There’s a story I like to tell about a kid on Christmas asking why the family cuts the corners off the holiday ham every year. The answer goes up the chain – first to his Mom, who says Grandma did it, then Grandma says Great-Grandma did it. Finally, it turns out Great-Grandma says the only reason she ever did it was because she had a very small oven and a large ham wouldn’t fit in the small pan she had to use. That’s it. No grand reason. Just a small oven.

This is the same logic I see play out every day in restaurants. People blend their cheese because “that’s how we were taught.” They pre-blend their flour mix because “it’s just what we do.” These are decisions that affect your labor costs, your brand quality and your ability to grow – and they’re being made based on nothing but historical habit, sometimes rooted in no real logic.

There’s no shame in learning from tradition, but holding tradition above scrutiny? That’s laziness dressed up as loyalty.

Measure the Results

We have a hard rule at our restaurant, Andolini’s and all our brands. No ego, only results. We experiment, track and repeat what works. That means challenging what’s always been done. It means cutting your own cheese instead of paying a premium for pre-shredded. It means comparing recipes in blind taste tests because that is all that matters, what your palate says, not the label. Everything is evaluated from a scientific perspective, not an emotional one.

Why does it matter? Because in this business, your time and your margins are too thin to waste on assumptions. Doing something “just because” is not leadership. It’s autopilot. And autopilot doesn’t work when you’re flying blind through a storm of rising costs, shrinking labor pools and ever-changing customer expectations. To not question if things can be better – or, even worse, assume you’ve peaked – goes beyond lazy to the realm of delusional.

We all need to act like scientists. Form a hypothesis. Test the outcome. Measure the results. You’d be amazed at what you uncover when you look at every part of your operation, that means every recipe, every process, every price tag, and ask, “Is this still smart? Is it still serving us?”

Sometimes it is. Often, it’s not.

Making Changes

I’m not saying overhaul your entire operation overnight. I’m saying treat nothing as sacred unless it’s been vetted. If it makes you more profitable, more consistent, and more aligned with your brand’s mission, keep it. If not, replace it. This will not only build your pride in product, but your staff will see this as well and know nothing is taken for granted. Additionally, if they are part of the vetting process for menu items and processes, they’ll have that much more buy-in on your goals.

The restaurants that progress are the ones that know why they do what they do. They’re willing to try new things, iterate and evolve.

Mike Bausch is the owner of Andolini’s Pizzeria in Tulsa, Oklahoma. Instagram: @mikeybausch

The post Stagnation Is Not a Business Strategy | Mike’s Monthly Tip appeared first on Pizza Today.

In 2007, a massive ice storm in Tulsa shut down most of the city’s roads. Iced-over power lines cracked in half, and everyone hunkered down. By some act of God, our restaurant still had power. For a lot of people in our small town – most of whom didn’t cook for themselves, or even the elderly – we became the go-to restaurant. We made a conscientious decision that if we could open safely, we would make it into work. Anyone who was willing to come in would serve customers, even if it meant picking those workers up and setting up convoys to do so.

Nearly two decades later, that is part of our culture. When things go sideways, we are there for our town. Now, let me be clear. I’m not glorifying being a martyr. If it’s too gnarly to get into work, we don’t. But when it is possible, we are open 363 days per year, closed only for Christmas and Thanksgiving. That tells our community that we are here even when everything looks bleak. We rally. We prep the line, we warm the ovens, and we let our community know: We’re here.

This level of consistency builds a core customer base who knows they can count on us for stability, which matters more than any promotion ever will. Even Waffle House goes by this mantra. The National Weather Service literally uses Waffle House as a barometer for storm severity: If a Waffle House is closed, you know things are bad. That’s the level of consistency and community relevance we are going for.

The other side of the coin is that sometimes the storm doesn’t hit you, but it destroys someone else’s livelihood. We’ve had no shortage of tornadoes in Tulsa, and across the United States, there have been floods, hurricanes and brutal wildfires that affect all of us. The way you show up in those moments is what sets your restaurant apart to make a lasting difference in your community’s minds and hearts – to know that you are one of them.

A great example is Mike and Mick Mahan from Parma Pizzeria in California. During the L.A. wildfires – while homes were burning and first responders were running ragged – they didn’t just keep their doors open, they fed the people on the frontlines. Emergency crews. Families left with nothing. They gave what they had, not because it would “go viral,” but because it was the right thing to do.

That’s humanity. That’s leadership.

Moments like these are why local restaurants will always matter more than massive chains. Chains can’t pivot like that. They can’t feel at home. But you can. You can be a refuge in a storm, both literally and metaphorically. You can make sure your team is cared for and your community is seen.

