Seven KPIs every restaurant owner should track weekly.

A week has 14 lunches and 14 dinners, plus brunch and special events. An owner looking only at total weekly revenue does not see which shift is below average and in which channel, venue or delivery, the issue is.

Splitting by shift and channel shows where it leaks. Monday lunch 30% below average month after month says it is time to change the offer or opening hours, not to wait.

Food cost at the week level can look healthy until you split by day. Weekend 24%, weekdays 32%. That means something during the week is off, but only if you measure by day.

Food cost by category opens the picture further. Cold kitchen 22%, mains 28%, desserts 18%. When one category jumps, you already know which shelf to open first.

Wages, contributions, shift premiums, overtime and student services together make labor cost. Industry orientation for full-service restaurants in Croatia sits at 28-34% of revenue, lower for fast-casual.

Weekly tracking shows when the schedule outruns the revenue. Example: a week with cancelled events and the same staffing produces 38% labor cost. That signals next week should not staff full coverage on every shift.

Gross revenue from delivery platforms is smaller than in-venue because of 25-30% commissions. Real margin per channel shows which platforms are acquisition and which are losses.

An owner reviewing this weekly makes promotion, per-platform menu and channel-removal decisions. An owner reviewing monthly reacts after the damage.

Revenue of 8,000 EUR a week could mean 400 guests at 20 EUR average or 320 guests at 25 EUR. Two different stories that need different responses.

A drop in guest count with the same average means losing frequency. A drop in average with the same guest count means losing upsell, usually desserts and drinks. Weekly measurement separates these two problems.

Restaurants with a reservation system or loyalty card can measure the share of guests in the last 90 days. Restaurants without that look at proxies: share of guests with reservation versus walk-ins, reviews mentioning recurring names, repeat orders on delivery platforms.

The goal is to understand whether the venue is growing through new guests who come once, or through existing guests who come more often. The second kind is far more profitable because it does not cost marketing per visit.

The biggest hidden risk for a hospitality venue is being unaware of how much is owed to suppliers. Incoming invoices past their due date grow quietly until a reminder arrives or a supplier pulls back.

Weekly review of open invoices, payment status and days past due gives the owner the real obligation picture. Patrono shows it with a color legend: red for overdue, amber for this week, green for future.