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14 Prinsip Manajemen (Henry Fayol)

2022-12-08T00:15:00.000-08:00

Pembagian Pekerjaan (division of work). Suatu pembagian pekerjaan atau tugas yang mengarah pada pertumbuhan spesialisasi di segenap bidang yang diperlukan untuk mencapai efisiensi dan efektifitas penggunaan tenaga kerja.
Kewenangan dan Tanggung Jawab (authority and responsibility). Prinsip perlunya keseimbangan harmonis antara wewenang dan tanggung jawab dimana keduanya tak dapat dipisahkan.
Disiplin (discipline). Suasana tertib dan teratur, di mana orang yang berada dalam organisasi tunduk, patuh dan taat pada norma atau ketentuan yang ada tanpa unsure paksaan.
Kesatuan Komando (unity of command). Segenap anggota organisasi hanya menerima perintah dan melaporkan pelaksanaan perintah atau hasil pekerjaan serta mempertanggungjawabkannya kepada seorang pemimpin.
Kesatuan Arah (unity of direction). Setiap kelompok yang melakukan kegiatan bertujuan sama harus memiliki seorang pemimpin dan memiliki satu rencana.
Kepentingan Individu Harus Tunduk Pada Kepentingan Umum (subordination of individual interest to general interest). Kepentingan umum ditempatkan dia atas segala kepentingan, baik kelompok maupun pribadi.
Gaji (remuneration of personel). Sistem dan metode penggajian bersifat adil dan memberikan kepuasan maksimal bagi buruh dan majikan.
Pemusatan Wewenang (centralization). Adanya pemusatan kekuasaan dalam kelompok tunggal dan kepemimpinanya diserahkan pada satu orang pemimpin agar anggota atau pegawai tidak dibingungkan dalam melaksanakan tugas dan tanggung jawab yang dibebankan
Jenjang Bertangga (hierarchy). Merupakan garis tingkatan wewenang dan tanggung jawab dari tingkatan tertinggi hingga terendah dan tidak boleh ada penyimpangan.
Ketertiban (order). Keteraturan dan kelancaran organisasi dimana setiap anggota mematuhi dan mentaati segala ketentuan yang menyangkut kondisi yang baik dalam pencapaian tujuan.
Keadilan (equity). Pemimpin tidak boleh memperlakukan anggota dengan semena-mena, menghargai setiap prestasi, memberikan kesempatan untuk menyampaikan saran dan kritik dan informasi yang membangun dalam upaya pengambilan keputusan yang lebih tepat.
Stabilitas Jabatan Pegawai (stability of tenure of personel). Memelihara dan menjaga kestabilan kondisi kerja, memlihara hubungan yang harmonis, menjaga keselamatan kerja dan sebagainya yang dapat menimbulkan kelancaran dan kelangsungan proses kegiatan management.
Prakarsa (inisiative). Penghargaan atas saran, ide, gagasan, kritik dan informasi yang dikemukakan anggota atau bawahan sehingga menciptakan cara kerja baru yang lebih efektif dan efisien dalam pencapaian tujuan.
Kesatuan (esprit de corps). Pembinaan, bimbingan dan motivasi yang menerus terhadap anggota atau pegawai agar memiliki jiwa kesatuyan dan rasa setia kawan.

Strategi Pemasaran Restoran

2022-12-08T00:14:00.001-08:00

Identifikasi pangsa pasar dan kebutuhannya merupakan langkah awal dalam menyusun strategi pemasaran. Berikutnya menyusun rencana kegiatan untuk memenuhi kebutuhan tersebut serta kemudian merealisasikan rencana tersebut dengan mengerahkan segenap faktor yang berada dalam jangkauan pengelola. Faktor- faktor yang dikenal dengan formula 4P's, yaitu Products, Promotion, Place, dan Price.

Salah satu cara yang cukup strategis untuk mengidentifikasi pangsa pasar sasaran diantaranya dengan melakukan riset terhadap kebutuhan, keinginan, dan harapan calon pelanggan potensial. Analisis trading area yang meliputi variabel geografis, demografis, psikografis, dan behavioral, akan dapat memberikan gambaran peluang dan hambatan bagi rujukan strategi yang akan dilakukan.

Products. Tidak hanya makanan, melainkan termasuk di dalamnya suasana lingkungan restoran yang meliputi kenyamanan, keindahan, kebersihan, dan kesehatan serta pelayanan yang diberikan.

Promotion. Di samping advertensi dan teknik penjualan, juga termasuk kreasi dalam menciptakan image dan identitas perusahaan, juga elemen-elemen pengembangan produk.

Place. Meskipun tidak berarti menentukan, namun merupakan faktor penunjang dan mempengaruhi keberhasilan bisnis restoran. Lokasi yang mampu menarik masyarakat untuk datang merupakan lokasi strategis bagi usaha restoran.

Price. Meskipun pendekatan ini jarang digunakan dalam bisnis restoran mengingat elastisitas permintaan produk, namun menjadi sangat strategis dalam pemasaran produk dengan penyesuaian terhadap faktor lingkungan secara maikro maupun makro.

Apa Itu Franchise?

2022-12-08T00:14:00.000-08:00

Franchise atau waralaba adalah suatu bentuk kerja sama dimana pemberi waralaba (franchisor) member ijin kepada penerima waralaba (franchisee) untuk menggunakan hak intelektualnya, seperti nama, merek dagang produk dan jasa, dan sistem operasi usahanya. Sebagai timbal baliknya, penerima waralaba membayar suatu jumlah yang seperti franchise dan royalty fee atau lainnya. (PP No 16 tahun 1997 tgl 16 Juni 1997).

Berikut pengertian dari beberapa istilah yang kerap digunakan dalam dunia waralaba:

Franchisor (Pemberi Waralaba): badan usaha atau perorangan yang memberikan hak kepada pihak lain (franchisee) untuk memanfaatkan segala ciri khas usaha dan segala kekayaan intelektual seperti nama, merek dagang, dan sistem usaha yang dimilikinya.
Franchisee (Penerima Waralaba): badan usaha atau perorangan yang diberikan atau menerima hak untuk memanfaatkan dan menggunakan hak atas kekayaan intelektual atau ciri khas usaha yang dimiliki oleh franchisor.
Master Franchisee: franchisee yang diberi hak oleh franchisor untuk memberikan hak lanjutan kepada franchisee lainnya pada suatu area tertentu, dan atau membuka sendiri unit-unit franchisee lanjutan tersebut pada daerah tertentu
Franchise Fee: kontribusi fee dari franchisee kepada franchisor sebagi imbalan atas pemberian hak pemanfaatan dan penggunaan hak intelektual yang dimiliki oleh franchisor dalam kurun waktu tertentu. Kerap franchise fee ini disebut one-time fee karena hanya dibayarkan untuk satu kali bentuk hak yang diterima.
Royalty Fee: kontribusi fee dari operasional usaha franchisee yang dibayarkan kepada franchisor secara periodik, biasanya secara bulanan. Lazimnya, royalti fee berupa persentase tertentu dari besarnya omzet penjualan franchisee.

22 Hukum Tetap Pemasaran (Al Ries & Jack Trout)

2021-05-11T23:17:00.000-07:00

Berikut adalah hukum-hukum tetap pemasaran yang dikemukakan Al Ries dan Jack Trout dalam bukunya “The 22 Immutable Laws of Marketing” (1993):

1. Hukum Kepemimpinan

Lebih baik menjadi yang pertma dari pada menjadi yang lebih baik. Kesuksesan pemasaran – berlaku untuk setiap produk, merk, dan kategori - terletak pada siapa yang pertama kali masuk dalam ingatan calon pelanggan.

2. Hukum Kategori

Jika anda tidak dapat menjadi yang pertama dalam sebuah kategori, buatlah kategori baru yang menjadikan anda yang pertama. Saat kita meluncurkan suatu produk baru, pertanyaan awal yang harus diajukan bukanlah bagaimana produk tersebut lebih baik dari produk lain dalam persaingan, tetapi dalam kategori mana ia akan menjadi yang pertama.

3. Hukum Ingatan

Lebih baik jadi yang pertama dalam ingatan atau fikiran dari pada menjadi yang pertama di tempat penjualan. Adalah penting menjadi yang pertama di tempat penjualan manakala hal tersebut memberi kemungkinkan kita menjadi yang pertama dalam ingatan.

4. Hukum Persepsi

Pemasaran bukanlah pertarungan produk, melainkan pertarungan persepsi. Pemasaran adalah manipulasi dan modifikasi dari persepsi. Hal yang tidak mudah untuk dapat merubah ingatan
pelanggan, ia akan dapat menganggap dirinya benar karena pengalaman dalam suatu kategori produk. Persepsi sering diinterpretasikan sebagai kebenaran umum.