So, when the next crisis hits, ask yourself: Can the truck make it in? If so, fire up the ovens. Open your doors. Let people in. That’s how you don’t just survive the storm, you become part of the story people tell long after it passes.

Mike Bausch is the owner of Andolini’s Pizzeria in Tulsa, Oklahoma. Instagram: @mikeybausch

Read the July 2025 Issue of Pizza Today Magazine

Who are this year’s Rising Stars in the Pizza Industry? We profile six up-and-comers who are making their mark on pizza. Discover why the Grandma style pizza is spreading across the country. See why your pizza could benefit from whole-grain flour. Brush up on inventory management best practices. Learn how to take your products to the retail market. Go to the July Issue.

The post Weather the Storm, Build the Bond | Mike’s Monthly Tip appeared first on Pizza Today.

Back then, marketing was about pounding the same message into the same heads over and over – familiarity breeds trust, and trust breeds business. Now? Same game, just a different playing field. Instead of paper in the mailbox, it’s pixels on your phone. Instead of being “above the fold” in a newspaper, you’re trying to land above the scroll on someone’s feed.

Yes, the tools are cheaper today. A reel costs nothing to post. A viral video is free – kind of. But you do bear the mental burden of your time, creativity and consistency. And now, you’re not just competing with other pizzerias in your Yellow Pages – you’re battling makeup tutorials, travel influencers and dancing dogs for your customers’ attention.

That’s where quality and quantity come in.

There’s a story I always revert to: A pottery class was split in two. One half was told, “You’re graded on making the perfect pot.” The other? “Make as many pots as you can.” Who made the best pots? The quantity group. Why? Because repetition breeds refinement. Trying over and over – not just waiting for the perfect moment – makes you better, faster and more instinctual.

The same thing applies to online content. You want to make great posts? Don’t obsess over one “perfect” video that shackles you never to make anything because, “It’s not good enough,” or “I’ll look dumb.” I wholeheartedly encourage you to look dumb. Make more. Shoot more. Post more. The quality will come as a byproduct of doing the reps.

Stories Over Side Work and Posts Over Prep

We must remember that visibility is the driver of revenue. And nothing important can become a victim of what’s essential. I’m not saying skip the tasks of the day, but don’t skip telling your story either. The prep will get done. But if nobody knows who you are? You’re invisible, no matter how good your food is.

Repetition, Visibility, Connection

Making inroads with the community is still the game – and it always will be the game. How many people see you and how often? When they see you, do they care? Building trust alleviates purchase anxiety and increases the potential for purchase pride.

I remember Jerry Seinfeld explaining why he chose Netflix to hold the Seinfeld catalog. He said it didn’t matter whether it was a network or Netflix, as long Seinfeld was showing on the “medium of the day.” That’s how you’ve got to think. Don’t romanticize the platform, romanticize the result: connection.

We need to be where our customers’ eyes are and show up consistently with content that reflects our restaurant’s values, food and vibe.

So, yeah. Everything’s changed. But really? Nothing has.

Mike Bausch is the owner of Andolini’s Pizzeria in Tulsa, Oklahoma. Instagram: @mikeybausch

Read the June 2025 Issue of Pizza Today Magazine

This month, we focus on restaurant technology. See what’s hot in tech trends this year. Explore kitchen automation that can save labor costs and improve quality. See how digital menu boards can help you stay on top of menu prices in a fluctuating economy. After a record-breaking Pizza Expo and International Pizza Challenge, we explore pizza trends from the world pizza competition. Find summer dessert inspiration. Discover how to take your side salads to entree status. Go to the June Issue.

The post Everything’s Changed and Nothing’s Changed | Mike’s Monthly Tip appeared first on Pizza Today.

If the International Pizza Expo represents “the greatest pizza people in the world in one place,” as Pizza Today contributor and World Pizza Champions former President Mike Bausch says, the World Pizza Games Finals and Block Party is the pizza industry’s “homecoming” event. If anyone should know, it’s Bausch. Under his tenure, the World Pizza Games became “the most legit pizza acrobatic competition in the world.”

This year, the World Pizza Games return to Pizza Expo at the Las Vegas Convention Center on Wednesday, March 26, with some events stretching into Thursday. Ahead of the World Pizza Games, Bausch offers Pizza Today readers an inside look at what goes into the games and tips to winning the coveted first-place prize (hint: no juggling).

“Freestyle Acrobatic Dough Tossing could be an Olympic sport,” he says. “I hope it would do better than the breakdancing did this year.”

UPDATE: The results are in! See a list of the winners from the 2025 World Pizza games.

