• Journal of Applied Tourism Food and Beverage Management and Research
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• v.16 no.2
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• pp.17-31
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• 2005

Recently, hotel industry has realized the importance of food and beverage sales for the profit maximization, and the focuses on restaurant management has been growing. Accordingly, menu management in the F/B department is one of the most key factors determining the success or failure of business. Therefore, in this study, entree menu items of french restaurant in the deluxe hotel was analysed with presently theorized model of menu analysis, classified into four menu items. Also it was analyzed how those classified menu items influence on sales, number of sold, food cost percentage, contribution margin And, proper ways was presented to make restaurant managers and menu planner in order to increase food operation sales through proper modifications and methods on various menu analysis matrix. In Pavesic's menu analysis method, all of menu items have impact on the sales, number of sold, contribution margin and Primes, Sleepers do so on the food cost. The finding of this study was that Pavesic's menu analysis is superior to menu analysis in terms of the sales, number of sold, food cost percentage, contribution margin. Therefore, Pavesic's menu analysis is useful and efficient method in order to conduct menu engineering.

• Proceedings of the Korea Hospitality Industry Research Society Conference
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• 2005.11a
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• pp.80-91
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• 2005

Recently, hotel industry has realized the importance of food and beverage sales for the profit maximization, and the focuses on restaurant management has been growing. Accordingly, menu management in the F/B department is one of the most key factors determining the success or failure of business. Therefore, in this study, entree menu items of french restaurant in the deluxe hotel was analysed with presently theorized model of menu analysis, classified into four menu items. Also it was analyzed how those classified menu items influence on sales, number of sold, food cost percentage, contribution margin And, proper ways was presented to make restaurant managers and menu planner in order to increase food operation sales through proper modifications and methods on various menu analysis matrix. In Pavesic's menu analysis method, all of menu items have impact on the sales, number of sold, contribution margin and Primes, Sleepers do so on the food cost. The finding of this study was that Pavesic's menu analysis is superior to menu analysis in terms of the sales, number of sold, food cost percentage, contribution margin. Therefore, Pavesic's menu analysis is useful and efficient method in order to conduct menu engineering.

• Culinary science and hospitality research
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• v.6 no.2
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• pp.47-65
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• 2000

This study is intended to present the direction for the wholesome development and support of the hotel casino industry in korea through the menu analysis of hotel casino restaurant. Miller's menu analysis was made of a lower food cost percentage in consideration of the quantity sold of each menu item and food cost percentage. As a result, it was shown that the proportion belonging to the upper category in the menu items intended for research in korean casino restaurant, it raises a problem in the menu management of korean casino restaurants.

• Journal of the Korean Dietetic Association
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• v.2 no.2
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• pp.123-140
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• 1996

The purpose of this study was to examine financial management practices in elementary school foodservices. Respondents were asked to provide information on demographics, operational characteristics, financial management activities(responsibility, importance and time demand). Data were collected from 106 elementary school foodservice using the mail questionnaire. The results were as follows 1. Time demand of 14 financial management activities was examined. The results of time-demand showed that most financial activities were performed about once per month. Reporting, inventory checking and production cost accounting were performed several times per week. 2. Major financial management activities performed by school dietitians were inventory checking, record keeping, production cost accounting, and foodservice operation planning. 3. Results of the importance rating of 14 financial management activities showed that the production cost accounting, budgeting, controlling meal costs, reporting the national treasury accounts, and inventory checking were rated as very important(4.00-4.49). Factor analysis was conducted on the importance ratings. Five activities were differentiated such as budgeting, record keeping, cost controlling, cost accounting, and reporting. The cost controlling task was identified at the most important one among them. 4. Important ratings for reporting were found to be significantly different by age, and years of experience. The younger and the less experienced were responded with higher scores on reporting. Analysis of variance for the importance scales by meal costs per one person, food cost percentage, labor cost percentage was conducted, but significant differences were not founded.

• Journal of the Korean Dietetic Association
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• v.8 no.3
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• pp.318-327
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• 2002

The purposes of this study were to: a) examine charateristics of foodservice manaegment practices; b) investigate characteristics of recipients; c) analyze foodservice systems; and d) provide feedback for the efficient and effective foodservice management of welfare institutions for the homeless in Korea. A total of 27 sites was analyzed by questionnaire survey. Satatistical data analysis was completed using the SPSS package program for descriptive analysis. As results of site recipients' characteristics, 69% of total sites were males and 31% were female recipients. Average 60% of recipients were from 30 to 50 years old. Major diseases of recipients were high pressure, and obesity. According to the result of foodservice system analysis, the average meal cost per day was about 2,943 won and average food cost percentage was 29%. Average number of meals per day was about 600 meals. Mostl sites had one dietitian and 48.1% of sites had one cook as a full-time employee. In the part of procurement, dietitians were major chargers of sites for purchasing foods. Major purchasing method was the order and delivery contract. About a half of sites used cycle menu system and standardized recipies. Most of sites had recipients' survey systems for evaluating meal satisfaction. Dietitians at sites had problems on lack of cooking professionals and low meal cost budget for providing higher quality of foods to cure recipients. The results suggested that financial and systematical supports by the government would be very necessary to meet the goal of nutritional balanced meal services.

• Journal of Families and Better Life
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• v.14 no.2
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• pp.277-288
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• 1996

Food away from home consumption pattern difference among 20 different social strata has been observed in order to make judgement how much food away from home expenditure should be included in the 2 tiered poverty line. It was found that it was reasonable to include food away from home expenditure in the minimum living cost. And as social class rose expenditure amount and percentage of consumption compared to total food expenditure increased and income elasticity and margial propensity decreased. Percentage of consumption compared to total expenditure increased up to middle class however from 14/20 and up strata decreased as social strata rose. For 4 members city wage earner family suggested monthly poverty line is 16, 977 and suggested monthly relative poverty line is 60, 651.

