This document discusses the importance of accurate recipe costing and menu engineering for restaurants. It provides background on speaker Mark Kelnhofer, including his experience in manufacturing cost accounting and working with various restaurant groups. It then compares key aspects of restaurants and manufacturing. Charts show trends in food costs for one restaurant group from 2005-2010. Additional sections cover the restaurant and specialty foods industries, current U.S. economic conditions, rising commodity and fuel costs, and typical restaurant failure rates.
This 135-page report from Euromonitor International provides an in-depth analysis of the consumer foodservice market in Russia. It includes historical data from 2006-2011 on key metrics like sales, outlets, transactions, and growth rates. It also analyzes industry trends, the competitive landscape of major companies and brands, and forecasts sales through 2016. The report is intended to help readers understand the size and dynamics of the Russian consumer foodservice sector.
This report analyzes the global market for temporarily preserved vegetables from 2007 to 2014 and provides a forecast to 2020. It finds that the market volume and value both grew between 2007 and 2014. China, India, and the United States were the largest consuming countries in 2014. The report also identifies opportunities for market growth in various countries based on their production, imports, exports, and consumption levels over the period from 2012 to 2014. It forecasts continued growth in the overall market volume and value through 2020.
Snack and Dessert Trends in the U.S. Foodservice MarketMarketResearch.com
This document provides a summary of a report on snack and dessert trends in the U.S. foodservice market. Some key points:
1) While snack consumption at restaurants has remained stable in recent years, snacks can boost sales through upselling and attracting customers at different dayparts.
2) The report analyzes consumer snacking behaviors, menu trends, and sales data to help restaurants better understand the snacking market and tailor their offerings.
3) It segments consumers into different "Snacking Lifestyle Groups" and analyzes how restaurants can appeal to each group through incentives and menu options.
Consumption of breakfast cereals has increased steadily since the Second World War, and has shown strong volume growth over the past 32 years. This is remarkable given that the market is so mature and given that cereals have faced increasingly fierce pressure from alternatives such as cereal bars and croissants. Furthermore, consumption in some areas appears to have accelerated during the current decade (the 2000s). The healthy image and the convenience of breakfast cereals are the main factors driving the market forward. The breakfast cereals market grew by 15.7% in value terms between 2004 and 2008, with particularly strong growth being seen in 2007. The major companies in the ready-to-eat (RTE) cereals sector undertook a great deal of activity in 2006 and 2007, which may also have helped to stimulate sales. However, the perceived health benefits of breakfast cereals is the main factor driving sales. RTE cereals dominate the UK breakfast cereals market, accounting for 91.2% of sales by value in 2008, compared with 92% in 2004. This slight decrease in market share reflects the faster growth of hot cereals (porridge and oats) during the 5-year review period. The muesli segment of the RTE sector also experienced strong growth between 2004 and 2008. This sector benefits from its healthy image, and suppliers have stimulated value growth over recent years by launching premium products. The hot cereals sector has shown very strong growth over the analysis period, with the exception of 2007 when a warm winter dampened sales growth. Consumption of hot cereals had been in long-term decline, but has risen over the past 5 years due to growing awareness of the health benefits of eating oats. Three companies ' Kellogg, Weetabix and Cereal Partners (an alliance between Nestl
8 useful menu engineering tips and tricks from:
http://oddle.me/blog/2016/1/7/8-menu-engineering-tips-tricks
Hope this will be useful for people that are going to open a new restaurant, set up an online store or revamp the menu. :)
This document discusses various methods for analyzing and engineering menus to improve profitability. It introduces four key categories for classifying menu items - stars, plowhorses, puzzles and dogs - based on their popularity and contribution margin. It also describes menu scoring and placement techniques to optimize a menu's performance. The goal of menu engineering is to identify opportunities to increase sales and profits through menu modifications.
An article on Menu Engineering written by Restaurant Solutions, Inc. co-founder, Matt Vannini and Director of Restaurant Management Systems at Heartland Payment Systems
This 135-page report from Euromonitor International provides an in-depth analysis of the consumer foodservice market in Russia. It includes historical data from 2006-2011 on key metrics like sales, outlets, transactions, and growth rates. It also analyzes industry trends, the competitive landscape of major companies and brands, and forecasts sales through 2016. The report is intended to help readers understand the size and dynamics of the Russian consumer foodservice sector.
This report analyzes the global market for temporarily preserved vegetables from 2007 to 2014 and provides a forecast to 2020. It finds that the market volume and value both grew between 2007 and 2014. China, India, and the United States were the largest consuming countries in 2014. The report also identifies opportunities for market growth in various countries based on their production, imports, exports, and consumption levels over the period from 2012 to 2014. It forecasts continued growth in the overall market volume and value through 2020.
Snack and Dessert Trends in the U.S. Foodservice MarketMarketResearch.com
This document provides a summary of a report on snack and dessert trends in the U.S. foodservice market. Some key points:
1) While snack consumption at restaurants has remained stable in recent years, snacks can boost sales through upselling and attracting customers at different dayparts.
2) The report analyzes consumer snacking behaviors, menu trends, and sales data to help restaurants better understand the snacking market and tailor their offerings.
3) It segments consumers into different "Snacking Lifestyle Groups" and analyzes how restaurants can appeal to each group through incentives and menu options.
Consumption of breakfast cereals has increased steadily since the Second World War, and has shown strong volume growth over the past 32 years. This is remarkable given that the market is so mature and given that cereals have faced increasingly fierce pressure from alternatives such as cereal bars and croissants. Furthermore, consumption in some areas appears to have accelerated during the current decade (the 2000s). The healthy image and the convenience of breakfast cereals are the main factors driving the market forward. The breakfast cereals market grew by 15.7% in value terms between 2004 and 2008, with particularly strong growth being seen in 2007. The major companies in the ready-to-eat (RTE) cereals sector undertook a great deal of activity in 2006 and 2007, which may also have helped to stimulate sales. However, the perceived health benefits of breakfast cereals is the main factor driving sales. RTE cereals dominate the UK breakfast cereals market, accounting for 91.2% of sales by value in 2008, compared with 92% in 2004. This slight decrease in market share reflects the faster growth of hot cereals (porridge and oats) during the 5-year review period. The muesli segment of the RTE sector also experienced strong growth between 2004 and 2008. This sector benefits from its healthy image, and suppliers have stimulated value growth over recent years by launching premium products. The hot cereals sector has shown very strong growth over the analysis period, with the exception of 2007 when a warm winter dampened sales growth. Consumption of hot cereals had been in long-term decline, but has risen over the past 5 years due to growing awareness of the health benefits of eating oats. Three companies ' Kellogg, Weetabix and Cereal Partners (an alliance between Nestl
8 useful menu engineering tips and tricks from:
http://oddle.me/blog/2016/1/7/8-menu-engineering-tips-tricks
Hope this will be useful for people that are going to open a new restaurant, set up an online store or revamp the menu. :)
This document discusses various methods for analyzing and engineering menus to improve profitability. It introduces four key categories for classifying menu items - stars, plowhorses, puzzles and dogs - based on their popularity and contribution margin. It also describes menu scoring and placement techniques to optimize a menu's performance. The goal of menu engineering is to identify opportunities to increase sales and profits through menu modifications.
