Hotel Food and Beverage Controls Term Project

THE SUNRISE BAR
By,
Joseph T. Brown
Johnson & Wales University

FSM 2095 T/R 11:30
Fall Trimester 2014
Matthew J. Samel
Table of Contents
Title page
Table of Contents
2-4
SECTION I (Part A) Project Introduction & HOTEL Profile
5-18
The name and location of the hotel

The number of sleeping rooms available
The number size and type of food and beverage outlets available
The hours of operation
A detailed description of the targeted guests and customers
A general description of the architectural layout of the facility
Staffing- Organizational Chart
19
SECTION I (Part B) Project Introduction & OUTLET Profile
19-20
Outlet definition and purpose
19
Explanation of sample properties relation to outlet
20
Outlet menus
20
Outlet operations
20
SECTION II Departmental Budgeting Planning and Analysis

Introduction (Budgeting Process)
21
Standardized H.A.C.C.P. Recipes
21-30
Introduction
21
Recipes
22-29
Conclusions and Summary
30
Standardized Cost Card
31-40
2
Introduction
Cost Card Analysis
Marketing
Introduction
31
32-39
40
41-45
41
Marketing the Outlet
42-43
44-45
Minimum Menu Pricing
46-48
Introduction
46
Minimum Menu Pricing Analysis
47
48
Revenue Projection Budget 1

Introduction
Budgets, Formulas, Computations and Analysis
Budget Actual and Variances Budget 2
Introduction
Budgets Variances, Formulas, Computations and Analysis
Section II Conclusions and Summary
REFERENCES- Works Cited
49-52
49
50-51
52
53-56
53
54-55
56
57-58
59-60
APPENDIX A. The Standard High Line Hotel (Property Pictures)
61
APPENDIX B. The Top of The Standard (Outlet Pictures)
62
APPENDIX C. The Top of The Standard (Outlets All Day Menu)

3
63
APPENDIX D. The Top of The Standard (Outlets Cocktail Menu)
64
APPENDIX E. The Top of The Standard (Outlets Champagne Menu)
65
APPENDIX F. The Top of The Standard (Outlets Wine Menu)
66
APPENDIX G. Marketing Budget
67
SECTION I
Sunset Tower Hotel
8358 Sunset Boulevard, West Hollywood, CA 90069
74 Rooms
Restaurants:
The Tower Bar & Restaurant
Hours:
Sun-Thurs: 6pm-11:00pm
Fri-Sat: 6pm-11:30pm
Room Service:
Room service is
offered all day
everyday.
The Terrace
Hours:
Breakfast: 6:30am-11:00am
Lunch: 11:00am-3:00pm
Afternoon: 3:00pm-6:00pm
Brunch (Sat-Sun): 6:30am-3:00pm
A passionate advocate of high standards and flawless service, hotelier and restaurateur Jeff Klein is
the mastermind behind Sunset Tower Hotel a chic, elegant hideaway located on Los Angeles famed Sunset
Strip. Klein began his work in the luxury hospitality industry at the Gotham Hospitality Group. In 2000 he
embarked on a venture of his own, launching the stylish City Club in New York City. Kleins
professionalism and ability to cater to a customer's every needs made the City Club an overnight success.
Accommodations at the Sunset Tower Hotel combine modern convenience with old world charm. Each hotel
room is approximately 350 sq. ft., however their hotel suites are approximate 550-2000 sq. ft., and each bed
is dressed with Fine Egyptian Linen. The guest rooms are equipped with gourmet mini bars, floor-to-ceiling
panoramic windows, custom furnishings and artwork, flat screen TVs, iPod stations, complimentary Wi-Fi
and Nespresso, as well as Kiehls bath products stocked in the bathrooms. For those interested in spending
extra for a larger room, you can also expect the luxury of indulging in in-room spa sessions
(www.sunsettowerhotel.com).
5
The Ace Hotel, New York

20 W. 29th Street, New York City, NY 10001
275 Sleeping Rooms
Restaurants:
1) The Breslin Bar
& Dining Room
Hours:
Kitchen- 7ammidnight
Bar- Open until 4
am daily
Lobby Bar- Open
until 2 am daily
2) No. 7 Sub
Hours:
Mon-Fri: 11-7pm
Sat: 11-4 pm
Closed Sunday
Lounge:
3) John Dory
Oyster Bar
Hours:
Kitchen- 12midnight daily
Bar- noon-late daily
Bar:
4) Lobby Bar
Room Service:
Hours:
Open until 2 am
daily
Room Service is
served 24/7 through
the Breslin Bar &
Dining Room and
can be ordered off
of their menu.
5) Stumpton
Coffee Roasters
Hours:
Mon-Fri: 6-8pm
Sat-Sun: 7-8pm
Ace Hotel New York is set in a historic, turn-of-the-century building in Midtown Manhattan, invested
with the spirit of its surroundings, the culture of the city and the ancient bones of the building. Ace New
York targets New Yorkers and Brooklynites as customers for their hotel, offering separate outdoor entrances
to their hotels food and beverage outlets to attract the outside customers eye and strengthening the chances
of new clients. The Ace Hotel also targets international travelers, a hotbed of startups, and freelancers as
guests of the hotel; furnishing each room with modern furniture and comfortable bedding to attract the dayby-day traveler who just needs a good nights rest. The rooms of the hotel are furnished with vintage
furniture and original artwork; many rooms may come equipped with refrigerators, turntables, and carefully
curated minibars. Only the medium, large, and loft suite rooms have French doors to the private bathroom,
with a clawfoot tub and a separate shower; and almost all of the rooms feature views down Broadway and
29th Street. Ace Hotel New York lives in a building formerly known as the Breslin Hotel, built in 1904, the
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building and neighborhood have always been full of life. When the Breslin was built, Midtown was the
Times Square of its time, commonly called The Great White Way for its profusion of lights and lighted
signs. Diamond Jim Brady (the inspiration for Marlon Brandos Guys and Dolls character) was a regular at
the Breslin, and visionary filmmaker, musicologist and painter Harry Smith lived in the Breslin as well
(www.acehotel.com).
The Roosevelt Hotel

7000 Hollywood Boulevard, Los Angeles, CA 90028
299 Rooms
Restaurants:
1) 25 Degrees
Hours:
Open 24 hours 7 days a week
Poolside:
3) Tropicana Bar & Pool
Hours:
Sun-Thurs: 10am-12am
Fri-Sat: 10am-2am
Poolside Dining: Until 10pm
2) Public Kitchen & Bar

Hours:
Lunch:
Mon-Fri: 11:30am-2:30pm
Dinner:
Sun-Thurs: 5:30pm-11:00pm
Fri-Sat: 5:30pm-Midnight
Brunch:
Sun: 10:30am-2:00pm
Bar Hours:
Mon-Fri: 11:30am-2:am
Sat: 12:30pm-2:00am
Sun: 10:30am-2:00am
Bar:
4) Library Bar
Hours:
Daily: 6:00pm-2:00am
Room Service:
Room service is offered
24 hours for 7 days a
week, which can be
ordered off of the 25
Degrees or Public
Kitchen & Bar menus.
From the historic Spanish Colonial lobby, youll find the Hollywood Roosevelt has taken on rather a
dual personality over the years. The Tower is original 1927, where Clark and Carole carried on, and the
Cabanas are vintage 1950s, famous for they were Marilyns place of residence around the time of her very
first modeling shoot; also, at the Hollywood Roosevelt pool, no less. The Roosevelt uses its vintage style
with modern service to attract the guests who enjoy the finer things, as well as the excitement of life. Since
its 1927 opening, the Hollywood Roosevelt has been an exemplar of Old Hollywood elegance and
excitement, from bespoke cocktails and vintage bowling lanes to the Tropicana Bar overlooking David
Hockneys million dollar swimming pool. The Hollywood Walk of Fame is at their doorstep, and the Dolby
Theater complex is just footsteps across the boulevard, guests can shop at Hollywood and Highland, look for
rebels without causes at Griffith Observatory, or take a hike in the urban wilderness of Runyon Canyon
(www.thompsonhotels.com).
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Hotel Name:
St. Regis
NoMad Hotel
The Standard Hotel
Location:
5th Ave. At 55th St. New

