Our Blog
Title: The Costs and Value of Food Service Enterprises.
Essay length-4528 words.
Last edited-7th of July
Contents:
1-Intro
2-Costs
3-Business value
4-Relationship between costs and the value of a Food Service organisation:
5-Summary
1-Intro
This essay will attempt to examine what possible relationships exist between the costs and the value of a Food Service (FS) enterprise. To be able to do so the article firstly will look at the various costs associated with setting-up the food service enterprise as well as briefly touching upon some operational costs. At the next step it would proceed to explore how one can determine the monetary and the market value of the business.
And finally the article will touch upon the relationship between the costs and the value of a Food Service organisation and how this relationship is important to the owners and the investors.
2.Costs:
The following are some main costs of a food service organisation both to set-up and run.
Premisses costs:
These costs can differ significantly depending on whether business buys the premisses or rents them. .
Buying premises will require a massive chunk of total investment capital. Food service premisses are expensive and they will take a lot of money to acquire. But , on the positive side owning the premisses will mean the enterprise will have no rent in future to pay. That’s a massive advantage specially when the long-term survival and stability of the business is concerned . This arrangement aso means that the business can easier redesign and repurpose the premises to fit their business concept without the need to ask permissions from the owners if it would rent.
Rent – Businesses that don’t have a large amount of investment capital are left with this option. It is one of the largest overheads for a food service enterprise. The rent size depends on many factors including the quality of the building location and floor space to mention a few. Rent is a fixed cost that cannot be manipulated meaningfully in any way.
There is also another cost associated with the premises.
The building insurance and repairs. Most of the leases come as standard for a building to be fully insured and repaired for the tenants to pay. This normally constitutes about 5 % of the rent and is another cost of the building to add to the rent.
On top of the building insurance there is also building maintenance cost that can be another factor on how much actually the use of premisses will cost a food service business . According to the Building cost Information Service (BCIS) a subsidiary of Royal institute of the Chartered Surveyors (RICS) each 100 square metre of the building will require between £2k £3 annually to be maintained.
So its important to pay attention when signing a lease to fully inspect and clarify the clause of the contract regarding the building maintenance, repair and insurance costs.
On top of that there will be other costs associated with both buying or renting the premises- the cost of surveyors , solicitors stamp-duty etc.
.
infrastructure costs:
These costs are accumulated when arranging and implementing the right infrastructure for the building to become operationally fit for the business concept and purpose.
The main infrastructure components:
Electricity, water, gas, drainage and waste water management, internet.
All the infrastructure components must be present and of the highest standard spec with regard to the capacity and the quality of the components and installation. This is important since once installed they cannot be changed or upgraded without significant costs and interruption to operation later on.
Also the outlets and connection point must be overall in abundance to be sufficient to facilitate smooth operations both, for now and the possible future change, expansion or diversification.
For example the gas metres and pipes should have adequate specification and parameters. Both legally and operationally. This applies to water pressure, the sewage etc. the waste disposal areas such as rubbish bins should be adequate.
These are some of the less obvious but essential requirements for a FS enterprise. These aspects are often hidden from the view and attention of the managers and FS entrepreneurs , but they are crucial for the business to operate well both in the short term and long term. It’s right to acknowledge here that one of the reasons that often some businesses cannot operate well it’s because of the insufficiency in this aspect of their business set-up. The problem is that the infrastructure components are not that visible and often escape the attention at the initial stages of the business set-up.
A very important bit of the cost associated with the food service premises is the cost of installation of the legally compliant and adequate extraction system for the kitchen. The cost can start at a few thousands and go up to tens of thousands depending on the size of the operation and the kitchen as well as with the layout of the restaurant and the actual building.
Equipment costs
These are costs of purchasing or renting all the necessary equipment for the operation of the business. These include the bar ,kitchen and any music or entertainment equipment and fittings requirements according to the business concept.
All these wares are at the front line of the operations and designed to enable the business to perform the immediate activities and operation. They cost quite a bit of money, especially the good quality stuff.
Purchasing or renting options will be available for the most of these.
Investing in good equipment always pays off since they do what they should be doing and they last longer if looked after well.
It’s right to suggest that Renting is the cheaper option and less taxing on the capital in initial stages of the business operations. But in the long term the leasing can be very costly, hence where possible one should aim to purchase.
concept creation costs:
A considerable amount of time will be taken to research and design a reliable and potent business concept. Time is money and to create a right concept requires lots of research, know-how and creativity.
In some cases expertise and consultation will be bought in to help with creating the right concept.
This phase in business development is crucial. A right concept offered to a right market segment can be the different business success and failure.
Law compliance costs
These are costs that are required to obtain the relevant permissions and licences together with achieving full compliance with industrial national and local authority rules and regulations.. Although they aren’t that high, it could be time consuming.
Positioning costs:
These costs are directly linked to the marketing and concept creations costs. They are somewhere in between the two. These are mostly the costs of making the business concept tangible and material to the perception of the targeted market segment. . These are: the style, the logo , the furnishings and interior design, the opening hours and menu design, staff uniform, pricing policies . The quality of the food service protocols and utensils etc. and lots more.
These are normally incurred just once prior to the business launch. These could be distinguished from the general marketing costs that are ongoing and variable.
Business Launch costs:
Ideally an opening event could be planned and conducted prior and during the initial business opening. These tend to be high publicity attracting events that will allow the market to become aware of the new business becoming available. If well thought through and tastefully executed this can give the business a better starting position.
Running or operational costs
Marketing costs
Marketing is an ongoing activity that will require a dedicated personnel that will plan it and conduct it in a cohesive meaningful way that will be an integral part of the overall positioning strategy of the business.
The costs here tend to l be not that high. Nonetheless, marketing might require considerable allocation of the resources specifically at the initial stages of the business operations. Specially the few months after the launch the business will benefit from intensive marketing.
staff costs:
These can constitute 20 to 30 % of the total costs. These are some of the highest operational costs that businesses in the food service industry have. The staff is what makes the difference in the performance of a business. The staff should be appreciated and looked after well in order for them to stay motivated and perform well. The remuneration and work conditions should be competitive.
Cost of Goods Sold (cogs)
Cost of goods sold normally are around 20 to 35 % of food sales revenues . These include all -the bought in food and beverage stock plus all the useables and disposable materials, such as towels, uniforms..
Managing these requires a dedicated system and vigorous checks along the external and internal supply chains.
Energy and water:
These are quite a significant cost subsection. These mostly arise roughly from 3 operational components:1- The cost of production- use of electricity and gas to cook and brew in the kitchen and bar. 2-The cost of customer service- will include the lighting, the music played, the light displays, customer hand dryers EPOS , entertainment, etc. and thirdly the Business functioning. including the lighting for staff, the staff canteen brewing and microwaves, the security systems cctv etc. etc.
Waste disposal costs:
Allocating sufficient and appropriate space and arrangements for handling and disposal of the food service operations waste disposal in a legal and orderly way .
Maintenance costs
These are costs associated with keeping the wear and tear under control and keeping the equipment, and furnishing s in the right shape. These are actually quite high but not very conspicuous. They are important and special funds should be dedicated to these. Otherwise the business risks becoming obsolete and shabby looking .
Depreciation costs:
Refers to the cost of using the equipment and furnishing. These naturally wear and tear and will need replacement at some point in future. So a special provision is required to cover for that. Conventions differ but normally a 10 % a year of the purchased costs is deemed to be lost of the value of the equipment in a year.
Taxes
VAT
VAT currently stands at 20 % for the food served to customers, in the UK. The threshold is £90 k in 2024. Applies to most food and drink consumed in premises. Exception is the cold take away food that could be zero
Business rates:
These are imposed by the local authorities. At above a certain threshold it applied on the basis of the rentable market value of the property. Small businesses of certain sizes are relieved from it depending on such factors as the floor space, the employee numbers and revenue. In reality for the medium and large size Food Service businesses can be equal to the value of their rent or the rentable value.
Employee tax
National insurance contributions –
It’s about 13 % in the UK of the total wage over a certain threshold.
Corporation tax –
In the UK it’s between 19 to 25 % depending on the level of profit.
Then there is an income tax if the business is a sole trader or a partnership enterprise.
PR, Sponsorships and Charity
These are expenses incurred while engaging with the local community life. It could range from the free meals at certain times for certain groups or providing sponsorship for good causes such as entertaining local heroes without charge etc.
And last not the least the capital costs:
These are the costs associated with employed capital that enables all the business to exist and function
The capital costs could be determined from the current interest rates offered by a saving bank account on the capital. It could be anything around 5% a year obviously depending on the current interest rates by the Bank of England in the UK. That figure would be representing the opportunity cost for the cause of the capital invested in business.
In the case where the capital is borrowed from a bank as a business loan then the cost of capital will be equal to the cost of servicing that loan -banks annual interest.
3.Business Value
1.the overview:
The Business monetary value is the amount of money that a buyer agrees to pay the business’s shareholder/owners to buy the ownership rights. This monetary value is only set at that specific moment in time and can change instantly. Hence the value of the business is an agreed value between the two parties of the transaction at a given moment in time.
As one could justly notice the value of the business isn’t a constant. It is subject to the law of demand of supply.
It also important to know, that a business can have a subjective value to its founders and owners that will be very dear and sentimental to them and different from its market value.
But is there an objective and unbiased value that could be attributed to a business entity?
On the whole the answer will be-No!
This conclusion is derived from the fact that the value of the business is affected by two sets of factors.
The first set of factors are objective solid data set that can be measured and recorded , while the second set of factors determining the business monetary or financial value are intangible , subjective , speculative and subject to an individual’s views and estimations.
2.the first set of factors-The solid measuring parameters used for valuation by various stakeholders.
In terms of a large company the monetary value of an enterprise can be determined by multiplying its share price by the number of shares-the market capitalisation.
Similarly, the limited company value can be determined by the money paid for all 100 % of the shares to be bought by a potential investor.
From an investor point of view the value of the company can be determined by the amount of dividend being paid to its shareholders and the size of the shareholding ( number of shares)
From the accountant perspective or the balance sheet perspective the value of a company is derived by subtracting total liabilities from the total assets and capital. Here one can get the figure for the net assets. This figure will show what actually is left to the owners if all the liabilities are met.
But one should remember that the balance sheet is a snapshot of a business assets and liabilities at a particular point in time. Furthermore, the balance sheet as an accounting device mostly, focuses on the tangible aspect of the business and only any other criteria that can be expressed in monetary terms . The balance sheet doesn’t accurately show the size of the intangible assets . Also it allocated the value that is an estimate that cannot be verified( e.g depreciation)
The profit and loss account is another document that can be used to estimate the business performance over a set period. The profit and loss account is a financial summary of a business activity over a set period of time. If the figures are correct the profit and loss account is a good measure of profitability and efficiency of the business. The profit and loss is a good measure of the business value to an investor.
In a nutshell , It could be said, that the value of a business is normally determined by looking at the following: The assets, the historic sales and costs(The fixed costs- the rent , the rates the energy overheads). the profitability-meaning the total sales minus total costs
,the market share and the market size, the location.
Furthermore, interestingly, the return on investment. Meaning the annual returns on the price of the business to buy it.-the amount of hardware cash and goodwill patents and etc. that could be used to generate income or monetised in the market if sold as hardware.
3.The second set of factors ( intangible, subjective criteria of parameters ) determining the value.
The intangible and subjective factors affecting business valuation.
Although some of the criteria for estimating the value are material and measurable the other bits are purely speculative and depend on the estimation of the valuing individual . For example, the business expansion or improvement potential is a purely subjective estimation and can fall within a wide range. In other words the value is in the eye of the beholder.
These are the hidden aspects or attributes of a business that would aid the determination of the business value. Some of these are the following: the business growth potential, the good will the reputation and customer loyalty strength, the location , the market trends the socio economic situations the trends in eating out .vs stying-in nights the various innovation in the industry such as use of apps for ordering and delivery and etc.
Both the business current market or market segment and the business potential market size. In other words the amount of current sales or revenue plus the potential available market share to enjoy in future. This could be even the potential available market to diversify into.
The intellectual and creative capacity is not fulfilled or actualised yet. Staff skills and potential . This one is hard to assess.
4.the conventional valuation methods
There are many ways that investors or consultant calculate te value and possible price of a food service business. Most of this use earlier mentioned parameters mostly involving revenue , costs and assets . Relationship between these variables then used in formulas to create ratios that shed light in profitability, performance and value of the businesses.
The followings are some most popular and widely used conventions regarding the attribution of the value to the food service enterprises.
