Transcript MENU DEVELOPMENT

MENU DEVELOPMENT
An inherent appreciation of good food, a lack of
prejudice, a flair for planning based on creativity and
imagination, and
the ability to merchandise food
attractively are traits that aid the menu planner.
If one person is responsible for menu planning, it is
helpful to get input from purchasing, production and
service personnel.
Many foodservices assign the menu planning
responsibility to a team rather than to an individual a
practice that is especially appropriate for a multiple-unit
foodservice.
Input from the actual and potential customers through
marketing research, food preference studies, test
marketing and participation on food or menu
committees can be of assistance.
The planner should be alert to new products and to
trends to consumer preferences and also be aware
of menu items that are offered successfully
by
the competition, whether it is a nonprofit or
commercial situation.
Menu planning should be ongoing, current, and
flexible enough to respond to changing
conditions.
TIMETABLE
FOR
PLANNING,
DEVELOPMENT & IMPLMENTATION :
How far in advance of actual production and service
should menus be planned ?
The answer depends greatly on the type of menu
used, the extent of selections offered, and the
size and complexity of the foodservice system.
For example, a single-use menu for a holiday meal
in a restaurant may require as little as a
week of planning time, assuming the recipes
are tested and standardized.
A selective, cycle menu with several selections and
never-before-used items for a large hospital can
take several months of advanced planning to ensure
proper implementation.
STEPS IN MENU DEVELOPMENT :
A suggested step-by-step procedure for planning menus
follows.
1)
Entrees : Plan the meats and other entries (i.e.
Center of the plate) for the entire period or
cycle because entrees are generally the most
expensive items on the menu.
Costs can be controlled to a great extent through
careful planning by balancing the frequency of
high-cost versus low-cost entrees.
If the menu pattern provides entrée choices, it
is recommended that the selection include at least
one vegetarian option.
2)
Soups and sandwiches : If
a soup and
sandwich combination is to be an entrée choice,
it should be planned with the other entrees.
In a cafeteria, a variety of sandwiches may be
offered, and these may not change from day to
day. If more than one soup is included, one
should be a cream or hearty soup and one a
lighter, stock-based soup.
3)Vegetables and “sides” : Decide on the
vegetables and side dishes appropriate to
complement the entrees.
Potatoes, rice, pasta or other grains may be
included as one choice.
On a selective menu, pair a less popular
vegetable with one that is well accepted.
4)Salads : Select salads that are compatible with
the entrees and vegetables.
If a protein-type salad, such as chicken,
tuna or deviled egg is planned as an entrée
choice, it should be coordinated with the other
entrée selections.
If only one salad is offered, choose one that
complements or is a contrast in texture to the
other menu items.
5)Desserts : For nonselective menus plan a
light dessert with a hearty meal and a
richer dessert when the rest of the meal
is not too filling.
On a selective menu the number of
choices may be limited to two or three
plus a daily offering of fruit, ice cream or
sherbet and yoghurt.
For a commercial cafeteria, the dessert
selection may be quite extensive and
include a two-crust pie, a cream pie, cake
or cookies, pudding, fruit, ice cream or
sherbet and gelatin dessert.
6)Garnishes : To maximum plate appearance, it is
recommended that a planned garnish be
considered for each meal.
The garnishes should be part of the master menu
or a separate cycle.
The planned garnishes eliminate last-minute
decision-making and allow adequate time
to
ensure that
proper ingredients are available
to assemble garnishes for each meal.
Menu planning
books and trade publications
are excellent resources for garnish ideas.
7)Breads : vary the kinds of breads offered or
provide a choice of white or whole-grain
bread and a hot bread.
Many foodservices use homemade breads as
one of their specialties.
Vary the shape and ingredients of
bread selections to maximize variety.
8) Breakfast items : Certain breakfast foods are
standard and generally include fruit
juices, hot and cold cereals, and toast.
It is customary to offer eggs in some
form and to introduce variety through
the addition of other entrees, hot breads and
fresh fruits.
8)Beverages : A choice of beverages that
includes coffee, tea and a variety of milk
is offered in most foodservices.
Decaffeinated coffee and tea are
generally provided and soft drinks and a
variety of juices also may be included.
Some hospitals offer wine selections to
their parents when approved by the
attending physician.
MENU EVALUATION :
Menu evaluation is an important part of menu planning
and should be an ongoing process. The menu as
planned should be reviewed prior to its use and
again after it has been served. A foodservice
manager can best evaluate menus by looking at the
entire planned menu and responding to the following
questions. The use of a checklist helps to make
certain that all factors of good menu planning have
been met.
CHECKLIST FOR MENU EVALUATION :
1)
2)
3)
4)
5)
6)
7)
8)
Does the menu meet nutritional guidelines and organizational
objectives?
Are the in-season foods that are offered available and within an
acceptable price range ?
Do foods on each menu offer contrasts of colour? texture?
Flavour ? Consistency? Shape or form? Type of preparation?
Temperature?
Can these foods be prepared with the personnel and equipment
available?
Are the workloads balanced for personnel & equipment?
Is any one food item or flavour repeated too frequently during
this menu period ?
Are the meals made attractive with suitable garnishes and
accompaniments ?
Do the combination make a pleasing whole, and will they be
acceptable to the clientele ?
WRITING MENUES FOR MODIFIED DIETS
In many foodservice operations,
especially those affiliated with health
care, the foodservice department is
responsible for ensuring that physicianordered diets are provided accurately. A
qualified dietetics professional, such as
a registered dietitian or dietetic
technician, works with the
foodservice manager to implement
these special menus.
Modified menu extensions are an excellent
management tool for monitoring this responsibility.
The modified menu extensions are generated from
the master menu and a diet manual that defines
the modified diets for a particular facility.
Many dietetic associations and hospitals have
written diet manuals that are available for sale.
It is important to select a diet manual that best
represents the diets needed in a given
situation.
For example a manual developed for a hospital
may not be the best choice for a long-term
care facility.
Once diets are defined, the foodservice
administrator should
meet
with
a
dietetics professional
knowledgeable in modified diets and
develop the menu extensions.
A menu extension should be
planned for each day.
The extended portion of the menu
illustrates how the modified diet, as
defined in the manual, can be adapted
from the master.
• Extended menus have several advantages.
These menus serve as a tool for menu
analysis to ensure that modified diets are
prepared
and served according to
physicians written diet orders.
• The extensions also serve as a
reference for the foodservice employees so
that can be certain that diets are prepared
and served accurately.
• Finally, the extensions are a useful
purchasing tool, clearly identifying the need
for special dietary foods (i.e. low-sodium items).
MENUS AS DOCUMENTS :
Printed master menus for both general and modified
diets are excellent documents for department evaluation
and budget planning functions.
Any menu changes made should be noted on the
master menu for future evaluation.
Master menus are sometimes signed and dated by
the person responsible for menu content.