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The Restaurant Business Is for One Person Only


The Person Who Can’t Live Without It

At Think Clever, we spend a lot of time helping peopl

e think clearly about business—not emotionally, not romantically, but rationally.

And if there’s one business that demands clarity more than any other, it’s the restaurant business.

Here’s the uncomfortable truth:

If you can imagine yourself being happy doing anything else, do that instead of opening a restaurant.

That’s not cynicism. That’s data.



The Cold Reality of Restaurants

Restaurants are one of the most admired, glamorized, and misunderstood businesses in the world. They’re also one of the hardest ways to make money.

Let’s look at the numbers.

  • Roughly 60% of restaurants fail within three years

  • Around 80% fail within five years

  • Fewer than 1 in 5 survive long-term

Even the ones that survive often don’t thrive.


Margins Tell the Real Story

  • Typical net profit: 3–5%

  • Strong operators: 7–10%

  • Truly elite operators: 10–12% (rare)

That means a restaurant doing $1 million in revenue may leave the owner with $30,000–$50,000 a year—before debt, stress, and reinvestment.

That’s not leverage. That’s endurance.


Why Restaurants Are So Brutally Competitive


Everyone Thinks They Know How to Do It

Everyone eats. Everyone cooks. Everyone has opinions.

That familiarity destroys the barrier to entry. Unlike industries that feel abstract—logistics, manufacturing, software—restaurants feel accessible.

You can sign a lease, buy equipment, hire staff, and open doors.

That ease creates oversupply, and oversupply crushes margins.


Glamour Has Distorted Reality

TV shows, celebrity chefs, social media—restaurants have been sold as a lifestyle business.

What isn’t shown:

  • 12–14 hour days

  • Constant staff turnover

  • Food waste and spoilage

  • Daily margin anxiety

  • One bad week wiping out a good month

Restaurants don’t fail because owners are lazy.They fail because the business model is fragile.


Efficiency Is Mandatory, Every Single Day

To hold a 7–10% margin, operators must:

  • Adjust labor daily

  • Schedule hour by hour

  • Control waste obsessively

  • Negotiate vendors constantly

  • Be physically present

You don’t “step away” from a restaurant.You manage it—or it manages you.


A Smarter Alternative #1: Home Services

Plumbing. Electrical. HVAC. Roofing. Siding. Painting.

Not glamorous.Not trendy.Extremely effective.


The Numbers Look Very Different

  • Failure rates closer to 20–30%

  • Net margins often 15–30%

  • Strong demand and repeat business

  • Shrinking labor supply (fewer people entering trades)

People don’t critique home services the way they critique restaurants. They want the problem solved—period.

That difference alone creates pricing power.

And while licensing matters, there are legitimate paths into these businesses through subcontracting, partnerships, and operational models that don’t require mastering the trade on day one.


A Smarter Alternative #2: Used Car Dealerships

This one surprises people.

Used car dealerships do not fail because customers stop buying cars.

They fail because of:

  • Poor inventory decisions

  • Weak discipline

  • Bad math

  • Inconsistent marketing

In other words: owner failure, not market failure.


Conservative Dealership Economics

20-car operation

  • 15–25 sales/month

  • Net: $15k–$30k/month

40-car operation

  • 35–50 sales/month

  • Net: $40k–$70k/month

100-car operation

  • 80–120 sales/month

  • Net: $100k+ per month (well run)

And that’s without getting fancy.

The demand doesn’t disappear. Cars are necessities. The opportunity compounds with competence.


Labor Tells the Final Story

To generate the same net income:

A restaurant requires

  • 20–40 employees

  • Daily scheduling

  • Constant supervision

  • No real time off

A used car dealership requires

  • 4–6 employees

  • Defined roles

  • Repeatable systems

  • Owner flexibility

One business consumes your life. The other can fund it.


The Think Clever Conclusion

Restaurants aren’t bad businesses. They are calling-based businesses.

You open one because:

  • You can’t imagine doing anything else

  • You accept long hours

  • You accept thin margins

  • You accept high risk

If your goal is:

  • Cash flow

  • Scalability

  • Margin safety

  • Time leverage

Then restaurants should be your last option—not your first.

Home services and used car dealerships aren’t glamorous. They don’t win TV shows.

But they work.

And at Think Clever, we believe boring, profitable businesses beat exciting, fragile ones every time.




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