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Culinary Arts and Restaurant Management
COT R191G – General Cooperative Paid 1-3 Units CULINARY ARTS Work Experience Corequisites: Concurrent enrollment in at least one other course Associate in Science Degree Hours: 4 - 13 weekly Certificate of Achievement General Cooperative Paid Work Experience is for work training that is not This program prepares students for entry-level positions as a culinarian, necessarily directly related to the major. Each unit of credit requires 75 hours baker, or food service manager trainee. In these positions, employees are of paid employment during the semester. General Cooperative Paid Work required to prepare menus, requisition supplies, supervise equipment, Experience is available to all students, regardless of major or educational maintain varied records, and coordinate data with accountants and others plans. Course may be taken four times. A maximum of 6 college units may be in the organization. earned in General Cooperative Paid Work Experience. Concurrent enrollment in at least one other course is required. Course is offered Pass/No Pass (P/ REQUIRED COURSES: UNITS NP) at student’s option. CRM R100 Introduction to the Hospitality Industry 3 Transfer credit: CSU CRM R102A Quantity Food Preparation 7 COT R191V – Occupational Cooperative Paid 1-4 Units CRM R102B Food Preparation Management 4 Work Experience CRM R102C Catering Techniques 4 CRM R103A Baking Techniques 6 Prerequisites: Completion of or concurrent enrollment in one course in the CRM R104 Sanitation & Environmental Control 3 discipline and instructor approval CRM R105 Gourmet Cooking & Garde Manger 4 Hours: 4 - 17 weekly Cooperative Paid Work Experience-Occupational is for work training that CRM R106 Nutrition in Food Service 3 is directly related to the major. -
Design and Implementation of University Central Kitchen Logistics Management System
E3S Web of Conferences 257, 02035 (2021) https://doi.org/10.1051/e3sconf/202125702035 AESEE 2021 Design and Implementation of University Central Kitchen Logistics Management System Quanzhou Huang1,* 1School of Computer Science, Xi’an Shiyou University, Xi’an, Shaanxi, 710065, China Abstract. In order to improve the level and efficiency of university catering management, the central kitchen model is introduced into university catering logistics management, and on this basis, the logistics management information system based on central kitchen mode is proposed. This paper first analyzes the shortcomings of traditional college food management mode and introduces the concept, factors and characteristics of the central kitchen management mode. Then the requirements of the central kitchen management system are analyzed comprehensively and the requirements are modeled by UML. Combining the central kitchen management mode with information technology, the realization scheme and technical route of the system are discussed. The software structure, data model and workflow of the system are designed. Based on the above design and B/S mode, we developed the corresponding software system. The results show that the system improves the work efficiency and reduces the cost. The university logistics management system based on central kitchen has high practical value and application prospect. products and distributes the foods [5, 6]. There are many subsystems in the central kitchen 1 Introduction management system. Logistics management subsystem is Colleges and universities provide catering services to the most basic function. Based on information technology thousands of students and teachers every day. In the and workflow technology, this paper mainly researches traditional management mode, there are many restaurants the implementation plan of central kitchen logistics in a university, each of which is an independent food management system. -
Neuberger Berman/New Jersey Custom Investment Fund II (“NB/NJ Custom Fund II”)