Most often and common methods of valuing a business;
1-multiplyer of net profit– business value=net profit X industry multiplier ( the industry multiplier for food service around 3)
2-turnover based– 30 to 50% of turnover-so a business will be deemed to be worth around a third of half of its turnover depending on type of food service
3.Asset based –the business is valued at the price of its assets- very much preferred by asset strippers or accountants
It must be noted that there are also qualitative factors ( location, reputation, brand, market segment etc) that valuers will take into account when suggesting a price.
Business value In practice
Nonetheless one can argue that the monetary value of the business will be close to the average figure that will be obtained if all the valuation methods could be applied and divided.
In reality for all practical reasons, the value of the business is established when a purchase transaction takes place. And the agreed value is established by the purchasing transaction between buyer and seller. The price or value is established at the point where the perceived value of the vendor and buyer are closest to each other.
The sales /revenue also can be relatively an unreliable indicator of the business value. For example a business can have high sales in a given moment in time because the high expenditure on marketing recently. The sales will drop down when the marketing will level off. Alternatively, a business with higher sales within the same industry sometime have lower profitability than a significantly smaller business with lower sales and lower overheads.
4.Relationship between costs and the value of a Food Service organisation:
The relations between costs and the value isn’t the most obvious one at first glance . We tend to think of profit, revenues and assets when thinking of the value of an enterprise totally forgetting the costs as factor influencing the financial value of a FS enterprise. Nonetheless there is a certain relationship in place when one examines the relationship between value and costs, a bit more in depth. The simple fact is that the costs are directly related to operations , revenues and consequently profitability, making them indirectly linked to the assets and value. Costs can be looked at as at the flip side or the shadow side of business operations , namely the production and revenue creation activities. Hence the higher output and revenue are the higher the total costs will be. In other words the costs are the by- product of the business activity.
As it was touched upon earlier one must look at both sets of parameters and data to establish a reliable value on a food service business. Costs belong to the tangible, measurable set of components so their effect on value can be understood and measured.
In contrast to the costs, the value of a Food Service business is not a straightforward matter to determine because of the second , intangible hard-to-quantify set of contextual data that this article touched upon earlier . As a result, on the whole, The value of such a business to some extent is subject to interpretation and can vary depending on the valuer’s perspective.
But there is one solid rule -The lower the costs in relation to the revenue the higher the business profitability and the value.
Why is this relationship important ?
It would shed some light on the cost of parts (various set-up costs) to create a more valuable whole or sum of parts larger than the whole.
One can look at costs as various inputs needed to enable production activity , while the value is the measure of overall effectiveness of this activity.
This is particularly important for the food service entrepreneurs that try to start up a food business from scratch since the costs of start-up food service is significant but the eventual value that it will represent to the owners will be different from their initial investment.
how costs determine the value to potential investors?
In other words what are the cost implication of an active food service enterprise to the potential purchasing value for an potential into the business. .
Relationship between Costs and value can be understood differently by different parties with regard to a particular fs business too. For an owner or a lay person the costs and value could mistakenly seem as equalled, or let say reflecting each other. For example the owner or a lay person could think of a fs business having a value that approximately in par with the amount of investment ploughed into the enterprise . But from investors’ point of view the value and set-up costs of a business are different concepts altogether.
For an owner of the business the value of business likely to be directly derived from amount of the money spent in setting business up and running, this feel intuitively right since they would have spent money to acquire or rent building, equipment furnishings and etc. these will be physical reflection of the their investment that tangible hence a direct value can be verified.
But for an investor the value of the business is directly related to the returns it generates. If its exceeds average return in investment in industry then the price of the business should be derived from that return ratio. Even if the business is physically small and has been setup by spending not a considerable capital it still can command a potential high value . a small business located in a nice area enjoying a loyal niche market with small costs of running a compact premisses and low corresponding overheads , rent rates energy maintenance costs can enjoy considerable profitability at lower revenue and even lower fixed costs. It could have higher returns on capital then a larger business with higher revenue and higher costs, and vise versa . A large enterprise in terms of its tangible assets(building, equipment , sales etc ) can still have low value to investor if the net returns on investment are low.
Nonetheless such business can have a higher value to an asset stripper that could be intending to kill the business and sell of its assets for a profit.
(An important point to mention here with regard to fixed costs is that these are directly tied to the location, the business premisses and infrastructure and will be hard to change. These costs will have a direct impact on profitability and will affect profitability and returns. They are practically hard to manipulate meaningfully for potential buyers. ) Some set-up costs such as earlier mentioned premisses costs if bought can only add to value of the business. Since this type of capital expenditure becomes a huge asset that can also be rightly looked at as an investment.
5.Summary
On the whole. It seems that there isn’t a direct and solid relationship between the business costs and the enterprise market value that would hold uniformly, throughout its lifecycle. The relationship between the cost and the value changes depending on the perspective and the time frame.
The costs are crucial as value indicators, at the set up and establishment stages of the organisation life cycle, when the capital is ploughed in for purchasing plant/premises, machinery/equipment and permissions licences. These items being tangible, financially specific measurable and recorded can definitely provide the base upon which to estimate the value, at least to certain groups such as the owners, asset stripers or receivers in case of insolvency. But, they aren’t of a great help to investors or buyers in determining the current price tag for the business. Even more, importantly later on as business enters its maturity stages.
Although costs are the manifestation of the actual investment funds especially during the set up, for the most groups the value is related to and derived from the current and future anticipated financial returns.
One can look at costs as various inputs needed to enable production activity , while the value is the measure of overall effectiveness of this activity.
Overall , It seems that a food service business value is a subjective and a hard to pin point figure , since the different stakeholders will have differing set of variables and accentuations when allocating both a monetary and a sentimental value to the business
In addition, the sentimental value that the enterprise might represent to owners can significantly influence its worth in their eyes. Also, the owners most likely emphasise past costs and capital investment into their business when thinking of the value of their enterprise while the investors are mostly interested in future profitability. The interested buyers are likely to look at the proportion of the costs that correspond to the revenue and profitability.
Nonetheless, the one relationship that surely exists In the Food Service businesses between the value and costs is through the profitability and returns – the lower the costs in relation to revenue and profits the higher the value of the business.
But how the value/price of the Food service business is determined?. In practice when it comes to real life situations the monetary value of the business materialises as the agreed value between the two parties of the transaction at a given moment in time -when the business purchase value is legally formed as a contract.
As one could justly notice the value of the business isn’t a constant. It is subject to the law of demand of supply where the product in this instance is a unique one-off entity with layers upon layers of factors determining its value for each party to the deal. The value is determined as agreed buy parties at that particular moment in time.
Article Title: Reform Culture and Leadership in the Food Service
///////
Published on 28th of April 2025.
Word count-1924 words
/////////
Contents:
1.Overview
2.Culture
3.Role of leadership in changing culture.
4.The organisational intrinsic cultural dimension.
5.Time:
6.Consistency.
7, Communications is key to how opinions are formed. –
8.Working with individuals.
9.An example of reform in kitchen operations.
10.Leadership and team management in kitchen
11.Conclusion
1.Overview
The Food service Organisations require some kind of reform from time to time in order to stay competitive. . The motivation for reforming can stem from various factors, but the most common objectives normally being the goal of boosting the current level of productivity/sales or wanting to get rid of inefficiencies and reducing some of the costs.
In other words the reformation normally will consist of a series of measures designed to eliminate the wasteful aspects and improve productivity.
How is it normally carried away? Put simply reformation requires both the formal administrative /managerial tools and the informal leadership and motivational leverage. This article will touch upon the role of leadership and culture when reforming organisational operations. Its central that the organisational/group culture as a powerful yet illusive and all pervasive phenomenon must be understood and addressed by the reformation leaders in order to achieve the desired effects.
2.Culture
Culture is the way we do things and the way we think about stuff around us.
Incumbent cultures are present in all organisations and groups and they are powerful intangible substances that influence and pervade all aspects of society, including organisations.
The incumbent organisational cultures normally are established over a long time span and are formed by a complex set of factors.
The organisational or team cultures are formed by not only the wider cultural dimensions such as national , local and industrial cultural norms but also by the individual team members’ worldviews , beliefs , motivations , attitudes, capabilities etc. the macro level aspects of culture are virtually impossible to manipulate while the micro level culture strata are possible to affect by strong leadership.
Culture change.
Being a complex phenomenon the cultures are hard to pinpoint. As a consequence a culture hard to change easily.
Nonetheless, the cultures can be manipulated and changed to a certain degree . For any reform to achieve a meaningful results to take place the work group or team must reformat the embedded attitudes and values.
3.Role of leadership in changing culture.
At the first glance, within a particular profession or industry there will be some universally accepted set of values ,standards and attitudes. But at the same time different organisations or teams will have a cultural strata developed over time that will be distinctive from others. This unique layer of the organisational culture will to a large degree distinguish the organisation from its competitors and influence its long term performance. This most immediate aspect of culture is derived from leadership, individual motivation , aspirations and attitudes that prevail within a concerned team.
Although the wider national and industrial layer of cultures impossible to change the smaller team generated layer of organisational culture let themselves to change. Lets call it the intrinsic culture crust or dimension
4.The organisational intrinsic cultural dimension.
This set of values and beliefs constituting the team cultures are influenced to a largest degree by the opinion leaders. This layer of organisational culture is generated within the organisation or team over time and is the compound product of the values, beliefs, talents, attitudes and intellectual abilities of the individuals within the team current and past. Yes , some past ex-employee and team leaders will leave the imprints of their personal characteristics on team cultures, to some extent.
To change the culture the influencers and culture opinion leader needs manipulating , persuading or shifting around to eventually achieve a desired change within the culture.
The good managers and leaders should understand that and try to lead the team and its culture in a direction that is the most desirable in achieving strategies and organisation’s objectives. The effective leaders will be able to focus and work continually directing the change towards the desired goals.. Hence, the leadership role in working with individuals within the team is an integral part of implementing reform.
Time and persistence and consistency as prerequisites for successful culture reform.
In other words, the efforts and policies to change culture needs to be consistent and reinforced over time over and over again.
5.Time:
Culture reform or any other change require time. The attitudes and believes are deep rooted and they had taken long time to develop so they will require considerable time to change . People change their attitudes and outlook only once they become fully convinced of the benefits of change for the team and themselves. People don’t tend to buy into things if they don’t perceive clear personal gains. about it which requires time to think, accept and readjust.
“Selling the change” to all team members. The benefits of change need to be clearly identified and communicated to all team members . The team members should buy into change for it to be successful.
6.Consistency.
The reformation will only be possible if the leadership of the change demonstrates consistency in their effort and firm motivation in leading others along the new path.
The persistence on the path towards change will have to combined with the close communication with the team as to reinforce the value and desirability of change to all team members over and over again.
7. Communications is key to how opinions are formed.
Both formal and informal. The leadership task to reduce rumours and make sure info field is clear and Accessible to all. Reduce the anxiety and misinformation . constant communication with team and individual members.
Some attitudes and beliefs are formed on imaginary or false rumours. The good leader will influence these through consistently communicating the truth and priorities that lead to more transparency and cohesion of the team purpose. Hence , Communication is the key leadership duty, and tool to manage teams. By communicating at both formal and informal level the leader stays informed plus can shape and form unity in achieving targets
8.Working with individuals.
Understanding of particular characteristics of team members and management of aspirations is key to good leadership and team formation.
Another important aspect of a good leader is to find what each individual team member thinks of the way the team should work and run. By finding all key points will allow to device a plan that will encompass individual wishes and ideas to the road map. . In that way it is possible to find an optimal plan of team work that will encompass the objectives plus the team views, with increased chances of the plan being accepted by all.
Individuals within the teams might have very different motivations and reasons to behave and perform in a particular way. Some could be team players while others individualistically minded. Some could strive to do their best while others will try to do as little as possibly they could get away with. Some might even be sabotaging the team efforts, in worst case scenarios, conducting their own hidden agenda.
Leaders role to understand that as much as possible and identify all the motives and the undercurrents . To be fair its a hard undertaking to do most of the time. But this what makes a good leader.?
Once these individual influences understood then the reformation leaders should try to influence , lead , conduct and suppress and eliminate corresponding attitudes etc. The reformation leaders must try to align the all individuals motives and aspiration as closely as possible with organisation goals.
An example The chefs might be unwilling to cooperate. Chefs are generally talented and creative guys, they will resist change and don’t like to be told what to do. It will specially true if they require to focus on particular way of doing things
9.An example of reform in kitchen operations.
Reformation Within a food service kitchen will normally be motivated by one of the following or combination of the both objectives: the Quality improvement measures or output Quantity increase.
The Kitchen reforms will require some of the following
:
The staff engagement and cooperation in the new reform and culture change.
The following are some tools needed to motivate the staff engagement ..
Staff participation in decision making. Staff remuneration, bonuses, promotions, empowerment, role allocation , career advancement, improved work and rest facilities and comforts. such as break times , staff tea, coffee etc.
