호텔·레스토랑의 메뉴엔지니어링에 관한 연구 = (The) Menu Engineering of Hotel & Restaurant

국문 초록 (Abstract)

호텔의 음식서비스는 외식욕구의 증가에 따라 호텔에서 운영되고 있는 음식시설이 그들의 음식시설들 뿐만 아니라 개별 레스토랑들과는 다르게 발전하고 있다. 따라서 본 연구는 호텔레스토랑이 갖는 문제점들의 도출과 그 대안을 제시하려는 목적에서 연구하였다. 특히 호텔레스토랑의 메뉴엔지니어링에 관한 연구는 레스토랑의 메뉴기법을 일정한 형태로 체계화시키고 이론과 실무를 합리적으로 정립하려고 노력하고 있다.
음식서비스업에서 메뉴는 중요한 요소 중의 하나이다. 즉 메뉴는 레스토랑영업의 기초로 메뉴의 결정에 의해서 필요한 장비, 입지계획, 서비스, 가구설치와 장식 등이 달라지기 때문에 사업계획의 첫 번째 요인으로 작용한다. 따라서 관리자나 투자자는 메뉴계획과 디자인에 관심을 갖고, 메뉴가 고객의 욕구와 지역사회의 의식조건을 충족시킬 수 있는 방안을 개발해야 한다. 특히 경영자는 철저한 조사와 통찰력을 갖고 메뉴개발과 분석이 되어야 한다.
메뉴는 또한 레스토랑의 판매도구의 역할도 수행한다. 레스토랑은 대부분이 저장이 불가능한 특성을 갖는 상품을 취급하기 때문에 고객은 음식상품을 사전에 시식할 수 없으며, 음식에 관한 사항을 메뉴나 서비스종사원에 의존하여 평가해야 한다. 그러나 서비스 종사원까지도 어떠한 경우에는 메뉴에 관한 사항을 정확하고, 완전하게 이해하지 못하는 경우가 있기 때문에 메뉴의 역할이 강조된다.
메뉴개발시에는 컨셉개발과 더불어 메뉴엔지니어링의 기법을 활용하여야 한다. 카사바나와 스미스가 개발한 메뉴엔지니어링의 기법은 판매결과를 분석하여 개발된 것으로 이 기법은 판매결과로부터 자료를 얻고, 손실원과 수익원을 기준하여, 스타와 퍼즐로 구분하고, 수익이 낮은 음식의 경우 플라워호스와 도그로 구분함으로서 음식을 대체하여야 할 총매출량에 따른 활분을 나타낸다.
이 결과를 토대로 메뉴음식을 조정하고자 본 연구에서는 메뉴음식조정의 전략방법들을 다음과 같이 제안하였다. S I는 인기성과 수익성 모두 매우 높은 매트릭스이다. H 호텔의 경우는 Beef Tenderloin가 Salmon Steak가 포함되어 있다. S II 및 PL I은 인기성이 매우 높으나 수익성이 보통인 매트릭스이다. 여기서 S II는 인기성이 매우 높으나 수익성이 약간 높은 매트릭스이다. PL I은 인기성이 매우 높으나 수이기성이 약간 낮은 매트릭스로 Sirloin Steak가 포함되어 있다. PL II는 인기성이 매우 높으나 수익성이 매우 낮은 매트릭스이다. H 호텔의 경우 포함되어 있는 음식은 없다. S III 및 PU I은 인기성이 보통이나 수익성이 매우 높은 매트릭스이다. H 호텔의 경우 포함되어 있는 음식은 없다. 여기서 S III은 인기성이 약간 높으나 수익성이 매우 높은 매트릭스이다. PU I은 인기성이 약간 낮으나 수익성은 매우 높은 매트릭스이다. 여기서 S IV는 인기성과 수익성이 약간 높은 매트릭스로 포함되어 있는 음식은 없다. PL III은 인기성이 약간 높으나 수익성이 약간 낮은 매트릭스이다. 여기에는 Ribeye Steak가 포함되어 있다. PU II는 인기성이 약간 낮으나 수익성이 약간 높은 매트릭스이다. 여기에는 Lobster Tail이 포함되어 있다. D I 은 인기성과 수익성이 약간 낮은 매트릭스이다. Veal Paillard가 포함되어 있다. PL IV 및 D II는 인기성이 보통이나 수익성이 매우 낮은 매트릭스이다. 여기서 PL IV는 인기성이 약간 높으나 수익성이 매우 낮은 매트릭스이다. D II는 인기성에 있어 약간 낮으나 수익성에 있어 매우 낮은 매트릭스이다. Surf and Turf가 포함되어 있다. PU III은 인기성이 매우 낮으나 수익성이 매우 높은 매트릭스이다. 여기에 포함되어 있는 음식은 없다. PL IV 및 D III은 인기성이 매우 낮으나 수익성이 보통인 매트릭스이다. 포함되어 있는 음식은 없다. 여기서 PU IV는 인기성이 매우 낮으나 수익성이 약간 높은 매트릭스이다. D III은 인기성이 매우 낮으나 수익성이 약간 낮은 매트릭스이다. D IV는 인기성과 수익성이 매우 낮은 매트릭스이다. 여기에는 King Prawn, Lamb Chop과 T-Bone Steak가 포함되어 있다.
