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Appraising performance and making strategic decisions
Appraising performance and making strategic decisions
Appraising performance and making strategic decisions
Appraising performance and making strategic decisions
Appraising performance and making strategic decisions
Appraising performance and making strategic decisions
Appraising performance and making strategic decisions
Appraising performance and making strategic decisions
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Appraising performance and making strategic decisions

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Appraising F&B business performance enables intelligent business decisions to be made. http://bit.ly/V1A1oE

Appraising F&B business performance enables intelligent business decisions to be made. http://bit.ly/V1A1oE

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  • 1. Appraising performance &making strategic decisionsFood Beverage Manager
  • 2. Menu Engineering C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 2
  • 3. What products & services to offer C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 3
  • 4. Appraise operationsThe Catering cycle Issues to be considered in appraising the operation1. The consumer & the market Changes in the markets served by the operation and changes in the consumers needs2. Formation of policy The level of achievement in meeting the objectives of the operation and the extent to which the goals and the vision are being realised.3. Interpretation of demand The appropriateness of the existing menu and beverage lists and other services in meeting the customer needs, and the extent to which the existing customer service specification is sustainable.4. Convergence of facilities. The effectiveness of the planning and design and operational capability of the facilities, plant and equipment to support the customer service specification5. Provisioning The effectiveness of the purchasing, storage and control methods to meet the operational requirements.6. Production and distribution The effectiveness of the food production and food and beverage service methods, and the efficiency and appropriateness in the use of the resources being applied to them (including staffing), in order to support the customer service specification.7. Control of costs and revenue The extent to which revenue and costs of material, labour and overheads have been controlled, and the appropriateness of the methods adopted to meet operational requirements.8. Monitoring of customer The effectiveness of the methods used to monitor the level of customer satisfaction andsatisfaction the extent to which the customer satisfaction has been achieved. C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 4
  • 5. The Strategy Clock (Johnson & Scholes) C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 5
  • 6. Eight possible strategic routes for foodservice operations(Adapted from Johnson & Scholes Strategy Clock) C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 6
  • 7. The Strategy Clock (Johnson & Scholes) Needs / risks1. Low cost to the Likely to be segment-specificcustomer low added value2. Low cost to the Risk of price war & low margins need to be low operatingcustomer3. Hybrid Low cost base & reinvestment in low cost & differentiation4. Differentiation Perceived added value by user, yielding market share• Without price benefits premium• With price premium Perceived added value sufficient to bear price premium5. Focused differentiation Perceived added value to a particular segment, warranting price premium6. Increased cost Higher margins if competitors do not follow/risk of loosingstandard value market share7. Increased cost / low Only feasible in monopoly situationstandard value8. Low value standard Loss of market sharecost C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 7
  • 8. Ansoff s Growth Matrix WithAlternative strategies / Directions C A Bird - F&B Manager Tel: 0203 011 5863 Web: http://bit.ly/VW9X07 Page 8

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