Running a Restaurant For Dummies
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Running a Restaurant For Dummies
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Overview
Millions of Americans dream of owning and running their own restaurant because they want to be their own boss, because their cooking always draws raves, or just because they love food. Running a Restaurant For Dummies covers every aspect of getting started for aspiring restaurateurs. From setting up a business plan and finding financing, to designing a menu and dining room, you'll find all the advice you need to start and run a successful restaurant.
Even if you don't know anything about cooking or running a business, you might still have a great idea for a restaurant and this handy guide will show you how to make your dream a reality. If you already own a restaurant, but want to see it get more successful, Running a Restaurant For Dummies offers unbeatable tips and advice for bringing in hungry customers. From start to finish, you'll learn everything you need to know to succeed.
- New information on designing, re-designing, and equipping a restaurant with all the essentials from the back of the house to the front of the house
- Determining whether to rent or buy restaurant property
- Updated information on setting up a bar and managing the wine list
- Profitable pointers on improving the bottom line
- The latest and greatest marketing and publicity options in a social-media world
- Managing and retaining key staff
- New and updated information on menu creation and the implementation of Federal labeling (when applicable), as well as infusing local, healthy, alternative cuisine to menu planning
Running a Restaurant For Dummies gives you the scoop on the latest trends that chefs and restaurant operators can implement in their new or existing restaurants.
P.S. If you think this book seems familiar, you re probably right. The Dummies team updated the cover and design to give the book a fresh feel, but the content is the same as the previous release of Running a Restaurant For Dummies (9781118027929). The book you see here shouldn t be considered a new or updated product. But if you re in the mood to learn something new, check out some of our other books. We re always writing about new topics!
Product Details
| ISBN-13: | 9781119605454 |
|---|---|
| Publisher: | Wiley |
| Publication date: | 05/29/2019 |
| Series: | For Dummies Books |
| Edition description: | 2nd ed. |
| Pages: | 400 |
| Sales rank: | 176,621 |
| Product dimensions: | 7.40(w) x 9.20(h) x 0.90(d) |
About the Author
Read an Excerpt
Running a Restaurant For Dummies
By Michael Garvey Heather Dismore Andrew G. Dismore
John Wiley & Sons
ISBN: 0-7645-3717-2Chapter One
Grasping the Basics of the Restaurant BusinessIn This Chapter
* Understanding the basics of the business
* Deciding whether you have the necessary skills
Restaurants are fun. Whether you stop by to celebrate a special occasion, grab a quick bite for lunch, meet friends for a drink, or pick up dinner for the family on the way home from work, the experience is usually enjoyable. (At the very least, it's more enjoyable than not eating or being forced to cook!). Just about everyone associates restaurants with having a good time. If people didn't enjoy their experience, they wouldn't come back. So it's natural for people to think, "I enjoy going to restaurants, so I may as well get paid to do what I enjoy - hang out in bars and eat at great restaurants."
And you know what? Living the restaurant life is fun. We've been doing it for many a year, and we love it. But the problem comes when people see only the fun and never see the struggle. Viewed from the dining room or barstool (or from the kitchen, stockroom, or anywhere else other than the seat marked "Proprietor"), it's difficult to see the 95 percent of the picture that's pretty tough work. It's kind of like wishing every day was Christmas and actually getting your wish. In the restaurant business, you have so much fun that you can hardly stand it. You get tired of wrappingthe presents, preparing the eggnog, and checking that the elves are on time for their shifts, and if you have to look at any more roasted chestnuts, you'll die. The restaurant business quickly becomes more work than fun, so don't be fooled.
In this chapter, we take you on a quick tour of the business. We introduce you to all the upfront work that you must do on paper before you can even think about picking up a pan or laying down a place setting. We move on to the physical preparations that will consume your every waking minute on the way to opening your doors. Then we remind you that the work has only begun after you first open your doors. Finally, we help you examine your motivations and expectations for pursuing your dream to determine if both are rooted in reality.
Getting a Feel for the Restaurant World
The restaurant world is more than glitz and glamour. It's truly a business, and if you don't look at it that way, you won't succeed. Ultimately, being a restaurateur is being a manufacturer. You're producing a product (food) from raw materials (your ingredients) and selling it to a customer (your diner). You're competing with lots of other "manufacturers" for that same diner. So you better do it better than the other guy, or you'll be out of business.
