5) S



1) Executive Summary

This fall we implemented and executed our management plans during our management week as of November 2nd-5th. With our management plan we were able to measure our own performance and as well as others throughout the week. We formulated three measurable objectives that helped create a positive and memorable experience and atmosphere for our associates and guests. By having these objectives we were able to use it as a guide to making our team’s management week a success. By providing excellent service and high quality standards we attempted to exceed our guests’ expectations and associate satisfaction. Although we did not completely fulfill our goal we were able to come close to achieving it. Hitting two and almost three of our team’s objectives was a great achievement for our team and it showed how much we valued and respected our staff and guests. Through our attempts to reaching our goals we were able to recognize some of our flaws and then using it to our advantage by counteracting. This allowed us to improve ourselves as managers and as team.

As far as our associates we were able to provide them with a friendly, positive and warm environment. We improved employee morale by implementing our incentive program. This program consisted of incentives such as rewards and compliment cards to recognize those special associates that went above and beyond in their duties for our management week. Not only was it that we thought but it was also what the other associates felt too. We distributed “I caught you doing good…” comment cards to the entire staff and they gave a positive comment one other associate and whoever accumulates the most was rewarded.

By distributing and monitoring guests’ comment cards we were able to ensure quality products and service. At the same time the comment cards showed us what we needed to improve upon from the front of the house to the back of the house. It allowed us to see whether guests enjoyed our food and or service.

Our daily routine of plans consisted of team briefings, sub briefings and de-briefings which enabled us to better communicate our management agenda with our staff and each other. This assisted our team and staff in acknowledging the importance of teamwork and its role in achieving our weekly goals and objectives. An important part of our week was learning from our own mistakes and even previous weeks mistakes. Once we realized our mistakes we made a conscious effort to rectify them as soon as we possibly could. By learning from these mistakes we were able to improve our quality of service in all aspects both front of the house and back of the house. This end result led to a higher quality of service, thus ultimately enhancing our guests’ overall dinning experience.

2) Overview

A. Introduction

As the third student management team we were able to use the two previous weeks’ actions and strategies to our advantages. We were able to learn from there experience as a management team. As we attempted to prepare for our own week, we realized that we really needed to prepare for our week after we saw the first two weeks performance. We knew that we need to do the same or if not better. We learned a great deal and were able to improve our management team and individual management skills by the end of our management period.

B. Key Successes

• Met two of three goals

• Excellent team communication

• Outstanding FOH and BOH training program

• Positive management attitude

• Good communication with staff

• Good communication with FOH and BOH

• Had a virtually flawless banquet of 80 people on the first day of managing

• Quick response to fixing and recovering the loss of inventory back to par

C. Key Challenges

• Largest rotation of new servers in the FOH

• Training of the new staff

• Largest student managed banquet so far

• Loss of inventory due to a power outage in the lines refrigerator

• Employees who were not willing to support our management team

D. Key Lessons

• Communication is key

• How to communicate efficiently and effectively

• How to approach and manage negative attitudes

• How to manage unforeseeable challenges

3) Team Mission and RKR Goals

A. Our Team’s Mission

“Through teamwork we will provide an excellent atmosphere, quality food and friendly service that will create a memorable dining experience that exceeds our guest’s expectations.”

B. Assessment of Mission Accomplishments.

Through our teamwork as a team and a class we feel we did create an excellent atmosphere that exceeded the majority of guest’s expectations. We feel areas that we did not do as well in on Friday were improved upon on Saturday for example server efficiency and attention to detail. Through these percentages from the comment cards we feel we did well because all of the categories have an average of above 90%.

C. Achievement of RKR Goals

1) Exceed Guest Expectations

As a team we feel that we did exceed the majority of the customers expectations according to the comment cards we exceeded 54.5% of the guest’s expectations.

2) Provide Total Support to Your Staff

We believe that we did support our staff because we scored very well on the comment cards that we gave the hourly staff to evaluate our performance as managers and each day our performance evaluations improved. We will discuss more about how we achieved our SMART goals and how they are intertwined with the RKR goals in section five.

