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SmallBusinessEnterprise

SmallBusinessEnterprise1.Investigateperformanceofaselectedsmallbusinessenterprise.1.1

J&SfurnitureisafurnituremanufacturingcompanyownedbytwobrothersJohnandSmith.J&Sstartedoperationsin2006andthereisasatisfactorygrowthinthisbusinesssincethen.Howevertherearefallinturnoverinsomemonthsaswell.J&SimportwoodfromAsiancountriesandmanufacturefurniture.Companyhadbeenabletogetmassivediscountsfromitssuppliersbecauseofbulkbuyingsothishadhelpedthemtokeeptheircostundercontrol.Howevergovernmentpoliciessuchastaxesonimports,interestratesandexchangerateshavehadnegativeimpactonthisbusiness.Taxesonimports

SinceUKgovernmentistaxingheavilyonimportsfromnonEUcountriesthishadaffectedJ&SalotthereforenowJ&SislookingwhethertheycanfindoutacheapersupplierfromUKorEU.Interestrates

RecentincreaseininterestratesaffectedJ&S'sprofitmargins.SoJ&Sisthinkingofincreasingthepricebutiftheyincreasethepricethedemandmayfall.Exchangerate

J&Sispurchasingrawmaterialsoverseasandrecentdepreciationinpoundhadanegativeimpactonitscostofproduction.J&ScurrentlyhaveeightbranchesinLondonandtheirshorttermgoalistobecomealeadingfurnituremanufacturerinUKbytheendof2009andbecomealeadingfurnituremanufacturerinEUbytheyear2012.

1.2J&Shadbeenperformingwellfromthestarteventhoughthereisafallinprofitsinsomemonths.Itiscompany'sviewthatthis

isduetowelltrainedstaffandgoodcustomerservicegivenandalsocompanyisenjoyingpurchasingeconomiesofscaleduetobulkbuying.CompetitorbenchmarkinghelpedJ&Stoidentifyitsminusesaswellascompetitor'sthereforecompanytookallpossiblemeasurestocorrectminuses.Thisisonereasonwhycompanysalesroseupsuddenlyinlasttwomonths.J&Scarriedoutatrainingprogramabouttwomonthsagoandthereseemtobeamassiveincreaseinproductionefficiencyandworkersaremotivated.1.3Strengths*Beingaleaderinthefurnitureindustry*Widermarketshare*Goodcustomerservice*Goodoffersatlowprices*AttractiveofferscomparedtocompetitorsWeaknesses*DifficultiesinfindingoutareliablesupplierfromEUorUK*Limitedbudget*Placeofoutlet*Lackofstrengthtoborrowasbusinessisstillsmall*Damagedreputation

2.Proposechangestoimprovemanagementandbusinessperformance.2.1ThemainweaknessofthecompanyisdifficultyinfindingoutacheaperandreliablesupplierfromanEUcountry.Eventhough

J&Striedtheycouldnt.Thereforetheyshouldatleasttrytoincreasethediscountinordertocoveruptheirtaxes.Companycanexaminethedesignoftheproductandmakeimprovements.Sincefurnitureisaproductwherethecustomerslookatattractivenessmanagementcandevelopalternativedesignswhicharemoreattractivetothecustomer.Customerswillhaveawiderchoiceandcompanycanspreadtherisk.Thisisgoodforreputationaswell.Companyshouldtrytoidentifywhatfeaturesinthedesignshouldberemoved.Iftheseunwantedfeaturesareremovedthenthecostofproductionwillfallresultinginhigherprofits.Whencompanyismakingmoreprofitsithasstrengthtoborrowmoneytofunditsoperations.J&Sshouldtrytoinvestinnewtechnologysuchascomputersoftwaretodesigntheproductsoitmaybepossibletodevelopadesignwithouterrors.The

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Unit14TouroperatormanagementUnit14TouroperatormanagementThisunitenableslearnerstogainunderstandingofthetouroperatorsindustry,t...

UNIT1:THECONTEMPORARYHOSPITALITYINDUSTRYUNIT1:THECONTEMPORARYHOSPITALITYINDUSTRYUnit4Researchprojectinhealthandsocialcare

UNIT2:FINANCEINTHEHOSPITALITYINDUSTRYUNIT2:FINANCEINTHEHOSPITALITYINDUSTRYFinanceintheHospitalityIndustryR/601/1789415LO1Understandsourceso...

UNIT1:THECONTEMPORARYHOSPITALITYINDUSTRYSolutionUNIT1:THECONTEMPORARYHOSPITALITYINDUSTRYGetguidelineherehttp://btechndcourse.blogspot.in/2014/07/unit1contemporaryhospital...

UNIT9:HUMANRESOURCEMANAGEMENTFORSERVICEINDUSTRIESUNIT9:HUMANRESOURCEMANAGEMENTFORSERVICEINDUSTRIEShumanresourcemanagementhumanresourcemanag...

Unit21:SMALLBUSINESSENTERPRISEUnit21:SMALLBUSINESSENTERPRISEBusinessEnterpriseH/601/1098investigatetheperformanceofasele...

UNIT5:FOODANDBEVERAGEOPERATIONSMANAGEMENTUNIT5:FOODANDBEVERAGEOPERATIONSMANAGEMENTFoodandBeverageOperationsManagementL/601/1791LO1Understand

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qualityoftheproductwillbesuperiorandproductperformancewillbesuperior.J&Sshouldtrytoinvestonrobotsinmanufacturingbringtheproductintothemarketearlierthanthecompetitorthentheycanhaveanadvantageoverthecompetitor.Althoughthismayreducehiscashflowforsometimeitwillforsurebenefithiminthelongrun.2.2

SinceJ&SisoneofthemarketsleaderinLondontheyshouldtrytobenumberoneandmaintainthatposition.Howeveritisnotaneasytask.Theyshouldadvertiseitsproductineverypossibleway.EcommerceisagrowingmarketandpresentlygrowingnumberofcustomersareusinginternettobuyproductsoifJ&Sdidn'tadvertiseintheinternetitwillbelaggingbehinditscompetitorsanditwillbeloosinglotofrevenue.SinceinternethasaglobalreachJ&Sshouldadvertiseintheinternetbecauseitwillhelpthemtoincreasetheirmarketshare.J&Sshouldcarryoutamarketresearchandfindoutcustomer'sneedsandgiveoffersaccordingtotheirneeds.IfthisapproachisusedJ&Scanmaximizeitssalesrevenueinallthebranches.3.Revisebusinessobjectivesandplanstoincorporateproposedchanges.3.1

SinceUKisinaeconomiccrisiscompanyisplanningtoopenupatleasttwobranchesinanotherEUcountrysuchasFranceandGermanyinordertoincreasethemarketshareandspreadtheriskJ&Sisplanningtofundthesenewprojectsfromtheirretainedprofits.Actionplan

1stNov2008Haveameetingwithallthepartnersanddiscusstheiropinionsinordertodonecessaryamendmentstotheplan.15thNov2008Explaintheworkersaboutthenewprojectandmakethemunderstandthebenefitsofthis.31stNov2008Examinethenewmarketandidentifytheneedsofthenewcustomers.15thDec2008Contactthesuppliersandordertherawmaterialsneededfortheproducts.1stJan2009Openuponlyonenewbranch.

1stJune2009ComparetheactualresultsofthenewshopswithbudgetedfiguresofthefirstsixmonthsiftheyareachievedthetargetsthatmeansthecompanyisfunctioningwellIfnotamendtheplanaccordingtothechangingmarketconditions.IfthetargetsarenotachievedJ&Sshouldidentifyreasonsadversevariancessuchaschangesincustomer'swants.31stDec2009Aftertheendof1styearthecompanyshouldcarryoutamarketresearchandanalyzeallitssalesfiguresinordertogetaclearpictureaboutthecurrentpositionofthecompanyandsettargetsforthenextyear.15thJan2010Makearrangementtoopenupthesecondoutlet.1stJune2010carryoutamarketresearchandidentifyminusesandtakeremedialactions.31stDec2010Comparetheperformanceofthesenewbranchesandtocompeteinthemarket.4.Examinetheimpactandmanagementofchangeinthebusinessoperations.3.1

WhennewbranchesareopenedthebusinessoperationsbecomemorecomplexandcompanywillnotbeabletofocusonservicesthereforeSmithmustmakesuretodesignitsbusinessplansinawaythatallobjectivesareachievedatthecorrecttime.Ifonethingwasneglectedthiswillaffectthebusinessplannegativelyresultinginheavyfinanciallosses.WhennewbranchisopenedSmithshouldrecruitmoreworkers.Theyshouldalwaysmakesuretorecruitpeoplewhohaveexperienceinthesimilarfield.Thisismoreeconomicalthantraininguntrainedpeopleandalsoworkinghoursshouldbearrangedinawaythatworkersdon'tfeelstress.Minorstaff'sopinionssuchascustomerserviceassistantsshouldbetakenintoconsiderationwhenmakingdecisionsbecausetheyarethepeoplewhoaredealingwiththecustomers.Sincethecompanyisenteringtoanewmarkettherearebarrierstoentrysuchasculturebarrier,languagebarrier.Smithshouldadoptthelocalcultureinthatmarket.Ifnottheymayfinditdifficulttosurvive.

PESTAnalysisPPolitical/LegalfactorsEEconomicfactorsSSocialandculturalfactorsTTechnologicalfactorsAllthese4factorsarefoundintheenvironment.ChangesinPESTfactorscanhaveanimpactoneeverybusiness.Ifmaybeapositiveornegative.Economicfactors

Economicfactorsrefertochangeininterestrates,Exchangerates,Inflation,changesintheeconomicgrowthandchangesinthetaxrates.Allthesechangeswillhaveaneffectonthebusiness.

Eg.IftheinterestratesincreasecostofborrowingwillincreaseandtheJ&Smayhavetocutdownontheborrowing.WheninterestratesincreaseoperatingcostwillincreaseandtheJ&Smayhavetoincreasetheprice.ThismayaffectJ&S's

differentfood...

UNIT4:RESEARCHPROJECTUNIT4:RESEARCHPROJECTProjectK/601/0941LO1Understandhowtoformulatearesearchspecification

Unit12HOSPITALITYOPERATIONSMANAGEMENTUnit12HOSPITALITYOPERATIONSMANAGEMENTHospitalityOperationsManagementH/601/1795LO1Understandtheoperationalandeconom...

Unit13CONFERENCEANDBANQUETINGMANAGEMENTUnit13CONFERENCEANDBANQUETINGMANAGEMENTConferenceandBanquetingManagementM/601/1797LO1Understandthenatureoft...

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sales.

Taxation

Iftaxationincreasestherewillbeafallinprofits.DividendstoJ&SpartnerswilldecreaseandtherewillbefallininvestmentbutifthereisareductionintaxationJ&Scanmakehigherprofits.

Inflation

IftherateofinflationincreasestherewillbeanincreaseinthecostonandJ&Swillbecompelledtoincreasethesellingprice.J&Swillbecomelesscompetitiveinthemarket,consequentlyvolumeofsaleswillfallthereforeinflationaffectsales.

Fromtheaboveegs.wecanseethatchangesineconomicfactorsmayhavefavorableoradverseimpactthereforeitisnecessarytoconstantlymonitorchangesintheeconomicfactors.Technologicalfactors

Changesintechnologymayhaveanimpactonthebusiness.Technologyhaschangedhowservicesareprovidedtocustomers.IncreaseininternethadeenabledPeoplefromothercountriestoVisitJ&Swebsiteandsubmitapplications.ThiswillhelpJ&Stoattractmorecustomers.J&SuselatesttechnologyreplacingpapercommunicationtherebyLCMIThavebeenabletoshowbetterresultsbyusingbettertechnology.

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INTRODUCTIONAsmallbusinessisabusinessthatisprivatelyownedandoperated,withasmallnumberofemployeesandrelativelylow

volumeofsales.Smallbusinessesarenormallyprivatelyownedcorporations,partnerships,orsoleproprietorships.Thelegaldefinitionof"small"variesbycountryandbyindustry,rangingfromfewerthan15employeesundertheAustralianFairWorkAct2009,50employeesintheEuropeanUnion,andfewerthan500employeestoqualifyformanyU.S.SmallBusinessAdministrationprograms.Smallbusinessescanalsobeclassifiedaccordingtoothermethodssuchassales,assets,ornetprofits.Smallbusinessesarecommoninmanycountries,dependingontheeconomicsysteminoperation.Typicalexamplesinclude:conveniencestores,othersmallshops(suchasabakeryordelicatessen),hairdressers,tradesmen,lawyers,accountants,restaurants,guesthouses,photographers,smallscalemanufacturing,andonlinebusiness,suchaswebdesignandprogramming,etc.