An article on Menu Engineering written by Restaurant Solutions, Inc. co-founder, Matt Vannini and Director of Restaurant Management Systems at Heartland Payment Systems
The document lists various foods and their recommended accompaniments. It provides details on appetizers, soups, fish, pasta, meats, poultry, and game meats. For each item, typical sauces, seasonings, or sides that enhance or balance the flavors are specified. The purpose is to offer suggestions for complimentary condiments and garnishes to serve alongside different dishes.
The document discusses various aspects of menu planning, pricing, and engineering for food and beverage operations. It covers areas like menu planning, different types of pricing methods, evaluating popularity and profitability of menu items, improving and analyzing menus using computer systems, and how the menu forms the foundation for control processes in F&B operations. It also discusses how menus influence other aspects like product control, cost control, production requirements, staffing needs, and revenue control procedures.
The supernatural horror production focuses on a girl who accidentally kills a homeless person in a fire. She is then haunted and tormented by the ghost seeking revenge. The main characters are the girl and the ghost of the homeless person. Other characters include people who knew the homeless person and those who try to help the girl. The production is influenced by Blumhouse Productions and aims to appeal to 15-25 year old horror fans on a very low $5 budget for the trailer.
This document contains a chapter on force and motion that includes 23 multiple choice questions. Some key points:
- It covers topics like linear motion, motion graphs, momentum, impulsive force, gravitational force, and equilibrium of forces.
- The questions test understanding of concepts like acceleration, velocity, displacement, momentum, gravitational potential energy, kinetic energy, and the relationship between forces and motion.
- Diagrams and calculations are provided as part of some questions to analyze forces, motion, energy, and other physical quantities.
This document discusses testing RubyMotion applications for iOS. It notes that manually building and clicking through apps on devices and simulators is time-intensive, and crash logs can be difficult to decipher, leading to "crash driven development". The document advocates separating business logic from API calls through testing, which encourages object-oriented design and makes it easy to spot bugs and add features. It provides a link to a sample RubyMotion app with testing called Quotidien.
This document contains daily agendas and homework assignments for a digital literacy class over the course of two weeks. The agendas cover topics like letter writing, laptop care, keyboarding skills, creating folders, saving documents, email etiquette, and commenting on classmates' work. Homework includes finishing work on an online course platform called Blendspace, taking quizzes, practicing email, and writing a paragraph response to a video about 9/11. The repeated learning objectives ask how to properly care for laptops, develop email and commenting skills, and understand elements of a quality paragraph.
The document discusses covert noun phrases, anaphors, and their antecedents in English. It provides examples showing that covert noun phrases in embedded clauses typically refer to either the subject or object of the containing clause, depending on the predicate. It also defines anaphors as pronouns that must be bound within the same local domain as their antecedent, unlike pronouns. Finally, it notes that while reference systems are generally similar across languages, there are differences in restrictiveness and use of pragmatics.
Supporting development with Rancher ServerTom Bamford
This document discusses using Rancher Server to support software development. It provides an overview of Rancher Server features like high availability, access controls, rolling updates, and native services. It also includes assembly instructions for running Rancher Server with Docker and tips on externalizing the database early. Several demos are described to showcase using the Rancher catalog and backing services like setting up Jenkins on EFS and spinning up a Kubernetes environment.
This short quiz consists of 4 questions that test logical thinking and memory to determine if you are qualified to be a "professional". The questions involve putting animals like giraffes and elephants in a refrigerator, attending an animal conference, and crossing a river inhabited by crocodiles. Most professionals get all the questions wrong, while many preschoolers get several right, disproving the theory that professionals have four-year-old level brains.
Determine Accurate Recipe Costs For Your Food & Beverage OperationsReturn On Ingredients
Mark Kelnhofer is dedicated to reducing the failure rate of the restaurant and craft brewing industries. After a quick update on restaurant industry data, current economic concerns, and the historic failure rate, Kelnhofer will take you along a journey of combining his passion of numbers and data with your passion for food and superior service. Learn how to apply his unique methodology to discover what producing the food for the guest experience REALLY costs you. With accurate recipe writing and costing as a base, it will assist in many areas of the restaurant operations including menu engineering, just-in-time production and ordering practices and performance benchmarking.
This document summarizes a report on catering trends in the US foodservice industry. Some key points:
- The catering industry rebounded in 2010, with $14.2 billion in revenue, up 9% from 2009, driven by expansion from limited-service restaurants, returning business events, and weddings. Growth of 6-9% is projected for 2011-2012.
- The battle for the catering dollar is increasingly competitive among restaurants, food retailers, caterers, and hotels. Sustained growth requires tapping into life events like weddings and social events.
- Trends in institutional catering include transitions to buffets from sit-down meals, pick-up over delivery,
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!
2013 Marketing & Sales Leaders Forum Summary Presentationifmaworld
The document discusses several key trends in the foodservice industry through 2020:
1) Foodservice purchasing will become more consolidated as large operators and buying groups aggregate demand.
2) GPOs will play a larger role in representing operators and aggregating their purchasing power.
3) Distributors will face pressure to consolidate and streamline their networks to serve larger multi-regional customers more efficiently amid declining margins.
The document lists various foods and their recommended accompaniments. It provides details on appetizers, soups, fish, pasta, meats, poultry, and game meats. For each item, typical sauces, seasonings, or sides that enhance or balance the flavors are specified. The purpose is to offer suggestions for complimentary condiments and garnishes to serve alongside different dishes.
The document discusses various aspects of menu planning, pricing, and engineering for food and beverage operations. It covers areas like menu planning, different types of pricing methods, evaluating popularity and profitability of menu items, improving and analyzing menus using computer systems, and how the menu forms the foundation for control processes in F&B operations. It also discusses how menus influence other aspects like product control, cost control, production requirements, staffing needs, and revenue control procedures.
The supernatural horror production focuses on a girl who accidentally kills a homeless person in a fire. She is then haunted and tormented by the ghost seeking revenge. The main characters are the girl and the ghost of the homeless person. Other characters include people who knew the homeless person and those who try to help the girl. The production is influenced by Blumhouse Productions and aims to appeal to 15-25 year old horror fans on a very low $5 budget for the trailer.
This document contains a chapter on force and motion that includes 23 multiple choice questions. Some key points:
- It covers topics like linear motion, motion graphs, momentum, impulsive force, gravitational force, and equilibrium of forces.
- The questions test understanding of concepts like acceleration, velocity, displacement, momentum, gravitational potential energy, kinetic energy, and the relationship between forces and motion.
- Diagrams and calculations are provided as part of some questions to analyze forces, motion, energy, and other physical quantities.
This document discusses testing RubyMotion applications for iOS. It notes that manually building and clicking through apps on devices and simulators is time-intensive, and crash logs can be difficult to decipher, leading to "crash driven development". The document advocates separating business logic from API calls through testing, which encourages object-oriented design and makes it easy to spot bugs and add features. It provides a link to a sample RubyMotion app with testing called Quotidien.
