Student Feedback ~ Winter 2010

We should be up and running in say... six to nine months. 
Sixtynine months!? 
No, six *to* nine months. 
-Skipper and Alex from Madagascar 2

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

February 4th
A Night in Paris (fine dining)     menu
Food Sales $2052, 57 Guests
Our fine dining event ran very smoothly, this was probably due to our organization. We did, however, have a few issues with the floor plan. As we were setting down the floor plan, we had multiple changes and had to rearrange the room, and then seconds before the doors opened, we had a guest show up when they said that they were not going to, and as a result we had to place a table down before having people enter the room. We were able to take care of this matter quite smoothly. Our purchase order had minimal problems, and was key in helping us to run a smooth event. We were also very fortunate in not having any Plan B’s (allergies, etc.) At the end of the event, we had a few comments on the taste and temperature of two items on our menu; however, guests were still happy with how the night went.
February 9th 
Atlantis   menu
Food Sales $875.95, 78 Guests
The lack of communication between the KM and the line cooks created a confusing working environment which led to a lack of communication among the managers as a barrier in running a successful restaurant.  The organization at the event was also overlooked since managers were working their own pace. This is also because there was a sudden increase of customers overnight which cause a lot of last minute preparations. Yet we were still able to accommodate all the guests with very little wait time.  Looking on this past experience, there was a lot of things the management team could have been proactive than reactive such as spending more time on our purchasing and portioning of our food. Lastly, the success of our menu design in advertising our signature items became a very popular order which led to the item sold out after 30 minute of our restaurant which we did not anticipate.
February 10th 
The Golden State    menu
Food Sales $963.75, 91 Guests
A few days before our restaurant, we met with the TA and discussed the preparation that was needed to be done on the days leading up to our restaurant. We formulated a great prep list with everything that needed to be done on our prep days. We reviewed the lists and recipes before every prep day, to ensure correct and accurate calculations so that on the next prep day, no time was wasted. This enabled us to get the majority of our preparations done even before the actual day of our restaurant, leaving time for organization of staff. During our restaurant, all three managers had great communication, which helped us to stay calm and stay on top of food count. Our job packs were very detailed, ensuring that when people came to lab they knew what they were to do prior to talking to the mangers. All our staff read and understood the job packs before as well, which was extremely helpful. We had a phenomenal amount of support from our peers, especially on the day of our restaurant. This was really helpful because this freed up our time for other pressing issues. One setback we had was that our steam table layout had to be re-arranged only twenty minutes before service causing slight confusion in the kitchen.
February 11th 
Cedar Lodge   menu
Food Sales $986.52, 90 Guests
We were very prepared in terms of the kitchen and what items needed to be prepped on Wednesday and what items needed to be prepped on Thursday. This is thanks to our KM who met with Cindy a few days before our restaurant and ensured we understood what the line needed to look like for Thursday’s lunch. Organizations and communication between on management before and during the running of the restaurant was excellent. Both front and back of house ran very smoothly with great quality food coming from the kitchen. Our job packs were very detailed and organized and as a result, staff were very knowledgeable about what we expected from them. This helped service to flow smoothly and with our idiosyncrasies in place
February 11th
Dionysus (fine dining)    menu
Food Sales $2088, 58 Guests
At Cindy's suggestion we divided our 8 BOH staff into 2 teams. Team A responsible for courses 1, 3 & 5 and Team B responsible for courses 2, 4 & 6. While one course was underway, the opposite team was prepping for the next course and doing the dishes. This worked out really well because there was no confusion as to who was doing what and it also prevented dishes from being piled up too high throughout the night. Each team knew at what time everything had to be ready and how much time they had to set up and prepare, along with what they needed at their station to execute the dish. We made a separate prep schedule for the day before and day of our restaurant and got as much done as we could on Wednesday. This gave us more than enough time to prep the day of our restaurant and helped reduce our stress level. Having our restaurant sold out well before the day of our restaurant meant that we could get our floor plan done ahead of time. We also confirmed the first names of all of our guests. This helped the servers serve each course, particularly since we knew who our vegetarians and those with allergies were ahead of time. There were a few times throughout the evening when the servers were standing around not doing anything. Our FOH managers should have been more on top of this, instructing them on things to do as staff standing around does not look professional to guests and can take away space the BOH and managers need. Towards the end of the evening the servers did not hand out bills promptly enough which meant that the payment transactions and cashing out of bills took far too long and therefore guests, staff, and instructors were at the restaurant far too late.
