Coffee House Training Manual - Case Study Example

Training Manual The Sales Report Template Version Number : 23256 Date: 20th September 2016 Table of Contents Version Control 2 GENERAL POLICIES 5 Conclusion 11 Works Cited 12 Version Control Style Guide Manager Document Manager, Information Technology Department Contact Dave Cinnamon | Document Manager, Information Technology Department dcinnamon@chouse.com.au | (02) 9876 5445 Approval Authority Executive Group Version 1.0 Review Date 01 September 2016 Revision History Revision # Approved/ Amended/ Rescinded Date Authority Changes New Approved 27 November 2016 Executive Group None. INTRODUCTION The coffee house in Australia has no sales team training manual or brochure to serve as a guide and a reference for Trainers of the sales team. Hence, it is imperative that Coffee house strives to well-trained sales staff. The Coffee house is patronized by high profile clients that cherish high service standards. Therefore, there arose the need for a sales team training manual that will directly guide the trainers of the sales team. Furthermore, the manual will acquaint the sales staff with the requirement and demands of their jobs, hotel policies and staffs as it relates to quarterly sales and other miscellaneous things. It will also include the mission of the hotel, and succinctly state its aims and objectives. The sales team might be the most important force in the enterprise. For instance, regardless of how beautiful and affordable a restaurant might be, it will not attract significant patronage if the staffs there are rude and repugnant; hence, a sales staff training manual is very important. Also, the handbook will clearly state the expectations and job descriptions of each sale and how each aspect of the Restaurant should be handled; this has helped in preventing damaging law suits and has likewise improved the work efficiency of the sales staff. Development of manual categories The Coffee House is a global organization strategically located at the socio-economic nerve center of the cities. The components of the training manual will be carefully chosen to reflect company policies and staff, its expectations and its sales target, rules and regulations of the coffee house expected appearance of employee, and any other significant aspect related to hospitality as it affects the clients, staff, and the enterprise (Jacques, 2000). In developing a workable training manual, undue formality might not be introduced into the text, but still keeping the main messages as clear and interesting as possible. The manual should be a reflection of the hotel and its community. The manual must be concise, unencumbered, and all encompassing. COST As much as there is the need to have an endearing, attractive and all-encompassing manual, the management does not want to spend a fortune in producing the executive lounge manuals. So a balance was sort between cost and quality manual delivery. Two solutions were arrived at. The management was able to secure a contract with a printing press which will print the manual on non-glossy 100% recycled paper, which will cut the cost of printing by 38%. Also, it was agreed that the printing should be done in both side of the paper, and the book should be narrowly marginalized; this also reduced production cost by a further 13%. The second plan was that the manual should be made available in pdf and doc formats on the restaurant website, which can be easily downloaded. There is a three year moratorium after which the physical delivery of the manuals would be terminated. Tasks to be accomplished The tasks complemented during the training program were; Sales changes analysis for Coffee House Recheck the advantages of sales hotel and write suggestions Write a report about sales force training Program”. GENERAL POLICIES Coffee House is an equal opportunity venture; it maintains a nondiscrimination policy regardless of sex, race, color, marital status, religion, age, disabilities, medical condition, sexual orientation, or veteran status. All decision making processes of recruiting, hiring, promotion, and even termination is based solely on individual qualifications with respect to the requirement of the position being sought. It has a zero tolerance policy for any form of harassment, physical or sexual. 1.PAYCHECKS Wages are paid on a bi-weekly plan. The pay period ends at midnight every other Sunday. The checks for that pay period are then issued on the Friday following the period end. The checks may be picked up anytime from 1000 hours from the supervisor or General Manager. However, salary advances or post checks are not granted. Any discrepancies in payments can be resolved with the supervisor. Consequently, employees are required to keep an accurate account of hours worked using the company’s time recording system. Employees are expected to punch in and out correctly on their time cards. Time card entering on behalf of another is strictly forbidden. 