Student Feedback ~ Fall 2010

Your mind telling your subconscious to take it easy?     -Ariadne from Inception
 

If you require assistance reading any of the menus below, please feel free to contact us at pjsreso@uoguelph.ca and we would be happy to provide an accessible menu 

 
October 7th
The Famished Farmer     menu
Food Sales $868.50, 84 Guests
The tremendous amount of support we received from our classmates was a major factor that contributed to the success of our restaurant. Having many classmates come in early to help on prep day allowed us to get all but a couple of recipes completed ahead of time, resulting in management being able to focus their attention to other areas of restaurant operation on restaurant day. The fact that we prepared line cook checklists for station set ups, an itemized prep and cleanup list, as well as a detailed floor plan with table turns and sections of even difficulty allowed our team to be very organized and helped to make the day run smoothly. The first major setback we encountered on restaurant day occurred when we received two loaves of sourdough bread for our brie melt instead of three. This forced us to substitute white bread in some of the melts, which fell apart easily and therefore negatively affected the presentation of the dish. To increase efficiency of the brie melt assembly, we could have utilized the flattop grill instead of the panini grill, which only made two sandwiches at a time. As a result, orders at this station were backed up, causing a lot of stress for the line cook. For the bruschetta dish, we did not order enough feta. Originally, we had done this to cut the cost of our cheeses, but in the end, it took away from the overall value and presentation of the dish. Due to some temperature and quality issues with a couple of our dishes, the KM was not able to adequately train some of the line cooks on their assigned tasks. More training could have eased the initial stress of some of the line cooks; however, the fact that our line cook job packs were detailed and straightforward to read reduced the severity of this problem.
 
 
October 8th
The Scotch Corner    menu
Food Sales $718.97, 76 Guests
Our critical instances included our planning of a To Do list outlining all ours tasks which helped us to manage our time better. The morning of service was not too stressful because of our pre-prep so we were ready to go just before the restaurant opened. We had simple and easy to understand explanations of what needed to be done when an order came in for their item. We also had a great team who were proactive and ready to go when they arrived. This helped with our restaurant’s productivity and effectiveness. We could have assigned tasks to each staff before our staff lunch to keep the intensity up. This would have relieved us of the heavy post-restaurant work with the dishes.  We should have paid more attention on PO as we realized we were low on a couple items, which resulted in unnecessary stress during service. We should have sent out reminders as we had tables that didn’t show up. This would have improved our food cost if all of our guests arrived.
 
 
October 12th
Travel by Appetite     menu
Food Sales $568.70, 57 Guests
The biggest contributor to the running of our restaurant was the major help and support our restaurant received from fellow classmates. Our restaurant fell on the Tuesday after the Thanksgiving Holiday, which resulted in us receiving and prepping all of our food the morning of our restaurant. Because of this, our prep list had to be and was very detailed and organized. Many people in our lab came in as early as 8 a.m. to help us with anything that needed to be done, to ensure our restaurant opened on time. Our low guest count of 57, was another critical point that greatly affected the running of our restaurant. Our restaurant started off very slow, as we had very few tables at 11:30 a.m. This led to many of our staff standing around looking for something to do. We also did not order enough tomatoes for our Bruschetta item. This led to us selling out the bruschetta fairly quickly.  
 
 
October 13th
Memory Lane   menu
Food Sales $605.10, 58 Guests
One of the critical incidences which affected the preparation and running of our restaurant was the purchase order. We could have been more thorough with checking the quantities needed and all of the ingredients needed for each recipe. The high amount of anxiety from the managers was a downside to the running of our restaurant.  It showed that we were very flustered and it gave the impression to our team that we were not confident in what we were accomplishing.  Had we been calm and less anxious, we would have been able to organize our time more efficiently.  As a management team we could have been more proactive rather than reactive.  Simon and the Sous chefs mentioned it and made the KM realize that their position as a Manager was to make decisions. Another critical incident was advertising. As a team, we overlooked the importance to advertise by word of mouth. Generalized public advertisements were found to be inadequate in getting a high number of reservations. Personalized invitations to family and friends brought a better response rate for reservations. Unfortunately, we still received a low number of reservations, which significantly affected our food cost. Lastly, our wait staff and line cooks were highly efficient in getting our menu items to the table. Our responses from the exit survey showed that customers enjoyed our product and their stay at the restaurant. The wait staff showed professionalism and confidence that helped in the execution of the restaurant.
 
 
October 14th
The Cave   menu
Food Sales $904.85, 90 Guests
One critical incident of our restaurant was our amazing lab group. Everyone was so supportive, we had so many people come help us with prep on Wednesday which was a big bonus for us the day of our restaurant.  As well, the day of our restaurant almost everyone came in before 10:30 to make sure all the prep work was done and the restaurant was going to run smoothly and on time. Another critical incident was how we underestimated how the steam table would cook our entrees.  For example, we slightly undercooked the salmon to try and compensate for the steam table, but after an hour in the steam table the salmon was completely overcooked. Although we realize this is a management course, and not a culinary course, we still chose this as a critical incident.  Also some of the sizes of portions we ordered were too small for a single serving/dish Obviously, more management calls needed to be made. We should have been able to look at a portion of turkey or at a pile of nacho chips and decide then that it is not an adequate amount per serving and make the corrections for that earlier rather than just before our restaurant was about to open or during service.
 
