Setting a restaurant involves a number of elements which includes the design and layout of the food menu, beverage menu and the wine list. The menus and wine list are some of the most important marketing tools related to an outlet. When you are planning for the menus and wine list, you should evaluate five main components: presentation, pattern, structure, pricing, and other general requirements.
Are these considerations related to gastronomic identity? Absolutely! An essential consideration in menu planning involves questions of whether or not wine and food is organized by region or more traditional methods of classification. This consideration has implications for differentiating a restaurant�s products, target market and sales potential.
In a general sense, menu and wine list presentation considerations include style of font, font size, the size of the physical menu or wine list, the style (formal, casual, traditional, etc.), the color of menu or wine list, layout (number of pages, front & back, tri-fold, etc.), and descriptions (wording, titles, and terminology).
The menu and wine list pattern includes decisions about the outline of item categories, location of items, special presentations styles, menu or wine list types (static, cycle, single-use, a la carte, prix fixe), and the degree of choice of items (both the variety and number of items). A menu or wine list�s structure is concerned with decisions regarding the regional appeal of the menu, the variety in price range levels, and meal periods in which the items will be served. Menu and wine list pricing are important considerations and decisions include the pricing methodology (mark-up method, prime cost, contribution margins, and cost percentages), and pricing psychology issues (odd number, below zero, zero, other than zero). Other general requirements include aesthetic factors (food and wine variations in flavor, texture, color, shape, and methods of preparation), the ability to produce and replicate the type of service needed and price elasticity of items consistently. Ultimately, the final menu and wine list should reflect the needs of both internal (servers, kitchen staff, stewarding, purchasing, and management) and external customers (guests and suppliers).
While the design of both the menu and wine list are of equal importance, the wine list design may create additional psychological concerns for the guest. Wine lists can range from an extensive ��book�� in an expensive leather binding to a one-time use word processed copy, or a verbal rendition of available house wines and wines by the glass. The decision on the type of wine list has important cultural connotations in and of itself.
For many guests, the wine list can be very intimidating. How can I select a wine from the myriad of choices? What price should I choose? Will I appear cheap if I select a lower priced bottle or pretentious if I select a higher priced one? What if I mispronounce the name of the wine, winemaker, or village name?
Obviously, the restaurateur�s job is to minimize the intimidation issue and create an environment of customer engagement, potential value-added education, and create a sense of curiosity rather than intimidation for the guest. This is not to say that the traditional large wine list is not appropriate in many situations, but it may not be the best vehicle to sell wine in all situations, and knowing your clientele is an important element to consider when deciding the style of wine list to create.
There are a number of ways a wine list can be structured. Most are categorized by country of origin, by wine type (whites, reds, sparkling, and fortified), or varietals. While this is not a bad way to structure a wine list, it doesn�t do a great job of providing an immediately identifiable relationship between the wine styles and food styles. A second method of structuring a wine list is to organize the wines by climate zone: cool, moderate, and warm. Within each category, the wines can be organized from the lightest to the most powerful. This can be done either by creating the climate zone categories or arranging the wines in an ascending order from lightest to most powerful within the traditional structure of country or region. This method of categorization is used when creating a progressive wine list. If maintaining a varietal framework, you would start off with a group of Rieslings organized from lightest to fullest, then Sauvignon Blancs, and so on. For wines which do not fall within the neat and traditional wine varietal categories, you may need to create a special category such as worldly wines, unique offerings, international favorites, or some other terminology.
Part of the structure has to do with the length of the wine list. How long should it be? Well, that depends on several variables. What are your competitors doing? How much storage space and financial resources are you willing to commit? And, how much variety is sufficient for the menu and clientele? The length factor will be closely tied to decisions regarding wine storage. Will you create an elaborate wine cellar? At its most basic level, this decision is based on whether or not you have proper storage space available. For a storage area to be adequate, it must maintain a constant temperature of 50�55 degrees F (10�13 degrees C), be away from direct sunlight, and free from vibration. A wine cellar also has substantial financial implications as you could have large sums of capital tied up in inventory for many years. Although these considerations are beyond the scope of this text, issues relating to the time-value of money, such as the investment potential of laying down quality wines for several years and the wine cellar investment and maintenance are all important considerations. Most restaurants plan on short-term wine investments with the vast majority of wines sold within 30 to 60 days.
For a 100-seat restaurant, a minimum number of wines should be about 60 or so. This number is divided among sparkling, whites, reds, and desserts. Sixty different bottles may seem like a lot, but when it is divided into these basic categories it is a sufficient number of bottles to provide a satisfactory level of taste variety.
