Ebook How to open and run a successful restaurant (Third edition): Part 2
➤ Gửi thông báo lỗi ⚠️ Báo cáo tài liệu vi phạmNội dung chi tiết: Ebook How to open and run a successful restaurant (Third edition): Part 2
Ebook How to open and run a successful restaurant (Third edition): Part 2
CHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2he height of the lunch or dinner hour, the business can be so intense that it blurs. “If you can't stand the heal, gel out of the kitchen” is an old line. Bui for the restaurateur who is not actually a trained chef, better advice would be to observe and learn, so as not to be intimidated and, most i Ebook How to open and run a successful restaurant (Third edition): Part 2mportantly, given the run-around by a power-seeking chef. The kitchen is undoubtedly the hub of most restaurants, despite the common heartfelt cry froEbook How to open and run a successful restaurant (Third edition): Part 2
m amateur restaurateurs: “I don’t make any money on the food, only on the bar’.” How anyone can say this is mystifying, when a salad sold for $6 oftenCHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2f many of its practitioners.The wise words of the executive who once replied 10 a writer’s complaint that, allhough the world price of coffee had gone down, the price of coffee in the supermarket had gone up, may be significant in this context. “If coffee beans suddenly cost nothing,” he said, “the Ebook How to open and run a successful restaurant (Third edition): Part 2price of ajar of instant coffee would remain the same." No mailer how cheaply you buy your food supplies, you still won t escape the overhead that musEbook How to open and run a successful restaurant (Third edition): Part 2
t be financed from your income.True, the kitchen overhead in terms of payroll and materials alone is heavier than overhead expenses of the bar. Also, CHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2 be in themselves tremendous, if you don't serve food, you don’t have a restaurant!The two biggest bills you'll ever have 10 pay, after your rent, are lhe meal and/or fish bill and the liquor bill. Selling cooked food al a profit lakes a certain skill. Bui the Sleak priced al $20 on the menu has usu Ebook How to open and run a successful restaurant (Third edition): Part 2ally cost the restaurateur no more than $4. Many steakhouses are actually owned by butchers, in order 10 provide a heavily marked-up retail outlet forEbook How to open and run a successful restaurant (Third edition): Part 2
their goods.Al the more expensive end of the menu, in the area of carefully and expertly prepared special dishes, the profit margin is just as healthCHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2s preparation lime involved, and lhe people who do the work command full salaries—that is, their income isn't subsidized by lips. In other words, there's a labor cost. The profit level should be assessed carefully on a regular basis. An average 2 percent profit is penerallv considered the minimum Bi Ebook How to open and run a successful restaurant (Third edition): Part 2ll remember November and Decern-THE KITCHENCHEF POWERFor some reason, the area of food intimidates restaurant owners who are not, themselves, trainedEbook How to open and run a successful restaurant (Third edition): Part 2
chefs. Apart from the general lack of control and confidence this altitude creates, It often leads to a dangerous psychological imbalance in the runniCHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2n't unreasonable. If this important end of the business is well taken care of, no one can be blamed for wanting to keep a key employee happy, even if this means that the employee gels away wilh murder, as many chefs do.With one telephone call, any member of staff can usually be replaced within the h Ebook How to open and run a successful restaurant (Third edition): Part 2our—except the chef. The new waiter, busboy, hostess, mail re d’. manager, cloakroom attendant, car valet, porter, or dishwasher may noi be the employEbook How to open and run a successful restaurant (Third edition): Part 2
ee of ones dreams, bill they’ll help to muddle through a shift. Finding and replacing a chef can be a nightmare. “Better the devil you know . the bossCHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2quality.All too often, these factors result in chefs being able to rule the roost. They’ll come in drunk, go home drunker, insult the staff with dirty talk far beyond the usual harmless badinage, make enough smoke to cover a divisional river crossing, and generate enough noise to drown out even the Ebook How to open and run a successful restaurant (Third edition): Part 2loudest pianist or juke box. Few customers are ever likely to return for a repeal experience.Once in a while, though, most chefs are steady, conservatEbook How to open and run a successful restaurant (Third edition): Part 2
