Purpose-The purpose of this paper is to analyze the food safety knowledge and practices of catering employees in one city in the Southwestern United States. Design/methodology/approach-The researchers administered a 20-question food safety survey to catering employees and observed their actions while performing catering duties. Findings-The paper finds that employees earned a mean score of 71.5 per cent on the 20-question survey. They were most knowledgeable about personal hygiene, but did not practise proper hygiene during the catering functions. The most common food safety violations were not wearing gloves when required, not washing hands, not checking food temperatures, and not properly covering foods in warming and/or refrigeration units. Research limitations/implications-Lack of interest and concern about bad publicity prevented many caterers from participating in the study. The presence of observers during a catering event could have affected employees' performance. Practical implications-The results showed need for improvement in both knowledge and practice of food safety and sanitation and significant differences in knowledge between English-and Spanish-speaking respondents and employees of independent versus corporate operations. Originality/value-The paper reveals that the US Food and Drug Administration has a goal of reducing the five risk factors of food-borne illness by 25 percent by 2010. Catering operations face great challenges in minimizing these risks.
is an associate professor at Cornell~ School of Hotel Administration <, where Deborah 1. Barrash is a doctoraldegree student «dib3@Cornell.edu». John E. Alexander is the president of CBORD Solutions and co-owner of Coyote Loco Cantina <<}ea@cbord.com». Propounding theories is one thing, but too often the intended beneficiary hasn't the time or tools to check their usefulness. Here's a case where researchers worked with a local restaurant to test their ideas, make recommendations for improvement, and track the results. s explained in a paper published last year in this ournal, the goal of restaurant revenue management (RRM) is to maximize revenue per available seat hour (RevPASH) by manipulating price and meal duration.' In the first paper of the current series discussing the steps of RRM,2 co-author Kimes discussed how RevPASH can be measured and used to evaluate restaurant performance, and she presented a five-step approach for implementing RRM. In this paper we explain how we developed a revenue-management strategy for a 100-seat casual restaurant in Ithaca, New York.Restaurant revenue management can be defined as selling the right seat to the right customer at the right price and for the right duration. The determination of &dquo;right&dquo; entails achieving both the most revenue possible for the restaurant and also delivering the greatest value or utility to the customer. Revenue management, or yield management, is commonly practiced in the airline industry and, to a somewhat lesser degree, the lodging industry. Companies implementing revenue management report in-
Propounding theories is one thing, but too often the intended beneficiary hasn't the time or tools to check their usefulness. Here's a case where researchers worked with a local restaurant to test their ideas, make recommendations for improvement, and track the results.
Will customers' intention to return to a restaurant increase with coupon promotion? To answer this question, this study examines the hypothetical effects of coupon promotion on return visits to restaurants. Based on a literature review, three hypotheses were developed to test the effect of a coupon, its face value, and a patron's prior dining experience on return intention. The authors found that neither coupon use nor coupon face value contributed to explaining respondents' return intentions. However, repeat customers have a greater likelihood of returning to the restaurant than new customers. The study also showed that the quality of food and service were key indicators of return intention.
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