3) Managing the Business Professionally

We believe that as a whole we managed the business professionally to the best of our ability because of the overall good scores on our comment cards for the customers and the employees.

4) Guest Perceptions

A. Tabulation of All Scores

Comment Card Percentages

|Category |Friday |Saturday |Average |

|Food presentation |96% |99% |97.5% |

|Taste |95% |97% |96% |

|Portion size |94% |96% |95% |

|Food temp. |95% |95% |95% |

|Food Value |93% |94% |93.5% |

|Server friendliness |94% |100% |97% |

|Server Appearance |93% |99% |96% |

|Server knowledge |89% |97% |93% |

|Server Efficiency |81% |97% |92% |

|Attention to Detail |85% |98% |91.5% |

|Reservations |98% |99% |98.5% |

|Music |96% |91% |93.5% |

|Décor |97% |94% |95.5% |

|Table Settings |95% |98% |96.5% |

|Grading Scale |85% |86% |85.5% |

This data shows that we met our goals of getting an 80% or higher on our comment cards given to the guests and we are proud of the fact that we improved every percentage from Friday on Saturday with the exception of the music.

B. Guest Comments

Our guest comment cards were for the most part left blank where you write “suggestions for improvement”. But there were some negative and some positive comments written.

Positive Comments

• The food and wine was great.

• Great service and food, I will come back.

• Everything was awesome.

• Excellent Lamb

Negative Comments

• The food took too long

• The server needs to be more knowledgeable

• The server did not ask to split the check

• Get some new music

• Our waitress did not smile

C. Analyzed Guest Feedback

There were more negative comments on Friday than on Saturday because we were able to target the problems we needed to improve upon after we got the first set of comment cards back and the results were shared with the staff. For the food taking too long we realized that communication between FOH and BOH had to be better and more consistent which we verbalized to the staff by asking them to tell the line manager when you were clearing appetizers, salads, entrees and deserts from the table. We also asked the servers to smile talk more and inform the guests of what they are doing, an example of this is after the server has just cleared the salads he/she can say “I will be back with your entrée shortly” or if the entrée is running late they will inform the table so the guests will at least know that they have not been forgotten about. We also asked the servers to announce what they are serving as they serve it ex. “Here is your medium rear steak sir”. As far as the music we feel that there is not much that can be done about the negative reviews because there is no one style of music that is appealing to all patrons.

5) S.M.A.R.T Objectives

• Team Objective #1

• To get 80% of our a la carte guest through their dining experience within 90 minutes

• Connection between the Three RKR Goals

• This objective relates to RKR goal #1 and #3.

• Actions and/or Strategies

• Greet them

▪ Greet guest upon arrival

• Seat them

▪ Seat guest as soon as possible

▪ After seated provide them with menus

▪ Check back to take orders within 3 minutes

▪ Provide suggestion if guests have not made a decision

• Feed them

▪ Serve drinks within 2-4 minutes

▪ Serve appetizers within 7-15 minutes

▪ Serve entrée within 17-23 minutes

▪ Present dessert cart right after entrée is cleared.

• Delete them

▪ Provide guest with check at the same time dessert is served.

▪ Or provide guest with check when they ask for it

As of using our actions and strategies we have found that it helped in the process of getting most of our guest in and out of the restaurant. It allowed us to train our servers on how to properly speed up the flow of service. To keep track of this we would have the host take down all the times he seats the guest and have all the servers let the host know when they process the bill.

• Results

The result of our team implementing this action plan led us to achieve only 14% of our guest in and out of the restaurant on Friday and on Saturday we were able to get 80% of our guest in and out of the restaurant in 90 minutes. (These numbers are based on the times we have recorded.) The average time we have on Friday was 117 minutes which is still 27 minutes above our goal time. Even though we did not achieve out 90 minute goal the average time per party was one hour and fifty-sever minutes which is still very good because we did have 51 guests that day. As for Saturday, we did hit the 80% mark with our guests dining for an average time of 89 minutes. Even though we only had 30 guests on Saturday, the flow of service went smoothly and we were able to provide excellent service in less than 90 minutes.