York, NY 10022
1170 BROADWAY &

28TH STREET
NEW YORK, NY 10001
848 Washington at
13th Street
New York 10014
Hotel Brand:
Starwood
Sydell Group
Andr Balazs
Properties
Number of
Sleeping Room:
171 Guest Rooms and 67

Suites
168 Guest Rooms
Type of F&B
Outlet:
The King Cole Bar & Salon

(Includes Breakfast, Lunch,
and Dinner)
3 Dining Rooms
2 Bars
2 Private Dining Rooms
Restaurant Hours: MondaySaturday: 7Am-1AM

Sunday: 7AM-12AM
Bar Hours:
Monday-Saturday:
11:30AM-1:AM
Sunday: 12PM-12AM
Bar Hours:
Sunday: 12PM-8PM
Monday-Tuesday: 5PM1AM
Wednesday-Saturday:
5pm-2am
Hours of
Operation:
338 Guest Rooms

3 Dining Rooms
2 Bars
1 Dining Rooms with
Bar
Restaurant Hours:
Daily 7AM-4AM
Bar Hours: 2PM-4AM
The St. Regis Hotel

The St. Regis Hotel is one of the hotel branches of Starwood Hotels & Resorts Worldwide, Inc. St.
Regis; which is described as luxury full-service hotels, resorts, and residences specifically designed for
hotel enthusiasts who desire the finest expressions of luxury. The architectural layout for the facility is much
similar to the Renaissance periods architectural style, all of the dcor is black, white, or gray, creating a
luxurious and elegant atmosphere; which will make guests feel the upscale trend of the hotel. The hotel
provides a Bespoke service to high-end, leisure, and business travelers, Bespoke is a hotel resource used to
ensure guests satisfaction before they even check-in; the hotel sends an email with the Bespoke form to the
upcoming arrivals, then the guests can select specific items they would like used in their room. This
Bespoke resource will help the hotel adjust their rooms based on the guests preferences; the Bespoke form
includes sections such as what type of pillow to be used, what type of aroma therapy the guest prefers, and
even what beverages they would like accessible in their mini fridge. The St. Regis Hotels are located all
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around the world in desirable vacation destinations, important emerging markets, as well as yet to be
discovered paradises; each hotel is individually designed to match characteristics captured by the distinctive
personality of each location. Starwoods employee values are to Go the extra step, which means each
employee is encouraged to take action in building lasting guest connections and loyalty. Another value of
the Starwood Corporation is to play as a team by working together, globally, with each of the companys
different staff communities. Lastly, Starwood prides themselves in always doing the right thing, by using
good judgment, and respecting their communities, associates, owners, partners and the environment
(www.stregisnewyork.com).
The Standard High Line Hotel
The Standard High Line Hotel is part of the Andr Balazs Properties, operating a total of ten hotels so
far. The mission statement of the Andr Balazs hotels is Comfort. Sanctuary. Style defined by substance.
Luxury that embraces. The core value of the properties is Balazs' properties are united not only by a
carefully considered sense of place and pioneering design, but also by an unwavering commitment to answer
the core needs of every guest. The Standard High Line Hotel is located in Midtown Manhattan, NYC a
convenient area for International travelers. This hotel has a total of 5 different food and beverage outlets,
designed mostly for couples and businessmen, the hotels main target markets. The most popular food and
beverage outlet, of the High Line, is The Standard Grill; a modern restaurant perfect for a romantic date for
two. The Top of The Standard is recommended to guests looking to relax and enjoy the night views of New
York City, located on the roof top of the hotel it displays a 360-degree view of the city that never sleeps. The
architectural layout for this hotel is built mostly with glass, for guests to enjoy views of the still waters and
calming skies each day and night; in addition, the hotel gives a modern and loft style atmosphere, a popular
interior design hoteliers are using today (www.standardhotels.com). The Standard High Line Hotel, located
in Midtown Manhattan, NYC is a convenient area for International travelers. With 338 rooms, this hotel
consists of standard, deluxe, and queen-sized rooms; as well as, standard, deluxe, superior, and corner suites.
10
The king and queen-sized rooms range between 240-270 square feet, each include free Wi-Fi, 24-hour room
service, wheelchair access, and some rooms are certified pet friendly. The hotel also includes a 24-hour
fitness center, 7 function rooms for events such as weddings, birthdays, and meeting space, as well as a gift
shop, located in the lobby. The hotel has a modern style, which is suitable for their main target markets:
couples, business people, or friends and family. This property has a total of five food and beverage outlets,
including The Standard Grill, The Standard Plaza, Biergarten, Le Bain, and The Top of the Standard. The
Standard Grill is a modern luxurious restaurant, perfect for any couple to enjoy a romantic meal, especially
for couples visiting on their honeymoon. With natural elegance you cannot go wrong in sitting at any of the
Grills tables.
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Hotel Name:
Four Seasons Hotel

Boston
W Hotel
200 Boylston St
Boston, MA
02116
100 Stuart St
Boston, MA
02116
Intercontinental New
York Times Square
Hotel
300 W. 44th St
New York, NY
10036
Hotel Brand:
Four Seasons Hotels
Starwood Hotels &

Resorts Worldwide, Inc.
IHG
Number of Sleeping
Room:
273
235
607
Type of F&B Outlet:
Lounge
Lounge
Restaurant
Monday-Saturday:
7Am-11pm
Sunday: 7AM-12AM
Bar Hours:
Monday-Saturday:
11:30AM-1:AM
Sunday: 12PM-12AM
Bar Hours:
Sunday: 12PM-8PM
Monday-Tuesday: 5PM1AM
Wednesday-Saturday:
5pm-2am
Daily 7AM-1AM
Bar Hours: 2PM-1AM
Location:
Hours of Operation:
Four Seasons Hotel Boston

The Four Seasons Hotel Boston overlooks Bostons historic Public Garden and is within easy reach of the
citys premier attractions; the luxurious Four Seasons Hotel Boston blends elegant simplicity with distinctive
New England flair. The hotel is located in Boston's Back Bay, Four Seasons Hotel Boston houses 273 guest
rooms, including 77 luxury suites, many with postcard views of Bostons Public Garden, Beacon Hill and the
gilded dome of the State House. Many guests enjoy convenient access to Newbury Street's renowned
shopping enclave, Charles Street's charm and the vibrant Theater District (www.bostonsfourseasons.com).
Intercontinental Times Square
Of the hotels in Times Square, the InterContinental New York Times Square stands apart. A luxury
hotel rising 36 stories above the heart of the world famous Times Square district, it is at the epicenter of the
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theatre, dining, media and business worlds. With a chic-Manhattan residential feel, the InterContinental New
York is a refreshing sanctuary from the sights and sounds of NYC. Conveniently located at 44th Street and
8th Avenue, this New York hotel is within walking distance to the Broadway Theatre District, extraordinary
shopping and fabulous restaurants including a Va, the hotels onsite French inspired bistro by Celebrity
Chef Todd English (www.intercontinentaltimessquare.com).
W Hotel
W hotels escape to where iconic design and contemporary luxury set the stage for exclusive and
extraordinary experiences at W Hotels Worldwide. From the moment of arrival, guests are invited into
surprising, sensory environments where amplified entertainment, vibrant lounges, modern guestrooms and
innovative cocktails and cuisine create more than just a hotel experience, but a luxury lifestyle destination.
Each hotel and resort is uniquely inspired by its destination, mixing cutting-edge design with local influences
and creating a place to play or work by day or to mix and mingle in high-energy spaces by night. So, while
every hotel is unmistakably a W hotel, each has its own personality that is brought to life by our collaborators
who are always on the cusp of what's new and next in design, music and fashion (www.wboston.com).
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Tabard Inn Hotel
Sunset Marquis Hotel
Hotel Bellagio
Washington D.C.
W. Hollywood, CA
Las Vegas, NV
62
152
3,933
Continental Breakfast,
Lunch and Dinner
Restaurant
Restaurant, Lounge, Bar,

