This chapter presents the following content: Professional foodservice manager, profit: the reward for service, four major foodservice expense categories, percentages, percentages in foodservice, profit formula, understanding the income (profit and loss) statement, common percentages used in a P&L statement, understanding the budget, technology tools. | Chapter 1 Managing Revenue and Expense Main Ideas Professional Foodservice Manager Profit: The Reward for Service Four Major Foodservice Expense Categories Percentages Percentages in Foodservice Profit Formula Understanding the Income (Profit and Loss) Statement Common Percentages Used in a P&L Statement Understanding the Budget Technology Tools Professional Foodservice Manager Management handles functions of product sales to product delivery. Management of foodservice is more difficult than for manufacturing or retailing management counterparts. The food service operator must serve as a food factory supervisor, and a cost control manager. Profit: The Reward for Service If management focuses on controlling costs more than on servicing guests, problems will certainly surface. Do not get yourself in the mind-set of reducing costs to the point where it is thought that “low” costs are good and “high” costs are bad. Profit: The Reward for Service Efforts to reduce costs that result in unsafe conditions for guests or employees are never wise. The question is whether costs are too high or too low, given management’s view of the value. Profit: The Reward for Service Revenue is the amount of dollars you take in. Expenses are the costs of the items required to operate the business. Profit is the amount of dollars that remain after all expenses have been paid. Revenue - Expenses = Profit Profit: The Reward for Service The following terms will be used interchangeably: revenue and sales; expenses and costs. All foodservice operations, including non-profit institutions, need revenue in excess of expenses if they are to thrive. Profit is the result of solid planning, sound management, and careful decision-making. Revenue - Expenses = Profit Profit: The Reward for Service Desired profit is defined as Profit that the owner wants to achieve on that predicted quantity of revenue. Ideal Expense is defined as Management’s view of the correct or appropriate amount of expense necessary . | Chapter 1 Managing Revenue and Expense Main Ideas Professional Foodservice Manager Profit: The Reward for Service Four Major Foodservice Expense Categories Percentages Percentages in Foodservice Profit Formula Understanding the Income (Profit and Loss) Statement Common Percentages Used in a P&L Statement Understanding the Budget Technology Tools Professional Foodservice Manager Management handles functions of product sales to product delivery. Management of foodservice is more difficult than for manufacturing or retailing management counterparts. The food service operator must serve as a food factory supervisor, and a cost control manager. Profit: The Reward for Service If management focuses on controlling costs more than on servicing guests, problems will certainly surface. Do not get yourself in the mind-set of reducing costs to the point where it is thought that “low” costs are good and “high” costs are bad. Profit: The Reward for Service Efforts to reduce costs that result in .