Though one of our actions was to have the host and server keep track of the times, ultimately it did not work very well, because the host was not always at the host station and the servers never told the host or the managers what time they process the bill. What ended up happening was that the service manager ended up having to run around to track down when the checks are processed and then going to the host station to write it down. On Friday we were unable to get the times for seven tables whether it be the time they came in or the time they left. As for Saturday, we were unable to keep track of the times for two tables. But based on the results we did have we did not reach our goal on Friday and did meet our goal on Saturday.

• Guest Satisfaction

Based on the comment card filled out by the guests, we found that they were mildly happy with the timing/efficiency of our food and service. On Friday we received an 81% which is not great but okay. But on Saturday we really stepped it up a notch by raising our timing/efficiency to a 97% which is a whopping 16% increase. We were able to satisfy our guess with our timing and were able to get 80% of them through their dining experience with 90 minutes.

• What worked? What did not? How do you know?

As a team we feel that all of our actions and strategies worked very well. The only flaw was that we could not get the food out as fast as we wanted and the servers were new so they did not know all the ends and out that the servers are required to do. Another reason to this was also that the guest wanted to sit and dine for as long as possible, so that is uncontrollable.

We know this because we kept track of our average times for appetizers, salads/soup, and entrée. On Friday, the time for appetizer was 13 minutes, salad was 17 minutes, and entrée was 22 minutes. For Saturday, the time for appetizer was 11 minutes, salad was 11 minutes, and entrée was 16 minutes. Compared to Friday, on Saturday we were able to lower our average time for our course being sent out. We did our best at greeting, seating, feeding, and deleting our guest as fast as possible. We tracked this by keeping track of the times when guests are seated and when they are presented with the bill.

Also, our plan for the host and servers to keeping track of the time a guest is seated and the time the bill is processed was not all kept track of. We found that the majority of the time the servers would forget and the host would disappear from their station and when guests arrive they get seated by someone else and the times are not recorded. For a fact we knew this because the service and beverage manager were always trying to hunt the receipts down in order to get the bill process time. Sometime we got them and sometimes it slips right by us.

• Variance

For Friday, the variance was cause by both the front of house and back of house. There was a lack of communication, whether it is because the servers were not telling the expeditor or line manager when they were clearing or it could have been that the back of the house was taking longer to get the dishes prepared. There are many others reasons but we cannot just pinpoint one because it could have also been the guest eating particularly slow trying to savior our excellent cooked and tasting dish, so even if we tried to push them it would not work. Another reason for our variance may be cause by the fact that we did not get all the times of when the guests were seated and when there bill was processed mainly because the servers and host forgot or did not have time to. The service and beverage manager did our best at recording the times but we could not get all of it because we are always sidetrack by other things to do, such as managing.

As for Saturday, we did reach our goal but again we were not able to get all the time even though we told the servers and host time and time to keep track of the times, but they simply forgot. But according to what we do have recorded we did meet our goal on Saturday for getting 80% of our guest through there dining experience within 90 minutes.

• Recommendations – What would you do differently? What would you do to ensure the same results? What could you do to enhance you success?

What our team would do differently is to have made sure that all the times were recorded. One way of that we could have done this was not by relying on the servers and host but relying on the bar/cashier. The bar/cashier could have written out all the times when he closed out the bill because the times are on every receipt. On each receipt it shows the time that the tables are open and the times that the check was processed for credit card transactions. As for cash transactions the bar/cashier can mark down the time they close out the bill. This would have been the best way instead of trying to do it ourselves because the servers and host forgets.

To ensure the same results as Saturday we would continue to greet, seat, fee, and delete our guest as soon as possible, but in a timely fashion. We would get there food orders into micros as soon as possible, get there orders made, served, and cleared as soon as they are ready so that we can get the next course out and then try to get them out within 90 minutes.

To enhance our success we would have the bar/cashier take down the times, train our servers on proper communication and taking orders, and get the line in the kitchen synchronized in order to have all the orders ready at the same time. We would train the servers on proper ticketing procedures and entering proper seat numbers into micros so that if another sever runs there food, it can go out to the right guest without wasting anytime looking to that particular server. We would also try to get the servers to remember the proper sequence of service so that they will know what to do every step of the dining process. We can try to get them on track so that they will not waste time trying to figure out what to do next because every minute counts and this buys into our goal of getting 80% of our a la carte guests through there dining experience within 90 minutes.