Poolside, and Room
Service
24 hours
24 hours
Hotel Name:
Location:
Number of Rooms:
Type of F&B Outlet:
Hours of Operation:
Tabard Inn Hotel

The Tabard Inn Hotel opened, in Washington D.C., in 1922. The structure of the building is so old that
it does not contain elevators in the building at all; in addition to the old features, the hotel also refrains from
putting televisions in their rooms. The hotel offers a European style menu, mainly attracting middle-aged
customers intrigued by the classic hotel. One nights stay at this hotel costs about $125-$210, suitable to fit
most vacationers budget.
The proprietor, Marie Willoughby Rogers established the guesthouse and restaurant in a ClassicalRevival style row house, designed by the distinguished firm of Hornblower & Marshall in 1900. Rogers
named the Inn after the hostelry in Chaucers Canterbury Tales, advertising the hotels traditional ambience
of an English manor. This hotels decorative style is in favor of a European Continental style; all furniture is
European classical, matching the mahogany wood-floors, red or pink walls, with antique ceiling fans.
Armchairs surround the hotel for guests to lounge throughout the day, and with classic style table lamps and
floor lamps, each room is made warm and romantic. Although this hotel does not fall under the luxurious
category, it is the buildings retro design and up to date facilities that display the unique style that this hotel
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has. It attracts travelers from around the country interested in experiencing the European style in their
countrys capital (www.tarbardinn.com).
Sunset Marquis Hotel
The Sunset Marquis Hotel has been popular in the historic Hollywood, California for over 50 years;
particularly popular in the arts community, celebrity actors, writers, and producers have stayed in the Sunset
Marquis. The hotel is a Mediterranean-style hotel, located in the mountains of Sunset Boulevard. The hotel
markets to the luxurious community of Hollywood who are looking for a relaxing place to let go of their
worries, being tended to by their friendly hospitable staff, and explore some of Hollywoods hidden gems.
You can relax at the Sunset Marquis hotel, meals, create and restore vitality, and party like a rock star
where the phrase was invented.
This hotel is a luxurious hotel, it has very high visibility and is very popular in the community of the
upper class. All kinds of celebrities and politicians are very partial to staying at this hotel and it is located in
West Hollywood, the best vacationing spot for customers to spend a star-like life. Cavatina restaurant is
open to hotel guests and non-residents, it is open seven days a week from 7:00 am to 10:00 pm. The
restaurant offers traditional California cuisine and the scallop oysters are the most popular option on the
menu. Bar 1200 in this hotel is the most famous bar in West Hollywood, where you can meet all kinds of
celebrities and superstars, who come to perform. Here they have the most professional audio equipment,
consoles, and the most exquisite dance floor that makes the customer experience star-like madness. The bar
mainly offers a variety of cocktails, with prices ranging from $8-25 (www.sunsetmarquis.com).
Hotel Bellagio
Hotel Bellagio has 3,933 Guest Rooms and Suites in total, but the rooms according to the view can be
classified to 3 kinds; Premier Fountain View, Deluxe Fountain View, and Fountain View. Customers can
experience different Vegas nights in different rooms from the windows, overlooking the hotels excellent
landscape. This hotel can meet the needs of all photographers, with the fountains of Bellagio and a very
15
charming night Presidential Suite perfect for photo and video shoots; in addition, the hotel's gallery and
museum of plants also meet the needs of photographic enthusiasts. It is biased in favor of the Mediterraneanstyle dcor with mostly marble being the key design factor. Each room is equipped with coffee tables as well
as bathroom facilities also with marble manufacturing. Fireplaces are displayed in the front of each room
with comfortable tables and chairs for guests to relax. This luxurious hotel has room prices ranging from
$285-560. Las Vegas is a city famous for gambling, so this hotel meets all demands of their target market
with a casino floor with various slot machines and table games. It has six different bars, including separate
bar specifically designed around gambling; also consisting of three newly renovated meeting rooms and four
different sized restaurants. The hotel offers many different types of food, especially highlighting American
and Asian cuisine. The wine options are another selling point, with professionally employed sommeliers and
winemakers from France, there are many experts working at this hotel whom can assist you with perfecting
any dinner out with wondrous wine pairings (www.bellagio.com).
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Name:
The Liberty Hotel
City Bar Boston Harbor
Square 1682
Location:
215 Charles St
Boston, MA
02114
425 Summer St
Boston, MA
02210
121 South 17th St

Philadelphia, PA
19103
Number of
Sleeping
Rooms:
300
793
230
Type of F&B
Outlets:
Bar
Bar & Restaurant
Bar
Hours of
Operation:
11:00 am 11:00
pm
4:30 pm - 2:00 am
6:30 am 2:00 am
The Liberty Lobby Bar

Nightly, the Liberty Lobby Bar thrives with urban dwellers and hotel guests enjoying an energetic, social
environment at the heart of Bostons nightlife scene. Located within the spectacular 90-foot lobby rotunda of
the hotel, the popular bar offers an answer to those searching for a reinvigorating place to gather at night. It
mainly attracts a sophisticated crowd of professionals in their 30s and 40s. Liberty Bar Boston has a very
simple set up, with one medium sized bar and some lounge-style seating adjacent to it and standing room
around the rest of the lobby area. It is decorated with red velvet couches, small dark brown round tables and
dark brown ottomans that match the dark brown finish of the bar and the pillars around it. The Liberty
Lobby Bar is well lit and wide open in contrast to Alibi downstairs. The music is not as loud and the
atmosphere is more subdued making it an ideal place to converse with companions or meet new ones. The
90 foot high ceiling is pretty remarkable to look at also (www.libertyhotel.com).
City Bar Boston Harbor
City Bar Boston Harbor is a stylish sanctuary where you can escape your busy day. Visit our bar to
sample eclectic American-fare such as hanger steak tacos and house-made potato chips. The perfect place to
wind down after work, grab a drink before dinner or stop off for a nightcap. City Bar offers a wide variety of
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expert infusions, unique martinis and classic cocktails. Our carefully selected menu of single malts, cognacs,
beer and wine will please the most discerning palette. Stop off for a drink to start your night or grab a
nightcap and a bite from our late night menu (www.bhh.com).
Square 1682
A great story always unfolds at Square 1682's bar, with the partnership of Kimpton Citywide Lead
Bartender Chauncey Scates, Master Mixologist Jacques Bezuidenhout, and Master Sommelier Emily Wines.
The sophisticated drinks are easily complemented by the restaurant's bar and unique lounge area. Displaying
as one of Rittenhouse Square's most popular establishments, USA Today Travel recently voted Square 1682
as the No. 1 Hotel Bar in America. Come write your story today. Chauncey Scates creates a work of art with
every carefully crafted cocktail Square 1682 guests sip on. Using fresh, local, and housemade ingredients,
Scates delivers only the best in quality and taste with each pour. Similarly, Master Sommelier Emily Wines
(one of only 15 women bearing the Master Sommelier title in America) crafted an array of beautiful wines
for Square 1682. The bar's wine list encompasses classic picks, hidden treasures, and organic selections.
Wines are available by the bottle, and select wines are available by the glass. Finally, craft fans find their
favorites with a stable of craft beers. Our variety of pours will please even the most particular connoisseur,
including Yuengling, Dogfish Head, Troegs, Victory, Yards, and many more (www.square1682.com).
18
Staffing: Organization Chart
(Part B) Project Introduction & OUTLET Profile