The quality improvement is achieved by:
Re-evaluating and setting better protocols for all aspects of kitchen operations . embedding the culture of incremental improvements in all aspects such as , food ordering, storage and handling, food presentation etc. .
Standardisation and systemisation in the kitchen operations. This will allow reduce uncertainty, maintain the standards, reduce the waste of time and resources. Allows the smoothing of operations and seamless and fluid interaction in the kitchen.
The performance quantity improvements will involve some of the following:
The reassessment of all aspects of operations during food service times that will allow seamless and more efficient fast cooking and servicing of the food to customers during busy times. This will mostly involve the best possible use of available kitchen space. To achieve that the time and motion studies should be carried out to understand and eliminate any time and movement waste and increase the number of foods served to customers during busy time. Thats a big topic and cannot be fully explored for the purpose of this essay.
Ones again there is need for protocols for all aspects of operations including ordering , storing and keeping stocks . protocols for cooking , plating and managing incoming orders and managing the pass.
10.Leadership and team management in kitchen:
1-assessment of the incumbent culture in the kitchen . identification of its parameters both positive and negative.
2-assessment of the team . understanding of the roles in the team and the individuals place , roles , attitudes, aspirations etc. identification o the dissatisfaction, the traitsm the forces and influences and the potential existing within the team.
3.consultation and communication with the team in order to device the new plan of reform. This is a big task that will involve quite a bit of engagement and communication both formal and informal. The leadership qualities are paramount here. Since this is a sensitive area.’
The chefs might be unwilling to cooperate. Chefs are generally talented and creative guys, they will resist change and don’t like to be told what to do. It will specially true if they require to focus on particular way of doing things
- Agreement to accept a joint plan
- Consistency of the implementation of the plan over time.
- Reassessment and incremental improvement of the plan with time.
7.There is also a need for benchmarking and appraisals systems where the performance is measured and incentives are in place to encourage better performance. Such as the monetary bonus for a performance during a shift. Say a hundred covers and over will be rewarded with a £10 extra pay. Etc.
11.Conclusion
Reforming an organisation is a necessity without which performance and efficiency deteriorate leading downfall
Successful Organisational reform is not possible without taking into account the role of the culture and leadership. The both of which are hard to pinpoint and are illusive to measure. The leadership will strive to establish new values through conviction, clear indication of the benefits and honest and clear communications at all levels formal and informal. The reformation leaders must try to align the all individuals motives and aspiration as closely as possible with organisation goals.
The time and consistency are prerequisite to achieve the desired result when undertaking a reformation.
For the reformed aspects to stay in place they need to be ingrained into the routine and operations design in other words they need to be become systematised and become part of the renewed organisational culture.
/////
Small Article: published on 21st of April 2025
Article size: 500 words
/////
contents:
1.definition
2.the economic theory-rationale for specialisation
3.the benefits of Specialisation
4.some drawbacks
5.financail implications
6.conclusion
1.Definition
At its core, professional specialization in food service involves the focused development of expertise within a specific area of the culinary landscape. This could manifest in various forms, from a restaurant specializing in gourmet burgers to a chef mastering the art of vegan cuisine or a catering company focusing solely on large-scale corporate events. It’s about delving deep into a particular niche, acquiring in-depth knowledge, skills, and experience that sets a business apart from its generalist competitors.
2.The Economic Theory-rationale for specialisation
The economic rationale for specialization in food service is powerful and is deeply rooted in classical economic principles. Adam Smith’s “division of labor” highlights the efficiency gains achieved by breaking down production into specialized tasks. In a kitchen, this translates to dedicated roles like pastry chefs and sauciers, each maximizing output in their respective domains.
3.The Benefits of Specialisation
It seems that the economic benefits of specialization are manifold. Firstly, it fosters increased efficiency and reduced costs. By streamlining operations and focusing on a limited menu, businesses can achieve economies of scale, purchasing ingredients in bulk and minimizing waste. Specialized staff become highly proficient, leading to increased productivity and reduced labour costs. Secondly, specialization enhances brand recognition and customer loyalty. By establishing themselves as experts in a specific area, businesses attract a loyal customer base.
Yet exists an ultimate reward for successful specialised food service enterprises. The specialisation lend itself for a quite rapid business expansion by creating a chain through replication of the concept and the brand. Many food service chains in our towns are the testimony to this fact
4.some drawbacks
However, specialization is not without its drawbacks. A limited market reach can alienate potential customers outside the chosen niche. Businesses specializing in a particular cuisine or dietary trend are vulnerable to shifts in consumer preferences.
5.financail implications
Specialisation and revenue. Specialized establishments have the potential for higher sales per square meter due to increased customer throughput, premium pricing, and focused demand. Efficient space utilization, reduced inventory costs, and streamlined operations can contribute to lower costs per unit of floor space.
In the current unstable economic climate there is another important argument in favour of Specialisation in Food Service – lower set-up costs for entrepreneurs. smaller size floor space and narrow range of equipment will suffice for specialisation for both production and the service keeping costs down. Hence lower set-up costs and overall lower overheads . As a result lower break even point and possibly higher profitability
6.conclusion
In conclusion, specialization in food service offers a compelling path to success, allowing businesses to cultivate expertise, build a strong brand, and achieve economic advantages. However, it’s essential to weigh the potential benefits against the inherent risks. By carefully selecting a niche, optimizing operations, and staying attuned to market trends, food service establishments can leverage specialization to create a truly exceptional and profitable dining experience. And Finally ,It also requires less capital to set-up and is less taxing to get going for food service entrepreneurs. This last point is especially important in the current economic climate.
Published on 26th January 2025
Article size = 1900 words
title: Performance and Reform in Food Service
Article sections:
1.Intro:
2.Investment and Returns in Food Service business:
3.Performance.
4.Some of the features that make FS a challenging industry :
5.Financial Aids in understand a Food Service Business’s performance
6.Remedies and reforms:
7. revenue improvements:
8.Cost reductions Remedies and reforms:
9.Marketing help
10.The concept establishment, and reform
1.Introduction:
This article will look at some elements of Food service performance and how the performance can be understood and quantified. In addition it also will be looking at how the performance can be improved through introducing efficiencies in its its main components such as costs and revenue generation.
2.Investment and Returns in Food Service business:
Every food Service business will be shaped by the energy time and resource invested in it by the owners and stakeholders. Practically, the business also will represent an immediate value to owners. And potential investors depending on its actual financial performance.
The value of the FS organisation will consist of the actual financial investment, the ploughed in productive labour and creative resources as well as some important intangible assets accumulated overtime. These intangible values will consists of things such as goodwill, the loyal customer body as well as the various licences (alcohol , music etc.) last but not least the staff skills capabilities and know-how are another set of powerful assets that cant be quantified easily.
All the above will constitute the capital and the value of the FS.
3.Performance
It can be said that Performance shows how productive and efficient the combined existing resources of the business are employed. The best measure of performance is Business returns or profits. The higher the profits against the investment and capital the sleeker the performance and vice versa.
If its a positive net return – then its a profit.
The net profit figure as a percentage of the investment and capital will indicate the quality of the Return in investment. This figure will show how good an investment this FS business has been for the owners and investor.
Generally , no matter what the motives for investors the enterprises are subject to economic and financial laws . Surely, they have to make healthy returns to stay alive on long term.
Sadly, Food Service A notorious industry for the business underperformance.
4.Some of the features that make FS a challenging industry :
Firstly, the product/service is Highly specialised . The product/service is perishable. Quite uniquely ,the service becomes available and possible to consume within a very tight timeframe. The previous facts render the Goodwill and the business reputation of an enterprise hard to establish but vulnerable to damage. The industry offers a highly complex product – the dining experience a multidimensional product, that hard to get consistently right.
Secondly ,the FS has high labour costs with many skills and competencies that are hard to substitute.
Thirdly, the industry is hugely influenced by the trends and fads etc. Fourthly, the industry is notoriously vulnerable to economic ,changes , due to it being mostly relying on the left over disposable income of the households that is left over after all other liabilities and bills are paid.
Furthermore its a business that is very costly and hard to reform if things don’t work well . But why?
Firstly, food service concepts tend to be costly to design and implement, with a high initial capital requirements .Secondly ,a concept presented to the market is costly to reset if things don’t work. In other words an FS business normally gets only “one shot” at positioning itself successfully.
5.Financial Aids in understand a Food Service Business’s performance
The following are some specialist financial ratios that help managers and owners in assessing and understand the state of affairs and the financial health of an enterprise.
Return on investment
The ratio shows how well a business is doing. One way to understand if the investment has been worthwhile is to compare it to the average returns for the local industry or returns offered by banks for saving accounts.
GPM ratio
The Gross Profit Margin ratio is one of most familiar to most chefs( standard 60-70 %). Its being associated with the efficiency with which the kitchen is run and specifically the ingredients and stores storage, use and management.
The gross profit margin as a universal percentage constant, isn’t that useful really. Because It will be very different for different types of establishments depending on the cuisine concept. But, what actually matters more is the change or shift in the GPM. The increase in GP given everything else stays the same will indicate the improvement in storage and portion size management , while decrease will mean that the level of efficiency in handling the goods and ingredients in the kitchen deteriorates.
it should be between 70 to 60 % excluding VAT.
Refined dishes with expensive ingredients will have a higher cost of goods sold . So the GP will be lower.
1. Food Cost Percentage (Food Cost Ratio)
This measures how much of your revenue is spent on food. This is the other side of the gross profit percentage. Target Range: Typically 25–35%
Labour Cost Percentage
This measures the proportion of revenue spent on wages, salaries, and benefits.
Target Range: 20–35% (varies by restaurant type). This is an important ratio since it actually will show the productivity of Your labour force.
6. Break-Even Point
This tool can be used to assess what level of revenue is needed to cover all costs (fixed and variable).
Table Turnover Rate
Indicates how often tables are used during a specific period. This an important ratio that will show whether the front of house management is sharp and sleek or lacking vigour in organising customer mealtimes.
Average Check Size: Measures average spend per customer.
6.Remedies and reforms:
7.revenue improvements:
The following are some most obvious ways to enhance the sales. Rightly the first things that come to mind is to employ and invest in a wider range of marketing and promotional activities. In other words get Manipulate and polish the marketing mix::
- Product: The features, appearance, and packaging of the product
- Price: The price of the product, which can be affected by production costs, competition, and demand
- Place: Where the product will be distributed
- Promotion: The methods used to make customers aware of the product
- People: The staff who interact with customers
- Process: The systems and procedures used to deliver the product
- Physical evidence: The physical environment experienced by the customer
- Packaging
The most effective marketing mixes are constantly adapting to changes in the business environment. Each element of the marketing mix should complement the others, and the messages across all elements should be consistent
Practically the following steps can be taken:
– increased marketing. Social media, leaflets etc
– diversification. Start delivery, start doing business lunches ,
– extend opening hours
– increase turnover of tables and covers. Through faster service . Improve speed of service through streamlining kitchen and FOH operations
–Introduce the offers-Examples BOGOF. Kids eat free. Pint and a meal. (increase sales by offering better value an freebies
-Events Attract crowds with live music, trivia nights, or seasonal menus.
-Flexible pricing-Adjust prices based on demand, like happy hours for food or surge pricing for peak times
8.Cost reductions Remedies and reforms:
The following are some areas and activities that will help reduce costs:
– cut waste-reduce any activities that not directly contributing to sales. Revaluate the resource allocations to activities. Refocus activities where they bring highest returns and cut where they aren’t productive.
-Invest in Front of house staff training and service protocols to deal and serve the customers more efficiently.
–Kitchen staff training. Similar to the above the kitchen staff need to be trained well to stick to the protocols of cooking and serving
–Portion size management– the portion sizes needs to be adequate for the price charged
–Reduce opening hours where the sales are low.
–Menu Engineering: Focus on high-margin dishes and eliminate low-performing items.
-Cross-Train Staff: Train employees to handle multiple roles during slow periods.
–Bulk Purchasing: Buy in bulk for discounts
–Outsource Cleaning: Save costs by hiring a specialized service for deep cleaning.
-Shared Kitchen Spaces: Consider shared kitchens for smaller or delivery-focused businesses.
-Reduce Menu Complexity: Focus on fewer, versatile ingredients
-Reduce Cost of stocks, the storage and handling of the stock
– quality outsourcing . buying in prepared foods can reduce costs, given equal quality.
– with cost cutting look along the lines of systematisation and the optimisation of the processes. This area is very important and can lead to massive savings.
