Table of Contents
2
1. Executive Summary
About Applebees
Situation Analysis
Target Market Analysis
Marketing Mix
2. Mission Statement
Commitment to our team
Commitment to the guest
Commitment to profit
3. Objectives
Team Objectives
Customer Objectives
Profit Objectives
4. Situation Analysis
Strengths
Weaknesses
Opportunities
External Threats
5. Environmental Analysis
Competitor analysis
Legal environment
Economic environment
Social environment
6. Target Market Analysis
Target Market needs
7. Marketing Mix
Product
Distribution
Promotion
Price
8. Implementation and Control
9. Company Location Analysis
Demographics
10. Finincial Plan
Business outlook
11. Jobs and Duties
3
4
4
5
6
7
8
9
10
13
16
Executive Summary
About Applebee’s
Applebee’s, the leading restaurant in casual dining, is located in 49 states and eight foreign
countries. The first Applebee’s opened up in 1986 in Kansas City, Missouri, and has since
expanded to over 1,200 restaurants. Applebee’s has a strong customer base, serving over
20,000,000 guests every month. Applebee’s combines quality food with outstanding service
and an inviting atmosphere, making them “America’s Favorite Neighbor.”
Situation Analysis
Bringing an Applebee’s into Vallejo would help to expand the restaurant business, while
offering more employment opportunities for the area. Applebee’s would be an asset to Vallejo
because it offers a fun environment, with reasonable prices, and good service. Applebee’s can
capitalize on the market situation in Vallejo, being that they already have a well-established
customer base, while bringing more customers in by sponsoring local events.
Target Market Analysis
Applebee’s average target consists of a core market including people between the ages of 3554 years old, and a secondary market of those between the ages of 25-34. In order to have a
successful Applebee’s in Vallejo, the target market would be altered somewhat, due to the
large numbers of young adults, who are under the age of 25. The new target market would
have 18-34 year olds as the primary target, with 35-54 year olds as the secondary market.
Marketing Mix
Applebee’s is committed to offering a high-quality product with lots of variety to please
everyone. Alongside the product is first-rate customer service, to insure an enjoyable
experience while dining in a fun atmosphere. The product will be distributed in this
environment, which is to include various local memorabilia, to fulfill the customer’s needs.
Applebee’s is to be promoted in various ways, including radio, national television spots, and
various happy hour specials. Another way is by utilizing the many different holidays the year
has to offer, such as Mothers Day, Fathers Day, and Veterans Day. The average price for a meal
is around $10.00, which is reasonable for college students and other Vallejo area residents.
Mission Statement
To contribute to the growth, joy and enrichment of all the lives we touch.
COMMITMENT TO OUR TEAM
We are committed to providing every member of the Applebee’s family with the
opportunity for personal success. We will always provide the necessary fairness,
training, coaching, feedback, high standards, growth, and stability for all members of
our team to meet their full potential.
COMMITMENT TO THE GUEST
We are honored that our guests have selected our restaurant. Our commitment is to
ensure that we wow our guests by meeting or exceeding their expectations.
COMMITMENT TO PROFIT
We are committed to responsible profit. We approach profit in a mature and creative
way. This provides a stable and rewarding environment for our guests, team members,
vendors and shareholders.
OBJECTIVES
TEAM OBJECTIVES
We want to be able to offer a complete and all-inclusive training program so that all our
employees will offer the same high-quality service to every one of our customers.
CUSTOMER OBJECTIVES
Our customers will always be our number one priority. The staff and management of
our Applebee’s restaurant will be committed to making the dining experience of every
one of our customers wonderful.
PROFIT OBJECTIVES
We will always be committed to making a reasonable profit so that we can serve our
customers effectively and our employees will always have a stable and rewarding work
environment.
Situation Analysis
APPLEBEE’S STRENGTHS
In the Vallejo area, the strength of opening an Applebee’s restaurant is that there is a
need for a new fresh restaurant where people can enjoy a good meal or a refreshing
drink. The restaurants that will fall as competition for Applebee’s will be Chevy’s, Red
Lobster, and Olive Garden. However, Applebee’s already has an established customer
base. Most people here have been to an Applebee’s and would enjoy having an
Applebee’s in the area.
Applebee’s has very reasonable prices, which is a big issue for Vallejo residents. Our
prices are comparable with those of the other restaurants in the area.
