Sample result
High-Impact Campaign Builder for Restaurants
The owner asked this:"I want to lift the operating margin without touching menu prices: Tuesday-to-Friday lunch runs at 79% of what the kitchen can handle and the delivery platform is eating what our own delivery leaves behind. Where do I strike, and with what figure?"
① The objective, in covers and in pesos
The window is Tuesday-to-Friday lunch, 12:00 to 14:30, across both locations. Two were ruled out. Sunday midday runs at 92% of what the kitchen can serve without dropping the standard —52 covers per location against a ceiling of 56— and six more covers per location stretch the wait for the family table, which is the one that comes back. Friday and Saturday nights are not among your peak moments: the house has no practised hand there, and you strike where it already knows how to respond.
| Row | What gets written down |
|---|---|
| Objective | 9,200,000 COP of extra sales between Tuesday the 1st and Friday the 25th of September. That is 2,300,000 COP a week; divided by the 48,000 COP average check, 48 more covers a week: 6 per location per lunch day. |
| Audience | The 30-to-45 professionals who already eat lunch on weekdays within 3 km of each location. Weekend families stay out of it: that slot is not touched. |
| Message | "The house lunch, served and paid for before your hour runs out." One idea, and it is his, not yours. |
| Offer | House lunch, 44,000 COP: three-meat sancocho or garlic trout in the lunch portion, house lemonade and dessert of the day. Tuesday to Friday, 12:00 to 14:30, four weeks, 30 plates per location per day. |
The house bandeja stays out of the offer on purpose: it sells on its own at 42,000 COP, and putting it in the set would have given up margin without bringing a single new cover.
The sum against the team. The 18 operations people split 9 to a location. With those 9, the window serves 44 covers per location per day today and holds 56 before the second course starts running late. The 6 the campaign asks for take it to 50, with 6 of headroom left. If your baseline over the previous 8 weeks is not 44, the objective is recalculated before anything is printed. Illustrative figures, built from the data you gave.
② The four-week calendar
The Channel column only takes what already brings money in: the dining room, your own delivery and the delivery platform. Instagram and WhatsApp move people but collect nothing, so they live inside the action and not in the column.
| Week | Channel | Action | Owner | Done when |
|---|---|---|---|---|
| 1 · Sep 1-4 | Dining room | Card on all 30 tables and the server's line, said in one sentence before the menu is handed over | Floor manager | All 30 tables set on Tuesday at 11:55 |
| 1 · Sep 1-4 | Own delivery | Insert in every package, with the house lunch and the location's WhatsApp number | Delivery assistant | 400 inserts out by Friday |
| 2 · Sep 8-11 | Own delivery | One-to-one message to everyone who ordered in the last 60 days; no broadcast list | Admin | 12 orders carrying the ALM code |
| 2 · Sep 8-11 | Dining room | Instagram ads within 3 km of each location, Tuesday to Thursday only, between 10:00 and 13:00 | Admin | 160,000 COP spent of the 640,000 |
| 3 · Sep 15-18 | Delivery platform | Note on the listing: the house lunch is served in the dining room. The plate is not listed there | Admin | Listing updated on Tuesday |
| 3 · Sep 15-18 | Dining room | Card inside the check with the closing date written on it: Friday the 25th | Floor manager | 25 extra covers that week |
| 4 · Sep 22-25 | Own delivery | Call the 20 who ordered once in September and did not come back | Delivery assistant | 20 calls made by Wednesday |
| 4 · Sep 22-25 | Dining room | Last day announced at the table and at the door; the card comes down Friday at close | Floor manager | Cards collected on the 25th at 15:00 |
The offer is withdrawn on Friday the 25th and does not get stretched. At 60 days an offer stops being a campaign and becomes the new price, and by then nobody thanks you for it.
③ What the offer gives up
The costing sheet first, the poster after. The three lines come from the standard recipe with the lunch portion weight, which is not the evening one.
| Line | Cost per cover |
|---|---|
| Three-meat sancocho, lunch portion | 9,800 COP |
| House lemonade | 2,100 COP |
| Dessert of the day, house cake | 2,100 COP |
| Total | 14,000 COP |
Against the 44,000 COP price, food cost lands at 31.8%, under the 32% ceiling the campaign set itself. The whole house runs at 34%: this plate was built backwards, from the cost towards the price, and that is why it fits. Payroll and rent stay off the plate and sit in the budget.
The margin given up. A normal 48,000 COP cover, at 34% raw material, leaves 31,680 COP of contribution. The house lunch leaves 30,000 COP. The difference is 1,680 COP per cover, and it is only lost on the guest who was coming anyway and switches to the set.
The covers that give it back. Assumed, until you check it against your own tickets: 4 in 10 covers from the baseline switch, which is 141 of the 352 in a week. That gives up 236,880 COP a week. At 30,000 COP of contribution each, 8 new covers a week give back everything conceded, and the objective asks for 48. Put the other way round: one new cover pays for what almost 18 regulars give up.
Why the plate is not listed on the platform. With the 27% commission the same lunch leaves 18,120 COP instead of 30,000. Those 11,880 COP of difference are, almost to the peso, what this campaign is trying to win back. Illustrative figures.
The full example has 2 more part(s): you see them inside the library, with your account.