C.B. Handle

1200 E. Main Street Bozeman, MT 59715

www.cbhandlebozeman.com

October 2013

Carly Grimm, owner-manager

Dakotah Dorwart, owner-manager

Karl Lauenstein, owner-manager;

Hilary Regan, owner- manager

Amy Foster, owner-manager

Organizational Plan:

Vision:

The best classic truck stop dining experience with a healthy spin to keep you truckin’ all day long.

Mission:

We utilize local foods and healthy options to provide a relaxing oasis to weary travelers. Using a mixture of

“cost leader” and “differentiation” models, they provide options that are both affordable and delicious. They

adjust the menu with the seasons to ensure that local farms benefit from our business. Sustainability plays a

large role in this business. During construction as many recycled materials as possible were used and an effort

to compost all food waste takes place on a daily basis.

Type of Food Service:

C.B. Handle is a commercial food service because they are in existence for the main goal of serving

food, and making a profit. They are also a casual, full-service restaurant because they know that many of the

truckers who stop in will want to sit down and take a break from their highway time.

Operating System:

This restaurant is a small business in which all five partners have ownership. We will each hold a

different responsibility within management. Dakota Dorwart handles the food systems process including

employees. Hilary Regan is in charge of accounting and ordering food and receiving. Amy Foster handles

marketing and the menu. Carly Grimm oversees sustainability, and Karl Lauenstein oversees safety and

cleanliness.

Food Factors:

The Menu:

- Entrée/sides:

-Classic ½ lb Cheese Burger (served with pickles, red onions, lettuce, tomato, and choice of Cheddar or Pepper

Jack cheese on either white or whole wheat bun); sides will be a choice of regular French fries, sweet potato

fries, fresh veggies, or soup.

-Mushroom Burger (portabella mushroom patty served the same way as the classic cheese burger). $7.99

- Soup

-Beer cheese broccoli soup

-Beef, barley, rice soup. 12oz size. $5.95

- Appetizers:

-Fruit and veggie sampler tray 1 ½ cup, $5.99 (with carrots, celery, tomatoes, grapes, apples, oranges served

with Greek yogurt dip and ranch dressing);

-Baked chicken wings 6 oz served with ranch or bleu cheese dressing $4.99.

-Desserts:

-All American apple pie served alamode or with whipped cream; Small slice $4.99

-Large oatmeal raisin cookie served warm.

-Beverages-

-Coffee

-Milk

-Lemonade

-Coca-Cola products 12 oz $1.50. 16 oz $1.99

Description of Menu

The menu for the CB handle has some static items, however our specials cycle daily, therefore the menu

pattern is cyclical. Specials change in accordance with the local produce that can be utilized at different times

of the year. The menu has the following sections: breakfast, lunch, dinner, appetizers, sides, desserts, and

beverages. Soups of the day are posted.

Menu Influence

The menu was influenced by the customers we expect to come to our restaurant. Truck drivers and

travelers want something simple and enjoy the ability to have a healthy dining option on the road. Specials are

influenced by the local produce we can obtain at different times of the year. Cost of our menu items are low

because the target customer group wants affordable food as they travel.

Functional Food Service:

The Flow of Food:

C.B. Handle is a conventional foodservice operation. Raw food will be ordered and processed on site before

being delivered to the customer. As food will be made to order, cook-chill or cook-freeze methods will not be

used. Sous-vide methods will not be used, because the food will be served in a diner format. Some items may

require hot holding before being served to the customer. The food will be served in the same place that is will

be eaten in, so the foodservice will be centralized.

Procurement → Production → Hot Holding → Service to Customer.

Kitchen Design:

Work surfaces in the kitchen will likely be stainless steel for ease of cleaning. Recycled materials, such as

glass bottles for countertops and wood, plastics, and rubber tires for seating, will promote a sustainable image

in the dining area. Food waste can be composted to reduce waste that goes to the dump. Heat redistribution

will bring down energy costs by using heat generated in the food transformation process to warm the

restaurant. Finally, a greywater system will reduce overall water use.

Procurement:

Suppliers:

The exchange of ownership for some of the ingredients takes place informally between the producers. Food

items that cannot be obtained locally are purchased formally from a supplier. We order through a prime

vendor since our operation is small and this simplifies procurement. There is a nearby wholesaler in Bozeman,

any products that we deem too expensive or cannot be found from the supplier, can be purchased there.