– the focusing of the menu . reducing the number of items on menu
9.Marketing help
A business can also focus on its marketing in-depth in order to both improve its image , customer satisfaction and loyalty and also increase revenue and reduce costs. This could be done by reassessing and introducing innovations in all components of its marketing mix;
- Product: Improving the features, appearance, and presentation of the food offered to customers . Streamlining the menu composition.
- Price: The price of the food , which can be affected by production costs, competition, and demand. Looking at reforming the price, looking at the competition prices etc. Introducing offers, special sales. Etc
- Place: Improving and better targeting the locality. The actual restaurant its parking sitting etc. A large area of targeting the market. Helping with identifying the market segments and positioning oneself accordingly
- Promotion: The methods used to make customers aware of the product. Include all the printed materials the electronic and social media content. Choose a right mix. Leaflets. Facebook , the website very important. And specially a person needs to be in charge of the marketing and interaction with the customers. Answering enquiries and updating the social media and the website with offers, news etc.
- People: continuously train The staff who interact with customers as well as the kitchen staff.
- Process: Improve the The systems and procedures used to deliver the product to the customers.. The protocols in place to improve the customer experience and the smoothness of the operations specially front of the house
- Physical evidence: Enhance The physical environment experienced by the customer. This is actually the average two hours that the customer experiences while in the restaurant from the parking to lighting to chairs and the background music etc.
- Packaging: look in the terms of the restaurant for the plates cutlery tables layout, table set-up etc.
10.The concept establishment, and reform
Nonetheless, to be fair the most possible solution for a Food service enterprise is to revise its business concept, and philosophy when faced with the low or diminishing returns.
Revaluation and establishment of the fresh concept of the product/service together with re-targeting the righty identified market segments will involve some of the following steps.
Firstly, one must start with reassessing and refining the Business philosophy, mission,, aspirations ,and objectives. With the aim to bringing these in line with the constraints of the avilable budgets
Next one should concentrate in finding the local market parameters its size, income, competition and its mix. These normally achieved through conducting a market research.
At the next stage the the feasibility studies should be carried out in order to determine whether does the concepts lend itself to be applied to the locality with the resources available to the owners.
From the previous follows one of the following two : the implementation of the new concept or the rectification and refinement of the concept taking into account the local markets parameters.
- Reforming the existing concept:
An alternative case scenario might require a limited reformation of the insitu business model. This partial reformation can be carried along the following steps:
Step one – Reassessment and better understanding the existing concept and business model. Studying the already implemented strategy on the ground. Its outcome and results
Step two: Further in depth exploration and researching of the local market and its parameters
Step-3-Identifying the possible gaps, mistakes and shortcomings etc between the insitu concept, its implementation and consequent Business performance and results.
Sep four – Developing a new concept and business model that takes into account the reality of the past performance and the newer understanding of the local market and industry parameters.
Step five-Implementation of the reform.
Published 0n 9th of May 2024
Sections of the essay:
1.Introduction:
2.General Overview. Philosophy, Maxims, nature and purpose of Marketing
3.The relationship of the parts of the marketing function
4.Marketing message and communications
5.Market research
6.Market segmentation
7.Positioning
8.Targeting
9.Marketing tactics and tools for restaurants.
10.Diversification
11.Competitive advantage
12-Marketing flexibility and adaptability
13.Marketing traps
14. Summary
Article length: (3669-words)
1.Introduction:
In this article, we delve into the multifaceted world of restaurant marketing, exploring some of its components and linkages. We begin with a general overview of the restaurant marketing function, touching some of its fundamental principles. From there, we will touch upon how strategies can be derived and what influences the policies that shape restaurant marketing.
Additionally, we explore a little the intricacies of demand generation in local markets for restaurants, uncovering the factors that influence consumer behaviour and shape dining preferences.
Finally, we highlight some other interesting aspects of restaurant marketing, shedding light on some unique tactics and phenomena within the industry that contribute to its dynamic nature.
- General Overview: Philosophy, Maxims, Nature, and Purpose of Marketing
Marketing within the realm of restaurant management is a cornerstone area. The raison d’être of a restaurant lies in its purpose and aim, which are deeply rooted in its social function. Restaurants are not just business enterprises they are also a social institutions that benign at the heart of social events and gathering involving som e of the most private and personal occasions for most of us: celebrations of life in each others company with food and drink.
Just like any other organisation, a restaurant’s success or failure to a large extent hinges on its mastery of understanding its market and business environment. Even the most upscale restaurants with substantial budgets can falter if they fail to grasp the intricacies of marketing. Conversely, smaller restaurants with limited budgets can thrive if they excel in identifying precisely and providing the product and service that its customers want.
At its core, effective marketing in the restaurant industry revolves around understanding what customers are willing to pay for and delivering it with profitability in mind.
The inherent limitations of resources serve as the fundamental driver for the necessity of proficient marketing practices within the restaurant industry.
3.The relationship of the parts of the marketing function
The marketing function can be depicted as a schematic relationship where each component builds upon or emerges from preceding elements.
At the outset, one typically finds the vision, aspirations, worldview, and dreams of the key decision-makers in the establishment. But that’s just not enough. Even though these ideas and aspiration for a restaurant organisation could be most wonderful they arent of use if applied to a wrong context or environment. As it is well known wisdom “ there are horses for courses”. For a marketing strategy and philosophy to materialise, market research becomes imperative. Market research functions akin to exploring and assessing the terrain, discerning its conditions and nuances. It is through the synthesis of vision and market research that the optimal direction and course of action become apparent. Only then can an organisation develop a robust marketing strategy and formula that will help take shape all other activities and functions within the organisation.
At the core of the marketing strategy and formula lie the clear delineations of positioning and market targeting decisions. Naturally, from these preceding activities stem specific marketing tactics, policies, and related decisions that will all form a web of marketing activities.
- Some interesting aspects of the Restaurant to customers messages and communications.
One can be quite right to argue that such social institution as restaurants are constantly in the process of sending various signals about themselves to various stakeholder groups within its home location. Curiously enough, it even happens by the shear fact that they exist. Passer-byes will form some kind of opinion of a food establishment by just passing on walking past it. Restaurants as an important and actively used service phenomenon in our lives, draw to themselves a remarkable level of our attention. Consequently restaurants continually transmit some kind of message to customers, whether actively or passively. We love food, parties, social celebrations and our attention is drawn to the place where all these comes together , the restaurant.
A food establishment communicates with its customers mostly through the following:
– The architecture and the frontage
– The location
– The restaurant setup and interior design
– The menu
– Pricing
– Customer service
– Staff interaction
– The quality of marketing materials, including websites and social media presence, as well as printed materials like menus
– The quality of service, including cutlery and napkins, lighting and much more
Other smaller elements, such as operating hours and seasonality of menu content , also contribute to the overall impression that customers acquire about an establishments. In the same fashion one can deduct from this that its possible to reconstruct or decipher the marketing approach of an establishment by examining the previously mentioned aspects and communication means…
As all of the above arguably do shape and form the customer perception of the restaurant, consequently it will be naive to leave it all to chance. One can bet that it will be so much wiser to keep an eye on all the aspects. Everything should be ideally pre-planned, mediated and designed to form a cohesive image of the business in the perception of the local folks, the customers.
It’s crucial for restaurants to exercise caution and adopt a deliberate, thoughtful strategy that is consistently adhered to.
5 Market research
Understanding the forces shaping demand in a specific market is essential for any business. Knowing your market- involves monitoring and researching the market as thoroughly as time and resources permit.
Market research is a very large area to explore as a topic. With relation to this discussion one can highlight that at its core Market research for a particular product or service will be roughly concerned with the following:
- The Level of Income and its distribution within the target market.: The purchasing power of consumers directly of interest to the business.
- The composition of the market along many other axis involving lifestyle choices , house ownership age structure and much more
- Trends and Fashions within the target market : Consumer preferences and trends heavily influence market demand.
- The existing Supply: The attributes, quality, and quantity of available products or services that are competitors or substitutes to businesses own potential offering to the market under investigation.
For a particular hypothetical restaurant, learning about its target market will involves to a large extent finding the following attributes of the market:
- Size of the Market. Refers to the potential number of customers who could the establishment offer its services to.
- Current Value of the Market. This Indicates the amount of money customers are currently spending on similar products and services.
- Potential of the Market. : Reflects how much more customers could spend given better or more choices of similar products. ( It’s worth noting that some businesses create new markets, where none existed before, often through innovative technology or products. For example introduction of ethnic food restaurants in Britain during last century, have caused the massive growth for demand for such cuisine, which had not existed before.
There is another important point underlying the viability and credibility of a market research for a restaurant. The researchers undertaking the research should have enough experience and knowledge on workings of the food service enterprises to conduct a viable research too. In other words if the researchers are not familiar with the restaurant industry they very likely to produce not entirely accurate and relevant data. For instance ,Identifying the potential geographical market area around a restaurant involves determining the distance a reasonable customer would travel for a meal, as well as how much they would be willing to pay for it.In this fashion for a researcher to be accurately identify the potential Market size they should know a lot about restaurant goers and their habits.
6 Market segmentation
The market for a particular locality can be effectively divided into groups or segments that share similar preferences and expectations regarding a specific product or service. Similarly, the local market for restaurants can also be segmented to focus catering and hospitality efforts to specific segments. This entails designing menus, interiors, and choosing locations with the potential or ideal customer base in mind. Market segmentation provides a target audience for which the food service will be aimed.
Segmenting the market enables the efficient utilisation of limited resources to achieve the best possible outcomes, maximising the return on investment in resources and efforts. A well-defined market segmentation leads to a clearer target and better alignment of efforts bringing higher return per unit of input. If market segmentation isn’t understood well by decision makers or neglected, the efforts and resources can become spread thinly and effects could be fuzzy and even confusing.
Effective marketing for a restaurant hinges on understanding market segmentation and identifying the right segments to target.
7 Positioning
Positioning as a component of a marketing function for a hypothetical restaurant refers to the strategic process of establishing a distinct image and identity for a restaurant in the minds of consumers relative to its competitors. It involves crafting a unique service proposition that sets the restaurant apart from others and appeals to its target audience.
Effective positioning begins with understanding the restaurant’s target market, including demographic, psychographic, and behavioural characteristics. This was touched upon in the section on market research, earlier. By identifying the needs, preferences, and desires of its target customers, a restaurant can tailor its positioning strategy to resonate with them effectively. In other words a restaurant business can focus its resources to position itself to a specific target audience that will create the maximum appeal and desirability of its services. In return this should translate into better returns , efficiency and long term customer loyalty.
One common approach to positioning in the restaurant industry is through differentiation. This involves highlighting unique features, such as cuisine type, ambiance, service quality, or price point, that differentiate the restaurant from its competitors. For example, a restaurant may position itself as offering authentic Italian cuisine in a cosy, intimate setting, thereby standing out in competition and appealing to those customers seeking specifically such dining experience with a focus on quality and authenticity ,relaxed and gentle surroundings replicating an Italian interior design features.
Similarly, a vegan restaurant may position itself as the go-to destination for plant-based dining options, catering to the growing demand for healthy and sustainable food choices.
Consistency is key to successful positioning. A restaurant must deliver on its promised positioning across all touchpoints, including menu offerings, customer service, ambiance, and marketing communications. By consistently reinforcing its unique value proposition, a restaurant can build brand loyalty and maintain a strong position in the market over time. This will allow to enjoy the premium financial returns in the long run.
8 Targeting
One can argue that targeting and positioning constitute two sides of the same coin. These two aspects of restaurant marketing relate very closely and depend on each other to a large extent. In other words positioning is derived from the targeting choices and strategy.
Targeting in restaurant marketing involves pinpointing and concentrating on specific segments of the market that are most likely to be interested in and benefit from the restaurant’s offerings. As was mentioned in positioning section earlier, this process includes analysing demographic, economic , behavioural and many other important characteristics of potential market. For example, a fine dining restaurant may target affluent professionals seeking upscale dining experiences, while a family-friendly diner may target families with children seeking casual and affordable meals. By tailoring marketing efforts to these specific segments, restaurants position themselves so to appeal specifically to these target segments. In turn this can maximise their return on investment and attract customers who are most likely to become loyal patrons.
Several factors determine the type of segments targeted:
- Owner’s Inspirations: The motivations behind opening a restaurant, such as personal dreams or family values, influence the restaurant’s atmosphere, menu, and target clientele.
- Budget: The size of the budget dictates the scope and segments the restaurant can cater to, with premium establishments targeting high-income segments and budget-friendly ones focusing on mid to low-income segments.
- Location: Proximity plays a crucial role, with restaurants mainly attracting customers from the surrounding area. The philosophy of the restaurant and its suitability for the local demographic also impact targeting.
- Philosophy of the Restaurant: A restaurant’s ambiance and menu style attract specific customer demographics, such as casual diners versus formal dining enthusiasts.
