MINA Group: Book of Law

BOOK OF LAW
Standard Operating Procedures
MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 1

All Rights Reserved. Confidential and Proprietary. Do Not Disseminate.
Mina Group Book of Law Standard Operating Procedures
MINA GROUP CULTURE. VALUES & OTHER FANTASTICAL

 Cultural Statement..............................................................................................................................................7
 Our Values ................................................................................................................................................................8
 Our Culinary Mission ..........................................................................................................................................9
 Our Spirit of Hospitality....................................................................................................................................10
 Our Hospitality Mission ....................................................................................................................................11
 MINA Lexicon .........................................................................................................................................................12
 Cultural Standards of Leadership............................................................................................................16
 The Mina Group Commandments...........................................................................................................18
OPERATIONS
□ Nightly Log ...............................................................................................................................................................19
□ Daily Manager Meeting ...................................................................................................................................25
□ Daily Tasting ............................................................................................................................................................27
□ Maximizing Reservations ................................................................................................................................28
□ Pre-Shift ......................................................................................................................................................................30
□ Service Timing Standards .............................................................................................................................34
□ Weekly Manager Meeting.............................................................................................................................37
□ Expediting .................................................................................................................................................................44
□ Station Guide...........................................................................................................................................................46
□ VIP ...................................................................................................................................................................................49
□ Obtaining Guest Preferences .....................................................................................................................55
□ Compliance ..............................................................................................................................................................57
□ Manager Opening Duties (FOH) ................................................................................................................59
□ Manager Closing Duties (FOH) ...................................................................................................................61
□ Culinary Manager Duties ................................................................................................................................63
□ Handling Guest Feedback ............................................................................................................................65
□ Opportunity Guests ............................................................................................................................................68
□ Family Meal ..............................................................................................................................................................71
□ Daily Dish ...................................................................................................................................................................73
□ Celebratory Cards ...............................................................................................................................................75
□ Thank You Emails ................................................................................................................................................77
□ Kitchen Tours ..........................................................................................................................................................79
□ Butter-Bath Tempering ...................................................................................................................................81
□ Food Critic Drill ......................................................................................................................................................82
□ Associate Dining Policy ...................................................................................................................................86
□ Manager Time Off Request ..........................................................................................................................88
□ iPad Usage & Care ..............................................................................................................................................89
This is the Mina Group Book of Law. The information contained in this manual is confidential and is a
trade secret of Mina Group, LLC. Accordingly, no person having access to this manual may disclose the
contents of this manual to the public or any person not authorized by the company to use this manual.
This manual may not be copied, reproduced or distributed in any manner. You must keep this manual
secure. You are limited to this manual as a “need to know” to perform your job. Employees from Mina
Group and related companies must sign the company’s Non-Disclosure and Confidentiality agreement
before you are granted access to this manual or begin an employment relationship with the company.
MENUS – CHANGES, COSTING, MAINTENANCE
□ Changing Collateral and OS&E Specs..................................................................................................90
□ Menu Change .........................................................................................................................................................91
□ Menu Engineering & Implementation ...................................................................................................94
□ Menu Strategy .......................................................................................................................................................97
□ RX Recipe Entry ....................................................................................................................................................99
□ Wine List Maintenance ....................................................................................................................................100
□ Wine Service ...........................................................................................................................................................102
□ Holiday Planning ..................................................................................................................................................106
□ Cocktail Menu Change ....................................................................................................................................110
SALES & MARKETING

□ Strategic Plan..........................................................................................................................................................112
□ Gather Bookings ...................................................................................................................................................116
□ Event Bookings......................................................................................................................................................119
□ Social Media ............................................................................................................................................................124
□ Concierge ..................................................................................................................................................................131
□ Grassroots Marketing........................................................................................................................................132
□ Group Goals .............................................................................................................................................................135
□ Promotional Events ............................................................................................................................................137
□ Guest Database.....................................................................................................................................................139
FINANCIALS
□ Food Cost ..................................................................................................................................................................141
□ Promos, Comps, Void .......................................................................................................................................142
HUMAN RESOURCES
□ Employee Onboarding ....................................................................................................................................143

□ Team Meeting ........................................................................................................................................................153
CORPORATE
□ Restaurant Refresh .............................................................................................................................................154
□ Seven Rooms Roll Out .....................................................................................................................................156
This is the Mina Group Book of Law. The information contained in this manual is confidential and is a
trade secret of Mina Group, LLC. Accordingly, no person having access to this manual may disclose the
contents of this manual to the public or any person not authorized by the company to use this manual.
This manual may not be copied, reproduced or distributed in any manner. You must keep this manual
secure. You are limited to this manual as a “need to know” to perform your job. Employees from Mina
Group and related companies must sign the company’s Non-Disclosure and Confidentiality agreement
before you are granted access to this manual or begin an employment relationship with the company.
CONGRATULATIONS AND
THANK YOU!
As a member of the MINA team you are a part of a large family, made up of individuals who are obsessed with
delivering exceptional experiences.
This Guide provides insight, tools, and information that will allow you to be successful in your position. We have split
it into different sections that we like to think of as layers. These layers are only useful when built upon a strong and
solid foundation. YOU ARE THAT FOUNDATION and our success depends greatly on your willingness and desire to
champion each and every layer.
You have joined our team because you want to be part of something special, something extraordinary. It is up to YOU
to challenge yourself each and every day to commit to contributing towards excellence in everything that you do.
The performance of any organization is only as good as the performance of each individual.
Keep in mind that we never stop training, learning, growing and developing. Continued improvement is paramount to
our success as individuals and as an organization.
We are all the custodians of our reputation and legacy.
“The difference between a successful person and others

is not a lack of strength, not a lack of knowledge,
but rather a lack of will.”
VINCE LOMBARDI
BEST WISHES & WELCOME TO OUR TEAM!

The MINA Culture,
Values & Other
Fantastical
“Nothing in this world can take the place of persistence. Talent will not: nothing is more
common than unsuccessful people with talent. Genius will not:
unrewarded genius is almost a proverb. Education will not: the world is full of educated
derelicts. Persistence and determination alone are omnipotent.”
CALVIN COOLIDGE

CULTURAL STATEMENT
WHO WE ARE
The MINA Group’s mission is to be the premier restaurant group in the world. This means that we offer the very best in
terms of experience, product, and performance to our guests, our partners, our peers, and ourselves. Our philosophy
and approach is universal and timeless, yet sets the pace for the industry. We create and operate restaurants that are
impactful and consequential within their respective markets through our use of dynamic design, innovative and crave-able
cuisine and our commitment to service and the guest experience. We are obsessed with the craft of service and the art of
hospitality and are privileged to be able to serve all who surround us.
WHAT WE BELIEVE
We believe in making people feel valued. By befriending, connecting with, and exceeding the expectations of our GUESTS,
our TEAM, and our PARTNERS, we strive to create a genuine value in all our relationships. MINA Group’s greatest asset is
its people, and our goal is to create an experience that moves them from associate to team member to family.
HOW WE SUCCEED
We are successful becuase we are surrounded by a highly talented team that has a relentless and passionate desire to be
great in everything that we do. We understand that we are greater than the sum of our parts and support each other in tasks
big and small in order to produce outstanding and dynamic results. We never settle for the status quo.
We are successful becuase our team believes in our culture and supports it with every decision we make and action we take.
WHY
We are obsessed with forging authentic relationships with people through the art of hospitality.
We achieve this through cuisine (nourishment, enjoyment, refinement, exploration), beverage (connecting the story
of terroir and winemakers, the craft and history of spirits and cocktails, the lore of beer), ambience (warmth, uplifting,
energizing, evocative) and human interaction, all embodied in the craft of true care-taking.
We are continually growing to provide new opportunities for learning, promotion, travel, discovery, and connections for
our guests, our team and our partners.
THE MINA RECIPE
We have created an industry-leading restaurant model that has an extensive track record of successful partnerships with
key hospitality brands, including the Four Seasons, KSL, Hilton/Waldorf, Geller Captial Partners, Strategic Resorts,
Fontainebleau, and MGM, as well as non-hospitality partners including Millennium Partners, Taubman Group, San
Francisco 49ers, and Salesforce. Our model has allowed us to incubate and grow a variety of dynamic brands and concepts
while providing value for our constituents.

OUR VALUES
Joyful Passion with Determination and Dedication

Be in love with what you do and maintain the discipline to perfect it.
Innovation and Discovery

We are constantly seeking to learn and create. We are inspired by experiences and then share them in order to
create connectivity.
Each Other (Team/Family/Community)

If trust is the currency of all relationships, then respect and dignity are its foundation. We are loyal. We are
committed. We treat each other as we want to be treated.
Being Others-Centered
We practice selfless hospitality and eagerly seek to serve.
Balance
Balance in our restaurants, our business, our talents, and our lives.
Change and Evolution

We never allow ourselves to settle for mediocrity or the status quo. We continually change and evolve for the
betterment of our restaurants, our guests, our employees, and our partners.
Precision with a Sense of Urgency

Flawless technique executed without anticipation in order to serve priorities and needs.
Relentless Persistence
Always Never Stop.
Kaizen
We will improve daily.
The Champion Spirit

Relentlessly passionate about being great in everything that you do.

OUR CULINARY MISSION
Our culinary mission is to feed our guests thoughtful, vibrant cuisine through signature dishes
that evoke happiness. These dishes imprint a memory of deliciousness and speak to each of our
concepts in a manner uniquely MINA. Our goal of lasting memories is achieved through Chef
Mina’s signature style of high impact and balanced flavors.
We create ultra craveable cuisine with the continuous exploration of seasonal & regional
product sourcing and soulful cooking techniques. We have an obsession with sourcing the finest
ingredients on earth, always focusing on seasonality, and highlighting those food items at the
perfect time and place. Our appreciation for the classic dishes that have withstood the test of time
is tempered with the understanding that the battle for culinary relevancy is an ongoing process.
With each menu and each dish we strive to continuously improve; every holiday event, seasonal
menu or nightly special is an opportunity to maximize value and the guest experience.
Culinary mindfulness can be seen throughout our entire portfolio of restaurants with each menu
& signature dish speaking directly to the restaurant’s personality and uniqueness. Our vast array of
concepts requires deliberate and considerate attention to detail and commitment to brand.
We are authentic, soulful and delicious!

OUR SPIRIT OF HOSPITALITY
At Mina Group, impeccable service is not just our ideal, it is ingrained in everything we do. Rooted deep in our
foundation is a selflessness and flexibility that is reflected in an experience wholly centered on others. By embodying
our values of adaptability and fluidity, we cultivate a whole new sense of hospitality that is uniquely MINA.
We refer to our hospitality symbol as ‘Naikan,’ literally translating to “inside looking” or “introspection” in Japanese,
and also refers to the self-reflection practices, of the same name, developed by Yoshimoto Ishin, a businessman and
devout Jodo Shinshu Buddhist.
The Naikan Emblem is a totem that Mina Group created to represent its unique spirit of hospitality. It stands for all that
we represent and esteem to be. We take inspiration from the ideas and meanings of water and trees.
Water represents intuition, flexibility, motion, life, renewal, transformation, reflection, adaptability…
Water is the universal solvent.
“Be Shapeless, be formless. Like water. When you put water in a glass,
it becomes the glass. When you pour water into the cup, it becomes the cup.
When you pour water into a teapot, it becomes the teapot.
Water can flow or it can crash. Be like water my friend.”
BRUCE LEE
Trees represent being deep-rooted, growth, strength, wisdom, infinite energy, and guidance.
The story of “The Giving Tree” by Shel Silverstein

is the ultimate story of selflessness and hospitality.
It is completely about being others-centered.
Orange represents enthusiasm, fascination, happiness, creativity,

determination, attraction, success, encouragement, and stimulation
OUR HOSPITALITY MISSION
Our mission is to delight and enhance the lives of our guests by understanding their desires, anticipating their needs
and exceeding their expectations. We honor, celebrate, and appreciate our guests and eagerly seek ways that we
can better serve them. By being warm, friendly, and engaging, our team will create lifelong relationships with our
guests. Service is our promise, but hospitality is our craft. We firmly believe in the following 3 principles:
SHOSHIN
Shoshin is a concept in Zen Buddhism meaning “Beginner’s Mind”. Although we have mastery and aptitude, we must
approach things with a beginner’s mind.
A beginner always sees many opportunities, while an expert sees few.
Having a beginner’s mind allows us to always be mindful and present.
Being mindful and present is at the heart of hospitality.
OMOTENASHI
Omotenashi is a noun that means to “entertain guests whole-heartedly.” But it has much more depth than that. It is the
practice and art of selfless hospitality.
Omotenashi is a selfless and generous approach to the reception of guests. It isn’t just an action, it is a belief; a belief
that is acted upon almost ceremoniously for every guest, every table, every day.
KAIZEN
Rooted in the two thousand-year-old wisdom of the Tao Te Ching--”The journey of a thousand miles begins with a
single step”--Kaizen is the art of making great and lasting change in small, steady increments.
We practice Kaizen with our spirit of continual improvement. Each and every day, we will be better, we will improve.

MINA LEXICON
1+1=3
The whole is greater than the sum of its parts. This happens when we work together to produce something magical.
Acumen
The ability to think clearly, make good decisions and understand outcomes.
Aloha
Aloha is not only a word, but is a way of living, an attitude and expresses a guideline to help us be better in our
lives – kindness, patience, compassion, respect, togetherness, affection, empathy, peace, and love. A life of Aloha is
one when the heart is so full it is overflowing with the ability to influence others around you with your spirit.
Antennas Up!
To tune in and pay attention to your guests so that you may anticipate and exceed their expectations. Causes Magic!
Aptitude
Innate or acquired talent or ability.
Chess not Checkers

What we do requires awareness, intuition, and instinctual strategy. Mindful not mindless.
Culture of Discipline
It means that each individual is disciplined in their practice and all areas of their job.
It means that we make the decision to do the right thing, all the time.
Disciplined practice soon becomes joy

If you are disciplined with perfect and purposeful practice, continuously,
over time it will turn into blissful joy.
Do it nice or do it twice
This follows the old adage, if you don’t have time to do something right, when will you have time to do it again?
Drishti
A yoga term for focused gaze. It serves to bring self-awareness inward.
Eddie Would Go
Eddie Aikau paddled for help from a capsized Hokule’a on March 16, 1978, never to be seen again. The fearlessness
and compassion for his peers wasn’t a one-time act of bravery, but rather a long-lived principle best represented by
this motto. What are the big waves that you face? What big goals are you going to charge head-first?
Every Move Counts

Everything that you do should have purpose and meaning. You need to apply discipline to perfecting all action and
movement.

Extraordinary
Remarkable, astonishing, amazing… it is what we shoot for.
Feedback is the Breakfast of Champions

We need to look at feedback as a gift - as something that helps nourish us
and get us stronger.
Good is the enemy of great

Those that accept good enough will never have the moxie to become great.
Grace
It is the combination of humility, elegance, character, compassion performed effortlessly.
Ho‘ohana
The value of work. When you ho‘ohana, you are working with passion, with full intention and with definitive purpose.
Work can and should be a time when you are working to bring meaning, fulfillment and fun to the life you lead.
Hope is not a Strategy

Simply wishing or hoping for something to happen will not make it happen. Hard work, determination and persistence
are the only way to achieve success.
Ichi-go, Ichi-e
“For this time only,” “never again,” or “one chance in a lifetime.”
If you chase perfection, you can catch excellence.

When you set your goals to a height almost unattainable, even if you miss, the results are spectacular.
Is the juice worth the squeeze?

The result is worth the effort put into it.
Kākou
Inclusiveness, we. We are in this together. Learn to speak and practice “the language of we.” Together we can achieve
more and be better.
Kaizen
Spirit of Continual Improvement
Kokua
To help. To cooperate and pitch in without regard for self. A way of life characterized by a selfless desire to help
others.
Lean in
To lean in to something is to put all that you have into it.
Little Work, Little Gain

If you do not apply yourself or put effort into anything, you will not receive anything in return. You reap what you sow

Live in the Land of YES
Hearing yes can be one of the most joyous sounds. We need to program our hearts and intentions to say yes, mean
yes and do yes.
Mantra
Words or phrases that express your desires, goals, or vision.
Move with Purpose

Have energy and determination with your actions. Don’t walk mindlessly about. Set your priorities and attack.
No Half-Baked Pies.
Don’t do things halfway or halfhearted. Half measures never availed anyone. Don’t skip steps or take shortcuts in
order to get to the finish line.
Omotenashi
The art of selfless hospitality
Omnipresent
The quality of being all places at all times.
Others-Centered
Selflessly focus on the happiness and well-being on all that surround you.
Perfect Practice Makes Perfect

You have to focus and be disciplined on doing things the right way. You can’t expect to perform perfectly if you aren’t
practicing with intent and purpose.
Practice
It is what we do in life. We are constantly practicing, studying, and challenging ourselves in our daily life.
R.O.H.
Return on Happiness
Religion without Sacrifice

You don’t get something for nothing. Anyone that wants to be excellent at what they do, must put in the sacrifice to do
what it takes.
Sense of Urgency
Doing what needs to be done
Shoshin
To start with a beginner’s mind
Slow down to speed up.

Take your time to do things right. Take your time to master your craft. Have purpose, intent, and focus in order to
produce far greater results in the future.

Speed of the Captain, Speed of the Ship
The passion, speed, and energy that leaders have will affect the rest of their team. Good or Bad.
Start Fast and Finish Strong.

Come out of the gate strong and sustain it. All service. All week. All month. All year. Forever.
Stewardship
To take care of, to protect and care for. Acts of caring drive us to high performance levels in our work with others.
Stewardship spreads among people and changes the way we act towards each other.
Take it to the hole.

Finish things. Make it happen. Finishing is a habit. Unfortunately, so is quitting.
The Paris Effect

Not everyone has been to Paris, but everyone has his or her own vision of what it is and what it is like.
Our job is to understand what our guests are envisioning for their experience and DELIVER it!
The Spirit of Generosity

To give more than you get. The spirit of generosity can be felt in a restaurant when the team is intent on making
people feel welcome and weaving magic into their experience.
True North
True North differs from Magnetic North. Magnetic North varies from place to place while true north is constant. This is
a metaphor for understanding our goal, our path, and our vision, regardless of where we are or what we do.
Virtuosity
Performing the common uncommonly well.

CULTURAL STANDARDS
OF LEADERSHIP
Standard Operating Procedure Cultural Standards of Leadership v.3
As a member of the leadership team it is expected that you embody the following principles
and champion them on a daily basis. They are the basic foundations for our equal success;
yours as a leader and ours as a premier restaurant group.
1. You must create and encourage an ATTITUDE and ENVIRONMENT of YES!
2. You must be PASSIONATE about the MINA VISION STATEMENT, CULINARY STATEMENT,
CULTURE and VALUES.
3. INSPIRE and MOTIVATE your TEAM to be enthusiastic and passionate about our
restaurant, our guests and our offerings.
4. BEFRIEND and ENGAGE with our GUESTS in order to build LONG-LASTING RELATIONSHIPS
and loyal fans and foster this PASSION in all those around you.
5. You must properly follow and EXECUTE each MINA COMMANDMENT. (Half measures
never availed anyone.)
6. BE GRATEFUL to our guests and our team.
7. BE PASSIONATE about our guests, our team and our restaurant.
8. CREATE memories, PERSONALIZE the guest experience.
9. BE EFFECTIVE! BE ON TIME! BE PROFESSIONAL!
10. Mina Group restaurants are a 50/50 PARTNERSHIP between CULINARY and DINING
ROOM Management.
11. You must CULTIVATE an atmosphere where COMMUNICATION is welcomed and

constant. Be able to GIVE and RECEIVE constructive criticism, while always keeping the
best interest of the guest, the team and restaurant in mind.
12. You must have complete UNDERSTANDING of both FRONT of HOUSE and CULINARY
operations and standards.
13. You must ELEVATE our SERVICE STANDARDS for your property.
14. You are held ACCOUNTABLE for SETTING your TEAM up for SUCCESS.
15. All TEAM MEMBERS must be TRAINED according to MINA STANDARDS. There are no
magic aprons or shortcuts!
16. You must continuously CULTIVATE and EDUCATE our teams, training is a CONSTANT.
17. You must MOTIVATE the team to build ENTHUSIASM and PRIDE around our PRODUCTS
and CRAFT.
18. You must maintain COMPLIANT training and development TOOLS (Recipe Exchange,
Guide to the Universe, etc)

19. You are constantly asking the team QUESTIONS, QUIZZING and TESTING.
20. SET CLEAR EXPECTATIONS for the team.
21. Constant FEEDBACK, COACHING, and MENTORING is essential in order to drive

performance and improvement.
22. You must DEVELOP your TEAM. Prepare them for advanced career opportunities and
growth in the company and life.
23. TAKE OWNERSHIP. Do not push things off on others. Delegated items still fall on your
shoulders.
24. RESPOND to feedback/REMEDY the situation/REVIEW and RETRAIN with your team.
25. PROTECT our PHYSICAL ASSETS. Keep the physical plant of the restaurant in pristine
condition at all times. Foster an environment in which your team does as well.
26. Work to EXCEED local LABOR and HEALTH department STANDARDS.
27. WRITE THINGS DOWN and CREATE PUNCHLISTS.
28. ALWAYS think of how you can move the needle and DRIVE BUSINESS.
29. KNOW and FOLLOW the SOPs.
30. You must RUN a BALANCED BUSINESS. Maintain health in all elements of your restaurant.
31. You must have an intimate and COMPLETE KNOWLEDGE of your P&Ls and Financials.
32. Work with your team to CREATE GOALS to support our shared VISION and DESIRES.
33. Your ACTIONS must SUPPORT your INTENTIONS.
34. Create a spirit of CONTINUAL IMPROVEMENT.
35. CORPORATE is here to serve the MANAGEMENT TEAM, the management team is here to
serve the STAFF, and the staff is here to serve the GUESTS.

The MINA Group Restaurant Commandments
These commandments are the essential building blocks to running a successful restaurant and balanced
business. They are based on the tried and true systems that we have created and implemented over the
past 20 years. The MINA Restaurant Commandments must be used and championed on a daily basis by
every member of the management team. When a restaurant is suffering or ill, it is because the team is not
executing one or more of these tools appropriately. When a restaurant is thriving, the commandments are
in balance and executed to the fullest extent. This execution falls on the shoulders of the General Manager
and Chef. Always remember…the speed of the captain, the speed of the ship.
Commandment 1
Daily Meetings must take place each and every day, according to the Daily Meeting SOP.
Commandment 2
We are in business to do business. Everything we do must be geared to Maximize Reservations/Covers and
Turn Tables. By not obsessing over how we can increase business, we are hurting business.
Commandment 3
We must own PRE-SHIFT. This is the most important 30 minutes of the day.
Commandment 4
Expediting is the heartbeat of the restaurant.
Our system of expediting must be used and perfected at all times.
Commandment 5
We must take great care of our VIPs and continue to grow our Database.
Today’s first timers are tomorrow’s regulars.
Commandment 6
It is everyone’s responsibility to make sure the Nightly Log portrays an accurate and detailed description of
the day. All information must be precise and complete.
Commandment 7
Tangible and measurable Goals will be set and reviewed each quarter by the General Manager and Chef.
These goals will serves as our road map to a successful, balanced business.
Commandment 8
All Training needs to have strong oversight by the General Manager and Chef.
Commandment 9
Timing Standards should be held by both Culinary and Front of House
Commandment 10
“Thou Shall Develop and Sharpen the Saw”
It’s every leader’s responsibility to drive employee development within the operation.
THE NIGHTLY LOG
Standard Operating Procedure The Nightly Log
Objective:
The Nightly Log is the opportunity for the entire team to reflect on the success and areas
of needed improvement in the restaurant. The logs are historical diaries designed to help
the restaurant become better than the previous day. The log can be used a reference in
the future to cultivate a better understanding of business volumes and patterns, outlet
needs, disciplinary actions, and VIP relations. The log should be written in an honest,
accurate, and professional tone. Any issues or challenges that occur should be written
about in a constructive tone. The log should not be written in the first person, and each
person should ‘sign off’ their writing portion with their initials.
Tool:
1. 100% Honest and Accurate. The good, the bad, and the ugly. If the log doesn’t
reflect what happens in the restaurant, there is no chance of improving the
following day.
2. Log in to michaelmina2.net. Please note that all grey cells will auto-populate and
will not allow you to manually enter data.
3. Base Values
a. Select the “Base Values” text in the header at the top of the page
b. Select the month
c. Enter in base values from your budget worksheet. If you need copies of
your base values, please reach out to your respective Finance Manager
(copy Director of Operations & Director of Finance)
i. Note: Sales, Covers, Food Cost, Beverage Cost, etc. are all
pulled directly from the budget
ii. Salaries, however, must be calculated and adjusted based on
your actual salaried labor in the restaurant. Please audit
monthly.
1. This number will need to be adjusted when raises are
given, and for any new hires or terminations.
d. Please note that, unlike before, you may enter in base values for
subsequent months at any time.
4. Each section of the log with a grey heading has a small box at the upper right hand
corner that allows you to add a row for additional lines.
5. All Log Information filled out must be true and accurate.