Sustainable Purchasing Guidelines:

-Purchase as much food as season permits from local farms

-Ultimate goal: all produce in summer comes from local MT farms

-Next priority: hormone and antibiotic free beef

-Next priority: grass fed beef

-Next priority: decomposable to-go containers

-Next priority: biodegradable or lower volatile organic compounds (VOC) used

for cleaning product

Bid Buying

Sample Bid Request Bids will be received until November 1, 2013 Issued by: The CB Handle Address: 1200 East Main St. Bozeman, MT 59715

Date Issued: September 29, 2013 Date to be Delivered: Weekly as ordered between: 01/02/13 to 6/30/2013

Increases in quantity up to 20% will be binding at the discretion of the buyer. All items are to be officially certified by the U.S. Department of Agriculture for acceptance no earlier than 2 days before delivery; costs of such service to be borne by the supplier. Item No. Description Quantity Unit Unit price Amount

1 Hamburger Buns, whole wheat 100 Cs.

2 Pickles, canned 30 Cs.

3 Half and half, 9/32 fluid Oz. 120 Cs.

4 Ground beef, patties, U.S. Grade A 100 Cs.

Supplier______________

Purchase Order C.B. Handle

Purchase Requisition To:_________________ Requisition No.:__________________ Date________________ Purchase Order No.:_________________ From:_______________ Date Required:______________________ Budget Account No.:______________

Total Quantity Unit Description Supplier Unit Cost Total Cost

10 Cases Canned Beef Broth Sysco $5.99 $59.9 Requested by:_________________ Approved by:_________________Date ordered___________

Receiving Plan: C.B. Handle receives shipments in the designated unloading area. The receiving manager inspects the shipment against the purchase order, as well as the invoice. Orders are accepted or rejected according to the accuracy of the shipment. Receiving records are completed for verification, payment of invoices, and provide record of cost control. Food is unloaded and placed in freezers, cold storage, or dry storage accordingly. New items are placed in back of storage, while the older items in inventory will be moved to the front to ensure items in physical inventory are being used. Storage Plan: -The refrigerator is kept below 31 degrees to avoid falling into the Danger Zone. - When receiving, inventory that needs to be kept cold will have first priority and put into

the refrigerator before any other food is handled. - All food will be marked in red, with the date that the food was received. Also, oldest food will be stored as higher priority over new food.

Inventory Record: We will use a physical inventory for our shelf stable food, because it is not as time sensitive and doesn’t need to be constantly monitored. A perpetual inventory will be used for our perishable food, to ensure that the food is safe to eat, and has not gone bad.

Production Forecasting: Forecasting is essential to adequate production and purchasing. The CB Handle uses a moving average forecasting model, in which the average number of portions served in the past five days is calculated to make the first point in the trend line, followed by points calculated based on the five meals prior to that date. This model works well for short-term forecasts. Until enough data is collected for a time-series model such as the one described above, a subjective model can predict production quantities based on opinions and qualitative information. While not necessarily accurate, this model is sufficient when records are not available.

Historical Production Record:

Production Scheduling:

As the CB Handle offers meals all day, production meetings are held in the late afternoon, between lunch and dinner. These meetings begin with an overview of scheduling from dinner until lunch the following day. Copies of the production schedule are posted in the kitchen. Employees review recipes and are encouraged to voice questions, comments and concerns at this time.

Recipe standardization:

Sustainability:

Reduction of food waste reduces overall costs, maximizes profits, and is accomplished through proper record

keeping and accurate forecasting. Existing food waste is composted off-site when possible. Recycling as many

items as possible also reduces solid waste. Bins for cardboard, paper, cans, glass, and plastic are provided to

facilitate recycling efforts. CB Handle uses large quantities of cooking oil, which is sold to be recycled as

biodiesel. Few items on the menu can be donated, however items that are accepted are taken to the food bank

in Bozeman.

Distribution

Factors influencing food service

C.B. Handle follows a traditional distribution model and does not need any special distribution equipment such

as hot serving units because the food is produced and served at the same location after being ordered. The

distance between production and service will be 20 to 40 yards, this close proximity between production and

service ensures that food is served quickly and at the appropriate temperature. The degree of meal pre

assembly is minimal, items needing to be prepared ahead of time include cooking the soup then chilling it until

it is needed, baking the apple pie then cooling, dicing the sweet potatoes ahead of time to shorten the time

customers wait, and forming the burger patties.

