Better Bozeman:

Improving the quality of life for the people of Bozeman

Betterbozeman.com 609 West Mendenhall Street Bozeman, MT 59718

 Brianna Golden Isaac Rider Luke Shealy

Lauren Baumgardner Cameron Ehrlich Dakota Funk
Organizational Plan
The Vision: Our vision is to be the best provider of health, wellness, and nutrition
education with an emphasis on community involvement in Bozeman, MT.
Mission: Our mission is to provide the community of Bozeman with holistic,
preventative care that utilizes ingredients from suppliers who appreciate the beauty
of Montana just as our customers and employees do. We will achieve this by
providing clients with an evidence-based approach through employing professionals
in the fields of health and wellness, sustainable food systems, and local chefs.
These professionals will work not simply to complete a task but rather to provide
the citizens of this city with the necessary skills and confidence to lead a healthful
and happy lifestyle.
Type of foodservice: Because Better Bozeman will be a multi-faceted company
consisting of medical, business, and educational components, our food-service will
be an onsite operation. Although profit is not the primary objective of our
foodservice, we are not simply attaching this component into our business model.
Rather, we are using the onsite model so that our organization does not rely on any
one particular service for revenue. We want our services to work cohesively in a
system that can still operate well even if particular area is experiencing difficulty.
We also carry the onsite designation because our foodservice operates both as a
profit tool and as an education opportunity for the public. Expanding on our model,
we would describe our service as limited food service with a seasonal menu. The
limited food service component comes from the fact that we are focusing primarily
on sandwiches and salads while the seasonal menu component arises from the
availability of specific local crops during certain times of the year.
Operating Practices: We will be operating within a partnership among multiple local
farmers in the Bozeman area. While we will have a garden that can provide some
ingredients, we will need these farmers to provide a realistic and feasible source of
food procurement. Working with multiple entities will also allow us to maintain
operations even if one source is experiencing difficulties. This type of flexibility will
be especially important during times when harvest may not be ubiquitously optimal
such as in the winter or early spring.

The Menu
Sample Menu

Vegetarian Monday:
Appetizers
Falafel with Tzatziki*
Two falafel bites - $6.00
Zucchini and Feta Fritter with aioli sauce
Two 3-ounce fritters - $6.00
Salad
Kale Salad with Squash, Chickpeas, and a Lemon Basil Dressing*
Priced by weight - $5.99/lb
Soup
Red Lentil and Carrot*
Priced by weight - $5.99/lb
Entree
Build-Your-Own Burrito Bowl (could include rice, beans, chickpeas, peppers,
tomatoes, and cilantro)*
Priced by weight - $7.99/lb
Veggie Burger*
One 8-ounce burger with bun and toppings - $8.99
Desserts
Dark Chocolate Oat Bar*
One two-ounce bar - $2.99
Pear Ice Cream*
4-ounce portion - $3.99
Beverages
Iced Tea with Fruit
12 ounce - $2.99
Cucumber Water
Free
*Contains local ingredients
Description of Menu
The menu at Better Bozeman will be a biweekly cycle menu that rotates through
themed days as seen in the table below.

Week
1
Week
2

Monday
Vegetarian

Tuesday
American

Wednesday
Chinese

Thursday
African

Friday
Cajun

Saturday
Italian

Mexican

Japanese

Latin/Brazil

Thai

Middle Eastern

Indian

A cycle menu will be used because it allows for some variety for customers but is
also predictable. In addition, using a cycle menu will give Better Bozeman a good
deal of control over purchasing, production, and cost. Utilizing a cycle menu can
accommodate seasonality and the use of local products. Locality of menu items
(and ingredients within the item) will be highlighted daily depending on the

