Shift Management And Administration Manual (1) · 5 SHIFT MANAGEMENT AND ADMINSISTRATION MANUAL...

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Shift Management And Administration Manual

FAMOSO INC. SHIFT MANAGEMENT AND ADMINSISTRATION MANUAL APRIL 2014

These documents are the property of FAMOSO INC. and may not be reproduced without the proper written authorization.

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Table of Contents Introduction Pg.6 Chapter 1: Famoso Brand Standards Pg.7 Welcome! Brand Standards Brand Pillars Brand Values Our Story Our Logo Tone Of Voice Kaizen Chapter 2: Effective Management Pg. 17 Management Philosophy Management Structure Things To Always Think About Atmosphere Famoso Walkthrough Checklist Upselling/Suggestive Selling High Profile Management Hospitality Reading Your Guest Working The Floor Faces-‐Tables-‐Action Identifying 1st Time Guests Understanding Guest Flow The Rush Table Checks Manager Objective Checklist BOH Areas & Pizzaiolo Closing Server & Dining Room Closing Closing Famoso Reservation Policy Chapter 3: Meetings Pg. 48 Weekly Management Meeting Weekly Meeting Template Pre-‐Shift Meetings Staff Meetings

FAMOSO INC. 3 SHIFT MANAGEMENT AND ADMINSISTRATION MANUAL SEPT 2016


Chapter 4: QSAs & Promos Pg. 56 Complaints Executing The 3 A’s QSA Guidelines Promo Spending Manager Promos QSA Store Coupons Head Office Promos & Coupons Groupon In-‐Store Promotions Dough For Kids Head Office & Store Promo Guide Chapter 5: Marketing & Store Level Advertising Pg. 65 Local Community Marketing LCM 5 Step Program 3 Store Sales & Marketing Status Social Media Comical Overview Of Social Media Chapter 6: Training & Coaching Employees Pg. 77 Training And Coaching Coaching Employees Challenges Of Being A Coach Goals Effective Leadership Five Guidelines For Effective Communication Delegation How To Get People To ‘Buy In’ Effective Management – The Football Field Your Team Effectively Managing Staff –‘The Football Field’ The Perspective Of The Foot Soldiers & Bench Warmers Bench Warmers – They’re in, or they’re out The Football Field Summary



Chapter 7: Labor Pg. 99 Labor Cost Control Labor Control Admin Weekly Staff Schedules Employee Availability Contract Stat Holidays Famoso Stat Holiday Tracker Chapter 8: Administration Pg. 107 Introduction Inventory Impacting Proper Usages Invoice Approval Chit And Price Updates Daily Revenue Sheet (DRS) Daily Labor Sheet Monthly Labor Sheet Food And Beverage Analysis Profit And Loss Statement (P&L) P&L Workbook Checklist P&L Troubleshooting Guide Common P&L Errors Order Guide Royalty Reporting Royalty, Coupons And Promotions Administration Email Administration Manager Communication Log Forecasting Sales Chapter 9: Kitchen Systems Pg. 134 Prep Chart Par Levels Famoso Prep Chart Using Color Shading To Manage Your Prep Chart Daily Prep Count Sheets Waste Sheet The Food Quality Checklist Chapter 10: Food Safety & Handling Pg. 143 Introduction Dry Storage: Storing Semi-‐Perishable Foods Refrigerated Storage: Storing Perishable Foods Specific Storage & Handling Requirements For Perishables



Food Supply And Handling Examples Of Types Of Food-‐Bourne Illnesses Food Bourne Illness Procedure Famoso Allergy Procedure Chapter 11: Restaurant Guidelines Pg. 156 Patio Launch Famoso Spring./Summer Patio SETUP Checklist & Sign Off Patio Maintenance And Operations Patio Closures And Winterizing Guest Feedback Letters Complaint/Feedback Form Chapter 12: Cash Manual Pg. 165 Famoso Cash Manual Global Payment Device Screen Shots Chapter 13: Famoso University Guide LLPg. 176 Logging In Accessing Manager Resources Adding A User Add Bulk Users Granting An Exam Checking Exam Results – Single User Checking Exam Results – Multi-‐Users Delete A User

FAMOSO INC. 6 SHIFT MANAGEMENT AND ADMINSISTRATION MANUAL APRIL 2014


Introduction PASSION

The Famoso concept began with a trip to Italy and the discovery of the fire-‐roasted pizzas

served in Naples, the birthplace of pizza. The passion that drives the Famoso brand is based

on these travels as we have made it our mission to make pizza EXACTLY as it is in Naples.

You have now made a commitment to yourself, the Famoso family, and to all the pizzerias in

Italy and the world that follow the strict guidelines of making authentic Neapolitan pizza. It

is your turn to live and breathe the passion for authentic Neapolitan pizza and to never

compromise on the quality and authenticity that Famoso represents.

BUSINESS It doesn’t matter how much passion and love we have for our product, we are here to run an

efficient business. If you lose money, you will lose your passion. Anybody can have a good

idea, but it takes a commitment to solid business principles to bring this idea to life and keep

it alive.

TOOLS The purpose of this manual is to provide a foundation of solid information and business

practices to help effectively run your restaurant. More specifically, this manual will give the

manager the necessary information to effectively run a Famoso. All of the systems and forms

are straightforward simple, but together they form a very effective method of running a

Famoso. A business built on sound systems and routines will run efficiently. Subsequently a

manager working in a systematically strong business can focus their time and energy of their

staff as opposed to putting out fires and constantly being tied to micro level details.

“Systems Run Restaurants, Managers manage people”



Chapter 1 Famoso Brand Standards



Welcome!

As you know, Famoso is known for our authentic Neapolitan Pizza. But, as well as our food, we want our brand to be authentic too. With locations across Canada, we wanted to create consistency in how we communicate our brand, both to our guests and within our organization. The following brand standards will take you through each aspect of the Famoso brand, from our logo and design guidelines, to our brand personality and tone of voice.

This section provides the framework for all branded communications including advertisements, in-‐store collateral, and any other communication pieces. Following the guidelines in this section will help to strengthen and unify the Famoso brand.

We hope you will find this useful, easy to follow, and fun!

Sincerely,

Justin, Jason & Christian Famoso Founders



Brand Standards

VISION: Who we are aspiring to be.

Throughout North America, Famoso defines what a pizzeria should be.

TARGET MARKET: Who our guests are and what they want and expect from us.

Famoso appeals to a wide demographic; however, based on research, our core audience can be identified as follows:

1. Adults 18–49, mostly 30–49 (skewing female)

2. Educated (college or post-‐grad degrees)

3. Professional/self employed (10% work in trades)

4. Household income $60K +

5. Married/common-‐law

6. 40% with kids

For our guests, great pizza, taste experience, and overall experience are the most important factors when deciding where to eat. They consider eating a social occasion and want a place where they can go with their friends or family. They know they can count on Famoso to give them the delicious, high-‐quality Neapolitan pizza they crave in a warm, inviting, fun, and vibrant atmosphere.

GUEST EXPERIENCE: How we want our guests to think, feel, and talk about their Famoso experience.

When I go to Famoso, it’s always bustling and full of energy. Even if there is a wait, it’s worth it. When I’m in the mood for pizza, there’s nothing that can satisfy me like their Neapolitan pizza, fresh from the oven.

I usually go to Famoso with family and friends. Whether a quick lunch with a coworker, or a long social dinner, it’s the perfect place to catch up while enjoying the best pizza and a great selection of wine – all at a surprisingly good price. I know I can get exactly what I want, when I want it, and everyone is always so friendly. I really feel like I can relax and enjoy myself.”



“When I go to Famoso, it’s always bustling and full of PERSONALITY: Our brand personality guides the tone and manner in our communications.

Famoso is Down-‐to-‐earth, vibrant, accommodating and friendly.

UNIQUE COMPETENCIES: Strengths that will help us stand apart.

Famoso consistently creates an inviting experience at great value without compromising our resolute standards of delivering Top-‐Quality authentic Neapolitan pizza.

POSITIONING STATEMENT: Our brand personality guides the tone and manner in our communications.

Famoso is redefining the pizzeria by serving Top-‐Quality, authentic Neapolitan pizza in a warm, inviting, fun, and vibrant atmosphere, to a wide range of guests.

CAPSULE SUMMARY: A simple description of the core brand promise.

Serious Pizza, Casual Pizzeria

I usually go to Famoso with family and friends. Whether a quick lunch with a coworker, or a long, social dinner, it’s the perfect place to catch up while enjoying the best pizza and a great selection of wine – all at a surprisingly good price. I know I can



get exactly what I want, when I

Brand Pillars The fundamental philosophical beliefs that support our positioning

PIZZA

Authentic, high-‐quality Neapolitan pizza is the cornerstone of Famoso. We will always use key ingredients and equipment to ensure authenticity. We will continue to uncover the best recipes from Naples and always improve the variety and quality of our menu items. By sourcing recipe ideas through our fans, experimenting with new and exciting flavor combinations, and offering non-‐traditional and North American favorites, we create a food experience with wide appeal.

ATMOSPHERE

Pizza by nature is social and casual. We believe that a true pizzeria experience should be easy, inviting, and full of energy. After the pizza, the most important ingredient is the people – we hire the people that are the best fit for Famoso – that means warm, outgoing personalities who are down-‐to-‐ earth and truly love making our guests feel at home

DESIGN

Our fire oven is the heart of each of our locations. We create spaces that have a warm energy – they are inviting, intimate, and encourage a casual, social atmosphere. Our designs are consistent without being cookie cutter and they embrace the character of the surrounding neighborhood. We use exposed wood and brick paired with vibrant colors throughout all of our locations and prefer smaller locations with open room concepts.

WINE

We believe in demystifying wine. That enjoying high-‐quality wine (and food!) isn’t just for special occasions. Drinking wine should be a ‘no-‐strings-‐attached’ experience for any day of the week.



Brand Values Our inner-‐driving priorities and values are a big way we connect emotionally with our employees and guests.

LEADERSHIP WITHOUT TITLE

• Every single person on the Famoso team acts like a leader – it’s an attitude and a way of operating.

• We focus on solutions and take responsibility for results.

KAIZEN (JAPANESE FOR ‘CONTINUOUS IMPROVEMENT’)

• Our natural inclination is to do it right the first time and improve the things that can be better. We are committed to the philosophy of continual improvement.

INTEGRITY

• Our actions reflect our values and because of that, we operate with complete transparency.

INCLUSIVENESS

• We have a genuine and vested interest in the satisfaction of our guests, co-‐workers, partners, and suppliers because we believe in community, shared ownership, and fostering an environment of acceptance, appreciation, and respect.

LOVE OF LIFE

• We strive to create experiences that surprise, delight, and exceed expectations.

• We’re serious without being stuffy and we understand the importance of having a good time.

HOSPITALITY

• Famoso creates a warm, inviting experience by delivering personable service.

• We treat guests, co-‐workers, partners, and suppliers like they are friends in our home. We listen to them and follow up with thoughtful, gracious, appropriate responses.



Our Story

Years ago, on a trip to Naples, we were introduced to the taste of true Neapolitan pizza and the classic pizzeria. It awakened our pizza taste buds and we just knew we had to share this with our friends and family back home. Wanting to introduce authentic Neapolitan pizza in a way that everyone can enjoy it (as they do in Italy), we took the best of sit-‐down restaurant service and the convenience of bar-‐style casual to create ‘Famoso’. We are Traditional Neapolitan pizza, non-‐traditional service, unpretentious wine, and the kind of atmosphere that will keep you coming back.

We’re happy to share our love of Neapolitan pizza with you.

Justin, Jason & Christian Famoso Founders



Our Logo

LOGO ELEMENTS

The Famoso logo is compromised of three elements:

1. The pizza peel, 2. The work mark, and 3. The descriptor

LOGO INTRODUCTION

The Famoso logo has been carefully crafted to reflect the brand positioning. Famoso is a down-‐to-‐earth, vibrant, accommodating, and friendly authentic pizzeria.

A pizza peel is an authentic Pizzaiolo tool. This has inspired the logo’s shape, and depicts an image of Mount Vesuvius as seen from Naples, Italy.

LOGO CONSISTENCY

Famoso’s visual identity has been carefully crafted, and through consistent use we will ensure a stronger, more recognizable brand.



Tone of Voice What to say and how to say it

Determining a tone of voice allows Famoso’s brand personality to come through in all branded communications, including written word, advertising, and radio. Setting a clear tone of voice creates consistency in how we present ourselves both internally and to our guests.

Here are some pointers on what to keep in mind when writing for Famoso.

KEEP IT CASUAL

Famoso may be traditional in its approach to Neapolitan pizza, but it’s far from formal when it comes to engaging with our guests. Keep it loose and write as if you’re speaking to a good friend. Avoid using words like “delectable” or “unparalleled” – those can come off sounding too upscale and pretentious.

BE CREATIVE

There are lots of ways we can describe a taste experience besides saying, “It’s delicious!” Try comparing the taste to an equally amazing experience, like – riding a roller coaster, falling in love, or traveling to a foreign country.

HAVE AN ATTITUDE

It’s a pizzeria, not a doctor’s office. Be irreverent, and whenever possible – add humor. What do we mean by humor? Well for starters, no fart jokes and definitely no mom jokes. Try to add wit without being over-‐the-‐ top and silly.

We take our jobs seriously!

We take hospitality, amazing food and memorable guest experiences seriously!

We don’t take ourselves too seriously!



Kaizen Famoso embraces this great philosophy in all aspects of our business

‘Kai’ means ‘Change’ and ‘Zen’ means ‘Good or Better’ – ‘Change for the better’ or ‘Continuous Improvement’. Kaizen is a Japanese philosophy that focuses on continuous improvement throughout all aspects of life. When applied to the workplace, Kaizen activities continually improve all function of a business, from manufacturing to management and from the CEO to the assembly line workers. By improving standardized activities and processes, Kaizen aims to eliminate waste. Kaizen was the first implemented in several businesses during the country’s recovery after World War II, including Toyota, and has since spread to businesses throughout the world.

Kaizen Works On The Following Principles

• Eliminate Waste -‐ waste reduction is a very effective way to influence increased profitability. For example – reducing your labor increases your bottom line profit.

• When In Doubt, Get To Work -‐ when there is a problem that needs to be addressed, get your hands dirty and get involved at the ground level to solve the problem yourself, or see what your best strategy/approach should be to solve the problem.

The process of continuously identifying, reducing and eliminating waste (of time, productivity, product, etc.…) from the workplace is the true essence of Kaizen.

Achieving Kaizen

• Include & Empower People – Kaizen cannot and will not succeed if everyone in your business is not involved. Kaizen needs to be driven from the top and has to trickle all the way down to the bottom to include and enroll everyone in your business to practice the improved standards.

• Take Immediate Action – Take immediate action on suggestions given through your implementation of ‘Kaizen’ to achieve the absolute best results.

• Standardize – Once the process that has been rolled out for eliminating waste in your business has been proven with specific measurable results, the process must be standardized in your business so it becomes part of the culture.



Chapter 2 Effective Management



Management Philosophy

1. We’re not in the pizza business-‐serving guests; we’re in people business serving people! What does this mean to you?

2. Our reputation as a business is our measure of success. What reputation would you like to have?

3. Respect is earned not given.

Respect is not based on being liked, but in demonstrating your dedication to sensible, professional management principles. The first step toward gaining respect is being able and willing to do anything you ask an employee to do. Clear leadership requires a thoughtful, empathetic, consistent approach to how you manage people.

4. Be sensitive to human needs.

Human needs and fallibility are important in our employee relationships. Look for ways to say "yes", rather than concentrating on ways to say "no". Consider age, maturity, experience and personal idiosyncrasies when managing people. No one cares how much you know until you show them how much you care.

5. Employee relations are built on mutual respect, tactful confrontation, accountability and consistency.

Address the worst problems first. Remain objective in your review of employee performance. If lines of communications are clear, choices are available. We never fire employees: they fire themselves. If an employee performs poorly, or with an unacceptable attitude, they have chosen the consequences of that behavior: Termination.

6. Confrontation is necessary and healthy.

Confront with tact, sensitivity and diplomacy. Strive to clarify an employee's understanding of the subject. Be patient: keep in mind, only 7% of communication is truly understood. Keep it simple.

7. Be consistent in your management.

If you do not possess any other quality as a manager, this is the single most important quality to develop. Consistency is fairness in management. If they are guessing what you’re going to do, or how you’re going to react, you’re not being a consistent manager.

8. Mistakes are natural: admit them.

Never be afraid to apologize. It is a great personal asset to be able to admit your mistakes to your employees, your guests and yourself.



9. Employees either get better, or they get worse... They never stay the same. Managers too!! 10. There are no problems, only solutions.

Once problems have been identified and brought to your attention, spend your time on the solution. Set priorities then evaluate cost vs. benefit. Don't rehash the problems, no one cares why it can't be done, only how it can be done. Seek solutions and encourage your staff to do the same.

11. The only stupid question is the one you don't ask.

Impress upon your staff the importance of asking for clarification of a policy or for assistance before the restaurant suffers.

12. Write it down.

If you don't write it down, it doesn't exist. Ultimately, managers in the organization will fail if they cannot master this simple discipline.

13. Ask the tough question first. It saves time, reduces stress and eliminates the "hidden agenda". Be transparent & honest!

14. Plans are nothing; planning is everything. You are running a mutli-‐million dollar business. Set goals, create detailed measureable action plans and execute. Be a results driven manager.

People development, profitability, marketing, sales, execution – it doesn’t matter what you’re planning for. If you put pen to paper, prepare a detailed plan and execute, you will always achieve better results.



Management Structure Management Positions: Corresponding training paths must be completed with Head Office authorization before any management position is assigned/assumed. General Manager Culinary Manager Assistant Manager Assistant Culinary Manager Night Leader Line Leader The philosophy behind having the above management positions is that each manager will be very hands–on. Having hands-‐on leaders ensures the following things are achieved:

1. The restaurant has skilled people leading each shift and each area of the restaurant. 2. Although there are several managers for a somewhat small operation, the hands-‐on

aspect allows labour to remain at acceptable levels. 3. Managers are able to have 1 – 2 days off per week. 4. More attention to detail on aspects such as training staff properly, having face-‐to-‐face

contact with our guests, and being diligent on keeping our pizza and food quality at its highest, and troubleshooting when it is not.

In addition to general food service operations, there are several duties that need to be done. The following is a breakdown of the duties:

DUTIES PERFORMED BY COMMENTS

ADMINISTRATION

Payroll GM Because payroll is such a significant cost, it is recommended that the GM do it so they can ensure that timesheets are completed properly, and honestly. It is also an opportunity to see if other managers are cutting staff appropriately.

Bi-‐weekly Tip Out

GM, CM or AM We suggest the GM does the Bi-‐weekly manager & BOH tip outs. But it is up to your discretion



Server Schedule GM or AM The GM should always do the final draft of the schedule, as proper staffing levels are crucial for smooth and profitable operations. The AM should always complete the first draft and submit it to the GM for final review.

Pizzaiolo Schedule

GM, CM The GM should always do the final draft of the schedule, as proper staffing levels are crucial for smooth and profitable operations. The CM should always complete the first draft and submit it to the GM for final review.

Bill/Invoice Payments

GM The GM needs to have control of where the money is going. If any invoicing or bill payments mistakes occur, there is only 1 person (the GM) that has handled the process making the follow up much easier.

Bank Deposits & Withdrawals

GM GM must be the only manager in control of the money transactions for the store. The GM is responsible for balancing the store checkbook and bank accounts. Having 1 person handle the bank deposits and withdrawals is important to control the restaurant’s cash flow.

P&L report GM Due to head office no later than 5pm every Tuesday. Must include your Regional Manager, Famoso Inc. Accounting representative, your provincial Operations Director, Jason, Justin & Christian. Duties within the P&L can be assigned to the CM or AM, with the GM held accountable for the complete workbook. The GM is responsible as well as held accountable for ensuring the P&L is sent in on time with a completed weekly analysis every week & that all information entered is accurate and up to date.



Royalty reporting

GM Due to head office and received no later than the 10th of each month. We suggest sending in your royalties through Express post to know when Head Office will receive your Royalty package. All required information must be submitted when sending your royalty package.

CULINARY OPERATIONS

Making Dough GM, CM, AM & ACM

Making our dough is of central importance to our business. The recipe and methods are important knowledge that MUST not ever be shared with anyone outside management. The CM & ACM (who have earned trust, not just filling the roles) should be the ones making dough daily, and on days off, the GM & AM will make dough. The dough recipe and process MUST be followed to Famoso standard. Making any adjustments to the dough making procedure or recipe is not acceptable.

Invoice Price Changes

GM, CM & AM Those who are doing the ordering should complete Price adjustments. If price adjustments are not updated, you will not know accurate inventory and food costs. We suggest that price adjustments be completed every week to ensure that you numbers are as accurate as possible.

Inventory Count and Input in P&L

GM & CM Inventory is the responsibility of the CM with the GM able to fill in on sick days or vacations. CM should have an effective routine on inventory days to ensure that orders are submitted on time and all counts are inputted, orders are placed and costs are reconciled.

Food and Beverage Orders

GM, CM & AM Shortages are not acceptable. All efforts should be made to pick up or have delivered any shortage on product from other stores, current suppliers and lastly grocery stores.



Ensure Prep Chart is Filled Daily, and Par Levels are Monitored Daily

GM, CM, AM & ACM

Filling in the prep chart is a daily pizzaiolo responsibility with the daytime manager ensuring this is done properly. CM & ACM must follow up daily to ensure the par levels are monitored to ensure pars are increased/decreased wherever necessary.

Adjust Pars on Prep Chart Monthly

CM with input from GM, AM and ACM

The information necessary for adjusting pars will be on the prep chart. The CM should also check with GM, AM & ACM to see if they have any comments.

Adjust Pars on Order Guide Monthly

CM with input from GM, AM & ACM

The CM is responsible for updating all the pars but should also get feedback from the GM, AM & ACM to ensure that product levels reflect what is needed to set up the store for success.

Hiring/Firing Pizzaiolos

GM, CM & AM Any of the key managers on duty should perform a first interview, and great candidates should be hired on the spot. GM has final call on who works on his/her crew although the CM should have the most input for pizzaiolos. Firing can be done by any manager, but should always be discussed first unless the employee does something that warrants firing on the spot.

Training Pizzaiolos

CM, GM, AM, ACM

CM should do the initial set up of training & initial training of pizzaiolos, however, GM & AM need to continue training throughout their shifts and know where trainees are at.

Restaurant Operations

Daily Cash Outs (DRS)

GM, AM, CM, ACM & NL

The manager or leader should complete daily cash outs at the end of every day. All information entered must be accurate and DRS must be balanced daily.



Shortage Pick up GM, CM, AM, ACM & NL

When there is a shortage of product in the restaurant, the manager responsible for ordering that product should pick up the shortage. This puts accountability on the person ordering. However, any manager should help out by picking up necessary product shortages to avoid being out of stock of any products or menu items.

Hiring/Firing Server’s

GM, CM & AM Any manager on duty should perform a first interview, and great candidates should be hired on the spot. GM has final call on who works on his/her crew although the AM should have the most input for servers. Firing can be done by any manager, but should always be discussed first unless the employee does something that warrants firing on the spot.

Training Servers GM, CM, AM & NL

AM should do the initial training of Servers, however, GM and CM need to continue training throughout their shifts and know where trainees are at.

Liquor Order GM, CM & AM Should be completed by the CM on inventory and order days, but may be delegated to the AM to control bar inventory and costs. The GM is responsible for ensuring the liquor order is placed every day and the store carries sufficient stocking levels for sales.

Labor & Productivity Spreadsheet

GM, CM, AM, ACM & NL

Must be completed every shift by the manager or leader on duty. All information being entered must be entered accurately.

Open Store, Opening Checklist


Must be completed every day by the opening manager.

Closing Store, Complete Closing Checklist


Must be completed every night by the closing manager.



Things To Always Think About…the guest is thinking the same thing!

o Music genre and volume – does it fit the atmosphere? Usually, as a room fills up with people and energy, the music should increase in volume and energy. When the room empties out, the music should come down in volume and energy. (Pre set markings)

o TV – what’s on? We usually show sports or sport highlights. No poker or boxing shows allowed. If there are no sporting events, you may also put on the Food Network.

o Temperature – is the room too hot, too cold? Make the necessary adjustments. Be aware of

your guests. Keep in mind, when it is busy we are moving around a lot so a cool room may be comfortable for us. Look for guests wearing their coats. Is the room too cold? Look for guests sweating or looking uncomfortable. Is the room to warm? Temperature plays a large role in our atmosphere.

o Lighting – Is the room too bright or dark? Usually a room is too bright. Lights have to be dimmed gradually as the light outside gradually gets darker. At dusk your lights should be dimmed once. At night, they should be dimmed again.

o Product Quality – How does the food look? Is it being made to Famoso Standard? How is the pizza dough? Over/Under stretched, ingredient scoops being used? It is the manager/leader on shift’s responsibility to ensure that all food & beverages are being made 100% to spec (best version of every item).

o Quality Checks – are servers doing regular table checks? Are managers doing regular table checks? It is important that managers ensure the guests are not just content, but very happy with their food, beverages, service and overall experience.

o Work ethic – is everybody doing their part? If it’s slow, do people have things to do? It is

the manager’s job to motivate and get people going. Managers must set the pace for every shift. Keeping your staff motivated and busy every shift, impacts and influences a culture where your employees know that from the moment they start their shift, they are working.

o Cleanliness – Is the restaurant clean & organized? Are the bathrooms clean and in pristine condition even during your peak periods? Do a walk through of the restaurant several times throughout your shifts and delegate cleaning tasks that need to be done. It is important to keep both the standards for cleanliness high. Remember, there is a difference between cleaning and wiping. Managers should be checking duties regularly and providing feedback wherever necessary to ensure that cleanliness standards are being followed.



Atmosphere Atmosphere is the one product that ALL guests buy. A comfortable and inviting environment is a key part of the offering that we provide to our guests. Great atmosphere affects how guests feel when they dine at your restaurant. This in turn this will increase your average guest cheques by encouraging guests to stay longer and will drive return business and future sales. There are 3 key areas that managers must always be on top of when executing High Profile Management to ensure that atmosphere is always great

o Lighting levels o Music Selection & Volume o Temperature

Lighting Levels There should be 3 lighting levels set in each location. These levels should be clearly marked on the lighting controls, so there is no confusion

• Daytime Lighting o Before 5pm slightly dimmed (you’re not trying to dim the room, lights should brought down

enough to reduce the “harshness” created by artificial lighting). • Evening Lighting

o 5-‐8pm DIMMED – (Create a “Dinner atmosphere”. Room should be warm and inviting.) • Late Night Lighting

o After 8pm FURTHER DIMMED – (late night atmosphere should be slightly dimmer then your evening atmosphere. This is more of a late night atmosphere conducive to late night wine dinners looking to relax and enjoy a glass of wine or a cocktail.)

