Restaurant Handbook - Tools & Rules Summary:

About E-book
Book Format: This book consists of six standalone sections in the format of
an engineering handbook.

Engineers cannot possibly retain all the tools they need to ply the trade.
They must have a handy reference, so Engineers’ handbooks have the layout and
format for quick look-up.

So it is with restaurant management for knowledge and skill-sets required.
The Restaurant Handbook – Tools & Rules also packs maximum information into a
quick reference format. The writing style is brief, except for anecdotal
illustrations to relieve the severity of the bulleted lists.
You will have a unique concept, but sets of basic standards will affect
profit. We have tried to supply exhaustive sets for your consideration. You
must pick and choose what fits, in your quest to deliver value. Remember
though, the business is demand-driven rather than supply. The customer will
always tell you what they must have, so be ready and quick to adjust. Use
these lists and guidelines to grow and prosper.



Table of Contents


Section 1    START – PLAN – FINANCE – LOCATE – DESIGN
RESTAURANT FUNDAMENTALS            
INTRODUCING TOOL & RULES
THE BUSINESS
     STATE OF THE INDUSTRY
THE CUSTOMER
    CUSTOMER SATISFACTION SURVEYS
     SUSTAINED COMPETITIVE ADVANTAGE
PLANNING AND ORGANIZATION
   CONCEPT
   START UP
   BUSINESS PLAN
FINANCE
FRANCHISE
PHYSICAL PLANT
   LOCATION
      SELECTION OF GEOGRAPHIC AREA
    SITE NEGOTIATIONS
   LAND AND BUILDING
 DESIGN
    KITCHEN DESIGN  
    CUSTOMER AREA DESIGN
    CONSTRUCTION AND REMODELING
OPENING



Section 2     PRODUCT/SERVICE – QUALITY – MENU SCIENCE
VALUE
QUALITY OF PRODUCT
MENU
          MENU DESIGN – PHYSICAL
          MENU CONTENT    
          MENU MANAGEMENT
          MENU PROFITABILITY ANALYSIS
    MENU ITEM - RECIPE COSTS        
    MENU STRATEGIES
       PORTION SIZES
       MENU BREADTH AND VARIETY
                 MENU HEALTH AND NUTRITION
CHANGING THE MENU          
          PRICING STRATEGY
       YOUR TARGET MARKET
          CUSTOMER PERCEPTIONS
       PRICING AND VOLUME
       PRICING DECISION CONSIDERATIONS    
                 COMMON SIMPLE PRICING METHODS
       PRICE INCREASES
       PSYCHOLOGICAL PRICE BARRIERS
          WINE MENU
QUALITY OF SERVICE
    THE IMPATIENCE CURVE
    REGISTER CONTROLS
    CUSTOMER COMPLAINTS
       COMPLAINT CORRECTION
    COMMON COMPLAINTS
    TEAMS
QUALITY OF ATMOSPHERE
    SOCIAL
    PHYSICAL
TOTAL QUALITY MANAGEMENT

Section 3     HUMAN RELATIONS – TEAM EXCELLENCE
MANAGEMENT
MANAGER EQUITY
MANAGER PERSONAL CHARACTERISTICS AND SKILLS
MANAGER JOB REQUIREMENTS
MANAGER PERFORMANCE EVALUATION
TIME MANAGEMENT RULES
FLOOR MANAGER
MANAGER DAILY LOG
    FLOOR MANAGER CHECKLIST
PRAISING STAFF
CORRECTING STAFF
STAFF MEETINGS
AGENCY ISSUES
HIRING STAFF
FINDING STAFF
SOURCES
SELECTING
APPLICANTS
    THE APPLICATION
INTERVIEW TECHNIQUES
    WRITING SKILLS
WAITSTAFF PERSONALITY CHARACTERISTICS
HIRING YOUNG PERSONS
ORIENTATION CHECKLIST
HIRING FOR THE HOST/HOSTESS FUNCTION
EMPLOYEE TERMINATION
MOTIVATE
      ATTITUDE AND EXCELLENCE
       CULTURE
BUILDING MORALE
ASSESSING MORALE
MANAGEMENT ROLE
MOTIVATORS
COMPENSATION / PAY
ACCEPTANCE BY PEERS
STATUS
GROWTH AND ACHIEVEMENT
SELF ESTEEM
SECURITY
FREEDOM
INVOLVING STAFF
STRATEGIC GOAL SETTING
MEASURING PERFORMANCE
INCENTIVES FOR MEETING GOALS
MANAGEMENT STYLE
PERFORMANCE REVIEWS
DELEGATING
RESOLVING STAFF CONFLICT
CORRECTING STAFF WITH PEER REVIEW
POLICY
MISSION - GOALS - POLICIES – PROCEDURES
MEETINGS
MOTIVATION FOUNDATIONS
TEAM DYNAMICS

