Professional Documents
Culture Documents
Food & Beverage Control
Food & Beverage Control
50
All the foodservice establishments,
then, have the following sequence
of operations;
Purchasing
Receiving
Storing
Issuing
Producing
Selling and serving
52
Standards & Standard
Procedures for purchasing:
These ensures a continuing supply
of sufficient quantities of necessary
foods, of appropriate quality to its
intended use, purchased at the
most favorable price. Standards
must be developed for the
following;
Quality of food purchased
Quantity of food purchased
Prices at which food is purchased
Food & Beverage Cost Control By
Weru J N 53
Establishing quality standards:
Once a menu has been developed the list of
required both perishable and non
perishables for the day-to-day operations
can be determined.
Before purchasing, important decisions must
be made about brands, sizes, packaging,
grades, and degree of freshness required
among other things.
If a foodservice operation is to produce
products of consistent quality, it must use
raw materials of consistent quality.
These carefully written descriptions are
known as standard purchase specifications.
54
However, these specifications are not
fixed but can be revised when necessary.
Establishing quantity standards:
All foods deteriorate with time, some
more quickly the others. It is the job of
food controller to establish a system to
ensure that purchase quantities match
with production needs.
For purchasing purposes foods are
divided into perishables and
nonperishable.
55
Perishables:
Decisions must be made as to total
quantities needed.
Par stock is defined as the quantity
of any item required to meet
anticipated needs in some specific
upcoming period.
Taking a daily inventory of
perishables is thus a basic
requirement of purchasing routine
56
Nonperishable's:
Do not present the problem of rapid
deterioration.
However, large stock will tie
capital, high risk of pilferage and
increase holding cost such as labor
and storage space.
Inventories can be maintained at
appropriate levels through; periodic
order method or perpetual
inventory method.
57
Period Order Method:
This permits comparatively
infrequent ordering in contrast to
methods of ordering perishables.
The calculation of the amount to
order is done as;
Amount required for upcoming
period less amount presently on
hand plus amount wanted at the
end of the period to last until next
delivery. Bin cards are used to
establish the flow of stock.
58
Perpetual Inventory Method:
This uses perpetual inventory
cards similar to bin cards but with
additional information such as
name and address of the supplier
and is inform of stores records not
fixed on the shelf.
It also indicates the most recent
purchase price, re-order point, par
stock and re-order quantity.
59
Par Stock & Re-order:
Par stock can be determined by
considering;
Storage space available
Limits on total value of inventory
prescribed by management.
Desired ordering frequency
Usage rate
Suppliers minimum order
requirements
Food & Beverage Cost Control By
Weru J N 60
Re-order Quantity:
It is the amount that order will be
made each time the quantity of a
particular item diminishes to the re-
order point.
Re-order quantity = Par stock less
re-order point plus usage rate until
delivery.
Bin cards and perpetual inventory
cards can be used to monitor stock
levels.
61
Establishing Price Standards:
With purchasing specifications and
quality to buy, the inventory procedures
and quantity to buy one can turn to the
question of price.
Food supplies should be made on the
basis of competitive prices obtained from
several possible suppliers.
For the perishables the prices may
change daily and thus need to determine
the current prices.
62
Standard Purchasing Procedure: the
steps may include;
A requisition from an authorized person
which should be inform of a completed
requisition form. This should also be
accompanied by a purchase specification.
Selection of source of supplies. This could
be from purchasing records indicating
similar previous supplies or enquiries to
new supplies. New suppliers must be
selected based on their quotations
indicating price, quality and delivery
performance.
Place the purchase order by
administering a purchase order to
selected supplier
Receiving of deliveries and noting
of any discrepancies in quality and
quantity of goods delivered.
Transferring of the commodities to
the requisitioning department or to
the stores and updating the
respective stores records.
Receiving Control:
Main objective of receiving control is to
verify the quantity, quality and price of
each item delivered if they conform to
the order placed. Any discrepancies
should be noted.
Delivered supplies are accompanied with
an invoice which list the items and
prices. Signing of the invoice
acknowledges the receipt of the supplies.