This document contains daily agendas and homework assignments for a digital literacy class over the course of two weeks. The agendas cover topics like letter writing, laptop care, keyboarding skills, creating folders, saving documents, email etiquette, and commenting on classmates' work. Homework includes finishing work on an online course platform called Blendspace, taking quizzes, practicing email, and writing a paragraph response to a video about 9/11. The repeated learning objectives ask how to properly care for laptops, develop email and commenting skills, and understand elements of a quality paragraph.
The document discusses covert noun phrases, anaphors, and their antecedents in English. It provides examples showing that covert noun phrases in embedded clauses typically refer to either the subject or object of the containing clause, depending on the predicate. It also defines anaphors as pronouns that must be bound within the same local domain as their antecedent, unlike pronouns. Finally, it notes that while reference systems are generally similar across languages, there are differences in restrictiveness and use of pragmatics.
Supporting development with Rancher ServerTom Bamford
This document discusses using Rancher Server to support software development. It provides an overview of Rancher Server features like high availability, access controls, rolling updates, and native services. It also includes assembly instructions for running Rancher Server with Docker and tips on externalizing the database early. Several demos are described to showcase using the Rancher catalog and backing services like setting up Jenkins on EFS and spinning up a Kubernetes environment.
This short quiz consists of 4 questions that test logical thinking and memory to determine if you are qualified to be a "professional". The questions involve putting animals like giraffes and elephants in a refrigerator, attending an animal conference, and crossing a river inhabited by crocodiles. Most professionals get all the questions wrong, while many preschoolers get several right, disproving the theory that professionals have four-year-old level brains.
Determine Accurate Recipe Costs For Your Food & Beverage OperationsReturn On Ingredients
Mark Kelnhofer is dedicated to reducing the failure rate of the restaurant and craft brewing industries. After a quick update on restaurant industry data, current economic concerns, and the historic failure rate, Kelnhofer will take you along a journey of combining his passion of numbers and data with your passion for food and superior service. Learn how to apply his unique methodology to discover what producing the food for the guest experience REALLY costs you. With accurate recipe writing and costing as a base, it will assist in many areas of the restaurant operations including menu engineering, just-in-time production and ordering practices and performance benchmarking.
This document summarizes a report on catering trends in the US foodservice industry. Some key points:
- The catering industry rebounded in 2010, with $14.2 billion in revenue, up 9% from 2009, driven by expansion from limited-service restaurants, returning business events, and weddings. Growth of 6-9% is projected for 2011-2012.
- The battle for the catering dollar is increasingly competitive among restaurants, food retailers, caterers, and hotels. Sustained growth requires tapping into life events like weddings and social events.
- Trends in institutional catering include transitions to buffets from sit-down meals, pick-up over delivery,
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!
2013 Marketing & Sales Leaders Forum Summary Presentationifmaworld
The document discusses several key trends in the foodservice industry through 2020:
1) Foodservice purchasing will become more consolidated as large operators and buying groups aggregate demand.
2) GPOs will play a larger role in representing operators and aggregating their purchasing power.
3) Distributors will face pressure to consolidate and streamline their networks to serve larger multi-regional customers more efficiently amid declining margins.
U.S. Foodservice Landscape 2010: Restaurant Industry and Consumer Trends, Mom...MarketResearch.com
This report provides an in-depth analysis of consumer trends in the U.S. foodservice industry in 2010. It examines topics such as declining restaurant traffic and sales due to the recession, consumer spending habits and how restaurants can position themselves. The report uses proprietary surveys and industry data to analyze issues like consumer behaviors, restaurant usage patterns, menu pricing strategies and brand perceptions. It offers insights to help restaurants adapt to changing consumer demands in the economic environment.
These exhibits from the third chapter of the 10th Bay Area Economic Profile, published in 2018, detail some of the challenges facing our regional economy in areas from housing to transportation to human well-being.
The State of Restaurants-2022-annual-report.pdfAdamBilliot2
If you are a restaurant owner or involved in the restaurant industry then these statistics may be of interest to you. Learn how the pandemic may have affected the restaurant industry and market. Restaurant owners will find this report quite interesting and may not reveal what you think.
How The Pandemic Affectied Restaurants.pdfAdamBilliot2
Annual 2022 report on the state of restaurants. Learn the details of how the food industry is operating and what has changed that you may not be aware of. If you are a restaurant owner or you're thinking about opening a restaurant then you may want to do your homework first. Learn how management has changed.
Food security, food crisis and its impact on the caribbeanDebbie-Ann Hall
The document discusses the 2006-2008 global food crisis and its impact on the Caribbean region. It provides the following key points:
1) International food prices rose sharply between 2006-2008, with the FAO Food Price Index increasing nearly 78% during this period. This represented the most significant rise in global food prices seen in 30 years.
2) The food crisis had significant economic and social impacts across the Caribbean. It contributed to accelerated inflation, with food inflation higher than non-food and headline inflation in most Caribbean countries. Rising food costs also likely increased poverty and indigence rates.
3) While international food prices have declined from their 2008 peaks, prices remain higher than pre-crisis levels in
Burger Business PowerPoint Presentation SlidesSlideTeam
It covers all the important concepts and has relevant templates which cater to your business needs. This complete deck has PPT slides on Burger Business PowerPoint Presentation Slides with well suited graphics and subject driven content. This deck consists of total of fifty nine slides. All templates are completely editable for your convenience. You can change the colour, text and font size of these slides. You can add or delete the content as per your requirement. Get access to this professionally designed complete deck presentation by clicking the download button below. http://bit.ly/3aQjOyB
The 117-page report provides an in-depth analysis of the consumer foodservice market in Venezuela between 2006-2011 and forecasts to 2016. It finds that household budget restrictions and high inflation have limited market growth. International fast food brands dominate the market while standalone outlets remain the most common location type. Unfavorable business conditions are expected to continue limiting development over the forecast period. The report provides detailed data on market size, company shares, brand shares and distribution to give a comprehensive picture of the Venezuelan consumer foodservice sector.
The president shared positive news about improving student retention and achievement rates despite economic challenges. However, state budget shortfalls mean the university faces recurring cuts of 7.3% to its state appropriations. To address a $2.6 million shortfall, the university eliminated positions, graduate tuition waivers, and delayed equipment purchases. A mid-year cut of $0.9 million required additional one-time reductions. The final academic audit report recommends eliminating or reconfiguring some programs to improve strategic alignment under tight budgets.
On October 18, 2012, Steven Ells, the founder, chairman of t.docxcherishwinsland
On October 18, 2012, Steven Ells, the founder, chairman
of the board, and co-chief executive officer (CEO) of
the Denver, Colorado-based restaurant chain, Chipotle
Mexican Grill (CMG), completed the conference call fol-
lowing the release of the company’s third quarter 2012
results. While the reported results were positive, analysts
picked on the slowing down of same-stores sales (a key
metric for restaurant chains), the competition from Yum
Brands’ Taco Bell and their recent launch of the Cantina
Bell menu and CMG’s announcement that food costs
were expected to increase in the near future. Following
the announcement of third quarter results, CMG’s stock
went down by nearly 12 percent in intra-day trading to
finally stabilize at a 4 percent drop over the previous
day’s price. At the end of trading on October 18, CMG’s
stock price was at $285.93, a significant decline from a
52-week high of $442.40.1 CMG had been the darling
of both Wall Street and its customer base ever since the
company’s founding in 1993 and its 2006 initial public
offering (IPO). Investors were attracted to CMG for its
fast growth and sizeable profit margins, while customers
responded favorably to its “Food with Integrity” mission
of serving good quality food with inputs sourced using
sustainable farming practices. Both Ells and his co-CEO,
Montgomery F. Moran, had to respond to the challenges
confronting the company.
