Reference no: EM133200874
You are the owner of a restaurant everything goes well but, you have experienced some difficulty in attracting and keeping the head chef costs increase, staff productivity decrease, and the weekly guest count all seems to be on the decline.
More and more fine dining restaurateurs are giving up on their expensive market segment to join the more forgiving ranks of casual dining.
Fine dining means everything must change, from the food and beverage offerings to the level of service, and the quality of each physical item
Capacity will remain the same and you will retain your liquor license under the same terms. While the cuisine will retain its North American roots.
FINE DINING MARKET: As an intrepid entrepreneur, you are bucking the trend. Before you embark on this venue, you need to be realistic about what you are up against and ask yourself: Why is fine dining dying? Research this point and identify the potential pitfalls of your new direction. How will you prepare for each one of them?
CONCEPT: What is the concept of your new establishment? Will you cut ties with the original restaurant or will you keep the name and promote your re-invention? Precisely define your target market. How will your concept impact your food preparation and purchasing choices? Your beverages? Your staffing? Be specific and demonstrate each one.
LABOUR BUDGET: What will your labour force look like? Name each position for FOH and for BOH along with their wage rate and state whether each position is entitled to benefits. Explain how you derived the hours and rates. Use your weekly schedule and wages to build a labour budget for each month of the first year.
STAFFING AND TRAINING:
Elaborate a plan for transforming your workforce into one suitable for fine dining. Will you train existing staff or hire a new team?
- What are the advantages (and cost advantages) to your decision? What are the disadvantages?
- What will your training plan look like? Describe the desired training outcomes. How will you apply behaviour modelling strategy and how it would apply in this specific case?
- What incentive structure could replace the usual tip arrangement to foster more of a team approach? (Explain this precisely with figures, percentages and examples). How will you address the possible push-back from staff to the new system?
- What is your guide for FOH and for BOH for handling guest complaints? How does it differ from a casual establishment?
COSTS: You must address the issue of rising costs. What cost-cutting measures will you embed in your FOH and your BOH operations? Be specific.
THE BAR: Using what you learned from Chapter 10, how will you set up your bar area and liquor operation to insulate your business from theft? What will you redesign on the beverage menu? On the bar design? Be specific.
FOOD REVENUES: Respecting the menu rules for fine dining you have learned on Week 10, make a menu, with prices, along with the menu mix table for the first year. Project your guest-count monthly and for the year. Project your revenues based on the guest count and the menu mix. Remember that not every month will be the same; consider the seasonal nature of our business in your projections.