Directs are food items extremely
perishable nature and are purchased on
a more or less daily bases.
65
Stores are food items though perishable
will not diminish significantly in quality
if not used immediately. They can be
held in storage for a day or so.
Compare quantity and prices in delivery
note with that in purchase order.
Compare quality of delivered items with
the purchase specifications.
A goods delivery note should be
completed indicating the details of
commodities accepted and what the
company owes the supplier.
66
F & B storing and Issuing
control
Introduction
67
Introduction
Having accepted a particular level
of cost of the food to be served in a
foodservice operation, steps to
prevent the development of
additional and unplanned costs
before food is sold to customers
should be taken.
These costs may develop from
spoilage, wastage, or pilfering.
68
Storing Control:
The standards established for
storing food should address the
five principal concerns;
Conditions of storage facilities and
equipments
Arrangement of food in storage
areas
Security of storage areas
Dating and storage of stored foods
69
Condition of storage Facilities:
The factors to consider include;
temperature, storage containers,
shelving, and cleanliness.
Problems with any of these may
lead to spoilage and waste.
Temperature is particularly
important for perishables.
The food controller should keep a
log on each refrigeration unit.
70
Many food items are purchased in airtight
containers, but others are purchased in
unsealed containers-paper bags, boxes, and
sacks-which are susceptible to attack by
insects and vermin. Care should be taken in
storing food in whatever manner will best
maintain their original quality.
At no one time should food products be
stored on the floor. Appropriate shelving,
with slatted shelves for perishable foods to
permit circulation of air in refrigerated
facilities is preferred.
Absolute cleanliness should be enforced in
all food-storage facilities at all times.
71
Arrangement of Foods:
Factors to consider include; keeping
the most-used items readily available,
fixing definite locations for each item,
and stock location.
The most frequently used items should
be stored near the entrance to reduce
time required to move needed items
from storage to production.
With definite locations for the food
items it takes less time to locate them
and to monitor inventory.
72
The first-in, first out method of
stock rotation (FIFO) where older
quantities are used before the new
deliveries helps to reduces
possibilities for food spoilage.
Ensuring that stock rotation takes
place is particularly important with
perishables, but should not be
neglected with nonperishables.
73
Location of storage facilities:
Storage facilities should be located
between the receiving and
preparation areas.
This facilitates the moving of foods
from the receiving areas to storage
and from the storage to
preparation areas.
A properly located storage facility
has four effects; speeding the
storing and issuing of food,
maximizing security, reducing
74
Security:
Food should be stored in manner
that discourages pilferage.
Once in storage, appropriate
security must be maintained.
The storeroom should be entrusted
to specific individual and other
employees should not be permitted
to remove items at will.
75
Dating and Pricing:
Dating facilitates certainty on the
age of all items and making
provision for their use before the
can spoil.
Pricing makes it easy for the stores
clerk to prices/ value any issues or
requisitions.
The prices are later used to
calculate the cost of goods issued.
76
Issuing Control:
There are two elements in the
issuing process:
The physical movement of foods
from storage facilities to food
preparation areas and record
keeping associated with
determining the cost of the food
issued.
.
77
Physical Movement of Issued
Food:
Standards and standard procedures
for the physical movement of the
foods must be determined specifically
for a given establishment
In large establishments written
requisitions that must be authorized
by specialized personnel are often
required.
In small establishments more informal
practices are employed.
78
Record Keeping for Issued food:
Directs are charged to food cost as
they are received, on the
assumption that they are
perishables purchased for
immediate use.
Stores are considered part of the
inventory until issued for use. Only
issues are charged to food cost.
Any issues must be on requisition-
list of items required and quantities.
This must be authorized by the chef.
Food & Beverage Cost Cntrol By
Weru J N 79
Food & Beverage Transfers:
Food productions in the kitchen may
require to use certain beverage
items, such as wines and liquors,
not purchased specifically for
kitchen use.
On the other hand, some food items
may end up being used in the bars,
such as fruits.
Food may also be transferred from
one kitchen to another or one unit
to another in chain operations.
