What a good manager tracks daily, weekly and monthly. A real set of financial KPIs for a restaurant in Uzbekistan.
Daily
- Revenue broken down by channel: dine-in / delivery / aggregators.
- Order count and average check for each channel.
- Food cost % (cost of ingredients / revenue).
- Write-offs / spoilage / returns in UZS and %.
- Kitchen load at peak: orders per hour and average prep time.
Weekly
- Labor cost % (payroll / revenue) — a healthy F&B business stays at 22–28%.
- Share of returning guests and cohort retention.
- Conversion from unique website visitor to order.
- Average check by channel, week-over-week trend.
- Top 10 dishes by revenue and by margin (often these are different dishes!).
Monthly
- EBITDA and margin.
- 30/60/90-day cohort retention.
- LTV / CAC for each marketing channel.
- Aggregator commission trend in UZS.
- Rent / utilities / marketing as % of revenue.
- ROI of every marketing campaign.
- Guest NPS.
Where restaurants usually go wrong
1. Tracking only revenue and ignoring margin. A restaurant can grow revenue and still lose money.
2. Not separating channels. Dine-in delivers a 35–45% margin; aggregator delivery, 8–12%. If the channels are lumped together, you can’t see the real economics.
3. Not calculating LTV. Knowing your LTV tells you how much you can afford to spend on CAC without going broke.
4. Calculating food cost monthly instead of daily. By the end of the month, you’ve already lost 5–7% of revenue to theft and spoilage.
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