 
October 15th
joe   menu
Food Sales $727.91, 68 Guests
Going into service, we had a good number of reservations, but the large number of guests that did not show up (or on time) for their reservations negatively affected our performance. The hot line in the kitchen could have been set up more efficiently to streamline service and reduce traffic. This incident was alleviated during service by relocating the toasted western station from behind the hot line. The Kitchen Manager showed some signs of stress during peak service, which could have been contagious to other staff in the kitchen. The KM’s stress level was reduced once the issue with the line set up was resolved.  Some guests were enjoying their experience so much that they were reluctant to dine in the allotted flip time (50 minutes) which would have lead us into trouble if we did not have some many no-shows as we would have had to re-sit those tables. We had a high average check of $10.71, and high add-on sales (appetizers, specialty drinks, & dessert). This in turn allowed us to maintain an adequate food cost percentage despite our high number of no-shows.  
 
 
October 18th
The Sun Sets in the West    menu
Food Sales $622.12, 65 Guests
We were very thankful that a lot of students from our class were there to help us on our prep day and the morning of our restaurant. One critical incident was the errors on our P.O. We had a lot of buy back items that were unnecessary for us to order such large quantities in the first place. Mistakes in the back of house were also very detrimental. Instead of solely relying on the line cooks to determine the number of orders left of each item, the kitchen manager should have personallyvisited each station and checked the fridge to confirm the numbers. We ran out of two signature items on the menu, and at the end of the day, we found many orders of the items in the fridge untouched. Communication among the managers was also lacking.  We could have used more updates from the front of house as to when tables were being seated and the current guest counts. The manager also could have communicated the complaints about the food. For example, when someone complained about the fries being undercooked, the kitchen manager could have fixed the problem, however it was never communicated to the back of the house. Another critical incident was that management needed to deliver more excitement and enthusiasm to the staff the day of the restaurant.  This could have been due to the fact that we were all slightly nervous, but this could have suggested to some customers that not everyone was enjoying themselves and the job.  More team spirit from the management team would have greatly altered the ambience that day. 
 
 
October 19th
Global Tastebuds    menu
Food Sales $829.50, 80 Guests
The main contributor to the success of our restaurant was the support and assistance from our staff! We received help on our preparation day and on the actual day of our restaurant all of our staff came prepared for their assigned duty and in proper uniform. Also, many people arrived early to assist us in the final preparation stages, which allowed us to get everything finished in a timely fashion. We greatly appreciated the positive attitude and teamwork among our staff because it contributed to the positive atmosphere in the kitchen and on the floor. A major setback for our restaurant was the time in which we opened our restaurant. Due to the amount of reservations we had right at 11:30 we should have opened earlier, but we held off because our Moroccan chicken was not finished cooking.  Although the chicken was put in at the proper time, it took a lot longer than anticipated. Seating a few guests a little bit earlier would have prevented the major rush we experienced. Another factor, which could have been improved, was thecommunication between the managers. This communication would have allowed for a stronger connection between the front and back of house, resulting in a smoother running operation. On a positive note, our add-on sales, which included appetizers, desserts and specialty drinks, contributed 30% to our food sales. This greatly enhanced the success of our restaurant as it increased our overall food sales and decreased our food cost percentage. Our final critical incident was the positive feedback we received about the food and the overall restaurant itself. Guests seemed to thoroughly enjoy their lunch and everyone had an enjoyable experience without the added airfare. 
 
 
October 20th
Se7en   menu
Food Sales $799.35, 80 Guests
A major factor contributing to the success of our restaurant was due to the substantial amount of time management and organization we applied to all aspect of running our restaurant. Through the use of lists being emailed between the managers, we were able to maintain on top of the workload and create an organized system for preparation. We used strategic planning for the selection of job rotation. We carefully evaluated, planned and selected our classmates for each job in which we believed they would excel and improve the dynamics and flow of our restaurant. Each individual was placed in a position where they would be able to demonstrate their strengths and capabilities. We held a service meeting on the morning of with Front of House staff to introduce our theme, menu, idiosyncrasies, specific expectations and standards that were expected to be executed. Communication between the management team was a major issue. There were times where information was miscommunicated and confusion occurred, especially in regards to item counts. Management could have been more assertive and made management type decisions when needed.
 