It is also true that any industry that is brought into Solano County can only do well, we
would be creating more jobs in a lower income area, and there is a good labor base
existing with Vallejo residents always looking for employment.
We have also included some basic facts about the Applebee’s Company:
 Applebee's Neighborhood Grill and Bar is the leader in the restaurant
industry's casual dining segment, with over 1,200 restaurants in 49
states and eight foreign countries
 Applebee's serves nearly 20,000,000 guests per month, with a strong mix
of day-and week-part visits
 Applebee's marketing messages-"You Belong at Applebee's" and
"America's Favorite Neighbor"-reinforce the concept's inviting
atmosphere, "World Class Service" operating philosophy and largely
suburban development pattern.
APPLEBEE’S WEAKNESSES
 Our main weakness is the fact that there are many other restaurants to
choose from.
 We also realize that because of where Vallejo is located, we will not be
reaching many travelers. However, we will be relying mainly on the
students and local area residents as our source of revenue.
EXTERNAL OPPORTUNITIES
Applebee’s is a “Neighborhood Grill and Bar.” Incorporating local events and places as a
part of our restaurant will be one of our biggest opportunities. We will be able to
sponsor local sporting events. All Applebee’s restaurants décor includes local
memorabilia from schools and Universities.
The restaurant industry employs an estimated 11.6 million people, making it the
nation's largest employer outside of government. Another opportunity that we have is
to create more local jobs. The Vallejo area is growing at a very rapid pace. More and
more industry is being brought into the area.
EXTERNAL THREATS
Our biggest and most obvious threat is the other restaurants that one would have to
pass before getting to our restaurant. We will be located just across the street from
Chevy’s and Olive Garden.
ENVIRONMENTAL ANALYSIS
COMPETITOR ANALYSIS
 Chevy’s
o Similar atmosphere
o Established customer base
o Slightly higher prices
o Increased visibility due to location
 Red Lobster
Different atmosphere
Competitive prices
More prime location
LEGAL ENVIRONMENT
There are several requirements to open a restaurant in the state of California. The
Department of Health has to be contacted to obtain a one-year Food Service License.
Licenses issued by the city or general health districts will have to be issued after the
restaurant is inspected and all codes are enforced.
Liquor licenses also have to be obtained from the State. Our research shows that
Applebee’s will need Class D-2, D-2x, D-3 and D-3x licenses. These permits will allow
our restaurant to serve beer, wine and liquor on our premises until 1:00 a.m.
ECONOMIC ENVIRONMENT
According to restaurant.org, restaurant-industry sales are forecast to advance 3.9
percent in 20010 and equal 4 percent of the U.S. gross domestic product. This shows
that there is a growing trend in the restaurant industry.
As mentioned earlier, we will also be aiding the local economic situation by creating
more local jobs and by bringing more industry into the local area.
SOCIAL ENVIRONMENT
The customers who frequent Applebee’s restaurant have a pre-set expectation of
what their dining experience will be. We plan to continue to meet and exceed that
expectation. Our restaurant will have the same look and feel as any other
Applebee’s and continue to offer that “America’s Favorite Neighbor” atmosphere
and reinforce the concept's inviting atmosphere.
Target Market Analysis
 The average Applebee's demographic profile/target is as follows:
o 35-54 year old core target, 25-34 secondary target
o Average age: 39.5
o Approximately 55% female/45% male
o Average HHI: 55K+
o 64% Married
o 42% HH with children:
o 50%+ college degreed
At our location, these demographics will not fit. We have developed our own target
market that will better suit our customers. Due to the fact that Vallejo is highly
populated with young adults our primary market will target 18-34 and our secondary
market will be 35-54.
TARGET MARKET NEEDS
Having spoken to local students and community members we have learned that there is
a desire for more variety in the restaurant industry in Vallejo. We feel that we will be
able to fulfill this need because we offer a different menu and atmosphere from the
existing restaurants.
MARKETING MIX
PRODUCT
 What are the services that accompany Applebee’s product?
Our restaurant offers not only food, but is a source of entertainment for most of our
customers. After all our employees have gone through our rigorous training
program, they will offer all customers a satisfying experience.
We will also have a solid management crew, with one manager on the floor at all
times. They will be responsible for walking the floor and making sure that all
customers are happy and are enjoying their experience. Another one of their
responsibilities will be making sure that all the food that comes out of our kitchen
looks presentable.