Laying the foundation
Sometimes the business of the business is tough for people to relate to. It's a hard concept for many people to get because your product isn't packaged in a box that sits on a shelf. Your product is packaged in many layers - including your exterior, your lobby, your staff's attire, the music playing, the aromas emanating from the kitchen, the friendliness and knowledge of your staff, your silverware, your china, and your glassware. All these things make up your packaging, affect the costs of doing business, and affect your diner's decision to come in and, ultimately, to come back.
As with any business, the planning stage is crucial, and you have to survive it before you can enjoy any of the fun. Right off the bat, you have to create a timeline for getting your business up and running (see Chapter 2), develop your restaurant's theme and concept (see Chapter 3), research the market (see Chapter 4), develop a detailed business plan and use it to find and secure financing (see Chapters 5 and 6), and find the best location for your new restaurant and get the right licenses and permits (see Chapters 7 and 8).
Buy your products at the right price and sell them at the right price. This simple tenet can make or break your business. Check out Chapter 14 for tips on getting the best price and look to Chapter 9 for pricing your food and beverage menus right from the start.
Setting up shop (with a little help)
Depending on how new you are to the restaurant biz, you may need accountants, attorneys, contractors, and host of other characters, all at the ready and working with you at various stages of the project.
Hire an accountant early in the process of setting up your business. She can help you get your numbers together for your business plan, which is a must-do if you're trying to get financing for your venture. Chapters 5 and 6 can give you the details. After you're up and running, you'll analyze your monthly financial reports and look for ways to improve the numbers. A good accountant, preferably one with restaurant experience, can help.
When starting any new business, you'll need to review contracts, file your permits, or maybe incorporate your business. Depending on how you set up your business, you may need to draft a partnership agreement or two. Before you sign franchise agreements or vendor contracts or fire your first employee, make sure that you're working with a good attorney, who can help you with all these tasks and more. Watch for details in Chapter 8.
Most people starting a new restaurant, or taking over an existing one, change a few things (or a few hundred things) at their new location. Maybe you need to set up a new kitchen from scratch or improve the air flow of the hood over the range. Maybe you want to upgrade the plumbing or install air filtration in your bar. Contractors can save you lots of time and trouble. Don't hesitate to ask them questions and check their references.
Check out Chapters 10 through 12 for the scoop on designing your exterior, dining room, kitchen, and bar - with or without the help of contractors, designers, and architects. Interior designers and architects come in very handy around renovation and revamp time. Sometimes they can come in and give your place a face-lift for much less than you might imagine.
Welcoming the world to your restaurant
All the hard work that's required to get to the point where you can open the doors will mean absolutely nothing if no one shows up. You have to start thinking about how to draw customers way before you open your doors (and every day after that). Develop your marketing plan based on what's special, unique, or different about your restaurant. Maybe it's the food, ambience, price, or value. Study your competition, watch what they're doing well (and not so well), and understand where you have the advantage.
Different groups respond to different messages. Figure out what works for the diners you're going after. Check out Chapter 16 for details on telling the world about your place and getting them to beat a path to your door. After you get the customers in the seats, you have to keep them there. We've heard that you can't use restraining devices in most states and municipalities, so you do have to let them go and hope they come back. We want you to do more than hope. Chapter 19 gives you concrete tips for building your clientele and ensuring that most of them come back - and bring their friends.
To be successful in this or in any business, you need to take care of your business today, tomorrow, and years from now. Stay up on trends in your sector and the restaurant business as a whole. Watch for information about shifting dining preferences and behavior in trade magazines, print publications, television news (and the not-so-news magazine shows), the Internet, or anywhere else you get information. And always keep an eye on your competition. Don't copy them, but know what they're up to. See Chapter 4 for information on how to conduct a market analysis. And check out Chapter 20 for ways to maintain what you create, using feedback from financial analysis and operational reports.
Discovering Whether You Have What It Takes
Culinary prowess, a charming personality, and an ability to smile for the cameras. That's about all you need, right? Wrong. Take a step back. It takes way more to run a restaurant successfully. And that's what we all want: anyone can run a restaurant, but not everyone can run one well. (In fact, we should've titled this book, Running a Restaurant Really Well For Dummies, but the publisher wouldn't go for it.)
