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Food and Beverage Management

Food and Beverage Management

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Food and Beverage Management

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  1. Food and Beverage Management Appraising Performance

  2. Performance appraisal • Revenue • Costs • Profits • The product

  3. Fundamentals of appraisal • Knowing goals and objectives • Placing a value on a measurement • Being prepared to make decisions

  4. Basis of appraisal • Established aims and objectives • Existing budgets • Existing standards required

  5. Effect of changes in price and volume

  6. Spend per head and average check

  7. Key points of revenue appraisal • Revenue is product of price and volume • Appraisal needs to take account of changes in both price and volume • Averages not always accurate and prone to misinterpretation • Allow for inflation and/or price rises • Need to compare like with like • Incorporate 12-month rolling totals to determine true trends and performance • Revenue cannot be fully appraised by itself

  8. Appraising costs • Fixed costs • Variable costs • Semi-variable costs

  9. Change in costs and revenues

  10. Industry norms for cost percentages

  11. Key points of cost appraisal • Structures vary, and change over time • Can be measured in cash or percentages • Proportional relationship between costs • Relationship between costs and inflation • Cross-sectional and time-series analyses useful • 12-month rolling totals identify true performance • Operators with the lowest costs perceived as having a key advantage • Allocating indirect costs more complex than allocating direct costs

  12. Profitability measures • Gross profit • Operating profit • Net profit • Net operating profit • Departmental and unit profit • Yield

  13. Example profit and loss account

  14. Comparison of gross profits

  15. Comparison of operating profits * Costs will include ingredient costs and staff cost. The extent to which other costs have been included needs to be established

  16. Yield comparisons

  17. Relationship between revenue, costs and profits

  18. Comparison of GP in relation to revenue

  19. Comparison of cash GP and GP %

  20. Potential cash GP and GP %

  21. Effect of changed sales mix

  22. Sales mix example (beverages)

  23. Example of profitability calculations

  24. Popularity and profitability ranking

  25. Menu engineering matrix Adapted from Kasavana and Smith 1999

  26. Menu engineering matrix Adapted from Kasavana and Smith 1999

  27. Comparison of net operating profit measures

  28. Key points of profit appraisal • Be clear how profit measures are contrived • Compare like with like • Appraise against objectives to give value • Setting objectives includes subjective judgements • Sales mix analysis determines real trends • Profit percentages measure efficiency, not profitability • Cash contribution is what is being sought • Comparison with industry norms us useful • Use rolling 12-month totals to indicate true performance • Take account of stakeholders’ priorities

  29. Appraising the product • Approaches include: • Measuring customer satisfaction • Complaint monitoring • Staff focus groups • Mystery shopper • Process reviews • Quality audits • Quality standards analysis

  30. Customer importance / operational achievement matrix

  31. Customer importance / operational achievement matrix

  32. Customer importance / operational capability matrix

  33. Customer importance / operational capability matrix

  34. Customer importance / staff importance matrix

  35. Customer importance / staff importance matrix