February 12th 
Asterius Bistro   menu
Food Sales $827.20, 80 Guests
It would have been impossible for our restaurant day to be a success without the help of our classmates. The students that came in Thursday morning to help with prep were greatly appreciated. The multiple items that needed to be prepped for Friday would have been unattainable without their help. The willingness of people in the lab to help with any task given on Friday, as well as their positive attitude, is the reason our restaurant ran smoothly.  Communication between group members is essential weeks before and during the service of your restaurant. This is a group project that cannot to complete by one person. Meeting at least once a week ensures that everyone in your group is on the same track. Meeting also ensures that designated tasks are being completed correctly and on time. Our group found it really helpful to calculate the actual quantities of each ingredient in each recipe to make it produce the numbers determined in your menu mix. By writing the quantities beside each ingredient on your recipes it helps with organization and efficiency on your prep day.
February 23rd 
Taste of Europe    menu
Food Sales $677.95, 61 Guests
We had a lack of communication between managers which affected our restaurant. The day of service the front of house managers were not communicating with the Kitchen Manager. It would have been helpful if the FOH managers updated the BOH when the restaurant opened, when big tables sat, and when the last table had ordered. We had a low guest count. We feel that the weather and possibly being right after reading week may have affected the number of people we had in our restaurant. a solid marketing effort needs to be in place right form the start of the class. For the most part, our group was very well organized which helped in the success of our restaurant. Another thing that affected our restaurant in a positive way was the attitudes of the class.  For the most part everyone kept their cool and was on the ball.
February 24th
New York, New York     menu
Food Sales $937.30, 77 Guests
One of the critical incidences which most affected the running of the restaurant was the early rush.  For about half an hour, tables were being seated constantly and servers were having difficulty keeping up with the proper steps for serving tables.  While trying to be attentive to each table in the sections, servers were forgetting simple but important steps, such as picking up menus after taking orders and clearing empty plates when customers were finished.  This affected the running of the restaurant because the hostesses found they were often short on menus when seating new tables. Because plates were not being cleared, it took quite a bit longer to move tables through their courses and bill them.  This created back-up at the hostess desk while customers were waiting for their tables to be cleared and reset.
Another critical incident was selling out of popular items so quickly. Our specialty drink, dessert, and chicken parmesan were well promoted and all sold out very quickly at the beginning of the lunch hour. During the rush, communication between the kitchen and front-of-house staff could have been improved to let the front of house know the counts of the remaining inventory. It was hard for the kitchen manager to keep track of all of the orders in such a rush, and in the case of all three items, count-downs had to be reset on the POS. This affected the efficient running of the restaurant because an improper count of inventory made it tricky for servers to know and inform guests which menu items were sold out. After the lunch rush, inventory counts got back on track, and it was much easier to communicate which items were and were not sold out. Knowing our staff well and having well-written and personalized job packs added to the success of our restaurant. When planning the job rotation, the management team was able to use knowledge of the strengths of our classmates noted from previous restaurants and place them in jobs that we felt would best utilize these strengths and with managers and other classmates with whom their personalities would gel, especially when assigning the positions of line cooks.
February 25th
The Royalty Lounge     menu
Food Sales $571.80, 64 Guests
Our biggest setback on the day of our restaurant was the lack of communication between the managers.  We could have used more updates from the Front of House as to when tables were being seated and the current guest counts.  We were most busy when our restaurant first opened, and our bartender was hit with many orders all at once.  The GM or the FM should have stepped in to help the bartender; again this incident points to a lack of communication.  Also, our group had a lot of trouble preparing our purchase order, and up until the day of our restaurant we always seemed to be short a few ingredients.  Another negative incident was the low guest count of our restaurant.  The morning of our restaurant we seemed to have 77 reservations however we had quite a few no shows (bringing down our final guest count to 65), which we think could have been due to the heavy snowfall or the fact that our restaurant was in the middle of midterms. Nevertheless, a bigger marketing effort was required.   A positive aspect of our restaurant was the prominent theme and decor; we received many compliments from guests and it made for a pleasant atmosphere and dining experience.