Music Selection & Volume Music should provide background life and energy. It should mute the sounds of the kitchen, the other guests and the general operations of the restaurant.

• PCMusic must be used for your music playlists. • Music should create energy in your room. • Volume should be at “Voice Level”. This means that guests should be able to easily hear

their companions speaking but should not be able to hear the guests at the next table. As a guideline, the lyrics should not be obvious, however, you should be able to hear the words if you concentrate on the song.

Temperature Temperature must be comfortable. Too hot, too cold or air blowing directly on guests will make them uncomfortable.

• A constant 20°C, is generally comfortable. • Watch guest body language as indicators of temperature problems. • Staff and managers are moving around and will often feel its warm when in fact it is a good

temperature for your guest. Eg: A guest putting of a jacket or sweater could be a sign that the temperature needs to be turned up.



Famoso Standard/Walk Thru Checklist

Must be Completed 100% at store open, shift change and throughout the entire day. Ensures Famoso standards are met and your restaurant is looking great at all times.

1. Clean entrance and parking lot.

i. Guest’s perception of the restaurant begins before they even step foot in your store. Be aware of all areas surrounding your store

2. All furniture is clean and in order. Tables clean and bussed, seats wiped down i. Tables are waxed and well maintained ii. Booth & chair seats are not torn and are well maintained iii. Table and chair bases are cleaned and well maintained

3. Display counter clean and free of clutter 4. Clean silverware, condiments station stocked, polished glassware 5. Washrooms are clean, stocked with toiletries 6. Greeting by everyone that crosses the path of a patron 7. Server should greet guests immediately when they enter and no longer than 10 seconds of

coming to the counter. If the server is busy, they should acknowledge the guest by saying something like “I’ll be right with you” with a smile.

8. Suggestive selling of anything that may compliment the guest’s meal i. Appetizers should be offered to every guest especially large groups ii. Drink features iii. ‘Save room for dessert’

9. Up-‐selling – are servers offering extra drinks and/or desserts at tables 10. Uniforms are clean and pressed. Staff are well groomed with great personal hygiene

i. Staff take pride in personal presentation ii. Proper footwear is being worn iii. Aprons are clean

11. Staff attitude: positive, high energy, smile 12. Manager presentation – well groomed, personal hygiene

i. Manager’s take pride in their appearance (well groomed & professional) ii. Manager’s working admin days, take pride in their appearance iii. Managers in full uniform as per Famoso uniform standards

13. Manager performing table checks & active in High profile management their entire shift i. Managers actively meeting guests and acknowledges regulars

14. Manager actively coaching, promoting teamwork, setting pace and positive attitude i. Managers having post shift one on ones with staff ii. Managers actively partaking in the shift & setting the pace for staff iii. Managers display on shift coaching & development

15. Manager handling guest complaints i. QSAs are being used to company standards ii. QSAs are being used effectively to impact guest experiences

16. Manager acknowledging all guests as if they were our most loyal i. Promos are used to build business & ack. regulars



High Profile Management

As Famoso management, it is your job to ensure all your guests enjoy their experience in your pizzeria. Guests feel great after being recognized, chatted with and acknowledged by the manager on shift. If you are not developing relationships with guests that frequent your location, then there is a good chance they will go to competitors who will work hard to make them feel wanted and taken care of. Increasing guest loyalty is one of the most important 4 walls marketing strategies you can implement to build sales and improve your profitability. Regular guests are very desirable because they already know both the product as well are familiar with the brand. They like the restaurant so much, they keep coming back and usually tend to spend more money than other guests. Never underestimate the power of word of mouth. Since your regulars are frequent your location, they are more likely to tell their friends, family and connections about your location, resulting in being one of your best resources for marketing.

As a manager, your goal through High Profile Management is to strengthen your guests’ emotional bonds to your restaurant. This can be done very easily. It can be as simple as remembering a guest’s name and greeting them personally each time they come in. Or thanking someone you recognize for coming back. Or you may want to use a manager promo and take care of an extra item for them to show appreciation for them coming back. This will strengthen the guest’s emotional bond to your restaurant and encourage them to spread the word about your great and engaging service. Never underestimate the value a manager’s interaction has on a guest experience.

Much of the success of your restaurant will be based on return and regular guests

§ A Successful and growing business has 70% regular/return customers and 30% new customers. (Businesses with sales increases)

§ Businesses that maintain their current sales have 80% regular/return customers and 20% new customers.

§ Stores that see a decline is sales trends have more than 90% regular/return customers and less than 10% new customers.

In order to maintain sales, you still need to work to consistently not only to drive new guests through your door, but to maintain a consistent flow of regular guests to your business.

Keeping a level head at the busiest of times and always seeing things from the guest’s perspective is essential when running the restaurant. Your interaction and your appearance both in and outside of the restaurant have to be considered at all times. Remember, you are on stage. Be genuine in your interactions with all guests.

Even outside of the restaurant you are still representing your store. You are engraved in the guest perspective alongside the store you work in. Carry promo materials and business cards with you at all times. Make an effort to encourage anyone you speak with to come try Authentic Neapolitan Pizza and don’t be afraid to brag a bit about your store. Famoso suits a large scale of demographics and dinning needs. Make a commitment to yourself and your store to ensure everyone knows what Famoso is all about.



Hospitality

What is Hospitality? Hospitality is the relationship between the guest and the staff & management. This includes the genuine interactions with guests, entertainment of guests and general care of their overall experience.

Every restaurant has systems, standards and expectations, for food, drinks, marketing, cleanliness, training, etc... Our systems, if properly followed and executed, will support the efficiency of your overall operations and execution. While all these systems, standards and training tools are absolutely important, they don’t develop or drive Hospitality in our restaurants. Without the feeling generated through Hospitality, some of our guests leave with a flat feeling about their experience. Our objective is to begin ‘Wowing’ as many guests as possible, through specific Hospitality training tools and approaches. This will support not only your location but also our company by positively impacting all our guest experiences through Genuine Care and Hospitality.

What is the difference between Service & Hospitality?

§ Service is o About meeting Expectations! o About what you DO! o A servers ability to efficiently execute the service steps expected. o A manager’s responsibility to ensure that guests experiences are flawlessly executed.

§ Hospitality is o About exceeding Expectations! o About how you Are! o A server and manager’s ability to foster a relationship with each guest through genuine

interactions and care. Whether directly by getting to know them, or indirectly by showing appreciation and value for the guest being in their restaurant in a unique way catered to that specific interaction.

What is World Renowned Hospitality at Famoso?

Hospitality shows up in many different ways. Below are some examples of Key World Renowned Hospitality Characteristics.

§ Be Present o Staff and managers are in the moment with every guest they interact with.

§ Be Relaxed o Guests never feel rushed or like they are an inconvenience. Staff and managers are always

calm, cool and collected showing no signs of stress in front of any guest. § Be Surprising

o Encourage your staff (FOH & BOH) to look for opportunities to exceed guest expectations. Do something memorable for your guests.

§ Be Personal o Address guests by their name every time an opportunity presents itself to do so. It makes

them feel important and valued. § Be Perceptive

o Always be anticipating your guest’s needs. Guests needs are met before they even realized they needed something (refills, their bill, desserts)

Ø Ask your staff to seek out ways to WOW your guests at EVERY opportunity!



Reading Your Guest Reading a table should happen within seconds of the manager approaching the table. How they choose to interact or not interact with you sets the table for your level of interaction with the guests. Your interactions should be situational based on the guest dynamic & mood at each table. An individualized approach to your guests is crucial to drive well-‐judged and personal service. § If the guests are chatting, laughing and appear to be enjoying each other’s company, be

casual in your approach and engage the group on an entertainment level. These guests are the easiest to build a relationship with.

§ If the guests are a little standoffish or moody, ensure that your approach is more experience specific. Ensure they feel taken care of and go above and beyond to ensure that everything for these guests is on point.

§ If the guests ask menu, product or brand questions, take this opportunity to build a relationship with the table around what we offer here at Famoso. Get them excited on your favourite menu items & about our products or our brand growth.

§ If the guests come in for an early lunch or dinner and are dressed up, they might be coming from or going to another event.

o If they are going to a later event, it is great practice to find out how much time they have to ensure that all items ordered are delivered to them promptly.

§ If the guests are wearing suits or dressed up at lunch, they might be on a lunch break or having a lunch meeting. Ensure prompt service.

Ø If they are on a lunch break, it is great practice to find out how much time they have to ensure they are not rushing through their meals (all items ordered are delivered to them promptly)

Ø If they are having a lunch meeting that they feel comfortable being in the building as long as they need to and that there is minimal interruptions while providing these guests with everything they need during their experience.

§ If there is a guest that is more outgoing and engaging than the others, ensure that you interact with them, BUT don’t forget there are other guests at the table.



Working The Floor

Working the floor as a manager means that you are responsible for everything that is going on in your restaurant. It is your responsibility to ensure that every guest is receiving an unparalleled experience filled with World Renowned Hospitality, perfect food & an amazing and addictive atmosphere. It is also your responsibility as the key point of contact for handling all guest complaints to ensure that every guest leaves the restaurant happy. Remember that our guests are always our #1 priority. As a manager, you want every guest in the building on your shift to feel like they are guests dining in your home, not as though they are just another ‘customer’ in the building. Chat with them, get to know your guests, build your own personal regulars and spend as much time as possible on the floor so that your guests and your staff see what is important to you. In order to run a great shift working the floor as a High Profile manager, you must first visualize the outcome you want and work to set yourself and your shift up for success. Plan your pre shifts with both FOH & BOH teams. Create the best possible floor plan with performance strengths spread out through the dining room. Set goals to ensure you are driving and motivating your team around certain results you wish to accomplish every shift. If you are in a car and no one is driving, what’s going to happen? You’re going to CRASH! The same applies to your restaurant. The manager responsible to running the shift is responsible to working the floor. Consistently throughout each shift, the manager should be taking a regular path through all the key areas of the restaurant – both FOH & BOH. Is every guest being taken care of? Is every guest being greeted promptly and leaving happy? Are food safety procedures being used in the kitchen and behind the bar? The best way to find out is through one of their travel paths through the restaurant. Working the floor is to also include driving performance through encouraging teamwork. Recognizing and showing appreciation for the hard work of your staff will influence even more success. Never walk past a mistake, whether poor food quality, poor service execution, poor drink times or food times, ensure you address issues and opportunities as you see them.



Faces – Tables -‐ Action Faces – Tables -‐ Action – Why do it?

Guest retention is critically important for any business to sustain sales, build sales & impact profitability. We must consider there is an opportunity in our restaurants to build sales through increased repeat business by executing service basics that are expected by our guests during every visit.... things that our guest find unforgiveable. Faces -‐ Tables -‐ Action is a tool is to support the maximum retention of our guests through the on-‐going development of our people to look for opportunities where we are not meeting these expectations by reading our guests and immediately acting every time. As a company we recognize there are always opportunities to develop and train staff, managers and night leaders what to look for and how to react when working on the floor. This simplifies our approach because our best measure of success is Every Guest Looks Satisfied during their entire experience. Start to Finish! Being aware and feeling accountable to every guest experience is key in the success of your business. FTA supports your restaurant's on-‐going development and training by identifying opportunities to be great by always reading your guests and taking action.

Faces – Tables -‐ Action -‐ What is it? "Faces -‐ Tables -‐ Action" is a simple teaching system for working on the floor. It teaches our staff and managers to think on a GM level when working the floor, and it helps eliminate the things that our guests hate us for. High Profile Management is the ultimate end goal for all of our managers...mastering Faces & Tables is a crucial first step down the path. Almost all of our guest complaints would be avoided if Faces -‐ Tables -‐ Action was executed properly by our managers. Examples of recent guest complaints

§ Cold pizza § Restaurant was freezing § No re-‐fills offered § No quality checks § Pizzas weren't hot § No quality check § No one took payment

Ø SATISFACTION GOES STALE FAST*** Just because a guest was satisfied 5 minutes ago does not mean they still are!



FTA -‐ How to do it? Read Guests [Body Language] + [Physical Needs] + [Take Immediate Action] Faces; Reading the body language of our guests & ACTING IMMEDITALY

• Smiling vs. Frowning • Leaning in vs. Leaning away • Plate close vs. Pushed away • Engaging each other / Laughing or looking around the room • Reactions to light, sound, temperature, and first bites of food • Guest looking where/how to order = new guest ***Faces exist standing, sitting, walking,

and at the front door***

Tables; Reading the physical needs of our guests & ACTING IMMEDIATLEY • Greeting/Spiel: Knowing a table has been greeted because of plates at the table • Food Delivery: Meals are correct -‐ guests are eating -‐ guests reaching for menus • Quality checks happening • Drink re-‐fills happening • Table Maintenance: Dirty plates, condiments, etc... • Billing: Are guests looking to pay their bill? Are guests getting up to pay? • Dirty tables bussed and cleaned quickly

Ø The most important part of Faces-‐ Tables-‐ Action is to ACT 100% of the time when

your guests have a need Action; When an observation is made ALWAYS act immediately to ensure your guests are satisfied

Too often we notice things and assume/expect that someone else will do it or is on top of it. Or we make a mental note to deal with it at a later time. It is crucial that we take action to keep our guests feeling satisfied. This does not mean that you have to do everything, but you do have to be 100% confident your guest’s need is being addressed.

Faces -‐ Tables -‐ Action -‐ What is it NOT?

§ It is NOT a table touch It is NOT handling a guest complaint It is NOT getting to know guests names

§ It is NOT guest connection It is NOT spending promo dollars



Identifying 1st Time Guests

Our Goal is to Create Raving Fans through every guest interaction and touch point through Hospitality & High Profile Management. This is much easier said than done, so this initiative is a support initiative to help managers not only ‘touch tables’ but to ‘target tables’ with the help of their servers.

Ø The Key to sales success is to create a strong focus on caring about Every Guest Experience

that permeates all levels of your business, from the management team down to the frontline. Why is it important to Identify 1st Time Guests for our Service & Hospitality?

§ Helps build Loyalty § Guests leaving your restaurant that day, will go tell people (potentially more future 1st time guests)

about their experience § Huge benefits to having the manager go to the table. Guests want to know ‘People’ and the managers

are the ‘People’ to know at the restaurant. § Will help further develop manager’s ‘muscle helping them further develop their skills approaching

tables/guests. § Creates word of mouth

o Nothing will drive guests into your restaurant like the recommendations of friends, family, colleagues, etc... One of the best ways to attract new guests is by ensuring that everyone that leaves your restaurant is happy.

o The manager has the opportunity to catch the ‘Why’s’. They are the right person answering any guest questions and inquiries.

i. ‘Why’ is your service style this way ii. ‘Why’ is my pizza burnt – speckling iii. ‘Why’ is my pizza soggy iv. ‘Why’ do I have to get up to order

Ø The secret ingredient to a memorable experience is surprise! An act of kindness leaves a

bigger impact when it is unexpected! The ‘Identifying 1st Time Guests’ Objectives

§ 1st time guests need to be acknowledged so they become regulars to your location. Start each shift with a goal, the more people you get to know the more 1st Time guests you will personally meet and they will visit our restaurant more frequently growing our business.

§ 1st time guests need to be acknowledged so they become regulars to our location. Every manager should start each shift with a goal, to personally meet and impact the experience of every 1st Time Guest in your restaurant.

§ The manager running the shift must ensure that every server is notifying them of every 1st Time Guest in the restaurant. Train the servers to introduce you personally to their guests.

§ Every manager must speak with every 1st Time Guest that is in their building every shift they work. § Every manager should spend a portion of their daily manager promo spending on 1st Time Guests in

the building exceeding their dining experience expectations making them feel appreciated for being there.



Understanding Guest Flow

Guests have high expectations from the moment they walk into your restaurant. They expect great food, prompt service but very importantly they expect that their time in your restaurant be spent efficiently. It is the responsibility of the key managers in your location to ensure they are obliged to make the seating of all walk in guests and all reservations as smooth and fair as possible. Proper seating shows both care and courtesy for all guests and influences a great first impression.

Make Every Guest Feel Welcome

The host (ess) or manager working the Host/ess position is responsible for greeting every guest making them feel welcome from the moment they walk into the restaurant. They are also responsible for walking or directing guests to their tables to be seated. If there is a wait for a table, they are responsible for providing an accurate wait time.

Communication Is Important

Servers and managers must consistently communicate, as the host is the main director of guest flow and the wait time require input from floor servers and managers working the floor.

Speed And Efficiency

Drive service, drink & food times as they all influence the turnover in your restaurant when it is busy. Delays in food bill times will delay guest list wait times causing more upset guests waiting to be seated.

Turn Tables

Turning tables over quickly as soon as a table leaves eliminates long waits at the door, increases revenue while showing guests that seating them is a priority.



The Rush Depending on the day/time of the week, the rushes vary in length and frequency. As a restaurant manager, you are responsible for overseeing all positions. You are the most effective on the dining room floor, doing table checks, promoting the business, chatting with guests and motivating staff. Zero office work should be done during the rush. Hands on work only! Depending on the strength of your staff, you need to assess where you can be the most effective at any specific time (**remember, successful shifts start with a well planned schedule!) If the dining room is hectic, and kitchen is in control, you should focus on the servers – if the kitchen is busy, and servers are managing the room, you should focus on the kitchen. Show hustle. Having a good understanding of every position in the restaurant is important so that you can jump where you are needed. Impact the pace of the staff by setting it. You need to be the example. It can sometimes feel like you are needed everywhere at once when running your shift. That may be because you actually are. Make sure there is a comfortable balance between being challenged and not stretching yourself too thin.

• Delegate o While you may feel that you need to solve every issue personally, you need to

recognize what tasks can be completed without you so that you may personally take care priority tasks within an appropriate timeline.

• Face time o You are the face of the business on your shift. You need to greet and interact with as

many guests as possible on every shift. No matter what help is needed, remember that your guests are always your #1 priority and you must make time to meet them.

Restaurant managers sometimes have to wear many hats during any given shift. To run a successful shift and maximize the potential of every rush, you must plan ahead, communicate expectations to staff through effective pre shifts and personally meet and greet your guests and do it all in an up beat and energetic manner. Servers

Of everyone that our guests encounter they will spend the most time with their server. The job of the server is to tour their guest through their experience. To do this they must be set up for success, with enough staff on shift and start times that allow them to provide great service by not getting too many tables. o Table quality checks are being done and guests are satisfied o Refills offered on time, never an empty glass. o Tables are clean and room is organized. Prioritization is essential! o Water jugs are full. o Condiment station is clean and organized. o Patio is not ignored (dishes, tables and condiment table) o Observe the music (frozen songs, loud or soft songs, and appropriate songs for time of day…)



o Bathroom checks are being done every ½ hour o Tableside Up-‐selling is key – offering additional beverages o Bills are presented quickly o Deviation service is practiced ALWAYS. o Manager is able to touch each table

Pizzaiolos/Kitchen

When the ordering slows down, the restaurant is now full of seated guests waiting to be fed. The pressure is on the kitchen. Famoso’s goal is to get food out to guests in under 10 minutes, 15 minutes max at lunch, 20minutes max at dinner. If these times seem unachievable for the pizzaiolos, the manager needs to get more help from the prep hall or may need to help on line. If joining the line, dough position is preferred as this is where speed is normally needed, but use your discretion, whatever position is overloaded will need your help. o Bill times are acceptable for level of business (building, maintaining, loosing business) o Food quality is 100%...if you were the guest, would you accept the products going out? o Line is continually being stocked, cleaned/swept o Labor control -‐ Are we over staffed for the level of business? Will there be a second rush

(Wed.-‐Sat. night) or can we let someone go at 9pm – 10pm.



Table Checks

When guests come through your doors, they expect quality in every aspect of the restaurant. Guests are looking for value in the things they see, taste, touch and as well with all the staff they interact with, so providing them with exceptional quality will ensure they leave happy. With that being said it is the manager’s responsibility to ensure that all the above guest touch points are executed to a high standard by doing table checks.

When the kitchen catches up to an acceptable pace, the restaurant is now full of guests eating and hopefully enjoying their authentic pizza experience. Managers are expected to touch every table to engage and assess their experience. It is also the manager’s job to ensure servers are executing service standards.

Speaking with Guests

§ Be optimistic and speak with a smile (don’t approach the table like you have to, approach it like you want to)

§ Never interrupt or speak over guests’ conversations if you can help it § Know the menu so that you can speak intelligently about it as well as our products § Listen with respect and care to what the guest has to say § Be honest and straightforward with guests at all times, especially if there is a problem. § Never write off any guest’s feedback as being too small of an issue to address and/or

bring to a manager’s attention § Always thank the guest when they give you great feedback. Show your appreciation for

their acknowledgement

Quality checks are our opportunity to ensure that every single guest is in fact happy with their experience and are excited to come back. We have 3 different types of quality checks:

1) Asking the guest directly how they are enjoying their food & beverages 2) Taking notice to see if they are enjoying their food & beverages 3) And finally our last check is after they have completed their dining experience

at the front door we ask, “how their food and service was today or tonight?”

We must always be detailed in our quality checks because it demonstrates our confidence in searching for feedback. After all, the more detailed the quality check, the bigger commitment we have to our guests! Quality checks with purpose and be prepared to take on responding to the guest’s feedback with confidence. Now and again there are bound to be problems. A guest may be dissatisfied with their meal or may find the quality to be below their standards. Sometimes guests will find the need to vent anger or annoyance before the problem can be resolved. Retaining upset guests can be a challenge. When you put in the effort and respect to recover distressed guests, you will be able to turn their experience around exciting them to return to your restaurant in the future.



Manager Objective Checklist (Opening, Shift Change & Closing) Purpose

Restaurant checklists are one of the most important tools when it comes to running successful shifts. Because there are so many details involved in running the daily business, completing a checklist is one of the most helpful and convenient tools that your managers will have to run successful shifts. Whether you are a new or mature well-‐established location, manager checklists are an essential part of the business to ensure you operate smooth and effective shifts. Manager checklists are great organizational tools and being organized is one of the most important traits for running a profitable business. There are so many big & small details that impact setting up your business up for success and creating the best atmosphere and environment for your guests.

Manager Checklists

§ All manager checklists must be current. Everything on the checklists should be applicable.

§ All manager checklists must be completed 100% every shift/day § The most up to date version of the food quality checklist must be used

Filled Out By The manager(s) running the shift Filling Out Form

On a daily basis the opening manager does a visual and physical check on the state of the restaurant while checking off every point they have physically reviewed. If all the areas on the checklist are completed properly then the closing team has done their job. This same check is executed at shift change and then once more when closing the restaurant. Every manager & leader is responsible for turning over the restaurant to the next shift in a clean and organized state. Duties should never go incomplete. Always record and communicate any missed duties so that action plans can be put in place to ensure they are not missed again. Remember, there is a difference between cleaning and wiping. It is imperative that a manager always ensures that all duties are completed and are reflected in the best version of the task.

Checklist Guidelines

§ Use of & 100% completion of all manager checklists are mandatory. The checklists will breed consistency in both operations and restaurant culture, which impact the efficiency of your store’s execution.

§ It is important to edit your template to best suit your restaurant needs. All items on your manager checklists must be applicable



Daily Manager Checklist M T W T F S S

Day Manager Open

***Evaluate Last Night's Close Throughout Entire Morning*** Oven Turned On

Phone messages checked Communication Book read Reservations book checked

Cooler & Freezer Temps Checked & Recorded Dough Counts Recorded

Dough Assessed, Pulled if Needed Dough Usages Calculated & Recorded, Pars Set Pizzaiolo & Server Positions & Focuses Assigned

Dough Made Dough Mixer Cleaned

Food Quality Checklist Completed 9:00

Cash Completed 10:00

Server floor plan set-‐up Prep Lists Evaluated

"Actual # Dough Made" Counted & Recorded 10:30

Dough Needed for Lunch Pulled Walk though completed

Server opening checklist completed Oven Temp Checked (within 15 degrees of ideal)

10:45 Preshift Meeting

Turn on music (including patio) Day shift labor entered on POS

Mid-‐Shift



Server Daily, Weekly, Monthly Checklist completed Pizzaiolo Daily, Weekly, Monthly Checklists completed

Prep Chart filled out Day Walkthrough Completed (incl. walk-‐in cooler)

Dough assessed-‐ pulled for night shift Communication Book filled out

Communicate with Night Manager Changeover Tills with Night Manager Record Day shift labor/productivity

Day Bill Times Recorded Till Changeover -‐ Day Manager/Night Manager

Print 2 sets of Debit/Credit Reports Ensure all day Promos are closed out

Login Night Server Transfer all Open Bills to Night Server

Change POS to Night (including handhelds) Change out Day till for Night Till

Print Day Cash out Day Manager Sign Off

Night Manager Changeover

Communicate with Day Manager Read Communication Log

Give Night Server Till and set up floor plan Check Reservations Book

Ensure Lighting & Music levels are appropriate Ensure all day duties are completed (FOH/BOH)

Assess doughs to ensure 'Primetimes' are available Print 'Wait Sheets'

Night shift labor entered on POS Close

Turn off open sign Close out all Promo Bills (QSA, Staff Meals etc.)