 
October 21st
The Ponderosa Ranch    menu
Food Sales $947.80, 89 Guests
There were several key factors that played a critical role in the overall development of our restaurant.  There were a few main aspects that contributed to the success of the restaurant.  The first was the help and support from our awesome classmates.  Approximately ten people came in on Wednesday for prep and were enthusiastic about helping us succeed.  During the actual running of our restaurant the majority of our classmates were extremely positive, helpful and dedicated. They were proactive, asked thoughtful questions and the class worked as a team to help each other out!  Second, the wait staff did an excellent job at up selling making our add on sales (appetizers, dessert & specialty drink) contribute to approximately a third of our sales.Despite the overall success of the restaurant there were several incidents that could have been improved upon to increase the day’s overall efficiency. Approximately one third of our reservations were for 11:30 (including a table of 14), creating an enormous rush that occured right at the opening of our restaurant. When the kitchen received so many orders in such a short period of time some line organization flaws were revealed.   The chicken sandwich and the nachos proved more difficult to assemble in a short amount of time than we originally thought. We should have pre-assembled these items, as it would have saved us time, disorganization and stress when the orders came in. Furthermore we could have used our prep time slightly more efficiently to cut and pre-portion things like the ham. As well our overall restaurant day would have benefited from more training time for those on the line, having a more extensive explanation and demonstration would have eliminated some stumbles we had in the first fifteen minutes of service.
 
 
October 22nd
The Comfy Kitchen    menu
Food Sales $849.25, 84 Guests
Our major critical incident was our Purchase Order which affected the food preparation.  A few key ingredients were missed and as a result we had to purchase last minute additional items.  We should have been more thorough while preparing our Purchase Order to ensure that we had all the necessary ingredients for our recipes and the right quantity for our projected menu mix.  Overall management communication during the day’s service was not effective which resulted in confusion among Front of House staff.  Near the end of service, communication between front and back of the house became inefficient and disorganized when menu items started selling out.  Another key issue was staff training.  Although detailed job packs were distributed to all employees, it came to our attention that not all of them were read thoroughly.  Pre-service organization in the back of the house was rushed; leaving a few items to be prepped too close to service. Despite this minor set back, kitchen service ran smoothly once orders started coming in.  Overall, we had a high sales and an average check of $10.11 even though our specialty drink was not as popular as we had anticipated. 
 
 
October 25th
Lights, Camera, Food!    menu
Food Sales $832.67, 83 Guests
Because our restaurant was sold out well ahead of time, we were able to spend lots of time and attention on planning the seating plan. Any cancellations that occurred that morning were fixed right away and we were able to seat our guests efficiently. Also, the floor manager and general manager informed each other and the Kitchen Manager every so often about the number of parties arriving at the next seating as well as the open menu counts in the dining room. This good communication between managershelped the kitchen know what to expect. Another thing that helped things run smoothly was the general manager kept a careful watch and helped the servers keep on top of their duties. This ensured the servers did not forget anything or make any mistakes.  We ran into a couple problems leading up to service, during prep time. The first problem was the students in charge of blanching the fish didn’t follow all the instructions properly and the fish had to be re-blanched which set us back a bit. The other incident was that our dipping sauce for the onion rings was too spicy, so we fixed it quickly before service. The Kitchen Manager forgot to communicate the dipping sauce change with the General Manager, so the servers along with the guests were unaware of this change.
 
 
October 26th
Tastefully Gryphon    menu
Food Sales $684.15, 72 Guests
Our servers did a great job up-selling the specialty drink and burger, as we were able to sell the maximum of both. This resulted in higher average checks and operating profits, as the burger was one of our most expensive menu items. Another positive critical factor was purchasing more fries before they were needed. The kitchen manager was constantly aware of items that were low and was able to anticipate that we would run out of fries. Catching this potential issue before it became a problem and held up service was invaluable. One of our main negative critical incidents was the portion size of our dessert. Although delicious, the cheesecake slices were too small. We also should not have served them on such large plates, as this made them seem even smaller. When customers saw the portions being served to other customers, they were not impressed by the value for $3.25. As a result, dessert sales were very low. Another negative critical incident was the overuse of the oven. The Bruschetta and BBQ chicken pizza were supposed to be the only two items requiring the use of the oven during service. However, our burgers were not fully cooked in time and needed to remain in the oven during the restaurant’s operations. As well, the Quiche was taking up space in the oven for the first 10 minutes of service.
 
 
October 27th
The Empire Plate    menu
Food Sales $893.73, 87 Guests
The first critical incident for running our restaurant was our good team work and communication. We were all organized and fit for our different positions and we were still there to have each others’ back. This greatly contributed to the smooth operation on the day of our restaurant. One negative aspect of our preparation was our purchase order.  We did not spend enough time going through the order and this greatly affected our receiving day. Furthermore, our group was not very familiar with many of the recipes. This caused the preparation to take longer than necessary and increased our reliance on the TA’s for the flavouring, particularly of the soup. Another positive critical incident was the simplicity of our menu. We chose recipes that would be easy to cook, enjoyed by many people, and had a quick execution time. Finally, our overall success was boosted by the amount of covers we had. This was due to our marketing efforts. We spent a lot of time reminding friends to attend, checking up on reservations, and handing out flyers at the previous week’s restaurant.
 