February 25th
The Roaring 20's (fine dining)     menu
Food Sales $1980, 55 Guests
On the day of our restaurant, one of our guests notified us that they preferred not to have Rainbow Trout as their Entree.
Although each manager was individually made aware of this at some point throughout the day of our restaurant, it was never communicated as a group. One of the reasons was miscommunication is because when we were planning our restaurant, we didn’t set time aside to have a manager meeting.  We ended up having one at about 4:00pm, although we had not made a list of things that we wanted to talk about. As a team, we created a clear schedule of the evening, specifying the exact times that we wanted to have specific tasks done. The fact that we had a schedule and informed our staff about what we wanted to accomplish allowed us to execute a well-timed event. Finally, we had a good system for expediting the food, as the expeditor had a clear floor plan for each one of the courses. There was good communication between both the front of house and back of house, as well as between the expeditor and kitchen manager.
February 26th
Around the Kitchen Table    menu
Food Sales $738.45, 66 Guests
We were faced with our biggest rush at the start of our restaurant creating a domino effect from the front of house to the back of the house. Seating was rushed at the beginning and it resulted in a rush of orders in the kitchen. We really learned to group orders in the kitchen, and take our time to work on smaller groups of orders rather than the large amount all together. A few serving errors did effect our service, but our front of house managers worked well to fix problems quickly through out service. One area of improvement we really needed to work on was our purchase order. In hindsight we would take a lot more time to really look over the final purchase order and make sure we have every single item. External factors affected our restaurant, for example the poor weather conditions, student midterms and effects of reading week
March 2nd
The Wooden Spoon     menu
Food Sales $1026, 88 Guests
We were thankful to have had a great class of students who were eager to help out with prep work both mornings. We utilized our team members’ time very well and as a result we were able to open on time on Tuesday with all of the staff very calm and ready for service.  It is very important to physically measure an item yourself if you are unsure (ie. Tomatoes). This sounds simple but it will make your PO much more accurate.As we had not stressed the importance of reservations from the beginning, we ended up having 30 additional reservations made the night before our restaurant. It was fortunate that we did not change our menu mix during pre-prep on Monday otherwise we would not have been prepared for the 88 covers on Tuesday. Lastly, one of the most important tasks to remember when you are in any kitchen is to keep the entire area clean and organized. We did not do a great job of this on Monday during prep but on Tuesday we had learned our lesson and did a much better job.
March 3rd
Trilogy     menu
Food Sales $1083.75, 86 Guests
Our first incident concerned errors in the PO form because we should have been more thorough with checking each others’ work. As well, we focused heavily on being under budget rather than having enough of what we needed.  In the end, we recalculated our numbers and resubmitted the PO form which kept us from serious shortages. On the day of our restaurant, there was miscommunication about the portioning (which was our fault, and not the student’s) for one of the dishes so that we sold only half of the intended amount. We should have gone over the job with each person and clearly explained the recipes and equipment so that there would be no confusion. The front of house was not ready for service at 11:15am because there was a lack of priority. The GM overlooked the fact that running a restaurant comes first, and everything else is extraneous detail. We learned that after POS training, the first thing to do is set up the tablecloths, prepare the roll-ups, and set tables.