Section 4    TRAINING
RETURN ON INVESTMENT
WHO  - FACILITATOR
    PRIMARY vs. SECONDARY TRAINERS
    FACE-TO-FACE SKILLS
WHO - LEARNER
HOW    CULTURE
    PLANNING & PREPARATION
    MIX
    CUSTOMIZE
    ENVIRONMENT
    BASICS
    CLARITY
    MOTIVATE
    DELIVERY
    FOLLOW-UP
    METRICS
    MENTORING vs. TRAINING
HOW – BACK-OF-HOUSE
    HOW TO TRAIN - PROCESSES
HOW – FRONT-OF-HOUSE
HOW NOT
WHAT
    WHY OF EACH JOB FUNCTION
    BIG PICTURE
    SUPPLY CHAIN – INTERNAL CUSTOMER
    SPEED OF SERVICE

WHAT – FRONT-OF-HOUSE
    SENSE OF PEOPLE SKILLS
    SALES TRAINING
    CONCEPTS TO COVER AS FUNDAMENTAL
    CROSS-TRAINING
    SAFETY –HEALTH
WHERE
WHEN
    CONTINUOUS IMPROVEMENT
TOOLS
    JOB DESCRIPTIONS
    PERSONNEL MANUAL
    CHECKLISTS
JOB FUNCTIONS – FRONT
    MANAGERS
    FRONT DESK
    WAITSTAFF

Section 5    CONTROL – OPERATIONS
     INFORMATION SYSTEMS
     ACCOUNTING FOR DAILY OPERATIONS    
    POINT OF SALE CONTROLS
PRIME COSTS
    COST OF GOODS SOLD
PURCHASING
    INVENTORY CONTROL – SUPPLY CHAIN
    THEFT CONTROL
    BAR CONTROL
     LABOR COST CONTROL – PRODUCTIVITY
    LABOR COST PERCENTAGE
        PAYROLL PROCESSING
     COST ANALYSIS
       BREAKEVEN
OVERHEAD CONTROL    
ACCOUNTING TO GOVERNMENT
     REGULATORS
OPERATIONS
   OPERATIONS MANAGEMENT
    FOOD HANDLING
       WALK-IN MANAGEMENT
   RED MEAT
       DAIRY
       BAKED PRODUCTS
       BEVERAGES
           WINE
           COFFEE
    FACILITY MANAGEMENT
    EQUIPMENT
       MAINTENANCE
        INDIVIDUAL EQUIPMENT    
        KNIVES
        THERMOMETERS
    HEALTH / SANITATION / CLEANLINESS
       FOOD ILLNESS
       PEST CONTROL
       FIRE SAFETY
       FIRST AID – CUTS – BURNS – SLIPS
       DISH WASH / CHINA POLICY
       JANITORIAL
CHECKLISTS
RESERVATIONS

Section 6    VALUATION FOR BUY/SELL
     REASONS TO KNOW THE VALUE
FAIR MARKET VALUE
SELL
BUY
INCOME CAPITALIZATION
     CASH FLOWS DISCOUNTED
     CAPITALIZATION RATE OR MULTIPLE
COST OR REPLACEMENT
     ASSET VALUATION
          LAND
HIGHEST AND BEST USE
          BUILDING
          OTHER ASSETS            
AREA SALES COMPARISON
NEGOTIATE
     THE DEAL
     ATTITUDE
     STRATEGY
     RULES
          TECHNIQUES & TACTICS
LEASE
FINANCE
SUMMARY
VALUATION BY CAPITALIZATION CHECKLIST
BUYING CHECKLIST
     OPERATION
      FINANCIAL INFORMATION
      BUILDING AND LAND
      COMPETITOR ANALYSIS
      LEASE
      PURCHASE AGREEMENT



Restaurant management demands more diverse skills and knowledge than any other
type of business. Time constraints are more oppressive, and the need to react
more common. Every restaurateur will run across questions that must be
answered quickly with the least amount of guess and the greatest probability
of productive results. The course of restaurant operations covers such a
broad range of activities that no one person can be prepared for all events.
Always heed helpful advice built on long experience.