• Team Objective # 2

• To get an average of a B or higher rating on the guest’s overall dining experience

• Connection between the Three RKR Goals

• This objective relates to RKR goal #1 and #3.

• Actions and/or Strategies

• Provide guest with comment cards

• Keep track of guest comment cards

• Provide proper training to servers

• Follow recipes according to the restaurant’s recipes

• Standardize food portioning

• Follow the action & strategies from objective #1

As of using our actions and strategies we are able to keep track of all our guest comments, properly train servers, follow recipes according to the restaurant’s recipes, standardize food portioning, and try to greet, seat, feed, and delete guests as soon as possible.

• Results

The results of our team using our actions and strategies led us to achieve an 85% on Friday and an 86% on Saturday. On both of our a la carte days we were able to achieve our goal of getting a B (80%) or higher. According to the guest comment cards on Friday, November 4th we received a 96% on presentation, 95 % on taste, 94% on portion size, 95 % on temperature, and a 93 % on value. As for Saturday, November 5th we received a 99% on presentation, 97 % on taste, 96% on portion size, 95 % on temperature, and a 94 % on value. We were able to raise all of the categories on Saturday mainly because we had fewer guests, thus maximizing the attention to every table.

• Guest Satisfaction

Based on the results of our guest comment cards we were able to achieve our objective of receiving a B or higher on guest satisfaction.

• What worked? What did not? How do you know?

As a team we feel that properly training the servers the proper technique of high quality service in advance really helped our team when it came to the live performance. We provide a training packet and outline of what was needed to be done and the servers really understood it and it really helped them to understand how to provide guests with the ultimate experience.

Also following the recipe and standardizing portioning really helped to make the taste, presentation, and portion size well worth our guest’s money. To track our result we use the guest comment cards and tallied it and made sure that we gave every guest a chance to fill it out so that we can get an accurate reading. But based on the results we do have our team hit our goal of providing guest satisfaction.

• Variance

For our objective three, we were able to achieve our desired goal so there is no variance.

• Recommendations – What would you do differently? What would you do to ensure the same results? What would you do to enhance you Success?

As a team, we have concluded that we would not do anything differently, we did the best that we could and feel that our actions and strategies were very helpful.

To achieve the same results our team will continue to provide guests with comment cards, keep track of guest comment cards, provide proper training to servers, follow recipes according to the restaurant’s recipes, and standardize food portioning.

To enhance our success we would want to have more time so that we can give our servers more time to practice on how to serve and how to communicate properly to the back of house.

• Team Objective # 3

• To obtain a 3 or higher rating on employees satisfaction towards the work environment

• Connection between the Three RKR Goals

• This objective relates to RKR goal #2 and #3.

• Actions and/or Strategies

• Provide an employee comment card

• Ensure that managers set a good example

• Guarantee that managers are always around to help

• Managers will focus on the positive aspect of an employee’s performance

As of applying our actions and strategies our team was able to provide our employees with employee comment cards, set good example, guarantee that managers were always around, and focus on the positive aspects of an employee’s performance. The employee comment card asks the employee to rate the overall work environment on a scale of one to four, with four being excellent and a one being poor. Also thorough the employee compliment card it was able to keep track of whether the managers are setting a good examples, if managers are around to help, and if the managers are positive on employee’ performance.

• Results

As of the results of our actions and strategies we were able to achieve on Thursday an 3 and higher on all of the employee comment cards, meaning that we got an 80% on the overall work environment. On Friday we received 94% on the overall work environment, which is a 3.4 and on Saturday we were able to raise the rating of the work environment to a 95%, which is a 3.5. On all three day of our management week we were able to reach of main goal of proving our employees with a great working environment.

As for managers setting a good example we were able to focus on all the positive aspect of our employee’s performances thus making them feel happy and fully supported by the managers. Through the employee comment card we were able to see that all of our managers did show full support in all the areas of our actions and strategies plan. This allowed us to see and show how much we appreciate each and everyone of our employee.

