Goals of the Restaurant at Kellogg Ranch:

1.Exceed Guest Expectations
2.Provide Total Support to Your Staff
3.Manage the Business Professionally

This plan will describe how your management team will work toward achieving these goals.

Executive Summary (do last)

As a final addition to your team’s Management Plan, please review your plan and list the desired results your team is working to achieve based upon all goals and objectives within the plan. Present this as a one-page at as the first page in Section A.

Content List

A. General Management Plan

A1.Norms......

A2.Overall Team Philosophy, Goal(s) and Objectives

A3.Staff Meetings

A4.General Briefing Topics (4 or 5 meal periods)

A5.General De-Briefing Topics (4 or 5 meal periods)

B. Marketing Management Plan

B1. Promotion of Your Week

B2. Manager’s Special

B2.1 The Menu:

B2.2 The Recipes

B2.3 Recipe Costing (Batch And Portion Costs)

B2.4 The Per Plate Cost

B2.5 Daily Requisition Sheet

B3. Marketing Plan Timeline

B4. Advertising (Community Marketing)

B4.1 Merchandising

B4.2 Marketing Budget

C. Human Resource Management Plan

C1. Motivation

C2. Recognition

C3. Manager’s Special Training

C4. Service & Quality Training

D. Family Meal Plan

E. Safety & Sanitation Plan

F. Forecasting

F1. Sales Forecast......

F2. Team Budgets

G. Summary

A. General Management Plan

This section includes a statement of the team’s overall philosophy for the week. How will you distinguish yourselves, as a team, in working with your staff to achieve the RKR Goals? You should utilize a theme to help clarify and highlight your team’s approach. In the past, teams have successfully used management concepts (MBWA, TQM, etc.), slogans, quotes, songs, movies, personalities, and humor to frame their theme and their overall objective.

A1.Norms

The team will develop a list of six to ten group norms. Everyone on the team will provide input to the norms. The team must reach consensus on the norms. The team will present the norms in the form of a simple contract, with signatures of all members stating agreement with the norms.

A2.Overall Team Philosophy, Goal(s) and Objectives

The team will present a statement of philosophy. It may include a team mission statement or other statement that helps frame the week. The team will present a list of goals and objectives for the week. These are you targets to accomplish. The team will state how these goals and objectives relate to the three RKR goals. The remainder of this Management Plan will include the strategies and actions that your team will undertake to accomplish the goals and objectives. Goals and objectives should be Specific, Measurable, Achievable, Realistic, and Time-Bound.

A3.Staff Meetings

Using the Staff Meeting guidelines, create a general outline for your meetings. Who will cover what? How will you spend the time? How will you communicate with your staff? You may us the checklist in the next section as a guide.

A4.General Briefing Topics (4 or 5 meal periods)
  • “Brain Food”

Each meal period, you should give some character to your briefing – something to think about. In the past, managers have used appropriate jokes, quotes from famous or infamous people, themes, music, poems, posters or stories to help set the mood and the stage for the day or for the challenges ahead. Think of this as “color commentary” to supplement or complement the facts and figures you will present. It can happen at any time during the briefing. The team may use games or team-building exercises to aid in this area or in the area of motivation and morale.

  • Daily sales forecast, check average goal, and guest count projections:
  • Reservations_____
  • Banquets and large parties_____
  • Walk-in estimate_____
  • Total guest count projection_____
  • One-per-week “quarter-to-date” information for your meal period and for the RKR:

Meal PeriodRKR

  • Sales______
  • Guest count______
  • Average check______
  • Special guest requests & needs
  • Menu changes
  • Sales building plan (may be coordinated with the other management teams)
  • Training issues related to service or product standards
  • Sanitation & safety training (must be coordinated with other teams)
  • Motivation & morale plan (including the “Pleases”)
A5.General De-Briefing Topics (4 or 5 meal periods)
  • Actual daily sales, check average, and guest counts, as compared to projection:

ProjectedActual

  • Reservations______
  • Banquets and large parties______
  • Walk-in estimate______
  • Total guest count______
  • Sales building results
  • Training issues related to service or product standards, based upon guest feedback or team observations
  • Sanitation & safety results
  • Motivation & morale plan (including the “Thank Yous”)

NOTE: Training Lesson Basics

As part of your management plan, you will write various training lessons. The lessons may cover, but are not limited to, topics that will result in better product quality, better product knowledge, better guest service, and/or better safety and sanitation practices.

First choose the training topic and generate a statement about the desired results of the lesson or the lesson modules (if the training will be longer than a single lesson). Develop the lesson or lesson modules to be shared with your staff as a whole in the briefing or for the HOH or FOH in the sub-briefings (see the “Staff Meetings” document for an explanation of the various meeting types.). The lesson or modules should highlight one or two brief topics and should take no longer than 3 minutes. You may use posters, games, role-plays, or question and answer in your training activities. Think of training lessons or modules as following the “4 Ps” of training:

  1. Your training should identify the goals of training (Why are you doing this? Desired results?) PREPARE
  2. Your training should include methods to enhance or maintain a motivating environment.
  3. You should demonstrate desired skills first. PRESENT
  4. Training should be interactive.
  5. Staff should be given time to practice or demonstrate before we open. PERFORM
  6. You should plan to provide feedback, so practice time should be structured.
  7. You should ask for feedback so you can evaluate the success of this training program. Constituencies to consider: employees, guests, supervisors (through testing) PHOLLOW-UP
  8. If the actual results do not meet or exceed the desired results, what do you need to do?