Typically, although not all the time, bars are found in the restaurants and lounges of hotels, the bar is
where many guests will gather for drinks and small appetizers, and sometimes full meals. Bars are used as
focal points for restaurants, and many hotels have joined in the movement of incorporating bars into their
lobbies; this is a unique new trend that hotels all around the world are starting to develop. Bars tend to be
open in the later hours of the day, due to the fact that many, although not all, of the world cannot find the
time for cocktails and beers in the morning; so typically bars open around 5:00 pm. Many bars feature live
music on certain nights of the week, ladies nights on the weekdays to generate more profit on the slower
nights, as well as happy hour specials during after work hours.
A bar cannot operate without a properly trained bartender, who sometimes receives a bad reputation
for acquiring an easy job. Bartending is not as easy as it looks, the bartender is the one who collects
money for drinks served, checks the identification of guests or customers to verify their age, creating and
serving drinks in a safe manner, and many other important jobs; that, if done improperly, can danger the lives
19
of other hotel guests (www.myplan.com). Checking identification of guests to verify their age is an
incredibly important task for bartenders; if a guest that is under the legal drinking age enters a hotels bar and
is served a drink, that hotel will be held responsible for anything that happens involving the underage guest
for the rest of the evening. This same rule applies for over serving a guest of, or over, the legal drinking age
of alcohol; these hotel guests can cause car crashes and bar fights, and can also disrupt other hotel guests
resting in their rooms. The employment of a properly trained bartender cannot be more important in
operating a bar; they create conversation and relationships between guests, all while responsibly serving and
observing the bars guests.
The Top of The Standard is a rooftop bar located on the roof of The Standard High Line Hotel, in
New York City, with an inside and outside section. The Top of The Standard has several menus including;
cocktails, wine and beer, as well as small plated foods and desserts. The bar serves a Sunday Brunch at
12:00 pm and stays open until midnight, the bar also opens on Monday through Saturday at 4:00 pm and, on
Monday, closes at midnight; whereas Tuesday through Saturday it closes at 9:00 pm. The target markets for
this hotels outlet are mainly young couples and business men. The rooftop bar gives off a romantic feel for
couples, with views of the beautiful New York night skies; whereas the inside, also elating romance, gives a
feel of class and luxury for businessmen to meet with clients or colleagues. The bar fills the interior with
slow and relaxing Jazz music, giving couples the opportunity to share food and drinks, while taking in the
beautiful sounds of brass instruments.
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SECTION II Departmental Budgeting Planning and Analysis

Departmental budgeting is done before the bar can open, we must find out how much we need to
spend in order for our bar to successfully operate. The first step is to develop a menu; the entire operating
process is designed around the menu of the bar, without a menu there is nothing for guests to order. So, after
developing a menu, we will then create standardized H.A.C.C.P. Recipes for each menu item; these recipes
will greatly help in training new cooks and help senior cooks consistently create these carefully selected
dishes. After the recipes, we develop our cost cards; each menu item has a standardized H.A.C.C.P. recipe as
well as an individual cost card. Cost cards determine the total cost per dish of each menu item, which later
can be used to determine our minimum menu price (MMP). While developing these two important factors, a
bar will also have to budget the projected revenue and costs for operating the outlet; this is done with the use
of a budget spreadsheet, used to predetermine the bars revenue and costs for the upcoming month. After
generating these reports and factors, a bar will be good as any to open and operate.
Standardized H.A.C.C.P. Recipes
Standardized H.A.C.C.P. recipes are important factors in successfully operating food and beverage
outlets, they help in training new kitchen employees as well as senior employees to create consistent and safe
food for guests. The recipes include a picture of the dish, the name and file code of each menu item, the
number of portions each recipe yields, the equipment used to make the dishes, and the prep- and cook-times
each dish takes to make; these recipes also lists the ingredients, garnishes, and method of preparation,
including how each dish is cut and plated before the successful delivery to each guest. The H.A.C.C.P.
recipes also instruct food workers how each dish should be stored, following food safety guidelines.
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The Real Mojito
Prep Time: 10 Minutes
INGREDIENTS:
250 fresh mint leaves
12-1/2 limes, cut into 4 wedges
3 cups and 2 tablespoons white sugar, or to taste
Ready In: 10 Minutes

Servings: 25
25 cup ice cubes

4-2/3 fluid ounces white rum
12-1/2 cup club soda
UTENSILS:
Sturdy Glass
Muddler
Measure Cup - 1 Cup
Measure Spoons - Tablespoon
Cocktail Shaker
DIRECTIONS:
1. Place mint leaves and 1 lime wedge into a sturdy glass. Use a muddler to crush the mint and lime to
release the mint oils and lime juice. Add 2 more lime wedges and the sugar, and muddle again to release
the lime juice. Do not strain the mixture. Fill the glass almost to the top with ice. Pour the rum over the
ice, and fill the glass with carbonated water. Stir, taste, and add more sugar if desired. Garnish with the
remaining lime wedge.
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Red Light Cocktail
Prep Time: 2 mins

Total Time: 2 mins
Yield: 25 cocktails
INGREDIENTS:
o
o
o
o
o
3 1/8 cup Chilled Dutch Jenever Gin

3 1/8 cup Grand Marnier
3 1/8 cup lemon juice (chilled)
6 1/4 cup frozen raspberries
25 ice to taste
DIRECTIONS:
1. In a cocktail shaker, combine the ingredients and top up with plenty of ice. Shake.
2. Strain and serve in a cocktail glass.
UTENSILS:
Cocktail shaker
Measuring cups
23
Caesar Salad Supreme

Cook Time: 15 Minutes
INGREDIENTS:
6 cloves garlic, peeled
3/4 cup mayonnaise
5 anchovy fillets, minced
6 tablespoons grated Parmesan cheese,
divided
1 teaspoon Worcestershire sauce
1 teaspoon Dijon mustard

Servings: 25
1 tablespoon lemon juice

salt to taste
ground black pepper to taste
1/4 cup olive oil
4 cups day-old bread, cubed
1 head romaine lettuce, torn into bite-size
pieces
UTENSILS:
MIXED BOWL
SALAD FORK AND SPOON
SERVING BOWL
SERVING TONG
MEASURING CUP
MEASUREING SPOONS-TABLESPOON AND TEASPOON
DIRECTIONS:
1. Mince 3 cloves of garlic, and combine in a small bowl with mayonnaise, anchovies, 2 tablespoons of the
Parmesan cheese, Worcestershire sauce, mustard, and lemon juice. Season to taste with salt and black
pepper. Refrigerate until ready to use.
2. Heat oil in a large skillet over medium heat. Cut the remaining 3 cloves of garlic into quarters, and add to
hot oil. Cook and stir until brown, and then remove garlic from pan. Add bread cubes to the hot oil. Cook,
turning frequently, until lightly browned. Remove bread cubes from oil, and season with salt and pepper.
3. Place lettuce in a large bowl. Toss with dressing, remaining Parmesan cheese, and seasoned bread cubes.
24
Shrimp Tacos