5. Hukum Fokus

Konsep yang paling kuat dalam pemasaran adalah memiliki sepatah kata dalam ingatan calon pelanggan. Fokus pada satu kata sederhana dan berorientasi pada manfaat adalah lebih baik dan efektif, tidak jadi soal betapa rumitnya produk dan kebutuhan pasar.

6. Hukum Eksklusivitas

Dua perusahaan tidak dapat memiliki kata yang sama dalam benak calon pelanggan. Kita sulit mengubah pikiran pelanggan sekali pikirannya telah dibentuk. Seringnya kita justru memperkuat posisi pesaing dengan membuat konsep mereka semakin penting.

7. Hukum Tangga

Strategi yang digunakan bergantung pada anak tangga yang anda tempati pada tangga produk dalam benak konsumen. Para calon pelanggan menggunakan suatu hirarki dalam fikirannya ketika mengambil keputusan. Calon pelanggan menggunakan tangga mereka saat memutuskan informasi mana yang akan diterima dan ditolak. Ia hanya menerima data baru yang konsisten dengan tangga produk dalam kategori itu dan mengabaikan data lainnya. Strategi pemasaran harus berdasar pada seberapa cepat dapat memasuki fikiran calon pelanggan dan bergantung posisi anak tangga yang kita tempati

8. Hukum Dualitas

Dalam jangka panjang, setiap pasar menjadi ajang perlombaan antara dua kompetitor. Kompetisi seringnya berujung pertarungan antara dua pemain utama. Jika kita berada di tangga ketiga, tidak akan banyak kemajuan dapat dibuat dengan keluar dan langsung menyerang kedua pesaing kuat di diatas kita. Strategi jangka pendek bagaimana untuk menjadi yang kedua harus disusun karena bukan tidak mungkin posisi ditangga kedua ditempati oleh banyak pemain selain kita.

9. Hukum Lawan

Jika anda menduduki tempat kedua, strategi anda ditentukan oleh merk teratas. Kekuatan perusahaan yang memimpin perlu dianalisis untuk mengubah menjadi kelemahannya. Kekuatannya kita berikan kepada calon pelanggan dengan hal sebaliknya. Tidak mencoba menjadi lebih baik, namun kita berusaha tampil secara berbeda.

10. Hukum Pembagian

Seiring perjalanan waktu, sebuah kategori akan terbagi dan menjadi dua kategori atau lebih. Peminpin pasar menamai setiap kategori yang muncul dengan merk berbeda sebagai cara mempertahankan kekuasaannya.

11. Hukum Perspektif

Dampak pemasaran baru akan terealisasi setelah melalui periode waktu tertentu. Tidak ada bukti bahwa pemberian kupon menaikan penjualan untuk jangka panjang, sekali berhenti memberi kupon, penjualan menurun.

12. Hukum Perluasan Lini

Ada tekanan yang tak tertahankan untuk memperluas ekuitas merk. Lebih baik kuat di bidang tertentu daripada lemah dimana-mana. Dalam jangka panjang dan dengan hadirnya persaingan yang serius, perluasan lini hampir tidak pernah berhasil. Tangga pertama dalam suatu kategori seringnya ditempati oleh merk yang tidak mengalami perluasan lini.

13. Hukum Pengorbanan

Anda harus melepaskan sesuatu untuk memperoleh sesuatu. Lini produk, pasar sasaran, dan perunahanyang konstan adalah tiga hal yang harus kita korbankan.

14. Hukum Atribut

Untuk setiap atribut, ada atribut yang berlawanan dan efektif. Mencari atribut yang berlawanan adalah lebih baik dari sekedar mengetahui mana yang lebih baik untuk kemudian melakukan hal yang serupa. Atribut berlawanan lebih memungkinkan kita menarik keuntungan dari pemimpin pasar.

15. Hukum Keterusterangan

Bila anda mengakui segi negatif, calon pelanggan akan memberikan anda segi positif. Berbanding terbalik dengan pernyataan positif yang akan diragukan, pernyataan negatif tentang diri akan diterima sebagai suatu kebenaran oleh calon pelanggan. Mereka akan membuka fikirannya atas pernyataan negatif kita dan saat itulah secepatnya kita beralih ke segi positif.

16. Hukum Ketunggalan

Dalam setiap situasi tertentu, hanya satu tindakan yang akan membuahkan hasil-hasil substansial. Biasanya dalam satu tempat saja pesaing kita mudah diserang. Dan tempat itulah yang harus kita jadikan focus penyerangan dari seluruh kekuatan gerakan kita.

17. Hukum Ketidakpastian

Kecuali jika anda yang menyusun rencana-rencana pesaing anda, anda tidak dapat meramalkan masa depan. Meski tidak dapat memprediksi masa depan, kita dapat mengendalikan kecenderungannya. Dan dengan cara itulah kita dapat mengambil keuntungan dari adanya perubahan. Kegagalan pemasaran terjadi lebih merupakan akibat dari ketidakmampuan kita memprediksi reaksi kompetitif.

18. Hukum Kesuksesan

Kesuksesan sering membawa keangkuhan, dan keangkuhan membawa kegagalan. Obyektifitas menjadi kunci yang kita perlukan. Egoisme harus ditanggalkan, ia merupakan musuh dari keberhasilan pemasaran.

19. Hukum Kegagalan

Kegagalan harus dapat diantisipasi dan diterima. Ketika kesalahan kita buat, maka kita hrus dapat mengakuinya dan segera memperbaikinya.

20. Hukum Promosi Berlebihan

Situasi sesungguhnya sering kali berlawanan dengan apa yang tampil dalam berita pers. Kita tidak membutuhkan promosi berlebihan jika segala hal berjalan baik. Ketika hal itu kita butuhkan, berarti kita sedang dalam kesulitan.

21. Hukum Akselerasi

Program sukses tidak dibentuk atas dasar kegemaran, namun oleh kecenderungan. Kita harus meminimalisasi produk berdasar kegemaran. Jangan pernah benar-benar memuaskan permintaan tersebut jika ingin mempertahankan permintaan jangka panjang.

22. Hukum Sumber Daya

Tanpa pendanaan yang memadai, suatu gagasan tidak akan dimulai. Kita membutuhkan sumber daya – uang – untuk dapat memasukkan gagasan kita ke dalam fikiran calon pelanggan. Demikian pun untuk dapat mempertahankannya.

TEORI HIRARKI KEBUTUHAN 'MASLOW'

2021-05-11T13:47:00.000-07:00

14 PRINSIP MANAJEMEN - HENRY FAYOL

2021-05-11T13:34:00.000-07:00

22 Hukum Tetap Pemasaran II

2021-05-11T13:30:00.002-07:00

22 Hukum Tetap Pemasaran I

2021-05-11T13:22:00.001-07:00

How to Write a Business Plan

2015-12-10T01:51:00.000-08:00

Many potential start-up businesses are daunted by the prospect of writing a business plan. But it is not a difficult process - and a good business plan focuses the mind as well as helping to secure finance and support.

The business plan will clarify your business idea and define your long-term objectives. It provides a blueprint for running the business and a series of benchmarks to check your progress against. It is also vital for convincing your bank - and possibly key customers and suppliers - to support you.

1. Executive summary

The executive summary outlines your business proposal. Although it is the last section to be written, it goes on the first page of the business plan. It will be read by people unfamiliar with your business, so avoid jargon.
The executive summary highlights the most important points and should sum up your product or service and its advantages, opportunity in the market, management team, track record to date, financial projections, funding requirements and expected returns.

2. The business

Explain the background to your business idea, including the length of time you have been developing the business idea in its present form, work carried out to date, any related experience you have, the proposed ownership structure of the business.
Explain what your product or service is. Make it clear how it will stand out as different from other products or services, your customers will gain through buying your product or service, the business can be developed to meet customers' changing needs in the future

3. Markets and competitors

Focus on the segments of the market you plan to target - for example, local customers or a particular age group.
What are the competing products and who supplies them?
Unless there is a viable market and you know how you are going to beat the competition, your business will be vulnerable.
You must show you have done the market research needed to justify what you say in the plan.

4. Sales and marketing

This section is crucial. It often gives a good indication of the business' chances of success.
How will your product or service meet your customers' specific needs?
How will you position your product?
How will you sell to customers?
Who will your first customers be?
How will you promote your product? For example, using advertising, PR, direct mail or via email and a website.
What contribution to profit will each part of your business make?

5. Management

People reading the business plan need to be given an idea of why they should have faith in the management of your start-up.
Outline the management skills within your team.
How committed are you?

6. Operations

Explain what facilities the business will have and how it will deliver the product or service to the customer.
Show the pros and cons of the location.
Indicate the facilities you will need to start (eg equipment and machinery). Some start-up businesses only need a desk and a phone.
Provide a list of employee roles you need to fill and the skills required to fill them.
Show how you selected your suppliers.