NOTE: Staff Meetings

There are generally four quick staff meetings each shift:

Briefing at the beginning of the shift with everyone

Sub-briefing after general briefing for specific information for FOH/HOH

Pre-opening briefing for “last minute” changes

De-briefing at the end of each shift with everyone

The briefing is generally given in classroom 79-125. You don’t have to always give it here. You can choose to give the briefing with the whole crew standing in the lobby. You can give this briefing in the walk-in or outside. However, the topic headings should be the same. Remember the root word for briefing is BRIEF - these shouldn’t be too long. The total time for briefing and sub-briefing should generally be 10 to 15 minutes total, including the time to regroup. The pre-opening briefing should be no more than 2 to 3 minutes. For the FOH, it is also the uniform check. The de-briefing should generally be 10 minutes, but may be longer or shorter, depending on the actual time the entire team is ready to meet prior to departure. No one should be waiting for the debriefing if even one person is still working!

Platform Skills

Your personal platform skills relate to how you communicate when speaking to your team. Specifically, platform skills relate to where you stand, how you stand, your eye contact with the audience, your delivery style, knowing in advance who covers what, and smooth transitions between speakers.

When speaking to your entire team, stand with the other managers. This shows a united team. Don’t cross your arms and don’t put your hands in your pockets. Use your arms and hands to add some life to the topic! Make eye contact with each person on your team rather than stare blankly into space.

Speak loud enough for all to hear. If projecting your voice is a challenge, then stand closer to the crew. Step in front when you speak, but do not stand in front of the easel. Deliver your message with enthusiasm – remember that the briefing is your first formal opportunity of the meal period to “pump-up” the crew!

Know, in advance, who will cover what. Make sure you know when it is your turn to speak. Staging transitions are like knowing the cues in a play. The team sets this up before the briefings begin.

Briefings

Refer to the HRT 383 grading guidelines for the specific, minimum information that needs to be covered. In general, the first speaker sets the tone of the meeting. On the first day, the first person should formally introduce your management team. You will state what your theme is, what your goal for your week, how this ties into the three goals of the RKR. Remember you are strategic. Be careful not to cover the same information that the other managers will cover. If one person forgets to say something or one of your managers forget to report something, don’t go backwards as say, “Oh, and one more thing…” You can report the forgotten info in the sub-briefings. You can take the information from either of your managers and report this to their specific sub-briefing. This is primarily a time for general information (stuff everyone on the team needs to know), for reinforcing your philosophy or theme, and for “pumping up” the crew.

Sub-Briefings

The FOH Manager(s) will meet with their FOH crew in the bar for specific FOH information. The HOH Manager(s) will meet with their HOH crew in the kitchen for specific HOH information and for the uniform check.

Pre-Opening

Prior to meeting quickly with the crew just before we open to the public, the FOH Manager(s) and the HOH Manager(s) meet to exchange last-minute information (reservation changes, product changes, etc.).

The FOH manager(s) will meet with the FOH crew, 10 minutes prior to opening to the public, for a final uniform check and update from the kitchen. The HOH manager(s) will meet on or near the line with the HOH crew, 10 minutes prior to opening to the public, for another uniform check and to present any product updates and any new information from the FOH.

De-Briefing

All managers should plan to meet approximately 30 minutes before the end of class. They should spend no more than 9 minutes finalizing the de-briefing information. Plan what information will be covered and who will say it at the debriefing. Be thorough, yet concise. Return to your respective areas to complete your final checks. Be ready to begin the briefing no later than 10 minutes prior to the end of class.

The de-briefing is a “wrap up” briefing. You should cover general information that affects both FOH & HOH. You should address any issues or challenges that have come up and use the conflict-resolution model work on solving these. You should also address issues or challenges presented by the guests, either through comment cards or verbal feedback. This is also a time to show your sincere and genuine thanks to your crew for their hard work, extra energy, and smooth operation. Feel free to make specific comments to specific people. You are working to leave on a high note!

A Note on Verbiage

For your merchandising, sanitation & safety and whatever morale program you have you’ll have $20 in rewards or awards. We don’t have prizes! A prize implies chance; something that was won. At RKR we have a merchandising program to teach you up-selling skills. As an incentive to the servers to achieve the goals of your management team you should consider rewarding results.

The same goes for the sanitation & safety program. This program is to reinforce the idea of what can you as a manager can do to reduce the chance of poor sanitation or unnecessary safety risks. Again, use rewards, not prizes.

Both of these are the same rationale as any award achieved by a team member for any morale program you have. You don’t get a prize - you earn a reward.

