383 Management Week Review

(use information in red as a guide to filling in the report; change red to black or eliminate red type as needed)

TEAM X / Lunch/Dinner
Team Members / Position
Production
Line
Service
Bar
EXECUTIVE SUMMARY

The information in the Executive Summary is single-spaced; change to 10-point font, if necessary, to keep it to one page. The executive summary is a one-page overview of this document. Please include everything [objectives; F&B costs; Profit] andwrite it last.

Content List

Executive Summary

Introduction

1. Mission Statement

1.1 Mission Assessment

2. RKR Goals Assessment

3. S.M.A.R.T. Objectives

4. Guest Perceptions

5. Revenue Analysis

5.1 Revenue Variance

6 Menu Mix Analysis

Expense Analysis

Financial Summary

Management Team Recommendations

Key Insights

Conclusion

INTRODUCTION

(the information in the remainder of the report is single-spaced and 12-point font)

Begin with a brief overview. Include your meal period, quarter and week of operation.

1. Mission Statement

(Use information from HRT 382 or revised version, if appropriate)

1.1 Mission Assessment

(Discuss accomplishments and disappointments related to statements in your mission)

2. RKR Goals Assessment

(Discuss accomplishments and disappointments related to the goals of the RKR, especially as they relate to your week and as a lead-in to the S.M.A.R.T. objectives section)

3. S.M.A.R.T. Objectives

(State a minimum of three objectives, no discussion needed)

Objective 1 Assessment

For each objective:

  1. Restate the objective from above
  2. Make the connection between each objective and the Three RKR Goals and / or Your Mission (you should link each S.M.A.R.T. objective with at least one RKR Goal)
  3. List key strategies and tactics used and comment on their results
  4. State the actual results
  5. Analyze and discuss the financials, menu mix, staff feedback, and/or guest satisfaction (comment cards) as these topics relate to each objective
  6. Explain the variance, if any, between desired results and actual results
  7. Summarize - What worked? What did not? How do you know?
  8. Recommend–(Use these questions as a guide: What would you do differently next time? What would you do next time to ensure the same results? What could you do to enhance your success next time?)

Objective 2 Assessment

Objective 3 Assessment

4. Guest Perceptions

Present a detailed analysis of your guest feedback; present a tabulation of all quantifiable scores, present a summary qualitative guest comments; analyze the feedback [the use of a table and a sample of the comment card used are appreciated]

Please compare your results to the QTD results.

5. Revenue Analysis
Dates
January 18-21
2007 / HRT 382
Forecast / Revised (Final)
Weekly Forecast / Actual
Results / Variance
(Revised vs. Actual)
Guest
Count / 280 / 300 / 320 / +20
Average
Check / 10.00 / 10.50 / 10.48 / -0.02
Total
Sales / 2,800 / 3,150 / 3,354 / +204

Show average check figures in dollars and cents; show total sales in rounded dollars onlyShownumerical variance between revised forecast and actual resultsand show +, -, or 0.(The numbers above are examples for reference – Change the numbers to your figures!)

Lunch Daily Revenue Information (use if lunch; delete if dinner)

Days > / Mon
1/24/07 / Tues
1/25/07 / Wed
1/26/07 / Thurs
1/27/07 / Fri
1/28/07 / Total / F&B Mix
Food
Sales / %
Beer
Sales
Wine
Sales
Total
Bar Sales / %
Total
Sales / 100.0%
Guest Count
Average Check

Show average check figures in dollars and cents; show sales in rounded dollars only

Dinner Daily Revenue Information (use if dinner; delete if lunch)

Days > / Wed
1/26/07 / Thurs
1/27/07 / Fri
1/28/07 / Sat
1/29/07 / Total / F&B Mix
Food
Sales / %
Beer
Sales
Wine
Sales
Total
Bar Sales / %
Total
Sales / 100.0%
Guest Count
Average Check

Show average check figures in dollars and cents; show sales in rounded dollars only

5.1 Revenue Variance

Explain the guest count and check average variances (in the first revenue table). Use only the daily information from the second revenue table that helps illustrate the weekly variances in the first table. In other words, look at the daily table for significant aberrations.

The net effect of the guest count and check average variance is the total sales variance. Comment on the total sales variance. For example, using the sample variances in the first table, the positive variance in guest count was more than enough to offset the negative check average variance, leading to more sales than forecast.

6 Menu Mix Analysis

In this section, analyze and explain three to five significant changes in menu mix information, usually identified by comparing before and after percentages. However, you may compare counts if the situation is “apples to apples” (see the PowerPoint slides on Historical Benchmarks).

At a minimum, show your week’s main category totals. You will add three to five comparisons of individual items, such as Manager’s Specials (lunch), Thursday Specials (dinner), other food items, beers, wines-by-the-glass, wine flights, bottles wines, etc. Modify the table below to your needs. In the table, compare counts, percentages, or both (if “apples to apples”). In place of the “X,” fill in “week” or “quarter” so that the reader knows what periods you are comparing. It is acceptable to compare your week to another week, another quarter, or previous QTD for the current quarter (pick one only for the entire table).

Spring 07, Week:Fill in the month and dates here

Menu Item /
Menu Category / Current
X
Count / Current
X
Percent / Past
X
Count / Past
X
Percent / Variance/Change
Total Appetizers
Total a la Entrées
Total Desserts
Total Beverages
  1. Analyze and explain the category changes and three to five individual item changes. What did you and/or did the staff do to account for the variances?
  2. Discuss the effect of your week’s item sales on the quarter-to-date percentages. To do this, print a copy of the QTD menu mix at the end of the previous week or prior to any input on Monday. Compare the ‘before” with your “after” results.
  3. Summarize and discuss any revenue-related recommendations and/or key insights
7. Expense Analysis

Cost Analysis

Focus on one cost control area. Present your team’s thorough evaluation and analysis, including potential impact to the bottom line of the Income Statement. Based on your team’s analysis present recommendations to future management teams that will maintain or improve performance in the topic area selected (think “cost control” methods!). Once a team analyzes a cost area, another team does not address it again.

Think of this as a “small topic with deep analysis” to keep this clear and concise, but meaningful. Pick one item for a narrow focus and analyze it in depth. Use information from HRT 276, financial statement, invoices, and other expense performance indicators to construct your cost analysis.

8. Financial Summary

Please include a copy of the DataTrap Weekly Summary Report here.

Analyze and discuss your week of operation based of financial Weekly Summary. Remember that this sheet shows the combined results of lunch and dinner. A complete analysis covers:

  • Changes in check averages and revenue
  • Weekly Food Cost and the resultant change in the QTD food cost
  • Weekly Bar Cost and the resultant change in the QTD bar cost
  • At least one comment on another, non-product expense
  • A comment on the weekly profit or loss and the resultant change in the QTD profit/loss value

To do this, print a copy of the Weekly Summary at the end of the previous week or prior to any input on Monday. Compare the ‘before” with your “after” results.

9. Management Team Recommendations

Cover key recommendations for future managers that do not fit neatly into the categories above. These can be general recommendations, specific recommendations related to management position, or categorized as FOH and HOH.

10. Key Insights

Each manager will write about one key insight. The insight shouldrelate to the learning in lab or lecture, but from an educational, personal, or general business perspective rather thana restaurant business perspective.

In other words, it should be based on a broad topic like communication, teamwork, leadership, interpersonal relationships, decision-making, ethics, customer service, etc. Each manager writes his or her own insight.

Production Manager Insight

Line Manager Insight

Service Manager Insight

Beverage/Reservation/Banquet Manager Insight (change the title if appropriate)

Conclusion

Present brief concluding thoughts on the week

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