• Employee Satisfaction

Based on the results of our employee compliment cards it showed that all of our employees were extremely satisfied with our managing tactics. They felt that we did a great job at managing and that we provided full support to them. The also left us comments saying how they loved us and they had a great week because we help guide them in everyway possible.

• What worked? What did not? How do you know?

We feel that our actions and strategies really worked in achieving our goal of providing a great work environment for all our employees. With our managing tactics we were able to achieve a 3 or higher on all three days of our managing week. Our employees were truly satisfied. We were able to keep track of all our results through providing employee comment cards to our entire employee’s each night.

• Variance

For our objective three we were able to achieve our desired goal so there is no variance.

• Recommendations – What would you do differently? What would you do to ensure the same results? What would you do to enhance you Success?

What our team would have like to do differently was to have recognized every employee for what they were great at because everyone did do a great job and tried their absolute best.

In order to ensure the same results our team will continue to provide an employee comment card so that we can keep track of our success, we will ensure that managers set a good example, guarantee to always be around to help, and focus on the positive aspect of an employee’s performance.

To enhance our success we would like to give all of our employee’s recognition for what they were great at during our management week so we could make them feel special and want to work for us even though they do not get paid.

6) Revenue/ Sales Analysis

A. Forecast

Revised Sales and Guest Count Forecast

|Week 3 |Thursday |Friday |Saturday |Total |

| |11/03/05 |11/04/05 |101/0505 | |

|Guest Count |80 |55 |55 |190 |

|Reservations |80 |51 |50 |181 |

|Walk-Ins |0 |4 |5 |9 |

|Average Check |27.34 |35.00 |34.50 |32.28 |

|Food Total |1,947.26 |1,540.00 |1,518.00 |5,005.26 |

|Bar Total |240.00 |385.00 |379.50 |1,004.50 |

| | | | | |

|Total Daily Sales |2,187.26 |1,925.00 |1,897.50 |6,009.76 |

Actual Sales and Guest Count

|Week 3 |Thursday |Friday |Saturday |Total |

| |11/03/05 |11/04/05 |101/0505 | |

|Guest Count |80 |51 |30 |161 |

|Reservations |80 |46 |30 |156 |

|Walk-Ins |0 |5 |4 | |

|Average Check |32.83 |26.44 |29.78 |29.68 |

|Food Total |1,928.00 |1,499.00 |964.00 |4,391 |

|Bar Total |498.00 |366.00 |195.00 |1,059 |

| | | | | |

|Total Daily Sales |2,850.31 |1,923.04 |1,281.25 |6,054.60 |

Weekly Forecast

| |Original Forecast |Final Forecast (Revised) | | |

| | | |Actual Results |Variance |

| | | | | |

|Guest Count |153 |190 |161 |-29 |

| | | | | |

|Average Check |71.31 |32.28 |29.68 |-2.6 |

| | | | | |

|Total Sales |5232 |6,009.76 |6,054.60 |+44.84 |

The Variance on the guest count is a result of low numbers of guest during our a la carte nights. This is especially true for Saturday night in which we only received a total of 30 dinner guest. The Variance on the average check is a small amount. This is the result of guest sharing appetizers or not ordering appetizers during the a la carte nights. Our total sales were positively affected by our Thursday night banquet. We forecasted 240 dollars in bar sales. When the night was over we had 21 bottles of wine sold; this raised our bar total to 498 dollars. Although we slightly over forecasted our bar totals on Friday and Saturday the high bar total on Thursday was enough to positively off set our numbers.