- Competition and Market Saturation: The level of competition in a particular segment influences the restaurant’s ability to enter and succeed in that segment. Oversaturated markets may require innovative strategies to stand out.
- Proficiency and Know-how: Established chains and specialised restaurants leverage their expertise and economies of scale to target specific customer groups effectively.
9 Marketing Tactics and Tools for Restaurants:
Restaurants employ various tactics and tools to attract and engage customers, boost brand visibility, and drive revenue growth. Key marketing tools include:
- Social Media Marketing: Utilising platforms like Instagram, Facebook, and Twitter to showcase menu items, engage with customers, and promote special events.
- Email Marketing: Sending newsletters, promotions, and updates to keep customers informed and interested.
- Online Reviews and Reputation Management: Monitoring and responding to feedback on platforms like Yelp and Google My Business to maintain a positive reputation.
- Search Engine Optimization (SEO): Optimising the restaurant’s website and online presence to improve visibility in search engine results.
- Local Advertising. Utilising local channels such as newspapers, magazines, radio, and community events to reach local customers.
6.Loyalty Programs: Offering incentives like discounts or exclusive perks to encourage repeat business.
- Collaborations and Partnerships: Partnering with local businesses, influencers, or organizations to reach new audiences.
- Visual Content Creation: Sharing high-quality photos and videos to showcase menu items and create interest among potential customers.
- Price-Based Promotions: Offering special deals such as “Friday Fish Day” with buy-one-get-one-free offers on fish and chips, or “Kids Eat Free” promotions during certain times.
By leveraging these marketing tools, restaurants can effectively connect with their target audience, drive foot traffic, and increase profitability.
10 Diversification
Diversification in restaurant marketing involves targeting more than one market segment or expanding the range of services offered. Restaurants may diversify for various reasons some of the most obvious can be the following:
- Increase Revenues: Diversification allows restaurants to tap into new markets and sources of revenue, ultimately boosting overall sales.
- Competing and Taking Market Share: By diversifying, restaurants can compete more effectively with competitors and gain a larger share of the market.
- Risk Management: Diversification helps spread risk by not relying solely on one market segment, reducing vulnerability to changes in consumer preferences or economic conditions.
- Seeking Better Returns: Restaurants may explore diversification to pursue more lucrative segments or markets that offer higher profit margins. For example a restaurant might start food delivery service to enter the market that is benefitting hugely fro the consumer demand for the quality restaurant food being delivered o their homes. In such way restaurant can increase its revenues greatly without significant new investment.
5.Building Confidence and Capability: As restaurants grow and enhance their resources and capabilities, they may seek to enter more premium segments previously considered unattainable. For example owners might decide its time to up their game and enter the fine dining market to appeal to a more premium segments of the market too.
Diversification strategies may involve entering new segments not currently catered to, such as offering delivery services or entering the buffet market for corporate meeting lunches. This may require developing separate menus tailored to specific delivery needs, such as pizza delivery or bistro-style food delivery.
By diversifying their offerings, restaurants can expand their customer base, increase revenue streams, and mitigate risks associated with market volatility.
11 Competitive advantage
Restaurants strive for competitive advantage in the market to differentiate themselves from competitors and attract customers. Beyond specialisation and geographical focus, several other aspects contribute to achieving competitive advantage:
Restaurants often operate with limited resources, necessitating a focused and efficient approach to competing in the market. Despite being smaller players in the industry, some restaurants can achieve competitive advantage by identifying and capitalising on opportunities effectively.
- Identifying hidden capabilities, resources and opportunities. : Recognizing market possibilities and alternative operational approaches is crucial. Every restaurant has unique potentials, and the key lies in identifying and leveraging them effectively.
- Specialisation: Some restaurants excel by specialising in a particular cuisine, or dish. Some restaurants specialise in seafood while others focus on just burgers offering a vast array of this fast food. Specialisation allows for focused expertise, cost efficiency, and differentiation from competitors.
- Children’s Menu as a Marketing Strategy. Investing in a high-quality children’s menu can be a strategic move. Children are often overlooked but constitute an important demographic. By providing superior menu options for children, restaurants can gain a competitive edge and attract families.
- Geographical Focus: Focusing operations within a specific geographical area allows for resource concentration and efficient deployment of resources. By targeting a defined market area, restaurants can allocate resources more effectively and outperform competitors.
5 Customer Experience: Creating a unique and memorable dining experience can set a restaurant apart. Factors like ambiance, personalised service, and attention to detail can leave a lasting impression on customers and encourage repeat visits. Similarly customers can be offered a unique experience through other factors such as a restaurant’s location. For example a cliff top location with stunning view, or a restaurant on top of a tv transmitting mast will have competitive advantage since the restaurant offers inimitable customer experience.
- Innovation: Embracing innovation in menu offerings, technology integration, or service delivery can distinguish a restaurant from others. A good example is molecular gastronomy restaurants that attract customers from as far as neighbouring countries. Another example is incorporating sustainable practices that are at different level. Some restaurants incorporate their supply chain fully within their operations chains, investing in their own restaurant food gardens , greenhouse and fisheries etc.
By adopting these strategies, restaurants can effectively compete in the market by distinguishing themselves from others and carve out a niche for themselves.
12-Marketing flexibility and adaptability
As mentioned earlier, a successful and productive marketing strategy for a restaurant involves being finely attuned to customers’ tastes and expectations and having the necessary resources and capabilities to meet these demands. If customers prefer consistency and expect the same product and service, the right marketing strategy should take that into account and focus on maintaining a consistent offering. Nonetheless, having done the right things the restaurant marketing team cannot rest on laurels forever. Marketeers should always be alert and perceptive. In real life ,and definitely as far as the long-term time frame is concerned, the restaurant marketing is a dynamic process that requires continuous adjustment to changing trends, demands, and expectations.
Marketing is not a one-off event or activity but an ongoing process. Restaurants must constantly evolve to stay in line with shifting consumer preferences and market dynamics. Ultimately, demand dictates what can be supplied profitably.
The continuous adaptation is necessary due to the inherent flux and change in the market parameters and attributes. , as well as relentless competition. One can argue that not only restaurant marketing executives should have their finger on the market pulse but also be proactive in shaping and leading some of the trends.
By embracing flexibility and adaptability in their marketing approach, restaurants can navigate the ever-changing landscape of the industry and ensure long-term success.
- Marketing traps
Local restaurants in small towns often face the challenge of offering menus filled with familiar, well-known dishes. While these dishes may be comforting to locals, they can also become repetitive and uninspiring. However, attempting to introduce innovation into the menu poses risks. The local customers may not be adventurous when it comes to food preferences, preferring to stick with what they know and like.
For an establishment to be profitable, it must attract large numbers of diners. Thus, introducing new items at the expense of removing old favourites can be risky and costly. Additionally, local chefs may be accustomed to preparing the same dishes, perpetuating the cycle as they move from one restaurant to another throughout their careers.
Navigating these marketing traps requires careful consideration of local tastes and preferences, balanced with a willingness to innovate and adapt to changing consumer demands. Finding the right balance between tradition and innovation is essential for the long-term success of small-town restaurants.
- Summary
In the dynamic landscape of restaurant marketing, understanding the intricacies of each component is crucial for success. From establishing a clear marketing philosophy to navigating the challenges of market segmentation and positioning, restaurants must continually adapt to meet the evolving needs and preferences of their customers.
The foundation of effective restaurant marketing lies in comprehensive market research and segmentation, allowing establishments to target specific demographics and tailor their offerings accordingly. By identifying their unique selling points and leveraging competitive advantages, restaurants can distinguish themselves in a crowded market and attract loyal customers.
Furthermore, flexibility and adaptability are essential traits for restaurants to thrive amidst changing consumer trends and market dynamics. Constant innovation, coupled with a keen understanding of local tastes and preferences, enables establishments to stay relevant and competitive.
However, restaurants must also be wary of marketing traps, such as the pitfalls of offering overly familiar menus or neglecting the importance of customer feedback and engagement. Striking the right balance between tradition and innovation is key to sustaining long-term success.
Ultimately, effective restaurant marketing is a multifaceted endeavour that requires careful planning, strategic decision-making, and a commitment to delivering exceptional experiences to customers. By incorporating the insights and strategies outlined across the 14 sections of this article, restaurants can position themselves for growth, profitability, and lasting impact in the ever-evolving culinary landscape.
essay size: 6111 words
publication date: 30th of May 2024
Essay Contents:
1-A very brief history of food establishments menu
2-What is food menu and its definition
3-The fundamental forces shaping the restaurants menus
4-Genre and types of menu
5-Restaurant menu:
6-Style of restaurant menu:
7-Public Houses
8-Pub menu:
9-Cafe
10-Cafe menu
11-The evolution of the food service menu in UK
12-Some Current Food Service Trends in the UK
13-Conclusion
A very brief history of food establishments menu
It could be rightly hypothesised , that food service establishments existed in some shape or form from the inception of the first human societies. This assumption based on the fact as we know food is a essential part of life and idea of deriving an economic benefit from offering a valued service would be obvious to first entrepreneurs..
Back to the solid documented facts now. The concept of the modern restaurant is often traced back to Paris in the 18th century. Allegedly, In 1765, a man named Boulanger opened a business selling soups and other “restaurants” (meaning “restoratives”) to the public. This establishment offered a menu of items available for purchase, marking a departure from the earlier practice of taverns and inns that primarily served travellers and locals with whatever was there to eat for that particular moment ready in the kitchen.
Following Boulanger’s innovation, other entrepreneurs in France began to open establishments where patrons could dine on a variety of dishes in a public setting. These early restaurants featured fixed menus and set prices, catering to a growing urban population seeking affordable and convenient meals
The concept of the restaurant quickly spread across Europe and the rest is history. ( Its wise to mention that other well known historic civilisations have had their own history of the evolution of the food service establishments, not an inch less interesting and sophisticated)
.
Back to Europe. Throughout the 19th and 20th centuries, restaurants continued to evolve, incorporating new culinary trends and innovations. From the grand dining rooms of luxury hotels to the casual atmosphere of diners and fast-food chains, restaurants began to cater to a wide range of tastes and preferences.
In the latter half of the 20th century and into the 21st century, globalisation brought about a proliferation of restaurants offering cuisine from around the world. This led to a greater diversity of dining options, with establishments specialising in everything from traditional regional dishes to fusion cuisine that blends culinary traditions from different cultures. One could bet that right now a hypothetical traveller can encounter classic european , american, indian, chinese and middleeastern dishes in any major city or town in most of countries around the world in some variation.
What is food menu and its definition:
We all know what this promising and anticipated item is- the menu. Nonetheless, here’s an attempt to describe it a bit technically.
- In a n everyday sense a restaurant menu is a list of food and beverage options available at a restaurant. It typically includes a wide range of items such as appetisers, entrees, side dishes, desserts, and beverages, along with descriptions, pricing information, and dietary information
- Legally: A menu itself is not typically considered a legal document in the eyes of the law. However, there are some legal considerations related to menus that restaurant owners should be aware of. For example. The menu should accurately represent the food and drink items offered, including prices, allergen information, and any special dietary considerations. Its a bit like offer to enter contract from one part to counterpart. The implication being that the misleading information on the menu could potentially lead to legal issues.
When a customer orders from the menu, they are entering into an agreement to purchase the items listed. Therefore, the menu should be clear, accurate, and not misleading. Any discrepancies between the menu and the actual offerings could result in consumer complaints or legal disputes.
The menu tells a story or two
To a potential or an existing customer menu represent the potential and many possibilities to satisfy ones hunger and thirst in a very pleasant environment while being kindly looked after by staff at the establishment.
On the other hand to a professional the menu can tell much more on top of that. The menu can hint at, what are kitchen team’s capabilities are. It tells potentially about owners’ aspirations and vision. A specialist might be able to stipulate what is restaurant marketing strategy( positioning, targeting etc) might be by studying the menu. To a specialist menu can serve as a clue about the type of equipment in the kitchen, the kitchen firepower etc.b. It also can hint at the supply chain a bit.
An operations management specialist can look at the Menu as the output of the kitchen function. Its performance. Measure of its capabilities, resources and culinary skills.
The fundamental forces shaping the restaurants menus
Progress and technology. Cooking technology. The way we could prepare and cook food makes a massive difference in what we have on our menus. The invention of electricity have led to improvement and proliferation of the electronically controlled and powered appliances made it possible to prepare and cook food in a faster, more efficient ways increasing the scope and depth of the menu.
The historical forces. The age of exploration and trade added to menu enrichment tremendously. For example the Silk Road allowed the mutual enrichment of the cultures along this trade route. Such great dishes at noodles and pastas have become a staple diet to many participant cultures. Similarly the opening of the America to people from other continents allowed the European cuisine benefit from a range of new ingredients such as potatoes tomatoes etc.
