Building a bit on yesterday: it's certainly true that not all businesses fit neatly into EITHER a "shoe store" OR a "restaurant" model.

The simplistic model doesn't entirely account for all biz models (like subscriptions) or industries (like law), but argue it has some utility.

But, today, restos!

Restos focus entirely of getting people in the door. Full stop.

Location is incredibly important (this is why sometimes Starbucks has stores on two sides of the same street corner - to service people going both ways in their cars)

For restos, high-traffic areas near offices, tourist spots, or residential neighborhoods are best.

Their marketing & ambiance need to be on point.

Staff training also important. Great staff == repeat visits.

Opposite is true. Ever had a bad server, & never returned?

I have.

Restos have inventory that can go bad - both food, but also beverage.

They do well to focus on their supply chain (to keep food fresh), seek to reduce waste (e.g. supply & demand management & forecasting), & optimize their menu.

A b-school prof (Americus? Reibstein?) once brought in the CMO for a well-known food chain who described how - when they'd changed the recipes for shakes - they'd moved the global price for strawberries.

THAT requires menu optimization: How do you increase variation, while minimizing food costs?

Focusing on quality is also highly valued. The food needs to be tasty, the service friendly, & even keeping an eye on the socials for online reviews & damage control.

As a PM in tech, I'm especially interested in how this model might help us think about things.

I think one example could be tech focusing on user acquisition - like social media platforms. They'd prioritize bringing users to their platform, so focus on UX, content, & engagement.

I'm in Berlin this week for work, and it's past midnight. Time for zzzz.

Tomorrow, I'll look at the "shoe stores" model. :)

Keep your thoughts coming!

(This is kind of fun.)