 What are the benefits that Applebee’s product provides?
Applebee’s offers it’s customers a fun, casual place to dine. We feel this is one of the
major benefits we have to offer to this market because that is what a majority of our
target market is looking for. We have good food, good prices, we have a bar and of
course there will be televisions in all sections of the store.
DISTRIBUTION
 How will customers get Applebee’s products?
Most Applebee’s customers know what they are getting when the go to an
Applebee’s to eat. There are many large booths available for larger groups of people
as well as single tables available for 2 people or to be moved together for very large
groups. A favorite part of Applebee’s for many diners are the high-top bar tables
that circle the central bar area.
The interior décor is also an important part to the Applebee’s atmosphere. Local
Vallejo area and High School memorabilia will be on display on all the walls and in
the waiting area.
PROMOTION
We have devised many different ways to advertise our new Applebee’s location. They
include being included in all the local hotel guides and yellow page advertising (because
we do offer carry-out service). We also plan on getting our restaurant on the state
highway signs that offer food at local exits.
Other promotional ideas that we have come up with include sponsoring local sports,
offering Happy Hour specials, and being extremely active holiday events.
During our grand opening, we plan on making everyone in the area aware of our new
store through fliers, radio promotion, and nationally through television advertising.
PRICE
Our typical guest check will range from $9.50-$10.00. Appetizers range from as low as
$2.00 during Happy Hour to approximately $7.00, entrees at Applebee’s range from
$6.00 to around $18.00. We feel that these prices will be extremely competitive with
those offered by other local restaurants.
IMPLEMENATION AND CONTROL
Now that we have decided to place an Applebee’s in Vallejo, California, and after
looking at the Vallejo area, we feel that we will be able to continue to adapt our
marketing plan to any changes that may occur in the market. We do want to be able to
continue gaining the attention of passing travelers and local residents.
We want to always be active in the community and sponsoring local sports teams is one
way in which we feel we can get ourselves more exposure. Updating our local
memorabilia is also an important part of keeping our restaurant new and fresh and
keeping our customers wanting to come back.
We want to continue to keep our advertising fresh. There are several local newspapers
that are read by a diverse combination of those living in the Vallejo area. Through this
medium, we can continue to reach the new members of the community as well as
continuing our reputation with those customers will have all ready obtained.
Company Location Analysis
The location of the Applebee’s restaurant is in Vallejo, California right off of Columbus
Parkway, near the shopping centers. We expect to get lots of business considering its location
near the shopping centers, so shoppers with an appetite can conveniently stop in for a meal
without a long wait. Judging by the type of stores in the area, we expect not only adults to be
eating here, but teens as well, which is why our affordable meals is a plus. They will have a nice
place to sit and enjoy their food because of the welcoming décor and fast and friendly service.
Although there are competing restaurants yards from this establishment, we are confident
that with Applebee’s low prices and great food, we will stand apart. Because we are mostly
serving middle class citizens, we pride ourselves on giving them the best food and experience
for their money.
This commercial business is expected to welcome on average about 150 people per day.
Applebee’s will be visible from the freeway, attracting more people who may be potential
shoppers, or just looking for a bite to eat. The fact that there is a shopping center gives this
restaurant a big advantage over most, because people who are already willing to spend money
on themselves, will definitely indulge in a delicious snack or meal of convenience.
Based on the statistics below, a variety of customers will be expected to be visiting this
Applebee’s establishment. We serve a variety of foods, and even include a kids menu to
conveniently assist parents in selecting meals for their kids.
