from design to evaluationapimontanari.altervista.org/files/planning a designe.pdf · service staff...
TRANSCRIPT
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Rationale
Everything starts with the menu. The menu dictates much about how your operation will be organized and managed, the extent to which it meet its goals, and even how the building itself - certainly the interior - should be designed and constructed.
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Objectives
To explain the importance of a menu To explain the basic rules of menu planning To identify factors to be considered when
planning a menu To identify constraints in menu planning To plan and write a menu
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Must Satisfy Guest Expectations
Reflect your guests’ tastes Reflect your guests’ food preferences Ascertain your guests’ needs
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Must help to achieve Quality Objectives
Quality standards: flavor, texture, color, shape, flair, consistency, palatability, visual appeal, aromatic apparel, temperature Nutritional concerns: low-fat, high-fiber diets, vegetarian
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Must be Cost-Effective
Commercial financial restraints profit objectives Institutional minimizing costs operational budget
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Must be Accurate
Truth-in-menu laws exist in some localities, cannot mislabel a product
“butter” must use butter not margarine “fresh” must be fresh, not fresh frozen “homemade” not purchased “ready-to-heat” “USDA Choice” actually “USDA Good”
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Ingredients
Standard recipe Availability of the
ingredients required during the life span of the menu
Seasonal ingredients Cost Miscellaneous cost
(flight charges, storage)
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Marketing Implications
Social needs Physiological needs Type of service (fast food, leisure dinning) Festival Nutrition
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Quality Levels and Costs
Guests’ expectation Employees’ skills and knowledge Availability of equipment Specific ingredients Food costs and selling prices
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The Menu Helps to Determine Staff Needs
Variety and complexity increases, number of personnel increases Production staff Service staff Back-of-house staff
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The Menu Dictates Production and Service Equipment Needs
Tableside service carving utensils, trolleys,
gueridon, salad bowls, suzette pans, souffle dishes, soup tureens, large wooden salad bowl, rechaud, Voiture (heated cart for serving roasts) and ......
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The Menu Dictates Dining Space
A take-out sandwich or pizza operation would require no dining space and the amount of square feet required per person would be minimal.
On the other hand, if a restaurant offers a huge salad buffet, dessert selection or an after-dinner trolley, wide aisles would be needed to allow guests ease of movement and moving of equipment.
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Purchase Specifications May Be Dictated By The Menu
If the menu offers such items as USDA Choice New York strip steaks, quarter-pound lean beef burgers, grade AA eggs, freshly squeezed Florida orange juice, or vine-ripened tomatoes, back -of-house procedures will not only include receiving, storing, issuing, and producing the menu items but also purchasing the specific products described. (When such factors as grade and portion size are not dictated by the menu, managers and chefs must determine purchase specifications and related quality factors.)
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How and When Items Must Be Prepared
To stimulate guest interest, the menu planner may offer a dish prepared in a variety of ways: Cooking methods Poached, broiled, batter-dipped, deep fried
The finished product must be prepared using the method indicated on the menu
Small quantities cooking (a la carte) Batch cooking
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The Menu is a Factor in the Development of Cost Control Procedures
As the menu requires more expensive food items and more extensive labor or capital (equipment) needs, the property’s overall expenses and the procedures to control them will reflect these increased cost.
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The Menu and the Service Plan
Type and size of dinnerware Types of flatware Garnishes (place be service or production staff) Timing requirement for ordering Additional dining service supplies to serve the item Special serving produces Special information (doneness of the steaks, over
easy or sunny side eggs, etc.)
