The document discusses key concepts related to food and beverage cost control. It defines various types of costs such as fixed, variable, and semi-variable costs. It also discusses the importance of cost-to-sales ratios for monitoring costs and profits. The document provides formulas for calculating cost percentages, sales prices based on cost percentages, and costs based on sales prices and cost percentages. Maintaining appropriate cost-to-sales ratios is important for restaurant profitability.
The document discusses operations budgeting and cost-volume-profit analysis. It covers topics like the budget process overview, multi-unit budgeting, calculating projected revenue and expense levels, budget development process, and variance analysis. The budget process involves planning, estimating financial requirements and goals, and developing both long term and short term budgets. It also discusses methods for projecting revenues and expenses, such as bottom-up and top-down budgeting approaches.
AQA AS Business Unit 2 Cash Flow Managementtutor2u
油
This document discusses managing cash flow, including:
1) A quick quiz on cash flow management topics like which events could lead to problems and ways to improve short-term cash flow.
2) Identifying two ways a business could slow down cash outflows or speed up cash inflows, such as delaying supplier payments, reducing costs, or reducing customer payment periods.
3) Two mini case studies presenting cash flow problems and potential solutions to choose from and justify.
Monitoring food service operations iii actual & std costsRajendra Nabar
油
This document discusses comparing actual costs to standard costs in food service operations. It outlines two methods for comparing costs - a daily method and periodic method. The daily method allows for more immediate analysis but is more time consuming, while the periodic method takes less time but corrective actions cannot be as immediate. The document also discusses pre-costing menus, forecasting sales volumes and costs, and provides an example comparing actual and standard food costs, sales, and potential savings for a restaurant.
The document discusses procedures for monitoring food service operations through monthly inventory and determining monthly food cost. It describes taking a physical inventory, valuing the closing inventory using different methods, and making adjustments to calculate the accurate cost of food consumed. The cost of food consumed is then used to calculate the food cost percentage. Key steps include taking inventory, valuing items, calculating total available food, determining cost of food issued, and making adjustments to get the actual cost of food sold.
The document provides tips for small businesses to improve cash flow management. It recommends extending payment terms and improving cash collection. It also suggests analyzing expenditures and forecasting cash flow regularly. Some key tips include keeping only key suppliers, paying suppliers on time, offering discounts for early payment, pursuing outstanding debts weekly, and ending relationships with customers with poor payment histories. The document stresses the importance of forecasting cash flow at least weekly and reviewing forecasts against bank statements to improve over time.
Monitoring food service operations ii daily food costRajendra Nabar
油
This document discusses methods for monitoring daily food costs in food service operations. It describes how to calculate daily food cost and food cost percentage. It also explains how to track costs on a cumulative basis over time and compares book inventory values to actual physical inventory counts. The document notes that daily tracking allows for constant monitoring of costs and catching variances early. It provides formulas for calculating inventory turnover rates as well.
This document outlines the objectives and scope of a presentation on food and beverage marketing and feasibility studies. It discusses conducting a feasibility study to evaluate the viability of a new food service operation, including identifying market characteristics, analyzing the competition and site, estimating customer demand, and projecting operating results over multiple years. The presentation also covers using marketing to focus on excellent guest service and describing various marketing tactics for non-commercial food service.
This document discusses food storing and issuing control. It covers establishing standards for food storage, including storage temperatures and facilities. It explains the differences between inter-unit and intra-unit food transfers and their importance in determining accurate food costs. The document also discusses record keeping procedures for food storage, including requisition forms, pricing of requisitions, and computerized inventory systems. Sample problems are provided to demonstrate calculating food costs both before and after accounting for internal food transfers between business units.
The document discusses budgets and budgetary control. It defines a budget as a written plan of action prepared in advance based on objectives to be attained, expressed in monetary and/or physical units. Budgets are prepared for the implementation of management policy and may provide sales targets or production targets. Budgets are used as a means of control by comparing actual results to the budget and taking corrective action for deviations. Budgetary control refers to using budgets to control a firm's activities.