Progress and advance in transportations. Similarly the speed of transportation makes it possible to transport exotic and perishable foods from around the world to any destinations.
Human migration. People always brought with themselves their home food and recipes. when travelling to settle in far corners of the world. Italian immigrants are responsible for proliferation of the wonderful Italian cuisine around the Europe and North America.
The geographical locations. Far corners of the world where there is still lack of communications and ease of transportation can stick to their local ingredients. And cuisine and menu stays static.
The economic factors . the increase in peoples income can increase the demand and supply for expensive food . that becomes viable for restauranteurs to source and offer.
The social change. New awareness can change what we eat. For example increase in vegan food. The boycott of some food that becomes unethical. For example foie gras and shark fins.
The above are probably the underlying factors that historically what people eat in a given locality. The same factors affect what the food service industry offers to its customers too.
Genre and types of menu
With regard to the format the menu tend to be limitless in variations and styles.
But some particular generic formats can be as follows;
Focused menu ,where the establishment offers a narrowed down style of cuisine or dishes derived from particular ingredient groups. Here the emphasis on the specialisation rather than variety
Elaborate, complex, large with a variety of dishes. These tend to be larger establishments where there are large kitchens with many chefs.
Fine dining restaurants offer in line with their elaborate décor and service quite formal menu with sophisticated ranges of dishes designs and prepared to highest standards. Here the emphasis is on finesse and the exquisiteness of dishes produced by skilled staff using premium ingredients. The haute cuisine gravitates towards the artistry in food.
Modern, trendy, light, healthy, relying on fresh ingredients. These menu are offered by trendy inner city establishments aiming the younger suave professionals. The emphasis is on the freshness and the ethicality of the ingredients and dishes on offer. The cuisine likely to be modern international with the fusion of the cuisines and styles.
Comfort food. Classic local regional dishes. Creating the homely atmosphere. Here the ambience and comfort are as important as the quality of the food.
The above are just a small portion of the menu types if one could generalise. In real life there are many combinations , mutations and permutations and mixes falling in between or having features borrowed from two or more types of cuisine and style of food.
One must be honest to admit that its impossible for practical purposes to identify and define the myriads of types of menus in existence that can ot be all mentioned here. For the sake of this essay we will focus on three main food service food service formats. More specifically on aspects of their menu. Namely, the classic restaurant, food serving pubs and cafes.
Restaurant menu:
These tend to be the most elaborate and sophisticated comparing to other two concerned classifications of the food service organisations. Restaurant menus tend to have many sections such as starters, main, deserts, kids ,sides etc. The restaurants are rightly regarded as the penultimate incarnation of the food service function. Because for a restaurant its main purpose is food and only food in its full glory. All other aspects, such as drinks, beverages and ambience although important nonetheless take auxiliary role ,next to food.
Here are 10 main features and characteristics of restaurant menus compared to other types of food service establishments:
- Diverse Culinary Offerings: Restaurant menus often feature a wide range of culinary offerings, spanning multiple cuisines and flavour profiles. Unlike cafes or pubs, which may have a more focused selection, restaurants aim to cater to diverse tastes and preferences, offering everything from appetisers and salads to entrees, desserts, and specialty dishes.
- Gourmet and Fine Dining Options: Restaurants frequently include gourmet and fine dining options on their menus, featuring upscale ingredients, intricate preparation techniques, and sophisticated presentations. These elevated offerings appeal to customers seeking a high-end dining experience and are often accompanied by a higher price point compared to casual dining establishments.
- Chef’s Specialties and Signature Dishes: Many restaurants highlight chef’s specialties and signature dishes on their menus, showcasing the unique talents and culinary creativity of the kitchen staff. These standout offerings often reflect the restaurant’s identity and style, serving as focal points that draw diners in and differentiate the establishment from competitors.
- Wine and Beverage Pairings: Restaurants typically offer extensive wine lists and beverage pairings to complement their food menu, providing customers with options to enhance their dining experience.
- Formal Dining Atmosphere: Restaurant menus are often associated with a formal dining atmosphere characterised by elegant décor, attentive table service, and a refined ambiance. Unlike the casual and relaxed setting of cafes or the social environment of pubs, restaurants prioritise providing a sophisticated and memorable dining experience for patrons.
- Degustation and Tasting Menus: Many restaurants offer degustation or tasting menus, allowing customers to sample a curated selection of dishes in smaller portions. These multi-course dining experiences showcase the chef’s creativity and skill while offering diners an opportunity to explore a variety of flavours and textures throughout the meal.
- Reservation Requirements: Due to their popularity and formal dining atmosphere, restaurants may have reservation requirements, especially for peak dining times or special events. Reservations ensure that customers have a guaranteed table and allow restaurants to manage seating capacity effectively
- Creative Presentation: Presentation is key in restaurant menus, with an emphasis on creative plating and visual appeal. Dishes are often meticulously arranged to enhance their aesthetic appeal and elevate the dining experience. Restaurants may use artistic techniques and garnishes to add flair and sophistication to their presentations, enhancing the overall dining experience for customers.
Style of restaurant menu:
Restaurant menus can vary widely in terms of cuisine, style, and concept, but here are some main genres or categories that you can often differentiate:
- Fine Dining: Fine dining restaurants offer an upscale and luxurious dining experience characterised by gourmet cuisine, elegant ambiance, and impeccable service. The menu typically features haute cuisine with intricate preparations, high-quality ingredients, and sophisticated presentations.
- Casual Dining: Casual dining restaurants provide a more relaxed and informal atmosphere compared to fine dining establishments. The menu offerings are diverse and accessible, featuring a mix of comfort food, international cuisine, and familiar favourites. Casual dining restaurants may include family-friendly options, such as burgers, pizzas, pastas, and sandwiches, as well as salads, appetisers, and desserts.
- Ethnic or Specialty Cuisine: Ethnic or specialty restaurants focus on a specific cuisine or culinary tradition, offering authentic dishes and flavours from a particular region or culture. Examples include Italian trattorias, Mexican taquerias, Thai restaurants, Indian curry houses, and sushi bars.
- Vegetarian and Vegan friendly. : Vegetarian and vegan restaurants cater to customers following plant-based diets by offering a menu entirely or partially free of meat, poultry, fish, and animal products. These restaurants may specialise in creative plant-based dishes made from fruits, vegetables, grains, legumes, and plant-based proteins. Menu items often include veggie burgers, grain bowls, salads, wraps, and vegan desserts.
- Seafood: Seafood restaurants specialise in fresh seafood and shellfish dishes, showcasing the flavours of the ocean. The menu typically features a variety of fish, shrimp, lobster, crab, oysters, and other seafood options prepared using different cooking methods such as grilling, steaming, frying, or baking.
- Steakhouse: Steakhouse restaurants specialise in premium cuts of beef and other meats, cooked to perfection using specialised facilities and equipment and served with classic accompaniments such as baked potatoes, steamed vegetables, and rich sauces. The menu often includes a selection of steaks and other meat prepared , marinated and cooked using many techniques including specialist BBQ facilities. Good example of these are Argentine and Brazilian steakhouses that have been gaining popularity in the UK in recent years.
- Bistro or Brasserie: Bistros and brasseries are casual French-inspired eateries that offer a relaxed and convivial dining experience. The menu typically features classic French dishes with a modern twist, such as steak frites, coq au vin, bouillabaisse, and quiche. The bistro this days could be adapted to the local cuisine and include more local dishes than classic bistros of the past that ere keen to derive their menu mostly from french tradition. Bistros may also offer a selection of wines, cheeses, and charcuterie, as well as house-made pastries and desserts.
- Gastropub: these could be justifiably included in the pub section of this essay ,since these are a sort of blend of the two concerned types of the food service establishments. Gastropubs blend the casual atmosphere of a traditional pub with the elevated cuisine of a restaurant. The menu often features creative twists on pub favourites, such as gourmet burgers, artisanal sausages, upscale bar snacks, and craft beer pairings. Gastropubs may also offer seasonal specials, local ingredients, and a curated selection of cocktails and wines.
These are just a few examples of main restaurant menu genres, each offering a unique dining experience tailored to different tastes, preferences, and occasions.
Public Houses
The pub menu deserves to be discussed in a separate section as it has its own style and content that is distinct from both cafes and restaurants in some ways. . Pub is a great British institution that is entwined with British history and culture. At its core Pub is a unique social centre, often the focus of community life in villages, towns, and cities throughout the UK.
A little Historical note:
It’s a widely held view amongst specialists and researchers that the British pub actually started life as a wine and food serving establishment , dating back almost 2,000 years when Britain was part of the Roman empire.
In 43 AD, an invading Roman army brought Roman roads, towns, and Roman pubs known as “tabernae” to the shores of Britain. These “tabernae” were essentially shops that sold wine and were quickly built alongside Roman roads and in towns to quench the thirst of the legionary troops. However, the native British brew was ale, and these “tabernae” adapted to provide the locals with their favourite tipple. Over time, the word “tabernae” was corrupted to “tavern”.
These taverns, alehouses, and inns continued to thrive and adapt through various historical periods, including invasions by Anglo-Saxons, and later the Scandinavian Vikings.
According to encyclopaedia Britannica: “Around the reign of King Henry VII, alehouses, inns, and taverns collectively became known as public houses, eventually shortened to “pubs”. By 1577, there were approximately 17,000 alehouses, 2,000 inns, and 400 taverns throughout England and Wales.”
A massive number given the lower population size. So it seems that Pubs have been at the centre of British life ever since the Roman times.
Pub menu:
So what are the main characteristics of pub menu compared to other food service establishments such as restaurants and cafes?
The differences between a pub menu and a restaurant menu can vary depending on the establishment and its focus. However, there are some general distinctions:
- Style of Cuisine: Pub menus often feature classic comfort food and hearty dishes like burgers, fish and chips, sandwiches, pies and appetisers like wings or nachos. They may have a simpler or more casual approach to cuisine. As was mentioned earlier, the Restaurant menus, on the other hand, may offer a wider range of options, including more gourmet or international dishes, and may focus more on presentation and culinary innovation.
- Beverage Selection: Pubs typically have a strong focus on alcoholic beverages, especially beer, with a wide selection of draft and bottled options. Some may also offer a selection of cocktails and other spirits. In contrast, while restaurants may have a bar and offer alcoholic beverages, the emphasis is often more on wine pairing and a curated selection of cocktails to complement the food menu.
- Atmosphere and Dining Experience: Pubs often have a more relaxed and informal atmosphere, with a focus on socialising and gathering with friends. The dining experience may be more casual, with patrons ordering at the bar or from a counter.
- Price Range: Generally, pub menus tend to be more budget-friendly, with lower-priced options suitable for a casual outing. Restaurant menus may feature a wider range of price points, including higher-end dishes and tasting menus for special occasions.
- Hours of Operation: Pubs often stay open later into the evening, catering to patrons looking for a place to socialise and unwind after work or late into the night. Restaurants may have more limited hours, with a focus on traditional meal times like lunch and dinner.
- Menu Size and Complexity: Pub menus compared to restaurants tend to be more concise, with a smaller selection of dishes that are often straightforward and familiar.
- Local and Seasonal Emphasis: Pubs may prioritise locally sourced ingredients and simpler preparations that highlight the flavours of the region. Most of the pubs in UK will offer the classic British dishes in some shape or form. They will rely mostly on the local supply chain while restaurants might source their ingredients from farther afield.
- Plating and Presentation: While both pubs and restaurants aim to serve delicious food, restaurants often pay more attention to plating and presentation, with dishes meticulously arranged to enhance their visual appeal. Pubs may focus more on generous portions and rustic presentation that emphasises comfort and flavour over aesthetic presentation.
- Service Style: The service style can differ between pubs and restaurants. Pubs may have a more informal service approach, with orders taken at the bar or at the table, and food served on disposable plates or in casual serving dishes.
- Pubs Lend themselves more for events and parties. They are more flexible comparing to restaurants in many way they can be hireed to have birthday parties with live music, corporate events etc. some pub tend to have a bit of disco going at weekends etc
Café
These tend to be present generously in all town centres and villages making our daily lives that much more comfortable and fun. Giving us a fast hassle free break from routine over a cup of coffee or a pot of tea, a quick lunch or meeting with a friend to discuss a plan over a snack and a bottle of beer.
With regard to food offering cafes have tended historically to be smaller, relying on a smaller kitchen and number of kitchen staff. Since the cafe prices are lower they tend to focus on quicker turnover and service so the menu tends to be consisting of dishes that quickly can be prepared and served. The composition tend to be of classic familiar dishes that the local people are familiar with. Most of the dishes on the menu would be as mains, since most will have one course or maximum 2 courses, including a desert.