7. Financial forecasts

Your financial forecasts translate what you have already said about your business into numbers.
A realistic sales forecast forms the basis for all your other figures.
Your cashflow forecast shows how much money you expect to be flowing into and out of your bank account and when. You must show that your business will have access to enough money to survive.
Your profit and loss (P&L) forecast gives a clear indication of how the business will move forward. Summarise the annual P&L forecast for each of the first two or three years of trading.
If you are launching a larger start-up, you will also need projected balance sheets.
Do not get too protective about your forecasts. You may need to revise them.

8. Financial requirements

The cashflow forecast will show how much finance the business needs. Your assessment of the risks will determine whether or not you need to arrange contingency financing.
Say how much finance you will want, when and in what forms.
State what the finance will be used for.
Confirm that you will be able to afford it.

9. Assessing the risks

Look at the business plan and isolate areas where something could go wrong
Assessing risk will help you minimise problems and help build up your credibility with any investor or bank.

10. Appendices

Detailed financial forecasts (monthly sales, monthly cashflow, P&L) should usually be put in an appendix.
You may want to give other relevant information.

11. Presenting the plan

The more solid information you can gather for your own use, the better the business plan will be. But a banker or other outsider will not have time to read through all the details.
Keep your business plan short.
Make it professional.
Test it.

Sales Forecasting Method

2015-12-10T01:49:00.000-08:00

Properly forecasting sales helps you plan and prepare for the months and years ahead, allowing you to control costs and focus on successful growth strategies. A good sales forecasting methodology also helps your business run more efficiently. The most practical method for forecasting sales is to base your projections on historical sales results and your past experience. The right sales forecast method for your business is the one that is closest to your actual sales results within a reasonable margin of error.

Step 1

Gather your company's past income statements. Go back several years. Sales data from your income statements over the last five to 10 years has more predictive power than just using last year's sales to forecast this year's sales.

Step 2

Calculate the sales growth rate from year to year. Divide the current sales by the prior year's sales. For example, if your sales this year were $487,000 and last year's sales were $412,000, the sales growth rate is 18 percent ($487,000 divided by $412,000). Repeat the process for all other years in the series of sales data. You should have five year's worth of sales growth rates if you go back five years.

Step 3

Compare the sales growth rates year to year. Plot the sales growth rates using a spreadsheet for visual representation. Ideally, your sales growth rate should increase over time.

Step 4

Analyze various factors that impact sales to gain a better understanding of why sales grew or slowed from year to year. Determine the cause and effect relationship of variables, such as customer demand, worker productivity, advertising and promotion. For example, hiring an additional salesperson has an impact on sales. Demographic trends, such as an influx of consumers with high household income, can also have an affect on sales. Greater advertising and promotion affects sales, as well.

Step 5

Identify external factors that affect sales. External factors include the general economic environment or macroeconomic trends, such as unemployment, interest rates, consumer sentiment and inflation. Other macroeconomic trends include the level of competition. A greater number of competitors can potentially depress your company's sales, which you must forecast into your sales projections.

Step 6

Make adjustments to account for seasonality of sales. Look at extenuating circumstances specific to your business. If you run an ice cream parlor, summer sales usually outweigh winter sales. If you run an office supply store, increase your sales projections to account for "back to school" promotion. Tweak your sales growth projections around your personal experience in running your business.

Step 7

Apply a growth rate for sales based on your sales model. Compare your sales forecast with actual sales results. If your projections were off, go back and look at your various assumptions. Your goal is to forecast sales within a reasonable margin of error. Analyze sales on a regular basis and make adjustments accordingly. You project an annual sales growth rate, but review your projections on a monthly basis to adjust your numbers and get a more accurate determination of sales for upcoming months.

12 Kunci Pendelegasian Tugas Yang Efektif

2015-12-10T01:47:00.000-08:00

Delegasi merupakan salah satu keterampilan manajemen terpenting dan bagian integral untuk mendapatkan hal-hal yang dilakukan secara efisien. Pendelegasian yang baik akan dapat menghemat waktu, mengembangkan individu, meningkatkan keterampilan serta memotivasi tim secara keseluruhan.
Manajer yang baik harus memahami dan menerapkan pendelegasian dengan penuh tanggung jawab. Dan efektivitas pendelegasian manjadi kunci efisiensi fungsi organisasi sehingga ia dapat memfokuskan energinya pada tugas-tugas prioritas.
Berikut 12 langkah untuk pendelegasian tugas/ kerja secara efektif :

Menentukan Tugas

Identifikasi pekerjaan dalam prioritas kita yang dapat didelegasikan
Putuskan tugas-tugas mana yang akan didelegasikan
Pastikan daftar tugas tersebut memenuhi kriteria untuk didelegasikan

Memilih Orang / Tim Yang Tepat

Fikirkan siapa yang dapat membantu, bersedia, dan tertarik dengan tugas yang akan kita delegasikan
Apa alasan kita mendelegasikan kepadanya
Apakah ia memiliki kompetensi yang dibutuhkan untuk mengerjakan tugas dengan baik
Apa yang kira-kira akan ia lakukan untuk melaksanakan tugas tersebut
Target apa yang dapat dicapainya jika mengerjakan tugas tersebut

Menjelaskan Alasan Pendelegasian

Berikan alasan mengapa kita delegasikan tugas tersebut kepada dirinya dan bukan pada orang lain
Jelaskan mengenai penting dan relevansi antara tugas yang didelegasikan dengan dirinya

Menjelaskan Tujuan Dan Sasaran Yang Dinginkan

Pastikan ia mengerti dengan baik apa hasil yang kita inginkan secara detail
Memintanya untuk menyampaikan ulang apa yang ia mengerti dari tugasnya hingga sesuai merupakan proses yang penting untuk memastikannya
Fokuskan tugas pada hasil bukan proses, apa yang harus dicapai bukan bagaimana mencapainya sehingga memungkinkannya dapat menentukan cara terbaik untuk mencapainya

Menyepakati Batas Waktu

Sepakati kapan tugas yang didelegasikan harus ia selesaikan
Tentukan berdasarkan kesepakatan kapan tanggal review dan pelaporan harus dilakukan
Sepakati skala prioritas dalam pengerjaan tugasnya

Menyepakati Tolak Ukur

Buatlah kesepakatan mengenai parameter atau patokan yang akan digunakan untuk menilai hasil sebagai wujud pertanggungjawaban tugas dengan membuat laporan pada awal tugas, berlangsungnya tugas, dan akhir tugas untuk kita evaluasi

Dukungan Sumber Daya

Sepakati sumber daya manusia, keuangan, teknis, dan alat bantu lain yang harus kita berikan untuk membantunya menyelesaikan tugas dengan baik

Menyepakati Konsekuensi

Buat kesepakatan mengenai apa yang akan diperolehnya jika tugas berhasil diselesaikannya dan hal sebaliknya
Ukuran keberhasilan tugas yang dilakukan mengacu pada tolak ukur yang telah disepakati tersebut di atas

Dokumentasi Komitmen

Buat secara tertulis detail tugas berikut hal-hal yang telah disepakati
Minta ia menandatanganinya sebagai bentuk komitmen untuk menjalankan tugas dengan baik dan serius

Pengawasan Umpan Balik

Periksa progres tugas dengan mengecek tolak ukur yang disepakati dan batas waktunya sehingga kita dapat menentukan dan memperbaiki masalah yang muncul sebelum menjadi lebih serius
Buka peluang untuk berdiskusi secara terbuka, mendengar keluhan dan temuan yang tidak terkontrol di lapangan
Berikan umpan balik secara berkelanjutan namun tidak membosankan untuk mengukur progres tugas serta memantau penyimpangan standar yang mungkin terjadi
Tawarkan bantuan dalam bentuk pembinaan, pelatihan dan dukungan yang sesuai dan tepat

Menjaga Komunikasi Dan Motivasi

Bukalah jalur komunikasi secara luas dalam berbagai bentuk dan fasilitas sepanjang pelaksanaan tugas sehingga memudahkan komunikasi, diskusi, dan bantuan
Berikan motivasi melalui perhatian pada kebutuhan dan tujuan individu agar ia bekerja dengan baik
Pastikan ia merasa bahwa tugas yang kita delegasikan dapat memenuhi kebutuhan dan kepentingannya

Evaluasi dan Penghargaan

Nilailah hasil tugas yang kita delegasikan melalui laporan tertulis dan laporan secara lisan darinya

Evaluasi melalui forum terbuka dapat kita lakukan sehingga semua orang yang terlibat dalam tugas tersebut mengetahui kriteria standar yang dinilai masih kurang, dan dapat memperbaiki dan meningkatkannya ketika diberi tugas kembali dimasa mendatang

Berikan penghargaan kepadanya individu atau tim yang berhasil mencapai sasaran kerja dari tugasnya

Penghargaan dapat berupa pujian, memberikan hak-hak istimewa, kenaikan gaji, atau bentuk lainnya

10 Ways to Reduce Food Cost

2015-12-10T01:41:00.000-08:00

Ultimately there are only two ways to make a food business more profitable: you can increase sales or reduce cost. In a depressed economic environment increasing sales is challenging. The following tips are proven methods of reducing food cost:

1. Measure It

“You can’t control what you don’t measure”. Regular stock takes provide a basis for the calculation of the “Cost of Goods Sold” (CoGS). CoGS are calculated using the following simple formula.

