A Case Study: Increasing Restaurant Profitability in an Established Operation

Introduction:
The review of The Café, by Bosco began in January 2017 where initial observations exhibited numerous neglected core efficiencies causing unreliable service and a negative effect on bar and restaurant profitability.

There was a consistent absence of immediate attention to the customer upon their arrival, followed by a common showing to the table and throwing down menus. This was followed by a service standard of simply taking orders and delivering product with no special steps to create an elevated customer experience. There were compounding service issues with regular and similarly made errors on food and beverage orders that were distressing customers, as well as, FOH and BOH effectiveness. In addition to the FOH training needs that were apparent, issues distressing profits included evidence of severe over pouring with occasional under pours of alcohol, Call brands poured when Well brands were charged, inexperienced wait staff mixing their own alcoholic beverages for their tables, frequent food and bar item returns, no inventory taking procedures, arbitrary menu price practices instead of formula based, lack of training in secondary floor managers, and there was a neglect to parking needs affecting diners coming to the location especially during parties, and this was additionally burdened with employees taking up guests parking spots.

Case Observations Presentation:

1. The assistant manager was never trained in essential skills like inventory management, COGS, menu engineering, and is unfamiliar with the percentages that are necessary to understand cost evaluations.

2. There were no employee position descriptions in place, onboarding or training programs.

3. Wait staff make their own drinks for their tables resulting in poor quality. Call brands are being poured when Well brands are charged, there is no recipe consistency.

4. Upon our initial review we performed a short audit of alcohol cost percentages by reviewing of invoices and sales during the same time period. These first month results are as follows;

1. Bottled wine pouring percentages were at 45%-63%.

2. Wine by the glass pouring percentages were at 24% to 44% on paper, however most wines by the glass were being over poured so these results were estimated lower than actual.

3. Alcohol pouring cost percentages were at 40%. d) Beer pouring cost percentages on bottled and tap combined were estimated at 35%.

New F&B Management (Bosco) and Outcome:

1. Position responsibilities were formulated and Bosco wrote a guide for each of the four segments; Front Desk, Runners, Bussers, and Wait Staff. Training to each segment progressed.

2. Meetings with the Director of F&B and General Manager began in March to train in inventory and COGS management.

3. Inventory training with the Assistant Managers, supervisors  included the creation of their first inventory spreadsheet, understanding FIFO & COGS, and evaluation and calculations of alcohol pouring cost percentages.

4. To address the inconsistent drink making, over pouring, and other cost issues, Bosco designed a 4 hour comprehensive alcohol pour training program for all wait staff and bartenders to attend.

5. June 2017 presented a second full month of strong inventory and COGS results for pouring cost assumptions resulting in the following.

1. Wine combined COGS is AED 30,119 on AED140,381 revenue for a 21.7% cost to sales (down 7.3% from May)

2. Bottled & Tap Beer combined COGS is AED 50,981 on AED 210,510 revenue for a 27.8% cost to sales (down 2.2% from May) c) Alcohol COGS is AED50,080 on AED220,447 revenue for a 22.6% cost to sales (down 10.4% from May)

Discussion:

This case was coordinated over a 9 month term, January 2017 to October 2017. The initial project concerns by the owner was training of the FOH staff in better service standards and perhaps the idea that no inventory taking was affecting profits.