Principles of Food, Beverage and Labor Cost Controls

PAUL R. DITTMER has had extensive experience in the food and beverage industry. He is a former hotel manager, food and beverage manager, and a consultant to the U.S. Small Business Association assisting restaurants in their operations. He is the author of Dimensions of the Hospitality Industry, Third Edition, published by Wiley. He taught food management and cost control for twenty-three years at New Hampshire College (now Southern New Hampshire University) and served as Division Chairperson and Associate Professor.

Preface; Acknowledgments; PART I: Introduction to Food, Beverage, and Labor Controls; CHAPTER 1. Cost and Sales Concepts; CHAPTER 2. The Control Process; CHAPTER 3. Cost/Volume/Profit Relationships; PART II: Food Control; CHAPTER 4. Food Purchasing Control; CHAPTER 5. Food Receiving Control; CHAPTER 6. Food Storing and Issuing Control; CHAPTER 7. Food Production Control I: Portions; CHAPTER 8. Food Production Control II: Quantities; CHAPTER 9. Monitoring Foodservice Operations I: Monthly Inventory and Monthly Food Cost; CHAPTER 10. Monitoring Foodservice Operations II: Daily Food Cost; CHAPTER 11. Monitoring Foodservice Operations III: Actual vs. Standard Food Costs; CHAPTER 12. Controlling Food Sales; PART III: Beverage Control; CHAPTER 13. Beverage Purchasing Control; CHAPTER 14. Beverage Receiving, Storing, and Issuing Control; CHAPTER 15. Beverage Production Control.CHAPTER 16. Monitoring Beverage Operations; CHAPTER 17. Beverage Sales Control; PART IV: Labor Control; CHAPTER 18. Labor Cost Considerations; CHAPTER 19. Establishing Performance Standards; CHAPTER 20. Training Staff; CHAPTER 21. Monitoring Performance and Taking Corrective Action; Afterword; Appendix: Cost/Volume/Profit In-Depth Analysis; Glossary; Index