A second consideration is whether or not to include a wine item or bin number on the wine list.
This can be advantageous for several reasons. First, it lessens the chance of confusion about which bottle is being ordered by the guest. Second, if you happen to run out of a particular wine or want to promote sales of another one, it may be easier to note and remember specific numbers rather than a list of names.
It is also easier to track for inventory purposes and reordering. Finally, guests and servers may be apprehensive to order (or suggest) a foreign bottle of wine for fear of mispronouncing the name of the wine, producer, or village. It is safer to simply give the bin number to the guest, wine server, or sommelier.
Other issues to consider when creating a wine list include the region in which you are located. Does the wine list feature regional wines? How much balance (or lack of balance) should you include among regional wines, other domestic wines, and foreign wines? There is no easy answer here. My personal preference is to always feature local and regional foods and wines. But, many people have specific favorites or may want to try wines that are not something they can get locally, or they may be influenced by the current wines that are in fashion. Therefore, knowing your customer base is an important deciding factor.
On average, consumers drink about 20 percent domestic wines and 80 percent imported wines. Imported wines that currently top the list are those from Australia and France, followed by Spain, Italy, Chile, South Africa, US and New Zealand.
Price is an important factor. This issue is tied to your mark-up strategy as well as decisions you make concerning the range of wine prices on the menu. The range of prices that you provide on the wine list has huge implications on your total wine sales. About 60 percent of the wines on any wine list should be in the moderately priced category as these will be the largest sellers. Typically, mid-priced wines sell for between Rs. 2000�4000 per bottle on a wine list.
As a manager of this process, it is important for you to track wine sales, particularly at a new establishment, to determine if you have the correct inventory levels, mix of wine types, and an accurately priced wine list. Specific items to track include the number of bottles sold per customer, the percentage of white wine to red wine sold, the average price of a bottle of wine sold, and the ten most popular wines on your wine list. It is also valuable to have staff report any diner�s requests for wines that are not currently on your wine list.
The price of an item is determined, in part, by the competitive analysis and customer information gathered during the strategic business planning process. This process is not stagnant but will continually adapt to changes in the environment. Many operators use a cost percentage method to determine menu prices and wine prices. Others use a set markup per bottle that can range from 100 percent to 300 percent of the cost of the bottle of wine. Some operators have had great success marking up all bottles by a set amount. For instance, an operation could add a set cost of Rs. 1000 to each bottle of wine based on the estimated cost of storage, service, and an acceptable profit. When a bottle costs the operator Rs. 500, the customer pays Rs. 2000 for the bottle in the restaurant. For a bottle that costs the operator Rs. 3500, the customer would pay Rs. 5000, which represents a good value for the guest. Compare this to a 200 percent markup method. In this case, the Rs. 500 bottle would be sold to the guest for Rs. 1500 and the Rs. 5000 bottle would be sold for Rs. 15000. The former method provides a good value for the customer at both wine price levels and encourages more wine sales with food. And, it may be argued that the variable costs of serving the bottle of wine are the same (excluding the capital costs of holding the more expensive wine in inventory). The latter mark-up method seems to discourage sales of the wines in the mid-priced and higher end ranges of the wine list. Overall, prices are evaluated by the consumer based on the uniqueness of the item, the level of service provided, product quantity, and overall quality. So, all of these considerations will need to be reconciled before creating a final pricing strategy for the overall wine list.
One of the main sources used to promote a wine and food program are the menu and wine list themselves. Many successful restaurants have distinctly separate wine lists and menus. But, others are creating a closer connection between wine and food by including tasting notes on wine lists and menus, integrating the wine list with the food menu, and creating menus with specific pairing suggestions. Some wine-by-the-glass programs include daily wine recommendations that are sold by the glass to accompany specific menu items to encourage wine with meals. Wine-by-the-glass programs can feature one to 30 wines. To begin a wine-by-the-glass program, it is important to begin with a manageable number, probably no more than 5 or 6 different wines unless you make an initial investment in a preservation system. In order for a program work without a preservation system, the wines will need to be refrigerated at night and held for no longer than 48 hours. You will get about five five-ounce glasses per bottle. Pricing of wines by the glass varies and is usually based on a targeted beverage cost percentage (usually anywhere from 20�30 percent). A good rule-of-thumb is to sell a glass of wine in this program for what the bottle costs the operator. You will notice that this method creates a beverage cost of about 20 percent and your cost is covered when you sell your first glass.