a. Daily Financials: Using your POS reports, enter in your net sales by meal
period.
i. Food and Beverage Purchases: Please enter the appropriate
Food and Beverage Purchases such that accurate MTD
purchases are reflected in the greyed out “MTD” cells.
1. Food and Beverage Costs (%) are reviewed on a daily
basis and it is important that accurate food and
beverage purchases are updated at least once every
week!
b. Labor: Labor information only pulls for the previous day. For example, if you
th
are entering in log notes and information on the 8 , labor data will only be
th
available up until the 7 .
i. For most outlets, this information will pull automatically from Avero.
You should audit to be sure that this information is accurate and
make any labor edits as needed, with the understanding that this will
update with the next push from your timekeeping system.
ii. For the handful of restaurants that are not able to pull labor directly
from Avero, you will have to enter this information in daily. Again, if
you are entering in log information for the 8th, you will have to go
back and select the log for the 7th to add in your labor information
for the previous day.
a. Save this information once updated- you do not need to re-
check the box at the bottom of the page.
b. Covers: Enter according to your POS report. Please audit, and correct
for, any discrepancies with your reservation system.
i. Tomorrow’s Covers and Tomorrow’s Projected Covers
1. Please list tomorrow’s covers as they appear in Open Table.
2. Based on Occupancy, Events, Conventions, in-house capture, etc.
please enter in your projected covers.
b. Were we better than we were yesterday? Why? What was the focus of today’s
shift? What will the focus be tomorrow? The daily focus should reflect a collective
goal to be reinforced during the daily manager meeting, pre-shift, and service.
i. The more measureable the focus, the better! Please be sure to share the
success of these focuses/initiatives with your team during line up.
c. Restaurant Notes: Each FOH Manager/Captain is responsible for writing notes at

the end of the shift. Every person has a different point of view of the service, and
in order to address all angles, everyone must contribute to creating a clear,
meaningful picture of the night.
i. Please note that the log can be saved by selecting the “Add/Update
Restaurant Info” button.
ii. Do not select the checkbox until the workbook is final.
d. Beverage Notes: A representative of the beverage team must write a recap of any
beverage highlights including flow of business, Wine VIPs, sales highlights/ areas
for improvement, and any pertinent bar business notes.
e. PDR Notes: Recap the details of any private events held within the restaurant that
evening. Did they meet their minimum? What was the feedback from the host?
Were we appropriately staffed? Was service as smooth as possible or was there
room for improvement?
f. Chef’s Notes: A BOH representative must record details of the daily operation from
a culinary perspective. Details should include notes about Facilities (equipment
breakage, replacement, needs and general maintenance), Staffing
(compendium status and its impact on labor, performance (positive or negative),
and call outs), Food (specials feedback, menu changes, Recipe Exchange
(plans/progress), 86’s), and Service (DNL - notes on reasons, expediting and flow,
challenges and successes).
g. Online Reviews/Guest Feedback: The management team must check the online
sites on a daily basis to check for new reviews (Yelp, OpenTable, Trip Advisor, etc.).
Any new reviews (or in-person guest feedback) must be noted in this section,
describing the nature of the review and if the team was able to make contact
with the guest to a) offer thanks for a positive review or b) extend an offer for a
service recovery.
h. Social Media and Data Base (new contacts):

i. Thank you emails
1. By following the Thank You email SOP.
ii. List the number of posts to Instagram, Twitter and Facebook.
1. Please refer to the Social Media SOP for the targeted number of
posts to each platform per day.
iii. List your updated YTD Database total.
i. Staffing: Today’s FOH staffing levels must be recorded. Any pertinent staff notes
(call outs, documentation, and incidents) should be noted.
i. If you haven’t already done so, now is the time to look at your forecasted
covers for the following day. What cuts can you make? Will you be utilizing
any on-call positions?
j. Today’s VIPs: Each of the day’s VIP’s must be entered into this section along with
notes about their experience. Each column must be completed for every VIP.
k. Tomorrow’s VIPs: This is an opportunity to proactively plan any special treatment or
tables for expected VIP guests
i. Please note that, per the Database SOP, VIP entries will be reviewed by the
corporate team and added to our Global VIP database so that we may
recognize these VIPs across all of our restaurants.
l. Opportunity Guest: An opportunity guest is any guest that did not have a perfect
experience from start to finish. Perhaps they waited for their food, or to be
seated. Perhaps something was not prepared to their liking. Whatever the reason,
something went wrong and we would like to detail the recovery efforts here.
i. Please note that a comp need not be associated with the guest in order for
them to fall under this category
m. QSAs: This section is used to record all items that have been comped as a service
recovery. This includes items that were not to a guests liking AND items that were
bought as a recovery (i.e. champagne greet for a table wait or dessert for slow
service).
n. Promos: This section is used to record all promotional items that have been
comped as a courtesy to the guest.
i. For Both QSAs and Promos: It is a requirement to obtain guest contact
information in order to comp any items. Guest name (first and last) must be
logged for each line item (not “bar guest” or “walk in guest”). There are
ways to obtain guest name (manager introduction, credit card, server)
ii. Please refer to the Comp, QSA SOP to ensure compliance.
6. Sending the log:

a. As noted above, you may save as many times as you like throughout the day by
selecting the “Add/Update Restaurant Info” button at the bottom of the page.
b. Select the check box at the bottom of the page only when you are certain that
you are finished.
i. This will prompt a snapshot (mirroring your former “body of the log” content)
to send out to the Corporate team.
c. Please note that all totals are used to populate a consolidated report that is
reviewed for all outlets daily and measured against the budgeted totals. Please
make sure that all financial entries are double checked before pressing send.
d. Items entered in add-row format (i.e. - VIP’s, Menu Changes, Comps, etc.) cannot
be edited once the check box has been selected.
DAILY MANAGER MEETING
Standard Operating Procedure Daily Manager Meeting v.6
Objective:
The daily meeting is to be conducted every day. It is mandatory for all FOH management, the chef and
wine team representative to attend. Please be prepared to spend 30 minutes conducting this meeting.
This is our time to review the highlights and lowlights of yesterday (feedback) and strategize for a better
today (KAIZEN). The purpose of the daily meeting is to ensue every leader within the outlet is
prepared for today and tomorrow’s services. A designated binder should be put together daily, per
the outline below. Having all necessary data will ensure no details are missed. The communication
between FOH & BOH begins here! This is our chance to set each other up for success and create a clear
game plan for well executed service.
Tool:
BE ON TIME. Remember: early is on time, on time is late.
1. Print and bring the following documents to the meeting:

a. Printed copy of the previous night’s Mina Group Log
b. Tonight’s completed floor plan
c. This week’s FOH/BOH schedule
d. Reservation Reports for tonight and tomorrow
e. BEO for day of and following day. Printed copy of the BEO menu(s) for day of.
f. Daily Labor Report
g. Print Labor Breakdown from previous day (in Avero) FOH & BOH Overtime Report
2. Review Previous Night’s Log In Detail

a. Covers - Beginning, ending, and how many walk ins
b. Sales & Check Average
c. Previous Night Staffing
d. Operations Notes - be sure all details (good & bad) are noted. Discuss all parties
over 8 people re: service, timing, etc.
e. VIP’s- What did we do for them? What new VIP’s did we make?
f. Opportunity Tables - What did we do for them? Did they become new VIP’s?
g. QSA’s
h. Promos- noting guest name & email address in addition to items promo’d
i. Thank you emails sent
j. Responses to social media
k. Review Labor Breakdown from previous day (in Avero) FOH & BOH Overtime Report
3. Review Current Night’s Reservations

a. *Outlets utilizing Venga, bring laptop with daily Venga pre-shift report
b. Identify VIP’s and what will be done for them
c. Identify potential new VIP’s (as per VIP SOP)
d. Identify celebratory guests (as per Celebratory SOP)
e. Discuss all parties of 6 or more.
i. How much time is in between large parties?
ii. What is the game plan for seating/order taking?
iii. For all BEO’s, confirm proper China/Glass/Silver is in use and ready for service.
f. Full disclosure and communication with the host stand.
4. Review tonight’s staffing quantities
a. Runners, and their responsibilities (IE who is the expo, table checker, etc.).
b. Any shortages/blind spots? What is the plan in this case?
c. Potential staffing problems or areas of concern (both FOH & BOH).
5. Review next day’s reservations

a. Identify all VIP’s, and any special requirements for them.
b. Review staffing levels (any call offs, no shows)
c. Using the schedule, determine if any adjustments should be made.
i. Make it a point to make clear changes to staffing in advance when possible.
ii. Have a game plan
6. Overall game plan

a. What manager/captain is where?
b. Who is quarterbacking the room as a whole?
c. Pre-shift focus and notes
d. Front Door responsibilities
7. Food & beverage news & updates

a. Review menu changes, and ensure matrix information is communicated
b. Review updates for pre-shift, menus, etc.
8. Direction of critical items to be discussed before the end of the night

a. Examples can include:
i. Hood vent cleaning
ii. High dusting, don’t reset tables
iii. Someone needs to depart at a certain time
iv. Any potential menu changes (checks and balance of Recipe Exchange,
menus uploaded, matrix to staff)
DAILY TASTING
Standard Operating Procedure Daily Tasting v.4
Objective:
The Daily Tasting SOP is designed to save time and reduce QSA’s by proactively
identifying opportunities for improvement in food quality and consistency prior to
service.
The Daily Tasting is also our greatest opportunity to connect with our less
experienced cooks to discuss flavor, balance, technique and presentation on a
one on one low intensity situation.
Adherence to this daily regimen will create an environment of accountability,
consistency and commitment to excellence, which is expected as a standard for
every Mina Group restaurant.
Tool:
o The individual regardless of position working the station are
responsible for making a portion of each component for the dishes
on their stations.
o The exact volume and comprehensiveness are to be based on the
chef’s instruction for that day.
o New concepts & restaurants produce full portions until
consistent.
o Stable environments will produce smaller portions and
potentially not every component based upon chefs
discretion.
o Expectations are to be clearly outlined in advance on the
daily prep-list or a standing request.
o The Executive Chef & expediting chef for that shift’s service are required to
participate.
o Any and all recommended modifications should be made with the chef’s
supervision before that dish is served to the guest and communicated to the
cook responsible for the changed dish
o Tasting are to occur no less than 30 minutes prior to service to ensure time for
modifications.
o The following success criteria must be met for each of the items in the tasting:
o Seasoning
o Temperature
o Texture
o Aroma
o Freshness
o Visual appeal
o Balance
MAXIMIZING RESERVATIONS
Standard Operating Procedure Maximizing Reservations v. 5
Objective:
It is essential to the success of our operations that we continually monitor our reservations to
ensure we are maximizing our business. This is not a system that simply exists; it must be managed
and obsessed about on a daily business. If we are NOT obsessing over maximizing our covers, we
are directly hurting our business. Every restaurant is unique, to better understand your outlet, pay
attention! Make note of tables and chairs that sit empty. The books should be aggressive, if you
don’t worry about having enough tables, you’re not going big enough. It’s ok to be
uncomfortable with the volume coming through your door!
Tools:
Maximizing Covers in Advance
1. The Assistant General Manager is the designated manager who is responsible for
managing the reservation system(s), although it should be noted that all management
should be well versed on the door operation and be able to assist and support when
necessary.
2. Reservation grids must be reflective of current table turn averages
a. Use Avero or your Reservation System to determine averages.
b. If the grid is set-up for 2-tops to turn every 2 hours, and the average 2-top turns in
an hour and 42 minutes, we need to adjust the grids to have 2-tops turn in an
hour and 45 minutes.
c. Be sure to coach food servers that sway from the mean by more than 5 minutes.
3. The pacing in your reservation system(s) should be reflective of reoccurring trends, habits
and season. Remember, your pacing will dictate how many online reservations you
receive and is a key driver to filling up your books prior to the day/night of service. Once
you are in service, your pacing and availability will be in real time and will take into
account walk-ins or slower turn times on certain tables, but for future planning, you want
your pacing to be as aggressive as possible to capture as many bookings ahead of time
as you can.
a. If you currently experience a higher amount of no shows on the weekends, the
pacing should be slightly higher during those time frames.
b. If you have a concert night where you know you’ll have a huge influx guests early
in the evening with a quicker turn time, you should adjust your turn times and
pacing accordingly.
4. Pacing should be adjusted based on the day of the week, time of the year, current
events, etc.
a. We may need to take the majority of our reservations between 7pm and 8pm on
Sunday in order to do the amount of business we can easily do on Saturday
where reservations are more spread out.
b. January in San Francisco is slow, so we will adjust our books to accommodate
more people during prime dining times.
c. There is a concert that lets out at 9pm, so we need to open our books before and
after the show.
5. Whenever we make changes and adjustments, we must communicate to entire team at
the weekly and daily meetings so that everyone is made aware.
6. Keep in mind that cover counts dictate the schedule, not vice versa.

7. Ensure your reservation system(s) are set up to take the proper large party size without
having to go to group dining. For example, if you allow a party of 12 to book online and
order a la carte then be sure you have that availability set up in your system. For
OpenTable Guest Center, you must contact your OT rep to make changes. For Seven
Rooms, these changes are made under Access Rules. Ensure all table combinations are
set up in the system(s) to capture as many large parties as possible.
Maximizing Covers on the Day of

1. The opening FOH manager must check in with the reservations department each day.
a. Review current booking of reservations
b. Note particular time frames to try and drive additional covers
c. Always discourage turning guests away. Instead, encourage the team to offer the bar and
lounge as an alternative for dining
2. For guests who walk in without a reservation:
a. Seat them immediately if you are able.
b. Offer a wait time if a table is not immediately available.
c. If the guest cannot be accommodated immediately and does not want to wait, alert the
FOH manager assigned to the front door
i. The FOH manager is the ONLY person who can turn a guest away. Before doing so
management must do everything in their power to try and accommodate the
guest.

PRE-SHIFT
Standard Operating Procedure Pre-Shift Title v.2
Objective:
The daily pre-shift could quite possibly be the most important 30 minutes of your day. It is the
time that we, as leaders, have the opportunity to shape and mold our team. The daily pre-shift
sets the tone for the expectations of service. Conducting a properly planned out and
methodical pre-shift that communicates clear and concise information is an essential
component of having a successful shift. Ensuring the pre-shift is invigorating, educational, and
honest will ultimately lead to continual improvement.
Tools:
1. Be On Time. Start on Time.
2. All FOH Managers, Chef, Captains, and Sommeliers should be present.
a. Chef does not need to stay for the entirety of the pre-shift, but should be
available to review food notes, and answer any questions
3. Stand Up – Management and staff should always be standing. Standing encourages
energy, excitement and engagement. It allows for 3 dimensional conversation, it
invigorates and inspires. It starts the service with the right energy.
4. Use the MINA standard pre-shift form (see samples) – Ensure all information is accurate
and current. Make sure spelling and formatting are 100% perfect. What we hand our
staff is a representation to our expectations as leaders.
5. The following are keys topics of discussion that should be reviewed in all pre-shifts:
a. Food & Beverage News – All menu changes, reviewing any changes for several
days to ensure all staff members are aware and on the same page. Repetition is
key to ensuring communication is constant and consistent.
b. VIPs – Discuss who they are, what they like, where they will be seated, and what
we will be doing for them. Ensuring the entire staff is aware of this information will
help ensure our VIPs get the highest level of service throughout their experience.
c. BEOs – Walk through the flow of all BEOs, noting menu and beverage offerings for
the party (parties). Discuss the impact the party may have on service (effect of
kitchen/bar/sommelier team).
d. Parties of 6 or more – Similar to BEOs, the timing and potential issues with larger
parties should be discussed, and how we will manage the volume to ensure a
smooth service and experience for our guests.
e. For Your Knowledge – General knowledge that can be focused on a wide array
of topics (food, beverage, happenings within your market, service, history of
product/preparations, etc). For your knowledge is an important part of
sharpening our saws and continuously honing our craft.
f. Food & Beverage Education – Sommeliers or Chefs to lead an education or
tasting on a daily basis. When tasting alcoholic beverages it is important to
ensure it is handled by the staff members in a professional and educational
manner.
g. Daily Dish – refer to Daily Dish SOP
h. Core Value Calendar – Reviewing the Service Standard, Value, and Lexicon of
the week with the team. Again, this is an important part of continual training and
honing our craft.
i. Social Media and Guest Feedback – focusing on how we can improve, using

negative reviews to grow as a team.
j. Service Focuses – What do we need to focus on to be our best, what can we do
today to improve ourselves, and the experience for our guests.
k. FYIs and Happenings – make sure everyone is aware of what is going on in the
restaurant, company, hotel (where applicable), and city.
6. Quizzing – Every day the staff should be quizzed in one manner or another. This can
include short written quizzes, verbal quizzes, team challenges, etc. It is critical that the
information being shared is retained.
7. Finish on a Positive Note/Break Down – Pre-shifts are used to communicate information,
but also to motivate and drive our staff towards excellence. Think of pre-shift like a pep
rally, it is important to end on a high energy and positive note. Each outlet should
develop a unique and exciting break down, a chant to kick start service.
Examples: Single team member: “Steak on 3! 1, 2, 3” all: “STEAK!”
Single team member: “Hana i’e i’e” all: “IMUA!”
8. Immediate Direction – use the final moments after the break down to give specific
direction to specific people for the minutes following pre-shift. If certain tasks must be
accomplished, assign them at the end of pre-shift and hold the team accountable
walking into service.
*Sample pre-shift forms

SERVICE TIMING
STANDARDS
Standard Operating Procedure Service Standards Timing v.2
Objective:
Standards are the minimum level of service provided, they set the bar for a guest experience.
The only person that can change the standard is the guest, the only person that can break the
standard is the guest. When standards are achieved consistently, the guest experience will
(almost) always be positive. Timing is critical, everything we do is associated with time from the
moment a guest chooses to dine at a MINA group restaurant. Timing is easily measured and
can greatly impact, positively and negatively, the guest experience.
ARRIVAL EXPERIENCE
Managing and curating the arrival experience is an art equal to that of a great conductor of an
orchestra.
o Greet guest immediately upon arrival

o Remember the 10/5 Rule. (10 feet visually, 5 feet verbally)
o Always maintain eye contact.
o If assisting another guest, acknowledge guests waiting
o Check guests in
o If table is not available, an estimated time will be given to the guest
o In the event a guests table is not ready within 15 minutes, offer guest to enjoy the
bar
o If the guest waits more than 15 minutes, a complimentary beverage will be
offered while the guest waits, manager will be alerted
o If the guest waits more than 20 minutes, complementary food will be sent
 *In accordance with Waited Guest SOP
o Escort guests to the table
o Fine Dining Restaurants – table must be set with appropriate number of place
settings depending on the size of the party
o Casual Restaurants – If applicable, remove any extra place settings after guests
have been seated
TABLE EXPERIENCE: DINING ROOM BREAKFAST

Once the guests have been sat at the table, the timer starts. The table is their stage and we
must be precise.
o 1:00 - Greet guest within 60 seconds of them being sat and offer juice, coffee, or tea
along with taking water preference.
o 2:30 – Water, juice, and brewed coffee service to commence within 90 seconds of being
greeted.
o 4:00 – Specialty coffee order or tea to be delivered within 4 minutes of guest being
seated
o 5:00 - Food order rung in to kitchen within 5 minutes of guest seating
o 10:00 - Continental breakfast to be delivered within 5 minutes of being rang in
o 12:00 – Hot items to be delivered within 8 minutes of being rang in
 *If applicable, second course should be delivered within 8 minutes of first
course being cleared.
 *If we anticipate that order fire entrees will exceed 12 minutes, a
complimentary dish will be sent from the chef and manager to speak with
guest.
o 27:00 – Full table clear within 1 minutes of all guests being complete
o 28:00 – Offer any additional services such as refilling coffees with 1 minute of clearing the
table
o 29:00 - Check delivered within 60 seconds of guest declining any further service
o 30:00 - Payment processed within 60 seconds of guest providing cash or credit card.
o 30:00 – If applicable, Coats, To go bags, etc are assembled for guests in anticipation to
their request.
o GUEST REQUESTS SHOULD BE SATISFIED WITHIN 3 MINUTES.
TABLE EXPERIENCE: DINING ROOM LUNCH

must be precise.
o 1:00 - Greet guest within 60 seconds of them being sat.

o 2:30 - Water service to commence within 90 seconds of being greeted.
o 3:00 - Beverage order to be taken within 3 minutes of being sat and menu spieled
simultaneously
o 4:00 - Beverage order delivered within 4 minutes of guest being seated
 If applicable, bread service should commence after beverage order
delivered.
o 16:00 - First course of food delivered to table within 8 minutes after ordering
 *If applicable, order fire entrees delivered to table within 15 minutes
complimentary dish will be sent from the chef with compliments and
manager to speak with guest.
o 26:00 - First course cleared within one minutes of all guests being complete
o 36:00 – 2nd course delivered, no more than 10 minutes should elapse between 1st course
clear and 2nd course being delivered.
o 46:00 - Entrée Course cleared within 1 minute of all guests being complete.
o 48:00 - Dessert menus delivered within 2 minutes of full clear
o 52:00 – Dessert and after dinner drink (coffee, tea, etc) order taken within 4 minutes of
entrees being cleared
o 57:00 - Desserts delivered to the table within 5 minutes of order taken
o 58:00 - Full table clear within 1 minutes of all guests being complete
their request.
o GUEST REQUESTS SHOULD BE SATISFIED WITHIN 3 MINUTES.
TABLE EXPERIENCE: DINING ROOM DINNER
must be precise.

o 2:30 - Water service to commence within 90 seconds of being greeted.
o 3:00 - Beverage order to be taken within 3 minutes of being sat
o 5:00 - Food menu spieled within 5 minutes of guest seating (best to spiel while beverage
order is in)
o 8:00 - Beverage order delivered within 5 minutes after taking the order
 If applicable, bread service should commence after beverage order
delivered.
o 20:00 - Food order rung in to kitchen within 20 minutes of guest seating (Dinner)
o 23:00 – AMUSE Delivered to table within 3 minutes of being rang in.
o 30:00 - First course of food delivered to table within 10 minutes
complimentary dish will be sent from the chef with compliments.
o 52:00 – No more than 10 minutes should elapse between 1st course clear and 2nd course
being delivered.
 *If applicable, for tables that do more than 2 savory courses, the same
standards would apply
o 75:00 - Dessert menus delivered within 3 minutes of full clear
o 80:00 – Dessert order taken and after dinner drink (coffee, tea, etc)
o 83:00 - Desserts delivered to the table within 8 minutes
o 96:00 – Server to check with table for further service.
their request.
o GUEST REQUESTS SHOULD BE SATISFIED WITHIN 3 MINUTES
TABLE EXPERIENCE: LOUNGE (ALL DAY)

must be precise.

o 2:30 - Water service to commence within 90 seconds of being greeted (If we guest
inquiries about food service)
o 3:00 - Beverage order to be taken within 3 minutes of being sat and lounge food menu
spieled simultaneously
o 6:00 - Beverage order delivered within 5 minutes of guest being seated
 If applicable complimentary snack service should commence after
beverage order delivered
o 19:00 - First course of food delivered to table within 10 minutes after ordering
complimentary dish will be sent from the chef with compliments and
manager to speak with guest.
 Share plates and silverware need to be placed prior to order placed
o 39:00 – 2nd course delivered, no more than 10 minutes should elapse between 1st course
clear and 2nd course being delivered.
o 51:00 - Dessert menus and after dinner drink (coffee, tea, etc offered within 2 minutes of
full clear)
o 56:00 - Desserts delivered to the table within 5 minutes of order taken
Weekly Manager Meeting
Standard Operating Procedure Weekly Manager Meeting Notes v.7
Objective:
The weekly manager meeting is a critical part of the operation. This meeting is a key to ensuring
proper communication between members of the leadership team within the operation. Mina
Group Corporate is present to be a supportive presence during the meeting. The meeting is for
the leadership team of the restaurant. It is designed to review all aspects of the operation. It
should provide a recap of the overall financial performance of the restaurant. It also provides a
“map” of what needs to be done to further enhance the operation so we can plan our business
accordingly ensuring continued success.
Tools:
1. The Notes Page:
a. Fill out the top right corner with today’s date and the date range for the current
week’s WMM
b. Fill out the notes section with current and upcoming revenue drivers with a status,
revenue, owner, and date of completion
c. Operational updates need to filled out with a status, owner and date of
completion. These items relate to all non-revenue generating items.
d. Employee recognition needs to be filled out with BOH and FOH representation.
2. Financial: Only fill out cells that are highlighted in yellow.
a. Setting up the budget:

i. Always have a copy of the budget handy when preparing your WMM.
You will need it at the start of every month but should also reference it
regularly when preparing the Financial page.
b. Covers/Revenue trend:
i. Go to Avero “Sales” + “Category” + “Trend”. Enter the date range for the
applicable week. Know whether your outlets use net or gross sales and be
sure to select the appropriate metric.
ii. The forecast should be done ahead of time so you know how you
measured up to your initial projection.
iii. WTD & MTD budget are auto-populated through inputting MTD budget
numbers in cells M6 and M7 as well as inputting the start date of your
WMM in cell N11.
iv. Should you have a duel outlet property, ensure that you repeat the
previous three steps. The additional cells for the second outlet’s budget
number will be generated by inputting budget numbers in cells M31 &
M32 and the start date of your WMM in cell N36.
v. There will be an additional tab is you have a duel outlet that will combine
your financials for the two outlets. This entire tab auto-populates and will
not need any adjustments.
c. Comps:
i. Enter the total comps WTD and MTD will auto-populate
ii. Input budget comp percentage and the budget dollar amount will auto-
populate.
d. Labor/Overtime:
i. On Avero select “Labor” + “Summary”. Select the MTD range applicable.
ii. Enter the MTD labor dollars for FOH, BOH, and stewards in the labor
section.
iii. Be sure to include both FOH and BOH salaries. This number needs to be
calculated by taking each salary and dividing it by 365, and then
multiplying it by the days of the month.
Example formula: (Daily salary total * MTD number of days).
iv. Enter the taxes and benefits from the budget. This number only needs to
be input once a month, in some cases once a year should the budget
reflect that.
v. In the overtime section, enter the hours of overtime for FOH, BOH, and
stewards as well as the dollar amount.
3. PDR Sales:
a. This PDR tab will also serve as a BEO review for the upcoming week for outlet’s
that operate their PDR business volume on a small scale (less than one per day or
less than three per week).
i. You must bring all BEO’s for the upcoming and following week.
ii. Review any and all changes that are too be made
iii. Ensure that all BEO’s are printed with updated and accurate information
then posted onto the clipboards with the corresponding days of the week
b. If an outlet is operating BEO’s on a larger scale (one or more per day or more
than four per week), then they must conduct a meeting separate from the WMM.
The date and time of this meeting will vary from outlet to outlet but must take
place once a week for all BEO’s in the current week and following.
i. Ensure that you bring a live copy of this worksheet to keep the team
informed of current sales, projections, budget, tentative leads, reach out
efforts, etc.
ii. You must bring all BEO’s for the upcoming and following week.
iii. Review any and all changes that are too be made
iv. Ensure that all BEO’s are printed with updated and accurate information
then posted onto the clipboards with the corresponding days of the week
c. Financials:
i. Make sure that you fill out the entire PDR sales grid from last year’s
numbers and budget.
ii. Actual sales are the MTD sales for the current month that you are in and
the months that been completed.
iii. Projected sales are sales that include events that have yet to happen. For
example, if we are in the middle of the month and still have $15K in sales
expected to happen we would take the sum of our current actual sales
and those additional projected sales to get projected sales.
iv. The graph will auto-populate based on the numbers that you input into
the sales sheet.
d. Future Events:
i. Include any major events that would have an impact on the operation.
ii. Number of attendees can be a tricky number to locate however most
convention centers have schedules that include all of this information. All
outlets must be responsible for obtaining this information.
iii. Note what type of event is it and who is the contact if there is one. Again,
this information can be found in schedule of your convention center.
iv. Include the date range for the events.
e. Current Month Summary:

i. This should include a summary of the total events that concluded for the
month. How many events in total? Check average? What events were
targeted and why? Did anything lead to an increase or decrease in
business? Where there any repeat clients? Where any of the events due
to our action plan items?
ii. This summary will also be what you can copy and paste into your P&L.
Keeping this updated weekly will allow each operation to have accurate
and up to date information regarding PDR sales.
f. Next Month Forecast & Action Plan:
i. This needs to include notes for what we are planning to do next month to
either capture the conventions that are relative to our outlet or drive the
business externally with the surrounding local landscape.
g. Upcoming Site Visits/Tentative Leads:

i. Fill out each cell to the perspective category listed.
ii. This should be an active sheet that has targets for whom we are reaching
out to in order to gain business from conventions.
iii. If there are no conventions, we should be targeting local residents,
concierges, etc.
iv. It will also include any tentative leads, and provide a platform for follow
ups if needed.
h. YTD Lost/Turned Down Leads:

i. This tracker will give each outlet the opportunity to assess their PDR
guidelines and standards to see if they need to be reevaluated through
repeat loss of business.
4. Guest Feedback:
a. List the number of all reviews from each of the perspective sites.
b. List all reviews that require recovery efforts and positive outreach.
c. The main purpose of the recovery section is to ensure that we have responded
and followed up to any and all negative reviews.
5. Marketing & Action Plan:
a. This is arguably the most important page of this entire worksheet. This will provide
as the “map” to ensure that all outlets and all leaders within the outlet are on a
clear path to drive business. This should coincide with your strategic plans that are
drawn out every year. As the strategic plans evolve through the year, this will
include items that are not on the original strategic plans.
b. A snip or copy/paste of your strategic plans should be placed to right of the

worksheet as shown in the example.
c. Instagram:
i. Fill out each cell with the appropriate information.
d. Grassroots Initiatives:
i. What, who, and the where are you reaching out to in order to drive
business locally. What type of results did this get back?
ii. Having a strong grassroots initiatives and taking advantage of the local
landscape is a must in all of our outlets.
e. MTD Media Placements & Press clips:

i. Keep an up to date log of what we are featured in.
ii. If we are not featured in anything, we need to make a push in order to be
so.
iii. What type of programming can we highlight? Are we working with a PR
agency/company?
f. MTD Special Events:

i. List all events that we are planning to attend.
ii. These should line up with what is laid out in the strategic plan.
iii. How many people are attending these events?
iv. What did this cost the outlet?
g. MTD email campaigns:
i. List all email campaigns that have been or are going to be launched.
ii. What was the open/click through rate and was it effective?
h. MTD Business Prospects:

i. List all prospects that we are targeting and how?
ii. This is going to a useful tactic to drive business in the slow months.
i. Monthly Summary & Accomplishments from 2018 strategic plan:

i. Provide a thorough summary on what has been accomplished so far in
regards to current strategic plan.
ii. This summary is going to be a crucial component to keeping all managers
on the same page through the year.
iii. We want to target our largest areas of opportunities and what was our
most effective program.
6. Sales Strategy:
a. Each outlet has a Sales Strategy that is built out every year that correlates with
their budget and is broken down by revenue center.
b. Each of these revenue centers are assigned to a member of the MGMT team in
FOH and BOH.
c. List each of your revenue centers in the grey rows along with the projected
monthly or daily revenue with which is most appropriate.
d. Under each revenue center list out every sales strategy one by one, noted by
whom is owning it, date, and how much revenue was generated. Every manager
of both BOH and FOH should be assigned a revenue center and multiple sales
strategies in the revenue center.
e. Everyone who is assigned a sales strategy will be expected to report on the status
of each sales strategy. This ‘report’ should include what date it is projected to
start or started, status, and revenue.
f. Even if a team member is not on property they are expected to be on the call to
report or submit to the General Manager or Executive Chef prior to report for
them.
EXPEDITING
Standard Operating Procedure Expediting v.7
Objective:
A well-organized expediting system is essential to the success of our restaurant operations. This system
must be followed explicitly to ensure proper timing for guests, streamlined operations for kitchen staff,
and a seamless flow for the front of house. It is the heartbeat of the restaurant and sets the pace for
EVERYTHING, when executed properly the below timing expectations will ensure a consistent and
healthy pace for our guests. There are several styles of expediting, based on the type of outlet.
Tool:
1. Opening runner side work must be completed on time and accurately each day.
a. All runner and expediting mise en place must be in place prior to the start of service
2. a La Carte Expediting
a. Tickets printed are immediately marked identifying VIPs, Waited Guests and abnormalities
such allergies and special requests then distributed to stations and runner expo
accordingly.
i. First courses are placed into the ‘App fired” position on the rail. (Auto-Fire)
ii. Order-fire tickets are placed into “Entrée Cooking” Position on the rail. (Next Pick-up)
b. When first courses are ready to leave the kitchen, the chef or expeditor will inspect each dish.
i. It is not necessary for a table checker to inspect the table for markings, as the
standard is to have the table marked prior to ringing in first courses.
c. Dishes should be lined up in order of seat numbers on the ticket and called in order to prevent
confusion. (Ladies first in applicable restaurants). Same rules apply for trays with seat one on the
top left and proceeding clockwise. Always acknowledge the runner by name before delivering
a call, this will help ensure focus and comprehension.
i. Example call: “Chicken 2 --- Steak 3 --- on 22”.
ii. The Cadence Should always be Food Seat Number – Food Seat Number - Table Number
d. Once first courses leave the kitchen, the ticket will be marked with the time out and moved
to the Entrée Cooking section of the ticket rail.
e. Repeat step D through H as needed for course structure.
f. Once a Grouping of Tickets have gathered in the “Entrée Cooking” section of the rail a pick
ticket is generated and provided to the inside expo and the pick ticket and ticket grouping (
AKA the Pick ) is moved to “Entrée Fired” Section of the rail. We now start the countdown to
entrée plating (8-12 minutes depending on the restaurant)
i. Pick-ups tickets are to include
• Pick number in the bottom left hand portion. (P3 etc)
• Time of the first table up in the bottom right corner. (:15)
• Table numbers listed in order of predicted pickup along the top.
• OPTIONAL ; Consolidated temps and counts for certain
stations
g. Best practice is to always have the next pickup in to the inside expo prior to plating the entrée
fired grouping to ensure the food is processing in a timely manner.
h. Generally there will be no more than three sections on the board - App Fired – Entrée Cooking –
Entrée Fired as this will yield no more than 45 minutes before entrees and happy guests.
i. The “Entrée Cooking” group will be fired within five minutes of last appetizer on that pick
leaving the kitchen.
3. Pub Style is heavily shared or order fires

a. The pub style expo is a continuous fire in sequential order system
b. The expediting vernacular is “add it to the race” or “jump it”.
c. “Add it to the race” meaning- place the ticket right behind the last ticket that is up for a pick up.
d. “Jump it means”- if you can take a ticket that is near the end of the line and you are able to pick it
up faster the cook or chef behind the line lets the expediter. The expeditor then lets the FOH know
and moves the ticket closer to the front of the line.
e. Pub style follows the above a la carte system, with one main exception:
i.Once first courses leave the kitchen, they will be moved into the “second course/entrée
course” section on the rail. Put a slash across the first course and put the time out in
minutes.
4. Shared/Small Plates – heavily shared apps with multi-courses.