Monitoring your motivations
This is a tough business, and if you want to succeed, you have to have the inner motivation - the drive - to sustain you through all the downs that accompany the ups. This isn't a venture for the faint of heart. If you want to own a restaurant to have a place to hang out with your friends and get free drinks, we say take the bar bill and avoid the hassles.
The first thing you need to do, before you invest any additional time or money in this venture (besides purchasing and reading this book, of course), is to examine and understand the factors that motivate you. Be honest with yourself.
There are lots of great reasons to want to run a restaurant. Here are a few of our favorites:
And the following list contains a few reasons that should send up a red flag in your mind:
If one or more of these reasons sounds familiar, don't be completely discouraged. Just make sure that motivations such as these aren't your only, or even your primary, reasons for wanting to get into the business. And do some further investigation before making the financial, personal, and professional commitment to the business.
Evaluating your expectations
Running a restaurant, either yours or someone else's, is a huge commitment. It requires long hours, constant vigilance, and the ability to control potentially chaotic situations - on a daily basis.
Think about Cocktail, the great (or not-so-great, depending on your point of view) '80s movie, in which a salty old bartender marries a rich lady and uses her money to open his own place. Just before he kills himself, he pours out his soul to his younger bartender friend, played by Tom Cruise, about what it's really like to own your own place. He confesses, "The only thing I know about saloons is how to pour whiskey and run my mouth off. I knew nothing about insurance, sales tax, or building code, or labor costs, or the power company, or purchasing, or linens. Everyone with a hand stuck it in my pocket."
Running a restaurant shouldn't be a leap of faith. You need to go into this with your eyes open (not with your Eyes Wide Shut - is this too many references to Tom Cruise movies in a single chapter?). Just as we suggest that you carefully consider your motivations (see the "Monitoring your motivations" section, earlier in the chapter), you also need to make sure that your expectations are firmly planted in reality.
Take out a pen and some paper. Divide the paper into two columns. In the first, list all of your expectations for the future business. From the profits you expect, to the lifestyle you hope those profits will support, to newspaper reviews or the customer views you hope to elicit, list it all. This is your chance to put your dreams on paper. Then, in the second column, write down what you expect out of yourself to make this thing happen - your contribution in terms of time and money, sacrifices you'll have to make, and anything else that you can think of.
Then it's time to determine whether the expectations on your lists reflect the reality of the situation. Reading this book is a great place to start - our goal is to present a balanced look at the joys and pains of running a restaurant. (If you want an instant reality check, skip over to Chapter 21, where we confront ten common myths.) But don't stop there. As we state in Chapter 2, you have to start researching every aspect of the business on Day 1, and you don't get to stop until you close your doors for the very last time. So you may as well start now. Minimize the mystery by getting out in the restaurant world - talk to owners, managers, waiters, and suppliers about their experiences and what you can expect. (Chapter 22 provides you with additional industry resources that you can consult.)
Tracking key traits
Based on our experience in the restaurant business, successful restaurateurs exhibit a few common traits. We list them below. Don't worry if you possess more of some traits than others. Just being aware of them is a great step toward making them all part of your world and succeeding in the business.
Business sense
This is probably the single most important trait. For all that the restaurant business is, it's still basically a business, subject to the same pressures as any other. Keep that thought in mind going into your arrangement. If you don't, you'll be hard-pressed to succeed. Skills that you've learned, developed, and honed in the real world can apply in this business, like buying skillfully, managing tactfully, and negotiating shrewdly. But many different facets of this business are tough to pick up.
Tolerance
The ability to keep your cool under pressure, thrive in chaos, and handle multiple points of view and personalities will serve you well in the business. Whether you're dealing with customers, employees, purveyors, changing trends, or a fickle clientele, you have to develop a thick skin. The inherent stress of the restaurant makes for short fuses. Your job is to dampen those tempers, smooth the rocky waters, and calm the storm.
Flexibility
The environment changes from minute to minute. You have to be able to adjust and think on your feet. You have to have a good balance of process- and product-motivated people. Process-motivated people micromanage what's going on in their organization. Product-minded people focus on the end result. Sometimes you'll wear both hats.
Creativity
Infuse creativity into every facet of your business from how you approach your customers and your food, to how you promote your business. That creativity affects how your business performs.