While the connection between the creation of a wine list and the following discussion of gastronomic identity may not be readily apparent, the culture of the environment a restaurant operates in has a huge impact on internal business decisions � one example being the organization of a menu and wine list.
Adapted from Food & Wine Pairing- A Sensory Experience by Robert J. Harrington
The menu and wine list pattern includes decisions about the outline of item categories, location of items, special presentations styles, menu or wine list types (static, cycle, single-use, a la carte, prix fixe), and the degree of choice of items (both the variety and number of items). A menu or wine list�s structure is concerned with decisions regarding the regional appeal of the menu, the variety in price range levels, and meal periods in which the items will be served. Menu and wine list pricing are important considerations and decisions include the pricing methodology (mark-up method, prime cost, contribution margins, and cost percentages), and pricing psychology issues (odd number, below zero, zero, other than zero). Other general requirements include aesthetic factors (food and wine variations in flavor, texture, color, shape, and methods of preparation), the ability to produce and replicate the type of service needed and price elasticity of items consistently. Ultimately, the final menu and wine list should reflect the needs of both internal (servers, kitchen staff, stewarding, purchasing, and management) and external customers (guests and suppliers).
While the design of both the menu and wine list are of equal importance, the wine list design may create additional psychological concerns for the guest. Wine lists can range from an extensive ��book�� in an expensive leather binding to a one-time use word processed copy, or a verbal rendition of available house wines and wines by the glass. The decision on the type of wine list has important cultural connotations in and of itself.
For many guests, the wine list can be very intimidating. How can I select a wine from the myriad of choices? What price should I choose? Will I appear cheap if I select a lower priced bottle or pretentious if I select a higher priced one? What if I mispronounce the name of the wine, winemaker, or village name?
Obviously, the restaurateur�s job is to minimize the intimidation issue and create an environment of customer engagement, potential value-added education, and create a sense of curiosity rather than intimidation for the guest. This is not to say that the traditional large wine list is not appropriate in many situations, but it may not be the best vehicle to sell wine in all situations, and knowing your clientele is an important element to consider when deciding the style of wine list to create.
There are a number of ways a wine list can be structured. Most are categorized by country of origin, by wine type (whites, reds, sparkling, and fortified), or varietals. While this is not a bad way to structure a wine list, it doesn�t do a great job of providing an immediately identifiable relationship between the wine styles and food styles. A second method of structuring a wine list is to organize the wines by climate zone: cool, moderate, and warm. Within each category, the wines can be organized from the lightest to the most powerful. This can be done either by creating the climate zone categories or arranging the wines in an ascending order from lightest to most powerful within the traditional structure of country or region. This method of categorization is used when creating a progressive wine list. If maintaining a varietal framework, you would start off with a group of Rieslings organized from lightest to fullest, then Sauvignon Blancs, and so on. For wines which do not fall within the neat and traditional wine varietal categories, you may need to create a special category such as worldly wines, unique offerings, international favorites, or some other terminology.
Part of the structure has to do with the length of the wine list. How long should it be? Well, that depends on several variables. What are your competitors doing? How much storage space and financial resources are you willing to commit? And, how much variety is sufficient for the menu and clientele? The length factor will be closely tied to decisions regarding wine storage. Will you create an elaborate wine cellar? At its most basic level, this decision is based on whether or not you have proper storage space available. For a storage area to be adequate, it must maintain a constant temperature of 50�55 degrees F (10�13 degrees C), be away from direct sunlight, and free from vibration. A wine cellar also has substantial financial implications as you could have large sums of capital tied up in inventory for many years. Although these considerations are beyond the scope of this text, issues relating to the time-value of money, such as the investment potential of laying down quality wines for several years and the wine cellar investment and maintenance are all important considerations. Most restaurants plan on short-term wine investments with the vast majority of wines sold within 30 to 60 days.
For a 100-seat restaurant, a minimum number of wines should be about 60 or so. This number is divided among sparkling, whites, reds, and desserts. Sixty different bottles may seem like a lot, but when it is divided into these basic categories it is a sufficient number of bottles to provide a satisfactory level of taste variety.
A second consideration is whether or not to include a wine item or bin number on the wine list.
This can be advantageous for several reasons. First, it lessens the chance of confusion about which bottle is being ordered by the guest. Second, if you happen to run out of a particular wine or want to promote sales of another one, it may be easier to note and remember specific numbers rather than a list of names.
