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CASUAL ASIAN RESTAURANT

ABRIL 27
by

marcela escobar

on 24 June 2011

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Transcript of CASUAL ASIAN RESTAURANT

CASUAL FOOD asiatica proceso de coccion visible Vegetales proceso rapido, alta temperatura fotos de vegetales tipo Menu Board design Musica alegre Gengibre Ajo Mandarina Carne de res Champiñones Localizacion Curry Cilantro Chiles 3 choices many options Pimienta Piña Mango Limon Carne Cerdo Pollo Sal Coriander Turmerac Albahaca Cual es la experiencia? DECORACION+AMBIENTE PROPUESTA GASTRONOMICA ESTILO DEL SERVICIO PUFFS, ASIENTOS EN EL PISO INNOVACION CONCEPTUAL Barra visible de ensaladas KEY TOPICS MARKETING EXPERIENCIAL MARKETING GASTRONOMICO THAI nARANJA COMPORTAMIENTO DEL CONSUMIDOR SALSAS OPERACIONES CHEQUEO DE CANTIDAD
CALIDAD
SABOR Y TEXTURA PROCEDIMIENTO DE
ORDEN Y ENTREGA DE PEDIDOS PREPARACION DE PRODUCTOS
FRESCOS Y CONSERVACION COMUNICACION CON CLIENTES
Y FEEDBACK SOLUCION
QUEJAS Y RECLAMOS LEARNING ABRIL 26 a Julio 31 Cadena de valor Empleados Proveedores estandarizacion de cantidades Costeo deberia tener postres? Y BEBIDAS? horarios de atencion Precios capacidad #mesas iluminacion delivery estadisticas demograficas Conteo de trafico generadores de trafico malls, University, thaters VISIBILIDAD, ACCESIBILIDAD, PARQUEADERO, CANTIDAD DE GENTE cONTROL DE CAJA DIARIO: VENTAS V.S CAJA MONITOREO SEMANAL DEL COST PRODUCTO
Cuales son los ingredientes basicos que componen lo minimo del plato?
REPOLLO, ZANAHORIA, CEBOLLA, HUEVO

Cuales son los adicionales?
Que procesos previos hay que hacerles? como se pican?
Cuales son las salsas?
Como es eL proceso de coccion? cuanto se demora?
Que se requiere de CIF?
Que complementos tiene? Postres? bebidas? guarnicion?
Cuando duran sin dañarse?