Principles of food beverage and labor cost controlslibfsb
油
The Rush Hour Inn, owned by Kim Rusher, was experiencing declining profits over the past two years despite increasing sales volumes. Her accountant's statement showed a restaurant profit of only $36,117 for the most recent year. In contrast, the Graduate Restaurant nearby, owned by Bill Young, who studied hospitality management in college, had been profitable each year since he opened it four years prior. The key difference appeared to be that Bill paid close attention to controlling his costs and ensuring they remained in line with his sales.
This document provides an overview and copyright information for the textbook "Food and Beverage Cost Control" by Jack E. Miller, David K. Hayes, and Lea R. Dopson. It includes 12 chapters that cover topics such as managing food, beverage, and labor costs; analyzing financial statements; and using technology to enhance control systems. The textbook is designed to teach foodservice managers how to understand and manage their costs through clear explanations and examples. It utilizes spreadsheets and the internet to demonstrate cost control techniques using current technology. The second edition has been extensively revised to incorporate new material on topics like menu analysis and to fully integrate the use of computers and the internet into the teaching approach.
There are several types of budgets that can be used by organizations depending on their time horizon and nature. Long term budgets span 5-10 years and are used by senior management for research and development or long term financing. Short term budgets cover 1-2 years and are used by industries like textiles. Current budgets focus on months and weeks and cover current activities. Budgets can also be categorized by their functions such as production, sales, expenses, cash flow, capital expenditures, and more. Master budgets integrate the various functional budgets into a single summary budget that is used to coordinate departments. Budgets can also differ in their flexibility, with fixed budgets being less adaptable to changes compared to flexible budgets.
The document discusses different budgeting methods:
1) Incremental budgeting vs zero-based budgeting, with incremental being simpler but less innovative, while zero-based requires justifying all costs but is complex.
2) Top-down budgeting sets constraints from high levels but risks inaccuracies, while bottom-up involves staff but risks exaggeration.
3) A mixed approach using elements of different methods can balance involvement with oversight. Zero-based budgeting may work for selective areas to drive efficiency.
Budgeting faces several challenges: (1) estimating an uncertain future, (2) gaining buy-in from budget holders, and (3) responding to unplanned changes. To overcome these, companies use flexible budgets, involve stakeholders, and regularly update budgets. Effective budgeting requires open communication and adapting to new information.
This document provides a concise guide to cash flow management for small businesses. It discusses the importance of cash flow and outlines key principles for managing cash flow, including actively monitoring cash inflows and outflows. The document also covers accelerating cash inflows through streamlining processes like customer ordering, credit decisions, fulfillment and invoicing. It emphasizes the importance of establishing a clear credit policy and checking customer creditworthiness to minimize risks.
Setting the table properly involves arranging plates, flatware, and glassware according to established rules. There should be 20-24 inches between place settings with the plate in the center, flatware arranged from the outside in, and glassware placed to the right of the water goblet. Table manners are also important to make meals pleasant and show consideration for others by sitting properly, using flatware correctly, and avoiding distractions while eating. Overall, setting the table well and observing good etiquette can enhance relationships and create a pleasant atmosphere for meals.
The document discusses various types of budgets used in budgetary control including: sales, production, cost of production, purchase, personnel, R&D, capital expenditure, cash, master, fixed, flexible, and zero-base budgets. It also discusses capital budgeting techniques for evaluating investment proposals including payback period, accounting rate of return, net present value, profitability index, and internal rate of return.
This document discusses budgeting and budgetary control. It begins by listing the objectives and terms to be defined. It then provides definitions of a budget and the budgetary process. It discusses preparing budgets for items like cash, sales, labor costs, and profit and loss. It also covers budgetary control and assigning responsibility to managers. Types of budgets like capital, operating, master, and departmental budgets are outlined. The document gives examples of sales budget development and importance. It also discusses labor cost budgets and factors to consider in their preparation.
