tag:blogger.com,1999:blog-48233869058548065592024-03-05T04:03:35.027-08:00Restaurant ExpertsRon Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.comBlogger66125tag:blogger.com,1999:blog-4823386905854806559.post-43684939318076279922017-11-08T12:05:00.002-08:002017-11-08T12:05:20.159-08:00Cost Control<div style="-moz-text-size-adjust: auto; -webkit-text-stroke-width: 0px; color: black; font-style: normal; font-variant-caps: normal; font-weight: normal; letter-spacing: normal; text-align: start; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px;">
<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: x-small;"><span>If an operation practices cost control in all of its activities, the cost of operation will be lower than that of the competition. Profits will be above average even if the operation charges the same prices as the restaurant down the street. In fact, it could even charge lower prices than the competition and still make as much or more profit. Imagine the competitive advantage if your prices were lower and the quality of your food and service was equal to or better than that of your rivals.</span></span></span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: x-small;"><span>Cost control needs to be ingrained into the culture of your restaurant. When such a business philosophy becomes ingrained, it is said to be "institutionalized." It is critical that your staff place a premium on absolutely, positively getting the greatest value for the least cost in every aspect of your operation.</span></span></span></div>
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<span style="font-family: Arial,Helvetica,sans-serif;"><span style="font-size: x-small;"><span>I have always been a proponent of sharing the financial performance of the restaurant with employees. Financial knowledge allows them to become a partner in the success of the restaurant.</span></span></span></div>
Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com1tag:blogger.com,1999:blog-4823386905854806559.post-87445026508401077632017-02-21T10:57:00.002-08:002017-02-21T10:57:36.963-08:00<h2 style="color: blue;">
<span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 14px;"><b>Communicate and Enforce Your Rules</b></span></span></h2>
<br />
Every organization needs rules that define how the people within the organization are to function and interact with each other. Chances are, if your culture is not what you want, your rules of the game are either not appropriate, haven't been adequately communicated or aren't enforced. For any organization to function properly, everyone on the team should clearly understand the following:<br />
<ul>
<li>What's acceptable and what's not.</li>
<li>What's expected of everyone.</li>
<li>How to interact with each other. </li>
<li>How to hold on another accountable.</li>
</ul>
Communication is the foundation for a well-run restaurant.Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-14819460227170068972017-01-17T17:20:00.000-08:002017-01-17T17:20:16.070-08:00<h2>
7 Ways to Solicit Customer Feedback</h2>
<ol>
<li>Walk the floor and stay visible (touch tables).</li>
<li>Provide incentives to your servers to communicate any problems.</li>
<li>Randomly check tables.</li>
<li>Greet every table. </li>
<li>Conduct preshift meetings to keep staff informed and to troubleshoot issues.</li>
<li>Talk to customers in order to solicit feedback.</li>
<li>Ask your servers how they are doing and if they need any help.</li>
</ol>
Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-72117554184958962152016-09-13T12:09:00.001-07:002016-09-13T12:09:36.291-07:00Minimum Wage and it's Affect on your ProfitabilityOver the coming weeks I will be discussing the impact the increasing minimum wage will have on the restaurant industry.<br />
<br />
I have fielded many calls from concerned operators as to what they can expect in terms of profitability. My first post on this issue will be on Friday September 16, 2016. Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-35102880100309798562014-12-17T20:42:00.000-08:002014-12-17T20:42:17.028-08:00Your Receiving Practices May Be Contributing to Your Food Cost Problem<span style="font-size: 12px;"><span style="font-family: arial,helvetica,sans-serif;">There are two primary reasons
for checking deliveries. The first is to ensure that you get exactly what you
ordered, while the second is to make certain you get what you are paying for.