Agenda Item 5a CHRIS CHRISTIE DEPARTMENT OF THE TREASURY Governor DIVISION OF INVESTMENT P.O. BOX 290 KIM GUADAGNO TRENTON, NJ 08625-0290 ANDREW P. SIDAMON-ERISTOFF Lt. Governor State Treasurer January 20, 2012 MEMORANDUM TO: The State Investment Council FROM: Timothy Walsh Director SUBJECT: Proposed Investment in Neuberger Berman/New Jersey Custom Investment Fund II (“NB/NJ Custom Fund II”) The New Jersey Division of Investment (“Division”) is proposing an investment of $200 million in Neuberger Berman/New Jersey Custom Investment Fund II (“NB/NJ Custom Fund II”). This memorandum is presented to the State Investment Council (the “Council”) pursuant to N.J.A.C. 17:16- 69.9. As part of NJDOI’s separate account mandate to achieve attractive risk adjusted returns while promoting economic benefits within the State of New Jersey and Northeast region, staff and SIS are recommending a commitment to NB/NJ Custom Fund II. A report of the Investment Policy Committee (“IPC”) summarizing the details of the proposed investment is attached. Division Staff and its private equity consultant, Strategic Investment Solutions, undertook extensive due diligence on the proposed investment in accordance with the Division’s Alternative Investment Due Diligence Procedures. As part of its due diligence process, staff determined that the fund has not engaged a third-party solicitor (a "placement agent") in connection with New Jersey’s potential investment. We will work with representatives of the Division of Law and outside counsel to review and negotiate specific terms of the legal documents to govern the investment. In addition, the proposed investment must comply with the Council’s regulation governing political contributions (N.J.A.C. -
Lean Management Approach to Reduce Waste in Horeca Food Services
resources Article Lean Management Approach to Reduce Waste in HoReCa Food Services Bartłomiej Gładysz 1,* , Aleksander Buczacki 1 and Cecilia Haskins 2 1 Faculty of Production Engineering, Warsaw University of Technology, 02-524 Warszawa, Poland; [email protected] 2 Department of Mechanical and Industrial Engineering, Faculty of Engineering, Norwegian University of Science and Technology, 7491 Trondheim, Norway; [email protected] * Correspondence: [email protected]; Tel.: +48-22-234-81-26 Received: 5 October 2020; Accepted: 1 December 2020; Published: 8 December 2020 Abstract: A significant share of food waste originates in the food services domain and HoReCa (hotels, restaurants, catering) sector. Organizational improvements leading to the decrease of food waste and costs in restaurants are needed. The literature reports on applications of lean management in service businesses, and while food services belong in this category, the literature contains few works on specific applications in this domain. Those studies are limited mainly to economic aspects. Nor was there evidence of the applicability of lean management to achieve food waste elimination. This article analyzes the applicability of lean management methods for food services in order to achieve efficient operations and eliminate food waste, based on a literature review and three case studies from Poland. Lean management was found to be useful in these cases to decrease food waste and reduce operational costs. The case studies suggest a set of activities for organizations delivering food services to streamline their processes by applying lean management practices. This study contributes to the theory and practice of sustainable restaurant management. Keywords: food waste; lean management; food services; HoReCa; sustainable restaurant management 1. -
Introduction to Restaurant Management
COURSE SYLLABUS 2016 Introduction to Restaurant Management COURSE DESCRIPTION Introduction to Restaurant Management Have you always dreamed of running your own restaurant? Maybe you want to manage a restaurant for a famous chef. What goes on beyond the dining room in a restaurant can determine whether a restaurant is a wild success or a dismal failure. In Restaurant Management, you’ll learn the responsibilities of running a restaurant—from ordering supplies to hiring and firing employees. This course covers the different types of restaurants; managing kitchen and wait staff; food safety and hygiene; customer relations; marketing; using a point-of-sale system; scheduling employees; and