Whydopeoplestartasmallbusiness?Somewanttospendmoretimewithfamily,andstartingabusinessallowsthemtodothat.Somefinditexhaustingtobeoutsidethehouseallday,dealingwithtraffic,coworkers,meetingsandinterruptions.Somepeoplehateansweringtoabossallthetimeneedingpermissiontoscheduleadentistappointmentortakethedayoffwhenthey'resick.Somepeopleareunmotivatedbythesecurityofaregularpaycheckandpreferthechallengeofthedirectrewardsorlossesthatentrepreneursseefromtheirefforts.

Maybeyouwanttobuildanempireandbecomefamous,orcreateawealthgenerationmachinethatyoucanpassontoyourchildren.Orperhapsyoucan'tconvinceanyonetorecognizeyouruniquevisionandyou'vedecidedthatitwillnevercometofruitionunlessyoustrikeoutonyourown.Ormaybeyou'rethinkingofselfemploymentbecauseyou'vebeenunemployedforsolongthatyoufeelthatyou'veexhaustedalltheotheroptions.

Becomingasmallbusinessownerhasuniquechallengesandrewardsthataren'trightforeveryone.Youmustbedriven,disciplinedandabletoidentifyaproductorservicethatpeopleneedonethattheywillpayenoughfortoallowyoutolivecomfortably.Youhavetodevelopmarketingskillsandbeabletofindyourownwork,becauseitwon'tfallintoyourlapuntilafteryou'rewellestablished.Businessownersneedtounderstandhowtobudget,keeprecordsandhandlesmallbusinesstaxes.Theymustfamiliarizethemselveswithemploymentlawsiftheywanttohirestaff.Theyalsoneedaplanforprotectingtheirbusinessandeverythingthat'stiedtoitifsomethinggoeswrong.TASKONE

Usinganorganisationofyourchoice,explainthefollowing:DescribetheprofileofaselectedsmallbusinessHaabasbeautysaloon




HaabasbeautySalonhasbeenservingtheGambianforover3years.Theowner,Haaba,has3yearsexperienceasahaircutterandasaprofessionalstylistforweddings,proms,andspecialoccasions.Thesalonhasafullservicestaffwithverylittleexperienceinhairandnailcare.HaabasSalongoalsaretocreateafriendly,relaxed,warm,andcomfortableplaceformenandwomen,children,andfamilies.Shealsoenjoysprovidingsalonservicesforpeopletoenjoyhavingtheirhairandnailsdone.Thesalonsinteriorprovidesanaturalenvironmentfilledwithbeautifulgreenery,soothingstereomusic,andcableTVtomaketheentirefamilyfeelcomfortable.Haabaisalwaystheretofinishupclientshairsoastogivethemthebestlooks.Thesalonservicesofferedarehaircuts,highlightcolouring,perms,updos,bridal,homecoming,specialoccasionstylesandnailcare.Makeanappointmenttodayandexperiencethefriendly,warm,andcomfortableserviceyoudeserve.

ReviewandanalysetheperformanceofabusinessPerformancemeasurementcouldbeseenintwowaysmainly,*Organisationalperformancemeasurement*Individual/workforcemeasurement

ORGANISATIONALPERFORMANCEMEASUREMENTUnderthesection,performancesaremeasuredunderthefollowingcharacteristicsorelement:*Levelofoutputisitbelow

expectationsoraboveexpectation?Isthereanydeviationbetweenplannedresultsoractualresults?*Theprofitabilityoftheorganisation.

*Thelevelofmarketshare.*Thesalesreturnandreturnoncapital.*Durabilityintermsoftime,frameandbusinessexistence.INDIVIDUAL/WORKFORCEMEASUREMENT

Here,performanceismeasuredbytakingintoaccountsthefollowingelements:*Thelevelofovertimespentbytheindividualbeyondthenormaltime.*Howefficientandeffectiveistheworkforceorindividualefficiencyandeffectivenesstakesintoaccountperformingataskwithinashorterperiod,competencyreductioninerrorsandmistakes*Theoutputandthetimeframerequired.

*Thelevelofpunctualityandcommitmentoftheworkforcetowardsmeetingobjectivesandgoals.*Themeetingofabenchmarkorayardsticksetbytheorganisationormanagement.

IdentifythestrengthsandweaknessesofthebusinessSmallEnterpriseStrengthsPersonalTouch

Customerswilloftenpayapremiumforpersonalizedattention.Inmanycompanieswhereproductsandpricesdifferencesareminimal,thehumanfactoremergesasaprimecompetitiveadvantage.GreaterMotivation

Keymanagementofsmallenterprisenormallyconsistsoftheowner(s).Theyworkharder,longerandwithmorepersonalinvolvement.Profitsandlosseshavemoremeaningtothemthansalariesandbonuseshavetotheemployeesofamultinationalcompany.GreaterFlexibility

Asmallenterprisehastheprimeadvantageofflexibility.Bigcompanycannotstopoperationwithoutoppositionfromorganizedlabor,orevenincreasepriceoftheirproductswithoutpossibleinterventionfromgovernment.Smallenterpriseshaveshorterlinesofcommunication.Theirproductlinesarenarrow,theirmarketlimitedandtheirfactoriesandwarehousesarecloseby.Theycanquicklyspottroubleoropportunityandtakeappropriateaction.Lessbureaucracy

Insmallbusinessthewholeproblemcanbeunderstoodreadily,decisioncanbetakenquicklyandtheresultscheckedeasily.Butinamultinationalcompany,bogusmanagementstructurecanleadtodelayintakenactionandbureaucraticinfluences.Unobtrusive(LessConspicuous)

Smallcompanycantrynewsalestacticsorintroducenewproductswithoutattractingundueattentionoropposition.Thisispossiblebecauseitisnotquiteasnoticeableasmultinationalcompany.Largecompanyisconstantlyfacedwithproxybattles,antitrustactionsandgovernmentregulations.Itisalsoinflexibleandhardtochangeorrestructure.

WeaknessesofsmallbusinessenterpriseLocation

Thelocationofmyshopisverybad.Duringtherainyseason,therearemassivepoolsofwaterandcarsrarelywanttocomearoundthatarea,therefore,Ihardlyhaveanyclientsduringthatperiod.Attitude

Theattitudeofmystafftowardsaclientisexcellentbuttheyhardlycometowork.Iftheyevershowup,itsneverontime.I



havetoalwayscallthemandwakethemupbeforetheycometoworkandtheabsenteeismisveryrampant.Itisalwaysoneexcuseortheother.Managementstyle

ThemanagementstyleIuseinmysalonislaissezfaire.Ioffernoorverylittleguidancetomystaff,amidstleavingthemtomakedecisionsontheirown.Asmuchasitcouldbeovertlyeffectiveinthosesituationswheremostemployeesormembershappentobehighlyqualifiedandskilfulintheirareaofexperience,ithasoftenledtopoorrolesdefinitionplusasheerlackinmotivation.Qualityofproducts

Iuseverypoorqualityproductsinmysaloon.Ibuythecheapthingssoastogetmoreprofitattheendoftheday.TheshampooandhairlotionsIusehaveverypoorqualitytherebydestroyingmyclientshair.Thisthereforediscouragesthemtocomebacktomysaloon.ExternalOpportunitiesandThreats

Situationalanalysesconsideropportunitiesandthreatsfromtheexternalenvironment.Externalopportunitiesincludethingssuchasgapsinthemarketthatnocompanyiscurrentlyserving,newmarketsandothercleargrowthopportunities.Externalthreatsincludenewproductreleasesfromcompetitorsandnewcompetitorsarisinginthemarket.Arangeofexternalfactorscanpresenteitheropportunitiesorthreats,dependingonthespecifics.Changesinthelaw,forexample,canprovidedistinctopportunitiestosomebusinessesinanindustrywhilethreateningthesurvivalofothers.Changingconsumerpreferencesandmarketchangingnewproductcategories,asanotherexample,cangivenewentrepreneursaworldofopportunitieswhileseriouslythreateningestablishedbrands.

RECOMMENDATIONSTOOVERCOMEWEAKNESSESLackofexperience.Noteveryoneiscutouttobeanentrepreneur.Analyzethestrengthandweaknessesofstartingyourown

business.Itisimportantforbusinessownerstobeselfstarterswhoaregoodatplanning,organizing,andmakingdecisionsthatcanbenefittheirbusinessinthelongterm.Itisalsoimportanttochoosetherightbusinessforyouwhichmaynotbethemostprofitable,buttheoneinwhichyouhavethemostinterestandskillsets.Networkwithothermoreexperiencedbusinessownersonlineandinyourcommunitytoobtainfeedbackonhowyoucanstartandmaintainasuccessfulenterprise.Poorbusinesslocation.Knowingyourtargetconsumerswillhelpyouidentifywheretobestmarketyourproductsandservices.Insufficientcapital.Manyentrepreneursarenotawareexactlyhowmuchtheyneedforstartupcapitalandhowlongitwilltakebeforetheirbusinessturnsasteadyprofit.Doyourresearchandplanaheadtoidentifyareaswhereyourbusinessmayfallshort.Investigatepossiblefundingsources,suchasventurecapitalists.Poorcreditarrangements.Acomprehensivebusinessplanwillhelpeliminatepoorcreditarrangements.Poorinventorymanagement.Keepupdatedandaccurateinventoryrecordstoavoidfutureproblems.Unexpectedgrowth.Althoughitisoftenhardtopredictthefutureeconomy,comeupwithaplanforwhattodoinbothpositiveandnegativesituations.Considerconsultingcompaniesthatspecializeinhelpingbusinessesdealwithsituationsinvolvingunexpectedgrowth.

Benchmarking:Ifonepersonlagsbehind,theorganizationcan'tmoveforwardasaunit.Itisdifficulttoevaluateanemployee'sperformanceifyoudon'tknowwhatstandardsyoushoulduse.Benchmarksarestandardsforemployeeworkthatthecompanyrequires.Theemployee'sabilitytomeetthosebenchmarksshouldbethefoundationoftheperformanceevaluation.Setbenchmarksinseveralareasandcommunicateyourexpectationsformeetingstandardstoemployees.BenchmarksforProductivity

Employeesshouldknowexactlyhowmuchworktheyareexpectedtodoinaworkday.Theoptimumsituationiswhenthisproductivitycanbemeasured,suchasinproducinganumberofunits.Evennonmanufacturingproductivitycanbemeasured,however,intermsofsales,publicityarticleswritten,contactsinitiated,successfulnegotiationsandsoforth.Setspecificbenchmarksinanyareaofproductivityinwhichyouwanttomeasureanemployee'seffectiveness.BenchmarksforQuality

Qualityofworkmustbeapartofaperformanceappraisal.Establishlevelsofexpertiseyouexpect,andusethoseasbenchmarks.Youcanmeasureerrorrateinproductsproduced,customersatisfactionandeffectivenessofprojectsagainstastandardyouestablish.Thiscanbestatedasapercentage.Example:Employeemeetsqualitystandards85percentofthetime.BenchmarksforLivingUptoCompanyValues

Eachcompanyshouldhaveamissionstatementandasetofvaluesbywhichitoperates.Yourperformanceappraisalcanassesshowoftenandhowwellanemployeelivesuptothosevalues.Setabenchmarkthatdemandscomplianceintheneighborhoodof90percentofthetime,andseehowyouremployeesarealignedwithcompanyvalues.BenchmarksforProductorServiceEffectiveness

Ifyourproductorservicedoesnotliveuptocertainstandards,youwillsoonbeoutofbusiness.Thisisatleastpartiallytheresponsibilityofemployees.Evaluateemployeesagainstaproductorserviceeffectivenessbymakingthemresponsiblefor



improvements.Youcansetbenchmarksformakingimprovements,suchas:Employeecontributesqualityimprovementsuggestionsfrequently.Theword"frequently"wouldbeyourbenchmarkinthiscase,andthoughitissomewhatsubjective,atleastitgivesyouastartingpointforevaluations.Definitionofjobprocedures:Establishedworkprocedureshaveproventobebeneficialinmanyways.Theyplayanintegralroleinperformingjobssafely,providingstandardizedtrainingandbeingassistivewithinvestigations.Jobproceduresaredefinedasastepbystepdescriptionofhowtoproceed,fromstarttofinish,inperformingataskproperly.Whereconfusionseemstorunrampantisindeterminingwhetherajobrequiresanactualjobprocedureorshouldbeconsidereda"task"whichisasegmentofworkwhichrequiresasetofspecificanddistinctactionsforitscompletionorifitshouldbea"practice"whichisasetofguidelineshelpfulforaspecifictypeofworkthatmaynotalwaysbedoneinthesameway.Planning