Purchase specifications are established </span></span><span style="font-size: 12px;"><span style="font-family: arial,helvetica,sans-serif;">based on the standard recipes
you developed for your operation. All of those written specifications are for
naught if the person checking the delivery isn't aware of what was ordered. Ask
yourself what document the person in charge in charge uses to check the
delivery. In almost every case it is the delivery invoice. While it may be an
indication of what the supplier put on the truck, it is not 100-percent accurate
of what was ordered.</span></span><br />
<br />
<span style="font-size: 12px;"><span style="font-family: arial,helvetica,sans-serif;">Back to <a href="http://www.restaurantexperts.com/">Restaurant Experts </a></span></span>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-79913715231944722312013-08-29T10:30:00.000-07:002013-08-29T10:30:03.675-07:00Cost Controls Are Not Just For Detecting Dishonesty<span style="font-size: 12px;"><span style="font-family: arial, helvetica, sans-serif;">The prevention and detection
of fraud and theft are just ancillary benefits of a cost-control program, a
premise that is not always clear to independent operators. Many independent
operators feel that their physical presence and the hiring of family members
eliminates the need for cost controls. Once they progress beyond the singular
idea that cost controls are to keep people from stealing and understood that the
primary purpose was to provide feedback on day-to-day operations and decisions,
they appreciated the real purpose and value.</span></span><br />
<br />
<span style="font-size: 12px;"><span style="font-family: arial, helvetica, sans-serif;">Why don't all restaurant
operators have cost-control programs? The answer is that they are not aware of
the waste that is taking place around them. It is not very complicated, as it is
all basic management. You have to be able to identify value, and you have to
know your costs and detect where they are excessive. Cost control encompasses
all areas....from the back door to the front door; from purchasing to paying
your bills; from recording each transaction to depositing the sales and receipts
in the bank. Cost control is also more than just computing percentages and
ratios; it involves making decisions after the information has been compiled and
interpreted. </span></span><br />
<br />
<span style="font-size: 12px;"><span style="font-family: arial, helvetica, sans-serif;">Cost control is used to
monitor the efficiency of individuals and departments; to inform management of
what expenses are being incurred and what incomes are being received; and
whether they are within standards or budgets. In essence, cost controls are for
knowing where the business is headed, not for discovering where it has been.
That enforces the preventative and proactive purposes of cost controls.
</span></span><br />
<br />
Return to <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-76221128432969031142013-05-05T11:21:00.000-07:002017-03-05T20:51:20.370-08:0010 Restaurant Start Up Mistakes (And How To Avoid Them)<br />
<div class="MsoNormal" style="margin: 0in 0in 0pt;">
<span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><b><span style="font-family: "verdana"; font-size: medium;">In any new business venture good decision-making is vital. Opening a
new restaurant requires so many decisions that it's not hard to make some
bloopers along the way. </span></b></span></span></div>
<br />
<span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><span style="font-family: "verdana"; font-size: x-small;">The
key is not totally missing the mark on the really important issues that can
make or break your chances for success. Here are some of the more important
common missteps new owners make in areas that play a big role in how well a new
restaurant is likely to do.</span></span></span><br />
<br />
<ol start="1" type="1">
<li class="MsoNormal" style="color: black; margin: 0in 0in 0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><b><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Underestimating capital needs.</span></b></span></span><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"> There are
many good new restaurants with excellent prospects for success that simply
run out of money. It's common for first time owners in particular, to
leave out or inadequately project all the startup costs involved in
opening the restaurant. Some of the reasons include construction overruns,
change orders, delays, and to be blind-sided by additional costs mandated
from local inspectors and building authorities. <br />
<br />
Also, soft costs like permits, liquor licenses, insurance binders and pre-opening
payroll are often missed completely or grossly under-budgeted. Unless
you've done it before, it's usually advisable to seek some experienced,
professional help in identifying and estimating, in detail, startup
capital you'll need. Even then, many pros still add a 10%-15% contingency
for the host of things that can (and often do) happen to add more cost to
the project than you plan on. <br />
<o:p></o:p></span></span></span></li>
<li class="MsoNormal" style="color: black; margin: 0in 0in 0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><b><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Believing you'll start making
money on opening day.</span></b></span></span><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"> The odds are stacked against
this happening. Even the best run chain restaurants, who open restaurants
for a living, factor into their startup budgets, an allowance for funding
operating deficits for up to 2 to 3 months after the restaurant opens. <br />
<br />
It usually takes time to build sales volume to an adequate level. Even if
your sales are strong from day 1, food and labor costs are usually sky
high for the first several weeks as your managers and staff get
acclimated, productive and have the time and energy to focus on anything
other than just taking care of who's at the table. In time, most things
can be fixed. Run out of money and you're done. Not factoring in an
adequate reserve for initial operating deficits is another cause of
undercapitalization (see #1 above).<br />
<o:p></o:p></span></span></span></li>
<li class="MsoNormal" style="color: black; margin: 0in 0in 0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><b><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Lack of a clear vision and
purpose. </span></b></span></span><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">This may sound somewhat vague and intangible but a
successful startup requires the coordinated effort of a dedicated staff
pulling together in the same direction, united by a common goal. Getting
this accomplished requires some leadership skills. <br />
<br />
New operators who either don't have or can't communicate an underlying
mission that the staff can rally around will find it difficult to create
the kind of climate that supports teamwork, hard work and dedication to
excellence that endures through the long hours and sometime chaotic
conditions that take place during the startup phase of any new restaurant.
<br />
<o:p></o:p></span></span></span></li>
<li class="MsoNormal" style="color: black; margin: 0in 0in 0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><b><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Lack of documented systems,
procedures and training manuals.</span></b></span></span><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"> Restaurant
operations involve the ongoing repetition of hundreds and even thousands
of divergent tasks by many individuals and groups of individuals.