dealing with difficult guests. Restaurant Management will prepare you for a steady career, whether you plan to buy a fast food franchise, operate a casual sit-down restaurant, or oversee a fine-dining establishment. COURSE METHODOLOGY This is an inquiry-based course. Students will generate knowledge through online readings, asynchronous discussions with students and their instructor, interactions with online tutorials, and online and hands-on simulations. The instructor will act as a guide, a facilitator, an events planner, and a resource advisor. He/she will always be available through course message. The student must actively construct and acquire knowledge by being intrinsically motivated to succeed. To succeed, students must participate and complete all readings and activities. This course requires the student’s active participation. Both formal and informal assessment methods will be used in the course. Informal assessment will include an evaluation of the quality and timeliness of participation in class activities. Formal assessment may include multiple-choice quizzes, tests, discussion board participation, and written assignments. -
Private Equity 05.23.12
This document is being provided for the exclusive use of SABRINA WILLMER at BLOOMBERG/ NEWSROOM: NEW YORK 05.23.12 Private Equity www.bloombergbriefs.com BRIEF NEWS, ANALYSIS AND COMMENTARY CVC Joins Firms Seeking Boom-Era Size Funds QUOTE OF THE WEEK BY SABRINA WILLMER CVC Capital Partners Ltd. hopes its next European buyout fund will nearly match its predecessor, a 10.75 billion euro ($13.6 billion) fund that closed in 2009, according to two “I think it would be helpful people familiar with the situation. That will make it one of the largest private equity funds if Putin stopped wandering currently seeking capital. One person said that CVC European Equity Partners VI LP will likely aim to raise 10 around bare-chested.” billion euros. The firm hasn’t yet sent out marketing materials. Two people said they expect it to do so — Janusz Heath, managing director of in the second half. Mary Zimmerman, an outside spokeswoman for CVC Capital, declined Capital Dynamics, speaking at the EMPEA to comment. conference on how Russia might help its reputation and attract more private equity The London-based firm would join only a few other firms that have closed or are try- investment. See page 4 ing to raise new funds of similar size to the mega funds raised during the buyout boom. Leonard Green & Partners’s sixth fund is expected to close shortly on more than $6 billion, more than the $5.3 billion its last fund closed on in 2007. Advent International MEETING TO WATCH Corp. is targeting 7 billion euros for its seventh fund, larger than its last fund, and War- burg Pincus LLC has a $12 billion target on Warburg Pincus Private Equity XI LP, the NEW JERSEY STATE INVESTMENT same goal as its predecessor. -
LAZARD GROUP LLC (Exact Name of Registrant As Specified in Its Charter)
Table of Contents UNITED STATES SECURITIES AND EXCHANGE COMMISSION Washington, D.C. 20549 FORM 10-K (Mark One) ☒ ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the fiscal year ended December 31, 2008 OR ☐ TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 For the transition period from to 333-126751 (Commission File Number) LAZARD GROUP LLC (Exact name of registrant as specified in its charter) Delaware 51-0278097 (State or Other Jurisdiction of Incorporation (I.R.S. Employer Identification No.) or Organization) 30 Rockefeller Plaza New York, NY 10020 (Address of principal executive offices) Registrant’s telephone number: (212) 632-6000 Securities Registered Pursuant to Section 12(b) of the Act: None Securities Registered Pursuant to Section 12(g) of the Act: None Indicate by check mark if the Registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act. Yes ☒ No ☐ Indicate by check mark if the Registrant is not required to file reports pursuant to Section 13 or 15(d) of the Act. Yes ☐ No ☒ Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days. Yes ☒ No ☐ Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of Registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K. -