a. The small plates expediting system is similar to the pub style except the FOH needs to ring in all first
course/wave items.
b. If the items are shared for the table the dishes go out as ready, and marked off the ticket.
c. Once these dishes are finished, or close to finished, the second course/wave should be rung and
expedited in the same fashion.
d. The expediting and the ticket rail is ran the same way at this point similar to pub style.
5. Tasting format
a. Amuse ticket rang in separate.
b. Once amuse is almost cleared, the service sends in the full ticket minus dessert
c. There is an avg. of ten minutes between each course being up in the window. This time starts as
soon as the last plates are out. The Chef groups tables together to assist with the control the flow
with timing and consistency. Once the last plate of the group goes out, cross the dish out on the
ticket and then write the time next to the course that is up next with. See diagram
Timing & Communication Best Practices:
1. Order-Fire and First courses are to be expedited immediately.
2. Order0-fire tickets should be put in the second pick-up (maximum 30 minutes to completion)
3. 5 minute warning is required for slow tables in the Entrée Fired Section. Notification is
the responsibility of the Table Checker.
4. All plates with 50% or more left uneaten must be shown to the expediting chef
5. Second course through Entrée & Dessert courses must be clearly marked prior to sending
food out with a vertical line by the table checker to signify readiness (markings & beverage
down) for their food.
6. Notify pastry department of completed entrée tickets.
7. The Chef is responsible for providing FOH team with 2-minute warnings for pickups
requiring more hands than are currently scheduled for running food.
8. Every 30 minutes the hosts must deliver an ICO to the kitchen.
a. In – How many guests have ordered or completed their dining experience.
b. Coming – How many reservations pending.
c. Open menus – How many guests currently seated but no order in the kitchen yet.
Station Guides v. 4
Objective:
Provide culinary team members with concise and accurate information. Station guides will be consistent throughout
company to ensure employee transition, onboarding and training is streamlined.
Tool:
1. Station guides are to be kept clean and organized on a daily basis, updates should be constant and in real time.
The closing sous chef is responsible for checking out the line level staff to ensure 100% completion of the prep-
list as well as guide maintenance.
2. At the end of service on the left side inner sleeve of the binder there should be a completed prep-list (details
below). Behind the completed prep-list at minimum two extra prep-lists for the next day at the ready.
3. The Prep list should start on the top left hand side and proceed down the left column in the same order the
recipes in the binder are listed starting again at the top right column downwards (Index). Sous Chefs should
ensure there are no extra recipes in the binder, just the need to know information.
4. The rear binder pocket should contain blank recipe sheets for the documentation of new recipes. These should
be clean & stocked at all times.
**Alternate educational tools such as conversion charts, hand wash charts, quotes etc. can be included with manager
discretion however the above is the minimum standard for all kitchens.
Guide Book & Prep-List Criteria and Standards:

• Throughout production and service the prep list should be displayed on or near your station in a ticket rail or
acrylic sleeve for managers to review.
• Task prioritization column should be populated in the excel file indicating numbers 1-4.
• Numbers 1&2 indicate long lead prep items, 3 indicates quick cooking and technical work and lastly 4 is
for last minute items like chopped herbs etc. These should be typed into the station lists as well as the
production lists to assist with educating the hourly team on how to proceed through the prep list with
prioritization and multi-tasking.
• In the production kitchen, team members should notify management before proceeding from a number
to the next to check in and ensure proper completion of tasks throughout the day.
• As tasks are completed the item should be highlighted to signify completion to co-workers and mangers but not
obscure the quantities listed. Prep-list should be retained and used to track usage and production rates until a
production cycle that matches shelf life and usage rates has been achieved. (EX: In 9 days we utilized 27 liters of
consommé, Shelf life on consommé is three days so we should produce 9 liters every three days to maximize
efficiency)
• Station guides should not be removed from the stations for any reason and prep-lists must remain on the
stations. Do not take your prep-list home with you.
• The most important part of the prep-list is the inventory column as this allows for a rapid transfer of integral
information and prevent employees from having to inventory the stations everyday. The inventory column must
be 100% completed everyday, no blank spaces or marks of any kind besides numerical quantities.
• If an item is to be produced everyday (EX: cut chives) the inventory column for his area should be blocked out.
• Recipes should exist in only one location, this ensure recipe updates are comprehensive. If a dressing is made on
Garde Manger it should live in the Garde Manger guide, If it is made in the production kitchen it should be in the
production kitchen guide. Do not have the same recipe in two places, it does not function long term. (trust us)
• A full dish recipe should be present for each dish on the station, behind that the component recipes prepared for
that station. They should be in the order they are present on the prep-list.
• Do not take recipes out of the book. Do not remove recipes from the book for any reason.
VIP
Standard Operating Procedure VIP Procedure v.10
"People may not remember exactly what you did, or what you said, but they will always
remember how you made them feel" – Maya Angelou
Objective:
We are in the business of making people feel special, making people feel at home, putting their
needs before ours and giving more than we get. How much repeat business we get, will forever
be our yardstick in determining how well we do the former. Our VIP’s are paramount to the
success of each and every restaurant. That is why it is essential to the success of our restaurants
to diligently manage our Guest Database. In an effort to streamline information, ALL guest data
should be stored and managed in the reservation system. Whether the data is collected during
the reservations process, researching the guest, by collecting a business card, or simply speaking
with a guest, all pertinent contact and guest preference details should be recorded.
Remember: Today’s first timers are tomorrow’s regulars.
Tool:
Defining a VIP - Proper next steps
Here are a few notes on how to identify a VIP and what steps should be taken. MINA Group has
five specific levels of VIP designation, below are some examples for each level. Please note,
individuals/parties our partners deem important should be ranked according to the partner’s
interest but, should never go below VIP Silver. At Any point leaders within the outlet can elevate
a guest to VIP or one of the VIP levels. Only leaders should be able to adjust VIP statuses.
VIP
• Repeat guests
o Guests dine two or more times in the first year of the restaurant’s existence.
o Anyone who has dined twice in a quarter in existing outlets
• Guests that have built a rapport with someone that works in one of our properties
• Previous service QSAs that we have invited back (recovery)
• Industry
• BEOs (non-buy out), unless history of high spending
• Any guests auto-tagged as Repeat, Group Repeat
SILVER VIP
• Company-wide visits exceed 5 properties and/or visits

• Anyone who has dined in the outlet twice in two months
• High spender at the outlet level (example: guest greatly exceeds average check,
purchases a rare or expensive bottle of wine, etc.)
• Industry Senior Leaders (ECs & GMs)
• Company-wide visits exceed 10 properties and/or visits
• Anyone who has dined in the outlet twice in a month
• Social Media Influencers
• Other Media (writers, journalists)
• Any guests auto-tagged as High Value Guest, Group High Value Guest
GOLD VIP
• Company-wide visits exceeding 20 properties and/or visits

• BEOs, especially buy outs and/or history of high spending
• Anyone who has dined in the outlet twice in one week
• Political Figures
• CEO of Major Companies
• Very high spender at the outlet level (example: guest vastly exceeds average check,
purchases a very rare or very expensive bottle of wine, etc.)
• Meeting planners
• Industry “Giants”
• Any guests auto-tagged as Really High Value Guest, Group Mega Repeat, Group
Really High Value Guest
PLATINUM VIP – *MINA Group Corporate Department Heads must be alerted by GM of any
guests advanced to Platinum status
• A Platinum VIP is someone who is very close with our team, can spend an unusually large
amount money, or frequents the restaurants multiple times a week
o Ex 1. We had a guest dine with us multiple times. He ended up ordering a few
bottles of DRC and other expensive wine. That night he spent over $100,000 just
on wine. This is exactly what a Platinum VIP is. Once he gets added to the dossier
the other restaurant will have access to his information
o Ex 2. Jeff Fini has dined with us hundreds of times. He also sends us a lot of his
client business, books events with us and is an avid wine lover. Over the years Jeff
has built strong relationships with our restaurants throughout the country.
• Owners/Investors/Board Members
• High Profile Celebrities
• High Profile Athletes
• High Profile Food & Travel Writers
• Royalty
• MINA most frequent and high valued guests (ex: Jeff Fini)
Additional notes:
• All BEOs must have a VIP tag. All hosts and executive assistants of BEOs should be added
to Guest Center and Seven Rooms even if the reservation is under a different name in
order to identify them in the future. If a comp or gesture was offered to the host, be sure
to add this to guest profile notes.
• Outlets to improve and enhance their local guest database by targeting repeat guests
from special occasions, wine dinners, holidays, etc. This will help with targeting future
outreach and grassroots initiatives
Steps
• Guest Services to research, identify and notate VIPs

o Reservations should be researched and pertinent information added to
the guest’s profile. Ideally we obtain information regarding the following:
 Company
 Position
 Home city (if different from outlet’s location)
 Spousal Information
 Any other notable information about the guest
o Ensure proper tags/codes should be used. Take note of guest auto-tags
and ensure the yellow VIP tag has been added to all Repeat, Mega
Repeat, Group Repeat, Group Mega Repeat, High Value, Very High
Value, Group High Value and Group Very High Value.
o Any reservation tagged “VIP” (any level) must have notes.
 It is important that we are all committed to “cleaning up” our
guest profiles. See Profile Notes below.
o ALL guest notes MUST be dated (MM/DD/YY)
o Add Patric Yumul, VP of Operations, and the General Manager for the
given outlet for all Platinum VIPs.
• Outlet Management to review all reservations to ensure proper tagging and
identify new or potential VIPs at Daily Manager Meeting (per the SOP) for the
current day and the following day.
o Any guests not noted as VIP but identify with any of the above criteria
should be flagged with the proper VIP designation
• VIP Dining Procedure (outlined below) should be executed once the VIP has
arrived.
o Outlets utilizing SevenRooms must sync POS to the guest profile in order to
record spending history
• Manager must garner, obtain and build rapport with the guest during their
experience.
o Host/server/bartender/sommelier/captain should record all guest
preferences to add to the guests’ profile (see Guest Preference SOP)
o ALL guest notes MUST be dated (MM/DD/YY)
• All information regarding the VIP should be inputted into the reservation system
and the nightly log.
• Manager/Captain that built rapport with the guest to send thank you email to
VIPs.
Profile Notes
• Profile one liner: Under Profile One Liner, the first line should always be Who They
Are. This could be their job title or simply “VIP per Michael Mina” or “Mega
repeat”, whatever makes that guest VIP and tells us who they are. The next line(s)
should notate any information that ALL venues would want to know, such as
water preference, allergies, other preferences, etc. Anything that every
restaurant could benefit from. NOTE: Remember that many of these items can
be communicated with a tag instead which is a nice and clean so something to
keep in mind. From there any other information that is from your restaurant
should start with your restaurant abbreviation in brackets [BSLA] and then the
information you would like to save about the guest or about their visit. This is how
this information is currently importing from OpenTable so it follows the same
structure with the restaurant name in brackets.
• VIP tag: Be sure to always add the yellow VIP tag to these client profiles.
• Clean up: It is important that we are all committed to “cleaning up” our guest
profiles. OpenTable has a tendency of repeating guest notes over and over, thus
the mile long chits that you sometimes see, but we all need to be committed to
shortening that information and maybe removing outdated info, too.
• Followers: Become a follower of your notable VIPs. Currently Patric, and VP of
Operations should be followers of our company’s top VIPs, this is always include
Gold and Platinum VIPs, but if you have other VIPs that you think they would want
to know about please add them and then add yourself, too, and you will get an
alert when they book in your venue. When you download the app on your
phone, go to Settings > Notifications > make sure Enable Push Notifications is
turned on > turn off all notifications except at the bottom under Follower Settings
keep those turned on. Then, anyone you are a follower of you will get a
notification.
Example of a thorough SevenRooms profile, notes are dated, auto-tagged, profile one-line, with
photo.
VIP Dining Procedure

1. Every time a VIP dines with us, there must be one act that is truly memorable and
makes them feel special and at home. Make them feel at home at every location!
(Bourbon Steak LA should be honored to host an RN74 VIP…)
2. All details in regards to VIP’s will be determined in Daily Meeting. This includes:
a. Table
b. Server
c. History
d. What are we doing for them
e. Misc. Preferences (Table, Server, Cocktail, Allergies, etc.)
3. We will discuss all known VIP reservations and plan of action at Daily Manager
Meeting, then communicate that information with the team at pre-shift. If we have
pictures of the VIP they should be uploaded to guest’s SevenRooms profile
4. VIP chits should contain all known information about the guest:
a. Who they are
b. What we are doing
c. Preferences
d. Misc. Notes
5. VIP will be greeted by last name before they greet us and seated immediately.
6. One chit will go to server; one to captain or manager; one to the chef; one to
sommelier
7. All orders will be modified VIP and with the VIP’s last name.
8. All information will be recorded by server and entered into both the reservation
system and the nightly log. (see Guest Preference SOP)
9. Manager/Captain/Chef/Sommelier will write a follow up email or letter, thanking the
guests.
10. Managers are responsible for monitoring the VIPs dining experience from start to
finish
11. All new VIP’s will be entered into the reservation system and tagged with the proper
VIP designation
a. It’s important to include as many details as possible:
i. Full Name
ii. Email
iii. Phone number
iv. Guest code(proper VIP designation)
v. Use proper guest tags (vegetarian, gluten free, hotel guest, etc)
1. This will reduce the verbiage needed in the notes section
vi. Guest Notes: who are they, what we did for them, where are they
from, company, other important information, etc.
b. ALL guest notes MUST be dated (MM/DD/YY)
c. The main point of contact will write an email or letter to all new VIP’s.
Though not necessarily prompting of VIP tag, all special occasions should be treated with care
and special attention. Any guests that have life fulfilling occasions (proposals/weddings) in our
outlets should be marked as a Silver VIP.
- Birthday
- Anniversary
- Wedding
- Promotion
- Babymoon
- Honeymoon
- Graduation
- Proposal/Engagement
- Reunion
- Any occasion the guest deems special
Call In & Walk In
Here are some simple guidelines on what to do when a VIP calls in a reservation or if they arrive
at the restaurant without one.
Call In
• Utilize the standard greeting from the training manual
• Reservationist/hostess should be extremely accommodating
• Inquire about any special occasion, allergies or dietary restrictions and any other
information that they would like to add to their reservation notes
• Fill out the guest notes with extreme detail
• Ensure all guest codes, tags, and notes are accurate and updated
• If a Platinum VIP is making a reservation, notify the MOD immediately
• When saying goodbye, be sure to use their last name.
Walk In
• If a VIP arrives without a reservation you need to assess whether or not we have a
table for them
o Take into consideration their usual preferences and/ or server
• If we do have a table available, the VIP should be added into the reservation
system with the proper notes and then seated
• If there isn’t a table available a manager needs to be notified immediately. The
manager will assess the situation and after reviewing the books will offer the VIP a
wait quote. Special consideration will be given considering their status with us.
Do everything in your power to seat the VIP as soon as possible
• For either situation the team needs to follow the VIP Procedure (see above) to a
‘T’
• Platinum VIPs are to be seated immediately
• If you do not have a VIP in the reservation system, please notify a manager. They
can reach out to the restaurant that the guest frequents most for their details.
These notes should be updated immediately under their profile
OBTAINING GUEST
PREFERENCES
Standard Operating Procedure Obtaining Guest Preferences v.1
Our mission is to delight and enhance the lives of our guests by understanding their desires,
anticipating their needs and exceeding their expectations. We honor, celebrate, and
appreciate our guests and eagerly seek ways that we can better serve them. By being warm,
friendly, and engaging, our team will create lifelong relationships with our guests. Service is our
promise, but hospitality is our craft.
Objective:
o To implement a system with which servers provide important information about our guests
to the host team and then the notes are inputted into OpenTable or SevenRooms for
future reference.
Tool:
o GM to obtain Guest Preferences note pads (shown below) and stock at the host podium.
o GM to pre-shift the new Guest Preference sheets for one week to instill the importance of
obtaining guest notes.
o Servers to obtain Guest Preference sheets when they need to add notes about a guest.
 Note: This should be done with a majority of our VIPs as there are always new
details and preferences to learn about our guests but it should also be executed
for guests with whom we do not know anything about. The idea is that we need
to build our guest database, build our rapport with our guests, care immensely
about our first timers and new comers. If a server learns that a guest has dined at
multiple Mina restaurants and has been looking forward to dining at our
establishment, as an example, that would be a great opportunity to obtain guest
notes and make them a New VIP in our system.
o As shown on the Guest Preferences note pad below, there are several categories with
which we can fill in about our guests but the Other Notes category can be used as a
catch all for other important notes about our guests. Here are a few examples:
 Opportunity Guests: Our guests’ dining experiences are not always flawless and
seamless and we want to know about this for the next time they come in. Take
down information about where we could have improved the dining experience
and if we already performed a recovery (ex: entrees were delayed so we sent
comp desserts). It is important to be specific in these scenarios as to not repeat
the same misstep on the following visit. Simply writing “bad experience” is not
enough.
 Service expectations: If the guests were high maintenance, required a lot of
attention, wanted to be left alone, wanted their food to come quickly, etc. this is
all important information for a future visit.
 Table and/or dining room preferences
 Server preferences
o Servers are then to hand in their Guest Preference sheets to the host podium in a
designated drop area.
o Hosts are to input the data by the close of their shift.

o SevenRooms Restaurants: Many of these guest notes will be inputted using the tags that
exist in SevenRooms. For additional data, please ensure the Profile One-Liner first states
who the guest is and then click Enter and go to the next line to continue writing
information about the guest (see example below).
 Examples of Profile One-Liners commonly used:
• Mega Repeat guest
• VIP per PY
• Industry VIP, owner of Nolet’s

STANDARDS COMPLIANCE
Standard Operating Procedure Compliance v.1
Objective:
The compliance of our restaurants to adhere and execute the standard operating procedures
(SOPs) to their fullest extent is a direct correlation to their success, culture, and function. The
below components a thorough and comprehensive audit of the overall health of the outlet and
determine any necessary action needed.
Tools:
1. Review of SOP on WMM

a. During each WMM, Corporate will review SOPs covered during the previous
week, based on the SOP Calendar.
b. Corporate will confirm the SOPs are being reviewed and absorbed by the
management team.
c. Any outlets struggling with absorption will be put on an action plan, and given an
SOP quiz.
2. Post-Book of Law Test

a. After each Book of Law class, all attendees will be given a take-home test. The
test needs to be returned to Director of Learning & Development within one (1)
day of course completion.
b. Book of Law Test may be given out quarterly to all managers within a given outlet,
with one (1) day allotted for completion.
c. Individual SOP quizzes are to be given during management training, they may
also be given to any managers to ensure compliance on a specific SOP.
d. Each attendee will sign a Kaizen Contract stating their commitment to knowing,
enforcing, and enhancing all service standards, as well as supporting and
following the SOPs outlined in the Book of Law.
3. Coyle Dining Audit – Bi-Monthly

a. Every two months, Coyle will perform a secret audit at each outlet using the MINA
Evaluation Form.
b. The Coyle Evaluation will be sent to Corporate post-audit, with a detailed
narrative of the experience.
c. An action plan should be put together for any missed points on the audit.
i. The action plan(s) should be sent to Corporate Team Members directly
overseeing the outlet within three (3) days of receiving the Coyle
Evaluation.
ii. The action plan(s) should be added into the Notes tab of WMM for review.
d. Coaching and Counseling should take place in cases of severe negligence of
MINA Group Standards. Human Resources should be updated prior to any
disciplinary action taking place.
e. The Coyle Evaluation should be discussed at both FOH & BOH pre-shifts, with
praise and constructive feedback given where needed.
i. Specific names of employees should be removed, the Coyle Evaluation
should be printed and distributed at pre-shift to review.
f. All employees who met or exceeded MINA Group Standards should be
recognized with an email from the Corporate Team Members with direct
oversight of the restaurant.
4. Corporate Site Inspections – Bi-Annual

a. A Corporate Team Member will perform a site inspection at each outlet twice a
year.
b. The MINA Site Inspection Evaluation Form will be used to assess the health and
compliance of the outlet.
c. The MINA Site Inspection Evaluation Form will be sent to the General Manager
and Executive chef within one (1) day of the audits completion.
d. An action plan should be put together for any missed points on the audit, by the
General Manager and Executive Chef.
i. The action plan(s) should be sent to Corporate Team Members directly
overseeing the outlet within three (3) days of receiving the Site Inspection
Evaluation Form.
ii. The action plan(s) should be added into the Notes tab of WMM for review.
e. Coaching and Counseling should take place in cases of severe negligence of
MINA Group Standards. Human Resources should be updated prior to any
disciplinary action taking place.
f. The Site Inspection Evaluation should be discussed at both FOH & BOH pre-shifts,
with praise and constructive feedback given where needed.
i. Specific names of employees should be removed, the Coyle Evaluation
should be printed and distributed at pre-shift to review.
g. All employees who met or exceeded MINA Group Standards should be
recognized with an email for the Corporate Team Members with direct oversight
of the restaurant.
DAILY OPENING
MANAGER DUTIES
Standard Operating Procedure Daily Opening Manager Duties v.3
Objective:
Opening the restaurant properly and efficiently each day is paramount to running a smooth service
and ensuring that we are running an efficient business. The following checklist includes items that
must be completed each day when the first manager arrives and prior to opening for business.
These items are generic for all Mina Group properties, individual outlets may have additional items
that should be added in and updated on the shared network.
Managers and AGMs should print out a copy of this checklist, check the items off, sign, date, and
turn this in to the general manager on a daily basis. The general manager is not required to do this,
however, it is highly encouraged as it will ensure that nothing is missed or overlooked.
Tool:
ADMINISTRATIVE
 Check Office/Main Manager Line’s Voicemail
• Address important messages immediately
• Save messages that need follow-up
• Communicate messages to the rest of the management team
 Check Email
• Be sure to respond to any 911 e-mails right away
• Confirm no high priority items need attention immediately. Ex. Employee call-outs,
menu changes, emergencies, etc.
• All managers must check e-mails daily, at the beginning and end of their
shift (no exceptions)
• Check for handover or pass-on from night before.
 Read Manager Log

• Review all relevant notes from previous day
• Add pertinent items to pre-shift notes
 Check BEOs for the day

• Ensure parties are set and server has instructions/ BEO sheet
• Have large party order forms printed
 Check Reservation in Open Table

• Note any VIP’s, large parties, special requests, allergies, etc.
• Assess cover counts & make any necessary staffing changes such as cutting or calling in
• Check reservations for next service and begin assessing staffing
 Staffing vs. Reservations:

• Make sure we have the appropriate amount of staff for the booked reservations
plus forecast*
• If necessary, either call in or cut based on business
• Keep in mind what conventions, special events are in town, they may influence
walk in business although outside of standard forecast.
*Remember that staffing changes for lunch should be made the night before. We want to give
employees as close to 4 hours’ notice as possible and arriving at 9:00 am does not offer enough
time prior to start of lunch.
 Create the Floor plan

• “Aces in their places.” Be sure to create the floor plan based on what offers the
best experience for the guest. Better servers should be in the VIP and large party
stations
• Post in all standard places including kitchen
 Create Pre-Shift Notes

• Fill out completely according to MG SOP.
• Food & Beverage information should be obtained during daily meeting*
*For lunch service you should quickly pow wow with the chef to obtain pertinent food info
 Time Edits
• Run a “Who’s Clocked in Report” in Micros to check for current employees
*Employees clocked in but not working lunch service may be leftover from night before
• Make any changes in Micros BOH terminal via payroll pre-processor
 Cash/Banks
• Reconcile cash as needed or when appropriate
• Distribute appropriate banks to bar
• Check pars of bar paperwork sheets
PHYSICAL PLANT / WALKTHROUGH / AMBIENCE

 Walk through entire space to check for cleanliness/maintenance issues/etc.
 Check light bulbs and change as needed
 Audit overnight cleaning crew’s work. Restaurant should be properly cleaned
 Double check closing side work from night before to ensure completion
 Check side stations, coolers, etc. to make sure everything was stocked
 Check tabletops to ensure dining room was left properly set
 Check the storefront to ensure space outside restaurant is neat and free of garbage
 Place out doormat/carpet/rug if applicable
 Place out umbrella stands if necessary
 Check floral displays to ensure freshness
 Unlock front door 15 minutes prior to start of service. Guests should be able to wait inside
the restaurant
 Assess temperature and space and make sure it is comfortable
 Make sure lighting is set for proper meal period
 Turn on music and adjust volume in all rooms
 Turn on TVs and adjust to correct channel (usually sports or news)
 Check Micros to ensure all terminals and printers are fully functioning
 Check linen pars for the day, reach out to linen rep if needed
SERVICE
 Distribute tips to all employees working, making sure they sign for them in tip book
 Hold an effective and proper pre-shift according to MG SOP
 Ensure family meal has been set up and break down
 Make sure staff is completely set up and ready for service
 Ensure staff in stations when service begins
 Ensure we begin seating no later than scheduled start time.
DAILY CLOSING
MANAGER DUTIES
Standard Operating Procedure Daily Closing Manager Duties v.3
Objective:
Closing the restaurant properly and efficiently each night is paramount to ensuring a clean, safe, and
well- maintained business. The following checklist includes items that must be completed each night
prior to the last manager leaving the restaurant. These items are generic for all Mina Group properties,
individual outlets may have additional items that should be added in and updated on the shared
network.
Managers and AGMs should print out a copy of this checklist, check the items off, sign, date, and
turn this in to the general manager on a daily basis. The general manager is not required to do this,
however, it is highly encouraged as it will ensure that nothing is missed or overlooked.
Tool:
ADMINISTRATIVE
 Check Office/Main Manager Line’s Voicemail
• Messages may have been left during service
• Address important messages immediately
• Save messages that need follow-up
• Communicate messages to the rest of the management team
 Check/Send Email
• Be sure to respond to any 911 e-mails right away
• All managers must check e-mails daily, at the beginning and end of their shift (no exceptions)
• Send “handover” email to opener
- This is different than the nightly log. It is more concise and only highlights the
most important items to note
 Complete Nightly Log

• 100% completion according to MG SOP
• Ensure Chef has put in kitchen notes
• Ensure beverage team has put in beverage notes
• Save and upload
 Observe/Motivate Staff
• Make sure staff is being productive and completing side work in a timely fashion
• Ensure staff Clocks out and leaves as soon as work is complete
 Run a Who’s Clocked in Report in Micros

• Make sure no employees remain clocked in prior to leaving
• Make time edits as necessary
 Make sure no open checks are left in Micros

• Void/comp all items as appropriate
 Confirm bartender has dropped all banks and sign out on bank drop sheet
 Look at staffing vs reservations for the next day and make sure restaurant in a good spot
• Call in or cut staff where appropriate
WALKTHROUGH
 Confirm all closing side work has been completed
 Turn lights all the way up for cleaning crew
 Turn off music
 Turn off all TV’s
 Lock all access points to restaurant
• Set alarm where appropriate
 Ensure any patio furniture is brought inside
 Check/change all light bulbs
 Check restrooms and make sure they are empty
 Make sure dining room is completely set
 Make sure all credenzas and side stations are fully stocked
 Ensure there is no exorbitant amount of CGS that needs polishing
 Make sure water cooler is fully stocked
 Clean and arrange office to ensure it is neat and organized
• Lock office door
 Place any lost in found items in safe
• Include these items in your team handover
 Check bar
• Make sure properly clean and stocked
• Confirm all cooler doors are locked
 Make sure all linen and garbage has been taken out
CULINARY MANAGER DUTIES
Standard Operating Procedure Culinary Manager Duties v.2
Objective:
Operational excellence starts with a functional of consistent execution of the tasks associated
with the administration of a great kitchen. The attached tool is designed to be modified to
match the exact needs of your operation and ensure that all members of the management
team are connecting at the right control points each day. As well these tasks will coordinate
and provide redundancy to the security and safety of our employees and guests.
Tools:
• Executive Chef is to revise checklist as needed to match operational needs
• Executive Chef is to publish a manager schedule well in advance and ensure shift
managers are trained at the respective duties.
• Checklist is to be hung in a conspicuous location.
• Shift manager initial as duties are performed.

