Restaurant Management.
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http://www.archdaily.com/621950/pizzikotto-andrea-langhi-design/
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Restaurant Management.
Location. The best location for a restaurant is partially determined by the type of restaurant. Some guide-lines can be used in determining location. 1) Fast-food restaurants are more successful along major highways, in malls or resorts, and alongside competing fast-food restaurants. 2) The fine dining, theme, or special occasion restaurant does not need to concern itself with location as much as other types of restaurants do because people will search them out. However, a run-down neighborhood could be a hindrance to building a strong or faithful clientele. 3) If the lunch and breakfast crowds are important to the success of the restaurant, it is important to locate along the major highways or close to office buildings and retail space. Workers on a lunch break do not have time to drive a long distance for lunch or breakfast. A restaurant specializing in breakfast would be more successful near hotels. 4) If most of the clientele will be travelers along a highway, it is important to be visible from the highway and reachable within five minutes or less. 5) It is generally not a good idea to locate next to well-established steakhouse or seafood restaurant if those items are your main entrees. It is, however, reasonable to build next door to direct competition if that location is overflowing with eating establishments, because the public comes to think of the area as a fun place to eat and be entertained. Type of Restaurant. The type of restaurant is a combination of the kind of food served, the customers, and the atmosphere. Some types of food draw a specific group of customers. However, as palates have become more worldly, or adventuresome, it is no longer as easy to determine who the customers will be based on food types. Most restaurateurs decide the kind of food they would like to sell and then determine who their likely customers will be (or whom they will target) and what atmosphere will entice those customers. The atmosphere is determined in part by décor, but mostly by employees. Menu Plan. Manu planning is a significant management responsibility. It affects the theme of the restaurant, the pricing strategies, the type of customer attracted, and the excitement and image the restaurant wants to project. In the beginning stages of a restaurant, the menu guides the planning process of the restaurant. Determining a menu is a partially based on (1) ease of preparation, (2) availability of local produce, (3) the chef’s culinary skills, (4) local tastes, and (5) national trends (such as “low calorie”). A menu is dynamic. Management and the chef must add to and change it regularly because menu changes are necessary to control costs and satisfy customers. A good manager will keep a record of the items that are ordered frequently as well as those that do not sell. Slower selling items should be dropped from the menu and replaced by dishes the chef would like to experiment with or that customers frequently ask for. It is important to keep that process in mind and not become stagnant in menu offerings. Changing the menu may not be a change in the written menu at all but simply a change in portion size based on which foods are eaten and which are left on the plate. The science of portion control is all about how much food is dished up for the money. The key to menu planning is to always be aware of what the customers are ordering, what is eaten, and what the customer asks for that is not on the menu. In other words, the manger must constantly evaluate customer wishes and behavior. Target Market. The menu, to a large extent, determines the clientele. Family restaurants that carry a little of everything appeal to the average family. Specialty restaurants appeal to special-occasion diners. Fast food appeal to the “eat-and-run” or “meal-and-squeal” clientele. Higher priced menus will draw people with more discretionary income. The target market refers to the type of people the restaurant tries to have as its largest customer group. By having a known group that is large and distinguishable, the restaurant manager can devise methods of advertising to entice those people to the restaurant. The needs of a known group of customers also make the menu easier to handle and the restaurant’s atmosphere attainable. The restaurant manger can determine the target market by menu, décor, and price. Employees. Career opportunities in the restaurant business include managerial, owner, front-line, and chef positions. The restaurant staff is made up of the kitchen staff and the floor staff. The manager’s job is to make sure everyone knows what his or her job entails to ensure that the comment “That isn’t my job” is not heard. Most managers of a fast-food restaurant come up through the ranks from an hourly worker to assistant manager to manager, or they are recruited from a restaurant management degree program. Managers of most fast-food restaurants are required to attend training programs at the corporate offices. The kitchen staff includes a chef and as many kitchen helpers as needed. The chef is usually the highest paid person in the restaurant, including the manager. Without the chef, the restaurant will undoubtedly fail, which the chef is usually aware of. It is an unwise manager who does not know how to do the cooking when needed. One key to a successful restaurant is to employ a chef who has authority but who also knows he or she can be replaced. The kitchen staff includes the chef’s helpers, who may be responsible for the salads or may be the chef’s “jack-of-all-trades.” Another kitchen helper is the dishwasher, who may also double as a busperson to clean up eating area when needed. The number of helpers depends on the size of the restaurant. A restaurant that seats up to 150 people typically has one chef and two helpers. The host or hostess, waiters, waitresses, and buspeople are the floor staff. In most cases, these people are the public relations staff for the restaurant. Almost anyone can serve food, but it takes someone special to serve the food with a smile and to be sincerely interested in the customer. It is obvious that the appearance, is the easy part about hiring someone. Beyond appearance most managers rely on recommendations from friends or gut feelings as to whether or not the individual would make a good waiter or waitress. Training front-line employees in a restaurant is usually accomplished by having the new server “trail” the best waiter or waitress in the restaurant. This encourages the new employee to pick up good habits and techniques. If certain style of serving are required, “trailing” provides on-the-job training. Pricing and Cost Concerns. Most restaurant revenue (approximately 75 percent) comes from food sales, about 24 percent comes from beverage sales. The largest category of cost is food; the second largest is labor. No matter the type of restaurant, the restaurant business is labor intensive. To cover these costs without pricing the restaurant out of business, menu pricing is a detailed and important activity. Certain menu prices reflect the cost of the building, food, and labor. However, when determining prices, many managers depend largely on the restaurant prices down the street. A competitor’s prices are certainly an important aspect in menu pricing. Task a) Read through the idioms, and think what they might mean. Give a word for word translation of the idioms: - for all the tea in China - packed like sardines - to make a pig of yourself - a big cheese - on the bread line - to save someone’s bacon - food for thought
b) Read the dialogues and work out the meanings of the idioms from the context. Give their Russian equivalents:
c) Work in pairs. Make up a dialogue using as many idioms we’ve jus studied as possible. Act the dialogue.
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