Opening Value + Purchases – Closing Value = CoGS

The CoGS as a percentage of Sales is a valuable measure for food cost control.

A spreadsheet can be used as a easy and cost effective solution for calculating Opening and Closing stock values and tracking purchases.

2. Shop Around

It is important to build a relationship with your suppliers, howeverit is also healthy to compare prices with competitors to ensure you are getting a good deal. Keeping a finger on the pulse of market prices by regular price comparisons can reduce food cost.

3. In-House Preparation

Preparing food in-house rather than purchasing pre-prepared ingredients can reduce food cost. There are a wide variety of pre-prepared ingredients available, from pre-cut vegetables to pre-made sauces. Typically pre-prepared ingredients are substantially more expensive than their raw ingredients.

There are a number of considerations when comparing pre-prepared with in-house preparation including:

Labor cost
Availability of suitably skilled staff
Quality

4. Monitor Waste

Again: “You can’t control what you don’t measure”. There are a number of ways to monitor waste including:

Implementing a waste log
Waste bin audits
Waste collection and measurement

A balance between reasonable controls and controls that apply excessive overhead is required. It is often useful to implement controls as required (when food costs are out of control) and/or spot checks.

5. Portion Control

Food portions vary for a number of reasons including differences in staff practices and raw ingredient size fluctuations. Portion size variation can be minimized by employing tactics such as documenting standard recipes and measuring out portions prior to service.

6. Stock Rotation

Rotating stock not only improves the quality and consistancy of your end product but also reduces waste, reducing food cost. Labelling food with recieval date takes the guess work out of stock rotation.

7. Go Seasonal

The cost of vegetables varies greatly depending on seasons. Typically when produce is “in-season” there is a greater supply, so that demand is easily met, and the price decreases.

Fresh seasonal produce also lasts longer. The quality of produce that is in-season is usually better as it has not been stored for long periods or travelled great distances.

8. Cost It

Costing recipes/menus provides a baseline by which to compare actual costs. Without a yardstick there is no means to determine if food cost is too high or too low.

Accurately costed recipes also provide valuable information for sales mix analysis and menu engineering.

9. Planning

Effective planning can be used to purchase wisely and reduce waste. Sales estimates based on previous periods, same time last year sales, future bookings and special events can provide a basis to purchase adequate amounts, but not excessive stock.

10. Specials

Offering specials not only adds variety to the menu, but can be used to reduce food cost. By selecting specials with a low food cost, but high perceived value can reduce the overall food cost. Specials can also be used to move slow moving stock and reduce waste.

4 Cara Meningkatkan Sales Restoran

2015-04-26T23:32:00.000-07:00

Setiap upaya meningkatkan sales - promosi, iklan, penawaran - akan mendorong dan berpengaruh pada empat kategori berikut:

Pelanggan Baru / New Trial

Kunjungan pertama kali pelanggan baru merupakan saat yang paling menentukan. Mereka akan menangkap kesan, membangun image dan pendapat mengenai restoran anda selama kunjungan berlangsung. Sejak saat itu pula mereka akan memberikan penilaian seberapa besar mereka terkesan dengan restoran anda serta mempertimbangkan untuk berhubungan atau berkunjung di masa yang akan datang. Kategori ini menjadi cara termahal dibanding kategori lainnya karena ia perlu dipersiapkan dan diorganisasikan dengan matang. Kualitas produk, sistem pelayanan, kebersihan, visibilitas , dan aksesibilitas, haruslah senantiasa dijaga agar impresif dimata pelanggan. Setelah pelanggan dibentuk, selanjutnya upaya difokuskan pada kategori-kategori berikutnya.

Frekuensi Kunjungan

Upaya agar pelanggan yang telah ada mau kembali ke restoran anda untuk kunjungan selanjutnya dilakukan
dengan mengembangkan hubungan menerus dan menumbuhkan kesetiaan pelanggan. Pengembangan produk dan image berciri lokal serta community involvement menjadi penting dilakukan. Program loyalitas, bounceback dan sejenisnya juga dapat jadi pilihan.

Average Check

Sering mengacu pada rata-rata total pembelian untuk setiap transaksi. Besaran ini dapat dibangun melalui kenaikan harga, program suggestive sells, dan merchandizing internal yang efektif. Pastikan peningkatan average check dengan strategi positioning secara keseluruhan berjalan konsisten dan tidak berseberangan.

Party Size

Apakah para pelanggan berkunjung ke restoran anda, berdua, berempat atau atau dalam kelompok besar. Perlu dirancang program yang mendorong pelanggan untuk membawa lebih banyak teman pada setiap kunjungan. Makan gratis untuk sopir bus travel, gratis kue ulang tahun, gratis coffee refill, merupakan beberapa contoh program yang akan membuat pelanggan berubah menjadi pendukung dan bagian dari tim sales building kita.

Goal, Objective, dan Action Plan

2015-04-07T05:07:00.000-07:00

Goal dan objective merupakan bagian penting dari pekerjaan seorang manager atau pengambil keputusan di restoran dan hotel. Objective harus dibuat seorang manager atau pengambil keputusan untuk dapat mencapai goal atau tujuan restoran tersebut.

Goal adalah tujuan secara keseluruhan dari restoran atau hotel, dicapai biasanya dalam rentang waktu enam hingga dua belas bulan

Objective adalah tugas-tugas atau kegiatan yang dilaksanakan oleh seseorang untuk mencapai goal, diselesaikan biasanya dalam rentang waktu satu hingga tiga bulan.

Beberapa elemen yang harus terkandung dalam sebuah objective yang dibuat, antara lain:

Individual. Terdapat satu orang ynag melaksanakan dan bertanggung jawab dengan pekerjaan tersebut.

Spesific. Memuat penjelasan apa yang akan dilakukan dan diubah, baik berupa tindakan dan atau topik yang akan dilaksanakan

Measurable. Secara jelas ditentukan waktu, jumlah dan tingkatan yang akan dilakukan dan dihasilkan.

Realistic. Apa yang akan dilakukan merupakan sebuah tantangan untuk menyelesaikan permasalahan dan bukan sesuatu yang terlalu mudah dan gampang.

Action Plan adalah panduan utama untuk mencapai objective yang telah ditentukan, dan haruslah tertulis. Action Plan menentukan bagaimana objective akan dicapai dan menyusun tugas-tugas yang akan dilakukan sesuai dengan urutannya.

Beberapa elemen yang penting dan harus terkandung dalam sebuah action plan, diantaranya:

What. Terdapat daftar kegiatan dan tugas yang akan diselesaikan intuk mencapai objective.

When. Tergambar jelas waktu yang tepat untuk penyelesaian tugas atau kegiatannya.

How Well. Memuat standar yang akan digunakan untuk menilai tugas atau kegiatan yang telah diselesaikan.

Resources. Dorongan dan informasi yang dibutuhkan untuk menyelesaikan tugas atau kegiatan.

Who. Memuat anggota staff yang akan melaksanakan atau mendukung tugas atau kegiatan.

Ingin Memiliki dan Membuka Restoran Baru?

2015-01-19T22:42:00.000-08:00

Anda bermimpi memiliki dan membuka restoran sendiri? Bukan hal teramat sulit untuk dapat merealisasikannya. Beberapa langkah berikut dapat anda jadikan panduan untuk memulainya:

Menentukan Konsep

Jenis restoran apa yang akan dibuka merupakan langkah pertama yang harus anda putuskan. Konsep fine dining, casual dining, fast casual atau quick service restaurant, adalah beberapa pilihan yang dapat diambil. Untuk bahan referensi, silahkan lihat artikel An Overview of Different Restaurant Types,
Perkembangan dan trend industri makanan ke depan juga patut menjadi perhatian. Silahkan lihat artikel 2015 Food Trends

Memilih Lokasi

Pemilihan lokasi akan menentukan berkembang dan tidaknya restoran anda. Apakah lokasi yang dipilih berada di daerah yang sibuk, padat dengan lalu lintas kendaraan dan pejalan kaki, area parkir yang luas? Ataukah sebaliknya? Lokasi yang tepat harus menjadi pertimbangan sebelum anda menjalankan dan menandatangani kontrak sewa tempat.

Memilih Nama

Pilihlah nama yang tepat, mengandung makna dan gambaran tema dan lokasi. Atau nama yang khas, unik, dan mudah diingat orang. Bisa juga menjadi cerminan makanan yang disajikan atau kita sebagai pemiliknya.

Membuat Business Plan

Penulisan perencanaan bisnis yang baik akan memperjelas ide bisnis dan tujuan jangka panjang anda. Menampilkan cetak biru untuk menjalankan sekaligus parameter kemajuan bisnis anda. Pada gilirannya akan meyakinkan bank, investor, supplier dan pelanggan untuk mendukung bisnis anda. Silahkan lihat artikel How to Write a Business Plan.