Organization and consistent execution is key to creating a successful
restaurant. Franchised restaurants start out with detailed recipes,
checklists and procedures to do everything from prepping the lettuce, to cleaning
the restrooms to closing out the cashier. In new independent restaurants, it’s
often making it up as you go. <br />
<br />
There may be nothing to go by other than what's in the owner's head. This
makes it more challenging to train employees and execute consistently so
customers get a consistent level of service and food quality regardless of
who the server is or who's in the kitchen. The longer the restaurant
operates without a documented way of doing business, the longer the
restaurant stays stuck in the often unorganized and do-what-it-takes and
difficult startup phase. <br />
<o:p></o:p></span></span></span></li>
<li class="MsoNormal" style="color: black; margin: 0in 0in 0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><b><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Owner fails to function like an
owner.</span></b></span></span><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"> Instead, the owner functions like just another
employee and ends up bussing tables, cooking in the kitchen and doing the
books. Obviously this is often a necessity during the startup phase but
eventually someone has to manage the business, not just run the
restaurant. <br />
<br />
Managing the business includes activities like monitoring cash flow,
analyzing the P&L, deciding about next month's marketing activities,
evaluating what's working on the menu and other "strategic"
functions to position the restaurant for future success. If the owner is
constantly training employees or working the line, guess who's managing
the business? Nobody. <br />
<o:p></o:p></span></span></span></li>
<li class="MsoNormal" style="color: black; margin: 0in 0in 0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><b><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Having the grand opening on
opening day.</span></b></span></span><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"> You only have to do this once and you learn to
wait a month or 2 to declare your grand opening. There are few things
worse than getting slammed with more business that you can possibly handle
on day one. With so many restaurants, the public's first impression can
easily be their last. <br />
<br />
Blow it on opening day and chances are you won't see most of those people
again, ever. And they'll tell their friends to stay away too. Soft, quiet
openings are the way to go. Get your act together before you tell the
world. <br />
<o:p></o:p></span></span></span></li>
<li class="MsoNormal" style="color: black; margin: 0in 0in 0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><b><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Focusing too much on what <u>you</u>
like.</span></b></span></span><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"> What you like doesn't matter, because you are not
the customer. What matters is what your customers like. Find out what
people in your area want and the price they're willing to pay for it. Go
to existing restaurants and find out what people are buying. Take formal
or informal surveys, conduct focus groups, anything to get a sense of what
people in your area are hungry for that they currently can't get in your
market area and what they're willing to pay for it. Too many new
restaurant concepts miss the mark by not analyzing what people want in
their local market. <br />
<o:p></o:p></span></span></span></li>
<li class="MsoNormal" style="color: black; margin: 0in 0in 0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><b><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Deciding on a concept, and then
finding a location. </span></b></span></span><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"><span style="mso-spacerun: yes;"> </span>Don't marry yourself to a concept. Find a
location in a good market with adequate parking, access, visibility and
other positive traits, <u>and then</u> determine what the local market
wants that it can't get and find a way to satisfy that unfilled desire. <br />
<o:p></o:p></span></span></span></li>
<li class="MsoNormal" style="color: black; margin: 0in 0in 0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><b><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Accepting a secondary location
to save on rent.</span></b></span></span><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;"> Don't be too sure that your restaurant is going
to be so exceptional that customers will go out of their way to find you.
