Chapter 12 Controlling Food Sales

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Principles of Food, Beverage, and Labor CostControls, Ninth Edition


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In Chapter 2, Control was defined as aprocess used by managers to direct, regulate,and restrain the actions of people so that theestablished goals of an enterprise may beachieved.

Revenue control is clearly an important goalof sales control, but it is not the only one.


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Optimize number of sales Maximize profit

Control revenue


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Consider how customers select restaurants. To be successful, a restaurant must meet a

sufficient number of customer needs toappeal to a large enough market.


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Location Menu item differentiation

Price acceptability

Dcor Portion sizes

Product quality

Service standards

Menu diversity


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Other things being equal, customers willchoose the most conveniently locatedrestaurant.

The greater the distance from a populationcenter, the fewer the customers a restaurantcan expect to attract from that center.

Having a good location is usually necessary

for volume business.


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Homogenous products or services are so similar toone another that customers do not have apreference and will purchase whichever costs less.

Differentiated goods and services are sufficiently

different that customers develop preferences forthem.

Unique menu items created for increasing salesvolume are called signature items.


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If restaurants are alike in every way exceptmenu prices, the one with the lowest priceswill have the greatest sales volume.

If menu items are price sensitive, arelationship exists between sales price andsales volume.


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Dcor differentiates one restaurant fromanother.

Dcor that appeals to a large segment of thetargeted market should be selected.

Evaluate the decors of local restaurants.


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Portion sizes must be appropriate to arestaurants clientele.

Large portions do not always attract thegreatest number of customers.

Various customer segments demand food

products of various levels of quality.


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Customers select restaurants offering a typeand level of service that they find appropriateto the occasion.

Managers must be able to adjust someaspects of service in order to increasecustomer satisfaction.


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Most restaurants find it necessary to have abroad range of menu items.

The number and range of menu items aregoverned by cost considerations, availableequipment, and the culinary abilities of thekitchen staff.


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Cost is usually the most significant factor inestablishing sales prices.

Restaurants with differentiated products havemore flexibility to change menu prices thanthose with homogenous products.

The proper sales price for an item is thatwhich will produce an acceptable number of

sales.


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1. Matching competitors prices.2. Calculating prices from costs and cost

percents.

3. Adding contribution margins to portioncosts.


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The Menu is the primary sales tool. The five most important elements of menu

preparation are; Layout and Design

Variety of Foods and Prices

Item Location and Arrangement

Descriptive Language

Kitchen Personnel and Equipment


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Many managers hold daily meetings withservers just before opening time to review themenu.

Training servers to suggest various menuitems.


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Documenting food sales Using numbered checks

Checking and verifying food sales

Recording revenue


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Help servers remember orders

Give itemized bills to guests

Maintain records for sales history

Prove accuracy of cashiers work

Verify the accuracy of prices charged

Records for tax purposes


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Padded Unpadded

Signature book

Concerns on using hand-written guest checks Legibility

Accuracy


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Dupes

Restaurant sales control sheet

John Wiley & Sons, Inc. 2009

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Chapter 12 Controlling Food Sales