• Korean journal of food and cookery science
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• v.23 no.1 s.97
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• pp.90-98
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• 2007

The purpose of this study was to apply the activity-based costing (ABC) model to restaurant menu costing. The overhead cast of six entr${\acute{e}}$es in XYZ restaurant was calculated for all levels of activity. When comparing activity-based costing with traditional costing applied to BBQ pork rib and an assorted seafood platter, the total difference of costs between two items was 2,191 won in activity-based costing and 600 won in traditional costing. The average food cast percentage of the six entr${\acute{e}}$es was 27% using traditional costing, while the average activity-based cost percentage was 40%. Therefore, there was a 13% difference between the actual margin volume and the expected margin volume. The application of activity-based costing to the restaurant industry would be a milestone from a cost point of view as well as from a process point of view. In particular, the limitation that traditional costing only accounts for food costs could be overcome b considering the overhead cost as an important part of the cast structure. Furthermore, activity-based costing would not only help to reduce the costs associated with the process of analyzing the activities but it would also provide more accurate cost information for menu pricing.

• Journal of the Korean Dietetic Association
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• v.7 no.1
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• pp.80-86
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• 2001

The purposes of this study were to: a) examine characteristics of foodservice management practices; b) investigate characteristics of recipients; c) analyze foodservice systems; and d) provide feedback for the efficient and effective foodservice management of mental disorder care sites in Korea. A total of 46 sites was analyzed by questionnaire survey. Statistical data analysis was completed using the SPSS package program for descriptive analysis. As results of site recipients' characteristics, 60% of total sites were males and 40% were female recipients. Average 60% of recipients were from 30 to 40 years old. Major diseases of recipients were mental disorder, high pressure, and obesity. According to the result of foodservice system analysis, the average meal cost per day was about 2,921 won and average food cost percentage was 39%. Average number of meals per day was about 600 meals. All sites had on dietitian and 88.3% of sites had one cook as a full-time employees. In the part of procurement, dietitians were major chargers of sites for purchasing foods. Major purchasing method was the order and delivery contract. About a half of sites used cycle menu system and standardized recipies. Most of sites had recipients survey systems for evaluating meal satisfaction. About 60% of sites provided liquid diets to recepients and 22% provided diabetic diets. Dietitians at sites had problems on low meal cost budget, lack of cooking professionals, and lack of information about treatment meals for mental disorders for providing higher quality of foods cure recipients. The results suggested that financial and systematical supports by the government would be very necessary to meet the goal of nutritional balanced meal services.

• Journal of Nutrition and Health
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• v.36 no.10
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• pp.1083-1093
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• 2003

Efficient financial management is a critical factor in achieving school foodservice goals. The objective of this study was to suggest efficient financial management practices in secondary school foodservices. In pursuit of this objective, we first identified performance indexes for measuring the success of financial management. Second, we suggested financial management standards, financial data classification methods and a report system. Last, we analyzed operating ratios with the financial data of self-operated and contract-managed school food services. The data were collected through an open-ended questionnaire from 10 middle/high school foodservices in Seoul and Kyeonggi Provincial during on-sites visits and interviews with dieticians and managers. Student participation, sales goals, re-contract frequency and number and cost of disaster loss were identified as the performance indexes for financial management. Income statements were compiled by identifying and classifying financial data. Total revenues consisted of subsidies, meal sales, other revenue and interest. Expenditures consisted of purchased food, salaries and wages, utility costs, office supplies, kitchen supplies, purchased services, company overhead indirect costs, facility investment and maintenance, facility usage expenses, employee benefits and miscellaneous. Mean price of a meal was 2,326 won at self-operated foodservices when the subsidies were included as revenues and 2,360 won at contract-managed foodservices. When including the subsidies as revenues, the operating ratios of self-operated foodservice showed that the food cost percentage was 66.9％, labor cost 23.2％, operation cost 9.9％ and profit 0％. The correspond figures at contract-managed foodservices were 57.6％, 21.5％, 15.3％, and 5.5％, respectively. Food costs in self-operated foodservices was significantly higher than that for contract-managed foodservices, however, facility investment and maintenance and facility usage expenses at self-operated foodservices was significantly lower than those for contract-managed foodservices. Based on this study, the methodology and classification system of financial data was found to be applicable to assess the financial structure of school foodservices.

• Korean journal of food and cookery science
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• v.11 no.3
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• pp.295-302
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• 1995

The purposes of the study were to identify the operational characteristics in employee feeding facilities, and to examine the correlations of productivity and these characteristics. A questionnaire was developed and mailed the 500 dietitians in employee feeding facilities in Seoul and Kyoungki Do. Usable questionnaires were received from 117 respondents for a response rate of 23.4％. The questionnaire was designed to determine the productivity index and to investigate the relationship between operational characteristics and productivity index. The questionnaire was contained 2 parts with a total of 16 statements. Data were analyzed for descriptive statistics and Pearson correlation analysis using SPSS/PC programs. The average productivity indices of 117 facilities were 6.91 meals/hr. Total meals served/week was significantly correlated to the productivity index (r=0.441, p < 0.001). No of average servings per meal, percentage of convenience food use, average minutes for service/day, and employment in professional practice of dietitian were also positively correlated, while food cost was negatively correlated to the productivity.