HANDLING FEEDBACK
Standard Operating Procedure Handling Feedback v. 4
Objective:
Feedback is the breakfast of champions. It is our one true measurement. If something is “fine”
or “ok” then we have missed the mark. As leaders in the hospitality business, we MUST take all
feedback, in all forms, very seriously. Even more serious than listening and understanding our
feedback, is the action we take in response.
o Do not be defensive. Feedback is a gift. Treat it as such…

o Positive feedback is just as important as negative feedback.
o Recurring feedback is a symptom of illness. Be the antibiotic!
o Our goal is to learn from the feedback, improve and win all guests back.
Tool:
REVIEWING FEEDBACK:
o All new feedback will be reviewed in the Daily Meeting. In turn, every review will be read
within 24 hours of being posted.
o We must review feedback in all forms. This includes, but is not limited to, the following:
o Immediate feedback during dining experience
o E-Mails, letters, phone calls
o Yelp, Trip Advisor and Google
o Open Table & Seven Rooms Diner Reviews
o Shopping Services
o E-Surveys
o Editorial opinion or reviews
o Employee dining surveys
o Any key learnings from the feedback must be shared and reviewed with the dining room
and kitchen staff. POSITIVE & NEGATIVE.
o During the WMM, the team will review the feedback and what actions have been taken
by GM/Chef.
RESPONDING TO FEEDBACK:
o When receiving immediate feedback in the restaurant, go above and beyond to fix it.
o Bad example – Well, they ate half of their steak, so we comped 50% of their steak.
o Great example – They didn’t like their steak, but ate half of it. We comped the
steak and paired some dessert wine with their desserts.
o All staff must communicate feedback. Any employee made aware of an issue with a
guest, must communicate the issue to the lead FOH manager immediately.
o All negative reviews require management response within 24 hours
o A negative review or feedback is defined as follows:
 Clearly bad letter, call, or review
 Rating of 3 stars or less on Yelp
 Overall rating of 3 or less on Open Table
 Rating of 3 or less on Trip Advisor
 Decrease in year over year or benchmark performance on shopping
services and e-surveys.
o In the event of an egregious review (1 star, clearly negligent/horrible experience)
Corporate Department Heads need to be cc’d on the response. In the event of
Yelp, Trip Advisor, Google Review, the Corporate Department Heads should be
sent an email with updates.
o Responding to complain letters:
o All written complaint letters must be forwarded to Mina Group President, and
Corporate Department Heads immediately upon receipt.
 Within 24 hours of receiving the complaint letter, GM must email a
standard message to the guest and copy Corporate Department Heads.
o GM/Chef and Corporate Department Heads will further review the guest issue
and decide on an appropriate remedy.
o GM will send a follow up email to the guest within 48 hours of initial complaint,
offering the agreed upon remedy. Corporate Department Heads must be copied
on the response to the guest.
o Reach out and thank people that write positive reviews or letters. Make them
VIP’s.
SECRET SHOPS:
o All secret shops reports should be reviewed with GM and Chef within 24 hours of
being received. The two leaders should review prior to distributing to
management and line employees and
o Employee’s names should be removed from the report
o Action plans should be created with specific follow up regarding missed

standards
o Action plans should be emailed to Corporate Department Heads within 72 hours

of the secret shop arrival
o All employees who met or exceeded the restaurant standard’s should be

recognized with an email from Corporate Department Heads. The General
Manager/Chef cc’d on correspondence
o Coaching and Counseling should take place in cases of severe negligence of

Mina Group Standards. Human Resources should be updated prior to any
disciplinary action taking place
GUEST FEEDBACK:
• All forms of complaints, be it a letter, email, phone call, or second hand feedback will be
handled by restaurant General Manager.
• The initial contact with guest will be via telephone call. Prior to placing the phone call,
GM will investigate the nature of the complaint, as to be sure to be prepared. GM will
speak with the service team and will review the guest check
• After consulting with the guest on the telephone, the GM will ascertain the necessary
course of action.
• The GM will then follow up with the guest with a formal letter of apology, reinforcing the
conversation and our call to action.
• The GM will notify reservationists of this and make note in database/reservations system.
• All complaints of this type will be kept log of by the GM.
• Hosts/managers will be sure to notify GM of return visit and log appropriately.
• GM will use these complaints as tools for improvement in daily pre-shift meetings.
• GM will discuss recent complaints in Weekly Meeting.
• GM will include Corporate Department Heads of all complaints
• These guests will be taken note of in database/reservation system so upon their next visit
we are prepared.
Complaints can be received from various sources:
Mina Group Office:

• Email from Website
• Phone call to corporate office
• Hotel Partners
• Online feedback
*the person from corporate that receives a guest complaint will email the director and general
manager from said property. The general manager is responsible for reporting back to
corporate the recovery steps taken and the final outcome.
Restaurant:
• Face to face contact
• Written Letter
• Email
• Phone call
• Hotel Management
GUEST CORRESPONDENCE:
o In the case of purchasing a return meal we want to offer to cook for the guest (preset
menu)
o In the case of purchasing a la carte dinner: high-end items should be removed from the
menu prior to the guest arriving
o Wine Pairings or a pre-selected bottles of wine should be discussed prior to the guest
arrival
OPPORTUNITY GUESTS
Standard Operating Procedure Opportunity Guests v.3
Objective:
Each service and each moment in the restaurant is a unique experience. The weather, the staff, the flow, the
energy, and ultimately, the guests’ expectations and satisfaction is forever-changing; susceptible to all factors of
the environment and atmosphere of the restaurant. A guest’s contentment can change by the minute via direct
and indirect circumstance. It could be a delay on their table, an incorrectly executed drink or dish, the first
perceptions of service, or a specific expectation of attention and care. There is a coding system devised to ensure
we recover all opportunity guests and to cultivate universal awareness. It is our policy to always assume the fault
and blame and make sure our guests feel comfortable and satisfied with our solutions.
Tools:
All unhappy, disgruntled, unsatisfied guests must be identified and rectified during their time of dining with us. The
RED/ YELLOW/ GREEN coding system must be used throughout communication with all team members to ensure
awareness and to enable a successful recovery.
The following codes must be communicated using modifier buttons when ringing in orders from the moment the
table has been identified as an opportunity table until the moment they leave our doors.
o Red = extremely unhappy guests, long waits for food, major complaint on service, any major issue
directly related to our execution that needs immediate attention and recovery.
o Yellow = once recovery efforts are being made and the manager assess that the guest is satisfied with
the immediate results they can be categorized by yellow. Other situations: short waits, did not like
because of preference, wrong temperature but quick refire, spills or small accidents, unhappy with the
atmosphere or guests at the table next to them.
o Green = after all recovery efforts were made and the guest happy and thankful. The goal is to have
them excited to return again.
When there is a situation like this in the restaurant, the management team must consult each other as to the course
of action. Potential issues:
o Wait for table: manager gets involved, kitchen is notified, and order are modified RED, YELLOW or
GREEN*, manager bids farewell.
o Did not like item: manager is notified, guest selects same item to be remade or new item, item is
communicated to the bar/kitchen, item is quickly expedited to guest. Guest should not be charged
for items they did not like or consume. These items need to be logged nightly.
o Incorrect item or dish was overcooked: manager to assess whether or not to refire entire table. Kitchen
is notified immediately with a refire ticket, items is rung up “don’t make”, and manager to deliver said
item to table and will check back after 2 bites. Refired items are taken off the bill and entered into the
nightly log.
o If the refire takes longer than five minutes, an item must be selected to send to the guest in the interim.
Attention to allergies, preceding dishes, gifts given in previous experiences, and preferences should be
taken in consideration when choosing the selection. Communication with all team members to ensure
correct marks, needed (or not needed) clearing, etc. must take place. Selected items must be rang in
and QSA’d.

o Complaint on service: manager to assess situation, manager to lead table if possible, enlist other staff
for support and remove server if need be. Kitchen is notified of the situation so that they can ensure no
other issues will occur.
o Atmosphere: if we receive a complaint about the music levels, lighting or temperature a manager will
assess the needs. Changing temperatures is difficult in most rooms so being honest with a guest is
important. We will do our best to adjust the music volumes or lighting without changing the experience
of other guests dining in the room/ vicinity. Please handle these guests with care. Sometimes
relocating a table is a viable option if the incremental changes made does not resolve the issue.
• Once course of action is determined, management must inform the managers/captains of the situation.
• Chef(s) must be notified of the situation and advised on course of action. A chit or alert ticket need to be
given to chef for him to keep track of.
• A manager presence is required of the table at least twice. (Once to rectify the situation and make things
better and at the end of the meal.)
• When sending out complimentary items, the following should be taken into consideration:
o Allergies or dietary restrictions
o Items the guest already had

o Send items the guest might have inquired about but didn’t order
o Beverage options. Sometimes it’s better to offer something extra
WAITED GUESTS
It is a delicate balance that we must manage when trying to maximize our guest count each night. Often times (if
we are doing it right), we will run behind on reservation times and have multiple tables waiting to be seated. This is
now the time for our managers to shine and utilize all we have in our arsenal to keep the guests happy and content
to wait.
• For every service their needs to be a designated manager that deals with “Waited Guests”.
• After a party has waited over our “10 Minute Grace Period”, the “Waited” manager will contact the guest and
ascertain their mood and the approximate wait that they will experience.
o How long will it be until we can seat the guest

o Do they have a time constraint
o What’s the mood of the host and the rest of the party
o Are there certain guests we need to pay more attention or over communicate with
• The “Waited” manager will communicate honestly to the party and show them that they are in “good hands.”
• The manager must assess whether it’s an appropriate time to offer complimentary drinks or appetizers based on
how log their wait time will be.
• Managers and kitchen must be notified of all “Waited” tables. Servers will be instructed to ring in RED, YELLOW
or GREEN on the bottom of the order based on the manager’s assessment of the guest’s mindset.
• All courses will be served within 5 minutes of each other.
• Once they are sat the “Waited” Manager will follow up with them to insure that they are having a great dining
experience.
• The “Waited” manager will be sure to see guests at the end of their meal and bid them farewell.
• All “Waited” guests will have their guest notes updated in reservation system.

*If a party has waited for 20 minutes or more the following must happen:
• “Waited Quick-Fire Items” will be ordered from the kitchen. These items must be fast and easily shared. It’s
recommended that each restaurants has decided on what these times will be each night. This should be
discussed at the daily meeting.
• Where these items can be served:

o In the bar and lounge. If the guest is standing and there’s no countertop or table available please
make sure the dish is easily sharable. Ex poppers, corn dogs, skewers
o At the dining table. the manager and chef will time the dishes so they land immediately after the
guest has been seated
• Extra Dishes: if it’s assessed that we need to do more for recovery extra dishes can be sent.
o If the guest has time constraints then send extra dishes to share with their course
o If they do not we recommend sending a mid-course or dessert
• “Waited” manager will ascertain if they need to bring the guests a glass of champagne or a cocktail.
• “Waited” Manager will oversee table for the rest of the evening.
• “Waited” Manager will ascertain if there is anything else that needs to be done for the table.
• “Waited” Manager will walk guests out of restaurant and bid farewell.
• When a table is full recovered it would be ideal to have the Chef visit the table.

FAMILY MEAL
Standard Operating Procedures Family Meal v.2
Objective:
Family meal is a major part of Mina Group culture and serves a few purposes.
• It is difficult to work in a restaurant when hungry. Working around food with an appetite
can make for a difficult service. Ensuring your team is satisfied makes for a more
effective work force
• Family meal is a general benefit of working in a restaurant and consistent across the
industry. In order to remain competitive with other restaurant groups we need to offer.
Many of our employees that make a lower hourly rate rely on family meal as part of their
day’s nutrition.
• Family meal is a time for the team to break bread with one another and have some
social time. Emphasis on “family”. Solid family meals directly correlate to higher staff
morale and a tighter knit group.
*** Certain hotel/partner restaurants provide family meal via their employee cafeteria. The
following SOP only applies to restaurants where this benefit is not offered. For hotel/partner
restaurants the only thing required is that local break rules are followed and employees are
given an appropriate amount of time to eat.
Notes about family meal:
1. Family meal must be offered at least once per day for restaurants only open for one
meal period. It must be offered at least twice a day for restaurants open for multiple
meal periods. For example, dinner only restaurants can offer family meal once per day.
Lunch and dinner restaurants must offer family meal twice per day. Breakfast, lunch, and
dinner restaurants need only offer family meal twice per day, usually offering daytime
family meal at a time when both breakfast and lunch staff can attend.
2. Family meal should ideally include a protein, a starch, and a vegetarian option.
3. Certain restaurants may have employees with certain dietary restrictions or allergies.
Management should be aware of these employees and accommodate them as well.
4. Family meal should be offered at the same time as the employee’s standard break time,
giving them a full 30 minutes to eat. Providing the employee 30 full minutes helps labor,
as the outlet can require the employee to clock out for this break.
5. The kitchen should prepare family meal and the FOH team should set up and break
down family meal.
6. There should be separate, cheaper family meal silver, plates, and cups. There should
also be appropriate serving utensils (tongs, large/slotted spoons, etc.). This helps prevent
breakage and helps prevent shortages of supplies during service. If your outlet does not
have these items, contact your Corporate Department Heads.
7. Special family meals for holidays are highly encouraged and great for staff morale. Ex.
Turkey dinner for Thanksgiving, tacos for Cinco de Mayo, etc.
8. The kitchen team should take pride in making family meal and it should not be an
afterthought. Cooking for your family should be a special thing.
9. You should at least take health and nutrition into consideration when making family
meal. Staff will work better and faster when fed a nutritious meal as opposed to an
unhealthy and heavy meal. Healthy family meal leads to higher performance.
10. Family meal can be a great tool to challenge your kitchen team. Empower them to try
new things, show off technique, work on new recipes, etc.
11. It is understood that family meal can be labor intensive and due to extenuating
circumstances might be an inconvenience on hectic or busy days. All concerns with
preparing family meal on certain days (holidays, buyouts, etc.) should be
communicated to FOH mgmt. at the daily meeting at least 48 hours before the event so
that alternate arrangements can be made.
12. It is never acceptable to not have family meal.
Setup and break down of family meal:
1. Family meal should be at the same time every day so that management can plan and
schedule accordingly.
2. Family meal should be setup at the same location every day.
3. There should be a designated location for employees to eat. This is dependent on a few
things but generally the PDR or furthest dining room away from the bar/host stand works
best.
4. Family meal setup should be done as part of FOH side work, usually the food runners
make the most sense. Setup includes:
a. Putting out family meal plates, silverware, cups, and c-fold napkins. There should
be enough tools for every team member. The last few employees should not
have to hunt down family meal items.
b. Placing food out in a consistent, specific location.
c. Placing proper service utensils in family meal. Ex. Salad should have tongs, not
two forks in a sad attempt to French-serve.
d. Place settings should be cleared from designated family meal area. Ex. PDR
completely unset.
5. The kitchen team should always be served first.
6. Everyone should clean up after themselves by taking their dirty plate, silver, napkins etc.
with them to the dish area. Items should be placed neatly in the dish area so as not to
overly burden the stewarding team.
7. Family meal breakdown should be part of FOH side work. Usually the runners break down
the food/service area and the bussing/serving team resets the PDR or family meal area.
DAILY DISH
TRAINING MODULE
Standard Operating Procedure Daily Dish Training Module V. 4
Objective:
Utilization of the MINA Recipe Exchange to train teams via a daily focus dish to continuously
improve our team members’ knowledge base and share in our areas of expertise.
• Develop inter-departmental training module.

• Share in operational areas of expertise.
• Increase general knowledge base of entire staff at all times.
• Increase specific dish knowledge at all times.
• Ensure Recipe & Cocktail Exchange content is accurate and up to date.
• Ensure our teams are using the Recipe Exchange regularly.
• Management can use “Daily Dish” Module as a performance-mentoring tool.
• Drive traffic to bulletin board, as this will become a greater asset to the management
team as we move forward.
Tool:
1. General Manager & Chef select a dish or topic for two consecutive days for a full month
and post schedule on RX bulletin board.
2. Day one of each topic will be presented by managers & day two will be a refresh by the
hourly team present.
3. Executive Chef should be present to re-enforce any additional information or product /

purveyor notes as well as review the matrix info. When possible incorporating an hourly
employee, sous chef, executive sous chef as the educator is preferred.
4. Manager or sommelier team should be prepared to review pairing philosophy and matrix
information.
5. Manager is responsible for providing AV equipment or a printed copy as necessary of the

recipe for the team members at line up.
**See example calendar

CELEBRATORY CARDS
Standard Operating Procedure Celebratory Cards
Carefully preparing and presenting a celebratory card when guests arrive at your restaurant is a
great way to go above and beyond for them. This provides a personalized touch that only takes
a small amount of time to put together, but has a very positive impact on people celebrating a
special occasion. This also leaves a great lasting impression on our guests.
1. All celebratory cards need to be on the note card specific to the restaurant that
has the restaurant logo on the outside
2. The message needs to be hand-written by someone with good handwriting. A

couple of people need to be assigned to this task to ensure consistency of the
handwriting and message (either a host/hostess or manager)
3. The font can be regular or cursive, as long as it is elegant and clearly legible
4. The message needs to be written with either a silver or gold “Sharpie” style pen.
Calligraphy pens are also recommended if it can be executed properly.
5. The message should read:
a. Thank you so much for choosing [Restaurant Name] to celebrate your

special occasion. Have a wonderful dinner, and we look forward to
welcoming you back soon.
Happy Birthday/Happy Anniversary/Congratulations

The [Restaurant Name] team.
Thank you so much
b. If a guest is a frequent VIP and the team has built a relationship with them,
feel free to customize the note.
c. Other celebrations: job promotion, new engagement, winner of award
6. For a Birthday it should state Dear “Guest Name”, before the message and for an
anniversary it should state, for example “To: The Smiths”
7. This card is to be signed by all staff in the restaurant working that night. The
anniversary/birthday cards should be brought to pre-shift for everyone to sign as all
staff are present at that time
8. Once the card is filled out, it is to be placed into the appropriate envelope for the
card, with either “Happy Birthday [Guest Name]” or for an anniversary, simple state
for example “The Smiths” on the envelope or “Congratulations”. This is also to be
written with the gold or silver “Sharpie” style pen
9. The card is to be placed on the assigned table prior to the guests arriving at the
table so they can read it right when they are seated. If the guest notifies you of a
celebration after their arrival, were are some suggested steps:
a. The manager and server is notified immediately
b. The kitchen receives an updated chit
c. Hostess to create a card. If the card can’t be placed on the table prior to
the guest sitting down, it can be delivered by server/manager prior to dessert
service.
10. Desserts and champagne should be ring up with the celebration details
11. Guests should be greeted by the hostess and the server with a celebratory
salutation.
CELEBRATION KEY
Birthdays: Signed card on table, notes made in the reservation system, special birthday dessert
Anniversary: Signed card on the table, sparkling greet (one half of a glass). If the guests do not
drink a “congratulations” dessert can be sent.
Other Celebrations: Signed card on the table, manager to dictate offering
Custom Menus: If you have the time and resources to customize a menu we highly recommend
it. It’s an incredibly nice touch to print their name, how many years they’ve been married or a
simple “congratulations” depending on the celebration
Celebration Desserts: Each restaurant should have a celebration dessert to serve. It can be a
smaller version of something that is on the current menu or something different and unique.
Whatever is decided it must have the ‘wow” factor
THANK YOU EMAILS
Standard Operating Procedure Thank You Emails
Objective:
Connecting with our guests after they’ve dined at our restaurant is yet another way to garner repeat
business. By utilizing our resources via reservation systems, we must ensure to send our guests a thank you
email every day. On Monday, emails for Friday & Saturday & Sunday. The “thank you” template can be
customized by you and the verbiage should be changed bi-weekly.
Tool:
RESERVATION SYSTEM (in order to obtain guest email addresses, please run the following report)
For OpenTable follow the below steps:
• Reports
• Guest (password required)
• Select Date (s)
• Export to Excel (save to desktop, after emails are sent, this can be deleted)
• There should be 3 columns on the first line of the excel sheet (Last, First, Email)
Last First Email
Kinn Anthony akinn@minagroup.net
Zammit Nancy nzammit@minagroup.net
• Confirm that the guest actually dined with us.
o Guests
o Enter email addresses
o Select Guest
o History
For Seven Rooms follow the below steps:

• Go to Reservations on our sevenrooms.com platform
• Navigate to the date you would like to export
• Click the export button next to the little printer button
• Once the Excel spreadsheet comes up, hide or delete columns F-AC for ease of viewing.
• Email addresses will now be listed in column F
• Reservations that are VIP in case you only want to email VIPs will have (VIP) next to the guest
name.

EMAIL (Outlook)
• Create a “thank you” email from Outlook (web-based version will not work)
o New Email
o Type in the body of the email
o Save As
o Email Template (example given below)
o Note, this only needs to be done once but you can change verbiage as much as you
want
• Mail merge the guest from the excel spreadsheet into the “thank you” template
• “Thank You” template (sample provided below)
• Mailings – Start Mail Merge – Step by Step Mail Merge Wizard
• Select Document type – Email Messages
• Press “Next – Starting Document”
• Select Use the Current Document – press Next Select Recipients
• Select Use an existing List – press Browse
• Locate your source data (this is the email spreadsheet that was sent that day) – Press open –
press ok.
• Check the guests that you want to receive the email – press ok.
• Press “Next – Write your e-mail message”
• Press “Next – Preview your e-mail message”
• Review text by click arrow above making sure name looks correct etc.
• Press “Next - Complete the Merge”
• Electronic Mail – TO: Email, Subject Line: (I.E PABU - THANK YOU)
• Press OK - Email will then go out
EMAIL TEMPLATE (Example)
Dear «First»,
Thank you for dining with us at (insert restaurant name), we hope you enjoyed your experience.
If you need any assistance with making future reservations with us or any Michael Mina property, please do not
hesitate to contact me.
We look forward to welcoming you back again soon!
Cheers,
*Venga is property specific, if applicable use the following steps as best practice for better knowledge of the
guests dining at our restaurants

KITCHEN TOURS
Standard Operating Procedures Kitchen Tours v.2
Objective:
Kitchen tours are a great way to go above and beyond for our guests and make their experience that
much more special. Kitchen tours should be provided to guests that request to see the kitchen, and offered
to VIP guests as a means of enhancing their experience.
Tool:
Sequence of Events for Kitchen Tours
1. Any request to see the kitchen should be granted.
2. The ideal time to tour the kitchen is towards the end of the meal, after the final savory course or
after dessert. Second choice is at the very beginning of the meal. We want to avoid offering
kitchen tours during the meal as it can interfere with courses coming from the kitchen.
3. When a guest enquires about a kitchen tour, the server should let them know that they will notify a
manager or captain. The server should communicate the request as soon as possible. Tours should
only be provided by the manager or captain so as not to remove the server from his/her station.
4. The manager or captain should check with the kitchen to inform the chef that they will be bringing
guests back. The kitchen should communicate any timeframe needed to the FOH mgmt. This can
be due to necessary cleaning of the kitchen or dish area, or time needed to get through a major
push. We don’t want guests seeing the kitchen any other way but its best.
5. The manager should also communicate how many guests will be coming and where in the
experience they are so they can prepare either a sweet or savory snack, beverage is also a great
option.
6. When ready to offer a tour, the manager or captain should approach the table and invite them
back with verbiage such as:
“Good evening, pardon my interruption. We would love to invite you back to see the
kitchen and meet the chef if you would like?”
7. The manager should then accompany the guests back, offering a brief tour of the restaurant on the
way, and making small talk. Just like seating a guest, it is important to walk at the proper pace and
engage the guests.
8. While away, it is important that the service team performs all necessary maintenance to the table.
It should be bussed, crumbed, water filled, napkins refolded or replaced, etc. We want the guests
coming back to a flawless table setting.
9. Kitchen tours should last around 5-10 minutes. Ideally the manager is present the entire time,
however, it is understandable that they may need to remove themselves for part of the tour. The
important thing is to check back in within a few minutes so as not to neglect the guest and
eventually show them back to their table.
10. Upon entering in the kitchen, announce the guests’ arrival and introduce them to the highest
ranking chef with verbiage such as:
“Chef, we have some very special guests in the kitchen I’d like you to meet.”
11. The chef should introduce herself/ himself to the guests, make small talk, and walk them through the
layout of the kitchen.
12. It is not required, but it is an amazing touch to offer either a beverage or VIP snack to guests touring
the kitchen. This is at the discretion of the restaurant, but a half glass of champagne, half-pour of
dessert wine, or VIP amuse or petit four is incredibly soigne and adds immensely to the VIP
experience.
13. When the chef is finished with the tour they should politely let the guest know that although it has
been a pleasure spending time with them, they do need to get back to work. The manager or
captain should escort the guests back to the table
14. If possible, there should be some sort of gift or takeaway waiting for the guests when they return to
the table. This can be some sort of pastry to go, a signed menu, etc.
15. The captain or manager should ensure the guests have everything they need, pull out chairs, lap
napkins, etc. before thanking the guests for their time and leaving the table.
16. The server must immediately make it back to the table to check in and enquire as to how the tour
went as well to offer any service at the moment.
17. The manager or captain should enter notes about the guest including date of kitchen tour into
OpenTable.
Although the kitchen should be a clean and quiet place throughout service, the entire FOH and BOH
team needs to be aware when guests are touring the kitchen. Employees should be quiet, there
should be absolutely no profanity, items should be placed gently in the dish area, and cleanliness
should be a major concern.

BUTTER-BATH TEMPERING
Standard Operating Procedure Butter-Bath Tempering v.3
Procedure Before Service:
1. Heat up clarified butter to a temperature of 120’f.
2. While the butter is melting and getting hot, place thyme, garlic, sliced shallots and rosemary into a
six inch hotel pan submerged into a water bath with a circulator on in the water.
3. The circulator should be set at 119-120’F.
4. Place a roasting rack over the aromatics and then pour in the butter slowly.
Procedure During Service:

1. Meat is pulled out of fridge onto a sheet tray, ½ sheet tray or hotel pan with a rack (based on the
reservation break down sheet and guestimate product mix for quantity pulled) and then placed
on a cart or shelf till tempered and ready to be placed into the butter bath (no more the 60
minutes).
2. Example) 250 covers on the books and from 5:30pm to 6:00pm there is 10 covers. This means you
would not pull out a large quantity of meat in the beginning of service. The next sitting from 6:30pm
to 8:00pm is 165 covers. This is when you can be a little aggressive when pulling meat out of the
fridge at 6pm, letting it temper before 6:30pm, then placing them into the butter bath to be ready
for use.
3. Meat is then placed into the butter bath in stages throughout the night. Always place the meat in
a straight row starting left to right. If a single hotel pan is used for one variety, the order should be
Back left Is the oldest and front right is the newest. Back to front, left to right is the order.
Ending point
Starting point
4. The meat should not sit in the butter baths for more than 20 minutes. Remember the meat is at
room temperature before going into the bath.
5. Next remove the meat from the bath as needed and place onto a sheet pan or hotel pan with a
roasting rack to let the excess butter drip off. From here you will season the meat and then place
onto your cooking surface.
Procedure End of Service:

1. If all steps were followed correctly, there should be minimal amount of meat left out non-
poached and poached, but if there are any place onto a tray with a rack and cool down in a
blast chiller or walkin to board of health standards.
2. Strain the clarified butter through a chinois into bain maries or into six inch hotel pans.
3. Cool down in ice water, freezer or walkin per board of health regulations.
4. Based on usage and covers, the butter can be reused twice and maybe even three times a week.
5. Turn off circulators, unplug and clean off. Empty the water out from the wells and wipe down.
Place the circulators in a safe place for the next day.

FOOD CRITIC DRILL
Standard Operating Procedure Food Critic Drill v.3
Objective:
The way we react when a food critic has been identified in one of our establishments is
extremely important. Critics can make or break a restaurant and it is imperative that we
conduct ourselves in a manner that is relaxed, professional, and true to the image that we want
to paint of our restaurant. Everything that happens to the critic’s table and surrounding area
needs to be perfect, flawless, impeccable, and awe-inspiring. While a positive review is the
expectation, a negative review can be extremely damaging.
Remember: Practice doesn’t make perfect. Perfect practice makes perfect.
Tools:
Preparation is Key!
1. ALWAYS, ALWAYS, ALWAYS know who the critics are!
a. It is important that you know the critics from other cities for your specific
restaurant, locally and nationally.
2. Make sure that the entire staff is aware of all of the key critics for your specific restaurant,
locally and nationally.
a. If you have photos, share them with the team, but be careful not to post them or
leave them in plain sight.
b. Share any additional information that we do have. This includes:
i. Weight, Height, Build/Frame
ii. Hair Color, Eye Color, Hair Style
iii. Style of Dress, Jewelry, Glasses, Tattoos, Birthmarks
iv. Dining Habits, Allergies
v. Spousal Information
vi. Transportation Information
(We were able to indentify a critic on three different occasions by having the above
information, despite not having her picture)
3. Read the critic’s reviews each week. Share these reviews with your team. It is important
to understand the voice and preferences of your critic.
4. If you know or have any clues to alias names, phone numbers, etc. be sure they are flag
in the reservation system
5. Each day, carefully scan the reservation sheets to look for any possible critic reservations.
a. Critics will never put any notes in their reservation to avoid bringing attention to
themselves.
b. Try to find a reason why each reservation is not a food critic when doing this
exercise.
c. If you think there are suspects, make sure to alert the entire team and the host
desk. Highlight all potential critic reservations. Know you aliases!
d. During a new opening or ‘review season’ we should offer a ‘bounty’ to the first
employee that spots a critic. This will keep the team on their toes, and we’ll spot
them sooner!
6. During Daily Manager Meeting, always identify which tables and which servers will be
used in case a critic comes in (obviously, the best tables and the best servers should be

selected). This needs to happen every day.
a. Ensure that these tables (and all surrounding tables) are spotlessly cleaned and
perfectly aligned.
b. If we know about a critic’s visit in advance, inviting friends and family to dine
nearby helps eliminate curveballs, and ensure pleasant neighbors having a great
time.
7. Have special, fresh-from-the-printer, flawless menus set aside each night to give to the
critic.
8. Play pretend! On occasion pretend a random table is a food critic. Run through the
SOP, it will keep the team sharp, and offer an unbelievable dining experience.
Remember: Perfect practice makes perfect
Food Critic Spotted!

