Effective Menu Engineering For Your Food & Beverage Menus

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Using accurate recipe costing, learn how to effectively make decisions about your menu that affect your bottom line. Citing examples, see how decisions being made on partial or incomplete data can decrease your profitability. Learn about the flaws of the traditional dog/star methods. Review the menu layout and eye gaze studies. Drive your menu for profitability!

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  • Worked at Bravo/Brio only looked at Food. While my system saved them money it really doesn’t track the entire costing system. So I left to form my own software package that would be a complete cost based accounting system that incorporated dynamic ordering tools.
  • Worked at Bravo/Brio only looked at Food. While my system saved them money it really doesn’t track the entire costing system. So I left to form my own software package that would be a complete cost based accounting system that incorporated dynamic ordering tools.
  • Worked at Bravo/Brio only looked at Food. While my system saved them money it really doesn’t track the entire costing system. So I left to form my own software package that would be a complete cost based accounting system that incorporated dynamic ordering tools.
  • Effective Menu Engineering For Your Food & Beverage Menus

    1. 1. Effective Menu Engineering For Your Food & Beverage Menus SlideShare Presentation Westerville, OH n June 27, 2013 © 2013 Return On Ingredients LLC n P.O. Box 2387 n Westerville, Ohio 43086-2387 n 614.423.4410 n Fax 614.340.7946 Request to have this presentation conducted live for your association, group or event at info@ReturnOnIngredients.com
    2. 2. Mark Kelnhofer • BA in Accounting and Business Administration in 1993 • Masters in Business Administration (MBA) in 2005 • Ohio Dominican University, Columbus, Ohio • Manufacturing Cost (1993 – 2013) • Plastics, Lighting, Tire Repair Kits, Buses, Restaurants • Bravo/Brio Restaurant Group (2002 – 2010) • Return On Ingredients (2009 – Present) • Bravo/Brio Restaurant Group, Eddie V’s, Pistacia Vera, Bob Evans Farms, Gordon’s Gourmet, Midwest Culinary Institute, Luce, Crème de la Crepe, Cooper’s Hawk Winery, Zauber Brewing Co., Hospitality USA • Ohio Dominican University (2007 – Present) • Adjunct Faculty, Financial & Managerial Accounting • Midwest Culinary Institute (2011 – Present) • Adjunct Faculty, Food, Beverage & Labor Cost Controls
    3. 3. Bravo/Brio Restaurant Group Return On Ingredients LLC l P.O. Box 2387 l Westerville, Ohio 43086-2387 l 614.423.4410 l Fax 614.340.7946 Return On Ingredients® and its logo are registered trademarks by Return On Ingredients LLC 4.2% = $ millions in savings
    4. 4. Brio Tuscan Grille – Easton Town Center Columbus, Ohio
    5. 5. Bravo! Cucina Italiana Virginia Beach, VA
    6. 6. Bon Vie – Easton Town Center Columbus, Ohio
    7. 7. Mark Kelnhofer • BA in Accounting and Business Administration in 1993 • Masters in Business Administration (MBA) in 2005 • Ohio Dominican University, Columbus, Ohio • Manufacturing Cost (1993 – 2013) • Plastics, Lighting, Tire Repair Kits, Buses, Restaurants • Bravo/Brio Restaurant Group (2002 – 2010) • Return On Ingredients (2009 – Present) • Bravo/Brio Restaurant Group, Eddie V’s, Pistacia Vera, Bob Evans Farms, Gordon’s Gourmet, Midwest Culinary Institute, Luce, Crème de la Crepe, Cooper’s Hawk Winery & Zauber Brewing Co., Hospitality USA • Ohio Dominican University (2007 – Present) • Adjunct Faculty, Financial & Managerial Accounting • Midwest Culinary Institute (2011 – Present) • Adjunct Faculty, Food, Beverage & Labor Cost Controls
    8. 8. Other Food Manufactures… • Restaurants • Casinos • Hotel & Lodging • Sports Arenas • Hospitals • Colleges and Universities • Catering and Banquet Centers • Theme Parks • Horse Race Tracks • ….and others!
    9. 9. Amtrak Fox Business News 08/02/2012
    10. 10. ROI Methodology Recipe costing is the base for many other aspects of the operations.
    11. 11. The Reality Is… • Some restaurant operators do not have any written or documented recipes. • Some have recipes that are written are only for execution, not costing. • The few that have costing in many cases do not take a manufacturing approach. • Menu pricing in some cases is not based on proper analysis and data.