This document provides an overview of budgets and budgetary control. It defines a budget as a quantified financial plan for a defined future period. Budgets have benefits like helping control spending, focus on goals, and organize finances. The key types of budgets discussed include sales, production, costs, materials, purchases, labor, overhead, selling & distribution, administration, capital expenditures, and cash budgets. Budgetary control involves establishing budgets, comparing actuals to budgets, and taking corrective action for variances. The objectives of budgetary control are planning, coordination, communication, motivation, control, and performance evaluation.
This document discusses concepts related to food and beverage cost control. It begins by explaining that successful restaurant managers understand the importance of carefully monitoring costs like food, beverage, and labor costs, which typically represent 60-70% of total costs. The document then outlines learning objectives and defines various cost concepts like fixed, variable, and controllable costs. It also discusses sales concepts such as monetary terms like total sales and average check, and non-monetary terms like covers and seat turnover. Finally, the document introduces the cost control process and techniques like establishing standards and procedures.
AQA AS Business Unit 2 Cash Flow Managementtutor2u
油
This document discusses managing cash flow, including:
1) A quick quiz on cash flow management topics like which events could lead to problems and ways to improve short-term cash flow.
2) Identifying two ways a business could slow down cash outflows or speed up cash inflows, such as delaying supplier payments, reducing costs, or reducing customer payment periods.
3) Two mini case studies presenting cash flow problems and potential solutions to choose from and justify.
Monitoring food service operations iii actual & std costsRajendra Nabar
油
This document discusses comparing actual costs to standard costs in food service operations. It outlines two methods for comparing costs - a daily method and periodic method. The daily method allows for more immediate analysis but is more time consuming, while the periodic method takes less time but corrective actions cannot be as immediate. The document also discusses pre-costing menus, forecasting sales volumes and costs, and provides an example comparing actual and standard food costs, sales, and potential savings for a restaurant.
The document discusses procedures for monitoring food service operations through monthly inventory and determining monthly food cost. It describes taking a physical inventory, valuing the closing inventory using different methods, and making adjustments to calculate the accurate cost of food consumed. The cost of food consumed is then used to calculate the food cost percentage. Key steps include taking inventory, valuing items, calculating total available food, determining cost of food issued, and making adjustments to get the actual cost of food sold.
The document provides tips for small businesses to improve cash flow management. It recommends extending payment terms and improving cash collection. It also suggests analyzing expenditures and forecasting cash flow regularly. Some key tips include keeping only key suppliers, paying suppliers on time, offering discounts for early payment, pursuing outstanding debts weekly, and ending relationships with customers with poor payment histories. The document stresses the importance of forecasting cash flow at least weekly and reviewing forecasts against bank statements to improve over time.
Monitoring food service operations ii daily food costRajendra Nabar
油
This document discusses methods for monitoring daily food costs in food service operations. It describes how to calculate daily food cost and food cost percentage. It also explains how to track costs on a cumulative basis over time and compares book inventory values to actual physical inventory counts. The document notes that daily tracking allows for constant monitoring of costs and catching variances early. It provides formulas for calculating inventory turnover rates as well.
This document outlines the objectives and scope of a presentation on food and beverage marketing and feasibility studies. It discusses conducting a feasibility study to evaluate the viability of a new food service operation, including identifying market characteristics, analyzing the competition and site, estimating customer demand, and projecting operating results over multiple years. The presentation also covers using marketing to focus on excellent guest service and describing various marketing tactics for non-commercial food service.
This document discusses food storing and issuing control. It covers establishing standards for food storage, including storage temperatures and facilities. It explains the differences between inter-unit and intra-unit food transfers and their importance in determining accurate food costs. The document also discusses record keeping procedures for food storage, including requisition forms, pricing of requisitions, and computerized inventory systems. Sample problems are provided to demonstrate calculating food costs both before and after accounting for internal food transfers between business units.