accessibility. The sample menu above is an example of what could be served in the
fall and menu items that could be sourced locally are marked by an asterisk. Menu
items will be priced la carte with some items like soup and salad priced by weight.
The purpose of our on-site foodservice is to give our customers quick and healthy
options that are perfect for grab-and-go. We will start by serving just lunch, but
depending on demand, hours could be extended to be open for dinner hours.
Menu Influences
The menu was chosen based on popular food trends from 2016 and a variety of
different cultural food trends: American, Chinese, Asian, Thai, Indian, Japanese,
African, Cajun, Spanish, Mexican, Latin, vegetarian and vegan. The food will be
presented in a colorful variety with vegetables and fruits being the highlight of each
dish. The marketing for the menu will hopefully bring in people from the community
who would like to try out new dishes. The variety of food chosen for the menu will
help accommodate the community's preferences. The menu will be appealing to
different cultures within the community of Bozeman. Recently, there has been
increased interest in sustainability and the use of local products. Thus, the food
sources for the menu will be from local farmers and producers as much as possible.
Cost will be determined upon quality of food and availability of products. The type of
food service will be conventional foodservice. The production will occur in the
morning before lunch service. The production of the food will mainly be done by a
professional chef/manager and the dishes will be determined based on day of trend.
The recipes will be standardized so the skill of our prep employees is less important,
than those of the kitchen manager.

Functional Food Service

The Flow of Food
Our foodservice operation will be a conventional foodservice. Our food items will be
purchased in various stages of preparation, and production, distribution, and service
will
be completed in our facility.
This
Procurement
will
allow
us
to
create
unique
dishes
Procurement
in a
centralized setting.
Different preparations will
be
used
depending on the dish that
is to
be
prepared and distributed.
The
Production
most
utilized preparations will be
cookProduction
chill
and hot holding.

Hot Holding

Chilled Storage

Service to Customer

Service to Customer

Hot Diagram:
Soup
Cold Diagram:

Kitchen Design
Our kitchen will utilize fresh, local, and organic foods that are sustainably harvested
in our community. Using fresh food will ensure high quality meals that will improve
customer satisfaction. The main kitchen, as well as the cooking classroom, will be
equipped with Energy Star appliances and will employ solar power. LED lighting
will be used in all areas of the building, and recycling receptacles will be placed
throughout the kitchen and dining area. Embracing these sustainable features into
our operation will minimize negative environmental impacts of our building, and will
also save money on energy costs. A bubble diagram follows of the planned kitchen
areas.

Receiving

Offices
Cooking Classroom

Cold Storage
Cold Food Production

Main Kitchen Area

Dry Storage
Hot Food Production
Service Area

Dining/Seating Area

Ware Washing Area

Procurement
Suppliers
Locally produced food is a central component to the wellness approach
designed by Better Bozeman. Our chefs and nutrition specialists will collaborate
with local farmers and producers to provide as many fresh and seasonal ingredients
as possible. In order to make informed purchasing decisions, ingredients such as
meat, produce, and dairy will be sourced directly from local farmers and ranchers

when possible and seasonally available. These transactions will be mostly informal
in order to accommodate the changing purchasing patterns that supply our cyclical
menu. When appropriate, orders will be placed through local distributors such as
Quality Foods Distributing and other Northwest outlets, as well as Sysco when
necessary for out of season and specialty ingredients. A focus on local produce and
value-added products aims to not only support the health of the local economy, but
also to improve the health of clients by strengthening their relationship to local
ecosystems.

Sustainable Purchasing Guidelines

Ultimate Goal: Products produced in Montana with holistic and sustainable

practices
o First Priority: Pesticide/Hormone free
o Second Priority: Produced in Montana
o Third Priority: Have relationship with producers and suppliers
o Fourth Priority: Certified organic (USDA)
o Fifth Priority: Produced in Gallatin County

Receiving Plan
In order to ensure maximum control over product quality, quantity, and
freshness, only head chefs or designated managers will be authorized to complete
the receiving procedure. When incoming orders arrive, the first step will be to alert
one of the authorized people, who will begin the process with a visual inspection of
delivery conditions to ensure food is properly cooled, stored, and transported. If this
inspection passes the HACCP standards outlined in the handbook, the employee will
then verify that the contents being delivered match those requested on the
purchase order. If they do, the employee will then inspect the invoice provided by
the supplier to ensure that the proper charges and fees are being applied. The
receiver will then sign the receipt provided by the supplier and file the invoice
before logging the transaction in the log kept in the receiving bay. Finally, the
receiver will find assistance to transport the order to the proper storage spaces,
where they will be logged in the inventory log and arranged based on freshness.