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Menu Design
First impression is always important, the entire menu should complement the operation
- Theme - Interior Decor - Design (Merchandising) - Creativity - Material - Color - Space
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Menu Design
- Type style and/or lettering - Names of food items - Description - Popular items are at the top of a list - Clip-ons, inserts (daily specials) - Operations address - Beverage service notice - Separate menus for each meal period - Separate menu for host/hostess and guests
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Menu Styles
A table d'hôte (a complete meal for one price) A la Carte (items are listed and priced separately) Combination (combination of the table d'hôte and a
la carte pricing styles) Fixed menus: a single menus for several months Cycle menus: designed to provide variety for guests
who eat at an operation frequently - or even daily
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Types Of Menus
Breakfast (offers fruits, juices, eggs, cereals, pancakes,
waffles, and breakfast meats) Lunch (features sandwiches, soups, salads, specials;
usually lighter than dinner menu items) Dinner (more elaborate, steaks, roasts, chicken, sea food
and pasta; wines, cocktails, etc..)
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Types Of Menus - Specialty
Children’s Senior citizens’ Alcoholic beverage Dessert Room service Take-out Banquet California (breakfast, lunch and dinner menu items on one
menu) Ethnic
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Basic Rules Of Menu Planning
Know your guest - Food preference - Price - Age
Know your operation - Theme or cuisine - Equipment - Personnel - Quality standards - Budget
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Selecting Menu Items
Menu category: Appetizers Salads Entrees Starch items (potatoes, rice, pasta) Vegetables Desserts Beverages
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Common Sources For Menu Item Recipes
Old menus Books Trade magazines Cookbooks for the
home market
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Menu Balance
Business balance - balance between food cost, menu prices,
popularity of items, financial and marketing considerations Aesthetic balance - colors, textures, flavors of food Nutritional balance
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Elements Of Menu Copy
Headings - Appetizers - Soups - Entrees Sub-heading - Under entree:
Steak, seafood, today’s specials
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Elements Of Menu Copy
Descriptive copy (describe the menu items) - should be believable and made in
short, easy-to-read sentences - no description is needed for self-
explanatory item. i.e. Low Fat Milk
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Truth-in-menu
Grading (foods are graded by size, quality, in line with official standards)
“Freshness” (cannot be canned, frozen or fresh-frozen)
Geographical origin (cannot make false claims about the origin of a product)
Preparation (if the menu says baked, it cannot be fried instead)
Dietary or nutrition claims (supportable by scientific data)
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Supplemental Merchandising Copy
Includes information such as: Address Telephone number Days and hours of operation Meals served Reservations and payment policies History of the restaurant A statement about management’s commitment to
guest service
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Menu Layout
Sequence: Appetizers, soups, entrees, desserts
Depends on the operation (side orders, salads, sandwiches, beverages)
Depends on popularity and profitability Placement: artworks; space; boxes; clip-on; etc.
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Menu Layout
Artwork: Drawings, photographs, decorative patterns,
borders Paper: Texture Cover: Color Texture
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Common Menu-design Mistakes
Menu is too small Type is too small No descriptive copy Every item treated the same Some of the operations’ food and beverages are not
listed Clip-on problems Basic information about the property and its
policies are not included Blank pages
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Menu Evaluation: Questions Most Often Asked
Is the menu attractive? Do the colors and other design elements match the
operation’s theme and decor? Are menu items laid out in an attractive and logical
way? Is there too much descriptive copy? Not enough? Is
the copy easy to understand? Is attention called to the items managers most want
to sell, through placement, color, description, type size, etc.?
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Menu Evaluation: Questions Most Often Asked
Have guests complained about the menu? Have guests said good things about the menu? How does the menu compare with the menus of
competitors? Has the average guest check remained steady or
increased? Is there enough variety in menu items? Are menu items priced correctly? Are you selling the right mix of high-profit and
low-profit items?
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Menu Evaluation: Questions Most Often Asked
Is the typeface easy to read and appropriate to the restaurant’s theme and decor?
Is the paper attractive and stain-resistant?
Have the menus been easy to maintain so that guests always receive a clean, attractive menu?
