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  1. Determine the standard recipe for a drink
    Determine cost per ounce
    Price per bottle / ounces per bottle
    Add ingredient costs
    To determine drink cost percentage - drink cost / selling price x 100
  2. Advantages
    Ready access to cash and credit
    Ability to experiment without great risk
    Resources to hire staff specialists
    Greater access to useful comparative financial information
  3. Liabilities+ Equity
  4. blueprint of a company
  5. Cost all items combined to form meal
    Determine portion costs of items
    For example: cost of entrée, salad, dressing, roll, butter
    Combine to get meal costs
  6. Includes supervising, scheduling, and disciplining employees
    Know how to: motivate, gain cooperation, give orders, and bring out the best in people
    Issues: Employee turnover
    Why? - how to prevent?
    Opportunities: promotions
  7. Cost Per Purchase/# Of Units Into Quantity
  8. Seeing the business from the perspective of the guest - how the business is portrayed and viewed
    Marketing initiatives have to be supported by top mgmt
    Use strategies that focus on what is best for the guest
    Use guest-friendly systems
    Talk about service routinely
  9. Pre-costing analysis- determines a menu's profitability before actual production and service; this is how ideal food cost is developed.
    Post-costing analysis - based on actual sales, not forecasted sales
    Menu mix- relates the sales of a particular item to the total number of menu items sold (# of items sold / total # of items)
  10. Assets (total)/Liabilities (total)
  11. Cost of Beverages Sold/Beverage Revenue
  12. Net Income/Total Revenue
  13. Owned by an owner or owners who have one
    or more properties that have no chain
    "mom and pop" operations
  14. Translates marketing research into strategies and tactics to achieve organizational goals
    Select target markets
    Determine objectives
    Create action plans and goals
    Evaluate and revise
  15. Jobs can be hard, with long hours
    Jobs usually involve serving others
    Starting compensation often above minimum wage
    Rapid advancement possible
    Salaries after five years quite competitive with other
    industries (discussion)
    Noncommercial opportunities are often underrated
    Positions expected to be available in all food service segments
  16. Cost of Food Revenue/Average Inventory
  17. there is open communication between
    department heads and other department
  18. Firings continue until morale improves
  19. (There are never enough)
    Equipment and Space
  20. Creating goals and objectives
    Developing action plans to reach those
    goals and objectives
    Gaining access to accurate, complete information
    Maintaining good communication with other
    Building flexibility into the plans
    Making sure plans are fully implemented
  21. Reviewing the Operation's Progress - Goals
    Measuring Employee Performance
    Assessing the Effectiveness of Training Programs
    Very important to make time to evaluate
  22. Revenue Per Year/ Check Average
  23. Available Seats/Guests Served
  24. Guests Per Year/365 Days in a Year
  25. Unable to make the best allocation and problem solving decisions
    does not realize that he did a mistake or perceive it as a weakness to acknowledge the mistake
  26. Franchise contracts restrict style and methods of operation, products served, services offered, décor, and furnishings
    Franchise contracts usually favor the franchisor
  27. Independents
    Chain Restaurants
  28. Scaling (weight)
    Volume (how much space does it take up)
    Count (count)
    Trim (waste)
    Portion Control
  29. Food Cost of Sales/Food Revenue * 100
  30. Specific
    Time Bound
  31. authority passed down the organization
    responsibility cannot be delegated
  32. Yearly Revenue/365 Days in A Year
  33. Total Cost of Staffing/Revenue Per Day
  34. Task to assigning work and organizing people
    and resources to achieve the operations
    Effective channels of communication to transmit messages up, down and across the organization
  35. Allocates resources wisely and make good decisions when solving problems critical to the operation
    acknowledge his mistake and learns from it
  36. Function
    Count - each
    Other quality factors