Adjust and record Labor & Productivity



Print 'End of Day' POS Night Bill Times Recorded

DRS Entered End of Day' done on Eigen (After Night Till Balances) Night Server Clocked out (After Night Till Balances)

Cash Put into Manager Cupboard/Office Balance Movie Tickets (Mon-‐Thurs)

Complete Dough Counts Walk-‐through -‐ BOH Walk-‐through -‐ FOH

Turn off 'Sign Lights' and patio lights Turn off TV, music, amp and patio volume Check all doors to ensure they're locked

Turn off all lights Set alarm

Lock front door Night Manager Sign Off



BOH Areas & Pizzaiolo Closing Cleaning Responsibilities

Pizza and salad line are being shut down according to checklists. § All line coolers are clean & organized § Seals are cleaned every night § Cutting boards are clean § Floors are cleaned (underneath the coolers) § Pizza oven exterior & oven deck is clean § Walls are clean (no stuck on food or dirt)

Coolers and Freezers § Food is stored and rotated properly. § Doors and seals are clean § Floors are clean (underneath and around the freezers) § Shelving is clean (no stuck on food or dirt) § Ensure the temperature is to proper food safe temperatures § Interior walls are clean (no stuck on food or dirt) § No burnt out lights in the walk in cooler (no stuck on food or dirt on the lights) § Ceiling is clean (no stuck on food or dirt)

Dish Area § All dishes are brought to dish area, and clean dishes are put back out front in their

designated spots § BOH dishwasher is clean and in good repair (no rust or water stains on top or sides) § Sinks are cleaned thoroughly at the end of each night § Walls are clean (no stuck on food or dirt) § No burnt out lights in the dish area

Prep hall is cleaned and organized § Stainless steel is wiped down & cleaned § All sinks are clean § Back prep hall floor is thoroughly swept (under coolers, under shelves § Ceiling is clean & in good repair § All kitchen materials are clean, in good repair and stored in their designated spot (manuals,

robo coupe, scales, slicer, cheese punch, etc.) § Counter tops are clean § Garbage cans are clean (no stuck on grime) § Dough mixer is clean (behind & underneath) § Flour bin is clean and store properly (not on the floor) § No lights are burnt out in the prep hall (changed at the end of the shift when needed) § Walls are clean (no stuck on food or dirt)

All kitchen rags are placed in the correct bin/bag for laundry pick up All garbage and boxes are brought to dumpsters

§ Boxes must be broken down and placed in the paper recycle bin § No garbage should be left outside the garbage bins



Server & Dining Room Closing & Cleaning Responsibilities Closing checklist is being completed 100% to standard

§ All areas in the dining room are cleaned § Blinds are clean and rolled down § Ceiling is clean (no stuck on food, dirt or dust around the vents) § Dining room floors are clean § Front door is clean (no dirt or fingerprints) Handles are cleaned as well § Pictures are clean and straightened § Wine bottles are dusted § Waiting area is clean § Highchairs and booster seats are clean § Booth seats, chairs and tables are clean (no gum under the tables) § POS equipment is cleaned every night § Side station is cleaned, organized and stocked § Salt & pepper shakers are clean and in good repair § Parmesan & Chili shakers are clean and in good repair

o All dirty dishes in dining room are cleared and brought to the dish area. § Plate drip area is cleaned and organized

o Tables wiped clean and straight. § Table tops are clean

o Table bases are clean § All glassware re-‐stocked

o Sufficient stock § All products re-‐stocked § All bar prepped items are fresh (any that are not, should be tossed at the end of the night) § Bar coolers are stocked and cleaned § Menus are stocked and in great condition § Bathrooms are clean and stocked

o Counters & sinks are clean o Bathroom is stocked o No burnt out lights (changed at night if needed) o Odor free o Toilets are clean o Garbage cans are clean and emptied o Floors are clean (no water marks under the hand dryer) o Hand dryers are clean o Change tables are clean (men’s room & ladies room) o Walls are clean o Soap dispensers are cleaned and stocked



Closing

It is important to close the restaurant down properly as it sets up the opening for the next crew. The restaurant’s efficient operation is dependent on its preparedness. It is the closing manager’s responsibility and duty to make sure all is complete to set the next shift up for success. Should staff not finish the checklist(s), the closing manager must take on the responsibility and complete all the work. The closing manager cannot leave until all duties and responsibilities on the checklist are completed to standard.

§ ‘Open sign’ shut off at posted closing time-‐ never shut down or refuse a guest before the

posted closing time. Although tempting on slower nights, it is very important to show guests that your establishment is reliable within their hours of operation.

§ Lock doors once the last guest has left the building and NEVER before

Complete the Manager Cash-‐out and Closing duties § Follow the end of day cash out steps § Follow closing restaurant steps § Complete closing manager FOH & BOH walkthrough



Famoso Reservations Policy

At Famoso large groups are a great way to have a positive impact on guests’ special social events while maximizing your use of seats.

Each restaurant is responsible for establishing their own reservations policy. ‘No Reservations’ is not a reservations policy! Once the policy is established, it is to be on paper and posted in an area for all staff to see. All policies will be reviewed by your Regional Manager and posted on-‐line for guests to see.

Minimum Requirements For All Reservation Policies

• Offer limited bookings for groups of 6 or larger • Designate one area in your restaurant for bookings: if your Famoso has a communal table, it

is recommended to use that table. o Note: Your designated table is not to have ANY blackout periods.

Work with guests to maximize your seating’s each shift – ideal booking times are roughly 5:00, 7:00 and 9:00.

• Call to confirm all reservations on day of booking. Group sizes often change on short notice – having this information ahead of time will often change your preparations for the group (i.e., the amount of space you set aside for the party).

• Call/Email follow up the next day. A call or email to a guest to inquire about their experience is a great touch and a way to thank the guest for choosing to book with Famoso.

• Managers are to be solely responsible for taking reservations. • In your reservation book, be clear in communicating any arrangements that have been made

with a group (i.e., communicate if a group needs to be gone by a certain time (to accommodate an existing reservation at a later time); free dessert offered for a special occasion – birthday, retirement; not able to accommodate whole group at same table, etc.).

• Late groups: tables will be held for 15 minutes past the requested time. At that point, the manager calls the guest – if no answer, the table is given away; this should be explained to all guests upon taking the reservation.

• Large Groups/Private Functions: Famoso does not close its restaurants for private functions. It is acceptable to book larger functions during non-‐peak revenue periods – the groups are not permitted to occupy more than 65% of your restaurant’s seats.

Etiquette

In the restaurant industry, there are two types of people who take reservations – the Agent and the Gatekeeper. Gatekeepers put up a guard, emphasize how difficult it is to accommodate larger groups and act as though they’re doing guests a favor by booking them into their restaurant. Agents work for their guests! As an agent, you always do your best to accommodate a guest’s request and offer excellent solutions when challenges arise in accommodating their requests (e.g., recommend a different day/time or offer to split larger groups to accommodate their size). It’s no surprise that at Famoso, we want our team to be Agents not Gatekeepers!



Here Is An Example Of An Agent And Gatekeeper Dealing With A Reservation Request

• Gatekeeper o “No, we’re fully booked Friday night. Because we’re such a busy restaurant, next

time I recommend calling further in advance.” • Agent

o “Unfortunately we’re full this Friday at 7:00. We do have an opening at 5:00 if your group is able to make it in early. If you’re flexible on days, Saturday is currently wide open – we’d love to have in.”

Ø Notice the agent didn’t use the word ‘NO’!



Chapter 3 Meetings



Weekly Management Meeting Purpose

A weekly management meeting is extremely important to the operation of the restaurant, as it is the most valuable time for your store in the whole week. It is a time you must dedicate to discuss issues surrounding how your restaurant can increase sales and profit. An organized meeting, through the use of an agenda covers all the week’s shifts, which enable you to assess budget achievement through the analysis of sales as well as food, beverage and labour cost controls. Weekly team meetings are vital to share information, make decisions and align your team to impact certain initiatives.

The weekly meeting is a communication device used to discuss strategies or action plans, targets or goals, promotions, special events, and so on.

Pick a weekly time for the meeting and a length (1 hour or 2 hours) so that your team knows and is expected to attend every week. The goal of any meeting is to get the most out of the meeting in the least amount of time. By being productive, informative and motivating the team around action plans you will impact the business consistently around strategies you discuss to impact weekly opportunities. Poorly managed meetings waste time and can have a negative effect on the store’s morale and teamwork, but following some simple procedures, being well organized, being consistent and being assertive can help you manage productive meetings.

The Famoso Weekly meeting template is a tool that allows your location to point out the positive and negative happenings in a manageable time frame. Keep the focus of your meetings positive as much as you can to drive your initiatives.

Establish weekly goals – Define how to tackle new initiatives and/or improvement to a process ‘Just do its’ – Determine initiatives that need to get done and set a clear time line

It is important to commit to weekly meetings; otherwise, managers can lose sight of their objectives and stop communicating properly. It is important that all managers & leaders are on the same page and working towards the same goals every week. If a manager is not able to attend, all initiatives and goals discussed in the meeting must be shared with them to put everyone in your store on the same page.

Weekly Meeting Template Is Filled Out by

§ Management team § Every manager is given a section to complete on the agenda.

Filling Out Form

Meeting Agenda Form – It is important to have the manager meeting agenda forms in the manager binder so that during the week, managers can write down topics as they come up



during a shift so things don’t get forgotten. A lot can happen in a day, and important issues may be forgotten if you don’t write them down on the spot.

The design of the form allows every management team to break down the meeting’s topics to each manager’s responsibilities. This can then be used to have them present information and ideas in relation to their portfolio of responsibilities.

Meeting Guidelines

§ Management teams must formally meet once a week. § Meetings should take 1-‐2hours. § Some topics will require longer discussions than others. Don’t spend 20 minutes on each

topic. If some topics need more in depth planning than the meeting allows, the GM and manager who is responsible for the topic should arrange time to meet outside the weekly meeting to discuss and plan.

§ GM should act as the meeting facilitator



Weekly Management Meeting Template

Date:___________________Period:___________Week:____________

Attendees: _____________________________________________________________

Gross Sales Net Sales Profit $ Profit %

Last Week's Forecast

$

Last Week's Actual $ $

Last Year $ $

Topics Success/Opportunities Action Plan (w/deadlines)

Culinary Manager & ACM: Be sure to recap any outstanding issues/objectives from previous week Product Costs

Food Costs

Last Week: _______ %

Problem areas (produce, meat, etc.)

Ordering, rotation, pars, QSA/Waste

Portioning (use of scoops/weights)

Bar Costs

Last Week: _______ %

Security issues, accurate pours

Total Product Cost: __________%

Pizzaiolo Staff

Development -‐ knowledge/skills

Pre-‐Shifts & Coaching

Staff Attitude

Hiring Needs (use staffing analysis)

One-‐on-‐Ones/Reviews

Bill Times (relates to development)

Food Quality

Oven Temperature

Optimal Top Temp:_________

Optimal Bottom Temp:_________

Dough Quality

Water Levels:__________

Proofing Time

1st Stage -‐ On table:______

2nd Stage -‐ Balling to cooler:______

AM & Mid-‐Day Dough pulls

General Pizza/Dough Quality

Prep/Plating Issues

BOH Cleanliness

* Daily/Weekly/Monthly Checklists



Coil Cleaning Assistant Manager: Be sure to recap any outstanding issues/objectives from previous week

Service execution

16 steps, hospitality

Staff Attitude

Service Staff

Development -‐ knowledge/skills

Pre-‐Shifts & Coaching

One-‐on-‐Ones/Reviews

Hiring Needs (use staffing analysis)

Bar Sales:___________%

Discuss Liquor, Wine & Beer

FOH Cleanliness

Daily/Weekly/Monthly Checklists

Neighborhood Marketing

Discuss target areas/businesses

Upcoming VIPs, Bus. Card Draws

General Manager: Be sure to recap any outstanding issues/objectives from previous week Labor & Productivity Labor Productivity Pizzaiolo

$ %

$/hr

Server

$ %

$/hr

Total

$ %

$/hr

Shift coverage, start times, cutting,

break management, staff efficiency

High Profile Management

Atmosphere (Lights/Music/Washrooms)

Routines/Manager Checklist

Store Promo

Spending & Guest Impact

QSA (relates to FOH&BOH development)

Events, bookings, weather

Operating Costs

Breakage, maintenance/repair costs

Miscellaneous Topics

Staff Shift Focus(s) for the week

FOH

BOH



Pre-‐Shift Meetings

A quick (2-‐3min) pre-‐shift meeting with both pizzaiolos and servers is a very useful way to start your shift off with. Setting the tone for the shift, outlining a game plan for the shift, with line positions in the kitchen and server sections on the floor will ensure a smooth start to your shift. This is a great time to remind staff of a few focus points for the shift, any new/continuous features and any extra side duties that should be made a goal for that shift. Your staff will appreciate knowing what to expect on the shift. The steady and busy pace of the restaurant means that you rarely have the opportunity to communicate important initiatives, opportunities, promotions, goals, etc. with your employees. Your daily pre shifts allow you the opportunity to lay your expectations for the shift and align weekly focuses that you laid out in your weekly management team meetings.

Motivate Your Staff

Pre shifts are not meant to be negative. Even is you have a valid reason for disciplining your staff, your shift will be far better if you get them excited and motivated to have a positive, productive and energetic shift. It is important that all managers have pre shifts every single shift and use them as a tool to pump up all the staff to influence a great shift. Do your best to keep the pre shift positive and fun to keep them engaged while you are informing them of the plan for the shift. Managers must be aware of allowing these meetings to become something, which is dreaded rather than a normal part of daily life in a restaurant.

Inform Your Staff

You should use your pre shifts to communicate important information. § Changes in company policies or procedures § Discuss opportunities of Policies & Procedures that are not being followed § Promotions which need to be communicated to the guests § Immediate information regarding the current shift (Staffing levels, expected business

volume/sales for the shift, etc.) Value

Pre shifts can easily turn into a total waste of time if you don’t ensure they have value. Providing vital information the staff need to conduct the shift and that you need to communicate to impact your locations operations is important. Keep your staff thinking during the pre shift by asking questions and allowing them to learn from each other. Check in throughout the shift to ensure every one is paying attention. Pre shifts are a tool that is used properly, will greatly improve morale, quality execution and staff knowledge. They will in turn influence better guest experiences, a cleaner and more efficient restaurant, decrease waste and increased profit.



Staff Meetings

Meetings are an essential part of the life of every business and your ability to run effective staff meetings with your managers is a critical part of your restaurant’s success. Running an effective staff meeting leads to positive results, increased productivity and profit. Effective meetings that produce results, begin with proper meeting planning.

Begin With A Purpose

When planning your staff meeting, don’t overlook the primary purpose for getting your staff together; to inspire the group to achieve mission-‐based results faster while maximizing the potential of initiatives you discuss. When everyone sits down you say, ‘We are holding this staff meeting today to discuss and accomplish the following objectives & goals.’ The opening five to ten minutes in any meeting is the most important component to conducting the most effective meetings. It sets the foundation, establishes the parameters and tells everyone in attendance why they are there, for how long and what the management team is trying to accomplish with this meeting.

Training

A key objective of effective staff meetings is training. A properly conducted staff meeting is a forum for continuous improvement. Always look for ways to impact and improve the performance of your team by discussing current operational and execution opportunities.

Open The Books

Always provide your staff a good fundamental understanding of how the business is doing. Don’t just provide basic statements like ‘Business is great’ or ‘Profit is good’ or ‘Sales are down’. Go into detail; informing and including your staff on how your location is performing is a great way to enroll and engage them in really helping impact all the important initiatives you are discussing in the meeting as they will support the performance of the store.

Effective Staff Meeting Best Practices

Setting aside time to prepare for your staff meetings is the recommended approach for ensuring the most productive outcomes. The following meeting Best Practice Checklist will ensure your management team is set up to run an effective and successful staff meeting:

n Organize Meeting Logistics

o Establish the purpose of your meeting o Establish your agenda points

§ To ensure you cover only what needs to be covered and you stick to relevant activities, you need to create and agenda. The agenda is what you will refer to in order to keep the meeting on pace and staying on track.

o Facilitate who will be presenting what (delegate areas of the meeting for certain managers to present)



n Use Your Time Wisely o What are your priorities – what must absolutely be discussed? o Results – what do you need to accomplish at the meeting? o Sequence – in what order will you discuss the topics? o Timing – how much time do you need to spend on each topic?

n Distribute The Staff Meeting Agenda To Your Management Team o It is important that your managers are familiar and confident with the points on

the agenda to ensure a fluent meeting n Give Adequate Notice To All Those Asked To Attend

o Attendance: Establish who gets notified if a staff member is unable to attend n Promptness

o Start & end on time n Establish & Review Ground Rules

o It is important to let your staff know that a meeting is not grounds for ‘venting’. If anyone has an important point or issue they would like to discuss, that a manager will be available to chat with them one on one following the meeting (or can schedule a time to sit down)

o That if the group gets caught on a tangent, that the facilitator of the meeting, will respectfully stop the conversation and get back on track to ensure you get through the current meeting agenda in an appropriate amount of time.

o That certain questions, if not appropriate to discuss as a group, will not be answered and will be followed up one on one following the meeting to ensure the individuals concerns are addressed/discussed.

o No dog & pony shows. Staff meetings are not a time for show and tell, goofing around or socializing.

n Assign Administrative Roles o 1 Manager should take attendance o 1 Manager should take meeting notes o Timekeeper (ensure someone is keeping time, & facilitating managing time on

each agenda point) n Summarize All New Initiatives & Decisions Made To Ensure That All Staff Are Clear In

Their Understanding o To reduce confusion and misunderstandings, summarize and document agreed

actions that were discussed and established in the meeting minutes. n Debrief All Items Discussed In The Meeting & Goals/Expectations Set n Distribute Meeting Minutes/Notes Promptly

o They serve as a reminder for your staff to reference and review



Chapter 4 QSAs & Promos



Complaints

REMEMBER: complaints do not have to be verbal; most people do not say what they mean. If someone’s facial expression tells you they are unhappy, go to that guest and engage them to make sure they are enjoying everything. A satisfied guest will tell 2 friends, a dissatisfied guest will tell a minimum of 10 friends. .***Always inform management of a dissatisfied guest!***A manager will make contact with ALL dissatisfied guests!

React To And Resole Problems Immediately:

When a server lets you know there is a guest complaint or other pressing issues, drop what you are doing and give it the attention it deserves. Working to resolve guest complaints quickly, will establish your level of care and passion for guest experiences. The more keen you are to take care of your guest complaints, the more it establishes your expectation to your staff on your standard for ensuring that it is important that every guest leaves happy and that you care. If you hesitate and do not resolve the complaint quickly, you are not placing emphasis for your staff that your guests are your #1 priority in your business. By maintain a high energy and enthusiastic approach to reacting to guest complaints, you will set the standard for your staff to follow suit.

Handling Guest Complaints – Executing The 3 A’s

Acknowledge – Give the guest your undivided attention and acknowledge his/her frustration Apologize – Apologize for the inconvenience Act – Act to resolve the problem

QSA

QSA stands for “Quality Service Assurance”. § When you “QSA” something, it means that you are giving a guest a free product because we

have made a mistake in either quality or service. If a guest complains, Famoso’s company policy is to make them happy no matter what. Respond to a guest complaint by offering to replace the product they are complaining about, or if their complaint is not food related, then offer the guest dessert, another drink, coffee, a gift certificate or in extreme circumstances, take care of the entire bill if needed.

§ These items get rung in on the pos under a “QSA” tab, and a written explanation must be provided on the receipt for management. The QSA receipts must be kept for your store’s personal records. **REMEMBER: Authentic Neapolitan pizza is so different that some people complain even if the pizza is perfect. The manager must read every guest situation carefully. If the pizza is fine, you must explain to the guest what the characteristics of authentic Neapolitan pizza are, and back it up by explaining that we trained with an organization from Naples, Italy. However, you should still offer to replace their pizza or cook it well done. Even when a guest says ‘I’m fine’ or ‘it’s ok, don’t worry’ always try your best to entice them into a QSA product on you.



QSA Guidelines

What Does QSA Stand For? It stands for "Quality Service Assurance" A QSA is a discount that is used to cover service and quality issues AFTER an item has left the kitchen. Any item that is discarded, remade or deemed unacceptable before it leaves the kitchen is WASTE, not a QSA.

ANY & EVERY TIME there is a problem at a table a Manager or Night leader MUST go speak to the table. It doesn't matter how small the problem is! A QSA can be to offer

§ A discount § Buy appetizers § Buy desserts § Buy drinks § Buy a meal § Or to buy an entire bill **Often it will be appropriate to offer a GC instead of or in combination with a QSA. When a talking to guest that has experienced problems we have one goal; to ensure that "Every Guest Leaves Happy". It is the job of the manager to gauge each situation and spend as little, or as much money as needed to be sure that at this table "Every Guest Leaves Happy".

Ø Automatic QSA's These are situations where our Brand Standard is to automatically perform a QSA for our guests. • Foreign object in food or drink -‐ minimum pay for the guests meal and offer a $10 GC • Guest has to leave before they have been able to eat their food/drink, or has to take their

food to go when they wanted to eat in the restaurant. Pay for entire bill and offer $25 GC. § Guest is unhappy with food/drink quality (has meal remade) -‐ minimum pay for the guests

meal § Guest is unhappy with food/drink quality (doesn't have meal remade) -‐ minimum pay for the

guests meal and offer a $10 GC § Guest Preference -‐ item is made correctly but the guest doesn't care for it -‐ minimum pay for

the guests meal

Ø Long Bill times § Losing business 0-‐5 -‐ Manager talks to table -‐ QSA if appropriate

(QSA dessert, QSA appetizer QSA drinks, QSA gift certificates, 50%manager discount or equivalent in menu items bought on bill)

§ Losing business 6-‐10 -‐ 50% QSA discount all food items § Losing business 10+ -‐ Automatic QSA entire bill



Ø Long Take out bills § 1-‐5 min late: Manager talks to guest – QSA dessert, QSA drinks, QSA gift certificates § 5 -‐ 10 min late: Manager talks to guest -‐QSA dessert, QSA drinks, QSA gift certificates § 10 -‐ 15 min late: Manager talks to guest -‐ 50% QSA discount all food items OR equivalent of

50% discount in GC’s § 15+ late: Manager talks to guest – Automatic QSA entire bill or equivalent of 100% discount

in GC's **In the 10-‐15 min and 15 min+ sections, GC’s should only be used if the guest has already paid and cannot wait for a refund***

Note **If a guest has already paid for their bill, it is okay to offer GC’s equivalent to the amount of the QSA. However, whenever possible we should QSA. Remember it is easy to re open a bill and refund money. Note **with large tables that have substantial bills sometimes it may be sufficient to offer a large discount of 50% plus GC's as opposed to QSA'ing the entire bill.



Promo Spending

Most of your promos are a controllable budget. Which means the GMs, can control the spending the managers do within each location. Manage your budgets like you do your checkbooks. Make sure you know where and whom the money is being spent on. Promos should be used as a measure to acknowledge guests and build sales. Look at the money spent in your store and think about how many guests were impacted by this promo spending. Do your managers remember any of the guests they spent promo dollars on? More importantly, was that experience they had memorable?

A good marketing and guest relation tool is to offer a guest something FREE. HOWEVER, as a business we cannot do this too often, or incorrectly. For example, a guest typically comes to Famoso for a meal and a beverage. Some guests enjoy an additional beverage, coffee, or dessert IN ADDITION to their initial meal and beverage. It is important to promo the additional things such as “can I buy you guys a cappuccino or a gelato or a tiramisu or another beer, glass of wine”. That way, they have already spent their initial amount of money at Famoso. If they accept the gesture, it is a small price to pay for guest loyalty. If they don’t accept, they still feel very appreciative of the offer. NEVER buy someone their initial meal as a PROMO’ING tactic. Only if a QSA situation arises. Promo limits will be established. Promo is only to be used for guest relations, not personal use.

Manager Promos

Our manager promos are designed for 2 reasons: § Manager Meals § Designed to reward our guests for repeat business and to build repeat business. If a

manager was inspired to take care of an item for a table of regulars, this is the budget they would use.

Where must work hard to leave a lasting impression to build raving fans for our business, lies within our actions. Spending a little bit is an investment that will not only build loyalty, but it will also build sales.

§ Buy an appetizer for a table of regulars…just cause. The 3 mozza balls you just bought them for $10.50 might be the reason they will always order mozza balls on future visits.

§ Buy a tiramisu for a table that has never been to the location before…just cause. This may be the place they will celebrate future special occasions because this tiramisu is their favorite.

The sky is the limit when it comes to taking care of our guests. Encourage and develop your managers to take care of a round of drinks, an appetizer or a dessert for a table. Make your guests’ experience memorable and make them feel appreciated and cared not just through conversation, which is important, but as well by exceeding their expectations when an opportunity to do so arises. We need to encourage our management teams to sometimes put into action the appreciation we feel for the guests that frequent our locations. This promo budget is designed to reward our guests for repeat business and to build more repeat business. If a manager was inspired to take care of an item for a table of regular guests, this is the budget they would use.

1. Make sure that as a GM you set a weekly budget for each manager and listen for the relationships built with the guests through the process.



QSA (Quality Service Assurance Promo) QSAs can be a valuable learning tool. When they arise, they are the result of one or a combination of execution opportunities. If you do not follow up on them, these opportunities will continue to happen, and not only will they affect your guest experience but they affect your bottom line. Every dollar spent on QSA is a dollar that you didn't take from a guest that you could have earned. Although as managers, we are not the ones directly causing these beverage, food and service issues, the less we try to impact performance around them, we continue to influence them occurring in our business.

Store Coupons

We work very hard to execute our weekly marketing initiatives to have guests walk through our doors. Think of the GC that you gave someone; it is an invitation for them to come into the restaurant. If you invite a guest over to your home, you make sure they enjoy their time there. We need to do the same. While it is almost impossible to know who is coming in with a GC we do know when they pay. The managers must speak to every table who redeems a store specific GC. We need to ensure the guest feels cared for, appreciated for coming and most importantly they enjoyed their experience. This is also a great opportunity for the manager to invite the guest back in. We need to ensure that every guest that uses one of these GCs comes back. These are not meant for short-‐term sales, they are meant to build long-‐term business. So based on our stats, 15%-‐20% of GCs handed out come back and if you can make sure that 50% of those guests come back again, you are building your business. You invest the money in the GCs; the time to execute the initiative all it takes is that little extra to show them we appreciate they came in.

Head Office Promos & Coupons

As a head office team, we are actively working on building relationships through the sponsorship of events or personally inviting guests into the restaurants by handing out GCs. All head office GCs and promotions do contain a specific Charge back for you store. Please refer to the above ‘Head office & Store Promo Guidelines’ when inquiring about specific chargebacks for your budgets.

Groupon

Groupon is a promotion we use to drive new and loyal guests through our doors by offering an exceptional value incentive for the brand.



In-‐Store Promotions Daily Specials

We offer a different Daily Special selection Every day of the week to attract our guests to order menu items they would not have otherwise ordered by showcasing certain food and drink items at an exceptional value. Offering great value through our specials is a way to reach out further into the community to boost weekly visits from people who live in the area. Specials are also a great way for all our stores to increase their average guest checks by maximizing sales potential.

Pizza & A Movie

Available 7 days a week • Add a Movie ticket to any pizza for $9 any day.

Lunch Deal

Available 7 days a week, until 5pm • Guests may order a lunch special for a value priced at lunch. The lunch special is

limited to certain menu items, but offers a price point that is enticing to many lunch diners.

Kids Gelato

Available 7 days a week • Kids 12 & under receive a free scoop of gelato with any kids’ meal purchase Note that if Kids share a full sized pizza or share a pizza with their parents, it is best practice to honor a Free Kids Gelato for them.