Planningisanessentialbusinessfunctionthatrequiresadedicatedeffortfromthecompanysmanagementteaminordertofullyrealizethebenefits.Companiesoftenhaveanannualplanningprocesswherebythestrategiesandbudgetfortheupcomingyeararedetermined,but,ideally,planningshouldbeapartofeverydaymanagementthinking.Itisamindsetofcontinuallylookingforwaystomaketheenterprisemorecompetitive.Duringtheplanningprocess,goalsaresetforboththeshortandlongterm.Oncegoalsareset,strategiesaredeterminedtoreachthegoals.Informationistherawmaterialthatfuelstheplanningprocess.Managementmustgatherdetailedinformationaboutthestrengthsandweaknessesofcompetitorsinordertocomeupwithstrategiesthatcreateacompetitiveadvantageforthecompany.Marketresearchisalsokeyunderstandingyourcustomerswillallowyoutobetterattractandservethem.Consumersneedschange,theirtasteschange,andwhattheyarewillingtopayforproductsorserviceschangesdependingontheeconomicenvironment.Planningrequiresvision,ortheabilitytoseesuccessforyourcompanybeforeitoccurs.Knowingwhereyouwantthecompanytobeinthreetofiveyearsandwhatyouwanttoachieveduringthattimeisanessentialingredientofsuccessfulplanning.Companiesmustallocatetheirresourcestowhattheydeterminearetheirbestopportunities,andshouldbeconstantlyseekingoutnewopportunities.Acompanysbestopportunitiesresultfromacombinationofitscapabilities,orwhatitdoesparticularlywellincomparisontoitscompetitors,andwhatthemostcriticalcustomerneedsare.ThebusinessownermustanticipatethisandbringinadditionaltalentaswellasbuildtheskillsoftheexistingteammembersthroughadditionaltrainingandeducationSOURCESANDAVAILABILTYOFPROFESSIONALADVICE

Amanagementofanorganisationmightnotbeinabetterpositiontosolveorovercomethefundamentalweaknessesofbusinessperformance.Therefore,shareholdersandmanagementmayprefertocallonexternalpartiesbasedonareaofspecialty.Whateverconcreteadvicesaregivenandimplementedwithintheorganization.

Externalsourcesofprofessionaladvicesusuallycomefrom:Financialconsultant:provisionofsalientadvicesonfinancialstatement,cashflowstatement,tradingprofitandlossaccount.

Managementconsultantprovisionofadvicesonmanagementstructure,planningandcoordinatingofactivities,taskallocationanddefinitionofjobs,humanresourcesplanning,whichwouldbebasedondivisionoflabourandspecialization.Legalconsultanteveryorganizationhasalegalpractitionerthathandleslegalmattersoftheorganization.Thepractitioneradvicesonappointmentofstaff,legalrelationshipbetweenthegovernmentandtheorganization,betweenmanagementandstaffandbetweenbusinessandbusiness.Itistheresponsibilityofmanagementtoimproveonitsexistingfinancialrecords.Keepingtrackrecordsondebtcollection,payrollsystem,andfinancialauditingandbalancesheetstatementwilldefinitelyimproveonexistingweaknessesoftheorganization.Failuretoabidetothisfinancialdisciplinewilldefinitelycreatebankruptcyandliquidationoftheorganization.Failuretoabidetothisfinancialdisciplinewilldefinitelycreatebankruptcyandliquidation.

USINGTHESAMEORGANISATION,SUGGESTNEWARESOFEXPANSION:ANDINVESTIGATEWAYSOFSTRENGTHENINGEXISTINGPERFORMANCE.FindingnewcustomersisthemajorchallengeforSmallbusinessowners.Smallbusinessestypicallyfindthemselvesstrappedfortimebutinordertocreateacontinualstreamofnewbusiness,theymustworkonmarketingtheirbusinesseveryday.Commonmarketingtechniquesforsmallbusinessincludenetworking,wordofmouth,customerreferrals,yellowpagesdirectories,television,radio,outdoor(roadsidebillboards),print,emailmarketing,andinternet.ElectronicmedialikeTVcanbequiteexpensiveandisnormallyintendedtocreateawarenessofaproductorservice.*2.2)investigatewaysinwhichexistingperformancecouldbemaintainedandstrengthenedAstherearelotofsmallbusinessesacrosstheglobe,itisnecessarytomaintainsustainabilityandsurvival.Theactofmaintainingandstrengtheningexistingbusinessbymanagementandshowproprietorshipisquitedifficultandcomplex.Butnevertheless,itisaresponsibilitybestowedonownerstomaintainandstrengthentheirprojectsororganisations.Thesefactorsorelementsarecharacterizedwiththemaintenanceandstrengtheningofexistingbusiness:MARKETSHARE/POSITIONING:marketshareisthenumberofcustomersportfolioattachedtothatbusiness,anditisalwaysdeterminedinpercentage.Agivenpercentagemustbemaintainedasamarketshareinorderforsustainabilityandgrowth.BUSINESSPENETRATION:thestrengtheningofabusinessrequiresconstantandpersistentmarketpenetrationinallcornersofthesegmentedmarketsbyreducingthepriceforproductsandmaintainingqualityproductanddelivery.CUSTOMERRELATIONSHIP:existingbusinessmustestablishcordialandfriendlyrelationshipbetweentheorganisationanditscustomers,regardlessofwhetherthecustomerisanexistingorpotentialone.MAINTAINING



APPROPRAITEPERFORMANCERECORD:themanagementmustcloselymonitortheperformanceoftheworkforce.Theperformancerecordtakesintoaccountabsenteeism,highlabourturnover,punctuality,productivityandefficiency,etcADVISORYRELATIONSHIP:businessesmustreceiveadvicesfromexpertsinallcornersinordertoprotectthebusiness.Someofthefundamentaladvisorscomefromlegalpractitioners,financialconsultants,managementandmarketconsultants.PRODUCTQUALITYANDDELIVERY:theresearchanddevelopmentshouldconstantlyworktomaintainandprovidequalityproductandservices,plusquickdeliveryandaccessibilitybycustomers.HowdoIStructureaPerformanceReview?

Theperformancereviewiswrittentomeetseveralgoals.Thosegoalsincludejudgingtheviabilityofyouremployeesperformance,benchmarkingthatperformanceanddevelopingacareerpathforyouremployee.Whiletheinformationwithinthereviewwillvarybyemployee,thestructureofeachperformancereviewshouldbequitesimilar.GeneralPerformance

Theemployeesgeneralperformanceincludesbasicworkplaceresponsibilities,suchasattendance,punctualityandpolicyadherence.Generalperformancealsoincorporatesthesoftresponsibilities,includingattitude,cooperativeness,approachabilityandtheemployeesoverallabilitytotakecleardirection.Althoughtheseaspectsarenotimmediateaspectsoftheemployeesspecificjobresponsibilities,theseaspectscangreatlyaffecttheoverallsuccessorfailureoftheemployeesjobsuccess.Therefore,itisimportantthatyounotonlyaddresstheseaspects,butprovidesupportingexamples,suchasanattendancerecord,customercomplimentorcustomercomplaint.SpecificJobResponsibilities

Thespecificjobresponsibilitiesaretheimmediateitemsinwhichtheemployeeisresponsibleforcompletingeverydayandwithoutfail.Dependingontheposition,theseresponsibilitiesmayincludecustomerservice,sales,inventoryandevenresolutions.Thesearetheresponsibilitiesthatdirectlyaffectthebusinesswhentheyarenotcompleted.Yourreviewofthesespecificsshouldincludeacloseanalysisofyouremployeesproductivityandsuccesswithintheposition.Likethegeneralperformancesection,youshouldsupportyourfindingsandcommentswithsupportinginformation.Thiswillmaketheinformationandfindingseasierfortheemployeetounderstandduringyourperformancereviewdiscussion.YeartoYearComparison

Ifyouareevaluatingatenuredemployee,yourperformancereviewshouldincludeasectionthatprovidesayeartoyearorevaluationtoevaluationcomparison.Thecomparisonshouldreviewthecontinuedprogress,aswellastheareasthatneedimprovement.Thisevaluationcomparisonwillalsobegintoshowapatternofexpectancyfromyouremployee.Intheeventofapoorevaluation,acomparisonofevaluationswillhelpyoutoidentifyifyouremployeeisjusthavingasubparyear,strugglinginacertainareaorsimplyneedingachangefromtheposition.Comparisonsalsohelptoidentifyemployeesthathavegrownthroughtheirpositionwithhopesofadvancementorpromotion.

GoalSettingsGoalsettingisanessentialforceintheperformancereview.Thegoalsthataresetwithintheperformancereviewarebased

onthefindingsoftheaforementionedsections.Thisindividualizedsectionwillprovidetheemployeewithstepstowardimprovingtheirpositionandsuccesswithinthecompany.Thegoalsshouldincludeitemssuchasimprovedattendance,refinedmetricsadherenceandimprovedaccuracy.Thegoalsshouldbeclearlystatedandwithintheemployeesreach.Considerations

Itisimportantthatyouprovideanunbiasedreviewoftheemployee.Theperformancereviewshouldbebasedonfactsthataresupportedwithevidencethathasbeencollectedthroughouttheyear.Avoidusingrumors,innuendosandguessworkwhencompletingtheperformancereview.Itisalsoadvisedthatyoucompletethereviewwhenyouareclearheaded,wellrestedandwithoutangertoensurethatyouprovidingafairreview.

*2.3)SUGGESTNEWAREASINWHICHTHEBUSINESSCOULDBEMAINTAINEDANDSTRENGTHENEDJUSTIFYINGSUGGESTIONS.

Newopportunitiesarebenefitedandcompetitivemeritsopenedtoexistingbusinesses.Whethersmallorlarge,businessfacesopportunitiesduringtheirstayinoperationorbusinessactivities.Someofthenewopportunitiesavailabletoexistingbusinessesareasfollows:

IDENTIFICATIONOFAREAOFEXPANSION:itistheresponsibilityofmarketerstoexpandtheirmarketingactivitiestoareasoutsidecentralmarketing,butrathertoevaluateandtargetmarketthatfallsoutsidetheirgeographicallocations.Thissimplymeansthattargetinglocationsisinstrumentaltomarketshares,customerportfolioandprofitability.

EXPORTMARKETING:Localmarketingdoesnotrequiretheexpectedgrowthandprofitorganisationandmarketersneedtoventureintoexportmarketknownaninternationaltrade.Exporttradeincreaseprofitabilityandgrowth,butfallduetosomeobstaclesrangingfromroomlanguagebarrier,conversionofcurrency,governmentregulation,climaticconditionandcultureofthepeople.



MARKETDEVELOPEMENT:accordingtoAnsoff,onenewopportunitiesofbusinessisthroughmarketdevelopment.Itisaprocessthatmarketersandorganisationsundertakebynotonlylookingatcontemporarymarket(existing)butrathertolookatnewmethodsthroughmarketdevelopmentthattargetsnewcustomers,newlocations,newperceptionsandcultureandaboveallproductappreciations.

RESEARCHTECHNIQUES:Inthemoderncompetitiveenvironment,researchtechniquesanddevelopmentplayacrucialroleincreatingopportunitiesforbusiness.Theserequiretechniquesbasedonquantitativeandqualitative.Qualitativetechniquesdealwithsoundopinions,views,andperceptionsofpeoplebothwithinandoutsidetheorganisation.Onthecontrary,qualitativetechniquesevaluateissuesorprovideinformationtoorganisationintheformofpercentage,comparingperformances,assessingactualandplannedobjectivesorresults.Attheend,criticalanalysisismadeandsounddecisionstakenonaparticularproblem.

REBRANDING:thishasbeenanopportunityfororganisationandmarketers.Whentheproductisrebranded,itbecomesappealingtonewcustomers.Italsocreatesmarketpenetrationbytakingarebrandingproducttothesamecontemporarymarket.Thisaddsvaluetotheorganisationintermsofcustomerconfidence,customerretentionandcompanysimageandreputationisbestowed.

IDENTIFYBUSINESSOBJECTIVESANDPLANS,ANDPREPAREACTIONPLANSTOTHECURRENTIMPLEMEMTATION(BASEDONTHESITUATIONANSOCIETY)*3.1)REVIEWEXISTINGBUSINESSOJECTIVESANDPLANS

Animportantpartofyourbusinessplanistostatewhatyourgoalsasacompanyare.Ifyouareastartup,thenyoullwanttoprojectoutforseveralyears.Forinstanceyouwouldstateyourcurrentpositionandwhereyouplantobeinsixmonths,oneyear,andsoon.Youdlistyourproductorservicesandexplainyourgrowthplansforthelistedperiods.Ifyoureanexistingbusiness,youwouldshowyourcurrentposition,andthendothesametypeofprojections.Abusinessplanisnotaonetimedocument,atleastitshouldn'tbe.Mostbusinessesputtogetherabusinessplanduringtheirstartupphasetoorganize,attractpartnersandemployees,andtotryandgetaloanorfinancialinvestment.Thisisagreatuseofabusinessplan,howeverfartoooftenoncethecompanyhasstarteduptheplanisn'ttouchedagain.Ultimately,abusinessplanisaboutresults,aboutmakingyourbusinessbetter.Ifyoudon'tthinkdoingabusinessplanwillimproveyourbusiness,thendon'tdoone.Planningforplanning'ssakeisawasteoftime.Whereaplanismostlikelytomakeyourbusinessbetterisbyallowingyouto:1.Setprioritiesproperly.

