend, on labor, discounts and voids. Only the second half lands whole. We would rather split it than let you add it to the wrong line.
Where each one comes from: Denver runs labor under the group’s middle over those thirty days; Brooklyn’s is one more check in twenty carrying a drink at nine dollars; Miami’s is a third of its discount gap. Each is priced on the other restaurants’ own sales and their own checks.
Demonstration data. An invented group of restaurants. The plays, the arithmetic and the way each one is priced are the ones the product returns.
Never another business.
A play is your restaurants against each other. It is never a benchmark against somebody else’s group, and it is never a prediction. Nothing in a playbook is a forecast of what next month will do — it is what one of your own rooms did last month, and what the others would have made doing the same.
And it is not a ranking. The restaurant at the bottom of a measure is not named to the group; it is sent the play, with the reason.
SyphorOne page, every morning.
There is no bigger plan.
Every restaurant gets all of it on the first morning — $199 a restaurant a month, and a setup charge that happens once.
Or tell us what you run — we set it up. Or read a whole morning — one night, every lens.
Read a whole morning — one night, every lens. Or five pages, as a PDF, for somebody who has to see it and was not on the call.