MENU PLANNING

From design to evaluation

1
 Rationale

Everything starts with the menu. The menu

dictates much about how your operation will
be organized and managed, the extent to
which it meet its goals, and even how the
building itself - certainly the interior - should
be designed and constructed.

2
 Objectives

To explain the importance of a menu

To explain the basic rules of menu planning
To identify factors to be considered when
planning a menu
To identify constraints in menu planning
To plan and write a menu

3
 Must Satisfy Guest Expectations

Reflect your guests tastes

Reflect your guests food preferences
Ascertain your guests needs

4
Must attain Marketing Objectives

Locations
Times
Prices
Quality
Specific food items

5
 Must help to achieve
Quality Objectives
Quality standards:
flavor, texture, color, shape, flair,
consistency, palatability, visual appeal,
aromatic apparel, temperature
Nutritional concerns:
low-fat, high-fiber diets, vegetarian

6
 Must be Cost-Effective

Commercial
financial restraints
profit objectives
Institutional
minimizing costs
operational budget

7
 Must be Accurate

Truth-in-menu laws exist in some localities,

cannot mislabel a product
butter must use butter not margarine
fresh must be fresh, not fresh frozen
homemade not purchased ready-to-heat
USDA Choice actually USDA Good

8
Menu Planning Constraints

9
 Facility Layout/Design
and Equipment
Space
Equipment available
Work flow
Efficiency

10
 Available Labor

Number of Employees
Required Skills
Training Programs

11
 Ingredients

Standard recipe
Availability of the
ingredients required
during the life span of
the menu
Seasonal ingredients
Cost
Miscellaneous cost
(flight charges, storage)
12
 Marketing Implications

Social needs
Physiological needs
Type of service
(fast food, leisure dinning)
Festival
Nutrition

13
 Quality Levels and Costs

Guests expectation
Employees skills and knowledge
Availability of equipment
Specific ingredients
Food costs and selling prices

14
 The Menu and
the Food Service Operation

15
 The Menu Helps to Determine
Staff Needs
Variety and complexity increases, number of
personnel increases
Production staff
Service staff
Back-of-house staff

16
 The Menu Dictates Production
and Service Equipment Needs

Tableside service
carving utensils, trolleys,
gueridon, salad bowls,
suzette pans, souffle dishes,
soup tureens, large wooden
salad bowl, rechaud, Voiture
(heated cart for serving
roasts) and ......

17
 The Menu Dictates Dining Space

A take-out sandwich or pizza operation would require no

dining space and the amount of square feet required per
person would be minimal.
On the other hand, if a restaurant offers a huge salad buffet,
dessert selection or an after-dinner trolley, wide aisles would
be needed to allow guests ease of movement and moving of
equipment.

18
 Purchase Specifications May
Be Dictated By The Menu
If the menu offers such items as USDA Choice New
York strip steaks, quarter-pound lean beef burgers,
grade AA eggs, freshly squeezed Florida orange juice,
or vine-ripened tomatoes, back -of-house procedures
will not only include receiving, storing, issuing, and
producing the menu items but also purchasing the
specific products described. (When such factors as
grade and portion size are not dictated by the menu,
managers and chefs must determine purchase
specifications and related quality factors.)

19
 How and When Items
Must Be Prepared
To stimulate guest interest, the menu planner may
offer a dish prepared in a variety of ways:
Cooking methods
Poached, broiled, batter-dipped, deep fried
The finished product must be prepared using the
method indicated on the menu
Small quantities cooking (a la carte)
Batch cooking

20
 The Menu is a Factor in the Development
of Cost Control Procedures

As the menu requires more expensive food

items and more extensive labor or capital
(equipment) needs, the propertys overall
expenses and the procedures to control them
will reflect these increased cost.

21
 The Menu and the Service Plan

Type and size of dinnerware

Types of flatware
Garnishes (place be service or production staff)
Timing requirement for ordering
Additional dining service supplies to serve the item
Special serving produces
Special information (doneness of the steaks, over
easy or sunny side eggs, etc.)