Demographics of Vallejo
Vallejo City, California Statistics and Demographics
116760
100.00%
Sex and Age
Male
Female
56553
60207
48.44%
51.56%
Under 5 years
5 to 9 years
10 to 14 years
15 to 19 years
20 to 24 years
25 to 34 years
35 to 44 years
45 to 54 years
55 to 59 years
60 to 64 years
65 to 74 years
75 to 84 years
85 years and over
8399
9291
9243
8535
7203
15905
18625
17066
5359
4019
6567
4932
1616
7.19%
7.96%
7.92%
7.31%
6.17%
13.62%
15.95%
14.62%
4.59%
3.44%
5.62%
4.22%
1.38%
Vallejo Population:
Median age (years)
18 years and over
Male
Female
21 years and over
62 years and over
65 years and over
Male
Female
Race
One race
White
Black or African American
American Indian and Alaska Native
34.9
84541
39980
44561
79864
15392
13115
5239
7876
72.41%
34.24%
38.16%
68.4%
13.18%
11.23%
4.49%
6.75%
109095
41996
27655
767
93.44%
35.97%
23.69%
0.66%
Asian
Asian Indian
Chinese
Filipino
Japanese
Korean
Vietnamese
Other Asian
Native Hawaiian and Other Pacific Islander
Native Hawaiian
Guamanian or Chamorro
Samoan
Other Pacific Islander
Some other race
Two or more races
28205
1064
1032
24215
329
242
483
840
1276
159
537
268
312
9196
7665
24.16%
0.91%
0.88%
20.74%
0.28%
0.21%
0.41%
0.72%
1.09%
0.14%
0.46%
0.23%
0.27%
7.88%
6.56%
Hispanic or Latino and race
Total Population
Hispanic or Latino(of any race)
Mexican
Puerto Rican
Cuban
Other Hispanic or Latino
Not Hispanic or Latino
White alone
116760
18591
12253
814
87
5437
98169
35533
100.00%
15.92%
10.49%
0.7%
0.07%
4.66%
84.08%
30.43%
Relationship
Total Population
In households
Householder
Spouse
Child
Own child under 18 years
Other relatives
Under 18 years
Nonrelatives
Unmarried partner
In group quarters
Institutionalized population
Non-Institutionalized population
116760
115015
39601
19452
37347
26893
11768
4391
6847
2624
1745
819
926
100.00%
98.51%
33.92%
16.66%
31.99%
23.03%
10.08%
3.76%
5.86%
2.25%
1.49%
0.7%
0.79%
Households by Type
Total Households
Family households (families)
With own children under 18 years
Married-couple family
With own children under 18 years
Female householder, no husband present
With own children under 18 years
Non Family households
Householder living alone
Householder 65 years and over
39601
28245
14440
19452
9558
6550
3754
11356
8988
3161
100.0 %
71.32%
36.46%
49.12%
24.14%
16.54%
9.48%
28.68%
22.7%
7.98%
Households with individuals under 18 years
Households with individuals 65 years and over
16771
9384
42.35%
23.7%
Average Household size
Average family size
2.9
3.43
Housing Occupancy
Total housing units
Occupied housing units
Vacant housing units
For seasonal, recreational, or occasional use
Homeowner vacancy rate (percent)
Rental vacancy rate (percent)
41219
39601
1618
107
1.2
4.5
100.00%
96.07%
3.93%
0.26%
Housing Tenure
Occupied housing units
Owner-occupied housing units.
Renter-occupied housing units.
39601
25020
14581
100.00%
63.18%
36.82%
Average household size of owner-occupied units
Average household size of renter-occupied units
2.99
2.76
Financial Plan
Start up Cost
Low
Initial Franchise Fee
High
40,000.00
40,000.00
500.00
5,000.00
Real Estate
6,500.00
26,000.00
Architectural Fees
4,000.00
10,000.00
Leasehold Improvements
90,000.00
170,000.00
Exterior & Interior Signage
9,700.00
15,200.00
100,000.00
120,000.00
10,000.00
10,000.00
Employee Uniforms
800.00
1,000.00
Grand Opening
200.00
6,000.00
Insurance Premiums
500.00
2,500.00
2,000.00
3,000.00
250.00
1,000.00
3,000.00
3,500.00
100.00
250.00
35,000.00
35,000.00
Travel & Living Expenses While Training
Equipment
Initial Inventory
Permits & Licenses
Telephone & Utility Deposits and Hookups
Miscellaneous
Computer Training & Food Safety Certification Course
Additional Funds/Working Capital-3 months
Total
293,820.00 413,450.00
Based on the statistics of an already successful Applebee’s franchise, we do not expect to lose a lot of
money within the first three years of business. With funding from one of the owners as well as bank
investors we have complete confidence that this business will fluctuate within the first three years of
operation. Below are some statistics that support this theory.
Fiscal Year Ended
December 31,
2006
Number of restaurants:
Company:
Beginning of year ................................................................. 486
Restaurant openings............................................................ 35
Restaurant closings...........................................………………… (4)
Restaurants acquired from franchisees ..............................
4
End of year .......................................................................... 521
Franchise:
Beginning of year ................................................................. 1,318
Restaurant openings....................................................