본 연구에서 제시한 방안은 효과적이고, 제안한 메뉴엔지니어링의 방향이 구체화될 수 있는 방안으로 판단된다. 그러나 호텔레스토랑경영과 메뉴엔지니어링의 문제는 다양한 과점에서 검토될 수 있다는 점에서 이를 반영한 후속연구를 기대한다.

다국어 초록 (Multilingual Abstract)

Foodservice, one of the largest service industries in Korea, has undergone tremendous change in the past 20 years. Restaurant chains are now owned by large corporations, and independent restaurateurs are considered big business and important economic factors in their communities.
As two-family incomes and single-parent families have changed the face of the working population, the foodservice industry has become an important factor in the way Korea eats. The result of these changes has been to increase significantly the need for prepared foods consumed outside the home or taken out to eat in, as working families choosed to delegate the responsibility for food preparation elsewhere.
Today's foodservice industry, thus, encompasses a wide range of operations including numerous types of commercial restaurants and institutional outlets. Commercial foodservice operations range in style from public restaurants to private club dining and fall into the general categories of full service, family style, fast food, and theme and specialty cuisine.
The quality of foodservice in hotels has become a major marketing factor because of a growing public awareness of gastronomy and increased quality expectations.
Operating food facilities in hotels is different from operating restaurants and other foodservice businesses. These differences are discussed in this study, along with the challenges hotel & restaurants present as well as solutions to these challenges.
Topics in the menu engineering of the hotel & restaurant are organized in a logical fashion and are discussed in practical way which reflects the no-nonsense, straightforward approach for who has both worked and lived the challenges of hotel foodservice.
The menu is the key factor in any foodservice establishment. It is the base of the restaurant and should be the first step in planning. Equipment needs, floor plans, service requirements, furnishings, and decor are all dependent upon the menu. The attitude of management and owners is conveyed in the quality of menu planning and design. How well a menu suits the customer and community profile reflects the thoroughness of management's research and its ability to understand the market.
The menu is the major selling tool of any restaurant. The restaurant's product is food, which is perishable and made to order; except in the case of prepared foods, it cannot be put on a shelf and stored for later use. The customer cannot examine the goods beforehand and must rely on the menu and service personnel for information about the product. Service personnel cannot be relied upon to provide accurate, interesting, and complete information every time they are requested to do so.
Menu engineering, a sales mix analysis concept that develops these concepts in depth, was developed by Michael Kasavana of Michigan State University. This program takes the information from the sales mix and assigns it a percentage according to overall sales indicating whether the item should be replaced, work are charaterized as plowhorses, stars, dogs, and puzzles-a refinement on losers and leaders. Their placements are then graphed for analysis by management.
In the menu engineering, this study stressed that analysis on a goal value basis as profitability analysis standard and a each course factor basis as popularity analysis standard is most appropriate to the hotel & restaurant field.