Famoso Feast

Famoso offers group-‐dining packages for larger groups. The packages allow guests to select a number of appetizers and pizzas (quantities vary according to group size) for a set price. Because of the large number of dining options available (packages range from 7-‐9 guests up to 17-‐20 guests). Advantages of the Famoso Feast group-‐dining menu: offers cost control, great value for our guests, ease of ordering – guests can fill in the Famoso Feast card and bring it to counter for ordering. This is an also a very useful tool for Local Community Marketing and Christmas party bookings.

Birthday Offering

Birthdays come and go, but what remains are the memories from them. Offering our guests a complimentary dessert of their choice on their special day will not only make them feel special, but it shows the guest(s) appreciation for joining us on their birthday. Every time a guest mentions it is their birthday, the server and manager should offer the guest a complimentary dessert of their choice.

Offer the guest • (Non-‐oven desserts are preferred to get the dessert out fast) -‐A scoop of gelato, Feature

Panna Cotta, Tiramisu, Affogato • (Oven desserts if the guest would prefer) – Dolce & Banana, Nutella Pizzetta



Dough For Kids Purpose

At Famoso, we are passionate about giving every guest an exceptional experience and for some of our guests; it’s providing them a quality family friendly experience. Giving all kids 12 & under an uncooked pizzetta is the best way to keep them occupied and engaged at the table. Uncooked dough is guaranteed to keep kids busy stretching their own ‘practice’ dough right at the table. Both parents and children will be surprised with this, as it is interactive, fun and different. This initiative is not only easy to execute by the staff, but if implemented correctly and consistently, your location will end up selling more to the parents as the place to go for a night out because they realize the value in keeping the kids busy at the table. It is great not only for the parents but all other guests as well as it is a great way to keep kids occupied until their food arrives.

Responsibility

The floor server serving the table should ask the parent(s) or adult(s) of any kids 12 & under, at the table if they would like them to bring over some dough for kids the practice stretching at the table during their section introduction.

Preparation The server should then order the # of doughs needed for the kids at the table.

The pizzaiolo would then cut one pizzetta in half; lightly flour the dough and place on a round side plate for each dough ordered for the table. The server would run the dough(s) out to the table and place one dough in front of each child at the table.



Head Office and Store Promo Guidelines

There are many types of discounts in the POS system. Items labelled with the “H.O” prefix are items that can be charged back to Head office at a rate of 35%. Chargebacks can be sent in with your royalty payments, but must be accompanied by receipts. Items labelled with the “Store” prefix, and miscellaneous items with no prefix CANNOT be charged back. These are items to be used for in store promotions, QSAs, Manager Meals, Staff Meals, and WOW Promos. WOW Promos – this is a discount to be used to “WOW’ guests. Taking care of guests is smart way to build loyalty. Always look for opportunities to WOW guests with a complimentary dessert, a round of Limoncello, or a complimentary appetizer.



Chapter 5 Marketing & Store Level

Advertising



Local Community Marketing (LCM)

Some of your best potential regular guests are the neighboring business, offices, doctor offices etc. Especially at lunch when break times are usually limited to 30mins-‐1hr, the people who work and live directly around you can turn out to be you’re most loyal. It is good practice to walk around to neighboring businesses and introduce yourself to them while offering them some incentive to visit you regularly. Inviting the hair salon staff from across the street in for a few pizzas and salads on you, offering the bank staff down the road free coffee drinks on their lunch break once a month are examples of ways introduce and impress. Doing whatever it takes to get them in your restaurant and then impressing them with your service, food, speed and atmosphere will no doubt help build a solid group of regular visitors but also will turn those guests into your own promotion team who constantly tell other people about their Famoso experience.

What Is The Purpose Of Local Community Marketing?

§ Building personal relationships with potential guests and people in your area will ALWAYS have more of an impact on your business than an ad in the paper, a bill board or advertising. It is an opportunity to create a bond & help people put a face to the business.

§ Local community marketing is one of the most valuable tools in executing a sales plan for your restaurant. LCM is one of the most cost effective and proven tools to achieve long-‐term business relationships with guests and the community. This should result in new guests visiting for the first time as well as fostering a stronger relationship with guests that have frequented your location before.

§ LCM is an on-‐going process intended to build sales for all our restaurants. Whether a new store looking to build the awareness of the brand in their area, a target store with reduced year over year sales, or a mature store with great sales growth, it is intended to influence and ingrain your location and the brand in your community and the guest’s minds.

§ Unlike the temporary sales spikes that advertising & couponing can drive, LCM helps create a loyal guest base that drives long term and ongoing sales growth.

§ Top Level Marketing – Task vs. Tool philosophy: o A tool becomes a task unless you realize it’s potential. We should always be focused

on ‘top level marketing’. Place value on the quality of time you are investing in each marketing initiative to maximize it’s potential. Know whom you are targeting with each initiative & set specific goals.

What Does LCM Do? § Enhances the restaurant’s image within the community § Increases guest loyalty to your business § Builds brand awareness § Grows store traffic, sales & awareness to your specific location § Develops involvement and recognition within the local community § Build loyalty in your neighborhood & your area through the community and other

businesses. § If a business within 5 minutes of your restaurant, does not know you exist, you have an



opportunity to build more loyalty to your business § If you do not know at least 1 person from each business in your area, you have an

opportunity to build more loyalty to your business. Make key contacts in your neighborhood. Start building long-‐lasting relationships to encourage loyal & repeat guests.

Executing Your LCM Plan

§ It is crucial to remember that first impressions are difficult to change. The way potential guests perceive you will greatly influence how they perceive your restaurant. The goal of LCM is not to hand out GCs, it is to build and foster a relationship to your community, to the businesses in your area & to drive as much traffic to your location as possible.

§ It is crucial to establish a connection when meeting people. If the people like you, they will be more open and receptive to the brand and your invitation to the restaurant. Don’t just do the mechanical GC drop and leave.

Community Partnerships § Examine your target demographic and partner with organizations and initiatives that

interact with potential guests in your area. Know whom you are targeting within each initiative and work on maximizing the potential impact of each initiative.

§ Are you trying to attract families? Sponsor a local sports event, or work with schools in your area.

§ Want business professionals to visit your restaurant? Work on initiatives that entice business professionals to stop by at lunch or after work. Is there a realtor with multiple listing around your neighborhood? Who better than someone that is familiar with the area and ties to the community?

§ Partnering with a well supported and local area non-‐profit organization can create invaluable media coverage more importantly community goodwill.

A successful marketing plan should be planned, scheduled & implemented so it doesn’t burden the restaurant’s operations. LCM is a long-‐term solution and should be treated as such. In some cases you will see instant results, and in others you will not, but the sustained sales you generate will make it all worthwhile. Keep in mind that not every guest that walks into your Famoso comes back. 20-‐30% of your guests need to be new in order for you to build your business. This is why LCM is so important, to drive traffic through your front door. A solid LCM plan that is aligned with a strong 4 walls execution plan will not only ensure that guests have a great experience, but that you build your customer base.

§ A Successful and growing business has 70% regular/return customers and 30% new customers. (Businesses with sales increases)

§ Businesses that maintain their current sales have 80% regular/return customers and 20% new customers.

§ Stores that see a decline is sales trends have more than 90% regular/return customers and less than 10% new customers.

In order to maintain sales, you still need to work to consistently build your customer base or you will see a decline is sales.



LCM 5 Step Program

Collect

All information for your LCM visits before you head out. § Identify 2 layer’s around your store’s

Schedule Time

For your visits (should set aside 2-‐4+ hours every week to complete LCM) § About 2 hours a week dedicated to:

• Contact & book Business card lunch draw guests • Contact & book 1 VIP dinner • Plan out LCM weekly visits (enter all the information into the

toolbox ahead of time).

Execute Program 1-‐2+ hours a week to do LCM weekly visits in your community

Track The Results Enter all the weekly-‐redeemed GCs into your LCM tracker

• Follow up with Invitees: Always follow up with the previous weeks Business card draw winner and the VIP dinner invitees to close the LCM loop. Ensure they had a great experience and leave a lasting impression.



3 Store Sales & Marketing Status #1: New Store Status Stores opened less than 1 full year/ less than 4 full quarters -‐Stores executing above a weekly average of $40 000 in sales, will be required to meet the below Minimum Company Marketing requirements:

v Minimum of 10 LCM visits every single week v 1 VIP dinner booked every single week v 1 Business card draw booked every single week

-‐Will be required to complete a Local community-‐marketing plan: Ø Required to complete & send a quarterly marketing plan for their location that MUST be

approved by a representative of the Famoso Inc. marketing department and their Regional manager (4 marketing plans per year)

-‐Stores executing below a weekly average of $40 000 in sales, will be required to meet the below Minimum Company Marketing requirements:


-‐Will be required to complete a Local community-‐marketing plan: v Required to complete & send a quarterly marketing plan for their location that MUST

be approved by a representative of the Famoso Inc. marketing department and their Regional manager (4 marketing plans per year)

Essentially because the stores are new, they are working to build their business aggressively through LCM their entire first fiscal year. #2: Mature Store Status A Mature store will be defined as one that is maintaining a sales growth over previous year’s sales of +3%.

v +3.0% increase over last year – Building business v 2.0-‐2.99% increase over last year – Maintaining business v Below 2.0% over last year -‐ Losing business

Stores opened 1 full year/ 4 full quarters and maintained sales growth from Q3-‐Q4 in Building Business category -‐Will be required to meet 4 walls marketing requirements

v 1 VIP dinner booked every single week v 1 business card draw booked every single week

-‐Will be required to complete a Local community-‐marketing plan: • Required to complete & send a quarterly marketing plan for their location that MUST




#3: Deficient Sales Store Status A Mature store will be defined as one that is maintaining a sales growth over previous year’s sales of +3%.

v +3.0% increase over last year – Building business v 2.0-‐2.99% increase over last year – Maintaining business v Below 2.0% over last year -‐ Losing business v Stores opened for 1 full year/4 full quarters and experienced sales trends in the

maintaining business or losing business categories from Q3-‐Q4 v Stores opened for 5 full quarters and in the maintaining business or losing

business categories from LY sales (Q1LY -‐ Q5 Current year) -‐Will be required to meet Minimum Company Marketing requirements:


-‐Will be required to complete a Local community-‐marketing plan: v Required to complete & send a quarterly marketing plan for their location that MUST


If the store is executing sales trends below +2% year over year for a full quarter, they must meet the above company marketing minimums to build their business. If you fall into a category, you take the responsibilities that come with that status.



Social Media Overview

Social media refers to the means of interactions among people in which they create, share, and exchange information and ideas in virtual communities and networks. These communities include but are not limited to Facebook, Twitter, Instagram, Pinterest, Tumblr, Foursquare, Urbanspoon, TripAdvisor, YouTube, blog websites, etc. Famoso uses social media as a communication channel with our guests. With a medium like Facebook, individual stores are encouraged to communicate information and happenings about their specific location to their fans (within Famoso guidelines). Some important aspects to remember about social media:

• It is user-‐generated content (i.e. our guests) • It relies on immediacy (i.e. users expect quick or immediate responses) • Users want relevant information – otherwise, you’ve lost them • Authenticity matters -‐ users can quickly see through fakeness

Don’t take social media lightly. Social media has become a part of everyone’s life and it is something that influences their daily life. Social media has played a big role with how people interact and it is something that is not slowing down soon. Our goal is to best execute a meaningful and engaging approach that will generate results for your store and the brand. Updating your online status twice today then once next week is not a good practice. Make a commitment to sit down for an allotted period each and every day to engage your fans and share great content. This will influence and foster a stronger loyalty to the brand as well as your location impacting your businesses success.

Famoso does not directly respond to criticism on the Internet or social media but we do request guests to email us with details of their negative experience so we can rectify the situation. A negative comment on Facebook or Twitter should always be addressed with a request to send the details of the experience to [email protected]. Negative comments on sites like Urbanspoon and Yelp should not be addressed directly on the sites but gather the information to address any operational issues (such as service, hospitality, food, etc.)

**Note** be sure to share your positive feedback with your staff as well! Facebook

§ Ensure everyone from the store (and your friends) likes all the Famoso Facebook (FB) pages § Appoint a social media representative from your store (who is familiar with social media and

preferably on the management team) § Once your FB page is created, ask the representative to "like" it and provide his/her email

address to login to FB so he/she can be added on as an admin § Review our main FB page (https://www.facebook.com/FamosoPizza?ref=hl) to see the kind

of language, tone of voice, and types of updates we do. All of the network-‐wide promos are updated through head office but you should use your page to engage and communicate with your fans and your community (ex. Post pics of the progress of construction, post pics and info of your LCM events, post something relevant to your community or area, update fans on

mailto:[email protected]

https://www.facebook.com/FamosoPizza?ref=hl



your renovation or store closure). You can also put up hiring messages etc. but make sure you get lots of people to like the page so they'll see your updates

§ The main Facebook page is managed by head office only § Remember not to post anything you wouldn't say face-‐to-‐face to a guest § Your store’s social media representative must post at least 2 pictures per week, relevant to

your store/community (example below)



Twitter

§ There is only 1 corporate Twitter page that gets updated by head office only § If your representative is a regular Tweeter and comfortable with Twitter, he/she can use

his/her own Twitter account and "mention" @famosopizzeria in your tweets and if is interesting and relevant to our followers, we'll re-‐tweet you so our followers can see what you're posting too (ex. Ryan at Commercial Dr. (@meatysauce) made a moustache pizza for Movember and they tweeted a picture of it with @famosopizzeria included and I re-‐tweeted it since it was a cool idea and an event relevant to both all Famoso locations and our followers).

§ Even though you'd be tweeting from your own account, you still have to remember that you represent Famoso and people associate you to Famoso so it is still crucial to remember: "Don't tweet or post anything you wouldn't say face-‐to-‐face to a guest."

Instagram § Our objective is to increase our Famoso Instagram fan base continuously with the help and

support of the RPs, managers, staff & Head Office. § We encourage the use of your local store’s hash tag. This will keep track of how many people

are engaging at and about your specific location. § Your hash tag would be #famoso followed by your store name § Staff participation is extremely important. Remind them every day to post photos on their



own personal Instagram accounts, and talk to their guests & friends about the Famoso account.

§ Photos must feature our branding. This can in the form of our logo, uniforms, menus, signs, pizzas (or other food/drinks), or colors

§ Photos should be high quality. They cannot be blurry or too dark/light § Photos should not be too busy/cluttered. Make sure it is easy to see and focus on what’s

important. § As a company, we want to see 30 pictures posted by guests per month using any of our hash

tags. Each store does not have an individual target, but we do encourage you to work on boosting the awareness of your location’s hash tag to increase the popularity of your store through social media.

Urbanspoon, TripAdvisor & Yelp

§ Treat these sites like Local CommunityMarketing for your business in the on-‐line environment -‐ it's important to be up-‐to–speed as to how guests view your food, service and, overall experience.

§ At 1 week prior to opening, pls create an account for your store on these 3 sites – you can use any of our existing store's pages as a guide for what to name the location.

§ You can also claim your store on all these sites as the owner of the restaurant by clicking on "Is this your restaurant" and following the instructions. Once you've claimed the profile, you can make instant updates to your profile page without having to go to "Edit Restaurant" every time.

§ At all times, you should be checking to ensure your profile information is correct as these websites are updated by user-‐generated data and are not always correct. It's as easy as clicking "Edit Restaurant" on any of these sites and making suggestions for change – it even includes a section for "Comments".



1.) Monitor your "Likes" and reviews -‐ it's important to stay on top of these (i.e. know what

percentage you're at) and ensure any friends or family who have visited your restaurant and enjoyed themselves, write a review and "like" your profile.

2.) Do not respond to guests’ comments (specifically negative) on these forums but collect the information and address them on an operational level. (Send information to regional manager and [email protected])

3.) Do not ask guests to go on these sites and vote – that can be seen as tacky and may compromise your guest's experience.

4.) Do not post fake reviews – Urbanspoon, TripAdvisor, and Yelp monitor this and make adjustments to the "Like" percentage of restaurants accused of doing this.

Employees are allowed to vote ONLY ONCE for their ONE Famoso restaurant of choice (i.e. do NOT vote for 20 Famoso locations) 1.) As a rule of thumb, when people check restaurants on Urbanspoon for example, any

rating of 80% and higher is regarded as good, 85% and over is great. A rating of below 80% can created a negative perception of your restaurant.




Comical Overview Of Social Media



Chapter 6 Training & Coaching

Employees



Training And Coaching

The success of your restaurant is heavily dictated by how well your management and staff execute their positions. Training and coaching must be an on-‐going focus of each manager starting from day 1 through to infinity! Keep in mind that all management and staff either get better or worse at their jobs, nobody stays the same. Ongoing training and coaching ensures that everyone involved gets better and allows you to cut loose those who get worse.

Training

Initial training is time consuming and costly. This is why it is essential to be structured properly to follow the training guides so that your time and money is not put to waste.

Each position has a position specific training guide in which must be completed during the training period. Training guides and tests are to be kept in the individual’s file folder in-‐house so effective and efficient training can be accomplished. Keeping these in house and on hand allows multiple managers to assist in the training process by picking up where the other has left off and ensures points aren’t missed and that everyone is on the same page. It also allows everyone to hold themselves accountable to what has been taught; the trainer and the trainee should have no excuses as to why a certain point isn’t covered or fully understood.

Management

GM/AM/CM-‐ required completing the manager-‐training guide with clear understanding of each point. Before being scheduled as manager on duty, the manual and theory tests must be completed and sent to Famoso head office for review. A verbal test over the phone or in person will follow and written confirmation will be sent by the Famoso head office to indicate the individual is ready to take on a management position.

Pizzaiolo

Required to complete the pizzaiolo training path and tests. Training paths and tests are to be kept in staff folder for easy reference and future trainings.

Server

Required to complete the server training path and tests. Training paths and tests are to be kept in staff folder for easy reference and future trainings.

Bartender

Required to complete the bartender training path and tests. Training paths and tests are to be kept in staff folder for easy reference and future trainings. Bartenders, must complete the Server training before they can start Bartender training.



Coaching Continuously coaching management and staff in all areas of the restaurant operation is essential to accomplish service with personality, impeccable image and amazing food and beverage. Setting aside as little as a half hour per shift to formally teach/coach a staff member will work wonders for you as a management team. Informally, setting the tone from start to finish of each shift will rub off on your staff. Actually doing/showing what needs to take place, the quality of work expected and in what kind of time period gives the staff a goal to shoot for and ensures they know what you expect from them.

Here Are Some Examples Of Coaching For Each Position Server

1. Indicate to a server or several server that you will be focusing on the wine list for this specific shift. Throughout the shift, ask them periodically questions that a guest would/has asked; what are your house wines? Do you have any Italian wines, which ones? What are your driest/most fruit forward/fullest/lightest wines? What is this wine club?

2. Real life situations are the best learning tools and it allows you to address the situation

right there on the spot and allows you to show them how a certain situation should be handled. During slower times it allows you show them the pace at which duties should be completed with quality always being maintained and guests never forgotten. At shift end, re-‐cap with them on the points you noticed and how they can work to achieve these points moving forward.

Pizzaiolo

3. During the non-‐peak times, ask questions about toppings, procedures on-‐line and situations that you have seen occur in the past. Encourage cross training on positions with supervision to ensure food quality and specs are followed. During peak times, pick a shift or two a week so you can stand on-‐line and coach the team where applicable. Encourage communication, teamwork and quality! Try your best to simply coach, don’t jump in on the action unless absolutely necessary.

4. Assume the position of the pizzaiolo and physically show them the job at hand while

continuously talking about what and why you are doing. Stress communication and procedures and that this will translate into quality products. Have them take the position and give continuous constructive criticism while they are working. At shift end, re-‐cap with them on the points you noticed and how they can work to achieve these points moving forward.



Coaching Employees Maximize Effectiveness During Revenue Goal

• The purpose of this seminar is to explore the power of the “coach” and to explain their impact on our business.

• The restaurant business is all about people; it is our true point of difference, or competitive advantage.

• During revenue 100% of the manager’s attention must be on the “game”— looking after the guests and looking after the team who is looking after the guests. High Profile Management

• Managers must be focused on Accomplishment as opposed to Activity in order to get the most out of their efforts (Achieving results).

• The first level of Leadership is the base skills needed to run a great shift, maximize crew effectiveness, and look after our guests.

Definition

• The following are three “non coach” manager types: 1) The Office Manager, 2) The Wanderer and 3) The Hardest Working Person in Show Business.

§ The Office Manager What do they do?

• They spend the majority of their time in the office or working on administrative work. • They place the responsibility of asking for help or assistance on the team. • They claim to empower their people by letting them make their own decisions but the

reality is they abandon their team. • They do not lead by example.

Impact on Team Members

• They have no direction. • Goals are diluted due to no central leadership. • They are demoralized and lack confidence. • Some team members assume too much authority and it is usually not by the right people

or for the right reasons. • Decisions are avoided. • They become apathetic and do not care about the business. • They have no respect for management.

Impact on Guests

• Service is inconsistent. • Food is inconsistent. • Minimal to no management interaction with guests.



Impact on Bottom Line • ⇑ Turnover & ⇓ Promotions from within ⇒ ⇑ Hiring Cost, ⇑ Training Costs • ⇓ Productivity ⇒ ⇑ Labor Costs • Sales ⇓ • Guest Counts ⇓ • Average Check ⇓

§ The Wanderer What do they do?

• They move around the room a lot because they know they should be on the floor. • They don’t actually know what to do while on the floor. • Some Activity but very little Accomplishment. • They don’t make any decisions.

Impact on Team Members

• They are overworked. • They have no direction. • Goals are diluted due to no central leadership. • They are demoralized and lack confidence.

Impact on Guests • Service is inconsistent. • Food is inconsistent. • No/ little managerial interaction with guests.

Impact on Bottom Line

• ⇑ Turnover & ⇓ Promotions from within ⇒ ⇑ Hiring Cost, ⇑ Training Costs • ⇓ Productivity ⇒ ⇑ Labor Costs • Sales ⇓ • Guest Counts ⇓ • Average Check ⇓

§ The Hardest Working Manager in Show Business What do they do?

• They are always at work, long hours, few days off. • They are the ultimate “everywhere person”. • They are the best food runner, server, bartender and host in the building. • They lead by example but not by teaching. • They do not delegate. • They are perfectionists. • They are reactive not proactive. • They never have enough time. • They do everything asked of them because they cannot say no



Impact on Team Members • They are happy and calm (watching the manager do all the work) or they are unhappy/

stressed because their co-‐workers have let them down. • They cannot reach manager’s expectations. • They are intolerant of coaching because they typically don’t get any. • Expectations are unclear and inconsistent due to lack of leadership. • They do not learn anything.

Impact on Guests

• No rapport building with guests. • Interaction with guests is very limited. • Guest perception of operation is chaotic.

Impact on the Manage

• Burnout. • Manager is unhappy.

Impact on the Bottom Line

• Status Quo: The business does not build, nothing gets easier or better. The Coach What do they do?

• They are on the floor. • They are constantly listening, talking, and watching. • They coach as it happens, they do not wait. • They are proactive. • They have focus. • They are great communicators. • They clearly set goals and explain expectations. • They understand and listen to their team members. • They delegate effectively. • They have high standards. • They are goal-‐orientated, focused on Accomplishment and not just Activity. • They have great awareness: • They are effective problem solvers, solving problems so they do not happen again. • They give immediate feedback on performance, positive and negative. • They remain cool and calm under pressure. • They know when and where to pitch in and help hands-‐on. However, they are much

more likely to direct and teach first, helping everyone a little as needed, rather than burying themselves in a single task or never helping.



Challenges of Being a Coach

• The myth that being the coach isn’t the highest level of activity for a manager. • Lack of understanding of accountability. • Fear of delegation resulting in hoarding of tasks.

(Delegation = careful decisions as to Who? and what? and then training, then timely and detailed follow up.)

Strategies v Things to work on right away to improve effectiveness during revenue.

• Coach managers and night leads on coaching -‐ ongoing • Management Checklists & Systems • Effective • Used religiously • Pre-‐shift Meetings • Communicate goals for sales and service behavior • Test product knowledge • Perform uniform checks • Address any new issues • Motivate crew • Delegate Management Duties every shift • Analyze schedules and section sizes. • COACH CONSTANTLY!!!!!



Goals What Is A Goal? Quite simply it is a “DESIRED OUTCOME”

There are different types of goals varying on their scope. For example your goal could be “to get in shape”. That is extremely vague, what does it really mean. In fact it is more of a MISSION or undertaking, rather than a goal.

How Do You Measure This Goal And When Will It Be Completed?

Getting in shape can have dozens of details. This vague goal, or mission, can have many sub-‐goals such as eating better or exercising regularly. But these goals are still vague. Eating better can be broken down even further to eliminating potato chips or eating spinach. Exercising regularly can be broken down into going jogging or lifting weights. This can still be focused further until there are no more details to be added.

Our focus is to have effective goals that do not leave any questions unanswered. These questions are: what are we doing, why are we doing that, who is going to do what, where are we doing that, how are we going to do that, and when are we going to do that? We want to be as specific as possible because it leaves no questions unanswered and it provides a place to start. A goal must have the following conditions:

1. It must be very specific – leaves no questions unanswered 2. It must be measurable in its results – Where are you currently at and

where will you be when your goal is achieved? 3. It must have a clear deadline (time-‐sensitive)

An effective goal focuses primarily on the results, then the activity. It identifies where you want to be, and determines where you are now. It gives information on how to get there, and it tells you when you have arrived. It fuses your effort and energy and gives meaning and purpose to your MISSION. And it can finally translate itself into daily activities so that you are proactive and in charge. Goals give structure and direction to your MISSION.

Goal – I am going get in shape by to losing 25 pounds in the next 90 days.

Now that your goal is identified you need a Specific Action Plan -‐ Who, What, Where, When, How? Action Plan -‐ This could include:

• Making sure that your gym bag is packed every night before bed, • Being at the gym at 7:00 am rain or shine, • 3 days a week on Tuesdays, Wednesdays and Thursdays, running 3 miles on the treadmill • Doing 50 Sit ups and 50 push ups per day • Tracking your daily caloric intake in your IPhone to ensure to ensure that your never take

in more than 1500 Calories per day. • Daily weigh ins to monitor your progress



Effective Leadership The Difference Between Managers And Leaders

It is very important to make this distinction. Management is a bottom line focus: How can I best accomplish certain things? Managers are in the trenches focused on results. Managers are reactive. When a problem arises they handle it. Leadership, alternatively, deals with the top line: What are the things I want to accomplish? What is important and what should I focus on next? We must all become great leaders otherwise we may squander our resources. Great leaders set & accomplish their goals and teach others how to do the same. They manage to get their peers or team to “buy in” to what they want to accomplish. Leaders are proactive, critical thinkers. – They anticipate foreseeable problems and layout a plan to prevent these problems, before they happen. They work with and through their teammates to get results. § A manager administrates and a Leader envisions § A manager maintains and a Leader develops § A manager measures projections and a leader projects measures § A manager ensures that things are done right and a leader ensures the right things are

being done. § A manager ensures that rules are being followed and a leader empowers and inspires

people to do the right thing. Management is the efficiency in climbing the ladder of success. Leadership determines whether the ladder is leaning against the right wall.