Mencari Pembiayaan

Hal ini yang seringnya menghentikan langkah sebagian besar orang melanjutkan rencana membuka restoran sendiri. Sebetulnya tidak sulit dan sangatlah mungkin. Penulisan business plan yang baik dan kesiapan presentasi yang professional yang anda tunjukkan kepada calon investor, bank dan lembaga pembiayaan lainnya, akan direspons dengan baik.

Mengurus Ijin

Langkah ini sebaiknya dilakukan segera sejak awal, mengingat biasanya dibutuhkan waktu cukup lama dan birokrasi panjang dalam pengurusan ijin ini.

Mendesain Restoran

Desain restoran hendaknya menampilkan keseimbangan estetika dan kapasitas ruangan dan kepraktisan.
Mengakomodasi kebutuhan dan efisiensi yang memberikan dampak psikologis yang diinginkan sesuai dengan lay out ruangan.
Fungsional dan inovatif yang mencitrakan image visi dan misi restoran.

Membuat Buku Menu

Menu harus dibuat semenarik mungkin dengan deskripsi yang jelas, mudah dibaca, dan tata letak yang rapi. Hindari gambar yang dan desain artifisial yang tidak perlu.

Melengkapi Peralatan

Anda mulai dapat melengkapi peralatan dan perlengkapan dapur, ruang makan, ruang depan, belakang dan gudang setelah memiliki desain restoran. Pertimbangankan efisiensi dalam membeli peralatan yang digunakan dan menyewa barang-barang tertentu. Peralatan dan perlengkapan yang hemat energi dan bergaransi patut menjadi pilihan.

Merekrut Karyawan

Rekrut karyawan yang baik dan tepat, sudah terlatih sesuai yang dibutuhkan. Saat mendekati hari pembukaan restoran, pastikan karyawan mencukupi, siap melayani pelanggan.

Mengiklankan Restoran Baru Anda

Iklan adalah sebuah keharusan bagi restoran baru. Informasikan tentang restoran baru anda melalui media koran dan iklan radio. Juga jangan mengabaikan kekuatan sebuah website yang baik dan situs media sosial untuk menyebarkan berita tentang tempat baru anda. Silahkan lihat artikel Strategi Pemasaran Restoran

Pengawasan / Controlling

2015-01-19T22:40:00.000-08:00

Salah satu fungsi manajemen ini dilakukan untuk mengendalikan dan mengawasi seberapa jauh usaha-usaha yang dilakukan dengan mengacu pada rencana, cara pelaksanaan kerja, tujuan dan sasaran yang hendak dicapai, dan kebijakan yang telah ditentukan. Melalui fungsi ini dapat diketahui secara dini kelemahan, kekurangan, pemborosan, kebocoran dan penyelewengan yang mungkin terjadi, sehingga dapat dicari cara dan upaya untuk mengatasinya.

Berikut beberapa istilah yang bermakna hampir sama dengan pengawasan yang aplikasinya disesuaikan dengan kondisi yang sedang berlangsung:

Reporting. Kegiatan pengawasan yang berhubungan dengan pelaporan dari setiap kegiatan proses manajemen melalui hasil penelitian dan pemeriksaan.
Evaluating. Tindakan korektif untuk mengkomparasi hasil yang telah dicapai menurut standar yang telah direncanakan sebelumnya, sebagai langkah untuk menentukan tindakan selanjutnya.
Supervising. Kegiatan penelitian, pembimbingan dan pengawasan yang dilakukan oleh atasan atau seseorang yang dipercayakan terhadap bawahan yang berada dalam kekuasaannya ke arah perbaikan situasi.

Pengawasan dapat ditinjau dari beberapa segi, diantaranya berdasar:

Objek Pengawasan, meliputi: produksi, orang, waktu, uang
Bidang Kerja, meliputi: penjualan, keuangan, peralatan, personalia, distribusi
Subjek Pengawas, meliputi: internal, eksternal, formal, informal, langsung, tak langsung
Waktu Pengawasan, meliputi: preventif, improses, represif
Ruang Lingkup Pengawasan, meliputi: administratif, managerial.

Menetapkan Sasaran Kerja

2015-01-14T18:25:00.000-08:00

Perencanaan adalah salah satu fungsi yang memegang peran sangat besar dalam kegiatan manjemen. Perencanaan yang baik selalu memiliki sasaran yang jelas. Demikian pula halnya dalam perencanaan kerja, selalu dimulai dengan menetapkan suatu sasaran kerja.

Sasaran kerja adalah perumusan sesuatu yang harus dicapai melalui rangkaian kegiatan dalam bekerja. Atasan yang baik akan selalu menekankan pentingnya sasaran kerja kepada para karyawannya.

Dengan sasran kerja yang benar dan jelas terdapat beberapa keuntungan yang didapatkan:

Efektivitas dan efisiensi kerja yang lebih baik. Dengan sasaran kerja yang jelas, karyawan dapat mengetahui hasil apa yang diharapkan dari pekerjaannya, seberapa jauh karyawan tersebut dapat menggunakan sumber daya perusahaan (anggaran, material, peralatan).

Meningkatkan produktivitas karyawan. Dengan adanya sasaran kerja, atasan dapat mengendalikan kerja para karyawannya lebih terarah.

Tercipta disiplin kerja yang baik. Sasaran kerja akan menentukan jangka waktu pekerjaan tersebut harus selesai dan kegiatan apa saja yang harus dilakukan.

Berikut adalah kriteria sasaran kerja yang baik:

Spesifik. Suatu sasaran kerja akan sangat berarti bagi karyawan jika dijabarkan secara spesifik.

Menantang dan Realistis. Dapat memotivasi seseorang untuk bekerja, karena ia melihat banyak manfaat yang diperoleh dengan tercapainya sasaran tersebut.

Batasan Waktu. Perlu diberikan sehingga para karyawan dapat mengetahui dan merencanakan langkah-langkah kegiatan mereka sesuai dengan waktu yang mereka dapatkan.

Partisipasi Karyawan. Dalam mengembangkan sasaran di mana atasan bersama karyawan berpartisipasi merupakan cara yang yang lebih efektif karena secara langsung atasan dan karyawan membuat komitmen bersama dalam menyelesaikan pekerjaan tersebut.

Umpan Balik. Atasan dapat memberikan umpan balik sepanjang proses pencapaian sasaran kerja sebagai cara untuk mengendalikan kerja karyawan.

Kesesuaian dengan Kapabilitas Karyawan. Setiap karyawan memiliki pengetahuan dan keterampilan berbeda. Sasaran kerja harus disesuaikan dengan kondisi karyawan yang akan melakukan pekerjaan tersebut.

Dukungan Manajemen. Pihak manajemen harus menciptakan suatu iklim kerja yang baik dan mendukung bagi karyawan dalam bekerja.

8 Aturan Dalam Melayani Pelanggan

2015-01-05T18:52:00.000-08:00

Layanan pelanggan yang baik merupakan nadi kehidupan bisnis apa pun. Kita bisa saja menawarkan harga promosi dan memberikan potongan harga untuk mendatangkan pelanggan baru sebanyak yang kita inginkan, namun kecuali hanya mendapatkan beberapa pelanggan datang kembali, bisnis kita tidak akan memberikan keuntungan untuk waktu yang lama.

Layanan pelanggan yang baik meliputi segala hal mengenai bagaimana membawa pelanggan kembali, puas dengan layanan kita, dan menyampaikan kepuasan tersebut kepada orang lain sehingga diharapkan mereka datang kembali dan menjadi pelanggan setia.

Jika kita benar-benar menginginkan hal tersebut terjadi, maka pastikan bisnis kita secara konsisten melakukan aturan-aturan berikut:

1. Jawablah telepon.

Pastikan bahwa seseorang mengangkat telepon ketika ada panggilan bisnis untuk kita. Gunakan call forwarding atau pekerjakan seorang operator jika perlu.

2. Jangan membuat janji kecuali kita dapat menjaga dan menepati.

Berpikirlah sebelum kita memberikan janji, pertimbangkan tengat waktu.

3. Dengarkan pelanggan.

Adalah hal menjengkelkan manakala kita mengatakan kepada seseorang apa yang kita inginkan sementara ia tidak mendengar atau memperhatikan, atau kita harus menjelaskan berulang-ulang

Biarkan pelanggan kita berbicara dan tunjukkan bahwa mendengarkan dengan membuat tanggapan yang sesuai, atau menyarankan bagaimana untuk memecahkan masalahnya jika perlu.

4. Perhatikan keluhan pelanggan.

Tak seorang pun suka mendengar keluhan, dan banyak dari kita telah mengembangkan refleks mengangkat bahu, berkata, "Kita tidak dapat menyenangkan semua orang setiap saat".