March 4th
Lush     menu
Food Sales $963.40, 88 Guests
The success of a restaurant is strongly reliant on good communication and being proactive in situations. For Lush, we had an instance where we were reactive instead of proactive. At the start of service our first two orders of the Volcanic Avocado Burger were sent back to the kitchen because they were undercooked and pink in the middle. This set an uproar on the line as every burger had to be checked, cut open and re-grilled which also led plating the burger in a different way. This backed up the line which caused orders to come out late, which caused our table turns to be delayed. Another reason why our turns were slow was because our Bartender had broken one of the blenders at the start of service. Going from 2 blenders to 1 made service slow and inefficient. This discrepancy in timing led to lots of changes in our seating plan, which had to be communicated to the Servers which did not happen as quickly as it could have. The holdup in service also led to payment delays and huge line ups at the debit and credit terminal. The Front of the House faced communication challenges when the POS had stated the Burger was sold out when in fact there were 10 more burgers left. This had to be communicated right away to the Servers as they were telling guests that we ran out when in fact we had more left. Aside from the mishaps when it came down to preparation the Management team was well organized and had great support from the rest of their classmates. We had a great combination of positive attitudes and teamwork all around.
March 4th
Homemade (fine dining)     menu
Food Sales $1980, 55 Guests
March 5th
Asian Persuasion    menu
Food Sales $873.35, 85 Guests
Initially, we experienced some difficulties with purchasing due to our over and under estimations of certain ingredients.  After the meeting however, all ingredients were reviewed and the correct amounts were ordered.  A crucial element to our group’s success resulted from the tremendous amount of help we received from classmates the day prior to our restaurant.  With this help, we were able to finish all of our prepping, and simply had to cook most of our dishes on restaurant day.  Also, our well-planned agendaand excellent delegation of tasks, particularly by the kitchen manager, allowed the kitchen to be extremely well prepared for opening at 11:30.  We did encounter some difficulty flipping one of our tables, influencing a slight lack of communication between managers.  One large party stayed longer than expected and another large party was scheduled to take their place.  We were however, able to successfully allocate them to another area of the restaurant. 
March 9th
Culture Shock    menu
Food Sales $833.75, 76 Guests
The first critical incident for our restaurant is the contribution and efforts of our classmates and staff! We had six people come in to help prep on Monday and even more come in early on Tuesday to help out. The second critical incident experienced by Culture Shock was not testing some of the recipes in the kitchen at PJ’s. The general manager tried the cake at home and said it had turn out great. The day before the restaurant while baking our flourless cake (expected to feed 40) we discovered the cake could not be served! The cake turned into a very dense brownie like cake about 1 inch thick, then 3 inches of air and a thin layer of crumbling cake crust on top that was also stuck to the side of the pan. Cindy saved the day by creating a Bailey’s Chocolate Mousse served in a martini glass which became the focal point of the dessert and the flourless cake being accented at the bottom. This critical incident could have been averted if all the final recipes were tested in the kitchen prior to the date of the restaurant.
March 11th
Mama's Kitchen    menu
Food Sales $896.60, 81 Guests
The management team displayed excellent communication not only with each other but with other members of our team as well.  This is turn played a significant role in the success of Mama’s Kitchen.  There were times near the end of service, however, that vital information was not passed down to servers as efficiently as we would have liked.  This information was most often in relation to sold out items and items with low counts.  Even though the GM tried to communicate low item counts, it was difficult to determine who had a “claim” on certain items because orders are not always punched into the POS system immediately after they are taken. During service we experienced some portioning inconsistencies and presentation issues with certain menu items, in particular the Spaghetti and Meatballs and the Chili Nachos.  In general, the Spaghetti and Meatballs was dryer than we would have liked.  During prep we were advised by Cindy to make another batch of tomato sauce (which definitely saved us!); however, we certainly could have used more.  Also, in hindsight we realized that we could have done more to “spruce” up the presentation of the Chili Nachos.  We neglected to create a nacho dish that contained all of the popular fixings, including salsa, sour cream, olives, tomatoes, onions, etc.  In addition, we had a large quantity of nacho chips left over after service which was a result of inconsistent portioning. When assigning job positions for our restaurant we tried to use the strengths and weaknesses of our fellow classmates to our advantage.  We also spent a significant amount of time creating detailed job packs for every position in our restaurant. 