What Is Goal Setting?

Goals are resolutions to achieve a desired result. Whether short or long term, they provide a clear understanding of what you, your manager and/or your business are trying to accomplish. Setting short-‐term goals as ‘stops along the way’ to large goals can break down processes without losing sight of your big picture goals. Having goals gives everyday tasks more meaning and clarifies the reasoning behind your decisions. It is important for you to set goals for yourself, your staff, specific areas in your business and your business as a whole. Consider sharing your goals with your management team and your staff to drive the success to its maximum potential. This will influence a greater team effort, if presented properly; your teammates will feel a sense of responsibility to achieve greater results. Goal setting is not a one time event when formulating a business, development or marketing plan, but should be an on-‐going process. Things change and in order for your location to keep up with the time, the savvy GM and management team must take advantage of every



situation. When your business is flourishing, goals help you maintain or increase your business to its potential, and can act as a safeguard during slower periods of business. Our criteria for determining a worthwhile goal must encompass three points. It must be acceptable to the guest, the staff, and the shareholders.

Why Do We Set Goals?

The reason we set goals is to give our lives focus and to move us in the direction we would like to go. Goals give us passion and purpose. They give players a reason for playing. They are targets to be aimed for, a desired outcome, and the rewards associated with achievement. Without goals, players will lose interest, attentions will scatter, and the game will die down. Goals help managers to coordinate activities and motivate other players to play well. Ask yourself this question, “What would you do if you knew you could not fail? If you were absolutely certain of success, what activities would you pursue, what actions would you take?” Waking up in the morning and focusing on your goals gives purpose and reasons to act. People take pride in their achievements. The most important factor here is ACTION. GET MOVING!

Do You Have An Engaged Team?

Managers and employees who clearly understand their individual goals and how they relate to the store’s larger goals naturally become more engaged with their work. Successful businesses realize their achievements are linked to their ability to manage, track and communicate their goals. Without clear responsibility and accountability, execution programs will not be effective. One of the greatest challenges faced by employers is the impacting the personal development of employees in order to ensure effective use of talent. Keeping your employees engaged and motivated is the key to a successful & highly productive workforce.

‘A Goal without a Plan is simply a wish’

Goals & Objectives Checklist

When you are setting goals and planning your objectives, below are some questions to help you determine your process:

§ How determined am I to make an impact in this area? § Willing and worth it to make a financial investment? § Possibly might cost myself, my managers or my employees more time, so will

it be worth it? § What is the consequence of me not impacting this area? § If it does succeed, how can I achieve the greatest level of success?



§ What kind of immediate impact will this make to my sales? My profit? My labor? My productivity? Employee morale?

§ What kind of long-‐term impact with this make to my business? Will I be able to sustain it?

§ Am I going to need to be fully hands-‐on? Or will I need to delegate any portion (small or large) of the tasks to others?

§ Is my goal to improve service? Impacting guest satisfaction and/or retention? § Is my goal to improve profit? Impacting profit by a certain % or dollar

amount? § Is my goal to improve the overall growth of my business? § Acquiring new employees, new management, improving selection? § What is a realistic timeline to achieve your goal? § Who is going to be responsible for following up? § Who is responsible for putting every element of your action plan into action? § What is your budget (if required)? § What happens when things need to change?

How Do You Achieve Your Goal – “The Action Plan”

When you know your goal, what you want, why you want it, and who will help you, you need ACTION. But to guide your actions you need a step-‐by-‐step plan – a blueprint. An ACTION PLAN includes the following:

1. SMR – Specific Measurable Results i. A great business practice is to always be trying to improve & grow your business to become more profitable.

ii. Setting goals provides you with the clearest way to measure the success of your store and your initiatives.

iii. Getting as detailed as ‘increasing in $$$ over the next # of months. iv. Be realistic in your goals. Don’t create a situation where you might

be defeated by your own goals. v. Don’t make your goals ridiculously easy to achieve, but be honest

with yourself and set reachable milestones that will make a tangible impact in your business.

2. Include Your Team In Goal Setting Initiatives i. Setting clear goals with your team allows everyone the understanding of what you are working towards and what is your potential outcome.

ii. When starting to build an action plan to achieve your goal, throw every possible action step you have into a ‘maybe’ column and week through it to find what makes sense and will give you the greatest results.

3. Knowledge Is Power i. Once your goals have been defined, you can develop a deeper understanding of how to achieve results within certain opportunities in your business.



4. DELEGATE & Assign Duties Wherever Required i. Include managers and/or staff in your strategies to accomplish your goals. The more people involved and aligned to achieve

5. Put Your Plan Into ACTION 6. Observe And Evaluate The Results Of Your Action (Your Own Checklist).

i. Did you meet your goal? If not, adjust your angle (DO NOT GIVE UP!) Go back to step 2 and brainstorm more solutions (i.e. communicate better, delegate better, train better, etc.)

Quite simply, SET your goal then put your goal into ACTION. Be persistent until the goal is completed. The only failure is inaction. Being a Leader is the ability to analyze and correct your path if needed. Adjust you action plan to make it more realistic, add new action points as you start to see success. Amend deadlines if needed. Remember the objective is to improve, not get discourage because you didn’t improve enough.

Tools For Accomplishing Your Goals

There are many tools that can help you with your goals. The two most important are:

1. Communication 2. Delegation

Communication Mastery of communication creates great parents, teachers, and leaders and is essential in achieving results. Master communicators are those who know what they want and who take effective actions, varying their behavior until they achieve their outcomes. The problem is that you tell someone to do something, and they don’t, your response usually is “Well I told him to do that!” THE MEASURE OF YOUR COMMUNICATION IS THE RESPONSE YOU ELICIT. If you ask or try to persuade someone to do something and they do another, the fault was in your communication – you didn’t find a way to get your message through. Take responsibility and try a different approach. Be persistent and flexible. Remember that people learn differently. People require different levels of coaching and understanding to truly know how to execute a simple task. Being a great communicator is greatly reflected in how patient you are. It’s like playing telephone, once you communicate a task, stand back and watch how the individual translates what you said. In some cases you may need to follow up. In some cases you might need to re-‐communicate to increase their understanding. In some cases you might need to fully change your approach. Be patient within your own leadership to be the most effective communicator. A great communicator is not someone that is willing to say what needs to be said, it is an individual who can achieve results by having effective conversations.



Five Guidelines For Effective Communication 1. Create Clarity / Create The Message

i. The first step is the most crucial because you are outlining what you want to get out of your conversation (the goal of this conversation is…)

ii. Establish what the point of every conversation is. This makes sure that both sides remain on the right track. It is very similar to writing a hypothesis for the start of a school paper. What is the point of this paper and what I hope to speak about and get across, etc.

2. Speak Clearly And Concisely i. Make sure you are prepared for your conversation so that you are able to confidently speak about each point you wish you shared properly.

3. Translation i. The recipient of your conversation will translate your ‘message’ into terms they understand.

ii. Always, have the recipient of the conversation answer to ‘what did you get out of this conversation?’. Sometimes we think we were very clear in our goal, and were able to ensure the recipient understands fully what we are talking about. It will surprise you how often the recipient is not on the same page as you at the end of the conversation. So having them respond to what they got out of the conversation, allows you both to ensure there is clarity around understanding or a commitment that was made in the conversation.

iii. If the message was not understood, you catch it before they leave allowing the ‘what did you get…’ act as you last line of defense

4. Have Eye Contact And Body Language i. Good eye contact and body language matter in most conversations as they subconsciously send signals to the recipient about how engaged you are in the conversation. ESPECIALLY when you are listening to them speak!

ii. Always exude an aura of positive energy, not only through your words and tone, but also through your gestures.

5. Active Listening i. Keep the conversation going by listening carefully to what the recipient is saying and responding with good follow up questions or comments.

ii. People appreciate being heard. If you make them feel valued in what they are saying, they will value what you have to say and what you ask of them.



Delegation

To be an effective leader and manager you are expected to be a proficient in many areas. The most effective leaders are those who have strong teams. The leader may not be a master of any talents other than effectively managing his managers. If there is something to know, or something to do, the leader has the team to do it even though the leader is not a master of these areas. In fact the most efficient leaders are those who specialize but not too much. They know a bit about everything and if they need more knowledge, they know where to find it. This leads us to delegation. Effectively delegating to others is perhaps the single most powerful high leverage activity there is. It enables a leader to broaden his focus, to see “outside the box”, to see every aspect of the business. Determine how much your time is worth and decide if you can delegate tasks to free yourself up. This will get you to your goals faster. Make sure your tasks are at your level, if not, delegate! You shouldn’t necessarily be doing menial tasks when you can train someone to do this for you.

How To Delegate – It is all about Communication! 1. Define what is to be done 2. Be certain that the person fully understands what needs to be done 3. Explain why it is to be done while you are telling them what is to be done – this will

motivate them further 4. Teach them how it is to be done without step by step 5. Be sure the person understands the step by step process 6. Set a deadline for completion or checkup on progress 7. Be sure that you both have agreed to the deadline

There Are 2 Types Of Delegation

Task Delegation Task delegation is as stated. It is assigning a specific task with detailed instructions and deadlines. This requires follow up and training to ensure the task is completed efficiently and to a high standard.

Authority Delegation

Authority delegation requires a critical thinker with knowledge and experience related to the task at hand. Authority delegation is when you have trained someone to the point that you have confidence that they can complete the task with little to no guidance and follow-‐up. The person that you have delegated to has the knowledge and resources to work independently.

You should always strive to train and develop people to where you delegate with authority. But it is very important to understand the difference so that you can have confidence that tasks will be carried out and completed to your liking.



How To Get People To ‘Buy In’

You need rapport with your staff. Rapport is how you tap the resource of other people. The pre-‐requisite for attempting to get someone to “buy in” is that you, yourself, “buy in” and can display the necessary confidence and generate the excitement needed to attract favorable attention to your MISSION or goals. To get them on your side you must:

Be Confident

§ Display that you fervently believe in your MISSION and goals and will accomplish them no matter what.

Be Excited And Motivated

§ Display to your staff that ACTION is being taken – they will want to be part of the excitement.

Maintain High Standards

§ Everyone wants to be part of something that is great. § They will follow a leader and an organization with impeccable standards.

We Are Selling Excellence

§ Emphasize that the individual is part of something larger than himself, larger than his shift; that he is part of a team that is part of a successful restaurant that is part of a successful corporation and ultimately part of an ideal – EXCELLENCE. Sell the idea of excellence and then they will be sold on our organization.

Always Be Honest And Sincere So People Trust And Respect You. Common Goals

§ Convince your staff that we are all on the same team because we all have the same goals. We may have different reasons for our goals but they all ultimately lead to success for everyone.

Inspire Ownership

§ Include staff in developing goals, goal challenges and action plans. Ask them what we need to do and how to do it – this will likely motivate them to do it.

Most importantly, include staff in the REWARDS!!

§ Reward your staff buy showing appreciation. Give staff pride and recognition with a pat on the back and a thank-‐you for a job well done. Recognition is the most powerful reward. Other rewards are parties, better shifts, more money, free food or drinks, t-‐shirts, etc. Have more competitions, more outings, and more ideas for us to have fun while we accomplish our mission.



Effective Management – The Football Field Your Team’s Game Plan

Objective is to move your team toward towards the Red “Hospitality End zone” through effective TEAM Management!



Your Team! Consists of 3 types of staff

ü Hospitality All Stars! o Your key people that will do anything you need when you ask. True

Famoso Ambassadors. They’re leading the charge into the End zone ü Foot Soldiers

o This is the majority of your staff. They are the people that put in a good effort. They are sincere and care about your restaurant. But they aren’t driving your business like your All Stars.

ü Bench Warmers o Otherwise known as potential cuts. We all have them. These are your

underachievers that really shouldn’t be on your team. Why? Because they’re holding you back and damaging your business.

Hospitality All Stars

Benchwarmers Foot Soldiers



Effectively Managing Staff – ‘The Football Field’

Managing 50+ staff effectively can be difficult. There are only so many hours in the day. To be effective with your time you need to be able to sometimes manager your staff with a broad approach.

Investing your time into your All Stars and your Bench Warmers is an effective way to set your standards, boundaries and expectations without having to have constant conversations with all of your staff.

Hospitality All Stars

Benchwarmers



All Stars These are people that are often taken for granted. It’s important to always make sure to always take care of the people who take care of you. Their performance should reflect on their schedule, and in the way that you interact with them each shift. o Invest a lot of time into your All Stars – this positive reinforcement won’t go unnoticed by

your other staff. o Focus on public recognition. “High Fives” behind the bar. o Make a big deal of Hospitality accomplishments. These should be public, positive and

powerful. o Schedule them the best shifts. o Ensure that they get time off when needed – before your “Foot Soldiers” . o Embrace their ideas and feedback about the restaurant.

ü Do -‐ invest a lot of time into one on ones, development and positive reward with your All Stars.

ü Don’t -‐ unfairly group these people in with the problems that occur with other staff.

I.E. If you’re having issues with staff being late on a regular business. Make sure that your not reprimanding the entire team for the issues of a few staff.

Foot Soldiers These are the majority of the staff. They are essential to your business operations. They are solid and committed staff, but often not as committed as you would like. It’s important to recognize and rewards their accomplishments, but it’s also important to make sure that you’re not over praising mediocrity.

ü These are important members of your team, but you can effectively manage them by investing the majority of your coaching time into your “All Stars” and “Bench Warmers”

§ Do – Hold these people to the same standards and expectation of your All Stars.

§ Don’t – “High Five” average performance. It’s not uncommon to see managers over validating average employees because we like them. Even though their performance is mediocre. ü Ensure that they get time off when needed – before your “Bench Warmers” ü Embrace their ideas and feedback about the restaurant

Bench Warmers

These are the minority of the staff. They are also are the staff members that have the most negative impact on your sales, other staff members and company culture. These staff members need to move one of 2 directions, into the Foot Soldiers team, or out the door.

§ Do – Constantly outline your expectations and coach these staff towards improvement.

§ Do – Ensure their poor performance reflects negatively on their schedule. § Don’t – Ever reward poor performance. § Don’t – Accept poor performance. If they don't respond to one on ones and coaching they need to be “Cut” from our team.



The Perspective Of The Foot Soldiers & Bench Warmers Improve Their Performance By A Letter Grade What do your Foot Soldiers see?

§ All Stars o They see great schedules, constant positive communication and “High

Fives” behind the bar. § Bench Warmers

o They see poor schedules, and tough conversations in the corner booth.

High Fives = Good Tough Convos in the Corner Booth = Bad

They will naturally move up the field towards the All Stars – “Improving a Letter Grade”



Bench Warmers – They’re in, or they’re out

If your managing your Bench Warmers - they only have 2 options

Option 1 Improve a letter Grade and become a Foot

Soldier

Option 2 Get cut from the team.



The Football Field Summary

The Football Field is a teaching tool. It’s an effective analogy to that presents visible elements to an invisible subject. Coaching. It is very common to see managers invest time with ineffective coaching. It the midst of a busy rush we’ll see managers hanging out with the ‘lazy’ staff while the All Stars are carrying the load in the restaurant. It’s important to understand the message that actions like these send to the staff. It’s not hard to interpret. In their eyes to get your approval you should slack off and the manager will hang out and joke around with you. Gets you thinking . . . We often avoid dealing with the minority Bench Warmers. They cause the biggest problems and should be at the top of your priority list for coaching in one on ones. If you deal with them head on they will improve, or you eventually get frustrated with their lack of care and cut them lose. The Football Field talks about managing All Stars and Bench Warmers. This doesn’t not mean that we stop coaching and having one on ones with our Foot Soldiers. We absolutely still do. The philosophy of this coaching tool is that if you go after your top and bottom people with fierce passion and diligence that the majority will modify their behaviour in a way that benefits them. They will move away from the “Bad Corner Booth” and towards “Good High Fives”.



Chapter 7 Labor



Labor Cost Control

In conjunctions with food and beverage cost control, labor cost is on the top of management's list. Serious and constant attention must be paid to labor cost through: 1. Proper planning and scheduling of labor to business trends (refer to master schedules). 2. Checking past sales history and utilizing available information when staffing for public

holidays. 3. Avoid overlapping of day and night staff. 4. Balancing strong and weak staff on every shift. 5. Eliminating overtime. 6. Signing out staff when business peaks off.

One of the biggest opportunities that will influence success within your labor execution is better understanding of the budget as a whole and how it relates to your overall profitability. So below is a breakdown to give a clear picture of how effective labor and scheduling can help or hurt your bottom line: "Say that table spends $100, that money is now mine because I’m the owner. Now let's track how I make profit off that $100 and where the rest of the money goes.”

Start with $100 § Spend $26 (26% product cost as written on our P&L) to purchase product to sell. Basil leaves, cans of

Limonata, everything product related. Now I have $74 remaining. § Spend $30 on staff (30% budget because I need to pay pizzaiolos to prep the basil and servers to

serve the Limonata and a manager to make sure they do it properly) Now I have $44 § Spend $22 on cleaning supplies, building maintenance, toilet paper, dishwasher detergent, royalties,

etc.… (22% on Operating Expenses all related to the business that I have to spend.) Now I have $22 § Spend $8 on staff meals, manager promos, QSAs and in store coupons (8% in-‐store coupon and

promo budget) Now I have $14 left. § Spend $1 on movie tickets and store specific marketing initiatives (1% marketing) Now I have $13 left

Where you cannot cut corners and spend less is product so you have to spend that $26 no matter what. You have to pay royalties, and buy toilet paper, soap and detergent, so you have to spend the $22 on Operating expenses no matter what. Where you need to make sure you don't waste any money and manage the budget as a checkbook is in scheduling and running daily labor. If you are not careful, your money will be wasted. Every dollar extra spent on labor, comes out of your owner’s pocket. So if that dollar is going to be spent to build sales, great you’ll have more money to spend to make up for the spending. If people are standing around and not doing anything, your money is literally wasting away. You wouldn't just go giving each of your staff $5 for no reason, so why are you?"



Ensure That Everything You Enter Into The P&L Labor Spreadsheet Is 100% Accurate Whether it's your counts into your P&L, make sure the information you are entering is 100% correct. Double-‐check your work. Many of the inconsistencies in the numbers are due to human error entering the numbers into the workbooks.

Staff Performance

Staff performance and development plays right into your labor. The stronger your staff the better their productivity which influences reduced people needs and most times higher sales. Making labor is not executed just through 'cutting or downsizing your people inventory' it can be executed by developing people to be better.

For any new stores, managers can be very nervous cutting or running with 1 less person on the floor. So then what is the plan to develop the people you have? How are you going to make them better so you can run with 1 less person? Do you have the right people in house to make this happen?

Making Adjustments

Don't be caught behind and playing catch up. Look at your sales and labor every single day for every shift. Know what you are doing well (super important) and master them, and know what your opportunities are. Don't just wait to the end of the week and say we'll do better next week. If you are way off your target by Thursday, what is the rest of the week going to look like? Are managers revising their schedules? Do the AMs and CMs truly own their schedules and labor execution?

Managers need to ensure they realize that labor plays right into their sales plans. You are planning to execute your sales volume with your schedules. Hitting labor on a shift can be executing 1 of 2 ways, manage your schedule (cuttings, start times, breaks, etc.) or building sales. Don't always look to cut hours. Don't take for granted that you can build sales as well that will directly influence better labor execution. After all, labor is divided right into your sales. So the higher the sales, the better the labor execution.

The opportunity is in making adjustments when your sales are lower. Now there is 1 thing to consider in this. When you are training, sometimes making adjustments just is not enough. You need to ensure you not only invest your time making sure the employee is trained properly, but that they have enough time in their roles to be effective and execute at the expected standards. If your labor goal is 30%, then every single dollar you spend to train must be tracked, this way you don't write off the high labor just to training. You need to ensure you know exactly how much money you are 'investing' in the training of the new staff member. Not that every single pizzaiolo and server training is going to be the same (people learn at different paces), that you can variance out your labor spending to know how much you are below or above your regular expected labor execution.



Hiring & Selection

Hiring is an extremely important function of the manager. By hiring the right people initially, through effective interview techniques and following up with reference checks, you actually become more cost effective especially when you consider increased productivity and reduced employee turnover.

Proper staff training also increases productivity and efficiency, which leads to reduced costs.

Constant on-‐the-‐floor management is the fundamental requirement of the manager on duty. Floor management maintains a high productivity level by:

§ Monitoring business peaks and valleys § Providing leadership through setting the pace for the staff § Providing leadership through the presences of an authority figure § Implementing and improving methods of task performance § Being present to answer any questions or help solve problems § Being available to offer assistance and demonstrate teamwork.



Labor Control (Admin) Operational Analysis

Our labor costs are calculated in-‐store on a daily basis. Our payroll is bi-‐weekly, and the labor costs appear on our operation statements at period end. The labor dollars and percentages are compared to our operating budget to indicate our variances per staffing area. Productivity is measured by comparing dollars spent in a particular group to the sales that the same group generates (i.e. Staff hours are multiplied by their wages and are divided by total sales).

Along with these objective considerations, it is also useful to make rather subjective judgments concerning staffing requirements depending on the productivity and abilities of different staff members.

System Implementation The following are important tools for controlling labor costs:

§ Daily Labor Sheets

§ Weekly Schedules

§ Master Schedules

§ Monthly Labor Spread Sheet



Weekly Staff Schedules

Schedules are the basis for effective labor control management. Good schedules will effectively service the restaurant and guest's needs; achieve budget as well as providing a good work environment for our employees. Always ensure you are aware of provincial labor laws when building a schedule.

Purpose

It is to plan proper staffing requirements for the week’s business on every shift. This is the communication link, which informs staff of their working days, hours, and positions. It also allows employees to organize their time on and off the job.

Responsibility

The department manager is responsible to ensure that the weekly staff schedule are made up to two weeks in advance and authorized by the G.M. before being posted on the staff bulletin board. The schedule must be posted at min. on Wednesday for the following Monday.

Preparation

1. Establish staffing requirements by department and position for each shift. 2. Schedule employees by position and department with consideration to the

following; § Not working people more than five days in a row § Not scheduling people on nights and again the following morning § Scheduling employees days off together § Distributing weekends off fairly among all employees § Ensuring a good balance between strong and weak employees § Not scheduling too many trainees on one shift

Scheduling for impeccable service

To properly ensure each guest receives consistent amazing service at any Famoso location, everyone has to be on the same page in regards to service scheduling. The rule of thumb for scheduling servers is that one skilled server can handle up to 6-‐7 tables, an average server up to 5-‐6 tables and new/less skilled server 3-‐4 tables.

Helpful Hints

§ Develop a master schedule, which indicates employee’s availability § Put a lot of thought and time into schedules. A fair schedule is the first step towards healthy

staff morale. § Prioritize schedule starting with busiest day working through to slowest day § Never under staff to save labor. Growth in sales is the solution to labor cost issues but is not

tangible unless service is not compromised.



Employee Availability Contract

When employees are hired, we ask them to give us their work availability (days, time, any restrictions). Both parties agree this to when they are hired, and if it changes needs to be approved by the management team and the staff member.

Purpose To inform the manager of any changes to an employees’ availability Responsibility

If an employee needs to change their availability, they need to fill out another form so that the manager is no longer referencing from their original hire availability. Once the form is filled in properly and signed, both parties have agreed to the availability and there should be no confusion in upcoming schedules.

Preparation

1. Make sure employee’s name and the date are on the sheet. 2. Fill in all boxes with specific times and not “days” or “night” 3. Make sure any pertinent information is included that would be specific to a day, for

example: “Johnny can only work 8:00-‐ 3:00 on Fridays because he works at Burger King at 3:30” so he should specify that he can’t stay later because of this reason.



Stat Holidays Stat Holiday Tracker -‐ located on Famoso University

The Stat Holiday Tracker is an accurate way for the GM to document Holiday pay for all the employees and works as a system to help managers act proactively to reduce stat Holiday pay. Completing the tracker does increase the GM’s admin time slightly every week, but the benefits out way the time this system requires. Below are more benefits of using the tracker: § Ensures no complaints from staff that could lead to an Audit from the provincial labor

board/ministry of labor. o Paying proper stat holiday pay will ensure that you don’t get caught in a position

that some business have been caught in – paying thousands and sometimes millions of dollars in stat holiday back pay.

§ Keeping up to date saves work when payroll is being completed following a stat holiday § When holidays continually fall on a specific day of the week (Monday or Friday), you can

easily copy and past the information into the next Holiday Tracker Tab. § When used effectively, the tracker keeps you up to date on who has working # of

‘Mondays’ leading up to the holiday. If you know someone has worked 4 out of the past nine, stop scheduling them for Mondays to proactively and properly avoid paying stat Holiday pay.

o For pizzaiolos, if they make the average wage of $12/hr and work a modest average of 6 hours, you will save $72 per pizzaiolo by not scheduling them for 5 out of 9 ‘Mondays’.

o If you know that one person will be working the qualifying 5 ‘Mondays’, it is best to try to schedule them for as many as Mondays as possible leading up to the holiday to limit the amount of other staff working that ‘Monday’.

Efficient Procedure

§ Every tab is made up to include 9 weeks prior to each stat holiday in your applicable province.

§ The suggested method and routine is to update the Stat Holiday Pay tracker every time the GM does payroll. This will ensure that your location is up to date on how many days each employee is working leading up to each specific stat holiday and gives your management team enough notice to adjust future schedules if required.



Chapter 8 Administration



Introduction The following manual documents the bookkeeping, accounting systems and general

procedures used in the daily operations of a FAMOSO store. It must be used by the

bookkeeper and/or manager at the store level as a basis for procedures required to

complete Head Office reports. The manual indicates the store responsibilities for

required procedures, when, where, how and why these procedures are used.

The manual makes reference to store forms, which have been standardized for all

FAMOSO Locations. These forms should be used in all circumstances without

exception among stores. All sections contribute to produce a weekly Profit and Loss

Statement. The proper use of these procedures will help contribute to maximizing

efficiency between the stores and the accountants at head office.

The P&L workbook is an extremely effective tool for you to properly know where you

are spending your hard earned revenue dollars. This rolling 4 week period

workbook pin-‐points your weekly sales, food cost, beverage cost, labor cost,

operating expenses, R&M expenses and in store advertising/promotion expenses

with gross profit being calculated at the end of the workbook. This workbook is to be

sent to Famoso Head Office on a weekly basis by Tuesday at 5pm.