5. Selalu siap membantu.

Bahkan jika tidak ada keuntungan secara langsung di dalamnya. Sikap siap membantu kita akan menjadi kisah yang kemungkinan akan diceritakan kepada banyak orang, dan saat itulah kita menuai keuntungan dari itu.

6. Melatih staf kita menjadi orang yang selalu siap membantu, sopan, dan berpengetahuan.

Berbicara dengan mereka mengenai layanan pelanggan yang baik. Melakukannya sendiri atau menyewa orang untuk melatih mereka. Terpenting adalah bahwa setiap anggota staf kita mendapat cukup informasi dan mampu membuat pelanggan menjadi nyaman dan senang.

7. Selangkah di depan pelanggan.

Setelah kita berikan pelanggan layanan yang diinginkannya, tunggu dan lihat apakah ia memiliki pertanyaan tentang layanan yang kita berikan dan apakah masih mempunyai kebutuhan lebih lanjut?

Apa pun langkah ekstra yang memungkinkan, jika kita ingin menyediakan layanan pelanggan yang baik, ambillah. Mereka mungkin tidak mengatakannya kepada kita, tetapi orang melihat ketika kita membuat upaya ekstra dan akan memberitahu orang lain kemudian.

8. Berikan sesuatu yang lebih.

Entah itu sebuah kupon untuk diskon masa depan, informasi tambahan tentang cara menggunakan produk, atau tersenyum tulus, pelanggan akan senang mendapatkan lebih banyak daripada yang mereka pikir akan dapatkan.

Tidaklah harus selalu sesuatu yang besar. Sebuah hal kecil dapat menjadi sesuatu yang akan sangat berarti dan dihargai.

Jika kita terapkan delapan aturan sederhana tersebut secara konsisten, bisnis kita dipastikan akan menjadi terkenal dengan layanan pelanggan yang baik.

2015 Food Trends

2015-01-02T22:53:00.000-08:00

Technomic, Chicago, PRNewswire

The restaurant industry is evolving faster than ever, according to leading food research and consulting firm Technomic. Technology, consumer and menu trends are all revolutionizing food service. Technomic lays out 10 trends that its consultants and experts believe may be transformative in 2015. Predictions are based on Technomic research including consumer and operator surveys and site visits, backed up by data from its Digital Resource Library and vast Menu Monitor database.

Lights! Camera! Action!

Dining is no longer just a personal experience, but a staged event that imparts bragging rights. Plating and lighting are increasingly designed with phone snapshots and social-media sharing in mind. Customers collaborate to put on the show; menus, marketing, even charitable efforts are crowd sourced.

Small-minded.

Small is in: Diners demand petite plates and flexible portions; units are smaller with shrunken, laser-focused menus, multi-use equipment and expanded hours to leverage fixed costs; labor pressures mean leaner staffing and more technology (though a backlash is brewing as many diners seek to unplug and be waited on).

Food service everywhere.

Alternative forms of food service swallow share—from retailers' ever-more-sophisticated onsite restaurants to fresh-food-and-drink vending to enterprises that deliver ingredients to your door. Meanwhile, in the restaurant world, fast casual shakes out, segment lines blur further, pop-ups proliferate and demand for tech-enabled delivery heats up.

Signature beverages.

Cocktails may come in kegs; classics like the Negroni ride the retro wave but get competition from new wine, beer and cider cocktails; flavorful and flavored whiskeys trend up along with spiced rums and liqueurs. Operators are increasingly differentiating themselves with non-alcohol drinks, too—from handcrafted or small-batch sodas to pressed juices to health-halo teas.

There's something about Asia.

Asian foods have been trending for years, but the world's biggest and fastest-moving continent always delivers something new. In 2015, look for the breakout of Korean, mainstreaming of Vietnamese and upscaling of spicy ramen noodles, the quintessential Asian street food.

Bitter is the new bold.

Look for darker coffees, deeper chocolates, next-gen cruciferous veggies like cauliflower and collard greens, hoppy beers and cocktails with the bite of bitters.

DIY health.

More consumers care about healthy eating—but what does that mean to them? Menus increasingly display pick-and-choose options for everyone from gluten-free eaters to vegans to paleo-diet partisans; offerings are switched out as nutrition fads and fashions come and go.

Micro-local.

The stay-close-to-home spirit heightens interest in everything from house-purified water to regional seafood to locally manufactured products like beers and liquors. Even as the supply chain consolidates, specialty and citywide distributors gain share. An "anti-chain" ethos prompts chains and multiconcept operators to debut quasi-independent restaurants fine-tuned to local market demands.

Up with people.

The meaning of corporate social responsibility evolves as consumer concerns shift to the human factor. Diners care that restaurants deal fairly with their employees and offer opportunities for advancement. Others in the food chain also gain visibility as farm worker and Fair Trade movements win victories.

Channeling Z.

The challenge of appealing to all ages intensifies as younger diners step up demands for speedy high-tech service, heightened experiences, louder music and kinetic visuals... and a new teen cohort of digital natives begins to make its voice heard.

Marketing Plan : Competitive Analysis and Strategy

2014-12-05T05:49:00.000-08:00

Competition

What products and companies will compete with you?

List your major competitors with names and addresses:

Do they compete across the board with your entire business, or just for select products, customers, or only in certain locations?
Are there any important indirect competitors? (For instance, personal chefs compete with restaurants, even though they are different businesses entirely.)
How do your products or services compare with your competitions?

Below is a Competitive Analysis table

Use the table to compare your company with the two most important competitors to your business.
In the first column of the table, there are some standard competitive factors; of course you may need to customize the list of factors for your unique business.

In the column labeled My Business

Evaluate how your business compares to your competitor’s to your prospective customer.
Then consider whether each of these factors are strengths or weaknesses to your business. It may be difficult to evaluate your own business weaknesses but it’s better to be honest than misguided.
Another option is to consider asking someone outside of your business to help you with the evaluation. The Small Business Administration can help you connect with a business professional to act as your mentor. That person can add invaluable insight into the business planning process. A neutral observer can help you evaluate your business without the emotional attachment you bring to the picture.
Next, use the table to analyze each of your competitors. Briefly sum up how they compare to your business.
Finally, think of how your customer will view these factors – how important is each of the criteria to the customer with 1 being critical and 5 being unimportant.

Factor	My Business	Strength	Weakness	Competitor A	Competitor B	Importance to Customer
Products
Price
Quality
Selection
Service
Reliability
Stability
Expertise
Company Reputation
Location
Appearance
Sales Method
Credit Policies
Advertising
Image

Table 1: Competitive Analysis

Sum up the results of the table with a few brief paragraphs that state as completely as possible your competitive advantages and disadvantages.

Niche

After you’ve completed your analysis of the overall industry, and specifically your products and customers, narrow your focus. Describe how your business addresses a particular niche – a unique part of the market or industry.

Strategy

Describe how you plan to utilize a marketing strategy.

Promotion

How will you promote your business, products or services? How will you get your customer’s attention?
Advertising: What type of media will you use and how often? Why did you select this media over other methods?
How will you maximize your promotional budget? Have you evaluated whether this is the lowest cost method versus the most effect method?
Do you plan to use other advertising venues, such as referrals, word of mouth, trade shows, dealer incentives, and catalogs? How will you find these other methods, what is the cost associated with them?
What image do you want your business to project to your customers?
What other promotional materials will you need? Do you need to have these materials created by a third-party, such as logo creations by a graphic artist. Other promotional materials may include business cards, letterhead, brochures, newsletters, store signage, even interior design to a facility.

Promotional Budget

How much should you budget for the promotional items?
Break your budget into two categories, the promotional materials you’ll purchase prior to the business starting and the ongoing materials needed.

Pricing

Explain how you determined your pricing structure for your goods or services. You can’t always price your goods lower than the competition (if you expect to make any money). So how do you determine if your prices are competitive and in-line with what the customer will tolerate? Are you competitive with customer service, quality of goods or services, how does your prices compare to the competition?
Consider your competitive analysis table – how does the pricing strategy fit into the competitive analysis? Does it create advantages or disadvantages when compared to your competition?
Are your customers sensitive to pricing policies – does it effect their buying decisions?
What are your policies for customer service and extending credit?

Proposed Location

If your business is just starting up, you may not have a location selected already. This is a great time to consider possible locations and evaluate which will best suit your needs. Some businesses are able to start out of a home; others require a retail space, a small office space, or a machine shop.

Operational Plan

This section of the business plan is where you describe your physical needs.

Describe how your location will affect your customers.
Will your customers come to your location? Is your location important to you customer?
Is the location convenient to your customer?
Do you offer parking spaces for customers?
Is the location consistent with your image?
Does the location provide what customers want and meet their expectations?
Are you located near by competition? Is it better for you to be near them (like car dealers or fast-food restaurants) or distant (like convenience-food stores)?

Distribution Channels
How will you sell your products or services?