Positive energy
Whenever you're in the restaurant, you have to be "on" - all the time. Restaurants that have a positive vibe are the ones that make it. Positive energy is the differentiating factor, as intangible as it is, between the winners and the losers in this business.
Continues...
Excerpted from Running a Restaurant For Dummies by Michael Garvey Heather Dismore Andrew G. Dismore Excerpted by permission.
All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.
Table of Contents
Introduction 1About This Book 1
Conventions Used in This Book 2
What You’re Not to Read 2
Foolish Assumptions 3
How This Book is Organized 3
Part 1: Getting Started 3
Part 2: Putting Your Plan in Motion 3
Part 3: Preparing to Open the Doors 4
Part 4: Keeping Your Restaurant Running Smoothly 4
Part 5: The Part of Tens 4
Icons Used in This Book 4
Beyond the Book 5
Where to Go from Here 5
Part 1: Getting Started 7
Chapter 1: Grasping the Basics of the Restaurant Business 9
Getting a Feel for the Restaurant World 10
Laying the foundation 10
Setting up shop (with a little help) 11
Welcoming the world to your restaurant 11
Finding Out Whether You Have What it Takes 12
Monitoring your motivations 12
Evaluating your expectations 13
Tracking key traits of successful restaurateurs 14
Chapter 2: Deciding What Kind of Restaurant to Run 17
Figuring Out Where to Start 18
Buying into a franchise 18
Taking over an existing restaurant 19
Partnering up with your current employer 20
Starting from scratch 21
Choosing the Right Type of Restaurant 22
Dining in style 22
Kicking back casual 24
Placing an order — to go! 24
Selecting self-service or fast-food 26
Running a bar — with or without food 27
Providing catering and banquet services 27
Creating Your Concept 29
Positioning your restaurant for success 30
Identifying the emotional connection 31
Creating a unique selling proposition 31
Using consumer insights to develop and test your concept 32
Developing your positioning statement 33
Putting it All Together 34
Thinking about theme and concept 34
Choosing a name 35
Creating a logo 37
Signing off on signage 38
Chapter 3: Researching the Marketplace 41
Getting Your Mind Right: Profits Matter 42
Exploring the Consumer’s Buying Decision: The Big Why 42
Identifying and Analyzing Potential Customers 44
Figuring out who your customers are: Target segmentation 44
Creating a profile of your Superfan, or brand hero 45
Focusing your research 47
Keeping an Eye on the Enemy 48
Identifying your competitors 48
Figuring out who they think their customers are 49
Reconnaissance: Mystery shopping till you drop 50
Developing and Implementing Your Battle Plan 52
Doing a competitive analysis 52
Acting on your information 54
Adjusting to a changing battlefield 55
Chapter 4: Writing a Business Plan 57
Don’t Fly Blind: Understanding Why a Business Plan Matters 58
Laying Out a Business Plan 59
Articulating the concept and theme 61
Creating your menu now 61
Analyzing your market 62
Identifying your target audience 63
The Bottom Line: Focusing on Financials 63
Forecasting sales 64
Forecasting expenses 67
Breaking even 72
Estimating profits 73
Projecting cash flow 74
Creating a balance sheet 74
Selling Your Plan: The Unwritten Part of Your Business Plan 76
Part 2: Putting Your Plan in Motion 77
Chapter 5: Show Me the Money! Finding Financing 79
Knowing How Much Money You Need 79
Calculating start-up costs 80
Opening with operating reserve 81
Looking at How You Can Contribute 81
Working with Investors 83
Looking at types of investors 83
Compensating your investors 85
Getting a Loan 87
Visiting your local bank 87
Finding government assistance 88
Chapter 6: Choosing a Location 89
Looking at the Local Real Estate Market 89
Examining Location Specifics 90
Considering access and visibility 91
Paying attention to traffic 92
Knowing which locations to avoid 93
Looking at other businesses in the area 94
Considering security 94
Factoring In Cost Considerations 95
Chapter 7: Paying Attention to the Legalities 97
Identifying the Help You Need 98
Looking at the roles to fill 98
Setting Up Shop on Legal Grounds 99
Going it alone: Sole proprietorships 100
Teaming up: Partnerships 100
Almost teaming up: Limited partnerships 100
Playing it safe: The corporate entity 101
Blend of three: The LLC 101
Knowing Your Local Laws 101
