...UNIT 22: CELLAR AND BAR OPERATIONS MANAGEMENT Get assignment help for this unit at assignmenthelpuk@yahoo.com LO1 Understand bar and cellar management techniques Safety: handling of caustic solutions; Control of Substances Harmful to Health (COSHH); kinetic handling; storage of wet and dry stock and cleaning materials; safe use of CO2; safe delivery methods; manual handling Hygiene: hygienic storage of a range of wet and dry stocks; cleaning materials; Hazard Analysis Critical Control Point (HACCP); environmental procedures Product quality: standards; consistency; market needs; storage; stock rotation; temperature controls Staff issues: productivity; staff rostering; training; legal and social constraints Business implications: size of operation; theft; pilferage; cost of stock losses; enhancement to/or loss of reputation; impact of trends LO2 Be able to demonstrate bar and cellar management techniques Cellar management techniques: preparing cask ales; changing keg/cask barrels and CO2 cylinders; maintenance and cleaning of dispensing equipment for a range of draft products, hygienic methods of working; stock control; maximising yields; reducing wastage; fault finding Bar management techniques: drink dispensing methods; drinks; preparation; use of optics; glass identification; customer relations; in-house selling; merchandising; recent and future developments; bottling-up-and-down; consumption analysis; stock and cash control LO3 Understand the impact and benefits of technological...
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...Chapter 16: Cost concepts, Cost behaviour and CVP Analysis Organisational Framework • Organisations can be classified into one of three categories: 1) Manufacturing: produce goods by converting raw materials into a physical product through the use of labour and capital inputs. Usually sell G to merchandising or other manufacturing firms 2) Merchandising: Buy goods already made and then sell them to consumers or other merchandising firms. Selling directly to consumers (retailers) selling to other merchandising firms (wholesalers) 3) Service: provide a service to customers. They deal with intangible products and many service organisations are not profit making e.g. ATO, Red Cross • Manufacturing firms often require a greater quantity and variety of cost information because they are involved in production processes Basic Cost Concepts • Cost is the cash or cash equivalent value sacrificed for g+s that are expected to bring a current or future benefit to the organisation • Expired costs are called expenses • Costs that do not expire in a given period are assets • An opportunity cost is the benefit given up or sacrificed when one alternative is chosen over another • A differential cost is the amount by which a cost differs between two alternatives • An out of pocket cost is a cost that involves a current cash outlay e.g. office supplies • A sunk cost is a cost for which an outlay has already been made e.g. depreciation • Controllable costs are those costs heavily...
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...Cost Accounting, 14e (Horngren/Datar/Rajan) Chapter 2 An Introduction to Cost Terms and Purposes Objective 2.1 1) Cost objects include: A) products B) customers C) departments D) All of these answers are correct. Answer: D Diff: 2 Terms: cost object Objective: 1 AACSB: Reflective thinking 2) Actual costs are: A) the costs incurred B) budgeted costs C) estimated costs D) forecasted costs Answer: A Diff: 1 Terms: actual costing Objective: 1 AACSB: Reflective thinking 3) The general term used to identify both the tracing and the allocation of accumulated costs to a cost object is: A) cost accumulation B) cost assignment C) cost tracing D) conversion costing Answer: B Diff: 1 Terms: cost assignment Objective: 1 AACSB: Reflective thinking 4) In order to make decisions, managers need to know: A) actual costs B) budgeted costs C) both costs D) neither cost Answer: C Diff: 1 Terms: budgeted costs Objective: 1 AACSB: Ethical reasoning 5) The collection of accounting data in some organized way is: A) cost accumulation B) cost assignment C) cost tracing D) conversion costing Answer: A Diff: 1 Terms: cost accumulation Objective: 1 AACSB: Reflective thinking 6) Budgeted costs are: A) the costs incurred this year B) the costs incurred last year C) planned or forecasted costs D) competitor's costs Answer: C Diff: 2 Terms: budgeted costs Objective: 1 AACSB: Reflective thinking 7) Cost assignment...