Storage Plan
Storage Facilities will have the following controls in place to ensure safe storage of
food:

Temperature Control Dry storage will remain between 50 and 70F, Cold
storage will below 41F, and freezers below 32F

Humidity Control Dry storage will be ventilated to maintain low humidity, cold
storage will remain around 75-95% humidity to prevent evaporation and wilting

Inventory Records Regular inventory inspection records will prevent spoilage

and waste of food

Inventory Record
Due to the high turnover rate and relatively small size of our
foodservice operation, we will keep physical inventory records. Daily or weekly
inventories will allow the operation to track its purchases and minimize food waste.
Also, menu planning needs to be reflective of the ingredients available, and a
personal knowledge of the inventory allows that to happen more efficiently.

Food Production
Production Forecasting
Because there are no historical records available for the business,
initial forecasting will be very difficult. Before beginning operations, the
business will complete in depth market research as well as visionary
forecasts in order to estimate the amount of demand. In the first several
months of operation, diligent records should be kept regarding purchasing
and selling activities, in order to get an idea of the daily demands in the
business. From that point on, the business will ideally utilize an exponential
smoothing forecasting model. This model will accommodate our rotating
menu and seasonal procurement strategies while providing feedback that
reflects the dynamic market conditions of local foods. Because we will be
relying largely on fresh meat, produce, and other perishable goods, it will be
important to forecast accurately in order to avoid wasting expensive items.
By tracking the quantity used and the revenues captured from each
ingredient, we will be able to design production schedules that use inventory
efficiently and maximize profit for the business by minimizing labor and food
costs.
Historical Production Record
Date: November 2, 2016
Grand Opening
Number to be served: 30

Time: 5:00-7:00pm

Menu Item

Amount
Prepared

Red Lentil & Carrot

Soup

35 servings

Falafel

120

Tzatziki Sauce

2 qt.

Dark Chocolate oat

bar

35
servings

Iced Tea w/ Fruit

2.5 gal.

Amount
Served

Event: Better Bozeman

Comments

Serve w/
tzatziki

Production Scheduling
Unit: Kitchen Staff
Lunch

Date: 11/02/16

Meal:

Meal Production
Employ
ee

Menu Item

Quantity
to
Prepare

Actual
Yield

Amount
Comments
Left Over

Luke S.

Lentil/Carro
t Soup

10qt.

Simmer in large pot

on stovetop, 2 hrs.

Lauren
B.

Chocolate
Oat Bar

35
servings

Prepare early and

chill before serving

Dakota
F.

Iced Tea w/
Fruit

10qt.

Use prepped fruit,

allow to steep for at
least 30 min.

Brianna
G.

Falafel

120

Stovetop, use
prepped ingredients,
warm until serving

Preparation
Employe
e

Menu Item

Quantity to
Prepare

Comments

Camero
n E.

Tzatziki
Sauce
Vegetables
for Soup

2 qt.
10lbs.

Store in refrigerator
Clean and Process Lentils and
Carrots to be added to soup

Isaac R.

Falafel

8qts.

Blend mixture for falafel, chill and

deliver to Brianna

Dakota
F.

Fruit for Iced

Tea

3lbs.

Cut fruit and start steeping tea

Due to the evolving nature of our cyclical menu, it will be essential to

hold production meeting before every meal. Our menu is on a bi-weekly

rotation, and while some routine may decrease the need for production
meetings as the schedule becomes established, it is unlikely that the
frequency of the meetings will change. The daily meetings will provide an
overview of the schedule, with each employee being told where and what
they will be preparing and in what time frame it needs to get done.
Discussion will begin with a synopsis of the previous days effectiveness, with
employees being encouraged to voice any questions, comments or
complaints. Those conversations will inform the plan for that day. All
important food and workplace safety measures will be discussed once a
week. Also, bi-weekly reviews will be held to assess the effectiveness of
production schedules and make any necessary adjustments.
Ingredient Room
Red Lentil and Carrot Soup
Ingredients needed

Amount

To be prepared 24 hours in
advance

Olive oil
Onion
Garlic

cup
Approx. 2 lbs.
Approx. 1.2 oz.