B. Daily Actual Net Sales

| |Thursday |Friday |Saturday |Total |

|Daily Food |1928 |1499 |964 |4391 |

|Daily Bar |498 |366 |195 |1059 |

|Total Sales |2426 |1865 |1159 |5450 |

|Guest Count |80 |51 |30 |161 |

|Ave check |32.83 |26.44 |34.50 |31.25 (Ave) |

| Food % |79% |80% |83% |81% |

|Bar % |21% |20% |17% |19% |

C. Item Counts and Percentages

|Menu Item |Previous Weeks (1-3) |Our Week (Week 4) |Week 1-3 % of main |Week 4 % of main |QTD % of main |

|Appetizers | | | | | |

|Soup Bowl |4 |6 |1.3% |7.4% |2.6% |

|Scallops |26 |8 |8.4% |9.9% |8.9% |

|Crab Cakes |40 |11 |12.9% |13.6% |13.4% |

|Goat Cheese |31 |5 |10% |6.2% |9.5% |

|Seviche |8 |7 |2.6% |8.6% |3.9% |

|App Ravioli |31 |3 |10% |3.7% |8.9% |

|PF Appetizer |15 |10 |4.5% |12.3% |6.3% |

|Entrées | | | | | |

|Salmon |46 |15 |14.9% |18.5% |16.1% |

|Pasta |16 |7 |5.2% |7% |6.1% |

|Lamb |50 |7 |16.2% |8.6% |15% |

|Braised Chicken |49 |9 |11% |11.1% |15.3% |

|Sirloin Steak |98 |24 |31.7% |29.6% |32.1% |

|Pork |26 |9 |8.4% |11.1% |7.3% |

|PF Entrée |18 |10 |7.8% |12.3% |6.3% |

|Banquets | | | | | |

|3 course chicken |25 |80 |25% |49.7% |58.3% |

|3 course fish |0 |0 |0% |0 |0 |

|4 course chicken |28 |0 |28% |0 |15% |

|4 course fish |0 |0 |0% |0 |0 |

|4 course beef |60 |0 |47% |0 |26.1% |

|Desserts | | | | | |

|Cookie basket |25 |5 |8.1% |6.2% |7.9% |

|Chocolate Cake |58 |9 |18.8% |11.1% |17.6% |

|Lemon Tart |24 |8 |7.8% |9.9% |8.4% |

|Cheesecake |26 |5 |8.4% |6.2% |8.2% |

|Crisp |57 |12 |18.4% |14.8% |18.2% |

|PF Dessert |18 |10 |4.5% |12.3% |6.3% |

|Beverages | | | | | |

|Beer/ Hard cider |35 |24 |9.1% |29.6% |13.7% |

|Wine by the Glass |342 |23 |42.1% |28.4% |40.3% |

|Wine Flights | |0 | |0 | |

|Soda, Bottled water, Juice, |28 |16 |23.9% |19.8% |23.7% |

|Milk | | | | | |

|Coffee, decaf, & hot tea |227 |24 |26.9% |29.6% |28.2% |

|Snapple |0 |3 |0% |3.7% |4.2% |

The results of our week had no effect on the menu mix for the Thursday night special. This is because we had an 80-person banquet on the Thursday during our week. The rest of the items on our menu mix did not have any dramatic changes with the exceptions of the 3 course chicken. Since our banquet was all chicken, it nearly doubled our quarter to date percentage of the item. All trends remained the same; this resulted in a slight increase or decrease in the menu mix percentage of all a la carte items.

Compared to same week last year

Note: Fall 2004 had 4 days of service versus Fall 2005 which had 3 days of service

| |Fall Quarter 04 (Nov 3-6) |Fall Quarter 05 (Nov 3-5) |

|Average Check |25.14 |33.85 |

|Guest Count |191 |161 |

|Total Sales |4802 |5450 |

Although the guest count is lower in Fall of 2005 the average check and total sales are greater. When comparing the menu mix of both quarters there are few differences in the total week numbers. This explains why the average check for Fall 2005 is higher. We sold roughly the same amount of items with one less day in the week. Each person, on average, bought more in Fall 2005 than in Fall 2004. This also helps explain why total sales are greater for Fall 2005. A price increase is the only way to sell as many items and generate more revenue.

D. Summary of Revenue Related Recommendations and Key Insights

Two items that in the previous two weeks were starting to decrease in sales were the pork and the scallops. In week one the restaurant sold 8 portions of pork. During week 2 and 3, the number decreased to 5 each week. During the preview week, 10 scallops were sold. By weeks 2 and 3 the numbers decreased to 6 for one week and 2 for the other. In Week four we increased the sale of pork to 9 portions, and the sale of “scallops” to 8 portions. We were able to do this by having our host walk the parties past the pork roaster and give a brief description of the pork. The number of scallops increased because of a menu change. Although in data trap it still reads scallops, we now sell prawn shrimp. These are more popular than scallops. If items are not selling well the best solution is to redesign the presentation of the item or to replace the item. With these actions, we were able to increase the menu mix percentage of items that were starting to decrease in popularity.

