| I've sold to restaurants for over 25 years. Most | | | | How many deliveries are coming through your |
| are mom and pop's, and some are upper scale | | | | back door every week? How many times a |
| white tablecloth fine dining. The mix also includes | | | | week do you have to stop what you're doing to |
| schools, hospitals, and nursing homes. | | | | put up another order? How many checks do you |
| So many restaurants continue to think that they | | | | write every week? How many pickups and |
| need to buy from numerous suppliers in order to | | | | credits do you deal with every week? How much |
| obtain the best pricing for the items they | | | | time does it take your accountant to keep track |
| purchase. In my opinion, this is not and never has | | | | of all these suppliers? |
| been the best strategy for a restaurant if they | | | | When you consider all these things, it just doesn't |
| want to grow their business and improve their | | | | make sense to do this week after week, but |
| bottom line. | | | | trying to convince some operators how much |
| All the chain accounts you see everyday only | | | | time and energy they are wasting is just useless. |
| have one main supplier. You can rest assured that | | | | That time could and should be spent working on |
| they have spent millions perfecting their business | | | | getting new customers through the front door. |
| model to capitalize on their return on investment. | | | | So try to resist this path of cherry picking all your |
| There are a lot of areas that cost you money if | | | | suppliers in hopes of improving your bottom line. |
| you have multiple suppliers. How many sales | | | | The chain accounts have a proven system, why |
| people do you have to deal with each week? | | | | not use it for your own benefit? |