Carrots
Cumin, dried
Turmeric, dried
Coriander, dried
Paprika, dried
Cinnamon, dried

7 lbs.
1 T, 3/4 tsp.
1 T, 3/4 tsp.
cup, 1.5 tsp.
2 tsp.
1 tsp.

Onions are to be chopped into

uniform size; garlic is to be
minced.
Carrots are to be peeled,
washed and chopped into
uniform size. Spices are to be
measured and combined into
one dish.
Tomatoes are to be diced into
uniform size.

Red lentils
Tomatoes
Vegetable broth

7.5 cups
7 cups
5.7 quarts

Recipe Standardization
Red Lentil and Carrot Soup
Serving Size: 2 cups (16 oz.)
Yield: 30 portions or 3.75 gallons
Prep time: 10 min
Cook time: 35 min

Ingredients

Amount

Procedure

Olive oil
Onion, chopped
Garlic, minced

cup
Approx. 2 lbs.
Approx. 1.2
oz.

Saut onion and garlic in olive oil

until tender (approximately 5-6
minutes).

7 lbs.
1 T, 3/4 tsp.
1 T, 3/4 tsp.
cup, 1.5
tsp.
2 tsp.
1 tsp.

Add carrots and spices to the

garlic and onion mixture and
cook until carrots are tender
(approximately 10-12 minutes).

7.5 cups
7 cups
5.7 quarts

Add vegetable broth, lentils, and

tomatoes and stir to combine.
Simmer on low heat for 20
minutes, or until lentils are
tender. Blend soup in blender to
create creamy texture.

Carrots, peeled and

chopped
Cumin, dried
Turmeric, dried
Coriander, dried
Paprika, dried
Cinnamon, dried
Red lentils, rinsed
Tomatoes, diced
Vegetable broth

Nutrition Analysis: Serving Size: 2 cups (16 oz.)

Calories: 246
Saturated Fat 0.6g(3%)
Vitamin C:
20%
Protein: 13g(26%)

Sodium: 73.8mg(3%)

Vitamin

A: 51%
Total Fat: 4.5g(7%)
Calcium: 7%

Fiber: 8g(32%)
Iron:

23%
Sustainability
Better Bozeman will be implementing various means of sustainability
into our organization. The first will be the use of local and sustainably
sourced produce and protein. We will be working with local farmers, as well
as growing our own produce to achieve this. Second is the reduction of food
waste. Any food waste and/or leftovers will be either used for composting in
our gardens or donated to local food banks for use. Lastly, we will be
implementing energy-saving appliances, lighting fixtures, and heating and
ventilation systems in our kitchens and dining areas, as well as waterconservation equipment throughout the facility.

Distribution
Factors Influencing Foodservice
The type of food production system that Better Bozeman will utilize is
conventional. This system does not require any special distribution
equipment because there is minimal physical distance between production
location and service location; service is in the same building as production. In
addition, by using a conventional method. the temperature and quality of the
food are maintained because of the limited time between the completion of
production and service to our customers. Depending on the menu item, the
degree of preassembly will vary. For example, the menu item Build-Your-Own
Burrito Bowl requires minimal assembly, but will require preparation of
ingredients (preparing rice and chopping additives). Soups and salads,
however, will require full production and preassembly and to enable our
customers the grab-and-go aspect of our foodservice. Production will happen
as close to service as possible to ensure quality of the menu. Our menu
items will still require both hot- and cold-holding equipment for the selfservice line during foodservice hours.

