Restaurant Industry and comparison to Big Canoe POA PROPERTY OWNERS FIRST
<ul><li>POA – high cost </li></ul><ul><li>Restaurants – low cost </li></ul><ul><li>Compelled to be all things to all peopl...
<ul><li>POA </li></ul><ul><li>Restaurants </li></ul><ul><li>Property  Owners pay assessments and expect moderate pricing <...
<ul><li>POA </li></ul><ul><li>Restaurant </li></ul><ul><li>Benefits </li></ul><ul><li>Higher rates per employee </li></ul>...
<ul><li>POA </li></ul><ul><li>Restaurant </li></ul><ul><li>Irregular business volume makes staffing levels difficult to pr...
 
 
Salaried positions and adjustments for ‘09 <ul><li>Food & Beverage Manager </li></ul><ul><li>Assistant Food & Beverage Man...
Supervision of labor, cos & other expenses <ul><li>Front of house – Asst. F & B and F & B Manager </li></ul><ul><li>Back o...
Purchasing <ul><li>Food & Beverage Manager supervises all purchasing done by Executive Chef, Executive Sous Chef and Assis...
Controls  <ul><li>Handled by F & B Management team </li></ul><ul><ul><li>FIFO </li></ul></ul><ul><ul><li>Par stocks set by...
Ongoing contracts <ul><li>HMS – through March </li></ul><ul><li>Best Linen – through March </li></ul>
<ul><li>POA </li></ul><ul><li>Restaurants </li></ul><ul><li>At best only about half the tables are turned </li></ul><ul><l...
Marketing ‘09 <ul><li>90-60 -30 day approach </li></ul><ul><li>Table tents  </li></ul><ul><li>Golf cart announcement  inse...
<ul><li>What are the different functions and/or services within the Clubhouse that F&B supports  </li></ul><ul><li>through...
POA vs. Restaurants <ul><li>Because the changes necessary to produce restaurant-like profits would change the Property Own...
Kitchen Review
As we opened
 
 
 
After
After
 
After
 
 
Golf Club Kitchen vs. Country Club Kitchen Layout
 
<ul><li>Golf Club </li></ul><ul><li>Country Club </li></ul><ul><li>Single line – built for simple menu’s and speed primari...
New innovations <ul><li>Combining cold and hot ala carte lines into one </li></ul><ul><ul><li>Positives </li></ul></ul><ul...
The importance of concepts, planning, menu design & scheduling <ul><li>Original concept – old Sconti cover counts, HMS men...
Future upgrades (no immediate plans for upgrades) <ul><li>Sunset veranda </li></ul><ul><ul><li>Utilize tent and grille set...
Budget Development & Financial Controls  <ul><li>Ala carte dining (cover counts & average checks) </li></ul><ul><li>Servic...
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February 28 Presentation to Squires & Stags

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Amenities by Jim Story

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February 28 Presentation to Squires & Stags

