Marketing Restaurants and Lounges 245 an advertising agency, a free-lance artist, or a menu specialist. If outside sources ȱ ǰȱ ǰȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ęȱ ȱȱȱȱȱ¢ȱȱȱ¢ȱĚȱȱȱȱ the property. Promotional items, especially tee shirts, have become so popular that a number of restaurants—especially theme restaurants—realize a large percentage of revenue from the sale of souvenirs. Logo items have become so popular that Planet Hollywood, Hooters, and other restaurants have established adjoining stores to sell merchandise. The Cracker Barrel has designed its outlets so that customers ȱȱȱȱĞȱȱȱȱȱȱǯ ȱȱȱȱȱȱȱȱ¡ȱȱȱěDzȱ guests become “walking billboards” for the restaurant. But some restaurants, such as New York’s 21, shy away from the souvenir clothing market. Instead, they may ěȱȱȱȱȱȱȱȱǯȱȱȂȱȱ adjoining bakeries that sell thousands of freshly made pies and pastries to din- ȱ ȱ ȱ ȱ ǯȱ ȱ Ȃȱ Ĵȱ ȱ ȱ ȱ so popular that they—and a full line of entrées—are now sold in major grocery stores. The success of merchandising special promotional items depends on a number of factors. First, the right merchandise must be selected; this means matching merchandise to your clientele. If your restaurant caters to families, for example, ¢ȱ ȱ ȱȱěȱ Ȭȱȱȱȱȱȱȱǯȱ ȱ¢ȱȱȱ 6flfl ) flff fl )"" fl(
246 Chapter 8 2 %# ffi flffi fl"" !" ff = ff ! " flff %ff B 6 ffi ' " = <fl = flff : ffl /fl " > ,ffl = ( "fl flff !" fffl ffl " ffifl )fi fl %;;( 8Cfl ! fl fi ""ffl ffi , fl ffl fl flffi 7 ", "" fl flff fl " flffl9 = ( 1" fifl, fl fl flff fffl ff % fl ;fi Cfl, % fi""( "" " ! ! "" - fffl ff fl"fl flfl flff ffffl ! , ffflffi fl !fl ff ff )fl ( fl" ,ffl flff fl " fl fl flflff / !flfi %fl flffl fi ff"ff"" fi flff ffi "" "" " ( F1635(4:A 1)A +()A E(,5+A $/,(A ffi80(3A $0' 1+0A (44,0$A (0(3$.A $0$*(3A 1)A (4A 65(634A ff1:$.A ffi$-A ,&+,*$0A ff ffifffi ffi Iflff# ff ffi ffiflG
Marketing Restaurants and Lounges 247 ȱ¢ǰȱ¢ȱ¢ȱ ȱȱȱȱȱȱěȱ¢ȱĞǰȱȱȱ engraved logo mugs or golf towels featuring your logo. ǰȱ¢ȱȱęȱȱ ¢ȱȱěȱ¢ȱȱȱȱ merchandise; you must give your guests a reason to spend more for a baseball cap that advertises your establishment than they would pay for one that does not. Some chains, such as Planet Hollywood and the Hard Rock Café, print the locations of their restaurants on logo items, giving guests an opportunity to collect merchan- ȱȱȱȱ ǯȱȱȱěȱȱȱǰȱȱȱ ¢ȂȱěȱȱȂȱǰȱ ȱȱǰȱȱȱȱȱ¢ȱ restaurants, can capitalize on their uniqueness when designing merchandise. Third, where the merchandise is displayed can play an important role in sales. Some restaurants choose to use the restaurant’s entrance or waiting area, ȱȱȱ¢ȱěȱȱȱȱ¢¢ȱȱ ȱȱǯȱȱȱ Ȭȱǰȱȱȱǰȱȱę¡ǰȱȱȱȱǯȱ- ȱ ȱ¡ȱȱȱĞȱěȱ ȱȱDzȱ this approach keeps merchandise customers out of the restaurant area. ȱĴȱ ȱ ȱȱ ǰȱȱ ȱ ȱ Ĵ¢ȱ ȱ creatively displayed. It should be placed at eye level and should be accessible; a ¢ȱȱ¡ȱȱȱȱȱȱ¢ȱ ȱĴǰȱȱ- ers are more likely to buy merchandise they can touch. Merchandise should be changed periodically, especially if you cater to a base of repeat customers. The change doesn’t have to be elaborate or expensive; it can be as simple as changing a color, adding a date, or replacing an item that is not selling well with a potentially ȱęȱǯ Promoting Restaurants and Lounges While word-of-mouth referrals lend exceptional credibility to a restaurant, they are usually not enough to properly promote the facility. Even if a restaurant has ȱȱǰȱȱȱǰȱȱȱ¡ȱěǰȱȱ Ȃȱȱęȱ ȱȱȱǻȱ¢ȱȱȱȱȱ¢ȱǼȱ ȱȂȱǯȱȱȱ ȱȱȱȱȱȱĴȱȱȱȱȱęǯ Types of Sales Promotions Sales promotions are useful for generating quick sales increases and can be targeted to times when business is most needed. Promotions can also be used to introduce new products or services, generate excitement and entertainment for both guests and employees, and build repeat business. There are three basic ways to promote a restaurant: personal promotions, in-house promotions, and outside promotions. ȱ ǯȱ ȱ ȱ ȱ ȱ ȱ ǻȱ ȱ ȱȬǼȱȱȱĴȱȱȱȱȱȱȱǯȱ ȱȱȱěȱ¢ȱĴȱȱȱȱȱȱȱȱȱ business. Whether the sales call is made by the restaurant manager or a member ȱȱȱȱȱȱěǰȱȱȱ ȱȱȱȱȱȱ DZȱȱǰȱĴȱȱǰȱ ȱǰȱȱ
248 Chapter 8 objections, and closing the sale. Restaurant representatives should thoroughly £ȱ ȱ ȱ ȱȱȱ Ĵȱ ȱȱ ȱȱ in-person sales calls. ȱĴȱȱȱȱȱȱȱǰȱȱ¢ȱȱ used either as introductory tools or as follow-up tools to supplement telephone ȱȬȱȱǯȱȱĴȱȱȱ ȱ ȱȱȯȱ ȱȱȱȱȱ ȱȱĴȱ ȱȱȱȱȱȱ bride! Ȭȱ ǯȱ In-house promotions range from coupons and contests to drawings and special events. The types of in-house promotions a restaurant ȱȱȱȱȱ£ǰȱ¢ǰȱȱěȱȱȱȱȱ ȱȱȱ¢ȱ markets and target markets. Promotions must be consistent with the positioning of the facility and present a good reason for guests to patronize it. Creative promotions not only generate additional business, but also help to build guest goodwill ȱ ȬȬȱ ǯȱ Ȭȱ ȱ ȱ ȱ Ȭěǰȱ ȱ ȱ ȱ ȱ ěǰȱ ȱ ȱ ȱ ęȱ ȱ ȱ ǻ ȱ ȱ ȱ excitement) greatly enhance the image of the restaurant as a friendly, comfortable place to eat and be entertained. Some of the most popular in-house sales promotions include coupons; premiums;sweepstakes,games,andcontests;specialsorspecialdiscounts;special-occasion DzȱĞȱęDzȱDzȱȱȱȱȱȱȱǯ Coupons. Couponsȱ ȱ ȱ ȱ ¢ȱ ȱ ěȱ ȱ ǰȱ ȱ ȱ items, or boost sales of a particular item. There are many types of coupons that can be used; Exhibit 10 lists types of coupons commonly used by restaurants. While all of the coupons listed in Exhibit 10 can generate immediate sales, coupons also have disadvantages. Peter Boyle, resident manager of the Feathers Hotel in Wood- ǰȱǰȱ ȱ¡ǰȱȱȱ ȱȱ ȱěȱ ȬȬȬȬ ȬȱǰȱȱȱȱȱȱȱĴȱȱ ȱ¢ȱȱ ȱȱ ȱěȯ¢ȱȂȱ¢ȱ ȱȱȱěȱ ȱ ȱȯȱ Ȃȱȱȱȱȱȱěǯȱȱȱȱȱȱ coupons, continually discounting the same item and thus leading guests to perceive the coupon price as the true value of the item so that they are reluctant to purchase the item at its regular price. At one time, for example, the major pizza chains distributed coupons nearly every week, leading customers to believe they ȱȱĴȱȱȱȱ¢ȱȱȱ££ȱ ȱȱǯȱȱȱȱ type of perception, Applebee’s and some other restaurant chains avoid using coupons altogether; they choose instead to make menu changes to promote value. ȱȱȱȱȱ ǰȱȱȱ ¢ȱȱęȯ ȱȱȱȱěȱȱ¢ȱȱǻȃȱȱȱ ǰȄȱȱ¡Ǽȱ should be clearly spelled out, and each coupon should include an expiration date. ȱ ȱ ¢ȱ ȱ ¢ȱ ȱȱ ȱ ¢ȱ ȱ ěȱ ȱ redemption procedures. ǯȱ are items that are either given away free or sold at cost. The most successful premium promotions involve a series of items given out over multiple purchases—one item at each visit. McDonald’s and Burger King have ȱ¢ȱȱ ȱȱǯȱȂȱȱěȱȱǰȱ
Marketing Restaurants and Lounges 249 Buy-One-Get-One-Free (also known as Two-For-One) No charge for an item or meal of the same or lesser value with the purchase of the promoted item. Single- or Multiple-Item Discounts A discount such as $1 off the purchase of two salad bars or half off one dinner. Combination Meal at a Discount A special price for a promoted meal (may include dessert and beverage, appetizers, and so on). Discounts on Selected Sizes, or a Large Item for the Price of a Smaller Item Discounts on a medium-size item, a large coffee for the price of a smaller coffee, etc. Discounts on Specific Purchase Amounts Can be offered as percentages (20% off all checks over $25) or discounts ($1 off all purchases over $5). Free Item with Purchase of Another Item Free cup of coffee with dessert, free salad bar with dinner entrée, and so on. Time-Fused Coupons A series of coupons that are good during specific times of a particular promotion; perhaps a different special each week, or a different individual item offered each week during the promotion. Bounce-Back Coupons Coupons that are given for future purchases. These are usually handed to guests when they leave, or they may be included on place mats or affixed to or LQVHUWHGLQWR´WRJRµSDFNDJLQJ/LNH time-fused coupons, bounce-back coupons can be used to stimulate business GXULQJRWKHUZLVHVORZSHULRGV³ERXQFH EDFNVVKRXOGEHJRRGRQO\RQ´VORZµ days or be for specific items that need increased sales. To create a sense of urgency and build sales during otherwise slow periods, bounce-back coupons are often designed to become invalid after a short period of time. 3 ")# ffl & # %flfl ! ffff ) fi fl fl fi fl ffl ffi" " fl "flfiffifl) ffiffl !" !(
250 Chapter 8 ´)RXU:DOOVµ6DOHV3URPRWLRQ The three major purposes of sales promotions are to increase guest traffic, increase the frequency of guest visits, and increase the average guest check. While there are many ways to accomplish these goals, some of the best RSSRUWXQLWLHVWRLQFUHDVHEXVLQHVVFDQEHJHQHUDWHGZLWKLQWKHUHVWDXUDQW·VRZQ four walls. 6WLPXODWLQJ/XQFK%XVLQHVV /XQFKEXVLQHVVFDQEHLQFUHDVHGE\RIIHULQJ´H[SUHVVµOXQFKHV PHDOVJXDUDQWHHG WREHVHUYHGZLWKLQPLQXWHVRUWKHPHDOLVIUHH RUE\RIIHULQJVDODGEDUV WKLV option not only provides variety, but allows guests to serve themselves). 6WLPXODWLQJ'LQQHU%XVLQHVV 2QHRIWKHPRVWHIIHFWLYHZD\VWRLQFUHDVHGLQQHUEXVLQHVVLVE\RIIHULQJ´HDUO\ELUG VSHFLDOVµGLQQHUVVHUYHGDWDUHGXFHGUDWHEHIRUHWKHUHJXODUGLQQHUFURZGDUULYHV 7KHWK6WUHHW)LVKHULHVLQ)RUW/DXGHUGDOH)ORULGDRIIHUVVSHFLDOGLVFRXQWHQ WUpHVGXULQJLWV´HDUO\ELUGµKRXUV W\SLFDOO\ffl²fflP.M. DWWUDFWLQJVFRUHVRIUHWLU ees during a time that would otherwise be a slow period for the restaurant. 6SHFLDO3URPRWLRQV 7ZRRWKHURIIHUVWKDWJHQHUDWHDGGLWLRQDOWUDIILFDUHELUWKGD\FOXEVDQGJLIWFHUWLIL FDWHV%LUWKGD\FOXEVXVXDOO\RIIHUWKHELUWKGD\JXHVWDIUHHLWHP IURPDGHVVHUWWRD complete meal) or a meal at a reduced rate. The honored guest rarely comes DORQH³KHRUVKHZLOOXVXDOO\EULQJDORQJDWOHDVWRQHRWKHUSHUVRQZKRZLOOGLQHDW regular prices. Similarly, gift certificates often result in additional sales. In many FDVHVWKHUHFLSLHQWZLOOVSHQGPRUHWKDQWKHJLIWFHUWLILFDWHDPRXQW³DQGZLOOXVX ally not dine alone. ,QFUHDVLQJ*XHVW9LVLWV Two popular options for increasing guest visits are the use of frequent customer FDUGVDQGERXQFHEDFNFRXSRQV)UHTXHQWFXVWRPHUFDUGVXVXDOO\DUHSULQWHGZLWK DQXPEHURIER[HVWKDWDUHPDUNHGRUSXQFKHGRQHDFKYLVLWffZKHQSXUFKDVH UHTXLUHPHQWVDUHPHWWKHFXVWRPHUUHFHLYHVDVSHFLILHGLWHPDWQRFKDUJH%RXQFH back coupons, which offer additional discounts at a later time, are a good way to EXLOGEXVLQHVVGXULQJZHDNSHULRGV,I7XHVGD\GLQQHUEXVLQHVVLVVORZIRUH[DP SOHDZHHNHQGJXHVWFDQEHJLYHQDFRXSRQJRRGRQO\RQ7XHVGD\QLJKW$QLQWHU HVWLQJ³DQGSURILWDEOH³YDULDWLRQWRWKHERXQFHEDFNLVWKH´VSOLWPHDOµRIIHUHGE\ hotels in the theater districts of London and New York. Dinner guests are given a dessert coupon to be used following the show, which stimulates additional beverage VDOHV FRIIHHWHDOLTXRUFRUGLDOVZLQHVHWF ODWHULQWKHHYHQLQJ %XLOGLQJ1DPH5HFRJQLWLRQ Giving guests something to take home often stimulates repeat sales. Popular items are calendars, pads of paper, pins or buttons, pens, matchbooks, and the business card of the manager.