108
Restaurant closings......................................................... (13)
December 25, December 26,
2005
2004
424
52
(1)
11
486
383
32
(1)
10
424
1,247
92
(10)
1,202
77
(22)
Restaurants acquired by franchisor.................. ……………
(4)
End of year ...................................................... ……………. 1,409
Total:
Beginning of year ........................................................... 1,804
Restaurant openings.......................................................
143
Restaurant closings.........................................................
(17)
End of year ..................................................................... 1,930
Weighted average weekly sales per restaurant:
Company ...................................................................... $ 44,637
Domestic franchise ....................................................... $ 49,521
Domestic total............................................................... $ 48,134
Change in comparable restaurant sales(1):
Company ......................................................................
(1.0)%
Domestic franchise ......................................................
(0.5)%
Domestic total..............................................................
(0.6)%
Total operating revenues (in thousands):
Company restaurant sales(2) ..................................... $ 1,196,258
Franchise royalties and fees(3) .................................
139,855
Other franchise income(4) .........................................
1,808
Total ...........................................................................
$ 1,337,921
(11)
1,318
(10)
1,247
1,671
144
(11)
1,804
1,585
109
(23)
1,671
$ 45,552
$ 49,564
$ 48,462
$ 46,536
$ 48,143
$ 47,737
(0.9)%
2.6 %
1.7 %
3.8%
5.0%
4.7%
$ 1,082,641
128,813
5,196
$ 1,216,650
$ 976,798
121,221
13,615
$ 1,111,634
Business Outlook
The company also provided guidance as to its business outlook for fiscal year 2005.
Over 125 new restaurants are expected to open in 2005, including at least 40 company restaurants
and at least 85 franchise restaurants. Approximately 25 company restaurants are currently expected to
open in the first half of the year, with the balance opening in the second half of the year. Approximately
20 to 25 franchise restaurants are expected to open in the first half of the year, with the remainder
opening in the second half of the year. System-wide comparable sales are expected to increase by at
least 3 percent for the full year, with results expected to be lower during the first part of the year and
accelerate throughout the year.
Overall restaurant margins before pre-opening expense for the full year of 2005 are expected to be
similar to fiscal year 2004 results. General and administrative expenses, as a percentage of operating
revenues, are expected to be in the high-8 percent range. The effective income tax rate is expected to
be 34.6 percent for the year. Excluding the cost of franchise acquisitions, capital expenditures are
expected to be between $130 and $140 million in 2005.
The company repurchased 3,993,670 shares of common stock during fiscal year 2004 at an average
price of $24.97 for an aggregate cost of $99.7 million. As previously announced, the company's Board of
Directors has authorized additional stock repurchases of up to $150,000,000 beginning in 2005 and has
approved a written plan for repurchases of common stock in the open market in accordance with Rule
10b5-1 of the Securities Exchange Act of 1934.
Based on the foregoing assumptions, diluted earnings per share for fiscal year 2005 are expected to
be in the range of $1.48 to $1.51, with diluted earnings per share for the first quarter expected to be
slightly less than the prior year. These earnings per share estimates exclude the potential impact of any
adjustments to the company's accounting for rent and/or depreciation of leasehold improvements as
discussed above as well as the impact of expensing stock options beginning in the third quarter of 2005.
JOBS AND DUTIES
SERVER
Our idea is polite, professional, fast, and courteous service. The level of professionalism
expected is high. As a server, your section is the entire restaurant—the bar, the phone,
the food line, etc. This isn’t to say you will have every table to yourself, but if a job
description were set for your restaurant people, its responsibilities would be
innumerable—from polishing glasses, capping ashtrays, pouring water and wine,
bussing tables and resetting tables, to lighting cigarettes, etc. All of these and more
define our teamwork and attitude. Your ATTITUDE and how you fit into our team is
essential. With that in mind, the restaurant is your house and the guests are your
guests. Treat them with respect, and you will receive the same in return. While the
responsibility of assuring great service to the entire restaurant is big, with teamwork it
becomes easy and flowing
HOST
Take telephone reservations, greet customers, take their coats and other accessories to
the coat check, Seat guests while being aware of server sections and guest to server
ratios in order to ensure a smooth and enjoyable dining experience for guests Be able to
answer questions and have thorough product knowledge of your menu and
establishments policies and services Provide courteous & efficient customer service to
guests. Support your food and beverage team efficiently complete team duties as
assigned Manage dining reservations, cashier & cash reconciliation duties. Do your part
to ensure a safe work environment for yourself and your co-workers by following the
safety rules Adhere to sanitation standards as outlined by the Public Health Department
BARTENDER
Bartenders prepare standard mixed drinks and pour wine and beer. They also prepare
mixed drinks to match the customers specific orders. Most bartenders know dozens of
drink recipes. They must be able to prepare drinks quickly, accurately, and without
waste. Some large restaurants use machines that create drinks. Bartenders that use
these machines just push a button. However, they must know how to prepare drinks in
case the machine breaks.