    Ensures the right quality products
    are consistently available
  37. Asia - Many layers
    Labor is very inexpensive
    US - Few layers
    Labor costs are an issue
    Europe - Very flat
    Labor costs are high
  38. Communication flows up and down
    Short term goals
    Manage the work of supervisors
  39. Quantity*Cost Per Recipe Unit
  40. Employee Skill Level
    Weights & Measures
    Uniformity of Products
    Exact Instructions
  41. Developing and implementing control systems
    purchasing, receiving, storing, issuing, preparing, and serving products.
    Control Process
    Establish Standards
    Measure Actual Operating results
    Compare Actual Results with Standards
    Take Corrective Action
    Evaluate Corrective Action
  42. Proper
  43. Part of a multi-unit operations
    May be owned by a parent company, a franchise company, or private owner or owners
    Share the same menu, equipment etc
  44. Assistance in opening and operating the business
    Franchisor-sponsored training and materials
    Greater exposure and higher revenue because of extensive advertising and name recognition
    Lower costs due to volume purchasing
    Tested operating procedures
  45. Know your guests
    Know your quality requirements
    Know your operation
  46. 1 Tablespoon (T) = 3 Teaspoons (t)
    1 tablespoon (T) = ½ oz
    1 cup = 8 ounces (oz)
    2 cups = 1 pint = 16oz
    2 pints = 1 quart (qt) = 32oz
    4 qts = 1 gallon (gal) = 128 oz
    1 liter = 33.8 oz
  47. Vision
    Long-Range Plan
    Business Plan
    Marketing Plan
    Operating Budget
  48. Involves recruiting and hiring applicants
    Goal - bring the best-qualified employees
    How - through screening process
    Application forms
    selection tests
    reference checks
  49. Answers the question "How can we best assemble and use our limited human resources to attain our objectives?"
    Involves the establishment of
    organizational charts (authority and
    communication flow) (cont. updated)
  50. Table d'Hôte: (tobble dote), (fixed price menus) complete meal for one price; Banquet & Big Mac Meal menu

    À la Carte: items are listed and priced separately

    Combination table d'Hôte / À la Carte:
  51. Beginning Inventory + Purchases- Ending Inventory
  52. Designed to give an organization an idea of the probability of success of a location
    Done by various agencies outside/inside organization
    Used for financing, potential investors and developers
    Identify market area characteristics
    Evaluating proposed site
    Analyzing the competition
    Estimating demand
    Projecting operating results
  53. High risk
    Lack of capital
    Long hours
    Need to know it all
  54. Suppliers
    Local Community
    Nuisance Concerns
    Env. Concerns
    Gov. Reg. Agencies
  55. Minimize Costs.Business / Industry Organizations
    Everything from gourmet food to vending machines
    Self-operated or outsourced
    Educational Institutions
    Self-operated or outsourced

    Private Clubs
    Country (golf) Clubs, City Clubs, Athletic Clubs
    Leisure and Recreation Operations
    Theme Parks, Sport Arenas
    Transportation Companies
    Airlines, Trains, terminals
    Other Organizations
    Prisons, military, etc
  56. Bureaucratic rules and procedures can slow response times to market changes
  57. Necessary to properly introduce new employees to supervisors, co-workers, and the organization in general
  58. Planning, Organizing, Coordinating, Staffing, Directing, Controlling, Evaluatiing
  59. Guests
    Area / Regional Dir.
  60. Managing by objectives and assitance
  61. In charge of one or more revenue generating departments that directly provide goods or services to guests
  62. an architectural rendering of what the company will look like once it is successfully established
  63. Dining room managers
    Hosts / receptionists
    Food and beverage servers
    Bartenders - public and service
    Curbside servers
  64. Property analysis
    Competition analysis
    Market analysis
    Guest profile
    Marketplace factors and trends
  65. Chef's - executive, sous (assistant), garde-manger, banquet
    Cooks - soup, sauce, fish, roast, pastry, relief, assistant
    Bakers - head bakers, assistant bakers, pastry chefs
    Pantry staff
    Stewards - chief stewards, porters, dishwashing employees
    Storeroom and receiving employees
  66. The amount of money a certain menu item is leaving to help with profits after costs
    Lower cost of the food bought does not mean that the item will contribute more - it depends on pricing and volume
    Selling price - food cost = contribution margin
  67. ...
  68. Using what you have to do what you have to do
  69. Yearly Revenue/# of Guests Served
  70. Guests Served (Guests Per Day)/ # of Seats
  71. Long term plans and goals
    Overall business environment (competition, economy, consumer preferences)
  72. Current Assets/Current Liabilites
  73. Managers
    Entry Level Production and Service Employees
  74. Maximize Profits. Freestanding Eating and Drinking Places
    Independent Properties
    Chain and Franchise Restaurants
    Lodging Food Service Operations
    Other Commercial Facilities
    Public Cafeterias
    Catering Operations
  75. To create a customer
  76. Beginning and Ending Inventory/2
  77. Small initial capital investment
    lease land, facilities and equipment
    Low inventory
    Buying on credit
  78. Consistency - Quality and Quantity
    List of Ingredients for Ordering
    Control Waste / Cost
    Method / Instructions
    Quality Standards
    Equipment Needed
  79. Link between management and employees
    Use their technical skills (Scheduling, overlooking the immediate operation)
  80. Meet or exceed the guest's wants and needs
    The ability to do this will help achieve success
  81. Theme or Cuisine:
    Cost (budget):
    Ingredients Available:
    Equipment Concerns
    Personnel Concerns
    Peak Volume Prod.
    Sanitation Concerns
    Layout Concerns
  82. Does not translate to volume
    (how much space does it take up)
    1 oz = 28 grams
    16 oz = 1 pound (#)
    2.2 # = 1 kilo
  83. Private / Company owner of a chain restaurant
    Pays fees to the franchise owner
    Must maintain business and quality standards
  84. Provide support and advice to line managers
    Human Resources Manager, Controller, Purchasing
    agent, Other staff specialists
  1. a Total Cost
  2. b Standard Purchase Specifcations
  3. c Layout: Making a rough draft of the menu. Planning the layout includes:
    Listing menu items in the right sequence
    2. Placing the menu items names and descriptive copy on the page
    3. Determining the menu's format
    4. Choosing the right typeface and paper
    5. Integrating artwork