1. Our goal is to identify a critic prior to them walking into the restaurant.
a. Alert valet and instruct them to be their best.
b. Ensure that the entryway and host stand are in perfect order.
c. Host staff should be alert. A designated host or manager should be assigned to
show the critic to their seat.
2. If identified at the host desk, take the critic directly to the pre-designated table.
3. VIP chits should be given to out (server, sommelier, manager, chef, pastry).
4. MINA Group should be alerted immediately either by text or phone call. Individuals to
include: Patric Yumul, Michael Mina, Corporate Department Heads
5. The food server, manager, sommelier will be pulled off of all other duties.
a. No other employees should interact with the table
b. Immediately check music, lighting, temperature levels, etc. adjust all to match the
critic’s preferences (you will know this from reading their reviews).
c. Immediately perform a bathroom check and continue to every 15 minutes until the
critic departs. Some critics have been known to leave garbage on the floor to see if
it gets picked up.
6. All items that go to the critic’s table are to be inspected by the General Manager and/or
Executive Chef. Examples: bread service, coasters, cocktails, wine glasses, silverware,
everything!
7. Service must remain relaxed, friendly but not familiar, professional and understated.
8. Do not address the critic by anything other than the reservation name.
9. Ring in the items and modify with VIP designation.
a. Do not name the check with the critic’s name.
(Frank Bruni in NYC received a check with “Bruni” at the top.)
10. Prepare two of each item that goes to the table. This way we can give the critic the best
item and also know exactly what the critic is tasting.
a. The culinary managers should prepare each dish going to the table.
11. Do not send out extra items, unless there is a precedent already set.
12. Only the food server, manager, and/or sommelier are to run food to the table.
13. The server will spiel all food.
14. Maintain the table meticulously without being invasive. Maximize your visits!
15. If warranted, secure assistance before approaching the table to clear.
16. Show the Executive Chef and/or General Manager every item that is removed from the
table.
17. All surrounding tables must be flawless in terms of timing, friendliness, verbiage, and
maintenance. Try to assign a strong server and support staff ahead of time.
18. Dessert and coffee service must be flawless and timely. Don’t lose steam!
19. Check is to be accurate, ready, and printed before it is asked for. This will expedite the

speed at which it is dropped.
20. Offer warm salutations and assistance upon departure.
21. There should be a play-by-play timestamped account of the critic’s experience (see
example). This should be included in the nightly log, along with a detailed narrative of the
experience. The narrative should include:
a. Name used
b. Phone number used
c. Feedback on every dish that was ordered including details of what was eaten,
uneaten, etc.
d. Who they dined with
e. How they acted/received the experience
f. What was heard from conversation
g. Transportation information
i. If they drove, details about their car
h. Clothing and accessories
i. Physical description
22. The narrative, a copy of the check, and the play-by-play account should be forwarded to
Michael Mina, Patric Yumul, and the Corporate Department Heads for your outlet at the
end of evening.
23. Make sure the staff doesn’t discuss the critic’s visit.
24. Reflect and try to improve the next visit. Discuss details thoroughly at the daily manager
meeting the following day. Highlight victories and understanding areas of needed
improvement for future visits.
25. Be sure to give the server, sommelier, and the whole team a round of applause at pre-shift
the following day.
**Example Play-by-Play and Narrative:
MICHAEL BAUER – February 16, 2018

• Reservation made under Mark White at 7:15 p.m. for a party of two on Opentable Web.
o Phone number and name matched Bauer alias 415-643-9969
o MB dined with Michael Murphy
• Guest called to move the reservation to 6:30 p.m.
• MB arrived at 6:15 p.m. and waited outside for guest, Michael Murphy.
• Guest entered the restaurant at 6:30 p.m. and were sat at table 85 immediately by Bryan
Philon.
• Bryan Philon gave the guests dinner menus and Omakase menu.
o Maki Ryan was the server, Marco the sommelier and Ron the manager
• Immediately the guests were greeted with oshibori towels, two sushi menus, and two
beverage books.
TIMELINE
6:30pm – Guests arrive, seated immediately
6:31pm – Maki greets table with oshibori towels
6:32pm – Water Service (house water, Mr. Murphy requested ice) No immediate cocktails.
6:33pm – Chef Ken greets the table, MB asked why everyone is wearing red pants. Chef Ken
explains.
6:38pm – All menus spieled, requested to sit with menus
6:41pm – Marco went to talk sake, MB requested Jozen Pink BTG, Murphy ordered “Say Hey Kid”
cocktail
6:45pm – Cocktails delivered by Whitney, not ready to order
6:47pm – Full food order received by Maki, MB requests Maki to recommend a few Nigiris to try

(Recommended Sakura Masu, Kamasu, Aji, and Masaba) MB ordered all four.
6:49pm – Order to kitchen on hand written check
• Chawanmushi
• Maitake
• Gyoza
• Robatayaki Omakase
• Nigiri – Hon Maguro, Sakura Masu, Aji, Masaba, Kamasu, Tamago.
6:57pm – Chawanmushi delivered (Maki)
7:03pm – Chawanmushi cleared, Marco presents Stuart’s sake for PABU, Kurozaemon
7:08pm – Gyoza and Maitake delivered (Maki)
7:18pm – Gyoza, Maitake cleared. Plates refreshed (Bryan)
7:26pm – Robatayaki Omakase Dropped (Yuliya)
7:27pm – Sweetbread Agedashi compliments (Chef Ken)
7:39pm – Robatayaki, Agedashi, cleared. (Maki)
7:40pm – Chopsticks refreshed (Bryan)
7:42pm – Shiso + Lime Ice palette cleanser dropped, Oshiboris to refresh (Maki)
7:50pm – Nigiri plate 1 delivered by Chef Ken (hon maguro, sakura masu, kamasu)
7:57pm – Nigiri plate 2 delivered compliments of Chef Ken by Chef Ken
8:05pm – Nigiri plate 3 delivered by Chef Ken (Aji, Masaba, Tamago)
8:12pm – full clear and table wipe (Maki)
8:15pm – Dessert menus brought but declined because too full, Check Requestes (Maki)
8:17pm – Check Dropped
8:18pm – Credit card ran
8:22pm – Guest stand to leave
8:24pm – Guest escorted out by Ron and Bryan
8:25pm – Chef Ken hugs MB
8:26pm – Guest departed
• Every dish was completely enjoyed, the gyutan (beef tongue) was left on Robata
Omakase
• Marco delivered all sake
• Guests did not drink very much
• Chef Ken to table on several occasions (greet and delivery of nigiri)
• Check total: $221.17, he tipped $45
• Credit Card used for payment, Citibank/American Airlines, name on card was Michael
Bauer
• Guests seemed very mellow, possibly had plans after dinner
• Upon final clear Maki asks “how did you enjoy your Nigiris this evening?” MB responded,
“it was absolutely Delicious.” And a nod
Overall the experience was very smooth. MB ordered all, and gave Maki reign to course the
items. We began with chawanmushi which is one of MB’s favorites, we had two ready for him,
as he had requested them during his last two visits (March 2016 + January 2017). The next round
was Gyoza and Maitake Tempura, which he also always orders, followed by Robata Omakase
and finally Nigiris. Timing of all dishes was good, however, there was a slight lag in between the
RObatayaki and Nigiri courses. Because of this, Shisho ice was delivered as a palette cleanser.
Neither gentlemen were overly engaging at the start of the meal, but became more relaxed as
the experience continued. Almost no eye contact was made by them, however, they were
looking all around the dining room and watching everything. Ken said good night to them on
the way out with a hug.

ASSOCIATE DINING
POLICY
Standard Operating Procedure Associate Dining Policy
In order for hospitality professionals to continue to learn and grow, we must experience new things. This
is why we encourage our team members to dine in our restaurants around the country. Dining at our
restaurants introduces our associates to new team members, new experiences, different techniques
and perspectives and also allows them to experience first-hand what we work so hard to create on a
daily basis. Please review the following steps with your team to ensure that our associates are fully
aware.
1. All Restaurant Associate reservation requests must be sent from a Manager to Ashley Keeney
(akeeney@minagroup.net) and the appropriate Vice President: Anthony Kinn
(akinn@minagroup.net), Jason Rocheleau (jrocheleau@minagroup.net), Michael Muskat
(mmuskat@minagroup.net) or Mark Politzer (mpolitzer@minagroup.net). The employee wanting to
dine MUST be cc’d.
a. The email request should include the following link for the Employee Dining Survey:
http://minagroup.formstack.com/forms/mina_group_dining_survey After the
dining experience, associates are required to fill out the survey.
b. Upon completion of the survey, employees are encouraged to share their
feedback publicly by posting a review on the restaurant specific Yelp page.
2. All General Managers, Executive Chefs, and Mina Group Corporate Associate reservation requests
must be sent to Ashley Keeney (akeeney@minagroup.net) and Patric Yumul
(pyumul@minagroup.net)
a. The email request should include the following link for the Employee Dining Survey:
http://minagroup.formstack.com/forms/mina_group_dining_survey. After the
dining experience, associates are required to fill out the survey.
b. Upon completion of the survey, employees are encouraged to share their
feedback publicly by posting a review on the restaurant specific Yelp page.
3. The employee discount only applies to associates who are currently employed at Mina Group or at
a Mina Group restaurant.
4. Mina Group restaurant associates are to sit in the dining room or lounge. They are not allowed to sit
(dine/consume alcohol) at the bar of any of our restaurants (exclusive of Clock Bar).
5. Mina Group and Mina Group restaurant associates shall receive 50%* off food and beverage
(exclusive of alcohol) for up to 4 total guests (includes the employee).
6. Mina Group and Mina Group restaurant associates are discouraged from requesting reservations
during peak hours or on busy nights. Reservations will be accommodated based on business levels.
7. Mina Group and Mina Group restaurant associates are expected to behave and dress in a
manner that is respectful to the host property and reflects positively on Mina Group overall.
8. Associates are expected to tip a minimum of 20% of the original total of the check.
*Partner hotel practices supersede and may dictate discount.

SAMPLE DINING REQUEST EMAIL VERBIAGE:
Hello,
I’d like to request approval for {EMPLOYEE NAME} to dine at {RESTAURANT NAME} on {DATE} as a
party of {# OF GUESTS} at {TIME}.
If approved, {EMPLOYEE NAME} will complete the following survey after the meal:
http://minagroup.formstack.com/forms/mina_group_dining_survey. They will also share
feedback publicly as a Yelp review for the restaurant.

LEADERSHIP TIME-OFF
Standard Operating Procedure Manager Time-Off
Goals:
Complete ownership of the leadership schedule and responsibility and ensuring coverage for all
necessary shift is beholden to the General Manager and Executive Chef. All requests for more
than five (5) days off for any leader in one work week should be relayed to Corporate Department
Heads.
Regimen:
• General Manager and/or Executive Chef to email Corporate Department Heads a
minimum of two weeks out providing time to discuss and formulate a plan for
assistance, if required.

iPAD USAGE & CARE
Standard Operating Procedure iPad Usage & Care v.3
Objective:
The use of iPads in our restaurants is restricted for the use of managers and host teams only to perform all
necessary tasks as they relate to the management of our reservation books. The use of Safari on the iPad is
permissible when accessing the back end of reservation platforms (ex: sevenrooms.com or
guestcenter.opentable.com) or can be used to Google our guests to learn more for their client profiles.
USAGE
• Utilization of the Seven Rooms or Guest Center apps

• Accessing Safari for the back end of these apps, when necessary to make system updates
• Accessing Safari to Google our guests in order to recognize them, obtain new information about
them, or verify information about them.
• Usage of the Notes app to maintain notes about the restaurant for the host team’s use, such as
valet information, hours of operation, important phone numbers, etc.
RESERVATION SYSTEM
• Notes from guest search must be added to the relevant reservation system
• In OpenTable/Seven Rooms, update guest tags and notes to reflect all findings regarding each
guest.
CLEANING & MAINTENANCE
• iPads are the responsibility of the host to acquire fully charged iPads from the Management/F&B
Office every day
• iPads need to be cleaned/wiped down three times daily (before lunch, before dinner, end of
night)
• iPad covers and stations are to be cleaned as well. A Manager must be informed of any
breakage or damage to the iPad/Cover
• All iPads must be charged in their respective stations between services. At the end of each day,
all the iPads must be returned to the F&B Office in order to get them fully charged for the next
service day. It is the responsibility of the Host/Manager on duty to make sure iPads are secured at
the end of day, every day

CHANGING COLLATERAL
AND OS&E SPECS
Standard Operating Procedures Changing Collateral and OS&E v. 4
Collateral & OS&E (Operating Supplies & Equipment, includes ALL China, Glass & Silver)
1. All collateral information can be found on Recipe Exchange, DocuCenter, Development, OS&E Specs
a. A lot of thought goes into the designated OS&E in order to have relevant tablescapes and
service pieces.
b. Do not, under any circumstance, deviate from the OS&E Specs without corporate approval.
2. Before any approval, samples of possible new selections need to be provided. Photos of OS&E will be
required. For example, new silverware would mean that sample silver would need to be set on a table with
a picture to ensure the selection fits the concept. Everything must go together, seems simple but can be
quite complicated.
3. Any design, logo or color changes MUST HAVE corporate authorization.
4. Any recommended changes, albeit cost savings, better partnership, etc. must be fully presented and
approved by the relevant Corporate Department Heads. This will then be approved by the President,
nothing can move forward until this has occurred.
5. If there is any challenge finding OS&E/Collateral information, reach out directly to the Corporate
Department Heads.
6. Under no circumstance can changes occur without prior approval in all Mina Outlets
*Hotel partnerships need to work in collaboration with Mina Group for any and all changes
Business Cards
New Restaurants
1. Cards will be ordered by the Development Team as a part of the pre-opening collateral
Existing Restaurants
1. Compile the following information once the manager/employee has completed new hire
paperwork:
a. First & Last Name

b. Cell phone Number
c. Email Address
*Must be a Mina Group email address, personal email is not allowed
d. Quantity of business cards is typically 250-500 cards
2. Submit a PO to the relevant vendor and provide the relevant information. A proof needs to be sent
back and approved to ensure no errors
Note: The individual information is printed onto a template, called a ‘Master Shell’.
• The master shell is usually stored by the printer. Expect costs to be nominal for printing
individual cards as long as there are Master Shells in stock.
• When it is time to reprint the masters, there will be a larger expense involved. It is useful to ask
for the current inventory of master shells each time you order cards and forecast when you
should reorder within your budget.
• If you are ordering business cards for a high-turnover position, it may be wise to wait for a few
weeks before ordering cards to ensure that the employee remains through any probationary
period.

MENU CHANGE
Standard Operating Procedure Menu Change v.3
Objective:
The nucleus of a MINA Group Restaurant is the menu. It is the crux of our operation and we, as a
team, need to consistently and collectively maintain the highest level of engineering and the
more importantly accuracy at all times. Steps listed below are essential and when followed will
ensure our ultimate success.
We should strive to have a consistently evolving menu throughout the year to attract guests,
maintain cost control and effectively train our teams through Recipe Exchange. Menus should
be constantly evaluated by the entire management team to ensure we are current and
competitive. Menus should be modified for the following reasons:
a. Seasonality & Availability
b. Engineering for Sales & Profitability
c. Staff Education & Growth
d. Negative Guest Feedback
e. Adaptation for Business Levels & Branding Changes
Effective Menu Change Goals:

- Employees to have access to information and achieve an elevated educational
standard at all properties
- Our guests experience increased service excellence and expectations are
exceeded
- Our partnerships are connected and informed, facilitating positive and profitable
relationships
- Maximizing the potential of the menu as our most effective sales and marketing tool.
- Reinforce brand and drive the guest experience
Maintaining a current and competitive menu portfolio is integral to our individual properties and
the company as a whole. Standard operational updates are to be performed by General
Manager for the specific outlets and submitted to the Recipe Exchange for team approval.
Tools:
Menu Change Order of Operations

1. Newly proposed menu items should be discussed with Corporate Chef/VP of Culinary
Operations prior to being run as specials.
a. New dishes should be run as specials for a minimum for three (3) services.
b. Culinary management team is to log feedback from staff and guests in the daily
log for each of the three services
c. Culinary management team is to log observations and modifications in the daily
log for each of the three services.
d. Items which are in the menu change process must have their Recipe Exchange
progress tracked in the nightly log until the item is completely documented in RX.
2. Once a determination is made to propose a dish for the menu, the Chef must pload the
dish and main component recipes onto RX.
a. A photo of the dish must be captured and uploaded to indicate what the dish

looks like. A mobile phone can be used for this step.
i. A more precise photo will be required later for RX and social
media/promotional use.
b. RX standards for formatting and information quality must be maintained, if not,
superseded at all times. This includes markings, delivery spiel, and beverage
pairing note.
c. Once a recipe is approved, video clips demonstrating the proper cooking and
plating of the dish or preparation of the component recipe may be requested by
corporate to add to the RX video library.
i. When clips are uploaded, video clips must be accompanied by 2 hi-
resolution photos.
d. When naming media files use the following naming convention “YYMMDD-
Restaurant Code – Service – Menu Item Clip Number” Example: 190128-BSDC-
Dinner-Vension Cooking 1
3. The General Manager is responsible for disseminating new menu and menu item
information to the FOH staff, uploading the menu to RX, sharing menu information with
corporate and partners prior to launch. If this cannot be achieved please contact
Corporate Operations for assistance.
a. Formatted menus, including updated verbiage and pricing, must be in PDF
format, uploaded to RX for approval.
i. Menus should only be sent to partners, concierge, and group sales once
approved on RX.
ii. Ensure all expired collateral is replaced with updated version on property
(menus used for service, menu vitrine, etc.)
Special Event & Promotional Menus

1. Special event menus require the following:
a. Events requiring Chef Mina’s presence must have event details emailed directly
to Corporate Team Members overseeing your outlet, including executive
assistance and executive coordinator. If the event is in San Francisco, please also
include Group Sales & Events team. Menus are required to be uploaded to RX by
the General Manager in PDF format and emailed to the above mentioned team
members no less than two weeks prior to the event.
i. Event details to include:
1. Menu
2. Compensation, compensation details
3. Date, time, and location of event
4. Format of the event
5. Number of guests
6. Service notes
7. Beverage plan
b. Special event and promotional menus should use a pre-existing approved format,
unless there is no applicable format. If there is no format on file and no
alternative format available, please reach out to your corporate leaders and
marketing.
Conception & Milestone Menus

There are milestone in each outlet’s lifespan that require a deeper evaluation and broader
spectrum of menu analysis. Examples of these would be concept refreshes, and engineering
updates.
Modifications to the following criteria warrant evaluation above and beyond the standard RX
approval:

- Basic layout & spacing
- Paper type or size
- Font type, size, or color
- Graphic update or additions
- Change of color scheme
Conception & Milestone Menu Process

1. Corporate Culinary is to provide content outline for approval by President and VP of
Culinary R&D. Outline should include proposed categories and titles as well as rough
pricing estimates.
2. Post approval content outline will be forward to Director of Marketing and Chief
Marketing Officer for evaluation and creation of proposals and quotes for menu design
work. Quotes will be approved by President or VP of Operations prior to action. If
approval from a partner is needed, General Manager should send request to
appropriate partner parties and cc President and Corporate oversight.
3. Upon return of initial design, Corporate Culinary to provide specific line-by-line
evaluation of engineering and any necessary updates to design team to qualify release
to property managers for use.
4. General Manager is to update menu and post to RX for standard approval process and
publication of website.

MENU ENGINEERING &
IMPLEMENTATION
Standard Operating Procedure Menu Engineering & Implementation, v.1
Objective:
As mentioned in our culinary mission, our goal is to feed our guests thoughtful, vibrant cuisine that
evokes happiness and imprints a memory of deliciousness. With this in mind, when looking at the
evolution of a restaurant and the progression of a menu, it is paramount that there is a process
followed when evaluating potential changes. Exercises like menu engineering, item sales analysis,
guest popularity and staff excitement must all be considered before any potential changes. A
new dish must always be more delicious, memorable and impactful than the dish that it is
replacing. This will allow our menus to always remain better than the previous iteration keeping
our guests and teams enthusiastic about our menu offerings. Before any menu changes (or before
the Menu Change SOP), the development stage must include the following checks as listed below.
Why the menu item change?
• Guest Satisfaction
o Receiving negative feedback consistently
o The dish does not fit the concept, relevancy
o Menu is not cohesive, does not make sense
• Financial Implications
o Production is challenging
o Dish does not sell, waste
o Labor production time, inefficient
• Seasonality
o Inconsistency of product
o Cost of seasonal ingredients can fluctuate
Exercises & Evaluation
• Menu Engineering
o Is the menu engineered appropriately?
o Does the menu read well?
o Are dishes exciting for the FOH staff to sell?
o Formal Menu Engineering Analysis to be completed as follows:

• Item Sales Analysis
o Obtaining sales vs. covers to evaluate popularity of a dish
o Looking at Stars, Dogs, Workhorses, etc
o Station evaluation, the spread of the dishes through the kitchen
 Impacts of popular items and the flow/timing of the dish
• Recipe Exchange Best Practices

o Mina Group signature dishes
 Does another outlet execute a particular dish the best?
 If so, this should be the standard recipe for execution
 This will create consistency and proven deliciousness
The Filter
• Does the menu item support and add value to the concept?
o Is the new dish better than the current dish
o Does the dish match the brand concept
• Does the item get the cooks and service team excited?
o Are the cooks learning something new?
o Does the dish push them to be better (#Kaizen)
o Will the service team get behind the dish and be excited to sell?
• Does the menu item work within current market?

o Relevancy, the dish/menu item must be relevant
o Understand the guest
o Putting the guest experience first, the dish is for the guest, not the chef
• Is the menu item seasonally appropriate?

o The impacts of financials, out of season items are more expensive
o Again, relevancy, the dish should be in season
• Does the menu item support our Culinary Mission?

o Craveable?
o Soulful?
o Delicious?
o Impactful?
o Memorable?
• Does it work within Food Cost budget?

o Costing analysis must be completed
o Understanding of financial impacts
o Knowledge of budgeted food cost percentage
o Accountability to keep food cost in line or under budget
• Is it executable consistently within MINA GROUP Timing Standards?

o The dish must be able to be expedited efficiently and quickly
o Labor balance throughout the kitchen
o The guest experience will not be impacted negatively
Final Steps
• Presenting to Corporate Chef & VP

o With all of this information provided, the dish cannot go to the Menu Change SOP
• Item run as a special with buy in from Culinary and Front of House Team
o Getting guest feedback
o Evaluating the “Filter” checkpoints for accuracy
• Upon Approval from corporate, Menu Change SOP

The purpose of this exercise is work towards the most cohesive and inspired dishes. These
dishes are not only creative, craveable and exciting but also financially responsible and will
have a positive impact on the guest experience. As Mina Group, we always strive to be
better but we must follow this process to remain the best version of ourselves that we can be.
We must always put the guest first and keep our business in my mind.
MENU STRATEGY
Objective:
Intelligent engineering can facilitate labor control and increased profitability, while facilitating high
levels of culinary interest. Mina Group’s Menu portfolios are our greatest marketing tool and our
most significant intermediary between our chefs and our guests. Above and beyond the technical
aspect of precision menus, we should be constantly in pursuit of the next generation of engineering
and maximizing the potential of our guest experience & team performance.
Tool:
Pricing Strategy
• Enter categories and exit categories with low priced highly approachable items.
• Strategically vary pricing for all items such as sides & dessert. Blanket pricing
subconsciously decreases perceived value and minimizes your ability to manage sales
within the categories.
• The wider the pricing range, the wider your bandwidth of customer. Having variants in
pricing will drive more covers and purchases. Combat lower check averages with better
sales techniques and spiels.
• Justify prices to the end of the descriptors not in a straight line (minimizes focus on dollar values).
• Do not sort prices in ascending or descending order.
• Prices of revenue drivers should remain as low as possible (fillet, Caesar, French onion soup).
These are what we are compared to our competition with. Drive additional profits through
ancillary menu items.
o Separating additions and up-sells can drive check average up and perceived cost down.
Apply this principle whenever possible. (proteins on salads etc.)
• Center the higher priced items (anchors) in the middle of the categories directly over your
workhorse item (low labor, high margins). The workhorse now seems much more approachable.
o EX: Foie Gras Duo as an anchor at $28 (31% food cost) directly over Crab Cake for $22
(24% food cost)
• Competitive analysis is necessary for competitive pricing.
• Never use dollar signs or decimals.
• Prices with fewer syllables are subconsciously perceived as less.
• Similar items with similar prices are less likely to sell. Differentiation increases perceived value.
Verbiage
• Unique and interesting category names assist with selling higher priced items. (Signature
Cuts, Bourbon Favorites, Japanese Wagyu)
• Seasonal item focus increases the feeling of a chef-driven experience.
• Regional & Local product focus increases the feeling of community and a curated unique
experience. (farm names, local delicacies)
• Brand & Product association increases guest satisfaction. (Cabot clothbound cheddar vs. aged
cheddar, Snake River Farms vs. American Wagyu)
• Technique value additions to entice sales and draw attention to energy devoted to quality
preparation. (Butter-poached, Wood-fired, Ember-roasted, Hand-carved)
• Keep cultural bandwidth for food products & preparations clear and defined. Understand your
guests and speak to their comforts.
• Use extra descriptive verbiage on harder to sell items
Format
• Font size for prices should be smaller and more opaque than descriptors
• Blank space around an item or items will draw attention to it.
• Text boxes & Shading are a great way to increase significance and “pair” items together
such as steaks & accompaniments.
• Signature item markers (The Bourbon Barrel) draw focus and sales, target workhorse items for
maximum exposure for sales opportunity.
• Active Health management indicators, dietary restriction & allergy information will
smooth out service by eliminating variables as well as drive business to highly profitable
items.
• Proprietary naming such as “Michael’s Tuna Tartare” or “Tony’s BBQ” increase interest,
perceived value and sales.
• Varied font color has proven to increase interest, particularly with health conscious items.
Salads, Vegetarian, Vegan Items; are all candidates for differentiation
General Notes & Theories
• Abundance sells! Enlarging categories drives sales to that area.