22
 Menu Design

First impression is always important, the entire menu

should complement the operation
- Theme
- Interior Decor
- Design (Merchandising)
- Creativity
- Material
- Color
- Space

23
 Menu Design

- Type style and/or lettering

- Names of food items
- Description
- Popular items are at the top of a list
- Clip-ons, inserts (daily specials)
- Operations address
- Beverage service notice
- Separate menus for each meal period
- Separate menu for host/hostess and guests

24
 Menu Styles

A table d'hte (a complete meal for one price)

A la Carte (items are listed and priced separately)
Combination (combination of the table d'hte and a
la carte pricing styles)
Fixed menus: a single menus for several months
Cycle menus: designed to provide variety for guests
who eat at an operation frequently - or even daily

25
 Types Of Menus

Breakfast
(offers fruits, juices, eggs, cereals, pancakes, waffles,
and breakfast meats)
Lunch
(features sandwiches, soups, salads, specials; usually
lighter than dinner menu items)
Dinner
(more elaborate, steaks, roasts, chicken, sea food and
pasta; wines, cocktails, etc..)

26
 Types Of Menus - Specialty

Childrens
Senior citizens
Alcoholic beverage
Dessert
Room service
Take-out
Banquet
California (breakfast, lunch and dinner menu items on one
menu)
Ethnic
27
 Basic Rules Of Menu Planning

Know your guest Know your operation

- Food preference - Theme or cuisine
- Price - Equipment
- Age - Personnel
- Quality standards
- Budget

28
 Selecting Menu Items

Menu category:
Appetizers
Salads

Entrees

Starch items (potatoes, rice, pasta)

Vegetables

Desserts

Beverages

29
 Common Sources
For Menu Item Recipes
Old menus
Books
Trade magazines
Cookbooks for the
home market

30
 Menu Balance

Business balance
- balance between food cost, menu prices,
popularity of items, financial and marketing
considerations
Aesthetic balance
- colors, textures, flavors of food
Nutritional balance

31
 Elements Of Menu Copy

Headings
- Appetizers
- Soups
- Entrees
Sub-heading
- Under entree:
Steak, seafood, todays specials

32
 Elements Of Menu Copy

Descriptive copy (describe the menu items)

- should be believable and made in
short, easy-to-read sentences
- no description is needed for self-
explanatory item. i.e. Low Fat Milk

33
 Truth-in-menu

Grading (foods are graded by size, quality, in line with

official standards)
Freshness (cannot be canned, frozen or fresh-frozen)
Geographical origin (cannot make false claims about
the origin of a product)
Preparation (if the menu says baked, it cannot be fried
instead)
Dietary or nutrition claims (supportable by scientific
data)

34
 Supplemental Merchandising
Copy
Includes information such as:
Address
Telephone number
Days and hours of operation
Meals served
Reservations and payment policies
History of the restaurant
A statement about managements commitment to guest
service

35
 Menu Layout

Sequence:
Appetizers, soups, entrees, desserts
Depends on the operation (side orders, salads,
sandwiches, beverages)
Depends on popularity and profitability
Placement:
artworks; space; boxes; clip-on; etc.

36
 Menu Layout

Format:
Menus size
General makeup
Typeface:
Printed letters
Font size
Type face

37
 Menu Layout

Artwork:
Drawings, photographs, decorative patterns,
borders
Paper:
Texture
Cover:
Color
Texture

38
 Common Menu-design
Mistakes
Menu is too small
Type is too small
No descriptive copy
Every item treated the same
Some of the operations food and beverages are not listed
Clip-on problems
Basic information about the property and its policies are
not included
Blank pages

39
 Evaluating Menus

Must set standards

Determine how menu is helping to meet
standards

40
 Menu Evaluation:
Questions Most Often Asked
Is the menu attractive?
Do the colors and other design elements match the
operations theme and decor?
Are menu items laid out in an attractive and logical way?
Is there too much descriptive copy? Not enough? Is the
copy easy to understand?
Is attention called to the items managers most want to
sell, through placement, color, description, type size,
etc.?

41
 Menu Evaluation:
Questions Most Often Asked
Have guests complained about the menu?
Have guests said good things about the menu?
How does the menu compare with the menus of
competitors?
Has the average guest check remained steady or increased?
Is there enough variety in menu items?
Are menu items priced correctly?
Are you selling the right mix of high-profit and low-profit
items?

