CAMILLE ALYANNA C.

ARAZA IV- BSTM

CRUISE SALES AND MANAGEMENT MS. TALION

I. OBJECTIVES OF FOOD AND BEVERAGE CONTROL

The objectives of a food and beverage control system may be summarized as follows:

Analysis of income and expenditure: The analysis is solely concerned with the income and expenditure
related to food and beverage operations. The revenue analysis is usually by each selling outlet, of such
aspects as the volume of food and beverage sales, the sales mix, the average spending power (ASP) of
customers at various times of the day, and the number of customers served. The analysis of costs
includes departmental food and beverage costs, portion costs and labor costs.

Establishment and maintenance of standards: The basis for the operation of any food and beverage
outlet is the establishment of a set of standards which would be particular to an operation, for example,
a chain of steak house restaurants. Unless standards are set no employee would know in detail the
standards to be achieved nor could the employee ’s performance be effectively measured by
management. An efficient unit would have the set standards laid down in manuals often known as SOPs
(standard operational procedures) which should be readily available to all staff for reference.

Pricing: An important objective of food and beverage control is to provide a sound basis for menu
pricing including quotations for special functions. It is, therefore, important to determine food menu
and beverage list prices in the light of accurate food and beverage costs and other main establishment
costs; as well as general market considerations, such as the average customer spending power, the
prices charged by competitors and the prices that the market will accept.

Prevention of waste: In order to achieve performance standards for an establishment, targets are set
for revenue, cost levels and profit margins. To achieve these levels of performance it is necessary to
prevent wastage of materials caused by such things as poor preparation, over-production, failure to use
standard recipes, etc. This can only be done with an efficient method of control, which covers the
complete cycle of food and beverage control, from the basic policies of the organization to the
management control after the operation has been completed.

Prevention of fraud: It is necessary for a control system to prevent or at least restrict the possible areas
of fraud by customers and staff. Typical areas of fraud by customers are such things as deliberately
walking out without paying; unjustifiably claiming that the food or drink that they had partly or totally
consumed was unpalatable and indicating that they will not pay for it; disputing the number of drinks
served; making payments by stolen cheques or credit cards. Typical areas of fraud by staff are
overcharging or undercharging for items served and stealing of food, drink or cash.

Management information: A system of control has an important task to fulfill in providing accurate up-
to-date information for the preparation of periodical reports for management. This information should
be sufficient so as to provide a complete analysis of performance for each outlet of an establishment for
comparison with set standards previously laid down (e.g. budget standards).
ROLE OF FOOD AND BEVERAGE ONBOARD

Food and Beverages Department on board cruise ships takes care of all dining and wining requirements
of the passengers. Job positions in this department include Food & Beverage Director, Assistant Food &
Beverage Director, Restaurant Manager, Head Waiter, Bartender and Steward/Stewardess.

TYPES OF FOOD AND BEVERAGE SERVICES ONBOARD

 Full-Service Restaurants
 Catering and Banqueting
 Drinking
 Accommodation Foodservice
 Vending and Automated Foodservices

ROLE OF FOOD AND BEVERAGE MANAGER

 Supervise operation and handling of all food and beverage outlets for a galley area.
 Monitor and ensure fulfillment of company’s specified projects and maintain the regulatory
board of Public Health department for better output.
 Develop and ensure proper surveillance of food and beverage supply units using subsidiary
wings.
 Administer all food and beverage facilities and ensure optimal cleanliness and safety procedures
in efficient working.
 Assist various departments in the selection process and provide guidance to staff members
according to company’s rules.
 Monitor all local sanitation and healthcare systems to satisfy customers.
 Maintain an inventory for all food and bi monthly liquor.
 Analyze and utilize various management tools to update expenses and fix bi-weekly wages for
Food & Beverage Department.
 Perform regular investigation concessions and bars to standardize sanitation and janitorial
services plus direct closing of bars in time.
 Monitor and enhance efficient upkeep of storage by cleaning and sweeping away rotten food
stuff.
 Supervise all ensure the resolution of customer’s grievances in a systematic way.
 Prepare the weekly work schedule as per hotel requirements in assistance with restaurant
employees.
 Maintain efficient franchise hotel standards to provide restaurant facilities.
 Maintain personal records of working staff for restaurants and provide efficient maintenance.
 Maintain knowledge on all fire protection and preventive measures during an emergency.
 Ensure compliance to all company rules in pertinent areas.

CUSTOMER SERVICE SYSTEMS FOR CRUISELINES

Business Process Management (BPM)

Plays an important role in the Travel and Hospitality industry that assists Airlines, Hotels, Online Travel
Agencies (OTAs), Travel Management Companies (TMCs), Cruises and other related travel entities to
ensure consistent delivery of superior customer experience. An omnichannel approach is imperative to
build strong and lasting relationships with customers.

Travel Technology

In today’s world, technology and travel go hand in hand. Technology is redefining the way an individual
travel and thus is playing a pivotal role in transforming Airlines, Hotels, OTAs, TMCs, Airports, Car
rentals, and other related verticals. The proliferation of devices, rise of the connected traveler, and an
on-demand environment has soared the pressure on organizations to be agile, enhance productivity,
and reduce costs.

Digital Solutions

User Interface (UI) and User Experience (UX)

Travel and Hospitality industry has become extremely competitive. Companies are striving to attain
maximum mindshare to gain maximum wallet share of the customers. They have understood, to provide
an unforgettable experience and interaction to the travelers visiting their application or website that
eventually leads to sales, focus on UI and UX is paramount.