INGREDIENTS:
6-1/4 mango - peeled, seeded and diced
6-1/4 ripe avocado - peeled, pitted, and
diced
12-1/2 tomatoes, diced
3 cups and 2 tablespoons chopped fresh
cilantro
1-1/2 cups and 1 tablespoon chopped
red onion

Servings: 25
19 cloves garlic, minced

1 tablespoon salt
3/4 cup and 1 teaspoon lime juice
1-1/2 cups and 1 tablespoon honey
butter
6-1/4 pounds salad shrimp
25 (10 inch) flour tortillas, warmed
DIRECTIONS:
1. Toss the mango, avocado, tomatoes, cilantro, onion, garlic, salt, and lime juice together in a bowl. Cover
and refrigerate for 30 minutes.
2. Melt the honey butter in a skillet over medium-high heat. Add the shrimp; cook and stir until pink and
opaque, 2 to 3 minutes.
3. To serve, place a few shrimp onto a warm tortilla, top with mango salsa and fold up. Repeat with
remaining ingredients.
25
City Bar Cheeseburger

Servings: 25
INGREDIENTS:
1-1/2 pounds sliced bacon, diced
7-3/4 pounds ground beef patties
1-1/2 pounds large onion, chopped
1/3 cup and 1 tablespoon steak sauce

salt and pepper to taste
1-1/2 pounds American cheese slices
DIRECTIONS:
1. Preheat a grill for high heat.
2. Place bacon in a large skillet over medium heat. Fry, stirring occasionally. When the bacon is almost done,
add the onion. Cook until the bacon is crisp, and the onion is tender. Remove onion and bacon from the
pan with a slotted spoon, and transfer to a food processor. Pulse a couple of times to chop finely. Do not
puree. Pour into a large bowl, and mix with steak sauce and ground chuck using your hands. Form into 25
patties.
3. Place patties on the grill, and cook for 5 minutes per side, or until well done. Place a slice of cheese on top
of each one during the last minute.
26
Bone-In Rib Eye

INGREDIENTS:
83-1/2 cloves garlic, roughly chopped
1/2 cup and 1 teaspoon chopped fresh
oregano
basil
parsley
2 tablespoons and 2-1/4 teaspoons
Ready In: 1 Hour 30 Minutes

Servings: 25
chopped fresh rosemary

1/2 cup and 1 teaspoon kosher salt
4 cups and 2 tablespoons olive oil
1 cup and 1 tablespoon balsamic vinegar
2 tablespoons and 2-1/4 teaspoons white
pepper
25 (10 ounce) bone-in beef ribeye
steaks, cut 1 inch thick
DIRECTIONS:
1. Place the garlic, oregano, basil, parsley, rosemary, and salt into a mortar or small bowl, and mash into a
coarse paste. Stir in the olive oil, balsamic vinegar, and white pepper until evenly blended. Scrape half of
the mixture into a separate small bowl; set aside. Spread the remaining half of the herb mixture evenly
over the steaks. Set aside to marinate for 1 hour.
2. Preheat an outdoor grill for medium-high heat, and lightly oil the grate.
3. Cook the steaks on the preheated grill for 7 minutes, then turn over, and coat with the reserved herb
mixture. Continue cooking 7 minutes more for medium-well, or until your desired degree of doneness has
been reached.
27
Mini Cheesecakes

INGREDIENTS:
25 vanilla wafers
4-1/4 (8 ounce) packages cream cheese,
softened
4-1/4 eggs
Ready In: 1 Hour

Servings: 25
1/4 cup and 1 teaspoon lemon juice

1-1/3 cups and 1 tablespoon white sugar
2 (21 ounce) cans cherry pie filling
DIRECTIONS:
1 Preheat oven to 350 degrees F (175 degrees C).
2 Line muffin tins with 12 paper baking cups. Place a vanilla wafer in each one.
3 In a medium mixing bowl beat cream cheese until fluffy. Add eggs, lemon juice,
and sugar. Beat until smooth and thoroughly combined.
4 Fill each baking cup 2/3 full with cream cheese mixture.
5 Bake in preheated oven for 15 to 17 minutes. Cool on a rack. Top with fruit pie
filling. Pipe whipped cream or sweetened cream cheese into a rosette on top of each
cheesecake just prior to serving, if desired.
28
S'mores
Prep Time: 1 Minute

Ready In: 3 Minutes

Servings: 25
INGREDIENTS:
25 large marshmallow
25 graham cracker
25 (1.5 ounce) bars chocolate candy bar
DIRECTIONS:
1. Heat the marshmallow over an open flame until it begins to brown and melt.
2. Break the graham cracker in half. Sandwich the chocolate between the cracker and the hot marshmallow.
Allow the marshmallow to cool a moment before eating.
29
All of our recipes are in proper standard H.A.C.C.P recipe form, which ensures that each chef and
back-of-house employee are creating consistent menu items that match each description. The recipes
provided for our staff will guarantee that each time a menu item is made, it will look, taste, and cost the same
amount every time the specific dish is ordered. As a result from using Standard H.A.C.C.P. recipes, our food
and beverage outlet will keep up to date with ingredient inventories, making sure we never run out of certain
ingredients for the dishes offered on our menu. These recipes are an important factor and will help in
situations such as food costs, preparation, and especially the satisfaction of each guest that walks through the
doors.
30
Standardized Cost Card