Food & Beverage Cost Cntrol By
Weru J N 80
Intra-unit Transfers:
They include transfers of food and
liquor between the kitchen and bar,
and between kitchen and kitchen in
large establishments.
As transfers are made, items and
amounts are recorded.
The records are sent to the food
controller, who use them to adjust
cost figures for greater accuracy.
81
Food production control 1:
Portions
Introduction
82
Introduction
The standards and standard
procedures for production control are
to ensure that all portions of any given
item conform to managements plans
for that item.
Portions of a given menu item should
be identical to one another in terms of;
ingredients, proportions of ingredients,
production method and quantity.
83
Standardization of Menu Items:
It is necessary to develop the
following standards and standard
procedures for each menu item:
Standard portion size
Standard recipe
Standard portion cost
84
Standard Portion Size
Defined as the quantity of any
menu item that is to be served to
the customers at a fixed price,
each time that item is ordered.
Every item on a menu can be
quantified in one of three ways by
weight, by volume, or by count.
Standard portion sizes help
eliminate customer discontent and
excessive costs.
F & B Cost Control By Weru J N 85
Standard Recipe:
This is a list of the ingredients and the
quantities of those ingredients
needed to produce a particular item,
along with a procedure or method to
follow.
They help to ensure that the quality
of any item will be the same each
time the item is produced
They help to establish consistency of
taste, appearance, and customer
acceptance.
86
Standard Portion Cost:
Defined as the dollar amount that
a standard portion should cost,
given the standards and standards
procedures for its production.
This can be calculated for every
item on every menu, provided that
the ingredients, proportions,
production methods and portion
sizes have been standardized.
87
Calculating Standard Portion
Cost
Several Methods Can be used;
Formula
Std Portion cost = Purchase price
per unit
Number of portions per unit
Recipe detail and cost card
Butcher test
Cooking loss test
88
Using Yield Percentage:
Defined as the percentage of a
whole purchase unit of meat,
poultry, or fish that is available for
portioning after any required in-
house processing has been
completed.
Yield % = Portionable /Edible
weight
Purchase Weight
Yield % can be used to calculate
the quantity of purchase and 89
Food Production Control 2:
Quantities
To control production volume, three
standard procedures are required;
Maintaining sales history
Forecasting portion sales
Determining production quantities
Importance of Forecasting Sales:
The first question operating
managers must ask themselves is
very simple: "How many guests
will I serve today?" - "This week?" -
"This year?" The answer to
questions such as these are critical,
since these guests will provide the
revenue from which the operator
will pay basic operating expenses.
Sales Histories
Sales history is the systematic
recording of all sales achieved during
a pre-determined time period. Sales
histories can be created to record
revenue, guests served, or both.
Forecasts of future sales are normally
based on your sales history since
what has happened in the past in your
operation is usually the best predictor
of what will happen in the future.
A sales forecast predicts the
number of guests you will serve
and the revenues they will
generate in a given future time
period.
You can determine your actual
sales for a current time period by
using a computerized system
called a point of sales (POS) system
that has been designed to provide
specific sales information
Sales may be a blend of cash and
non-cash.
With accurate sales records, a sales
history can be developed for each
foodservice outlet you operate and
better decisions will be reached
with regard to planning for each
units operation.
Sales to date is the cumulative
total of sales reported in the unit.
Guest count is the term used in
the hospitality industry to indicate
the number of people you have
served, and is recorded on a
regular basis. For many other
foodservice operations, sales are
recorded in terms of sales revenue
generated.
Most POS systems are designed to
tell you the amount of revenue you
have generated in a given time
period, the number of guests you
have served, and the average sales
per guest.
When managers record both
revenue and guest counts,
information needed to compute
average sales per guest, a term
also known as check average, is
provided.
Maintaining Sales Histories
Sales history may consist of
revenue, number of guests
served, and average sales per
guest. You may want to use
even more detailed
information, such as the
number of a particular menu
item served, the number of
guests served in a specific
meal or time period, or the
method of meal delivery (for
example, drive-through vs.