    Cover: A well designed cover communicates the image, style, cuisine and even the price range of the operation. It helps to set the mood and creates expectations of the dining experience offered.
  4. d Managements Responsibility
  5. e Middle Managers
  6. f Independent Operation Disadvantages
  7. g Secondary Groups
  8. h Chain Restaurants
  9. i Marketing Plan
  10. j Staff Managers
  11. k BEverage Costs
  12. l SMART goals
  13. m Controlling
  14. n Staffing
  15. o Purpose of a Business
  16. p Independent Operation Advantages
  17. q Effective Manager
  18. r vision statement
  19. s Assets
  20. t Sequence of Planning
  21. u Chain Restaurant Advantages
  22. v Directing
  23. w Menu Mgmt. Software
  24. x Contribution Margin
  25. y Restaurant Organizational Structure Around the World
  26. z Menu Pricing Styles
  27. aa Franchise Advantages
  28. ab Lend a Helping Hand
  29. ac Profit Margin
  30. ad Independent Operations
  31. ae Delegation
  32. af Solvency Ratio
  33. ag Recipie Considerations
  34. ah Menu Planning
  35. ai To Determine Meal Costs...
  36. aj Employee Orientation
  37. ak Typical Service Positions/Front of House
  38. al Organizing
  39. am Planning
  40. an Supervisors
  41. ao Management By Fear
  42. ap Guests Per Year
  43. aq The 5 P's
  44. ar Marketing Defined
  45. as Volume
  46. at Top Managers
  47. au Labor Cost %
  48. av Beverage Cost %
  49. aw Guests Per Day
  50. ax Current Ratio
  51. ay Evaluating
  52. az Seat Turnover
  53. ba Noncommercial Operations
  54. bb Recipie Measurement
  55. bc Weight
  56. bd Ineffective Manager
  57. be Average Check
  58. bf Food Inventory Turnover
  59. bg Turnover
  60. bh Organization of Commercial Operations
  61. bi 7 Management Tasks (POCSDCE)
  62. bj Franchises
  63. bk 3 General Categories
  64. bl Achieving organizational goals can only happen if
  65. bm Mission Statement
  66. bn Coordinating
  67. bo Typical Production/Back of House Positions
  68. bp Management Resources
  69. bq Revenue Per Day
  70. br Management
  71. bs Standardized Recipie Purpose
  72. bt Line managers
  73. bu Feasability Studies
  74. bv Primary Groups
  75. bw Three basic rules to plan a menu
  76. bx Franchise Disadvantages
  77. by Commercial Operations
  78. bz Food Cost %
  79. ca Cost of Sales
  80. cb Average Food Inventory
  81. cc Ongoing Market Research
  82. cd Chain Restaurant Disadvantages
  83. ce Cost Per Recipe Unit
  84. cf Things to Consider Before Starting a Food Service Career