Marketing Restaurants and Lounges 251 Hot Wheels cars, miniature Fisher-Price toys, and toys from a number of Disney movies. Burger King premiums have included popular television characters, CDs by the Backstreet Boys, and characters from the Lord of the Rings movie trilogy. ȱȱȱȱȱȱěȱ ȱśŝȱěȱȱęǯȱ ȱǰȱ ȱ ȱěȱȱȱȱ ǰȱȱȱȱȱȱȱ locations when supplies were exhausted. This prompted the chain to set up special family trade nights: on Tuesdays between 5:00–8:00 ѝǯњǯ, kids and their families would get together to trade Pokemon characters to complete their collections. ȱȱěȱȱȱȱǰȱȱȱĚȱȱȱȱ the restaurant and appeal to the restaurant’s target market. An upscale restaurant, for example, would not want to give away cheap toys or novelties; conversely, a ȱ ¢ȱ ȱ¢ȱ ȱȱęȱȱȬěȱ ȱȱȱ top-of-the-line premium. But the right premium can lead to phenomenal success. ȱȂȂȱȱȱȱȱȱ ȱȱȱȱȱȱĴ- ȱȱȱȱȱȱȱȱȱDzȱȱĝȱȱ in Singapore, the birthplace of the Singapore Sling, sells thousands of the drinks in souvenir glasses. A number of other restaurants and lounges, such as those in the ȱȱȱǰȱȱȱȱȱ¢ȱĞȱěȱȃ- ture” glasses and mugs. ǰȱ ǰȱ ȱ ǯ Sweepstakes, games, and contests are ¡ȱ ¢ȱȱȱȱȱȱǰȱȱȱȱȱěȱ if they require multiple visits. Sweepstakes winners are chosen at random. There are no games to play and ȱȱȱȯȱ¢ȱȱȱęȱȱȱ¢ȱ ǯȱ ȱȱ similar to sweepstakes, but utilize game “pieces,” such as match-and-win game pieces or scratch cards that reveal the prizes contestants have won. Contests, unlike sweepstakes and games, require the entrant to demonstrate some skill in order to win. Exhibit 11, for example, illustrates a promotion in which contestants must correctly guess the exact score of a football game and which team will win. ȱȱȱǯ One of the most popular specials is the “Early- Ȅȱ ǯȱ ȱ ȱ ȱ ȱ ěȱ ȱ ȱ ǰȱ ǰȱ ȱ ¢ȱ Dzȱ ěȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱDzȱ ȱ ȱȱ ȱ ȱ ¢ȱ ȱȱ ǻȱ ȱ required). Ȭȱ ǯ Special-occasion clubs require a guest to register information regarding his or her birthday, anniversary, or other special occasion. ȱǰȱ ȱěȱȱȱȱȱȱȱǰȱȱȱȱȱȱ guest in time for his or her special day. Ğȱęǯȱ Ğȱęȱȱȱȱȱȱ¢ȱȱȱ ȱȱęȱȱǻȱǰȱȱ¡Ǽǰȱȱ¢ȱȱȱǯȱ ȱȱǰȱęȱȱȱǰȱȱȱęǯ ǯȱěȱȱȱ ȱȱ¢ȱȱȱȱ¡ȱ ¢ȱ to generate interest and build sales. Free samples give guests the opportunity to taste new items without having to pay for an entire dish. This type of promotion ȱ¢ȱěȱȱȱȱȱȱȱ ǯȱ¢ȱȱ ȱȱȱ ȱȱȱȱȱȱȱȱ ȱęǰȱ for example.
252 Chapter 8 ȱ ȱ ȱ ȱ ȱ ǯ Theme events, ethnic nights, and other promotions, such as a “Meet-the-Chef” night or a “Chocolate-Fantasy” festival, are excellent ways to generate interest and business. One restaurant staged a “Price Roll-Back” promotion to celebrate its 25th anniversary. Prices were reduced ȱĚȱȱȱȱęȱǰȱǰȱ ȱȱȱ ȱ¢ȱ¢ǰȱȱ ȱȱ ǰȱȱ¢ȱȱȱĞȱȱǯ Ȭěȱȱȱȱȱȱ¢ȱȱȱ with vendors. During football season, for example, beer vendors that sponsor pro- ȱȱȱ¢ȱȱȱȱȱ ȱĚǰȱǰȱȱ tableware; or a restaurant can arrange a promotion around a particular product—a ȱȱȱ ǰȱȱȱ¢ǰȱȱȱǯȱȱȃ¢Ȅȱěȱ ȱ¢ȱęȱ¢ȱȯȱ¢ȱĴȱȯȱȱȱȱ- ger relationships with your suppliers. Restaurants can also create their own special events. For example, The Egg & I, a restaurant in Las Vegas that serves only breakfast and lunch, put together a murder mystery dinner theater for the evenings, when the restaurant would normally be closed. For one price, guests get a three-course meal and participate in the ¢¢ȯȱȃȄȱȱȱȱǯȱȱȱĴȱȱȱ ȱ ȱȱȱȱȱȱȱ¢ȱȱęȱȱȱǰȱȱȱ ȱȱ every eight weeks to keep things fresh and patrons coming back. & fl fi ffi ' ffiffl flffl fi , flff fl !" ! ( flffl flffifl ! = fl $fl" /flffl ) "fl flffi fl fi fl , fffl fifl fl %fl " "( F1635(4: 1) $33,155 15(.4A $0'A ff(41354G
Marketing Restaurants and Lounges 253 Planning ahead is the key to successful in-house promotions. Generally, major promotions should not run for more than four to six weeks and should be spaced with minimal intervals of two to three months. Maintaining a promotions calendar can help managers organize their promotions ahead of time, keep major holidays ȱ ȱ ȱ ȱ ǰȱ ȱ ȱ ȱ ȱ ȱ ǯȱȱ Řşǰȱ ȱ example, is celebrated as “Zipper Day” in Dunedin, New Zealand, to commemo- ȱȱȱȱȱ£ȱȱŗşŗřǯȱ£ȱȱ ȱȱȱȱ£ȱȱ ȱęǰȱȱȱȱȱȱȱȃ¢Ȭ£Ȭ ȬȄȱǯ ȱǯ Outside promotions fall into two general categories: paid advertising and supplemental promotion. Franchise restaurants usually participate in national advertising campaigns that are supplemented on a local level, while independent operations can plan their own advertising strategies. Most restaurants, whether they are hotel outlets or free-standing facilities, ȱ¡ȱȱȱȱȱȱȱȱȱȯȱȱǻ - ǰȱ£ǰȱȱǰȱ ȱ ȱ Ǽȱ ȱ ǯȱȱ ȱ ěȱ the advantage of controlling the message to the consumer. Exhibit 12 provides examples of the types of creative advertising that can be used to promote a restaurant to both new and repeat guests. Another creative way to advertise is on the Web. Internet advertising is growing in popularity with restaurant owners because it is relatively inexpensive and ěȱȱ¢ȱȱȱǯȱȱȱȱȱȱȱ ȱȱǰȱěȱ ȱȱȱ ǰȱȱǰȱȱȱȱ with guests through e-mail. Restaurants can be listed in searchable databases and can conduct surveys through the use of electronic forms as well. Some restaurants even take reservations over the Internet. Supplemental promotion includes the use of sales materials—discount cou- ǰȱĚǰȱěȱȱ ¢ǰȱȱȱȯȱȱȱȱȱ - Ĵǯȱȱ Ĵȱ ȱ ¢ȱ ȱȱ ȱ ȱ Ȃȱȱ ȱȱȱěǰȱȱȱȱȱȱȱȂȱȱȱȱȱ the public. Since nearly everyone has an interest in food, this type of promotional ȱȱ¢ȱȱȱȱȱȱȱȱȱȱǯȱ Ĵȱȱ ¢ȱ¡¢ȱȬěȱȱȱ ȱȱȱǯȱ- ing your chef write a weekly column for the food section of your local newspaper or answer food-related questions on a radio talk show increases awareness of your restaurant and enhances your restaurant’s image in the eyes of your community. ȱȱȱȱȱ Ĵȱǻȱ¢ȱȱȱ¡Ǽǰȱ magazines are used by some properties as supplemental promotion pieces. Diana Moxon, director of public relations for the London Hilton, created a food magazine as a direct-mail piece for the hotel. She states: “I employ a respected food writer who presents stories informatively, an art director, and a good photographer. The £ȱȱȱ ¢ȱŗşşşȱȱ ȱȱȱȱȱȱ¡ȱǯȱ The magazine has helped establish the reputation of our Austrian chef in London. He now gets asked to run master classes at exhibitions and gourmet clubs, and I hope this will lead to TV coverage.” Supplemental promotion also includes publicity. Marcia Yudkin, a Bostonbased public relations consultant, says that “a lot of people assume you have to do something earthshaking to earn publicity. That’s not true. You just have to do
254 Chapter 8 something unusual. And it helps to have a human-interest angle.” Publicity can play an important part in public awareness of a restaurant, and opportunities to receive free publicity are almost everywhere. Local newspapers may eagerly snap ȱ ȱȱȱ¡ǰȱȱȱȱěȱȱȱǰȱ and feature stories about employees or special recipes. One restaurant demonstrated how it baked breads on a local television station; another handed out recipe cards for its signature dish, which generated free press coverage in the food section of the local newspaper. Building Repeat Business ȱȱȱȱęȱȱȱȱȱȱǯȱǰȱȱȱ important to cultivate guest loyalty. ! ffi# ffl ($ ff ffiflfl " "" fl fl fl flff fl " ( / flff ff " fl )fi flff flflffi fl flffff )fi flff & ff fl ffi! (
Marketing Restaurants and Lounges 255 The Importance of Employees Guests do not buy just a meal or a few drinks; they buy a social experience as well. Social experiences always involve people. Food and beverage employees can help makediningorrelaxingoveradrinkapleasurableoccasion.Well-trainedemployees ȱȱȱȱȱȱȱěȱ ȱȱ¢ȱȱ operation and empty seats. ȱ ¢ȱ ȱ ȱ ȱ ȱ ȱ ěȱ ȱ¢ǰȱ ȱ ¢ȱȱ ȱ ěȱ ȱ ȱ ȱ ȯȱ ęȱ ȱ ¢ȱ ǯȱ ȱȱȱęȱ ǰȱ ȱȱȱȱȱǰȱȱ¢ȱ ȱȱȱȱǯȱȱěȱȱȱȱȱȱDzȱȱȃȱ Stock” program allows employees to buy company stock at a discount. ȱȱ ȱęȱ ȱȱȱȱǻȱǰȱ for example), employees can be motivated to provide consistent service when they are treated as integral members of the restaurant’s team and made to feel like co- ȱȱȱǯȱ ȱȱǰȱȱȱĴȱȱ ȱȱȱȱ them reach their personal and professional potential; in others, it means involving ȱȱȱěȱȱ ȱȱȱ¢ȱȱęȱ- ations, such as allowing substitutions or adjusting a guest’s check when food or service did not meet the guest’s expectations. ȱȱȱ ȱȱȱȱȱȱȱěȱȱ¢ȱȱȱȱ makes friends of them as well. Managers should start with personable employees who are truly interested in each guest and eager to give guests the three free ȃĞȄȱȱȱȱȱȱȱȱȱȱ¢¢DZȱǰȱ recommendations, and reassurance. Recognition.ȱ¢ȱȱȱȱȱȱȱȱȱěȱȱȱ building guest goodwill and repeat business. Almost everyone likes to hear his or her name and feel valued. Name recognition should begin as soon as a guest walks into the restaurant. This important part of guest relations can take a number of forms. In some restaurants, guests are greeted personally by the manager. If this is not feasible, a host can make guests feel welcome and introduce them to their food server, or give the food server the names of the guests before he or she waits on them. Food servers ȱȱȱȂȱȱĞȱ ȱȱȱȱǯ ǯ Recommendations are another part of the server’s job that can help build repeat business. Good recommendations depend on both food and service knowledge. Servers should be fully informed about each item on the menu and should be ready to respond when guests ask for suggestions. Far too many servers are inadequate in this area. Recommendations can both help the guest and increase the size of the check, so each food server should know the ingredients in each dish, the method of preparation, and the approximate preparation time. In addition, servers should tastetest each menu item so they can knowledgeably answer questions about the dish’s Ěǰȱǰȱ¢ǰȱȱȱǯȱȱȱȱȱȱȱȱȱ ȱ he or she likes best on the menu or what he or she plans to have at the end of a Ğǰȱȱȱȱȱȱȱȱ¢ǯ
256 Chapter 8 ȱ ȱ Ĵȱ ǰȱ ȱ Ȃȱ ěȱ ȱ ¢ȱ ȱ ȱ ȱ establishments of competitors. If the server has dined at a competitor’s restaurant, ȱȱȱȱ¢ȱȱȱȱȱěȱ ȱȱȱȱȱ ěȱ¢ȱȱȱȱȱȱȱȱȱȱ¢ȱǯ ȱ ȱȱȱ ȱ¡ȱ ǰȱ ¢ȱęȱȱ ȱȱ ȱ assist the restaurant’s guests in making selections, which helps build guest trust and loyalty. Reassurance. Reassuring guests means making them feel at home. Food servers can use conversation and personal observation to tailor their service to each guest. ȱȱǰȱȱ¡ǰȱȱȱȱȱȱȱȱȱȬȱěȱ foods, linger over a meal that took time to prepare, and enjoy a dessert. A business-person, on the other hand, may want to place an order immediately and may prefer to order foods that can be prepared quickly. A group of guests engaged in an animated discussion may not want to be disturbed; in this case, the food server should simply take the order and interrupt as seldom as possible. Food servers should be sensitive to the special needs of certain guests. Diners eating alone, for example, may feel conspicuous, or families dining with small children may feel uncomfortable if the children become restless or cranky. In these cases, the food server can become a public relations ambassador by meeting the unique needs of these guests. If a lone diner apologetically says, “There’s just one today,” for example, the host or food server can project a friendly image, be sure that the lone diner is not seated in an out-of-the-way location, and check back to make sure that everything ȱȱǯȱȱȱěȱȱ¢ȱ ȱȱȱȱǰȱȱǻȱ ¢ȱǼȱěȱȱȱȱȱȱȃȱȄȱȱȃ ȱ Table” for company and conversation. Providing these special touches can prove ȱȱ¢ȱęȱȱȱǯȱȱȱ ȱȱȱ ȱ are more likely to become repeat guests and may bring their friends to the restaurant as well. In the case of a family dining situation, the food server can be friendly and Ĵȱȱȱȱȱ¢ȱȱȱȱȱ ǯȱȱȱȱ ȱȱȱȱ¢ȱǰȱȱǰȱěȱȱȱ¢ȱȱ ȱȱȱȱȱȱǯȱȱȱȱęȱ ȱȱ ȱǰȱȱȱȱȱǰȱȱȱ¢ȱȱȃęȱȄȱȱ¢ȱȱ ȱ ¢ȱ ȱȱȱǯȱȱĴȱ¡ȱȱĴȱȱȱȱǻȱ parents) content. Food servers can make all guests feel at home by engaging them in conversation, truthfully answering questions, and involving them in the restaurant by sharing “trade secrets” or asking for feedback about the food or service. This usually enhances a guest’s restaurant experience and provides an excellent reason for the guest to return to the restaurant. Guest Follow-Up One of the easiest and most inexpensive ways to build guest goodwill and loyalty is with a follow-up telephone call. Telephone numbers can be obtained from the reservations book or a guest survey card provided at each table. The call should
Marketing Restaurants and Lounges 257 be brief, but should express the fact that the guest is valued by the restaurant. Asking if everything was satisfactory can give guests an opportunity to express themselves. If the guest has negative feedback, the call can serve as a way for restaurant representatives to handle complaints and obtain information to help serve ȱĴǯ Keeping in touch with past patrons through the mail also helps build repeat business. Personal notes or mailings are an excellent way to provide guest follow- Dzȱȱ¢ȱȱȱĞȱȱȱȱȱ¢ȱȱȱȱȱȱȱȱ completing a guest survey. Another way to encourage guests to come back is to print a monthly calendar of events, such as the one shown in Exhibit 13. This type of general mailing can be used to announce special promotions, new menu items, ȱȱǯȱȱȱȱȱȱȱǰȱ ȱĞȱ includes discount coupons that can be redeemed each month. This type of thankyou keeps the restaurant’s name in front of the patron all year long—and provides an incentive to return. %ffi# & ffl $ = " fl flffifl " ) ffi ffi( =fl" " ! fi ffl ! fl "fl " !ffl fl ffi " fl " fl( C " " flff ffi " 8 ,fl9 fl flffi ( " " flff " fl flfl flfl fffl ff fl flff ( F1635(4:A 1)A fi+(3$510A 6))$.1A ,32135A 15(.A 6))$.1A fl(8A #13-G