Sales Histories are likely to be arranged
in one of three ways:
By operating period, such as one week
or month, so that all sales records for an
entire operating period can be viewed
together on one page, card, or screen
By day of the week, so that all sales
records for a given day (Tuesday, for
example) for a period of several weeks
can be compared.
By entre item, so that the degree of
popularity of a given item can be seen
over time.
Other Information in Sales Histories
One of the most common of these
conditions is the weather. Most
foodservice operators find that weather
conditions have a noticeable impact on
sales volume. In many establishments,
bad weather has a clearly negative
impact on sales volume.
Hotels and motels in major metropolitan
centers often find the impact of weather
on sales to be the opposite: Bad weather
seems to increase food and beverage
sales in these properties, probably
because it discourages guests from going
out to nearby restaurants.
Special events can decidedly
influence sales and are often
included in sales histories. The
occurrence of a national holiday on
a particular day or the presence of
a particular convention group in a
hotel can affect sales considerably.
So can such varied conditions as
faulty kitchen equipment, a torn-up
street in front of the restaurant, or
a major sale at a nearby store.
Popularity Index:
In addition to keeping records of
numbers of portions sold, many
foodservice operators use the data to
determine a popularity index.
Popularity index is defined as the
ratio of portion sales for a given menu
item to total portion sales for all menu
items.
Popularity index = Portion sales for
Item A
Total portion sales
Sales Forecasting:
A usual first step in forecasting is to
predict total anticipated volume: total
numbers of customers anticipated for
particular days or particular meals.
To arrive at a figure, one refers to the
sales history to find the total number
of sales recorded on each of a number
of comparable dates in the recent past.
When great differences are apparent,
reasonable efforts must be made to
determine the reasons for the
differences.
When the effects of surrounding
conditions have been evaluated,
the next step is to judge the extent
to which these conditions will exist
and affect sales on the particular
date or dates for which one is
preparing the forecast.
This may involve checking a local
calendar for coming events,
following weather forecasts, and
looking into various other relevant
sources of information.
After these steps have been taken,
it is possible to estimate the total
business volume that may be
anticipated for the day or dates for
which the forecast is being
prepared.
For example, if recent history
indicated 300 to 315 sales for
dinner on Mondays in pleasant
weather, one could reasonably
anticipate that the next Monday
would bring approximately the
same volume of business if good
weather were expected. In this
The next step is to forecast the
anticipated number of sales of each
item on the menu. This is simpler to do
if the menu is identical to those that
have appeared on Mondays in the past.
However, it can also be done for
changing menus if the sales history is
set up to reflect the relative popularity
of individual items as compared with a
changing variety of other items
appearing on the same menu. This type
of forecasting is more difficult, but by
no means impossible
Determining Production Quantities:
The Production Sheet
A production sheet is a form on
which one lists the names and
quantities of all menu items that
are to be prepared for a given date.
Production sheets translate
management's portion sales
forecasts into production targets.
Production sheets list menu items
and quantities in terms that the
chef and staff can use in
production.
The production sheet is best
Production sheets vary in form and
complexity from one kitchen to
another.
It would be filled out by a
manager and forwarded to the
chef as many days in advance as
possible.
Upon receiving it, the chef would
have valuable information about
both total anticipated volume for a
particular meal and the number of
portion sales anticipated for each
item on the menu.
With this information in hand, a
Monitoring quantity production:
Reasons
To determine whether the sales
forecast has been reasonably
accurate in predicting both the total
number of customers and their
individual preferences for particular
menu items
To judge how closely the chef has
followed the production standards
established on the production sheet.
Void Sheet:
Whenever a portion is returned, an
authorized individual, such as a kitchen
supervisor or chef, records it on the void
sheet, indicating the name of the item,
the number of the check on which it
appeared, and the reason for its return.
If the number of returns is consistently
high and evenly distributed among job
classifications, investigation may
indicate general understaffing. This
finding may suggest a need for
additional personnel to improve
customer service.
If all returned portions must be
recorded on the void sheet and
attested to by a member of the
management team, it is more
difficult for kitchen personnel to be
careless with food.