    12. 12. What is in your control?  Knowing your costs
    13. 13. What is in your control?  Knowing your costs  Establishing your selling price
    14. 14. The Review of Accurate Recipe Costs
    15. 15. Weights & Measures • Portion control through the use of utensils (Tbsp, tsp, dishers, spoodles, etc.) • Accuracy of weights and measures is paramount. 1 cup, Basil Leaves 1 cup, Granulated Sugar 0.2 ounce 6.8 ounces Density: 2.5% Density: 85.0%
    16. 16. Batch Recipes & Yields • Batch recipes should account for the proper yield (what the result is) including known waste and the process (labor) • When the purchased product has changed form in any way, a batch recipe should be created to account for the cost. “Hands on the process”. • If you don’t account for the process and yields, your menu level costs in most cases is understated!
    17. 17. Packaging • Packaging is part of the raw material cost, similar to the ingredients • Packaging includes: • Bottles, lids • Boxes • Labels • Wraps
    18. 18. The Costing Problem Ingredients
    19. 19. Prime Cost Ingredients Labor
    20. 20. Total Cost Ingredients Labor Overhead
    21. 21. Total Cost Breakdown
    22. 22. Labor & Overhead Costs • Your labor and overhead can be accounted for in the recipe • Prep Time, Labor Routing • Time/motion studies (stopwatch) • Time (hours) is loaded on every recipe • Standard Labor (BOH) Rates • By store • Includes wages and fringes
    23. 23. Direct (BOH) Labor Rate • The direct (BOH) labor rate should include the base rate plus any other additional fringes associated with those personnel • Unemployment Insurance • Workers’ Compensation • Social Security & Medical • Health, dental and vision insurance plans • 401(k) or other retirement plans • Vacation & Sick Pay • Childcare
    24. 24. Overhead Rates • Based on budgeted expenses and direct labor hours (BOH) by location. Total Budgeted Overhead Direct Labor BOH Hours = $0.000/hr. Overhead Rate Predetermined Overhead Rate
    25. 25. Overhead Rates • FOH Labor & Fringes • Advertising & Marketing • Repair & Maintenance • Supplies • Training • Utilities • Communications • Landscaping • Research & Development • Occupancy • Taxes Budgeted Direct Labor Hours Predetermined Overhead Rate
    26. 26. Menu Level Costing
    27. 27. Menu Level Costing Prime Cost
    28. 28. Menu Level Costing Total Cost
    29. 29. Cost Management NRA 2013 Chefs Survey, “Balancing Rising Food Costs” How do you respond to higher costs?
    30. 30. Menu Engineering MENU The Guest Reputation Business Employees Families Community
    31. 31. Menu Engineering Do they know their cost? What is their pricing strategy?
    32. 32. Menu Engineering • Your menu(s) are what you are in the business to do. • Types of Menus • Lunch • Dinner • Brunch • Banquet • Kids • Pricing Structures • By Markets, Demographics
    33. 33. • What are we engineering? • Engineering sections of the menu
    34. 34. • What are we engineering? • Engineering sections of the menu
    35. 35. • What are we engineering? • Engineering sections of the menu
    36. 36. • What are we engineering? • Engineering sections of the menu
    37. 37. • What are we engineering? • Engineering sections of the menu • Similar dishes in different categories should be analyzed separately.
    38. 38. • What are we engineering? • Engineering sections of the menu
    39. 39. • What are we engineering? • Engineering sections of the menu
    40. 40. Cost-Volume-Profit (CVP) The components that we will be analyzing: • Menu items in the category • Quantity/volume sold • Selling Price • Unit Cost • Cost Percentage • Gross Margin Per Plate • Contribution Margin PRODUCT COSTS: Ingredients, Direct Labor and Variable Overhead PERIOD COSTS: Fixed Overhead and Profit
    41. 41. Cost-Volume-Profit (CVP) The components that we will be analyzing: • Menu items in the category • Quantity/volume sold • Selling Price • Unit Cost • Cost Percentage • Gross Margin Per Plate • Total Profit TOTAL COSTS: Ingredients, Direct Labor and Total Overhead PROFIT
    42. 42. My Famous Quote “You cannot place percents in your pocket!”
    43. 43. My Famous Quote Change the focus from cost percent to gross margin dollars Menu Item Qty Sold Menu Price Unit Cost Cost % Unit GM $s Pasta Fettucine 1 $11.99 $1.98 16.5% $10.01 Filet Mignon 1 $32.95 $12.49 37.9% $20.46 Which one would you rather have? Do we focus too much on cost percents?
    44. 44. Loss Leaders Items that are sold at a loss that will result in other menu items being sold at a profit.