Inventory

The objective in taking a complete inventory on a weekly basis is merely to control our business as efficient as possible. If this procedure is neglected we lose control of over 30% of our operating costs. The inventory that is taken at the end of each week is used to produce our operating statements so it is obvious that special care be taken to that week's count.

Performing a physical inventory count every week is essential to know exactly how much usage of a certain product you went through on any given week. Sales trends will develop over time, and the usage amount of any purchased products will also develop a trend over time.

Open Inventory + Purchases – Closing Inventory = Usage

§ Inventory counts should be completed on a weekly basis on the same day/time every week before any product is used on that day (either after closing in the PM or before the first pizzaiolo in the AM)

§ It is recommended that you limit the individuals performing the inventory counts to

one person for consistent counting

§ When counting inventory, be sure to count items in the same count size as labeled on the count sheet

Counting Inventory

1. Print off most recently updated inventory count sheet from P&L workbook 2. Perform Inventory counts from start to finish on corresponding week 3. Input counts onto P&L workbook under corresponding week count heading



Impacting Proper Usages

It is important to troubleshoot any overages and outages based on the variance counts to impact the proper usage of your products. Your inventory must be managed as your own personal equity. The cooler is your bank account. You wouldn’t take $100 out of the bank and put it into your pocket that has a big hole in it and skip down a busy street. Losing inventory is losing money. So it is important as a manager to ensure you work to identify why your numbers are inaccurate. Below are questions that will assist you to not only identify why your numbers are over or under but to also identify opportunities where you need to impact to gain consistent results.

General Variance Impact Troubleshooting

Are All The Specs Updated In The

§ Prep manuals § Plating guide § Beverage/Dessert guide § Famoso University (store materials and tests)

P&L Troubleshooting § Have the prices been updated on the Product Cost tab in the P&L? § Have you entered all your Invoices in the current week’s Invoice Journal? § Have product transfer to other locations been invoiced and logged in your Invoice Journal? § Have product transfer from other locations been paid out through your Invoice Journal? § Did you receive any free product?

o Free product must be accounted for as a purchase and logged into your Invoice Journal

o This product must be accounted for as it will eventually be used and sold o All goods sold in a business must be purchased as an approved product, even if there

is a $0.00 cost accounted for it. § Weekly Inventory Counts

o Has all the product been accounted for? o Has all the product been entered correctly on the count tab (unit/case size) o Has all the product been counted properly (1/9 insert, bucket, bottle, etc.…)?

§ Were credit requests sent to suppliers for all product shorts § Were credits entered into the Invoice Journal

Server Troubleshooting

§ Are the correct ‘Pizza’ and ‘Pizzetta’ Modifiers being used? § Are the bar products being portioned and made correctly? § Are all the staff being trained on using the waste sheets? (FOH and BOH) § Are servers ringing in product properly?



Management Impact § Have we received everything you ordered from your suppliers?

o If not, you must communicate this with your RM & Food/LWB Rep o If you were charged and shorted, make certain you get a credit or replacement

product immediately (write the short on your Invoice) § Are all staff meals being rung in every shift? § Are managers reviewing the high waste days with the other manager’s daily and/or in

weekly team meetings? § Is all staff being trained properly on following Food & Beverage specs 100% every time § Is there an excessive amount of out of store pick-‐ups?

o Often you will pay more when picking up products that you run out of which will drive up your food cost.

Pizzaiolo Prep Team Troubleshooting

§ Are pizzaiolos following prep recipes 100% to spec for every item § Is prep waste being logged out? § Is the waste sheet being reviewed with the team daily in post shifts? § Are managers reviewing the high waste days with the prep team?

Is the product being properly rotated in the walk in cooler as well as the line cooler(s)? § Are the pars being followed? § Are the pars set accurate for the current volume of sales to minimize waste?

Pizzaiolo Line Team Troubleshooting

§ Are the line pizzaiolos executing proper portion control (weighs, correct portions) § Is the product being rotated properly on line and in the coolers? § Are waste sheets being reviewed as a post shift? § Are managers reviewing and impacting high waste items? § Is every item leaving the kitchen with a bill? § Are poorly executed pizzas being QSA or wasted properly?



Invoice Approval Chit And Price Updates Invoice Approval Chits

Invoice approval chits give the restaurant a method of recording and calculating its purchased goods. The chit is filled in and stapled to the upper left hand corner of the invoice. This can be done on a daily basis or all at once at the end of the week.

1. Once goods have been received the invoice is kept in a safe place of processing

(we recommend 2 pencil cases; food & beverage purchases and operating expenses)

2. Invoice approval chits should be attached to the invoice and correctly filled out 3. The information from each invoice chit is then transposed to the Invoice Journal

for the corresponding date. 4. Any credits should be applied to the corresponding dates in which the product

was received. Price Updates

Price updates to the product cost page on the P&L workbook are essential to review and change accordingly weekly. This ensures accurate food costing.

§ Reviewing all purchase invoices, update/change the cost/case price on the product cost

page of the P&L workbook. Be careful to observe what the case size is on the product cost tab, as the cost/case price should correlate.



Daily Revenue Sheet (DRS)

The DRS is used to record daily sale inflows and daily reconciliation items. When all data is entered, the inflows should balance with the reconciliation items. The DRS is completed on a daily basis along with the cash out.

Sales (cash inflows)

o Food (Total Product – Bar – GC) o Beer o Liquor o Wine o Reserve Wine o Gift Certificates (bought) o GST (Tendered no tip – Net total no tax) o PST

Reconciliation Items

§ Manager Promo § Coupons § QSA § Staff Discounts § Staff Meals § GC Payment § Debit § Visa § Master Card § Amex § Cash



Daily Labor Sheet Purpose

It is to plan proper staffing requirements for the day's business. It is a communication link, which informs staff and management of employees' sign-‐in and sign-‐out times and total working hours. It also acts as a point of reference for the bookkeeper to determine employee payroll.

Responsibility The opening manager on duty is responsible to ensure that the Daily Labor Sheet is completed. This includes: a. Employee’s names in the appropriate job class b. Start times c. Sign in staff onto POS d. Sign-‐out times e. Calculation of total hours worked

The day manager is responsible to complete the Daily Labor Sheet for the day staff, and the night manager is responsible to fill in the sheet with his/her night staff by ensuring the following is done:

a. Sign out all employees b. Input sign out times into POS c. Calculate the total labor dollars spent for each employee d. Calculate the total dollars spent for each job class Preparation

§ Every day requires a Daily Labor Sheet that is dated properly § Refer to the Weekly Labor Schedules to obtain employee job class and starting times

for the particular day; place names in appropriate job classes, and time of day. § When preparing Daily Labor Sheet it is important to determine whether or not you

have sufficient staff to handle the day's business, or whether you need to make a cut because you anticipate a volume drop.

§ It is important that all areas are completed, to ensure that all employees are paid correctly for all hours worked.

§ It is also important that these are stored for easy access in case of an employee discrepancy, (legally these are the only records we have and must be retained).



Monthly Labor Spreadsheet Purpose

To enable management to monitor labor dollars and percentages for each area of the restaurant on a daily, weekly, and monthly basis. It is a point of reference for management to compare actual results against budget expectations. The labor spreadsheet is used as a measuring tool to compare management performance on a daily, weekly, and monthly basis, as well as period to period.

Responsibility

The closing manager is responsible for completing the day's results and calculating sales by area, labor dollars by area, and labor percentages by area. It is important that all areas of the sheet are completed so that information can be compared to determine problem areas from day to day, week to week, or month to month. Make sure that there is a printed copy to discuss and evaluate at the weekly managers meeting.

Preparation

In order to complete the monthly labor spreadsheet, certain information is required. These are the Sales Breakdown and the Labor Breakdown.

The Sales breakdown can be obtained from your P.O.S. system where the following information can be retrieved: 1. Net day sales 2. Net night sales 3. Net total sales

The Labor cost can be obtained from your P.O.S. system where you will find the following: 1. Day labor cost 2. Night labor cost 3. Total labor cost

In order to calculate labor percentages for each area, you must divide the total labor dollars for each area by the total sales for each area.



Food And Beverage Analysis Purpose

The Food and Beverage Analysis sheet is a worksheet that allows us to calculate our dollar usage against our sales figures. Beginning inventory plus purchases less ending inventory equals cost. Overall food cost is broken down into 12 specific cost categories.

Accurate inventory and logging of purchases are necessary for accurate and consistent costing.

Filling Out Form

The form is completed and evaluated weekly, following inputting inventory, invoices and DRS.

• Open inventory -‐ Dollar amounts of all inventories on hand at beginning of the week.

(Last week’s closing Inventory) • Purchases-‐ Dollar amount of all purchases made during week, taken from invoice

logbook. • Closing inventory -‐ Dollar amounts of all inventories on hand at end of week: this will be

the beginning inventory for the following week. • Usage is calculated by adding Opening inventory plus Purchases subtracting Ending

inventory. • Percentage-‐ Food Cost percentage is calculated by taking Area usage divided by Total

Food Sales for that week. Taking the specific area usage and dividing it by non-‐alcoholic sales calculate beverage Cost Percentage. The cost % for each category will develop a trend for every specific Famoso location. It is essential to evaluate and troubleshoot why a category cost % has changed from week to week. Your product is your MONEY; you need to know where it is going!



Profit And Loss Statement (P&L) Evaluate all sections of the P&L statement from top to bottom Total Sales (Food And Beverage)

Cross-‐reference this with your POS to ensure proper sales figures have been entered on DRS for all 4 weeks.

Total Food And Beverage Costs (Each Individual Category)

Food and Beverage costs are in line with goals. Use the Food and Beverage Analysis page to evaluate and troubleshoot each specific cost category.

Total Product Cost

Combination of food and beverage cost: Use Food and Beverage Analysis page to evaluate and troubleshoot each specific cost category.

Labor Cost The labor spreadsheet will allow you to evaluate your labor dollars on a daily, weekly and monthly basis for the day shift, night shift and complete day. Evaluate this tool daily to ensure your labor goals are met.

Operating Expenses (each individual category)

Evaluate each operating expense category to ensure they are in line with what you expected for each category.

R&M Expenses (each individual category)

Evaluate each R&M expense category to ensure they are in line with what you expected for each category.

Gross Profit: Sales – Expenses = Profit

The gross profit shows what your restaurant is profiting after all restaurant expenses are accounted for.



P&L Workbook Checklist The P&L workbook is an extremely effective tool for you to properly know where you are spending your hard earned revenue dollars. This rolling 4 week period workbook pin-‐points your weekly sales, food cost, beverage cost, labor cost, operating expenses, R&M expenses and in store advertising/promotion expenses with gross profit being calculated at the end of the workbook. This workbook is to be sent to Famoso Head Office on a weekly basis by Wednesday at 11am. Inventory To be completed on same day each week before any product is used for that day (Either after closing in PM or before first pizzaiolo in AM). It is recommended that you limit the individuals performing the inventory counts to one person for consistent counting.

- Print most recently updated inventory count sheet from P&L workbook - Perform Counts - Input counts onto P&L worksheet under corresponding week count heading

Invoice Approval and Price updates - Gather all purchase invoices for corresponding week - Categorize invoices into Food and Beverage and Operating Expenses - Update product cost/case pricing on ‘Product Cost’ sheet of P&L for corresponding week - Breakdown all product/expenses into proper expense category breakdown - Attach and label each invoice/receipt with a ‘Invoice Approval Chit’ for bookkeeping

purposes - Input all purchase breakdowns on corresponding week ‘Invoice Journal’ on P&L worksheet - Remember to watch for/follow up on any requested credits!

Daily Revenue Sheet (DRS) - After daily cash out, enter Daily revenue sheet onto P&L worksheet - Use this time to perform your last check up to ensure all revenue inflows and reconciliation

items are what you expected!

Food and Beverage Analysis Open Inv. + Purchases – Closing Inventory = Usage

- Evaluate each individual category of food/beverage cost % keeping in mind the food cost goal for your location

- Troubleshoot any cost % that differentiates from previous weeks • Missing counts, counts entered in wrong unit size, counts entered in wrong sections • Missing Invoices and/or credits, invoices inputted in wrong categories

Labor Spreadsheet - Enter sales figures and labor costs on a daily basis



Profit and Loss Statement (P&L) - Evaluate all sections of the P&L statement from top to bottom:

• Total sales (Food and Beverage) • Total Food and Beverage Costs (each individual category), Total Product Cost • Labor Cost • Operating Expenses (each individual category) • R&M Expenses (each individual category) • Gross Profit



P&L Troubleshooting Guide

This troubleshooting guide will help you determine if there are errors in the data that you have entered into your P&L. Only once you have confirmed that the data you are looking at is correct can you attempt to fix any issues in your kitchen.

Percentage Cost = Start Inventory + Invoices – End Inventory

Sales

Causes Of High Cost (In Order Of Likelihood) 1.) End Inventory too low

ü Check ‘Inventory Cost’ page to find any products that are lower than usual. i. Double check ‘Count’ page, make sure ‘Count’ and ‘Count Type’ are correct. ii. Double check ‘Product Cost’ page, make sure ‘Cost/Case’ and ‘Dominator’

are correct. 2.) Invoices too high

ü Check ‘Invoice Journal’. i. Make sure all invoices are coded into correct categories. ii. Make sure ‘Proof’ is $0 for all invoices iii. Any credits for products not delivered that week should be entered, even if

physical copy of invoice is not on hand. 3.) Starting Inventory too high

ü This should not be the case if you are confirming your ending inventory each week.

ü Check ‘Inventory Cost’ page to find any products that are higher than usual, for last week.

i. Double check ‘Count’ page, make sure ‘Count’ and ‘Count Type’ are correct. ii. Double check ‘Product Cost’ page, make sure ‘Cost/Case’ and ‘Dominator’

are correct. ü If first week of P&L double-‐check that the starting category totals, on ‘F+B

Analysis’ page were copied over correctly from previous P&L. 4.) Sales too low

ü Sales do not affect your percentage cost, only if there is an error in ‘DRS’ page. Causes If Costs Are Still High (In Order Of Likelihood)

§ The price of an item increased with your supplier.

§ Over portioning of products a. Pizzaiolos are not using scopes or scales to portion ingredients. b. Pizzaiolos are using incorrect scoops or weigh measures for items.

§ Shrinkage too high a. Prep staff is not getting optimal yield from products.



§ Wastage is too high a. Pizzaiolos are making too many mistakes in making dishes and too much is getting

thrown out. b. An insert of something got dropped and threw out during the week.

§ Spoilage is too high a. Product is going bad during the week, and is being thrown out.

§ Pilferage is too high a. Someone is stealing product.

If everything still seems fine and cost for a category is high, it can be because of a change in your sales mix. Selling more high cost items then normal will cause any increase in your percentage cost.

Percentage Cost = Start Inventory + Invoices – End Inventory Sales

zCauses Of Low Cost (In Order Of Likelihood)

1.) End Inventory too high ü Check ‘Inventory Cost’ page to find any products that are higher than usual.


are correct. 2.) Invoices too low

ü Check ‘Invoice Journal’. i. Make sure all invoices are coded into correct categories. ii. Make sure ‘Proof’ is $0 for all invoices

ü Check for missing invoices. 3.) Starting Inventory too low

ü This should not be the case if you are confirming your ending inventory each week.

ü Check ‘Inventory Cost’ page to find any products that are lower than usual, for last week.


are correct. ü If first week of P&L double-‐check that the starting category totals, on ‘F+B

Analysis’ page were copied over correctly from previous P&L. 4.) Sales too high

ü Sales do not affect your percentage cost, only if there is an error in ‘DRS’ page.



Causes If Cost Are Still Low (In Order Of Likelihood)

§ The price of an item decreased with your supplier § Under portioning of products

o Pizzaiolos are not using scopes or scales to portion ingredients. o Pizzaiolos are using incorrect scoops or weigh measures for items.

§ Wastage is low o Pizzaiolos are making not mistakes in making dishes and little is getting thrown

out. § Spoilage is lower than normal

o Product is not going bad during the week, and nothing being thrown out.

If everything still seems fine and cost for a category is low, it can be because of a change in your sales mix. Selling more low cost items then normal will cause any decrease in your percentage cost.



Common P&L Errors

a) Do not copy any full page from one P&L to another. Only copy the DATA over. When you copy a full page there is a good chance that you will mess up the formulas. The most common place I see this is people copying over a Count Sheet from one P&L to another. DO NOT DO THIS.

b) Do not delete rows 3 to 10 on your Count Sheet. This will delete the section markers, and

will result in every cell on you Inventory Cost page saying “#REF”. If you want to delete an item on your Count Sheet that is in one of those rows, just write over that item.

c) Do not delete a row on your Product Cost page. When you do this it creates a reference

error (#REF) on your Inventory Cost Page, and then any totals that include that cell will also be #REF. If you want to delete something from the Product Cost Page, blank out the cells, then sort that section (be sure to select the whole section when sorting Columns A to L).

d) Do not write in column C (Count Size) on the Count Sheet. This is formula cell, if there is

not a formula on that row just copy and paste it from a row above.

e) If there is a #N/A in the Count Size column of the Count Sheet, this means that your item is either not on the Product Cost Page or it is spelt differently.

f) On your count sheet, each item can only be in each section once; the second instance of

the item will not be counted. For example if you count 1 insert of Famoso dressing, then 0.9 Jug of Famoso Dressing both in your Salad Cooler, the Jug will not be added in to your inventory totals.

g) There should be no gaps between your section markers. If section 3 ends at 345, section

4 starts at 346. Also you can only have SEVEN sections, and they do not have to match the headings on your count sheet.

h) ALWAYS create your new P&L from the newest P&L. Create your P6 P&L from your P5,

and your P7 from your P6.

i) When someone from H.O. make edits to your P&L, please, please, please use the new P&L. It is very frustrating to have to re-‐do fixes on your P&L’s multiple times.

j) If you have a question, or think something is not right call or email.



Order Guide

Purpose Just as you would determine the amount of prep needed for the day, it is a good idea to use the same practices for ordering. It is always a good idea to keep your inventories down to a minimum to ensure proper rotation and your expenses low. Also, ordering enough so that you always have the product. It is a fine line to walk without running out of product. The formula is much the same as it would be for prepping

Starting inventory – ending inventory = usage

Calculating the usage for that week will obviously show you what was used and therefore giving you a reference number to use for adjusting

Code

To be used for certain suppliers whom require an ordering code when ordering a product. Count Size

This column shows how the product is delivered and the amount. Par

Shows the amount of product needed to have in house. If the actual count is less than the par number, the item will need to be ordered.

§ Calculated by taking usage highlighted in red (top from four weeks). And adding the % adjust.

§ Can adjust the % that is added to the high usage. 10% is the default %, bit if there is a larger growth for a product, you can increase to a higher %. Or to a lower % if the usage is decreasing or is a low level item.

§ You should always consider oddly high usages due to events, holidays, promotions or special occasions.

§ Be aware of past historical trends for upcoming months. § Can set a manual adjust, this will be the lowest you ever want to have on hand for a

particular product. o I.E. If you always want no less than 8 bottles of Kokanee in your display cooler you

would set that here.

Always make sure that when you fill in the final columns for week 4, to print off a new copy. Supplier

Suppliers should have their own sheet



Royalty Reporting

Royalty reports and payments are due to Famoso Head Office by the 10th day of every calendar month. Royalties are broken down into royalty fund (6%) and advertising fund (2%) and are paid at the same time using the in house POS report and the Famoso royalty reporting form.

Preparation

At the end of each calendar month, print off a sales report from the POS system for the month ended. Also print off a royalty report form from the forms disc and the debit/credit terminal summaries for the month.

Filling Out Form

§ Using the POS report, fill in the detailed sales categories listing bar, beverage, food, open food, other, pizza, special and misc. sales. The sum of all these will be you your gross sales. This amount should equal the amount of gross sales from the POS report.

§ Using the POS report, fill in the detailed debit categories listing QSA, $25 off reserve wine, coupons, free marg. coupons, manager discount, staff discount, staff meals and misc. discount.

§ Using the POS report, fill in the GST collected. § Total your detailed debit categories and subtract this amount from the gross sales to give

you the amount you will pay royalties on. § Multiply this amount by 6% for royalties and the same amount by 2% for ad fund. § Combine these two amounts and multiply by 5% for GST. § Add the combined amounts and GST together to give you the total owed



Royalty, Coupons And Promotions Administration

Royalty Packages § Royalties are due delivered to HO no later then the 10th of the month. If there is any reason

that your royalties will be received late, please contact HO to discuss before the 10th. Late royalty packages will not be tolerated and Famoso Inc. will issue a default to the franchise agreement if they are late or incomplete.

§ All materials must be included in the royalty package monthly; royalty report, POS sales report, relevant discount/promo/coupons/Groupon that are eligible to be charged back.

Promo

All manager and store coupons/discounts: Manager discount, staff discount, staff meals, manager promo tabs, QSA tabs and voided bills § Server and/or managers are to print and write a brief explanation on the details of the

discount/promo'd/voided bills and keep this in the daily cash outs. § Each month these should be filled separately in files labeled discounts, promo, voids

alongside sales reports, and kept in storage as per CRA guidelines. All Head Office Coupons: HO Coupons, HO Gift Certificates, and Groupons

§ Server and/or managers are to staple a copy of the POS bill to the physical coupon or gift certificates.

§ These should be kept in the daily cash out and then filled in separate folders called HO coupons; HO gift certificate and Groupon at manager cash out time.

§ All of these are to be submitted monthly with the royalty package. For electronic coupons/groupons the POS bill with tracking number manually written on is sufficient. You can submit these in individual, properly labeled envelopes or files.

§ HO will not reimburse those who are not compliant or fail to execute. All HO Discounts: HO staff 100%, Corporate Chef promo

§ Server and/or managers are to print 2 copies of the POS bill and have the HO staff member sign both copies. One copy is to given to the HO staff member. The 2nd copy is to be kept in the daily cash out.

§ These should be kept in the daily cash out and then filled in a separate folder called HO discounts at manager cash out time.

§ All of these are to be submitted monthly with the royalty package. You can submit these in individual, properly labeled envelopes or files.

§ HO will not reimburse those who are not compliant or fail to execute. Promo/Discount Guidelines

§ Updated and attached § Staff discounts: Any and all Famoso staff are entitled to a 25% discount off food items on

their bill. Management reserves the right to go over/above 25% as they see fit.



Promo Head Office Staff Instructions

• Any discounted/promo'd bills are to be signed with brief written explanation of expense with one copy left at the store and one copy submitted with periodic expense claims in a envelope labeled discount/promo bills. If you do not have an expense claim to send in, please send your promo/discounted bills regardless.

Meal Expenses

• Famoso Inc. will cover meals at Famoso's under the same policy as the store level staff meal, except the meal is to be promo's as HO staff 100% promo and the store expenses back to HO with signed POS bill accordingly.

**Note** Product items tested at store reviews and scheduled revenue visits (3hrs) are at the cost of the RP as per our franchise agreement; section 7.1, 7.3, 7.6.

HO Staff Discounts

• HO staff members off shift are entitled to receive a 25% staff discount at minimum. If the manager chooses to discount over/above then that is great and appreciated.



Email Administration Overview

Email communications is standard practice in our business. Since most of us have never been formally taught about emailing, we have decided to put this together to help our company stay aligned when it comes to emailing.

E-‐mail Set-‐up, Requirements & Expectations

New Restaurant

Completing your Famoso on schedule will require effective and efficient communication and to assist with this, we have created a Famoso e-‐mail address for your restaurant. We will start corresponding with you through this e-‐mail shortly, so please get it set up and start using it. Here are the details.

Example E-‐mail: [email protected] Example Password: mozzaballs Set-‐Up Instructions

You can access your Famoso e-‐mail either through a web browser or by setting up your e-‐mail account on a mail client such as Outlook or Apple Mail on your computer. Each Famoso is required to set up their email account on the store laptop using an email client.

Using The Webmail

You can log into your Famoso e-‐mail through a web browser by going to mail.famoso.ca and clicking the link in the middle of the paged titled "Webmail Login" once you click this link you will be directed to a page with a username and password field. Your username is your e-‐mail address and your password is the same as above.

Using A Mail Client

This set-‐up is slightly more complicated, but many people prefer to use their e-‐mail this way. The information required to set-‐up your e-‐mail account is the same regardless of the client, but each client is a little bit different in how you set the e-‐mail up. Here is the information you will require to set up your account with a mail client

Incoming Mail Server Information

§ E-‐mail Type: POP3 § Incoming Mail Server: mail.famoso.ca § Incoming Mail Server Username: <your e-‐mail above> § Password: <your password above>

Outgoing SMTP Server Information

§ Outgoing Mail Server: smtp.famoso.ca § Select the checkbox that says "My outgoing server requires authentication" or something

similar § Uncheck any checkbox that says use "SSL" for outgoing mail server



§ Outgoing Server Username: famomail § Outgoing Server Password: vesuvio9 § There will be an option to select which port to use for outgoing mail. You will want to use

port 25 or port 587 (if one doesn't work, use the other one).

When you have this account set up, send a test e-‐mail to confirm it is working. Email expectations

Email communications is standard practice in our business. The expectation for each store is to have manager’s check and respond to emails daily and/or within reasonable amounts of time. To accomplish this, a smart phone is highly recommended.

Email should be used to outline, recap and follow up on conversations. Email is not a great discussion tool. If you want to discuss something, pick up the phone!

Group email guidelines

§ Use the store email address for all communications with Famoso HO, other locations, suppliers and guests.

§ Do not delete any messages (other then junk email) in order to ensure all managers have had the chance to read the emails.

§ Ensure your smart phone does not delete messages once read or remove them from the main email sever.

Email terminology Address Bar Sending A Message

§ TO: any address you put in the ‘TO’ area suggests you are sending a message to someone with the intentions of receiving a reply or acknowledgment from that individual.

§ CC: any address you put in the ‘CC’ area suggests you are sending a message to someone with the intentions of keeping them in the loop. A reply is not expected and the receiver can choose to reply or not.

§ BCC: any address you put in the ‘BCC” area suggests you are sending a message to someone with the intentions of keeping them in the loop without anyone else seeing who the message was sent to. A reply is not expected and the receiver can choose to reply or not.

Replying To A Message

§ Reply: this will send your reply to the address that sent you an email. § Reply All: this will send your reply to ALL addresses that were included in the original

email; TO and CC address will receive your reply.



Manager Communication Log Purpose

The communication log is located in the manager’s binder. It is the most effective way to Communicate between managers. You are able to understand what has happened on your days off or since your last shift. It is important that it is filled out diligently every shift. The communication log is used to help with scheduling, kitchen par levels, staff problems, ordering and many other aspects of the restaurant. The Communication Log should be one of the first things an incoming manager reads, as it may contain important information regarding their shift at hand. Sign the pages after reading so other managers know you have read the book.

