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Analysis of Traditional Menu Promotion Case Study: The City of Pagar Alam Samuel Hamonangan; Pelliyezer Karo Karo; gus Setiawan
Pusaka : Journal of Tourism, Hospitality, Travel and Business Event Vol. 4, No 2 August (2022)
Publisher : Politeknik Pariwisata Makassar, Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.33649/pusaka.v4i2.177

Abstract

This study compares traditional menu promotion efforts' expectations and reality in Pagar Alam, South Sumatra. The focus of attention of food and beverage industry players is customers and competitors. By generating and offering value to their customers, food and beverage industry players can bind a customer, a food and beverage player who has succeeded in presenting superior value. In order to achieve this goal, every industry player must be able to produce and deliver the goods and services desired by consumers, in this case, tourists, according to the needs and desires of these tourists. The data analysis method uses Important Performance Analysis (IPA) on primary data obtained from 83 consumer respondents. The results showed strategies to improve product branding to introduce and improve the specific menu products of natural fences so that tourists more widely knew them. The results showed that labeling was in quadrant D (low expectation and perception values) at an IPA value of 5.40.
Analyzing Profitability Ratios to Boost Culinary Menu Performance in Hospitality Business Development Samuel Hamonangan; Hanif Hasan; Muhammad Halfi Indra Syahputra
Jurnal Ekonomi, Manajemen Pariwisata dan Perhotelan Vol. 4 No. 3 (2025): Jurnal Ekonomi, Manajemen Pariwisata Dan Perhotelan
Publisher : Lembaga Pengembangan Kinerja Dosen

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.55606/jempper.v4i3.5208

Abstract

This study aims to analyze the financial performance of the steak menu at Butcher Steak & Pasta Palembang using three key profitability ratios: Gross Profit Margin (GPM), Return on Sales (ROS), and Return on Capital Employed (ROCE). The method used is descriptive quantitative, with data sourced from sales records and operating costs for the period May to July 2024. This data was strengthened through observation, interviews, documentation, and literature review, thus providing a comprehensive picture of the business's profitability. The results show an average GPM of 43.73%, indicating fairly stable gross profitability. However, this value is still below the industry standard of 75%, mainly due to the high cost of goods sold for key raw materials. This indicates the need for cost control strategies, such as price negotiations with suppliers or innovation in menu engineering to increase gross profit margins. The average ROS was recorded at 43.73%, more than double the industry standard of 20%. This achievement confirms that the restaurant's operations are running efficiently, with effective cost control, resulting in a high net profit from every rupiah of sales. Furthermore, the ROCE ratio averaged 127.57%, significantly exceeding the industry benchmark of 40%. This indicates that the capital used in restaurant operations has been utilized very efficiently and has generated significant returns. Month-to-month performance fluctuations were relatively small, with a slight decline in June and a rebound in July. Overall, this study reveals that while operational efficiency and capital utilization have been excellent, there is still room for improvement in gross profitability. These findings not only provide practical recommendations for restaurant management but also enrich the literature on profitability analysis in the hospitality and culinary sectors.