The document discusses budgets and budgetary control. It defines a budget as a written plan of action prepared in advance based on objectives to be attained, expressed in monetary and/or physical units. Budgets are prepared for the implementation of management policy and may provide sales targets or production targets. Budgets are used as a means of control by comparing actual results to the budget and taking corrective action for deviations. Budgetary control refers to using budgets to control a firm's activities.
Principles of food beverage and labor cost controlslibfsb
油
The Rush Hour Inn, owned by Kim Rusher, was experiencing declining profits over the past two years despite increasing sales volumes. Her accountant's statement showed a restaurant profit of only $36,117 for the most recent year. In contrast, the Graduate Restaurant nearby, owned by Bill Young, who studied hospitality management in college, had been profitable each year since he opened it four years prior. The key difference appeared to be that Bill paid close attention to controlling his costs and ensuring they remained in line with his sales.
This document provides an overview and copyright information for the textbook "Food and Beverage Cost Control" by Jack E. Miller, David K. Hayes, and Lea R. Dopson. It includes 12 chapters that cover topics such as managing food, beverage, and labor costs; analyzing financial statements; and using technology to enhance control systems. The textbook is designed to teach foodservice managers how to understand and manage their costs through clear explanations and examples. It utilizes spreadsheets and the internet to demonstrate cost control techniques using current technology. The second edition has been extensively revised to incorporate new material on topics like menu analysis and to fully integrate the use of computers and the internet into the teaching approach.
There are several types of budgets that can be used by organizations depending on their time horizon and nature. Long term budgets span 5-10 years and are used by senior management for research and development or long term financing. Short term budgets cover 1-2 years and are used by industries like textiles. Current budgets focus on months and weeks and cover current activities. Budgets can also be categorized by their functions such as production, sales, expenses, cash flow, capital expenditures, and more. Master budgets integrate the various functional budgets into a single summary budget that is used to coordinate departments. Budgets can also differ in their flexibility, with fixed budgets being less adaptable to changes compared to flexible budgets.
The document discusses different budgeting methods:
1) Incremental budgeting vs zero-based budgeting, with incremental being simpler but less innovative, while zero-based requires justifying all costs but is complex.
2) Top-down budgeting sets constraints from high levels but risks inaccuracies, while bottom-up involves staff but risks exaggeration.
3) A mixed approach using elements of different methods can balance involvement with oversight. Zero-based budgeting may work for selective areas to drive efficiency.
Budgeting faces several challenges: (1) estimating an uncertain future, (2) gaining buy-in from budget holders, and (3) responding to unplanned changes. To overcome these, companies use flexible budgets, involve stakeholders, and regularly update budgets. Effective budgeting requires open communication and adapting to new information.
This document provides a concise guide to cash flow management for small businesses. It discusses the importance of cash flow and outlines key principles for managing cash flow, including actively monitoring cash inflows and outflows. The document also covers accelerating cash inflows through streamlining processes like customer ordering, credit decisions, fulfillment and invoicing. It emphasizes the importance of establishing a clear credit policy and checking customer creditworthiness to minimize risks.
Setting the table properly involves arranging plates, flatware, and glassware according to established rules. There should be 20-24 inches between place settings with the plate in the center, flatware arranged from the outside in, and glassware placed to the right of the water goblet. Table manners are also important to make meals pleasant and show consideration for others by sitting properly, using flatware correctly, and avoiding distractions while eating. Overall, setting the table well and observing good etiquette can enhance relationships and create a pleasant atmosphere for meals.
The document discusses various types of budgets used in budgetary control including: sales, production, cost of production, purchase, personnel, R&D, capital expenditure, cash, master, fixed, flexible, and zero-base budgets. It also discusses capital budgeting techniques for evaluating investment proposals including payback period, accounting rate of return, net present value, profitability index, and internal rate of return.