Service
Category of service
Better Bozeman will be offering self-service as the category of service
for the business plan. In this type of service, the customer chooses what type
of food they want from the displayed food items and pay at a central point
for the items chosen. The type of self-service will be buffet style. Buffet style
allows customers to obtain food items from a buffet table. Buffet style
enables employees to serve more people in a given amount of time since
customers will be self-serving; this means less employees will be working on
the floor during lunch hours.
Service management
To ensure quality customer service the staff will be trained on
knowledge of service procedures, a friendly and concerned-for-customer
attitude, and the ability to perform needed service tasks. Staff members can
also experience burnout, emotional exhaustion, and loss of enthusiasm. To
avoid this, management will be constantly examining and checking in on
employees to see how satisfied they are with their jobs. Employees will also
be praised when jobs are performed well. The six step approach will also be
implemented for quality customer service: understand customer procedural
and personal service expectations, establish a quality service culture and
leadership climate, institute clear and concise service-delivery standards,
incorporate service standards into organizational systems, assess progress
and reward successes, and continually work on improving quality service. If a

customer is unhappy with their experience at Better Bozeman the seven-step

gracious problem solving process will be implemented with the manager.
1. The manager will listen to customers complaint or problem
2. The manager will repeat the complaint or problem for
clarification and acknowledgement of the issue
3. The manager will apologize for issue
4. The manager will acknowledge customers feelings on the issue
5. The manager makes problems solving two ways by asking
customer how they would like the issue resolved
6. The manager explains what actions can be made to turn the
wrong into a right
7. The manager says thank you to customer for bringing the issue
to management

Strategic Marketing Plan

Strategic Business Unit: Our marketing will be handled by a
communications and marketing specialist who has been contracted to handle
Better Bozemans marketing campaign. Our contractor works with a firm who
has two other marketing specialists, but our marketing will be handled by
one person.
Marketing Objectives:

We will provide excellent customer service and promote positive

reviews through social media and radio.

Each referral we are given and each customer who comes to our
business will be treated with dignity, patience, and care.

Our food service will grow its customer base by 7% each of the first
three years we are open.

Our sales will increase by 10% each of our first three years.

20% of our budget will be spent on marketing for the first year of
business

Over a five-year period, and with the help of positive word of mouth, our
marketing budget will be decreased to 7% by year five
SWOT Analysis:
Strengths
-All aspects of our business are local.
-We serve people of all ages and with
varying degrees of health.
-We provide many services along with
quality, local food.
-Our connections to local businesses
make us a popular place for referrals.

Weaknesses
-Food services will operate under
limited hours initially
-Our food options will not be as
diverse as other restaurants due
to our limited scope
-If one of our local suppliers
cannot meet demands, our
options may be hindered and our

sales may suffer.

Opportunities
-We are able to expand our foodservice
hours if there is demand
-Because much or our foodservice is
based on self-serve pick-up, we are able
to increase sales without having to
expand physical space
-Catering may be a future offering if
demand is present

Threats
-Availability of local resources
may limit options.
-Our business model may be
difficult for some customers to
understand.
-The Co-op in Bozeman offers
similar meal options and is wellestablished in Bozeman.
-Local produce costs may rise
and preclude profit growth

Marketing Strategy
Our target market will be the Bozeman community members who value
their physical health, want to prevent chronic disease, manage chronic
disease, and hope to obtain a high quality of life through nutrition,
sustainability, and wellness checks.
Our marketing mix includes the promotion of health through the use of
food, cooking classes led by local chefs, nutrition and wellness education,
and wellness checks provided by nurse practitioners, registered dietitians,
and physical therapists. Our meals are $10 and under, our cooking classes
are $25, and a visit with our specialists are $50 for an hour unless covered
by insurance. Food services are on-site, and our health care is provided in
the same building (609 West Mendenhall Street Bozeman, MT 59718). The
quality of our services will be promoted by word-of-mouth and through the
use of positive customer feedback (comment cards and directly speaking to
customers) being advertised on social media (our Facebook page, twitter
account, etc.). We will also work with local suppliers and health care
providers to also refer customers and provide positive promotion of our
services.
Our marketing strategy will be to promote our business and food to
health conscious Bozeman community members through existing businesses
by referrals as well as by expanding the reach of word-of-mouth by sharing
satisfied customers feedback in our advertising and marketing material in
social media and radio. We will also use our local business suppliers (farms,
butchers, bakeries, hospitals and health care providers) as key sources of
referrals and positive word-of-mouth. Our pre-established working
relationships with these key stakeholders will help us build our credibility and
reputations while increasing our customer base.