Filled Out By

Management team Filling Out The Form

§ Each section of the log should be completed daily. § Managers should read and sign off each on each daily log to represent that they have read

and understand the content of the log. § The log should be filled in so that it is easily read/understood and kept in good condition

for historical information and reference.



Date:_____________ Day:_____________ Weather:________________ Events:___________

Manager: O________________ Sales: Day $_________________ Labor % / Productivity $

C_________________ Night $_______________ Day: ________% / $________

Total $_______________ Night: ________% / $________

Guest Flow-‐ (Seats fill all at once/spread out, fast/slow turnover) Total: ________% / $________

Day:

Night:

Wait: Night Shift-‐ On _________Off___________ Average Wait__________

Wait: Day Shift-‐ On _________Off___________ Average Wait__________

Last Night's Close:

R&M Concerns:

Food Quality & Shortages/Usage Issues:

Shift Focus -‐ FOH:

BOH:

Day Shift Notes-‐ (staffing levels/performance, food execution, service execution, reminders & notes)

Night Shift Notes-‐ (staffing levels/performance, food execution, service execution, reminders & notes)

Manager Sign Off _______________ __________________ _______________ _________________



Forecasting Sales

What Is Sales Forecasting Simply put sales forecasting is the process of estimating what your sales are going to be in the future. Sales forecasts are not sales goals or sales targets. A sales target or goal is set as a way of defining and encouraging sales effort. Sales targets are often set some way higher than estimated sales to ‘stretch’ the efforts of the team. § The use of historic data to determine the direction of future trends § A prediction of future sales based on previous sales patterns" § The projection of achievable sales revenue, based on historical sales data and market

trends § A prediction of future sales, based on past performance -‐ taking into account the

economic climate and current sales trends

Why Should You Forecast Your Sales Sales forecasting is an integral part of business management. Without a solid idea of what your future sales are going to be, you can’t manage your inventory or your cash flow or plan for growth. The purpose of sales forecasting is to provide information that you can use to make intelligent business decisions.

Areas Sales Forecasting Impacts Your Business

§ HR o Hiring o Training o Scheduling

§ Increased Profitability – Labor $ savings § Improved Cash Flow

o Ordering o Proper inventory purchases and levels

How Do You Forecast Your Sales § Using the Forecasting formula § Evaluating your location’s sales analysis using your P&L

o Monitoring year over year trends § What were your sales from the same time period last year? § Are your year over year sales currently growing, declining or flat lining § New locations that do not have year over year data should contact other

locations with similar sales demographics to gather more data o Monitoring last 3 weeks of sales trends

§ Forecasting around special events, certain seasons, holidays & promotions. Your sales will be affected by swings in the economy at various times of the year and in and around holidays. These seasonal factors occur in regular patterns you want to identify seasonal variation so you can act accordingly.

§ Sales Initiatives o The results of efforts taken to increase sales.



Sales Forecasting Formula

SALES FORECASTING FORMULA (A)

Evaluation of YOUR Sales from the same

time period last

year

+ (B)

Evaluation of Sales from the last 3-4

weeks at your location from

P&L

+ (C)

Evaluation of year

over year sales trends

at your location (+/- )%

+ (D)

Consideration of

'seasonality' and 'Sales initiatives'

=

$$$$$ YOUR SALES

FORECASTS

$$$$$

Common Errors With Sales Forecasting § Wishful thinking

o Managers have a habit of always forecasting to the "best case scenario" § Inaccurate data

o i.e. this year's Groupon dates were off by a wee § Trusting your "gut"

o Sales forecasting is statistical analysis - What are your numbers telling you? § Unrealistic/Inaccurate Assumptions

o How do you forecast around events like Groupon?



Chapter 9 Kitchen Systems



Prep Chart At the center of every activity in the kitchen is our Prep Chart. It determines how much food preparation needs to be done, how many pizzas you will cook each day, how many plates you will wash each day, etc. It is extremely important not only to be familiar with your Prep Chart, but to also use it as a basis for all kitchen planning and systems.

The Prep Chart Can Be Broken Down Into Great Detail In Order To

§ Determine preparation levels. § Determine ordering levels. § Reconcile daily/weekly inventory variance.

Purpose

It is determine the required amount of preparation for all menu items to ensure proper stock levels for a successful service on each day of business.

Filled Out By

All pizzaiolos & managers who do prep must fill out the prep chart each day Filling out Form

Each prep position has an assigned prep sheet depending on what the persons start time is. Once the person arrives it is their responsibility to locate their count sheet and proceed to do a physical count of all the items on their count sheet.

For training purposes, the manager may use the Master prep count sheet. This is a carbon copy of the prep chart and can be filled in prior to the prep cook arrival. The manager can then cross reference his/her count sheet to that of the prep cook’s.

1. The prepper does a physical count of all the prep items, checking quality, quantity, and

storage handling of all items. If for any reason products must be discarded, it should be recorded properly on the wastage sheet for the day. A notation should be made highlighting problems to impel corrective action: § Storage problems, over prepping, § Poor product rotation, inaccurate par levels § Food preparation errors

2. Once the counts are recorded, the prepper will go to the prep chart and record the count

numbers in the appropriate day column.

3. When the first columns are complete, the "Prep Today" triangle is determined by PAR -‐ INV. = NEEDS



Par Levels

To determine the proper par levels, you will need to review the previous month’s prep chart. This will show the fluctuation of usage for each item for that month and if the item is being constantly re-‐prepped or thrown out due to too much sitting for a long period of time.

Adjusting The Pars

Adjusting the pars consists of taking the highest usage of the 4 specific days i.e. all 4 Wednesdays of the previous month and adding 10% for growth room. Make sure you look for trends of wastage or re-‐prepping within that day.

Special Occasions/Holiday’s

Any day in which you expect higher sales then normal it is important to adjust your prep accordingly. For example any time that Friday is a holiday, usually Thursday will be just as busy or busier than your normal Friday. You should then perform Friday pars on Thursday to compensate for the expected business.

When adjusting your pars on a new prep chart, be aware of any special occasions or holidays in which you adjusted the pars just for that day. If you are not aware of this, your new pars for that day will be inaccurate moving forward.

The prep sheets should be collected at the end of each week to be reviewed at the management meeting after which can be discarded



Famoso Prep Chart Each Box Is Divided Into 4 Triangles

n Items with zero Prep on Hand have that triangle coloured

in yellow n Item with zero Prep Today have that triangle coloured in

green n Items with Re Prep require immediate correction &

GM/CM action plan to address shift issues, par levels n Yesterday’s Prep on Hand + Yesterday’s Prep Today +

Yesterday’s Re Prep -‐ Current day’s Prep on hand = Yesterday’s Total usage

Prep On Hand § This is the amount of each item that is left over from the previous day’s prep production.

This is the opening count. § This number is entered in the left triangle. If this number is zero, color the triangle

Yellow (this would be priority production). § This is the amount of product that is carried over from the day or days before. Analyzing

the Prep on Hand numbers helps determine whether too much or too little of a particular item is being prepped.

Prep Today

§ This is the amount of each item to be produced each day. It is calculated by subtracting the “Prep On Hand” from the “Par”. For example: if the par level is 15 and there are 5 on hand, 10 should be prepped. If this number is zero, color the triangle green.

Re Prep

§ This is where to record any production of any items AFTER the first prep production is completed. This would include items that require a second prep that day, or items that weren’t needed during the first prep but now are due to heavy usage during the day.

§ This is usually unexpected prep. Re Prep signals problems with set par amounts. § Re Prep requires immediate correction & CM action plan to address shift issues. § The Re Prep triangle can also be used to record Night Prep

Total Usage

This is calculated for the previous day AFTER the Prep on Hand for the current day is counted. Yesterday’s Prep on Hand + Yesterday’s Prep Today + Yesterday’s Re Prep – Current Day’s Prep on Hand = Yesterday’s Total Usage.

PREP TODAY

PREP ON HAND

TOTAL USAGE

RE PREP



**NOTE** Usage for each item should be carefully calculated and filled out by the prep staff as they are filling out their prep chart each day. Prep Charts Are Now Done By Period As Opposed To By Calendar Month

You can now run Prep charts that coincide with your fiscal periods. There are 28 columns consisting of 4/ 7-‐day weeks.

When Setting Up Your New Prep Chart Each Period You Will Need To

1. Fill out your Period title 2. Fill out the date range of your Period 3. Fill in the Calendar dates above each 'Day of the Week'

§ Fill in your par levels (Par levels must always be written in pencil so that they can be easily change to react to issues and changes in business flow)

Special Events Write in any special events that fall inside the period on the appropriate day. Being aware of special events allows you to adjust you pars accordingly when business flow falls outside the norm.

C/O – Carry Over Column

The Carry Over column is a simple way to record the current shelf life of each product when starting a new prep chart. Simple calculate the shelf life of each product at the end of the last prep chart and record this amount in the C/O column. Eg: if tomato sauces is 2 days old when starting the new prep chart enter a ‘2’ in the C/O column.



Using Color Shading To Manage Your Prep Chart

Green Triangles

When an item does not need to be made prep staff will enter a '0' in the Prep Today triangle. It will be then shaded green. Each green triangle represents 1 day in the products shelf life.

By looking for blocks of green shading you can easily identify items that are nearing or have passed shelf life.

I.e.: The diagram above would represent an item that it 4 days old.

If an item is identified to have passed shelf life the CM or GM should draw a black sharpie box around shaded section. When items are exceeding shelf like they need to be thrown out and the Par level should be evaluated to see if it should be lowered.

Yellow Triangles

Items shaded in yellow represent walking into '0' product for a certain item in the morning.

The yellow shading is meant to be a flag to identify potential issues with par levels that are too low.

1. If you see yellow shading on an item the CM/GM should evaluate to ensure that items we not '86'd' to our guests the previous evening. Any shortages should have been notated in the management communication book.

Running out of items can also result in night staff having to make unneeded late night prep in order to serve guests.

2. If you see items that regularly have '0' (Yellow Triangle) Prep on Hand Triangles there is a good chance that your par levels are too low. Low par levels can result in increased prep labor by having to prep items more often that needed.



Daily Prep Count Sheets

To instill a sense of responsibility in our staff we want them to take action and be accountable for their day. The daily count sheet has all the information that a daytime pizzaiolo needs to complete their day and leave the restaurant with all cleaning duties done.

Purpose To ensure proper counts for prep items that need to be prepped that day. It also has the daily responsibilities applicable to that station so that the managers do not need to chase and remember every duty that needs to be completed every shift. This sheet also promotes a sense of ownership for that person and their station.

Responsibility

The individual prepper is responsible for each of their stations and daily routines. With that being said there is flexibility to the routines, if it is a busy day and one pizzaiolo is done, they can help get everyone out on time. If it is a slow day and that person is done, they can be cut and you save on labor.

Preparation

At the beginning of each week, usually Sunday, the manager must print off current count sheets pertinent to that month of prep. The current week’s date is then filled out and any extra duties for that week should be assigned.



Waste Sheet Purpose

To record all food items, that for any reason, have not made it to the customer because of unacceptable quality. Used effectively a wastage sheet ensures on-‐going training to reduce and eliminate all wastage. A wastage sheet is a great management tool for determining problem areas around the kitchen.

I.E. Over-‐prepping, poor storage, or wrong cooking procedures.

By pinpointing problem areas, you can correct or eliminate wastage through follow-‐up training and constant communication.

Filled out by Manager, Pizzaiolo & Server Filling out Form

All columns must be filled out. At the end of the week, input the wastage items and amounts on the wastage-‐costing sheet to see the effect upon the food cost.

The wastage sheet should be filed away with the Daily Prep Sheet, and then brought to the weekly management meeting to add to the discussion on the food cost.



The Food Quality Checklist Purpose

To ensure all items are in the designated areas above & underneath the line and each item carries the Famoso standard of quality.

Filled Out By

Manager on duty

Filling Out Form Every item on the line should also be stocked to a sufficient level to ensure proper flow of service. Four methods of quality checking are

§ Weighing the portioned product § This is to maintain consistency in the amount of product being portioned for any

given menu item. § Keep in mind, this should be a random check and not for each and every portioned

item (that would take too long!!) § Tasting the product

§ Some of the prepped items will not necessarily look bad but will taste sour or bitter.

§ Smelling the product § Don’t be afraid to remove the saran and bring the product right to your nose.

Some items may be closer to spoiling than you think. § Visual check

§ Most obvious spoilage is visual whether it is a mold on a dairy product or bubbles from fermentation.

Line Checks should be done at 10:30 before the day begins. Once the line checker has determined which items are missing or not up to Famoso standards, it is important to follow up by re-‐prepping or communicating to management that there are items out of stock.

The line checklist should be completed and filed for review at the next manager meeting.



Chapter 10 Food Safety & Handling



Introduction Food storage plays two important roles in the operation of a Famoso. First the quality

of the storage system will directly affect the quality of the product used in

preparation of menu items. Furthermore, good storage management in the form of

effective controls on shrinkage, spoilage, and pilferage will aid in keeping food costs

down. The following areas illustrate where the cost of storage waste can originate.

Shrinkage

Occurs with meat and produce. § Meat

o As soon as it is processed, meat begins to shrink through drying with drip loss. Thus, storage time has to be kept to a minimum.

§ Produce o Visible in the form of wilting: therefore it requires proper storage and rotation.

Spoilage

The explanation above illustrates the shelf life for all food groups. § This forms the basis for proper stock rotation and control. Another

aspect of spoilage is the amount of handling the food receives. Unnecessary handling will increase contamination.

Pilferage

This will be controlled by Management policies and by limiting access to storage areas.

§ From this brief introduction, it is now necessary to discuss the specific kinds of storage facilities required for the various commodities used in our business.



Dry Storage: Storing Semi-‐ Perishable Foods

Foods such as flour, sugar and pasta should be stored in areas that are designed and used solely for that purpose.

Storage Conditions § Be dry, cool and well-‐ventilated

-‐ 50 to 72 degrees; higher temperatures will cause caking of some foods, encourage growth of bacteria and effect quality of canned goods.

-‐ Humidity should be 50 to 60%, if it exceeds 70% cans will rust, dehydrate product cake, and bacteria and mold will grow

§ Be well maintained and lighted. § Be free from rodent and insect infestations. § Be free from overhead water and sewage pipes because of possible leakage.

General Recommendations

§ Store frequently used items where they can be reached easily. § Stock foods of the same kind together § Use the first in, first out method. Always move the older stock to the front of the shelves and

put new stock in the back. It is all a good idea to stamp the date on products as they come in. § Cross-‐stack such items as potatoes and flour in alternating patterns on skids or racks. § Store food away from the wall and off the floor: allow air circulation around the product. § Stack food as high as ease of handling permits. § Store heavier items close to the floor and put the lightest items higher. § Use metal shelving that is adjustable: dimensions should reflect the specific space

requirement of the items to be stored on or under them. § Provide separate storage rooms for items that give off fumes, such as soaps and chemicals. § Do not hang wearing apparel in the storeroom.

Canned And Other Hermetically Sealed Foods (Airtight)

§ Hermetically sealed foods must always be obtained from an approved commercial cannery. § Canned foods should be stored at room temperatures, but higher temperatures must be

avoided. § Stocks must be rotated. § Any damaged, blown, or swollen cans should be discarded. § Cans without labels must not be used. § Since some products in cans or glass containers require refrigeration care should be taken to

read the instructions on the labels.



Refrigerated Storage: Storing Perishable Foods Storage Conditions

§ Always store perishable foods first. § Thermometers should be placed near the doors of the refrigerator where they can be easily

seen and record the highest temperature. Perishable foods should be stores at 4 degrees Celsius or lower.

§ Monitor traffic into the walk-‐in as warm air entering the fridge carries more moisture than cold air. This extra moisture in the air will promote spoilage. Humidity should be 85%.

§ Ensure that employees collect all they need at one time from the walk-‐in. § Take advantage of small storage refrigerators in prep areas. § The use of any kind of lining on the fridge shelves should be discouraged for it decreases air

circulation and deters regular cleaning procedures. § Food should never be stored on fridge floor. § If possible, separate refrigerators should be used for dairy products and eggs: raw meat and

poultry (uncooked): fresh fruit and vegetables: and cooked foods. § Prepared foods must be stored above raw foods to avoid cross-‐contamination. An example of

an incorrect procedure would be raw meat above cooked chicken because blood or other liquids containing millions of bacteria could drip onto the cooked chicken and contaminate it.



Specific Storage & Handling Requirements For Perishables Storage Fresh Meats, Poultry And Seafood

The shelf life of this group of perishables is directly related to the amount of processing they receive and the sanitation practices of the supplier and the restaurant. The shelf life times shown in exhibit #1 are very important as a guideline in assessing the effectiveness of the storage system and the reliability of the supplier.

Storing Fresh Fruits and Vegetables The goal in handling produce is to serve as FRESH as possible. General Guidelines

ü Ensure constant surveillance to promote rapid turnover of the stock. ü Take constant care to protect the product in storage from bruising and rough

handling. ü Avoid harmful temperatures. ü Limit drying or excessive moisture. ü Packaging

o Produce needs moisture to slow down the loss of water in the breathing process which otherwise results in wilting however, humidity cannot be too high as it will speed up decay. Optimum is 85-‐80%, thus, avoid crates with large openings, bushel baskets and small open baskets. Transfer contents of any of these containers to plastic bags.

§ Refrigeration o 2 categories of produce that should not be refrigerated:

§ Produce that is damaged at any stage of ripeness by refrigeration. (4C.) These are; Bananas,

Avocados, Sweet potatoes, Cucumbers, Eggplant, Tomatoes, Pumpkins, Squash. These are purchased hard ripe and must be allowed time to ripen before serving. Store in coolest and darkest area of storeroom for ripening.

§ Produce that can be refrigerated but requires room temperature to ripen. These are peaches, pears, nectarines and pineapples.

Storing Eggs And Dairy Products

Dairy products have to be segregated, as they are highly susceptible to odor absorption. If it is possible, dairy products should be stored away from produce. Exhibit #2 illustrates foods that give off and absorb odious. This will be used as a guide in setting up storage areas.

Organization Of Food Groups In Refrigerated Storage Meat in coldest area (usually back of walk-‐in) Produce stored in front Dairy Products are stored as far away from produce as possible Cheese and Fats are placed in covered containers



Green onion and Scallions and similar items should be bagged Sanitation Of Storeroom Areas

§ Wash refrigerators daily; rinse with sanitizing solution. This prevents contamination of new foods. Instruct employees to wipe up spills immediately.

§ Place thawing meats on racks above pans so that they won't drip onto the floor of food below.

§ Remove spilled food IMMEDIATELY. § Sweep storeroom floors daily.

o Mop the floor with disinfectants after storing foods. o Wash walls, storage shelves and storeroom equipment on a regular basis (bi-‐weekly

and weekly). A competent refrigeration mechanic should periodically check compressors, condensers and motors of both refrigerators and freezers. Rotation of Products

As boxes are delivered, they have their delivery date on the order item sticker from the supplier. Ensure that you properly rotate your products following the First In First Out procedure for all items (perishable and non-‐perishable)

When storing, new boxes are placed behind older unused product to ensure that older product will be used first.

Management should inspect storage areas DAILY to determine the state of freshness of items stored. This includes giving attention to product dates and length of storage time.

Frozen Food Storage -‐ Temperature: -‐18C To 0C

§ 0C Only used to hold frozen food o If used to freeze food, then freezing takes place slowly, therefore there is excessive

cellular destruction if food. § Store frozen food immediately after delivery as fluctuations in temperature causes sharp ice

crystals to grow and damage products. § Allow free air circulation around product. § If food has to be frozen the proper procedure is to use freezer wrap, if available, (or plastic

bags or foil wrap) then press out as much air as possible, close tightly, label and date. o Place in the freezer directly on a shelf o DO NOT PLACE ON TOP OF FROZEN FOOD.

o The freezer temperature should be monitored on a continuing basis and if the freezer should break down the temperature of the food should be taken; if it is higher than 7C and thawed, it should be served as soon as possible and not refrozen.



Food Supply And Handling Milk And Milk Products

o Should be pasteurized o Milk for drinking shall be in single service containers or in suitable dispensing

equipment. o Both these items must be refrigerated at 4C or lower. o Cheese shall be kept wrapped or covered and kept ant 4C or lower. o Gelato and frozen desserts shall be held at -‐12C or lower o Un-‐served gelato or frozen desserts must be discarded. o Refrozen gelato or desserts must be discarded. o Cream and milk substitutes are subject to the same requirements as dairy products.

Meat And Meat Products

§ All fresh meat and meat products must be refrigerated at 4C or lower. § Frozen meat and frozen meat products shall be held frozen at -‐18 or lower. § Defrost frozen meat and meat products in a refrigerator at 4C or lower. § Vacuum packaged meats and meat products must never be refrozen. § Cooked meats awaiting use shall be: § Held hot at 60C or higher § Rapidly cooled and held at 4C or lower for no more than 72 hours. § Quick frozen

o Canned meats should be stored at temperatures less than 21C. o Vacuum packaged meats shall be refrigerated at 4C or lower and held no longer than 18

days. o Frozen vacuum packaged meats should be processed within 4 weeks of receipt. o If a vacuum package becomes broken (with fresh or frozen produce) it must be used

within 24 hours. Fish and Fish Products

§ Fresh fish should be held at 0C or lower § Smoked fish shall be held at 4C or lower. § Frozen fish shall be held solid at -‐26C § Defrosting frozen fish must be under refrigeration at 4C. § Canned fish or fish products should be kept at temperatures not above 21C. § Unused contents of canned fish must be refrigerated at 4C and used within 24 hours. § Cooked fish awaiting use shall be:

o Held at 60C or higher o Cooled and held at 4C or lower for no more than 72 hours. o Quick-‐frozen o Shell Fish and Other Marine Edible Foods

§ Canned products must be stores at 21C or lower. § Cans opened and not used, must be refrigerated and used within 24 hours.



Poultry And Poultry Products o Fresh or smoked poultry shall be held under refrigeration at 4C or lower for a time not

exceeding 72 hours. o Frozen poultry shall be held frozen at -‐18C or lower. o Frozen poultry may be defrosted in any of the followings ways: o Under refrigeration o In plastic bags in cold running water o Under cold running water in a container not used for other purposes.

§ Cooked poultry awaiting use shall be: § Held at 60C or higher § Cooled at 4C or lower for no more than 72 hours § Quick frozen and held solid until required. § Raw poultry products must not come into contact with cooked poultry products because of

contamination of salmonella bacteria. § Poultry should be cooked until the internal temperature has reached 82C as recorded by an

insert-‐type thermometer placed deeply under the drumstick. § All stuffing or dressing shall be cooked separately from the poultry.

Eggs And Eggs Products

o Eggs must come from an approved source. o Eggs must be stored at 4C or lower and frozen eggs at -‐18C or lower. o Defrosted whites of eggs shall be used within 5 day, yolks and mixtures within 3 days. o Frozen eggs must be kept in their original containers. o Dried eggs and their products shall be stored at temperatures of 21C or lower. o Dried egg products must not be transferred from their original containers and must be

used within 7 days of opening. o Reconstituted dried egg products must be used immediately and only for baking. o Cracked eggs shall not be purchased.

Fruit And Vegetables -‐ Fresh And Processed

§ The use of over-‐ripe produce should be avoided. § All fresh fruit and vegetables shall be stored at temperatures between 4C and 10C to retain

maximum quality. § All fresh fruit and vegetables must be washed and spray rinsed thoroughly before use. § Fresh fruit and vegetables must not be stored in plastic bags unless they are ventilated. § It is suggested that long-‐term storage for potatoes be at 4C or lower and they will not be

exposed to sunlight. § Handling and storage areas for fruit and vegetables will be kept separate from other food

handling areas. § Storage areas must be emptied and cleaned at least once a week with proper attention to

insect control. § Frozen fruits, vegetables, juices, and products shall be held at -‐18C or lower until used.



§ Defrosting frozen fruits and vegetables and their products should be under refrigeration at 4C.

§ Defrosted products should be used within 48 hours. § Canned fruit, vegetables, and juices should be kept at temperatures of 21C or lower. § Once a seal is broken on a can, it must be refrigerated at 4C or lower and used within 72

hours. § Cooked fruit and vegetables, if not used at once, should be: § Refrigerated at 4C or lower for up to 48 hour § Quick frozen and held at -‐18C or lower until needed.

Fats And Oils

o Fats and oils shall be held in original container or in suitable approved bulk storage at temperatures recommended.

o Fats for frying shall be kept clean and free from food particles and should be refrigerated at 4C or lower.

o Since chemical deterioration of fats and oils can create a fire hazard and also become rancid, used fats and oils should be discarded frequently, based on tests and consultation with the manufacturers.

o Rendered fats prepared on the premises shall be chilled rapidly and held under refrigeration at 4C or lower.

o Rancid fat should be discarded. o Non-‐edible oils used for heating, lubrication, etc. shall be stores in clearly marked

containers in designated areas away from food preparation areas. Bakery Products

§ All bakery products shall be prepared with the foodservice operation purchased from an approved source.

§ Custards, cream filled or edible oil simulated filled bakery products are potentially hazardous foods and:

§ Shall be made with a minimum of manual contact § Shall be made on clean surfaces or with utensils that are sanitized § All fillings and puddings shall be refrigerated at 4C or lower, in shallow pans, immediately

after cooking or preparation and held until combined into pastries being served. § All completed custards or cream filled baking products and those with edible oil simulated

fillers shall, unless served immediately following filling, be refrigerated at 4C or lower. Such products must not be stored and longer than 48 hours.



Food Mixtures Prepared At A Foodservice Operation § Mixtures may be combinations of prepared foods, with dressings, mayonnaise, mild based

sauces, or other approved stuffs. § Components of mixtures should be kept separate and mixing done as close as possible to the

planned time of use. § All utensils used in the preparation, handling, or storage of mixtures of foods must be

sanitized before each use and maintained in a clean condition. § Mixtures containing poultry, eggs, meat, fish, or other potentially hazardous foods shall be

held at 4C or lower for no more than 36 hours. § Hot mixtures containing potentially hazardous components shall be cooked at 60C or higher

and be held at this temperature until served. § Leftover portions shall be chilled rapidly in one hour or less to an internal temperature of 4C

or lower and used within 24 hours § Freshly made mixtures may be quick frozen and held frozen until required.