258 Chapter 8 Customer Loyalty Programs and Other Business-Building Strategies Like many hotels, many restaurants have established customer loyalty programs to recognize and reward their frequent customers. Some of these restaurant programs, like hotel programs, award points for customer purchases. Participants in ȱ¢Ȃȱ ȱȱȱȱȱȱȱȱĞȱęǰȱ¢ȱ at Radisson’s Country Inns and Suites, and premiums from participating retailers such as Toys “R” Us. Other loyalty programs make use of punch cards, or membership cards that can be swiped at the point of purchase. When a certain number ȱȱǻȱǼȱȱȱȱȱȱȱȱȱȱȱȱȱ been reached on the computer-supported membership card, the diner typically receives a free product or meal. Database marketing has made it easier for restaurants to identify and track frequent guests and their preferences. In many cases, guests can even apply for membership in a loyalty program online. Restaurants using punch cards can ask for guest information that can be entered into the database before issuing cards, or have a system in place for monitoring punch card customers. If, for example, it is noted that a punch card customer comes in every Friday evening, the restaurant can be prepared with a special table, service, or amenity. Most restaurateurs recognize that true customer loyalty goes beyond frequent visits and repeat purchases. The most important type of customer loyalty is an emotional commitment to the restaurant. A patron who has developed strong emotional ties to your establishment is willing not only to return to it but also to recommend it. This type of loyalty must be cultivated through relationship marketing. ȱȱĞȱȱȱȱȱȱȱȱ¢¢ǯȱ Repeat guests should always be greeted by name whenever possible and their ȱǯȱȱȱȱȱǰȱȱ¡ǰȱęȱȱ- ite cocktail waiting for them when they arrive. Recognizing birthdays and other special occasions is also important, whether the restaurant simply sends a card or rewards the celebrant with a special amenity. The upscale Palm chain, for example, rewards loyal customers with a complimentary three-pound lobster dinner ȱ ȱ ¢ǯȱȱȱ ȱ ȱ ȱ ěȱ ȱȱ ȱ Ȃȱ birthdays. Free birthday cakes are also common. Other ways to create a memorable experience for your loyal guests include ȱ ȱȱ ȱ ǯȱĴȱȱflǰȱ ȱ¡ǰȱ ȱ¢ȱ patrons dinners with guest winemakers and chefs. At other restaurants, the chef may make a personal visit to the table of frequent guests to thank them for their patronage. Sometimes display items are used to recognize frequent visitors— lounges may display mugs engraved with the names of patrons, while restaurants ¢ȱ ȱ ȱȱ Ğȱ ȱȱ ȱ ȱ ȱ ȱȱ ȱ Ğȱ ȱǯȱ Some establishments take photographs of regular customers and display them in prominent places, resulting in additional business as the “honored guests” bring family and friends to view the photos. Other Food Service Operations ȱěȱȱȱȱȱȱȱȱȱȱǰȱěȱ shops, and lounges. While room service has long been a staple at many properties,
Marketing Restaurants and Lounges 259 a growing number of hotels are making changes in room service operations and are looking toward a number of limited-service options for providing food and beverage service to guests. Room Service ¢ȱȱěȱȱȱȱȱȱȱȱȱǻȱExhibit 14). Many managers consider room service a costly amenity because of the long and odd hours of operation and the impossibility of predicting the volume of business. Labor shortages and soaring overhead costs have also had a negative ȱȱȱȱǯȱ ȱȱȱǰȱȱ¡ǰȱȱěȱ is required, including preparation cooks, stewards, order-takers, and delivery per- ǰȱ ȱȱȱ ȱȱ ȱȱĞȱȱȱȱ ȱ room service operations. In addition, room service operations cannot take advantage of quantity cooking; meals must be prepared to order, which means a greater per-meal cost. Nevertheless, many managers feel that room service is a key to keeping guests over the long term. Luxury hotels that cater to business travelers, conven- ȱǰȱȱȱȱȱȱ¢ȱȱȱȱ¢ȱȱěȱ 24-hour room service, but an increasing number are limiting menu items to food that will retain its quality from the kitchen to the guestroom. If managers consider room service essential to guest service, they should come up with action plans to ȱȱȱę¢ȱȱ¡£ȱěǯ ' 5 ffi %$ 7 ) % ffi ")# fi163&(A ff($. ,/(A ff(21354A $0'A 5+(A /(3,&$0A 15(.A A 1'*,0*A 441&,$5,10 C J 6963: I24&$.( ,'Rffl3,&(' &101/: 6'*(5 S S S S S JS CS S S
260 Chapter 8 * 5 & ffi#ffi ) ffl7 ) % ffi ")# fi163&(A ff($. ,/(A ff(21354A $0'A 5+(A /(3,&$0A 15(.A A 1'*,0*A 441&,$5,10 C 6963: I24&$.( ,'Rffl3,&(' &101/: 6'*(5 S S S S S CS S ȱȱȱȱȱȱęȱȱěȱȱȱȱ ȱǯȱ¢ȱ¢ȱȱ ȱ¢ȱȱ ȱěȱ ȱȱǰȱȱ as pizza, fried chicken, burgers, or sandwiches. They may also focus on a single meal, such as breakfast. Other properties feature delis where guests can pick up their favorite foods and prepare them in their rooms. There are a number of limited-service operations in hotels today that have dramatically changed the nature of room service. Limited-Service Operations ȱȱęȱȱ¢ȱǰȱ¢ȱȱǰȱȱȱȱ ȱȱ ȱ Ȭȱȱȱȱȱ ȱěȱ ȱ ȱȱǯȱȱȱȱȱȱȱȱȱȱǻ¢ȱȱ usually out calling on customers) and spend evenings either at a free-standing restaurant or in their guestrooms with pizza or other takeout. However, hotel guests usually want to eat breakfast at the property. More properties are catering to this ȱ¢ȱȱȱȱȱěȱȱǰȱȱȱěȱǰȱ ȬȱǰȱȱĴȱȱ ȱ ȱǰȱȱȱ ěȱȬȱȱȱȱǯ ¢ȱȱ ȱěȱȱȱȱȱȱȱǻȱȱǼȱȱǻȱ Exhibit 15). ȱǰȱȱȱ¢ȱ ȱǭȱǰȱȱ ǰȱęȱ ǰȱȱ ǰȱ ȱ¢ȱ ȱ¡ǰȱ ěȱ ȱ ȱ ȱ either delivered to the room or served in a public area. Other properties, including Embassy Suites, Hilton Suites, and Quality Suites, serve complimentary cookedto-order breakfasts.
Marketing Restaurants and Lounges 261 Hotels have found that guests, especially business travelers, seniors, and families, are enthusiastic about the free-breakfast concept, both in terms of price and convenience, and many properties are featuring this option. When compli- ¢ȱȱȱěǰȱȱȱȱ¢ȱȱȱȱȱȱ added value for the price of the room; the hotel can save money by providing meals or other food service without the overhead of a full-service restaurant; and ȱȱȱȬȱȱȱȱ ȱĴȱȱ ȱ ȱȱȱěȱȱǯ On the downside, the property may have to raise room rates to cover food expenses, additional workers may be needed to run breakfast bars or delivery services, and extra costs may be incurred for cleanup. But overall, properties are ęȱȱȱęȱȱȱȃȄȱȱȱ ȱȱǰȱ especially in terms of generating guest relationships. At Hampton Inns, for example, breakfast is served in a living-room environment that brings guests together as “one big family.” Mark Wells, vice president of marketing for Hampton Inns, states that guests at Hampton Inns get a high-quality breakfast and build friendships with ȱȱ¢ȱȱ ȱȱȱ ȱěȱȱȱ ȱǯȱȱ strategy builds a camaraderie that creates the potential for repeat business. Another option for serving guests who are in a hurry is the ěȱǯ These ȱ ěȱ ȱ ȱ ¢ȱ ȱ ȱ ǻěǰȱ ǰȱ ȱ ȱ ¢ȱ ěǰȱ ǰȱĜǰȱǰȱǯǼȱȱȱȱȱȱȬĜȱȱȱȱ- bies, pedestrian skywalks, and meeting room areas. In addition to breakfast items, ȱȱȱȱěȱ¢ȱȱ¢ȱȱ££ǯȱ ȱ¢ȱǰȱȱ contract with outside vendors, such as Dunkin’ Donuts or Pizza Hut, to provide this type of food service. Yet another way to bring food and drink to the guest is with in-room minibars, ȱȱȱĞȱȱ ȱĴȱ ǰȱĞȱǰȱǰȱȱ- ǰȱȱǰȱȱ¢ǯȱǻȱȱȱȱȱȱȱ with sundry items guests might need. The Ritz-Carlton Atlanta, for example, sold ȱ ȱ ȱ ȱȂȱ ȱ ȱ Ğȱȱ ȱȱ ȱȱ- bars, and the hotel has since added pantyhose, nail polish remover, non-aerosol hairspray, vitamins, and pain relievers.) ȱȱȱȱȱęȱȱȱȱȬȱȱ and beverage outlets, they have disadvantages. Some guests, especially those at economy hotels, do not perceive minibars as an added value, so some hotels are now supplying in-room mini-refrigerators that guests can stock themselves. Mini- ȱȱȱȱȱȱȱĞǰȱȱĴȱȱȱȱ ȱȱ computer-controlled units that bill guests’ accounts as items are removed. Also, checking and restocking minibars is an added labor expense. However, Carol Poister, a spokesperson for Swissotel, maintains that minibars can certainly be catego- £ȱȱȱęȱȱȱȱ¢ǯȱȱ ȱȱǰȱȱ¡ǰȱ £ȱȱřŝȬȱęȱȱȱǯȱ¢ȱȱȱ ȱǻȱȱ things) the hotel’s own Swissotel water, which accounts for 10 percent of sales. Design As designers of food service facilities develop design plans from a guest’s perspective, they must consider such elements as noise, lighting, color coordination,
262 Chapter 8 and use of space. They also must be aware of government regulations concerning safety. These laws govern such factors as emergency lighting, emergency exits, and the maximum number of occupants that public areas may accommodate. ȱȱěȱǯȱ ȱȱȱȱȱȱȱȱ¢ǰȱȱȱ ȱȱȱěȱȱȱȱȱȱȱ ȱĜ¢ǯ The proper design can even help assure guests that they have chosen the right place to dine. One factor that experienced designers take into account is that dining areas should usually appear comfortably full; few things are worse than having just 30 or so guests dining in a large open dining room designed for 200 people. In this situation, the guests start to wonder if choosing to dine at this restaurant was a wise decision, since it appears nearly empty. Once this doubt enters their ǰȱ¢ȱȱȱȱęȱȱ ȱȱȱȱǰȱȱǻȱ- soning goes) if the restaurant was any good, more people would be dining there. To avoid this problem, many food service operations divide their dining area into ȱȱDzȱ¢ȱȱȱȱȱȱȱęȱȱȱȱȱȱȱ second section or room. In many food service operations, the physical environment where service is ȱȱȱȱĞȱȱȱ¢ȱȬĜǰȱȱȱ to a high-quality, lifestyle-oriented, comfortable environment. More food service ȱȱȱȱȱǻǯǯǰȱǰȱǼȱ ȱȱ ȱȱǯȱ ȱǰȱȱ¡ȱĚ¡¢ȱȱȱ¢ȱ- ment, for privacy, socialization, quick service, or other desires. The physical environment has a fundamental and dramatic impact on a guest’s feeling of comfort. Many of the following sections on design pertain mostly to independently owned and operated food service establishments. For chain restaurants and other chain food service establishments, most if not all design decisions and plans are made by specialists at chain headquarters. However, it is still useful for all food service managers to understand the principles and processes that go into making design decisions. Planning an Effective Dining Area Properly designed dining areas require an organized planning process to ensure that: 1. Guest needs and expectations are considered foremost. ȱ Řǯȱ ȱȱȱĚ¡ǰȱ ȱ ȱȱȱȱȱȱ¡ȱ evolve. 3. Dining areas have the proper appeal and ambiance. 4. A maximum return on the investment in space is realized. ȱ śǯȱ ȱ¢ȱ ȱȱȱĜȱĚ ȱȱěȱȱȱǯ ȱ Ŝǯȱ ęȱȱȱȱȱȱȱǯ ȱ ŝǯȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ěȱȱ ȱ ȱ ȱ space for guests. 8. Dining areas adhere to the sanitation standards the organization requires. ȱ şǯȱ ȱȱȱȱȱ ȱȱǯ
Marketing Restaurants and Lounges 263 ȱŗŖǯȱ ȱȱȱ¢ȬĜȱȱ¢ȱǯ ȱŗŗǯȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ěȱ ȱ Ĝȱ - tions. ěȱȱȱȱȱǰȱȱȱ¢ȱȱȱ- ized knowledge of several people as the process progresses. These people should form a ȱȱȱǯ The owner/manager and the dining area man- ȱȱȱȱȱȱȱȱȱȱȱěȱȬȱǯȱ In many instances, an architect is part of the team. The team may also require a food service facility consultant, interior decorator, and other specialized designers. People with backgrounds and experiences ranging from managing operations to designing them are needed to develop the best plan for a dining area. :@ =< -?=:D fflA:@ =<;?=:DC>ffffi C ?@;ffi =Dffi CD<:D? ==<C Cffi @?;= @=? @;ffi =DE C?@;ffi :D?@?;?Effi :D @=;:D =:@;ffi C@ffi ;CC<;ffi C@ ?:@ CCEffi ;?@A:? =:<: *QB ffl / fl 1H ,D <H+ 2+3<= +8. &>996= 09< ,+< </=>+?<+8> +8. -+>/<381 ?=/ &>C6/= 09< +8C </=>+?<+8> ./-9< +8. + ;?+63>C >2+> A366 =>+8. +->?+66C =3> >2/ >/=> 90 >37/ &// /69A 09< >2/ S # 'ffi !ffl "ffl(!ELL > @3<>?+6 =/+>381 A/ -+<<C + 6+<1/ +==9<>7/8> 90 -2+3<= =>996= =>+-5381 -2+3<= .38/>>/ =/>= +8. +==9<>/. 9>2/< 0?<83=2381= *2/>2/< C9? +</ 0?<83=2381 + </=>+?<+8> 9< ,+8;?/> 2+66 A/ 2+@/ A2+> C9? +</ 6995381 09<