Standardized cost cards are important elements in controlling outlets food and beverage cost control.
Just like each menu item has an individual recipe, each item also has a standardized cost card. A cost card is
used to calculate the total cost per dish (TCPD) of each menu item; in doing this we find the cost of each
ingredient to create a large portion of our menu items, then we find the costs of each ingredient to create one
portion of each menu item. The costs are totaled and after adding the Q- and Spice-factors we are presented
with our TCPD; we then use that number to better determine the minimum menu price (MMP) of our menu
items.
31
32
33
34
35
36
37
38
39
In successfully completing the cost cards for each of our menu items, we were able to determine how
much it would cost to create 25 portions of each of our menu items. The cost cards broke down the price of
each ingredient needed to create these portions, as well as the price for one single portion; after each
ingredients price is found, the total is summed, and the total cost per recipe and portion are found. Q-factors
are added to each menu item to make up for the cost of items that do not need a cost card; such as the bread
given to each table at the beginning of the course, the cost to wash the dishes, the cost of candle lighting for
each table, and etc. These costs do not add up to much so they are added to each menu item in as little as
$1.00; after adding the q-factor to the total cost per portion we then add the spice factor. The spice factor are
described as any spices used to create the dish or add flavor, these include salt, pepper, sugar, and etc.; then
after adding the spice factor to the sub total we have determined the total cost per dish.
40
Marketing
The Standard, High Line Hotel, in New York City, markets their hotel to the mobilized generation.
The hotels Twitter page frequently advertises upcoming, current, and past events to over 29-thousand
followers. The Twitter page includes pictures of celebrity guests, and retweets of past guests positive
feedback. The High Line Hotel also has an Instagram profile, which features pictures of photo shoots taken
place in their hotel. Most pictures display views in the hotels rooms, on the balconies, and on the rooftops;
which display the beautiful views of the different cities each Standard Hotel is located. Besides Twitter and
Instagram, the hotel also has its own Facebook page, which they use to advertise upcoming concerts, art
shows, and event dates hosted by the hotel. In addition to the hotels social media accounts, it also advertises
specially discounted vacation packages, on the hotels website; where you can also join their mailing list to
receive weekly newsletters on upcoming events at the High Line.
The Top of The Standard is The Standard High Line Hotels rooftop bar, so it is only fitting that we
market more beverage based options; and not just new wines and beers, there are new approaches to
generating a higher beverage revenue. Starbucks is one of the smartest beverage companies, and they hold
this title by constantly staying current in beverage trends. Starbucks is committed in converting America to
tea which, in essence, is working; many consumers today are excited and enjoying the fact that tea is being
offered, and even pushed to order tea by restaurant staff. In recreating our marketing plan, to increase
beverage revenue, we can take into consideration the changes Starbucks, as well as other beverage
companies, are going under. Customers are more likely to buy food with tea than with coffee, and smart
bartenders will look at Teavannas and competitors multi-flavored fruit and herbal blends as convenience
bases for boozy cocktails. SodaStream contraptions are growing more popular in consumers homes,
interested in experimenting with sodas and even making carbonated cocktails. Restaurants incorporate the
craft beer movement with their experimentation in different sodas, spawning the beginning of craft sodas
using house-made fruit syrups and infusions (www.4hoteliers.com). With the regular soda options offered at
41
bars for so long, it was only a matter of time before experts started to create a twist on the average tastes of
soda products.
A tactic that food and beverage outlets have been using grew in popularity within the past three years,
a tasting-only menu. These menus are great for food and beverage economics, guaranteeing a specific
average check along with pre-costed, highly controlled inventory. The menu can include a 7 course meal
paired with different wines, cocktails, and after dinner drinks, and for the majority of hotel guests dining at
the bar, a 7 course tasting menu intrigues them (www.4hoteliers.com). Food and beverage has a growing
expectation level, with guests anticipating to be amazed by chefs creations; meaning chefs, these days, are
creating flashy, beautiful dishes leaving guests in awe, just the way we want them. In being considered an
upscale hotel bar, The Top of The Standard can add these tasting-only menus to their outlet, this will give
them the ability to generate a higher profit in food and beverage sales; because of the luxury aspect of the
hotel, they can price the menu at a higher price due to the fact that in-house guests are expecting to pay more
and are happy to do so. For the fact that it is a tasting-menu the dishes will all be portioned exactly the
same, ensuring the inventory of the kitchen will stay a constant for these menu items. Marriott encourages
780 full-service hotels to source nearly half of their seafood from certified sustainable fisheries and farms
(www.hotelnewsnow.com). In making these changes more guests will be inclined to dine at these outlets
based on the fact that the menu items are certifiably healthy and locally distributed, modernizing their food
and beverage options in response to consumer demand for locally sourced, organic and healthier food
offerings (www.hotelnewsnow.com).
Social media, need I say more? Facebook, Twitter, Instagram; in my opinion, they are the top three.
Restaurant chains capture thousands of new friends and followers as well as generating tens of thousands
of dollars by offering a free breadstick to customers via Facebook, again that was one free breadstick. The
Standard High Line Hotel has one social media account for each of their several different hotels. Keeping up
with the trend and enhancing their marketing on social media, we will add accounts solely for the Top of The
42
Standard bar outlet; this will be operated by the specific outlets assistant manager or the hotels marketing
manager, for customers more interested in the specific outlet. When marketing over social media there are
two simple but important steps to follow for a successful social marketing strategy; listen and embrace Yelp
(www.spiritedmagazine.com).
Stephen Coveys The 7 Habits of Highly Effective People highlights Habit 5, Seek first to
understand, then to be understood. This Habit is in direct correlation with the first step of a successful
social marketing strategy, in other words it is simply explaining to listen; what are people saying about your
bar? Is there buzz? Are there complaints? With comments and wall post options on social media sites it is,
quite possibly, the easiest way to communicate with previous guests, as well as enhancing your menu based
on past guests reviews and ratings. A guest expresses their unhappiness with the new drink menu, change it;
it is as simple as that and costs virtually nothing for the hotels outlet. The simple step of listening is made
even simpler with the help of Google Alerts; you can actually go to Google and tell them to alert you
whenever your restaurant or bar is mentioned in a review. More so, you can tell Google to alert you when
a competitor is mentioned in a site or review, making it possible for you to adapt your menu, appearance, or
service to meet the needs of competitors guests; so you can advertise your new offerings to the guests of
your competing hotels. It may sound shady but stealing business is part of the game, and playing it safe by
using the resource of everyday people can help in keeping competitors from directly targeting your hotel
Imagine the power of customers suggesting ways for you to improve; following the first step of a
successful social marketing strategy, the second is to embrace Yelp. Many companies consider Yelp as a
complaint site over which you have no control, when in fact Yelp is a helpful friendly resource with little
cost and effort on your part. Yelp promotes your bar and restaurant, gives you honest feedback, positive and
negative, and supports you in forming and maintaining your customers relationships. At The Top of The
Standard we will take into consideration almost every suggestion made by our previous customer, why would
43
we not? If a guest leaves an unhappy review and no action is taken to change it, we could lose that guest
forever; however, if a guest leaves an unhappy review and we make a change to accommodate their needs,
we have the ability to create an even longer lasting relationship with that guest. Along with your basic
business information you can add photos (with captions), a detailed business description, up-to-date
information, history and specialties to your Yelp page; basically, you can virtually describe an entire meal
experience to prospective customers of your outlet before they even think about reserving a table. You can
announce special offers and upcoming events, and just like Google Alerts, you can even check out what your
competitors are posting on Yelp. The biggest mistake where businesses fail is not responding to customer
reviews, not responding to a critical comment causes the reviewer to think you agree, you do not care, or you
do not respect your customers enough to listen to them. Yelp gives past customers the chance to give an
honest review, without the awkwardness of explaining it in person; however, businesses must treat Yelp
reviews as if the customer is speaking to you in person, and in those situations we do not remain silent. You
can respond privately or publicly to reviews on Yelp, and in doing so reviewers are more often inclined to go
back and update their reviews, and even add stars; taking advantage of this and responding to compliments
publicly will help generate profit, by increasing your chances of gaining prospective guests
Incorporating a twist on original bar drinks will increase our profits, however we will need to
advertise these new offerings at our bar; so I have increased our advertising and promotion budget by 2.39%,
which will give us a total of $60,902 to advertise these changes. With this amount changed we can attract
many new customers visit our bar, and experience our approach to the new beverage trends being offered at
other surrounding bars. After having tried our new approach these new customers can go to social media
sites and submit reviews acknowledging, positive or negatively, what they think of our new offerings.
Whether good or bad, we will respond to the reviews thanking customers for their honest feedback; in
addition we can sit in manager meetings and discuss bad reviews and what we can do to better accommodate
44
and change the opinion of the unhappy guest. Social media marketing is a helpful, but dangerous, trend, and
in responding to guest complaints and compliments on the Internet one must be careful in the way they word
their response. Encouraging guests to comment about you on social media sites will increase your
credibility, nightly reservations, and it will give you more attention based on your popularity.
45
Minimum Menu Pricing