The U.S. Restaurant Industry2
Profile
For the year 2012, the National Restaurant Association
projected total U.S. restaurant sales of $631.8 billion
(compared to $379 billion in 2000 and $239.3 in 1990),
which represented nearly 4 percent of the gross domestic
product. There were 970,000 restaurant locations, and
the industry employed 12.9 million people (10 percent
of the total workforce). The restaurant industry’s share
of the food dollar was 48 percent in 2012 compared to 25
percent in 1955.3
The restaurant industry consisted of a number of seg-
ments such as eating places, bars and taverns and lodging
place restaurants. The three largest segments were full ser-
vice, quick service and fast casual. Full service restaurants
offered table ordering, and the average check (revenue per
customer) was the highest of the three segments. While
national chains such as Darden Restaurants (operator of
Red Lobster, Olive Garden and Longhorn Steakhouse)
and Dine Equity (IHOP and Applebee’s) existed in this
segment, the majority of operators were individuals,
families or limited partnerships. This segment accounted
for 31.7 percent of industry revenues in 2011.
The quick service segment (previously referred to
as “fast food”) consisted of restaurants that offered fast
CASE 8
Chipotle: Mexican Grill, Inc.:
Food with Integrityi
i. This case has been written on the basis of published sources only. Consequently, the interpretation and perspectives presented in this case are not necessarily those of
Chipotle Mexican Grill.
A one-day Strategic Foresight Conference took place at IFPRI Headquarters in Washington DC on November 7, 2014. Participants from leading global modeling groups, collaborating CGIAR centers and research programs, and other partners reviewed new long-term projections for global agriculture from IFPRI and other leading institutions, examined the potential impacts of climate change and other key challenges, and discussed the role of foresight work in identifying and supporting promising solutions.
Topics included:
Long-term outlook and challenges for food & agriculture
Addressing the challenges
Foresight in the CGIAR
Webcast video of morning sessions available on Global Futures program website here: http://globalfutures.cgiar.org/2014/11/03/global-futures-strategic-foresight-conference/
This document discusses the relationship between fast foods and convenience foods. It defines convenience foods as foods that have undergone advanced preparation by the manufacturer to save time in food preparation. Fast foods rely on both convenience foods and items that can be quickly prepared and served. The document proposes categorizing convenience foods based on their method of preparation (no preparation, mixing, heating, mixing and cooking, cooking) and method of preservation/storage. This relationship between preparation and storage provides a framework to understand how convenience foods can be used in fast food systems to reduce preparation time and labor costs while providing consistent products.
Our Food Future: How to Create Value from Commodities case studyCreatovate Pty Ltd
Looking out to 2050 what are some of the mega-trends that will impact on our food and beverage landscape as growers, processors, manufacturers and marketers of consumer packaged goods.
Global population growth past 9b by 2050 combined with increased urbanisation, changing diet patterns in the developing world and water shortages and climate change will impact detrimentally on food supply and exacerbate demand for protein and sugar and other soft commodities.
Food manufacturers will continue to consolidate as they attempt to extract efficiency from farm to shelf and retailers will grow globally, albeit with greater changes due to localisation challenges in global retail.
Fonterra case study on how an integrated supply chain from farm to shelf has increased returns to shareholder returns from cow to shelf using highly segmented nutritional products marketed to life stage needs segments.
At Digidev, we are working to be the leader in interactive streaming platforms of choice by smart device users worldwide.
Our goal is to become the ultimate distribution service of entertainment content. The Digidev application will offer the next generation television highway for users to discover and engage in a variety of content. While also providing a fresh and
innovative approach towards advertainment with vast revenue opportunities. Designed and developed by Joe Q. Bretz
Barbie Movie Review - The Astras.pdffffftheastras43
Barbie Movie Review has gotten brilliant surveys for its fun and creative story. Coordinated by Greta Gerwig, it stars Margot Robbie as Barbie and Ryan Gosling as Insight. Critics adore its perky humor, dynamic visuals, and intelligent take on the notorious doll's world. It's lauded for being engaging for both kids and grown-ups. The Astras profoundly prescribes observing the Barbie Review for a delightful and colorful cinematic involvement.https://theastras.com/hca-member-gradebooks/hca-gradebook-barbie/
From Teacher to OnlyFans: Brianna Coppage's Story at 28get joys
At 28, Brianna Coppage left her teaching career to become an OnlyFans content creator. This bold move into digital entrepreneurship allowed her to harness her creativity and build a new identity. Brianna's experience highlights the intersection of technology and personal branding in today's economy.
Orpah Winfrey Dwayne Johnson: Titans of Influence and Inspirationgreendigital
Introduction
In the realm of entertainment, few names resonate as Orpah Winfrey Dwayne Johnson. Both figures have carved unique paths in the industry. achieving unparalleled success and becoming iconic symbols of perseverance, resilience, and inspiration. This article delves into the lives, careers. and enduring legacies of Orpah Winfrey Dwayne Johnson. exploring how their journeys intersect and what we can learn from their remarkable stories.
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Early Life and Backgrounds
Orpah Winfrey: From Humble Beginnings to Media Mogul
Orpah Winfrey, often known as Oprah due to a misspelling on her birth certificate. was born on January 29, 1954, in Kosciusko, Mississippi. Raised in poverty by her grandmother, Winfrey's early life was marked by hardship and adversity. Despite these challenges. she demonstrated a keen intellect and an early talent for public speaking.
Winfrey's journey to success began with a scholarship to Tennessee State University. where she studied communication. Her first job in media was as a co-anchor for the local evening news in Nashville. This role paved the way for her eventual transition to talk show hosting. where she found her true calling.
Dwayne Johnson: From Wrestling Royalty to Hollywood Superstar
Dwayne Johnson, also known by his ring name "The Rock," was born on May 2, 1972, in Hayward, California. He comes from a family of professional wrestlers, with both his father, Rocky Johnson. and his grandfather, Peter Maivia, being notable figures in the wrestling world. Johnson's early life was spent moving between New Zealand and the United States. experiencing a variety of cultural influences.
Before entering the world of professional wrestling. Johnson had aspirations of becoming a professional football player. He played college football at the University of Miami. where he was part of a national championship team. But, injuries curtailed his football career, leading him to follow in his family's footsteps and enter the wrestling ring.
Career Milestones
Orpah Winfrey: The Queen of All Media
Winfrey's career breakthrough came in 1986 when she launched "The Oprah Winfrey Show." The show became a cultural phenomenon. drawing millions of viewers daily and earning many awards. Winfrey's empathetic and candid interviewing style resonated with audiences. helping her tackle diverse and often challenging topics.
Beyond her talk show, Winfrey expanded her empire to include the creation of Harpo Productions. a multimedia production company. She also launched "O, The Oprah Magazine" and OWN: Oprah Winfrey Network, further solidifying her status as a media mogul.