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Menu Pricing
SUBJECTIVE PRICING: The reasonable price method: from the guest’s
perspective - what charge is fair and equitable The highest price method: sets the highest price that
the manager thinks guests are willing to pay The loss lender price method: an unusually low
price is set for an item to attract guests The intuitive price method: takes a wild guest,
trail-and-error
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Menu Pricing
DESIRED FOOD COST PERCENTAGE PRICING METHOD:
manager determines a reasonable food cost percent then divides a menu item’s standard food cost by its
reasonable food cost percent Selling price = $1.50 (item’s standard food cost) = $4.55 0.33 (desired food cost percent)
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Menu Pricing
PROFIT PRICING: factors profit requirements and non-food expenses into
menu item selling prices Allowable = $300,000 - $189,000 - $15,000 = $96.000 food costs (forecasted (non-food (profit food sales) expenses) requirements) Budgeted food cost % = $96,000 (allowable food costs) = 0.32 or 32% $300,000 (forecasted food sales)
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Menu Pricing
COMPETITION AND PRICING: Know competitor’s menus, selling prices, and
guest preferences Lower your prices Raise your prices Elasticity of demand: Elastic: price change creates a larger % in the
quantity demanded (prices-sensitive) Inelastic: the % change in quantity demanded is
less than the % change in price
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The Menu:The Foundation For Control
GUEST SATISFACTION
SERVING
HOLDING
COOKING
PREPARING
ISSUING
STORING
RECEIVING
PURCHASING
MENU PLANNING
PRODUCTION ACTIVITIES
BASIC OPERATING ACTIVITIES: CONTROL POINTS
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The Menu Influences
Product Control Procedures every item on the menu represents a product to be controlled Cost Control Procedures careful cost control procedures must be followed,
particularly when expensive products and labor-intensive service styles are used
Production Requirement product quality, staff productivity and skills, timing and
scheduling, and other back-of-the-house functions are all dictated by the menu
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The Menu Influences
Equipment Needs equipment must be available to prepare products required by
the menu Sanitation Management management must consider menu items in light of possible
sanitation hazards Layout and Space Requirements the physical space within which food production and service
take place - must be adequate for purchasing, receiving, storing, issuing, producing, and serving every item on the menu
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The Menu Influences
Staffing Needs as menu becomes more complex, greater demands may be
placed upon the staff Service Requirements the menu affects the skill levels required for service
personnel, along with equipment, inventory, and facilities needed in the front of the house
Sales Income Control Procedures elaborate menus require more stringent controls than simple
menus
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Menu Planning
is also.. A Tool for:
Sales lists the items an operation is offering for sale Advertising communicates a property’s food and beverage marketing
plans Merchandising target market expectations - products, service, ambience
(theme and atmosphere), perceived value Marketing Tool strive to meet or exceed the expectations of its target market
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Nutritional Content
Priority Concerns of menu Planner
Wants and needs
Concept of Value
Item Price
Object of Property Visit
Socio-Economic Factors
Demographic Concerns
Ethnic Factors
Religious Factors
Guest
Quality of Item
Cost
Availability
Peak Volume Production and Operating Concerns Sanitation Concerns
Layout Concerns
Equipment Concerns
Flavour
Consistency
Texture/Form/Shape Visual Appeal Aromatic Appeal Temperature
Priority Concerns Of The Menu Planner
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Menu Planning Strategies
Rationalization its objective is simplification for the sake of
operational efficiency i.e., cross-utilization menu items use the same raw
ingredients - Menu when carefully plan can be a streamlining of
the purchasing, receiving, storing, issuing, production, and serving control points.