Service

Categories of Service

The C.B. Handle utilizes a combination of three types of service: table service, counter service and take out

service. Guests will be allowed to seat themselves as there will not be host. Take out service is available for

truckers, travelers, and those on the go. The design for the counter will follow the diagram

below:

Service Management

Strategies employed to ensure quality customer service is delivered includes excellent personal as well as

procedural dimension. The C.B. Handle strives to understand customers expectation to provide a completely

satisfying experience, creates a good relationship amongst staff and management, fully trains staff in standards

for delivery of service, incorporates service standards into every level of the organization, monitors its success

and failures, and continually strives for overall improvement. Although wait staff are trained to deal will

unsatisfied customers, The C.B. Handle’s policy is to have someone from management to personally listen to

the complaint in order to remedy the situation and rectify the issue at hand.

Strategic Marketing Plan

Strategic Business Unit:

C.B. Handle’s marketing manager is Amy Foster. Marketing decisions will be carried out on the manager

level, and not include the operational level.

Marketing Objectives:

-C.B. Handle hopes to increase profitability by at least 10% yearly

-C.B. Handle hopes to do the following regarding ingredients:

-Get at least 80% of our fresh products locally

- Pay farmers a fair amount, as well as give back to them 10% of what we make off of their

food

- Adjust the menu at least 4 times per year, with the change of season

- Use at least 50% recycled materials for our construction

-Continually conduct research from the farmers about what they suggest to buy when and from the

customers to match our product with their wants

-C.B. Handle plans to become the most well known and visited truck stop in the state of Montana

within the next 5 years

SWOT analysis:

Strengths: -Provide healthy food fast for truckers -Provide relaxing ambiance for both travelers and Bozemanites -Provide local foods consistently throughout the year -Change menu depending on season -Appeal to several markets

Weaknesses: -Because C.B. Handle needs to buy some food that isn’t fresh, not all of our food will be local -They can only pay farmer back if C.B. Handle is making enough money - The restaurant will have to plan accordingly to adjust menu quarterly -Have two main target markets, could be hard to please both

Opportunities: -Potential of becoming all healthy food, and

Threats: -New business, potential of not making profit

not having unhealthy options - C.B. Handle could expand to be a restaurant stop in the major cities along major highways

-Bad crop season -Being creative and not using same ideas each year

Marketing Strategy:

There are two target markets. One is truckers and travelers, and the other is Bozemanites. The restaurant is

hoping to appeal to those who want a relaxing restaurant with healthy choices. The market will most likely be

families and middle aged men who are looking for something different than the ordinary choices for travel

food.

The marketing mix includes product, price, promotion and place. The product includes local healthy food as

well as local hearty food. Prices will be reasonable with plates under $10. C.B. Handle hopes to promote our

restaurant on billboards leading up to Bozeman. There will also be deals when the restaurant opens to promote

around Bozeman to bring in the people here in Bozeman. C.B. Handle hopes that our product will bring

customers back regularly. The restaurant will be located near the highway exit on to Main. This will be

accessible to travelers, but also allow the restaurant to be close enough to Main Street, that Bozemanites would

want to come in too.

The price and place is appealing to both families and travelers. C.B. Handle provides healthy local food which

is geared more towards families and the Bozeman culture, as well as unhealthy options for the person looking

for a traditional truck stop meal. Through billboards, C.B. Handle will appeal to those traveling, and through

promotion downtown will appeal to those in Bozeman.

Tactical Plan:

-Ensure quality local food, and advertise the farm that it came from

-Keep the facility clean through daily cleaning tasks, good bussing service, and compliance with health codes

-Offer options for those who have dietary restrictions

- Conduct affective sensory panels to rate quality of food

-Encourage customer feedback

- Be willing to change based on feedback

- Ensure that C.B. Handle are buying from reputable buyers

- Keep up with trends and change menu accordingly

- Plan production accordingly to provide food quickly

- Train waitstaff to hold a calm but diligent manner

- Encourage home-town feel by conversing with customers

Meals, Satisfaction, and Accountability

Sensory Analysis:

The C.B. Handle uses an affective sensory test to determine what foods to keep and what foods to add to the

menu. Affective testing is the most effective for this establishment to determine menu items, because the C.B.

Handle does not have a budget to pay a trained, professional panel to determine the menu. This analysis is also

a good way to determine the menu, because the customers of the C.B. handle are not trained professionals, and

they are the target population that the restaurant is marketing to. This ensures that the menu is based off the

customer.

Customer Satisfaction:

Customer satisfaction is assessed by talking to the guests at the restaurant. This is the most effective way to

assess satisfaction at the C.B. Handle, because it is a small business. Other methods of assessing satisfaction

are more costly for the C.B. Handle and not as effective. Asking guests what they think is simple, cost

effective, and builds a good relationship between the business and the guests.

