Week 2 Management Review

My Bui

Irene Kim

Brandon Feighner

Overview

During week 2 our overriding focus was on exceeding guest expectations and tracking our successes through a survey designed to highlight what we thought to be important parts of any enjoyable dining experience.

S.M.A.R.T. Objectives

1. To ensure that 90% of our guests are satisfied with their food temperatures.

2. In addition, to receive an overall approval rating of 90% throughout the 5 questions.

3. To increase alcoholic beverage sales by 5% from the previous week.

Weekly Forecast Analysis

Original Forecast

Revised Forecast

Actual Values

Variance (R vs. A)

Guest Count

134 187 195 +8

Average Check

29.35 28.56 34.25 +5.69

Total Net Sales

4303 5340 6679 +1339

Daily Net Sales ResultsDays Wed. Thurs. Fri. Sat. Total %

Food Sales 2081 802 714 1685 5282 79.1%

Beer Sales 0 21 3 44 68

Wine Sales 694 94 105 436 1329

Bar Total 694 115 108 480 1397 20.9%

Total Sales

2775 917 822 2165 6679 100%

Guest Count

57 40 30 68 195

Avg. Check

48.68 22.93 27.40 31.84 34.25

Winter Data Trap – Dinner 2004Wed Thurs Fri Sat Total %

TOTAL APPETIZERS 0 16 22 26 64 59.3%

SUBTOTAL ENTREE 0 40 30 38 108 55.4%

BANQUET 57 0 0 30 87 44.6%

TOTAL ENTREE 0 40 30 68 195 100%

TOTAL DESSERTS 0 14 15 22 51 47.2%

TOTAL BEVERAGES 0 44 35 73 152 140.7%

TOTAL BOTTLED WINE 0   2 2  12 16 %

Historical Benchmark – Dinner W03Wed Thurs Fri Sat Total %

TOTAL APPETIZERS 1 1 15 21 28 35.5%

SUBTOTAL ENTREE 10 14 37 46 107 100%

BANQUET 0 0 0 0 0 0.0%

TOTAL ENTREE 10 14 37 46 107 100%

TOTAL DESSERTS 3 4 20 21 48 44.9%

TOTAL BEVERAGES 15 9 51 51 126 117.8%

TOTAL BOTTLED WINE 0   1 3  5 9 %

Revenue Related Recommendations

Due in part to our alcoholic beverage game and wine demonstrations beginning Thursday, our bar sales increased % wise each of the 3 non banquet days.

(12.5% -to- 13.1% -to- 22.2%) We found this not only to be motivational, but

educational in motivating Front of The House staff.

Controllable Costs

Flow of Product Controls

Running WaterThrough poor, prior planning the RKR stands

to literally watch hundreds of dollars go down the drain.

Water Cost

Water Price: $0.66 / unit 60 sec. / min

1 unit = 748 gallons 60 min. / hour 1 gallon / 8 seconds 3600 sec. / hour

*Courtesy of the City of Pomona Department of Water & Power

Water Cost - Dinner

To defrost food:Before family meal 2 faucets for an hour

After family meal 1 faucet for an hour

= 3 hours a day= 10,800 secs a day

10,800 sec. / 8 sec. = 1,350 gallons a day1,350 gallons x 4 nights = 5,400 gallons a week

Water Cost - Lunch

To defrost food:

Before family meal 2 faucets for an hour

= 2 hours a day

= 7,200 secs a day

7,200 sec. / 8 sec. = 900 gallons a day

900 gallons x 5 days = 4,500 gallons a week

Water Cost - Combined

Remember…5,400 gallons wasted weekly at dinner

+

4,500 gallons wasted weekly at lunch

= 9,000 gallons a week wasted

Water Cost – Per Year

The RKR is open…8.5 weeks per quarter25.5 weeks per year (8.5 x 3)

We use 9,900 gal. x 25.5 weeks = 252,450 gallons a year

 We use 252,450 gal. / 748 gal. = 337.5 units 

Water Cost – Per Year

Thus, calculating the number of units used in a typical year (337.5) times the price per unit ($0.66)  we calculated that the RKR could save $222.75.

In addition, ponder for one moment the environmental costs…

How Can You be Water Wise?

Plan Ahead – Know What to Pull

Communicate – Talk with the lunch team

Be Knowledgeable – Certain Items Take Longer to Defrost (scallops, lamb, shrimp)

S.M.A.R.T Objective 1

• To ensure that 90% of our guests are satisfied with their food temperatures.

Strategies: Hot plates in 160 F oven, cold plates in the refrigerator. Check pre-prepared food temps. (potatoes, spinach and chicken) Plate ASAP and have server/runner deliver immediately.

Measured through a specific question on our guest satisfaction surveys.

S.M.A.R.T Objective 1 cont.

Desired - 90% Actual - 93%!What worked, what didn’t?

Differently next time?

What additional things could you do?

“Manage The Business Professionally”

S.M.A.R.T Objective 2

• Receive an overall approval rating of 90% throughout the 5 question survey.

Horizontal Management Communication & Teamwork were essential to achieving this objective as it involved the efforts of everyone.

Comment Cards showed that amazingly 100% of our guests for the week were satisfied and would return again!

S.M.A.R.T Objective 2 cont.

Besting our desired results is a testament to the hard work and dedication of our staff.

Keeping an ear to the buzz of the dining room was key.

Constant guest contact let us know of problems before they became bigger issues.

Stay Focused, Work Together & Work Hard

“Exceed Guest Expectations”

S.M.A.R.T Objective 3

• To increase Alcoholic Beverage sales by 5% from the pervious week.

We introduced a point system motivating servers to be knowledgeable about beverages and be able to up sell.

Also helped to achieve objective number two by helping to ensure servers were able to make recommendations

S.M.A.R.T Objective 3 cont.

• To increase Alcoholic Beverage sales by 5% from the pervious week.

Financial statements showed an increase of 92% over the previous week. ($727 vs. $1,397)

Training in proper and opening pouring procedures helped to comfort servers

With no monetary restraints I would have had each server open a case of wine following proper procedure and under realistic pressure.

“Provide Total Support For Staff”

Recommendations For Future Teams

Summary From our Handout

Insights and Conclusions

• After Managing you understand the importance of coming to class.

• The Restaurant biz is full of all kinds of people it is your job to not only get along, but also support them.

• Everyday is different and no matter how much you know you must always be prepared to deal with challenges on the spot

Thank You• Elaine, Jessica, Kurt, Russ, Gary, Sharisse,

Hisako, Nina, Rina, Katie, David, Grace, Brian, Finna, Ellen, Sharon, Janice, Chris, Aimee, Judie, Yves, Chef Jill, & Lesley

Thank You