饭店餐饮管理案例英文

饭店餐饮管理案例英文内容摘要：

, a fulltimer who had been with the Cafe for two years, stated that in parison to other servers in the area. The Cafe wait staff made considerably less. As the discussion ensued, it became clear that this issue was a really big sore spot with all of the wait staff. They suggested that the primary problem was that The River Walk Cafe was one of only two casual restaurants in the downtown conventional district. Because most of the other restaurants were upscale, the wait staff at the other establishments earned considerably more in tips because they had higher check totals. Sarah also affirmed Gary` s observation concerning the “extensive’’ time spent with customers and stated that the wait staff felt it was important to “get to know your table.” However, Sarah said that the time is necessary in order to upsell the guest to increase the check total. Steve, a parttime server, concurred: “It’s important to understand your customers. If we didn’t spend as much time as we do, we couldn’t provide the kind of service they expected. Besides, upselling and providing good service makes you happy and brings the customers back. Isn’t that what you want?” After much thought and consideration, Gary decided it was necessary to revise the pensation system for the wait staff. He felt that it was necessary to provide some additional moary incentives for the wait staff, but not at the expense of the Caf233。 ’s overall profitability. The new system must provide a mechanism for increasing the Caf233。 ’s overall revenues. In addition, the wait staff must take on some additional responsibilities so that the kitchen staff could acmodate the need for an increase in table service efficiency as such. The wait staff were required to garnish their own plates and bus their own tables. Gary increased the wait staff’s base wage 25 percent, from $ an hour to$ an hour. In addition, he developed incentives for outstanding individual and group performance. Free endofshift meals would be awarded to the server who turned the most tables and to the individual who had the highest sales for the shift. In addition, the entire wait staff would receive a biweekly bonus if the Cafe’s overall sales reached specified levels. Gary felt that this new system would alleviate the pay inequity problem and promote a more cohesive, motivated frontofhouse staff. Moreover, he believed that this new system would have a positive impact on the bottom line. The wait staff was very pleased with the new system. They openly expressed their appreciation about receiving a wage increase. In addition, they realized that they didn’t have to “schmooze” with the guests in order to increase their individual and overall sales. Simply turning more tables by providing more efficient service had a positive result. Finally, the wait staff seemed to enjoy their new responsibilities, and they even had informal contests to see who could e up with the most creative garnishing designs. However, although the wait staff was happy with the new system, the kitchen staff expressed a great deal of anger and resentment. The kitchen staff felt betrayed. Henry, one of the line cooks, summed it up by stating, “We work just as hard as they do, but you’ve ignored our efforts. It’s not fair!” Gary realized his new system had perhaps created more problems than it solved. 1. Did Gary’s new incentive system solve his primary problem? 2. Will it help the Care achieve its goal of quality customer service? 3. What advice might you have for Gary? 案例 4， The Three Hour Brunch（三小时的用餐时间） Matt Robinson and five of his friends decided to have Sunday brunch at a suburban restaurant. Upon arrival, the six customers were seated quickly at the back of the restaurant and the host was prompt in giving them menus. It took them a few minutes to decide what they each would be having, after which they closed their menus. They sat talking casually for the next ten minutes, thinking that their waitress would be ing shortly. As their wait stretched into 20 minutes, they all became noticeably impatient, checking their watches and attempting to make eye contact with someone on the wait staff. Finally, after 30 minutes, an angry Matt left the table to find someone to wait on them. Cindy, the waitress he spoke with, informed these customers that she was not assigned to their section, but she would take their order anyway. It seemed to Matt that Cindy, as quite nervous. Though she had served every table around them, she did not seem to want to wait on a large part of young men. Everyone at the table ordered his meal, and Cindy left to get their drinks and find out who was supposed to be serving their table. She quickly returned just to tell them that she would, in fact, be their waitress. She then headed back into the kitchen, presumably to get their drinks, but returned again emptyhanded except for the tab for the table. Another 30 minutes had passed when Matt flagged down a different waitress who agreed to check on their food. When this waitress returned, she had the drinks they had ordered so long ago. Much to their surprise, however, she did not serve them, but instead placed all of the drinks on the table behind them for Cindy to distribute. As Cindy was nowhere to be seen, the party decided to serve themselves. Cindy finally appeared with a large tray of food for the table, but it was not what any of them had ordered. When they told her this, she proceeded to the table next to them and asked the people there if they had ordered any of the food she was carrying. The people at the other table told her that they had not ordered any of the items on the tray either. Confused, Cindy returned to Matt’s table and insisted that the men had ordered the food that she had now been holding for several minutes. She started to argue with them, saying that I remember what you ordered。