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Recent Articles !
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Restaurant Concept Development
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 Concept development involves finding and implementing an operating style that can occupy a unique position in the minds of the target market and be consistently operated at a profit. This is an inexact science, relying on an elusive ability to "see what's not there," but there are several identifiable characteristics of a good concept:
Flexible - the ability to evolve over time without loss of market identity
Simple - more classic than trendy with resulting potential for longevity
Profitable - the ability to generate excellent return on investment
Duplicable - the ability to regenerate and expand
Compatible - does not require extensive, expensive renovations to an existing physical plant
Fresh and Exciting - not a "me too" approach
Appropriate - meets a real need and creates sufficient "gravity" to attract crowds of guests
Consistent - can deliver on its promises using the prevailing labor market and existing management capabilities
Distinct - uniquely fills a niche in the minds of the target market
Durable - can hold its own in the market
Complementary - does not require directly confronting a competitor while enhancing the overall dining market
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Kitchen Induction
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| Staff selected for the kitchen should be taken for a familiarisation round of the hotel and each area should be thoroughly discussed
Kitchen rounds should be more thorough and the induction carried over for 2 to 3 days
Layout of the kitchen and the supporting areas
Familiarisation with all the equipment installed, their use, handling, functioning and maintenance to be drilled into all the members
Introduction of the team members within and outside the kitchen to be carried out in an informal manner
All the rules and policies of the hotel to be communicated to the members and made sure that each and every member has understood them correctly
All standard procedures to be communicated to them i.e. Duty rosters, off, leaves, holidays, uniform, grooming, telephone handling, cafeteria timings, departmental communication, welfare team, G.Ms communication, lost and found procedure , the dos and donts of the hotel etc.
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Hotel Internal Controls
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| The following list of internal controls, or acceptable variations thereof, is to be put into operation and consistently implemented in all food and beverage outlet operations.
Purchasing Procedures and Controls:
Par Levels are to be established by the person in charge of Purchasing, and signed off by the Food and Beverage Director. The par levels should be set at an amount that is sufficient to order enough stock to supply the beverage operation in normal operating conditions.
Any changes made to beverage pars, including wine, liquor or beer menu changes that affect beverage inventory must be approved by the General Manager, Food and Beverage Director and Controller/DOF.
Prior to stocking supplies related to any menu changes, a plan for the dissolution of old stock on hand must be presented by the Food and Beverage Director to the General Manager and Controller for approval.
Prior to placing orders with beverage vendors, any adjustments for special event beverage sales such as New Years Eve, weddings, etc., must be considered and the purchase adjusted accordingly.
Purchase quantities should be adjusted to take advantage of any vendor discounts or special promotions being offered, after approval by the Food and Beverage Director.
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Cooking Basics
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| All vegetables fresh daily
All containers cleaned daily
All food items kept iced down and/or refrigerated and properly covered
All fried items done so at 375 degrees and drained of excess grease
Station set up with proper utensils, i.e. spoons, ladles whips, tongs, etc.
Station set up with proper dishes for service, i.e., goosenecks, side dishes, plates, bowls, ramekins, etc.
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Hotel Revenue Audit
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| 1. Review the current accounts receivable (A/R) aging report. Select at least 25 accounts and determine whether or not all categories of receivables are adequately covered. Heavier concentration should be placed on old and unusual items. The total amount selected for testing should be between 15 percent and 20 percent of the city ledger.
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Random Pick |
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Answer within three rings, as more than three rings simply implies to our guests that we do not need their business or we do not want to help them.
Smile on the telephone. It is amazing how the guest can feel the difference - and you too! |
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