Fastest Pizza Box Folding

Bausch says a lot of preparation goes into making sure all competitors have an even playing field. Challengers each get five identical 12-inch pizza boxes, and they can ask the judges to arrange them however they like – spread out, in a stack – but the box-folders themselves cannot touch the boxes until the judge counts down “Three, two, one, GO!”

Judges hold stopwatches, and contestants’ times are recorded to the 100^th of a second. At the 2024 World Pizza Games, David Whisker of B.C. Pizza took first place, folding all five boxes in 00:18:094. This year, the competition starts at 12:30 p.m. on March 27, and the first-place winner will be awarded $1,000.

Fastest Dough

In this category, contestants are provided with five 12-ounce dough balls and five 12-inch pizza screens. Once the competition starts, they must stretch each of the five dough balls to entirely cover the screens as quickly as possible.

Bausch says contestants take different approaches to stretching the dough. “Some people will take all five (dough balls), compress them and press them all out,” he says. “Some people do it individually.”

And while the challenge sounds simple enough, Bausch says that is far from true. Throwing the dough down on the disc with too much force will cause it to contract. “Dough is a living entity, it’s like a plant,” Bausch says. “You have to be gentle right at the end.”

Brittany Saxton of Six Hundred Downtown took home first prize for fastest dough in 2024 with a time a full seven seconds faster than the next-fastest challenger (00:30:087). The first-place winner of the 2025 competition – starting at 11:15 a.m. on March 27 – will be awarded $1,000.

Largest Dough Stretch

Competitors each will be given an 18-ounce dough ball; from there, they have five minutes to toss the dough or work it on the table to create a round or oval shape that is as wide as possible without creating any holes in the dough. The dough is measured at the widest point, and another measurement is taken at the midpoint, with the final measurement being the average of the two.

Bausch says most competitors first work the dough on the table, methodically stretching it out. He points out that taller people are able to hang the dough, letting gravity contribute to the stretch. Once again, he says slapping the dough on the table to be measured will cause it to contract, so contestants have to decide between waiting until the last second to stop stretching their dough and allowing time to gingerly place it before the judges.

“You want to get this dough to be as razor thin as possible while not poking a hole,” Bausch says, adding that by the time contestants are finished, there is no raised edge to the crust.

In 2024, Matt Hickey of Caliente Pizza & Draft House finished in first place with an average dough measurement of 94.4 inches. The first-place winner on March 27 (this event starts at 1:30 p.m.) will be awarded $1,000.

Freestyle Acrobatic Dough-Tossing

The “most prestige,” according to Bausch, is reserved for the dough tossing entrants. Competitors choose the music for their performance, and routines can be no longer than five minutes for the trials and 10 minutes in the finals. Dough used for this category has more salt and no olive oil, so it is more elastic and not slippery. Competitors will be given 10 refrigerated, 8-ounce dough balls, although they can bring their own dough, if they choose.

Contestants in the Freestyle Acrobatic Dough Tossing competition must first pass preliminary competition at noon on March 26 before advancing to the Individual Acrobatic Dough-tossing Finals at 6 p.m. that day, with the Masters Division convening at 7 p.m.

“Whoever wins throughout the day gets to go on to compete at night in front of what is like the homecoming of all pizza – everyone in a room with entertainment and drinks,” Bausch says.

The judges grade contestants on a 10-point scale based on dexterity, difficulty of tricks, synchronization to the music, variety of tricks, drops (half a point is deducted each time a competitor drops their dough), as well as creativity and entertainment value. Bausch says the most successful competitors smoothly transition from trick to trick, and juggling is frowned upon.

In 2024, Pablo Gil of Pizza Man Dan’s won first place with 410.9 points, and previous first-place winners are eligible to compete in the Masters Division. The first-place winner in each of the Freestyle Acrobatic Dough Tossing competitions (First Division and Masters) will win $1,000.

Pizza Triathlon

Finally, pizza pros whose skills know no bounds will be put to the test in the Pizza Triathlon, where competitors are judged on box-folding, dough-tossing and dough-stretching. Each competitor is given:

• One 12-inch pizza box.
• Two 22-ounce dough balls.
• A 16-inch pizza screen and a 24-inch pizza screen.

Challengers are asked to fold the pizza box and stretch the pizza dough so it covers both screens as quickly as possible, with times recorded to the hundredth of a second. In 2024, Tara Hattan of Zasas Pizza & Wings completed the challenge with a time of 00:52:022. The first-place winner of the Pizza Triathlon starting at 10:15 a.m. on Thursday, March 27, will be awarded $1,000.

What You Need to Know

Competition in the World Pizza Games is reserved for Pizza Expo attendees, and challengers must register for the competition when purchasing their Pizza Expo pass. Learn more about the World Pizza Games and past winners at pizzaexpo.com.