264 Chapter 8 ȱȱ ȱęȱ ȱȱ ȱȱȱȱ ȱȱȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ Ĵǯȱ ȱ Ȭ check-average dining area requires a luxurious ambiance, which includes a gener- ȱȱȱĚȱȱȱDzȱȱȱȱȱȱȱȱȱ the prices guests pay. While the atmosphere of a low-check-average dining area must be comfortable and pleasant in order to enhance the dining experience, it does not require elegance or spaciousness. The key is for the design to meet the ȱȱȱȱȱȱȱȱȱȱȱȱĴǯȱȱȱ the planning team can use to understand the needs of guests is ȱ¢—a detailed study of potential guests and their wants, needs, and expectations. Guests care about design, according to a Restaurants & Institutions magazine survey of 1,000 restaurant guests. When asked what they would change about the layouts of their favorite restaurants, these guests said, among other things: “I’d change the layout of the tables.” “The smoking area should be bigger.” “Put the bar in a more discreet location.” “More restrooms.” “Make it bigger, so there’s not such a long wait when I go.” Managers contemplating a change to their operation’s design should ask their guests for suggestions, then listen carefully to what they say. In commercial food service organizations, economic viability depends on ęǯȱȱ¢ȱ¢ȱȱȱȱȱȱȱ£ȂȱȱȱȬ ěȱȱȱȱȱȱȱȱ£ȱȱęǯȱȱ¡ǰȱ commercial food service organizations base their estimated income on the anticipated turnover of guests and the expected check average. Seating capacities in ȱȱěȱȱȱȱȱȱȱȱȯǰȱǰȱěȱ potential income. The planning team must also assess cost estimates for dining area plans. Not ¢ȱȱȱȱȱȱȱ¡ǰȱȱȱǰȱę¡ǰȱȱ- ment necessary to furnish it properly also add to the expense. Members of the dining area planning team should identify the activities that must be performed to meet the guests’ and the operation’s objectives, then determine the space and equipment required to perform those activities. In part, this ȱȱȱ¢ȱȱȱĚ ȱȱȱȱěȱȱȱǯ Preliminary layout and equipment plans will help the team allocate available ǯȱ¢ȱȱ ȱ ȱȱȱȱǰȱ ĜȬ Ě ȱ ǰȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ǯȱȱ ȱ ȱȱ ȱ ȱȱȱ¡ȱ¢ȱĚȱǰȱȱȱȱȱȱ estimates and make any adjustments needed to bring the project in line with the funds that have been budgeted for it. ȱȱȱȱȱȱȱ ǰȱęǰȱȱȱ ȱ¢ȱǰȱ ¢ȱȱȱęȱȱ ȱ ȱȱ ȱȱ ȱęȱȱȱ¢ȱǯȱ¢ȱ ȱȱȱȱ to request price quotations and select contractors and suppliers for the project. x x x x x
Marketing Restaurants and Lounges 265 Construction and installation tasks follow, according to a mutually agreed-upon schedule. The planning process involves many steps and many people. Since a design and construction project usually requires a large commitment of capital funds, a great deal of planning is required to ensure that the project’s goals are met without ȱęȱǯ Selecting a Designer When selecting a designer, managers should allow ample time to review the cre- ȱȱȱȱȱȱȱȱȱęǯȱȱ should use the following criteria when selecting a designer: Membership in the American Society of Interior Designers (ASID). Ideally, the designer should be a member of ASID. Each ASID member has a formal, accredited education and professional experience, and has successfully completed a comprehensive two-day examination. This association stresses high standards of ethical conduct. Education. Managers should inquire about the degrees that a designer holds, ȱȱȱȱǰȱȱȱȂȱȱęȱȱ¢ǯ Experience. Does the designer have experience in food service design? Is he or she knowledgeable about food service systems? With which food service organizations has he or she worked? Managers should ask for references and contact them. Portfolio. Professional designers generally have many photographs, drawings, and other information illustrating their creative skills. Managers should examine a designer’s portfolio to see if they like what the designer has done in the past. First impressions. Does the designer seem to be professional? Is he or she a good communicator? Does it appear that the designer understands what the managers want? Do the managers believe the designer can do the job? Contacts. With which suppliers does the designer work? What services will the designer provide and what additional work will others need to do? Do the managers have any problems using the suppliers suggested by the designer? Design Fees. What will the designer charge? What additional fees will the managers need to pay to others as a result of the designer’s contacts? Budget. Does the designer think he or she can deliver the design within budget? ȱ ȱ ȱ ȱęȱ ȱ ȱ ȱ ȱ ȱ ȱ ¢ȱ food service organization. A professional designer will provide a number of ideas for consideration by the design team, but to help a designer come up with good designs, managers must be candid about all details of the organization. Who are its guests and potential guests? What are the organization’s menu and marketing concepts? What are x x x x x x x x
266 Chapter 8 its economic concerns? What are the elements that the owner/manager does and ȱȱȱȱȱȱǵȱěȱȱȱǯ Trends in Design Although design trends are numerous and ever-changing, we will consider ęȱ ȱ ȱ ȱ¢ȱȱȱȱěȱȱȱ ¢ȱȱ ȱȱ establishments. ȱ ǯȱ The designers of many food service operations are ĴȱȱȱȱȱȱȱĴȱȱȱ ¢ȱȱ the comforts of their own homes. They do this by using natural colors and materials to achieve a casual and inviting atmosphere. ǯȱ ¢ǰȱ ȱ ȱ Ğȱȱ ǯȱ ȱ ȱ - taurants use animatronics, antiques, or movie or music memorabilia to entertain, create emotional connections with guests, and build a link between other popular guest interests and dining. ȱǯȱA third design trend is the movement toward ȱ ȯ that is, areas that combine the dining area with a distinct bar section and a service ȱȱȱȱĚ ǯȱȱȱȱȱȱȱȱȱ spaces, such as a bar that is more intimate and enclosed, an informal primary din- ȱǰȱȱȱĚ¡ȱȱȱȱȱȱȱȱǰȱȱǰȱ ĞȬȱ ǰȱ ȱ Ě ȱ ȱ ȱ ȱ ȱ ȱ ǯȱ ȱ ȱ concept provides guests with the opportunity for pre-dinner cocktails in the bar, ȱ ȱ ȱ ȱ ǰȱ ȱ ĞȬȱ ȱ ȱ ȱ ȱ ȱ ǯȱ ȱȱȱȱȱ£ȱȱȱȱ ȱĚ¡¢ǯ ȱǯȱSmall food service operations succeed by developing unique identities as intimate gathering places that appeal to very targeted markets. Usu- ¢ȱ¢ȱȱȱȱęȱȱȱ ȦǯȱȃȄȱȱ also means having more integration between the kitchen and dining area. Exhibition kitchens featuring guest-contact-area pantries, open grills, and rotisseries are designed to appeal to all of the guests’ senses, as well as add interest. As kitchen areas shrink, mobile and multiuse food preparation equipment ȱ ȱ ǯȱ ¢ȱ ȱ ȱ ȱ Ě¡¢ȱ ȱ ȱ ¢ǰȱ ȱ Ĝǯȱ ȱ ȱ ȱ Ě¡ȱ ȱ ȱ ȱ changing demands. For example, a single deck oven can be used for baking, pizza making, and roasting. Many designers favor multiuse equipment over single-use equipment. ȱȱ ȱ ¢ȱȱ ȱęȱȱȱ ǯȱ ȱ ȱ ¢ȱęȱ ȱ ȱ ȱȱȱȱȱ ȱ ȱȱ what support is needed from other kitchen areas/workstations. Ideally, the person or people working in a workstation should not have to leave it to accomplish their tasks. Therefore, workstations are being designed to include storage space for tools, tableware, and food supplies. ȱ ȱ ǯȱDesigners are coming up with unique solutions to meet the needs of solo guests. Some food service operations feature a special
Marketing Restaurants and Lounges 267 table—known as a “chef’s table,” “singles’ table,” or “family table”—that typically seats 8 to 12 single guests, who may or may not know one another. An operation can draw single guests to such a table by serving chef specialties at the table before they make it onto the standard menu or by providing a higher level of service. Some chef’s tables feature special themes or tabletop grills that make the dining experience entertaining and unique. Space Requirements Determining space needs for dining service is always challenging, since such requirements depend on many factors that are unique to each organization: the ȱȱȱǰȱȱ¡ȱȱȱěȱȱȱȱȱ- ȱǰȱȱȱěȱ ȱǰȱȱȱȱȱȱȱȱȱ guests. The facility must also have space for storing service supplies, exercising sales income controls, and carrying out various guest-contact activities. ȱȱȱȱ£ȱȱȱ¢ǰȱȱĞȱȱ ȱȱ- ȱȱǯȱ ȱȱęȱȯȱȱ ȱȱȱȱȱȱȱ that will be served—determine the feasibility of the organization’s design. Food service managers in the academic market and the business and industry market are able to estimate the number of meals they will serve with relative ease. They base their estimates on past history or, if they are dealing with new facilities, on a percentage that similar facilities have calculated as their averages. The ȱȱȱȱȱȱ£ȱ ȱěȱ ȱȱěȱȱȱ area’s seating capacity. For example, if a school has an enrollment of 1,000 stu- ǰȱŞŖȱȱȱ ȱȱȱȱȱ¢ǰȱȱȱěȱȱęȱȱ periods for each meal, then it must design a seating capacity of 200 for the dining ȱǻŞŖȱȱȱŗǰŖŖŖȱȱƽȱŞŖŖȱȱDzȱŞŖŖȱȱȱ¢ȱŚȱȱ ȱȱȱƽȱŘŖŖȱȱȱǼǯ Lodging property managers plan the size of their dining areas according to estimates of room occupancy, the extent to which the local community will use their dining facilities, and the number of banquet functions they expect to schedule. To determine the dining space required for any type of organization, managers must consider the number of guests that will be seated at one time and the total square feet allowed per seat. ¡ȱŗŜȱȱȱȱȱ ȱęȱȱ ȱȱǯȱ¢ǰȱȱ¢ȱȱŗśȱȱŗŜȱȱȱǻŗǯŚȱȱ ŗǯśȱȱǼȱȱȱ ȱȱȱȱěȱǯȱȱȱȱ ¢ȱ ȱ ȱ ŘŖȱ ȱ ȱ ǻŗǯşȱ ȱǼȱ ȱ ǯȱ ȱ ęȱ - ing with a great deal of tableside service, the recommendation is 22 to 24 square ȱǻŘȱȱŘǯŘȱȱǼȱȱǯȱȱǰȱȱȱȱŘŖȱȱ ȱǻŗǯşȱȱǼȱȱǯȱȱȱȱȱȱȱ ȱȱ- mined by the amount of comfort guests desire and by any applicable government ȱȱȱȱ ȱȱȱȱǻȱȱȱȱȱ unobstructed space in front of emergency exits). Design and placement of cashier ǰȱȱǰȱǰȱȱȱȱȱěȱȱȱȱȱȱ ęȱ¢ȱǯ
268 Chapter 8 Traffic Flow ĜȱĚ ȱȱȱȱȱȱěȱǰȱǰȱǰȱǰȱ and refuse through a facility. Managers must address issues related to the movement of people and items through support areas as well as through guest-contact areas. ¡ȱŗŝ is an example of a preliminary drawing developed during the early planning stages of a food service facility. It is not drawn to scale. Instead, it is the kind of drawing that planners make to help them decide how to locate various spaces relative to each other. In the design represented in this exhibit, guests would ¢¢ȱȱȱ£ȱȱȱȱȱǻǛŗǼǯȱǻȱ£ȱ ¢ȱ ęȱ ȱ ȱ ȯǛŘȯȱ ȱ ȱ ȱ ¢ǯǼȱ ȱ - ȱȱȱ¢ȱ¡ȱǻǛřǼȱ ȱȱȱ¢ȱȱǯȱȱȱ should be situated on the side of the building where the entrances are located. ȱ¡ȱŗŝȱ ǰȱ ȱȱȱȱȱȱȱȱ¢ǰȱ¢ȱ can either go to the lounge or register with the host for service. Some people do not like to go through a lounge to get to the dining room; therefore, a separate entrance to the lounge area is useful. Managers might even design an outside lounge entrance; however, such an entrance might cause problems with sales income control. To avoid the potential problem of guests who “drink and dash,” the facility can be designed so that guests must enter and exit the lounge through a public foyer. Upon entering the facility, guests may have access to coat racks, telephones, and restrooms. ȱ¡ȱŗŝȂȱ ǰȱȱȱȱȱȱȱȱȱȱȱ guests and, when practical, small groups of guests in the banquet rooms could use it. Likewise, the restrooms are placed so that guests in the banquet rooms as well ȱȱȱȱȱȱǯȱǻ ȱȱȱȱ ȱȱȱǰȱ ȱȱę¢ȱȱȬȬȱǯǼ ȱȱȱȱȱěȱȱȱȱȱǯȱȱ service bar is in an area that facilitates service to dining room and banquet guests. ǻȱȱȱȱȱǯǼȱȱȱȱȱȱȱȱȱ distance that servers must walk to get supplies. ȱ ¢ȱ ¢ȱ¡ȱ ŗŝǰȱ ¢ȱ¢ȱ ȱ ȱ ȱ ȱȱ ȱ ȱ design. This is part of the value of a preliminary drawing. A preliminary drawing Exhibit 16 Range of Estimated Square Feet for Dining Area Space fflfiffl'H ffl!ffl!fl%#.%%&"!/ .$(%'/ .$(% '%&/ '+,6/ =/<@3-/ T 9?8>/< =/<@3-/ T T 99>2 =/<@3-/ T T +0/>/<3+ =/<@3-/ T T +8;?/> =/<@3-/ T T
Marketing Restaurants and Lounges 269 Exhibit 17 Example of a Preliminary Drawing I !+38 8><+8-/ I +8;?/> 8><+8-/ I 7/<1/8-C B3> &3./ &>+>398 &/<@3-/ +< 99. $<9.?->398 </+ %/-/3@381 +8. &>9<+1/ </+= &/<@3-/ 9<<3.9< %/=><997= ! * +8;?/> %997= I 9?81/ 9+>= >- $?,63- 9C/< I &>+>398 I ? > & + 6 + . + < &3./
270 Chapter 8 allows members of the design team to react to it and make improvements before ęȱȱȱǯ Exhibit 18ȱȱȱȱěȱȱȱȱȱ¢ȱȱǯȱ ǻ ȱȱ£ȱȱȱȱȱȱȱȱȱȱȱ ȱ¢ȱȱȱȱȱǰȱȱȱȱǽǛŗǾȱȱȱȱȱ ȱȱȱȱȱȱȂȱĜȱĚ ȱȱȱȱǰȱȱȱȱǯǼȱ Upon entering the kitchen, servers can unload tableware in the soiled dish area, which is located close to the kitchen’s dining room entrance. Planners using a similar design, however, must consider noise control factors so that guests at tables ȱȱȱȱȱȱȱǯȱȱěȱȱ¢ȱȱ ȱȱǰȱĚ ǰȱȱȱȱȱȱǯȱ ǰȱ¢ȱ ȱȱ need to transport clean dishes as frequently as they will need to remove soiled dishes from service areas; therefore, the clean dish storage area can be located ¢ȱ ¢ȱȱȱĜȱĚ ȱȱȱěȱǯȱȱȱȱȱ area in Exhibit 18 is close to the food service line so that personnel can move clean ǰȱ ǰȱȱȱȱȱȱȱȱǰȱȱěȱȱȱȱ reasonable access to the area when they must transport clean dishes to the dining room. The facility might use an expediterȱǻǛŘǼȱȱȱȱȱȱȱ ȱȱȱȱȱȱěǯȱȱȱȱȱȱȱȱ the serving line. Cold items such as salads or desserts might be available from a pantry area. ȱȱǰȱȱȱěȱȱȱȱȱ ȱȱ ȱDzȱȱǰȱȱȱȱȱ¢ǯȱ ȱȱĴȱȱȱǰȱ the pantry area should be close to the dining room exit. ȱȱȱȱȱȱȱȱȱȱȱǻǛřǼǯȱ ȱȱȱ ȱ ȱ ȱ ȱ ęȱ ȱȱ ¢ȱ for service have been entered properly on guest checks. Food checkers are usually located close to the kitchen’s exit to the dining area. A drawing such as the one shown in Exhibit 18 can help facility planners con- ȱȱȱȱȱȱ ȱȱȱęȱǯȱȱȱ overemphasize the importance of thoroughly studying such preliminary drawings in the early planning stages of a facility. Sidestations. A sidestationȱ ǻȱȱ ȱ ȱ ȱȱ Ǽȱȱȱ ȱ ȱ ȯȱ ǰȱ ǰȱ ǰȱ Ĵȱ ȱ ǰȱ ȱ some beverages—for easy access by servers and others. Sidestations help keep ěȱȱȱȱȱǰȱ ȱ¢ȱȱȱȱȱǰȱȱȱ in the kitchen or in storage areas looking for needed items. It is important to store food and beverage products in ways that minimize contamination. No soiled napkins, tableware, or equipment should be placed in a sidestation; these items can contaminate clean food, beverages, and utensils. It is helpful to stock each side- ȱ ȱȱȱȱǰȱȱȱĴȱǰȱȱ¢ǰȱ¢ȱ ǰȱȱȱȱȱȱȱȱȱȱĞǯȱȱȱȱ stocked in an orderly and convenient way before guests arrive. A busperson may help keep the station neat, clean, and stocked.