2.Trackplanvs.actualresultsandmakecoursecorrections.3.Planandmanagethecriticalnumbersthataren'tintuitive:notjustprofitandloss,buttherelationshiptocashflow,balancesheet,andratios.4.Communicateyourplantoothers:partners,employees,lenders,andinvestors.Youmayhaveagreatplaninyourhead,butassoonasyouneedtoexplainittoothers,youneedtowriteitdown.ReviewingYourPlan

Sohowdoyoumaintainyourbusinessplan?Wehavetofirstestablishthatwithoutregularreviewmonthlyoratleastquarterlyreviewofyourplannedvs.actualresults,withpracticalanalysisofthereasonsforvarianceplanningislikelytobeawasteoftime.Realplanningrequiresregularreviewsjustasmuchasnavigationrequiresknowingwhereyouareaswellaswhereyouwereandwhereyouwantedtogo.Everyrealplanneedstobefullofspecificdates,budgets,forecasts,andmanagementresponsibilities.Peopleinvolvedhavetoknowtherewillbetrackingandfollowinguponspecifics.Thenthatplanmustbereviewedagainstresults,andthosereviewsshouldproducecoursecorrectionsandfinetuning.Generallyabusinesshopesforaconsistentlongtermstrategybuiltonshortstepincrementalchanges,notmajorrevisions.Consistencyisimportanttostrategy,andthebusinessshouldavoidthetemptationtojumparoundfromonestrategytoanothersoquicklythatnostrategyiseverreallyimplemented.Rememberthatevenamediocrestrategywellandconsistentlyimplementedismuchbetterthanabrilliantstrategythatwasn'timplemented.However,businessesdocometocrossroadsdemandingmajorrevisionsintheirbusinessplan.Thesearesomesignsthatindicateitstimetoreviewyourplan:Majorchangesinmarketsituation.Lookespeciallyforchangingmarketfactorsandchangingmarketbehavior.*Haveyourunderlyingbusinessassumptionschanged?Asanexample,theInternethaschangedthebusinesslandscapesoenormouslythatinsomeindustriesalmostanyplanthatwasdevelopedwithoutaviewoftheInternetmayneedrevisions.Thatmaynotbetrueforalandscapearchitectorrestaurant,butforatravelagent,graphicartist,ormarketresearcherit'sobvious.*Doyouhavenewcompetition?Havenewcompetitorsemerged,orexistingcompetitorschangedthebusinesslandscapesomuchthatyouneedtoreviewandrevise?*Hastheproductorservicepicturechanged?Forexampleanewtechnologymayhaveemerged,changingthemarketperceptionofwhatyousell.Theremaybenewproductsorservicesofferingrelatedsolutionstothesameuserneedsyousatisfy.Majorchangesininternalsituation.Themostobviousmajorchangesarechangesinownership,whicharefrequentlytheresultofchangingpartnerships,divorces,deaths,andinvestment.Thecompanytakesonnewpartners,orsellsouttoalargercompany.Onamoreominousnote,thecompanysufferssignificantdeclinesinsales,profits,andfinancialhealth.Alwayskeeptherevisioninperspective.Whileyoudowanttoreviewandcorrectconstantly,youdon'twanttochangeastrategyunlessyouaresureitisn'tworkingoryouseerealchangesintheunderlyingassumptionsthatformed



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thefoundationsofstrategy.MaintainingYourPlan

Thepurposeofmaintainingyourplanistousebusinessresultstoguideyourfuturedecisions.Theplanitselfhasnovalueifitdoesn'thelpyouimprovebusiness.That'sregardlessofhowgoodorbad,howbrillianttheideas,writing,orhowelaboratethetablesandcharts.Itsvalueisthedecisionsitleadsto.Thatmeans,ofcourse,thattomakeaplanworththeeffortofdevelopingit,you'llwanttofollowitup.Whetherthat'severymonthoreveryquarter,youneedtotrackresults,analyzethedifferencebetweenplanandactualresults,andmanage.Changethingsthatneedtobechanged.Comparewhatyouplannedtowhathappenedinreality.Askyourselfthefollowingquestions:*Whatwentwrong,andhowcanwefixit?

*Whatwentright,andhowcanwetakeadvantageofit?*Whatchangestookplaceinthecompetitivelandscapethatcouldbeupdatedintheplan?*Whatchangestookplace

affectingourmarketthatcouldbeupdatedintheplan?*Whatchangestookplaceinternallyinourorganizationthatcouldbeupdatedintheplan?Afteryou'veansweredthesequestions,updateyourplanaccordingly,setnewbudgetsandmilestones,adjustyourfinancials,andrepeattheprocesswithanotherreviewofyourplanagainnextmonthornextquarter.Updateyourplanaccordinglyagain,andkeeprepeating.You'llfindthatmaintainingyourbusinessplangivesyouabettergrasponyourbusiness,yourmarket,andeverythingelsethathappenswithyourcompany.

Conclusion

Startingasmallbusinessiscomplex,timeconsumingandlifealtering.Therearemanymorethingsthatgointorunningitthanjustprovidingtheproduct(s)orservice(s)thatyourbusinessoffers,however.You'llalsoberesponsibleforyourbusiness'sfinances,protectingyourbusinessandpersonalassets,keepingyourbusinesslegal,payingtaxes,keepingrecords,managingemployeesandmore.Ifyouunderstandwhatyou'redoingandknowhowtominimizetherisksandchallenges,theindependence,personalsatisfactionandfinancialrewardsyoucanachieveasanentrepreneurcanmakestartingasmallbusinessthebestdecisionyou'llevermake.(Makeyourdreamareality.Findoutwhatyoucandotoreachthisfinancialgoal

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SUNDAY,FEBRUARY8,2015

Foodandbeverageservices

LO1Understandtheoperationalandeconomiccharacteristicsofhospitalityoperations1.1analysesthenatureoftheproductandservicearea1.2Evaluatethedifferentinfluencesaffectingpatternsofdemandwithinhospitalityoperations.1.3Comparecustomerprofilesandtheirdifferingexpectationsandrequirementsinrespectofhospitalityprovision1.4AnalyzefactorsaffectingaveragespendingpowerinhospitalitybusinessLO2understandproductdevelopmentwithinahospitalityenvironment2.1evaluatethekeystagesinproductandservicedevelopmentappliedwithinahospitalityoperations2.2analysesthefeatureswhichcontributetowardsthecustomersperceptionofproductsandservices2.3assesstheopportunitiesandconstraintsaffectingproductandservicedevelopmentwithinahospitalityenvironment2.4evaluatedifferentmerchandisingopportunitiesforhospitalityproductsandservicesLO3understandpricingandprofitabilityconceptswithinhospitalityoperations3.1evaluatedifferentmethodsofpricingtakingintoaccountadditionalpricingconsiderations3.2assessthefactorsinhospitalityoperationswhichaffectrevenuegenerationandprofitabilityLO4beabletouseappraisaltechniquestoanalyseandimproveoperationalperformanceandmakeproposalsforaction4.1applydifferentperformancesmeasuresandappraisaltechniquestoindividualaspectsofhospitalityoperationstheproductandthewholeoperations4.2determinetheeffectivenessofdifferentquantitativeandqualitativeappraisaltechniquesandtheirapplicationtohospitalityoperations4.3applyapproachestobusinessanalysisevaluationandplanningappropriatetohospitalityoperation,makingproposalsforactions.

IntroductionIreadoutwholecasestudyandIfoundachevalierishospitalityestablishmentwhichissituatedonbeachandbecauseof

manyproblemstheirsalesgoingdown.Ifoundthatthereisnomanagement,servicesarenotthatmuchgood,badconditionofrestaurant,nosignage,lackofstafftraining,noexperiencedpersonsinestablishmentandpropercleaning.Customersbecomelessdaybydaybecausetheyarenotsatisfiedwithservicesandatmosphere.Chevaliersgeteasilymakemoneyfromrestaurantbuttheydonthaveproperplanningandexperiencedpersonstorunbusinessingoodwayormakingmoreprofits.Theirrestaurantsituatedonthebeachanditisreally

FOODANDBEVERAGESERVICES



verygoodlocationforbusinessbecausecustomersattractfromnaturalthings.Peoplelovetoseeviewsandenjoyingfoodwhilewatchingseaviews.Chevalierssituatedonbeachwiththreestoriedrestaurant.Inthisrestauranttheyhavebeachlevelkiosk,lacarterestaurantanditcancoverupto100coversandtheyalsodoingoutdoorcateringfacilitywith200covers.Inthisestablishmentmostofthepeoplecomefrommiddleclassfamilies.Differenttypesofcustomerscomeheretoenjoyfoodlikeparentswithchildrens,walkers,joggersandcouples.Fromthelastoneyearchevaliersbusinessinlossbecauseoflesscustomers.Thesuccessofanyhospitalitybusinessdependsmainlyonitsdevelopmentplans.Businessdevelopmentincludesawiderangeofactivitiesthatcreateneworchangedofferings,organizationsprocess.Itenhancessales,improvescustomersatisfaction,augmentsquality,diminishescostsandachievesnumerousbenefitsfororganizationstobesuccessfulandhereIimplementdifferentstrategiestoimprovebusiness.Therearenumbersofthingstorunbusinessandmakemoreprofitslikepricingoffandb,accountingandmaintenanceetc.

Lo1understandtheoperationalandeconomiccharacteristicsofhospitalityoperations.NatureoftheproductandservicesareasBuffetservice

ABuffetServiceisaselfserviceservingstylewheretheguestsservethemselves.Thisstyleisagreatmethodforfeedinglargenumbersofpeoplewithminimalhelp.Thedinnerbuffetisthemostpracticalandcongenialwayinwhichtocareforyourguests.TherecanbemanyvariationsoftheBuffetService.Itcanbeeithercountrycasualorsemiformal.Itprovidesamorerelaxedmethodofdiningandamorevariedmenuthanafullservicemeal.Theentertainingbuffetpresentationoffoodcanbeplacedononeormoretablesclosebutawayfromthetableswheretheguestswillbeseatedduringdinner.Theguestswillgotothebuffettablesandservethemselvesfromavarietyofmenuitems.Therearehotbuffetsandcoldbuffets.Coldbuffetsaretypicallysaladsandsandwiches.AlsothebackyardbarbequecanbeaBuffetService.Anentertainingdessertbarcanbeusedforanafternoongatheringoffriends.TheBuffetServicecanhaveastaffwheretheguestsbringtheirownplatealongthebuffetlineandaregivenaportionfromaserveratoneormorestations.Anadvantageofbuffetsisthatguestshavetheabilitytoreviewfoodbeforeselectingitandtakingonlythequantityneeded.SinceabuffetinvolvespeopleservingthemitislesselegantthanTableService.BuffetServiceisusedanytimetherearelargegatheringsevenatmanyformalweddingreceptions.Buffetmeanstofeedlargenumberofpeopleatonetime.Inchevaliersweprovideabuffetserviceforcustomers.Therearedifferenttypesofbuffetservicesinthisworld.Chinesebuffet,Indianbuffet,Italianbuffetetc.buthereIdecidedtoimplementedFrench,continentalbuffetforcustomersbecauseofEnglish,kiwipeoples.InNewZealandmostofthepeoplelovetoeatcontinentalfoodsotheFrenchbuffetisbestoption.Inbuffetsystemweprovidemanydisheswithonecostandguestenjoyfoodwithbulkquantity.Customershavetoservethemselvesfromdifferentstationslikeasaladbar,hotitems,desertstationandallentre,mains.Hereweprovideoutdoordinning,friendlyenvironment,privatepartiesetc.accordingtocustomerneeds.