Goal value analysis was developed by Hayes and Huffman. This analysis is the application of the goal value formula. To obtain the estimated goal value for each item, goal value is calculated as follows.
(1-food cost×revenue×[price×(1-variable cost percentage + food cost percentage)] =goal value
Total goal value index = {(1-0.107)×1,520×[21,773×(1-0.35+0.107)]} = 0.893×1,520×21,773×0.757 = ￦2,237,223
Total goal value index is used to rate the relative popularity of items within one category. in H hotel, beef tenderloin is the most popular item. Lobster tail is second in popularity, with salmon steak close behind.
Wheares each course factor is calculated as follows.
(course food no./100)×(1-course food no/total food no.)=factor
In the course from the glowing grill of H hotel, factor is estimated as follows.
Total factor=(10/100)×(1-10/75)=0.09
Factor is used to rate the relative profitability of items whithin one course.
In H hotel, Beef Tenderloin is the most profitable item. Salmon steak is second in profitability, with sirloin steak and ribeye steak in the next two positions.
In addition to item popularity, profitability figures indicate trends in item sales and losers and leaders. After some detailed analysis, the items are classified in a nine corrected matrix(originally developed by the Boston Consulting Group) as "S I," "S II and PL I," "PL II," "S III and PU I," "S IV, PL III, PU II and D I," "PL IV and D II," "PU III," "PU IV and D III," and "D IV".
To analyze further, after Seperating nine matrix from S I to DIV, the management can begin selecting menu mix that foods result. In this study, a look at each menu mix weapon or methodology is presented as follows.
S I is to large extent high in both popularity and profitability. In H hotel, beef tenderloin and salmon steak are included. Menu mix is as follows.
1. Maintain position.
2. Cultivate core customers.
3. Maximize profits through pricing.
4. Keep competitively ahead by adding services or upgrading product.
5. Expand your product or service
S II and PL I is to large extent high in popularity but average in profitability. S II is to large extent high in popularity but to small extent high in profitability. PL I is to large extent high in popularity but to small extent low in profitability. PL I is included sirloin steak. Menu mix is as follows.
1. If the profitability tends to be high in future years, improve to a S I matrix. If the profitability tends to be low, go after additional marketing segments. Build core market, or consider alternate pricing strategy.
2. Go for market share vira competitive pricing.
3. Become the only place in town to eat.
PL II is to large extent high in popularity but to large extent low in profitability. In H hotel, there is nothing. Menu mix is as follows.
1. If the profitability tends to be average or high, build market core and retain loyalty of consumers.
2. Go after all market segments with multiple pricing strategies and/or product and service offerings.
3. Strongly emphasize cost control and targeted promotions.
4. Use additional food.
S III and PU I is average in popularity but to large extent high in profitability. In H hotel, there is nothing. S III is to small extent high in popularity but to large extent high in profitability. PU I is to small extent low in popularity but to large extent high in profitability. Menu mix is as follows.
1. Maximize profits through pricing slightly below the S I food.
2. Consider upgrading your product or service to move closer to or into the S I matrix if the future popularity look high.
3. Go after the value-oriented market segments.
4. Distinguish your product or service as an acceptable replacement for the S I food.
S IV, PL III, PU II and D I is average in both popularity and profitability. S IV is to small extent high in both popularity and profitability. There is nothing. PL III is to small extent high in popularity but to small extent low in profitability. Ribeye steak is included. PU II is to small extent low in popularity but to small extent high in profitability. Lobster tail is included. D I is to small extent low in both popularity and profitability. Veal paillard is included. Menu mix is as follows.
1. If the direction is toward a stronger popularity, put the product or service in a stronger position with upgrading.
2. Expand the number of market segments you are attracting with specialized promotions.
3. Go after the market share through competitive pricing.
PL IV and D II is average in popularity but to large extent low in profitability. PL IV is to small extent high in popularity but to large extent low in profitability. D II is to small extent low in popularity but to large extent low in profitability. Surf and turf is included. Menu mix is as follows.
1. If the population is too average or high in the future, maintain core market through recognition programs and go after the weakest foods with special pricing to gain share.