 
October 28th
Phantome Feast    menu
Food Sales $759.30, 77 Guests
We had so much support from our classmates during the prep day and the day of our restaurant, and due to our management teams great organization with prep lists and detailed job packs, we were able to assign everyone prep jobs, which helped us get the kitchen organized effectively and efficiently. Also due to our organization, we had a good amount of time to train all of our staff adequately, which contributed to the smooth flow of our restaurant. What also contributed to the smooth flow of our restaurant was the great communication among our managers. The KM and Expo often seen the FM and GM in the kitchen and were able to help communicate which items we were running low and which items to push, to the servers. Things we could have worked on were more careful planning of our menu items, as some of our items conflicted, and were too similar, such as the turkey club and chicken salad sandwich. Since these items were too similar, we sold a lot of one but not much of the other. Also, we ordered too much of some ingredients and had a lot of extra portions for some menu items, which contributed to a higher food cost. This could have been avoided with more careful planning when making our standardized recipes and during our lab conference.   
 
 
October 29th
Breakfast at Tiffanys   menu
Food Sales $792.60, 87 Guests
We began the project by designing a menu based on a breakfast theme, requiring large amounts of last minute cooking.  This, in and of itself, was not problematic; however, when creating the individual dishes, we did not consider the need for simplicity and ease of duplication.  As a result we planned out a menu with excessively complex dishes, some with multiple sauces.  While the menu was simplified as we progressed through the project, we left ourselves with a very time-consuming prep list, thus adding to the volume of work we had to complete on both the Thursday and the Friday.  This was a contributing factor to the severe time crunch we experienced when opening the restaurant. The most significant contribution to the operation of our restaurant was our execution of the second conference.  We failed to realize how crucial the conference was to the future success of our restaurant.  While we managed to produce fairly desirable products, our lack of diligence when measuring the ingredients effectively limited our flexibility when it came time to complete the purchase order. When completing the purchase order form, we opted to divide the work based on the menu items, due to restricted group availability and an inability to recognize the significance of the process.  As a result, our ability to prepare for and operate the restaurant was compromised. That said, on the day of the support of our fellow classmates was also essential in the preparation for our restaurant.  Some exceptional people showed up to help us on the day prior to our actual operation date.  There were also many of our classmates who came early on the morning of to assist with the remaining prep work that had to be completed.  Without the help of these individuals, we would have struggled to complete the work necessary to punctually opening the restaurant.  This has caused our group more committed to continuing to offer our help to the other groups.
 
 
November 1st
Garden Picnic    menu
Food Sales $687.62, 71 Guests
It is very important we first thank our class for the contributions they have made to our restaurant.  It is needless to say that without the help of our group, our restaurant would not have run as smoothly as it did.  Various problems occurred throughout the operation that hindered the efficiency of our restaurant.  Firstly, our reservations were at 90 guests, however as the service went on, many of our reservations were no-shows.  This could have been prevented if we were to call or email our guests reminding them to attend our restaurant.  In addition, customers complained about our pasta sauce being too bland.  This mistake should not have occurred if we were to taste our food sufficiently to ensure the pasta would have enough flavour.  Lastly, countdowns for various menu items were not communicated properly between kitchen manager, general manager and servers resulting in confusion in sales.  This could have been solved by simply more efficient communication along with a physical check from the KM to ensure the exact amount of  items left.
 
 
November 2nd
Saturday Night Flavour    menu
Food Sales $766.74, 87 Guests
The biggest contribution to the running of our restaurant was the help and support of our lab group; many came in early to help before our restaurant, as well as during service when anyone was struggling. They provided a phenomenal amount of support that was integral to the running of our restaurant. Although during prep our communication was lacking, during the actual running of the restaurant, our communication improved drastically and allowed us to control all aspects of the restaurant. Another critical instance was the lack of organization on our prep day. It carried into our restaurant day and contributed to a lot of unnecessary stress. If our planning and time management had been better, we could have anticipated problems before they happened and could have been more proactive in dealing with issues that came up later on, or avoided the problems altogether. Directly related to that is the failure of our dessert. Had we planned our time better, we could have finished our brownie on our prep day, rather than waiting until the morning of our restaurant to bake the batter. We would have avoided the problem and not have had to change our menu last minute. Lastly, although we did have a food cost lower than 45% and a guest count of 87, our food sales were low in comparison to PJ’s average RevPASH for that guest count. Our soup and dessert sales were not as high as we anticipated, and we had to lower our dessert price at the last minute. We believe that if we had decided to go with another appetizer, as opposed to a soup, we may have been able to upsell more. Our add-on sales and RevPASH could potentially be higher.
 
