16 Golf Inc. Fall 2014
includes data from about 1,000 private
“If they are in that range, we say, you’re
fine, stop worrying about it,” Conde said.
But it’s still important to make sure the
losses don’t add up.
How to lose less:
Want to help your food and beverage operation do better?
For one, watch your trash. It can be telling.
Suppose your kitchen dishes out four
ounces of salsa for each nacho serving, but
an ounce comes back unused and is tossed.
If you’re buying four liter bottles of salsa
at $12 each and serve 50 nacho orders in
a week, in a 25-week span, that one little
ounce is costing $110.
“It might not sound like much,” accord-
ing to an analysis by BridgeCore, a restau-
rant hospitality-consulting firm based in
Canada and run by J. Robb Bowker. “But
for 30 seconnds of work, you have isolated
a loss and turned it into a gain.”
While private golf clubs may have some
extra hurdles in turning a profit with food
and beverage compared to public restau-
rants, clubs can still take steps to control
The first thing Bowker asks clubs is if
they have a standard operating procedure
or a plan on how to run F&B.
“A lot depends on that and how well it’s
executed,” he said. “Some might not even
And one needs to be aware of trends in
the industry, he added. Take limes. Prices
have soared because of weather condi-
tions in California and Florida. Many clubs
put lime slices in beer, soda, cocktails and
A case of limes may have ballooned by as
much as 400 percent, to $120 a case in the
past year, he noted.
He broke it down this way: “If you get six
slices per lime and there are 175 limes in
a case, you should have 1,050 lime slices.
Let’s say your operation sends out 300
drinks with a lime each day. At this price
point, in 2013, the cost of garnishing these
beverages would have been $3,128.42 a
year. By May 2014, it equates to $12,483,
for a difference of $9,354.58.
“It may be more economical at this point
if you choose not to garnish pop and water
altogether and put limes only on drinks
that would traditionally come with them,
such as certain beers or cocktails.”
Clubs over-ordering food is also a prob-
lem, noted Bill Schwartz, CEO of System
Concepts in Scottsdale, Ariz. He developed
FOOD-TRAK, a software system that
helps clubs better manage inventory.
Some clubs rely on chefs to order food,
which is not their specialty. Cooking is,
he said. At private clubs, it’s hard to track
demand, so there’s a tendency to wing it.
“We try to change the way clubs do business,” he said.
Whitney Reid, president of Reid
Consulting Services in Phoenix, said clubs
make money from food and beverage in
nickels and dimes, so every nickel and
dime has to be looked at.
She initially does an audit of the opera- LUNA
Beer … $4.25
Red Wine … $6
White Wine …