2. If the population is stagnant, and it appears that it will remain low in the foreseeable future, gear marketing programs to capture as many segments as possible.
3. Create markets via specialized promotions and programs.
PU III is to large extent low in popularity but to large extent high in profitability. There is nothing. Menu mix is as follows.
1. Upgrade the most visible aspects of your product or service.
2. Once the upgrading is completed, increase your rates or prices to take advantage of overflow or strong sell-out times or periods.
3. Become the best at servicing the market segments your stronger competitors are not paying attention to.
4. Theme promotions toward special functions and go for volume.
PU IV and D III is to large extent low in popularity but average in profitability. There is nothing. PU IV is to large extent low in popularity but to small extent high in profitability. D III is to large extent low in popularity but to small extent low in profitability. Menu mix is as follows.
1. If the popularity is not moving toward being high, look at special rate or price schemes to build share.
2. If the popularity is moving toward high, make every effort to upgrade the product or service offering to move along with the popularity.
3. Consider marketing product or service around a theme such that serve segments but obtain greater volume from competition by this specialization.
D IV is to large extent low in both popularity and profitability. King prawns, lamb chop, and t-bone steak is included. Menu mix is as follows.
1. It is time to dispose of product or service.
2. Consider alternate uses for product or service that make sense in this poor environment.
3. Use as a la carte for special customer.
In this study, the observations are often candid and the proposed solutions practical. Much attention is paid to the bottom line, because making a profit is the heart of any healthy business. There is nothing abstract or theoretical in this study, Because the real world of hotel foodservice does not allow for armchair solutions.

목차 (Table of Contents)

• 목차
• 제1장 서론 = 1
• 제1절 연구목적 = 1
• 1. 문제의 제기 = 1
• 2. 연구목적 = 5
• 제2절 연구범위와 방법 = 5
• 1. 연구범위 = 5
• 2. 연구방법 = 7
• 제2장 연구의 이론적 배경 = 10
• 제1절 호텔·레스토랑의 개념과 분류 = 10
• 1. 외식산업의 개념과 분류 = 10
• 2. 호텔·레스토랑의 개념과 분류 = 23
• 3. 호텔·레스토랑의 시스템 = 27
• 제2절 메뉴엔지니어링의 방법 = 36
• 1. 메뉴엔지니어링의 의의 = 36
• 2. 메뉴의 분석 = 38
• 3. 메뉴음식의 분석 = 40
• 제3절 호텔·레스토랑의 환경 = 42
• 1. 호텔·레스토랑의 환경 개요 = 42
• 2. 호텔·레스토랑의 현황 = 44
• 3. 호텔·레스토랑의 메뉴현황 = 53
• 제4절 선행연구 = 62
• 1. 국내 = 62
• 2. 국외 = 64
• 제3장 호텔·레스토랑의 메뉴엔지니어링 = 67
• 제1절 P 레스토랑의 메뉴엔지니어링 = 67
• 1. 개요 = 67
• 2. 분석 = 67
• 제2절 H 호텔의 메뉴엔지니어링 = 69
• 1. 개요 = 69
• 2. 분석 = 70
• 제3절 문제점 = 79
• 제4장 실증분석 = 84
• 제1절 조사설계 = 84
• 1. 조사목적 = 84
• 2. 조사내용 = 85
• 3. 조사방법 = 85
• 제2절 메뉴만족도의 분석결과 = 86
• 1. 조사대상자의 특성 = 86
• 2. 선택속성의 분석 = 89
• 3. 신뢰도 분석과 타당성 검토 = 91
• 4. 메뉴만족도의 분석 = 93
• 제3절 분석결과의 요약 = 100
• 제5장 호텔·레스토랑의 메뉴엔지니어링 = 103
• 제1절 호텔·레스토랑의 메뉴엔지니어링 기본방향 = 103
• 제2절 방향탐색 = 105
• 1. 조직구성과 운영의 방향 = 105
• 2. 표준설정의 방향 = 107
• 3. 메뉴음식조정의 방향 = 114
• 제6장 결론 = 121
• 참고문헌 = 125
• ABSTRACT = 130