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...Chapter 2: Fashion Merchandising Organizations Chapter contents: 2.1 Introduction 2.2 Types of fashion merchandising organization 2.2.1(a) The buying agents 2.2.1(b) Store-owned buying offices 2.2.1(c) Cooperative buying offices 2.2.2 Independent trading companies 2.2.3 Offices of manufacturer-importer 2.3 The major service offered by a fashion merchandising organization 2.3.1 Private label programme 2.3.2 Group purchasing 2.3.3 Centralized buying 2.3.4 Other merchandising services 2.4 The major organizational structures for fashion merchandising activities 2.4.1 Functional division type 2.4.2 Product/market division type 2.4.3 Matrix organization type 1 Objectives After studying this chapter, you should understand the following: the various types of fashion merchandising organizations major merchandising services offered by these organizations the major ways to establish merchandising organizational structure Case Study The merchandising agent, Fashiontex, received a set of lab-dip (colour dyeing samples) from the supplier, for final confirmation as the pre-production standard in dyeing process. The team checked the samples with the original standard provided from its European buyer and found the sample very satisfactory. The colour shades submitted from the supplier were nearly 100 percent the same as the original ones. The team was very confident that the buyer would accept it and grant approval for bulk production. In normal procedure, the team would...
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...sell-through All communications (print & on-line) with customers & end-users Mechanics to encourage end-user loyalty, increase spend & to drive sell-through Activities to provide technical and after-sales support to end-users. Includes delivery of CRM opportunities Online, PR & Digital Marketing Consumer Incentive Programmes Customer Care Marketing Strategy Components: what we deliver These Operational & Tactical mechanics are co-developed by Regional & Local Marketing teams. They are then implemented by Local teams, with Regional review Customer Experience & POSM Fixtures In-store Literature Store-in-a-store Dummy units Live units Live SIMs Design, manufacture & Design & production of ininstallation of fixtures store literature: consumer or (or a combo of the retail staff focused above) Design & delivery of store-in-store environments Sourcing dummy handsets for retail Sourcing SIM cards Sourcing live for live handsets in handsets for retail retail Trade Marketing & Training Promoters Merchandisers Training Dealer/Partner Events VAR/SI Events (Non-Cellular) Programs to engage non-cellular channels, such as IT resellers Incentives (promo) Incentive (sell-through) Delivery of field Delivery of field Design & delivery Design & delivery of events sales/promotions merchandising of staff training for...
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...efficiency advantage of their company relative to competitors or the premium prices a company can charge relative to the costs of adding features that make its products or services distinctive. 1-5 Supply chain describes the flow of goods, services, and information from the initial sources of materials and services to the delivery of products to consumers, regardless of whether those activities occur in the same organization or in other organizations. Cost management is most effective when it integrates and coordinates activities across all companies in the supply chain as well as across each business function in an individual company’s value chain. Attempts are made to restructure all cost areas to be more cost-effective. 1-16 Value chain and classification of costs, computer company. Cost Item | Value Chain Business Function | a.b.c.d.e.f.g.h. |...
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...Thanks for downloading a sample plan from Bplans.com A sample plan is a great way to get started, but you can’t just print this plan out and turn it into the bank. You’re still going to have to put in all your own information and do all of your own financial forecasts. With LivePlan, you can easily use this sample as inspiration and create your own plan, complete with financial tables and graphs. You’ll also be able to: • Save time with linked financial tables (the formulas are built in, so you don’t have to do the calculations!) • Benefit from tons of help, advice, and resources. • Present your plan with confidence, with automatic charts and graphs corresponding to your financial data. • Work on your plan anywhere, on any computer. “For 20 dollars I ended up getting a quarter of a million dollars of funding. That’s worth it!” – Todd C. Tablegate Click here to save 50% off the first month of LivePlan! Cover Page [pic] This sample business plan has been made available to users of Business Plan Pro®, business planning software published by Palo Alto Software. Names, locations and numbers may have been changed, and substantial portions of the original plan text may have been omitted to preserve confidentiality and proprietary information. You are welcome to use this plan as a starting point to create your own, but you do not have permission to reproduce, resell, publish, distribute or even copy this plan as it exists here. Requests...