The recording of returned portions
makes possible the reconciliation
of kitchen records of portions
produced and records of portions
sold
Monitoring Foodservice
Operations
Monthly Inventory & Monthly
Food Cost
11
Introduction
The most common approach to
monitoring food service operations
is completing various procedures
and calculations at the end of each
month.
These includes taking monthly
inventory and procedures for
determining monthly food cost and
food cost percentage.
11
Monthly Inventory:
This is done by taking physical
inventory at the close of an accounting
period.
Helps to determine the actual cost of
the foods and beverages used during
the month, to monitor how well control
measures have worked.
Taking physical inventory requires
counting the actual number of units on
hand of each item in stock and
recording an appropriate books.
11
Valuing the Physical Inventory:
Principal difficulty is assigning unit value
for each item because all purchases may
not have been made at the same price.
There are five possible ways of assigning
values to units of product: actual
purchase price methods; first-in, first-out
method; weighted-average purchase
price method; latest purchase price
method and last-in, first-out method .
The following example explains the
inventory valuation;
11
Monthly Food Cost Determination
Food cost is determined by means
of formula;
Opening Stock
+ Purchase
= Total Available
Closing Stock
= Cost of Food
Food Cost % = Food Cost/ Sales
* 100
F & B Cost Control By Weru J N 11
Example
The financial records of Indatwa
Restaurant reveal the following
figures for the month of January
2011.Calculate the cost of food
issued.
Opening stock $ 9,010
Food Purchases $ 23,570
Closing Stock $ 9,356
Food Sales $ 65,420
11
Adjustments to Cost of Food Issued
Transfers to and from the kitchen
affect the cost of food issued. Any
transfers to the kitchen such as
cooking liquor from the bar
increased the food cost while
transfer of food to bar decrease the
food cost.
Other factors affecting cost of food
issued include steward sales,
promotion expense and gratis to bar.
11
Calculating Cost of Food consumed &
cost of Food sold
During the same month of January the
following adjustment were available.
Cooking Liquor $ 200
Food to bar $ 170
Steward sales $ 80
Gratis to Bar $ 290
Promotional Expense $ 250
Cost of employees meals $ 1,050
12
Inventory Turnover
Managers are responsible for ensuring
that sufficient supplies of appropriate
foods available for use when needed.
Are also expected to prevent the
accumulation of excessive quantities of
food.
To measure how often a food inventory
has been consumed and replenished
during an accounting period
foodservice managers calculate the
inventory turnover.
F & B Cost Control By Weru J N 12
Inventory turnover rate is
calculated by means of the
following formulas:
Average inventory = Opening S. +
Closing S.
2
Inventory turnover = Food Cost
Average inventory
12
Introduction
Monthly reports may delay correction
of errors that may have been made.
To avoid the delay and to make figures
more timely on which to base day-to-
day operating decisions, a number of
larger and better organized foodservice
operations use daily food cost
calculations.
To determine daily food cost directs
and stores issued for the day must be
established.
12
Calculating
Daily Food Cost
Thus, the daily cost of food can be
determined in the following way:
Cost of directs
+ Cost of stores
+ Adjustments that increase daily cost
- Adjustments that decrease daily cost
= cost of food consumed
- cost of employee meals
= daily cost of food sold
12
Example
The financial records of Indatwa
Restaurant reveal the following
figures for the January 5
2011.Calculate the cost of food sold
& food cost percent.
Cost of directs $ 218.75
Cost of stores issued $ 955.45
Cooking liquor $ 90.00
Steward sales $ 10.00
12
Food Cost Percent Today & To date:
The daily food cost may not be
accurate as the value of directs and
stores issues will vary daily.
The issues and directs on a given day
may be covering a number of days
yet they are charged for one day.
To help overcome the problem of
artificially high food cost percent one
day and low food cost percent the
next, most operations also
13
Beverage Production
Control
Introduction
13
Introduction
Control over beverage production is
established to achieve two primary
objectives:
Ensuring that drinks are prepared
according to magts specifications.
