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  • How to reduce inventory control losses at your restaurant
    process and put it into action Close is not good enough A flawed report does more harm than good which is why you should implement a data collection process The first thing you want to do is truly evaluate your current inventory process Who is performing it At what frequency are they doing it And most importantly how are they completing the inventory Start by calculating the amount of time your team invests in the data collection process What tools are they using and are the tools accurate You have a hard cost to your company to complete the inventory and often that cost is in manager hours which means you end up paying more money Plus it s actually less accurate than other solutions that are on the market Investing in a third party inventory company or program might allow you to reinvest the management team s time currently tied up in counting into following up on and taking steps toward utilizing the inventory results instead That could add thousands of dollars to your bottom line The days of taking an inventory of wine and liquor by eye and guesstimating draught inventory are behind us Build a culture of control In many establishments the only time most staff members hear about inventory is when there is an issue This way of operating creates not only a black cloud around the topic but also a lack of trust between owners managers and staff when it comes to the inventory results Instead look at this as an opportunity to connect with your staff and build a culture of control around your inventory results and process Explain in detail to all of your managers and staff the importance of tight inventory control As already mentioned being average in our business leads to losses of 10 per cent that s thousands of dollars in lost profit Simply coming down on your staff or managers when the results are not meeting your expectations isn t helpful As an owner or manager you are most likely only going to personally pour a small portion of the drinks served in your business if any In order to engage those actually pouring these drinks clearly explain what is expected of them when it comes to inventory each shift Share the results with the team so they know what they ve helped produce Listen and involve them in conversation around the results whether good or bad every audit period By doing this you will create a culture of control that is completely missing from most businesses Create visibility One of the most impactful solutions for improving your inventory results is to create a control scoreboard For example try putting a whiteboard in a staff area clearly displaying the inventory results each audit period along with the actions you are planning to implement based on the results If you ve done the previously discussed step explaining clearly to staff members what is expected of them the scoreboard is your

    Original URL path: http://restaurantcentral.ca/Howtoreduceinventorycontrollosses.aspx (2016-02-14)
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  • Today's tip for Canada's restaurant and foodservice industry: Evaluate complimentary snacking
    Link Click here Diane Chiasson Chris Elliott Roger Mittag Janine Windsor Devon Peart Chad Finkelstein Kristin Menas Liana Robberecht Jordan Knox Go Evaluate value added snacking February 11 2013 Tweet Leave a comment A fresh baked loaf pita crisps pretzels or bread sticks many restaurants provide guests with complimentary snack while seated and waiting for their order This traditional value added service is appreciated by customers and can kick their dining experience off on the right note Although these unique offerings can help differentiate a concept and even become an attraction it may not be a fit in all situations The costs of the food packaging lost appetizer sales and labour can often outweigh the benefits Operators must be cautious to plan and implement these programs effectively or they can actually work against them There can be a tendency to focus on services that generate direct revenues diminishing the attention paid to these free offerings Presentation and quality suffer inconsistent service ensues and waste increases Firms that provide these starters must ensure that they are valued by guests that they are executed effectively and add value to guests experience Courtesy of David Swanston a Hospitality and Foodservice Consultant Principal of

    Original URL path: http://restaurantcentral.ca/complimentarysnacking.aspx (2016-02-14)
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  • Twenty simple solutions to build your restaurant’s bottom line in the New Year
    scratch and items that reduce food costs and better utilize fixed labour Take advantage of slower sales to catch up on equipment maintenance and cleaning and sanitizing areas that often get missed during the daily maintenance schedule Reduce your waste pick ups to align with sales Are waste and recycling bins being picked up half full Work with your suppliers on finding alternatives to higher cost items Look for menu items that better reflect seasonality and reduce higher cost items that are out of season or shipped long distances Look for opportunities to build sales Invest time in basic guest research Find out where guests are coming from going to or what event triggered their visit This can be very valuable in developing targeted marketing tactics Guests appreciate value when money is tight Remember though value is not necessarily cheap Look for opportunities to add value without price Develop contra deals with other local businesses Bundle meals for a fixed price This can help build check averages and offer better guest value Remember at this time of year it s less about margin and more about penny profit Do the little extras for service that don t cost anything but create an enhanced dining experience It s always good business practice to give back to your community through cause marketing What is your charity of choice How do you support it Can you do event evenings at the restaurant and donate food or services that have more value than just cost During the winter months we all tend to stay in more Look for opportunities for take out sales catering and curbside sales to build sales in the shoulder periods Don t forget how important packaging is to take out Nothing can degrade your quality quicker than cheap packaging and

    Original URL path: http://restaurantcentral.ca/buildyourrestaurantsbottomline.aspx (2016-02-14)
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  • Keeping tabs on food and beverage costs at your restaurant or foodservice operation
    dollars Canadian operators don t buy 35 per cent they buy 21 billion from suppliers Think first about your food costs on a per guest basis From there you can build A clear recipe for every major item on your menu making sure that each recipe delivers good value for money to your guest Cost bars for different price points Proteins like steak have higher prices to cover higher food costs per guest starch items have the opposite and A food theoretical to tell you what your food cost should be to manage your yields product losses and sales mix Once you are clear on the money you make for every guest on your food you need to build good operating practices The trick is making sure that what you intend to do is what actually gets done in your restaurant even when you are not there Nothing improves your menu effectiveness and reduces your costs like being fresh Sounds backwards doesn t it However the foods which sell the fastest are usually the best tasting and are the freshest Guests can tell when the product is not fresh and they reward operators that are The garbage bin is a terrible place for the food If guests do not value something it will end up in the bin Yes the garbage bin is actually one of the most accessible guest survey tools you have Cutting yields on high cost proteins and produce through inefficient food preparation and ordering are other ways you can end up with valuable product in the garbage truck Guests don t pay for anything that ends up in the landfill or the compost for that matter Adopting standard portion sizes is a great way to make sure you deliver consistent value to your guests and that

