Prancing Ponies Team 1 Shayne Kennedy PM Deanna

Prancing Ponies Team 1 Shayne Kennedy – PM Deanna Nguyen – SM Thomas Madison – LM Joyce Wong - RM

Key Successes n Table Touching n n Manager’s Special n n Extensive preparation, mental MEP, and a detailed oriented focus for the first week Teamwork n n Well rounded, popular special that surpassed our objective by 1. 7% (33. 7% actual vs 32% forecasted) Preparation n n Generated increased response on comment cards Unconditional assistance of each area and each other Morale n Recognition, rewards, and appreciation for crew members

Key Challenges n Communication n n Time Management n n Missing timeliness of family meal and detail cleaning and kitchen breakdown Training n n Between crew members and between managers Due to the limited amount of time to train and the extensive information necessary in the first week, certain mistakes were repeated after warning Unprepared Staff n Lack of recipes and familiarity with the menu items, and not reading station books

Key Lessons n Availability n n Empowerment n n Importance of making communication constant and direct Motivation/Morale n n Trust your employees and provide them with the responsibility they deserve Communication n n Make yourself available and accessible to your crew Value, support, and recognize your crew members Mental MEP n Preparation for the day, accurate forecasts, and awareness of what is happening around you

RKR Goal Assessment Exceed Guest Expectations Provide Total Support to Your Staff Manage the Business Professionally

Exceed Guest Expectations n Service manager n n n Reservation manager n n Worked with the line managers Banquet services Communication was vital Comment cards n n Touched every table Personally hand out comment cards to each table Measure guest satisfaction Production and Line Manager n n Ensure accuracy and quality of menu items Proper forecasting and preparation

Provide Total Support to Your Staff n Front of the house managers n Reviewed sequence of service n Reviewed Micros n Reviewed manager’s special n Back of the house managers n Reviewed recipes n Reviewed safety and sanitation n Reviewed production

Manage the Business Professionally n Division of responsibilities n Service manager – food sales, bar sales, menu mix, and credits n Reservation manager – bar usage, daily invoices, daily guest count n Production and Line managers – waste report, crew meal, production sheets n Proper documentation n Reports documented in Data. Trap n Focus on objectives n Comment cards n Production and line manager

Objectives n n n We would like to achieve 32% of our total lunch sales through the weekly specials. We would like to improve the timeliness of the food production and meet the incremental flow of the lunch sequence of service, by achieving 75% of “Good” or “Excellent” scores on comment cards questions #1 and 6. We would like to achieve positive ratings (no “Bad” or “Poor” scores) on 80% (4 out of 5) comment cards returned, that are dropped by the service manager during our management week.

Objective #1 Assessment n We have achieved more than 32% of our total lunch sales through the weekly specials. Monday Tuesday Wednesday Thursday Friday Mgr’s Special Sold 12 14 12 None 30 Menu Mix % 33% 27% 30% (full banquet) 44. 12% Menu Mix % (per week) 68 33. 70%

Objective #2 Assessment n We have improved the timeliness of the food production and met the incremental flow of the lunch sequence of service, by achieving 75% of “Good” or “Excellent” scores on comment card questions number one and six. Monday Tuesday Wednesday Thursday Friday Question 1 77. 80% 89. 58% 88. 90% None 91. 02% Question 6 78. 70% 81. 25% 83. 90% (full banquet) 85. 90%

Objective #3 Assessment n We have achieved positive ratings on 80% comment cards returned, that were dropped off by the service manager. Monday during our management Tuesday Wednesdayweek Thursday Friday (27 cards) (36 cards) (59 cards) (39 cards) Subtotal 821 1055 1825 None 1276 Total 972 1296 2000 (full banquet) 1388 % of Total 84. 45% 81. 40% 91. 25% 91. 93%

Revenue Analysis Days > Mon 4/10/06 Tues 4/11/06 Wed 4/12/06 Thurs 4/13/06 Fri 4/14/06 Total F&B Mix Food Sales 472 1109 1, 496 2, 237 897 6, 211 Beer Sales 3 24 36 0 0 63. 25 Wine Sales 12 24 47 173 21 276 Total Bar Sales 15 48 82 173 21 339. 25 5. 1% Total Sales 443 1, 073 1, 526 2, 410 836 6, 288 100. 0% Guest Count 36 82 106 156 68 448 12. 29 13. 09 14. 40 17. 52 12. 29 13. 92 Average Check 94. 9%

Revenue Variance Dates April 10 -14, 2005 Guest Count Average Check Total Sales HRT 382 Forecast Revised (Final) Weekly Forecast Actual Results Variance (Revised vs. Actual) 328 418 448 +30 13. 42 14. 13 13. 92 -0. 21 4, 526. 91 4, 935. 45 6, 287. 44 +1, 351. 99

Menu Mix Analysis Menu Item / Menu Category Current X Count Current X Percent Past X Count Past X Percent Variance/Change House Salad 14 6. 90% 6 2. 4% House soup did not sell at all, yielding a higher percentage for the salad starter Total Appetizers 94 31. 2% 103 41. 2% Turkcado 19 9. 40% 39 15. 6% With the popularity of the new French Dip and the Manager’s Special, there were less orders of the Turkcado French Dip 28 13. 9% N/A This new item has no past data, but became the highest selling entrée aside from the Manager’s Special 68 33. 7% 62 24. 8% Popular Manager’s Special that landed on the week of Good Friday Total a la Entrées 202 39. 2% 250 100%

Menu Mix Analysis Apple Crisp 15 7. 40% 48 19. 2% Lower percentage then normal due to the popularity of the Manager’s Special Dessert Manager’s Special 74 36. 6% 50 20. 0% Very enticing, popular dessert that brought something different to the RKRR Total Desserts 112 55. 4% 112 44. 8% Total Beverages 200 99. 0% 206 82. 4%

Expense Analysis n Theoretical Food Cost The theoretical food cost for the Restaurant at Kellogg Ranch is 38%, n Our “Purchased” food cost for our management week was 50. 8% n n The variance between the two is a slight. 8% n This variance can be explained through waste, errors, misfires, and incorrect reporting

Cost Analysis n Bread Waste During our management week, the Restaurant at Kellogg Ranch wasted anywhere from 10 -35 rolls, every day that we were open for service n Each roll costs the restaurant $0. 17. When you look at each roll individually, this does not seem like a huge amount. However, when we analyze the bread waste of the restaurant as a whole, we are tossing our profits away. n

Cost Analysis Summary of Bread Waste Cost per roll Average of 20 rolls wasted per day Cost of usage over 24 weeks (3 quarters) $0. 17 $3. 40 $652. 80 If calculated for the RKR as a restaurant open full time, during normal business hours $2, 600. 00 Estimated savings if RKR waste was cut in half $326. 40

Cost Recommendations Ask guests if they would like bread, instead of immediately delivering it to the table Limit the number of rolls delivered to the table, to a maximum of one roll person Replenish the bread basket only upon request

Weekly Summary n Teamwork n n n Promptness n n n Sense of urgency Showing up on time Motivation n Collaboration between FOH and BOH Assisting one another Rewards to Top Ponies Words of encouragement Success n n Achieved team objectives Created an enjoyable work environment

Key Insights n Reservation Manager n n Teamwork Service Manager Empowerment n Trust n n Line Manager n n Interpersonal relationship Production Manager n Communication

Team 1 Recommendations Please see the handout for our recommendations. Please feel free to utilize any and all of our comments, and please do not hesitate to ask us questions!

n Finish =)