What resources are necessary to successfully operate a food and beverage operation?

What resources are necessary to successfully operate a food and beverage operation?

The resources are people, money, products, time procedures, energy, facilities, and equipment.

Example: allfive stars have the all necessary resources to operate successfully.

(Chapter 2 pg. 36)

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2. Why is it important to have objectives?

Because without objectives to lend and focus to all activities, managers can easily become sidetracked and find themselves involved in tasks unrelated to meet the organization goals.

Example: gust marketing concerns- management and employee interests – professional obligations- societal concerns such as those share by green restaurant – maintaining or increasing financial strength during changing social and economic (chapter 2 pg. 36)

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3. What is control? Why is it important? What does control mean to many food and beverage managers? What control elements are missing in the traditional definition?

 

Control is a series of coordinated activities that helps managers asses extend to which actual results of operations match he planned result. Also, it is

important because managers must know how the operation is doing.

Example: A food and beverage control system is a of computerizing best practice within a restaurant or catering operation. It gives managers a better idea of the flow of food through the restaurant, enabling them to plan cash flow and stock control more effectively. At the sharp end, it provides chefs with a more structured way of planning menus, taking into account nutritional and financial considerations.(Chapter 2 pg. 38)

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4. How can effective control system reduce daily operating problem?

In the context of control standers are the planned or expended results of the operation and are expressed as level of perform acne.

Example: a restaurant may establish control stands that permit a variance of no more than 1.0 percent planned and actual food costs. .(Chapter 2 pg. 39)

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5. What are the four basic sources of standard control information? Which are the easiest to use? Which are the best to use?

The four sources are

1. Average developed by the industry nationally, statewide, and locally.
2. A property’s own financial statements, especially the income statements, from past fiscal periods.
3. Property operating budged that specify anticipated levels of revenue and expenses for a current fiscal period.
4. In-house measurements that consider potential costs matched with anticipated revenue.

Example: The tow best sources of information are operating budgets and in house measurement. Basing standards on information obtained from these sources will provide numbers that are most directly relevant the specific food and beverage operation. (Chapter 2 pg. 41)

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6. When might a variance be permitted between standard plans and actual operating results?

Variance between standard and actual cost is can be determine. In some case of the higher cost must be discovered before corrective action can be determent. In some case of the variance is obvious and can be quickly brought under control

Example: if standard food costs are set at 31 percent of food revenue, corrective action might not be required unless actual food costs exceed 32 percent of food revenue. (Chapter 2 pg. 43)

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7. What factors should be considered when implementing a control system?

The factors are accuracy, timeliness, objectivity, costs, priority, realism, and acceptability.

Example: to help ensure that management time spent in the control function is productive several factors should be considered in the design of a control system. (Chapter 2 pg. 45)

 

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8. What are some of the duties typically assigned to a food and beverage controller?

Develop food and beverage standard costs, assists in budged development, and analyzes income statements.

Example:large hospitality operations frequently have a food and beverage controller employed by accounting department. The responsibilities of this person may include developing food and beverage cost estimates assisting in budget development analyzing income statement directly supervision receiving and storeroom personal and participating in end of period inventory valuation. (Chapter 2 pg. 50)

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9. Why must mangers be careful when deciding to revise a standard?

It is extremely important that management take great care when revisions to standards it is far too easy to rationalize to inability to achieve a standard it too high. Consequently revision of standards should be considered only after a complete examination of operating procedures. (Chapter 2 pg. 45)

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10. With regard to control systems, what advantages do managers in multi-unit food and beverage operations enjoy that their counterparts in single-unit operations do not?

They can compare their unit’s actual operating results with benchmark data fro other units within their chain and the team of unit managers can work together to develop initial and revised operating procedures and control systems to best manage resources.

(Chapter 2 pg. 51)

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