With all the restaurants there are today, chances are they won't. High
visibility and convenient access are more critical today than ever. Saving
money on rent in a poor location often results in spending all that and
more on advertising in an attempt to get noticed and bring in more
business. <br />
<o:p></o:p></span></span></span></li>
<li class="MsoNormal" style="color: black; margin: 0in 0in 0pt; mso-list: l0 level1 lfo1; mso-margin-bottom-alt: auto; mso-margin-top-alt: auto; tab-stops: list .5in;"><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><b><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">Trying to appeal to everyone. </span></b></span></span><span style="mso-bookmark: OLE_LINK1;"><span style="mso-bookmark: OLE_LINK2;"><span style="font-family: "verdana" , "sans-serif"; font-size: 10pt;">You can't and
if you try you'll end up with too may items on the menu, an overly
complicated kitchen, confused customers and no unique identity in the
marketplace. The key to success for today's independents is to identify an
unfilled niche in your local market and being laser-beam focused on
filling that particular slice of the market. This will give you a much
better chance to become really good at <o:p></o:p></span></span></span></li>
</ol>
<span style="mso-bookmark: OLE_LINK2;"></span><span style="mso-bookmark: OLE_LINK1;"></span>
<br />
<div class="MsoNormal" style="margin: 0in 0in 0pt;">
<o:p><span style="font-family: "verdana"; font-size: x-small;">Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a> </span></o:p></div>
Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com1tag:blogger.com,1999:blog-4823386905854806559.post-37380142961807168742013-03-20T11:24:00.001-07:002013-03-20T11:24:29.436-07:00Restaurant Start Up - Design and Kitchen Equipment<span style="font-family: Arial; font-size: x-small;"><span style="font-size: small;">An efficiently designed kitchen with labor saving equipment is by far the most
effective way to reduce labor costs. After several months of operation, examine
the kitchen in action. Look at each employee, what are his/her motions and
movements? How many steps must be taken to reach food items and more stock? Look
at the position and layout of the equipment, is it set up in the most efficient
way possible? Ask the employee's how they would like their work areas set up,
and how it could be more efficient. They are the real experts as they work the
same job every day. Look at the wait staff work areas, could they be made more
efficient? This exercise will result in faster and better service</span>. </span><br />
<span style="font-family: Arial; font-size: x-small;"></span><br />
<span style="font-family: Arial;">Return to <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a></span>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com8tag:blogger.com,1999:blog-4823386905854806559.post-54872197261843642612013-03-13T19:40:00.001-07:002013-03-13T19:40:26.911-07:00Ten Signs That Portion Standards Are Not Being Followed<span style="font-size: 14px;"><strong><span style="font-family: arial, helvetica, sans-serif;">10 Signs That Portion Standards Are Not Being Followed</span></strong></span><br />
<br />
<ol><li><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12px;">Measuring tools aren't being used to portion food.</span></span></li>
<li><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12px;">Standards are lacking for serving bowls, plates, and cups.</span></span></li>
<li><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12px;">Portion markers aren't used to cut pies and cakes.</span></span></li>
<li><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12px;">Customers tell you that portions are either too large or too small.</span></span></li>
<li><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12px;">Too much food is being left on the plates in the bus tub going to the dish room.</span></span></li>
<li><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12px;">Customers are making frequent trips to the salad bar.</span></span></li>
<li><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12px;">Entree portions are too large and are discouraging the sale of appetizers and side dishes.</span></span></li>
<li><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12px;">Dessert sales are low.</span></span></li>
<li><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12px;">Customers are requesting many doggie bags too often.</span></span></li>
<li><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12px;">Too many items are left over or used up early in the meal period.</span></span></li>
</ol><span style="font-family: arial, helvetica, sans-serif;"><span style="font-size: 12px;">Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a></span></span>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-60360497775506069652013-02-19T09:55:00.002-08:002013-02-19T09:55:41.801-08:00Restaurant Start Up - The Menu<span style="font-family: Arial;">The bottom line in determining what portion size to serve is to "serve the
largest portion feasible, but charge accordingly. It is far better to serve too
much food than too little. Perceived value is the key to determining the
relationship between price and portion size. </span>
<br />
<span><span style="font-family: arial, helvetica, sans-serif;"></span></span><br />
<span><span style="font-family: arial, helvetica, sans-serif;">The crucial element that must
be reinforced is that every menu item, entrees, side dishes, and some desserts
must be a specific weight and size. Portion controlling is the basis for the
restaurant's entire cost control program; its importance cannot be
overstated.</span></span><br />
<span style="font-size: 12px;"><span style="font-family: arial, helvetica, sans-serif;"></span></span><br />
<span><span style="font-family: arial, helvetica, sans-serif;">Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a></span></span>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-87531980832545050092013-02-12T17:50:00.000-08:002013-02-12T17:50:00.148-08:00Delegate With CautionWhen you delegate new responsibilities to members of your staff you will have
to deal with the question, "what's in it for me." It is only fair to reflect
someone's increased contributions to your profitability on their check. If you
don't give for what you get, you will not find many volunteers to take on
additional duties.<br />
<br />
Don't view delegation as increasing costs. Rather, view it as a way to free
yourself to identify more ways to increase revenues. Even if delegation does
nothing but give you more free time to have a life, any additional costs will be
offset by your own increase in productivity. <br />
<br />
Return To<a href="http://www.restaurantexperts.com/" target="_blank"> Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-18619614116752177352013-01-31T11:28:00.002-08:002013-02-03T11:13:08.139-08:00Seek Results.....Not Activities<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">I am often asked by my clients to provide training services.