This document discusses budgeting and budgetary control. It begins by listing the objectives and terms to be defined. It then provides definitions of a budget and the budgetary process. It discusses preparing budgets for items like cash, sales, labor costs, and profit and loss. It also covers budgetary control and assigning responsibility to managers. Types of budgets like capital, operating, master, and departmental budgets are outlined. The document gives examples of sales budget development and importance. It also discusses labor cost budgets and factors to consider in their preparation.
This document provides an overview of budgets and budgetary control. It defines a budget as a quantified financial plan for a defined future period. Budgets have benefits like helping control spending, focus on goals, and organize finances. The key types of budgets discussed include sales, production, costs, materials, purchases, labor, overhead, selling & distribution, administration, capital expenditures, and cash budgets. Budgetary control involves establishing budgets, comparing actuals to budgets, and taking corrective action for variances. The objectives of budgetary control are planning, coordination, communication, motivation, control, and performance evaluation.
This document discusses concepts related to food and beverage cost control. It begins by explaining that successful restaurant managers understand the importance of carefully monitoring costs like food, beverage, and labor costs, which typically represent 60-70% of total costs. The document then outlines learning objectives and defines various cost concepts like fixed, variable, and controllable costs. It also discusses sales concepts such as monetary terms like total sales and average check, and non-monetary terms like covers and seat turnover. Finally, the document introduces the cost control process and techniques like establishing standards and procedures.
7. ASSETS 犖犖巌犖犖犖園犖∇ (Assets) 犖犖劇賢 犖犖巌犖犖巌見犖犖劇賢 犖犖犖園犖∇顕犖犖犖犖朽犖犖迦犖о犖迦犖萎犖橿犖犖萎犖∇犖犢 犢犖犢犖犖園犖犖巌犖犖迦牽犢犖犢犢犖犖犖犖迦犖 Inventory and supplies Cash or the right to receive it (accounts receivable) Property, plant and equipment Government patents Intangibles like patents or copyrights
25. THE INCOME STATEMENT The Income Statement Jan 1-Dec 31, 2001 Revenues $25,000 Expenses $15,000 Net Income $ 10,000 犢犖犢犖犖犖迦権犖犖迦犖犖朽犢犖犖犖犖犖謹犖犖迦権犢犖犢犢犖ム鍵犖犢犖迦犖犢犖犢犖迦権犖犖朽犢犖犖巌犖犖謹犖犖÷顕犖犖萎見犖о犖迦犖犖犖犖犖萎権犖萎犖о献犖迦犖園犖犖 犖犖犖犖橿犖犖犖迦犖犖伍犖犖萎犖橿犖犢犖犖犖迦犖犖謹犖犖ム犖橿犖犖犖犖劇賢犖犖迦犖犖伍犖犖朽犢犖犖巌犖犖謹犖犖犖迦犖犖巌犖犖犖犖÷犖迦犖犖伍牽犖犖巌 Goes to the statement of retained earnings, statement of owners equity and ultimately the balance sheet.
29. STATEMENT OF RETAINED EARNINGS 犖犖犖犖橿犖犖犖萎肩犖 犢犖犢犖犖犖犖犖朽犖犖迦権犖犖迦犖犖謹犖犖迦牽犢犖犖ム元犢犖∇犢犖犖ム犖犖犖犖犖橿犖犖犖萎肩犖÷犖犖犖犖犖犖萎権犖萎犖о献犖迦見犖犖謹犖 From the income statement Goes to balance sheet Statement of Retained Earnings Jan 1- Dec 31, 2001 Retained Earnings, January 1 $15,000 Add: Net income $10,000 Less: dividends ($ 5,000) Retained earnings, December 31 $20,000
30. STATEMENT OF CASH FLOWS 犖犖迦権犖犖迦犖犖迦牽犢犖犖ム犖犢犖迦犖ム鍵犢犖犖ム賢犖犖犖犖犖犢犖犖巌 犖犖朽犢犖犖巌犖犖迦犖犖巌犖犖犖犖 犖犖迦牽犖犖橿犖犖巌犖犖迦 犖犖迦牽犖犖園犖犖迦犖犖巌 犢犖ム鍵犖犖迦牽犖ム犖犖伍 犖犖園犖犖橿犖謹犖犢犖犖犖犖犖犖萎権犖萎犖о献犖迦犖犖朽権犖о犖園犖犖園犖犖犖犖橿犖犖犖迦犖犖伍 Statement of Cash Flows Jan 1-Dec 31, 1998 Operating activities $15,000 Investing activities ($3,000) Financing activities $20,000 Net cash flow $32,000 Beginning cash $28,000 Ending cash $60,000 Agrees to the beginning and ending cash on t.he balance sheet Cash from profit-making activities on income statement.