Dwayne Johnson: From The Ring to The Big Screen
Dwayne Johnson's wrestling career took off in the late 1990s. when he became one of the most charismatic and popular figures in WWE. His larger-than-life persona and catchphrases endeared him to fans. making him a household name. But, Johnson had ambitions beyond the wrestling ring.
In the early 20
The Evolution of the Leonardo DiCaprio Haircut: A Journey Through Style and C...greendigital
Leonardo DiCaprio, a name synonymous with Hollywood stardom and acting excellence. has captivated audiences for decades with his talent and charisma. But, the Leonardo DiCaprio haircut is one aspect of his public persona that has garnered attention. From his early days as a teenage heartthrob to his current status as a seasoned actor and environmental activist. DiCaprio's hairstyles have evolved. reflecting both his personal growth and the changing trends in fashion. This article delves into the many phases of the Leonardo DiCaprio haircut. exploring its significance and impact on pop culture.
Top IPTV UK Providers of A Comprehensive Review.pdfXtreame HDTV
The television landscape in the UK has evolved significantly with the rise of Internet Protocol Television (IPTV). IPTV offers a modern alternative to traditional cable and satellite TV, allowing viewers to stream live TV, on-demand videos, and other multimedia content directly to their devices over the internet. This review provides an in-depth look at the top IPTV UK providers, their features, pricing, and what sets them apart.
Everything You Need to Know About IPTV Ireland.pdfXtreame HDTV
The way we consume television has evolved dramatically over the past decade. Internet Protocol Television (IPTV) has emerged as a popular alternative to traditional cable and satellite TV, offering a wide range of channels and on-demand content via the internet. In Ireland, IPTV is rapidly gaining traction, with Xtreame HDTV being one of the prominent providers in the market. This comprehensive guide will delve into everything you need to know about IPTV Ireland, focusing on Xtreame HDTV, its features, benefits, and how it is revolutionizing TV viewing for Irish audiences.
Christian Louboutin: Innovating with Red Solesget joys
Christian Louboutin is celebrated for his innovative approach to footwear design, marked by his trademark red soles. This in-depth look at his life and career explores the origins of his creativity, the milestones in his journey, and the impact of his work on the fashion industry. Learn how Louboutin's bold vision and dedication to excellence have made his brand synonymous with luxury and style.
The Unbelievable Tale of Dwayne Johnson Kidnapping: A Riveting Sagagreendigital
Introduction
The notion of Dwayne Johnson kidnapping seems straight out of a Hollywood thriller. Dwayne "The Rock" Johnson, known for his larger-than-life persona, immense popularity. and action-packed filmography, is the last person anyone would envision being a victim of kidnapping. Yet, the bizarre and riveting tale of such an incident, filled with twists and turns. has captured the imagination of many. In this article, we delve into the intricate details of this astonishing event. exploring every aspect, from the dramatic rescue operation to the aftermath and the lessons learned.
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The Origins of the Dwayne Johnson Kidnapping Saga
Dwayne Johnson: A Brief Background
Before discussing the specifics of the kidnapping. it is crucial to understand who Dwayne Johnson is and why his kidnapping would be so significant. Born May 2, 1972, Dwayne Douglas Johnson is an American actor, producer, businessman. and former professional wrestler. Known by his ring name, "The Rock," he gained fame in the World Wrestling Federation (WWF, now WWE) before transitioning to a successful career in Hollywood.
Johnson's filmography includes blockbuster hits such as "The Fast and the Furious" series, "Jumanji," "Moana," and "San Andreas." His charismatic personality, impressive physique. and action-star status have made him a beloved figure worldwide. Thus, the news of his kidnapping would send shockwaves across the globe.
Setting the Scene: The Day of the Kidnapping
The incident of Dwayne Johnson's kidnapping began on an ordinary day. Johnson was filming his latest high-octane action film set to break box office records. The location was a remote yet scenic area. chosen for its rugged terrain and breathtaking vistas. perfect for the film's climactic scenes.
But, beneath the veneer of normalcy, a sinister plot was unfolding. Unbeknownst to Johnson and his team, a group of criminals had planned his abduction. hoping to leverage his celebrity status for a hefty ransom. The stage was set for an event that would soon dominate worldwide headlines and social media feeds.
The Abduction: Unfolding the Dwayne Johnson Kidnapping
The Moment of Capture
On the day of the kidnapping, everything seemed to be proceeding as usual on set. Johnson and his co-stars and crew were engrossed in shooting a particularly demanding scene. As the day wore on, the production team took a short break. providing the kidnappers with the perfect opportunity to strike.
The abduction was executed with military precision. A group of masked men, armed and organized, infiltrated the set. They created chaos, taking advantage of the confusion to isolate Johnson. Johnson was outnumbered and caught off guard despite his formidable strength and fighting skills. The kidnappers overpowered him, bundled him into a waiting vehicle. and sped away, leaving everyone on set in a state of shock and disbelief.
The Immediate Aftermath
The immediate aftermath of the Dwayne Johnson kidnappin
14. Restaurants vs. Manufacturing
Other manufacturing aspects as well
• Prep Time = Labor Routing
• Customer Order = Manufacturing Order
• O
Overhead (Di
h d (Direct & I di
t Indirect)t)
• Recipe = Bill of Material (BOM)
17. The Restaurant Industry
2012 Restaurant Industry Forecast in the U.S.
• Sales of $
l f $631.8 b ll
billion in 2012 compared to
d
$610.4 billion in 2011, a 3.5% increase
• Employs 12.9 million in 2012; forecasted to
p y ;
be 14.3 million in 2022
• In Ohio in 2012, 530,500 people are
employed by the industry
Source: National Restaurant Association restaurant.org/research
2012 Restaurant Industry Forecast
19. Specialty Foods Industry
State of Specialty Foods Industry 2011
• Sales of $
l f $70.3 b ll
billion with $
h $55.9 b ll
billion in
retain sales
• Specialty foods represent 13.1% of all retail
p y p
food sales
• Cheese and Cheese Alternatives are the
largest specialty food category $3.2 billion
$3 2
• Categories with the greatest percentages of
all food sales – refrigerated sauces, salsas
and di
d dips
• Gluten-free product showed sharp gains
Source: National Association of Specialty Food
http://www.specialtyfood.com/nasft/press-office/industry-facts/
21. General U.S. Economy
• General economic indicators
• Unemployment is improving
• Housing market values are continuing to drop
• Unpredictable future actions of Washington
p g
• States and Cities on the verge of bankruptcy
• Cities defaulting on municipal bonds
• European Debt Crisis (Greece Italy)
(Greece,
• 1 in 7 on food stamps
• U-3 unemployment rate 8.3% (02/2012)
• U-6 unemployment rate 14.9% (02/2012)
• Discretionary income drops
• E i
Eating out d i i
decisions are made l
d less often
f
• Highly competitive environment
23. U-3/U-6 Unemployment
U-3 Unemployment
Total unemployed as a percent of the civilian labor force (official rate)
unemployed, rate).
U-6 Unemployment
Total unemployed, plus all persons marginally attached to the labor
unemployed
force, plus total part-time employed for economic reasons, as a percent
of the civilian labor force plus all persons marginally attached to the
labor force (total rate).