- High-quality convenience foods make it easier to offer new items without having to buy additional raw ingredients
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Factors That Influence Menu Planning Strategies
Needs and wants of target markets Several items from same ingredients Storage requirements Personnel skill levels Product availability / seasonality Quality and price stability Sanitation procedures
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External Factors That Influence Menu Changes
Consumer Demands decide which potential markets wants to attract Economic Conditions cost of ingredients, potential profitability of new menu items Competition many not want to serve next door’s best Supply Levels seasonal items, price to the quality and quantity Industry Trends industry’s response to new demands
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Internal Factors That Influence Menu Changes
Facility Meal Patterns existing meal periods - breakfast, lunch and dinner Concept and Theme the image may rule out certain foods that do not
blend with its theme and decor Operational System costs for new equipment to the successful
production and service of new menu items
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Pricing Approaches
Subjective Price Methods intuition and knowing your guests (failed to relate
profit and costs) The Reasonable Price Methods presumes value to the guest (what charge is fair and
equitable) The Highest Price Method sets the highest price the guests are willing to pay
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Pricing Approaches
The Loss Leader Method an unusually low price is set for an item (or items)
to bring guests in The Intuitive Price Method wild guess about the selling price (pricing methods based on assumptions, hunches
and guesses)
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Pricing Approaches
Simple Mark-up Pricing Methods designed to cover all costs and to yield the desired
profit. Three Steps: 1. Determine the ingredients’ costs 2. Determine the multiplier 3. Establish a base selling price
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Base Selling Price
If ingredient cost is $3.32 Base Selling Price = Ingredient Cost x Multiplier $8.30 = $3.32 x 2.5 A base selling price in not necessarily the final selling price
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Prime-Ingredient Mark-Up Method
Base selling price = Prime Ingredient Cost x Multiplier $8.30 = $1.59 x 5.22 or food cost is about 19%
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Mark-Up with Accompaniment Costs
Entree / Primary Costs $3.15 Plate Cost +$1.25 Food Cost $4.40 Mark-Up Multiplier x 3.3 (30% food cost) Base Selling Price $14.52
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Determining the Price Multiplier
Based upon: experience or “rule of thumb” contribution margin impact of sales mix does not reflect higher or lower labor cost assume food cost associated with producing menu
item are know
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Contribution Margin Pricing Method
Contribution Margin refers to the amount left after a menu item’s food cost is subtracted from its selling price.
Two steps in setting base selling price: 1. Determine the average contribution margin required
per guest Non-Food + Required Profit = Ave. Contribution Margin Required/guest No. of Expected guests $295,000 + $24,000 = $3.75
85,000
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Contribution Margin Pricing Method
2. Determine the base selling price for a menu item Base selling price = average contribution margin + Standard food cost $7.35 = $3.75 + $3.60
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Ratio Pricing Method
The ratio pricing method determines the relationship between food costs and all non-food costs plus profit requirements and uses this ratio to develop base selling price for menu items.
Three steps 1. Determine the ration of food costs to all other cost plus
profit requirements All non-food costs + Required profit = Ratio Food costs $160,000 + $21,000 = 1.34 $135,000
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Ratio Pricing Method
2. Calculate the amount of non-food cost and profit required for a menu item
Non-food cost and profit required = Standard food cost x ratio $5.03 = $3.75 x 1.34 3. Determine the base selling price for the menu item Base Selling Price = Non-food cost and profit required + Standard food cost
$8.78 = $5.03 + $3.75
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Simple Prime Costs Method
The term prime cost refers to the most significant costs in a food service operation: food, beverage and labor.
A simple prime costs pricing method involves assessing the labor costs for the food service operation and factoring these costs into the pricing equation.
Three steps: 1. Determine the labor costs per guest Labour Cost per guest = Labour costs / No. of expected guests $2.80 = $210,000 / 75,000
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Simple Prime Costs Method
2. Determine the prime costs per guest Prime Cost per guest = Labour cost per guest + menu item’s food cost $6.55 = $2.80 + $3.75 3. Determine base selling price Base Selling Price = Prime costs Per guest Desired Prime Costs% $10.56 = $6.55 / 0.62
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Specific Prime Cost Method
Specific Prime Cost Method - develops mark-ups for menu items so that the base selling prices for the items cover their fair share of labor costs.