Como se preservan? MEDIR CUANTO SE DEMORA 1 PORCION BROCOLI SALSA SOYA COMPETENCIA Que oferta hay?
Que caracteristicas?
A que precios?
Donde estan ubicados?
Que caracteriza su exito?
Como se dan a conocer? Pizza Hamburguesas Manteles Tematicos Rapida corral caro Barata Herramientas bubbl.us google sketch up floor plan 3D http://www.themenumaker.com/ Perros Burritos Carne/Chuzos Crepes Pasta Hojaldre/empanadas Never One Perro de 1000 Pizza Factory La Plaza Sushi Time Bolininis Vino y Pimienta Alto Pasti Don Juaco 4 estaciones Otelo Burrito Shawarma Preparacion Intermedia comida Promedio
10000 comida Promedio
mas de 20.000 comida Promedio
hasta 5000 Chuzo
casablanca Club Manizales Crepes&waffles Kokorico Frisby Chispa loca Chesscake Wings Presto 101 perros Al paso Comida china Santoya Paralelo 24 Tacos &BBQ La Teja menu psychology Category Layout Menu item placement Menu merchandising rounding strategies Menuing En tres items resalte con color, sombra o fuente Una foto vale mas que mil palabras National restaurant association The menu advatage Miller resource group Lo informaicon mas visible esta en la parte derecha y de la mitad La gente se acuerda de los dos primeros items
de la lista y el ultimo. "I like to position the price at the end of the description, in the same type, the same boldness and without a dollar sign. This approach helps the reader focus on the product not the price. Even the dollar sign makes the guest a little more aware of the price." NO se debe poner todos los precios en listado a la derecha engineering manu layout menu eye-catching spots For instance, on a one-page menu, Feltenstein says, the category you want to sell the most should be in the center, where the eye would naturally fall. For a two-page menu, the eye would first fall on the top of the first page and then to the top of the second page. limiting descriptions to 10 words or fewer use the word "just" or "only," as in "add cheese for just 50 cents." Food buyers network take away Que venden? Precio promedio de carta Como esta compuesta
la carta? A quien? Dias y horas
de trafico Precio max y
minimo carta Musica Colores Concepto Servicio Sushi time Sushi, postres y arroz Jovenes ejecutivos
estrato alto de 7pm a 10 pm
incrementa
jueves, viernes 10.000 y 15.000
plato mas bebida
2.500 Rojo, decoracion de pintura en negro, espejos.Es japones agresivo. Muestran al sushi man. Hay televisor.? Hay dos meseras mas la dueña. El concepto es ligeramente mas formal Barra para sentarse A diferencia de la comida rápida tradicional, en este restaurante el consumidor se informa del producto, pide y paga en la zona de pedido y cobro, y se sienta en su mesa donde espera a que le traigan su bandeja. Teriyaki Chuzo Casablanca Chuzo carne,
pollo En carro Asadero a la vista.
Nada decoracion No tiene Leche de coco Vinagre de arroz Salsa de ostras The company was founded in 1981 with a single location in Arlington, Va., and in just over 20 years has expanded to more than 450 locations in more than 30 states across the country. El futuro A quien le presto el servicio? Edad:19-45 años Personalidad: personas dispuestas a
ver cosas nuevas,wannabe Ejecutivos jovenes Edad: 17-45 Estudiantes universitarios,
menor nivel de ingreso Comer para alimentarse
y distraerse Ilforno Estratos 6 y 5 Estratos 3, 4 y 5 La estrella NO El Cable Palermo NO Santa Ines Avenida Lindsey ELECCION DE LOCAL Innovacion?generaiconde suscursales, crecimiento? ¿Quién va a ser nuestro cliente? ¿A quién vamos a dirigir nuestros esfuerzos? ¿A quién queremos venderle? ¿Qué esperan ellos de nosotros? ¿Cuál es su expectativa? UBICACION QUIEN ES LA COMPETENCIA El arquitecto debe captar, entonces:

* Funcionamiento.
* Mercado.
* Entorno barrial.
* Contacto con el chef.
* Necesidades operativas.
* Comprender la operación. OPERACION manejo de franquicias
Manuales de imagen corporativa Administracion de
Resturantes CADENA DE VALOR COMPRA Llevar a
restaurante Recepcion
de MP MP CIF Otros Almacenamiento Misanplas Coccion/congelacion Exhibicion Coccion Realmacenamiento Atencion a Cliente Ingreso de cliente Presentacion de
Menu( la seleccion) Pago Seleccion de Subproductos Entrega de comida(Mesero?)
y bebida Limpieza de Mesa Concept, location, ambiance,
and marketing are interdependent In planning a restaurant concept,
location, menu, and
decor should
intertwine. Common denominators of restaurants can be compared:
the human needs met by the restaurant,
menu prices,
degree of service offered,
space provided for
each customer,
rate of seat turnover,
advertising and promotion expenditures,
productivity per employee,
labor cost, and
food cost. 10 a 12 pies cuadrado de espacio por asiento+30,2 cm igual3 mts? Surveys show that 40 to 50 percent of all table-service restaurant customers
arrive in pairs; 30 percent come alone or in parties of three, 20 percent in groups of four or more. To accommodate these parties, consultants recommend
tables for two that can be pushed together Quick-service restaurants are likely to
spend 4 to 5 percent of their income on advertising Comida hecha con ingredientes frescos
salsa hechas para diferenciarnos
bebidas compradas

Menu limitado a carne, pollo, mariscos
pastas y arroz, verduras y salsas

servicio limitado a recoger en mostrador, alguien limpiando mesas.
Atendido por gente joven o mujeres cabeza de familia. El chef hombre y joven.

Muchas publicidad pop. Abrir con fanfarria, invitando amigos haciendo buya en facebook y demas.