Guarding against excessive costs
that can develop in the production
process.
13
Specifications for drink production
must take into account both the
tastes of expected customers and
magts desire to prepare drinks of
appropriate quality and volume.
A customer who is served a cocktail
that does not meet expectations
may be dissatisfied and complain,
or simply not return.
13
Establishing Quantity Standards:
The magt must determine in
advance the specific quantities to
be used for the production of drinks
and then provide the bartender
with a means of measuring those
quantities.
This fixed quantity is then given to
a customer in return for a fixed
sales price of a drink.
13
Devices for Measuring Standard
Quantities
The short glass. These are small
glasses provided to bartenders for
measuring. They are either plain or
lined.
The jigger. A double-ended stainless
steel measuring device.
The Pourer. A device fitted on top of
a bottle, that measures the quantity
poured from the bottle, limiting that
quantity to a predetermined amount.
13
In addition to controlling the
quantity of liquor used in preparing
each drink, it is desirable to control
the overall size of drinks.
Standardizing the glassware used
for service makes this
comparatively simple.
The magt should establish the
standard portion size for each type
of drink and provide bartenders
with the appropriate glassware.
14
Quality Standards And Standard
Procedures
In order to control costs standard
recipes must be established. This is
particularly important for mixed
drinks.
The recipes also makes it possible
for the customer to get a similar
drink every time they order a given
mixed drink.
With standard portion size, standard
portion cost should be determined 14
Monitoring Beverage
Operations
Introduction
14
Introduction
There are three general approaches to
monitoring beverage operations. These
include;
Determining the cost of beverages sold,
and comparing with standard cost.
Comparing the number of ounces of
beverages sold with the number of
ounces consumed.
Comparing the potential sales value of
beverages consumed with the actual
revenue recorded.
F & B Control By Weru J N 14
Cost Percent Methods:
All beverage operations should
compare cost and sales figures on a
regular basis to see whether the
planned cost-to-sales ratio is being
maintained.
Cost percent method follows a
formula;
Opening stock plus purchases then
less closing stock to get the value of
beverages issued to the bar.
14
There are various possible
adjustments to beverage cost
which must be accounted for.
These include food and beverage
transfers from bar to kitchen and
vice versa, promotional drinks,
drinks consumed by managers etc.
14
For Example:
The financial records on Muhima
Bar for the month of February
provide the following information.
Opening beverage stock $3,201.80
Beverage purchases
$3,666.80
Closing stock $3,875.40
Food to bar $59.70
Mixers $115.60
14
Bar to kitchen $32.70
Magts Drinks $ 7.35
Special promotions $20.00
Net sales
$11,461.90
Calculate the beverage cost
percent.
14
The Liquid Measure Approach:
This involves taking daily physical
inventory of bar stock, determining
the number of ounces consumed each
day, and calculating the number of
ounces sold each day from detailed
sales records.
Ideally the number of ounces
consumed each day should equal the
number of ounces sold.
Modern technology is now available
for ounce-control procedures.
14
Food & Beverage Sales
Control
Introduction
14
Introduction
Cost control results in savings, but
lack of revenue control results in lost
dollars that offset those savings.
The principal goals of sales control
are:
Optimizing the number of
customers
Maximizing profits
Controlling revenue
15
Optimizing the Number of Customers:
Many restaurants advertise, and many
provide incentives to customers.
However, this is not adequate to
maximize the number of customers.
Other factors influence customers
selection of restaurants which include:
Location: The closer a restaurant is to
its target market, the more the
business it will do.
15
Menu differentiation: This refers to
the uniqueness of a restaurants menu
items. The more the differentiation of
the goods and services the more the
number of loyal customers a
restaurant is likely to have.
Price acceptability: For a menu item
to sell, the sales price must be
acceptable to the customers. The
customers perceived value of the
products they consume, must justify
the price they pay for the product.
15
Lighting and dcor: Selecting lighting
and dcor that will appeal to a sufficiently
large segment of the targeted market and
thus help maximize the number of
customers, is a key to restaurants
success.