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...Thanks for downloading a sample plan from Bplans.com A sample plan is a great way to get started, but you can’t just print this plan out and turn it into the bank. You’re still going to have to put in all your own information and do all of your own financial forecasts. With LivePlan, you can easily use this sample as inspiration and create your own plan, complete with financial tables and graphs. You’ll also be able to: • Save time with linked financial tables (the formulas are built in, so you don’t have to do the calculations!) • Benefit from tons of help, advice, and resources. • Present your plan with confidence, with automatic charts and graphs corresponding to your financial data. • Work on your plan anywhere, on any computer. “For 20 dollars I ended up getting a quarter of a million dollars of funding. That’s worth it!” – Todd C. Tablegate Click here to save 50% off the first month of LivePlan! Cover Page [pic] This sample business plan has been made available to users of Business Plan Pro®, business planning software published by Palo Alto Software. Names, locations and numbers may have been changed, and substantial portions of the original plan text may have been omitted to preserve confidentiality and proprietary information. You are welcome to use this plan as a starting point to create your own, but you do not have permission to reproduce, resell, publish, distribute or even copy this plan as it exists here. Requests...
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...Seventeenth Edition 5. Accounting for Merchandising Operations Text © The McGraw−Hill Companies, 2004 “I felt we should go into something that we had some connection to”—Dwayne Lewis (standing; Michael Cherry sitting) 5 A Look Back Accounting for Merchandising Operations A Look at This Chapter This chapter emphasizes merchandising activities. We explain how reporting merchandising activities differs from reporting service activities. We also analyze and record merchandise purchases and sales transactions and explain the adjustments and closing process for merchandisers. A Look Ahead Chapter 6 extends our analysis of merchandising activities and focuses on the valuation of inventory. Topics include the items in inventory, costs assigned, costing methods used, and inventory estimation techniques. Chapter 4 focused on the final steps of the accounting process. We explained the importance of proper revenue and expense recognition and described the closing process. We also showed how to prepare financial statements from a work sheet. Larson−Wild−Chiappetta: Fundamental Accounting Principles, Seventeenth Edition 5. Accounting for Merchandising Operations Text © The McGraw−Hill Companies, 2004 Learning Objectives CAP Conceptual Analytical Procedural merchandising activities C1 Describeincome components for aand A1 Compute the acid-test ratio and explain its use to assess liquidity. identify merchandising company. (p. 178) (p. 193) P1 Analyze...
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...Universidad de la Sabana Escuela Ciencias Económicas y Administrativas Mercadeo 2013 – 2 Case 4: From “Expect More” To “pay Less” Agosto 23 - 2013 * Camila Andrea Pinzón Gómez 201213506 WHAT IS ALL THIS CASE ABOUT? The principal idea of the case is examine Target, a discount retailer who was always known for their ‘cheap chic’, “Expect More, Pay Less” value proposition. The evaluation between BACKGROUND: Target Corporation originally the Dayton Dry Goods Company and later the Dayton Hudson Corporation, 1902–61: 1902: Dayton Dry Goods Company was founded in 1902 by George Draper Dayton, a banker who built his wealth by buying farm mortgages in southwest Minnesota and an active member of the Westminster Presbyterian Church in downtown Minneapolis 1903: In 1902, Dayton, looking for tenants, convinced Reuben Simon Goodfellow Company to move its nearby Goodfellows department store into his newly erected building. Goodfellow retired and sold his interest in the store to Dayton.[8] The store's name was changed to the Dayton Dry Goods Company in 1903, later being changed to the Dayton Company in 1911. Dayton, who had no prior retail experience yet maintained connections as a banker, held tight control of the company and ran it as a family enterprise. The store was ran on strict Presbyterian guidelines, which forbade the selling of alcohol and any kind of business activity--opening the store, advertising, and business travel--on Sundays. It refused to advertise...
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...scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part, except for use as permitted in a . license distributed with a certain product or service or otherwise on a password-protected website or school-approved learning management system for classroom use. INYM 225 Study Unit 1 Introduction to Electronic commerce Ms Tumelo Nthutang Learning Objectives In this chapter, you will learn: • What electronic commerce is and how it has evolved in three waves of development • Why companies concentrate on revenue models and the analysis of business processes instead of business models when they undertake electronic commerce initiatives • How to identify opportunities for and barriers to electronic commerce initiatives • How economic forces have led to the development and continued growth of electronic commerce • How businesses use value chains and SWOT analysis to identify electronic commerce opportunities • How the international nature of electronic commerce affects its growth and development 3 3 Introduction Introduction • Electronic commerce began in the United States – China the leader in online retail sales since 2013 – More and more sales being made on smartphones • China is the world’s largest potential online market – Active Internet users and upward economic growth – Buyers use U.S. and domestic sites and are influenced by online reviews and discussions – Has led to online review sites and seller participation in Chinese chat and messaging...