March 11th
The Grape Vine (fine dining)     menu
Food Sales $1980, 55 Guests
March 12th
Hungry like the Wolf     menu
Food Sales $1022.25, 87 Guests
Every restaurant is dependent on the support it receives from the staff. For Hungry Like the Wolf, we had overwhelming assistance from our classmates in every aspect. We had many people come in on Thursday to help prepare, as well as early on Friday. Without their extra help, the success of our restaurant would not have been possible. Having our largest rush at 11:30, we had difficulty in keeping track of the count of each food item.  We sold out of items very early into service (ie. Chicken parmesan, bruschetta), which caused less selection for the customers who came closer to the end of service. We had an incentive for the servers to upsell our specialty drink. This worked out very well as we sold almost double the drinks we had expected to, increasing our add-on sales. This high number of sales was also due to the simplicity of the ingredients in our drink. Finally, the constant communication between our managers was key to the success of our restaurant. Both the floor manager and the general manager went back to the kitchen on a regular basis to check in with the kitchen manager. This was especially important when running low or selling out of items.
March 16th
Polynesian Luau     menu
Food Sales $811.40, 70 Guests
We had a lot of help from our classmates on Thursday during prep and the morning of service.The students that came in Thursday morning to help with prep were greatly appreciated andit would have been impossible for our restaurant day to be a success without their help.A well-planned morning helped the front and back of house to be very organized and ready to go when service started.Good communication between the group members helped the managers to be very calm and deal with any problems quickly. One critical issue was our low reservations, due to an inadequate marketing effort and some cancellations.  On the day of our restaurant, there was a miscommunication about the portioning of the dessert, in which case we sold an amount less then we intended in our menu mix.  It is very important to physically check the item yourself to avoid mistakes.  Luckily the simplicity of the ingredients in the specialty drink increased our number in sales, increasing our add-on sales.
March 17th
Pot o Gold    menu
Food Sales $891, 85 Guests
In the days prior to our restaurant, our group was responsible for prepping all the food which would be used during service. While we eventually got it all done, we came down to the wire. We believe that if we had better planned our course of action for the two days, and had utilized better time management while in the kitchen, we would have had a much easier time getting everything done, which in turn would have freed up more time to plan for the day. Upon the opening of our restaurant, our GM failed to notify our KM that the restaurant had actually opened. This could cause the line to fall behind in service right off the bat.
March 18th
The Directors Lounge     menu
Food Sales $805.20, 76 Guests
Even with checklists, the sauce for the stuffed chicken was not made.  If the chicken had been ordered by the first few guests, the chicken would have either gone out without sauce, or the guests would have had to wait a long time for their food.  We split the chicken into 2 batches, and had planned on putting the second batch in the oven when the first batch was down to 6.  Because we sold out for 3 menu items, the chicken sold fast and the guests had to wait longer for the chicken to finish cooking.  We had quite a few reservations that were 5 plus people, including a reservation that was made for 16 people.  We split the large reservation into 2 tables of eight.  Even before service started, the servers appeared to be uneasy about the large numbers, and it was difficult to find willing servers to take the tables of 8.  When the table of 16 arrived, the atmosphere of the restaurant went from pleasant and relaxing to uneasy and flustered.  Another critical incident was the POS training.  Jess reviewed all commands needed during service during POS training at the beginning of the day, but it was felt by a couple servers that the training was too brief, and was the cause of the few mistakes made during the day. Knowing that the servers we had on the floor had little experience with the system, the POS training should have been more in depth to ensure no mistakes would be made during service.
March 18th
Coast (fine dining)    
Food Sales $2160, 60 Guests
March 19th
Uprooted    menu
Food Sales $899, 85 Guests
Managers facilitated constant communication throughout the entire preparation and running of Uprooted. The communication demonstrated this past Friday was the strongest contributing factor to the success of Uprooted’s service. The management team frequently checked in with each other on the status of the service, but especially when it came to keeping track of the countdown of items. The high level of organization on the day of service was strongly supported by class teammates prior to service. All tasks were completed in a timely fashion and left for time to mentally and even physically (stretching) prepare. All items and the line were ready to go far before service with a clean kitchen. This allowed for one on one time between the Kitchen Manager and Employee to go through each menu item. This resulted in well prepared, confident and competent staff, which spread to each team member. Server error, despite thorough training, resulted in a decline in quality of service. Two tables were served half of their orders. This situation caused much confusion and required the kitchen to put a hold on everything so as to quickly prepare the other half of the table’s food. This error especially negatively influenced the efficiency and quality of our service.