Please update following document (Available on my Web Site)

|RKR Winter Projection by | | | | |

|week | | | | |

|1st Week |0 |0 |0 |0 |

|2nd Week |0 |4 |0 |4 |

|3rd Week |1 |7 |0 |8 |

|4th Week |7 |7 |3 |17 |

|5th Week |0 |1 |0 |1 |

| | | | |30 |

2. Cost analysis

1 Shangri-La ice tea bag yields 4 gallons (1 gallon equals to 128 oz) of ice tea

1 cup equals 8 oz

Total amount of ice tea we make per day is 512 oz

128 * 4 = 512 oz

512/ 8= 64 cups

One whole box of Shangri-la tea bag cost $41.50, 20 bags in 1 box

The cost of each Shangri-La tea bag is $ 2.075

41.50/20= $2.075 / bag

In other words, no matter how much iced tea we sell, the cost of iced tea remains the same, which is $2.075 per day.

The cost of iced tea a year is $757.375 if we use the Shangri-La tea bag

$2.075*365= $757.375

However, if we use the Darjeeling tea bags that are donations from Harvest Auction, we could save a lot on the cost of iced tea.

Darjeeling Tea bag cost $3.42 (100 bags / case)

The cost of each tea bag is $.0342

3.42/100= $.0342

Based on the data trap, the most number we sold on ice tea is 7 cups a day. Therefore we assume that if we sell 10 cups a day, plus the 10 cups refills, totally we could sell 20 cups of iced tea a day. For 365 days, we would sell 7300 cups a year

20*365=7300

The cost for the Shangri-La iced tea a year is $757.375

$2.075*365= $757.375

The cost for the Darjeeling Tea bag a year is $ 249.66

$7300*.0342=$249.66

The expense we could save on the iced tea is $507.715

$757.375-$249.66=$507.715

Future thoughts

• Right now we have 8.66 cases if Darjeeling tea bags on hand which yield 866 cups of iced tea. Because the Darjeeling tea bags that were donated from the Harvest Auction do not cost RKR anything, so that if we use the Darjeeling tea bags in the rest of this quarter, we will make net profit from it.

• When using the Darjeeling tea bags, we could pre-make five or six cups in advance. If we need more, it just takes a server 2 minutes to make a new one.

8) Weekly Summary

Week four (in data trap) overall was one of the better weeks that the RKR has had this quarter. The waste ($141.00) was higher than two other weeks. A freezer which was shut off helped contribute to high level of waste. Both the Dinner check average ($33.75) and the RKR check average ($21.71) were the second highest so far this quarter. Total sales for the week were also the second highest in the four weeks the restaurant has been in operation. Week four has the lowest number of credits; this helped with the check average and net sales. The quarter to date number for average sale and revenue (both food and bar) was increased by the results of the week. Although the expenses for the restaurant cannot be stopped, this week they were not as high as they have been in previous weeks. The week slightly increased and decreased some of the quarter to date numbers. Where it had the most dramatic impact was with the quarter to date loss/profit. At the end of the week there was a profit of 3,716. This is the highest profit any week has had this quarter. The profit has reduced the loss which the RKR currently sits in.

9) Overall Management Team Recommendations

As a team we mutually agree that there are a lot of recommendations that could be given to future managers that get overlooked in the classroom. Firstly communication is important not just between a manager and their staff but even more important is the communication between managers. If the managers are not all on the same page the establishment as a whole will not be. The communication between FOH and BOH is especially important. If the team can not communicate with each other there is no way they can function properly. It is also important to plan ahead but it is equally important to realize that there is no way your plan included everything and you may need to alter you plan in the middle so it is important to be adaptive and stay calm. It is important to set an example to your staff to stay calmed and be respectful of on another no matter how frustrated you may get. Lastly, do not take negative feedback personally whether it is from a customer, instructor and/or a student, instead you should think about what you can do to improve what you are doing.

