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Exam 2 HTM
unfinished - ch 5 and 6 only
| Question | Answer |
|---|---|
| The computation of the average guest check | total sales divided by guest count |
| This system avoids spoilage by placing the most recent purchases behind the older ones. | FIFO |
| USAR stands for | Uniform Systems of Accounts for Restaurants |
| Variable costs can be described as | costs which have a linear relationship with sales volume. |
| What is generally considered an acceptable beverage cost percentage from a hotel's food and beverage division? | 16-24% |
| The executive chef typically reports to the | General manager or director of food and beverage |
| Contribution margin is defined as the | dollar differential between the cost and sales price of a menu item |
| What provides the guest with the first impression of the hotel | the front office |
| The difference between Average Daily Room Rate (ADR) and Revenue Per Available Room (RevPar) is | RevPar takes into consideration all the rooms, and ADR takes into consideration only the rooms that were sold. |
| What is a demand forecasting technique used to maximize room revenue. | yield management |
| These have greatly enhanced a hotels ability to accept, store, and retrieve guest reservations, guest history, requests, and billing arrangements. | Property management systems (PMS) |
| The largest department in a hotel, in terms of the number of employees, is | housekeeping |
| Duties of hotel general manager | • Chief Operating Officer (COO) • Relating to guests and employees • Overseeing and coordinating operations • Increasing profitability |
| Hotel executive commitee | • General Manager • Director of Human Resources • Director of Food and Beverage • Director of Rooms Division • Director of Marketing and Sales • Director of Engineering • Director of Accounting/Controller |
| hotel rooms division | • Front Office • Reservations • Housekeeping • Concierge • Guest Services / Uniformed Services • Security • Communications |
| Duties of front office manager FOM | Sample of duties performed by FOM daily: Review previous night’s occupancy/ADR – Review arrivals/departures/VIP rooms – Staffing adjustments/scheduling – Update GM and other department heads regarding future occupancy and revenue forecasts |
| Duties of front desk clerk | • Check-in and check-out • Assign rooms • Sell rooms • Handle guest complaints • Offer services such as faxes, mail, messages, |
| Guest Services | Guest Services Agent – Cater to the VIPs – 7:00 am - 3:00 pm shift • Check-outs • Prepare for arrivals (room assignments, amenities, housekeeping, room service) – 3:00 pm - 11:00 pm shift • Check-ins • Reservations/tomorrows arrivals |
| Uniformed service | • Bell Captain • Door attendants – Hotel’s unofficial greeters – Take luggage to front desk, or tag for pick up by bell person • Bell persons |
| Concierge | • Elevate the property’s marketable value • Typically in a luxury hotel • Unique requests • Knowledge of city • Assist with booking arrangements needed outside of the hotel • Several languages preferred |
| PBX - public branch exchange | communications, • Profit center • Includes many types of communication |
| Reservations | First area of guest contact. • Definitions: – Confirmed reservation – Guaranteed reservation – Advance deposit/advance payment – 6 pm reservation – No show |
| Diff room rates | • Rack rate • Corporate • Government • Entertainment cards • AAA • Group rates • AARP • Internet agreements |
| Yield Management | • Increases room revenue by using demand-forecasting technique • Based on the economics of supply and demand • Pricing is based on – Trends of demand – Type of room to be occupied – Affiliation of guest – Time-frame before check-in |
| Night auditor | • Posts charges • Balances guest accounts • Completes daily report – Guest accounts are balanced between 4-6 a..m. Yesterday’s closing balance of accounts + all charges posted today – payments received today = closing balance of accounts |
| ADR: Average Daily Room Rate | Rooms Revenue/ # rooms sold |
| ROP: Room Occupancy Percentage | Rooms sold/ Rooms available |
| RevPar: Revenue per Available Room | room revenue/# rooms available |
| % of Potential Rooms Revenue | Actual Room Revenue/ Rack rate x Rooms sold |
| Guests per Occupied Room | Number of Guests/ Number of Rooms Sold |
| Advantages of in-house laundry service | • 24 hour anytime laundry service for guests • Smaller par-stock of linen • Full control over quality of laundered linen |
| Advantages of contracted laundry service | • No maintenance costs for equipment • No labor costs for training/staffing • Lower overhead costs of energy/water • Fixed projected expense |
| Kitchen organization | • Sous Chef • Chef Tournant – Rotates through kitchen – Relieves Chefs de Partie • Chefs de Partie – Responsible for different areas within the kitchen – i.e. Pasty Chef, Fish Chef, and Banquet Chef |