As if somehow the process of “training” will magically make all of their
operational problems disappear. My response is always the same, “what is your
objective?”<span style="mso-spacerun: yes;"> </span>By focusing on the output
(results) rather than the input (tasks) you can eliminate steps (work) that has
no bearing on the success of your restaurant. Going through the motions of a
training program does not guarantee results. It only guarantees you going
through a “training process” that may not be needed. I have always believed
that one should never do more work than is absolutely necessary to get the
desired result.<span style="mso-spacerun: yes;"> </span>Besides, isn’t it all
about results? </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">The problem with providing an employee with a “job
description” is that the job description focuses on tasks, not outcomes. It is
conceivable that an employee can complete each task listed on the “job
description” and still not provide you (the owner) with the desired result.
Think about it….your restaurants profitability and reputation is predicated on
the results your employees achieve. Activities (tasks) mean nothing if they do
not deliver the desired result. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">By defining results rather than tasks you allow your
employees to interpret their jobs in the way it works for them. The result will
be increased productivity, enhanced guest service, improved moral, and more
sales and profits for you.<span style="mso-spacerun: yes;"> </span><span style="mso-spacerun: yes;"> </span></span></div>
<br />
Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-11220674725470186932013-01-28T10:50:00.001-08:002013-01-28T10:50:38.273-08:00How Much Inventory Should You Keep On Hand?
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: "Times New Roman","serif";">The
answer to the question is simple. As little as possible. <o:p></o:p></span></div>
<span style="font-family: "Times New Roman","serif";">The
point is, you don’t want to convert your liquid cash to perishable food
inventory if you can help it. The more frequently you get deliveries from your
suppliers, the less inventory you must keep on hand. <o:p></o:p></span><br />
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: "Times New Roman","serif";">Inventory
control is basic “cash management.” Minimizing your inventory increases the
liquidity of your restaurant. <o:p></o:p></span></div>
<span style="font-family: "Times New Roman","serif";">Purchases
should be tied directly to sales and not storage capacity or some par-stock
level based on the maximum usage plus a safety factor.<span style="mso-spacerun: yes;"> </span><o:p></o:p></span><br />
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: "Times New Roman","serif";">Remember…….Inventory
is Cash.<o:p></o:p></span></div>
<br />
Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-10738132108129527092013-01-28T10:47:00.000-08:002013-01-28T10:47:15.755-08:00Do You Have A Food Cost Problem?
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">If you are experiencing high food costs, some possible areas
of concern may be:</span></div>
<br />
<div class="MsoListParagraphCxSpFirst" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">1.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">No
balance of high and low cost items on your menu.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">2.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">No
consideration of locally obtainable products.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">3.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">No
competitive purchase plan.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">4.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">Theft
in any form.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">5.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">Purchasing
more than needed (spoilage).</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">6.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">No
daily check of invoices, quality, and prices.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">7.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">No
rotation procedures.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">8.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">No
perpetual inventory.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">9.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">No
controls on issue items from the storage areas.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">10.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">Low
yields on products.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">11.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">Over
preparing.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">12.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">Not
following or using recipes.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">13.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">Not
following exact portion sizes.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">14.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">Improper
handling (Wrapping, rotating, storing).</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">15.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">No
reconciliation of sold vs. used.</span></div>
<br />
<div class="MsoListParagraphCxSpLast" style="margin: 0in 0in 10pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">16.</span><span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;"> </span></span></span><span style="font-family: Calibri;">Employee
theft.</span></div>
<br />
Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-35983509163301954692013-01-24T10:54:00.002-08:002013-01-24T10:54:56.840-08:00Restaurant Profitability - The Managers Role
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Restaurant profitability requires the manager to have a
general understanding of the control process and operating environment of a
foodservice operation, functions that generally occur in a foodservice
operation, and cost relationships between the menu, level of service, labor,
and technology. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Without these skills, the manager is doomed to fail.</span></div>
<br />
Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-1993014728309941912013-01-14T10:37:00.001-08:002013-01-14T10:37:37.093-08:00Why Your Food Cost May Be Too High
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">When I work with clients who have food cost issues, nearly
all of them have very poor receiving practices.</span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">When a driver unloads the product and hands over the
invoice, on a good day the person does a quick check of the invoice and the
delivered product, signs the invoice and the driver is on their way. Rarely is
there a purchase order check on quality, price, weights, and a complete
inspection on what was just delivered.</span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">I have found that clients with food cost problems, 50
percent or more of their excess food cost is a result of what’s happening, or
not happening, at the delivery door. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Receiving is an area where the combination of no system,
carelessness and greed can add up to very big losses for your restaurant. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Here is my list of what you can do today to improve your
receiving practices:</span></div>
<br />
<div class="MsoListParagraphCxSpFirst" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">1.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><span style="font-family: Calibri;">When
making an order, record the product type, quantity, and price quoted. This is
your purchase order.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">2.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><span style="font-family: Calibri;">At
the time of delivery, count all products, and then verify that count against
your purchase order and the invoice.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">3.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><span style="font-family: Calibri;">For
products purchased by weight……weigh them and compare the actual weight to what
is shown on the invoice. You should not be paying for packaging or ice.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">4.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><span style="font-family: Calibri;">Inspect
for quality, consistency, and condition with your standards and specifications.