Tactical Plans

Personal relationships will be established with each of our local

providers and vendors in order to help establish our quality and credibility in
the Bozeman community

Will only hire professionals (health care providers, chefs, and

foodservice workers) who are committed to a high quality of product and
service

Customers will be encouraged to provide feedback and comments

through incentives such as free or reduced food and/or discounted services
and wellness-checks

Customer base will be maintained and increased due to current

customers being treated as VIPs through repeat-customer discounts and
customer-oriented service and having positive customer feedback
disseminated through advertising

Once the quality of our services is established, small increases in

customer prices will have a better chance of being tolerated by customers

As word of mouth increases business and profits, less money will need
to be spent on marketing and advertising contracts

Meals, Satisfaction, and Accountability

Sensory analysis
To test new menu items for quality, a mixture of analytical and affective
sensory tests will be implemented. This combination will allow for
professionals to articulate specifics recommendations and comments on the
menu items and for citizens to explain whether these items match
Bozemans feel, which can be an abstract emotional, quality that cannot be
described from an objective outlook. Descriptive tests should be used for the
analytical portion as many of our items will not be tested to see which one is
different; rather, the purpose of these tests will be to see how particular
changes to texture, color, and taste impact a menu item. Acceptance and
preference tests will be used for the affective sensory tests because products
will need to be examined as to whether they fit within the Bozeman
community and if so, are they a better fit than other similar items.
Customer satisfaction
Customer satisfaction will be measured through both facial hedonic and
sensory evaluation tests. The inclusion of facial hedonic scales will allow
those with language barriers to still voice their opinions on their meals.

Facial Hedonic Scale Example

Lentil
Winter
Soup

Great

Good

So-So

Bad

Awful

Sensory Evaluation Example

Lentil Winter Soup

Tastes

Great

Good

So-So

Awful

Looks

Great

Good

So-So

Awful

Temperature

Just Right

Amount

Too Much

OK

Too Cool

Right Amount Not Enough

Employee satisfaction
Employee satisfaction will be examined through online surveys and third
party interviews, both of which would be anonymous. The online surveys
would provide an immediate and safe outlet for employees wishing to
express grievances. A third party outlet would allow employees to express
their concerns in greater detail and in an environment in which they would
not need to feel as if their employer would be targeting them for expressing
their feelings.

Management of Human Resources

Recruiting
Job Title: Kitchen Manager/Chef
Reports To: Director of Operations
Summary of Position: At Better Bozeman in the main kitchen of the food
department. Responsible for all kitchen functions, including but not limited to
food purchasing, receiving, preparation, and maintenance of quality
standards, safety, sanitation, and cleanliness. Responsible for training of
employees in methods of cooking, preparation, sanitation and cleanliness. At
least 5 employees will report to the Kitchen Manager.
Job Duties and Responsibilities:
Responsible for managing 5 employees.

Overseeing the overall operation of the main kitchen.

Ensure that all food and products are consistently prepared and served
according to Better Bozemans recipes, portioning, cooking, and
serving standards.
Complies with policies and procedures.
Maintains a safe and sanitary work/kitchen environment.
Maintains proper food holding and refrigeration temperature control
points.
Reviewing and organizing bi-weekly menu.
Maintains a positive, non-judgmental, productive work/kitchen
environment.
Create production schedules.
Control food cost and usage through consistent procurement.
Oversee orientation and training process of kitchen employees.
Schedule employees and approving time sheets.
Attends all scheduled employee meetings and brings suggestions for
improvement.

