{"product_id":"food-and-beverage-cost-control","title":"Food and Beverage Cost Control","description":"\u003cp\u003ePreface vii\u003c\/p\u003e \u003cp\u003eAcknowledgments xiii\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1: Managing Revenue and Expense 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProfessional Foodservice Manager 2\u003c\/p\u003e \u003cp\u003eProfit: The Reward for Service 2\u003c\/p\u003e \u003cp\u003eGetting Started 5\u003c\/p\u003e \u003cp\u003eUnderstanding the Income (Profit and Loss) Statement 14\u003c\/p\u003e \u003cp\u003eUnderstanding the Budget 18\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2: Creating Sales Forecasts 29\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eImportance of Forecasting Sales 30\u003c\/p\u003e \u003cp\u003eSales Histories 32\u003c\/p\u003e \u003cp\u003eMaintaining Sales Histories 38\u003c\/p\u003e \u003cp\u003eSales Variances 39\u003c\/p\u003e \u003cp\u003ePredicting Future Sales 41\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3: Purchasing and Receiving 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eForecasting Food Sales 58\u003c\/p\u003e \u003cp\u003eForecasting Beverage Sales 60\u003c\/p\u003e \u003cp\u003eImportance of Standardized Recipes 64\u003c\/p\u003e \u003cp\u003ePurchasing Food 70\u003c\/p\u003e \u003cp\u003ePurchasing Beverages 78\u003c\/p\u003e \u003cp\u003ePurchase Orders 83\u003c\/p\u003e \u003cp\u003eReceiving Food and Beverage Products 86\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4: Managing Inventory and Production 106\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eProduct Storage 107\u003c\/p\u003e \u003cp\u003eStoring Food Products 107\u003c\/p\u003e \u003cp\u003eStoring Beverage Products 111\u003c\/p\u003e \u003cp\u003eInventory Control 114\u003c\/p\u003e \u003cp\u003eProduct Issuing and\u003c\/p\u003e \u003cp\u003eRestocking 122\u003c\/p\u003e \u003cp\u003eManaging Food Production 132\u003c\/p\u003e \u003cp\u003eManaging Beverage Production 141\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5: Monitoring Food and Beverage Product Costs 153\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCost of Sales 154\u003c\/p\u003e \u003cp\u003eComputing Cost of Food Sold 154\u003c\/p\u003e \u003cp\u003eComputing Cost of Beverage Sold 157\u003c\/p\u003e \u003cp\u003eComputing Costs with Transfers 158\u003c\/p\u003e \u003cp\u003eUtilizing the Cost of Sales Formula 160\u003c\/p\u003e \u003cp\u003eReducing the Cost of Sales Percentage 175\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6: Managing Food and Beverage Pricing 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMenu Formats 198\u003c\/p\u003e \u003cp\u003eMenu Specials 202\u003c\/p\u003e \u003cp\u003eFactors Affecting Menu Pricing 203\u003c\/p\u003e \u003cp\u003eAssigning Menu Prices 211\u003c\/p\u003e \u003cp\u003eSpecial Pricing Situations 215\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7: Managing the Cost of Labor 234\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLabor Expense in the Hospitality Industry 235\u003c\/p\u003e \u003cp\u003eEvaluating Labor Productivity 238\u003c\/p\u003e \u003cp\u003eMaintaining a Productive Workforce 239\u003c\/p\u003e \u003cp\u003eMeasuring Current Labor Productivity 255\u003c\/p\u003e \u003cp\u003eManaging Payroll Costs 267\u003c\/p\u003e \u003cp\u003eReducing Labor-Related Costs 277\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8: Controlling Other Expenses 289\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eOther Expenses 290\u003c\/p\u003e \u003cp\u003eControllable and Non-controllable Other Expenses 290\u003c\/p\u003e \u003cp\u003eFixed, Variable, and Mixed Other Expenses 293\u003c\/p\u003e \u003cp\u003eMonitoring Other Expenses 296\u003c\/p\u003e \u003cp\u003eManaging Other Expenses 299\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9: Analyzing Results Using the Income Statement 315\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eIntroduction to Financial Analysis 316\u003c\/p\u003e \u003cp\u003eUniform System of Accounts 317\u003c\/p\u003e \u003cp\u003eIncome Statement (\u003ci\u003eUSAR \u003c\/i\u003eformat) 318\u003c\/p\u003e \u003cp\u003eAnalysis of Sales\/Volume 323\u003c\/p\u003e \u003cp\u003eAnalysis of Food Expense 326\u003c\/p\u003e \u003cp\u003eAnalysis of Beverage Expense 329\u003c\/p\u003e \u003cp\u003eAnalysis of Labor Expense 331\u003c\/p\u003e \u003cp\u003eAnalysis of Other Expenses 333\u003c\/p\u003e \u003cp\u003eAnalysis of Profits 334\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10: Planning for Profit 349\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFinancial Analysis and Profit Planning 350\u003c\/p\u003e \u003cp\u003eMenu Analysis 350\u003c\/p\u003e \u003cp\u003eCost\/Volume\/Profit Analysis 364\u003c\/p\u003e \u003cp\u003eThe Budget 371\u003c\/p\u003e \u003cp\u003eDeveloping the Budget 374\u003c\/p\u003e \u003cp\u003eMonitoring the Budget 379\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11: Maintaining and Improving the Revenue Control System 399\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eRevenue Security 400\u003c\/p\u003e \u003cp\u003eExternal Threats to Revenue Security 401\u003c\/p\u003e \u003cp\u003eInternal Threats to Revenue Security 406\u003c\/p\u003e \u003cp\u003eDeveloping the Revenue Security System 410\u003c\/p\u003e \u003cp\u003eThe Complete Revenue Security System 417\u003c\/p\u003e \u003cp\u003eGlossary 426\u003c\/p\u003e \u003cp\u003eIndex 434\u003c\/p\u003e","brand":"David K. 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