The Minimum Menu Price (MMP) is the lowest dollar amount a food and beverage outlet can price
their menu items; which cannot be determined without a successfully completed cost card. After completing
all of our cost cards, we were able calculate the MMP for each menu item. To do so, we can use two
different methods to better determine what our menu price should be; the Contribution Margin Pricing and
the Ratio Pricing methods. The MMP methods permit one to utilize the income statement and the vision,
mission, and core values of the hotel in combination; allowing managers or owners to evaluate and assign
appropriate selling prices for the food and beverage being offered in each outlet. The contribution margin
method uses the average contribution margin per guest to calculate the base selling price for the menu items;
whereas the ratio pricing method uses the ratio of all ingredients costs to all non-food costs and profits, with
the ingredients and non-ingredients costs for each menu item to determine the base selling price. The
purpose of the MMP formulas are to cover all of the targeted or forecasted costs and profit the hotel outlet is
planning to achieve.
46
47
We used both pricing methods to determine the base-selling price of each menu item, whichever
method came out to the larger base-selling price was the method we used in choosing our menu price. After
we calculated the MMP, we researched other hotel bars menu items, close in range to the Standard High
Line Hotel geographically and economically; we compared menu prices of similar menu items and in that,
we were able to better determine what our menu price should be. For our comparison we used information
from the Margaux Hotel and NoMad Hotel, both located new The Standard High Line in New York City, bar
menu prices; most of which were similarly priced, if not a little higher, to the suggested prices we generated
using the contribution and ratio method. If the prices of the surrounding hotels were priced higher than our
suggested prices, we priced ours similar to the hotels surrounding ours; whereas if the prices were lower we
chose to price our items at the suggested price. This is because if we were ever to be questioned on the price
of our menu items, we will always have a solid standard answer to which we would explain that either every
outlet uses the two formulas to price menu items, and that the research of surrounding hotels told us that
we should price our items at a similar price.
For almost all of our menu items we chose the contribution margin method, mainly because it gave us
a significantly higher number to price the dishes. We used the contribution method to price our smores
dessert at $15, Caesar salad, Mojito, and mini cheesecakes at $16, shrimp tacos at $17, burger and red light
cocktail at $18; when using the ratio method, we chose to price our rib eye dish at $30. In addition to using
these two methods, we also compared them to surrounding hotels in the same area of New York City; we
noticed that the surrounding hotels, that target our same target market, price their burger and steak options at
a higher price than what we were given from those methods. In discovering this, we chose to price our
burger and rib eye at $2 more than the methods told us, keeping in competition with other luxurious hotel
bars near our property of operation.
48
Revenue Projection Budget 1

A budgeting process is a financial prediction, predicted at the beginning of each month, of revenue,
costs, and expenses of the outlet; the more realistic the data and statistics, the more accurate the budget will
be. For our budgeting process, we develops a strategy for projecting revenue, the blue boxes represent the
projected sales of food and beverages for the period measured; although the revenue formula may be
modified slightly for each food and beverage outlet, the elements remain the same. We predicted our
budgeted sales by using the formula: days open for business X number of guests X average guest check X
average turnover; this formula gave us a predicted number to use on our projected revenue budget, and with
it we can estimate the minimum amount of dollars our bar will have to make each night making sure not to
over exceed spending.

49
Sales
Food
$737,085
55.56%
Beverage
$589,668
44.44%
$1,326,753
100.00%
Food
$257,980
35.00%
Beverage
$163,338
27.70%
$421,318
31.76%
$905,435
68.24%
Payroll
$408,640
30.80%
Employee Benefits
$63,684
4.80%
Direct Operating Expenses
$68,991
5.20%
Music and Entertainment
$1,327
0.10%
Advertising and Promotion
$25,208
1.90%
Utilities
$45,110
3.40%
Administrative & General
$27,862
2.10%
Repair & Maintenance
$22,555
1.70%
$663,377
50.00%
50.00%
$242,059
18.24%
18.24%
Rent
$66,338
5.00%
Property Taxes
$6,634
0.50%
Other Taxes
$2,654
0.20%
Property Insurance
$9,287
0.70%
Interest
$5,307
0.40%
Depreciation
$19,901
1.50%
$110,120
8.30%
8.30%
$131,938
9.94%
9.94%
Total Sales
100.00%
Cost of Sales
Total Cost of Sales

Gross Profit
68.24%
Controllable Expenses
Total Controllable Expenses

Income Before Occupation Costs
Occupation Costs
Total Occupancy Costs

Restaurant Profit Before Taxes
Desired Profit Before Taxes
50
Sales
Food
737085
=B2/B4
Beverage
589668
=B3/B4
=B2+B3
=C2+C3
Food
=B2*C6
0.35
Beverage
=B3*C7
0.277
=B6+B7
=+B8/B4
=+B4-B8
=+C4-C8
Payroll
=+B4*C11
0.308
Employee Benefits
=+B4*C12
0.048
=+B4*C13
0.052
=+B4*C14
0.001
=+B4*C15
0.019
Utilities
=+B4*C16
0.034
=+B4*C17
0.021
=+B4*C18
0.017
=SUM(B11:B18)
=SUM(C11:C18)
=+B19/B4
=+B9-B19
=+B20/B4
=C9-C19
Rent
66337.65
=B22/B4
Property Taxes
6633.765
=B23/B4
Other Taxes
2653.506
=B24/B4
Property Insurance
9287.271
=B25/B4
Interest
5307.012
=B26/B4
Depreciation
19901.295
=B27/B4
=+SUM(B22:B27)
=B28/B4
=SUM(C22:C27)
=+B20-B28
=+B29/B4
=C20-C28
Total Sales
=B4/B4
Cost of Sales
Total Cost of Sales

Gross Profit
=B9/B4

Occupation Costs

51
The Top of The Standard, in our opinion, serves typically American style food; so for our budget we
used statistics from other American style restaurants and bars, which was provided for us in class. Our
budget shows that we have sales, cost of sales, controllable expenses, and occupational costs. Sales are, of
course, the money taken in by the selling of our menu items; whereas cost of sales describes how much we
spend on these items each month. Controllable expenses represent expenses such as payroll and employee
benefits, these are the costs of each employees negotiated wages and the benefits offered to each employee.
Controllable expenses also includes direct operating expenses which are expenses used throughout the daily
operations of the bar, such as linens, glasses, and silverware. Advertising and promotions as well as music
and entertainment are also projected in the controllable expenses section, these expenses are the amounts that
should be used to the fullest; in other words, as a manager you are given a certain amount of money to
advertise and promote your outlet, and any amount not used is a wasted opportunity on marketing your
property. Occupational costs are used to describe our outlets fixed costs, such as rent, taxes, insurance,
interest, and depreciation; these costs never change, because they are the same each month, until they are
renegotiated at the end of the year. After subtracting all of our outlets expenses, we can project an estimated
amount of desired profit for our hotels outlet.
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Budget 2 Actual and Variances

Actual budgets are typically found at the end of the month, because they describe the actual revenue
and expenses generated after a full month of operation. These budgets are compared to our outlets predicted
revenue and expenses by using a simple formula subtracting what we actually generated from what was
predicted; and when the difference is found we reference our outlets standard variance, which will tell us if
the total sales are good or poor and if our expenses were expected or unexpected. In our case, our
standard variance is .35%, if our outlets sales are over .35 they would be described as poor, but if they are
less than .35 we describe them as good; the same rules apply for our outlets expenses, however if they are
over .35 we describe them as unexpected, and if they are under .35 we describe them as expected. After
we compare our actual and predicted budgets, if our sales and expenses come out to be poor or
unexpected then we must find the reasons for these discrepancies; because, after generating our reports,
each outlets manager will meet to discuss their findings and explanations for poor or unexpected
revenues and expenses.
53
54
55
Once we set up our variance budget statement, we compared our actual results to our predicted
results. We found that our food sales were good, whereas our beverage and total sales were poor; there
could be a number of reasons for why this happened, such as over pouring on wines and liquors, returned
drinks that had to be thrown away, or our servers are not doing their job to upsell drinks. We found that our
food costs were unexpectedly lower than predicted, this could be because we did not sell as many food items
as we predicted for the month; in addition, our beverage costs were unexpectedly higher than predicted,
which leads back to reasoning of over pouring, returned drinks, and the upselling tactics of our employees.
We can adjust these discrepancies by testing our bartenders pouring skills and abilities to create tasteful
drinks, as well as retraining our employees in upselling wines and cocktails with certain menu items;
retraining employees will refresh their minds of which wines can be paired with which menu items, and
when to suggest to buy bottles of wine as opposed to a glass for each guest. Our payroll was also found to be
unexpectedly higher than predicted, this is most likely due to employees reaching over time and can be
changed by management making the right choice in cutting higher paid employees during slow hours of
operation. In other words, on a slow evening it is beneficial to cut a kitchen staff member rather than a
bartender or server, because the average hourly rate of a kitchen staff is $12-18 an hour; whereas servers and
bartenders make the majority of their income through tips, with hourly wages of $2.89 an hour for servers
and sometimes up to $6 an hour for bartenders. Regardless of hourly income for front-of-house employees, it
costs less for management to cut kitchen staff before they cut servers; thus lowering the payroll costs each
month.
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Section II Conclusions and Summary