42
 Menu Evaluation:
Questions Most Often Asked
Is the typeface easy to read and
appropriate to the restaurants
theme and decor?
Is the paper attractive and stain-
resistant?
Have the menus been easy to
maintain so that guests always
receive a clean, attractive menu?

43
 Menu Pricing

SUBJECTIVE PRICING:
The reasonable price method: from the guests
perspective - what charge is fair and equitable
The highest price method: sets the highest price that
the manager thinks guests are willing to pay
The loss lender price method: an unusually low price
is set for an item to attract guests
The intuitive price method: takes a wild guest, trail-
and-error

44
 Menu Pricing

DESIRED FOOD COST PERCENTAGE PRICING

METHOD:
manager determines a reasonable food cost percent
then divides a menu items standard food cost by its
reasonable food cost percent

Selling price = $1.50 (items standard food cost) = $4.55

0.33 (desired food cost percent)

45
 Menu Pricing

PROFIT PRICING:
factors profit requirements and non-food expenses into
menu item selling prices

Allowable = $300,000 - $189,000 - $15,000 = $96.000

food costs (forecasted (non-food (profit
food sales) expenses) requirements)

Budgeted food cost % = $96,000 (allowable food costs) = 0.32 or 32%

$300,000 (forecasted food sales)

46
 Menu Pricing

COMPETITION AND PRICING:

Know competitors menus, selling prices, and guest
preferences
Lower your prices
Raise your prices
Elasticity of demand:
Elastic: price change creates a larger % in the quantity
demanded (prices-sensitive)
Inelastic: the % change in quantity demanded is less than
the % change in price

47
The Menu:The Foundation For Control
GUEST SATISFACTION BASIC OPERATING ACTIVITIES:
CONTROL POINTS

SERVING MENU PLANNING

HOLDING PURCHASING

COOKING RECEIVING

PREPARING STORING
PRODUCTION ACTIVITIES

ISSUING
48
 The Menu Influences
Product Control Procedures
every item on the menu represents a product to be controlled
Cost Control Procedures
careful cost control procedures must be followed,
particularly when expensive products and labor-intensive
service styles are used
Production Requirement
product quality, staff productivity and skills, timing and
scheduling, and other back-of-the-house functions are all
dictated by the menu
49
 The Menu Influences

Equipment Needs
equipment must be available to prepare products required by the
menu
Sanitation Management
management must consider menu items in light of possible
sanitation hazards
Layout and Space Requirements
the physical space within which food production and service
take place - must be adequate for purchasing, receiving, storing,
issuing, producing, and serving every item on the menu

50
 The Menu Influences

Staffing Needs
as menu becomes more complex, greater demands may be
placed upon the staff
Service Requirements
the menu affects the skill levels required for service
personnel, along with equipment, inventory, and facilities
needed in the front of the house
Sales Income Control Procedures
elaborate menus require more stringent controls than simple
menus

51
 Menu Planning
is also.. A Tool for:

Sales
lists the items an operation is offering for sale
Advertising
communicates a propertys food and beverage marketing
plans
Merchandising
target market expectations - products, service, ambience
(theme and atmosphere), perceived value
Marketing Tool
strive to meet or exceed the expectations of its target market

52
 Priority Concerns Of
The Menu Planner
Priority Concerns of menu Planner

Wants and needs Guest

Concept of Value Quality of Item Flavour

Item Price Consistency

Cost

Object of Property Visit Availability Texture/Form/Shape

Socio-Economic Factors Peak Volume Production Nutritional Content

and Operating Concerns

Demographic Concerns Visual Appeal

Sanitation Concerns
Ethnic Factors
Aromatic Appeal
Layout Concerns

Religious Factors Temperature

Equipment Concerns

53
 Menu Planning Strategies
Rationalization
its objective is simplification for the sake of operational
efficiency
i.e., cross-utilization menu items use the same raw
ingredients
- Menu when carefully plan can be a streamlining of the
purchasing, receiving, storing, issuing, production, and
serving control points.
- High-quality convenience foods make it easier to offer new
items without having to buy additional raw ingredients

54
 Factors That Influence Menu
Planning Strategies
Needs and wants of target markets
Several items from same ingredients
Storage requirements
Personnel skill levels
Product availability / seasonality
Quality and price stability
Sanitation procedures