Marketing Restaurants and Lounges 271 Exhibit 18 Traffic Flow Patterns in Support Areas 99. $<9.?->398 +8. &>9<+1/ </+ 99. &/<@381 38/ 6/+8 3=2 &>9<+1/ </+ 3=2A+=2381 </+ I $+8><C </+ I I 38381 %997 </+ &936/. 3=2 </+ I $</-2/-5 %/13=>/< I B:/.3>/< I 99. 2/-5/<
272 Chapter 8 Refuse. ȱ ȱ ĜȬĚ ȱ ȱ ȱ ȱ ȱ DZȱ ȱ ȱ ȱ ȱ ȱ ǯȱȱȱ Ğȱ ȱ ȱ ȱ ǯȱ Containers used for this purpose must be insect- and rodent-resistant, durable, nonabsorbent, leak proof, easily cleaned, and in good repair. Refuse containers should be lined with wet-strength paper or plastic bags. Bags alone should not be used for outdoor refuse storage because they are not pest-resistant. Outdoor ȱȱȱȬęĴȱȱȱǯ A food service organization’s refuse facilities must be of adequate capacity. Refuse containers not in use should be stored outdoors on a rack or in a storage ¡ȱȱȱŗŞȱȱǻŚŜȱǼȱěȱȱǯȱȱȱȱȱ ¢ȱȱȱȱȱȱǯȱȱȱȱȱě- tively with a combination of detergent and hot water or steam. Refuse must be removed from service areas frequently to prevent odor and pest problems. Outdoor refuse storage areas must have a smooth, nonabsorbent ȱǻȱȱȱȱǼȱȱȱȱȱǯ Many large food service operations use trash compactors. Such equipment can ȱȱȱȱȱ ȱ¢ȱȱȱŝśȱǯȱ ȱǰȱȱ- tors automatically deodorize and apply insecticides to solid waste. Liquid waste generated by a compactor should be disposed of as sewage. Suitable facilities with hot water are also required for compactors. New developments on the compactor scene include a waste-reduction system that reduces the volume of refuse by 8 to 1 and then produces a moist, compact ǯȱȱȱ ȱȱ ȱȱȱȱȱ ȱȱȱ¢ȱ Ȭęȱ ȱȱ ȱĴȱȱȱ ȱ ȱȱęȱǯȱȱ ȱȱ waste particles form a slurry that is dewatered to produce a damp, popcorn-like material. is another form of refuse reduction and re-use. Using natural decomposition, biodegradable organic material is transformed into humus, a soilenriching compound. Composting systems have great potential in food service organizations, which typically have 60 to 80 percent biodegradable waste. Some ȱȱ£ȱȱȱȱȱȱęȱȱȱ from 33 to 50 percent. Recycling has become an important consideration for some food service organizations. Quick-service establishments such as McDonald’s and Taco Bell are sometimes accused of generating large amounts of paper, plastic, and polystyrene refuse. Many quick-service chains have responded by reducing the weight and thickness of their containers or by completely changing the materials they use. Many quick-service operations are using recycled paper for cash receipts and place mats. Decor: Creating the Right Environment As mentioned earlier, the dining area environment must be compatible with an £Ȃȱȱȱȱ¢ǯȱȱȱĞǰȱ ȱȱ¢¢Ȃȱȱ house can become today’s pizzeria by simply hanging up a few pictures of the Italian landscape, or believe their Olde English pub can become an 1880s frontier ȱȱ¢ȱȱȱȱȱěȱ ǯȱȱ¡ǰȱȱ¡ȱ
Marketing Restaurants and Lounges 273 ȱȱȱ¢ȱȱȱȱȱ¢ȱȱȱ¢ȱȱĴȱȱȱ atmosphere created in a dining area. Successful managers do not overlook the ȱȱȱȱȱę¡ȱȱȱȱȱ ȱȱȱ dining area decor and ambiance. For example, stainless steel and glass no more ęȱȱȱ¢ȱȱȱȱ¢ȱ ȱȱęȱȱȱȱ ¢Ȭęȱ¢ȱǯ ȱěȱȱȱȱȱȱȱȂȱǯȱ ȱȱȱȱȱȱęȱȱǰȱȱǰȱȱȱȱ to wear a tuxedo; the ambiance of a dining room with a Mexican or other ethnic theme is enhanced when servers wear national costumes. When trying to create the perfect dining environment, managers should not ȱȱǯȱǰȱę¡ǰȱȱȱȱȱ¢ȱȱȱ and durable. Concerns about costs and whether replacement products will be available in the future must be addressed. Managers should purchase products of commercial quality that can withstand the wear and tear to which guests and ěȱ ȱ¡ȱǯȱ¢ȱȱȱȱȱȱȱȱȱȱ ȱ¢ȱȱȱȱȱȱ Ȭǯȱǻ¢ǰȱȱȱȱȱȱȱ ȱȱȱěȱȱ¢ȱȱȱȱȱȱȱ¢ȱȱȱ vandal-proofed.) Many people do not treat furnishings in public areas the same way they do in their own homes; furnishings must be able to withstand misuse or mischief. ǯȱȱȱȱȱȱȱ¢ȱěȱȱȱȱȱ areas. The important consideration for managers is, “What do our guests want?” ȱ ȱȱȱȱ¢ȱȱȱěȱȱȱȱȱȱ- Ȃȱȱȱ ȱȱȱęȱȱȱȱǯȱȱ this and many other reasons, it is wise to involve a professional interior decorator in the design of dining areas and to depend on him or her for color-coordination ideas. Violets, blues, and light greens are cool colors that tend to make guests feel relaxed; facilities emphasizing leisurely dining may want to use these colors. In contrast, warm colors such as reds, yellows, and oranges are stimulating; they encourage activity. Therefore, these colors subtly encourage fast table turnover. ȱȱȱĴȱȱȱȱȱȱ ȱǰȱ ȱ those receiving a lot of sunlight should usually balance that by using cool, dark colors. Colors also have an impact on perceived room size. Light colors make a room appear larger; dark colors tend to make a room look smaller. Dark colors also make ceilings look lower than they are. When one wall is a very bright color, the adjoining wall should be more neutral, perhaps in the same shade or tint. Decorations. Small pictures, wall hangings, and other decorations should be used in small rooms. Large items should be used with care, even in large rooms. When ȱ ȱȱȱȱ ȱěȱ¢ȱ ȱǰȱ ȱęȱ ěȱȱȱȱȱ ȱȱȱǯȱȱȱȱȱ selected carefully if they are to help portray a theme. For example, a nautical ȱȱȱǰȱǰȱ¢ǰȱęȱǰȱǰȱȱȱȱ ships. Such items as copper cooking utensils, saloon signs, whiskey barrels, and branding irons might be appropriate for an Old West theme. Of course, a number
274 Chapter 8 of popular restaurants have made a theme out of combining mismatched and eclectic decorations. Yet even these apparently haphazard collections of items are ȱ ȱȱȱȱȱęǰȱȱǯȱȱȱȱȱ ¢ǰȱ ȱ ȱ ȱ Ğȱ ȱ¡ȱ ȱ ¢ȱ ȱȱ ȱȱě¢ǯ Lighting.ȱȱ ȱǰȱȱěȱȱȱȱȱ ȱȱȱǯȱ Adequate lighting is essential for tasks such as reading the menu. Adequate lighting also improves safety by lessening the chance of an accident for guests as well ȱěȱǯ Light intensity is measured in units called . A footcandle equals ȱȱ ȱ ȱ ǯȱ ǻȱlumenȱȱ ȱ ȱ ŖǯŖŖŗśȱ ĴǯǼȱ ȱ ȱ measured with a light meter. Most lighting engineers and occupational safety and ȱȱȱśŖȱȱŝŖȱȱȱȱȱȱǯ While too much light can negatively impact a dining area’s ambiance and ǰȱȱĴȱ¢ȱȱȱȱȱȱǯȱ ȱȱ ȱ¢ȱ ȱȱȱĜȱȱȱȱǯȱȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱĚ¡¢ǯȱ ǯ Ventilation equipment is designed to remove smoke, fumes, conden- ǰȱǰȱǰȱȱȱȱȱȱȱȱǯȱĜȱ ventilation also helps to maintain comfortable temperatures and minimizes dust ȱȱ ǰȱǰȱ ȱĚǯȱȱȱ ȱȱǰȱ the entire dining experience may be spoiled. State and local building codes and, in ffi&Hffi"fi"flH"fflflffi'ffl!fl !9</ >2+8 +8C 9>2/< ./=318 /6/7/8> 6312>381 -</+>/= >2/ 799. 90 + =:+-/ 312>381 -+8 +6=9 </.?-/ 9< /82+8-/ >2/ /00/->3@/8/== 90 +66 9>2/< ./=318 /6/7/8>= ffi/</ +</ =97/ 1?3./638/= 09< 6312>381 &:+<56/ /82+8-/= +::/>3>/ +8. /8-9?<+1/= -98@/<=+>398 2+8./63/<= -+8.6/= +8. 7?6>3:6/ :38 6312>= -+8 +-23/@/ =:+<56/ 312> ,9?8-381 900 73< <9</. =?<0+-/= A/>6995381 0383=2/= +8. =238C >+,6/A+</ +6=9 -</+>/ =:+<56/ +<5 =2+.9A= +::/+< 29=>36/ =7+66 :+>>/<8= 90 6312> +::/+< 0<3/8.6C <312>6C 63> +<-23>/->?<+6 =?<0+-/= >/8. >9 79@/ :/9:6/ +6981 +8. +</ >2/</09</ 199. 09< 2312@96?7/ 0+-363>3/= 312> =29?6. +6A+C= 06+>>/< :/9:6/ ffl0 6312>381 7+5/= 06/=2 >98/= 6995 199. 3> +6=9 >/8.= >9 7+5/ 099. 6995 199. /=318 6312>381 38 ><+8=3>398 D98/= =9 1?/=>= /8>/<381 9< 6/+@381 + 0+-363>C 98 + =?88C .+C -+8 =>366 =// (=/ + .377/< =A3>-2 >9 :/<73> 799. -2+81/= <312>8/== +8. -2//< 09< ,</+50+=> %/=>0?68/== 09< 6?8-2 837+>398 09< /+<6C /@/8381 %97+8-/ 09< .388/<
Marketing Restaurants and Lounges 275 ȱǰȱȱȱĜȱȱęȱȱȱ for each area of a food service operation. The major food service ventilation problem is the transfer of unpleasant odors and fumes from the kitchen to public areas such as dining, meeting, and banquet rooms. This problem usually occurs when the kitchen ventilation system is improperly designed. To avoid ventilation problems, air from the kitchen must be ¡ȱȱȱȱȱȱ ȱȱȱȱȱȃȄȱǻȱ outside) air. Sound. While some designers use sound to create a feeling of excitement, some guests are annoyed when the dining area is too noisy. Sound problems can be alle- ȱ¢ȱȱȱȱ ȱȱȱęǯȱȱǰȱ- ing, and draperies can be added to service areas to dampen noise. Items such as padded furniture and fabric wall hangings can be included in the decor to further ȱ ȱǯȱ¢ȱȱȱǻ ǰȱȱ¡Ǽȱȱ be placed in locations farthest from the dining room. This may be particularly important to establishments with many older guests, who may wear hearing aids that amplify background sounds. Furniture. In most food service operations, furniture—chairs in particular—must ȱȱȱǯȱǻȱȱȱǰȱȱȬȱȱȱ Exhibit 19 Recommended Guidelines for Furniture ffiffl%& <7</=> 2/312> 38-2/= -/8>37/>/<= 9< 6/== &/+> ,+-5 +816/ >9 ./1<//= &/+> ./:>2 38-2/= -/8>37/>/<= &/+> 2/312> 38-2/= -/8>37/>/<= &/+> A3.>2 38-2/= -/8>37/>/<= fi1''ffl!flfifi"F!& !3837?7 A3.>2 +@/<+1/ 38-2/= -/8>37/>/<= !3837?7 A3.>2 038/ .38381 38-2/= -/8>37/>/<= !3837?7 A3.>2 =/60=/<@3-/ 38-2/= -/8>37/>/<= fi& !3837?7 ./:>2 +669A/. 09< /+-2 :6+-/ =/>>381 38-2/= -/8>37/>/<= !/+=?</ 0<97 >2/ /.1/ 90 >2/ >+,6/ 38 0<98> 90 >2/ 1?/=> >9A+<. >2/ 73..6/ 3+7/>/<= 90 <9?8. >+,6/= 09< -9709<>+,6/ =/+>381 1?/=>= 38-2/= -/8>37/>/<= 1?/=>= 38-2/= -/8>37/>/<= 1?/=>= 38-2/= -/8>37/>/<= 1?/=>= 38-2/= -/8>37/>/<= ffi/312>H >9 38-2/= >9 -/8>37/>/<=
276 Chapter 8 ȱ ȱ ȱ ȱ ȱ ȱ ȱ Ğȱ ȱǯǼȱ ȱ ȱ chairs should have a slightly more upright back than lounge chairs. While highbacked chairs can be designed to be upright, low-backed chairs should recline a bit. Chair arms should be low enough to easily slide under tables. Tables must be balanced so that they do not teeter and rock when used. While booths may be part of the decor because they take less space, guests may not like the inability to move their seats closer to the table. Some guidelines for furniture are presented in ¡ȱŗşǯȱȱȱȱȱ ȱȱȱȱ ȱȱ the right decisions about furniture and other design and decor elements so that guests become loyal repeat guests who tell their friends and associates about the establishment. Conclusion Today’s food and beverage industry is constantly evolving, and food service pro- ȱȱ¢ȱ ȱȱ ȱ ȱ ěȱ ȱ ¢ȱ ¢ȱȱ ȱ - taurants and lounges. In this chapter, we’ve looked at a number of these trends. We’ve also learned the importance of research, and how to best position a restaurant to capture the most desirable marketing mix. We’ve discussed the factors that must be considered when creating a restaurant menu. We’ve detailed methods for merchandising food and beverage products, and looked at various types of sales ȱȱȱȱĴȱȱȱȱȱǯȱ¢ȱ- lowing these guidelines—and using them as a starting point for your own creative ȯ¢ȱȱ¢ȱȱ¢ȱȱȱȱȱĴȱȱ keep patrons in today’s competitive marketplace. Key Terms ȱȯThe percentage of hotel guests who eat meals at the hotel. ȯMarketing promotions that require entrants to demonstrate knowledge or some skill. ȯVouchers that entitle users to a discounted or free product/service; ¢ȱȱȱĴȱęȬȱ¢ȱȱȱȱȱǯ ȯFood service term denoting the number of meals sold. For example, 150 dinners sold equals 150 covers. ȯMarketing promotions that involve the use of game cards; chances of ȱȱĞȱȱ ȱȱǯ ȯMarketing items, such as toys or apparel, given away free or sold at cost; usually given away with the purchase of a product. ȯFree samples of a product given away to encourage customers to purchase the product. ȯMarketing promotions based on chance that require entrants to submit their names and addresses.
