New
Up Grade (#205)
A Modern Approach to
Restaurant Profitability
By Lloyd M.
Gordon - $59.95
 A modern approach
for restaurant operators to recognize, achieve and sustain desired profitability.
This is an essential and practical guidebook for F.E.O's, controllers, auditors,
bookkeepers, and managers of active foodservice organizations. Also, it is a
practical guidebook for anyone and everyone who has plans to invest in restaurants.
The Restaurant Industry is still growing in gross revenue for the twelfth
straight year. First reason is that the number of operating facilities are increasing
annually. Another factor is that each restaurant enterprise is succeeding in
upgrading its revenues from the previous year. As a part of this Industry trend,
you are shown how to receive your healthy share of the Industry’s rewards
as you become alert to serving and satisfying patrons with the foods, beverages,
service, ambiance, and hospitality they require.
This book provides insight into how to step back and look at your operation,
to see yourself as customers see you. How do you rate? You are shown how to
use your financial statements as management tools. You will learn how to establish
budgets, create ratios, analyze purchases, schedule payroll costs, hire better
employees, and establish good financial policies.
This book comes in loose leaf form so you may add, remove, or copy pages
as you require. It is set up so you may easily begin to accumulate your own
information as you continue to analyze your own facility, maintain a record
of your activities and begin to build a library of important operating and tax
documents and publications of other information sources.
Format: Three ring binder, loose leaf, 83 pages
(plus work pages)
List of Topics
Chapter I:
- Your restaurant's profitability depends on you
- Use your financial statements as management tools
- Typical restaurant monthly analyses data
- Typical restaurant, balance sheet
- Key data for typical restaurant
- Primary and Key rations
- Use your data to make analyses of your operation
- Analyses of the monthly P & L data
- Use balance sheet data to evaluate financial status
- Assumptions for Proforma
- Profit Analysis for Large Volume Restaurant
Chapter II:
A modern approach to staying profitable
- How to maintain profits through Strategic Planning
- Study your operation with fresh eyes
- Inspection forms for self evaluation
- Combat negative hospitality
- Keep ahead of competition by your uniqueness
- Develop a true sense of perceived price-value
- Strategic planning is a good common sense way to build profits
- 23 Pricing strategies that can improve customer acceptance
- Can you maximize profits with your present restaurant?
Chapter III:
Profitability requires good planning and follow-through
- Production
- Purchasing
- Maintenance
- Energy Saving Checklist
Chapter IV:
- Your employees can make you profitable
- Application form example
- Training employees is a vigorous activity
- Motivating employees can be a tricky business
- Management’s Role
Chapter V:
How to build for a better tomorrow
- Strategic planning - helps you hold a market profitably
- Think marketing positive
- The marketing plan
- Planning guidelines and worksheets
- Hard selling of promotions
- Maximizing a small advertising budget
- How to use radio ads effectively
- Radio language
- How to effectively use public relations
- It's easy to get your name in the paper
Chapter VI:
Sales and cost controls and financial policies
- Cost controls
- How to control your food costs
- How to control accounts receivable and inventory
- How to manage pre-paid expenses
- Monthly cash disbursement budgeting
- How to control your labor costs
You have the most important success tools in the information contained in
your own financial statements... they are showcased in the opening pages of
this book.
"This is a critical time to step back and look at your operation with
a view to seeing how your customers see you. Everything has its strengths and
weaknesses. Your business is no exception. Imagine how you compare with the
competition that surrounds you. Are you really as good as you think you are?
How can you be sure? Have you taken customer opinions to heart recently? Do
they think your pricing is fair, your portions correct, your menu in tune with
the times? If you don't have answers to these questions you should make plans
to get them, and soon.
"If your monthly income as reported by your P & L isn't as robust
as you had hoped it would be, you should plan to take immediate action in required
areas to achieve greater profitability during the next period. But, this may
require a turn-about in your way of thinking of how profits are generated in
your restaurant. Use your financial statements as management tools.
"An excellent way to get a perspective of your present condition is to carefully
examine the contents of your monthly financial statements and convert the data
into ratios. The use of ratio analysis gives an operator meaningful expressions
of complicated relationships.
"There is hardly a restaurant operator that doesn't know the meaning of 'food
cost.' Yet food cost is only 'a ratio' derived from dividing
the cost of food by the sales price of that food. There are ways to get ratios
that can bring understanding to otherwise complicated information.
"First look at your monthly P & L statement. It gives you current
monetary values for volume of sales, cost of sales, gross profit, operating
expenses and net income (or profit.)
"Now, by a method you soon will learn, you
can convert these easily to ratios which you may use to compare each cost factor
to sales volume for the month, as well as to compare changes with last month
and even for the last year or two. You can go further and establish a performance
'budget,' so
that each of these ratios can be compared with the 'budgeted ratios' to
see how close to budget, percentage-wise, the actual performance figures have
come."
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