Winners of the World Pizza Games will be announced at 2:30 p.m. on Thursday, March 27, in the Pizza Expo exhibit hall.

To get the latest news about the world’s largest pizza show, visit the Pizza Expo 2025 NEWS HUB.

The post Pizza Industry Prepares for ‘Homecoming,’ the World Pizza Games & Block Party appeared first on Pizza Today.

Now think about how many restaurant websites or social media profiles you’ve seen that make you hunt for what you need. Our customers are hungry, they want to order – but instead, they’re clicking through a maze of links, menus and notifications. By the time they find what they need, they’re over it – or worse, they’ve ordered from someone else.

If Amazon teaches us anything, it’s this: Simplicity sells. If you’re running a restaurant and want more online orders, you’ve got to stop playing hard to get. Here’s how to apply Amazon’s success to your online ordering.

Reduce Number of Clicks

Amazon knows every extra click is an opportunity to lose the customer. That’s why they have features like “Buy Now” and one-click checkout. Apply this to your restaurant’s website by making your menu and ordering system as direct as possible.

Think about your setup: How many steps does it take someone to go from “I’m hungry” to placing an order? If it’s more than two or three, you’re losing business. Don’t make people dig through your homepage or scroll past endless options to find the “Order Now” button. Put it front and center – big, bold and impossible to miss.

Funnel Traffic Where It Counts

Amazon doesn’t waste your time. Click an ad for headphones, and it takes you straight to the product page. No detours, no “look at these other 20 things you don’t care about.”

To achieve this in your restaurant, ditch Linktree or general website links on your social media. Someone clicking your Instagram bio isn’t looking to browse – they’re hungry and ready to buy. Make the link go directly to your online ordering platform. Not your homepage. Not a choice of multiple third-party menus. The faster they can order, the better.

Keep It Stupidly Simple

Amazon’s product pages are all about clarity: What is this? How much does it cost? How do I buy it? There’s no room for confusion.

Your online ordering needs the same vibe. Make your menu clean, with clear categories like appetizers, mains and desserts. Use real pictures for every item. Show me the pizza, not just the name “supreme pizza.” And for the love of all things holy, have a description that is just the ingredients. This is not story time; people don’t want to work to give you money.

Tips to Nail Online Orders

1. Get a Mobile-Friendly System: Most of your traffic is from cell phones. If your site feels clunky, you’re losing orders. Use a quick and easy platform that integrates with your social media platforms.
2. Prominent Buttons: Make sure “Order Now” or “Start Your Order” is the first thing people see. If they have to scroll, you’re doing it wrong.
3. Kill the Noise: No distractions, no unnecessary fluff. Keep the focus on ordering. Reduce the number of clicks.
4. Test It Yourself: Use your system. If it’s annoying, fix it. If you wouldn’t order from your setup, why would anyone else?

Close the Sale

Amazon’s secret is making the process so simple you don’t even think about it – you just do it. Your restaurant can do the same. Funnel people directly to the purchase. Make it stupidly easy for them to order. Keep the process clear and uncluttered.

People are hungry, not patient. Be the restaurant that gets it. The one that doesn’t make them jump through hoops. Nail this, and you’ll see the difference – not just in orders but in loyal customers who keep ordering because your site works and they want to eat.

Mike Bausch is the owner of Andolini’s Pizzeria in Tulsa, Oklahoma. Instagram: @mikeybausch

The post What We Can Learn From Amazon | Mike’s Monthly Tip appeared first on Pizza Today.

Proper restauranting (it’s a verb) means working at a nonstop breakneck speed, right? It means chaotic lines with crazy speed of service, constant demands, and the make line churning nonstop, but to what end? I’ve learned from enough crazy rushes that when things start to pile on like the seventh level of Tetris, you have to take a moment to pause, regroup, and allow a moment of reflection about what is the most important thing to do in that moment, so you’re not just walking over people and moving inefficiently so you feel busy.

I’ve learned the best way is to do the following:

Call out to the team, “PAUSE. Everyone clean your station, and let’s assess where we are.” This is called a tactical pause in the military, and it has more purpose than just handling a rush properly. This can help in many more ways, I’ve learned.

Why Take a Tactical Pause?

The tactical pause isn’t about stepping out for a smoke break; it’s about creating a moment of clarity. In the heat of battle —or the Friday night dinner rush — it’s easy to ignore inefficiencies and push through simply because it’s what we’ve always done. However, pausing momentarily to assess the situation can prevent missteps and streamline ops.