2 UNIFORMS Sales force are required to wear their uniforms while at work at all times, but are not required (actually forbidden) to wear them while not at work. There are two dress codes: formal and casual. Casual wears are allowed for back office staff. The casual uniform is jeans or khaki pants, a white company logo polo shirt, and tennis shoes or any other appropriate shoe. The front-line staffs (for instance the front desk) are required to wear a blend of natural tones with classic black accents which were designed company. Employees are not allowed to wear tank tops, sweat pants, abbreviated tops, sandals, and flip flops. 3 BREAKS Breaks of ten minutes are given every four hours and also a fifteen minutes lunch break is also awarded. However, saving up of break times to get it as a single time chunk is not allowed. 4 MEALS The hotel only supplies water and coffee free. Employees are expected to make arrangements for their own meals. 5 SCHEDULING Before the start of every work week, a schedule of work is posted. This however, does not guarantee that daily work schedule may not change. Employees are expected to work when scheduled. Employees seeking special schedule request must turn in a written request of such to the General Manager or the supervisor at least thirty days before such. There is no guaranteed approval. TIME OFF- Employees in need of a time off are required to find some else to cover their shift. There must be a minimum of two weeks’ notice for this. When a replacement is found by the employer, he/she must inform the supervisor of the latest development. ATTENDANCE AND TARDINESS - A high level of professionalism and discipline is expected from sales force. Tardiness, late coming, and truancy are severely forbidden. The enterprise reserves the right to implement a “no work, no pay” for such erring staffs. Sales forces that are going to be absent are required to telephone beforehand with a sufficient notice to find a replacement. 2.2.6 CORRECTIVE ACTION In the instance of an employee violating company policy, the management may decide to discipline the culprit as deemed necessary. The punishment might be just an oral warning, written, suspension, or an outright discharge, depending on the gravity and culpability of the employee. 8. Analyzing sales Loading sales data into macros using VBA Conducting change analyzing Producing chart of change analysis Export to Pdf To produce the following results 2015 Qtr 1 Qtr 2 Qtr 3 Qtr 4 El Salvador 4387 5412 4192 4032 Colombia 3422 4656 2514 3024 Kenya 3510 2133 4445 4064 Indonesia 2360 3604 5320 5843 Guatemala 5550 4038 6696 2363 Panama 5794 4629 2982 2620 Brazil 5648 4636 5025 3966 Puerto Rico 5431 5086 3331 5049 Hawaii 5592 2844 3413 6426 2014 Qtr 1 Qtr 2 Qtr 3 Qtr 4 El Salvador 4178 4920 4110 3600 Colombia 2976 4434 2372 2965 Kenya 3191 2071 4116 3984 Indonesia 2269 3337 4836 5565 Guatemala 5441 3920 5823 2168 Panama 5466 4409 2895 2319 Brazil 5043 4458 4408 3813 Puerto Rico 5273 4938 2948 4902 Hawaii 5226 2495 3282 5842 Change analysis - % Qtr 1 Qtr 2 Qtr 3 Qtr 4 El Salvador 5% 10% 2% 12% Colombia 15% 5% 6% 2% Kenya 10% 3% 8% 2% Indonesia 4% 8% 10% 5% Guatemala 2% 3% 15% 9% Panama 6% 5% 3% 13% Brazil 12% 4% 14% 4% Puerto Rico 3% 3% 13% 3% Hawaii 7% 14% 4% 10% The table above represents a changes analysis of data collected for year 2014 and 2014 on the sales per quarter from various companies. In order to get another aspect for analysis in relation to sales, let us have a look at table 3. Figure 1: Column Chart showing projected sales revenue figures Here the chart shows variation of quarterly sales can be seen to increase steadily year in year out and especially for the period involving the years 2014 and 2015. During this period, there was increase in sales per quarter for all countries except for Guatemala and Puerto Rico where there was a drop of percentage change. This is not just a happening for that period but has been consistently so for the four quarter period under consideration. It is very important to put in mind that the figures shown in the above and subsequent tables involve some truncations and rounding off and may thus not be one hundred percent accurate but sufficiently close to the actual figures within the specified period. They can be relied on to give the necessary guidance on the issue at hand and make the necessary deductions about the same. Conclusion The training manual is a great way to get high sales and improve sales experience. It has many other benefits including: employee efficiency in service, improved interpersonal relations, self-confidence and independence. Throughout the length of this manual, employees will learn how to work as a member of team. It will also improve my other abilities like English language and communication skills. The overall benefits of this Co-op program are: • Opportunities to gain relevant employment skills and realistic expectations of the work force before graduation. • Opportunities to test and gain broader understanding of career options, often in employment settings. • Maturity and self-esteem as productive members of the sales force as well as confidence and skills developed through working with others. Works Cited Jacques., Derrida. Of Hospitality. Trans. Rachel Bowlby. Stanford: Stanford University Press, 2000. Print Read More