Operamos a gas We aim to be a premier growth company with a balanced approach toward people,
quality, and profits; to cultivate customer loyalty by listening to, caring about, and
providing customers with a quality dining experience; to enhance a high level of ethics,
excellence, innovation, and integrity; to attract, develop, and retain a superior team;
to be focused, sensitive, and responsive to our employees and their environment; and
to enhance long-term shareholder wealth.3 Somos una empresa que brinda un momento de deliciosa comida, en un buen lugar sin pretensiones, para que tenga comida saludable a su eleccion.
Trabajamos con un equipo comprometi Market population. Each style of restaurant depends on a certain density
of foot or car traffic past the location and/or a minimum residential
population within a given radius of the location. Many restaurants call
for a resident population of 15,000 to 20,000 within a 4 KM.
Some sites call for 50,000 cars to pass the location each day. LOCALIZACION The proposer of a new one thinks that his or her place will better satisfy a particular market, provide more interest, be more exciting, have a more charming decor, provide more theater, serve higher-quality food DECORACION iLUMINACION Y COLOR 1. Dimensions and total square footage of site
2. Linear footage of site frontages
3. Distance and direction from nearest major streets
4. Average 24-hour traffic on each frontage street
5. Number of moving traffic lanes past location, widths, medians
6. Traffic controls affecting the location
7. Posted speed limits of adjacent streets (Some chains specify that traffic
past a location not exceed 35 mph.)
8. On-street parking
9. Parking requirements: stall size, aisle width, number of stalls required
10. Landscaping and setback requirements for parking lot
11. Topography regarding necessary grading, slope characteristics, streams,
brooks, ditches, flood conditions
12. Type of soil (natural and undisturbed, loose fill, compacted-fill soils);
visible boulders, rock outcroppings, lakes, ponds, marshes
13. Drainage (public gravity-fed storm system; retention system on-site
required)
14. Existing structures
15. Type of energy available (natural gas, LP gas, electric power)
16. Sanitary sewer availability
17. Underground utilities
18. Present zoning classification; any restrictions on hours of operation
19. Use and zoning of adjacent property
20. Building limitations
21. Character of surrounding area within one mile (office and industrial,
tourist attractions, retail areas and shopping centers, motels and hotels,
theaters, bowling alleys, schools, colleges, hospitals) CHEK LIST DELOCALIZACION 22. Population and income characteristics (number of people within one
to several miles, typical occupations, median annual family income,
ethnic makeup, housing value ranges, trade area population)
23. Agencies requiring plan approval:
Federal Housing Authority (FHA)
Water resources
State conservation authority
Local planning commission
Local health department
Environmental Protection Agency (EPA)
Other
24. Status of annexation for sites not in municipal limits
25. Signage (pole-maximum area, height allowed, setback; building-area
allowed; remote entrance signs, area allowed, height allowed)
26. Construction codes:
Building
Mechanical
Plumbing
Fire
Building regulations covering design for people who are handicapped
Other approvals required to obtain building permit
27. Restaurant competition within one mile of site (fast food, cafeteria
style, family restaurants, coffee shops, dinner houses)
28. Offering price of property
In addition, real estate brokers submitting the information are asked to
supply location maps, assessors’ maps, plant maps, legal descriptions, zoning
maps, chamber of commerce data, aerial photographs, and other available
data. ‘Who will be my guests? Personas entre los 16 y 60 años, con amigos o familia/no niños que estudien o trabajen cerca o quieran comer en algun lugar diferente, que tengan afan y hambre para luego ir a otro lugar. A place to be seen? no se
Why will they choose my restaurant?
Por que la decoracion es bonita, agrdable, es un concepto innovador, ellos ven como se prepara la comida y definir sus propios ingredientes y tiene un buen precio.