55
 External Factors
That Influence Menu Changes
Consumer Demands
decide which potential markets wants to attract
Economic Conditions
cost of ingredients, potential profitability of new menu items
Competition
many not want to serve next doors best
Supply Levels
seasonal items, price to the quality and quantity
Industry Trends
industrys response to new demands
56
 Internal Factors
That Influence Menu Changes
Facility Meal Patterns
existing meal periods - breakfast, lunch and dinner
Concept and Theme
the image may rule out certain foods that do not
blend with its theme and decor
Operational System
costs for new equipment to the successful
production and service of new menu items

57
 Pricing Approaches

Subjective Price Methods

intuition and knowing your guests (failed to relate
profit and costs)
The Reasonable Price Methods
presumes value to the guest (what charge is fair and
equitable)
The Highest Price Method
sets the highest price the guests are willing to pay

58
 Pricing Approaches

The Loss Leader Method

an unusually low price is set for an item (or items)
to bring guests in
The Intuitive Price Method
wild guess about the selling price
(pricing methods based on assumptions, hunches
and guesses)

59
 Pricing Approaches

Simple Mark-up Pricing Methods

designed to cover all costs and to yield the desired profit.
Three Steps:
1. Determine the ingredients costs

2. Determine the multiplier

3. Establish a base selling price

60
 Multiplier

If food cost is to be 40%

Multiplier = 1 / desired food cost%

= 1 / .40

= 2.5

61
 Base Selling Price

If ingredient cost is $3.32

Base Selling Price = Ingredient Cost x Multiplier

$8.30 = $3.32 x 2.5

A base selling price in not necessarily the final selling price

62
 Prime-Ingredient
Mark-Up Method

Base selling price = Prime Ingredient Cost x Multiplier

$8.30 = $1.59 x 5.22

or food cost is about 19%

63
 Mark-Up with
Accompaniment Costs
Entree / Primary Costs $3.15

Plate Cost +$1.25

Food Cost $4.40

Mark-Up Multiplier x 3.3 (30% food cost)

Base Selling Price $14.52

64
 Determining the Price Multiplier

Based upon:
experience or rule of thumb
contribution margin
impact of sales mix
does not reflect higher or lower labor cost
assume food cost associated with producing menu
item are know

65
 Contribution Margin
Pricing Method
Contribution Margin refers to the amount left after a menu
items food cost is subtracted from its selling price.
Two steps in setting base selling price:
1. Determine the average contribution margin
required per guest
Non-Food + Required Profit = Ave. Contribution Margin Required/guest
No. of Expected guests

$295,000 + $24,000 = $3.75

85,000

66
 Contribution Margin
Pricing Method
2. Determine the base selling price for a menu item

Base selling price = average contribution margin + Standard food cost

$7.35 = $3.75 + $3.60

67
 Ratio Pricing Method

The ratio pricing method determines the relationship between food

costs and all non-food costs plus profit requirements and uses
this ratio to develop base selling price for menu items.
Three steps
1. Determine the ration of food costs to all other cost plus profit
requirements
All non-food costs + Required profit = Ratio
Food costs

$160,000 + $21,000 = 1.34

$135,000

68
 Ratio Pricing Method

2. Calculate the amount of non-food cost and profit

required for a menu item
Non-food cost and profit required = Standard food cost x ratio
$5.03 = $3.75 x 1.34

3. Determine the base selling price for the menu item

Base Selling Price = Non-food cost and profit required + Standard food
cost
$8.78 = $5.03 + $3.75

69
 Simple Prime Costs Method

The term prime cost refers to the most significant costs in a food
service operation: food, beverage and labor.
A simple prime costs pricing method involves assessing the labor
costs for the food service operation and factoring these costs
into the pricing equation.
Three steps:
1. Determine the labor costs per guest
Labour Cost per guest = Labour costs / No. of expected guests
$2.80 = $210,000 / 75,000

70
 Simple Prime Costs Method

2. Determine the prime costs per guest

Prime Cost per guest = Labour cost per guest + menu items food cost

$6.55 = $2.80 + $3.75

3. Determine base selling price

Base Selling Price = Prime costs Per guest

Desired Prime Costs%

$10.56 = $6.55 / 0.62

71
 Specific Prime Cost Method

Specific Prime Cost Method - develops mark-ups for menu

items so that the base selling prices for the items cover
their fair share of labor costs.
Divide the menu items into 2 categories:
(A) extensive preparation
(B) non extensive preparation
clean up, and other non-preparation activities