For example, pausing for just 30 seconds when the line is chaotic can help identify who should be doing what. Tonight, one person is off their game on oven, or people are not calling out tickets, and even a minor reorganization of prep stations could clear up bottlenecks. That brief interruption in the action can save minutes — or even hours — down the line. It could mean the difference in a whole extra table turn.

Applying the Tactical Pause in the Kitchen

Here’s how a tactical pause might play out during service:

• Stop the Action: Take a step back, even if it’s for just half a minute.
• Assess the Situation: Ask yourself, “What’s working? What isn’t? Who’s struggling, what’s bottle necking and why?”
• Reorganize for Efficiency: Make quick adjustments. Shift tasks, streamline communication or if nothing else; physically clear space.
• Communicate the Plan: Briefly share the adjustments with your team to ensure alignment.
  

This doesn’t just reduce stress—it actively improves your output and sets the stage for a more seamless service.

Beyond the Line: Strategic Pauses in your day to day

The tactical pause isn’t limited to the kitchen. It’s valuable throughout your business. Are your social media efforts reaching your target audience? Is your financial strategy aligned with your growth goals? Are you running your systems as efficiently as possible or clinging to outdated processes?

Consider this: a restaurant unaware of its food costs is like a pilot flying blind. Stopping to evaluate your metrics, even if you’ve done it dozens of times before, might seem like a delay, but it actually can prevent waste and provide a new prospective. Reassessing data we assume to be set is extremely important to constantly do. That which is measured gets done.

Incorporating Tactical Pauses Into Your Workflow

Daily Operations: Start each shift with a 3-minute team huddle. Set clear objectives for the shift and go over outlier items of the day, like an 86 list or catering orders.

Weekly Reviews: Carve out time to truly analyze metrics like food cost, labor, average ticket value, p-mix, and customer feedback.

Big Picture Planning: Periodically reassess your long-term goals. Are you adapting to the world, or are you stuck on autopilot?

How to own the moment in a pause

A tactical pause shows you valuing correct action of wasted effort. It builds a culture of looking inward, where you address inefficiencies for constant improvement. It aligns with the principles of maximizing efficiency while reducing stress.

So next time there’s craziness in your restaurant, don’t blindly accept it. Stop. Think. Adjust. That tactical pause could save you time, money, and sanity.

Mike Bausch is the owner of Andolini’s Pizzeria in Tulsa, Oklahoma. Instagram: @mikeybausch

The post The Tactical Pause | Mike’s Monthly Tip appeared first on Pizza Today.

Credit card fees seem minor but they add up quickly for restaurant operators. Navigating these costs has only gotten more complex, as POS providers partner with credit card companies. Today, restaurants have more transparency into their fees than ever — a big shift from a decade ago, when processors operated more like pirates than partners, hiding actual rates. Here’s how to approach fees now, understand their impact and negotiate for what matters to your bottom line.

Percentage Rate vs. Interchange-Plus: Which is Right?

Most fees fall under one of two structures: a flat percentage rate or interchange-plus. The flat percentage rate is straightforward; however, it’s often not the most economical choice, especially for higher-volume restaurants. Interchange-plus, on the other hand, involves a base fee from the card issuer (interchange) plus a small percentage for the processor. This model offers more transparency and can be ideal for multi-unit operators with high sales volumes. The downside? Once you switch to interchange-plus, you can’t typically go back to flat rates. Some accounts grandfathered in at sub-2% rates might be better left alone, especially since volume-based discounts may still apply under their existing structure.

Swipe vs. Keyed Transactions and Their Impact on Costs

Understanding how your transactions are processed is crucial. Swipe (or chip insert/tap) transactions generally have lower rates because they seem more secure. Keyed transactions, on the other hand, carry higher fees since they’re more prone to fraud. For example, Amex’s OptBlue program offers swipe rates between 3.29% and 3.89%—higher for keyed transactions. If you see a lot of keyed-in Amex sales, that cost adds up fast and can skew your overall blended rate. It makes those low Visa swipe rates look less impactful in the bigger picture. Most of us, with high card-present transaction volumes, will have a lot of Visa swipes, but it’s essential to evaluate your sales mix and see where most of your fees are coming from.

The Real Benchmark: Your Full-Blended Rate

Forget chasing the lowest possible rate on each card type — what truly matters is your blended rate. This is the total credit card fees you pay each month against your total sales. If you’re processing a lot of keyed Amex transactions, even a great Visa swipe rate won’t offset those costs. Calculating your full blended rate each month will show what you’re paying, and that’s the figure you can negotiate around. Remember, before you burn everything down over a 0.1% difference, consider the actual impact: 2.4% versus 2.5% on a million dollars in credit card sales amounts to $1,000 across the year. Look closely at whether chasing a rock-bottom rate will cost you in other ways, such as reduced POS functionality or customer support.