Retail
Direct (mail order, Web, catalog)
Wholesale
Through your own dedicated sales force
Through third party agents
Independent representatives
Bid on contracts

Sales Forecast

Once you’ve completed a detailed description of your products, services, customers, markets, and marketing plans, you need to provide the numbers to support your plan. Include a sales forecast spreadsheet to prepare a month-by-month projection. Your forecast should be based on your research into sales forecasts, your marketing strategies, your market research, and industry data, if available.
Your forecast should include two sets of numbers 1) a “best guess”, which is what you really expect, and 2) a “worst case” low estimate that you are confident you can reach no matter what happens.
Keep all your notes on research and assumptions. You’ll use these sales forecasts and all subsequent spreadsheets in the plan. You may need your supporting data when you make presentations to funding sources.

Top 50 - The World's Best Hotels 2014

2014-11-12T18:58:00.000-08:00

according to Travel + Leisure’s 19th Annual World’s Best Award

1. Triple Creek Ranch, Darby, Montana

2. Navana Springs, La Fortuna, Costa Rica

3. Four Season Hotel Gresham Palace, Budapest

4. Southern Ocean Lodge, Kangaroo Island, Australia

5. Ocean House, Watch Hill, Rhode Island

6. The Langham. Chicago

7. Singita Sabi Sand Kruger National Park Area, South Africa

8. Londolozi Game Reserve, Kruger National Park Area, South Africa

9. Oberoi Udaivilas, Udaipur, India

10. Taj Lake Palace, Udaipur, India

11. Four Season Hotel, Hongkong

12. Lodge at Sea Island Golf Club, Georgia

13. Te Peninsula, Bangkok

14. Post Ranch Inn, Big Sur, California

15. Capella Pedregal, Los Cabos, Mexico

16. St Regis Punta Mita Resort, Mexico

17. Cavas Wine Lodge, Mendoza, Argentina

18. Four Season Hotel Istanbul at Sultan Ahmet, Turkey

19. Singita Kruger National Park, South Africa

20. Brewery Gulch Inn, California

21. Stein Eriksen Lodge, Deer Valey, Utah

22. Four Season Resort Hualalai, Hawaii, the Big Island

23. Nayara Hotel, Spa & Gardens, La Fortuna, Costa Rica

24. Mandarin Oriental, Las Vegas

25. Rosewood Maryakoba, Riviera Maya, Mexico
26. Planters Inn, Charleston, South Carolina

27. Four Seasons Resort Chiang Mai, Thailand

28. Dhara Dhevi Chiang Mai, Thailand

29. Farmhouse Inn, Forestville, California

30. Oberoi Rajvilas, Jaipur, India

31. Jade Mountain, St Lucia

32. Rambagh Palace, Jaipur, India

33. The Carlyle, A Rosewood Hotel, New York City

34. Four Season Hotel Milano, Milan

35. One & Only Palmilla, Los Cabos, Mexico

36. Oberoi Amarvilas, Agra, India

37. The Peninsula, Hongkong

38. Four Season Hotel, Mexico, DF, Mexico City

39. Sabi Sabi Private Game Reserve, Kruger National Park Area, South Africa

40. Banyan Tree Maryakoba, Riviera Maya, Mexico

41. The Cloister at Sea Island, Georgia

42. The Peninsula, Shanghai

43. Castello di Casole-A Timbers Resort, Casole d’Elsa, Italy

44. Four Seasons Hotel Firenze, Florence

45. Le Bristol, Paris

46. Inn at Palmetto Bluff, a Montage Resort, Bluffton, South Carolina

47. Four Seasons Resort Maui at Wailea

48. Mandarin Oriental, Bangkok

49. Ritz, Paris

50. Four Season Hotel, Prague

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Ways to Control Overhead Costs

2014-11-04T19:38:00.000-08:00

Corporate overhead, if unchecked, can eat up your profits and potentially create a net loss before you realize it. Without a breakdown of your costs into production and overhead categories, you might not realize how much you’re actually spending to run your company. Detailed financial reporting and budget variance analyses will help you keep your overhead to a manageable level.

The costs you have to run your business and sell your product make up corporate overhead. These are expenses you have even when you aren’t making your product. They include expenses such as rent, marketing, phones, insurance, administrative staff, office equipment, interest and supplies. Like corporate overhead, departmental overhead includes expenses you have when you’re not producing your product, but they apply directly to one department. For example, machinery maintenance is an example of departmental overhead.

The first step in determining your corporate overhead is to identify it. If you don’t record every expense you have on a budget sheet or other financial report, do so. Start by creating production and corporate overhead reports. Production expenses are costs that apply directly to making your product, such as materials and labor. Next, break down your corporate overhead by function, such as marketing, human resources, information technology, office administration and sales.

Give each of your managers the list of overhead their department generates. Ask them to look for ways to reduce their spending without sacrificing productivity, efficiency and quality. Your department managers might be the most knowledgeable about how to do this. If you don’t already do it, have your department heads submit an annual budget request each year. Labor is often one of the largest costs of any business; have department heads compare outsourcing versus in-house staff for various projects and positions to determine if they can find cost-savings opportunities.

Assign one person to review and approve purchases so that he can see all expenses that managers plan to make before they are paid. Set policies for spending, such as requiring competitive bids for purchases over a certain dollar amount. Have your purchasing manager shop for better deals on common items you buy. Consider offering a bonus if your purchasing agent meets specific savings targets without sacrificing quality.

If you outsource functions or sign leases, rebid your contracts annually, even if you end up using the same vendors and suppliers each year. Rebidding contracts prevents longtime contractors from inflating their fees, or encourages them to offer more services to keep your business. If you haven’t shopped your insurance in the past two years, do so, and discuss with your current provider how to reduce your premiums. Ask your utilities providers to visit your workplace to perform an audit and recommend how you can cut your monthly water, gas and electric bills.

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How to Buy an Existing Franchise

2014-10-31T22:51:00.001-07:00

Entrepreneurs choose to buy an existing franchise for the advantages it offers over starting a new business. An existing franchise has name branding, a customer base and a proven strategy for earning a profit. The strategy includes interior design, products offered, pricing and marketing. Moreover, the licensing company provides education in their policies and procedures, as well as on-site training for the new franchisee. While the initial investment could be steep, depending on the licensing fee, the potential to earn an immediate profit attracts entrepreneurs to the franchising arrangement.

Research your favorite industry to track recent business trends. If you want to buy a hardware store, for example, then your target market includes homeowners and contractors. If homeowners are spending money on remodeling and repairs, then a hardware store has a better chance of earning a profit.

Research the different franchise opportunities within your chosen industry. Eliminate those that do not meet your criteria. For example, some franchise owners must pay the licensing company a percentage of their monthly sales on top of the franchise fee. It can add up to a tidy sum over the years. This money could be reinvested to grow the business if you chose a franchise agreement that did not demand royalties.

Choose the franchise that you believe is the best fit for your goals. You might prefer to consult with an accountant or attorney who specializes in this field for a professional opinion, as buying an existing franchise is a major investment.

Contact franchise owners in your area for their unbiased view of the company. Their input might alert you to potential problems not addressed in the franchise business plan.

Visit the licensing franchise corporate website to learn how to submit an application. Some companies have the application available for immediate download.

Submit the franchise application and any accompanying documentation.

Examine the disclosure documents sent to you upon acceptance by the licensing company. These documents explain your legal obligations as a franchisee. The Federal Trade Commission provides information about disclosure documents.

Notify the franchise representative that you are ready to choose a territory. An advantage to buying a franchise is having a protected territory. When choosing a territory, research foot traffic and vehicle traffic as well as neighborhood demographics. For example, putting a dinner theater in a downtown business district might not be the best choice, as these areas are nearly deserted after 5 p.m. and on weekends. However, a luncheonette that serves the workers and delivers to nearby offices could be lucrative.

Complete and sign the franchise agreement. Obtain a bank cashier check for the franchise fee. Some licensing companies accept a partial franchise fee and finance the rest. Refer to the disclosure documents for guidance. Sometimes the franchise fee or deposit is non-refundable.

Contact the franchise representative or corporate office to arrange for classes and/or on-site training. This is another benefit of buying a franchise as opposed to starting a business without any assistance.

Complete the remaining parts of your franchise contract, such as buying inventory and supplies to open your shop. If the existing franchise already has adequate inventory, then check your contract to ascertain whether there is a requirement for an initial minimum purchase, or if you can delay purchasing inventory until a later date.

Benefits of Standardized Recipes

2014-10-28T18:25:00.001-07:00

Consistent food quality

The use of standardized recipes ensures that menu items will be consistent in quality each time they are prepared and served.

Predictable yield

The planned number of servings will be produced by using standardized recipes. This can help to reduce the amount of leftover food if there has been overproduction, and also will help to prevent shortages of servings on the line. A predictable yield is especially important when food is transported from a production kitchen to other serving sites.