You should have minimum standards and specifications for all of your products.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">5.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><span style="font-family: Calibri;">Verify
that the prices charged agree with the prices quoted.</span></div>
<br />
<div class="MsoListParagraphCxSpLast" style="margin: 0in 0in 10pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">6.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><span style="font-family: Calibri;">Bring
any irregularities to the attention of the driver on the spot. Resolve them,
noting adjustments, returns, etc., clearly on the invoice, and have the driver
sign and or initial the adjusted invoice. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Delivery drivers notice everything you do (or don’t do) at
the backdoor. Don’t make it easy for them to take advantage. </span></div>
Return To<a href="http://www.restaurantexperts.com/" target="_blank"> Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-19923727680356967892013-01-08T12:34:00.003-08:002013-01-08T12:34:21.615-08:00How Often Should You Take Inventory?
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">How often should you take inventory? The answer depends on
your purpose for taking inventory. Technically, you need to take inventory as
frequently as you order. So if you order produce five times a week, you should
inventory produce five times a week. When it comes to a fiscal inventory…….that
is, counting everything on hand and extending the value of the stock on
hand…..you should do that at least once a month for accounting purposes. Some
operators take weekly inventory to keep on top of food and beverage costs,
especially if they’ve been having a problem. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Some operators take inventory after each meal period to
pinpoint product theft, but once a month is enough to calculate the cost of
goods consumed for the income statement. When you take inventory before calling
in an order to a supplier, you do it to determine the amount required. The
amount you need to order depends on how much you will use between successive
deliveries. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Still some operators take a fiscal inventory only once a
year, which is all that is necessary for income tax purposes. But the operators
who take a fiscal inventory only annually have no idea what their food cost is
running the other 11 months of the year. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">I’ve learned over time that not taking a monthly fiscal
inventory is fairly common among many independent operators. Many believe that
they have a consistent level of inventory that never changes. There’s a fallacy
in that logic, even if the operation has the same amount of sales volume every
month and the menu-sales mix remains constant…..neither of which is a realistic
expectation. Inventory levels will fluctuate for various reasons. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">With a little organization of your inventory records and storage
areas, the inventory process can be made an efficient and painless process. One
should approach inventory taking with the same intensity and attention given to
counting each day’s sales receipts. The process of counting everything on hand
should not take more than two hours, depending on the size of the restaurant.
The extension of the value of inventory may take another two hours if extended
manually or just seconds if you do it with a computer. Just remember: There are
no shortcuts for accuracy in inventory: You must count everything in order to
give yourself an accurate picture of your restaurants financial health. </span></div>
Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-47108115731610798292013-01-05T11:52:00.002-08:002013-01-05T11:52:22.755-08:0012 Points to Consider When Conducting Employee Evaluations<ol>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">Know the
employee’s job description thoroughly. You are evaluating how well the employee
meets the job requirements, not against other employee’s or what the employee’s
potential is.</span></div>
</li>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">Always
conduct the evaluation in private, with no interruptions. Schedule each
evaluation far enough apart so that there is plenty of time to discuss
everything in one sitting.</span></div>
</li>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">Don’t let
one incident or trait, positive or negative, dominate the evaluation. Look at
the whole picture over the entire time since the last
evaluation.</span></div>
</li>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">Evaluations should be balanced between positive and negative attributes,
never one sided. A totally negative evaluation will almost never motivate a poor
employee. Bring out some of his/her positive contributions and in detail
describe what changes are needed. A totally negative evaluation will only scare
the employee. Should a negative evaluation be warranted it is probable that the
employee should have been terminated long ago. </span></div>
</li>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">Review
past evaluations but don’t dwell on them. Look at areas where improvement has
taken place or a decline in performance.</span></div>
</li>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">Always
back up your thoughts and appraisals with specific examples. Allow plenty of
time for the employee’s comments. Remember, you could be wrong. If examples or
circumstances come out in the evaluation that was never mentioned before, you
are guilty of allowing the communication process to deteriorate.