Negotiating Today’s POS Landscape

Today’s POS providers are increasingly separating their POS and credit card processing services, meaning your POS rep might not have control over the processing rates. Leverage that separation to your advantage by focusing on the bundled value of additional services, like inventory management or online ordering, that can justify negotiating lower rates. Adding services or modules to your setup might increase your bargaining power. It strengthens your ties with provider’s ecosystem.

If you choose interchange-plus, understand that “plus” typically ranges from 0.1% to 0.4% in fees, depending on volume and other factors. Multi-unit operators should aim to negotiate down to the lower end, but single-unit operators may find a flat rate more predictable and easier to manage.

The Takeaway

Credit card fees can be confusing, but transparency makes it easier to see what you’re actually paying. Focus on your blended rate, balance that cost with the features you need from your POS system, and don’t sweat small differences if they compromise functionality. Negotiation is key, but so is getting a system that works for you.

The post Credit Card Fees | Mike’s Monthly Tip appeared first on Pizza Today.

Financially planning your year with a solid budget separates a professional from the rest. You’re not just running a restaurant; you’re a professional restaurateur, and part of that title means owning your numbers. Sure, your CPA gets everything squared away for the taxman, but it’s on you to develop a rock-solid strategy for the upcoming fiscal year. If numbers and Excel aren’t your thing—or even if they are—follow these guidelines to get a grip on your finances and set your business up for success.

Step 1: Look Back to Move Forward

When planning your budget for the next year, the first step is to look back. Start by examining last year’s numbers and assume that most variables will stay the same unless you know of upcoming changes, like opening a new store. If last year didn’t go as planned, take those “oh crap” moments and turn them into lessons for 2025. We find it easier to plan on a 13-month calendar, broken into 13 four-week periods. This approach helps avoid the pitfalls of varying month lengths and weekends, giving you a consistent framework for comparison.

Start by evaluating:

• What was our run rate last year?
• Where did we stand on sales, labor and food costs?
• What was our total revenue percentage in each period?

Identify what worked (e.g., solid labor numbers) and what didn’t (e.g., high food costs). Then, figure out how to replicate your successes and prevent the issues that tripped you up.

Areas to Laser-Focus On

1. Labor Costs

Labor is one of the biggest and most controllable expenses in your restaurant. For 2025, aim to keep labor costs between 20-30% of total revenue. The exact percentage will vary depending on your restaurant type, but balancing adequate staffing with financial efficiency is key. Regularly review your scheduling practices to avoid overstaffing during slow periods or understaffing when you’re busy. Investing in labor management tools can help optimize shifts and reduce unnecessary labor costs.

2. Cost of Goods Sold (COGS)

COGS, which includes the cost of raw ingredients, is another critical area that demands your attention. The target for COGS is typically 20-30% of revenue. To avoid eroding profit margins, regularly analyze your menu pricing and portion control. Engaging in regular vendor negotiations and exploring alternative suppliers can also help keep COGS in check.

3. Fixed and Variable Expenses

Fixed expenses—like rent, insurance and loan payments—need careful monitoring because they don’t fluctuate with sales volume. Your target here is usually around 12-18% of revenue. Variable expenses—like utilities and marketing—will change based on your business activity level. Managing these effectively requires a proactive approach, like adopting energy-efficient practices to reduce utility costs or being strategic about marketing spend.

Common Budgeting Pitfalls and How to Fix Them

1. Underestimating Expenses

One of the most common mistakes operators make is underestimating their expenses. This usually happens due to overly optimistic projections or failing to account for all potential costs. The solution? Adopt a conservative approach when estimating expenses. Make sure you factor in all seasonal or cyclical costs as well.

2. Ignoring Cash Flow Management

Even if your budget looks great on paper, your operation can be easily wrecked by poor cash flow management. Pay attention to when revenues are received and the due dates for major expenses, like payroll, vendor payments and taxes. Maintaining a cash buffer can help you manage unexpected expenses or revenue dips. A payment calendar is a great tool for tracking when large payments are due and preventing cash flow surprises.

3. Overlooking the Impact of Seasonality

You will experience fluctuations in revenue due to seasonality, so don’t overlook it. Failing to account for these can result in cash shortages during slow periods. Use historical data to anticipate seasonal changes in revenue and adjust your budget accordingly. This might mean setting aside reserves during peak seasons to cover leaner months or ramping up marketing efforts to drive traffic during slower times.

