CCM-Charlene
Hsieh
SM-Amber
Graves
Management Review
LM-Brent
Grimm
BM-Eva
Chong
PM-Jaymee
Domingo
Mission Statement
• The Mission Statement of the Restaurant at Kellogg
Ranch is to encourage students to learn being
responsible and flexible in servicing customer needs
while offering a special experience.
Quarter Sales Objective 1 Assessment
i.
ii.
Increase the sales of high contribution items sold in
Winter 2009 by 3% compared to Fall 2008 quarter.
Featured item of the week: Crab Cake
Key strategies: Table Tent, Flyers, Marketing Emails, RKR website, and the Sample Plate.
High Contribution
Item
Steak, Pork, Crab
Cake
Goal
Preview Week
BMI Banquet 48
Steaks
DataTrapped Week
QTD
Actual
Variance
74
38
72
146
+34
Item
Number sold
Steak
36
Pork
15
Crab Cake
21
72
iv. Preview week: BMI Banquet, 48 steak plate,
total high contribution item plate: 74 plate.
QTD: we have 146 high contribution item sold.
v. Variance of +34.
vi. Table tent draws some attention to customers.
The hostess took time to show customers about
our featured item. The sample crab cake
display at the foyer worked out.
Crab
Cake
Wednesday
Thursday
Friday
Total
3
8
10
21
Vii. Recommendation.
Quarter Sales Objective 2 Assessment
i.
Sales Objective #2:
Increase the average daily sales of wine by 3%
compared to average of daily sales of wine in
Spring 08 and Winter 08 quarters.
ii. RKR Goal - Manage the Business Professionally
iii. The main focus of this objective was to work as a
team to increase our sales.
– We trained the FOH staffs to be familiar with our featured
wine and menu.
– Allowed the FOH staffs sample the featured wine
– “Fess Parker White Riesling” as our sub-feature wine.
iv. Actual Result: DataTrap Winter 2009
v. Desired result = $329.26 (average daily
sales of wine)
QTD = $249/daily average,
Variance = -$80.26
vi. Economic crisis
Management Experience
vii. Recommendation
Quarter Sales Objective 3
i.
Increase the Winter 2009’s quarter food sales by 5%
compared to the Winter 2008 and Spring 2008
Quarters.
ii.
- The opening of the Restaurant at Kellogg Ranch was advertised via the
marquee located on Temple Avenue from 1/20 – 1/23.
- The opening of the Restaurant at Kellogg Ranch was advertised in
multiple campus buildings. Flyers were hung in buildings by the 383
students on Wednesday, January 7.
- The Restaurant in Kellogg Ranch will appear in PolyCentric on 2/4.
- 383 Students distributed flyers in the quad to advertise the Restaurant
at Kellogg Ranch’s opening for service on Wednesday, January 7.
• The average of Winter 2008 and Spring 2008 food
sales is $58,439.
• To increase food sales by 5%, we need to achieve
$61,360.95 (increase of $2921.95).
• The average operation days of Winter 08 and Spring
08 are 46 days.
• For the Winter 2009 quarter, we will be open for 21
days which is 45.65% of 46 operation days. 45.65%
of $61,360.95 is $28,011.27, this is the amount we
need to generate in food sales during the Winter
2009 quarter to increase the average food sales by
5%.
• $4,001.61 should be generated in food sales each
week to achieve this goal.
DINNER
FOOD
SALES
DISCOUNT
FOOD
TOTAL
884 1717
29
0
0
BEER
WINE
BAR
TOTAL
TOTAL
SALES
GUESTS
0
0
0
0
2374
105
231
856 1612
2143
4975
364
0
0
0
57
428
263
57
428
263
0
913 2040
2406
0
28
52
86.1%
4611
0
72
747
747 13.9%
5358
152
100%
v. Variance of +$609.39
vi. Guest count of 152 guests over the course of three
days with an average guest check of $35.25
vii. Sales objective strategies primarily used marketing
collaterals to increase the awareness of the
Restaurant at Kellogg Ranch. One guest said they
heard about us via flyers/advertisements.
viii. Recommendation.
Front of the House Objective Assessment
i.
Demonstrate efficiency with Micros by achieving a
95% or higher on the Micros assessment
ii. Exceed Guests Expectations
–
–
Proper input of guest’s orders
Effective communication with BOH
iii. Strategies
–
–
–
Micros Reference Card in server book
Practice session
Micros Assessment
iv. Those staff members that did not achieve a 95% or
higher on the assessment took the exam the
following day. All FOH members had achieved a
95% or higher by the start of service.
v. Challenging, Relevant
–
–
–
Sides were not entered into Micros
Items were entered under the wrong seat number
Orders were entered under the wrong table number
vi. First week of service for the quarter
–
Still trying to get familiar with the basic operations of the restaurant
vii. Practice makes perfect.
Back of the House Objective Assesment
• Family Meal will be served by 4:45 pm.