Employee Satisfaction:

Employee satisfaction is assessed in meetings that are held every other month. In these meetings employees

can discuss with management what they like about the job and what can be improved upon. This is effective,

because all employees work together to better the work environment. Employee Satisfaction will be

determined in these meetings by having employees fill out surveys. These surveys will have them rate their

overall satisfaction and they will have a space for them to write any additional comments they may have. The

average satisfaction score and all the comments will be recorded as a report of employee satisfaction.

Management of Human Resources

Recruiting

Position Description

Position Title: Kitchen Manager

Reports To: Restaurant Managers

Position Summary: The kitchen manager is responsible for set up, maintenance, and operation of the kitchen.

These responsibilities include: hiring and overseeing cooking staff, hiring and supervising the dishwashing and

cleaning staff, inventory of all kitchen storage, and assuring all kitchen amenities are well maintained.

Tasks:

1. Managing the production and efficiency of the cooking staff.

2. Managing the efficiency of the dishwashing and cleaning staff.

3. Be able to fill out order forms for foods needed in the kitchen.

4. Be able to check food in when it is delivered.

5. Be able to maintain an inventory of the food in all storage areas in the kitchen.

6. Be able to ensure all machines, appliances, and utensils are maintained properly.

Prerequisites:

Education: Must have a High School Diploma or a GED and must have completed a managment workshop.

Experience: Must have basic restaurant experience. Must have held a managerial position in foodservice

before for at least one year.

Legal Statements: ??

Selecting

Interview Questionnaire

Questions:

1. What previous experience does the applicant have in foodservice?

2. Does the applicant have specialized training in the job being applied for?

3. How does the applicant best work? Alone or in a group?

4. What is the applicant's commitment level to jobs in foodservice?

5. What interests the applicant in a job in foodservice?

6. Why does the applicant think that this job is for them?

7. Is there additional information the applicant would like to share about themselves for this position?

Supervising

When predicting the productivity level needed at C.B. Handle the following were considered: �type of service

provided, production system being used, the amount of pre prepared food compared to from scratch meals,

skill level required, and the complexity of the menu. The Association of Nutrition and Foodservice

Professionals lists average industry wide productivity levels as 4.8 meals per labor hour for a family restaurant

and 9.5 meals per labor hour for a quick service restaurant. The C.B. Handle is a diner with quality meals,

many of which are made from scratch. The staff strives for a productivity level of 6 meals per labor hour plus

or minus 2 labor hours. This goal ensures quality food as well as quick options for those travelers in a hurry.

To estimate how many full time equivalents were needed 200 meals per day were divided by 6m/lh to come to

the estimate of 34 equivalent labor hours needed per day. 34 hours per day divided by 8 is 4.25 full time

employees. Three full time employees and two part time employees are used to prep and cook meals.

Maintaining

To measure productivity the following formula is used; labor cost per meal served.

Labor cost /Meal served Labor cost/meal served= total labor cost/day ÷ meals served/day

This formula fits the foodservice model because it will allow easily comparison of the input to output ratio and

evaluate the financial situation on a daily basis and adjust if necessary.

Management of Financial Resources

Fixed and Variable Costs:

Fixed Cost- Costs that are required for an operation to exist, even if it produces nothing. These costs do not

vary with changes in the volume of sales.

Variable Costs- Costs that change in direct proportion to the volume of sales. As the volume of sales

increases, a proportionately higher amount of these costs is incurred, as with direct materials or food costs.

Fixed Costs:

· Rent/mortgage

· Property taxes

· Insurance

· Salaries

· Phone

· Food handlers License

· Advertising

· Internet

· Utilities

Garbage

Gas

Electricity

Water

Variable Costs:

· Employee wages

· Food

· Office supplies

· Beverages

· Condiments

· Delivery fees

· Repairs/maintenance

Missing silverware,

Broken tools, (eg. Can openers, pots, pans, knives, etc.)

· Materials

Dish soap

Sanitizer

Take out boxes

Plastic silverware

Paper cups

Trash liners

Napkins

Menu Sales Prices:

Factor Method: Raw food cost • pricing factor = Menu sales price

Management Structure:

C.B. Handle has a traditionally structured organization, with innovative thoughts. The traditional organization works better for C.B. Handle because there needs to be structure in the employees tasks. There also needs to be several departments including marketing, cooking, service, etc. Each department is overseen by a manager, who has power to delegate tasks. C.B. Handle hopes to implement some aspects of an innovative organization. These aspects include, empowerment of employees, sociability, personal consideration, a team approach, and emphasis on vision and values.