March 23rd
March of the Penguins     menu
Food Sales $927.50, 87 Guests
Failing to prep for a stuffed pork loin au jus was the result of a miscommunication between the group and the teaching staff. This component of the dish was overlooked throughout the menu planning and preparation process for the restaurant. However, it was recognized before it had a negative effect on the quality of the food served. An au jus was prepared for the stuffed pork loin during service, and all orders of this dish were sent out with it included. Our understanding was that the pork loin would include a stuffing instead of an au jus, not both. A greater effort on our behalf to clarify our menu items, their included ingredients and final presentation plans should have been made.
The reservations made for our restaurant were spread out in a way that allowed for smooth service in the front of the house as well as an organized and timely preparation of orders in the kitchen. Although this was ultimately out of our control, it had a significant impact on the success, running and over all flow of our restaurant. Including a third dishwasher on the job rotation ensured that the kitchen was kept clean, dishes were always available, and the pile of dirty dishes was never uncontrolled. As a result, we were able to begin cleaning other areas of the kitchen, leaving the kitchen spotless and getting everyone out at a reasonable time.
March 24th
Spring Infusion    menu
Food Sales $863.25, 81 Guests
Several factors combined to affect the service and general functioning of our restaurant.  First, there was excellent communication between all members of our management team.  In the planning stage, this helped us to be organized and ensured that tasks were completed efficiently and within time limits we had set for ourselves.  During service, this helped us to coordinate guests’ orders with the availability of menu items.  We are also fortunate to have a great group of people in our class, who know the value of teamwork and were fully committed to performing their jobs to the best of their abilities.  A few tables of guests from the first seating lingered longer than expected, which delayed some of the reservations for the second seating.  One group of guests in particular had to wait for their table for approximately 10 minutes.  There was also some unexpected shuffling of the seating plan around this time because a table of four people had a fifth person walk-in.   Guests who ordered the bruschetta also took longer to eat their meal because this menu item took much longer to bake in the oven than anticipated.  Finally, we experienced unusually low sales of our Italian Wedding Soup, which was surprising given that there were no quality issues with this item.  We could have responded better to this by having servers suggestively sell this item, in addition to their usual up-selling of our specialty drink and dessert. 
March 24th
High Rollers    menu
Food Sales $833.15, 89 Guests
The following is our top 5 critical incidences that most affected the running of our restaurant. Most importantly we felt that we could have been more proactive throughout the entire service. More specifically, we should have prepared more of our items the day before and ensure that the recipes were followed exactly. By testing the cookie dough earlier for our cookies we would have paid more attention to the quality of the item and would have prevented making a new batch immediately before service. In addition, by ensuring that the correct amount of ingredients were used when making the spring roll mix, would have prevented the shortage of spring rolls that we encountered.
Another critical incidence includes the lack of urgency for management to keep up with the counts on the POS system. Our floor manager communicated very well with the kitchen to warn us how many reservations were about to come in so we could anticipate a sudden rush. Unfortunately, there was extreme lack of pace when our general manager needed to change the count down of our menu items on the computer system. At the exact same moment our general manager was removing a menu item off the POS, a server had just placed an order for that item which we had just ran out. It is important to ensure that our general manager keeps constant communication with the servers.
A major setback that we faced was proper POS training and server error. The front of house should have taken a more proactive approach to ensure that all the servers have familiarized themselves with the POS system. On many occasions we had servers entering their appetizers and main entrees at the same time. In addition, the servers had also placed one tables order on multiple chits, causing some guests to receive their food well in advance of the others dining with them.