Finally here is a book that provides detailed examples of proven good
practices for almost any question that might arise, without the need to
reinvent the wheel. From planning for starting the business, to profits, to
selling the business, this Restaurant Handbook gives a guide to procedures and
methods as the ultimate reference for each aspect of operations. This book is
ideal for the experienced or beginning manager. There are clear examples on
every topic to compel informed decisions.

A wealth of checklist, charts, graphs, and practical guidelines are cross-
referenced in an easy to use format. The Restaurant Handbook offers sensible,
clear, and experienced advice. A partial list of topics is:
- Restaurant Planning, Locating, Organizing, and Financing
- Operating statement pro-formas for start up
- Menu design and management rules for maximum income
- Customer needs
- Staffing for quality, sources, training, motivating, and retaining
- Food handling and supply chain controls for quality, profitability and safety
- Controls for direct costs and overhead
- Valuation of the business for buy, sell, lease, and franchise
- Free downloads of applications software and spreadsheet formats.

You will turn to this reference often for information on any question. No
longer will you need to search for specific topics through diverse sources.
Keep this book handy in your top desk drawer.
Price: $39.59 Download new beta edition with 50% discount from $79.18.
Evidence will show that over 50% of restaurants fail in the first year. This
dismal statistic must cease. It represents a tragic misapplication of
peoples’ energy, fortunes and lives. This failure rate is a hard and tragic
drain on the whole economy. Hindsight will show that the failures were a
result of poor decisions and poor execution. Poor execution can come from
inadequate resources, time, talent, dollars, and knowledge. But we would
never even get to poor execution if we had not already made poor decisions.
Both decisions and execution must be based on knowledge. This handbook
supplies all the tools for sound decisions and execution. The problem is:
that it takes time and energy to gain this knowledge. Time is our most
perishable resource. We will, as we go forward, detail why restaurant
operations management requires a broader range of skills and knowledge than
most any other kind if management. Time is always in short supply.

Knowledge is data driven. It takes time to capture and analyze data.
Improper analysis can give results that fly in the face of common sense.
There is a point where the time and dollar cost of additional information
outweighs the time and dollar rewards from better decisions, so we must seek
quick relevant data but not abandon common sense.

Common sense however requires this caveat. Restaurant failure can be likened
to pilot error, poor decisions and execution. Old pilots know that outside
visual cues can be impaired such as; clouds, fog, haze, flight over water or
at night and a deadly combination thereof. Tragedy comes from trusting the
seat-of-the-pants senses. Pilots learn to keep their eyes scanning across
their; airspeed, gyro horizon, compass, and altimeter. Several navigation
aides always pinpoint the pilot’s position relative to destination.
Checklists force the use of all this input to assure smooth cruising.
Restaurant operators must use similar diligence and techniques to the safe
destination.



About the Author:

Roderick Clelland, MBA, has over two decades of restaurant experience, in both
operations and consulting to the industry. He formed a consulting firm with
Joseph M Tierney, MBA, and Glen A Wilt, PhD to bring science and research to
the fundamental restaurant decision process. While completing contracts with
successful restaurant chains, he naively decided to start his first restaurant
on the side, and quickly learned that great restaurant management cannot be a
part-time job.

He designed, financed, built, staffed, and operated several highly profitable
and popular award-winning restaurants. “My proudest achievements were the low
turnover of my restaurant staff over the years, and the large number that
became wealthy in their own operations. When you select great people and
insure they have excellent knowledge and skills, you have happy staff and
happy customers”

Mr. Clelland continues to consult to the industry, and is still constantly
dismayed by observable poor restaurant operating practices. He currently
lives in San Francisco.