| Sommeliers | – Supervising the ordering and storage of wines – Preparing of wine list – Overseeing of staff – Scheduling – Maintaining cost control |
| Beverage cycle | • Ordering • Receiving • Storing • Issuing • Bar Stocking • Serving • Guest Billing |
| responsibilities of chief steward | – Cleanliness of back of house – Cleanliness of glassware, china, and cutlery – Inventory of chemical stock – Maintenance of dishwashing machines – Pest control |
| Food costs | • Beginning Inventory + Purchases - Ending Inventory = Issues • Inventory Issues is the food cost |
| Food cost ratios | • Food Cost Ratio = Food Cost Food Sales • Typical food cost ratio is hotels is 30% |
| Bev cost ratios | • Beverage Cost Ratio = Bev costs/issues Bev revenues • Beverage cost, also called the pour cost, ratio is usually 16-24% |
| Contribution Margin | • Amount a menu item contributes to the gross profit. • Difference between cost of item and its sales price • Example: – cost of chicken is $2.50 – selling price is $6.75 – contribution margin is $4.25 |
| Trends in F&B Operations | • Use of technology in guest services and overall operations • Use of branded restaurants • Hotels opting not to offer F&B facilities • More casual atmosphere • Themed restaurants • Standardized menus within a chain • Sports theme bars |
| Who is credited for founding the culinary arts? | The French. |
| what is the food "danger zone"? | 41°-140°F+ |
| Menu Planning **(add details to answers) | • A la carte • Table d’ hote • Du jour • Tourist menus • California menus • Cyclical menus |
| Menu engineering | – Approach to setting menu prices and controlling costs – Principle that food cost percentage is not as important as total contribution margin – Establishes what is to be added, dropped, repositioned, or left alone on the menu |
| what is a "cover" | a guest |
| how to calculate number of turns | Number of covers/ Number of seats |
| how to calculate average guest check | Food & beverage sales/ Number of covers |
| The Production Cycle | • Budgeting & Forecasting • Purchasing • Receiving • Storing and issuing • Food production • Service • Accounting and Controls |
| Define fixed cost | constant no matter what the volume of business – Rent/lease payments – Interest – Depreciation |
| Define variable cost | fluctuates with business volume – Payroll – Music and Entertainment |
| 3 main areas of forecasting (where its needed) | – Budget projections (how am I spending the money) – Guest counts or covers (how many people are coming in) • Meal periods • Day of week • Special holidays – Average guest check (how much are my customers spending) |
| Accounting and Controls | • Loss of $20 billion a year due to theft and cash mishandling • One out of every 3 employees will steal • 35% of restaurants fail due to theft • 75% of missing inventory is from theft • 73% of all job applications are falsified |
| What is USAR? | Uniform System of Accounts for Restaurants |
| Balance sheet | • Three areas: assets, liabilities, owners’ equity • It is a scale, with assets on one side, liabilities & owners equity on the other |
| Cost of food and bev sales | – Food cost: 28-32% – Beverage cost: 18-24% |
| labor cost percentage | 20-24% |
| Issues | Beginning Inventory + Purchases - Ending Inventory = Issues |
| what are inventory issues? | food costs |
| food cost ratio | Food Cost/ Food Sales |
| typical food cost ratio % | 28-32% |
| what is contribution margin? | • Amount a menu item contributes to the gross profit • Difference between cost of item and its sales price |
| calculating labor cost | – After food costs, this is the highest expense in the food & beverage division • $ amount of # employee hours department revenue |
| bev cost (pour cost) | beverage issues or costs/ beverage revenues |
| what are managed services? | Consists of all food service operations that are classified as not-for-profit |
| managed service operations include: | – Military – Airlines – Elementary and secondary schools – Colleges and universities – Health care facilities – Business and industry – Recreation – Correctional Facilities |
| reasons for contract management | • Financial • Quality of program • Recruitment of management and staff • Expertise in management of service departments • Resources available • Labor relations and other support • Outsource administrative functions |
| client perspective advantages in managed services | – Experience in size and types of operations – Variety of services – Resource and support available – Hold contractor to higher level of performance |
| client perspective disadvantages in managed services | – Some segments perceived as institutionalized – Potential for lost contracts – Make sure employees/guests/YOUR clients are happy about it |
| what is contracting a business? | hire outside service to run F&B operation since it’s not your “core business” |
| % of B&I contracted | 80% |
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babyblu116