Source: Bureau of Labor Statistics, http://www.bls.gov/news.release/empsit.t15.htm
24. Long Term Unemployment
Wall Street
Journal,
07/21/2011
“Long Term
Long
Unemployment
by State”
34. Commodity Research
Source: American Restaurant Association
www.americanrestaurantassociation.com
1-888-423-4411 Fax 941-953-4034
Forecasting and Managing Food and Energy Commodities
35. ck
Chees Bloc
se, Commodity Research
Source: American Restaurant Association (ARA), http://www.americanrestaurantassocaition.com
36. Beef, Ground
G d Commodity Research
Source: American Restaurant Association (ARA), http://www.americanrestaurantassocaition.com
37. WCR Pork
R Commodity Research
Source: American Restaurant Association (ARA), http://www.americanrestaurantassocaition.com
38. Pork Ham
k Commodity Research
Source: American Restaurant Association (ARA), http://www.americanrestaurantassocaition.com
39. con
Pork Belly, Bac
P Commodity Research
Source: American Restaurant Association (ARA), http://www.americanrestaurantassocaition.com
40. Wheat Commodity Research
Source: American Restaurant Association (ARA), http://www.americanrestaurantassocaition.com
42. Restaurant Failure Rate
The Dick Pope Institute for Tourism Studies, UCF Rosen College of Hospitality, Parsa/Green/Terry
43. Restaurant Failure Rate
The Dick Pope Institute for Tourism Studies, UCF Rosen College of Hospitality, Parsa/Green/Terry
44. Restaurant Failure Rate
Controls
“According to the National Restaurant Association (2009), a
“A d h N lR A (2009)
typical restaurant in America earns a net profit under 10%. That
means 90% of revenues are used to defer the cost of doing
f f f g
business. Thus, managers that do not understand the importance
of cost controls are bound to fail in the restaurant business. Two
major costs in the restaurant industry are food cost and labor
j t i th t ti d t f d t dl b
cost. These two costs together are referred to as prime costs. For
a restaurant to succeed, the prime costs are expected to be less
p p
than 60% of revenues. It is a ‘rule of thumb’ and a good rule to
follow. Most restaurants that have failed often were found to have
prime costs exceeding 60% indicating greater potential to
failure.”
The Dick Pope Institute for Tourism Studies, UCF Rosen College of Hospitality, Parsa/Green/Terry
47. The Reality Is…
• Some restaurant operators do not
p
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.
approach
• Menu pricing in some cases is not
based on proper analysis and data
data.
49. What is in your control?
Knowing your costs
Establishing your selling
price
50. Types of Recipes
• Batch or Prep Recipes
• Larger quantities
• Become their own unique
inventory item when produced
• Can be used in other recipes
• Serving or Menu Item Recipes
• Ultimately is what is sold to the
guest or customer
51. Weights & Measures
• Portion control thro gh the use of
through se
utensils
(Tbsp, tsp dishers, spoodles, etc.)
(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
52. Batch Recipes & Yields
• Batch recipes should account for the
proper yield (what the result is)
including known waste and the
g
process (labor)
• When the purchased product has
p p
changed form in any way, a batch
recipe should be created to account
for h
f the cost.
• If you don’t account for the process
and yields, your menu l
d i ld level costs i
l t in
most cases is understated!
53. Batch Recipe Example #1
• We purchased ‘Basil, Fresh’ at
p ,
$8.50/# or $0.531/oz
BASIL PICKED
Ingredients Quantity UOM Cost Extended
Basil, Fresh 16.0 oz $0.531 $8.500
Yield 11.0 oz
• The new item ‘Basil Picked’ now
Basil Picked
has a correctly stated value of
$0.773/oz or $12.36/#
54. Batch Recipe Example #2
• We purchase ‘P&D 31/40 Shrimp’
p / p
at $5.50/# or $0.344/oz
P&D 31/40 SHRIMP THAWED
/
Ingredients Quantity UOM Cost Extended
P&D 31/40 16.0 Oz $0.344 $5.500
Shrimp, frozen
Yield 14.2 oz
• Th new it
The item ‘P&D 31/40 ThThawed’d’
now has a correctly stated value of
$0.387/oz
$0 387/oz or $6 19/#
$6.19/#
55. Batch Recipe Example #3
• We purchase ‘Lobster Bisque Soup’
p q p
by the bag/8# for $16.95 bag.
LOBSTER BISQUE SOUP YIELDED
Ingredients Quantity UOM Cost Extended
Lobster Bisque 1.0 Bag $16.950 $16.950
Soup
Yield 0.98 gal
• Th new it
The item ‘L b t Bi
‘Lobster Bisque S
Soup
Yielded’ now has a correctly stated
value of $17.30/gallon or $0 136/oz
$17 30/gallon $0.136/oz
56. Batch Recipe Example #4
• We purchase ‘Bananas’ for
p
$0.513/#.
BANANAS PEELED
Ingredients Quantity UOM Cost Extended
Bananas 16.0 Oz $0.032 $0.513
Yield 10.5 oz
• Th new it
The item ‘B
‘Bananas P l d’ now
Peeled’
has a correctly stated value of
$0.049/oz
$0 049/oz or $0.782/#
$0 782/#
57. Packaging
• Packaging is part of the raw
g g p
material cost, similar to the
ingredients
• Packaging includes:
• Boxes
• Labels
• Wraps
61. 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 market
• Includes wages and fringes
62. Time Motion Studies
• Stopwatch time motion study
p y
• Must be in a live environment
• Must be a controlled test
• Must be the personnel that will
actually execute the recipes
y p
63. Batch Recipe Example
Prime Cost
• We purchased ‘Basil, Fresh’ at
p ,
$8.50/# or $0.531/oz
BASIL PICKED
Ingredients Quantity UOM Cost Extended
Basil, Fresh 16.0 oz $0.531 $8.500
Labor 0.167 hr 12.00 $1.999
Total $10.499
Yield
Yi ld 11.0
11 0 oz
• The new item ‘Basil Picked’ now
has a correctly stated value of
$0.954/oz or $15.27/#
64. Direct (BOH) Labor Rate
• The direct (BOH) labor rate should
( )
include the base rate plus any
other additional fringes associated
with those personnel
h h l
• Unemployment Insurance
• Workers
Workers’ Compensation
• Social Security & Medical
• Health, dental and vision insurance plans
• 401(k) or other retirement plans
• Vacation & Sick Pay
• Childcare
Child
65. Overhead Rates
Predetermined Overhead Rate
• Based on budgeted expenses and
g p
direct labor hours (BOH) by location.
Total Budgeted Overhead
= $0.000/hr.
Direct Labor BOH Hours
Overhead
Rate
67. Batch Recipe Example
Total Cost
• We purchased ‘Basil, Fresh’ at
p ,
$8.50/# or $0.531/oz
BASIL PICKED
Ingredients Quantity UOM Cost Extended
Basil, Fresh 16.0 oz $0.531 $8.500
Labor 0.167 hr $12.00 $1.999
Overhead 0.167 hr $40.00 $6.664
Total $17.163
Yield 11.0
11 0 oz
• The new item ‘Basil Picked’ now
has a correctly stated value of
$1.56/oz or $24.96/#
68. Efficient Batch Designs
g
• Are the batch or prep recipes
p p p
designed for efficiency?