Divide the menu items into 2 categories: (A) extensive preparation (B) non extensive preparation clean up, and other non-preparation activities
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Specific Prime Cost Method
Allocates appropriate % of total food costs and labor costs to each category
(A) 60% of the total food cost (B) 40% of the total food cost (A) & (B) 55% of all labor costs 45% of all labor costs is incurred for service,
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Specific Prime Cost Method - Calculations
(1) (2) (3) (4) Food Cost 35% 60% of 35% = 21% 40% of 35% = 14% Labour Cost 30% 55% of 30% = 17% 40% of 13% = 5% All Other Cost 20% 60% of 13% = 8% 40% of 20% = 8% Profit 15% 60% of 15% = 9% 40% of 15% = 6% Total 100% 67% 33% Mark-Up 100% =2.9% 67% = 3.2 33% = 2.4 Multiplier 35% 21% 14%
Operating Category A Category B Budget Item Budget % (extensive preparation) (Non-extensive Preparation)
Items Items
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Important Pricing Considerations
The Concept of Value (price relative to quality) The Basic Law of Supply and Demand Volume Concerns Must be Considered Price Charged by the Competition for a similar Product
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Evaluating The Menu: Menu Engineering
Basic Menu Engineering Process: Stars - items that are popular profitable Plowhorses - items that are not profitable but popular Puzzles - items that are profitable but no popular Dogs - items that are neither profitable nor popular
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Defining Profitability
Contribution Margin a “high” contribution margin for an individual
menu item would be one that is equal to or greater than the average contribution margin
Average Contribution Margin = Total Contribution Margin Total Number of Item Sold
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Defining Popularity
Popular Index bases upon the notion of “expected popularity” For example: 4 items on a menu and each is assumed to be equally popular,
the sales of each would be expected to be 25% 100% ÷ 4 = 25% Menu engineering assumes that an item is popular if its sales
equal 70% of what is expected.. For example: a food item is considered popular if its sales is: 25% x 70% = 17.5% of total sales
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Menu Engineering Worksheet Menu Engineering Worksheet
Date: 6/10/00 _________________ Restaurant: ____________________________ Meal Period: Dinner
(A)MenuItem
Name
(B)Number
Sold(MM)
(C)MenuMix%
(D)ItemFoodCost
(E)Item
SellingPrice
(F)ItemCM
(E - D)
(G)MenuCosts
(D x B)
(H)Menu
Revenues(E x B)
(L)MenuCM
(H - G)
(P)
CMCategory
(R)
MM%Category
(S)MenuItem
Classific-ation
ChickenDinner 420 42% $2.21 $4.95 $2.74 $928.20 $2079.00 $1150.80 Low High
Plow-horse
NY StripSteak 360 36% 4.50 8.50 4.00 1,620.00 3,060.00 1,440.00 High High Star
LobsterTail 150 15% 4.95 9.50 4.55 742.50 1,425.00 682.50 High Low Puzzle
TenderloinTips 70 7% 4.00 6.45 2.45 280.00 451.50 171.50 Low Low Dog
ColumnTotals
N1,000
l$3570.70
J$7015.50
M$3444.80
K = l / J O = M / N Q = (100%/items) (70%)
Additional Computations: 50.9% $3.44 17.5%(Box K = Food Cost %; Box O = Average Contribution Margin)
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Improving The Menu Managing Plowhorses
Items low in contribution margin, but high in popularity Increase prices carefully Test for demand Relocate the item to a lower profile on the menu Shift demand to more desirable items Combine with lower cost products Assess the direct labor factor Consider portion reduction
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Improving The Menu Managing Puzzles
Items high in contribution margin but low in popular
Shift demand to these items Consider a price decrease Add value to the item
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Improving The Menu Managing Stars
Items high in contribution margin and high in popularity
Maintain rigid specifications Place in a highly visible location on the menu Test for selling price inelasticity Use suggestive selling techniques