72
 Specific Prime Cost Method

Allocates appropriate % of total food costs and labor costs

to each category
(A) 60% of the total food cost
(B) 40% of the total food cost
(A) & (B) 55% of all labor costs
45% of all labor costs is incurred for service,

73
 Specific Prime Cost Method -
Calculations
Operating Category A Category B
Budget Item Budget % (extensive preparation) (Non-extensive
Preparation)
(1) (2) (3) (4)
Items Items
Food Cost35% 60% of 35% = 21% 40% of 35% = 14%

Labour Cost 30% 55% of 30% = 17% 40% of 13% = 5%

All Other Cost 20% 60% of 13% = 8% 40% of 20% = 8%

Profit 15% 60% of 15% = 9% 40% of 15% = 6%

Total 100% 67% 33%

Mark-Up 100% =2.9% 67% = 3.2 33% = 2.4

Multiplier 35% 21% 14%

74
 Important Pricing Considerations
The Concept of Value (price relative to quality)

The Basic Law of Supply and Demand

Volume Concerns Must be Considered

Price Charged by the Competition for a similar Product

75
 Evaluating The Menu:
Menu Engineering
Basic Menu Engineering Process:

Stars - items that are popular profitable

Plowhorses - items that are not profitable but popular

Puzzles - items that are profitable but no popular

Dogs - items that are neither profitable nor popular

76
 Defining Profitability

Contribution Margin

a high contribution margin for an individual

menu item would be one that is equal to or greater
than the average contribution margin

Average Contribution Margin = Total Contribution Margin

Total Number of Item Sold

77
 Defining Popularity
Popular Index bases upon the notion of expected popularity
For example:
4 items on a menu and each is assumed to be equally popular, the sales of each
would be expected to be 25%
100% 4 = 25%
Menu engineering assumes that an item is popular if its sales equal 70% of
what is expected..
For example:
a food item is considered popular if its sales is:
25% x 70% = 17.5% of total sales

78
 Menu Engineering Worksheet
Menu Engineering Worksheet
Date: 6/10/00 _________________
Restaurant: ____________________________ Meal Period: Dinner
(A) (B) (C) (D) (E) (F) (G) (H) (L) (P) (R) (S)
Menu Number Menu Item Item Item Menu Menu Menu Menu
Item Sold Mix Food Selling CM Costs Revenues CM CM MM% Item
Name (MM) % Cost Price (E - D) (D x B) (E x B) (H - G) Category Category Classific-
ation
Chicken Plow-
Dinner 420 42% $2.21 $4.95 $2.74 $928.20 $2079.00 $1150.80 Low High horse
NY Strip
Steak 360 36% 4.50 8.50 4.00 1,620.00 3,060.00 1,440.00 High High Star
Lobster
Tail 150 15% 4.95 9.50 4.55 742.50 1,425.00 682.50 High Low Puzzle
Tenderloin
Tips 70 7% 4.00 6.45 2.45 280.00 451.50 171.50 Low Low Dog

Column N l J M
Totals 1,000 $3570.70 $7015.50 $3444.80
K=l/J O=M/N Q = (100%/items) (70%)
Additional Computations: 50.9% $3.44 17.5%
(Box K = Food Cost %; Box O = Average Contribution Margin)

79
 Improving The Menu
Managing Plowhorses

Items low in contribution margin, but high in popularity

Increase prices carefully
Test for demand
Relocate the item to a lower profile on the menu
Shift demand to more desirable items
Combine with lower cost products
Assess the direct labor factor
Consider portion reduction

80
 Improving The Menu
Managing Puzzles
Items high in contribution margin but low in
popular
Shift demand to these items
Consider a price decrease
Add value to the item

81
 Improving The Menu
Managing Stars
Items high in contribution margin and high in
popularity
Maintain rigid specifications
Place in a highly visible location on the menu
Test for selling price inelasticity
Use suggestive selling techniques

82
 Improving The Menu
Managing Dogs
Items that are low in contribution margin and low
in popularity:

Candidates for removal from the menu

83