It is no easy task running a food and beverage outlet of a hotel, and after concluding section 2 we can
only imagine the amount of work it takes to general manage an entire hotel. We have learned how to create
and adjust a budget using industry statistics and real property data to forecast or predict the food and
beverage revenue and all the costs associated with a particular hotel outlet. The more realistic the data and
statistics represent what you are trying to describe, the more accurate the budget will be.
We have also developed a strategy for projecting revenue, the blue boxes of our spreadsheets
represent the projected sales of food and alcoholic beverages of the period being measured; attempting to
predict sales based on some formula which include the time period we are open for business, the number of
guests, the average amount spent by the guest, and the frequency of purchases. In doing this we also
discovered that using excel allows us to ask what if questions, by adjusting the budget, without
recalculating the income statement. As well as further clarifying the meaning of variable and fixed costs, as
they are associated with the changes in sales.
We expanded our discussion of MMP from the context of cost cards, to calculating and selecting
menu selling prices based on formulas, which encompass all the costs and profit associated with a particular
income statement. The MMP methods allowed us to use the income statement and the vision, mission, and
core values of the hotel in combination; allowing managers or owners to evaluate and assign appropriate
selling prices for the food and beverage being offered in each outlet. As we discovered the purpose of the
MMP formulas are to cover all the targeted or forecasted costs and profit the hotel outlet is planning to
achieve. The analysis of the two methods, contribution margin and ratio, allows us to associate the potential
minimum selling price as compared to the actual selling price. Once these calculations are performed, we
might consider several factors such as, competition, appropriate menu selling ranges, operational procedures,
appropriate service expectations, frequency of menu changes, type of cuisine, guest demographics and
location to be among the most important attributes in selecting the final selling prices.
57
Lastly, we completed the section by discussing income statement analysis. We introduced the
concepts of variance and comparison analysis, by comparing what we said was going to happen to what
actually happened at the end of a financial period. We were able to, through a set of guidelines, link what the
numbers are telling us about the operation to a management plan for correction, if need. To say the least, we
learned how to successfully manage a hotels food and beverage outlet by increasing revenues and decreasing
costs (Samel, Week 10 Announcements).
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REFERENCES
1. "Four Seasons Boston." Four Seasons. N.p., n.d. Web. 20 Nov. 2014.
2. "Boutique Boston Hotels | W Boston Hotel." W Boston. N.p., n.d. Web. 20 Nov. 2014.
3. "INTERCONTINENTAL NEW YORK TIMES SQUARE HOTEL." Times Square Hotels:
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59
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60
APPENDIX A. The Standard High Line Hotel (Property Pictures)
Hotel Exterior
Hotel Lobby
Hotel Guest Room

and Bathroom
61
APPENDIX B. The Top of The Standard (Outlet Pictures)
/\ Celebrity guests /\
\/ Bar Interior /\
\/ Rooftop Bar \/
62
\/ Plunge pool \/
APPENDIX C. The Top of The Standard (Outlets All Day Menu)
63
APPENDIX D. The Top of The Standard (Cocktail Menu)
64
APPENDIX E. The Top of The Standard (Outlets Champagne Menu)
65
APPENDIX F. The Top of The Standard (Outlets Wine Menu)
66
APPENDIX G. Marketing Budget

Sales
Food
$788,681
55.56%
Beverage
$630,945
44.44%
$1,419,626
100.00%
Food
$276,038
35.00%
Beverage
$174,772
27.70%
$450,810
31.76%
$968,816
68.24%
Payroll
$458,681
32.31%
Employee Benefits
$89,252
6.29%
$73,821
5.20%
$16,468
1.16%
$31,019
2.19%
Utilities
$48,267
3.40%
$29,812
2.10%
$26,973
1.90%
$774,292
54.54%
54.54%
$194,523
13.70%
13.70%
Rent
$70,981
5.00%
Property Taxes
$7,098
0.50%
Other Taxes
$2,839
0.20%
Property Insurance
$9,937
0.70%
Interest
$5,679
0.40%
Depreciation
$21,294
1.50%
$117,829
8.30%
8.30%
$76,695
5.40%
5.40%
$76,660
5.40%
Total Sales
100.00%
Cost of Sales
Total Cost of Sales

Gross Profit
68.24%

Occupation Costs
67

Hotel Food and Beverage Controls Term Project

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THE SUNRISE BAR

Johnson & Wales University

SECTION I (Part A) Project Introduction & HOTEL Profile

The name and location of the hotel

SECTION I (Part B) Project Introduction & OUTLET Profile

Outlet definition and purpose

Explanation of sample properties relation to outlet

SECTION II Departmental Budgeting Planning and Analysis

Standardized H.A.C.C.P. Recipes

Conclusions and Summary

Standardized Cost Card

Marketing the Outlet

Conclusions and Summary

Minimum Menu Pricing

Minimum Menu Pricing Analysis

Conclusions and Summary

Revenue Projection Budget 1

APPENDIX A. The Standard High Line Hotel (Property Pictures)

APPENDIX B. The Top of The Standard (Outlet Pictures)

APPENDIX C. The Top of The Standard (Outlets All Day Menu)

APPENDIX D. The Top of The Standard (Outlets Cocktail Menu)

APPENDIX E. The Top of The Standard (Outlets Champagne Menu)

APPENDIX F. The Top of The Standard (Outlets Wine Menu)

APPENDIX G. Marketing Budget

The Ace Hotel, New York

The Roosevelt Hotel

2) Public Kitchen & Bar

The Standard Hotel

5th Ave. At 55th St. New

1170 BROADWAY &

171 Guest Rooms and 67

168 Guest Rooms

The King Cole Bar & Salon

Restaurant Hours: MondaySaturday: 7Am-1AM

338 Guest Rooms

The St. Regis Hotel

Four Seasons Hotel

Four Seasons Hotels

Starwood Hotels &

Type of F&B Outlet:

Four Seasons Hotel Boston

Tabard Inn Hotel

Sunset Marquis Hotel

Restaurant, Lounge, Bar,

Tabard Inn Hotel

The Liberty Hotel

City Bar Boston Harbor

121 South 17th St

Bar & Restaurant

The Liberty Lobby Bar

Staffing: Organization Chart

(Part B) Project Introduction & OUTLET Profile

SECTION II Departmental Budgeting Planning and Analysis

The Real Mojito

Prep Time: 10 Minutes

Ready In: 10 Minutes

25 cup ice cubes

Red Light Cocktail

Prep Time: 2 mins

3 1/8 cup Chilled Dutch Jenever Gin

Caesar Salad Supreme

Prep Time: 20 Minutes

Ready In: 35 Minutes

1 tablespoon lemon juice