(http://restaurants.about.co)Bestlocationforbuffetandsetup

Buffetsettingrequiresplanningwithregardtolayoutandeasyaccessforeveryguest.Buffetbestlocationisnearkitchen.Sothatifdishesemptyneedsrefillingitwonttaketimeaschevalierskitchenisneartomainhall.Moreoveritwillbeeasierforguestsaswellastheydonthavetowaitlongforfoodanditwilleffectonchevalierssaleasifcustomershappythentheywillcomebackagain.Trafficflowandafoodareessentialtothesuccessofabuffetline.TheRightWaytoSetUpaBuffetTable

*Stackplatesattheheadofthetableandsilverwareandnapkinsattheend.*Allthefoodshouldbeaccessiblefrombothsidesevenforsmallgroupsandalllidsandcoversshouldbecompletelyremovedonceservingstarts.*Beveragesshouldbeservedonaseparatetablethat'sfarenoughawayfromthemainbuffetsoasnottocausetrafficcongestion.*Dessertshouldalsobeservedseparatelyonitsowntableandshouldnotbeputoutuntilafterthemaincourse.*Providetongsandladlesinsteadofforksandspoonsforservingwheneverpossible.*Refilloftentomaintainfreshnessandflavor

BenefitsforchevaliersbyBuffetsserviceThemostobviousbenefitofarestaurantbuffetisthatchevaliersfeedalargequantityofpeoplewithminimalamountofstaff.

Thisisgreatforpayroll.Italsoallowsrotatingthefoodintherestaurantkitchenfaster.Itisbeneficialfortheestablishment.Buffetasspecialpromotionscandrawincustomersonabudgetwhomaynotroutinelydineoutatrestaurant.Andalsoitoffersagreatwaytocutfoodcostsandincreaseprofitmargin.Ithelpstogeneratemoreincome.Layoutofthekitchen

Themainconsiderationisdesigningakitchenisthatthelayoutshouldalloweasycleaningandcontinuousworkflowfromreceivingrawmaterialthroughpreparationandcookingtofinalpresentation.Equipmentsshouldbemovableorplacedoncleanarea.InthekitchenservingfoodandtheremustbeadivisionofpreparationareasForexample

Vegetablesstorageandpreparationshouldbeneartodeliveryasvegetableshavesoilonthemwhichcarriescperfringenssporesandifthevegetablesarecarriedthroughthekitchendustfromthevegetablesmaysettleoncookedfood.Sectionofraw



meatpreparationshouldbeseparatedfromcookedfoodpreparationtoavoidcrosscontaminationbecauserawmeatisfrequentlycontaminatedwithsalmonella.Ventilation

Adequateventilationinakitchenisveryimportantfortworeasonsfirstlytokeepthetemperatureandhumiditydownandsecondoneistoremovecookingsmellssteams.KitchenfloorItshouldbemadehardwearing,mats,easilycleanedmaterialwhichwillnotabsorbmoistureandwillnotaffectedbyfoodsuchasgreaseetc.Dcorinteriordesigninrestaurant

Dcorplayveryimportantroleinrestaurantsalesandpopularity.Dcorshouldbeaccordingtolocationandsetparticularthemeondcorlikeflowering,sportsetc.indcorsomanythingsincludedlikeceiling,flooring,furnishingandtheinteriorshouldbeairconditionerorheatingfacilityaccordingtoseasons.Aswearealreadyobservingthatwithourpresentdcorofchevaliersweenabletoattractcustomerssothatswhyweneedtochangeourdcorsuchaslighting,aslightshouldbechangedaccordingtothetimeofday.Alsosameaswithsound/musicvolumeduringdaytimeitshouldbelowvolumeascustomersneedlowvolumetheywantcalmmusicatthattimeinlunchtimecustomerswantloudmusic.Andindinnertheyareforfinediningsotheywantromanticmusiccollections.Alsowewillputflowersoneachtableacompliedwithcandles.Andalsoweputoutdoortablesforthosewhowanttoenjoytheirfoodwithsea.Barsetupinrestaurant

Barshouldbelocatedinonearea,thefoodbuffetandthedinninginanotherarea.Itwillhelporworkeasescongestionandreducespotentialfoodanddrinkdisasters.Abarplacedatthebackofarestaurantmoreintimateawayfromthehustleandbustleofthefrontofthehouse.StockRestaurantBarwiththeRightEquipment

Barsneedtheirownreachincoolers,icebins,hygienesupplies,papertoweldispenser,liquorwells,glassracks,wineracksanddrystorage.Coolersshouldbebigenoughtoholdbottledbeer,whiteandblushwinesaswellasbackupsofjuice,milkandotherbeveragesusedtomixdrinks.Arestaurantbaralsoneedsabeertowerandaplacetokeepkegscold.Youmayhavetorunbeerlinesfromthewalkincoolerifyourbardoesnthaveenoughspaceforkegs.Barfloorsshouldbecoveredwithrubberfloormatsforemployeecomfortandsafety.Barshouldbehandledbybartender.itshouldbecompulsorybarpersonavailableallthetimeduringrestauranthours.BarSetMoodwithLighting

Lightinginthebarshouldbesubtle.Notsodarkcustomerscantreadthemenubutdefinitelynottoobright.Recessedlightingandtracklightingwithdimmerswitchesallowcontrollingthelight,adjustingitforthetimeofday.Signage

Thesignageneedtobereplacewithanewsignboardinadditionwithcontactnumber,nameoftheestablishmentandalsoinbarweneedputbarsignagesrequiredasperlaw.Weneedputsignsforrestroomsandalsoputsignsforwetfloors.Cleaninginrestaurant

Thereisonlyonerubbishbinsoweneedtobuynewbinsandcleaningequipmentsforcleaningpurposes.Iftherestaurantalwayslooksbeautifulthanpeopleattractfromplaceandcomeagainandagain.(Restaurantmanagementandoperations)

1.2.EvaluatethedifferenceinfluencesaffectingpatternsofdemandwithinhospitalityoperationsPatternsofdemandinrestaurantHappyhoursforrestaurant

Differentpeoplescomesondifferenthourslikesomepeoplecomeforbreakfasttimeandtheywillneedquickserviceandtheirdemandslikefruitjuices,cerealsandcoldfoods.Andalsosomepeoplecomefordinnerandtheywilldemandhotfoods,moreformalservie.soitisvariespersontopersonaccordingtotheirdemandsrestaurantprovideservice.Itisgoodifrestaurantopensforwholeweek7daysbecauseitgeneratesmoremoneyandpopularity.Openinghoursasearliertheyopenat7andcloseearlysothisthinghastobechangedbecausetherewasnocustomeratthattimebutifwechangedtimingthanitsafeotherexpenseslikeelectricity,staffwageetc.openinghoursshouldbeat8to9amandclosinglatetodependonbusiness.Seasonality

Specialpromotionalideasforrestaurantstakeadvantageofonholidaysandotherspecialeventsthathappenthroughouttheyear.Specialmenusprovideandtakereservationsforbusytimes,likeNewYearsEveandMothersDay.Theinfluenceofweathertemperatureoneatinganddrinkinghabitschangingbyseasons.Seasonalityoffoodalsowillappealtobudgetconsciousasinseasonfoodisusuallymoreabundantsowillbelowerincost.Restaurantprovideslowcostfoodandwithdiscounts.Insummersthesaleismoreaspeoplewouldliketospendtimeonbeachonotherhandinwintersasitscoldpeoplewouldlikestayawayfrombeachsowehavemakeadifferentmenuforwinterstocustomersandasitsnotgoodbusinessinwinterstocutcostwecouldjustmakeourmenuslimited.Forwinterswecouldalsoarrangeoutsideheatingandinsideheatingforcustomercomfort.Toachieveourtargetwecouldalsoprovidespecialofferstoattractcustomersduringoffseason.(SeasonalFactorsAffectingtheRestaurantIndustry)

Socialeatingpatterns



Thefamilymealwasthefocuspointattheendofthedaywherefamilymembershavebeenawayfromhomeduringthedaytheycametogetherformealtimestodiscussthedaysactivitiesandtomakeplansforthenextday.Whiletimeandconveniencehavehadaneffectonthesocialaspectoffooditstruetosaythatfoodstillbringspeopletogether.Peoplesmeetuponparticularoccasions,weddingparties,ceremonyandonfestivals.Peopleenjoypartiesaswellasfood.(Foodhabitsandsocialchange,2008)

FoodandfashiontrendsThehospitalityindustryischangingrapidlybecausecustomersarechangingandtechnologyischangingandmarketsare

changing.Likefashion,restaurantoperationshavetrendsandfashionsthatretreatandflowwithtimerecalltherollerskatingwaitressesatdriveindinersduringthe1950s.Listedbelowaresomepopularrestauranttrendsthatarentlikelytodisappearforawhileyet.Therenumbersoftrendsinrestaurantforcustomersandtopromotetheirrestaurant.Toattractcustomerssomeofthemaintrendsarefollowing:1)Offeringdiscountsandcoupons

Offeringdiscountsandcouponstoregularcustomersorduringoccasionslikefestivals,newyearetc.Nowdayspeoplelovetobargainanditisgoodifrestaurantgivediscountsandcouponstocustomers.Restaurantsprovidedifferenttypesoffoodsaccordingtocustomerneedsandalsoprovideoptionsinmenuslikefoodplusdrinkfreeitwillmakemoremoneyandpopularityinparticularregions.2)Publichealthconcerns

Nowdayspeopleareveryconcernabouttheirhealthsandrestaurantsarebeingpressuredtocreatehealthiermealswithsmallerportions.Restaurantneedtocareaboutcustomersandprovidenutritiousfoodwithcleanliness.Differentpeoplehavedifferenthealthproblemssoaccordingtheirdemandsorneedsrestaurantprovidefood.Restaurantsalsoprovidechildrensmenuwithhealthierfood.Inkidsmenutheyprovidesaladsandfruitswithuniquepresentationsokidseasilyattractfromfood.Forexample:Americansareoverweightandplaguedbychronicdiseasesuchasdiabetes.Inresponsetopublicdemandrestaurantsprovidesmallerportionssizesandhealthierfoodoptionsontheirregularmenu.

3)SocialmediaforrestaurantTherearenumbersofsocialsitesforexamplefacebookandtwitterforrestaurantmarketandfoodintroductionwiththeir

benefits.Itisformarketingandadvertisingtogrowuprestaurantbusiness.Manypeopleinterestedininternetsotheyalwayscheckwheretoeat?Whichisbestplacetoeat?Ininternetpeoplecanfindrestaurantnamesandcontactdetailsalsomenuavailableonrestaurantwebsite.Customersordersonlineoronphonecallandwillgethomedeliveriesfromrestaurant.Facebookandtwitterisamediumtopromotespecialsandeventsanditwillreallywork.Regionalandethnicinfluence

Inthisworldtherearesodifferentcountriesandpeoplesandtheyhavetheirtraditionsregardingfood.DifferentpeoplehavedifferentneedsforexamplepeoplefromIndiaalwayspreferIndianfood,ChinesepeoplepreferChinesefood.PricingandeconomicfactorspricingwillbesetaccordingtotimeofyearMarketconditions,climateandchangesingovernmentlegislationallhaveaneffectonfoodcosts.Thechoicesmadeinsourcingfood,preparingorbuyingreadymadefoodwillalwaysinfluencedbyprice.Foodneedstobewithinapersonalbudget.Anditchangesbytheseasonwillbechanged.Elasticityofdemand

Elasticityofdemandisthesensitivityofthesalesvolumetochangesinprice.Demandfluctuatesinresponsetofactorssuchasachangeinpricing,foodqualityortheenvironmentforexamplerefurbishment.(http://www.ehow.com)

1.3Comparecustomerprofilesandtheirdifferingexpectationsandrequirementsinrespectofhospitalityprovision.Achievinghighlevelsofsatisfactionatarestaurantthroughgoodcustomerservice,qualityfoodandmakingdinersfeelvaluedisimportantbecausesatisfiedcustomersaremorelikelytoreturn.Onaverageasatisfiedcustomerwilltelltwotothreepeopleaboutgoodfoodandservicewhereasanunhappyonewilltellfivetotenpeopleshowdissatisfiedhewas.Customersatisfactionorexpectationsurveysareanimportanttoolthatwillaidyouinreachingyourhighcustomersatisfactiongoals.Therearenumbersofrestaurantsaccordingtodifferentcustomerslikefamilyrestaurant,couplesrestaurantslikevalentines.(Customerexpectationanddelight)

FamilyrestaurantsFamilyRestaurantisthatdesignedtoaccommodateallages,largegroups,loudpartiesandwhosemenureflectsfamilystyle

dining,childportionsandperhapsevenreasonableprices.Accordingtotheneedsoffamilythefamilyrestaurantdesigned.Forexample:elderpeopleinfamilydemandlessspicyfood,lowernoiselevelandformalserviceValentinerestaurants

Valentinerestaurantisdesignedforyoungpeopleswhodemandromanticplacesandsilenceandthewholerestaurantdecoratedwithdimlightsandlightmusic.Customerprofilesinrestaurant

Customerprofilesalsohelpyoudeveloptargetedmarketingplansandhelpyouensureyourproductsandservicesmeettheneedsofyourintendedaudience.TherearetwobasictypesofcustomerprofilesDemographicprofiles



