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