March 24th
Lotus    menu
Food Sales $2124, 59 Guests
March 25th
Bon Appetit     menu
Food Sales $939.15, 87 Guests
Work ethic, helpfulness, and attitude of the majority of the team was key to the efficiency and overall successful running of the restaurant.  Pre-occupation of the floor manager with the hostesses during the first half hour of service led to a busy and stressful time for the bartender.  Floor manager should have noticed the problem and helped out immediately.  Floor manager could have been more proactive and demonstrated an example specialty drink pre-service.  
We were missing a line cook due to illness so last minute re-organization of kitchen jobs led to only one dishwasher/pot-washer.  This staff member worked extremely hard and was a key element to the success of the restaurant. The PO was not exact and some changes had to be made to some of the recipes such as the ratatouille.  These changes made the overall product better however made the time before service more stressful than it needed to be. One server gave less than the expected effort expected of a server.  This made the jobs of the kitchen staff more challenging and produced stress for the kitchen manager and sous-chef.
March 30th
Khaya      menu
Food Sales $858.75, 81 Guests
The success of our restaurant can largely be attributed to the support of our staff, both prior to, and on the day of service.  Enthusiastic staff are key to achieving and maintaining a well run restaurant.  This includes both the quality of the service and the food, as well as the atmosphere for the guests.  Communication between managers during service played an equally important role in the efficiency of the operation.  Regular communication between front -of- house- managers allowed guests to be seated quickly, tables to be turned successfully and servers to be well informed about guest and food item counts.  An incidence that possibly impacted our sales negatively was our choice of appetizers. The fact that our two appetizers (samosa and bruschetta) “competed” with each other meant that we only sold 2 orders of a total predicted 18 servings of bruschetta.  This could be due to the fact that both appetizers were bread items, or that the samosa was very unique to our theme, and thus guests preferred to try a dish that they have previously not been exposed to. Although we did conduct a survey to get information about our menu mix, it might not have been the most accurate way to decide what to prepare for.  Another negative incidence that affected our profits was a dessert “malfunction”.  The recipe that was used did not specify the correct preparation method and therefore the chocolate peanut butter mousse had to be discarded. Consequently we remade it which increased our food costs by about $25. This problem could have been prevented had we checked the preparation method with the chef or sous chef beforehand.
March 31st
Silver Spur Grill     menu
Food Sales $940, 92 Guests
Despite the absence of a line cook, and having to change the seating plan on the fly to accommodate walk-ins, the ability of our management team to adapt ensured that our restaurant ran smoothly.  In addition, the hostesses were very helpful in providing insight as to which tables/reservations could be switched, as well the servers quickly adjusted to the changes made in the floor plan. Something we could have improved on to make our restaurant even better includes being better prepared for making our ice cream.  We should have asked for further clarification in the recipe instructions when we were unsure of certain steps to avoid lost time and additional food cost, as we had to make a second batch and buy more ingredients since our first batch did not turn out. Turning a table of 10 in one hour to seat another table of 10 could have caused problems, as it is common for a large table to take much longer than 60 minutes from the moment they sit down to paying the final bill.  This, however, did not end up causing us any problems as we knew the group of 10 and were able to communicate with them that there was another reservation following them at 12:30.  It was also critical that we had an experienced server working at this large table as she was very efficient and able to use the POS system without any problems.
April 1st
Foolicious     menu
Food Sales $947.20, 84 Guests
The success of Foolicious came from the cooperation of all staff members and the constant communication between the three managers. We were able to sell out most of our menu items and earn one of the highest food sales; this is due to the practice of up selling at all levels at the FOH. Leading by example, the FOH managers greet and approached every table describing our signature items, up selling our specialty drink and dessert. The quality check was also an important service procedure; we were told that our specialty drink was not cold enough and our meatloaf needed more gravy. As a result, we immediately put our lychee drink in ice-bath chilled in the fridge and added more gravy to the remaining meatloaf orders. This way we could continue to improve our food and service quality as the day went on. The baking time for our meatloaf and lasagna was a little bit longer than expected; food items that were denser should be put in the oven earlier than 10:00am. Communication was a problem at the host area. The manager should let their hosts know that they should adopt the method their FM suggested, a lot of time were wasted when arguing which method to adopt over reorganizing the floor plan.