In most bars and many restaurants, bartenders take orders directly from customers.
However, in some places they receive drink orders from waiters and waitresses. In
addition to serving drinks, bartenders collect payment and operate the cash register.
They also clean up after customers and clean their work area.
They often serve food to customers seated at the bar. Bartenders check identification of
customers. Bartenders must be sure customers meet age requirements for the purchase
of alcohol and tobacco products. An additional responsibility is to make sure customers
do not drink too much alcohol. Bartenders are responsible for ordering and maintaining
liquor and bar supplies. They often form attractive displays out of bottles and glassware.
Bartenders wash the glassware and utensils after each use.
RESTAURANT MANAGER / ASSISTANT MANAGER
Food service managers are responsible for the daily operations of restaurants and other
establishments that prepare and serve meals and beverages to customers. Besides
coordinating activities among various departments, such as kitchen, dining room, and
banquet operations, food service managers ensure Managers are generally responsible
for all administrative and human-resource that customers are satisfied with their dining
experience. In addition, they oversee the inventory and ordering of food, equipment,
and supplies and arrange for the routine maintenance and upkeep of the restaurant's
equipment and facilities. Functions of the business, including recruiting new employees
and monitoring employee performance and training
KITCHEN MANAGER
They have knowledge of the methods of preparing meats and vegetables in quantity lots
as well as a knowledge of the cooking time and temperatures of various foods and
methods of preserving their flavor and food value. They must also know the principles of
personal and food sanitation. Considerable knowledge of the dietary requirements for a
variety of special diets and allowable substitutions for various food items found on diet
menus.
Must have considerable knowledge of the methods and materials used in the baking
and meat cutting activities of an institutional kitchen. Ability to estimate food needs for
a relatively large number of persons and to requisition needed food items and the
ability to plan and manage food production activities to fulfill menu requirements.
Ability to maintain routine records of food used and quantities needed for varying
numbers of persons. Ability to establish and maintain standards of sanitation for all
areas supervised.
SERVICE MANAGER
Food service managers oversee the day-to-day operations at restaurants and other
places that serve and prepare food and beverages. In addition to overseeing operations,
they are also responsible for each department in the establishment from kitchen to
banquet operations. The biggest responsibility that food service managers have is to
make sure each customer is satisfied with the dining experience.
Catering management workers manage inventory, equipment, and the facility while also
taking care of all the administrative and human resource tasks such as hiring, recruiting,
and training employees. They even have to monitor each employee's work
performance, which means they are also responsible for the dismissal or firing of
employees. Other duties food service managers may perform include cooking, bussing
tables, and possibly a multitude of other duties, depending on business needs. If the
restaurant is really busy, then the manager takes on other roles as needed.
LINE / PREP COOK
A line cook is a cook who supervises a specific area of the kitchen, rather than the
kitchen as a whole. The line cook reports to the head cook, who is in charge of overall
quality control within the kitchen. The duties of a line cook vary, depending on the type
of restaurant he or she is employed at. Levels of training are also variable, since
different jobs demand different things from their line cooks.
HEAD COOK
Plans and writes nutritious menus for all meals; directs the preparation of food;
prepares and serves food; arranges and directs the appropriate storage of food and
supplies; maintains safety standards throughout all food preparation and storage areas;
monitors and maintains the inventory of food and supplies and orders food and supplies
in sufficient quantities for weekly meals; determines work schedule assignments for
cafeteria staff; monitors and assists in daily clean-up of kitchen, service and dining
areas; maintains a variety of records related to meals served, inventory, costs of
cafeteria operation and federal/state reimbursement requirements; utilizes
computerized nutrition analysis and menu planning software; schedules maintenance
and repairs for kitchen equipment; lifts and carries cartons of food, milk bags, and
serving containers.