Getting Permits and Licenses 102
Acquiring a liquor license 103
Heeding health codes 105
Paying attention to building codes 106
Considering fire codes and capacity 107
Checking out other permits 107
Taking up trademarks 108
Buying the Insurance You Need 109
Part 3: Preparing to Open the Doors 111
Chapter 8: Creating the All-Important Menu 113
Making Some Initial Decisions 114
Matching your menu to your concept 114
Considering customers: Feeding the need with an insights-driven menu 115
Matching your menu to your kitchen 116
Cutting your chef (if you have one) in on the action 117
Figuring Out How Much to Charge 118
Determining your menu price points 118
Using food cost percentage to set prices 119
Creating dishes and recipes and then costing them 121
Dealing with price fluctuations 122
Mixing your menu to meet an overall percentage goal 123
Deciding When to Change Your Menu 124
Staying flexible when you first open 124
Revisiting your menu later on 125
Offering specials 126
Highlighting new news 126
Choosing Your Menu Format 127
Counting your main menu options 127
Considering additional presentations 130
Selling the Sizzle: Setting Up a Menu with Sales in Mind 132
Directing eyes with menu engineering 132
Getting people salivating: Considering visual representation on the menu 133
Money for ink: Using lingo that sells 134
Validating Your Menu before You Go Primetime 135
Chapter 9: Setting Up the Front of the House 137
Digging into Design 138
Identifying pros who can help 140
Getting the scoop on potential pros 141
Thinking outside the Box: The Exterior 142
Laying Out the Interior 144
Allowing space for the flow 145
Building your floor plan 145
Creating space to wait 147
Keeping Service Support Close 148
Wait stations 149
Point of sale (POS) stations 150
Tabletop settings 151
Setting Up a Reservation System 152
Taking traditional reservations 153
Accepting online reservations 154
Reviewing Restrooms 155
Providing public facilities 155
Earmarking areas for employees 156
Chapter 10: Setting Up the Back of the House 157
Planning a Kitchen with the Menu in Mind 157
Figuring out what you need to fix the food on your menu 158
Reviewing the basic kitchen stations 159
Taking control of your prep 164
Laying out your kitchen 168
Considering Your Water Supply: Why Water Quality Matters 170
Adapting an Existing Kitchen 171
Acquiring Your Kitchen Equipment 172
Deciding whether to buy or lease 173
Moving beyond name-brand equipment 175
Getting purchasing advice 176
Chapter 11: Setting Up a Bar and Beverage Program 177
Setting Up Your Bar 178
Figuring out furniture 178
Selecting equipment 179
Selecting smallwares 181
Surveying supplies 183
Keeping Your Bar Clean 184
Drawing Drinking Crowds 185
Running promotions 185
Providing entertainment 186
Offering great bartenders 187
Get with the (Beverage) Program: Providing Liquid Refreshment 188
Creating your beverage program 188
Developing a robust nonalcoholic beverage program 189
Becoming Beer Brainy 190
Winning with Wine 191
Creating your list 192
Pricing your wine 194
Storing your wine 195
Lapping Up Some Liquor Learning 196
Pour size and pricing 196
Liquor lingo: Understanding cost and quality 197
Serving Alcohol Responsibly 198
Chapter 12: Hiring and Training Your Staff 201
Deciding Which Roles Need to Be Filled 201
Managing your quest for managers 203
Staffing the kitchen 206
Filling the front of the house 210
Staffing the office 213
Finding the Right People: Placing Ads and Sifting through Résumés 215
Interviewing the Candidates 216
Round 1: The meet and greet 217
Round 2: Comparison shopping 218
Bonus rounds: The inevitable re-staffing 219
Hiring Foreign Nationals 220
Double-checking the documents 220
Evaluating the E-Verify system 220
Petitioning for an employee 221
Training Your Staff 221
The employee manual: Identifying your company policies 221
Operations manuals: Understanding specific job functions 222
Creating a training schedule 223
Chapter 13: Purchasing and Managing Supplies 225
Preparing to Stock the Supply Room 225
Listing what you need 226
Considering premade items 228
Finding and Working with Purveyors 228
Finding and interviewing suppliers 229
Comparing prices, quality, and service 231
Considering the size of suppliers 232
Getting the right quality at the right price 232