Job Specifications:
Qualifications: Bachelors in Hospitality or related field, plus 2 years of
related experience.
Knowledge/Abilities: Must have a passion for food and health. Must be
able to communicate with managers, kitchen and dining room personnel and
guests.
Physical: Must be able to reach, bend, stoop, and frequently lift up to
50 pounds; Must be able to work in a standing position for long periods of
time.
Better Bozeman provides equal employment opportunities (EEO) to all
employees and applicants for employment without regard to race, color,
religion, sex, national origin, age, disability or genetics. In addition to federal
law requirements, Better Bozeman complies with applicable state and local
laws governing nondiscrimination in employment in every location in which
the company has facilities. This policy applies to all terms and conditions of
employment, including recruiting, hiring, placement, promotion, termination,
layoff, recall, transfer, leaves of absence, compensation and training.
Better Bozeman expressly prohibits any form of workplace harassment
based on race, color, religion, gender, sexual orientation, gender identity or
expression, national origin, age, genetic information, disability, or veteran
status. Improper interference with the ability of Better Bozemans employees
to perform their job duties may result in discipline up to and including
discharge.

Selecting

Give an example of one time you adapted to working in a stressful,

fast-paced work environment.
Please identify our mission statement. How do your short and long
term goals fit in with our mission?
Address one strength and one weakness. Give us an example of a
situation where each impacted your work performance.
Give an example of a time when you have come into conflict with a
fellow employee or customer and how you resolved the situation.
What qualities do you look for in employees that you supervise and
what qualities do you look for in a supervisor?

Supervising
Unlike most food establishments, the foodservice portion of our
business is only one source of revenue, and is complemented by revenues
from cooking classes and nutritional consultations. As a result, productivity
measures for food do no need to be as high as in a typical restaurant.
However, there will likely only be a few employees that are in charge of this
aspect of our business and they will need to be efficient and organized in
order to maximize production from labor costs. For the grab-and-go portion
of our foodservice, meals will be prepped and produced by approximately
two employees. If these employees are working for an average of 6 hours a
day, and we need approximately 75 grab-and-go items per day, there
productivity level should be around 12 meals per labor hour. That would
bring their total hours worked per week to 60 hours and weekly production to
375 grab-and-go items per week. While this workload is equivalent to 1.5
FTEs, we feel that we will need at least two people to create a balanced
workload and keep productivity high. For the more formal dining portion of
our foodservice, far more employees will be needed in order to prep, cook,
and clean-up after fresh meals. These meals will only be taking place 2-3
nights per week, but will likely require at least 5 employees to complete all
the tasks involved with preparing and serving a fresh, hot meal. These meals
will be easier to track productivity, however, as they will have a set number
of patrons with each dining event. If each event holds approximately 25
patrons, and 5 employees are staffed for that event for 8 hours each (2pm10pm), then the level of productivity needs to be about 2 meals per labor
hour. This number is significantly lower than the grab-and-go level because it
reflects the necessity for attention to detail as well as presentation. Based on
the estimate of 2 events per week, the number of labor hours required is
equal to only 2 FTEs. Still, we think it is necessary to have a team that is
competent and organized enough to provide quality and fresh meals. Also,
because these employees will only be part-time, we think the cost of the
additional labor is low enough to justify hiring extra staff.

Maintaining
Productivity at Better Bozeman will be measured using recordkeeping
systems that record data on a systematic basis to determine the productivity
measures that the management has selected for analysis. These measures
will be used to examine trends over time at our establishment. The equation
we will be using is meals/labor hour=total meals served per daylabor hours
per day. This equation fits our foodservice model because we will be doing a
la carte style food service, so we will be able to keep track of the total
number of meals served per day.

Management of Financial Resources

Fixed Costs
Fixed costs are not intended for sale and depreciate over time. For our
business this will include: building, land, furniture, equipment (glassware,
utensils, kitchen equipment, registers), licenses, and fixtures. The building
will be mortgaged each month; this goes along with long-term liabilities.
Variable Costs
Variable costs is a costs that varies with the amount of output, for our
business this will include: taxes, salaries, food, beverages, marketing
strategies, and decor.
Menu Sales Price
Pricing Factor Equation (with a 40% food cost)
100/40 food cost percent = 2.5 pricing factor
Raw Food Cost:
Appetizers
o Falafel with Tzatziki: $2.40
o Zucchini and Feta Fritter with Aioli Sauce: $2.40
Salad
o Kale Salad with Squash, Chickpeas, and a Lemon Basil
Dressing: $2.396/lb
Soup
o Red Lentil and Carrot: $2.396/lb
Entree
o Build-Your-Own Burrito Bowl: $3.196/lb
o Veggie Burger: $3.596
Desserts
o Dark Chocolate Oat Bar: $1.196
o Ice Cream with Seasonal Fruit: $1.596
Beverages