 
November 3rd
The Confidential Bistro    menu
Food Sales $783.17, 82 Guests
One of the key factors in the success of our restaurant was communication, vertically as well as horizontally. Horizontal communication between management was very important in the success of the service. We kept each other informed of issues and other management decisions during service, this made us a very effective management unit. Vertical communication between management and staff was very important as well, especially due to how busy we were at the beginning of the restaurant. Without such an amazing lab group we would not have been able to pull this off. Another key factor was our price sensitivity right from the beginning. When we selected menu items and recipes, we kept cost in mind and tried to balance our menu with expensive items in some dishes and other very cost efficient dishes. Therefore, allowed us to have a very good purchase order form. When filling out the PO, each of our management team specialized in a few recipes and ordered all ingredients for those recipes. Then had the other team member’s double check the order, which allowed us to have the right amount of all ingredients and divided the work evenly. Key factors that could have been improved were time management for “morning of” prep. We should have had a list of times we wanted things to be finished by so we could track our progress and see if we were on schedule instead of a list of times to start items. Another factor was that we should have used the available resources better (the sous-chefs) and asked more questions. If we had asked more questions we could have eliminated a large problem with our pasta dish on the day of. They would have been able to explain to us how to do it differently before hand so we would have a better quality product to serve.
 
 
November 4th
The Sultans Table    menu
Food Sales $939.82, 80 Guests
The greatest single contributor to the running of our restaurant was the remarkable amount of support we received from our classmates. Since many came in to help us on prep day, and even more came in very early on the day of our restaurant, we were able to complete all necessary pre-opening tasks in such a timely manner that we were able to open early.  Detailed job packs ensured that all employees were well prepared and aware of exactly what they needed to accomplish; this in turn allowed for smooth running of our restaurant. Our menu was designed for fast service as all items were quick and easy to assemble, which greatly supported our Kitchen Manager’s ability to send out all orders efficiently. One setback we had was with the consistency of our product. The presentation of our lasagne was not consistent as the heat of the steam table prevented the cream based sauce from setting properly. Our pizzas were also not consistent as some looked full and others were below our standards. One way to prevent this would have been to perform more thorough quality checks before service to ensure consistency of our menu items.
 
 
November 5th
Flavour     menu
Food Sales $881, 89 Guests
Our first critical incident was making our purchase order. We had trouble visualizing and estimating the quantity of our meat products. Had we stuck with the original P.O. before our conference 3 we would have only been able to feed about a quarter of the guests. Our second critical incident was our proactive managing before the day of our restaurant. We were able to foresee potential problems and work out the kinks before we even stepped foot in the kitchen. The third critical incident was the staff that came in early to help with prep. They were very well organized and worked efficiently. This allowed us to open early, which set the tone for the whole afternoon. Our fourth critical incident was our training. The day of the operation, our whole staff was open to ideas and were assertive for training. They were flexible and executed their jobs with confidence. Our last critical incident was our reservations. With 89 guests, it increased sales overall, which eventually impacted the food cost percentage and add-on sales.
 
 
November 8th
Spacebound    menu
Food Sales $728.66, 78 Guests
In terms of critical incidences, our first biggest mistake occurred during our Friday prep day when we did not effectively read the standard recipe for the Rosemary Vanilla Chicken. Our prep list had to be revised and we ordered more chicken so that we could re-make the item on the day of our restaurant.  However, it did not arrive early enough on Monday morning so we had to totally scrap the item from our menu. Secondly, there was some confusion about our recipes when we did our PO meeting. As a result, we should have looked at our recipes and serving sizes more carefully when planning the PO. Thirdly, during prep day, we added too many spices to our spaghetti sauce. The morning of our restaurant we had to order another half can of tomatoes to tone down the spiciness. We would have saved ourselves time if we tasted the sauce before adding all the spices, and fixing the sauce on prep day instead. The KM should have also kept a closer eye on food counts. If she had kept an on-going list she would have been quicker at letting the GM know what food was left. The GM then could have passed on the message to the servers, and would not have had to apologize to any guests because their order could not be fulfilled.
 
 
November 9th
Ski Chalet    menu
Food Sales $747.85, 87 Guests
 
 
November 10th
Twist    menu
Food Sales $912, 91 Guests
Our first critical incident was the planning and organization of conference dates and deadlines. We missed the first conference because of writing down the wrong date. Our marketing strategy of using Facebook and personalized invitations to faculty members resulted with a great turnout of 91 guests. We motivated our servers to upsell the appetizers, specialty drinks, and desserts by awarding the highest seller with a gift card. The successful execution of the restaurant day was due to assigning and delegating each classmate a job in which we knew they would excel at.
 