Demographicsprofilesarebasedoncharacteristicslikeage,gender,incomelevels,maritalstatus,placeofresidence,etc.Inmarketingtermsdemographicprofilestendtobreakdowncustomersintoage,socialclass,andgender.Forexample:youngerbuyersmaymakebuyingdecisionsbasedonhowtheyfeelthepurchasewillcausethemtobeperceivedandolderbuyersmayfocusonqualityorsafety.Wealthycustomersmaybewillingtopayabestforserviceorforaperceivedvaluewhilelowerincomecustomersmaybemorelikelytofocusonprice.Itsalldependonpersonstatusifthereisarichpersonbuysomethingthansurelyhewillpaymorewithoutthinkinganythingbutotherlowerclasspersonfirstseethepriceandthendecide.Behaviorprofiles

Behaviorprofilesfocusonactionsandfocusontypesofitemswerepurchasedhowfrequentlyitemsarepurchasedandtheaveragetransactionvalueorwhichitemswerepurchasedinconjunctionwithotheritems.(Customerprofiles)

Typesofcustomers1)LoyalCustomers

Naturallyweneedtobecommunicatingwiththosecustomerswhoonaregularbasisbytelephone,mail,emailetc.Thesepeoplearetheoneswhocanandshouldinfluenceourbuyingandmerchandisingdecisions.NothingwillmakeaLoyalCustomerfeelbetterthansolicitingtheirinputandshowingthemhowmuchyouvalueit.Inmymindyoucanneverdoenoughforthem.Customerrecommendstoothersandasaresultbusinessgrowthinclined.2)DiscountCustomers

Thiscategoryhelpsensureinventoryisturningoverandasaresultitisakeycontributortocashflow.Thissamegrouphowevercanoftenwindupcostingrestaurantmoneybecausetheyaremoreinclinedtoreturnproduct.3)ImpulseCustomers

Clearlythisisthesegmentofourclientelethatweallliketoserve.ThereisnothingmoreexcitingthanassistinganImpulseshopperandhavingthemrespondfavorablytoourrecommendations.Wewanttotargetourdisplaystowardsthisgroupbecausetheywillprovideuswithasignificantamountofcustomerinsightandknowledge.4)NeedBasedCustomers

Peopleinthiscategoryaredrivenbyaspecificneed.Whentheyenterthestoreandtheywilllooktoseeiftheycanhavethatneedfilledquickly.Ifnottheywillleaverightaway.Theybuyforavarietyofreasonssuchasaspecificoccasionandaspecificneedoranabsolutepricepoint.AsdifficultasitcanbetosatisfythesekindofpeoplesandtheycanalsobecomeLoyalCustomersiftheyarewelltakencareof.Salespeoplemaynotfindthemtobealotoffuntoservebutintheendtheycanoftenrepresentyourgreatestsourceoflongtermgrowth.5)WanderingCustomers

Formanystoresandrestaurantsthisisthelargestsegmentintermsoftrafficwhileatthesametimetheymakeupthesmallestpercentageofsales.mostlykindofpeopleattractfromthelocationoftherestaurant.Keepinmindhoweverthatalthoughtheymaynotrepresentalargepercentageofimmediatesalesandtheyarearealvoiceforrestaurantbusinessinthecommunity.ManyWanderersshopmerelyfortheinteractionandexperienceitprovidesthem.Shoppingisnodifferenttothemthanitisforanotherpersontogotothegymonaregularbasis.Sincetheyaremerelylookingforinteractionandtheyarealsoverylikelytocommunicatetootherstheexperiencetheyhadinthestore.ThereforealthoughWanderingCustomerscannotbeignored,thetimespentwiththemneedstobeminimized.Pricingconsiderationexpectations

Pricesplaymainroleinbusinessbecauseinrestaurantdifferenttypesofcustomerscomesomearefromrichfamiliesandsomefrommediumclass.Forexample:richcustomerspendslotsofmoneyonfoodbutthemiddleclasscustomerthinkswhattoeatandtheylookonprice?AndAlwaysfindreasonablepricessothethingisthisifrestaurantdesigntheirmenuaccordingtothecustomerspendingpowerthanitwillgoodforbothbusinessandcustomer.Pricesshouldimplementaccordingtothetargetmarketthanbusinessgrowup.Customerneedthefoodpricesarereasonableaccordingtotheirspendingpowerdifferentoptionsprovidedtocustomersinfoodsocustomerwillbehappyandsatisfied.1.4factorsaffectingaveragespendingpowerinhospitalitybusiness.Typesofhospitalityoutlets,menurange,pricingconsiderationFirstlythetypeofmenuofferedbyanestablishmentandthevarietyofmenuchoiceshouldalsoenhancethetotalmealexperience.Foralowerlevelmarketfirstpriceoffood.Ifthecustomerispaying$50forthreecoursemealtherangeofmenuitemsthatcanbemadeavailablewithinthecostlimitsofsuchanoperationisobviouslymorelimitedthaninoperationswherethecustomersaveragespendingpowerishigher.Secondly,theamountoftimetakentoconsumemealsatthislevelofthemarketmayvarybetweenhalfanhourtoonehourbutwillrarelyexceedthis.

Themenuchoiceofferedbyarestaurantisthereforedependentonanumberofinterrelatedfactorslike*Pricethecustomeriswillingtopay*Theamountoftimeavailableforthemealexperience*Thelevelofthemarketinwhichrestaurantsituated*Theproductionandservicefacilities



*SkillsandstaffExpectationsandrequirements

Asinglecustomerorgroupofcustomersarrivingatarestaurantforamealbringwiththemaseriesofexpectationsregardingthatrestaurantandthetypeofservicetheywillreceiveandthepricetheywillpay,theexpectedgoodatmosphereandmoodoftherestaurantetc.Thecustomerexpectationmaybevariedandnumerous,rangingfromtherestaurantwhichthecustomerfrequentsbecausetheywanttobeseenthereandparticipateinitssocialatmosphere,tothesmallquietrestaurantwherethecustomermaygobecauseofitsintimateandpersonalnature.Ifcustomerssensedisharmony,howeverbetweentheirexpectationoftherestaurantandtheactualproducttheyfindforexample,itistoointimatefortheoccasionandtheymaynotentertherestaurantbutchooseanother.Ifdisharmonyisnotrealizeduntilcustomersareseatedatthetableanditisunlikelythattheywillleavebutwillhaveahurriedanduncomfortablemeal.Levelofservice

Thehigherthecostofthemealtothecustomerandthemoreservicethecustomerexpectstoreceive.Thecostofthemealtocustomersincreasessowilltheamountofservicetheyreceive.Itisnecessaryforarestauranttoidentifythelevelofservice.ifarestauranthasaveryformaltypeoffoodandbeverageserviceusuallyassociatedwithhighclassoperations,theotheraspectsoftherestaurantserviceshouldbeequallyformalthespeed,efficiencyanddressofstaff,thedegreeofpersonalizationandcourtesythecustomersreceives,andsoon.Itisimportantforarestaurantoperationtoconsidernotonlytheserviceofthefoodandbeverageforwhichthestaffsareusuallyadequatelytrained,butalsotoremembertheindirectserviceaspectoftheoperationwhichareallpartofthecustomersmealexperience.

ThemealexperienceEatanddrinkexperience

Themealexperiencemaybedefinedasaseriesofeventsbothtangibleandintangiblethatacustomerexperienceswheneatingout.Tangiblewhichcanbefeelingbytouching,seeinglikerestauranttables,chairsetc.Intangiblewhichcanbeonlysensed/feltlikerestaurantatmosphereetc.Itisdifficulttodefineexactlywhereamealanddrinkexperienceactuallystartsandendsalthoughitisusuallyassumedthatthemainpartoftheexperiencebeginswhenacustomerentersarestaurantandendswhenheleavestherestaurant.Theseriesofeventsandexperiencescustomersundergowheneatingoutmaybedividedintothosetangibleaspectsoftheproductthatisthefoodanddrinkandthoseintangibleaspectssuchasservice,atmosphere,mood,etc.SoitisnecessaryforthetangibleandintangiblecomponentsoftherestauranttocombinetogetherandtobeseenbythecustomerasonetotalproductThemenuisthecenterpieceofanyrestaurantestablishment.itisnotafoodlistitemsforsalebutthereasonbehindtheestablishmentexistManagementissues

Staffing1)Floormanagementinstaffing

Itincludesfloormanagingstaffandtheyprovidesservicetoguestsorcustomersinrestaurant.Staffallocatesondifferentjobsfromopeninghourstoclosinghours.Managerisresponsiblefortheirstaffandallsafetyandhealthregulations.Mangermotivatesallotherstaffinfrontofficeandtakecareallareas.Manageralsoprovidestrainingfortheirstafftomakemoreprofitfromtheirservingskills.2)KitchenManagement

Inkitchenmanagement,kitchenstaffworkinginthekitchenonly.Therearedifferentrolesinkitchenmanagementlikechef,headchef,dishwasherandkitchenhand.Kitchenistheplacefoodpreparedandservedfoodtocustomers.Managingthekitchenstaffhelpstocontrolfoodquality.Kitchenisplacewherestaffgetstiredbecauseitneverstopsintradinghours.Kitchenmanagementisresponsibleforfoodcost,budgetingandprofitsOrganization(administration)inrestaurant

Allstockcontrolling,budgeting,laborcost,balancingcost,schedulingrotations,profitsaccordingtoseasonality,surveysandhiringstaffwithmaintainceofthekitchenequipments.Marketing

Managementwilldecideaboutmarketstrategies.Marketingisasourcetoattractcustomersandsatisfiedcurrentcustomers.Withthetargetmarketexpandingnewproductsandservices.Therearenumbersofwaytopromoterestaurantlikemedia,commentcards,emailsandsocialsites.Marketingplanswillbedesignedfortoincreasecustomervisit,increaseaveragechecksandsendprofitsskyhighfrominsidestooutsidestherestaurant,themarketingplanistheroadmaptoachievesspecificsalesobjectives.itincludestv,radiobillboardsorlocalizedneighborhoodprogram.Inchevalierswewillimplementsetupfrequencydinningprogramsanddatabaseprogramsthatinstantlytellwhoiscustomerinrestaurant,theirbirthdays,andanniversariesandwheretheyliveFinance

Moneyplaysveryimportantroleinanybusiness.Anditisalsoimportanttoknowhowtomanagefinance.Managementalwaysreadytomanageallsituationslikewhenseasonofftherestaurantsalesautomaticallydownandmanagementknowshowtohandlethatparticularsituation.ManagingdaybydayexpensesinrestaurantbusinessandPOSsystemhelpstomanageallsalesandinventory.Controlsystems



Abigemphasisisbeingplacedonextensiveresearchintothequalityandintegrityofrestaurantproducts.Restaurantmanagementwillconstantlytestedforhighstandardsoffreshnessandpurity.Foodcostsandinventorycontrolwillbehandledbycomputersystemandcheckeddailybymanagement.Servicestandards

Therearedifferenttypesofservicesprovidedinrestaurantslikebuffetservice,silverservice,tableserviceandtrayservice.Astheservicelevelincreasesthelabourcostsincreasesbecauseoftheincreasedskilllevelandthequantityandqualityofequipmentincreases.Ahigherstandardofcustomerservicerequiresahigherstandardofdcor,foodquality,equipmentandstaff.Morefacilitiescostmore.Thedeliveryofaconsistentlyhighstandardofservicerequiresahigherproportionofproduct,staffandequipment.Qualitysystems

Thequalityofserviceisanotherfactorthatcontributestorestaurantcustomersatisfaction.Thisisaparticularlyimportantfactortofullservicerestaurantsbecausetheyaretypicallymoreexpensiveandslowerthanquickservicerestaurants.Manyfactorsgointotheoverallqualityofserviceatarestaurantsuchashowpositivelycustomersfeelabouteachmemberoftherestaurantstafftheyinteractwith.Somecustomersmaybemoreconcernedwiththesocialinteractionswiththewaitstaff,whileothercustomersaremorefocusedonhowquicklydishesareremovedandglassesarerefilled.Therelativeimportanceofthesedifferentfactorsoftendependsonthestyleofrestaurantandtheoutlookofaparticularcustomer.Teamworking

Allmembersofateammustfeelempoweredtoworktowardsquality.Thismeansifawaitressdoesnotfeelthatamealisuptostandardthatshehastherighttorefusetotakethedishtothecustomer.Staffshouldbeencouragedtosharetheirideasabouthowtoimprovethequalityoftheorganizationoftenastheyaretheonesdealingdirectlywiththecustomerstheyhavemoreusefulideasthanmanagement.Training

Managementwilltrainemployeesinfoodservicesanitation.Eachemployeeshallbetrainedinfoodservicesanitationquarterly.