Getting what you ask for the way you ask for it 233
Building an Efficient Inventory System 234
Managing the inventory 234
Reducing waste 237
Eliminating spoilage 238
Chapter 14: Running Your Office 241
Deciding Where to Put Your Office 241
Creating a Communications Hub 242
Counting on your computer 242
Picking up the phone 243
Using e-mail and online services 243
Tracking sales with a point-of-sale system 244
Interfacing your different systems 246
Hardware (the Old-Fashioned Variety) 246
Processing Payments 247
Credit and debit card transactions 248
Gift cards 248
Contactless and proximity payments 250
Preparing for Payroll 250
Farming it out or doing it in-house 251
Deciding on a payroll period 252
Choosing salaries or hourly wages 252
Choosing a method of payment 253
Saving, Storing, and Protecting Your Records 254
Chapter 15: Getting the Word Out 257
Defining Your Message 258
Focusing on the consumer and tailoring your message 258
Communicating your concept 259
Keeping up with the competition 259
Getting tactical 261
Building Public Relations 262
Planning for the good and the bad 262
Your PR campaign: Going it alone 263
Getting some help with PR 265
Creating an Advertising Plan 266
Creating a Compelling Restaurant Website 268
Sounding Off on Social Media 269
Investigating your options 270
Responding to reviews both positive and negative 275
Part 4: Keeping Your Restaurant Running Smoothly 277
Chapter 16: Managing Your Employees 279
Selling Employees on Your (or Their) Restaurant 279
Educating your employees 280
Motivating your staff 281
Making Staff Schedules 283
Adding it all up: How many workers you need 283
Putting names to numbers 285
Setting Up Policies to Live (or Die) By 287
Scheduling and attendance 287
Smoking 288
Drinking or using illegal drugs 289
Uniforms and grooming standards 289
Social media policies 290
Disciplinary measures 292
Offering Benefits 293
Looking at health insurance 293
Considering other benefits 293
Chapter 17: Running a Safe and Clean Restaurant 295
Making Sure Your Food is Safe 295
Blaming bacteria and viruses 296
Battling illness: Time and temperature 297
Preventing cross-contamination 299
Monitoring food safety outside the kitchen 299
Monitoring food safety outside the restaurant 300
Critical control points: Following HACCP guidelines 301
Staff education: Picking up food safety tools 301
Implementing proper hand-washing procedures 302
Keeping the Restaurant Clean 302
Getting cleaning supplies 303
Scheduling your cleaning 304
Opening and closing procedures 309
Taking Precautions to Protect Your Customers and Staff 310
Food allergies and other dietary concerns 310
First aid 312
Exits: In the event of an emergency 312
Providing a Pest-Free Place 313
Handling the Health Inspection 314
When the inspector arrives 315
During the inspection 315
Avoiding a bad inspection 316
Chapter 18: Building a Clientele 317
Understanding Who Your Customer is 318
Meeting and Exceeding Expectations 319
Turning Unsatisfied Guests into Repeat Customers 321
Recognizing unsatisfied guests 322
Making things right 324
Making Social Media Work for You 325
Chapter 19: Maintaining What You’ve Created 327
Evaluating Financial Performance 328
Daily business review 328
Income statement 330
Cash flow analysis 330
Evaluating Operations 332
Menu mix analysis 332
Purchasing and inventory analysis 335
Evaluating and Using Feedback 337
Paying attention to customer feedback 337
Responding to professional criticism and praise 339
Listening to employee feedback 342
Part 5: The Part of Tens 343
Chapter 20: Ten Myths about Running a Restaurant 345
Running a Restaurant is Easy 345
I’ll Have a Place to Hang Out 346
I Can Trust My Brother-in-Law 346
The Neighbors Will Love Me 347
I’ve Been to Culinary School, So I’m Ready to Run the Show 347
I’m Going to Be a Celebrity Chef 347
My Chili Rocks, So I Should Open a Place 348
I Can Cut the Advertising Budget 348
Wraps are Here to Stay 348
I’ll Be Home for the Holidays 349
Chapter 21: Ten True Restaurant Stories That You Just Couldn’t Make Up 351
Déjà Vu All Over Again 351
Priceless 352
Free Pie Guy 352
Rat-atouille 352
Frosty the Newbie 353
Drinks are on Me 353
You Like My Tie? 353
Chefs Behaving Badly 354
Radio Fryer 354
(Coat) Check, Please! 354
Index 355
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