Capital Markets
U.S. DEPARTMENT OF THE TREASURY A Financial System That Creates Economic Opportunities Capital Markets OCTOBER 2017 U.S. DEPARTMENT OF THE TREASURY A Financial System That Creates Economic Opportunities Capital Markets Report to President Donald J. Trump Executive Order 13772 on Core Principles for Regulating the United States Financial System Steven T. Mnuchin Secretary Craig S. Phillips Counselor to the Secretary Staff Acknowledgments Secretary Mnuchin and Counselor Phillips would like to thank Treasury staff members for their contributions to this report. The staff’s work on the report was led by Brian Smith and Amyn Moolji, and included contributions from Chloe Cabot, John Dolan, Rebekah Goshorn, Alexander Jackson, W. Moses Kim, John McGrail, Mark Nelson, Peter Nickoloff, Bill Pelton, Fred Pietrangeli, Frank Ragusa, Jessica Renier, Lori Santamorena, Christopher Siderys, James Sonne, Nicholas Steele, Mark Uyeda, and Darren Vieira. iii A Financial System That Creates Economic Opportunities • Capital Markets Table of Contents Executive Summary 1 Introduction 3 Scope of This Report 3 Review of the Process for This Report 4 The U.S. Capital Markets 4 Summary of Issues and Recommendations 6 Capital Markets Overview 11 Introduction 13 Key Asset Classes 13 Key Regulators 18 Access to Capital 19 Overview and Regulatory Landscape 21 Issues and Recommendations 25 Equity Market Structure 47 Overview and Regulatory Landscape 49 Issues and Recommendations 59 The Treasury Market 69 Overview and Regulatory Landscape 71 Issues and Recommendations 79 -
Restaurant Trends App
RESTAURANT TRENDS APP For any restaurant, Understanding the competitive landscape of your trade are is key when making location-based real estate and marketing decision. eSite has partnered with Restaurant Trends to develop a quick and easy to use tool, that allows restaurants to analyze how other restaurants in a study trade area of performing. The tool provides users with sales data and other performance indicators. The tool uses Restaurant Trends data which is the only continuous store-level research effort, tracking all major QSR (Quick Service) and FSR (Full Service) restaurant chains. Restaurant Trends has intelligence on over 190,000 stores in over 500 brands in every market in the United States. APP SPECIFICS: • Input: Select a point on the map or input an address, define the trade area in minute or miles (cannot exceed 3 miles or 6 minutes), and the restaurant • Output: List of chains within that category and trade area. List includes chain name, address, annual sales, market index, and national index. Additionally, a map is provided which displays the trade area and location of the chains within the category and trade area PRICE: • Option 1 – Transaction: $300/Report • Option 2 – Subscription: $15,000/License per year with unlimited reporting SAMPLE OUTPUT: CATEGORIES & BRANDS AVAILABLE: Asian Flame Broiler Chicken Wing Zone Asian honeygrow Chicken Wings To Go Asian Pei Wei Chicken Wingstop Asian Teriyaki Madness Chicken Zaxby's Asian Waba Grill Donuts/Bakery Dunkin' Donuts Chicken Big Chic Donuts/Bakery Tim Horton's Chicken -
SRGL 2011 Information Statement
Scottish Re Group Limited P.O. Box HM 2939 Crown House, Second Floor 4 Par-la-Ville Road Hamilton HM 08, Bermuda May 11, 2011 Dear Scottish Re Group Limited Shareholder: You are cordially invited to attend the Extraordinary General Meeting of Shareholders of Scottish Re Group Limited (the “Company”), to be held at the Fairmont Hamilton Princess Hotel, 76 Pitts Bay Road, Pembroke HM 11 Bermuda HM CX, on June 8, 2011, at 9:00 a.m., Bermuda time. The enclosed Notice of Extraordinary General Meeting of Shareholders to be held on June 8, 2011 (the “Notice”) and information statement describe fully the formal business to be transacted at the Extraordinary General Meeting. At this important meeting, you will be asked to consider and vote upon proposals (i) to approve, authorize and adopt the Agreement and Plan of Merger, dated as of April 15, 2011 (as amended or supplemented, the “Merger Agreement”), by and among the Company, SGRL Acquisition, LDC (“SRGL