Where will they come from and why will they come back?’’
Vendra de sus trabajos y universidad a la hora del almuerzo opor la tarde sus casas con amigos. o parajas y volveran por la misma propuesta de valor. Manizales se encuentra entre las denominadas ciudades intermedias, las cuales de acuerdo con las
proyecciones de los expertos serán las de mayor crecimiento en los próximos años. La concentración de
actividades de las grandes ciudades ha debilitado las posibilidades de expansión por lo que la tendencia
es a desconcentrar actividades en ciudades intermedias, las cuales se convertirán en una interesante
alternativa de desarrollo DESARROLLO URBANO SOSTENIBLE
PLAN DE DESARROLLO 2008-2011
MANIZALES: CIUDAD INTERNACIONAL DE CONOCIMIENTO CON OPORTUNIDADES PARA TODOS To determine the fair market share (the average number of
guests who would, if all other things were equal, eat at any of the competing
restaurants), we must divide the number of potential guests in a catchment
area by the number of competing restaurants. Figure 4-1 shows 5,000 potential
guests. If they all decided to eat Italian, we’d all be in trouble! But let’s say that
there were 10 Italian restaurants in the catchment area; we would expect a fair
market share of 500 guests. potencial de mercado precio concepto Servicio Producto Rapidez ubicacion concepto Decoracion Presentacion de la barra,
del proceso (el cheff haciendolo)
del producto final Entretenimineto Musica, pop en las mesas ADMINISTRACION mercadeo: metas:
1. de servicio al cliente
2.ventas
3. participacion de mercado
4. costo estrategias ejemplo:
Strategies:
1. Managers to determine that all staff members know the service levels
expected of them. If not, managers will inform staff, show them by
example, and then have them do the task.
2. Training: Managers and supervisors to hold 5- to 10-minute training
sessions prior to each shift.
3. Managers and supervisors observe the service levels given by serving
staff and later bring to the attention of the staff member any examples
of service improvements needed. improve suggestive sales training. Potential guests:
How old are they? 16 y 60 años
What are their incomes? estatos 5y6
What is their sex? mujeres
What are guests’ wants and needs?
Why would people become guests? quality, service, cleanliness, and value Mc Donalds ATMOSFERA Theme employs color, sound, lighting, decor, texture, and visual preparation to create special effects for patrons.
bright colors, bright lights, and hard seats, all of which
are designed to persuade patrons to vacate in less than 20 minutes. Another idea would be to have a soft opening, meaning to open without a big announcement and spend a month working out the finer details. Then have a grand opening, with media in attendance, and enjoy rave reviews.
Some restaurants have a camera handy to take photos of guests and then send them along with a thank-you-for-your-patronage note. Super IDEA de inaguracion the American Express booklet entitled ‘‘50 More Promotions that Work for Restaurants’’: Mercadeo In order to speed up lunch service, allow guests to fax and deliver orders. In some restaurants, this has boosted delivery and take-out by 20 to 25
percent.
If your restaurant is in an area where you are likely to receive guests from other countries, have menus available in the relevant languages.
Have reading glasses or menus with large print available for those who left their glasses at home.
Create promotions around the many occasion days of the year. Example: Secretaries’ Day.
Create a dinner club to fill the slow nights. Focus around a theme and inform potential guests of the club night by mailings.
Encourage guests to leave their business cards for a prize drawing. This creates a mailing list.
One quiet night, say a Monday or Tuesday, announce to the restaurant and the media that one table’s bill will be on the house, and that every
Monday or Tuesday you plan to ‘‘comp’’ one table. The restaurant will
likely fill up on those otherwise quiet nights. Give people something to tell their friends about or something to takehome as a remembrance of their visit to your restaurant. postales
Offer special birthday promotions.
Send your menu and any relevant information to your catchment area.
For example, if you have an Italian restaurant and decide to feature food from various regions of Italy, perhaps with a featured chef, mail an announcement to all addresses in the target market in the catchment area.
Arrange a cook-off with a prize for the best pie (or whatever). Inform the local media and ask them to be the judges. That should ensure plenty of free coverage.
Use coupons to build traffic and, once the goal is reached, phase them out. One of the difficulties is reaching the target market. The Penny Saver
crowd may not be your market.
Send postcard photos of your menu items to your guests.
Invite guests to complete an application for dinner for two in another
city. Purchase an open ticket and give a $500 spending allowance.3 Aparecer en las guias de turismo
En las universidades
en los hostales y hoteles wim mertens Visibility: high, preferably a street corner
Dining area: 20-40m2
Kitchen: 10-20m2
Storage: 8-15m2
Seating capacity: 10-40
Exhaust hood system
1.25" gas line requerimientos de espacio Administracion
Indicadores.
meals produced per
employee per day, meals produced per employee per hour, guests served per
waitperson per shift, labor costs per meal based on sales. Probably the simplest
employee productivity measure is sales generated per employee per year.
An easy and meaningful measure is to divide the number of employees into