Lo2understandproductdevelopmentwithinahospitalityenvironment2.1evaluatethekeystagesinproductandservicedevelopmentappliedwithinhospitalityoperationsSpecialpricingMarketsegmentation(identifydemandofthemarket)

Marketsegmentationisoneofthestepsthatgointodefiningandtargetingparticularmarkets.Itistheprocessofdividingamarketintoadistinctgroupofbuyersthatrequiredifferentproductsormarketingmixesittargetsspecialtymarketsthatwillpromoteproductsandservicesmoreeffectivelythanabusinessaimingaveragecustomer.Itiseasiestwayofmarketingingroupsandithelpstogetknowledgeaboutcustomersneedsandwants.Marketissegmentedindifferentgroupsofconsumers.Forexample:

*Behaviorbaseslikeproductknowledge,usage,responsesandattitudesofcustomers*Demographicbasislikeage,occupation,ageandfamilysize*Psychographicbaseslikelifestyles,valuesandpersonality*Geographicbaseslikestates,regionsandcountries

Marketsegmentationisimportantforbusinessandfordevelopment.Wedobecausewewanttoknowaboutcustomerthinkingaboutfoodandbeverages.Accordingtocustomersneedsandwantsrestaurantestablishmentdeveloped.Designtheproduct

Menuplaysveryimportantinrestaurantbusinessandestablishmentdesignstheirmenucanincreasesales,turnoverandensurethemenuremainsbalancedintermsofsalesmixandpopularity.Themenucandesignedinsuchwaystoseduceandconvincethedinerstochooseaspecificmenuitembythewordingandhowthedishdescribed.Finedinningrestaurantprovidemenuwithlesswording,namingexoticingredients.Restaurantshouldclearexplanationaboutcustomerperceptionsandaccordingtofamilyrestaurantenvironmentshouldbeattractiveforkidsandkeepinmindthevalueofmoney.

ThemeoftherestaurantThemeforrestaurantisverypopularanditeffectonrestaurantsalesanddevelopment.Therearenumbersofthemesfor

restaurantlikeflowerdecorations,sports,heritageandcolorfulthemes.Itincreasesthesaleofrestaurant.Themedescribestherestaurantandcustomersattractfromtheme.Arestaurantthemeisablendoffood,atmosphereandservice.Restaurantthemedecidesaccordingtolocationandlocalcompetition.Themewilldecideaccordingtocustomers.Needtosurveyofthatplacewhereyourrestaurantsituatedandthendeciderestauranttheme.Forexample:ifyourcustomersarefamilieswithyoungerchildrenyoudontneedtobeopenuntilmidnightorhaveafullservicesportsbar.Advertising

Restaurantadvertisingcomesinmanyforms.Radiospotsnewspaperads,TVcommercialsevencouponsareallwaystoadvertisearestaurant.WecanhireaPRagencytohelpyougetyourmessageoutoryoucandoityourself.Advertisingisnotaonesizefitsalldeal.Advertisingplansvaryfromyeartoyear,seasontoseason.Like



wehaveabusysummerseasonandlessbusinessinthewinterandwewillneedtwodecisivelydifferentadvertisingplans.Whileadvertisingwecanshowdiscounts/couponsandspecialoffersforcustomerssoitcandevelopbrandimageintheeyesofcustomers.Customerswilldefinitelythinkaboutrestaurantanddefinitelyplantogothatparticularrestaurant.Websitesisanotheroptionwhereweputnewoffersandmenusforcustomers.Customerswilldirectlyorderfrominternet.Ithelpstogenerateincomefromcustomers.Foodandbeverageplanning

*Thewidevarietyandchoicesinfandb*TheprocesshastocomplywiththeHACCPpolicy

*Thefastturnoverofsomefoodlikeitemsdeliveredfreshinthemorningmaybepreparedandservedtothecustomeratlunchtimeandtherevenuesavedbyafternoon.*Theproductcannotbestoredforanylengthoftime

*Differenttypesofcustomershandledinsameestablishment

FoodcontrolpointsTherearesomecommonfeaturesarefoundinfoodproductionprocessesinallfoodandbeverageoperations.Productgoes

throughtheproductionprocess.Itfirstentersintheestablishmentwithrawmaterialorpreservedproductandthenstoredinstorearea.Processingofthisproductmustthentakeplacepreparationoffoodandcookingfood.Aftertheproductreadyitwillpresentedinplatesandservetocustomers.Foodcontrolprocess

Typesoffood |Storage |Preparation |cooking |Holding |regeneration |Presentingandservefood| |Refrigerate |cutting |boiling |Chill |Steamer |Plates |Fresh | |chopping |grill|Freeze |Microwave |Trolly |Canned |Freeze |Weight |Baking |Hot |Traditional |

Buffet |Frozen | |peeling |Microwave |Cold |Oven |trays |Preserved |Drystore |Slicing |Frying |Sousvide | |wrapping | | |Measure |Boilroast | | | |

| |Filet/blendandmix | | | | |

EmployerssatisfactionEmployeesoforganizationplayveryimportantroleinhospitalityindustry.Restaurantdevelopmentdependsonemployees

satisfaction.Therearenumbersofthingstakepartinemployeessatisfactionthatisjobsecurity,providingpayattime,opportunitiestouseskillsandabilities,feelingsafeintheworkingenvironmentsandalsowithgoodcommunication.Moreovertheemployeesrelationshipwiththeircoworkersorsupervisorandmanagementrecognitionofemployeejobperformance.Iftheemployeenotsatisfiedwiththeirjobthenhowcanhe/sheworkproperlysoitisveryimportantthatanemployeesatisfiedfromtheirjob.

RiskmanagementWhileworkinginrestauranttherearenumbersofriskinvolvedbutrestaurantownerandmanagerfacethatrisks.Inrestaurant

shouldbeprovideasafeworkingenvironmentaswellaspreparefortheunforeseeableaccidents,damagesoranydisasterthatmightimpactrestaurantbuilding.Restaurantneedtrainedtheirstafftohandlethiskindofsituation.Safetyproceduresimplementintodailyprocedures.Restaurantawareandinsuringaboutlawsuitsoranykindofdamagetobusiness.Protectingrestaurantfromfire

ProtectingrestaurantfromcrimeProtectingstaffandcustomersfromaccidents

Understandinglegislationthateffectsonbusinesslikefoodhygiene,employers,liability,healthandsafetyinrestaurantsareallrelevantwhenanyonerunningbusinessTherearesomeactsthatimplementwhensomethinghappenlikethisThefireact

Everybuildinghavefireserviceact,fireevacuationprocedureshouldbeinplace.Fireequipmentsmustbeinplaceandservicedregularly.Thefoodhygieneact1974

Itisforhealthofeachcustomeranditimpliesonrestaurant.Everyrestaurantshouldbeneatandclean.Storageareashouldbeclean.Foodhygieneregulation1974actsaysthatregulationsaresafestorageandalsothereshouldbesafepreparation.

2.2analysesthefeatureswhichcontributetowardsthecustomersperceptionofproductsandservicesWheneveraguestentersarestaurantorhotelorafoodandbeveragesectionofanyplace,he/sheexpectssomethingmorethanjustwhatisserved.Theexpectedthingsincludequality,timelinessaswellascosteffectivenesshoweverwhatifyoucangivetheguestmorethanwhathe/shehasexpectedFoodhygieneinrestaurant



Goodfoodhygieneinrestaurantisofvitalimportanceforthepleasureofcustomersandthecontinuedsuccessofrestaurantbusiness.Customeralsoexpectswheretheyeattheplaceshouldbeneatandcleanandkitchenshouldbecleanwhilepreparingfoodsothereisnoharmtohealth.Whyfoodhygieneisimportant?

Everydaypeoplegetillfromthefoodtheyeat.Microorganismsincludingbacteria,virusesandmouldsfoundinfoodcancausefoodpoisoning,leadingtoawholehostofunpleasantsymptoms,suchasstomachpains,diarrhoeaandvomiting.Itisforcustomersgoodhealthifthereisnofoodhygienecustomerunhappyandtheywillblameonrestaurantsohygieneisveryimportant.Restaurantcleanlinessattractscustomersandithelpstoincreasemorecustomers.Typeofgreetingandwelcoming

Greetingandwelcomingisthefirstimpressionsowhencustomerentersintherestauranthostresponsibilitytohandlecustomerswithsmile,eyecontactandwelcoming.Politelyspeakwithcustomerandoffersomethingwaterfirstthanprovidemenuortellthemtodaysspecialmenuormenuofthedaywithspecialoffersetc.Physicalappearancematters

Guestsexpecttobeservedbyagoodlookingandwelldressedstaff.Staffcannotbeuntidywilltheirface,hairorclothes.Theguestsshouldnotfeelthattherestaurantmanagementistooharshonthestaffintermsofsalariesordutysuchthattheycannotaffordaproperuniform.Thiscreatesawrongimpression.Servethefoodinwarm,wellwasheddishes/containersandallplates,bowlsusedshouldbewellwashedandcleaned.Increaseknowledgeabouttheproduct:Theguestscouldhaveaqueryaboutthefoodandbeveragetheyareconsumingorareabouttoorder.Theservicestaffshouldbewellequippedwiththeknowledgeoftheproductsoastohelptheguestsmakeadecision.Speedofserviceandtheirtypes

Speedofserviceaccordingcustomerslikeyoungpeoplewantveryformalserviceandoldpeoplelikequickserviceandontime.Serviceisveryimportantpartofanyrestaurant.Restaurantdependsonthebestservice.Iftheservicedoesnotmeetthecustomersexpectationsandcustomerfelttheserviceverygoodthentheydefiantlycomebacktorestaurant.Customerservicecoversmanydifferentpartsofrestaurantsdaytodayoperationsandgoingfarbeyondthefrontofthestaff.Inchevaliersthereisnoproperserviceprovidetocustomerssotheywillnotcomeagainbecauseofpoorservice.Ambience(goodenvironment)

*GoodEnvironment*Clean*Organized*Safe*Lowpressure*Energylevelappropriatetoclientele*DecorationBrandloyalty

Brandloyaltyknownasreputationoftherestaurantanditisveryimportantthatrestauranthavegoodreputationinmarket.Brandloyaltyisdependingontheirserviceandgoodqualityoffood.Customerswanttofeelimportant

Theyknowthatrestauranthavelotsofothercustomersandclientsbuttheyjustloveitwhenstaffmakesthemfeelspecial.Flexibility

CustomershatetohearthewordNooritcannotbedone.Itsnotalwayspossibletosayyestoacustomerordoexactlywhattheywanthoweveritisimportanttobeasflexibleasyoucan.Staffneedstomotivateandconvincecustomertotakeanothermealorservice.Ifsomeonetoknowtheirname(namesofcustomers)

Acustomernameisoneofthesweetestsoundstheywilleverhear.Ifyouuseacustomersnamewhenyoutalktothemitindicatesthatyourecognizethemasanindividual.Don'tuseittoooftenasitcanbecomeirritating,butdefinitelyatthestartandtheendofaconversation.2.3assesstheopportunitiesandconstraintsaffectingproductandservicedevelopmentwithinahospitalityenvironmentFoodandnutrition

DietaryrequirementsProteinsarerequiredthroughoutlifetocreate,maintainandrenewhumanbody.Theamountofproteinsrequiredchangeswith

age,duringgrowthperiodsanddependingonhealthofhumanbody.NowdayspeopleareveryhealthconscioussoaccordingtotheirneedsrestaurantprovidefoodoftheirchoicesForexample:restaurantsprovidesspecialkidsmenuage2to12andthesearefoodsthatkidstendtolikeandwhichmeetkidsdietaryrequirementslikefruits.ForStrictvegetarianRestaurantsdonotmixanyanimalproductslikebeef,chicken,fish,eggsandtheyprovidepurevegetarianfoodtocustomers.Theyprovidedifferentkindsofsalads,othervegedishes.Regulationsactsinimplementonrestaurantandemployerliabilitytowardsthecustomersareasfollows(classwork)Healthandsafetyact

Therearelawsandsystemsthathavebeenestablishedtohelpensurethatthefoodservedinrestaurantsissafe.Bacteria



growveryeasilyifgiventhechance.ThelocalHealthDepartmentwillsendoutinspectorstomakesurethatthechefsandserversarefollowingtheproperguidelines.Inspectorswillissuefinesforminorviolationsandcanshutyoudownformajorviolations.Thisactstatesthattherelationofguestandstaffprotectedfromhealthissues.Duringworktheenvironmentshouldbeneatandclean.Peopleshouldworkincleanenvironmentandmakefoodincleanplace.Inrestauranttheycanusecleanandrightequipmentsandcutlery.