• We should be focusing on accompaniments volume and price range.
• Utilize a populated theoretical to test the impacts of menu changes.
• Separate food & beverage menus at bar & lounge areas.
• Increase credibility of smaller menus with quality menu boards.
RECIPE EXCHANGE
RECIPE ENTRY GUIDELINES
Standard Operating Procedure RX Recipe Entry Guidelines
Objective:
To ensure consistent input standards facilitating effective information sharing and consistent employee
experience. The following steps should be taken when creating component and full dish recipes to be
uploaded to the Recipe Exchange. We must all follow guidelines in order to achieve properly formatted
recipes, which are uniform and concise, easily followed by anyone cooking this recipe in any of
our kitchens.
Tool:
Recipe Input Standards:
• Exact Dish Title, Price and Description should match items listed on the menu exactly.
• Ingredients listed in order of use, capitalized, and sequentially numbered.
• Ingredient nomenclature should follow this example for comma use/correct measurements
• “hazelnuts, coarsely chopped” vs. “coarsely chopped hazelnuts”.
• All ingredients called for in the recipe are given in the list and no extraneous ingredients
should be present.
• Ingredient preparation, with the exception of instructions involving knife work or measuring
(i.e., brunoise, chiffonade, haché, etc.) must written into MOP
• Ingredient list reflects state of ingredient prior to cooking, i.e., if an ingredient gets
cooked/transformed in the process of the recipe, there's no need to state that in the ingredient
list. (Ex: "200 g broccoli florets, blanched", if blanching instructions are given.)
• Provide contact information for sourcing ingredients not easily procured through distribution
sources, or specific grower, or producer information.
• Directions must specify pre-heating ovens/grills/pans as necessary, with specific temperatures
and cooking vessels.
• Directions must specify how to halve or otherwise chop ingredients, e.g., “halved widthwise” or
"halved from stem to tip".
• Directions must be included, outlining safe cooling and storage compliant with HACCP
standards. This should be included at all times.
• Recipe is properly spellchecked. This is best done using a browser such as Firefox, or Google
Chrome, which has spellcheck on board.
• Costing information is accurate and up to date.
• It is the Chefs’ responsibility to provide allergy information by clicking one or more of the allergy
items on both component and main recipes.
• Component recipes should always be complete enough that the most basic cook can clearly
execute the dishes.
WINE LIST MAINTENANCE
Standard Operating Procedure Wine List Maintenance v.3
Objective:
The goal is to have a wine list that is easy to navigate, easy to read & understand despite the number of
selections in which to choose from.
Tool:
1. OVERALL MAINTENANCE
• All wine list updates must be submitted to Recipe Exchange for review before printing.
o All wine additions should be highlighted when submitting for approval, but the hi-
light should be removed before printing or posting to the internet.
• 86 wines should be updated every day, in time for pre-shift on an 86 list posted for the staff,
or on the actual pre-shift notes.
o No wine list should have more than two 86’s on any given page or more than 10 in
total. At this point, it is time to remove them from the wine list and re-print.
• Each outlet should set a par level for needed wine lists on the floor during their service
depending upon maximum volume of the dining room.
• Each wine list must be changed at the same time. It is unacceptable to have any of the
wine lists not accurate or correct along with the others.
• Wine lists should be clean of all food and beverage stains and contain no torn or creased
pages.
o Each list should be checked prior to every shift. Any torn or stained pages should
be replaced, or the entire list should be removed from the floor.
• The most current wine list should be updated on the Mina Group website as well as the
Recipe Exchange at all times.
2. WORDING MAINTENANCE
• Anything written on a wine list must be spelled correctly with correct diacritics. If in doubt,
refer to the bottle’s label and not the internet.
• Wines should be listed in the order of producer, varietal (if applicable or not listed as a part
of the category above the wine), proprietary wording, other labeling information, vineyard
(if applicable), sub-region/region (if applicable or not listed as a part of the category over
the wine), vintage.
o WBTGs may be listed by varietal first.
• All vineyard names are put in single quotation marks.
o i.e. Bruno Claire Gevrey-Chambertin ‘Clos St. Jacques’ 1er Cru 2000
• All proprietary wording or other labeling information is italicized.
o i.e. Vilmart & Cie Cuvée Création, Champagne 2000
3. TABLE OF CONTENTS
• The table of contents should always be the first page of the wine list.
• The table of contents must always be updated with the major wine categories
corresponding with the correct page numbers. Never forget to check and, if needed,
change your table of contents when wines are added or subtracted.
• A corkage policy must be listed at the bottom of the page.
• Lead sommelier and sommeliers should be listed just after the contents but before the
corkage policy.
• The table of contents is also a great place to advertise any wine promotions.
4. WINES BY THE GLASS (WBTG)

• WBTGs should be listed in order of Champagne/Sparkling Wines, White Wines, Rosé Wines,
and Red Wines. Dessert Wines by the glass should be listed in the back of the wine list.
• Within the WBTG categories, wines should be listed from lightest to fullest in style.
• All new WBTGs must be approved by Director of Beverage prior to purchasing.
5. MAJOR WINE CATEGORIES

• All major wine categories, and order, are pre-determined by the Director of Beverage.
o Any new or division of major wine categories must be first approved by the
Director of Beverage before printing.
o Combining categories may be done to prevent having a major category
containing only 1 or 2 wines within it.
• A category should never have than less than 3 wines in it.
• Each wine list should contain a category of the sommelier selection. Possible titles of this
section could be “Sommelier Secrets,” “Hidden Gems,” “Market List,” “The Short List,” etc…
o This category should represent a multitude of varietals, regions, styles and price
points, but should ultimately represent value.
• Wines within this category should also be found in the wine list under its
appropriate category.
6. PRICING
• Mark-ups should be reflective of your outlet’s standard in order to maintain the COGS
budget.
o If there is the same wine in different outlets, but within the same city, the price
should be the same.
• Avoid having prices ending in “0” or “5.”

WINE SERVICE
Standard Operating Procedure Wine Service v.3
Objective:
Outlets may add an addendum to this SOP for their specific wine service as long as it does not veer from
the overall standards set below. The goal of this SOP is to create a seamless experience for our guests in
terms of their wine or beverage service.
1. WINE SERVICE MISE EN PLACE

o On the individual sommelier:
 Waiter’s friend style wine key
 Lighter or matches
 Pen(s)
 Order pad
 Crumber
o On the wine station:
 Polished coasters
 Clean serviettes
 All-purpose glassware
o Nearby:
 Decanting baskets
 Decanters of different sizes and shapes
 Funnel
• Neutral Filter
 Decanting candles
 Candle holders
 Additional wine keys:
• More waiter’s friends
• Ah-So
2. TAKING ORDERS
o The sommelier should always be present on the floor or nearby to assist guests in their
choices for wine.
o After a guest orders their wine, before leaving the table, the sommelier should repeat the
order to the host, confirming producer, specific wine details, vintage, and bin number.
 If a guest only orders by a bin number, the sommelier must repeat to the guest the
exact wine details to avoid confusion and opening an incorrect wine.
3. GLASSWARE
o Any wine ordered by the bottle should always be served in the appropriate glassware.
o Wine glassware should be placed down prior to bringing the wine, starting with the guest
to the host’s left, moving in a clockwise manner and ending with the host.
4. PRESENTING WINE
o The selected wine should be handled with care throughout the entire dining room, always
framed by a clean serviette, and immediately brought to the host for presentation.
o Space permitting, the wine should be presented to the right of the host.
o The sommelier should point out the producer, specific wine details, and vintage for
confirmation.
5. OPENING STILL WINE (NO DECANTING)

o All wines should be opened at the nearest wine station/credenza/wine stand which is in
view of the host or table.
 A bottle should never be opened on a guest’s table.
o The wine should be placed on a coaster and opened on a flat service
 A bottle of wine should never be opened in the air or against your body.
o Cut the foil around the neck of the bottle below the second lip.
o Wipe the top of the bottle and cork.
o Pull the cork using the appropriate wine key for the task at hand, or with the wine key you
are most comfortable with, to ensure a clean extraction of the cork.
o Place the cork on the edge of the coaster.
o Wipe the bottle’s top again, paying attention to the inside of the neck.
o Pour a small sommelier taste (1/2 oz. pour).
 This taste is to ensure the health of the wine. Things we should be looking for:
• T.C.A.
• Premox
• Volatile Acidity
• Brettanomyces
• Mercaptans
• Undesired Secondary Fermentation
• Reductive Qualities
o Not necessarily a reason to reject a wine, but a good thing to
know when presenting to the host.
 A wine that is off in any way should not be presented to the guest. The sommelier
should apologize to the host and quickly bring a new bottle and repeat the above
steps up to this point.
• All off-wines should be recorded in the nightly log under Beverage Notes
as well as in Real Wine Lists.
• All off-wines should have an attempt at contacting the vendor for a credit
or bottle replacement.
o Once the sommelier determines the wine is clean and sound, present the cork to the host
on the coaster.
o Pour a 1 oz. taste of the wine for the host to approve.
o After the host approves the wine, begin pouring for the guests at the table; starting with
the first lady to the host’s left and continuing with the other ladies moving in a clockwise
manner, and then going back around to pour the men, starting with the first man to the
host’s left and again going in a clockwise manner, ending with the host.
 The host shall always be poured last, regardless of their gender.
 Wine should be poured from the right side of the guest, space permitting.
 Be mindful of the number of guests drinking wine. Regardless of the number of
guests drinking and the number of wines ordered, the first bottle presented should
be equally poured in all glasses.
o Remove the coaster and cork from the table.
 All corks should be removed from the table unless otherwise specified by the
guest. It is a good idea to keep a place where all corks are thrown during service
in case a guest asks for the cork afterwards.
o Place the remaining wine in the bottle on a coaster either on the table or on a nearby
wine stand.
 If serving a white wine, ask the host if they would like the wine placed in or out of
ice.
o Be mindful to refill wine as needed. Never let a glass become empty if there is wine left to
be poured.
o Remove any unused or no longer needed glassware from the table.
6. DECANTING TO SEPARATE FROM SEDIMENT

o Decanting a wine to separate it from the sediment is not the only reason to decant a wine.
Often times, a younger wine, a white wine, or even Champagne can benefit from being

decanting. Wines should ultimately be decanted at the request of the host or at the
suggestion of the sommelier, as long as the host agrees. The following lists how to decant
a wine to separate it from the sediment.
o After receiving and confirming the host’s order, place the appropriate glassware on the
table and set up your wine station mise-en-place.
 At the wine station you should have your normal mise-en-place as well as a
candle in a candle holder and a clean, appropriate size/shape decanter for the
specific wine to be opened.
o Carefully pull the wine from its bin and place into a serviette lined basket and walk
carefully through the dining room trying not to disturb the settled sediment.
o Present the wine to the host in the basket repeating the producer, specific wine details,
and vintage for confirmation.
o Bring the wine to the wine station.
 The wine should be kept in the basket while opening.
o Light the candle.
o Cut the foil around the neck of the bottle below the second lip.
o Wipe the top of the bottle and cork.
o Pull the cork using the appropriate wine key for the task at hand, or with the wine key you
are most comfortable with, to ensure a clean extraction of the cork.
o Place the cork on a coaster.
o Wipe the bottle’s top again, paying attention to the inside of the neck.
o Pull the wine from the basket being careful to not disturb the sediment.
o Begin decanting using the candle as a light under the shoulder/neck of the bottle.
o Stop decanting once the sediment reaches the shoulder of the bottle.
o From the decanter pour a small sommelier taste (1/2 oz. pour) to ensure the wine’s health.
o Present the cork and bottle to the host on a coaster.
o Continue wine service as listed above in section 5.
7. CHAMPAGNE/SPARKLING WINE SERVICE

o After receiving and confirming the host’s order, place the appropriate glassware on the
table.
o Retrieve the wine and present to the host for approval acknowledging the producer,
specific wine details and vintage or non-vintage.
o Bring the bottle to the wine station for opening.
o Place the bottle on a coaster, on a flat service for opening. It is also ok to open the wine
directly in the wine bucket.
 No sparkling wines should be opened in the air or against your body.
o Using your wine key’s knife cut the foil around the bottom of the cage and remove.
 Do not use the wine bucket for trash.
o Using a serviette cover the cage and cork of the bottle.
 From this point forward, do not remove the serviette from the bottle until the cork is
removed.
o With your thumb securely over the cage, unwind the cage until loose. Six half turns.
o Remove the cage and cork at the same time, being as gentle as possible.
 There should never be a loud pop of the cork.
o Remove the cork from the cage and place the cork on a coaster.
 The cage is trash and should not be presented along with the cork.
o Wipe the bottle’s top, paying attention to the inside of the neck.
o Pour a small sommelier taste (1/2 oz. pour) to ensure the wine’s health.
o Present the cork to the host on the coaster.
o Continue wine service as listed above in section 5.
o Determine if the host is satisfied with the wine’s temperature and if he or she would like the
wine placed in or out of the ice bucket.
8. WINES BY THE GLASS (WBTG)

o All WBTG, regardless of varietal are served in All-Purpose glassware, except for WBTG over
$20
o All WBTG should be tasted by the sommelier or bartender prior to pouring it for a guest to
ensure the wine’s health.
 Wines that are left over from a previous day should also be tasted before serving
to a guest.
o All WBTG pour sizes are 5 or 6 ounce pours depending on the concept.
o All WBTG left over at the end of the shift shall be closed with a preservation system to hold
over to the next shift.

HOLIDAY PLANNING
Standard Operating Procedure Holiday Planning v. 6
Objective:
By preparing for holidays in advance, we set ourselves, the outlet team, and MINA up for success. When menus are
submitted in advance, there is a higher chance for wider, quality outreach, even on a national stage. Developing
menus, plans and strategies in an organized manner and well in advance allow for a smooth and well executed
holiday.
Holiday 2019 Date Menu Due Holiday Log Due

New Years’ Day 1/1/2019 10/21/2018 1/3/2019
Valentine’s Day 2/14/2019 12/13/2018 2/16/2019
Kentucky Derby 5/4/2019 2/16/2019 5/6/2019
Cinco de MINA 5/5/2019 2/17/2019 5/7/2019
Mother’s Day 5/12/2019 3/25/2019 5/14/2019
Memorial Day 5/27/2019 4/1/2019 5/29/2019
Father’s Day 6/16/2019 4/8/2019 6/18/2019
Fourth of July 7/4/2019 4/25/2019 7/6/2019
Bastille Day 7/14/2019 5/7/2019 7/16/2019
Labor Day 9/2/2019 6/22/2019 9/4/2019
Bourbon Heritage Month 9/1/2019 6/22/2019 10/2/2019
Sake Month 10/1/2019 7/22/2019 11/2/2019
Thanksgiving 11/28/2019 9/17/2019 11/30/2019
Christmas Eve 12/24/2019 10/1/2019 12/27/2019
Christmas Day 12/25/2019 10/1/2019 12/27/2019
New Year’s Eve 12/31/2019 10/22/2019 1/2/2020
Holiday 2020 Date Menu Due Holiday Log Due

New Years’ Day 1/1/2020 10/22/2019 1/3/2020
Valentine’s Day 2/14/2020 12/13/2019 2/16/2020
Kentucky Derby 5/2/2020 2/13/2020 5/4/2020
Cinco de MINA 5/5/2020 2/17/2020 5/5/2020
Mother’s Day 5/10/2020 3/23/2020 5/12/2020
Memorial Day 5/25/2020 3/29/2020 5/27/2020
Father’s Day 6/21/2020 4/13/2020 6/23/2020
Fourth of July 7/4/2020 4/25/2020 7/6/2020
Bastille Day 7/14/2020 5/7/2020 7/16/2020
Labor Day 9/7/2020 6/27/2020 9/9/2020
Bourbon Heritage Month 9/1/2020 6/22/2020 10/2/2020
Sake Month 10/1/2020 7/22/2020 11/2/2020
Thanksgiving 11/26/2020 9/15/2020 11/28/2020
Christmas Eve 12/24/2020 10/1/2020 12/27/2020
Christmas Day 12/25/2020 10/1/2020 12/27/2020
New Year’s Eve 12/31/2020 10/22/2020 1/2/2021
Tools:
MINA Holiday Promotions Plan can be completed over a year in advance and may be used as
a reference to get inspired from ideas from other outlets.
MINA Holiday Promotions Form (To be completed 11 weeks prior to the Holiday)
Guest Services and Agency M will rely on the information that is submitted via the Holiday
Promotions form to prepare for the upcoming holiday, support guest inquiries, and create a
marketing plan. The form is also an auditing tool to help keep all groups on track. It is vital that it
is completed on time.
Hours of Operation:
The Restaurant Manager is responsible for informing Mina Group (including Guest Services,
Agency M and Operations Teams) as well as hotel/property partners (if applicable) of the Hours
of Operation including the Lounge, Happy Hour, and Dining Room.
Menu Information:
Part I - The Restaurant Manager is responsible for informing the above departments of the
Holiday Menu Pricing which includes the seating times, menu type, price, number of courses,
details on optional beverage pairings, and whether or not the regular menu and any lounge
menus will still be offered.
Part II - Menus should be uploaded to MINA Exchange for approval by the determined due
date; publication to the web upon approval.
Reservation Procedures:
The Restaurant Manager is responsible for informing the Guest Services Department of any
change to reservation procedures for holiday reservations such as credit card requirement and
cancellation policy.
Timeline:
The following steps should be taken when planning and promoting holiday menus to ensure
success in terms of awareness, exceeding guest expectations, attendance, and financial results.
6 months out:
1. Confirm the holiday date.
2. Block the space in the reservations system (if necessary).
12 weeks out:
1. Full management to review the previous year’s holiday log.
a. Brainstorm ideas for the holiday menu and present to VP and Agency M for
approval. Upon confirmation, submit holiday menu in PDF format to MINA
Exchange for approval; emailed menus will not be accepted for approval,
including detailed holiday planning notes (event date(s), time(s), price per
person, contact info, (holiday menus) Is à la carte, children’s menu offered as
well? yes/no
b. Note: Always label the attachment conforming to the following format:
YYYYMMDD-Restaurant 4 letter Code-Menu Type.pdf.
Example: 20190214-MMSF-Valentines Menu.pdf
2. Hours of Operation
a. The Restaurant Manager is responsible for informing Mina Group (including Guest
Services, Agency M and Operations Teams) as well as hotel/property partners (if
applicable) of the Hours of Operation, including operating hours for the Lounge,
Happy Hour, and Dining Room. (Holiday ‘Run of Show’ to be filled out and sent to
the department listed above).
3. Menu Information
a. The restaurant Manager is responsible for informing the Events + Experiences
Guest Services Department of any change to menus for holiday reservations such
as the reservation grids, credit card requirement and cancellation policy.
4. Reservation Procedures
a. The restaurant General Manager is responsible for informing the Guest Services
department of any change to Reservations procedures for holidays such as the
reservations grids, credit card requirement and cancellation policy.
8 weeks out:
• Open reservations to general public.
a. Send eblast (if applicable)
b. Details of the event to be placed on:
i. Mina Group website
ii. Partner websites
iii. Social Media Channels for the partner property and the restaurant.
iv. Opt in on OpenTable using guestcenter.opentable.com
1. All major holidays are automatically set as closed until you to go
Special Days and open the dates for business. Once the dates are
available, guests may make a reservation for the specific date but
they are not informed of any special details pertaining to the
holiday if you do not sign up for the Seasonal Promotion.
2. Under Admin, click Marketing > Seasonal Promos > find the holiday
and click Join and add all pertinent details.
3. Note: Even if you are offering your regular a la carte menu or an a
la carte with a few specials, it is still a good idea to opt in to the
Seasonal Promotion to let guests know that the restaurant is open
and that you are not doing a set menu. You may also want to
require a credit card for holidays which you can select in this
section.
v. Create Access Rule on Seven Rooms
1. For every holiday in which you are doing something special, you
will want to customize your Access Rule as a way to inform your
guests of these details.
2. Go to Settings > Access Rules > go to the date > click Edit >
Override just this day > go down to Public Description > label the
Time Slot Description and Title as the holiday (ex: Father’s Day) >
add a photo depicting this holiday > add a Public long description
providing all of the details for that day > click Save.
3. Note: Even if you are just offering your regular a la carte menu or
a la carte menu with a few specials, it is still a good idea to
customize your Access Rule to let guests know that you are open
and that you are not doing a set menu. You may also want to
require a credit card for holidays and you would do so here.
vi. Sign up for Seven Rooms Offer
1. We have the ability of creating a special landing page for each
holiday. The following steps show you how to create a dedicated
link and how to utilize it (i.e. post it on your Facebook page or link it
to your bio on Instagram, add it to michaelmina.net, send it in a
newsletter or e-blast, etc.)
2. Go to Marketing > Offers > click Create New > click Offer and
name the Offer > follow subsequent steps. Once created, click on
the three dots to Create Link. Paste the link and complete the
Agency M Marketing Request Form to have uploaded to
michaelmina.net. When filling out the form, denote the message
for the website including the link (Example: Join us for Father’s
Day. For details, click here.)
3. When customizing your Access Rule for the specific holiday, select
the Link to Offer under Public Description and click the link that you
created. That way, when someone is on the landing page and
they click Book Now it will take the guest directly to the specific
holiday date.
c. All key distribution channels in the partner property needs to have all the
necessary collateral regarding the holiday
i. Concierge
ii. Guest Services, VIP services etc.
iii. Management of the restaurant is to attend their pre-shifts to properly
explain the holiday details and answer any questions that they have
***Any changes to holiday offerings should be noted in the reservation
system, websites, Guest Services, Agency M, Mina Group Director of
Operations and Corporate Chef. All departments in the hotel (where
applicable) need to be made aware of these changes by the restaurant
management. Changes are HIGHLY DISCOURAGED at this point***
• Holiday reservation status to be included every week during the WMM
a. Representative to give update to Mina Group representatives on the Daily
Operations Call
4 weeks out:
1. Daily Tweets, Instagram, and Facebook posts regarding the holiday.
a. In the case of a sponsored event, the partner/sponsor is to also consistently
Tweet, post Instagram stories, as well as the restaurant and partner property.
i. Included an attachment of the event creative for visual appeal (if
applicable)
2. If the event has less than 50% capacity sold, contact corporate and local PR to ask
permission to donate two dinners to Press, Concierge, or other influential social media
individuals to gain exposure for future events.
3. Reservations are to be closely monitored each day with Guest Services reporting daily
cover count. This information needs to be included in all daily meetings.
Within 2 Days Post-Holiday:

1. Holiday Log to be completed within two days post the holiday and submitted via MINA
Exchange Shared Drive tab.
a. Report financials vs. last year
b. Report staffing vs. last year
c. Report misc. notes regarding successes and areas for improvement from service
d. Detail menu price, type, # sold, and description vs. last year
e. Make suggestions for next year menu
f. Note PR/Marketing efforts from previous year, current year, and suggestions for
next year
i. Prior year’s information should be pulled from last year holiday log on file
*Holiday Log Format below; document can be found on MINA Exchange

COCKTAIL MENU CHANGE
Standard Operating Procedure Cocktail Menu Change v.4
The following steps should be taken when planning and promoting cocktail menu changes to ensure success
in terms of awareness, exceeding guest expectations, quality drinks, and profitability. These steps are for
seasonal changes and not promotional cocktail changes such as Negroni week, Bourbon Month cocktails,
etc.
1. Beginning of the year
a. Determine all dates for your cocktail menu changes.

b. Below is a list of how many times each outlet should be changing their cocktail menus. At
minimum, 33% of a list’s cocktails should be changed for seasonality, but can be as much
as 99%. We should always have 1 to 2 staple cocktails that remain on the list.
PABU BOS - 4 times per year FTK - with each Dali museum exhibit
CBSF - 3 times per year SSLV - 2 times per year
PABU SF - 4 times per year SSHI - 3 times per year
TRB - 2 times per year SSMI - 3 times per year
MM252 - 3 times per year MFH - 2 times per year
RN74 SEA - 3 times per year BSMI - 3 times per year
BSDC - 4 times per year Margeaux - 3 times per year
P&B - 3 times per year BSDC - 3 times per year
BBLV - 3 times per year MMLV - 2 times per year
1842 - 2 times per year BSOC - 3 times per year
HBJH - 2 times per year Cal Mare LA - 3 times per year
BSNASH - 4 times per year Cal Mare MA - 3 times per year
2. 6 weeks out
a. Management and the Lead Bartender will determine which cocktails are to be changed out
and what styles of cocktails are needed to replace them. This information will be shared with
the bar team so they can begin the creative process and be ready for each cocktail
presentation.
b. Management will determine and schedule all dates for tasting and the final cocktail change.
Outlook calendar invites will be sent out to the respective parties including PR & Marketing.
3. 5 weeks out
c. Cocktail tasting #1
i. This tasting is for the bar team to present their ideas to each other and begin the
initial programing build out.
ii. Feedback should be anonymously given through writing.
1. The Lead Bartender will collect all feedback and give it to each bar team
member for their drinks.
iii. All drinks are rung into POS and comped for R&D.
d. Schedule and book a photo shoot. A professional shoot should only be scheduled for
significant changes and as long as your budget allows for it. Otherwise, for smaller changes,
an internal photo shoot should suffice.
4. 4 weeks out
e. Cocktail tasting #2
i. This tasting is for third-party feedback (from people who have not had a hand in the
creation of the drinks…a neutral set of feedback.)
ii. The third-party panel consists of the General Manager, Lead Bartender, Manager
who is charge of the bar, and Executive Chef.

5. 3 weeks out
f. Final tasting
i. Each cocktail should be in its full ready to serve state with exact ingredients, spirits,
garnishes and glassware.
ii. The final tasting attendees: the General Manager, Lead Bartender, Manager who is in
charge of the bar, and a representative from the Corporate Beverage Team (if
available).
g. Photo shoot of all cocktails
i. Photos should be professionally done and not done with a phone.
ii. A few things to note when taking photos include:
1. Timing of the shoot should be considerate of lighting.
2. The drink should be photographed in its exact serving vessel and with its
correct garnish.
3. Coasters are not needed in the photos.
4. Drinks served up or neat should not be chilled so there is no condensation on
the glasses.
6. 2 ½ weeks out
h. Every cocktail is costed using the costing sheet.

i. Every cocktail recipe is input into Recipe Exchange along with:
i. Photos
ii. Details on each cocktail
1. Inspiration
2. Meaning of the Name
3. Notable products used
j. Final menu is written and approved through the Recipe Exchange.
k. Marketing and PR are made aware of the final cocktail menu.
i. PR will reach out to writers for possible story placements.
ii. Marketing will set a social media schedule announcing the new cocktails.
1. Please do not share any of the drinks or changes on your outlet’s social
media or personal social media until PR and Marketing have had a chance
to get media buzz going. Many writers want to be the first to know and to
the chance to share it before anyone else. This helps build the hype.
7. 1 week before
l. Matrix is emailed to the servers, uploaded to Recipe Exchange and handed out in pre-shift.
m. Cocktails are presented in pre-shift for the staff to see and taste. This should be done over
multiple days to ensure all staff see drinks
n. All drinks are rung into POS and comped for R&D.
8. 2 weeks after
o. Product mix should be studied along with guest and server feedback.
i. Based upon feedback, menu engineering should be looked at.
1. Do prices need to be dropped on slower moving items, prices raised on fast
moving items?
2. Does the order of the cocktails need to be adjusted?
3. Does the verbiage of a cocktail need to be re-written?

STRAGETIC PLANS
Standard Operating Procedures Strategic Plan v.1
A strategic plan is an important part of the success and development of any business. It’s
business 101 and is not specific to a restaurant. It’s important that we don’t forget our restaurant is
indeed a business. In addition to service, hospitality, and great food and drink, we also need to
be aware of revenue, costs and the bottom line. In order to make sure that we are running a solid
business, we need to have clear goals. A strategic plan is the path to these goals. The graphic
below shows the framework of any solid strategic plan.
A strategic plan should assess and analyze all areas of your business and make
recommendations for the future in terms of the following:
Situation Analysis
This is an overall summary for the outlet which looks at a variety of things including
location, hours of operation, target market, nearby competitors, etc. it should be the first
thing completed for your strategic plan as it paints a solid and concise picture of your
business and where it stands.
Current Financial Summary
This summary should review the restaurant’s current financial situation. Restaurants should
look at financials for the past three years in order to find trends in the numbers.
Information should be pulled from Avero, or any partner property financial departments.
All aspects of the standard P&L should be reviewed including sales, profitability, COGS,
etc.
Market Positioning
Market positioning is a term that identifies where our restaurant stands in relation to our
competitors. A cross-section graph is typically used (see below) which identifies two
different qualities, one per line. By placing our restaurant on this graph, it helps identify
our position in the market. We can also add our competitors to this graph to give us a
frame of reference of where we are similar and differentiate. The categories we are
comparing can differ, but the most common are “high quality vs low quality” and “high
price vs low price.” For restaurants we often like to use “high price vs low price” and
“modern vs traditional.”
SWOT Analysis
SWOT is an acronym for strengths, weakness, opportunities, and threats. We list qualities
about our restaurant that fit into each category. Like our market positioning chart, it helps
identify where we stand in the market. Check out the below example of Nike’s SWOT
analysis for ideas.
Target Market
Your target market is essentially a list of all of the demographics you cater to. This includes
age, gender, household income, etc. There are no limits to what can make someone a
part of your target market and some of these identifiers may be location for specific. For
example, our Las Vegas restaurants may consider gamblers vs non-gamblers when
identifying their target market, however, this identification wouldn’t make sense in other
cities.
Target market should be split unto “primary” and “secondary” guests. This allows us to
focus our efforts and resources more on our primary guests as we understand that we may
not be able to market ourselves to all types of people.
Revenue Drivers
Identificaion of revenue drivers is one of the most straightforward aspects of your strategic
plans. It essentially highlights where we plan to focus efforts to make more money.
Examples for one of our outlets can include items such as increasing check average,
changing hours of operation to grasp more business, reaching out to prior guests to get
them back, etc.
Social Media
Strategic planning is by no means a new part of business planning, but social media has
only been around for a few years. Social media msut be afocal point of any solid modern
day strategic plan. Thiis would touch on how we plan on utilizing social media platforms
to reach our target markets and promote our business. Examples could include Yelp Eite
events, “tweet-up” for high ranking Twitter influencers, special offers for facebook users,
etc.
Social Media
Strategic planning is by no means a new part of business planning, but social media has
only been around for a few years. Social media msut be afocal point of any solid modern
day strategic plan. Thiis would touch on how we plan on utilizing social media platforms
to reach our target markets and promote our business. Examples could include Yelp Eite
events, “tweet-up” for high ranking Twitter influencers, special offers for facebook users,
etc.
Media Planning & Advertising
This identifies how we plan on spending any budgeted advertising dollars. This can be
one of the trickier parts of the strategic analysis as most of our restaurants have very small
advertising budgets, if any exist at all. Advertising media can include television, print
media, transportation media, billboards, etc. Below is a visual example of an advertising
media plan for one of our own restaurants, Bardot Brasserie.
Marketing
Marketing can in effect be considered a subsection of media planning & advertising,

however, it’s initiatives are often free and therefore a very valuable asset. The biggest
opportunity for marketing at every single one of our restaurants is our guest database. We
can effectively market to our databse via e-blasts, mailing lists, etc. This is why our
database is so important and the reason you hear us bring it up so often.
Our database is built off of e-mail addresses which is also why we so frequently ask about
hose as well. Each e-mail address translates to a free marketing opportunity for that
guest. This explains why guest connections and collecting business cards are so important
to the Mina Group.
Other marketing initiavites
Special Events
Having frequent fun, relevant, and outside the box events and promotions are part of
what makes our restaurants so unique and successful. Your strategic plan should include
a calendar of special events for the year including events such as holidays, pop-up
happy hours, beer/wine dinners, cooking classes, monthly specials, themed nights, etc.
We realize it’s not feasible to completely plan out your entire calendar of events for the
entire year in the beginning and we don’t expect you to have all of the specifics
including exact offerings, prices, date & time, etc. We do think that you can
compartmentalize things and break them up monthly to help stay organized and allow for
maximum marketing exposure.
All of the above are sections that most definitely should be included in your strategic plan,
however, by no means do they comprise your entire strategic plan. Strategic plans can
and will vary greatly by location, hotel partner, and concept and your general manager
will be an integral part of its creation.
GATHER BOOKINGS
Standard Operating Procedure Gather v.1
Objective:
Source leads directly from our website, streamline the booking and planning process creating a
user-friendly outlet for both the client and the management team.
Event booking via GATHER & RESERVATION SYSTEM