    45. 45. Loss Leaders Items that are sold at a loss that will result in other menu items being sold at a profit. Drive profits!
    46. 46. Dog/Star Graph Average Unit Gross Margin $ PopularityIndex% Star High PI %, High GM $s Puzzle Low PI %, High GM $‟s Plowhorse High PI %, Low GM $s Dog Low PI %, Low GM $s
    47. 47. Dog/Star Graph Flaws Flaw #1 Traditional Dog/Star reports only analyze entrees only.
    48. 48. Dog/Star Graph Flaws Flaw #1 Traditional Dog/Star reports only analyze entrees only. Flaw #2 The calculation looks as unit gross margin as a base.
    49. 49. Dog/Star Graph Flaws Flaw #1 Traditional Dog/Star reports only analyze entrees only. Flaw #2 The calculation looks as unit gross margin as a base. Flaw #3 The graph plots all entrees together.
    50. 50. Cost Volume Profit Example Menu Item Menu Price Unit Cost Cost % Unit Profit $s Chopped Salad $5.50 $0.43 7.8% $5.07 Wedge of Iceberg $5.50 $0.33 6.0% $5.17 Caesar Salad $5.50 $0.41 7.5% $5.09 House Salad $5.50 $0.48 8.7% $5.02 Averages $5.50 $0.41 7.5% $5.09 Which menu item should be reviewed? SALADS Menu in place for 6 months.
    51. 51. Cost Volume Profit Example Menu Item Menu Price Unit Cost Cost % Unit Profit $s Chopped Salad $5.50 $0.43 7.8% $5.07 Wedge of Iceberg $5.50 $0.33 6.0% $5.17 Caesar Salad $5.50 $0.41 7.5% $5.09 House Salad $5.50 $0.48 8.7% $5.02 Averages $5.50 $0.41 7.5% $5.09 Which menu item should be reviewed? SALADS If the decision was based on cost percent alone, the „House Salad‟ would be reviewed for action. Menu in place for 6 months.
    52. 52. Cost Volume Profit Example Menu Item Qty Sold Menu Price Unit Cost Cost % Unit Profit $s Total Profit $s Chopped Salad 1,664 $5.50 $0.43 7.8% $5.07 $8,437 Wedge of Iceberg 1,183 $5.50 $0.33 6.0% $5.17 $6,116 Caesar Salad 1,508 $5.50 $0.41 7.5% $5.09 $7,676 House Salad 2,041 $5.50 $0.48 8.7% $5.02 $10,246 Averages $5.50 $0.41 7.5% $5.09 Which menu item should be reviewed? SALADS If you would have chosen the „House Salad‟, you would have reviewed the menu item driving the most dollars to cover fixed overhead costs and profit and possibly removing it from the menu. Menu in place for 6 months.
    53. 53. Dog/Star Calculation Menu Item Qty Sold Menu Price Unit Cost Cost % Unit Profit Total Profit $s GM MM Rank Chopped Salad 1,664 $5.50 $0.43 7.8% $5.07 $8,437 L H Plowhorse? Wedge of Iceberg 1,183 $5.50 $0.33 6.0% $5.17 $6,116 H H Star? Caesar Salad 1,508 $5.50 $0.41 7.5% $5.09 $7,676 H H Star? House Salad 2,041 $5.50 $0.48 8.7% $5.02 $10,246 L H Plowhorse? Averages $5.50 $0.41 7.5% $5.09 Which menu item should be reviewed? SALADS MM = (1/4) * .7 = 17.5%; GM = $32,474 / 6,396 = $5.08 Flaw: Gross margin rank for dog/star calculation is based on unit level only, not extended contribution margin dollars. Menu in place for 6 months.