Strategy 1:
• All kitchen staff will be in complete uniform and ready
to work at 3:00 pm.
Results of Action:
• Having all BOH staff in class and complete uniform
made for any easier transition moving from the
classroom to the kitchen .
• When all BOH staff were present in the kitchen it was
standard to have all staff members line up and
conduct the uniform check.
Strategy 2:
• The team will have the requisition sheet for Family Meal accurately
submitted by the Friday prior to Management Week, January 16.
Results of Action:
• Having the requisition sheet submitted on Friday ensured that the
product needed for Family Meal would arrive by Tuesday January 20.
• Having all the product needed for family meal for the week arrive on
Tuesday allowed the Family Meal team to prepare most ingredients a
day ahead, reducing cooking time the day of.
Strategy 3:
• The production schedule for family meal will be completed by
the week prior to management and given to the persons
assigned to prepare Family Meal for each day during
Management Week.
Results of Action:
• The recipes for Family Meal were given to the each individual
assigned to Family Meal on Friday January 16, doing so
ensured that they would know what they were preparing and
allowed them the time to learn the recipes.
Strategy 4:
• The Service Manager and Line Manager will ensure that their
respective staff is ready and prepared to eat by 4:40 p.m.
Results of Action:
• By periodically checking to see how the FOH and BOH tasks
prior to service were progressing each Manager was able to
gauge how far along their staff were and estimate a time when
their staff could break for Family Meal.
Revenue Analysis & Variance
January 2123,2009
HRT 382
Forecast
Revised
(final)
Weekly
Forecast
Actual
Result
Variance
Guest Count
165
160
152
-8
Average Check
36.61
36.13
35.25
-0.88
Total Sales
6041
5781
5358
-423
•Initial 382 forecast: Spring 08 and Fall 08.
•Preview Week: Average guest count: 35
Average check (ALA): $36.01
•DataTrapped Week: Average guest count: 51
Average check:$35.25
Guest
Count
Wednesday
Thursday
Friday
Total
28
52
72
152
Revenue Variance
Days>
Wed
1/21/09
Thurs
1/22/09
Fri
01/23/09
Total
F&B Mix
Food Sale
856
1612
2143
4611
86%
Beer Sale
0
0
0
0
Wine Sale
57
428
263
747
Total Bar
Sale
57
428
263
747
14%
Total Sale
913
2040
2406
5358
100%
Guest
Count
28
52
72
152
Average
Check
32.59
39.22
33.41
35.25
Revenue Variance
• Guest Count
• QSA Food
QSA Item
Reason
Cost
Thursday
01/22/09
•1 Glass of Kiona Ice
Wine
• The Lamb was
cold. (delay on the
2nd entrée)
$6.50
Friday
01/23/09
•2 Chicken Pot Pie
•1 Duck
•1 Ravioli
•Customer did not
enjoy
•Duck was too dry
$107
Total
$113.50
•Without QSA: $5471.50, check average at $35.99,
variance of $0.14
Menu Mix Analysis
• We chose to compare our Week 1 totals
with that of Fall 2008, Week 1 and
Spring 2008, Week 1 when the
steakhouse concept began at the RKR.
• The figures used to compare data were
an average of both Spring 2008 and Fall
2008 Quarters for each entree sold and
their respective contribution margin.
Analysis of Menu Item Changes
Menu Mix (Beverage):
Expense Analysis
• By investing in a set of production sheets that are
laminated once at the beginning at the quarter, the
amount of paper consumed can be reduced
substantially since for the four days class is in
session each team member is issued a production
sheet to be used just once.
Daily
Cost
Weekly
Cost
Laminated
Sheet
Regular
Paper
Quarterly
Cost
Annually
$9.25
$18.5
$37.00
@$.48
each(included
laminated sheets)
19
sheets@
$0.19
w/no
mistake
$0.76
$6.08
$24.32
$48.64
Lunch &
Dinner
Financial Summary
• Week 1
Lunch Check Average: $15.02
Dinner Check Average: $35.25
• QTD Lunch Check Average
Before Week 1: $10.83
After Week1: $12.92
• QTD Dinner Check Average
Before Week 1: $46.73
After Week 1: $40.99
• QTD RKR Check Average
Before Week 1: $30.58
After Week 1:$24.45
• Total Sales
Before Week 1:$5780
At Week 1:$7971
QTD: $13751
Changes in check averages &
revenue
Preview Week:
BMI Banquet: $50 average Preview
Week Check Avg:$46.73. Without
BMI Check Avg: $36.01.
DataTrapped Week:
Average check: $35.25
Weekly Food Cost and the resultant
change in the QTD food cost.