LDC”), Benton Street Partners I, L.P. (“Benton I”), Benton Street Partners II, L.P. (“Benton II”), Benton Street Partners III, L.P. (“Benton III” and, together with Benton I and Benton II, “Benton”) and SRGL Benton Ltd. (“Merger Sub”) and the plan of merger referred to in Section 233(3) of the Companies Law (2010 Revision), as amended (the “Plan of Merger”), and the merger contemplated thereby, (ii) to make certain amendments to the Company’s Amended and Restated Articles of Association (amended and restated by Special Resolutions passed on March 2, 2007) (the “Proposed Amendments”) and (iii) to approve and adopt certain resolutions relating to the foregoing proposals (the “Resolutions”). -
Longleaf Partners International Fund Commentary 2Q21
July 2021 Longleaf Partners International Fund Commentary 2Q21 Longleaf Partners International Fund added 1.19% in the quarter and 8.00% year-to- date, trailing the MSCI EAFE Index’s 5.17% and 8.83% for the same periods. US markets continued the monetary liquidity fueled run to ever sillier valuation levels, while non-US lagged relatively. The majority of our holdings were positive in the quarter. The Fund’s exposure to China and Hong Kong (including Netherlands-listed Prosus, whose business is driven by the Chinese consumer) was the biggest geographic headwind. FX was a moderate contributor to the Fund, as well as the MSCI EAFE index. Despite relative underperformance, it was a solid period for value per share growth at our holdings. “Value” had a (we believe temporary) pullback vs. “growth” in the second quarter on the back of lower interest rates and various other factors. Over the last year, we have seen interest rate consensus go from “low rates forever” for most of 2020 to “rates are definitely going up” in February/March of 2021 to what now feels like magical goldilocks thinking for growth stocks in the 1-2% US 10-year range. While we cannot predict precisely what rates will do in the near term, we welcome increased volatility on this all- Average Annual Total Returns for the Longleaf Partners International Fund (6/30/21): Since Inception (10/26/98): 7.45%, Ten Year: 4.50%, Five Year: 10.64%, One Year: 34.82%. Average Annual Total Returns for the MSCI EAFE (6/30/21): Since Inception (10/26/98): 5.62%, Ten Year: 5.89%, Five Year: 10.28%, One Year: 32.35%. -
5Bryant Pa Rk
B RYA N T P A R 5 K B RYA N T P A R 5 K CURRENTLY Barilla Restaurants SIZE Ground: 2,748 SF POSSESSION TERM Arranged Assignment of lease through October 31, 2029 RENT FRONTAGE Upon Request 20 Feet COMMENTS RENT - Fully built restaurant with venting in place located directly on Bryant Park Upon Request - Restaurant installation is three and a half years old - 11.5 years remaining on the lease NEIGHBORING TENANTS - Bryant Park sees 6 million visitors annually Whole Foods, Equinox, Tourneau, Sweetgreen, Cava, - Bryant Park annual subway ridership: 16,000,000 on the B. D, F, M and 7 Joe & the Juice, La Colombe, SoulCycle, Juice Press, - Over 70 Million square feet of office space Zara, COS, & Other Stories and Aureole - 17,000+ hotel rooms ZACH NATHAN DAVID A. GREEN Director Vice Chairman + 1 212 716 3791 + 1 212 716 3599 [email protected] [email protected] B B RYA RYA N N T T P P A A R R K 5 K 5 GROUND FLOORPLAN Sixth Avenue - Fully built restaurant with venting in place located directly on Bryant Park - Restaurant installation is three and a half years old - 11.5 years remaining on the lease - Bryant Park sees 6 million visitors annually - Bryant Park annual subway ridership: 16,000,000 on the B. D, F, M and 7 - Over 70 Million square feet of office space West 40th Street - 17,000+ hotel rooms ZACH NATHAN DAVID A. GREEN Director Vice Chairman + 1 212 716 3791 + 1 212 716 3599 [email protected] [email protected] 65th Street Central Park Fifth Avenue Fifth Central Park South The Plaza Grand Army Plaza 58th Street Bergdorf Goodman Van Cleef & Arpels 57th Street 57th Street N F Bulgari Q Piaget Mikimoto R Prada W Abercrombie & Fitch 56th Street Harry Winston Jewelers Henri Bendel Fifth Avenue Presbyterian Church 55th Street Wempe Warwick The University Club Hotel 54th Street Gap / Gap Kids St.