    54. 54. Dog/Star Graph 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% $5.00 $5.02 $5.04 $5.06 $5.08 $5.10 $5.12 $5.14 $5.16 $5.18 PopularityIndex% (¼)*.7=17.5% Menu Item Unit Gross Margin $s $32,475 / 6,396 = $5.08 17.5% $5.08 StarPlowhorse Dog Puzzle House Salad Chopped Salad Caesar Salad Wedge Salad
    55. 55. Stellar / Cellar Graph Menu Item Total Profit $s PopularityIndex% Stellar - The Bank • Sacred Items • Most Profitable Items The Push or Sell • FOH Suggestive Selling • FOH Contests • Review price with value proposition; price too high? • Quality or flavor issue The Engineer • Reengineering of Menu Items • Labor Process Improvements • Alternative ingredients • Menu placement • Price increase possibility The Cellar • New menu item opportunity • Exception: Unique menu item
    56. 56. Stellar / Cellar Graph Menu Item Total Profit $s PopularityIndex% Stellar - The Bank • Sacred Items • Most Profitable Items The Push or Sell • FOH Suggestive Selling • FOH Contests • Review price with value proposition; price too high? • Quality or flavor issue The Engineer • Reengineering of Menu Items • Labor Process Improvements • Alternative ingredients • Menu placement • Price increase possibility The Cellar • New menu item opportunity • Exception: Unique menu item
    57. 57. Stellar / Cellar Graph 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% 35.0% $2,000 $3,000 $4,000 $5,000 $6,000 $7,000 $8,000 $9,000 $10,000 $11,000 Menu Item Total Profit $s $32,475 / 4 = $8,119 PopularityIndex% (¼)=25.0% $8,119 25.0% House Salad Chopped Salad Caesar Salad Wedge Salad The Stellar The Engineer The Cellar The Push
    58. 58. Cost Volume Profit Example Menu Item Qty Sold Menu Price Unit Cost Cost % Unit Profit $s Profit $s Chopped Salad 1,664 $5.50 $0.43 7.8% $5.07 $8,437 Wedge of Iceberg 1,183 $5.50 $0.33 6.0% $5.17 $6,116 Caesar Salad 1,508 $5.50 $0.41 7.5% $5.09 $7,676 House Salad 2,041 $5.50 $0.48 8.7% $5.02 $10,246 Averages $5.50 $0.41 7.5% $5.09 Which menu item should be removed? SALADS The proper item to target to be reviewed is the „Wedge of Iceberg‟. Menu in place for 6 months.
    59. 59. What are my options? • Review the menu placement • Reengineer an existing menu item • Review process • Alternative ingredients • Price increase • Remove the item and create a new item
    60. 60. Engineering a New Menu Item When engineering the new menu item, attempt to create the item that will increase the average gross margin on the item being removed. In this case - $5.17/menu item. Menu Item Qty Sold Menu Price Unit Cost Cost % Unit Profit $s Total Profit $s Wedge of Iceberg 1,183 $5.50 $0.33 6.0% $5.17 $6,116 New Menu Item - $TBD $TBD > $5.17
    61. 61. Menu Placement When reading the menu, customers read from top to bottom of the category they are looking at. Place the menu items that drive the most contribution margin to the top. The two top menu items are my highest “The Bank” category items. Menu Item Qty Sold Menu Price Unit Cost Cost % Unit Profit $s Total Profit $s House Salad 2,041 $5.50 $0.48 8.7% $5.02 $10,246 Chopped Salad 1,664 $5.50 $0.43 7.8% $5.07 $8,437 Field Greens NEW $5.75 $0.43 7.5% $5.32 Caesar Salad 1,508 $5.50 $0.41 7.5% $5.09 $7,676 Averages $5.56 $0.44 7.9% $5.12 SALADS
    62. 62. Menu Placement & Eye Gaze Source: Bowen & Morris, 1995; Hug & Warfel, 1991; Kelson, 1994; Scanlon,1998; Main, 1994; Miller, 1992; Panitz, 2000; National Restaurant Association, 2007;Kotschevar, 2008; Pavesic, D.V., 2011
    63. 63. Menu Placement & Eye Gaze Source: Glazer, Emily, Wall Street Journal, “The Eyes Have It: Retailers Now Track Shoppers’Retinas”, 07/12/2012, p. B1
    64. 64. Menu Placement & Eye Gaze Source: Glazer, Emily, Wall Street Journal, “The Eyes Have It: Retailers Now Track Shoppers’Retinas”, 07/12/2012, p. B1
    65. 65. Menu Placement & Eye Gaze Source: Livingston, 1978
    66. 66. Menu Placement & Eye Gaze ABSTRACT “Results offer an average menu scanpath … and suggests traditional menu “sweet spots” may not exist.”
    67. 67. Front of House (FOH) Sales • If the menu layout is structured with the most profitable items on top, it should not be a secret! • FOH personnel can play an active roll in suggesting to the customers items that drive profit!
    68. 68. Where do I start? Step 1: Purchased Items Step 2: Batch Recipes Step 3: Serving Recipes Step 4: Time Standards Step 5: Labor and Overhead Rates Step 6: Performance Benchmarking Ingredient level only
    69. 69. Systems • MBE (Manage By Excel) • Systems & Software (do your research!) • Features (i.e. recipes, production, ordering, • invoicing, menu engineering, etc.) • Service • Cost • Your overall plan (short and long term)
    70. 70. Our Systems
    71. 71. The Top 10 Takeaways
    72. 72. The Top 10 Takeaways Takeaway #1 Ensure that your recipes costs are accurate before the menu engineering process. Understated costs translates to overstated profit.