 
November 11th
Into the Wild     menu
Food Sales $938, 88 Guests
Our most influential critical incident was the amazing support we received from our fellow classmates on the day of our restaurant. An overwhelming number of classmates came in at 8:30AM on Restaurant Day to help and because of their diligence all prep work was completed in time and we opened on schedule. During service they handled their jobs phenomenally and were crucial to the successful operation of our restaurant. What allowed for this was our arrangement of the job rotation. Careful, strategic thought went into the job assignments so that each student’s position reflected on their strengths. In order to boost food sales we used inside marketing such as table tents and up-selling. The servers were thoroughly trained on the menu items they should up-sell and this was reflected in the sales of such items like our signature drink, which sold out. As a result of effective inside marketing and keeping the servers well informed of the menu count throughout service, we were able to sell out of many items and attain high food sales. Although there were several positive critical incidences for our restaurant, we did have a few critical incidences that impeded the smooth running of our restaurant, which we call the “Grand Slam”. The majority of our reservations came in within the first hour of opening which led to a rush of orders coming in and put excessive stress on the kitchen to have all the food items ready at once. Another incident involved our Shrimp Curry entrée. The unexpected popularity of our Shrimp Curry entrée caused a bit of a hold up in the beginning of service. While it did require more work than simply placing food on a plate, and was the most labor intensive entrée on the menu, we tried to have as much of the work for this dish prepped ahead of time. Despite these efforts, the entrée was simply in too high of a demand for our line cooks to quickly prepare as many as needed without causing a slight delay.
 
 
November 12th
The Black Pearl    menu
Food Sales $787.51, 79 Guests
The Black Pearl was a success thanks to the efforts and cooperation of our classmates. It was the team spirit and hard work of our staff that allowed our restaurant service to run smoothly. Communication issues affected our incorrect countdown of entrees. We had some confusion in keeping track of the amounts left. An example is that we ran out of sauce for a stir-fry and decided at the last minute to make a single serving of the sauce to complete the dish. Another critical incident was the organization of duties on the morning of our restaurant. Although we did have a plan in place, it was not effective in controlling the kitchen atmosphere and some people were confused about their task. Our chocolate mousse (dessert) and speciality drink sales sold very well because of successful up selling done by our servers. 
 
 
November 15th
Off the Eaten Trail    menu
Food Sales $720.56, 81 Guests
Great teamwork on the line.  When one station received many orders at once, several line cooks jumped in to assist and get the job done quickly and efficiently.  This improved how smoothly the restaurant ran and contributed to the maintenance of the average line time of 7 minutes. Strong communication between front of house and back of house, which specifically  prepared the kitchen for the large rush of customers at 12:30.  Also, the floor manager regularly communicated open menu counts with the general manager.  This was directly communicated to kitchen staff (expo, GM, line cooks, dishwashers, etc.) to improve their performance by increasing their knowledge of front of house circumstances. Specialty drink and Dessert conflicted since they both were served with ice cream.  Our specialty drink sales were extremely low (12) and our dessert sales were moderate (24), which resulted in lower food sales and therefore higher food cost (before buy-backs).  If we had chosen a specialty drink that was less ‘dessert-like’ without ice cream, we may have sold many more.  Chances are that guests who ordered a specialty drink would not have ordered a dessert because they were too similar.
 
 
November 16th
West Coast Bistro    menu
Food Sales $837.94, 87 Guests
A major contributing factor to the success of our restaurant was our incredibly helpful staff! All of the tasks that needed to be completed in time for service were accomplished because we had a lot of hands helping us out. They provided us with outstanding support. A factor that weakened the effectiveness of our restaurant was our purchasing. Throughout prep and service day we had a lot of items that we needed to buy more of because we underestimated the amount of product that we needed. During service we had some difficulties with portioning. The salad and potatoes that went along with our chicken entrée were portioned incorrectly and we ran out of these items. We ended up purchasing more spinach and making more salad during service. We had to substitute the potatoes with fries and this had to be communicated to all the servers so they could inform our customers. This whole process complicated the ordering process and caused a bit of confusion with the front of house staff. Our final critical incident that greatly effected out restaurant was communication between front of house and back of house. There were some miscommunications with the countdowns for some of our menu items.  We needed more clear and frequent communication between managers to help the flow of our restaurant go more smoothly.
 
 
November 17th
Marvel-ous Dishes    menu
Food Sales $915.91, 85 Guests
The major setback to the operation of our restaurant was our purchase order form. We should have reviewed it to make sure we ordered enough of everything. In the end, a lot of ingredients had to be ordered during service to make up for this lack of preparation.
 
 
November 18th
Yiamas    menu
Food Sales $871.74, 83 Guests
Critical incidences that affected the running of our restaurant included great communication between managers and staff in general. Everyone was made aware of what was happening as it happened, and this helped for our restaurant to run efficiently. Another important incident was that our group members got along and worked well together, this had the effect of solidifying our management as a team, rather than just three individual managers. Organization including lists of prep work, opening duties, closing duties, table maps, and floor maps of the kitchen were essential to keeping everyone informed about how and when things needed to get done. Marketing was very important to how effective our restaurant was. We advertised through Facebook and personally to friends and family to ensure that we were sold out well ahead of time. Having enough guests was critical to running an effective operation and getting an acceptable food cost. A final critical incident was support from lab members who came in both Wednesday and early Thursday to help prep, as well as being incredibly focused on the jobs they were given and doing them to the best of their ability, making sure that everything went well.
 