31. Statement of Cash Flows Income statement Revenues - Cost of goods sold - Expenses = Net income Balance sheet Current assets + or - Current liabilities + or- Operating activities 犖犢犖迦犖犢犖犢犖迦権 犖犖迦権犢犖犢 犖犢犖迦権犢犖ム鍵犖犖園犖犖橿牽犖萎見犖犖朽
32. 犖犖ム犖犖萎犖犖犖犖犢犖犖犖伍犖迦牽犖犢犖犖迦犖犖伍牽犖犖巌犖犖朽犖÷元犖犢犖犖犖犖犖迦牽犢犖犖巌 Balance Sheet 犖犖巌犖犖迦牽犖犢犖迦権犢犖犖巌 500 犖犖迦犢犖犢犖犖犢犖迦犖犢犖迦賢犖迦犖迦牽犖犖橿犖園犖犖迦 - Assets (Cash) $500 - Owners Equity (Retained Earnings) $500 犢犖犖犖伍犖迦牽犖犢犖犖朽犢犖犖巌犖犖謹犖犖犖朽犢犖犢犖犖犖巌犖犖犖犖÷犖迦牽犖犖橿犖犖巌犖犖迦 犢犖犖劇犖犖犖犖迦犖犖巌犖犖迦牽犖犢犖迦権犖犢犖迦犖犢犖迦肩犖犖迦犖犖朽 犢犖犖∇見犖о険犖犖о犖迦犖萎犖橿検犖迦犖謹犖犖犖迦権犢犖犢犢犖犖犖迦権犖犖ム険犖 Expense The expense is reported on the income statement Balance Sheet
33. Statement of Cash Flows Balance sheet Cash inflow or outflow on long-term assets Statement of cash flows Cash inflow and outflow on investing activities Investing activities 犖犖劇犖犖犖巌犖犖犖園犖∇犖犖萎権犖萎権犖迦硯 犖犖迦権犖犖巌犖犖犖園犖∇犖犖萎権犖萎権犖迦硯 犢犖犢犖犖項犖犖劇犖犖犖項犖∇厳犖÷犖犖巌 - 犖犖劇犖犖犖伍犖 犖犖園犖犖橿牽犖萎犖犖巌犖犖迦犖犖項犖犖朽犖犖犖犖項犢犖犖巌 犖犖迦権犖犖伍犖犖犖朽犖ム犖犖伍犖犖劇犖犢犖о
35. Statement of Cash Flows Balance sheet Cash inflow or outflow on long-term liabilities and owners equity Statement of cash flows Cash inflow and outflow on financing activities Financing A ctivities 犢犖犖巌犖犖朽犢犖犢犖犖園犖犖迦犢犖犢犖迦犖犖 犖犖犖劇賢犖犖迦犖犖迦牽犖犖迦権犖犖伍犖 犢犖犖巌犖犖園犖犖迦犢犖犢犖迦見犖犖朽犢犖犖巌犖犖項 犖犢犖迦権犖犖橿牽犖萎見犖犖朽犢犖犖巌犖犖項 犖犢犖迦権犢犖犖巌犖犖園犖犖ム犖犢犖犖項犖犖劇賢犖犖伍犖