  1. 1. Restaurant Industry and comparison to Big Canoe POA PROPERTY OWNERS FIRST
  2. 2. <ul><li>POA – high cost </li></ul><ul><li>Restaurants – low cost </li></ul><ul><li>Compelled to be all things to all people </li></ul><ul><li>Variety of culinary offers </li></ul><ul><ul><li>Fine dining </li></ul></ul><ul><ul><li>Pub fare </li></ul></ul><ul><ul><li>Casual dining </li></ul></ul><ul><ul><li>Halfway house </li></ul></ul><ul><ul><li>Banquet offerings </li></ul></ul><ul><li>Variety of outlets </li></ul><ul><ul><li>Black Bear Pub, Mountains Grille, Dogwood room, Sconti Point, Sunset Veranda, Club Room, Card Room, Duffers, Swim Club, Canoe lodge, Wildcat Pavilion </li></ul></ul><ul><li>Specialized, target market </li></ul><ul><li>Focus on core competency </li></ul>POA vs. Restaurant Market
  3. 3. <ul><li>POA </li></ul><ul><li>Restaurants </li></ul><ul><li>Property Owners pay assessments and expect moderate pricing </li></ul><ul><li>Similar menus to restaurants but charge less </li></ul><ul><li>Generally pour higher quality beverage for lower cost (what is call brand at restaurant is house brand at POA) </li></ul><ul><li>Established regional or national pricing structure </li></ul>Pricing
  4. 4. <ul><li>POA </li></ul><ul><li>Restaurant </li></ul><ul><li>Benefits </li></ul><ul><li>Higher rates per employee </li></ul><ul><li>Higher cost due to advanced skills </li></ul><ul><li>Executive chef’s and highly trained Sous Chefs </li></ul><ul><li>No or little benefits offered </li></ul><ul><li>Line cooks follow recipes set at corporate level </li></ul>Cost
  5. 5. <ul><li>POA </li></ul><ul><li>Restaurant </li></ul><ul><li>Irregular business volume makes staffing levels difficult to predict </li></ul><ul><li>High ratio’s server to customer (16-20/1) to accommodate demand and service levels despite the reality of usage </li></ul><ul><li>Multiple outlets with satellite kitchens </li></ul><ul><li>Predictable volume </li></ul><ul><li>Controlled environment </li></ul><ul><li>One kitchen designed for a specific menu to specific spaces </li></ul>Staffing
  6. 8. Salaried positions and adjustments for ‘09 <ul><li>Food & Beverage Manager </li></ul><ul><li>Assistant Food & Beverage Manager </li></ul><ul><li>Executive Chef </li></ul><ul><li>Executive Sous Chef </li></ul><ul><li>Sous Chef (eliminated in 2009) </li></ul><ul><li>Banquet Manager (eliminated in 2009) </li></ul><ul><li>Banquet Chef (eliminated in 2009) </li></ul><ul><li>Hostess position (eliminated in 2009) </li></ul><ul><li>Beverage Manager (eliminated in 2009) </li></ul><ul><li>Part time receptionist (eliminated in 2009) </li></ul>
  7. 9. Supervision of labor, cos & other expenses <ul><li>Front of house – Asst. F & B and F & B Manager </li></ul><ul><li>Back of house – Executive Chef, Executive Sous Chef and F & B Manager </li></ul><ul><li>Ultimate responsibility rest with the F & B Manager </li></ul>
  8. 10. Purchasing <ul><li>Food & Beverage Manager supervises all purchasing done by Executive Chef, Executive Sous Chef and Assistant F & B Manager </li></ul><ul><li>Purchases are signed off by F & B Manager, Director of Amenities and input by AP Staff </li></ul>
  9. 11. Controls <ul><li>Handled by F & B Management team </li></ul><ul><ul><li>FIFO </li></ul></ul><ul><ul><li>Par stocks set by F & B Management team based on historical data and reasonable projections </li></ul></ul><ul><ul><li>Purchasing and receiving by Management team </li></ul></ul><ul><ul><li>Food rotation handled by Executive Chef and Executive Sous (dated and fifo) </li></ul></ul><ul><ul><li>Bartenders assigned to handle beverage purchasing using par stock and log book checked by F & B Manager </li></ul></ul>
  10. 12. Ongoing contracts <ul><li>HMS – through March </li></ul><ul><li>Best Linen – through March </li></ul>
  11. 13. <ul><li>POA </li></ul><ul><li>Restaurants </li></ul><ul><li>At best only about half the tables are turned </li></ul><ul><li>Members generally dine at a specific time 7:00 – 7:30 </li></ul><ul><li>Little demand for shoulder times </li></ul><ul><li>Affect on COGS </li></ul><ul><ul><li>Higher due to more diverse menu </li></ul></ul><ul><ul><li>Special request </li></ul></ul><ul><ul><li>Purchase product in greater varieties and smaller volume </li></ul></ul><ul><li>Volume and turnover high </li></ul><ul><li>Purchasing power due to volume affects COGS (lower) </li></ul><ul><ul><li>Limited menu </li></ul></ul><ul><ul><li>Smaller varieties </li></ul></ul><ul><ul><li>Prepackaged items </li></ul></ul>Volume
  12. 14. Marketing ‘09 <ul><li>90-60 -30 day approach </li></ul><ul><li>Table tents </li></ul><ul><li>Golf cart announcement insert </li></ul><ul><li>Post Office </li></ul><ul><li>Alpha boxes </li></ul><ul><li>Clubhouse bulletin boards </li></ul><ul><li>Staff !!!!!!!! </li></ul><ul><li>Bi Weekly </li></ul><ul><li>Clubhouse at Lake Sconti presents </li></ul><ul><li>Comedy Night </li></ul><ul><li>Saturday, January 17 </li></ul><ul><li>6:00 - 10:00 PM </li></ul><ul><li>  </li></ul><ul><li>90 - Announcement out “mark your calendar – theme, date, time, cost” </li></ul><ul><li>60 – menu, table tents, announcement cards, updated flyers out, Bi-Weekly updates, </li></ul><ul><li>30 –don’t miss (sold out, x number of seats available etc.) </li></ul><ul><li>Day after break-down meeting – notes of event completed with P & L. </li></ul>