Batch #1 Batch #2
Yields: 28 oz Uses
24 oz of
Batch #1
69. Efficient Batch Designs
g
• Are the batch or prep recipes
p p p
designed for efficiency?
Automatically incurs 4
oz of waste each time
Batch #1 Batch #2
Yields: 28 oz Uses
24 oz of
Batch #1
70. Sales Mix & Execution
Review of the sales mix with assigned
g
recipes for each station
Station #1 Station #2 Station #3 Station #4 Station #5
Where is the distribution of the sales mix?
71. Execution vs. Costing
• Recipes are written differently for
p y
execution than they are for
costing.
• Execution usually states what utensils
to utilize
• Costing involves weights and
measures
72. Execution vs. Costing
Execution Costing
BALSAMIC MARINADE
Ingredients Qty UOM Qty UOM
Olive Oil Blended 90/10 3.0 cups 24.0 oz
g
Balsamic Vinegar 1.0 cup
p 8.0 oz
Salt and Pepper Mix 0.25 cup 2.025 oz
Chopped Shallots 0.25 cup 1.20 oz
Chopped Parsley 0.25
0 25 cup 0.45
0 45 oz
Yield 38.0 oz
76. Menu Engineering
The
Guest
Community Reputation
MENU
Families Business
Employees
77. Menu Engineering
• Your menu(s) are what y
( ) you are in
the business to do.
• Types of Menus
• Lunch
• Dinner
• Brunch
• Banquet
• Kids
• Pricing Structures
• By Markets, Demographics
78. Cost-Volume-Profit (CVP)
The components that we will be analyzing:
• Menu items in the category
• Quantity/volume sold
• Selling Price
PRODUCT COSTS:
• U it Cost
Unit C t Ingredients, Di
I di t Direct t
Labor and Variable
Overhead
• Cost Percentage
•GGross Margin Per Pl
M i P Plate
• Contribution Margin PERIOD COSTS:
Fixed Overhead
and Profit
79. Cost-Volume-Profit (CVP)
The components that we will be analyzing:
• Menu items in the category
• Quantity/volume sold
• Selling Price
TOTAL COSTS:
• U it Cost
Unit C t Ingredients, Di
I di t Direct
Labor and Total
t
Overhead
• Cost Percentage
•GGross Margin Per Pl
M i P Plate
• Total Profit PROFIT
81. My Famous Quote
Change the focus from cost
percent to gross margin dollars
Menu Item Qty Menu Unit Cost % Unit
Sold Price Cost 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 p
f percents?
82. Loss Leaders
Items that are sold at a loss
that will result in other menu
items being sold at a profit.
83. Loss Leaders
Items that are sold at a loss
that will result in other menu
items being sold at a profit.
Drive profits!
84. Dog/Star Graph
Plowhorse
Popularit Inde %
Star
ex
High PI % Low GM $s
%, High
Hi h PI %, High GM $
% Hi h $s
ty
Dog Puzzle
Low PI %, Low GM $s Low PI %, High GM $’s
Average Unit Gross Margin $
85. Dog/Star Graph Flaws
Flaw #1
Traditional Dog/Star reports only
analyze entrees only.
l l
86. Dog/Star Graph Flaws
Flaw #1
Traditional Dog/Star reports only
analyze entrees only.
l l
Flaw #2
The calculation looks as unit
gross margin as a base
base.
87. Dog/Star Graph Flaws
Flaw #1
Traditional Dog/Star reports only
analyze entrees only.
l l
Flaw #2
The calculation looks as unit
gross margin as a base
base.
Flaw #3
The graph plots all entrees together.
88. Cost Volume Profit Example
Which menu item should be reviewed?
SALADS Menu in place for 6 months.
Menu Item Menu Unit Cost % Unit
Price Cost 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
$5 50 $0.41
$0 41 7.5%
7 5% $5.09
$5 09
House Salad $5.50 $0.48 8.7% $5.02
Averages $5.50 $0.41 7.5% $5.09
89. Cost Volume Profit Example
Which menu item should be reviewed?
SALADS Menu in place for 6 months.
Menu Item Menu Unit Cost % Unit
Price Cost 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
$5 50 $0.41
$0 41 7.5%
7 5% $5.09
$5 09
House Salad $5.50 $0.48 8.7% $5.02
Averages $5.50 $0.41 7.5% $5.09
If the decision was based on cost percent alone, the
‘House Salad’ would be reviewed for action.
House Salad
90. Cost Volume Profit Example
Which menu item should be reviewed?
SALADS Menu in place for 6 months.
Menu Item Qty Menu Unit Cost % Unit Total
Sold Price Cost 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
1 508 $5.50
$5 50 $0.41
$0 41 7.5%
7 5% $5.09
$5 09 $7,676
$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
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.
91. Dog/Star Calculation
Which menu item should be reviewed?
SALADS Menu in place for 6 months.
Menu Item Qty Menu Unit Cost % Unit Total GM MM Rank
Sold Price Cost Profit Profit $s
Chopped S l d
Ch d Salad 1,664
1 664 $5.50
$5 50 $0.43
$0 43 7.8%
7 8% $5.07
$5 07 $8,437
$8 437 L H Plowhorse?
Pl h ?
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
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.
92. Dog/Star Graph
35.0%
House Salad
30.0%
arity Index %
Chopped Salad
Plowhorse Star
7.5%
25.0% Caesar Salad
(¼) * .7 = 17
20.0% Wedge Salad
17.5%
15.0%
Popula
10.0% Dog Puzzle
$5.08
5.0%
P
0.0%
$5.00 $5.02 $5.04 $5.06 $5.08 $5.10 $5.12 $5.14 $5.16 $5.18
Menu Item Unit Gross Margin $s
$32,475 / 6,396 = $5.08
93. Stellar / Cellar Graph
The Engineer Stellar - The Bank
Popularit Inde %
• Reengineering of Menu Items • Sacred Items
• Labor Process Improvements
p • Most Profitable Items
ex
• Alternative ingredients
• Menu placement
• Price increase possibility
ty
The Cellar The Push or Sell
• New menu item opportunity • FOH Suggestive Selling
• Exception: Unique menu item • FOH Contests
• Review price with value
proposition; price too high?
• Quality or flavor issue
Menu Item Total Profit $s
94. Stellar / Cellar Graph
The Engineer Stellar - The Bank
Popularit Inde %
• Reengineering of Menu Items • Sacred Items
• Labor Process Improvements
p • Most Profitable Items
ex
• Alternative ingredients
• Menu placement
• Price increase possibility
ty
The Cellar The Push or Sell
• New menu item opportunity • FOH Suggestive Selling
• Exception: Unique menu item • FOH Contests
• Review price with value
proposition; price too high?
• Quality or flavor issue
Menu Item Total Profit $s
95. Stellar / Cellar Graph
35.0%
House Salad
30.0%
arity Index %
Chopped Salad
25.0% The Engineer The
0%
25.0% Caesar Salad
Stellar
(¼) = 25.0
20.0% Wedge Salad
15.0%
Popula
10.0%
The Cellar The Push
19
P
$8,11
5.0%
0.0%
$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
96. Cost Volume Profit Example
Which menu item should be removed?