277 9 Determining Food and Beverage Standards From Planning and Control for Food and Beverage Operations, Sixth Edition by Jack D. Ninemeier, Ph.D., CHA DEVELOPING STANDARDS (levels of expected performance) is part of the process of ȱȱȱȱǯȱȱęȱȱȱ¢Ȃȱȱ ȱ ȱ Ĵȱ ȱ ȱ ǻȱ ȱ ȱ ȱ ȱ ȱ Ǽȱ ȱ ȱ ȱ ȱ ȱ¢ȱ ȱ ȱ ȱ ȱ ȱȱ¢Ȃȱȱȱǯ ȱȱȱȱȱȱȱȱ¢ȱȱ- ȱȱȱȱȱ ȱȱȱȱȱǯȱȱ¡ǰȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ǰȱ ȱ ȱ ȱ ȱȱȱȱȱȱȱěȱǰȱȱǰȱȱ- ǰȱȱȱǯȱȱȱȱȱȱȱȱȱȱ ȱȱȱ¢ǰȱȱȱȱ ȱȱȱȱǯ ȱ ȱ ȱ ȱ ȱ ęǰȱ ȱ ȱ ȱ ȱ ȱ ȱ and monitor it. The longer the time needed to collect information on which to ȱȱȱǻȱȱȱȱȱǼǰȱȱȱȱȱȱ practical managers will take the time to do it. In addition, the more complex the development of standard costs becomes, the more likely the task will be met with ȱ¢ȱȱ ȱȱȱȱǯ ǰȱȱȱȱ¢ȱȱȱȱȱ ȱȱȱȱ ěȱȱȱȱȱ ȱȱȱ ȱȱ ȱ¢ȱǯȱ ęȱ Ȭȱ ȱ Ȭěȱ ¢ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ěȱ ȱ ȱ ǯȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ¢ȱȱ ȱ ȱǰȱ ȱȱǰȱȬȱȱǰȱȱȱǯȱȱȱ¢ȱȱȱ ȱ ȱ ȱȱȱȬȱȱȱȱȱȱȱȱ ȱȱȱȱǯ ¢ȱ ȱ ȱ ȱ ȱ ȱ ȱȱ ȱ ȱ ȱ ǯȱȱȱȱ ȱ ȱȱȱȱ ȱȱǰȱ ȱ ȱȱȱȱȱȱȱȱǯȱȱȱȱȱǰȱęȱ standard cost tools can be developed: ȱ ŗǯȱ ȱȱę 2. Standard recipes 3. Standard yields
278 Chapter 9 4. Standard portion sizes 5. Standard portion costs As shown in ¡ȱ ŗǰȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ Dzȱěȱȱȱ ȱȱȱȱȱ ȱȱȱ tool to develop the next cost tool. Ȃȱȱȱȱȱȱȱȱȱ¢ȱ¢ǯ Standard Purchase Specifications Aȱęȱȱȱȱȱȱȱ¢ǰȱ£ǰȱ ǰȱǰȱ ȱȱȱȱȱȱȱȱǯȱȱęȱȱȱ ȱȱȱ Ĝȱȱ ȱ¢ȱ ȱ ȱ ¢Ȃȱ ȱ ȱ ȱȱȱȱ¢ȱȱȱȱȱȱǯ ȱ ȱ ȱ ȱ ȱ ęȱ ȱ ȱ ȱȱȱȱȂȱȱȱȱǯȱȱ ǰȱȱȱęȱȱȱȱȱȱȱ ȱǰȱȱ ȱȱȱȱ¢Ȃȱȱȱȱǯȱ ȱ ȱ ¢ǰȱȱȱȱȱȱȱǰȱ¢ǰȱȱȱ ȱȱ ȱ ¢ȱ Ĵȱ ȱ ȱ ȱ ȱ ȱ ȱ ¢ȱ ȱ ȱ ¢ȱȱȱȱȱȱȱȱǯ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ǰȱ ȱ ȱ ęȱěȱȱȱDZ ȱȱ¢ȱȱǯȱ¢£ȱȱȱ¢ȱȱ ¢ȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱ ǯȱȱ¡ǰȱ£ȱřŜȮŚŘȬȱȱǻřŜȮŚŘȱȱȱȱ Ǽȱ¢ȱȱȱȱȱȱȱĴȱȱȱȱ ȱȱ ȱȱȱȱ ȱěȱ£ȱȱȱ ȱȱǯ ȱ ȱ ȱ¢ȱ ȱ ǯȱ ȱ ęȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ¢ȱ ȱ ¢ȱ ȱ ¢ȱ ȱȱȱȱȱȱǯ ȱȱ ęȱ ȱ¢ȱǰȱȱ ȱ ȱ ȱ ȱ¢ȱȱȱȱȱȱȱȱȱȱȂȱǯ ȱ ȱ ȱ ȱ ȱ ęȱȱ ȱ ȱ ěǯȱ - ǰȱȱȱ¢ȱȱȱęȱěȱȱȱȱ ȱǰȱ¢ȱȱ¢ȱȱȱȱȱȱǯȱ¢ȱ ȱȱ¢ȱȱęȱȱȱȱȱȱȱ ȱ¢ȱȱȱ¢ȱȱȱȱȱǯȱ- ǰȱ ǰȱ ȱ ȱ ȱ ęȱ ȱ ȱ ěȱ ȱ ȱȱȱȱěǯ Standard Recipes Aȱȱȱȱȱȱȱȱȱȱȱǯȱ ȱȱȱ- ¢ȱȱǰȱȱȱ¢ȱȱǰȱęȱȱǰȱ x x x
Determining Food and Beverage Standards 279 Ffi'=D fi4Eflffififl=fiffl3flfffi>flflff (/ # ' (/$(fi$ffffi. -.#ffi.")/(fiffl !*ffi..$ - R$&&ffl )!! fi9 /ff#ffi- * ff$!$ffffi.$)( .ffi(fiffifi ff$* .ffi(fiffifi fl$ &fi .ffi(fiffifi ).$)($3 .ffi(fiffifi ).$)( )-. */ff#ffi- -* ff$!$ffffi.$)($(fi$ffffi.$(".# +/$ fi+/ffi&$.2)!.# ")/(fiffl !'/-.ffl fi 0 &)* fi9 -.ffi(fiffifi ff$* $-fi 0 &)* fi$(fi$ffffi.$("#)R .# ffl !*ffi..$ --#)/&fiffl * *ffi fi9(" fi$ (.-ffififi fiffl !) */ff#ffi- R$&&ffl $fi (.$!$ fi $(.# */ff#ffi- -* ff$!$ffffi.$)(9(" fi$ (.-.)ffl ffififi fi)(-$. R$&&ffl -* ff$!$ fi$(.# -.ffi(fiffifi ff$* 9 .ffi(fiffifi2$ &fi-(/'ffl )!*).$)(-)0)& /' !) 1ffi'*& )!.# ffl !*ffi..$ -.)ffl *)fi/ff fiR# (.# -.ffi(fiffifi ff$* $-!)&&)R fi R$&&ffl -* ff$!$ fi9 .ffi(fiffifi*).$)(-$3 -* '$.ffifi -$"(ffi. fi +/ffi(.$.2)!$. '-.)ffl *)fi/ff fiffl2.# ff$* 9 ) 1ffi'*& $!ffi-.ffi(fiffifi ff$* 2$ &fi-=: *)/(fi-)!")/(fiffl !*ffi..$ -ffi(fi$!.# -.ffi( fiffifi*).$)(-$3 $-B)/(ff -.# ff$* R$&& 2$ &fi@:- 0$("-=:*)/(fi-;@)39&fflB )399 $(ff -.ffi(fiffifi ff$* -ff)-..))&5<ff)(.ffi$(ffi -* ff$!$ fi+/ffi(.$.2)!$(" fi$ (.-ffi(fifi$ff.ffi. -.ffi(fiffifi2$ &fiff)-..))&5=ffi(fi-.ffi(fiffifi*) .$)(-$3 ff)-..))&5>$.$-*)--$ffl& .)fi . '$( R#ffi.)( *).$)(-#)/&fiff)-.E.#$-$(!) 'ffi.$)($-ffi..# # ffi.)!' (/*$ff$("ffi(fiff)-. fi ff$-$)(-9 )-.))&5; )-.))&5< )-.))&5= )-.))&5> )-.))&5? (C @
280 Chapter 9 ȱ£ȱȱȱǰȱǰȱȱ¢ȱȱȱ- essary to prepare the item. The advantages of standard recipes are relevant in both food and beverage preparation. The primary advantage of following a standard recipe is that, regardless of who prepares the item or when it is prepared, ȱȱ ȱ ¢ȱǰȱǰȱȱȱȱǯȱȱ¢ȱȱ- tions provided by the standard recipe is at the heart of all control—and many marketing—systems. Exhibit 2ȱȱȱȱȬȱȱȱǯȱȱ ȱȱȱ¢ȱřŖȱȱȱȱȱ¢ȱǰȱȱȱ ȱ ȱ Şǯřȱǯȱ ȱȱȱȱȱȱǻŘśȱȱȱřśŖqF), cook- ȱ ȱ ǻǼǰȱ ȱ ȱ ȱ ȱ ȱ ǻ ȱ ȱ ȱ ȱ Ǽǯȱ ȱȱȱȱȱǰȱȱȱǰȱȱ ȱǯ ¡ȱŘȱȱȱȱȱȱȱȱDZȱȱȱ (a sub-recipe) can yield an ingredient for another recipe. Note that one ingredient ǻřȮřȦŚȱ ȱ ȱ ȱ Ǽȱȱ ǰȱ ȱȱȱȱ ȱ ȃȱ ŘŜŚřȄȱ ǻȬ ȱǛŘŜŚřǼǯȱ¡ȱřȱ ȱȱȬȱȱȱȱȱȱ¢ȱ ȱǯȱ ȱȱęȱȱǛŘŜŚř. ȬȱǛŘŜŚřȱ¢ȱŖǯŘřȱȱ ǻ¡¢ȱřȮřȦŚȱȱȱ¢ȱ ȱȱ ȱȱ¡ȱŘǼǯȱ ȱȱȱȱȱȱȱ¢ȱȱě- ȱȱȱǰȱȱȬȱȬȱȱ¢ȱȱȱȱ ¢ȱȱȱȱȱȱȱǯȱ¢ǰȱȱ- ȱȱȱȱȱȬȱȱ¢ȱȱȱȱȱȱȱ ȱ ȱ ǯȱȱȱȱ ȱȱ ȱȱ ¢ȱȱ ȱ ěȱȱȱȱȬȱǯ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ advantages of consistency in appearance, cost, and taste: ȱȱ ȱȱȱȱȱ ȱ¢ȱȱęȱȱ of standard-size portions, it is less likely that too many or too few items will ȱǯȱ¢ȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱ¢ȱȱȱȱȱǯ ȱȱȱȱȱȱȱȱȱ ǰȱȱ ȱȱ ě¢ȱ ȱ ȱ ȱ ¢ȱ ȱ¢ȱǯ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ¢ȱ ȱ ¢ȱ ȱ ȱ ȱ ȱ ȱ ǯȱ ȱ ȱ Dzȱ ¢ȱȱ¢ȱ ȱȱǯȱȱǰȱȱȱ ¢ȱȱȱ¢ȱȱȱȱȱȱȱȱȱ are followed correctly. ȱ ȱȱȱȱȱ ȱȱȂȱ ȱǰȱȱȱȱȱ ¢ȱ ȱ ȱ ȱȱ ȱ ȱ ȱȱ ǯȱ ǰȱ¡- ȱ ¢ȱ ȱ ȱ ȱ ȱ ¢ȱ ȱ ǰȱ ȱ ȱ ȱ ȱ ȱ¢ȱȃȱ ȱȄȱȱȱȱ¢ǰȱȱȱȱȱȱ ȱ ȱ ȱ ȱ ȱǰȱȱ ȱ ȱȱ ȱȱȱ awkward position. x x x x
Determining Food and Beverage Standards 281 ȱȱȱȱȱ ȱȱ ȱ¢ȱ ǻ¢ȱȱ Ǽȱȱǯȱ¢ȱȱ ȱȱǰȱȱȱȱ ȱȱȱ - ȱ¢ȱȱȱȱ£ȱȱȱǯȱȱ¢ȱ ȱ Ğȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱȱȱȱȱǯȱ¢ȱȱȱȱȱȱȱȱ¢ȱȱ ȱ¢ȱȱȱǻȱȱȱȱǼȱȱȱȱȱǰȱ and this will be indicated in the standard recipe. ȱȱȱȱȱȱȱȱȱȱȱ¢¢ȱȱȱ ȱ ȱȱȱ ǯȱĞȱ ȱȱȱ ȱȱȱ ȱ times, or a bartender mixes a drink several times, he or she will remember ingre- ǰȱ ǰȱ ȱ ǯȱ ȱ ȱ ¢ȱ ȱȱǰȱ ȱ Ffi(3flffi fifflH5fflfi=fiffl<ffi +1.fi!C%fi$%#ffl*0ffl0!ffi*%2!./%05%2%/%+*+"+1/%*#ffl* ++ !.2%fi!/ffl/0ffl*/%*#%fi$%#ffl*