B. Marketing Management Plan
B1. Promotion of Your Week

Choose a theme for your week of operation. The marketing theme may or may not be the same as you management philosophy, but a connection of some type is an excellent way to establish continuity. Later in the quarter, you may be able to coordinate with the lunch/dinner team to use “permanent displays” that can be symbolic for both themes. You can share costs. Each team will have a budget of $50 for marketing and merchandizing. This section should include a short paragraph describing the theme. Use the subheadings below to develop a plan for implementing the theme. The theme will give you a basis for promotions. Plan tactics to make the community (marketing) and in-house guests (merchandizing) aware of your offerings. This can include flyers, tabletop signage, scripts by servers or the front desk to promote specials, menu inserts, promotional displays of food, etc. Plan to use the lobby display case and the center glass table to carry out your theme. Show all costs involved in the Marketing Budget, Part 6.

B2. Manager’s Special
  • What special promotional food/menu items have you developed? Add-on sales bring in more revenue to the top line of the Income Statement and more contribution margin (cash!) toward the bottom line.
  • Each team is responsible for developing a manager’s special that is offered on the days that the restaurant is not sold out for a banquet. Each team’s manager’s special will be offered on their day of management throughout the quarter. The manager’s special for lunch managers include: an appetizer, an entrée, and a dessert. For the dinner manager’s the special includes an appetizer, a choice of soup or salad, an entrée, and a dessert.
  • There are five parts to the manager’s special section and the steps are the same as the family meal assignment.

B2.1 The Menu:

  • Please include a page that lists the detailed menu. You will develop a poster to present the menu to RKR guests. It will be placed on an easel for guests to see as they arrive. You should also develop and 8½ x 11 flyer to use for marketing or merchandizing. Finally, please include a sketch or photo for training purposes.

B2.2 The Recipes

  • The number of manager’s specials your crew will prepare will be based upon your sales forecast. However, the recipes must use 8 portions as a standard.
  • You will have a standardized recipe for each menu item. Even the salad should have a recipe. The Professional Chef is a good resource as are previous HRT 383 students. If the recipe is not your own work, you must remember to properly cite the source.
  • Remember in choosing recipes that you should NOT put your own skill level off on your classmates. You will not be there to make the meal yourself. Crewmembers are is responsible for preparing the manager’s special.

B2.3 Recipe Costing (Batch And Portion Costs)

  • Please prepare a batch-costing sheet for each item offered each day. You may generate similar costing sheets on the computer if you would prefer to use spreadsheets for costing the recipes. Recipe cost sheets are found on the HRT 382 web site. You will need to use the invoices located in the management office. If you cannot find a price on the inventory or invoices for a particular item you should get a price from your local grocery market. If you use a retail price for a product, subtract 25% mark up to reflect a more reasonable wholesale cost. In your report, you should include a paragraph summarizing the batch and portion costs.

B2.4 The Per Plate Cost

  • The menu price for the lunch manager’s special is $10.95. Therefore, the total plate cost must be between $3.83 and $4.38 (~35%-40%).
  • The menu price for the dinner manager’s special is $23.95. Between $8.38 and $9.58 (~35%-40%).
  • The menu price for both the lunch and dinner specials does not include tax or gratuity.

B2.5 Daily Requisition Sheet

  • You should prepare a detailed and specific list of all items needed and the quantities you need of each item. Items should be separated into the following categories: meat, poultry, seafood, dairy, produce, groceries, baked goods, non-alcoholic beverages, and alcoholic beverages. You may create the requisition form on Excel to meet your needs.
  • Standardize requisition measurements into “user friendly” amounts. For example 128 oz of chicken stock should be requisition as one gallon of chicken stock.
  • Amounts requisitioned will depend upon your forecasts. For this Management Plan, please develop a requisition based upon 8 and 12 portions.
B3. Marketing Plan Timeline
  • To prepare for your week of management, break this part of the plan into parts, using bulleted statements to assign responsibility, tell who will do and when it will be done. This likely will be the largest part of your Management Plan. Be specific and detailed. Build in accountability. Be thorough. You won’t have time to think these things through next quarter. You will be happy that you have things prepared ahead.
  • Develop a timeline or schedule for your plans. An easy way is to include a calendar (the kind with boxes) and start it right now. Put in all the necessary steps of your plan and lay them into the squares so you can see the big picture. The calendar will become a checklist. Or, you could develop an action plan in four columns:
  1. What will be done (list each step in order)?
  2. Who will do each item?
  3. Completion date.
  4. Budget limits.
B4. Advertising (Community Marketing)
  • How will you communicate your management week promotions to the public?
  • Advertising is outside the restaurant, so where, when, how? Keep in mind the budget. What portion of your budget will you spend on advertising?
  • Show an example of your print ads (flyers, etc.), list where they will be placed, due dates for copy, examples of ready for print copy, quotes on cost with names of contacts. Your total marketing budget will be shown as part 6 of the Marketing Plan.

B4.1 Merchandising