Concept, positioning and the plan for the next units, so each opening adds to the brand instead of diluting it.
In this domain: Concept Ideation & Brand IdentityGrowth & Brand Strategy
The brand is the reason a guest picks your restaurant for Tuesday dinner with the kids, the client lunch or the third date.
The expensive mistake is scaling a concept that is drifting: reading awareness as demand and putting growth capital behind a position that is eroding underneath it. It is most tempting when one or two units are working and the next five look easy.
Tell us what’s next.
Bring the unit P&Ls and the idea or site you are weighing.
Book a call with Jon (opens in a new tab)How the work runs
The read comes first. Each location’s sales and product mix by daypart show what guests use it for (lunch grab-and-go, weekend date night, late-bar overflow), often a different answer from the one the concept was built around. A competitive-set read by occasion then tests the position against who else is competing for the same guest on a Tuesday and on a Friday, not who looks similar on a map.
Then the brand gets written down, so that when a cost cut would change it, the GM or the chef can say no and point to the page. Only then does price get decided.
Price is a positioning decision before it is a margin one: what the occasion will bear, what the brand can charge without breaking its promise, and what to protect when costs move. The item-level math, contribution margin against the mix, belongs to Menu Strategy & R&D in Operations, and it runs after the position is set.
Growth starts with the units you already run. Three readiness checks come before the next lease: staffing to par in every unit, a month run without the home office stepping in, and two ready GMs and one ready AGM, counted across the group, for every GM role open or planned. A payback table across every opening you have run then picks the unit worth copying, and each new opening is held to a ramp built from how your last ones filled.
After we step out, your leadership holds the brand as it grows: every menu, design and service change is checked against the written brand before it reaches a unit, and every unit is read each quarter on comparable sales, guest scores and unit-level profit.
Where groups call us
Traffic is soft but awareness has never been higher
The name gets recognized, the reviews are strong, and covers are down. Guests know who you are and no longer have a reason to choose you for tonight.
The daypart read shows which occasions you still win and which you have lost. Your leadership picks one lost occasion to take back and rebuilds the menu, the check, the hours, and the service and the room set for it.
The concept aged and no one decided it should
The neighborhood shifted, the comp set got sharper, and the menu drifted a little each season. The concept that used to be the obvious choice is now one of several, and it got there one small call at a time.
We run a concept-evolution review with your leadership: the segment and today’s competition, what guests value most now, and what the menu adds and drops, so the next change to the concept is one somebody decided.
The opening went well and the unit that staffed it slipped
The training GM, the training chef and the station trainers went to the new unit, and the restaurant they came from has run behind budget since, because nobody planned who would hold it while they were gone.
Before the letter of intent, every site has to answer who opens it, who holds the unit that person leaves, and where the first ninety days of senior attention come from. Then the opening team goes out in waves, on a plan that keeps the units they leave running.
Who runs it
RANGE was founded by Jon Peck, who spent twenty years running multi-unit restaurant groups: eight brands built and scaled, twelve openings across six concepts in three years, and more than $100 million of annual P&L owned.
If this is what’s next, bring it.
The call works out where the work starts.
Book a call with Jon (opens in a new tab)