Portion sizes: Portion sizes must satisfy
the clientele a foodservice operator seeks
to attract.
Product quality: Quality requirements
will differ with market segments and thus
management should assess the
expectations of every target segment.
15
Service standards: The
managers who seek to optimize the
number the number of customers
should be aware of the extent and
quality of service that their
customers want.
Menu diversity: The greater the
scope of menu, larger the segment
of market to which the menu will
appeal and the more likely the
restaurant will be to succeed.
15
However, no one restaurant that
may perfectly meet all these
factors, but the management
should put them in consideration
and try to satisfy as many as
possible to satisfy the greatest
possible number of potential
customers
15
Maximizing Profit:
There are two principal means for
maximizing profit:
Pricing products properly
Selling those products effectively
15
Pricing the Products Properly:
Prices determine the revenue and the
degree of profitability for any
restaurant.
Cost is a main consideration in
determination of prices for menu
items.
However, other factors such as
product differentiation and customers
price sensitivity will affect the sales of
products and should be considered.
15
Selling Products Effectively:
Two main principals are available for
selling products effectively:
The menu: This is the primary selling
tool and consideration should be
given to menu design and layout,
variety, item arrangement,
descriptive language, kitchen
personnel and equipment.
Sales techniques: The servers play
an important role in influencing
customers selections.
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Many restaurant managers hold
daily meetings with servers just
before opening time.
They use this time to go over the
days menu with servers to be sure
they can describe each item to any
customer, naming the principal
ingredients and the preparation
methods.
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The time can also be used to go
over new menu items, to
enumerate the specials of the day,
and to identify any dishes that
servers are expected to make
special efforts to sell.
Adopting standard sales techniques
can play an important role in
increasing and maximizing sales.
Suggestive selling is an example.
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Beverage Sales Control:
It is similar to food sales control, but
there are special considerations.
In increasing the number of sales and
maximizing profit it is not ethical and
also against local or state laws to
influence the customers to increase
consumption.
However, this can be achieved by
increasing the number of customers.
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To increase the number of
customers requires understanding
of why people patronize
establishments that serve alcoholic
beverages.
Customers are motivated to visit
the establishments for a number of
reasons; drinking, socializing,
conducting business, eating,
seeking entertainment and killing
time.
The needs of these customers will 16
Revenue Control:
For hotels and restaurants using
manual systems guest checks are
used to record sales.
However, in larger establishments
it is complex to use the guest
checks.
The guest check system will also
vary from one establishment to
another.
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Documenting All Sales:
Guest checks are traditionally used
to record each menu item ordered.
They are also used for a number of
other reasons such as:
Help servers remember specific
guest orders
Provide a written food order to
kitchen personnel.
Give itemized bills to guests
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Maintain written records of portion
sales to add to a sales history.
Prove accuracy of cashiers work
Verify the accuracy of prices
charged
Provide the records required for tax
purposes
Most establishments use guest
checks order which are sequentially
numbered and records kept on
checks issued to a given waiter.
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Pricing All Sales Correctly
Most establishments use dupe system
that requires servers to write food
orders, but no prices as orders are
taken.
Then each server records prices on the
checks and dupes with a machine
similar to a cash register, for a printed
receipt which is attached to the dupe.
At the end the records at cashiers
register is compared to that in the
kitchen.
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Recording Revenue:
Cashiers are assigned the
responsibility for taking payments
from customers and recording sales as
the customers leave the restaurants.
For proper revenue control, sales are
always recorded in a register, and
guest checks.
The sales may also be broken into
appropriate categories such as food
sales, beverage sales, taxes and tips.
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Computer Systems In Revenue
Control:
Today, technological advances has
ended the dependence of many
foodservice operations on traditional
guest checks.
Guests selections are recorded at
computer terminals by depressing
keys marked with the names of menu
items or using touch-screen monitors
that transfer orders to the kitchen or
bar.
F & B Control By Mr. Weru J N 16
Additional features automatically
look up correct menu prices for the
items selected and then calculate
both tax and total, printing
itemized bills, or checks for guests.
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