  13. 15. <ul><li>What are the different functions and/or services within the Clubhouse that F&B supports </li></ul><ul><li>through their time and resources in addition to providing Ala Carte meal service? </li></ul>Functions July Aug Sept Oct Nov Dec Regular 32 29 33 30 23 20 Golf Related 11 12 11 15 5 0 Private 6 10 11 14 11 11 Clubhouse booked 1 0 1 2 2 1 Meetings 10 20 16 16 12 9 Event total 60 71 72 77 53 41 Jan Feb March April May June 09 look ahead Regular 25 23 22 21 15 11 Golf Related 0 0 2 10 10 12 Private 4 3 3 4 4 0 Club 1 1 Event Total 30 27 27 35 29 23
  14. 16. POA vs. Restaurants <ul><li>Because the changes necessary to produce restaurant-like profits would change the Property Owners dining experience, the food & beverage departments of most Property Owners Associations and Private Club’s operate as an amenity rather than as a profit center </li></ul>
  15. 17. Kitchen Review
  16. 18. As we opened
  17. 22. After
  18. 23. After
  19. 25. After
  20. 28. Golf Club Kitchen vs. Country Club Kitchen Layout
  21. 30. <ul><li>Golf Club </li></ul><ul><li>Country Club </li></ul><ul><li>Single line – built for simple menu’s and speed primarily lunch & pub type items. </li></ul><ul><li>Area compact to maximize labor (dish area, sandwich prep, salad prep hot line) </li></ul><ul><li>If space available easy to modify as business expands </li></ul><ul><li>Multiple lines to add flexibility when serving different offerings out of same space </li></ul><ul><li>Each area serves particular function </li></ul><ul><li>Dish area separate and distinct </li></ul><ul><li>Cold storage necessary to fulfill demand </li></ul><ul><li>Plate up space needed for functions and volume </li></ul><ul><li>Don’t over build – not every day is Mothers Day or Easter </li></ul>Kitchens
  22. 31. New innovations <ul><li>Combining cold and hot ala carte lines into one </li></ul><ul><ul><li>Positives </li></ul></ul><ul><ul><ul><li>Provides for limited staffing </li></ul></ul></ul><ul><ul><ul><li>Provides speed of service in contained space </li></ul></ul></ul><ul><ul><li>Negatives </li></ul></ul><ul><ul><ul><li>Limits menu possibilities </li></ul></ul></ul><ul><ul><ul><li>Limits multiple function capabilities </li></ul></ul></ul><ul><ul><ul><li>Storage capacity and plate up space could be issue if current space is converted </li></ul></ul></ul>
  23. 32. The importance of concepts, planning, menu design & scheduling <ul><li>Original concept – old Sconti cover counts, HMS menu pricing, concept tavern menu, upscale evening dining, sales mix 75%-25% </li></ul><ul><li>Our opening plan – Expansive menu with multiple offerings minimal banquets, bar call brand for well, pub food in Black Bear Pub </li></ul><ul><li>Where we are – simplified universal menu, focus on price points, value and consistency – volume far exceeds original concept </li></ul><ul><li>Critically important is controlling additional cost associated with set-up, breakdown, as well as scheduling, grouping and timing of events </li></ul><ul><li>Revised payroll policies for set up and split shifts in place </li></ul><ul><li>Impact on other outlets must constantly be monitored </li></ul>
  24. 33. Future upgrades (no immediate plans for upgrades) <ul><li>Sunset veranda </li></ul><ul><ul><li>Utilize tent and grille set up that worked at end of 08, until funds are available for expansion </li></ul></ul><ul><ul><li>Note: Tent would work well over new tennis deck so look for purchasing power for both areas </li></ul></ul><ul><li>Lower level </li></ul><ul><ul><li>Rework space converting to multi-level service kitchen with dumbwaiter product transport eliminating spiral staircase </li></ul></ul><ul><li>Kitchen expansion - what is possible? </li></ul><ul><ul><li>Total rework with cold, salad prep in dish area or integrate cold and hot lines </li></ul></ul><ul><ul><li>Expand current line into double (space may not be available) </li></ul></ul><ul><ul><li>Dish area moved downstairs using Queen Mary and elevator for transport </li></ul></ul>
  25. 34. Budget Development & Financial Controls <ul><li>Ala carte dining (cover counts & average checks) </li></ul><ul><li>Service Models </li></ul><ul><li>Operating expenses </li></ul><ul><li>Menu cards </li></ul><ul><li>Special group menu selection </li></ul><ul><li>Trivia solution </li></ul><ul><li>Budget Tracker </li></ul><ul><li>Banquet sales Tracker </li></ul><ul><li>Cover count records </li></ul><ul><li>Cover count/service ratio’s </li></ul><ul><li>Event profit and loss sheets </li></ul>

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