</span></div>
</li>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">Don’t
cover too much material or expect the employee to make drastic changes
overnight. An evaluation is only part in a series of continuous steps to help
and direct the employee.</span></div>
</li>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">Begin the
evaluation with some positive points and then direct the discussion to areas
that need improvement.</span></div>
</li>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">Certain
personality traits and deficiencies may not always be changeable. Don’t
overemphasize them but relate them into how they might affect his/her job
performance and the performance of others.</span></div>
</li>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">Finish the
evaluation on a positive note. The employee should leave with a good feeling
about his/her positive contributions to the restaurant and how precisely what
and how to improve his/her performance.</span></div>
</li>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">After the
evaluation, make certain that you follow up on the thoughts, ideas, and
recommendations that were brought out during the evaluation. Without a follow up
the evaluation is of little value. </span></div>
</li>
<li>
<div class="MsoNormal" style="margin: 0in 0in 10pt 0.25in;">
<span style="font-size: small;">Evaluations are confidential. Keep them that way.</span></div>
</li>
</ol>
<br />
<span style="font-size: small;"> </span><br />
Return to <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a><br />
<br />Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-19527040907649610732013-01-04T08:54:00.002-08:002013-01-04T08:54:37.910-08:00Opening a Restaurant - The Mystic of Working Capital
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">This is often the great black hole of restaurant
development. Of course, everyone knows that you need money set aside to operate
your restaurant until the cash flow is sufficient to carry it. But in reality,
it is too often a bogus figure that is never funded. Undercapitalization….not
enough money….is an all-too-frequent reason for restaurant failure. Good
concepts, well executed, and with excellent potential for success can fail if
the financial obligations associated with them cannot be met in the early
months of operation. The amount dedicated to working capital is often
underestimated. Ideally, you want to have six months to a year of fixed
expenses covered. Realistically, many operators budget one to three months.
Because they have underestimated other preopening expenses, this fund is
depleted in the early weeks or months.</span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Budget for success…..not failure…..</span></div>
<br />
Return to <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-30404985058032447942012-12-31T11:50:00.000-08:002012-12-31T11:50:15.683-08:00The Value of Quality & Training
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">If quality food is a value, stick to the products that your
restaurant can deliver with the highest quality. If training is a value, never
cut back or eliminate a training program. Both of these values will stimulate
sales. Not performing these values will cause your customers to go elsewhere. </span></div>
Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-38223433946882814182012-12-30T18:36:00.000-08:002012-12-30T18:36:29.044-08:00Effective Listening as a Tool
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Owners and operators who want to be effective in
communicating with their employees need to develop the ability to listen. Listening
to another person’s account of feelings and problems requires concentration to
grasp the attitudes and thoughts behind what is being expressed. Listening
means showing genuine understanding and concern. If the listener indicates doubt,
surprise, disagreement, or criticism, this at once places them in the undesirable
role of judge or critic and impedes the communication process. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Restaurant owners/operators face numerous responsibilities
and distractions. When an employee is speaking, they may feel that
circumstances prevent them from concentrating on what the employee has to say.
Or, the owner/operator may not be paying sufficient attention to interpret the
employee’s feelings accurately or objectively. Thus, they may arrive at a false
conclusion. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">To avoid this, the owner/operator must focus and connect with
what the employee is saying and must avoid any distraction. If the employee gets
the impression that what they have to say is not important enough to require
full attention, resentment and distrust may occur. And in the long run, employee
moral will suffer which will directly impact your customers.</span></div>
Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-23190814914731118802012-12-27T11:09:00.003-08:002012-12-27T11:09:44.204-08:00Major Points to Consider When Selecting Menu Items
<br />
<div class="MsoListParagraphCxSpFirst" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-size: 12pt; line-height: 115%; mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">1.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">The
menu item must be of superior quality.<o:p></o:p></span></span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-size: 12pt; line-height: 115%; mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">2.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">The
raw materials used must be readily available year-round at a relatively stable
price.<o:p></o:p></span></span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-size: 12pt; line-height: 115%; mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">3.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">The
menu item must be affordable and demanded by your customers.<o:p></o:p></span></span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-size: 12pt; line-height: 115%; mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">4.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">The
menu item must be acceptable to the preparation and cooking staff system.<o:p></o:p></span></span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-size: 12pt; line-height: 115%; mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">5.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">The
raw materials must be easily portioned by weight.<o:p></o:p></span></span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-size: 12pt; line-height: 115%; mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">6.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">All
