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To obtain a biomass production estimate, a combination of methods was used. Survey data were used to estimate brown shrimp densities in different areas and depth strata. Densities at the time of the survey (late summer) were raised to the total surface area to calculate a swept-area estimate. Because densities are generally highest at the time of the survey, a factor to convert swept-area estimate in late summer to a mean annual value is needed. For this factor, we used the ratio of the landings per unit of effort (lpue) by the commercial fleet at the time of the survey to the mean annual lpue ( ICES, 2015 ). Other corrections along with their uncertainties were made for catchability and net selectivity. Total annual production was then estimated from the product of the corrected total mean annual biomass and total mortality (Z ). Total mortality was calculated using length-based methods ( Hufnagl et al. , 2010 ). The different steps in the calculations are explained in more detail below.

The Dutch Demersal Fish Survey (DFS) covers the coastal waters (down to 30 m depth) from the southern border of The Netherlands to Esbjerg, Denmark in the north, including the Dutch Wadden Sea, the outer part of the Ems-Dollard estuary, the Westerschelde, and the Oosterschelde ( van Beek et al. , 1989 ). This survey has been carried out in September–October since 1970. Sampling along the German and Danish island coasts only began in 1978 and in the German Wadden Sea in 1997 ( Table 1 ). The number of hauls per area was kept as constant as possible ( Table 1 ); in the whole area, a total of 159–451 hauls were taken annually, depending mainly on weather conditions. All hauls were taken during daylight. In several years, some areas were not sampled [i.e. Dutch coastal area 1976 (401, 402, 403), Voordelta 1979 (401) and 2001, German and Danish coast 1998 (404–407)] due to adverse weather. For each haul, the position, date, time of day, and depth were recorded. The Westerschelde, Oosterschelde, and Wadden Sea were sampled with a 3-m beam trawl, while a 6-m beam trawl was used along the coast. The beam trawls were rigged with one tickler chain, a bobbin rope, and a fine-meshed codend (20 mm). Both gears were rigged similarly; only the size of the beam differed. The reason for the different sizes is that a 3-m trawl is more manoeuvrable in the estuaries, where sampling often took place in narrow gullies. This gear would be too light in less sheltered and deeper area; therefore, the 6-m trawl was used farther offshore. The assumption is made that densities derived from both these gears do not differ, although they have never been formally compared. For the calculations of recruitment indices as input for stock assessments, the data from both the 3- and 6-m trawls were treated in a similar combined way ( ICES, 2011b ). Fishing was restricted to the tidal channels and gullies deeper than 2 m because of the draught of the research vessel. The combination of low fishing speed (two to three knots) and fine mesh size resulted in the selection of brown shrimp >20 mm, smaller species, juvenile fish, and invertebrate epibenthos. Sample locations were stratified by depth.

When Orien launched his first restaurant, the only employees were family. They scaled up slowly, but now they have around 50 employees working at their three locations. “When we started, we were newbies, so if we hired too quickly, we would have had trouble paying people a salary that would have brought in people with enough skills to make up for our inexperience. Over time, we learned how to do all the roles.” But now, he says if he opened a fourth location, it would be a natural progression to hire a manager right off the bat. He’s in a better position to be able to train them well.

To better manage your staff, make sure you have employee training materials ready. Create job descriptions, codes of conduct, and an employee handbook. Create a training guide so employees are well prepared for their respective positions. Document recipes for your cooks so every meal is made to perfection. In other words, give your employees all of the necessary tools to succeed, Macejewski says.

As the owner, you can’t have an ego, Strengari says. If your idea of owning a restaurant is walking around in a pretty dress and makeup and asking customers what they think of the food, you’ll be in for a surprise. You have to be willing to do every job. From chopping vegetables to seating customers, you’ll have to fill in from time to time.

A lot of restaurateurs have the urge to hire, hire, hire. While you will probably need to hire some staff to make your restaurant a success, don’t go overboard. Paying employees can be daunting, especially in the first few months when you’re not making a lot of money. It’s not always easy to figure out how many staff to hire the right amount of staff, Macejewski says.

“It’s tough to plan for if you are seasonal or have sporadic business, but you don’t want people on the clock if you don’t have the business,” she says. “You can’t afford it.”

Generate startup capital: As with every business, make sure you know how much money you need to get your restaurant off the ground.

Generate startup capital:

You’ll need three pools of money. The first pool is for one-time costs like equipment (check out this Cheap Sale New Styles Clearance Shopping Online Hat for Women On Sale Cobalt Cotton 2017 S Golden Goose Finishline Sale Online Cheapest JpNl3BXFf
to help you figure out startup costs). The second pool is to cover the restaurant expenses for at least six months, and the third pool is to cover your personal bills for at least six months. You’ll want to have at least six months of cushion because you’ll probably find that your expenses outpace your revenue for at least that long.

Plan to lose money for the first six months: Restaurants aren’t profitable overnight. It takes time to market your new place, attract a crowd, and get people to come back for more. Some say you shouldn’t plan on making money for at least the first six months.

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