    73. 73. The Top 10 Takeaways Takeaway #2 Use historic data combined with pricing and costs to assist in future menu decisions. Data should match day part in print.
    74. 74. The Top 10 Takeaways Takeaway #3 Your menu is too important to guess at! Guessing is not good enough! There is too much as risk.
    75. 75. The Top 10 Takeaways Takeaway #4 Separately printed menus should be engineered separately. Engineer any menu that is in print.
    76. 76. The Top 10 Takeaways Takeaway #5 Engineer sections of menu. Do not engineer the complete menu in whole. Decisions should be made within menu categories.
    77. 77. The Top 10 Takeaways Takeaway #6 “You cannot place percents in your pockets!”. Shift the focus from cost percents to cost volume profit methods. Look at total profitability! Money in the bank!
    78. 78. The Top 10 Takeaways Takeaway #7 Make decisions not only based on the passion and emotion of the menu item – but also empirical data. Be methodical.
    79. 79. The Top 10 Takeaways Takeaway #8 The menu layout and placement of menu items does matter. Place higher contribution margin items on top in descending order.
    80. 80. The Top 10 Takeaways Takeaway #9 This is your call to action! Start the process. If you do not have adequate time or skills, get some professional assistance!
    81. 81. The Top 10 Takeaways Takeaway #10 To ensure success – The bottom line is know your costs! Plan for success! Be proactive, not reactive!
    82. 82. Cost Control MENU ENGINEERING ACCURATE RECIPE COSTING JIT Production & Ordering (Dynamic Pars) Benchmarking (Actual v. Theoretical) Audit to Improve Efficiencies
    83. 83. Results • Quality • Consistency • Efficiency Improvements • Discipline • Cash • Profits • Waste • Inventory Levels • Costs
    84. 84. Articles Booklet • “Obtaining Accurate Recipe Costs” • “Improve Your Menu Engineering” • “The Case For Theoretical Food Costs” • “The Advantages of Just-In-Time” • “Robust Supply Chain Management” • “Line Checks That Create Efficiency” • “Traits of Effective Cost Management” http://www.ReturnOnIngredients.com
    85. 85. Other Speaking Events 2013 • Ohio Dominican University – 2/7 in Columbus, OH • Columbus Culinary Institute – 2/12 in Columbus, OH • North American Pizza & Ice Cream Show – 2/17 in Columbus, OH • Canadian Restaurant & Foodservice Association – 3/3 in Toronto, Ontario • International Restaurant & Foodservice Show 3/4-3/5 in New York, NY • Western Illinois University – 3/7 in Macomb, IL • International Boston Seafood Show 03/10 in Boston, MA • Nightclub & Bar Expo – 3/19-3/21 in Las Vegas, NV • Owens Community College – 4/4 in Toledo, OH • ODU Dominican Scholars Dinner – 4/15 in Columbus, OH • ACF Maumee Chefs Association – 5/6 in Findlay, OH • Western Foodservice Expo – 8/18 – 8/20 in Los Angeles, CA • Florida Restaurant & Lodging Show – 09/22 – 09/24 in Orlando, FL • World Congress of Nutrition & Health Conference – 10/12-10/14 in Dalian, China • Americas Food & Beverage Conference – 10/28 in Miami Beach, FL
    86. 86. Culinary Schools This program is offered at no cost to culinary and hospitality schools programs based on availability and budget. • Lexington College (Chicago, IL) • Roosevelt University (Chicago, IL) • Western Illinois University (Macomb, IL) • Lake Michigan College (Benton Harbor, MI) • Central Michigan University (Mt. Pleasant, MI) • Guilford Technical Community College (Jamestown, NC) • University of Nevada Las Vegas (Las Vegas, NV) • Midwest Culinary Institute (Cincinnati, OH) • Columbus Culinary Institute (Columbus, OH) • Hocking College (Nelsonville, OH) • Owens Community College (Toledo, OH) Please email me at Mark@ReturnOnIngredients.com Or call me directly at Cell 614.558.2239
    87. 87. Questions & Answers Mark Kelnhofer, President & CEO Return On Ingredients P.O. Box 2387 Westerville, Ohio 43086-2387 614.423.4410 Fax 614.340.7946 Cell 614.558.2239 Mark@ReturnOnIngredients.com http://www.ReturnOnIngredients.com http://www.LinkedIn.com/kelnhofer
    88. 88. Questions & Answers If you have a questions later, contact me! mark@returnoningredients.com 614.558.2239

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