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Plan by focus on menu All foodservice operations must
Menu focus on guests¶ wants, assess financial status
needs & preferences - Operating budget
Menu impacts operational factors - income statement / balance
- layout / equipment sheet / cash flow statement
- labor for production, service &
clean-up
- F&B products for purchase




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Marketing concerns Necessity for standard
Repeat business important to operating procedures
financial success - Purchasing / receiving / storing
/ issuing / pre-preparation /
preparation / serving / service

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Hotel Operations Management, 1/e ©2004 Pearson Education
Hayes/Ninemeier Pearson Prentice Hall
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Develop purchase specification
Step 1: Supplier selection
Purchasing correct quantities
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Evaluation of purchasing process

Development of receiving procedures

Step 2:
Completion of necessary receiving reports (e.g.,
 addressing financial and security concerns)

Effective use of perpetual & physical inventory systems

Step 3: Control of product quality

 Securing products from theft
Location of products within storage areas
Product rotation concerns
Step 4: Matching issues (issue & usage)
 Purchasing as inventory is depleted
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Step 5: Mise-en-place
Minimizing food waste / maximizing nutrient retention
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Use of standardized recipes
Step 6: Use of portion control
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 Requirements for food and employee safety

Timing of incoming F&B orders

Step 7: Portion control
 Revenue management concerns

Revenue control concerns

Step 8: Serving alcoholic beverage responsibly
 Sanitation and cleanliness
F&B server productivity
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Transferring some decision-making
responsibility and power to front-line
employees

Enhancing service to guests and

increasing profits for the organization

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Staff must be trained in standardized procedures.
Managers must provide clear direction to employees.
Managers must provide necessary resources.

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Profit amounts generated by restaurant F & B is relatively
easy to calculate.
The process of allocating revenues and expenses
applicable to F & B services in a hotel is more difficult.
Costs of F & B sales is generally higher in a restaurant
than in hotel.
Hotel¶s ³bottom line´ profit from F & B sales is likely to be
lower than a restaurant¶s.

Payroll costs (or fixed labor costs) are higher than in a

restaurant.
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Restaurants: locations easily accessible
*


#  to potential guests
 
 Hotels: locations most accessible to guests
desiring lodging accommodations

Restaurants: locations easily accessible

*


#  to potential guests


 Hotels: locations most accessible to guests
desiring lodging accommodations

For hotels, F& B service is viewed as an

 amenity or secondary
(sale of guestrooms is primary objective)

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Relatively few properties generate profits from room service
Why lose Very high labor costs
money? High expenses incurred for capital costs
- delivery carts / warming devices

Service to guests
Why - some guests select hotels based on room service availability
offered? Impacts hotel rating

High expenses incurred for capital costs

How to - Delivery
Offer hospitality carts
suite / warming devices
business
offset losses? Provide hosted events

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Less likely to oversee room service food quality
Quality Must offer products maintaining quality during
Concerns holding and transportation to guest room
(example: problems with omelet & French fries)

Cross- Advertising availability of other hotel services

Selling - dinner menu providing info about Sunday brunch

Language barriers for international guests

Menu - uses of pictures and multi-lingual menu descriptions
Language Clearly state ordering-requirements
- minimum order charges / mandatory tipping policies
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An inaccurate room service order cannot be corrected quickly.

A minor problem in room service may impact guest¶s perceptions about the
entire lodging experience.

Guest placing order / order taker / room service production-

service staff / room service staff
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Abbreviations should be clearly understood by order taker
and food production staff

Improving the accuracy of room service orders

$ 

 - electronic cash register (ECR) / point-of-sale terminal /
remote printer

+  Opportunities for upselling are overlooked

$ " Upselling increases guest check average
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Explaining procedures to retrieve room service items

Asking guests where room service meal should be set up

Presenting guest check and securing payment

Opening wine bottles (where applicable)

Providing an attitude of genuine hospitality

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Banquet menu has higher contribution margin.

- banquets frequently celebrate special events

Forecasting & planning production, service and labor are

relatively easy.
- formal guarantee is made
- less likelihood of overproduction of food with subsequent waste

Beverage sales from hosted or cash bars increase profit.

- capable of increasing alcoholic beverage sales

Increasing market share of the Increasing property¶s

community¶s banquet business profitability
Hotel Operations Management, 1/e ©2004 Pearson Education
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Upper Saddle River, NJ 07458

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Guest preferences
Ability to deliver desired quality products
Availability of ingredients required to produce the menu
Production / service staff with appropriate skills
Equipment / layout / facility design issues
Nutrition issues
Sanitation issues
Peak volume production / operating concerns
Ability to generate required profit levels
Hotel Operations Management, 1/e ©2004 Pearson Education
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Upper Saddle River, NJ 07458

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  Appetizers and pre-poured champagnes can be served by
service staff at a reception while guests stand.

 Quantities of food are pre-arranged on a self-service line;

guests pass along the line and help themselves

   Platters and bowls of food are filled in the kitchen and
   ! brought to guests¶ tables

  Meals are prepared or finished at tableside by service staff:

(e.g., tossing Caesar salad / flambéing entrée)

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 Production staff plate food in the kitchen; service staff bring it
to the table to place individual portions on guests¶ plates

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 Production staff pre-portion food on plates in kitchen; service

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! staff serve to guests
Hotel Operations Management, 1/e ©2004 Pearson Education
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Upper Saddle River, NJ 07458

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 Collecting cash or a ticket when each drink is sold

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Charging on a by-bottle basis for each bottle consumed /

 

opened

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 Charging a specific price for beverages based on attendance

 at the event

Charging the host a specific price for each hour of beverage


 

service

 Using hours of beverage service;


 charging number of drinks / hour X number of guests

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Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458

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Determined by : Becomes critical when:
number of expected guests the same room to be used
local fire safety codes / same day for different
ordinances functions
types and sizes of tables, $#
 when large evening event
chairs, other equipment 
 precedes following day¶s
number of seats per table 
 large breakfast event in
same room
required space for aisles, dance
floors, band stands, other
entertainment, head tables, etc.
reception / buffet tables

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Last date that banquet space will be held without signed contract

Time by when a guarantee of attendance must be received

Cancellation policies

Guarantee reduction policy

Billing: amount & schedule for guest payment

Information about service of alcoholic beverages

Other information applicable to specific event
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Responsible service & consumption of alcoholic beverage is an

integral part of the responsibility of all F & B managers in all
types of operations.

Train for all staff in the hotel (i.e. including non-F&B positions,
e.g. front desk, housekeeping, maintenance and/or security
staff ) to recognize and respond to visible signs of guests¶ (non-
guests¶) intoxication.

Develop and implement ongoing training for responsible service

of alcoholic beverages.
Hotel Operations Management, 1/e ©2004 Pearson Education
Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458