Management Review

LM-Brent Grimm

BM-Eva Chong

PM-Jaymee Domingo

CCM-Charlene

Hsieh

SM-Amber Graves

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. Increase the sales of high contribution items sold in Winter 2009 by 3% compared to Fall 2008 quarter.

ii. Featured item of the week: Crab CakeKey strategies: Table Tent, Flyers, Marketing E-mails, RKR website, and the Sample Plate.

High Contribution Item

Steak, Pork, Crab Cake

Goal Actual Variance

Preview Week

BMI Banquet 48 Steaks

74

DataTrapped Week 38 72 +34

QTD 146

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.

Vii. Recommendation.

Item Number sold

Steak 36

Pork 15

Crab Cake 21

Wednesday Thursday Friday Total

Crab Cake

3 8 10 21

72

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 884 1717 2374 4975 86.1%

DISCOUNT 29 105 231 364

FOOD TOTAL 0 0 856 1612 2143 0 4611

BEER 0 0 0

WINE 57 428 263 747

BAR TOTAL 0 0 57 428 263 0 747 13.9%

TOTAL SALES 0 0 913 2040 2406 0 5358 100%

GUESTS 28 52 72 152

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 Assessmenti. 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 21-23,2009

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 Wednesday Thursday Friday Total

Guest Count

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

Quarterly Cost

Annually

Laminated Sheet

$9.25@$.48

each(included laminated sheets)

$18.5

$37.00

Regular Paper

19 sheets@

$0.19

w/no mistake

$0.76 $6.08 $24.32

$48.64Lunch &

Dinner

Financial Summary• Week 1

Lunch Check Average: $15.02Dinner Check Average: $35.25• QTD Lunch Check Average

Before Week 1: $10.83After Week1: $12.92

• QTD Dinner Check AverageBefore Week 1: $46.73After Week 1: $40.99

• QTD RKR Check AverageBefore Week 1: $30.58

After Week 1:$24.45• Total Sales

Before Week 1:$5780At Week 1:$7971

QTD: $13751

Changes in check averages & revenuePreview 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: $1,349Bar Cost: 69.9%

Bar Cost (after adjustment): 68.5%• Week 1:

Bar Issue: $428Bar Sales: $1,048Bar Cost: 40.9%

Bar Cost (after adjustment): 36.3%• QTD

Bar Issue: $1,371Bar Sales: $2,397Bar 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, non-product expense.

• Preview Week

• DataTrapped Week

Item>

Waste-Training

Breakage Info System

Chemical Dinning Room

Kitchen Linen &

Laundry

Total

Cost $6018.83 $49.48 $65.99 $167.62 $361.30 $815.02 $151.56 $7629.8

Item> Waste-Training

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: -$7,804Week 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

• 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.

FOH BOHCCM

LM

EXPO

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. Theywill 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.