It is also easier to track for inventory purposes and reordering. Finally, guests and servers may be apprehensive to order (or suggest) a foreign bottle of wine for fear of mispronouncing the name of the wine, producer, or village. It is safer to simply give the bin number to the guest, wine server, or sommelier.
Other issues to consider when creating a wine list include the region in which you are located. Does the wine list feature regional wines? How much balance (or lack of balance) should you include among regional wines, other domestic wines, and foreign wines? There is no easy answer here. My personal preference is to always feature local and regional foods and wines. But, many people have specific favorites or may want to try wines that are not something they can get locally, or they may be influenced by the current wines that are in fashion. Therefore, knowing your customer base is an important deciding factor.
On average, consumers drink about 20 percent domestic wines and 80 percent imported wines. Imported wines that currently top the list are those from Australia and France, followed by Spain, Italy, Chile, South Africa, US and New Zealand.
Price is an important factor. This issue is tied to your mark-up strategy as well as decisions you make concerning the range of wine prices on the menu. The range of prices that you provide on the wine list has huge implications on your total wine sales. About 60 percent of the wines on any wine list should be in the moderately priced category as these will be the largest sellers. Typically, mid-priced wines sell for between Rs. 2000�4000 per bottle on a wine list.
As a manager of this process, it is important for you to track wine sales, particularly at a new establishment, to determine if you have the correct inventory levels, mix of wine types, and an accurately priced wine list. Specific items to track include the number of bottles sold per customer, the percentage of white wine to red wine sold, the average price of a bottle of wine sold, and the ten most popular wines on your wine list. It is also valuable to have staff report any diner�s requests for wines that are not currently on your wine list.
The price of an item is determined, in part, by the competitive analysis and customer information gathered during the strategic business planning process. This process is not stagnant but will continually adapt to changes in the environment. Many operators use a cost percentage method to determine menu prices and wine prices. Others use a set markup per bottle that can range from 100 percent to 300 percent of the cost of the bottle of wine. Some operators have had great success marking up all bottles by a set amount. For instance, an operation could add a set cost of Rs. 1000 to each bottle of wine based on the estimated cost of storage, service, and an acceptable profit. When a bottle costs the operator Rs. 500, the customer pays Rs. 2000 for the bottle in the restaurant. For a bottle that costs the operator Rs. 3500, the customer would pay Rs. 5000, which represents a good value for the guest. Compare this to a 200 percent markup method. In this case, the Rs. 500 bottle would be sold to the guest for Rs. 1500 and the Rs. 5000 bottle would be sold for Rs. 15000. The former method provides a good value for the customer at both wine price levels and encourages more wine sales with food. And, it may be argued that the variable costs of serving the bottle of wine are the same (excluding the capital costs of holding the more expensive wine in inventory). The latter mark-up method seems to discourage sales of the wines in the mid-priced and higher end ranges of the wine list. Overall, prices are evaluated by the consumer based on the uniqueness of the item, the level of service provided, product quantity, and overall quality. So, all of these considerations will need to be reconciled before creating a final pricing strategy for the overall wine list.
One of the main sources used to promote a wine and food program are the menu and wine list themselves. Many successful restaurants have distinctly separate wine lists and menus. But, others are creating a closer connection between wine and food by including tasting notes on wine lists and menus, integrating the wine list with the food menu, and creating menus with specific pairing suggestions. Some wine-by-the-glass programs include daily wine recommendations that are sold by the glass to accompany specific menu items to encourage wine with meals. Wine-by-the-glass programs can feature one to 30 wines. To begin a wine-by-the-glass program, it is important to begin with a manageable number, probably no more than 5 or 6 different wines unless you make an initial investment in a preservation system. In order for a program work without a preservation system, the wines will need to be refrigerated at night and held for no longer than 48 hours. You will get about five five-ounce glasses per bottle. Pricing of wines by the glass varies and is usually based on a targeted beverage cost percentage (usually anywhere from 20�30 percent). A good rule-of-thumb is to sell a glass of wine in this program for what the bottle costs the operator. You will notice that this method creates a beverage cost of about 20 percent and your cost is covered when you sell your first glass.
While the connection between the creation of a wine list and the following discussion of gastronomic identity may not be readily apparent, the culture of the environment a restaurant operates in has a huge impact on internal business decisions � one example being the organization of a menu and wine list.
Adapted from Food & Wine Pairing- A Sensory Experience by Robert J. Harrington