Employmentact1992Thehealthandsafetyinemploymentact1992statesthattopreventharmto

thealltheemployeewhoallareworkinginthepremisesandforotherpersonwhoisintheneighborhoodofworkshouldalsobeprotectedmoreoverthecustomerwhoallcometodineinthepremisesshouldalsobetakencareoff.Restaurantstaffneverprovidedfoodwhichcanharmfulforguestandtheyshouldpreventthemfromfood.Theyneedtocheckexpirydatesandfoodstorageinrighttemperatureandthereshouldbesystemwhichfollowedbybusinessfromfooddeliveriesintherestaurantontime.Italsoincludeproperreceiving,storage,preparation,cookingandservingfood.Stafftrainingshouldbecompulsorybecauseoftheirknowledge.Restaurantshouldpreventcustomersfromhazards.TheprivacyactAccordingtothePrivacyactstatesthatindividualprivacythereforeispersonaldetailsoftheguestshouldnottobedisclosedtoanyoneatanypointoftime.Customerprivacyactimpliesinrestaurantoperations.Noonecandiscloseanyinformationaboutcustomers.HumanrightsactAccordingtotheHumanrightsact1993saysthatnobodycandiscriminateanyoneonthebasisofRace,color,ethnicorigin,disability,gender,maritalstatus,age,religion,politicalopinion,employmentstatus,sexualorientation.TradingactShoptradingrepealact1990definesaboutthehoursofopeningthebusinesswhichalsohelpthecustomertobeawareabouttheirpurchasingtime.2.4evaluatedifferentmerchandisingopportunitiesforhospitalityproductsandservicesAcombinationoflocalmediaandlocalstoremarketingprogramswillbeutilizedateachlocation.Localstoremarketingismosteffective,followedbyradio,thenprint.Assoonasaconcentrationofstoresisestablishedinamarketthenbroadermediawillbeexplored.Advertisingisbestformtopromoterestaurant.Byprovidinganentertainingenvironmentwithunbeatablequalityatanunbelievablepriceinacleanandfriendlyrestaurantthanitautomaticallyincreasessales.TherearesomemethodsofadvertisingsuchasTV,radiocommercialsandnewspaperadscanbeveryexpensive.Ifanypersonreadytoopenanewrestaurantorpromoteexistingrestaurantandtheydonthaveaverybigadvertisingbudgetthantherearestillseveralwaystopromoterestaurantevenonalowbudget.RestaurantWebsite

Oneofthemostpowerfultoolsarestauranttheirownwebsites.MoreandmorepeopleareturningtotheWorldWideWebforinformationratherthantheyellowpages.Maintainingawebsiteiscrucialforanybusinesstoday.Itissimplestwaytoattractcustomerandgetsalesprofit.Peoplesellproductsdirectlytoconsumersanditshouldgivethebasicinformationofrestaurantandabouthours,telephonenumber,directionsandacopyofmenu.Restaurantalsoadvertisesonwebsitecustomerpromotionsonweeklypromotionssuchasanearlybirdmenuorhappyhourdetails..Oneofthebestwaystogetbusinessthroughrestaurantwebsiteislinkingwithotherbusinessessuchaslocalhotels,thechamberofcommerceandlocaltouristinformationsites.MenuFlyers

Creatingamenuflyeroratakeoutmenuisanotherwaytogetthewordoutaboutrestaurantwithoutbreakingthebank.Placetheseflyersatlocalhotels,chambersofcommerceandtolocalbusinesses.Menuflyersplacedonpopulartouristdestinationsaswellsuchskimountains,parksorwhateverplaceintheareathatdrawsacrowd.Onflyersmenuwearenotabletoputwholemenusoitisokifwepostsomepopulardishesandincludinghoursandanyspecialpromotionslikehappyhours,directionandcontactnumber.Newspapers

Newspaperadvertisementisverycheapestwaytopromoterestaurantbecauseifwedonthaveenoughmoneytopromoteonhighlevel,likebiggeradvertisementsthanweadvertiserestaurantonnewspaperwithinlessamount.MenuInserts

Menuinsertsareagreatwaytoadvertisenewpromotionsorservicestoexistingcustomerbase.ForexampleifthereisaintroducinganewpromotionsuchasawinetastingdinneronthefirstFridayofeachmonth,wecanplaceaninsertadvertisethatisinregularmenu.Themenights

ThemenightslikeparticularthemeonthedaywhicharenotpreparinginrestaurantbeforebutnowrestaurantdecidetocreateFrenchmenuwithfloweringthemeandbeautifuldecorationwithcandles.AccordingtocustomerinterestifsomeonelikeFrenchfoodorfloweringthemethantheywilldefinitelycometorestaurant.Customerlikefunlovingnights.Itincreasesthereinteresttocomeagainandagain.WhentoSpendMoreonAdvertising?

Restaurantsshouldplantoincreasetheiradvertisingbudgetsduringtheholidayseason.InOctoberorearlyNovember,runanewspaperadremindingthepublictobooktheirholidaypartiesandordertheirpartyplatters.IftheplacewhererestaurantlocatedtouristdestinationthenitisagoodideatoplaceanadinthelocalpaperandortouristpaperpriortothebusyseasonMayforthesummermonths,Novemberforthewintermonths.Manychambersofcommerceorlocaltourismassociationswillpublisha



newspapergearedspecificallytowardtourists.Ithighlightsallthesightsandactivitiesofanarea.Advertisingiskeytogainingnewbusinessforyourrestaurant.However,youdonthavetospendafortunetoattractnewbusiness,whenyouthinkoutsideofthetraditionaladvertisingbox.Lo3understandpricingandprofitabilityconceptswithinhospitalityoperations3.1evaluatedifferentmethodsofpricingtakingintoaccountadditionalpricingconsiderationsItisallaboutproductandhowmuchtochargeforproductorservice.Therenumbersofstrategiestoovercomeprobleminmanageproductpriceormenuprice.TherearesomePricingstrategiestosetthepriceofproductandservicelikecost,positioningandmaximizingquantity.Correctpricingisveryimportantinrestaurantbusinessoranyotherbusiness.Therearefourmethodstocalculatethepricing.Someofthepricingmethodsarefollowing:Methodsofpricing

1)CostpluspricingCostpluspricingisthesimplestpricingmethod.Thefirmcalculatesthecostofproducingtheproductandaddsona

percentage(profit)tothatpricetogivethesellingprice.Thismethodalthoughsimplehastwoflawsittakesnoaccountofdemandandthereisnowayofdeterminingifpotentialcustomerswillpurchasetheproductatthecalculatedprice.Setthepriceatyourproductioncost,includingbothcostofgoodsandfixedcostsatyourcurrentvolume,plusacertainprofitmargin.Forexample,widgetscost$20inrawmaterialsandproductioncostsandatcurrentsalesvolumeoranticipatedinitialsalesvolumeandfixedcostscometo$30perunit.Totalcostis$50perunit.Thendecidethatwanttooperateata20%markup,soadd$10(20%x$50)tothecostandcomeupwithapriceof$60perunit.Solongasyouhavecostscalculatedcorrectlyandhaveaccuratelypredictedyoursalesvolumeanditwillalwaysbeoperatingataprofit.2)Psychologicalpricing

Hittingpricepointsthataresignificantforexamplepricingitemsat$14.99insteadof$15customerperceivethemasbeingbettervalue.Itiseasywaytoattractcustomersandmakemoremoneyfromthisstrategy.Andalsocoverspricingitemstoolowonamenuincomparisontootherdishes3)Breakevenpricing

Itmaydefineasthatvolumeofbusinessatwhichtotalcostsareequaltosalesandwhereneitherprofitnorlossismade.Totalsalesandtotalexpensesareequalandthereisneitherlossnorprofit.4)Popularpricepoints

Therearecertainpricespoints(specificprices)atwhichpeoplebecomemuchmorewillingtobuyacertaintypeofproduct.Forexampleunder$100isapopularpricepoint.Enoughunder$20tobeunder$20withsalestaxisanotherpopularpricepoint,becauseit'sonebillthatpeoplecommonlycarry.Mealsunder$5arestillapopularpricepoint,asareentreeorsnackitemsunder$1noticehowmanyfastfoodplaceshavea$0.99valuemenu.Droppingpricetoapopularpricepointmightmeanalowermarginbutmorethanenoughincreaseinsalestooffsetit.5)Fairpricing

Sometimesitsimplydoesn'tmatterwhatthevalueoftheproductisevenifwedon'thaveanydirectcompetition.Thereissimplyalimittowhatconsumersperceiveasfair.Ifit'sobviousthatourproductonlycost$20tomanufactureevenifitdelivered$1000invalue,itisahardtimechargingtwoorthreethousanddollarsforitandpeoplewouldjustfeelliketheywerebeingsqueezed.Alittlemarkettestingwillhelptodeterminethemaximumpriceconsumerswillperceiveasfair.6)Positioning

Poisoningmeanspricingaboutproductanditisakeypartofpricing.Forexampleifanybodyrunningdiscountstorethanhealwayssettheirpriceslowerthantheircompetitors.Thepricinghastobeconstantwiththepoisoning.Customersalwayswantreasonablepriceandgoodqualityoffood.

7)CostbasedpricingInhospitalitythisinvolvesaccuratelycalculatingthefoodorbeveragecostofperunitusuallydonebyusingastandardrecipe

thanapercentageisaddedforgrossprofittoarriveatthesellingprice.Itisimportanttoensurethatthegrossprofitpercentageaddedisenoughtocoverallfixedandvariablecostaswellasthedesiredprofitmargin.8)Marketorientedpricing(Qualitative)

Thismethodlooksattherelationshipbetweenpriceandvalueformoneylikehowmuchpeoplearepreparedtospendandwilltakeintoaccountthewholemealexperiencefromdcorofrestaurant,menuitems,staffserviceandcleaning.Factorseffectsonpricing

Pricemustalwaysbeconsistentwiththecustomersperceptionofvalue.Thehigherpricethegreaterthecustomersexpectationanditistodisappoint.Iftheproductisperceivedtobetooexpensivethecustomerwillfindsubstitutes.Iftheproductispricedtoolowthecustomermayfeelitreflectsinferiorquality.Budgetperspectiveapriceneedstoincludethecosttothebusinessaswellastheprofitexpectations.GSTcost

Itisavaluewithaddedtaxanditiscompulsoryforeveryonewhobuysproductandservicefromseller.Forexamplewhenchefcostingthemenuhewillincludetaxcostwithdishcost.(pricingmethods)



3.2assessthefactorsinhospitalityoperationswhicheffectrevenuegenerationandprofitabilityPricingisoneofthefourelementsofthemarketingmix,alongwithproduct,placeandpromotion.Pricingstrategyisimportantforcompanieswhowishtoachievesuccessbyfindingthepricepointwheretheycanmaximizesalesandprofits.Companiesmayuseavarietyofpricingstrategies,dependingontheirownuniquemarketinggoalsandobjectives.

PortionControlOnereasonthatchainrestaurantsaresosuccessfulisthattheyhaveafirm

handleonportioncontrol.Thecooksinthoserestaurantsknowexactlyhowmuchofeachingredienttoputineverydish.Forexample,shrimpscampimayhaveaportioncontrolofsixshrimpperdish.Therefore,everyshrimpscampithatgoesoutofthatkitchenwillhavesixshrimpinitnomore,noless.Thisisportioncontrol.Inordertopracticeportioncontrolinyourownkitcheneverythingshouldbemeasuredout.Chicken,beefandfishshouldallbeweighed,whileshreddedcheesecanbestoredinportioncontrolcupsandameasuringcupcandishoutmashedpotatoes.Onceyoufeelcomfortablecookingaboutmenu,thenservingamounts(sortoflikeRachaelRay)butintheearlystagesofyourrestaurant,erronthesideofcautionandmeasureeverythingout.Anotherwaytopracticeportioncontrolistopurchaseproportioneditems,suchassteaks,burgerpatties,chickenbreasts,andpizzadough.Theymaybemoreexpensivebutcansaveyoumoneyinlaborandfoodwaste.Salesmix

Salesmixisacombinationofdifferentsalesproductslikebeverages,food,desertandsidecoffees.Totalofbrunchsales,dinnersalesisequaltototalrevenue.Customerservice

Goodcustomerserviceisthelifebloodofanybusiness.Inafinediningrestaurantcustomerspayforservicetoenjoyfoodandatmosphere.Awaiterorwaitressservescustomerfoodandbeveragesanditisuptostaffthatthecustomerbackagaintotakeservice.Itmeansifthestaffprovidesfineandattractiveservice.Goodcustomerisallaboutbringingcustomersbackandaboutsendingthemawayhappyandhappyenoughtopasspositivefeedbackaboutbusiness.Staffknowledge

Staffshouldknowaboutmenuitemsontipswiththeirdescriptionsan

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