Brief definition and history of café
According to encyclopaedia Britannica: “Café, is a small eating and drinking establishment, historically a coffeehouse, usually featuring a limited menu; originally these establishments served only coffee. The English term café, borrowed from the French, derives ultimately from the Turkish “kahve”, meaning coffee”
The first café is said to have opened in 1550 in Constantinople; during the 17th century cafés opened in Italy, France, Germany, and England.
During the 200 years after the mid-17th century, the most famous coffeehouses of Europe flourished in London as ready points for news, discussion, and faction. These establishments in their earlier days in Europe served as meeting places for discussions , deals, exchange of news and making and conducting commercial contract and deals.es; a man of letters, an actor, or an artist might perform or declaim for his coterie in his favourite coffeehouse; About the same time,, the French café were at their zenith as gathering places for intellectuals and artists.
Café menu
Café menus often have distinct characteristics that differentiate them from other food service establishments like restaurants and pubs:
- Beverage Focus: Café menus typically have a strong emphasis on coffee and tea beverages, offering a variety of espresso-based drinks, brewed coffee, specialty teas,
- Lighter Fare: Café menus often feature lighter fare such as pastries, sandwiches, salads, and breakfast items like muffins, croissants, and yoghourt parfaits. These options are usually designed to be quick and convenient for customers looking for a snack or a light meal to enjoy with their coffee or tea.
- All-Day Dining: Cafés typically serve food and beverages throughout the day, making them suitable for breakfast, brunch, lunch, and afternoon snacks.
- Casual Atmosphere: Cafés often have a relaxed and casual atmosphere, with comfortable seating arrangements that encourage customers to linger, socialise, or work while enjoying their food and drinks.
- Community Focus: Many cafes strive to cultivate a sense of community and connection among their patrons, serving as gathering places where people can meet, relax, and engage in conversation.
- Specialty Offerings: Cafés often differentiate themselves through specialty offerings such as organic or fair-trade coffee, artisanal pastries, and unique flavour combinations in their beverages and food items. These distinctive offerings cater to customers seeking quality, artisanal products and contribute to the café’s overall identity and branding.
Overall, café menus are characterised by their beverage focus, lighter fare, all-day dining options, casual atmosphere, community focus, and specialty offerings,.
Café are probably the most flexible and versatile of all food service establishments. They can change menu significantly more or less instantaneously. They tend to be not tired with long term contract to their suppliers so enjoy great flexibility with their offerings.
The evolution of the food service menu in UK
While the concept of restaurants as we know them today emerged in the 18th century, the recent centuries evolution of menus has been influenced by various factors including social, economic, and cultural changes. Here’s a brief overview:
- Early Influences (18th to 19th Century): The earliest restaurants in the UK were often influenced by French culinary traditions, reflecting the popularity of French cuisine among the aristocracy and upper classes. Menus during this period were typically written in French and featured elaborate multi-course meals;
- Industrial Revolution (19th Century): The Industrial Revolution brought about significant changes in society, including shifts in eating habits and dining out. As urbanisation increased and more people moved to cities for work, the demand for affordable and quick meals grew. This led to the proliferation of taverns, chop houses, and other eateries offering simple and hearty fare like stews, pies, and sandwiches. There was definitely a market emerging to be exploited
- Victorian Era (19th to early 20th Century): The Victorian era saw the rise of grand hotels and restaurants catering to the growing middle class. These establishments often featured opulent dining rooms and elaborate menus with a wide range of dishes spanning multiple courses. The influence of British colonialism also introduced exotic ingredients and flavours to menus, reflecting the empire’s global reach. The British upper classes fashion for travel abroad and within the British isles created a market for finer diners and food service establishments
- Interwar Period (1920s-1930s):** The interwar period was marked by economic uncertainty and social change, which influenced dining habits and restaurant menus. Many restaurants began offering more affordable and streamlined menus to attract customers during challenging economic times. There was also a growing interest in international cuisines, with restaurants incorporating dishes from around the world to appeal to cosmopolitan tastes.
- Post-War Era (1940s-1950s):** The post-war era brought about significant changes in food production and consumption, with the rise of convenience foods and mass production. This period saw the emergence of fast-food restaurants and diners offering burgers, fries, and milkshakes alongside more traditional fare. The first time in Britain the American dining experience was on menu. The fast expansion of food service in USA overspilled into UK as an ever increasing trickle of US brands and food culture into UK. However, there was also a growing interest in gourmet dining, with fine dining establishments showcasing haute cuisine and innovative culinary techniques.
- Late 20th Century to Present: The latter half of the 20th century saw a proliferation of dining options in the UK, ranging from fast-food chains to upscale restaurants offering cuisine from around the world. Menus became increasingly diverse and eclectic, reflecting the multicultural nature of British society and the growing influence of global food trends. In recent years, there has been a renewed focus on sustainability, seasonality, and locally sourced ingredients, with many restaurants emphasising these values on their menus.
Overall, the evolution of restaurant menus in the UK reflects broader societal trends and changes in dining habits over the past few hundred years. From the opulent feasts of the aristocracy to the fast-food culture of the modern era, menus have evolved to reflect the diverse tastes and preferences of diners across different historical periods.
Some Current Food Service Trends in the UK
The culinary landscape of the UK is very dynamic as it has been historically, probably to some extent due to the British history of international trade and exploration. Also the last few decades have seen a massive push towards the globalisation and information exchange revolution that spurred an immense proliferation of culinary diversity and tastes. . Here’s a brief look at the current trends trying to gain a foothold in the UK’s restaurant scene.
Embracing Global Flavours.
The UK’s multicultural society is reflected in its vibrant dining scene, with restaurants embracing flavours from around the world. From Asian-inspired street food to Mediterranean seafood specialties, establishments are incorporating premium ingredients and diverse culinary techniques to create unique and memorable dining experiences.
Streamlined Menus for Efficiency
In response to the need for operational efficiency, many restaurants are opting to streamline their menus. By reducing the number of offerings, establishments can optimise kitchen operations, minimise waste, and enhance the overall dining experience for patrons. Shorter menus also allow chefs to focus on perfecting a select range of dishes, ensuring consistent quality and execution.
Sustainable Sourcing Practices
In an era of heightened environmental awareness, sustainability has become a top priority for both consumers and businesses. Restaurants are responding by adopting sustainable sourcing practices, sourcing locally grown produce, and reducing food waste.
Fusion of British and International Cuisine
British cuisine has undergone a transformation in recent years, thanks to the infusion of international influences. Chefs are blending traditional British ingredients and cooking techniques with flavors from around the world, resulting in innovative and exciting culinary creations. From Korean-inspired barbecue to Indian-spiced pies, these fusion dishes reflect the multicultural nature of modern British society while pushing the boundaries of traditional gastronomy.
Elevating the Game
While Burgers and sandwiches may be considered a staple of casual dining, innovative chefs are elevating this humble dishes to new heights. From artisanal bread made with locally milled flour to creative fillings inspired by global flavours, sandwiches and burgers are experiencing a renaissance on menus across the UK. Whether it’s a gourmet grilled cheese or a decadent dessert sandwich, the possibilities are endless, offering diners a delightful combination of familiarity and innovation.
Plant-Based Innovations
The rise of plant-based dining shows no signs of slowing down, with an increasing number of restaurants offering creative and delicious vegan and vegetarian options. From plant-based burgers and pizzas to innovative vegetable-centric dishes, many fashionable establishments are proving that vegan and vegetarian cuisine can be both flavorful and satisfying. By embracing plant-based innovations, restaurants are not only catering to the growing demand for vegetarian and vegan options but also promoting sustainable and ethical dining practices.
The New Sharing: Redefining Dining Experiences
In an era where dining is increasingly viewed as a social activity, the concept of sharing meals has taken on new significance. From Korean BBQs to Spanish tapas, shared dining experiences foster connections and camaraderie, bringing people together in body and spirit.
Catering to Younger Palates
Restaurants across the UK are recognizing the importance of engaging younger diners by offering more than just conventional children’s menus. Childrens menu has often been overlooked in the past. It is being increasingly recognised that more and more parents are preferring sustainable sourcing and diverse flavours to be incorporated into their children diet.
Uber-modern niche trends
a. Embracing Insect Cuisine
As concerns about the environmental impact of meat production continue to grow, insects are emerging as a sustainable and protein-rich alternative.. With their low environmental footprint and high nutritional benefits, insects have the potential to revolutionise the way we think about food and sustainability. nonetheless , it probably will take some time to be accepted more widely.
b. The Emergence of Cloud Kitchens
The surge in demand for takeout and delivery options has given rise to a new dining concept: cloud kitchens. Also known as ghost or virtual kitchens, these establishments focus exclusively on preparing cuisines for takeaway and delivery orders. By operating without traditional dining spaces or front-of-house staff, cloud kitchens can optimise efficiency, reduce overhead costs, and experiment with diverse culinary concepts. This innovative model offers both established chains and aspiring chefs the opportunity to launch delivery-only concepts with minimal investment and risk, paving the way for culinary innovation and expansion in the digital age.
c. The Rise of Smashed Burgers
Smashed burgers, characterised by their flavourful simplicity and irresistible juiciness, are gaining popularity in the UK. Originating in America, these burgers feature patties that are pressed onto a hot griddle, creating a caramelised crust and locking in moisture.
d. Shifting Vegan Trends
While vegan cuisine continues to be popular, there’s a noticeable shift towards Middle Eastern influences and away from traditional meat substitutes. Dishes like hummus, falafel, and vibrant salads are capturing the culinary imagination, offering flavourful and nutritious alternatives to meat-based dishes.
Summary of the current trends in evolution of the menu in UK.
As the UK’s culinary landscape continues to evolve, these trends underscore the dynamic interplay between tradition and innovation. From embracing global flavours to reimagining classics, and from sustainable sourcing to technological advancements, the future of dining promises to be as diverse and exciting as the flavours that define it. By embracing these trends, chefs and restaurateurs can stay ahead of the curve, delighting diners with memorable culinary experiences that reflect the ever-changing tastes and preferences of modern society.
Conclusion:
Food service menu are dynamically shaped by the same forces that affect all other aspects of our society.
At the higher historic level restaurant , pubs, taverns and other food serving establishments would create their menu depending at what they could source locally. With the proliferation of exploration and trade the menu become more sophisticated and complex with larger range of dishes and styles of cooking.
The technological advances allowed for the improvement in food preparation and cooking equipment that manifested itself in larger variety and quality of food on offer in restaurants and pubs.
The format of the food service establishments are wide and varied , specially in the last few decades. Nonetheless the 3 main classic formats discussed in this article : the restaurant, the pub and the cafe stay the most widely present in our towns. The fourth format that has been becoming more popular over the last half century the take aways and food delivery has been left out of the remit of this essay. Its important to acknowledge that that the take away and food delivery food service is being adopted by ever increasing number of restaurants pubs and cafes. The concept of the great interest and needs a separate study.
The age of globalisation has affected the food menu in two particular ways in the UK and other countries. Firstly the proliferation of ethnic cuisine and dishes and secondly the effects of the more ethically minded , discerning and informed customers pushing restaurants into including healthier foods with traceable provenance . Another important force that shaping our menu recently is the revolution in information and technology. The IT is being used in all aspects of restaurant and menu including the way we order and where we eat.
Overall it seems that the food service supply chain and service have become more diverse and sophisticated with the menu becoming more sophisticated and detailed in response to customers demand. Overall it seems that there are more and more restaurants becoming more specialised in the type of menu they offer targeting specific segments in the market.
///
Edited 31th of october 2024.
///
Article length= 2578-words
///
Introduction
This article is about the administration function of a food service organisation. The article is divided in two parts.
The first part of the article is aimed at looking at the administration function within organisation , while the second part attempts to demonstrate how the admin function manifests itself in the position of the head Chef.
The first part is looking at admin in its pure form. Its tries to identify the main characteristics and the essence of admin, without describing its various manifestations within the organisational functions. The second part tries to see how admin function is performed by a kitchen leader such as the Head Chef. Its ironic that most of people will associate Head Chef as a person of creativity and artisan of cuisine, without giving thought to its admin function that stays hidden from our eyes.
1. The aims of the article:
The aim of this article is to define and identify business administration in its pure essence and then illustrate how the admin function manifest itself regarding the Position of a head chef in a food service organisation.
This would mean concentrating on the core attributes, tools, and processes that constitute administration itself, rather than the specific functions it supports.
