| A | B |
|---|
| managers | make guests welcome, smooth operations, control costs |
| profit | to recover costs, pay debts, provides a return |
| a productive worker | a knowledge worker |
| a knowledge worker | applies ideas, concepts, and information |
| entrepreneurs go into business because | they want to be their own boss |
| job benefit | the money and knowledge gained from any job |
| retained earnings | profits kept by the company for reinvestment |
| informal organization | groups or cliques found within any social organization |
| front of the house | dining room and other areas used by the guest |
| seeking work abroad is | enhanced by job experience |
| the most important force driving change is | consumer demand |
| the demand for hospitality services is driven by | generational changes |
| in the year 2010 | services will increase for retirees |
| in the last 25 years | income of the highest 20% has increased |
| psychographics | differing patterns of activities, interest, and opinions |
| land resources are an important supply factor | existing operations and environmental pressures |
| restaurant chains buy other chains because | they want to acquire locations |
| target marketing | enticing retirees to work part-time in food service jobs |
| work force diversity | the presence of more minority workers and women in the work force |
| food supplies | pose no major price changes in North America |
| during the last 3 to 5 years costs in food service has: | increased |
| Fine dining has: | declined in sales as an industry segment |
| food service is expected to | grow |
| the server is expected to: | be prompt, efficient and anticipate guests needs |
| Fine dinig restaurants can not: | achieve major increases in productivity |
| eating market and dining market | a biological and social event |
| HMR | any operation that seves food off the premises |
| QSR | simple operations but a complex system |
| new product indroduction in fast food can cause: | disruption of national food prices |
| restaurants that are a part of larger organizations | offer a service for people drawn to a location for other reasons |
| rapid promotions is best through | knowing the operations |
| the most important service aspect is | interaction with the guset |
| control in the front of the house involves: | checking the guest and cash control |
| cost control in the back of the house is: | portion control |
| persons in control of the back of the house is: | executive chef,or food production manager controls food production |
| management presence is: | the need to have someone in charge all the time |
| increasing profits | increase sales and reduce costs |
| to increase restaurant sales | increase customer demand |
| cost of sales | cost of product consumed by the guest |
| controllable expenses | variable costs |
| independents and chains | independents have strenghts that chains do not |
| advantages of mass media for chains are: | simplicity of messages, enormous spending and additive effect |
| marketing spending as a percentage of sales is usually | higher in quick service restaurants that table service |
| purchasing economics for upper end restaurants are: | less important than quality |
| independent operators have more: | flexibility |
| independent operations can use | POS systems for reports |
| independent operators can | have greated personal identity in the community |
| executive chef | supervisory, management, and food production |
| working chef | in charge of the kitchen, and handle the production stations |
| food service workers: | positive attitude and staying power, eagerness to learn and ability to work with peopl, experience dedication, and a good understanding of the basics |