    Original URL path: http://restaurantcentral.ca/foodandbeveragecosts.aspx (2016-02-14)
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  • How to keep stock and reduce waste at your restaurant by using a barcode scanner
    a store manager off the floor and into the walk in Restaurant managers don t want to be refrigerator trolls doing monotonous cycle counts They want to see what is happening in the store or on the line they want to keep customers happy and their primary duty is to ensure customer facing tasks are completed in a timely manner Enter the barcode scanner with memory Gone are the days of printing out an Excel spreadsheet sliding it under a clipboard and walking around the store doing physical counts only to return to a PC and transcribe all those X s and numbers back into the same spreadsheet or ordering portal That mid 1800 s paper based process is error prone during transcription from paper back to the PC It is also vulnerable to interruption where did I leave off and effectively turns your manager into a warehouse worker Any device with a scanner and some memory will simplify this process by simply scanning what you have in stock docking it and comparing it against what you need If the device has a web browser your suppliers web based ordering portals can be in your hands in real time with dynamic suggestions from the supply chain at your time of purchase This makes the cycle count process fast while ensuring perfect accuracy Taken a step further Did you know some insurers and leasing companies will reduce your premiums and interest rates if you can show them your assets are in the store Yes with simple barcoding of your store equipment and assets this same tool can pay you back not only in minimized waste and fewer lost sales but also with secure asset tracking that provides insurers and leasing companies with accurate data Who will pay for the device You

    Original URL path: http://restaurantcentral.ca/barcodescanner.aspx (2016-02-14)
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  • Budgeting and financial statements: The most important components of profit maximization
    how you are doing versus your target pace and your race strategy In that same fashion you need a budget to set the course for your profit goals and you need to regularly check where you are against the budget and make the necessary adjustments When done properly budgets are extremely accurate indicators of profits for the year this is because the only real unknown in a budget are your sales revenues and if you have been in business for a while then you should be able to predict your upcoming year of sales fairly accurately All other information in a budget is known information product costs should be available from your menu costings utilities from your history credit card commission from your history and your discount rates and so on As mentioned the only thing that you really don t know are your sales Once your budget for the year is complete take a look at the profit and see if you are happy with it If you are not that is the time to address it before the year starts Identify the areas to make adjustments to the budget can we save money on linens Are front of house labour costs a little high can we tweak those down What about food costs Paper supplies seem really high how can we do things differently Here are some key notes to developing a budget Do a month to month budget for the entire year or even better do it in four week Monday to Sunday periods a little tougher but more useful for review Make it as detailed as you can within reason having good detailed budget allows you to spot areas of opportunity quickly and makes necessary operational adjustments easier to identify throughout the year Adjust budgets during

    Original URL path: http://restaurantcentral.ca/BudgetingandfinancialstatementsThemost.aspx (2016-02-14)
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  • Short interval scheduling: Proactive labour cost control
    restaurant on an hourly basis for the week you are writing the employee schedule Next you must calculate the how many employees of each job category you require to open the doors of your restaurant and serve a minimal number of guests per hour For example let us say 25 guests per hour This becomes your base schedule Once you have your base schedule determined you then calculate how many hours of each position you will require for the next 25 guests per hour and so forth until you have completed your schedule This process will ensure that you have the right number of employees to meet your projected guest count per hour Note that this is significantly different than saying every Tuesday I have one cook two servers and one dishwasher We are looking at hour by hour staffing as opposed to staffing by the day or meal period We understand that this requires more detailed scheduling as well as sourcing of employees willing to work the short interval shifts We also realize that there are minimum shifts determined by Provincial labour laws However in our experience short interval scheduling will work well in the Canadian restaurant and foodservice industry Once you have set your base and incremental schedule you then apply the employee names to the shifts and post the schedule Managing for results The real power from short interval scheduling comes from the real time monitoring of the short interval schedule at the end of each meal period Once the meal period is over you match up the number of hours scheduled to the number of hours actually worked by each position You also record the actual number of guests served and compare this number to the guest count you had projected It is best to set

    Original URL path: http://restaurantcentral.ca/ShortintervalschedulingProactivelabour.aspx (2016-02-14)
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  • The personal touch: Why your bartender should be a chameleon
    a chameleon and adapt to the specific needs of each guest Here then are some insights on how bartenders can better respond to various interpersonal situations Watch for body language To achieve an individualized experience your bartender has to be able to figure out a customer s dominant personality type by analyzing body language facial expressions tone of voice and specific words that each guest uses This is not as easy as it sounds because the bartender has very short interactions with each guest However if they are able to quickly process these small pieces of information bartenders will best be able to adapt their style of service to suit the guest s personal needs There are famous personality tests such as True Colors and Myers Briggs that can be extremely helpful to your staff Let s look at a few situational examples to see how this works The analytical guest This is a guest who takes longer than normal to decide on a drink and asks a lot of specific questions about the menu such as proportions of alcohol and mixes or types of garnishes This combined with rigid posture and lack of emotion are all signs that your guest maybe a strong analytical type If your bartender picks up these signals he or she should respond with very detailed factual and to the point information Additionally the bartender should make the drink in front of the guest talking them through the step by step building stages of the cocktail and if possible provide information on the inspiration or historical story of the drink if it is a classic The expressive guest This guest uses exaggerated body language big movements with their hands while talking have large changes in vocal intonation and seem dramatic with the words they use

    Original URL path: http://restaurantcentral.ca/personaltouchbartender.aspx (2016-02-14)
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