1. CREATE NEW LEAD
o Fill in Details
o Fill in Tracking
o Create Lead
2. ‘Convert to Booking’ – enter status as ‘Prospect’ when tracking or holding space at a

location; ‘Tentative’ when preparing to send a contract
3. FINANCIALS – edit financials and add the food & beverage minimum quoted – “SAVE
FINANCIALS”
4. DETAILS – ADD EVENT NOTES:

• GENERAL
o F&B Min - $X
o Check – TBD (either Charge CC on file OR Present Bill to Host)*done once CC
form is sent back
o Gratuity – TBD (enter percentage once contract is signed)*adjust when
contract is signed
• MENU
o Menu – TBD (once menu is selected write in Menu type and PP price)
• BEVERAGE
o Water – TBD (IE: House-filtered or bottled)
o Wine – TBD (once selected, enter wines here with prices per bottle)
o Bar – TBD (either open bar or a limit – to be discussed with host
Contracting in GATHER (when a guest asks to move forward with event booking)
1. Change Status to Tentative – (this implies the contract has been sent)
2. ‘Send Approval Request’ via gather – compose the following message to guest:
• Change subject line to: Room/Space, date of event
• Example message:
“Hi James,
Thank you for scheduling your upcoming event at Michael Mina.
You can follow this link to view and approve your proposal: Event Portal
To secure your reservation, please sign and approve the portal above and
complete and send back the credit card authorization form within 48 hours
(sometimes 24 hours if the event is fast approaching)
3. Print BEO – (for in-office use only) under “documents” tab -> make note that you need to
follow up at deadline date for signed contract, credit card and MENUs.
• Move the email sent into “contracts pending” folder in your outlook mailbox
Confirming Event Reservations on GATHER

1. Allow the client the 24/48 hours to approve the portal; you will automatically receive the
approval email once the client completes this
2. Ensure they send you the completed credit card authorization form – once received,
save the credit card form on the “documents” tab
3. Update status on Gather from ‘Tentative’ to ‘Confirmed’
4. Email confirmation to the client that you received the signed contract and credit card
form. Set a date to finalize menu selections, attach menus to the email
5. If client opted (on credit card form) to charge the card on file the balance of the event
– then update General Notes on “Details” tab -> Check – Charge CC on file
-IF client did not check the box to charge the card on file then have notes read: Check –
Present bill to host
6. View the contract information to view the gratuity percentage the client opted for – IE:
20% - then update General Notes on “Details” tab -> Gratuity – 20%
7. Once confirmed, delete email from “contracts pending” folder in outlook
Finalizing BEO Details on GATHER

1. Once event is confirmed, the Event Booking Team will introduce the client to the onsite
Events Manager/AGM, via email – which will explain to the host to communicate with
him/her in regards to menu, beverage selections, set-up details, etc (a “hand-off”)
• The Events Manager/AGM must respond to the email introduction within 24 hours
2. Onsite Events Manager/AGM – will edit Event Details under General Notes -> Menu – TBD
will be adjusted to either (examples):
• Passed/Stationed canapés (for receptions)
• 3-course Dinner $65pp (for seated dinner)
• Should the client want a logo or menu title printed – this will be noted here as well
3. Onsite Events Manager/AGM – will discuss set-up details with client and add under
Details tab, General notes, +Set-up – and type the setup or *see attached floorplan
• Onsite Events Manager/AGM – to create and save a floorplan on the
“documents” tab
4. Onsite Events Manager/AGM – will add under

• General Notes -> Beverage Notes: Water – house-filtered or bottled still or
sparkling; Wine- Iron Horse Cuvèe $76/btl
5. Onsite Events Manager/AGM – enter all menu details/selections on “Events Summary”

page
• Add menu; select the menu, remove items from courses to leave only selections
listed and ‘Save Event Summary’
• Add wine selections – add custom menu, type in bottle description, add price
per bottle and ‘Save Event Summary’
6. Onsite Events Manager/AGM – responsible for ordering rentals, A/V, florals, etc – add
these costs to the Events Summary page if needed
7. Onsite Events Manager/AGM – will then ADD any other fees, setup cost, labor, etc
8. Onsite Events Manage/AGM – responsible for getting/entering final head count (3) days
prior to the event and adjust the menus accordingly
9. Onsite Events Manager/AGM – will copy the event portal link, once all details are final

and email that to the host to review and note any adjustments needed prior to the event
date
BUYOUT SOPs
1. All of the above steps – when building the contract via gather – the room/location will
read “Full Restaurant BUYOUT” which will have the buyout contract associated with this
• The Contract will require a 50% deposit to be charged to the card holder (2-3)
months prior to the event
• Once you obtain payment information from the guest, edit financials:
• ADD PAYMENT – Enter Information – Process the payment – send the receipt to
the guest and save the receipt under the “documents” tab
• Click “PAY NOW” – verify that it is visible to the guest
• Details – General Notes – Edit under F&B – type in the deposit amount, date paid
and check number
2. Add Set-up notes – See attached floorplan and enter any imperative information
pertaining to set-up
3. Documents Tab – upload files – attach the floorplan created for this buyout
4. Note any A/V Notes: if we are charging the host for any A/V equipment, the cost should
be added to Event Summary
5. Note any florals, rentals, etc.
Closing Out Events on Gather
1. Onsite Events Manager/AGM will email the itemized receipt to the Event Booking Team
for all BEO events for that shift; along with an Event Recap Sheet – these emails should be
sent at the end of the shift under the closing manager duties
2. Event Booking Team – will save the itemized receipt on desktop and email a ‘guest-
friendly’ version to the guest with a thank you immediate the following business day
3. Event Booking Team – will close out the financials on Gather

• Select Event -> View Details -> Financials Tab -> Close Financials -> enter the
subtotal for food & beverage (any unmet minimum charge) on Total Charges –
Enter Grand Total (amount charged to the cc including tax and gratuity) -> enter
guest count -> enter POS Check # and “SAVE”
How to Run PDR Monthly Sales Reports
1. Login to Gather
2. Reports Tab
3. Under ‘Detailed Reports’ select ‘Booking Detailed Report’
4. Filter by Location
5. Filter by Event Date – Custom Date Range – select desired date range
6. Filter Status –
• CLOSED – This is your ‘completed’ sales (usually 1st of the month to current date)
• CONFIRMED – (usually date range is from current date to the end of the month)
• TENTATIVE – (usually date range is from current date to the end of the month – not
confirmed but have contracts out and are in progress)
7. Find TOTAL CHARGES (ACTUAL) - $Sales Current

EVENT BOOKINGS &
REPORTS
Standard Operating Procedure Event Bookings & Reports v.1
Objective:
Efficiently track and book events
Tool:
Event Inquiries
1. Attain all tentative event details from host
• Host name, phone number, email address
• Name of event
• Date/Time of event
• Number of guests
2. Email the host the appropriate restaurant, room, capacities, pricing, pictures, menu
brochure
3. If requested location/room is unavailable – offer another date or location (if able)
4. Enter the client as a ‘prospect’ on gather – see below* Event Booking
5. On Outlook, create a “follow-up inquiry” folder and “Contract Pending” folder
6. Once Inquiry response email is sent, move that email into the “follow-up inquiry” folder to
follow up for booking within 24 hours
7. Should a guest decide to book follow instructions below under **Contracting Event in
Gather**
8. Copy and paste the Gather message sent in a regular email to the guest as well (include
the link for the Event Portal and the Credit Card Authorization Form.)
9. Once Contract email is sent, move this email to “Contract Pending” folder on Outlook
10. If guest is unresponsive, send follow up email with deadline; if guest still does not respond
after another 24hour courtesy, cancel the event on Gather and Reservation System and
send Cancellation Email to the guest.
*Event booking via GATHER & RESERVATION SYSTEM

1. CREATE NEW LEAD
o Fill in Details
o Fill in Tracking
o Create Lead
2. ‘Convert to Booking’ – enter status as ‘Prospect’ when tracking or holding space at a

location; ‘Tentative’ when preparing to send a contract
3. FINANCIALS – edit financials and add the food & beverage minimum quoted – “SAVE
FINANCIALS”
4. DETAILS – ADD EVENT NOTES:

• GENERAL:

o F&B Min - $X
o Check – TBD (either Charge CC on file OR Present Bill to Host)*done once CC
form is sent back
o Gratuity – TBD (enter percentage once contract is signed)*adjust when
contract is signed
• MENU:
o Menu – TBD (once menu is selected write in Menu type and PP price)
• BEVERAGE
o Water – TBD (IE: House-filtered or bottled)
o Wine – TBD (once selected, enter wines here with prices per bottle)
o Bar – TBD (either open bar or a limit – to be discussed with host
Contracting Event in GATHER (when a guest asks to move forward with event booking)
1. Change Status to Tentative – (this implies the contract has been sent)
2. ‘Send Approval Request’ via gather – compose the following message to guest:
• Change subject line to: Room/Space, date of event
• Example message:
“Hi James,
Thank you for scheduling your upcoming event at Michael Mina.
You can follow this link to view and approve your proposal: Event Portal
To secure your reservation, please sign and approve the portal above and
complete and send back the credit card authorization form within 48 hours
(sometimes 24 hours if the event is fast approaching)
3. Print BEO – (for in-office use only) under “documents” tab -> make note that you need to
follow up at deadline date for signed contract, credit card and MENUs.
• Move the email sent into “contracts pending” folder in your outlook mailbox
Confirming Event Reservations on GATHER

1. Allow the client the 24/48 hours to approve the portal; you will automatically receive the
approval email once the client completes this
2. Ensure they send you the completed credit card authorization form – once received,
save the credit card form on the “documents” tab
3. Update status on Gather from ‘Tentative’ to ‘Confirmed’
4. Email confirmation to the client that you received the signed contract and credit card
form. Set a date to finalize menu selections, attach menus to the email
5. If client opted (on credit card form) to charge the card on file the balance of the event
– then update General Notes on “Details” tab -> Check – Charge CC on file
-IF client did not check the box to charge the card on file then have notes read: Check –
Present bill to host
6. View the contract information to view the gratuity percentage the client opted for – IE:
20% - then update General Notes on “Details” tab -> Gratuity – 20%
7. Once confirmed, delete email from “contracts pending” folder in outlook
Event Reservations on Seven Rooms

1. Select date, shift – Add Pop-Up Notes
• top right – click on pencil/paper icon (underneath Reservations Tab)
• Enter Daily Reservations Notes “contract pending – Room – F&B” -Save
2. Add Reservation – add reservation notes – copy from the daily reservation notes – add
necessary tags IE: BEO, Private Dining, Birthday, etc
3. If inventory for this reservation is on Open Table – then you’ll need to block the inventory

on Guest Center
4. Open Table Guest Center – Availability Planning – Special Day – Add – Select Shift –
Capacity Setting – select table that is being reserved (IE: large party combos) and make
“Non-Reservable” – SAVE
5. FOR BUYOUTS – Open Table Guest Center: Availability Planning – Special Day – Add –
Select Shift – Capacity Settings – Pacing Limits (at the bottom) – unclick the box on the
left change to zero – Select Custom Times – uncheck every box to make the pacing
default to zero – SAVE
6. FOR BUYOUTS – SEVEN ROOMS
• Reservations Page – under “Add Reservation” select “ADD BLOCK”
• Name the Block
• Select Table Area (ALL)
• Select All times during a particular shift (LUNCH or DINNER)
• ADD
• Reservations – select paper pencil icon
• Add Reservation details on the pop-up note section
• SAVE
Finalizing BEO Details on GATHER

1. Once event is confirmed, the Event Booking Team will introduce the client to the onsite
Events Manager/AGM, via email – which will explain to the host to communicate with
him/her in regards to menu, beverage selections, set-up details, etc (a “hand-off”)
• The Events Manager/AGM must respond to the email introduction within 24 hours
2. Onsite Events Manager/AGM – will edit Event Details under General Notes -> Menu – TBD
will be adjusted to either (examples):
• Passed/Stationed canapés (for receptions)
• 3-course Dinner $65pp (for seated dinner)
• Should the client want a logo or menu title printed – this will be noted here as well
3. Onsite Events Manager/AGM – will discuss set-up details with client and add under
Details tab, General notes, +Set-up – and type the setup or *see attached floorplan
• Onsite Events Manager/AGM – to create and save a floorplan on the
“documents” tab
4. Onsite Events Manager/AGM – will add under

• General Notes -> Beverage Notes: Water – house-filtered or bottled still or
sparkling; Wine- Iron Horse Cuvèe $76/btl
5. Onsite Events Manager/AGM – enter all menu details/selections on “Events Summary”

page
• Add menu; select the menu, remove items from courses to leave only selections
listed and ‘Save Event Summary’
• Add wine selections – add custom menu, type in bottle description, add price
per bottle and ‘Save Event Summary’
6. Onsite Events Manager/AGM – responsible for ordering rentals, A/V, florals, etc – add
these costs to the Events Summary page if needed
7. Onsite Events Manager/AGM – will then ADD any other fees, setup cost, labor, etc

8. Onsite Events Manage/AGM – responsible for getting/entering final head count (3) days
prior to the event and adjust the menus accordingly
9. Onsite Events Manager/AGM – will copy the event portal link, once all details are final
and email that to the host to review and note any adjustments needed prior to the event
date
BUYOUT SOPs
1. All of the above steps – when building the contract via gather – the room/location will
read “Full Restaurant BUYOUT” which will have the buyout contract associated with this
• The Contract will require a 50% deposit to be charged to the card holder (2-3)
months prior to the event
• Once you obtain payment information from the guest, edit financials:
• ADD PAYMENT – Enter Information – Process the payment – send the receipt to
the guest and save the receipt under the “documents” tab
• Click “PAY NOW” – verify that it is visible to the guest
• Details – General Notes – Edit under F&B – type in the deposit amount, date paid
and check number
2. Add Set-up notes – See attached floorplan and enter any imperative information
pertaining to set-up
3. Documents Tab – upload files – attach the floorplan created for this buyout
4. Note any A/V Notes: if we are charging the host for any A/V equipment, the cost should
be added to Event Summary
5. Note any florals, rentals, etc.
Closing Out Events on Gather
1. Onsite Events Manager/AGM will email the itemized receipt to the Event Booking Team
for all BEO events for that shift; along with an Event Recap Sheet – these emails should be
sent at the end of the shift under the closing manager duties
2. Event Booking Team – will save the itemized receipt on desktop and email a ‘guest-
friendly’ version to the guest with a thank you immediate the following business day
3. Event Booking Team – will close out the financials on Gather

• Select Event -> View Details -> Financials Tab -> Close Financials -> enter the
subtotal for food & beverage (any unmet minimum charge) on Total Charges –
Enter Grand Total (amount charged to the cc including tax and gratuity) -> enter
guest count -> enter POS Check # and “SAVE”
How to Run PDR Monthly Sales Reports
1. Login to Gather
2. Reports Tab
3. Under ‘Detailed Reports’ select ‘Booking Detailed Report’
4. Filter by Location
5. Filter by Event Date – Custom Date Range – select desired date range
6. Filter Status –
• CLOSED – This is your ‘completed’ sales (usually 1st of the month to current date)

• CONFIRMED – (usually date range is from current date to the end of the month)
• TENTATIVE – (usually date range is from current date to the end of the month – not
confirmed but have contracts out and are in progress)
7. Find TOTAL CHARGES (ACTUAL) - $Sales Current
PDR Menu & Details Updates

1. First of the month – onsite Events Manager will be responsible for updating and sending
the Events Booking Team:
• PDR Menu items/details
• Menu Forms
• PDR Beverage Menus
• Set-up Details
• Room & Restaurant F&B Pricing
• Any policy or contract adjustments
2. Events Booking Team will be responsible for entering/adjusting this updated information
on Gather and the Reservation System

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CONCIERGE REFERRALS
Standard Operating Procedure Concierge Referrals V.1
• Opening manager reviews reservations and flags any hotel referrals as VIPs, then inputs
notes and directives on reservations notes section. These guests are reviewed at Daily
Manager Meeting (See Manager Meeting SOP)
• Welcome card, sparkling greet from hotel referral that booked reservation; VIP hand written
card, champ greet, amuse, desserts, VIP concierge takeaway. Exec Chef and GM to table
upon
• Prior to the start of service generate concierge report for the night and print all chits with
tables
• Tables should be pre-set with champagne flutes for a sparkling greet.
• During the Concierge referral arrival the guest is escorted to table immediately, absolutely
no wait time for referral guest. The GM/Manager to execute champagne greet on behalf of
name concierge rep at the “XYZ” hotel and a sincere thank you for joining us this evening
• Per VIP procedure a chit is given to chef, all managers and sommeliers (follow VIP SOP)
• Chef to table prior to desserts kitchen tours offered complimentary desserts for the table
special VIP take away gift offer free valet and or full parking validation
• Follow up email and/or handwritten note sent and delivered to concierge
• Once a week- a concierge report is generated and follow up with concierge referral
program. Example: 25 reservations = $100 gift card
o This data should be pulled using the reservation system, and calling local hotels to
ask for their referral counts. Hotels track this data internally, for their own use, but will
share it when requested.
• Follow up letter to concierges that were close to 25 reservations
• Thank you for your support! You had ____##______ referrals this month; only ___#___ more for
a $100 gift card.
• Follow up monthly with chef concierges and receive feedback special menus/holiday
menus hand delivered to concierges by GM

GRASSROOTS MARKETING
Standard Operating Procedure Grassroots Marketing v.3
Objective:
Establishing a firm foundation for the restaurant in your community is essential to long-term success of
the business. Through Grassroots Marketing & Community Engagement, you’re able to show locals, the
bread and butter of our business, that you’re invested in the community and at the same time build
loyalty.
WHAT IS GRASSROOTS MARKETING?

Instead of launching a message you hope will appeal to many people, you target your efforts to a small
group and hope the group will spread your message to a much larger audience.
The key to successful grassroots is building and maintaining a relationship with these key groups and
audiences, through consistent communications – both in person, as well as through calls, emails, and mail
and event social media.
WHAT IS YOUR MESSAGE?

It’s important to have a well-identified message or purpose for outreach. This message must then be
tweaked and targeted towards your particular audience.
WHO IS YOUR AUDIENCE?

You’re looking for influential community members who likely have an impact on a certain group of people
who match your target audience or clientele. For Example:
Tool:
Concierge
Concierge relationships are vital to sustaining our restaurants’ foothold as a favorite recommendation,
but we must continuously remain top of mind with concierge to be relevant and recommended.
• Research You’re Market – Find out what types of concierge programs are already in place with
other restaurants and venues.
• Join and Stay Active in Your Local Concierge Association
• Outreach & Communication – If you’re new, start making introductions to local concierges.
• Establish and Maintain Concierge Database and Frequency of Communication. Once

relationships are established, make sure you and your restaurant stay top of mind by consistently
communicating with concierges in a number of ways.
• Updates – Bi-Weekly – This is your chance to share news (new menu items, programming,
special events, awards/press, etc.) That acts as a way to freshen up your messaging and give
the concierge another/new reason to recommend your restaurant to their clientele
• Visits – Monthly – These can be split up amongst managers, keep in mind shifts normally
change around 3pm.
• Invitations/Events – Frequency depends of property but at least once a year – Whether

that’s an invitation for dinner or a hosted Concierge Happy Hour.
• •Concierge Incentive Programs - In some markets, concierge incentive programs are frowned upon like
in Boston where there is a strong Les Clefs d’Or presence, while other markets like Hawaii are
encouraged, if not necessary. One option is to offer “Insider Exclusives” for Concierge & Guests when
they dine at the restaurant, this can be a complimentary amuse, mid-course or dessert or a sparkling
greet (depending on state law).
Big Business
High profile businesses in the area, including large businesses with an even larger pool of employees are
lucrative in driving business through lunch, happy hour and dinner, as well as group dining & events.
• Research Your Market – Identify your top businesses in the area – qualifiers can be an employee base
akin
to restaurant’s clientele, proximity to restaurant, even sheer quantity of employees etc.
• Make Introductions to Executive Assistants, Office Managers, and HR Teams – These are your key
decision makers in the businesses.
o EA’s – These are the ones planning & organizing business meals for executives and teams, as well
as coordinating meetings.
 One great way to reach out is doing a promotion/special for Administrative Professionals
Day/Week in April.
o Office Managers – May also be the herders, but also may be the ones responsible for onsite
ordering of meals or coordinating activities
o HR – Explore ways we can partner with the business to offer their employees on “exclusive
benefits” at the restaurant.
ADDITIONAL GROUPS AND ORGANIZATIONS

Check with MINA Group or Partner Marketing Team on the following, as there may be some crossover or
previously established relationships.
Hotel DSM’s (Hotel Directors of Sales & Marketing)

DSM’s are looking to maximize their hotel’s revenues and occupancy, often through networking and local
business relationships.
• Research and Identify Top Hotel Targets - These can be based on a number of indicators – a similar
clientele base to ours, volume, proximity, etc.
• Make Introductions to Hotel Directors of Sales & Marketing and invite in to experience restaurant and
explore partnership opportunities.
• Partnership Opportunity Examples:
o In Room, On Property Marketing & Advertising Opportunities
o Joint Packages for Promotion or Giveaways
o Referrals of smaller events, often times the DSM’s are looking to host large-scale events so may
be open to referring smaller parties to the restaurant and vice versa.
There are also a number of organizations that the restaurant should be a member of in order to access further
networking opportunities and even larger groups. A few of them include…
Chambers of Commerce and Business Improvement Districts

Chambers and BIDs are local associations committed to promoting and protecting the interests of the
business community in a particular area. Access to their member database can be fruitful to our restaurants,
especially when it comes to group dining, as well as normal business.
Convention & Visitors Bureaus

A destination marketing organization (DMO) or convention and visitors bureau (CVB) is an organization that
promotes a town, city, region, or country in order to increase the number of visitors. It promotes the
development and marketing of a destination, focusing on convention sales, tourism marketing, and services.

They often times are looking for members with unique stories, offerings that will entice travelers to visit.
Membership benefits include:
• Convention & Event calendars along with organizer contacts
• Sales Leads & travel agency inquiries
• Inclusion in advertising and promotion on DMO/CVB websites, in guides, etc.
• Invitations to participate in events and promotions
• Access to industry meetings, education opportunities, and networking events
RESTAURANT ASSOCIATIONS
There is usually a local or regional restaurant association that works to promote and advocate for the
restaurants in their area. In addition to services, advisement and industry support, there are often
networking opportunities, promotions and events to participate in.

GROUP GOALS
Standard Operating Procedure Group Goals v.4
Objective:
A restaurant’s group goals are meant to be collarborative efforts involving everyone from the
team, from stewards to servers to management. Once a year the management team should
hold an all-staff meeting to outline the team’s collective vision and ambitions. These goals
should be cover every facet of your operation. Straight from the MINA Commandments, the first
and most important part of setting goals is to make sure that your goal is consistent and true
north with our cultural identity. A goal cannot contradict what we are, nor who we want to be.
Your goals should be specific, measurable/observable and of course, attainable. Have your
entire team be part of the process and the success! Your team’s spirit to renewal, growth and
innovation should be reflected in your goals.
Tools:
Group Goals Meeting
• Goals meeting need to occur before the end of January
• Schedule the meeting for all employees and managers
• Meeting needs to be planned in order to not interfere with service
• Meeting needs to be planned in order to not interfere with service
• General Manager & Executive Chef to pre-shift leading up to the meeting
i. Confirm date, time (start and duration)
ii. Recommend the team brainstorm to come prepared with goals in mind
iii. Remind everyone they will need to clock in for the meeting
• Have snacks & beverages, make this fun and creative
• Divide the team into smaller groups, have a FOH & BOH manager with each
group (if possible)
i. The smaller the groups the more productive the brainstorming
ii. The groups should be diverse, with multiple positions represented.
Post Group Goals Meeting
• A designated manager needs to comprise the goals. The full management team
should review the goals and select the best/most relevant goals.
• Goals to be formatted and uploaded to RX by February 10th.
• The formatted Goals should be professionally printed on foam board, and
displayed in a highly visible area in the back of house.
(Examples of Group Goals see next page)

PROMOTIONAL EVENTS
Standard Operating Procedure Promotional Events v.1
Objective:
Many events are presented to Mina Group and our individual restaurants throughout the year.
The purpose of this SOP is to streamline the approval, planning and execution process of these
events.
THREE TYPES OF PROMOTIONAL EVENTS:

1. All expenses are paid and sometimes revenue is generated, as well.
2. Partial coverage of expenses (travel/some food cost) but we don’t make any revenue.
3. We are responsible for all expenses but there is a PR benefit.
KEY COMPONENTS OF PROMOTIONAL EVENTS:
o Approval process
o Steps of planning
o Execution of the event
o Post-event recap
APPROVAL PROCESS:
o All events that are presented to our restaurants, leaders, VPs and above must follow a
chain of approval to ensure the event is the best fit for the venue(s) and our company
from an expense and ROI standpoint.
o All proposed events must be vetted through our Director of PR to determine the value
and ensure it is worth-while. If the event starts at the outlet level with the General
Manager, that person will run it by his/her divisional VP and the divisional VP will pass
along to Director of PR. All pertinent information should be provided to the Director of
PR, including the contact information of the lead.
o Once the event is deemed worthy, Director of PR will propose the event to Patric via
Patric’s assistant. When applicable, Director of PR will propose the event to Michael via
Michael’s assistant after receiving Patric’s approval.
STEPS OF PLANNING:
o Once an event has been approved, divisional VP will determine the leader of the event
who will “own” the process from start to finish. Note: For Michael appearances, Michael
and Patric will determine which divisional VP and chef will own the event if it is not venue
specific.
 Ex: Private auctioned dinner at a guest’s home in the East Bay designated to the
Bourbon Steak and steakhouse division team.
o This leader will create a BEO with all pertinent information for the event. The BEO can
evolve as details are confirmed but as soon as an event is confirmed a BEO should at
least be created with date, time, number of attendees and any other known details at
that time and then distributed to all leaders who will be involved in the event, including
Patric if MM is involved.
o The BEO should include all of the following (and more if there are additional details
specific to the event):
 Date, time, venue, number of attendees
 Load in details, such as load in dock, load in time, assistance from the venue, etc.
 Food and beverage item(s) served
 Labor necessary to execute the event, list the leaders who will be required at the
event
 Equipment, CGS and décor necessary for the event
 Incurred revenue, when applicable, and method of receiving said payment
 Explanation and list of billable labor and other expenses, when applicable
 Determine the event hashtags and handles that we can utilize the day during the event
when executing our posts.
EXECUTION OF THE EVENT:
o Leader of the event is to ensure proper staffing, planning and coordination including, but
not limited to, a pre-event meeting and recap of timeline of the event with all team
members.
o Social media must always play a role in the promotional event. Determine who will be
capturing and posting content.
POST-EVENT RECAP:
o It is important that a recap of the event is created and stored (# of people, social media,
other PR impact, etc.) with a determination that the event was of value and should or
should not be executed in the future.
o The BEO should be turned into our PR department after the event with recap notes from
the operators (GM of the venue, VP of division, any other key players in the execution of
the event).
o Mina Group PR Manager will own the remainder of the recap and archive all event
recaps for the future.
DATABASE
Standard Operating Procedure Database v. 4
Objective:
Focusing on the growth of our database we are able to cultivate better experiences for our
guests, track our VIPs, and enhance guest relations. The growth of our database correlates to
the growth of the business. Keeping track of our guests is helps make magic!
Tool:
When information is learned about a guest, it should be added to his/her reservation system
profile.
• Press the guest button and type the guest last and first name into the appropriate fields.
o If a guest has an existing profile, select it and make the needed updates
o If a profile does not exist for the guest, press the “New Guest” button to create a
profile
• Guest preferences and details (i.e. spouse name, reason for being VIP, water preference,
etc.) should be stored in the Guest Notes section
• Add email address, company name, phone number, mailing address, etc. into the
designated fields of OpenTable
• Guest preferences and details (i.e. spouse name, reason for being VIP, water preference,
etc.) should be stored in the Guest Notes section
• General categories that the guest falls into should be noted with Guest Codes (i.e. VIP,
Industry, Wine VIP)
Guest Database
Profile Notes
Under Profile One Liner, the first line should always be Who They Are. This could be their job title
or simply “VIP per Michael Mina” or “Mega repeat”, whatever makes that guest VIP and tells us
who they are. The next line(s) should notate any information that ALL venues would want to
know, such as water preference, allergies, other preferences, etc. Anything that every
restaurant could benefit from. NOTE: Remember that many of these items can be
communicated with a tag instead which is a nice and clean so something to keep in mind.
From there any other information that is from your restaurant should start with your restaurant
abbreviation in brackets [BSLA] and then the information you would like to save about the guest
or about their visit. This is how this information is currently importing from OpenTable so it follows
the same structure with the restaurant name in brackets.
VIP TAG
Be sure to always add the yellow VIP tag to these client profiles.
FOLLOWERS
Become a follower of your notable VIPs. Currently Patric, and our Corporate Department Heads
are following our company’s top 75 VIPs but if you have other VIPs that you think they would
want to know about please add them and then add yourself, too, and you will get an alert

when they book in your venue.
When you download the app on your phone, go to Settings > Notifications > make sure Enable
Push Notifications is turned on > turn off all notifications except at the bottom under Follower
Settings keep those turned on. Then, anyone you are a follower of you will get a notification.
HOW AND WHERE

Keep in mind that guest profiles, tags and photos can be added right from your phone, iPad or
your desktop.
RUNNING A REPORT
• Go to Clients on your sevenrooms.com platform

• At the top, click on the Filter, click on Contact Info, Has Email
• Click on Filter, click on Venue, choose your venue if you only want to pull clients who
have dined in your venue; otherwise it’ll pull from our global, company-wide database
• Click on Tags if you want to only search VIP or a specific tag (ex: Repeat Guest, High
Value Guest, etc.)
• Click the Excel button next to

FOOD COST AWARENESS &
MAINTENANCE
Objective:
Achieve and maintain a properly costed menu portfolio facilitating the best finished product for our
programing and ensuring the highest level of guest satisfaction by providing a balanced cost to sales
price relationship. Understanding the roles of each dish is determined by utilization of a theoretical
costing sheet that factors in the margin to sales mix percentages furthering our understanding of the
impact of our pricing strategy. Executive Chefs are 100% accountable for the results of the costing,
invoice management & inventory process specific to their operation. The onus of follow through,
reporting & results falls squarely on the Executive Chef.
Tool:
1. Full menus costing are expected quarterly concurrent with the seasonal menu changes at
minimum.
2. Dishes added outside of the four quarterly menu changes should be costed individually and
the menu costing sheet and Recipe Exchange updated accordingly (prior to submittal).
3. Theoretical evaluation should be based upon the last 60 days of business.
4. Updated menu costing sheets should be available at all times for review.
Mise en Place:
1. Dish costing sheet
2. Theoretical Menu Costing Sheet
Promo/Comps/Voids/Transfers
Standard Operating Procedure Promo/Comps/Voids/Transfers v.1
Objective:
Tool:

EMPLOYEE ONBOARDING
Standard Operating Procedure Employee Onboarding v.2
Objective:
The below are guidelines that pertain to onboarding and training a new employee. They are essential to
creating an environment for the employees to be successful in. The plan allows an employee to be
successful in our operation. The below is a systematic approach that we have created and implemented
over the past 20 years and is now a standard operating procedure. The guidelines must be used and
championed by the trainers and the leadership team. The execution and follow through falls on the
shoulders of the General Manager of each operation. The SOP enables a new employee to be successful
within Mina Group environment. Leaders must take a maternal and paternal role in training and
developing our teams (See Mina Commandments).
Employee has been interviewed and has a specific start date:
One week before 1st day
• Send welcome email (include location to meet manager on first day- see example
below) and any uniform requirements
• Inform current staff of new hire in pre shift
• Schedule new employee (ensure trainer has same schedule and arrives 15 minutes
earlier)
• Review all quizzes, tests, training materials in order to verify they are up to date and
accurate (menu item changes)
• Submit approvals for new employee clock in credentials, POS card, and accounting
bank (if applicable)
• Verify uniform is ready
Two days prior to 1st day
• Meet with management team and trainer to discuss training plan and review all
materials
• Update/print training manual and new hire paper work
• Schedule uniform fitting/ check stock of aprons, vests, ties (if applicable)
• Call / email employee confirming start date and time- Welcome Employee to the team
Employee’s 1st day
• Meet employee on first day

• Train employee on clock in process
• All paperwork, training manual, uniform items prepared and handed to employee
• Tour the restaurant
• Introduce new member in pre shift and to the trainer
• Follow all items on day one training schedule based on position
• GM or AGM walk employee through family meal procedure/ employee cafeteria and
enjoy lunch/dinner with new hire
• Monitor progress with trainer throughout first day
• GM/ AGM to complete first day with short 1 on 1 to check in with new employee.