282 Chapter 9 ȱȱǰȱȱ¢ȱȱȱȱȱȱȱȱǯȱA standard recipe must always be followed and must always be available, but it does not always need to be read before every preparation. Developing Standard Recipes ȱȱȱȱȱȱ ȱȱ¡ȱȱȱ ȱǯȱǰȱȱĞȱȱ£ȱ¡ȱȱȱȱ a series of steps. ȱȱȱȱȱȱȱǯȱȱ¡ǰȱ¢ȱ¢ȱ ȱȱ£ȱȱȱȱȱ ¢ȱȂȱǰȱȱȱȱ ȱȱ ȱ ȱȱȱȱȱȱȱȱǯȱȱ ȱǰȱȱȱȱȱȱȱȱȱȱȱȱȱ ȱǯȱȱȱȱȱȱ ȱȱȱȱȱȱǵȱ ȱȱȱ¡ȱǵȱȱȱȦȱȱȱǵȱ ȱȬȱȱǰȱȱȱǰȱǵȱȱ ȱȱȱȱ ȱ- ȱȱȱȱǵȱȱȱȱǵȱȬȱȱȱ¢ȱ¢ȱ ȱȱȱȱȱȱȱȱȱ¢ȱǯȱ Ffi)3flffi fifflH5fflfi= H<ffi +1.fi!C%fi$%#ffl*0ffl0!ffi*%2!./%05%2%/%+*+"+1/%*#ffl* ++ !.2%fi!/ffl/0ffl*/%*#%fi$%#ffl*
Determining Food and Beverage Standards 283 ȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱ the items. For example: Decide on the desirable yield. If 25 portions of a food item are normally pre- ȱ ȱ ȱ ȱ ȱ ŜŖȱ ȱ ȱ ȱ ȱ ¢ȱ ǰȱ ȱ ȱȱȱȱȱȱ ȱěȱ¢ǯ ȱȱȱȱȱȱ¢ȱȱǯ ȱ ȱȱȱ ȱȱȱȱǯȱȱȱ ¢ȱȱ ȱȱǰȱȱȱȱȱȱȱȱ ȱǰȱĚǰȱǯǰȱ ȱȱȱȱȱǯȱȱȱ¢ȱȱȱȱ ȱȱȱȱȱ¢ȱȱǯ ȱǰȱ¡ȱȱȱȱȱȱȱȱȱȱ ȱ ȱ ǯȱ ȱ ¡ǰȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱǯȱȱ4 Ȧ8ȱȱȱ1 Ȧ2ȱǰȱȱȱȱȱǰȱȱȱ- ȱȱȱǯȱȱȱȱ¢ȱȱȱȱȱȱȱȱ ȱȱǯȱ ȱȱĴȱȱȱ¢ȱȱȬȱ¢ȱȱ ȱ ȱȱȱȱȱ ȱȱȱȱȱǯȱǰȱ ȱ ǰȱ ȱ ȱ ȱ ȱ ¢ȱ ȱ ȱ ȱ Ȭ£ȱ ȱ ȱȱǯ ȱ ȱȱ ǰȱ ǰȱ ȱ ¡ȱ ǯȱȱ ȱ ǯȱȱ¡ǰȱ ȱȱȃȱȱ ȱȄȱǵȱȱ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱȱ ȱȱȱȱ ǵȱȱ¡ȱȱȱǰȱȱ ȱȱ¡ȱǻ¢ȱ hand or by machine) and provide the approximate time and exact speed if a ȱȱǯȱȱȱ£ȱȱ¢ȱȱȱȱȱ ȱȱ ȱȱȱ ȱǰȱȱ ¢ȱȱ¡ȱǰȱȱǰȱ and other necessary controls. ¢ȱȱȱȱȱ ȱȱ ȱȱȱȱ ȱȱDzȱȱȱȱȱȱȱȱ ¢ȱȱȱǯȱȱ¡ǰȱȱȱȱȱȱȱȱ ǻȱȱȱȱ¢ȱ£ȱȱ¢ȱȱȱȱ ¢ȱǼǰȱȱȱȱȱȱȱȱȱȱȱDZȱ ȃȱȱȱȱ¢ȱȱȱȱȱȱ- ȱ¢ȱDzȱ ¢ȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱǯȱȱȱȱǻǼȱȱȱȱ ȱȱȱȱĞǯȱȱȱȱȱȱȱȱȱȱĞǯȄ Provide directions for portioning. Indicate the type and size of the serving ǯȱǰȱȱȱǰȱȱȱȱȱǰȱȱ¢ȱ ȱ ¡ȱ ȱ ȱ £ȱ ȱ ǯȱ ȱ ȱ ȱ ȱ ȱ ȱȱȱȱǯȱ ȱȱȱȱȱǰȱȱȱ ȱǰȱȱǰȱȱǰȱȱȱǯ Ğȱ ȱ ȱ ȱȱȱ ǰȱ ȱ ȱ ȱȱ- ȱěǯȱȱȱȱȱ¢ȱȱȱęǯȱ¢ǰȱ ȱȱȱȱȱȱȱ¢ȱ¢ȱȱȱȱȱ¢ȱȱ x x x x x x x
284 Chapter 9 ¢ǯȱĞȱȱ ǰȱ ȱȱ¢ȱȱȱ£ȱȱ ȱȱȱȱ ȱǯ ȱ ȱ ȱȱȱ ȱ ǰȱ ȱĜȱ¢ȱȱ ȱȱȱ ǯȱȱȱǰȱȱ¡ǰȱ¢ȱȱ that they can no longer be creative in the kitchen or behind the bar. They may ȱȱȱȱȱȱ ȱȱǯȱȱȱĜȱȱ ȱěȱ¢ȱȱȱȱȱȱȱ ȱȱȱȱȱ¢ȱ ǻȃ ȱ¢ȱȱȱǰȱ ¢ȱȱ ȱȱǵȄǼǯȱ ȱȱȱȱ£ȱ¡ȱ ǰȱȱȱȱȱȱȱȱ¢ȱȱ ȱȱ¢ǯ These concerns, however, are minor when compared to the points already ȱȱȱȱȱȱǯȱ ȱǰȱȱȱ£ȱ¢ȱ Ĝȱ ȱ ȱ ȱ ȱ ¢ȱ ¡ȱ ȱ ¢ȱ ¢ȱ standard recipes are necessary and by involving them in developing and implementing the recipes. Sources of Recipes Chefs typically pride themselves on their ability to both develop new recipes and ¢ȱ¡ȱǯȱ¢ȱȱȱȱȱȱȬȱ ȱȱ¢ȱȱǰȱ¡ȱ ȱ ȱǰȱȱȱ ȱ ȱȱȱȯȱȯȱȱȱȱ ȱǰȱȱȂȱǰȱȱȦȱ- ȱȱǯ ȱǰȱ¢ȂȱȱȱȱȱȱȱȱDZȱȱ ǯȱȱȱȱȱȱȱȬȱȱ¢Ȭȱ ȱ ȱȱȱȱȱ ȱȱ ȱȱǰȱȱ ¢ȱȃǰȄȱȱȱȱȱȱȱȱȱǯ Exhibit 4ȱ¢ȱȱȱȱȱȱ ȱȱȱȱȱ ŝŖǰŖŖŖȱǯȱ ȱȱȱ¢ȱȱȱȱǰȱȱȱ¢ȱȱ ȃȄȱ ȱ ȱ ǯȱȱ ȱȱ ęȱ ȱ ¢ȱ ȃȱ ȱ ¢ȱ Ȅȱȱ¢ȱȃ¢ȱȱȄȱȱȱȱȱȱ¢ȱȃȱȱȱ ȄȱȱȃǯȄȱȱȱȱȱ¡ȱŚȱ¢ȱȱȱ ǻǼǰȱȱȱȱȱȱ¢ȱȱȱȱȱDzȱȱȱȱ- ȱȱȱȱȱȬȱȱȱȱȱȱ in this chapter. Standard Yields The term ¢ȱȱȱȱ ȱȱȱȱȱȱȱĞȱȱȱȱ ȱȱȱ¢ȱȱȱȱȱǯȱȱěȱ ȱȱ ȱ ȱȃȱȄȱǻǼȱ ȱȱȱȱȱȃȱȄȱǻǼȱ ȱ is termed a ȱ ǯȱ ȱ ¡ǰȱ ȱ Řśȱ ȱ ǻȱ Ǽȱ ȱ ȱ ȱ ȱ ȱ ǰȱ Ğȱ ȱ ȱ ǰȱ ŘŘǯśȱ ȱ ǰȱ ȱȱȱȱȱȱŘǯśȱȱǻŘśȱȱȱ ȱȱŘŘǯśȱȱ EP weight). ȱǰȱȱȱȱȱȱȱȱǯȱȱęȱȱ- ǰȱ ȱȱȱȱȱȱ ȱȱȱǯȱ
Determining Food and Beverage Standards 285 ȱ ȱ ȱȱ ǯȱǰȱ ȱ ȱ ǰȱȱ ȱ ȱ ȱ ȱȱȱȱȱȱȬǯȱȱȃȄȱȱȱȱ¢ȱȱȱ steps. A ȱ¢ȱȱ ȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱǯȱ ȱȱȱȱȱ ȱ ȱ ȱ ȱ ȱ ¢ǯȱ ȱ ¡ǰȱȱ ȱ ȱ ȱ ęȱȱȱǰȱȱȱȱȱȱ¢ȱǰȱǰȱȱ ǰȱȱȱ¢ȱȱ¢ȱ¡ȱȱȱ¢ǯ Determining Standard Yield ȱ ¢ȱ ȱ ȱ ¢ȱ ȱ ȱ ¢ȱ ǯȱ ¢ǰȱ ¢ȱ ȱȱȱȱȱŗŖŖȬȱ¢ȱȱȱǯȱǻ¡ȱȱȱ ȱ Ffi*Fffiflfifflfl=fl fflflffl<ffiff +1.0!/5+"!fi%,!+1.fi!
286 Chapter 9 100-percent yield [100-percent edible portion] are some portion-controlled prod- ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ¢ȱ ȱ ȱ ȱ ǯǼȱ However, from a practical standpoint, yield tests are typically performed only on Ȭȱȱȱȱ Ȭȱȱȱȱȱǯ ȱ ¢ȱ ȱ ȱ ȱ ȱ ȱ ȱ ǰȱȱ ȱ ǰȱ ȱ ǰȱȱȱȱȱǯȱǰȱȱȱȱȱ ȱ ȱȱȱȱ ȱȱ ȱ¢ȱ ȱȱȱ ȱ ěȱǯȱ ȱ¢ȱȱȱ ȱȱ ȱ ȱȱ ȱȱ ȱ ȱȱȱȱȱȱ¢ȱȱȱȱȱȱȱȱǰȱ ȱ ȱȱȂȱ¢ȱǯ ȱ¡ȱȱȱȱȱȱ¢ȱȱǻȱȱȱȱȱ ȱ done for meat) is shown in Exhibit 5. In this example, eight oven-prepared beef ȱǰȱȱŘŖȱǰȱŚȱȱǰȱ ȱȱȱǰȱȱ ȱȱ ȱȱȱȱȱ¢Ȃȱȱȱȱȱ ȱ ȱȱǯȱ ǻȱ ȱȱ ȱ ȱ ȱȱȱ ȱ¡ȱȱȱȱȱȱȱȱȱ¢ȱǯǼȱ¢ȱ - ȱȱȱȱȱǰȱȱȱȱȱȱȱȱȱȱǯ ȱ ȱ ȱ ȱ ȱ ¢ȱ ȱ ǻŗŜŘȱ Ǽǰȱ ȱ ȱ ȱ ¡ȱ ȱ ȱ ȱȱȱȱ ȱ ȱȱĞȱǯȱ¢ȱȱ ȱ ȱ ȱȱȱȱ ǰȱ¢ȱȱȱȱȱȱȯ ȱȱ¡ǰȱȱȱȱřȱǰȱŗŚȱȱȱȱǯȱ¡ǰȱȱȱȱ ȱȱȱȱȱȱȱȱȱ ǯȱȱȱȱȱ ȱȱȱ ȯȱȱ¡ǰȱȱȱȱŗŗȱǰȱřȱȱ ȱȱǯȱȱȱȱȱǻǼȱ ȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱśȱǰȱřȱǯ Ffi+= ffl"fl >fffi<ff fiff 5;:C . 'D (ffi!$ffi#$ffiflffiffifflfi ffifi D ff"fiffi $ ff -D ).ffi&M $"#.D 0 ffi" M $"#.D ") 0 ffi" . ' )-.D & /**&$ D $fi"'% 3 ;7 2 ;/ < & 0 & ?<0 <' 6<= 6<= 3 9,9 & ): fi$ffl& ).$)( M $"#. ;;&ffl =)3 ??9<?7 6;:9AA ;9B; )--fi/ .)!ffi..$'ffl)( - ?&ffl =)3 <?9@< )--fi/ .)ff))%$(" =&ffl ;>)3 ;C9;= -/ff#ffi- fi M $"#. <:&ffl >)3 ;::9::7 .# ffi.ffiD ))% fiffi.=::!)>#->?'$(
Determining Food and Beverage Standards 287 Cost per Servable Pound Once the edible (servable) portion weight is determined, a ȱȱȱ ȱȱǯȱȱęȱ ȱȱȱȱǰȱęȱȱ ȱ¢ȱ percentage. The ¢ȱ (sometimes called ¢ȱ ) is the ratio of ȱ ȱȱȱ ǯȱ ȱȱȱ¢ȱȱȱȱ ȱ ¢ȱȱȱ ȱǻ¢ȱȱ ȱȱ¡ȱȱDzȱȱȱŗŜȱ ȱȱȱǼȱȱ¢ȱȱȱ¢ȱŗŖŖȱȱȱȱȱ to a percentage. For example: Servable Weight × 100 = Ratio of Servable Weight to Original Weight Original Weight 11 lb ×ȱŗŜȱ£ȱȱȱ+ 3 oz = 179 oz × 100 =ȱȱśśǯŘśƖȱǻǼ 20 lb ×ȱŗŜȱ£ȱȱȱ+ 4 oz 324 oz ȱȱȱśśǯŘśȱȱȱȱȱ ȱȱȱȱȱ ȱȱ- ȱȱȱȱǯ ȱȱȱȱȱȱȱ¢ȱȱȱȱȱ¢ȱȱ¢ȱ percentage. For example: AP Price = ȱȱȱ Yield Percentage $5.95 = ǞŗŖǯŝŝȱǻǼ 0.5525 ȱȱ ǰȱȱȱȱȱǞśǯşśȱȱǰȱǞŗŖǯŝŝȱ ȱȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱǯ ȱȱȱȱȱȱȱȱȱȱȱȱ ȱǰȱȱȱȱȱǯ ȱȱȱȱȱȱȱȱȱȱȱ¢ȱȱ ȱȱ¢ȱȱȱ ǯȱȱȱęĞ¢ȱŞȬȱȱȱȱ ȱȱȱȱȱ¡ȱȱȱȱȱȱȱȱȱȱȱśśǯŘśȬ ȱ¢ǯȱȱ¢ȱȱȱȱ ȱȱȱȱ¢ȱȱŘśȱȱǻśŖȱ ȱȱŞȱȱȱǼȱȱȱǵ ¢ȱȱ× Edible Portion =ȱ ¢ȱȱȦ Yield Percentage 50 portions ×ȱŞȱ£Ȧ =ȱ ŝŘŚȱ£ȱǻǼ 0.5525 ȱȱ ȱȱȱȱ¡¢ȱŚśǯŘśȱȱǻŝŘŚȱȱȱ ¢ȱŗŜȱȱȱǼȱȱ¢ȱȱŘśȱȱȱȱȱȱȱȱ ǯ