• Prior to Week 1:
Food Cost: 196%
Food Cost (after adjustment):
36.0%
• Week 1:
Food Cost 61.9%
Food Cost (after adjustment):
33.2%
• QTD (after Week 1)
Food Cost :114%
Food Cost (after adjustment):
34.29%
• Preview week’s food
cost :
Food Purchase: $8686
•DataTrapped Week
-Food Purchase$4285
-Food sales was $6923
-Food Cost decrease by
134.1 % to 61.9% and
32.2% (after adjustment).
• QTD
-Food purchase was
$12,971
-Food sale was $11,354
which results, 114% and
34.29% after adjustment.
Weekly Bar cost and the resultant
change in the QTD bar cost.
• Prior to Week 1:
Bar Issue: $943
Bar Sales: $1,349
Bar Cost: 69.9%
Bar Cost (after adjustment):
68.5%
• Week 1:
Bar Issue: $428
Bar Sales: $1,048
Bar Cost: 40.9%
Bar Cost (after adjustment):
36.3%
• QTD
Bar Issue: $1,371
Bar Sales: $2,397
Bar Cost: 57.2%
Bar Cost (after adjustment):
54.42%
Factors resulting in high bar cost
•BMI Banquet
•Wine tasting
Item
Cost
Wine tasting for 382
Lunch and Dinner classes
$221.37
Beer Tasting for 382 Lunch class $22.80
6X Double T by Trefthen 03,
Napa Valley
$79.50
2X Este de Bodegeas Alto
Almanzora
$10.00
Total: (35% of Bar issue)
$333.67
One comment on another, nonproduct expense.
• Preview Week
Item
>
WasteTraining
Cost $6018.83
Breakage
Info
System
Chemical
Dinning
Room
Kitchen
Linen &
Laundry
Total
$49.48
$65.99
$167.62
$361.30
$815.02
$151.56
$7629.8
• DataTrapped Week
Item>
WasteTraining
Breakage
Info
System
Chemical
Dinning
Room
Kitchen
Linen &
Laundry
Total
Cost
$932.68
$34.42
$N/A
$N/A
$N/A
$230.29
$512.14
$1709.53
Prior to Week 1: -$7,804
Week 1:-$69
QTD (combine preview week and Week 1): -$7873
Total training expense was $6951.51.
Total expense was $21,624.
The total sales was $13751.00
Guest Perceptions:
Some of our guests’ comments
include:
•
•
•
•
•
•
Server has good timing on filling glasses
Guests think salmon was great
Server has recommended a great wine
Our guests perceive high knowledge;
Servers are helpful
Managers are very helpful and
knowledgeable
• Server has great attention to detail and
empathy
Cost Control Manager
Recommendations
CCM
FOH
LM
BOH
EXPO
• The middleman between the FOH and BOH.
• Communication with BM, SM and LM to insure the
flow of the service.
- Customers arrival time and order entry.
- Sequence of service update to the expo and LM
• Monitor the reception to insure, BOH inventory
reflected to the updated guest count.
- Update plate count
- Briefing Items
• Listen to servers’ reports and confirm with the Micros
order entry.
• Help and support your staff.
Service Manager
Recommendations
• Micros Timing
– Use table management form
Beverage/ Reservation
Manager Recommendations
• Communication between all STAFF members
and TEAM members is KEY.
• Learn from your mistakes and from others.
• Treat the staff how you would treat yourself.
• Always have sense of urgency so that you
can provide support for your staff and the
managers.
Production Manager
Recommendations
Safety & Sanitation
• Having a well-informed staff is key in
assuring staff and guest safety
• Correct improper use of equipment or
sanitation procedures
• Train your eye to spot any potential
hazards in the kitchen
Line Manager
Recommendations
•
•
•
•
Taste Everything
Sense of Urgency
Anticipate Needs of Line Chefs
Do not be afraid to step behind the line
Cost Control Manager Key
Insight
•
•
•
•
Teamwork
Communication
Support
Management Experience
Service Manager Insight
• Leadership Qualities
• Staff Motivation and Support
• Treat your staff with respect, show a
genuine concern for their well being and
appreciate their hard work. They
will work harder for you and the positive
attitude you have shown them will trickle
down to your guests
Beverage/ Reservation
Manager Key Insight
• To act as a bridge of Front of the house
and Back of the house.
• Teamwork is other major phases to
success.
• Communication must take place
between all managers.
Production Key Insight
Production Manager Insight
• Production is there to support the line
• Have clear and concise production sheets
• Have the most current forecast
• Be flexible if guest count changes
• Adjust the recipes being prepared in
accordance with whatever situation arises
Line Manager Key Insight
• Teaching new skill sets
• Individual work speed
• Kitchen Confidence
Conclusion
• Everyday of our week we took ownership for and
embraced both the obstacles and successes, as
managers we felt that at the end of the week that we
had given our all. Of course none of this would have
been possible without our hard working, enthusiastic
staff and professors. We now step away from the
management spotlight with a very special experience
that will stay with us forever and look forward to
helping other management teams achieve the same
level of success that we did.