Customer satisfaction

Well-developed recipes that appeal to students are an important factor in maintaining and increasing student participation levels. Schools may take a lesson from national restaurant chains that have developed popular menu items consistent in every detail of ingredient, quantity, preparation, and presentation. Standardized recipes provide this consistency and can result in increased customer satisfaction.

Consistent nutrient content

Standardized recipes will ensure that nutritional values per serving are valid and consistent.

Food cost control

Standardized recipes provide consistent and accurate information for food cost control because the same ingredients and quantities of ingredients per serving are used each time the recipe is produced.

Efficient purchasing procedures

Purchasing is more efficient because the quantity of food needed for production is easily calculated from the information on each standardized recipe.

Inventory control

The use of standardized recipes provides predictable information on the quantity of food inventory that will

be used each time the recipe is produced.

Labor cost control

Written standardized procedures in the recipe make efficient use of labor time and allow for planned scheduling of food service personnel for the work day. Training costs are reduced because new employees are provided specific instructions for preparation in each recipe.

Increased employee confidence

Employees feel more satisfied and confident in their jobs because standardized recipes eliminate guesswork, decrease the chances of producing poor food products, and prevent shortages of servings during meal service.

Reduced record keeping

A collection of standardized recipes for menu items will reduce the amount of information required on a daily food production record. Standardized recipes will include the ingredients and amounts of food used for a menu item. The food production record will only need to reference the recipe, number of planned servings, and leftover amounts.

Standardized recipes should always have certain components:

Recipe title: name that adequately describes the recipe.
Recipe category: recipe classification based on defined categories, i.e., main dishes, grains/breads.
Ingredients: products used in a recipe.
Weight/Volume of each ingredient: the quantity of each ingredient listed in weight and/or volume.
Preparation instructions (directions): directions for preparing the recipe.
Cooking temperature and time: the cooking temperature and time, if appropriate.
Serving size: the amount of a single portion in volume and/or weight.
Recipe yield: the amount (weight or volume and number of servings) of product at the completion of production that is available for service.
Equipment and utensils to be used: the cooking and serving equipment to be used in preparing and serving the recipe.

Franchising : Advantages and Disadvantages

2014-10-27T17:51:00.000-07:00

Advantages of Franchising

The franchisee’s lack of basic or specialised knowledge is overcome by the training program of the franchisor.
The franchisee has the incentive of owning their own business with the additional benefit of continuing assistance from the franchisor. The franchisee is an independent business person operating within the framework of the franchise system. This provides the opportunity through hard work and effort to maximise the return from their business and the value of their investment. In all franchise networks there are three basic levels of performance, despite the fact that all franchisees are provided with the same raw material. There are the high flyers who do extremely well, having the right attitude and approach, as well as some entrepreneurial skill which enables them to make the most of their opportunities. Then there are the average performers, who operate the system and basically achieve the anticipated performance levels and in line with their expectations earn a decent living. Their attitude and approach is sound, but they lack the flair of the high flyers. Finally there are those whose performance levels are low. These are people who joined the franchise with best of intentions, but they now lack the will or the aptitude, or have changed their mind and want to get out of the franchise. They clearly made a mistake in the first place by going into self-employment, and they perhaps deluded themselves into believing that their franchisor would remove all the risk for them.
In most cases, the franchisee’s business benefits from operating under a name and reputation (brand image) which is already well established in the mind and eye of the public. Of course, there will be new franchise schemes which are in the process of being established and in which the name will not yet be well known. This is a factor to recognise and to make allowance for. Picking up a sound, newer franchise in its early stages can be a good proposition but the risks are higher.
The franchisee will usually need less capital than for setting up a business independently because the franchisor, through their pilot operations, will have eliminated unnecessary expense.
The franchisor provides the franchisee with a range of services which are calculated to ensure, that the franchisee will enjoy the same or a greater degree of success as the franchisor has achieved. These services will include:

The application of developed criteria for site selection and identification of trading location or, if the franchise is based upon a mobile operation, the area of such operation
Guidance to the franchisee to assist in obtaining occupation rights to the trading location, complying with planning (zoning) laws, preparation of plans for layouts, shopfitting and refurbishment, and general assistance in calculating the correct level and mix of stock and in the opening launch of the business.
The training of the franchisee and their staff in the operation of the business format and the provision of an operations manual with detailed instructions
The training of the franchisee and staff in any appropriate methods of manufacture and preparation
Training of the franchisee in accounting methods, business controls, marketing promotion and merchandising
The purchase of equipment
Guidance in obtaining finance for the establishment of the franchisee’s business
Getting the newly franchised business ready for trading and opened

The franchisee receives the benefit of the franchisors’s advertising and promotional activities. It is usual for the franchisee to make contribution to the funds which are expended for this purpose.
The franchisee receives the benefit of the bulk purchasing power and negotiating capacity which are available to the franchisor by reason of the size of the franchised network.
At the franchisee’s disposal is the specialised and highly-skilled knowledge and experience of the franchisor’s head office organisation while remaining self-employed in their business.
The franchisee’s business risk is greatly reduced. However all business undertakings involve risk and a franchised business is no exception. To be successful, the franchisee will still have to work hard. The franchisor will not be able to promise great rewards for little effort.
The franchisee has the services of the field operational staff of the franchisor who are there to assist with any problems which may arise from time to time in the course of business.
The franchisee has the benefit of the use of the franchisor’s patents, trade marks, copyrights, trade secrets, and any secret processes or formula.
The franchisee has the benefit of the franchisor’s continuous research programs, which are designed to improve the business and keep it up-to-date and competitive.
The franchisor assembles the maximum amount of market information and experience which is available to be shared by all franchisees in their system. This gives the franchisee information which would not otherwise be available to them because of its cost or availability. Indeed, all franchisees contribute to this common fund of knowledge and experience which is available to the whole of the network.
There are sometimes territorial guarantees in appropriate cases which protect a franchisee from competition from the franchisor and other franchisees of the franchise within a defined area around the franchisee’s business address and in the case of a mobile franchise, a defined area of operation.
The recognition by the banks of the advantages of franchise financing have resulted in lending sources and terms available to franchisees which are more attractive than those offered to a non-franchised new businesses.

Disadvantages of Franchising

Inevitably, the relationship between the franchisor and franchisee must involve the imposition of controls. These controls will regulate the quality of the service of products to be provided or sold by the franchisee to the consumer. It has been mentioned previously that the franchisee will own his own business. However, the business which they own is one which they are licensed to carry out in accordance with the terms of their contract. They must accept that in return for the advantages enjoyed by them, by virtue of their association with the franchisor, the control of quality and standards is essential. The franchisor will impose standards and demand that they are maintained so that the maximum benefit is derived by his franchisee (and indirectly the whole of the franchised chain) from the operation of the franchisee’s business. This does not mean that the franchisee cannot make any contribution, or impose their own personality on their business. Most franchisors do encourage their franchisees to make contributions to the development of the business of the franchised chain which their individual talent and qualities permit.
The franchisee will have to pay the franchisor for the services provided and for the use of the system, i.e. the initial franchise fee and continuing franchise fees.
The prospective franchisee may find it difficult to assess the quality of the franchisor. This factor must be weighed very carefully by the potential franchisee for it can affect the franchisee in two ways. Firstly, the franchisor’s offer of a business-format package may not amount to what it appears on the surface. Secondly, the franchisor may be unable to maintain the continuing services that the franchisee is likely to need in order to sustain their business.
The franchise contract will contain some restrictions against the sale or transfer of the franchised business. This is a clear inhibition of the franchisee’s ability to deal with their own business but, as with most of the restrictions, there is a good reason for it. This provision is in the contract because the franchisor will have been most meticulous in their choice of the franchisee as the original holder of the franchise for this particular outlet. Why then should they be any less meticulous with their approval of a replacement? Naturally, they will wish to be satisfied that any successor to the original franchisee is equally suitable for that purpose. In practice, there is normally little difficulty in the achievement of successful assignments of the franchised business. Some agreements provide for the payment of fees to the franchisor to cover the costs of dealing with applications and training the new, replacement franchisees.
The franchisee may find themselves becoming too dependent upon the franchisor and fail to produce the personal drive which the system provides. Some franchisees lose their perspective. They delude themselves into believing that the franchisor has a duty to be so concerned about their particular business as to ensure that it has a flow of customers and to provide a day-to-day involvement, which is inconsistent with franchising as a concept.
The franchisor’s policies may affect the franchisee’s profitability. For example, the franchisor may wish to see his franchisee build up to a higher turnover from which he gets his continuing franchise fee, while the franchisee may be more concerned with increasing his profitability, which does not always necessarily follow from increased turnover.
The franchisor may make mistakes in their policies. They may arrive at decisions relating to innovations in the business, which turn out to be unsuccessful and detrimental to the franchisee. This is why franchisors are always urged to market test innovations thoroughly in their own company-owned outlets and to be able to demonstrate to franchisees the cost effectiveness of introducing new ideas.
The good name of the franchised business and its brand image may become less reputable for reasons beyond their control.