income per hour. Some restaurants achieve a $70-per-hour productivity rate.
When labor costs get out of line, themanager can analyze costs per shift or even
productivity per hour to pinpoint the problem. that utilities ordinarily do not run more than 4 percent of sales in
most restaurants, that the cost of beverages for a dinner house ordinarily should
not exceed 25 percent of sales and could be much less, and that occupancy cost
should not exceed 8 percent of gross sales in most cases Factors that go into building perceived price-value
include:
Amount of product (portion size)
Quality of the product (dining pleasure)
Reliability or consistency of the product
Uniqueness of the product
Product options or choices (including new products)
Service convenience (such as speed of service)
Comfort level (such as courtesy, friendliness, and familiarity with the
business)
Reliability or consistency of service
Tie-in offers or freebies included with the purchase Precio What is the competition charging for a similar item?
What is the item’s food cost?
What is the cost of labor that goes into the item?
What other costs must be covered?
What profit is expected by the operator?
What is the contribution margin of the item? 1. Create an objective and a timetable.
2. Develop a list of possible menu ideas.
3. Narrow that list down.
4. Test those ideas with consumers.
5. Build prototypes.
6. Internally narrow the prototypes down.
7. Test and renew the prototypes in selected restaurants.
8. Put the prototypes on the menu. crear menu 1. Use odd-cents increments for digits to the right of the decimal point.
2. Do not write price increases over old prices.
3. Resist increases that raise the dollar amount of the item.
4. Give items that have been drastically increased in price a less noticeable
spot on the menu.
5. Try reducing large portions before raising prices. Some restaurant operators
suggest taking the items off the menu or changing the dish because
regular guests might notice the smaller portions and feel that they were
being cheated.
6. Never increase the price on all menu items.
7. Put ‘‘market-priced’’ on items that fluctuate wildly in price.
8. Do not listmenu items according to cost, andmake sure thatmenu prices
appear after an item’s description rather than in a straight column.7 Standardized recipes are used to maintain consistent food quality. A carefully
developed recipe helps cooks because the portion size, ingredients, weights, and
production steps, including cooking methods and time, are clearly indicated.
Restaurant guests will be offered consistently high-quality food. The standard
recipe also acts as a control device in that the same ingredients in the same
amounts are used over time. estandarizacion operacion Open kitchens (also called exhibition kitchens) have their own equipment and are growing in popularity.
By taking down the walls that separate chefs from diners, restaurants are creating more interactive and upbeat atmospheres. Sometimes an open design focuses on highlighting the kitchen; other times
it could highlight a piece of equipment. A steakhouse focuses on the cooking
of meat, an Italian restaurant on pizza. These focal points are highlighted
by lighting the dining room slightly less than the kitchen. Standard kitchen
equipment, such as refrigerators, are placed in other parts of the kitchen that
are not visible. Standard food preparation is not usually featured. Receiving and storing food
Fabricating and preparing food
Preparing and processing food
Assembling, holding, and serving food
Cleaning up and sanitizing the kitchen and kitchenware Tipos de equipo Sistema de gestion de compras Establishing standards for each food item used (product specification)
Establishing a system that minimizes effort and losses and maximizes control of theft
Establishing the amount of each item that should be on hand (par stocks and reorder points)
Identifying who will do the buying and keeping the food-purchasing system in motion
Identifying who will do the receiving, storage, and issuing of items Written standards for food (food specifications) are set, preferably in writing, before a restaurant opens. There are 11 steps in putting together a purchasing system.
1. Based on the menu, determine the food standard(s) required to serve the market. Will vegetables be canned, fresh, or frozen? What cut and grade of meat is appropriate for each meat item on the menu? Will fish be fresh or frozen, or some of both? 2.Develop product specificationsdetailed descriptions of what is wanted
based on consultation and best information availableand place responsibility
for product consistency and quality on the supplier. 3. Gather product availability information and select supplier(s) based on
reliability of service, price, and honesty. Obtain samples of the food and
test them in order to select the best.
4. Have alternate suppliers in mind for comparison.
5. Select person(s) to order and receive supplies, and give him/her (them)
authority to reject delivery of individual items. Make sure that the person
ordering is different from the person receiving and that management
authorizes or places each order, even for meat and other perishables.
6. Set up storage spaces for maximum utilization.
7. Establish the amount needed to be stocked (par stock) for each item.
8. Set up an inventory control system.
9. Decide on optimal delivery size to reduce cost of delivery and handling.
10. Check all deliveries for quality and quantity or weight.
11. Tie inventory control and cost control systems together.
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