10 questions. No right or wrong — just describe your reality. See exactly where your operation is leaking.
10 Questions · Auto-advance · Free · Confidential
Question 1 of 1010%
Supply Chain Audit
Every month the supplier invoices keep shifting — but you dare not touch the menu price. You have no idea how much your margin is being silently eaten.
What is your current food cost percentage?
AAbove 36%
B31% – 35%
C26% – 30%
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SOP System
The moment you leave the store, kitchen output slows down, front-of-house staff don't know how to reset tables, and you end up being the most exhausted "firefighter" in the building.
How dependent is daily operation on you being physically present?
AEverything stalls the moment I leave — I have to be there every single day.
BMy managers handle the daily flow, but any unexpected problem or spending decision still needs me to step in.
CFull checklists and front-to-back workflows are in place — even weeks away, the business runs properly.
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Efficiency & Automation
You installed QR ordering, but front-of-house staff are still running paper dockets into the kitchen all day. Peak hour is still chaos. You paid for tech but saved zero labour.
What is the real automation status of your daily ordering, scheduling and kitchen workflow?
AFully manual — paper dockets, verbal orders, kitchen runs on handwritten slips.
BQR ordering is installed but front and back are not connected — staff still manually reconcile paper receipts.
You watch the brand next door open 5 new outlets in a year. You want to expand too — but the moment you calculate the deposit, fit-out cost and manpower, capital and headcount hit a wall.
What is the actual situation of your brand expansion right now?
AStill at the idea stage — capital or manpower is completely blocking any real progress.
BLooking for franchisees or planning the next direct outlet — but the heavy asset investment feels too high to move forward.
CBrand is packaged as a lean, replicable model — expanding primarily through partner or franchisee capital.
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Financial & Repricing
Ingredients and supplies keep going up. But you are afraid that the moment you raise prices, customers will all walk to your competitor. So you absorb the cost yourself and watch your margin shrink.
When was the last time you systematically reviewed and restructured your menu pricing and product mix?
AOver 2–3 years ago, or never — mainly because I'm afraid loyal customers will leave if I raise prices.
BAdjusted some prices in the past year based on gut feel or watching competitors — no precise margin data behind it.
CEvery 6–12 months, pricing and product mix are systematically reviewed against real supply chain cost data.
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Lease & Landlord
The mall forces a 15% rent hike at renewal and you have no leverage to push back. Or one outlet is clearly losing money — but the contract is locked and the reinstatement cost makes closing too expensive.
How are you currently managing your rental lease and landlord negotiations?
AAt renewal we mostly accept whatever the landlord says. Or: one outlet is loss-making but the exit penalty makes closing too costly.
BRenewals are signed at standard market rate — no surrounding site data, no pre-agreed exit mechanism built in.
CStructural exit clauses are written into every contract from day one. We use brand capital to negotiate favourable terms with landlords.
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Regulatory Compliance
Daily operations are a mess, documentation is incomplete, and every day you're quietly praying the SFA or MUIS inspector doesn't walk through the door for a surprise audit.
What is your readiness for an official SFA / NEA / MUIS surprise audit right now?
ANo systematic documentation. A surprise inspection or licence renewal is something we genuinely worry about.
BWe get through audits, but every inspection cycle triggers a last-minute scramble to patch together the paperwork.
CA permanent digital pre-audit system is in place. A surprise inspection at any time would pass without issue.
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Delivery Platform Erosion
Delivery orders account for half your volume. You're busy every day. But at month-end, after Grab and Foodpanda take their 25–30% cut, net profit is almost zero. You're working for the platform, not yourself.
What is the real profit status of your third-party delivery channel?
AHigh delivery volume — but after platform commission, this channel is at zero profit or a slight loss.
BListed on platforms with marked-up prices to absorb commission — but no proprietary pick-up or direct-to-consumer channel.
COnline-offline profit mix is intentionally designed. Delivery share is balanced and we own a direct pickup channel with higher margins.
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Government Grants
You've heard of PSG and EDG grants. But every time you ask, the paperwork is overwhelming — and you have to front tens of thousands in cash first, then wait months for reimbursement. Or you got sold an overpriced system by a vendor who just wanted the grant money.
What is your actual utilisation of Singapore enterprise transformation grants — PSG, EDG, MRA?
ANever successfully accessed any — process too complex, or full upfront cash requirement killed our cash flow.
BApplied for PSG through a vendor and bought 1–2 off-the-shelf systems — but the system barely gets used and the real problem remains.
CA long-term capital plan is in place — using EDG or MRA strategically for high-level SOP rebuilding or overseas expansion.
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Core Strategic Direction
Tomorrow morning when you wake up — do you tackle the cost first, fix the lease situation, or scale the system? The hardest part is deciding where to start.
Right now, what is the single most urgent business objective you need to execute?
AFind every cost leak, renegotiate suppliers, reverse losses and restore real net margin.
BBuild front and back SOPs and a KPI accountability system so I can step away from daily operations.
CPackage my concept into a micro-franchise blueprint and scale fast using external capital and business networks.
DResolve a landlord dispute, restructure an existing lease, or lead a clean strategic exit from a loss-making outlet.
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Your 10-Dimension F&B Health Score
0
/90
WHAT THE DATA REVEALS
Observations — not verdicts. Every pattern below has been seen before.
Questions Worth Sitting With
THESE QUESTIONS DESERVE REAL ANSWERS.
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