o Iced Tea with Fruit: $1.196

o Cucumber Water: $0.00
Raw Food Cost Equations (using prices from Sample Menu under The Menu):
Appetizers
Falafel with Tzatziki: $6.00 2.5 = $2.40
Zucchini and Feta Fritter with Aioli Sauce: $6.00 2.5 = $2.40
Salad
Kale Salad with Squash, Chickpeas, and a Lemon Basil Dressing:
$5.99 2.5 = $2.396/lb
Soup
Red Lentil and Carrot: $5.99 2.5 = $2.396/lb
Entree
Build-Your-Own Burrito Bowl: $7.99 2.5 = $3.196/lb
Veggie Burger: $8.99 2.5 = $3.596
Desserts
Dark Chocolate Oat Bar: $2.99 2.5 = $1.196
Ice Cream with Seasonal Fruit: $3.99 2.5 = $1.596
Beverages
Iced Tea with Fruit: $2.99 2.5 = $1.196
Cucumber Water: 0 2.5 = 0
Sales Price
Appetizers
o Falafel with Tzatziki: $6.00
o Zucchini and Feta Fritter with Aioli Sauce: $6.00
Salad
o Kale Salad with Squash, Chickpeas, and a Lemon Basil
Dressing: $5.99
Soup
o Red Lentil and Carrot: $5.99
Entree
o Build-Your-Own-Burrito Bowl: $7.99
o Veggie Burger: $8.99
Desserts
o Dark Chocolate Out Bar: $2.99
o Ice Cream with Seasonal Fruit: $3.99
Beverages
o Iced Tea with Fruit: $2.99
o Cucumber Water: $0.00
Sales Price Equation

Appetizers
o Falafel with Tzatziki: $2.40 x 2.5 = $6.00
o Zucchini and Feta Fritter with Aioli Sauce: $2.40 x 2.5 =
$6.00
Director
Salad
Of
o Kale Salad
with Squash, Chickpeas, and
Operations
a Lemon
Basil Dressing: $2.396 x 2.5 =
$5.99/lb
Soup
o Red Lentil and Carrot: $2.396 x 2.5 = $5.99/lb
Entree
o Build-Your-Own Burrito Bowl (could include rice, beans,
chickpeas, peppers, tomatoes, and cilantro): $3.196 x 2.5
= $7.99
o Veggie Burger: $3.596 x 2.5 = $8.99
Desserts
o Dark Chocolate Oat Bar: $1.196 x 2.5 = $2.99
o Ice Cream with Seasonal Fruit: $1.596 x 2.5 = $ $3.99
Beverages
o Iced Tea with Fruit: $1.196 x 2.5 = $2.99
o Cucumber Water: 0 x 2.5 = 0

Organizational Chart for Better Bozeman

Management Structure

Head Chef

Sous
Chef

Registered
Dietitians

Physical Therapist

Nurse
Practitioner

Maintenance Worker

Sous
Chef
Receptionist/Cashier

Master
Gardner

Fro

Our organization will have a traditional top-down organizational chart,

but our values are those of an innovative organization. Even though our
organization chart is traditional, there is a focus on horizontal roles such as
the providers and front office as well as the sous chefs, receptionist/cashier,
and maintenance worker.
We plan to use innovative organizational qualities such as empowering
all employees to be involved in decision making, including menus,
scheduling, advertising, etc. We also strive to have our employees feel
valued and relaxed in the work setting. We understand that a happily
employed worker is a more productive worker. Retention of quality
employees helps us improve our overall quality and cuts down on the costs
of rehiring and training new employees. We have also focused on limiting the
number of managers to four for our organizations model. By having only
four managers and valuing all employees input, we hope to put an emphasis
on our vision and values. This emphasis and strong buy-in from our
employees will help us stick to our focus of improving the quality of life for
the people of Bozeman.