Kpi 6l271v

KPIs in wellness 1. Revenue- Total units or product used for the treatment* per unit price of the same (product). It could be calculated on a daily purpose/weekly/monthly as per the requirement or whenever client comes for the treatment. 2. Revenue growth- the difference in the sales/revenue as compared to the last revenue recorded. It could also be calculated according to the wish of the outlet. 3. No. of wellness stores- A particular wellness store chain could also be evaluated on the basis of the number of outlets they have opened up. 4. product cost- The entire cost of acquiring the required products including shampoos, creams, medicines, machinery for detecting the type of skin or problem in the skin etc . 5. Gross margin- Total Sales/revenue – Total Cost of treatments /services( excluding the taxes, if any) 6. Footfall- The number of people coming into a clinic irrespective of the fact that whether all of them take any sevice treatment or not. 7. Store space- The area in which the outlet has been commencing its activities. 8. Employee turnover - This would be measured by taking the number of employees who have retired + the number of employees terminated /(divided by) the numbers of employees that you hired at the beginning of the year. This will give the employer an idea for if he/she is gaining or losing employees. 9. professional employees : by this indicator a store can gain more customers as customers are made or impressed on the basis of the services delivered to them or the treatment given to them is affecting them and that could be given only when the employees hired are professional in the field. 10. Cost of Services per Customer - Rate = total cost of service / total customers. This lets you know how much the investment cost for the customer care is. With this you can compare the rate with the rate of direct competitors to analyze if it is reasonable/ accurate or not. 11. Wage cost % - Wages and salaries of all the personnel involved in an outlet as per total sales of that outlet. 12. Total Labour Hours - How many hours worked in each section of every employee. This is useful to compare against sales to measure productivity.

13. Average length of employment - another way to look at your success in keeping staff. Add up the total number of weeks all your people have worked for you and divide this by the total number of staff.

14. Stock Value - how much stock are you holding? For spas or saloons.

15. Best (and worst) selling items - Check the weekly treatments or spas or saloon works .how many customers come for spas nd for saloons nd hw frequenty they visit.

16. Total Sales Per Head - your total sales divided by the number of customers. How does it compare to last week and last month? This may vary between different times of the day .

17. Seating Efficiency - How well your chairs or beds or machineries are being turned over while still offering high quality customer service. Usually many small things combine to have a large impact - seating, service and cleaning and . The size of tables relative to the average group size will also make a difference. 18. Basket Analysis - eg how many items do lunch customers buy? What else do morning coffee drinkers order, or red-wine drinkers (mineral water if the servers are awake)? A recent analysis with a client showed that typical diners ordered only 2 items (most ordered nothing after the main course) and many of the lunch customers did not order a beverage. Grab a pile of dockets from a typical day, and look for ordering patterns. 19. RevPASH - Revenue per Available Seat Hour. The same idea as hotels use to measure Revenue per Available Room. For RevPASH take the total number of 'seat hours' and divide total revenue for a perid by this number. 20. Marketing and advertising costs - the total value of what you spend, always trying to measure it against the response you get. A difficult one to measure, but worth investigating. 21. Sales inquiry conversion rate - the number of inquiries that turn into actual sales. If 50 people asked for information about your function packages and this resulted in 10 firm bookings, this would be a conversion rate of 1/5 or 20%. You would want to look at why so few people were 'converted' - was it the quality of the promotional material, skill of the sales staff, pricing or make-up of your function menus and facilities? 22. Return on Investment - the profit your business makes can be measured as a percentage return on the amount you have invested in it (see the Balance Sheet).

ROLES IN QSR 1. Restaurant Manager - Restaurant managers plan and direct the activities of places that serve food and beverages. In most restaurants and food service facilities, the manager is assisted by one or more assistants. They estimate how much food and beverage will be used, and place orders with suppliers. They check the deliveries of fresh food and baked goods for quality. They order supplies of non-food items, such as dishes and silverware, cooking utensils, and cleaning products. They arrange to have equipment repaired or maintained and schedule other services. In addition, managers total cash and charge receipts at the end of each day. Then they deposit them in a bank or other safe place. Restaurant managers also supervise the kitchen and dining room. In restaurants that change their menu items, managers often select or create new recipes. Managers are often responsible for recruiting and hiring new kitchen and serving staff. They orient staff and oversee their training. 2. Assistant Restaurant Manager - The assistant managers oversee service in the dining room. They are held responsible for the quality of the service provided to each customer present there. In addition, managers make sure that kitchen and dining areas are cleaned according to standards. They monitor the actions of their staff and customers to be sure that safety standards and liquor laws are obeyed. Inspect equipment and food deliveries. 3. Executive Chef / Chef : In large operations, Executive Chef may perform managerial duties only and supervise a number of chefs. In smaller operation, the Executive Chef or chef may both perform managerial and production duties. In charge of the production personnel in the kitchen (planning, conducting, training, hiring/firing). Responsible for Planning Menus (with restaurant mgr). Responsible for Recipe standardisation, overall food quality, food served to the guest. Distributes / Organise the Guest Food order, Hygiene, Aware of new trends and costs, Assist in a Food Purchase specification. Has Knowledge and experience in International and local cuisine. 4. Sous Chef : Principal assistant of the Executive Chef / Chef. In small and medium operation, responsible for the meal of the staff. He may head the Kitchen staff in absence of the Executive chef.

5. Chef saucier : Responsible for cooking meat & chicken (except grilled)Responsible for cooking meat sauces, Replaces the sous chef when absent. 6. Chef Grillardin : Responsible for grilling food, Responsible for griddling food, Responsible for frying food. 7. Receiving and Storeroom Employees : Help supplier to unload food, the quality, size, quantity and price of food delivered, Store food. 8. Food Servers : These employees serve food and beverage to guests and clean the table. 9. Buspersons : Clean the table, deserve, carry dirty dishes to the kitchen, Change the ashtray, Serve bred, Pour water, Deliver Food, Make the Mise en Place (linen, tableware, candles), Clean the dining room (Vacuum, Polish, Take the dust). 10. Cashier : Reservation, prepare guest check and collect money. 11. Pastry Chef : Responsible for preparing dough, baked goods, baked desserts. He might work overnight for the same. 12. Expeditor or “expo” – Ensures kitchen order are made in timely manner. Finalizes the presentation of each plate and ensures the appropriate temperature. Directs runners or servers to complete orders. 13. Dishwasher – Responsible for maintaining the washing equipments. Dilutes chemicals for dish machines. Maintains clean dishes and other wares. 14. Bartender – Takes drink orders from servers or directly from guests. He is responsible for checking the Age Proof of every doubtful customer. He mixes drinks, pour wines / beer for the guests. Maybe responsible for ordering or storing the inventory.

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