menu items must have consistent cooking results.<o:p></o:p></span></span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-size: 12pt; line-height: 115%; mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">7.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">All
menu items must have a long shelf life.<o:p></o:p></span></span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-size: 12pt; line-height: 115%; mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">8.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">All
menu items must have similar cooking times (approximately 8 to 15 minutes).<o:p></o:p></span></span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-size: 12pt; line-height: 115%; mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">9.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">The
storage facilities must accommodate the raw materials used in preparing the
menu items.<o:p></o:p></span></span></div>
<br />
<div class="MsoListParagraphCxSpLast" style="margin: 0in 0in 10pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-size: 12pt; line-height: 115%; mso-bidi-font-family: Calibri;"><span style="mso-list: Ignore;"><span style="font-family: Calibri;">10.</span><span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";"> </span></span></span><span style="font-size: 12pt; line-height: 115%;"><span style="font-family: Calibri;">Menu items should be creative and not
readily available in other restaurants. <o:p></o:p></span></span></div>
<br />
Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-58140114064163992012-12-26T20:27:00.002-08:002012-12-26T20:27:34.594-08:00Scheduling - The Basics
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">The overall objective in scheduling is to place the most
efficient employee at the job and time where he/she will achieve maximum
productivity at minimum expense. The greatest tool you have in controlling
labor cost is scheduling, and yet it is most often so poorly done that it
becomes more a part of the problem than the solution. So often, the employee’s
schedule is scribbled on a piece of paper, or worse verbally communicated with
little though of what is actually needed. </span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Properly preparing a schedule for a restaurant must take
into account different factors, such as:</span></div>
<br />
<div class="MsoListParagraphCxSpFirst" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">The number of covers and large parties expected
each day.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">At what time maximum production must take place.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">The skill and productivity of each employee.</span></div>
<br />
<div class="MsoListParagraphCxSpLast" style="margin: 0in 0in 10pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-size-adjust: none; font-stretch: normal; font: 7pt/normal "Times New Roman";">
</span></span></span><span style="font-family: Calibri;">The employee’s desired schedule. Days off,
availability, etc.</span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">One other thing….don’t get caught short on trained
personnel. </span></div>
<br />
Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-65246834804063173762012-12-26T11:19:00.002-08:002012-12-26T11:46:12.525-08:00Food Cost and the Popularity of Menu Items<span style="font-family: Calibri;">The popularity and price of each menu item will impact the
amount spent by your customers…..and, as a result, influence the average check
and daily sales. Furthermore, the sales mix will determine what overall food
cost will be. If it becomes necessary to reduce food cost, you must change one
or more of the following elements:</span><br />
<br />
<div class="MsoListParagraphCxSpFirst" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;">
</span></span></span><span style="font-family: Calibri;">The menu price.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;">
</span></span></span><span style="font-family: Calibri;">The portion size or number of accompaniments.</span></div>
<br />
<div class="MsoListParagraphCxSpMiddle" style="margin: 0in 0in 0pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;">
</span></span></span><span style="font-family: Calibri;">The food cost of the ingredients.</span></div>
<br />
<div class="MsoListParagraphCxSpLast" style="margin: 0in 0in 10pt 0.5in; mso-list: l0 level1 lfo1; text-indent: -0.25in;">
<span style="font-family: Symbol; mso-bidi-font-family: Symbol; mso-fareast-font-family: Symbol;"><span style="mso-list: Ignore;">·<span style="font-family: "Times New Roman"; font-size-adjust: none; font-stretch: normal; font-style: normal; font-variant: normal; font-weight: normal; line-height: normal;">
</span></span></span><span style="font-family: Calibri;">The menu mix.</span></div>
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<span style="font-family: Calibri;">Simply stated, you can raise or discount prices, increase or
decrease portion sizes or accompaniments, shop for better ingredient prices; or
attempt to alter sales mix by emphasizing higher-prices or lower-cost menu
items through internal advertising and suggestive selling.</span></div>
<span style="font-family: Calibri;">A properly designed menu can direct the attention of your
customers to specific items and increase the likelihood that those items will
be order more frequently than random chance consideration. When those items are
low food cost, high in gross profit, and increase the average check, the profit
picture brightens and food cost improves. The menu clearly does have a
significant impact on food cost, and if used properly it can be an important
cost-control tool. </span><br />
<br />
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<o:p><span style="font-family: Calibri;"> </span></o:p></div>
<div class="MsoNormal" style="margin: 0in 0in 10pt;">
<o:p><span style="font-family: Calibri;">Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Expert</a></span></o:p></div>
Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0tag:blogger.com,1999:blog-4823386905854806559.post-61763336795115369502012-12-20T10:50:00.003-08:002012-12-20T10:50:43.820-08:00Presence and ServiceThe difference between a customer leaving a 10% tip or 30% tip depends mostly with the personal connection a server makes with the customer. Presence increases the personal connection between people. In fact, without presence, there is no personal connection at all.<br />
<br />
Just as a distracted state of mind creates irritation, presence makes people feel more positive. What do you think the impact of presence (or lack of it) might be on how well-served your customers feel in your restaurant?<br />
<br />
Return To <a href="http://www.restaurantexperts.com/" target="_blank">Restaurant Experts</a>Ron Santibanezhttp://www.blogger.com/profile/14639376905297266260noreply@blogger.com0