The Value of the Budgeting Cycle

The budgeting cycle is more than just an annual exercise; it’s a strategic process that provides valuable insights into your restaurant’s financial health. By going through this cycle, you can:

1. Gain Financial Clarity

The budgeting process forces you to confront the financial realities of your business. It highlights where money is being spent, where it’s being wasted, and where there are opportunities to save or invest more effectively. This clarity is crucial for making informed decisions throughout the year.

2. Enhance Accountability

A well-structured budget assigns accountability across different areas of your business. For example, if labor costs consistently exceed the budget, it may indicate a need for better scheduling practices or a review of staffing levels. Regularly reviewing your budget performance allows you to hold managers accountable and make necessary adjustments before small issues become big problems.

3. Prepare for the Unexpected

The budgeting process is also about preparing for the unexpected. By identifying potential risks and setting aside contingencies, you can better navigate challenges like sudden increases in ingredient prices, equipment breakdowns or economic downturns. This proactive approach ensures you’re not caught off guard by unforeseen events.

BECAUSE…….

Creating a better budget for 2025 isn’t just about managing your money; it’s about strategically positioning your restaurant for success. Focus on key areas like labor costs, COGS and cash flow management, and avoid common budgeting mistakes. Embrace the budgeting cycle as a critical tool for achieving your business goals — it’s not a chore, it’s your roadmap to profitability and stability.

Mike Bausch is the owner of Andolini’s Pizzeria in Tulsa, Oklahoma. Instagram: @mikeybausch

Check out the latest pizza trends, hot pizza styles, top pizza toppings, pizzeria labor market, restaurant marketing and pizza industry insights in our 2025 Pizza Industry Trends Report.

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We know the golden rule: treat others as you want to be treated. It’s basic, and we all heard it in grade school. It can have massive value for your restaurant if you can lean into that concept. I don’t mean this on a superficial level; I mean, you must live it. How would you ideally want to be treated in all segments of your restaurant?

As the owner, I find it easy to see my restaurant strictly from a birds-eye view. Putting yourself in another’s shoes is a great way to see areas for improvement.

Let’s start at the customer level. You’re the customer taking your first steps into the restaurant. How do you feel? Do you have a welcoming ambiance and a kind and personable host? How long does it take to get seated, and are you ignored when you walk in the door? Does this place look like the place you want to sit for 20 min, 1 hour, all day? Would someone want to be there for a while because the ambiance stands on its own? BTW I do not want campers as much as you, but the real question is: does the space make you want to stay?

After you’ve examined your restaurant’s vibe and layout, think about the food and service. If there’s a dish you wouldn’t eat or a server you know is boring and bordering on rude, are you owning that? If that is the current experience and you wouldn’t thoroughly enjoy this experience yourself, what makes you think a random stranger would?

The golden rule is also helpful with social media, in more ways than one. Once again, it’s easy to get wrapped up in posting to post because “it’s just a dumb app for kids, right?” But at the end of the day, it’s not your experience that will make a profit; it’s your followers.

Comb through your online presence from a customer’s perspective. Are you personable and fun to follow, or cold, boring, and detached? When you’re running a business profile, it’s easy to assume a professional approach is best, but if you wouldn’t follow and interact with your content, odds are no one else would either.

This holds true for your website. I’ve seen many confusing and nondescript websites with bush league photos; what about this page says, “we have our act together”, because if all it says is “we figured we’d make a website because that’s what you do and here’s ours” it’s not enough, it’s actually hurting you. A customer may go to your website ready to order your food but end up ordering somewhere else after failing to decipher how to get half pepperoni and half sausage on their pizza, or just bounce because the site conveys you don’t have a plan.

Your relationship with your staff is just as important as your relationship with your customers, so put yourself in their shoes too. Would you want to work for you? Do you give a hoot about them, provide flexibility with hours, and treat your staff with kindness? If your staff makes a mistake, how do you deal with the issue, and if you were to be on the receiving end would it be fixed? If the answer is no you need to reevaluate your approach as a boss.

And finally, you’re not the only one who needs to be exercising the golden rule in your restaurant. Your staff does, too. If your staff ever serves food that they wouldn’t eat themselves, i.e. burnt, soggy or old, they fail themselves and fail to represent you. If your staff consistently strives to provide the experience they demand for themselves, those high standards lead to mutual respect and more revenue.

Mike Bausch is the owner of Andolini’s Pizzeria in Tulsa, Oklahoma. Instagram: @mikeybausch

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Classic TV shows always have regulars. Friends had Central Perk, Seinfeld had Monks, and Happy Days had Arnold’s.

These types of regulars are a restaurant’s best friend. So why were Ross, Rachel and the gang always at Central Perk? Why did the Fonz only eat burgers at one place? Because the vibe was the same and they felt at home there. Also, I do get that the set decorator didn’t want to deal with making a new set each week, but there is value to be derived from the idealized version of having our customers “living” part of their story with us. How does that happen?