ive people, just one will go berserk and actually attack someone. Anyone will do, no particular employee is at risk, unless its a waiter who insists, CHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2lifornia some years ago involving the chef of a famous restaurant raised a few eyebrows, and had a few people wondering what kind of people lurked behind that swinging kitchen door. (It was a revelation that this prince of the skillets, who was often invited to come out and discuss the recently cons Ebook How to open and run a successful restaurant (Third edition): Part 2umed meal with the customers, had very little money in the bank, despite a high salary, and didn’t even have a driver’s license.)Bearing in mind the pEbook How to open and run a successful restaurant (Third edition): Part 2
rolusion of deadly weapons in the average kitchen, from meat cleaver to frying pan, the dangers are obvious. The optimum freak-out point for most chefCHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2AND RUN A SUCCESSFUL Kt s 1 AUK AN Ismooth the chefs feelings. Some owners have rigid last-order times, hut many can’t resist the opportunity to take in a bit more cash. It’s what they’re there for, after all. When owners are chefs, they’ll sometimes volunteer to do the cooking themselves, and, if i Ebook How to open and run a successful restaurant (Third edition): Part 2n the process they build up a clientele who insist on arriving late for that special treatment, well, it serves them right.Ironically, the unshaven shEbook How to open and run a successful restaurant (Third edition): Part 2
ort-order cook with the bleary' eye—thank goodness no longer equipped with the drooping cigarette dropping ash into the food—is just as likely to be tCHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2ci, and is being paid $100,000 a year plus bonuses.The question arises, would a nasty chef be easier to deal with if lipped by the waiters and waitresses? The answer is, probably yes. But how many people are they supposed to take care of? They’ve already got to tip the bartender, the busperson, and Ebook How to open and run a successful restaurant (Third edition): Part 2possibly the captain. Although its no longer common, the old hands used to tip the chef quite routinely for getting their orders out promptly and notEbook How to open and run a successful restaurant (Third edition): Part 2
giving them too much of a hard lime. Nowadays, a bottle of beer snitched from the bar as a peace offering is more usual. On Cunard ships at one lime, CHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2Merchant Marine.Although the management skills required of the restaurateur do not exceed those required of the most junior NCO in the army, few restaurateurs seem to possess them. What is worse, they don’t seem to learn them. There can be no doubt that the best and most successful restaurants are r Ebook How to open and run a successful restaurant (Third edition): Part 2un either by well-educated people who ve learned the relevant skills or by people steeped in the business who just happen to have natural management aEbook How to open and run a successful restaurant (Third edition): Part 2
bility. Ils a shame, because there’s rarely a requirement for more than routine common sense and diplomacy.In order to maintain the edge of authority CHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2e to food, more than any other area of the business. Many owners will freely criticize every aspect of their operations except the sacrosanct domain of the kitchen. In comparison, everything else is easy. Some restaurateurs find dealing with people difficult. But attractive young people who can work Ebook How to open and run a successful restaurant (Third edition): Part 2 as hosts and hostesses are easy to come by in cities, if this is the case. They lend to burn out fast in the least attractive job in a restaurant, buEbook How to open and run a successful restaurant (Third edition): Part 2
t they’re as easy to replace as a Napoleonic army after a disastrous battle.For obvious reasons its not in the interests ol hiphlv naid chefs to reveaCHAPTER 7THE KITCHENHOW TO OPEN AND RUN A SUCCESSFUL RESTAURANTPROFIT MARGINSKitchens can be terrifying to the uninitiated. When fully in action al th Ebook How to open and run a successful restaurant (Third edition): Part 2However, chefs themselves are notoriously skeptical about their “art" and often cite, as their favorite meal, fried eggs and french fries or a nice juicy hamburger. Some of this is probably a bit tongue in cheek, of course—they might mean farm eggs and french fries double fried in goose fat.But too Ebook How to open and run a successful restaurant (Third edition): Part 2many owners are totally intimidated by kitchen problems. If they gel into the subject seriously, they’ll soon learn the ropes, and they’ll gel betterEbook How to open and run a successful restaurant (Third edition): Part 2
results in the kitchen, loo.Bakery is a branch of cooking that lakes knowledge and practice. Amateur flair and beginners luck will get you nowhere inGọi ngay
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