 
November 19th
Aprodisiac    menu
Food Sales $839.63, 71 Guests
The first critical incident of our restaurant was the tremendous amount of help we received from our classmates. We had several people come in on our prep day, which helped us complete some of the time consuming recipes and tasks. The help continued onto our actual restaurant day. Their positivity and eagerness to help gave us, the management team, time to delegate, manage and oversee the entire restaurant rather than just specific recipes. Going hand in hand with our helpful classmates, was our detailed and organized prep list. Our KM went to see Simon several days before the running of our restaurant to confirm which recipes could be completed the day before, day of, or on either day. This allowed for better time management and organization so that we knew that we were working in a timely fashion towards the opening of our restaurant. Knowing that we were down in numbers during service, we instructed our servers to push certain items to increase food sales. We also provided the servers with specific phrases to say and strategies for up-selling. Because of this, guests were more inclined to buy an item- for example our Bailey’s Chocolate Mousse, increasing our food sales and making up for the 20+ no shows. The last critical incident of our restaurant was our concern for selling items back instead of using what we had already bought on our P.O. We were cautious of using up all the ingredients we received, in hopes that we would be able to sell them back and decrease our food cost. This mindset, however, might have cost us the extra bit in food sales, as we sold out of one dish, that could have been prevented had we used up all of the ingredients we had bought.
 
 
November 22nd
Euro Trip    menu
Food Sales $964.26, 96 Guests
Our Job rotation was very important for having the restaurant run smoothly, by placing people where they had experience truly helped us to have a successful day. All of our staff members put forth amazing effort. Another critical incident was the reservations. Over the weekend before our restaurant we had 81 reservations made. This added extra work and pressure to the morning of the restaurant.  Another instance that could have been avoided was our time management. We could have been more organized for the prep day on the Friday by having more people help, and also on the day of the restaurant have people come earlier. We could have done this by sending out e-mails a couple days before, asking for help. An important critical instance was our sales, which were very high at$ 964.26. A key component of our high sales was due to our servers up selling our dessert and specialty drink.  A key critical instance was handling the purchase order. Our original purchase order had many costing errors which we realized after the meeting. We decided to revise our order which cost us marks, but it allowed us to have everything we needed for the day of our restaurant. Without doing this our restaurant would not have gone as smoothly.
 
 
November 23rd
Fireside Flavours    menu
Food Sales $859.80, 84 Guests
Firstly, great communication between the managers was evident during the entire project. We helped each other solve problems, were able to answer important questions immediately when asked, and knew our roles well enough to be able to help all the staff that had questions. Our classmates remained positive, asked questions when needed, and cared about the success of our restaurant. Although our restaurant was successful we did experience some places where we could have been more organized. For example, on our prep day, a classmate had cut tomatoes for our bruschetta. However, on the restaurant day we had forgotten we had done this task and purchased more tomatoes unnecessarily. Another example of where more organization could have been required is on our prep day. We had high expectations of what we could accomplish and were nervous when we were not able to complete all of these tasks. Although we were able to complete these tasks on the restaurant day, we could have changed the order on our prep day so that food items that should have been done the day before were completed, and items that could have waited to be prepared the day of service were left until then. Lastly, we should have taken advantage of our ability to use up all of the food in the fridge. We had a considerable amount of buy back that could have been decreased if we had of improved our product instead.  
 
 
November 24th
Paris, Je T’aime   menu
Food Sales $941.10, 86 Guests
We had a few critical incidents that we should have worked on well in advance before the day of our restaurant. Our first critical incident was that we should have worked more as a team rather than not working together and letting others take the lead. If we would had a stronger team effort and better communication we would have avoided some of the problems we had. One of the problems we had that turns out to be our second critical incident was our Purchasing Order. Instead of going through our purchase order together and well in advance as a team, we had many mistakes in our conversions and unfortunately had to re do it numerous amounts of times that cost us time and marks. This leads to our third critical incident which was timing. Time is of the essence, especially the prep day and the morning of your restaurant.  Because we did not complete our purchase order correctly our prep day was not as effective as it should have been and a lot was to be done the morning of which took a lot of time. The morning of we did not hit the ground running as we should have and we cut it very close to 11:30am.  One major incident that threw us off the morning of was our Crème Brulee did not bake correctly the morning of our restaurant. Because we did not edit our recipes thoroughly we missed instructions as to how they should be cooked and this cost us time and money. Sort of leads back to the team work issue; if we all went through everything together we would have caught that mistake and fixed it well in advance.
 
 
November 25th
Explore   menu
Food Sales $889.99, 87 Guests
We had timelines written for our preparation day and the day of running Explore to ensure things were done in a timely manner.  The timeline was a very useful guide and we were able to accommodate necessary changes. The kitchen manager had a very organized binder that was easy for all the managers to follow.  The floor manager had a well-organized floor plan that was easy for servers and hosts to follow.  We were successful in marketing Explore and getting people in the door.  We predicted that there would be several no shows the day of Explore and therefore understood the important of a high reservation count.  We found Facebook was a great tool, especially when used to personally message people. On the day of the restaurant, we focused on management and delegation instead of hands on tasks.  We understood what was going on at all times and therefore were available to prevent, answer and solve problems as soon as they arose.  
 