Examples Of Types Of Food-‐Borne Illnesses Salmonella

§ Comes from Raw poultry, pork and feces of infected humans § Incubation period is 6-‐72 hours, usually 18-‐36 hours § Symptoms are fever, abdominal pain, diarrhea, nausea, vomiting and dehydration § Implicated foods are poultry, meat, milk, egg, shellfish, puddings and gravies § Factors that contribute to an outbreak are: inadequate refrigeration, holding foods at room

temperature, inadequate cooking and reheating, preparing foods several hours before serving, cross contamination, inadequate cleaning of equipment, infected worker touching cooked foods, obtaining foods from contaminated sources.

Staphylococcal

§ Comes from Noses, skin and lesions of infected humans and Intoxication animals § Incubation period is 1-‐8 hours § Symptoms are severe nausea, vomiting, cramps, usually diarrhea § Implicated foods are ones high in protein, custards, cream filled baked goods, ham, poultry,

meat products, potato and other salads. § Factors that contribute to an outbreak are: inadequate refrigeration, workers touching

cooked foods, preparing foods several hours before serving, working with infection such as cuts, acne, abrasions containing pus, holding foods at warm temperatures.

Botulism

1. Comes from spores found in soil and fish 2. Incubation period is 2-‐3 days 3. Symptoms are visual difficulty, dry mouth, sore throat, difficult swallowing, speaking,

breathing, vomiting, abdominal pain, headache, and progressive respiratory paralysis, sometimes fatal

4. Implicated foods are improperly processed foods, usually low acid foods, fish, mushrooms, corn, beets, spinach, smoked meats, peas and beans

5. Factors that contribute to an outbreak are: Inadequate heat processing of canned and vacuum packaged goods, inadequate cooking of canned foods.

Hepatitis A

§ Comes from feces, urine, blood of infected humans § Incubation period is 10-‐50 days § Symptoms are fever, malaise, nausea, abdominal pain, jaundice § Implicated foods are shellfish, raw oysters, clams, milk, sliced meats, and water § Factors that contribute to an outbreak are: Infected workers touching food, poor

personal hygiene, inadequate cooking, harvesting of shellfish from contaminated waters, inadequate sewage disposal



Food Bourne Illness Procedure

o Food Bourne Illnesses (FBI) are rare, but should be treated very seriously. If you happen to get a FBI complaint, please follow these steps below:

o 3 A’s of customer complaints. Acknowledge the situation, Apologize for their sickness,

Act by having them fill out the form and conducting an internal investigation. Tell the customer that the form will be faxed to Health Services and they will conduct an investigation.

o Conduct internal investigation of product in question: First try all products in question

on-‐line, then in the walk-‐in cooler. Assess its state and act accordingly (Use the Food Quality Checklist)

o Investigate in house tools; check prep chart for last time prepped and assess the usages.

Check order guide for last time ordered.

o Fill in ‘Manager on Duty’ portion of FBI form and fax full form to Health Services and to Head Office.

o Follow up with Health Board on their investigation.

When an FBI is reported, Health Services do their own investigation into the food questioned and symptoms that are reported. If they find that they do coincide, then they come in store to do an investigation of food handling. Ensure that your food handling procedures are being followed and that your cooling units are at temperature.

To be both proactive and cautious, it is critical that the manager on duty completes the Food Quality Checklist every single day to ensure that our food

quality is to both safety and service standards.



Famoso Allergy Procedure Purpose

To ensure that any guest with an allergy concern is taken care of, and there is no risk of an allergic reaction.

Materials § Allergy guide posted in server binder, or at the bar and posted in the back of house. § Sauce and Dressing ingredient list in server binder, or at the bar and posted in the back of house.

§ Two clearly marked allergy peels, to only be used for allergy orders. These peels should be washed and sanitized right after use.

Procedure 1. Guest expresses any allergy or strict dietary concerns. 2. Sever to add the allergy modifier, under Kitchen/Bar Modifiers, to the bill. 3. Server to let manager know about the allergy concern. 4. Pizzaiolos to prompt manager to give ok on starting bill. 5. Manager to talk to the guest to determine: specifics of the guest’s allergy and which items

are affected by the allergy. The manager then explains that food will take longer as it will be made in a separate sanitized area to avoid cross-‐contamination.

6. Manager to check all ingredients of items that are affected by the allergy for possible ingredients that will cause an allergic reaction.

7. Manager can then give the go ahead to the pizzaiolos to make the bill. 8. Pizzaiolo to wash and sanitizer his/her work area and put on a fresh pair of gloves. 9. Pizzaiolos to make the items in the back, with all products from the walk-‐in cooler or dry

storage. And all items have to put on an allergy peel. Don’t forget to make allergy flatbread for any salads or appy’s.

10. Once items are made, if anything has to go into the oven, the stone has to be cleaned before doing so.

11. Allergy items should be the first items into the oven, and the first out to avoid cross contamination.

12. Once items are in the oven, metal peel and pizza cutter need to be washed and sanitized before items are ready to be pulled out.

13. If any fresh toppings or garnish are needed product has to come from the walk-‐in cooler. 14. Once allergy items are ran to table the manager should be informed again, so that he/she

can do a quality check for that table. All allergies are to be handled by above procedure, unless guest gives express permission to make the items on line. Managers do not have the authority to judge how serious a guest’s allergy is.



Chapter 11 Restaurant Guidelines



Patio Launch

Every location will receive a Patio Launch prompt from their Regional Manager at least 6 weeks before the patio launch date to ensure that stores are planning and preparing to open for a successful patio season.

Open Date Regional managers will specify the Regional Patio Launch dates. The first patio opening date is dependent on the weather, but to ensure that we maximize the potential of your patio season’s sales, we set an opening date to ensure your location is ready to go no later than this date. RMs will send the Patio SETUP Instructions, Checklist And Sign Off (on next page). RMS will arrange to formally receive and sign off patio opens are needed. The checklist is meant to ensure that every location is set up and ready for their patio launch.

Patio Opening Process

§ RMs will send the Patio Launch Information & Checklist § Every GM is required to complete their Patio Set Up Checklist once their patios are ready to

go § GMs will then notify their Regional Manager § RMs will follow up on the already completed Patio Checklist to ensure that your patio is

100% set up for success

Although your Regional Manager will be sending your locations the Patio Launch information, opening your patio is your process and responsibility. Ensure that as a management team, you delegate tasks and work together to ensure that your patio open is as organized and seamless as possible.



Famoso Spring/Summer Patio SETUP Instructions, Checklist & Sign off

Location: ___________________

This is meant as a guide when setting up your patio for the Spring & Summer. The following items apply to ALL stores:

Tables And Chairs

§ If in Storage, bring back to the store § Check to ensure that all chairs are all in great condition (no rips, no tears, no stains, not

broken) § Check to ensure that all tables are in great condition (legs are in great condition, table

bases are in great condition, table tops are in perfect condition) § Wipe down and setup as per your locations floor plan

Heat Lamps

§ If in Storage, bring back to the store § Check to ensure they are in good working order § Wipe down and place on patio § Start up gas lines (if applicable) § Fill propane tanks (if applicable) § Un-‐winterize heat lamps and un-‐cover

Turn On Patio Power (If Applicable)

§ Turn on outlet breakers § Check to ensure all lights are in great condition (no broken lights or bulbs) § Change all burnt out light bulbs

Sound System

§ Turn on source equipment power § Un-‐cover speakers (make sure they are dry!!!) § Check to ensure all speakers are in great condition (clean, all work) Make sure to actually

listen to each speaker to ensure sound is coming out of each one. § Check to ensure all lights are in great condition (no broken lights or bulbs) § Change all burnt out light bulbs

Patio Cleanliness & Set Up

§ Patio Floors are clean (recommend pressure washing the floors) § Glass windows/glass partitions are clean § Contact your Pest control rep to ensure they adjust for patio season (setting traps for

patio bugs and rodents) § All patio opening, changeover and closing checklists are up to date, printed and



laminated § Menu holders are in pristine condition (numbers are on the menu holders, clean) § Change all burnt out light bulbs

Patio Pars

§ Glassware pars are increased to adjust for more seating (if needed) § Plate-‐ware and cutlery pars are increased to adjust for more seating (if needed) § Food and beverage pars are updated based on patio open projections (if needed) § Dry goods pars increased (napkins, Togo boxes, etc…) § Ensure you have enough pencils to support the patio

Completed Date: ___________________

General Manager: ___________________

Regional Manager: ___________________



Patio Maintenance And Operations

Patio dining is about the total patio experience. A great patio experience isn’t simply the best food, but about patios that provide the appropriate atmosphere for relaxing with friends in the sun (or shade). It doesn’t mean that food isn’t important, as it is always a priority, but it isn’t the only Top priority for our guests.

If you want a patio that guests deem as one of their favorite spots to hang out in the summer, create a patio that will make guests want to bring back their friends to enjoy the food, service and addictive atmosphere.

Decor Adding plants or even small shrubs or trees is a great way to spice up your patio and make sure that everyone feels comfortable and relaxed in a well decorate environment.

Patio Heaters

§ Make sure that your patio heaters are always working § Ensure that every manager knows how to light the patio heaters § Ensure that every server knows how to light the patio heaters § Ensure that when the patio heaters are turned off, the gas line is also closed § Ensure if a patio heater breaks down, that you apply immediate urgency to get it repaired. If your patio is cold and there is no heat, this will deter guests from wanting to sit on your patio

Patio Umbrellas § Ensure that you have enough umbrellas and umbrella stands when preparing your patio

plans § Ensure that all servers and managers know the proper umbrella placement on your patios.

This is to ensure that you can provide shade throughout the patio instead of 1 or 2 shade clusters on your patio

§ Ensure that your umbrellas are closed when it is windy. This will ensure that your umbrellas do not break or fly away in the wind.

§ Ensure that you umbrellas are not opened near patio heaters or they will catch on fire. § Ensure that your umbrella bases and umbrellas are cleaned and well maintained throughout

the entire patio season. Patio Cleanliness

§ Ensure that your patio is cleaned and well maintained all the time. § Ensure that patio cleanliness checklists are rolled out for the staff to begin following from

the Patio Launch date through to the Patio Closure date

Patio Operations § It is the Famoso company standard to open the patio when the temperature outside is 15

degrees and nicer. § The patio must be set up every single day through the entire patio season



Patio Closures And Winterizing

It is important to take advantage of every nice patio day through to the cold season. People remember who had their patios open and it will boost your sales through to next patio season if you take advantage of every possible patio day. It sets the precedence for a patio driven brand for next year.

Closure Date Regional managers will specify the Regional Patio Closure dates. The last patio closure date is dependent on the weather, but to ensure that we maximize the potential of your patio season’s sales, we set a closure date to ensure that all locations are open up to a certain day to keep our market’s consistent. You may keep your patio open past the specified date but may not close/winterize your patio before this date.

Patio Closing Process

§ Make sure that your location has a storage plan for all your patio furniture and equipment § Make sure that you clean everything before it is taken to storage § Make sure that you arrange a good cleaning of your patio once everything has been removed.

o Recommend have your patio pressure washed. Guests will still see your patios, as most patios are right by the entrance and/or parking lot.

§ Make sure your monitor your pars. Although usages will decrease in some locations, this might not apply to your location. Some locations have experienced an increase in sales.

Ensure that you are set up for success through to the end of your patio season leading up to the patio shut down. It is very important that the shut down process is as seamless, organized and clean as possible so that we do not affect our guest experiences.



Guest Feedback Letters

Guest feedback is a valuable tool. We must use this tool, as it is a specific measure of operations opportunities that guests may have experienced in your location that you can now take and directly influence positively for all guests moving forward. When your location receives guest feedback the GM should review the guest bulletin with every server, pizzaiolo and manager to ensure that all execution opportunities are addressed and goals are set to avoid the same opportunities from reoccurring in your business. The best way to avoid negative guest feedback is to ensure that it all guest experience opportunities are handled by the key manager working that shift to ensure that every guest leaves happy and taken care of. No matter how many times a server apologizes and how well they take care of a guest, the manager must make sure they leave an appreciative impression on the table. As a management team, work with pizzaiolos and servers to emphasize the importance of well-‐rounded guest experiences through guest experience awareness. Developing the servers to ensure they are able to identify when a guest is frustrated so the guest does not have to get up from the table to seek out anyone or anything during their visit. Sometimes a regular guest might have very casually mentioned there is a possible delay with their food or drinks and that it’s no big deal. Think when you go out, as a manager in this industry you are probably much more patient and understanding and have a nicer tone with the staff and managers when making a complaint. We need to make sure that we are listening for even the slightest opportunity to not just take care of the guest, but to exceed their expectations. This will ensure we work diligently in store, to avoid negative guest feedback letters. When you do receive guest feedback, get the information down to your staff and management. Don’t jump on the defense. Use the feedback to improve your offense. Remember, it is always better to be busy than be right.

Guest Bulletin

Your location’s Regional Manager will send your GM and your store a Guest Bulletin with the recent Guest feedback on it for you to post in your staff area and review with your management team and staff.

§ Post the guest bulletin in your staff postings area § Review the Guest Bulletin in pre shifts to impact future guest visits

Guest Feedback Form Your location’s Regional Manager will send you a Feedback Form updated with the recent Guest feedback opportunities.

§ The GM of your location must complete the feedback form and send it back by the requested date on the Guest feedback email that is sent to your store.



There are 3 potential areas that could have broke down that would have caused the guest to have to go home and submit their feedback through [email protected] In the Action Plan And Commitments section of the Guest Feedback Form, please identify what caused the breakdown, which caused the guest to complain, and what your committed action plan is to ensure the same opportunities do not happen again.

§ Was It A Care Issue o Did the breakdown occur because a staff member did not act on the guest’s

complaint? ü I.E. a server didn’t apply urgency to the guests feedback and did not

let a manager know o Did the breakdown occur because a staff member’s poor attitude affected

their performance, which negatively affected the guest experience? ü I.E. a pizzaiolo working on line was slowing everyone down because

they were messing around and caused a delay in the kitchen. ü I.E. a server went on a smoke break while they were responsible for

this table and didn’t let a manager or another staff member know to step in to ensure the guests were taken care of.

§ Was It A Training Issue o Did the breakdown occur because of a breakdown in training?

ü I.E. a new toppings pizzaiolos didn’t see a modification which caused a remake delayed the guests food bill time

ü I.E. Bartender needs more training on specs or speed ü I.E. Floor server didn’t give a proper table introduction to the table

so guests weren’t aware of features. § Was It A System Breakdown

o Did the breakdown occur because of a system that wasn’t followed? § I.E. Guest was upset because they had to get up to pay after their

experience because the server was available and/or didn’t bring the terminal to the table.

§ I.E. Veteran server use an ipad and made an error. § I.E. Issue with take out time. Store wasn’t using or implementing the

take out tracker.




Complaint/Feedback Form Feedback date: Date of Visit: Store location: Operations Manager: Store GM: Issues At Hand From Email: Possible Reasons For These Issues: ACTION PLAN AND COMMITMENTS: *CARE ISSUE: *TRAINING ISSUE: *SYSTEM BREAKDOWN: General feedback/discussion points:



Chapter 12 Cash Manual



Famoso Cash Manual Open/ Shift Change/Close Cash-‐Out Detailed Procedures Open (Estimated Time 30 Mins)

§ Get all materials from safe (Day & Night Cash, Petty Cash, Tips, Overages, deposit bag and slips.)

§ Calculate Deposit from End of Day Cash-‐out. § Take out both Cash Out sheets (Day & Night Servers’), add the 2 deposits together, and verify

that the total is equal to the amount you entered into the “POS Calc/declared (cash)” § If the deposits do NOT add up to the same amount but the DRS balances at $0.00 then at least

1 of the servers’ deposits is incorrect. Make sure to verify the servers’ deposits (POS Calc/Declared on the – Debit/Credit Total)

§ Double check that the servers have actually put aside the dollar amount they claimed to have deposited

**Note** If the day or night deposit is short or over, please adjust. Remember to always follow Provincial Labor Standards.

§ Consolidate the deposits into one but do not seal in the deposit bag yet as you may want to exchange some of the bills from the tills for different denominations

§ Enter sales data into the DRS sheet of the P&L. (Make sure to use end of days sales which should have been printed by night manager.)

o “Head Office Promo” and “Store Promo” are found in the “Coupons” section of the POS’s End of Day Report

o Petty Cash is any payout receipts that were in the till, and are being moved to receipt folder for entry into the Invoice Journal.

o “Tender” can be found by: § Manually add up the totals for MasterCard, AMEX, Visa, from the Credit Debit Handhelds End

of Day reports § For Gift Cards add up the totals from the handheld credit/debit machines, and then add the

Gift Card Sales total from the POS End of Day Cash-‐out. o “POS Calc/declared (cash)” is the amount of cash that was received and is to be

deposited. To formula to calculate the cash deposit is: o “POS Cal/Declared” on the POS’s End of Day (about 2/3 of the way down the

report) minus the total Debits and Credits



o Make sure that the balance at the bottom of the DRS is $0.00 • Confirm Day and night Cash-‐out by ensuring deposit is correct and till is

balanced to $400. • Starting with the day till, go over all promos. Make sure that all of the

receipts for coupons and promos add up to the amount recorded on the POS summary and that they have all been recorded properly on the server’s cash out sheet.

§ Count the entire till. The easiest and surest way to do this is to make sure that the dollar amount that you count is the same as what the server counted for every denomination (don’t forget rolls and payout receipts)

§ Take out any and all overages/ replenish any shortages. § Set up the till so that it has a sufficient amount of $ in every denomination.

o For a $400 till a good way of setting it up is: ü 3 x $20 = $100 ü 8 x $10 = $80 ü 20 x $5 = $100 ü 1 of each roll = $92 ü The rest of $ in coin

**Note** If you do not have enough of any bill to properly set up the tills, buy some from the deposit or Petty Cash

§ Put all coupons that have been redeemed to the side (store specific, Groupon, and HO coupons).

§ Take any payout receipts and enter into DRS in Petty Cash row. § Re-‐count deposit, confirm that cash balances. § Recount your deposit (if you have changed it at all) and make sure that it is still the correct

amount § Record your deposit in the deposit book with the following procedure:

o Put the cash-‐out day’s date on the right-‐hand side & your initial next to it o Write down the denominations that you are depositing on the right-‐hand side below

the date o Write the total amount of money being deposited in the two places that say “Cash

Subtotal” as well as at the very bottom where it says “Deposit Total” o Put the Deposit slip in the correct section of the deposit bag. o Put all cash in the deposit bag o Make sure all faces are aligned and larger bills are in the back o Roll the bag up to remove excess air o Record the date and deposit total on the removable slip at the top of the bag o Remove slip and seal all sections of the bag



o Fold slip in half and staple to the matching page of the deposit book so that the bag number is visible

• Combine all receipts (not physical coupons) and bundle. • Track coupons

ü Track store specific Gift Certificate in your store specific LCM tracker workbook

ü Place receipt bundle in Rubbermaid container. ü Place Head Office coupons into head office pencil case. ü Place store coupons into store coupon pencil case.

• Count both tills to confirm $400. ü Sell any receipts to petty cash and fill out balance sheet.

• Place any overages in over short and fill out balance sheet. • Recount petty cash and fill out balance sheet. • Give Day till to the opening server • Record opening movie ticket balance.



Shift Change (Estimated time 30 mins)

§ Discount all bills (Day Manager). § Make night floor plan. (Night Manager) § Combine tills into till #1 (Day Server). § Get tips ready (sell coin to tills) (Day Server). § Give night float to Night Till server to count (Night Manager). § Confirm night till is $400 (Night Server). § Sign out all tills from Day Server, besides till #1. (Day Manager). § Print 2 copies Global Reports on all terminals (Day Manager).

a) Press the far right bottom button. (Right above the 3 keys). b) Press Employee Reports c) Press Totals Report

§ Global Payment Devices § Pound (#) § Admin name 1 enter § Admin password – 12345677f – enter § 0 – reports menu; 1 – server menu § 2 – summary for all § 1-‐ print § Place one copy of the Day Global Reports into the Night till. (Day Manager) § Clock in Night Server on Till #2 (Night Server) § Let all servers know that they have changed over to night till. (Night Manager). § On Till #1 transfer all open tables to the Night Server (Day Manager). § On Till#1 print cash-‐out for Day Server (Day Manager). § On Till #1 clock out Day Server (Day Manager). § Do blind count of Day till (Day Manager). § Complete Day cash-‐out (Day Server). § Fill out all coupons and make sure total matches. § Add both debit terminal totals, and subtract POS calc declared to get day deposit. Count

deposit and break it down on cash sheet. § Count till to ensure it balanced to $400. *** If till doesn’t balance recount total till and

ensure correct math is done. If still not balanced check and ensure tips are accurate. Servers could have possibly taken out to much money.

§ Do up tips (Day Server). § Adjust all employees sign in/out times (Day Manager). § Record Day Bill Times on Manager Clipboard (Day Manager). § Record Day Server and Pizzaiolo labor and productivity on Manager § Add day labor and productivity to labor sheets in the P&L.



To Print Day Labor and Productivity go under manager screen, sales, And DAY: Print sales. There are 2 meal times, #1 is open until 4 pm and #2 is 4pm to close. Sales will be for these mealtimes. Make sure you confirm labor and hours before printing this report.

§ Count and record bill times into DRS. § Clipboard (Day Manager).

a) Open Back Office § Hit Manager button, then Back Office

a) Press Report viewer b) Open Employees Folder c) Run Daily Labor Comparison

§ Reconcile Movie tickets sold on Manager Clipboard (Day Manager). § Collect cash-‐out from server and put in safe (Day Manager). § Write all shift notes into Manager Communication Book (Day Manager)

Close (Estimated time 30 mins) § Discount all bills (Night Manager). § Combine tills into till #1 (Night Server). § Get tips ready (sell coin to tills) (Night Server). § Sign out all tills from Night Server, besides till #1. (Night Manager). § Print 1 copy Global Reports on all terminals (Night Manager).

a) Press the far right bottom button. (Right above the 3 keys). b) Press Employee Reports c) Press Totals Report

§ Global Payment Devices o Pound (#) o Admin name 1 enter o Admin password – 12345677f – enter o 0 – reports menu; 1 – server menu o 2 – summary for all o 1-‐ print o Settlement: Press '6' o Password -‐ 12345677F o Close batch and deposit funds o On Till#1 print cash-‐out for Night Server (Night Manager). o On Till #1 clock out Night Server (Night Manager). o Do blind count of Night till (Night Manager). o Complete Night cash-‐out (Night Server). o Do up tips (Night Server). o Adjust all employees sign in/out times (Night Manager).

a) Everyone except the manager should be clocked out.



§ Record Night Bill Times on Manager Clipboard (Night Manager). § Record Night Server and Pizzaiolo labor and productivity on Manager Clipboard (Night

Manager). To View Labor: a) Open Back Office

i. Hit Manager button, then Back Office b) Press Report viewer c) Open Employees Folder d) Run Daily Labor Comparison e) Subtract day numbers from totals to get night numbers.

To Print Night Labor and Productivity go under manager screen, sales, And DAY: Print sales. There are 2 meal times, #1 is open until 4 pm and #2 is 4pm to close. Sales will be for these mealtimes. Make sure you confirm labor and hours before printing this report.

§ Reconcile Movie tickets sold on Manager Clipboard (Night Manager). § Collect cash-‐out from server and put in safe (Night Manager). § Record all data into P&L (Night Manager). § Write all shift notes into Manager Communication Book (Day Manager). § Print Settlement Reports from Global Terminals § Press Settlement § Enter Password (12345)

a) Confirm amount by pressing OK § Print End of Day Summary

a) Sign in as manager b) Hit Manager Button c) Sales Functions d) Day: Print Sales (Report will print) e) Day: Finish Sales (Closes Day)

ü One more time confirm everyone is clocked out, last chance! § Clock out Manager § Place End of Day Summary, 2 Settlement Reports, Log Book, and Manager Clipboard onto

table.

Troubleshooting Cash out’s Change over

If the float does not balance to $400 after deposit has been taken, ensure calculations are done correct and recount server tips. If till is short take money from tips to settle the float. If till is over (more than $400) and the deposit is correct, put extra money in over/short bag.



Daily Cash-‐out Sheet

Name: Jon Smith

Date/Shift: January 1st, 2014

Manager Blind Count (Cash + Receipts) 989.76 ß manager blind count

Promo H.O. Receipts: 65.00 ß head office receipts

Groupon: 40.00 ß make sure to redeem

Manager: 180 ß all manager discounts

Coupon: 25ß all store specific coupons

Staff Disc. 5.87ß 25% discount

Staff Meal: 187ß $2 staff meal

QSA 56ß service, food, drink.

Total Promo:

Debit/Credit

Terminal 1 Total: 1235 ß total including tip

Terminal 2 Total: 1354 ß total including tip

Terminal 3 Total:

Terminal 4 Total:

Debit/Credit Total: 2,589 ß both totals added up.



Total Sales: 3,178.76 ß POS calc declared (POS Calc/Declared)

Deposit: 589.75 ßdebit credit total – pos calc declared.

(Total Sales -‐ Debit/Credit Total)

x 100

x 50

x 20

x 10

x 5

x 2

x 1

coin



Global Payment Device Screen Shots



Chapter 13 Famoso University Guide



Logging In

a. Go to: http://famoso.protraining.com/ b. Sign in through the Manager & Restaurant Partner login

http://famoso.protraining.com/



Accessing Manager Resources

§ From the Home screen, click “Manager Resources”

§ Navigate to find the document you are looking for.



Adding A User

a. Go to Manage User

b. Click Add Users

c. Complete all required fields

d. Check the “Send Welcome Email” box to send user login information. e. Press Add



Add Bulk Users

a. Go to Manage User

b. Click Add Bulk Users

c. Complete all required fields

d. Check the “Send Welcome Email” box to send user login information.

e. Press Add Users



Granting An Exam

a. Click Distribute Courses from Home screen.

b. Select “My Users Already have an Accounts”, then press Next

c. Check the employees that you want to grant an exam to. Then press Next.

d. Select Exams to Grant, and press Next

e. Confirm the correct exams and users have been selected and press Finish.



Checking Exam Results – Single User

o Go to Manage User

o Click on User whose exam results you want to check

o Exam Results are at the bottom.

o Click on the date to see detailed results for each exam.



Checking Exam Results – Multi-‐Users

a. Click on “View Reports”, from the Home screen

b. Click on “User Progress”

c. Select Search “Exam/Program Completed” d. Select Date Range

e. Click on View / Edit Exam/Program, to select specific exam.

f. Click Run Report or Export to Excel (if you want to save the results)



Delete A User

o Go to Manage User

o Click on User to delete

o Click Edit

o Click Delete

Shift Management And Administration Manual (1) · 5 SHIFT MANAGEMENT AND ADMINSISTRATION MANUAL...

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Transcript of Shift Management And Administration Manual (1) · 5 SHIFT MANAGEMENT AND ADMINSISTRATION MANUAL...