Robotic Process Automation (RPA)

In this rapidly changing business environment, leading Airlines, Hotels, Online Travel Agencies (OTAs),
and Travel Management Companies (TMCs) hoping to scale their business are met with the challenges
of increase costs and better operational efficiencies. The advancement in RPA is enabling a ‘digital
workforce’ to emerge and fill in the business gaps wherever necessary. Working in conjunction with
humans, the software bots are disrupting the way work is managed and executed.

Customer-Centric Social Media Services

Creating and managing personalized customer experience has become a key priority for Travel and
Hospitality companies. An integrated multi-channel service strategy helps travel companies deliver a
seamless and personalized experience to their customers.

Mobility Services for Travel and Hospitality

Smartphones have become the preferred channel for research, booking and post-travel activities for
travelers worldwide. In fact, the focus has shifted from basic functions to more complex functionalities
like m-commerce propelling deeper integration of mobile applications within a travel company’s
technology landscape. Mobility is shaping the way customer experiences are designed and delivered.

Travel Industry Analytics

From travel agencies to airlines, hotels and cruise companies to intelligent airports, information is the
key to stay ahead of the competition. With the increasing number of connected travelers, booming
popularity of social media and a smartphone in every hand, the amount of data generated has grown
exponentially. Transforming this data into actionable insights has become even more crucial than ever
for companies to drive growth.

STAGES OF DEALING WITH CUSTOMERS ONBOARD

The following best practices will require information from every point of contact with your customers
and will help you create a solid onboarding experience.

Understand Your Customer

You should know your buyer persona in-and-out, which will naturally translate to knowing your
customer. Make it a point to understand each unique obstacle, pain point, and challenge that your
customer faces, as well as their ideal solutions and outcome. This information will help you tailor their
onboarding experience and goals.

Set Clear Expectations

Before purchasing your product, your customer should know what to expect. Your sales process should
lay out the qualifying factors for using the product. This practice should carry into the onboarding
process as you reiterate the value that your product provides to your customers and prepare them for
potential setbacks or sticky points. That way when they hit a snag, they’ll be better prepared for it and
not give up so quickly.

Show Value
Before your new customer can get excited about your product, you need to reemphasize the value it will
provide for their unique case. Give them specific examples on how your product will address their pain
points. You should include a personalized touch here.

Stay in Constant Communication

After your initial welcome message, continue using email throughout the onboarding process to
complement any in-app tutorials and guides. At this point, email is probably your customer’s most
frequented communication medium. Once your product becomes indispensable, you can count on them
signing in on their own to view in-app notifications.

Create Customer-Centric Goals

Your customer’s goals and metrics will be unique to their situation. Allow them to define success, then
help them create measurable milestones to get there with benchmarks to hit along the way.

Seek to Impress
Your goal with every interaction is to create the same positive experience that made your customers
sign up for your product in the first place. Aim to deliver a stellar performance that your customers will
rave about and share with others.

Measure Your Success

Onboarding benefits your customer and your business. Gather customer feedback, identify friction
points, and track key metrics so you know what’s working and where to improve.
Useful Onboarding Tips
In addition to best practices, there are a few things that will make your onboarding practice a positive
experience for your customers.

 Make it a personalized experience. Each customer has a unique set of concerns. The more you
can tailor your solution to their needs, the easier it will be to achieve wins.
 Break everything down. Disseminate information slowly and selectively. Only ask a new user to
accomplish one task at a time and provide clear instructions on how to do it.
 Be with your customer every step of the way. Be available to your customers if they get stuck
or have trouble. It will make their onboarding experience better and allow you to see where
your process falls short.
 Celebrate the small wins. Acknowledge every milestone along the path to customer-defined
success to encourage a continued relationship.

DIFFERENCE BETWEEN SERVICE AND PRODUCT

1. Products are tangible – they are physical, you can touch, see, feel and smell them. Services are
intangible. Often part of the challenge of marketing services is creating tangible elements that
connect the consumer to the service brand.
2. Need vs. Relationship. Products tend to fill a need or want for the customer. Marketing services
is more often about building relationships and trust. When you buy a car, you leave with the car
and continue to see it and use it. When you leave your doctor’s office, you might not have
anything to take away from the transaction.
3. One vs. Many. Physical products usually come in many formulations. Clothes come in different
styles, colors, sizes. Dog food comes in different ingredient combinations. Services typically do
not offer multiple formulations. As a doctor’s visit is a doctor’s visit, whether you are going for
tennis elbow or diabetes. (You might choose different service providers, but the basic elements
will be the same.)
4. Comparing Quality. It is much harder for consumers to evaluate the quality of the service
received than the quality of a product purchase. If you buy an anti-dandruff shampoo and you
have less dandruff, it works. But did you lawyer draw up a good divorce for you? You might not
know until you get down the road (or back in court.)
5. It is much easier to return a product than a service, because a service is consumed as it is
offered. It can be done, but it is usually much harder for the consumer.
6. Every day that a service is offered and not consumed is lost forever. If I don’t sell my hotel
room tonight, I cannot ever sell it – it is gone forever. Products on the other hand have a longer
life. If I put a box of cookies on the shelf and don’t sell it today, I can still sell it for some period
of time beyond today.