Knowing the owner, feeling comfortable and accepted, and having consistency is how this occurs. It will continue if there is an impressive experience tied to the location. If it’s basic, you and your restaurant will become a CHECK BOX — a restaurant they visited once and no longer need to re-visit because they’ve “been there.”

Regulars not only provide consistent clientele for your business and your servers, but they’re your business’s best word-of-mouth advertisers. Having loyal customers you can count on makes your life as a business owner 10 times easier.

Many customers have the mentality that after they’ve tried your food once, they don’t need to come again. This is dangerous for a restaurant. It means that while you might have plenty of clients now, that could change in a heartbeat. Regulars keep your restaurant running while other customers filter through. They are vital for long-term success.

The real question lies in how you make a customer a loyal one. I’ve seen three main tactics successfully make customers come back time and time again. Systemized Kindness, Loyalty Programs and Innovation.

Systemized Kindness

Systemized kindness is a way to ensure your environment is welcoming. Having overtly kind staff or creating “random” acts of kindness cultivates a happy experience for the customer. Many corporations have got this down to a T. Starbucks gives out Puppocinos if you bring your dog through the drive-thru. Chick-fil-A hands out random stuffed cows and ends each interaction with “my pleasure.” Dutch Bros gives out free stickers and trains a talkative staff.

These businesses not only drive repeat traffic but also have an actual fanbase. When people who come into your business feel welcomed and gratified and leave feeling joyful, it makes them want to come back. Better yet, it makes them fans of your brand, not just your food. This type of customer relationship is the cream of the crop in customer loyalty.

It sounds like common sense, but putting effort into making your restaurant an environment people want to be in will inevitably bring in repeat customers. IT HAS TO BE SYSTEMATIC, though. It seems random but is anything but.

Loyalty Programs

Loyalty programs have been used for decades to try to create repeat clientele. These programs have taken many shapes throughout the years and can now be implemented into your POS. There are several different types of loyalty programs. And, currently, there is no industry leader. This means that finding a loyalty program that works for your restaurant will require some trial and error.

The punch card is a common strategy for generating repeat clients. For example, if you buy 10 pizzas, you get the 11th free. The goal is to get a customer who would have only purchased one or two pizzas to buy your product until they earn their free pizza.

These days, punch card programs often aren’t operated on a teensy card, but online. Your restaurant might set up a point system or keep track of spending through your POS. Restaurants often pair this with an e-mail subscription, reminding the customer of their deal. This works well for those customers who are particularly money-conscious. Reminding them of their opportunity to get a free item or notifying them of other money-saving promotions your restaurant organizes can make them loyal customers.

Taking these e-mail promotions a step further, collecting customer data can be a great way to promote loyalty. Rewarding customers for ordering through an app or restaurant card is a great way to track buying habits. If you know a customer is ordering your veggie pizza repeatedly, you should market vegetable-based and healthy options to that customer. If a customer repeatedly orders a kid’s meal, inform them about children’s promotions or updates to the menu.

These methods make sense and cost little to organize, but they make the customer feel like they’re working for their reward. If you want a legitimate regular at your restaurant, they have to come and eat your food by their own fruition.

An alteration to the punch card method is a great way to achieve this kind of loyalty. Reward someone for buying repeatedly with one of your best items. If you have a dish you know brings customers back or earns rave reviews, consider adding this to an order for free. Have the signature item do the work for you. In other words, “if you buy three large pizzas you get our (Blank signature item) for free.” If it’s truly good, the customer will want to come back to try it again. This works best with unique menu items that are specific to your restaurant.

Innovation

Innovation is the final key to driving repeat customers. If you constantly have the same menu items, promotions and environment customers become bored with your restaurant. They know what to expect, and their experience will be the same.

Constantly searching for ways to make the customer experience better, whether that be adding a new menu item, having a new promotion or changing your layout keeps customers on their toes and gives them new things to experience in your restaurant.

That’s not to say there’s no value in consistency. If a customer has an excellent experience with your staff the first time they come in, make sure the staff isn’t grumpy the next. If they receive an amazing pizza for their first meal with you, ensure their second is of similar quality.

Pinpoint the things you do well, keep those consistent, but constantly search for ways to grow.

Having regulars is a privilege you have to earn. Creating programs to entice repeat clientele is a great way to introduce customers to what you do well. Still, to make faithful regulars, you have to ensure passionate staff, consistent food quality, and an environment that leaves the customers happier than they entered.

Mike Bausch is the owner of Andolini’s Pizzeria in Tulsa, Oklahoma. Instagram: @mikeybausch

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