Employee’s Training Period (1-3 weeks)
• Daily check ins with trainer and mgmt team on employee progress
• Follow daily testing schedule, review all quizzes/test with new hire
• GM & AGM to complete 1 on 1 (suggested on day 4)
Be sure to check in with employee on how they are (not related to training) example;
new employee may have relocated for the job, new to the area, away from friends and
family.
• Depending on training time line: administer final written test, review results
• If employee passed written exam, administer final verbal exam with GM and Executive
chef. Verbal exam is found in RX under Server Performance Evaluation.
• GM & AGM complete 1 on 1 after pass/fail of exams. Review areas of success and those
that need more attention presented in 30-day server goal plan. Ask employee if they
need any additional training other than what has been provided to complete the job
asked of their position. Schedule additional training days if requested
• Scan 30 day plan to Mina Group VP of Operations
• VP to send congratulations email to employee who passes
Employee’s First week Post Training
• Follow up with employee and management team on progress in specific areas

mentioned after final test
• Continue regular testing in pre shift / staff training sessions
• Place employee in small section when applicable
30 Days Following Training
• Follow up with employee and review 30 goal plan.
90 days of employment
• Administer 90 day review (note any patterns of tardiness, guest compliments, disciplinary
issues)
• Set future goals with new employee

(Insert employee name)
I wish to welcome you to (insert restaurant name)! Each individual on our team contributes to
our accomplishments; likewise the team and I will be here to provide support and provide
guidance during your training. Your first day will be (insert date and time) and you will meet with
(manager or xxx employee). (He or She) will meet you at the start of your shift at (insert location)
and please dress in (xxx attire). This day will be all about making you comfortable in your new
workplace and (xxx manager) will provide a tour of the operation. Many of your training shifts
will begin by sitting down with our team to cover standards, steps of service, and menu
knowledge. Once our service begins you will shadow team mates and put into practice the
new standards you have learned.
Our key training site is named Michael Mina Recipe Exchange. It is an invaluable online resource
for all your food and beverage questions. Below are the instructions to log in: If for some reason
you are unable to log onto or see dishes on Recipe Exchange (RX), please email me at (Insert
GM Email) and I will assist in getting you logged in. It is not obligatory to sign up, but it’s a
fantastic resource for your development.
Michael Mina Recipe Exchange online resource:

1. Address: Recipe Exchange
2. Click “signup”
3. Fill out information; Signup code = lobster
4. Receive confirmation e-mail
5. Browse away!
Please be sure to follow and like XXXXXXX on Social Media.
(Inster Web Address)
@(Insert Username)
@(Insert Username)
Lastly, I have also included presentations from Mina Group that will allow you a glimpse into our
culture: Evolution and Mina Culture . We do recognize that our training program is extremely
intense. During your first two-three weeks you will feel a bit overwhelmed, tired and perhaps
even frustrated. This is all normal and many of your colleagues have experienced similar
feelings. We feel pressure is different than stress. It’s all about being prepared for the challenges
ahead and it takes a tremendous amount of work to be prepared. Our training is designed for
that in order for you to feel at ease in delivering an over the top experience for our guests.
If you have any questions or concerns during your training, please do not hesitate to contact
anyone in the (Insert Restaurant Name)’s management team.
Once again, welcome to the team; (Insert Names of Executive Chef, and FOH Managers) and I
look forward to working with you.
Warm Regards,
(Insert Restaurant’s Name)

Server 30- day Performance Goal Plan
Restaurant: __________________________________Date:______________________________
Employee: ___________________________________Email:_____________________________
Attendees
FOH/Management:______________________________________________________________
BOH/Management:______________________________________________________________
Sommelier:______________________________________________________________________
Conclusion: PASS FAIL
Beverage Goals:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Food Goals:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Service Goals:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
________________________________________________________________________________
Server Performance Evaluation
Employee: __________________________________

Date:_______________________________________
1. Opening Greet
Definition: Provides warm, professional greeting to guests in a timely manner.
Behavioral Indicators:
a. Demonstrates prompt salutations with energy and personality

b. Makes eye contact and expresses congenial facial expressions
c. Uses appropriate words to address guests (Sir, Madam, etc.)
0 1 2 3 4
Not Below Meets Some Meets Exceeds
Applicable Expectations Expectations Expectations Expectations
Comments:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Menu Placement/ Wine/ Beverage Lists
Definition: Offers menu to the table or bar; ladies first (if applicable) and continuing
in a clockwise fashion (Sequence as per MG Standards).
a. Opens menus prior to offering (when applicable)

b. Guides guest with a brief synopsis of wine and beverage selections/ table of
contents
0 1 2 3 4
Comments:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________

2. Menu Spiel
Definition: Demonstrates menu knowledge, answers questions, and assists guest in
all aspects of the menu.
a. Introduces the menu with a swift, yet compelling overview:

Starters, Appetizers, Main Courses, Sides and Accompaniments
b. Highlights specific dishes with attention to Chef Classics, seasonal additions
and daily features
c. Demonstrates product/ recipe knowledge and restaurant expertise
d. Answers question with ease and helpfulness
e. Adapts well to customizing preferences and offering suggestions based on
guest’s predilection
0 1 2 3 4
Comments:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Water Service
Definition: Offers water selections. Operates in accordance with State regulation
for water conservation (when applicable).
a. Offered at the conclusion of introductory spiel

b. Extends selections of water correctly and amiably
c. Responsive to special requests
0 1 2 3 4
Comments:

_________________________________________________________________________________
_________________________________________________________________________________
________________________________________________________________________________
3. Beverage Order
Definition: Guides the guest and answers all question in a hospitable manner in
regards to wine, beer, spirits, cocktails and non-alcoholic selections.
a. Assists guests and describes selections accurately

b. Offers suggestions and pairings if appropriate
c. Records all orders correctly
0 1 2 3 4
Comments:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Order Procurement
Definition: Ability to assist guests with selections and record the order accurately.
a. Answers question definitively with accurate content

b. Asks all of the required questions for order input (e.g., temps, sides)
c. Adapts well to customizing preferences and offering suggestions based
on guest’s predilection
d. Inquiries about allergies, dietary restrictions and aversions
e. Confirms order graciously and expresses gratitude to the guest for their
order
0 1 2 3 4

Comments:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
4. Dessert Menu/ After-Dinner Drink Spiel

Definition: Demonstrates menu knowledge, answers questions, and guides guests
through their options to conclude their meal.
a. Introduces the menu with great knowledge and enthusiasm

b. Utilizes salesmanship to influence outcome of spiel
c. Answers question with ease and helpfulness
d. Adapts well to customizing preferences, offering suggestions based on
guest’s predilection
0 1 2 3 4
Comments:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
Tableside Service Etiquette

Definition: Effectively applies knowledge of service or product to best satisfy the
customer’s needs and expectations.
f. Body language is open to the guest

g. Eye contact is used with the guest
h. Uses annunciated and voice projection when communicating
i. Expresses congenial facial expressions
j. Uses appropriate words to address guests (Sir, Madam, etc.)

k. Responds to guests with proper verbiage (e.g., “Yes.”, “Absolutely!”)
l. Demonstrates befitting nuances of body language and movement in
relation to their environment
m. Uses spatial awareness to preserve the guest’s personal space and
promote fluidity within the dining experience
0 1 2 3 4
Comments:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
5. Hospitality: Sincerity and Individuality

Definition: Thinks and operates with integrity with the best interest of the guest in
mind. Demonstrates confidence and proficiency with personality and
professionalism to elevate the guest experience.
a. Generates signature spiels and communicates to the guest with

genuineness
b. Delivers in a manner that is authentic and unassuming
c. Develops a “voice” that is true to themselves, the restaurant and the
guest
d. Establishes rapport and cultivates trust through conversation and
knowledge
e. Facilitates the process of communicating the vision of the restaurant and
utilizes
f. Developed strategy that supports both guest satisfaction and restaurant
goals
0 1 2 3 4
Comments:

_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
6. Quality of Customer Service

Definition: Produces results and/or provides services consistent with defined Mina
Group standards for the position.
a. Provides service that is responsive, courteous and respectful

b. Creates a welcoming, comfortable, and professional environment for the
guest at all times
c. Demonstrates attention to detail and accuracy
d. Answers questions and solves problems intelligently and independently
e. Resolve customer questions and/or complaints efficiently, effectively and
professionally
f. Demonstrates a sense of urgency and responsibility to consistently provide
service at all levels
g. Is committed to increasing customer satisfaction and confidence
h. Regularly seeks feedback and input from customers
i. Seeks opportunities and takes action to improve skills and/or services
0 1 2 3 4
Comments:
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________
_________________________________________________________________________________

TEAM MEETING
Standard Operating Procedure Team Meeting v.1
A team meeting is an opportunity to have all members of each position together. It is a meeting
to discuss all issues concerns, complements, complaints, financial state of the restaurant,
development, future projects, etc. Team meetings are to take place every month, rotating
through classifications. (For example one week runners and the next week bussers, etc.). These
meetings should be mandatory for all staff of that job classification. Any staff who are unable to
make the meeting must be excused by a manager.
The schedule of team meetings should be placed on a calendar and follow a specific schedule
each month. (For example, the first Friday of each month can be the runner meeting and the
last Friday of each month is the server meeting). In some and often cases an entire team
meeting is necessary and it’s to the GM/Chef’s discretion of how the meetings should be
scheduled.
A town hall meeting may occur when a Senior VP/Human Resources /Learning and
Development leader visits the operation. This will enable the staff to engage with Mina
Corporate. In these meetings it is typical that a local leader or supervisor is not present. The
goal is to receive unfiltered feedback from the team.
The team meeting and town hall meetings should be 45 to 60 minutes long and any issues
concerns and suggestions discussed.
Here are some suggestions for organizing the meeting:
□ Welcome the team and thank them for participating in the Monthly Meeting.
□ Offer snacks and refreshments
□ Briefly discuss the general state of the restaurant:
□ Financial statement
□ Direction for the approaching month
□ Review Yearly Goals
□ Plans for physical improvements
□ Plans for menu changes
□ Read guest letters, feedback, complements, etc. (recognize the team)
□ Congratulate for a job well done.
□ Review OSE and Uniform orders placed in recent months.
□ Go through service notes that you have taken throughout the month. (spend a lot of
time discussing in detail)
□ Time for Q&A. Always ask if everyone has the tools they need to accomplish their work.
□ Celebrate!
RESTAURANT REFRESH
Standard Operating Procedure Restaurant Refresh v.3
Objective:
In order for Mina Group to continually operate the best restaurants, it’s important to evaluate the
operations as a whole. While service, hospitality, food and beverage offerings are always a priority, there
are times that a refresh is necessary to reinvigorate a restaurant. The refresh will allow the corporate team
and restaurant team to work in unison towards refreshed menus, training and materials. All refreshes will
include pre, during and post refresh assignments in order to have the greatest impact. While this is a great
commitment, this commitment is certain to yield great results, both tangible and intangible.
Tool:
Scheduling a Refresh
1. Determine a time that works for both corporate and the restaurant
2. Designate corporate members to assist with the refresh training:
o Corporate Department Heads, Beverage Director, Corporate Sous Chef, Operations
Manager and President (when available) to be present for refresh
3. All refreshes will be a 5-day process
o One day of evaluation
o Two days of Manager SOP Training (no line-level staff)
o Two days of Guide to the Universe & SOP training (all staff day one, FOH only day two)
4. Staff training must be scheduled and attendance is mandatory
o Training needs to happen during the day time
o Restaurants that are open for lunch will need to close the books for 3-4 days
5. Once dates are selected, calendar invites need to be sent to corporate team and restaurant
team with designated training hours.
This will be done by Corporate Department Heads.
Pre-Refresh (Pre-Con)
1. Competitor Analysis
o A collection of data from local restaurants that are competitors to business
o Data includes: location, operating hours, menu price points for food and beverage,
happy hour, tasting menu, special programming, etc.
2. Menu Engineering Evaluation
o Review all menus to ensure the most effective format
3. Review Large Party Menus and Offerings
o Relevancy of menus
o Ensure offerings and pricing reflect a uniqueness that drives event business
4. Evaluation of the Reservation Grids
o The restaurant must maximize volume
o Grids (books) often times need ongoing adjustments based on business trends, turn times,
etc.
5. Understand the ‘Climate’ of the restaurant
o Tenure of leadership team
o Current staffing situation
o Repair & Maintenance
o OS&E Needs
6. Delegation of Tasks in Preparation of Refresh
o Updated Training Manuals (Guide to the Universe)
o Mina Group Book of Law (SOPs)
o PowerPoint Slides
 Includes Layer 1, 2, 3, and 4 of the Guide to the Universe
 SOPs
o Tests
 SOP Tests for Managers
 Guide, SOP, Food & Beverage Tests for line staff
o Server spiels to be reviewed and updated (if necessary)
o Updated matrices
 Food (including dessert)
 Cocktails
 Wines/Sake by the Glass
 Beers
o Recipe Exchange Audit
 Recipes current
 All dishes costed
 All current menus
 Ensure all staff is signed up for RX
Schedule
1. Day One
o Assess Execution of SOPs
o Evaluate operational standards
 Kitchen and Dining Room timing standards
2. Day Two
o All Manager SOP Training
3. Day Three
o All Manager SOP Training (continued)
4. Day Four
o All Staff Training (FOH & BOH)
5. Day Five
o All FOH Staff Training
 Sequence of Service
 Service Standards
 Team Member Daily Checklist
 Hospitality Rules
 Creating Fans
Follow Up
1. Plan on Action Post Refresh
o Any outstanding items that need to be followed through with
o An ongoing punch list will be created during the refresh week
 Any punch lists or outstanding items should be added to the Notes page of WMM
for review.
2. Post refresh Recipe Exchange Audit
o Ensure all menu changes, pricing, costing, etc are reflected on RX
SEVENROOMS ROLL OUT
Standard Operating Procedure SevenRooms Roll Out v.2
Empowering hospitality owners to create direct, meaningful and profitable guest relationships.
(sevenrooms.com)
VIEW THE SEVENROOMS GUEST JOURNEY:

SevenRooms_Guest Journey2 (1).pdf
BENEFITS OF SEVEN ROOMS:

o Better guest sharing capabilities than we’ve ever been exposed to, especially being
able to see the guest check from other venues.
o Ability to merge guest profiles (many of our VIPs have several profiles)
o POS integration far more advanced than Guest Center integration
o Operators (GMs, etc.) can view all live checks at any time
o Smarter system with fully understanding the inventory and capacity of the restaurant
o Easy to run reporting which otherwise we would have to get requested from OpenTable
(ex: where reservations are coming from)
o Booking widgets can live in multiple places (mm.net, FaceBook, Instagram, Google
Business Page, etc.)
o Not charged by volume. All bookings from michaelmina.net will now be made via a
SevenRooms widget at $0.00 per cover
o MGM Resorts is fully switching to SevenRooms and many other “heavy hitters” in our
industry (ex: Zuma)
o Our venues will still have availability on OpenTable in order to avoid losing the faithful
clients of that platform and to keep the exposure we currently possess on OpenTable. All
of those reservations will automatically import into SevenRooms.
o Upon the roll out, SevenRooms will import all historical data and VIPs in OpenTable to
SevenRooms.
PRE-ROLL OUT CHECK LIST:

ONE MONTH IN ADVANCE
o Determine venue operator (ex: General Manager) to own the process of the roll out from
start to finish.
o Determine roll out date with company VP and SevenRooms account manager.
o Order all necessary equipment for the host podium:
 iPad Pro- https://www.apple.com/shop/buy-ipad/ipad-pro/12.9-inch-display-
256gb-space-gray-wifi
 It is okay to purchase a refurbished iPad as you will only be running two
apps on it but whatever you are comfortable with. Feel free to shop on
Amazon or wherever you find the best deal but we highly suggest the
12.9" size. A majority of our outlets will only require one iPad just as they
only have on OpenTable terminal but for larger outlets it is advised to
order an additional smaller sized iPad in a sturdy case that can be mobile
and used for table checks and remote host desks. Remember, Seven
Rooms can be viewed from any desktop computer or mobile device so it
is not necessary to have an iPad for the office, kitchen, managers, etc.
 Printer- https://www.barcodegiant.com/epson/part-c31ce95012.htm
 iPad Stand- https://www.maclocks.com/imac-locks/space-ipadenclosure-all-in-
one.html
 Keyboard- https://www.amazon.com/Anker-Bluetooth-Ultra-Slim-Keyboard-
Devices/dp/B005ONMDYE/ref=sr_1_3?ie=UTF8&qid=1466020490&sr=8-
3&keywords=ipad+keyboards
o Inform central call center of the roll out date.
o Coordinate switchover to OpenTable Guest Center with OpenTable representative. The
switchover should occur on the morning of the roll out simultaneous with SevenRooms.
o Fill out POS integration form and restaurant set up form:
 Set Up Form
 NOTE: items on this form can be amended in the future, if necessary (ex:
amount of reservations allotted to OpenTable inventory).
 POS Integration Form
 NOTE: it will be necessary to work with Micros and/or IT to obtain all of the
information on this form. The form cannot be submitted until it is fully
complete. This process can take up to two weeks to obtain all of the
information so it is best to tackle it early on.
1-2 WEEKS IN ADVANCE
o Schedule all hosts to go through SevenRooms iPad Host training on a manager’s

computer while on the clock.
 SIGN UP HERE:
https://attendee.gototraining.com/16d86/catalog/1972513254058626048?tz=Am
erica/New_York
o Ensure all managers, including Group Dining manager(s), go through the SevenRooms
iPad Host training AND the web/reservation training.
 SIGN UP HERE:
https://attendee.gototraining.com/16d86/catalog/621367395149163520?tz=Amer
ica/New_York
o Set up Stripe account for all third party credit card authorizations and to activate the
ability to book special events, hold CCs and send our CC auth forms (holidays, wine
dinners, etc.) on SevenRooms.
 Stripe can be set up within each venue within Settings > Credit Cards. The venue
operator will need pertinent venue information such as the bank account
number and billing address.
o Add new Client and Reservation Tags.
 Tags can be customized within Settings > Client Tags and Reservation Tags
 There are two types of categories for tags. Global and Local. Global is for the
entire Mina group, and Local is for your restaurant only. If you are adding a tag
category, you will most likely always be making it Local.
 NOTE: ALL OF THE TAGS ARE SET FOR THE ENTIRE COMPANY. DO NOT DELETE OR
AMEND ANY OF THE EXISTING TAGS. IT IS RECOMMENDED TO CREATE A NEW
LOCAL CATEGORY FOR YOUR VENUE ONLY FOR VENUE SPECIFIC TAGS (EX: 49ER
INVESTOR AT BOURBON STEAK AND PUB). FOR ANY QUESTIONS / DESIRES TO
CHANGE SOMETHING FROM LOCAL TO GLOBAL OR VISE VERSA, PLEASE REACH
OUT TO SHELBY, YOUR SEVENROOMS REP AT SHELBY@SEVENROOMS.COM
o Add all managers and generic restaurant email address (ex:
reservations@stripsteakwaikiki.com) as users in SevenRooms under Settings > User
Accounts.
o Go into the Floor Plan Tab to ensure layout looks correct. Any changes, please email to
shelby@sevenrooms.com.
ROLL OUT CHECK LIST:
o Work with SevenRooms account manager and/or SevenRooms trainer to utilize Optimizer
to determine capacities on SevenRooms and OpenTable Guest Center.
 NOTE: The Optimizer will be shared with you during the roll out. These will be
specific to each outlet.
o Review all of the settings in SevenRooms to ensure accuracy.
 All users are signed up
 Key users have automated reports set up (ex: daily reservation report)
 Confirmation messages are accurate
 Reminder text message send times are set
 Floor plan is accurate
 All table combinations have been added
 Set up Access Rules for the OpenTable reservations and the booking widget
o Create Apple user ID to set up the iPad(s).
 NOTE: use the venue’s generic email address for this (ex:
reservations@stripsteakwaikiki.com)
o Install SevenRooms and OpenTable Guest Center apps from the App Store on the
iPad(s).
o Install Bluetooth chit printer and Bluetooth Keyboard at host podium and pair with
iPad(s).
 Note keyboard usually needs AAA batteries
o Visit the help website below for OpenTable Guest Center for any training needs
necessary to operate Guest Center on both the iPad and the desktop version at
guestcenter.opentable.com. Ensure all managers have log-ins to Guest Center by going
to Settings > Accounts.
ROLL OUT CHECK LIST:

MINA MARKETING TEAM
o MyCheck contract for the venue to be filled out (this is done pre-roll out).
 NOTE: This will vary per venue on who the signer would be. Consult with VP to
determine the signer.
o Work with SevenRooms account manager to activate booking widget on
michaelmina.net. Widget is customized within the Marketing Tab > Reservation Widget
settings.
 Instructions here- https://help.sevenrooms.com/hc/en-us/articles/360007824431-
How-to-Set-Up-Your-Widget-in-10-Minutes
o Activate the booking widget on all social platforms (FaceBook, Instagram, Google
Business Page, etc.)
 Instructions here - https://help.sevenrooms.com/hc/en-us/articles/360007719471-
Driving-Reservations-Setting-Up-Social-Media-Call-to-Actions
POST ROLL OUT FOLLOW UP:
o Be sure to have all managers of the venue download the SevenRooms app to their
phones.
o Utilize Resources and Best Practices below should any challenges arise or if any
assistance is needed.
o Work with SevenRooms account manager to determine if OpenTable allotment is
accurate for business demands.
 NOTE: This should be done about 2-4 weeks after activation.
o Ensure all hosts understand the SevenRooms platform and work with them to ensure they
feel comfortable with the system.
o Ensure all managers and hosts know how to input blocks in the Guest Center and
SevenRooms apps on the iPad, when necessary. Blocks can also be placed in the web
version of these platforms, as well.
o Perform an audit of your venue’s frequent VIPs to ensure the import from OpenTable was
complete and thorough. Notify SevenRooms if you notice there are VIPs who are
missing.
o Begin the process of becoming a “Follower” of VIPs in order to receive alerts via the
phone app of when VIPs book and/or arrive to the venue.
o Add your VP, Patric Yumul and Michael Mina as followers of all major VVIPs of your
venue.
 NOTE: This should only be 2-4 major key people, of course.
RESOURCES:
o shelby@sevenrooms.com Shelby Silverman, Customer Success Manager, Seven Rooms
o ilana@sevenrooms.com Illana Brown, Director of Client Management, Seven Rooms
o support@sevenrooms.com Generic help center, Seven Rooms
o akeeney@rn74.com Ashley Keeney, Seven Rooms Champion for Mina Group
o sweinbaum@opentable.com Steven Weinbaum, Supervisor in Restaurant Relations,
OpenTable (OpenTable Guest Center questions only)
BEST PRACTICES:
SevenRooms has a Training Website and Help Center that our teams can use to view guides and
one-sheeters on the most frequently asked questions.
o Training Website - https://learn.sevenrooms.com/
 Password - wegetguests
o Help Center - https://help.sevenrooms.com/hc/en-us
o Case Study: https://go.sevenrooms.com/rs/519-YNM-
008/images/CaseStudy_Altamarea_Group_OnePager%20%283%29.pdf
o OpenTable Guest Center Help -
https://support.opentable.com/s/guestcenter?language=en_US
INPUTTING BLOCKS
BLOCKS IN GUEST CENTER:
iPad Block

MINA Group: Book of Law

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BOOK OF LAW

Standard Operating Procedures

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 1

MINA GROUP CULTURE. VALUES & OTHER FANTASTICAL

SALES & MARKETING

□ Employee Onboarding ....................................................................................................................................143

We are all the custodians of our reputation and legacy.

“The difference between a successful person and others

BEST WISHES & WELCOME TO OUR TEAM!

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 3

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 4

THE MINA RECIPE

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 5

Joyful Passion with Determination and Dedication

Innovation and Discovery

Each Other (Team/Family/Community)

Change and Evolution

Precision with a Sense of Urgency

The Champion Spirit

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 6

We are authentic, soulful and delicious!

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 7

The story of “The Giving Tree” by Shel Silverstein

Orange represents enthusiasm, fascination, happiness, creativity,

Having a beginner’s mind allows us to always be mindful and present.

Being mindful and present is at the heart of hospitality.

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 9

Chess not Checkers

Disciplined practice soon becomes joy

Every Move Counts

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 10

Feedback is the Breakfast of Champions

Good is the enemy of great

Hope is not a Strategy

If you chase perfection, you can catch excellence.

Is the juice worth the squeeze?

Little Work, Little Gain

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 11

Move with Purpose

Perfect Practice Makes Perfect

Religion without Sacrifice

Slow down to speed up.

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 12

Start Fast and Finish Strong.

Take it to the hole.

The Paris Effect

The Spirit of Generosity

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 13

1. You must create and encourage an ATTITUDE and ENVIRONMENT of YES!

6. BE GRATEFUL to our guests and our team.

7. BE PASSIONATE about our guests, our team and our restaurant.

8. CREATE memories, PERSONALIZE the guest experience.

9. BE EFFECTIVE! BE ON TIME! BE PROFESSIONAL!

11. You must CULTIVATE an atmosphere where COMMUNICATION is welcomed and

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 14

20. SET CLEAR EXPECTATIONS for the team.

21. Constant FEEDBACK, COACHING, and MENTORING is essential in order to drive

26. Work to EXCEED local LABOR and HEALTH department STANDARDS.

27. WRITE THINGS DOWN and CREATE PUNCHLISTS.

29. KNOW and FOLLOW the SOPs.

33. Your ACTIONS must SUPPORT your INTENTIONS.

34. Create a spirit of CONTINUAL IMPROVEMENT.

MINA GROUP BOOK OF LAW | © 2017 THE MINA GROUPLLC 15

5. All Log Information filled out must be true and accurate.

c. Restaurant Notes: Each FOH Manager/Captain is responsible for writing notes at

h. Social Media and Data Base (new contacts):

6. Sending the log: