BANQUET POS
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available December 31, 2012
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Automate the task of preparing and calculating the banquet check for
events. Functions as the POS system not already handled by a POS
system (i.e. restaurant system). While a number of hotels or country
clubs have a the software for automating the catering event book, the
banquet check is not prepared. Sales and related taxes (including tax
exemptions) are tracked.
Professional banquet checks are created to present
to event planners for approvals. Monthly tracking of tax exemptions
providing the documentation for state agency's documentation. Tracking
by item sold is available for items.
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BILLING
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available December 31, 2012
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A stand alone billing system. Supplement the POS system to direct bill
customers for house accounts (city ledger). Post invoices created by
the POS to create and bill statements. Track the ageing of unpaid
invoices. Apply payments to specific invoices.
Create invoices for product or services, adding sales taxes as needed.
Handles tax exempt transactions. Print invoices to include with
statements. Track ageing of unpaid invoices. Apply payment to
specific invoices.
A stand alone billing system. Supplement the POS system to direct bill
customers for house accounts (city ledger). Post invoices created by
the POS to create and bill statements. Track the ageing of unpaid
invoices. Apply payments to specific invoices.
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CAPITAL SPENDING APPROVALS
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available December 31, 2012
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Track
capital spending approvals for special projects or assets.
Accumulate invoices applying amounts to approved amounts. Track
use taxes as needed for invoices not taxed by the vendors. Track
CSA amounts and invoices applied to each to make sure approvals are not
exceeded.
[example]
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CATERING TRACKING
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available December 31, 2012
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Developed
for a facility that had one big room that could be divided into smaller
segments. A simple $2 paper calendar was all that tracked
the usage. If the catering manager was not there no one else knew
what was what. There were no booking sheets for the
kitchen. There were no forecast reports. Banquet POS was
incorporated into this.
[example]
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DAILY SALES TRACKING
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available December 31, 2012
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This
was my introduction to Filemaker. It replaced a simple
spreadsheet that tracked sales (by month) for food, liquor, beer, wine,
non-alcoholic and cover charges, by meal shifts. It tracked the
daily cash and credit card totals as well as cash paid-outs.
I loaded the prior sales information for the previous four years, by
day. I was able to provide the managing partners historical
comparative information making it possible to set management sales
growth goals that helped the business grow tremendously.
Because of the credit card information that was tracked better discount
rates could be negotiated, reducing expenses at a time when sales were
being grown. Bank reconciliations were simplified.
[example]
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CHEF'S TOOLS
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available December 31, 2012
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No
matter the sales of the organization, 375 corporate owned restaurants
or a stand alone hotel, a spreadsheet was used to prepare the
inventory process. It was better than hand-extensions. Only the
corporate owned restaurants had menu costing. In researching the
technologies to do menu costing I found a few packages. All of them were very
costly for a single restaurant. Several were tied to the accounts
payable process via purchasing; more than what was needed.
With this in place though, enter inventory. Be able to
print
inventory forms, order guides, and extended inventory
calculation reports. When entering inventory add recipe usage
info. Good cost control dictates the use of standard
recipes. If there is a standard recipe in the kitchen and bar,
automate by entering. Costs are calculated real time. As
prices are updated in the inventory, the recipe costs are
updated. If the POS has a field for the menu costs, it can
be entered on the there. If not, the product mix can be entered
in the
program. Either way theoretical cost of goods are computed.
Managing to a variance of theoretical costs is more accurate than
trying to manage to a fixed budgetted percentage such as 33%.
Using this in the night club operation, it was determined that
theoretical costs of beverage sales were running three percentage
points lower than actual. This represented an average of $6000 a
month that was not going to the bottom line. A metered pour
system was installed. A decision based on theoretical costs
reports. After installation the bottom line was improved.
Additionally a number of bartenders quit versus working with a metered
pour system.
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MAINTENANCE WORK ORDERS
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Enter
and track work orders. Assign by staff skill base. If
appropriate, bill tenants. Track frequency of repairs to the same
area or piece of equipment. Determine productivity of repair
staff.
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