SALADS Menu in place for 6 months.
Menu Item Qty Menu Unit Cost % Unit Profit $s
Sold Price Cost 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
1 508 $5.50
$5 50 $0.41
$0 41 7.5%
7 5% $5.09
$5 09 $7,676
$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
The proper item to target to be reviewed is the ‘Wedge
of Iceberg’.
Iceberg
97. What are my options?
• Review the menu placement
• Reengineer an existing menu item
g g
• Review process
• Alternative ingredients
te at e g ed e ts
• Price increase
• Remove the item and create a new item
98. Engineering a New Menu Item
Menu Item Qty Menu Unit Cost % Unit Total
Sold Price Cost Profit $s Profit $s
Wedge of Iceberg 1,183 $5.50 $0.33 6.0% $5.17 $6,116
New Menu Item - $TBD $TBD > $5.17
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.
99. Menu Placement
SALADS
Menu Item Qty Menu Unit Cost % Unit Total
Sold Price Cost Profit $s 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
$5 75 $0.43
$0 43 7.5%
7 5% $5.32
$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
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.
102. Front of House (FOH) Sales
• If the menu layout is structured
with the most profitable items on
top, it should not be a secret!
p,
• FOH personnel can play an active
roll in suggesting to the
gg g
customers items that drive profit!
103. Where do I start?
Step 1: Purchased Items
Ingredient
Step 2: Batch Recipes level only
Step 3: Serving Recipes
Step 4: Time Standards
Step 5: Labor and Overhead Rates
Step 6: Performance Benchmarking
104. Systems
• MBE (Manage By Excel)
( g y )
• Systems & Software (do your
research!)
• Features (i.e.
recipes, production, ordering,
• invoicing, menu engineering, etc.)
• Service
• Cost
• Your overall plan (short and long
term)
106. Cost Control
Audit to
ACCURATE Improve
RECIPE Efficiencies
ffi i i
COSTING
MENU Benchmarking
ENGINEERING (Actual v.
Theoretical)
JIT
Production &
Ordering
(Dynamic
Pars)
P )
108. The Top 10 Takeaways
Takeaway #1
Get the competitive edge!
p g
The restaurant industry is
highly
hi hl competitive and th
titi d the
current economic factors
f
compound that.
109. The Top 10 Takeaways
Takeaway #2
The business failure rate has
f
historically been very large.
Use both your culinary skills
and data to keep from
becoming a statistic.
110. The Top 10 Takeaways
Takeaway #3
Recipe costing is vitally
p g y
important to the success of
the operations Recipe
operations.
costing can be a science.
Everything can be
accounted for
for.
111. The Top 10 Takeaways
Takeaway #4
Your menu is too
important to guess at!
Guessing i not good enough!
G i is t d h!
112. The Top 10 Takeaways
Takeaway #5
Writing a recipe for execution
g p f
is very different than for
costing.
costing Execution is for the
line personnel. Costing is
for the management.
You need both
both.
113. The Top 10 Takeaways
Takeaway #6
“You cannot place p
p percents in
your pockets!”. Shift the
focus from cost percents to
gross margin dollars per
plate and contribution
margin dollars.
114. The Top 10 Takeaways
Takeaway #7
Make decisions not only based
y
on the passion and emotion
of the menu item – but also
empirical data. Be
methodical.
115. The Top 10 Takeaways
Takeaway #8
The menu layout and
y
placement of menu items
does matter. Place higher
matter
contribution margin items
on top in descending order.
116. The Top 10 Takeaways
Takeaway #9
This is your call to action!
y
Start the process. If you do
not h
t have adequate ti
d t time or
skills, get some professional
,g p f
assistance!
117. The Top 10 Takeaways
Takeaway #10
To ensure success –
The bottom line is
know your costs!
Plan for success!
Be proactive, not reactive!
p ,
118. Reference Books
The Book of Yields: Accuracy in Food Costing & Purchasing
Francis T. Lynch
John Wiley & Sons
ISBN 13: 978-0-471-74590-7
978 0 471 74590 7
ISBN 10: 0-471-745909-1
Chef’s Book f F
Ch f’ B k of Formulas, Yi ld & Si
l Yields Sizes
Arno Schmidt
John Wiley & Sons
ISBN 10: 0-471-22716-1
Note: Neither references is truly comprehensive. You need to p
f y p practice the
costing methods discussed in this presentation.
119. Articles Booklet
• “Obtaining Accurate Recipe Costs”
Obtaining Costs
• “Improve Your Menu Engineering”
• “The Case For Theoretical Food Costs”
The Costs
• “The Advantages of Just-In-Time”
• “Robust Supply Chain Management”
Robust Management
• “Line Checks That Create Efficiency”
• “Traits of Effective Cost Management”
Traits Management
http://www.ReturnOnIngredients.com
120. Other Speaking Events
2012
• ACF S d k Ch
Sandusky Chapter, 01/09 i Mil
in Milan, OH
• National Assn. for the Specialty Food Trade 01/12 in San Francisco, CA
• Southern California Gas Co., Foodservice Equipment Ctr., 01/19 in Downey, CA
• ACF Cincinnati Chapter, 01/23 in Cincinnati, OH
• North American Pizza & Ice Cream Show, 01/29 – 01/30 in Columbus, OH
• Delaware Area Career Center, 02/10, in Delaware, OH
• International Restaurant & Foodservice Show, 03/03 - 03/04 in New York, NY
• Columbus Culinary Institute, 03/14, in Columbus, OH
• Western Illinois University, 03/20 in Macomb, IL
• Economic Community & Development Institute, 3/27 in Columbus, OH
• Platt College, 04/17 in Tulsa, OK
• O
Oklahoma Restaurant Association, 0 /
, 04/17 in Tulsa, O
, OK
• San Diego Mesa Community College, 04/24, in San Diego, CA
• California Restaurant Association, 04/25, in San Diego, CA
• Economic Community & Development Institute, 04/27, in Columbus, OH
• Southwestern Foodservice Expo 06/24 in Dallas TX
Expo, Dallas,
• Western Foodservice & Hospitality Expo – 08/12 – 08/14 in Anaheim, CA
• Florida Restaurant & Lodging Show – 09/23 – 09/25 in Orlando, FL
121. Culinary Schools
• This program is offered at no cost to culinary
and hospitality schools programs b
dh i li h l based on
d
availability and budget.
• San Diego Mesa Community College (San Diego, CA)
• 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)
• Midwest Culinary Institute (Cincinnati, OH)
• C lColumbus C li
b Culinary I tit t (C l
Institute (Columbus, OH)
b
• Owens Community College (Toledo, OH)
• Platt College (Tulsa, OK)
• Culinary Institute of Charleston (Charleston, SC)
y f
Please email me at Mark@ReturnOnIngredients.com
Or call me directly at Cell 614.558.2239
122. Questions & Answers
Mark Kelnhofer President & CEO
Kelnhofer,
Return On Ingredients
P.O.
P O Box 2387
Westerville, Ohio 43086-2387
614.423.4410
614 423 4410
Fax 614.340.7946
Cell 614 558 2239
C ll 614.558.2239
Mark@ReturnOnIngredients.com
http://www.ReturnOnIngredients.com