10) Key Insights

Beverage Manager

I have learned about discussing issues with employees before asking them to try something new. An example of this is before I asked the host to walk the guests past the pork I asked him if he thought it would be practical and if he could give a good enticing description of the pork to up sell, he liked the idea. I asked him what he wanted to say and he came up with a much better description of the pork on the spot than the one made and it was easier for him to pronounce. The point is even as a manager sometimes you need to realize when your employees have good ideas and not to under mind them because even if it is not sticking to your plan it will help the establishment as a whole if you listen to other peoples ideas. But at the same time you need to realize when it is necessary to implement your own ideas.

Service Manager

As the service manager, I learned that communication is "key" between all the hourly employees and managers. It is a very important aspect in running the operation properly. As the service manager I learned to delegate all the duties and tasks to all the servers in a clear and specific manner. Even though it was non-spoken communication, it was still communication and I was still able to get the message across. Not only is communication between the hourly and the managers important but it is also very important to stay in constant communication between the front of the house and the back of the house. The only way to do this is to have the service and beverage manager stay communicated with the line and production manager. That way the front and the back of house can know where each other is at, at all times. Communication is a huge link in running the restaurant properly and without it the front of house and back of house would be lost and unsynchronized.

An example that I would want to share showing that communication is very important is this: On Thursday, we had a banquet of 80 and the main source of communication was through the beverage manager and the production manger. Anything that happened on the dining room was between the service manager and the beverage manager and the beverage manager was in charge of letting the production manager know the guest count, and the number of vegetarians and where they sat and when to plate each course in order to send it out. Once the food was out it was up to the service manager and the servers to direct the flow of the banquet. As the service manager my way of communicating to the servers was silent and through thorough training prior to the actual event we were able to do it properly. With the training and handouts that I provided I was able to guide the servers through the entire process. They knew that at whichever table I stood at was the table that was to be severed first and of course ladies first. If we did not have as great of communication as we did the banquet would never have ran as smooth as it did.

Production Manager

The communication between production and line manager is very important. During my management week as a production manager, I have learned that communication between our four managers plays an essential role in our week. As a production manager, I need to check the line with line manager as many as possible in order to be informed on how many food we have on hand. Also I need to talk to service and beverage managers about the limited menu items so that the server could push other menu items which we have a lot of on hand.

An example that I would want to share showing that communication is very important is: It was on Saturday; we just had 3 portions of Coq Au Vin on hand, even though the Coq Au Vin is not very popular, I had to let the service manager know about it. I told Jenny about that and she informed her staff immediately. If we did not communicate with each other, than the server would let the guest order more Coq Au Vin, and we did not have enough to accommodate them.

Line Manager

As a line manager it is important to have good interpersonal relationships with your staff. By getting along well with your staff it will be harder for them to disrespect you or to undermine you. It is a lot harder for someone to turn their back on their friends than it is to turn their backs on a stranger. It is easier to ask a friend to do something for you than someone who you know does not like you. Not only will the manager feel more comfortable asking the person to do a job, but the person doing the job will not get upset when being asked. If you get along with the people you work with your day will be more pleasant and you can look forward to work instead of dreading it. By having the respect of those who work directly under you, it is easier to command respect for others. When a server sees that all of the line respects the line manager they will go with the flow and also respect you. Getting along with everyone ensures that no one will purposely try to hurt you in any way, shape, or form when you’re in the restaurant.

11) Conclusion

In conclusion, overall we had a successful and very memorable week. Although we only met two of our three objectives we all learned a lot about managing effectively. Managing is a skill that you can not do unless you prepare for it properly. We learned how to communicate effectively with other managers and employees alike. Communication is an important deciding factor in a team’s failure or success. We also learned to deal with problems as they arise as a team, and how to calmly and professionally resolve these issues. These teamwork and communication skills that we have gained will be useful to all of us in life and in the work field. We ended our week with a greater grasp of what a manager’s actual role is and with greater confidence to manage in the future.

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