 
November 26th
Home for a Rest    menu
Food Sales $925.35, 86 Guests
We ran out of items during our preparation day and had to order more. We shouldn’t have treated our Purchasing assignment as a math test , it is important to do what make sense. Our classmates were a great help during the food preparation as well as on the day of. We couldn’t have done it without them and this was another major contributor to the success of our restaurant. The outcome from our organization was extremely positive as it relieved a great amount of stress the day of.  Our group was also very persistent in attracting customers, we were determined to reach 90 reservations and we did. We made sure to follow up with our guests and this helped keep us above 80 reservations. Communication between the front and the back of the house was exceptional. The KM updated the GM on what items needed to be pushed. This information made its way to the FM and servers, which increased our sales generating more profit and reducing our food cost.
 
 
November 29th
Platform 9    menu
Food Sales $753.05, 74 Guests
We should have been proactive towards our restaurant as opposed to being reactive. We essentially should have made more used of the time to prepare for our restaurant than to pick up mistakes and improvements before they happened. If we had beenmore organized towards our timeliness, it would have benefited our restaurant. Another setback we encountered was not prioritizing our duties; management should have been more attentive to kitchen operations and preparation whereas focusing on other tasks that were not as pertinent to our restaurant operations, this was due to lack of communication. Ultimately if we had prepared a better purchase order we could have saved a lot of time and planning towards the restaurant. We treated the purchase orderas a math equation instead of a realistic grocery list. Overall, we feel that the restaurant was a success in the sense that many of the guests enjoyed the experience and quality of our food along with staff members who posed as an asset towards the operation of our restaurant.
 
 
November 30th
Rydell High    menu
Food Sales $942.47, 90 Guests
Our restaurant would not have been a success without the constant and clear communication between our management team. Right from day one of the course, we met as a team to complete assignments and tasks together rather than individually. This had a huge impact on our readiness for our restaurant day, as we were always on the same page and aware of what should be done. Our preparation for and actual restaurant day would not have run as smooth if it weren’t for our amazing teammates. Everyone was pleasant and enthused about our restaurant and this was shown in their determination to pull together as a team and work so efficiently. The flexibility of our management team was crucial on our restaurant day, as we were able to think on our toes when decisions needed to be made. We were able to handle unanticipated situations quickly and professionally.  Throughout both the prep day and restaurant day, we constantly tasted our menu items. This ensured that the quality of our food was up to par with our restaurant standards. Lastly, the success of our restaurant relied heavily on our effective marketing. We created several promotional items to market our restaurant, which helped us to reach a guest count of 90 people and sell out. We followed up on reservations several times during the week of our restaurant to make sure people were reminded of the day.
 
 
December 1st
Canadian For A Cause    menu
Food Sales $861.60, 83 Guests
Our top critical incidence (an event that helped with the success of our restaurant) was the fact that we were very organized right from day one. This helped to reduce the stress on all aspects of planning and executing our restaurant. Although we were one of the last restaurants this semester we were very proactive all semester in organizing checklists and asking many questions to ensure the day would run smoothly. During the prep day and the day of the restaurant, we had to order more items to meet demand and/or to improve quality, and were able to do so before we ran out of things to avoid problems. Being the second last restaurant was not always ideal but it gave us the opportunity to learn from the previous groups. Not only were we able to gain insight on what worked and what didn’t, our lab members also were more experienced and knowledge than the beginning of the semester. Since the goal of our restaurant was to gain donations for the AIDS Committee of Guelph, we gained the attention of the University Communications Coordinator and the United Way of Guelph, early in the semester. An article was written featuring our restaurant and was on the front page of the University of Guelph website for a week and on the screen in MACS for over a month. This really helped us get the word out about our restaurant and helped to generate reservations.
 
 
December 2nd
Frosty's Cabin    menu
Food Sales $843.35, 82 Guests
One of the main contributors to the running of our restaurant was all of the help we received from our classmates on both our prep day, and the morning of our restaurant. As a result of this we were able to complete all of the things on our prep list as well as some of the items on our restaurant day to do list. Unfortunately we had quite a few items on our menu that had to be cooked just before service. As the morning of our restaurant progressed, more items were being prepared all at once making communication between each student and the KM strained. The strained communication and some discrepancies in our recipes resulted in errors being made in some menu items. Because we were the very last group of the semester, we were able to do ample preparation and met very frequently throughout the semester to do as much planning and marketing as we could. Lastly, we received a lot of positive feedback from our guests regarding both the quality of the food, the ambiance and comfort of the dining room, and the friendliness of our wait staff. We feel this to be an important incidence because, it shows that although the restaurant may have had a rocky start, we were still able to provide an enjoyable experience to our guests and ensure that any trouble occurring behind the scenes was undetected by the front of the house.