288 Chapter 9 The Cost Factor The ȱȱȱȱȱȱȱ¢ȱȱȱȱȱ ȱȱȱȱ ȱȱȱȱȱȱ ȱȱȱǯȱȱȱȱ ȱȱȱȱȱęǰȱȱǰȱȱȱ yield remain the same. The cost factor is obtained by dividing the cost per servable ǰȱȱȱȱȱȱ¢ȱǰȱ¢ȱȱȱȱȱȱǯȱȱ example: ȱȱȱ = Cost Factor AP Price $10.77 = 1.81 $5.95 ¢ȱȱȱȱȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱ ȱ¢ȱ ǰȱȱ ȱȱȱȱȱȱȱ ȱ¢ȱ¢ȱȱȱȱ¢ȱȱ ȱȱǯȱȱ¡ǰȱȱȱ ȱȱȱȱȱȱȱȱǞŜǯŘşȱȱǰȱȱ ȱȱȱȱ ȱ ȱDZ New AP Price × Cost Factor =ȱ ȱȱȱȱ ǞŜǯŘşȱ × 1.81 = $11.38 ȱ ęȱ DZȱȱȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ǯȱ ȱȱȱȱ ȱȱ ȱȱȱȱ ȱȱȱ ȱ ȱ ȱȱȱęȱȱ ȱȱȱȱȱ ȱȱȱȱ¢ȱǯ Adjusting Standard Recipe Yields ȱ¢ȱȱȱȱȱȱȱ¢ȱȱȱȱ¢ȱȱȱ ȱǯȱȱȱȱȱȱ¢ȱȱȱȱ¢ȱ¢ȱ ȱȱ¢ǯȱȱ¡ǰȱȱȱȱ¢ȱŗŖŖȱǰȱȱ¢ȱ ȱŘŘśȱ ȱȱȱȱ£ǰȱȱȱȱ ȱDZ Desired Yield =ȱ ȱȱ Original Yield 225 portions = 2.25 100 portions ȱȱȱȱ ȱȱ¢ȱ ȱȱ ȱ ȱ- ȱȱȱȱȱȱȱ¢ǯȱȱ¡ǰȱȱȱȱȱ ȱŞȱȱȱǰȱȱȱ¢ȱ ȱDZ ȱ ȱȱ ×ȱ ȱȱ =ȱ ȱ 8 oz × 2.25 = 18 oz (1 lb, 2 oz)
Determining Food and Beverage Standards 289 ȱ¢ȱȱȱ ȱȱȱȱ ȱȱȱȱ ȱ ȱȱ easiest to apply in the preparation area. In the example above, if the kitchen had a ŘȬȱǻřŘȬǼȱǰȱȱȱǻŗŞȱǼȱ ȱ¢ȱȱǯȱ ǰȱ ǰȱ¢ȱȱŗȬȱȱȱǰȱȱ ȱ¢ȱȱȱȱ¢ȱȃŗȱ ȱǻŗŜȱǼȱȱŘȱǯȄ ȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱ ȱ£ȱȱǯȱȱ¡ǰȱȱȱȱ¢ȱ¢ȱŗŘȬȱǰȱȱ ¢ȱ ȱ¢ȱŞȬȱǰȱȱȱȱ ȱDZ ȱȱ =ȱ ȱ ȱ 8 oz =ȱ ŖǯŜŝȱǻǼ 12 oz ȱȱȱȱȱȱȱ¢ȱȱȱȱȱȱ ȱȱȱȱȱȱȱǯȱȱ¡ǰȱȱȱȱȱ řŖȱ ȱ ȱ ȱ ȱ ȱ ¢ȱ ¢ȱ ŗŘȬȱ ǰȱ ȱ ȱ ¢ȱ ŞȬȱǰȱ¢ȱ ȱȱ¡¢ȱŘŖȱȱȱȱǯ ȱȱ ×ȱ ȱȱ =ȱ ȱ 30 lb ×ȱ ŖǯŜŝȱ = 20.1 lb ȱȱȱȱȱȱȱȱȱȱȱȱand the portion £ȱǯȱǰȱȱȱȱȱȱȱȱȱȱǰȱ ȱȱȱȱǯȱȱ¡ǰȱȱȱȱ¢ȱęĞ¢ȱŚȬȱ ȱ ȱ ȱ ȱ ¢ȱȱ ¢Ȭęȱ ŜȬȱ ǰȱ ȱ ȱ ȱ ȱDZ ȱȱȱȱflȱȱ =ȱ ȱ ȱȱȱȱfl ȱ ȱȱȱȱflȱ = 75 portions ×ȱ Ŝȱ£Ȧȱ = 450 oz ȱ ȱȱȱȱflȱ = 50 portions ×ȱ Śȱ£Ȧȱ = 200 oz 450 oz = 2.25 200 oz ȱȱȱ ȱȱȱ¢ȱȱȱȱ ȱȱȱȱȱȱȂȱ¢ȱȱȱȱę¢ǯȱ ǰȱ ȱȱȱȱȱȱȱȱȱȱ ȱȱ¢ȱȱ- ¢ȱȱȱȱ¢ǯȱȱ¡ǰȱȱȱ¢ȱȱȱȱ¢ȱŗŖȱ ȱȱȱęȱ£ȱȱ¢ȱȱȱ¢ȱȱȱȱȱŗŖŖȱ ȱ¢ȱŗǰŖŖŖȱȱȱȱȱ£ǯȱ ȱȱǰȱȱȱȱȱȱ ȱȱ ȱȱȱȱȱ¢ȱ¢ȱȱȱȱȱ¢ȱȱ ȱǯȱ ǰȱȱȱȱȱ ȱȱȱȱ ȱȱȱǯȱȱǰȱ ȱǰȱȱ ȱȱȱȱ ȱȱȱȱȱȱ¢ȱȱȱȱȱǯȱȱ¢ȱȱ ȱśŖȱȱȱȱ¢ȱȱȱȱȱȱȱȃȬȄȱȱ ȱ¢ȱȱȱȱȱ¡ȱ¢ȱǯ
290 Chapter 9 Standard Portion Sizes Each food and beverage standard recipe indicates a ȱȱ£. This ȱȱȱȱȱȱȱȱ¢ȱȱǯȱȱȱ ȱȱȱȱȱ ȱȱȱȱ£ȱȱȱȱȱǰȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱ ȱǯȱȱęȱȱ twofold: portion costs for the same food and beverage items will be consistent, and ȱȱ ȱ ¢ȱȱȱȱȱȱȱȱ¢ȱǯ Valueȱȱȱȱ ȱȱȱ¢ǯȱȱȱȱȱȱ ȱȱȱȱǰȱȱȱȱǰȱȱȱȱȱ ȱȱȱȱ ȱȱȱǰȱȱǰȱȱȱȂȱǯȱȱȱȱȱ ȱȱȱȱȱȱ£ǯȱȱȱǰȱȱȱ¢ȱȱȱ ¢ȱȱȯȱȱǯȱȱȱȱȱǰȱȱȱȱ¢ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȯȱȱ ȱ ȱ ȱ - ȱȱȱǯȱ¢ǰȱȱȱȱȱȱ¢ȱǰȱȱȱ primary advantage of standard portion sizes. ȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ¢ȱ ȱ ȱ ȱ ȱ ȱȱǯȱȱȱ ȱȱ ȱȱ ȱ ȱ ȱ ȱǰȱȱȱȱȱȱǰȱȱȱȱȱ ȱǰȱȱȱȬȱǯ ¢ȱȱ ȱȱȱ£ȱȱ¢ȱȱ¡ȱȱ ȱǯȱ ȱȱ£ȱȱȱȱȱȱȱȱȱȱ areas for cooks and bartenders to refer to. A sample standard portion size sheet for food and a standard drink size list are shown inȱ¡ȱŜȱȱŝǰȱ¢ǯȱ ȱ ȱȱȱǰȱȱȱȱȱȱȱǯȱȱȱȱ ȱȱȱȱǰȱ¢ȱȱȱ ȱȱȱȱȱȱ how it is placed on the plate. Standard Portion Costs Ğȱ ȱ ȱ ȱ ȱ ȱ £ȱ ȱ ȱ ǰȱ ȱ ȱȱȯȱęĞȱȱȱȯȱȱǯȱȱȱ ȱ is the cost of preparing and serving one portion of food or one drink item according to the standard recipe. The process of establishing this cost is called . ȱȱȱȱȱȱ¢ȱȱȱȂȱȱȱ ȱ¢ȱȱȱȱȱȱȱȱ¢ǯȱȱ¡ǰȱȱȱȱ to prepare a recipe is $75.00 and if it yields 50 portions, then the standard portion cost for one item is $1.50 ($75.00 ÷ 50 portions). ȱȱȱȱȱȱȱȱȱȱȱȱ- ȱ ǯȱ ¢ǰȱ¢ȱ ȱ ȱ £ȱ ȱ ¢ȱ ȱ ȱȱȬȱȱȱȱȱǯȱȱ¡ǰȱȱȱȱȱ ȱȱǰȱ ȱ ȱȱȱȱȱ ȱȱȱ ¢- ȱȱȱȱȱȱ ȱȱȱȱȱȱȱ¢ȱ ȱȱĚȱȱȱǯ Exhibit 8ȱȱȱȱȱȱ¢ȱȱȱ ȱȱ ȱȱȱȱȱ¢ȱȱĞ ǯȱȱȱȱȱȱȱ
Determining Food and Beverage Standards 291 ȱ ȱ ȱȱȱȱȱȱȱǻȱȱȱȱȱȱ ȱȱǼȱȱǞŗǯşşǯȱ ȱȱȱȱȱȱȱȱȱ- ǯȱȱȱDzȱȱȱȱȱǞřǯŗŗȱȱȱȱśȱȱȱȱ ȱȱȱȱ ǯȱȱȱȱȱȱȱǰȱǰȱǞŖǯşŝȱǻǞřǯŗŗȦȱ÷ ŗŜȱ£ȱ× 5 oz =ȱǞŖǯşŝǼǯȱ ȱȱȯǰȱȱǰȱȱȯȱȱȱ- ǰȱ¢ȱȱȱȱȱȱ¡ȱǯȱȱ¡ǰȱȱȱ ȱȱȱȱȱȱȱȱȱȱǯ ȱȱȱ ȱȱ£ȱ ȱȱěȱ ȱȱȱǯȱ¢ȱ ȱȱȱ£ȱȱǰȱȱ ȱȱȱȱȱȱǯ Calculating Standard Menu Item Costs ¢ȱ ȱ ȱ ȱ ȱȱ ȱȱ ȱ ȱ ȱ ȱȱȱȱȱǰȱǰȱȱȱȱȱȱǻȱȱ ȱȱȱȱěȱȱ¥ȱȱȯȱȱ¢ȱǼǯȱ << C> IL Kfl - < *)U*- Nfl 7Nfl NL - S < >L & <)* ;fl *)* S < H 8LHNfl )* < */ Nfl NL$ NL . S < .+, S NL fl > flK ), S < <W6% fl < >G H 6H 1 S < fl Gfl ))* G < fl >Nfl H G , S < fl IK )* < * G O fl ?8 6 @ILL <flfl + S < fl 6K <flfl ) < 1( Nfl fl LN L + < 9NG L fl H fl )* < , - fl 8 *)* S < flH flflN ), I < - fiH ,fiBE Ffi,=ffi=fiffl:flfflfifl=G=fi 4 M H 1 ?D < FBE : 0
292 Chapter 9 ȱ¡ǰȱȱȱȱȱ·ȱ¢ȱȱȱȱȱȱȱǻǰȱ ȱǰȱȱȱȱȱ¢ȱȱȱǰȱĴǰȱ and a range of condiments) at no additional charge. 0DM . I C 4:H 2E @IK!6NG>R" )), S IG !0 S" )), S IG !0 S" I )), S IG !0 S" flI )), S IG !0 S" >N )), S IG !0 S" 6 )), S 6R !* S" /0 S !) S" @!GR flI " LLflS )+, S IR !* S" fl *), S <fl !*)* S" Kfl fl >L ;N Ffi-=ffi=fiffl4ffl=G fffi Ffi.Fffifl3flffi fiffl:fflflfffi<ffi +1.0!/5+"+/0H1ffl. ++ /!.2%fi!+"03ffl.!G.+*42%((!K!3Q+.'
Determining Food and Beverage Standards 293 Exhibit 9ȱ ȱ ȱ ȱ ȱ ȱ ǻȱ ȱ Ǽȱ ȱ ȱ ȱȱȱȱȱȱȱǯȱ ȱ¡ȱşǰȱȱȱȱȱ ȱȱǯȱ ǰȱȱȱȱȱȱȱȱȱ ȱ·ǰȱ ȱȱȱǰȱȱ ȱȱȱǰȱȱȱĴǰȱȱȱ ǯȱȱȱȱȱȱǰȱ¢ȱȱȱ¢ȱȱȱȱ ·ȱȱǻȱȱȱ¡Ǽȱ¢ȱȱȱȱȃȱȄȱ ǯ ȱ ȱ ěȱ¢ȱ ¢ȱ ȱ ¢ȱ ȱ ¢ȱ ǻȱ ȱ ȃȱ Ȅȱ ȱȃȱȱ¢ȄǼȱȱȱȱ¢ȱȱȱȱǰȱȱ- ǰȱȱȱǰȱȱ ȱȱȱȱȱȱȱȱȱȱ ȱȱȱȱȱȱȱěȱȱȱȱȱ- ǰȱȱ ȱȱȱȱȬȬȱ¢ȱȱȱȱǯȱȱ ȱȱȱ ȱȱȱȱȱǰȱȱȱȱȱȱȱ ȱȱȱȱȱȱ¢ȱȱȱȱȱǯȱȱ¡ǰȱȱ ȱȱĞȱȱȱǰȱȱȱȱȱȱȱȱ ȱȱ ȱȱȱȱȱȱǯȱ ȱȱȱȱȱȱ ȱȱ ȱȱȱȱȱȱȱ¢ȱȱȱȱ ȱ- ȱȱȱȱǯȱ ȱǰȱȱȱȱȱȱȱ ȱȱȱȱȱȱ¢ǰȱȱȱȱȱȱȱȱȱ ȱ ȱ ȱ ȱ ȱ ȱ ȱ ǯȱȱ ȱ ȱȱ ǰȱȱȱȱ ȱȱȱȱȱȱȱȱȱȱȱ- ȱȱȱǯȱǰȱ ȱȱȱȱǰȱ¢ȱȱĴȱ ȱȱȱȬȱȱȱȱ ȱȱ ȱȱȱȱ ȱȱȱȱ ȱȱǯ Ffi/2 fi3flfffifl7 fi +1.0!/5+"fl.fflfi%0!+"03ffl.!*fiO%**%,!#ffl*ffl ffl
294 Chapter 9 Calculating Standard Portion Cost: Beverage ȱȱȱȱȱȱȱȱ¢ȱȱȱ- ¢ȱ ȱ ȱ ȱ ǯȱȱ ȱ ȱ ǰȱ ȱ ȱ ȱ ȱ ȱ in Exhibit 10ǰȱ ȱ ȱ ȱ ȱȱȱ ȱ ȱ ȱ ȱ standard drink cost. ȱȱȱȱǰȱȱȱĴȱ£ȱȱȱȱ- ȱȱǯȱ ǻȱȱȱ ȱȱȱȱȱȱ¢ȱ ȱȱ ȱȱ¢ȱȱǯȱǰȱȱȱȱȱȱ¢¢ȱ ȱȱȱȱȱȱǰȱȱȱ¢ȱ¢ȱȱȱȱȱȱ ȱȱȱ¡ȱȱȱǯǼ Ffi'&=ffi=fiffl2Effl<ffi ;2 ;Iflfl 0 0 0 0 "flffl%flH " K < ffiffi ffffff 6" K fl !fiffi ffffff " K fl <fl fflfifi fififi @IKR$ >R .E 0 (!#+O 4C M / / / / M (!#+ 0D0 # $ %%%%&'''' !++&0 S" %"! )&-( S fiffi ?NflI$ Pfl /-( ; !*-&, S" ff"% &/- S ffi$ffi flN 6flfl ). S !" I ffifflffi IR !fl I" ) & ffifflffi @fl !" &/- S H + S !fiffi <><> <> >2 < flfl Q & fl NI fl I& fl fl Kfl & 8I PflI fl I IR& 8 2 +)* S Kfl&