April 6th
Twist    menu
Food Sales $828.30, 74 Guests
We wanted to be as organized as possible for the prep day as well as the day of the actual restaurant. We felt that this would help to ensure that all tasks were completed and all 3 managers would be able to keep track of what had been done/needed to be done. We made charts of what needed to be done, a diagram showing where each item should be made, and had a binder with all recipes and the menu mix in it. Our organization was a very big factor in the success of our restaurant. We emailed our survey out to friends and family members and also the nutrition list serve. While this gave us a large data set it may have given us false results. We had a large amount of replies saying they would like to try the tofu sandwich, but on the day of the restaurant only 6 were sold. This may have been because more nutrition students would be prone to ordering the tofu sandwich as compared to the people who actually came to the restaurant.
We have learned that tofu is very hard to sell on a menu. While we felt the dish was a good one, and we found it tasted good it did not sell well on the day of the restaurant. This lead to us running out of some dishes because our menu mix was off. We were able to deal with this incident by having the servers recommend dishes which we still had a lot of. 
April 7th
Collegiate    menu
Food Sales $890.25, 83 Guests
We worked well as a team of three, completing most tasks collectively to ensure that each of us had a thorough understanding of all the tasks that needed to be completed, and how we planned on completing them. We also kept up-to-date to-do lists that were especially helpful in the final weeks leading up to our restaurant. On the day of our restaurant, our two hosts were extremely helpful when our floor manager had to fit roughly 20 more guests onto our floor plan to accommodate the 92 reservations we had that morning.  They were also very helpful during service by being proactive in seating reservations, especially when tables needed to be rearranged or re-set to be flipped for the next seating. Another critical incident involving our staff involved our fryer. We served four dishes with fries, and also had a deep-fried spring roll dish, and the individual on the fryer remained calm and always prepared even though the pace for her was very hectic. The morning of our restaurant, right before service, the GM and FM became slightlyfrazzled, wanting to be sure that they could complete all tasks in time and be ready to open at 11:30. However, due in large part to remaining organized and having helpful staff, they were able to calm themselves down and be ready to open on time for service, ensuring that everything ran smoothly. If nerves had gotten to the FM and GM, the restaurant could have started off on the wrong note, and would most likely not have run nearly as smoothly. 
April 7th
Where in the World     menu
Food Sales $843, 81 Guests
The primary critical incident that contributed to the success of the restaurant was the help from the other students with the preparation of the food items. Having people come in on Thursday helped a lot but the amount of help we received and the quality of the work done on Friday really made the difference. Because of the help we were able to be ready to open a few minutes before 11:30. Another critical incident that influenced the flow of the restaurant was the excellent communication and organization between the front of the house and back of the house. The management team understood that successful communication between all players of the restaurant keeps it running smoothly and contributes to the overall success of the restaurant. As a result of having strong communication situations that could have become issues (i.e. selling out of an item but not having it registered in the P.O. system and having to tell the guest that we are sold out after they ordered it) were dealt with before they became a problem. The third critical incident was that we were sold out early. Two days before the day of service we knew that we had 94 people reserved. Knowing the number of people who had made reservations allowed us to make the floor plan the day before service and therefore didn’t have to focus on it the day of service.  Only 81 guests showed up which could have been due to many reasons including the timing being close to the exam period for students and guests may have made their reservation early in the semester and forgot, or could no longer make it. The fourth contributing factor to the success of the restaurant was the staff members. They were enthusiastic, had great attitudes and the majority knew their assigned tasks. The management team checked up on them regularly and there was strong communication between the management team and their staff. Lastly, we had marketed our restaurant four months beforehand; which we believe was one of the primary contributors to selling out early. We sent out surveys, made a Facebook group and sent an e-mail to all of the nutrition and hospitality and tourism students. The menu was eye catching and highlighted the items that we wanted to up sell. The table tents included pictures of our specialty drink and dessert resulting in selling a large quantity of both items.
April 8th
Simply Sensual     menu
Food Sales $2376, 66 Guests