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...materials is known as conversion cost. True False 4. All costs incurred in a merchandising firm are considered to be period costs. True False 5. Depreciation is always considered a product cost for external financial reporting purposes in a manufacturing firm. True False 6. In external financial reports, factory utilities costs may be included in an asset account on the balance sheet at the end of the period. True False 7. Advertising costs are considered product costs for external financial reports because they are incurred in order to promote specific products. True False 8. Selling and administrative expenses are product costs under generally accepted accounting principles. True False 9. A variable cost is a cost whose cost per unit varies as the activity level rises and falls. True False 10. When the level of activity increases, total variable cost will increase. True False 11. A decrease in production will ordinarily result in an increase in fixed production costs per unit. True False 12. Automation results in a shift away from variable costs toward more fixed costs. True False 13. In order for a cost to be variable it must vary with either units produced or units sold. True False 14. The concept of the relevant range does not apply to fixed costs. True False 15. Indirect costs, such as manufacturing overhead, are always fixed costs. True False 16. Discretionary fixed costs arise from annual decisions by management to spend...
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...changing scenarios of Indian consumers give a proof to the potential opportunity in the retailing arena. SWOT and its subheads take you to the crux of analysis into retail industry. Out of which we formulated the future prospects. One major lifesaver of the Indian retailing is the advertising and promotional strategies; which comes out with innovative ways to win consumers over and keep them permanently happy. FDI in retail has been contentious issue and may face resistance, given the perceived political scenario. FDI will be a defining moment for Indian retail and how government policies effect the retail industry is given briefly to the end. INTRODUCTION AND EVOLUTION The word ‘Retailing’ refers to any activity that involves the direct sale to an individual customer or end user. Retailing has been the most active and attractive sector of the last decade. While the retailing industry itself has been present through out the history in our country, it is only the recent past that has witnessed so much dynamism. Retailing arena today is very different. It’s the latest bandwagon that has been witnessing hordes of players leaping onto it. While international retail store chains have caught the fancy of many travelers abroad, the action was missing from the...
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...auction site to another person. __T__ 6. The U.S. government is one of the largest EDI trading partners in the world. __T__ 7. Firms such as Walmart and General Electric have been pioneers in using EDI to improve their purchasing processes and their relationships with suppliers. __T__ 8. A value added network (VAN) is an independent firm that offers connection and transaction-forwarding services to buyers and sellers engaged in EDI. __T__ 9. The increase in broadband connections in homes is a key element in the B2C component of the second wave. __T__ 10. In some cases, business processes use traditional commerce activities very effectively, and technology cannot improve upon them. __F__ 11. The skills of merchandising and personal selling can be easy to practice remotely. __F__ 12. A small-denomination item is a product or service that is hard to distinguish from the same product or services provided by other sellers. __F__ 13. An outsourcing profile is the collection of attributes that affect how easily a product can be packaged and delivered. __T__ 14. A DVD is an excellent example of an item with a high value-to-weight ratio. __T__ 15. A product that has a strong brand reputation...
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...________________________ ------------------------------------------------- Summary: Results focused Sales professional with a 5 year proven track record in management of outdoor sales teams. Recognized for the ability to implement marketing strategies within sales techniques to uplift brand awareness and brands’ image. Skillful in finalizing high end sales calls and building up promotional strategies with Modern Trade and Traditional Trade Channels. Acknowledged to enhance strong relationships with Decision makers, key people, and fellow workers through Clients, Principals, and throughout the company. EMPLOYMENT HISTORY Sales Manager May 2012 – Present Gulf Trading Est.- Lebanon Regional Sales Manager Western Province Sept 2011 – May 2012 United Group – Kingdom of Saudi Arabia A Leader in Food industry Manufacturing and distributor of main FMCG in Modern Trade business and Traditional Trade business. Designed and implemented strategies for the largest region for the company. Finalized personally Business agreements with high end accounts like PANDA, Raya Hypermarkets, Bindawood, Danube and others. Expanded traditional trade accounts to include major TT accounts in the region, with concentrating on Remote regions like Taif, Mecca, Medina, South, North. (As Jeddah city had a complete coverage.) I. Responsible of Sales activity of a brand Portfolio of 24 Global Brands with a year target of 33million Riyals such as: PYREX...
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