Part 1: Nature, and Dimensions of Organisational Administration(1400-words)
1.Definition of Pure Administration
Administration as the coordinating mechanism as the system responsible for organising resources, guiding decision-making, and ensuring the smooth execution of tasks across all organisation. – Administration is often seen as the **”glue”** or framework that ensures the organisation operates cohesively and efficiently. Administration could also be represented as responsible for powering the nervous system within the organisation
- The Nature and Purpose of Administration
Administration arises naturally from the complexities of group work, enabling the allocation of duties and responsibilities to achieve overarching goals. Its purpose is to design and manage tasks effectively, guiding individual contributions toward the organisation’s objectives.
It encompasses the creation of roles, rules, obligations, rewards, and punishments to guide daily activities toward these goals. Additionally, it involves recording, control and identifying actions to build a knowledge base from experiences, which can be used to refine and adjust strategies.
- Depth and Scope of Administrative Function
Administration function is determined and relies on three levels:
Makro or contextual – Level: Involves rigid, long-term conditions and frameworks such as laws, organisational size, customs, culture, and contractual agreements. These factors often align with the PESTLE framework (Political, Economic, Social, Technological, Legal, and Ethical) and significantly influence administrative scope and range of tools..
Strategic Level: Represents mid-range, adaptable administration characterised by organisational structures, chains of command, role allocation, and employee rewards. Job design and the intellectual capabilities of decision-makers are crucial here.
-Operational and tactical l Level**: Focuses on mid range and day-to-day administration, where hands-on leadership is essential for the effective functioning of the organisation.
- Dimensions of the Administrative Function
The administration of an organisation can be understood through four broad areas or dimensions:
- Organizational policies, set-up and concept level admin:.Organising hierarchical relationships relying on roles , position, subordination responsibilities duties and rewards and perks. At this level organisational structure and chain of command are designed This dimension of admin focuses on designing and managing relationships, duties, and responsibilities within the group. It establishes the hierarchy, distribution of power, roles, and rewards, creating a clear chain of command.
- Operational Management: This sphere of admin functions involved in the set-up and regulation of capacity and potential of operations. It involves strategic planning of resources, quality, and capabilities, applying knowledge and skills to conduct operations efficiently and achieve organisational goals.
- 3. Organisational Control Systems: Effective administration requires a robust control system to ensure accountability. This involves recording performance and results, setting benchmarks, and conducting evaluations to enable adjustments and improvements. Control systems help gather essential information from all units to monitor efficiency.
- Systemization : Administration should aim to create routines that enhance effectiveness and reduce stress. Systematising routine activities improves efficiency by establishing clear procedures and guidelines, thus preventing irregularities in operations. After all cant do without a bit of old fashioned bureaucracy.
- Some Important Tools and Aspects of Administration (Alphabetically)
- Control as an Important Function of Administration
Rationale for the Control Function
Organisations consist of numerous individuals and activities, necessitating a system to record and channel information. Control functions ensure that objectives and directions are clearly understood by all, fostering organisational cohesion. Feedback from various units is essential for informed decision-making. Additionally, organisational objectives translate into road maps and plans for individual functions and employees to fulfil their roles effectively.
Control also identifies weak points and gaps, enabling rectification and avoiding resource waste.
Control Measures:
Control aids administration through: A. Target Setting: Establishing performance goals.
- Monitoring: Tracking the completion of tasks and targets.C. Pace Regulation: Setting operational speeds, such as in order processing for takeaways. D. Output Measurement: Comparing performance against average outputs. E. Record keeping: Ensuring accuracy in financial records (e.g., cash reconciliation).F. Physical Examination: Checking received goods against invoices etc.
Design of Control Systems:
- Centralised Control System: Focuses on strategic objectives and policies, establishing overarching concepts and strategies. Use of annual budgets etc.
- Departmental Control: Targets specific functions, setting performance goals, budgets, and policies to achieve departmental objectives.
- Individual Control: Guides individual roles and functions to align with departmental goals.individual targets, bonuses remunerations
- The administrative cycle involves: Administration → Recording → Control → Feedback and Analysis → Revision → Systemization → Administration. This help designing better control systems
- Systemization as a Tool for Efficiency in Administration
Systemization provides the structure within which administrative activities can be conducted effectively. Without a systematic approach, administration can become chaotic and stressful. A structured system promotes transparency and routine, making administration clear and accessible.
Examples of Systemization:
In a kitchen, a system should be established for ordering supplies. This includes: A.
Ingredient Lists. Staff can refer to printed lists to track needed items.
- Order Placement: Specific time slots and methods for placing orders (e.g., a kitchen phone with shortcut buttons).
CReceiving Procedures: Clearly defined rules for managing deliveries.
Once systems are in place, administrative tasks become much easier.
Repetition and Reinforcement as aid to systemisation:
To establish correct procedures, it’s vital to create standards and reinforce them regularly. For example, a chef can develop operational rules for various tasks, such as inventory management, and continually emphasise their importance.
- Communication in Administration
Effective administration heavily relies on various means of communication, including:
- Written and electronic Communications: This includes laws, contracts, notices, newsletters, emails, budgets, and targets that provide essential information within the organisation.
- Conventional (Unrecorded) Communication: Organisational culture and industry customs play a significant role in shaping communication norms standards and expectations
- Non-Verbal Communication: Leadership behaviours, such as leading by example and demonstrating tasks, communicate expectations to team members.
—
- Legal Framework Supporting Administration
Interactions relationships within organisations are governed by various layers of law. In the restaurant industry, for example:Industry-Specific Laws dictate what level of care and hygiene are legally is required from the chefs. : Management and employees must adhere to regulations specific to the catering industry in the UK. Also general UK laws govern management-employee relations, duties, and obligations towards each other..
- Role of Local and Industrial Customs in Administration
Each industry has its conventions and informal principles that influence administration. For instance, in UK restaurants, chefs develop expectations for collaboration during busy periods, shaping the administration of the kitchen. This will differ from country to country. For example some industries in a country will have differing levels of allowed initiative, or informality.
- Cultural Influence on Administration
The culture of the UK impacts management styles and employee interactions in restaurants. This cultural backdrop influences customer expectations, marketing materials, and overall management approaches.
- Managerial Style and Organisational Culture
Different organisations, even within the same industry, may adopt varying managerial styles that evolve over time. These styles significantly influence how administration is conducted within a company.
- Employment Contracts
Employment contracts outline the duties and obligations of both the organisation and the employee. They regulate various aspects, including work hours, remuneration, holiday entitlements, sick pay, and individual responsibilities.
- Delegation of Authority
Effective administration involves the delegation of power and authority from managers to subordinates, ensuring clarity in roles and responsibilities.
- Remuneration and Rewards
These are powerful tools in controlling and leading individuals and teams. This are some of the most powerful tools in establishing motivation , performance and loyalty
Compensation, perks, and bonuses serve as incentives for individuals in their roles, motivating them to perform their duties effectively.
- Leadership and Management
Leadership integrates formal administrative tools with informal motivational methods to guide teams toward goals. Good managers identify the appropriate mix of tools for different situations, recognizing when to lead by example to inspire others.
L The administration cycle is a continuous loop that ensures effective governance within an organisation:
**Administration → Recording → Control → Feedback and Analysis → Revision → Systematization → Administration.**
- Challenges in Administration
Administration faces several challenges/ some examples are as follows:
Reliance on Systemization: While systemization is crucial, it may clash with human preferences towards spontaneity and creativity leading to resistance and dissatisfaction. . Humans are naturally prone to resist impose framework and restrictions aspiring and striving to freedom.
-Hierarchical Issues: Imposed hierarchies may conflict with natural leadership structures within teams.
Leadership Failures: Absence of exemplary leadership can undermine motivation and dedication by subordinates.
Low Staff Rewards: Insufficient incentives can lead to a lack of motivation among employees.
Lack of Clarity: Inadequate systemization and unclear rules can hinder effective administration.
Section 2 -head chef
Part 2: Real-Life Example: Head Chef’s Main Administrative and Control Duties (905 words)
- Depth and Scope of Administration by the organisational head chef:
Expectedly, the depth of food service Administration also can be divided in three levels:
Makro or contextual – Level: Involves rigid, long-term conditions and frameworks such as laws, such as national and more specifically the food hygiene laws etc. local economy, politics ,organisational size, customs, culture, and contractual agreements will and serve as boundaries, channels and frameworks within which the Head Chef admin function executed.
Strategic Level: Represents mid-range, adaptable administration of the restaurant and the kitchen teams. . the chef will have to design his team structure, restaurant organisational structures, chains of command, role allocation, and employee motivation and rewards systems.
-Operationa and tactical l Level Here chef will have to focus on mid range and the day -to-day administration, where hands-on leadership is essential for the effective functioning of the organisation.
2.Head chef administration tools:
Head chef in a food service establishment is at the top of the hierarchy together with the directors and top managers. He or She possesses all associated bureaucratic and hierarchical rights to lead the team and administer it in the best interests of the organisation.
The following material in article is focusing at the two lower levels of admin function performed by the Head chef, omitting the macro-level since it’s not very relevant and of no particular interest to this article.
Administering Strategic level:
Strategic Level Responsibilities of the Head Chef:
- Menu Policies and Design: The head chef collaborates with key stakeholders (owners, marketing director etc) to develop menu concepts. This includes researching local market , suppliers and coordinating menu and dish design with others e.g marketing team.
- Storage and Stock Management: The head chef establishes efficient ordering procedures, negotiates contracts with suppliers. The key long-term decisions are made regarding the policies in this sphere.
- Kitchen Layout and Design: The kitchen’s configuration should reflect the restaurant’s overall concept philosophy and long-term objectives. This includes thoughtful planning of the kitchen’s physical setup to ensure efficient operations. The investment into the kitchen equipment and its mix is made in line with the concept menu and long-term plans.
- Plates and Serveware Design and specifications: The head chef plays a central role in selecting professional quality serviceware that complements the restaurant’s theme and enhances the presentation of dishes.
- Restaurant Layout: The head chef must ensure that the restaurant’s seating capacity aligns with kitchen capabilities during peak hours. Thoughtful planning is required to avoid overcrowding while maximising revenue.
- Staffing Strategy and Motivation: The staffing approach should align with the restaurant’s and cuisine concepts. The head chef develops clear policies for recruitment, remuneration, and discipline, emphasising staff motivation and consistency.
- Service Capacity and Revenue Policies: The head chef aligns the kitchen’s output capacity , pricing strategy, balancing the number of covers with the desired revenue, with the overall organisational objectives.
Tactical Level Responsibilities:
Most of the effort at this level of admin is involved in standardisation and systemisation of the team effort. The head chef (HC) must administer their team and kitchen functions on an operational and daily basis through a well-organised and systematic structure that promotes transparency, consistency and quality
Following are some examples of the admin function by HC at operational and tactical level:
1.Recipe Management: The head chef is responsible for refining recipes, determining portion sizes, and ensuring consistent presentation. This includes maintaining thorough documentation and filing systems.
2.Storage Systems: Determining fridge and freezer space, configuration, and protocols for storage management is crucial to ensure efficient operations. Protocols for stock management, such as FIFO (First In, First Out) and LIFO (Last In, First Out), should be established. In larger kitchens with multiple fridges and freezers, a schematic representation of the contents can be displayed on the front doors, enabling staff to quickly locate items and efficiently put stock away. Each item should have a designated space to facilitate easy access and effective stock checks.
3.Utensils and equipment Procurement and Control: The head chef must establish protocols for acquiring and maintaining kitchen utensils, ensuring that they meet operational needs.
- Order Production Policies: Establishing procedures for the cooking and service production line, including reinforcement of these protocols, is essential for smooth kitchen operations.
- Supply Chain Management: The head chef oversees both the procurement of supplies and the management of front-of-house customer service, ensuring feedback loops are in place.The head chef oversees the protocols for selecting and procuring supplies, determining prices, and managing the mix of products.The head chef is primarily concerned with both internal production chains and external supply chains. This includes managing the procurement of supplies as part of the backward supply chain and ensuring quality customer service in the front of house (FOH)
- Staffing Policies: The head chef is responsible for determining the number of chefs required, assigning duties, and managing the team during different seasons and days of the week. This includes hiring, appraising, promoting, or dismissing chefs as necessary. Policies regarding the cooking and service production line should also be established, documented, and reinforced.
- Regular (Daily or weekly )Reports: At the end of each day, the supervisor or head chef should complete a report summarising the weeks and the day’s main points. This report may highlight specific.
These are valuable reports that could be studied in order to derive better practices and improve future efficiency.
In summary, the head chef’s responsibilities encompass three main functions: culinary expertise, operations management, and administrative duties.
By effectively managing both strategic and tactical responsibilities, the head chef ensures alignment with the restaurant’s overall objectives, facilitating a coherent and efficient operation. Failure to do so can lead to confusion and disjointed management, ultimately threatening the establishment’s success.