Food and beverage

 Review Food and Beverage outlets:

o Location.
o Decoration.
o Space and seating capacity.
o hours of operation.
o Review existing market for each outlet.
o Total potential.
o Which new segment should be targeted?
o Any special marketing and/or merchandising considerations.
o Condition of equipment in each outlet.
o Outlet menus:
 Menus of local competition.
 Competitive pricing structures.
 Special menu requirements.
 Co-ordination of new menus design by Graphic Designer.
 Schedule of printing contract.
 Any Generic menu requirements i.e.: content or design?
 Current guest check presentation.

 Goals and Objectives:

o Goals and Objectives for the launching period.
o Four-year plan of objectives.
o Marketing Plan.

 Food and Beverage Marketing:

o External promotional merchandising.
o Internal promotional merchandising.
o Known successful advertising campaigns.
o Public Relations campaigns.
o Competitive trends.
o Review existing Sales organization for the Food and Beverage department and if necessary
restructure.

 Entertainment:
o Possible joint entertainment programs.
o Local Agents.
o Previous and potential sponsorship opportunities.

 Food and Beverage

 Review all FF&E for quantities & condition
 Review job descriptions
 Review organization chart
 Review operation manual
 Menu drafts
 Drink list
 Market research
 Review all operating equipment
 Review all kitchen equipment
 Menu printing
 Pricing and costing
 Advertising need
 Banquet brochure
 Banquet menus
  Training program
 Training schedule
 F&B product standards
 F&B service standards

 List of forms
 Procedures for costing
 Review cleaning schedules
 Review costs & effectiveness of pest control
 Review quantities and quality of linen
 Review mini bar procedures and room stock
 Table to presentation
 Promotional calendar
 Operating hours
 Recipes cards
 Photo displays
 Outlets work schedules
 Review current outlets layout
 Market analysis for banquet
 Competition analysis banquet
 Produce list of all guest collateral material
 Review all uniforms
 Selection entertainers
 Review all rosters for F&B outlets
 F&B marketing plan

 Policies and Procedures

o Food and Beverage administration

o General concept
o Concept statements
o Organization charts
o Outlet operating hours
o Departmental morning briefing
o Food & beverage meeting
o Store requisition
o Food & beverage transfers
o Food & beverage inventory
o F&B food control
o Entertainment & entertainers
o Entertainment agreement
o Linen
o Flower ordering & storing
o Uniforms
o Grooming and personal hygiene
o Entertainment checks
o Lost checks
o Cash handling
o Cost control report
o Profit & loss report
o Staff clock – in report
o Daily revenue report
o Food accounting procedure
o Beverage accounting procedure
o Duty F&B manager
o Health inspections
 Kitchen
o Concept statements
o Organization charts
o Satellite kitchen organization
o Food handling
o Food preparation
o Storage & stock rotation
o Personal hygiene
o Grooming & uniforms
o Food transportation
o Equipment sanitation
o
 Food and Beverage outlets
o Concept statements
o Service concept
o Outlet opening
o Mise en place
o Outlet closing
o Table set-up reservation taking
o Equipment cleaning
o Buffet set-up
o Children service
o General service sequence
o Greeting guests upon arrival
o Menu presentation
o Food order taking
o Beverage order taking
o Wine order taking
o Selling by recommendation
o Carrying food from the kitchen
o Carrying beverages from the bar
o Food service
o Beverage service
o Wine service
o Buffet service
o Coffee and tea service
o Table clearing
o Guest farewell greetings

 Stewarding

o General organization
o Hygiene
o Dishwashers
o Pot washing
o Silver polishing
o Garbage collection
o Garbage area cleaning
o Receiving area cleaning
o Kitchen equipment cleaning
o Machinery cleaning
o Grease trap cleaning
o Floor cleaning
o Pest control
 o Public area cleaning
o Night cleaning

 Employee Standards

o The purpose for specifying standards for each department within the Hotel is necessary so that Employees know what
is expected and accomplished by the standard. The responsibility of the General Manager is to identify who, in the
organization, will be held accountable for the implementation and adherence to the Policies.

 Manning Guide

o Once performance standards have been established for all positions within the Hotel and all Job Descriptions have
been formulated the number of positions required for each specific area of the Hotel can be drafted. Each position
should be established in relation to the size and operational requirements of the area and finally reviewed in
conjunction with the Budget.

 COMPETITION ANALYSIS
 Are latest menus of competitors available.
 Has a competition file been opened
 Hours of operation of their outlets
 Entertainment policies of competition
 Uniforms styles and negative points of competition
 Competition hotel outlets service and reputation locally
 Competition price chart analysis
 Is the salary scale of competitors available
 Are future expansion of competition known to us
 Has Food and Beverage competitive analysis been done
 Local customer research (Focus groups)
 Develop of relaunching Food and Beverage marketing plan with menu marketing program
 Level of marketing plan with individual market programs and sales promotion and advertising budget
 Interface Food and Beverage marketing plan with overall hotel marketing plan
 Identity existing good personnel potentials
 Food and Beverage advertising strategy and budget
 Food and Beverage outlet elevator landing posters

 PERSONNEL
 Mission Statement
 Review working schedules
 Review salary scales for all staff in the department
 Review job requirements and (task lists for all staff)
 Review staffing titles and classifications for F&B key personnel list (including position related benefits.)
 Adjust corporate job descriptions for F&B dept. heads
 Adjust corporate job descriptions for sub-department heads and assistants(with corp. guidelines)
 Review daily productivity standards for each departments

 TRAINING
 Coordinate F&B training programs
 Set up communications / skills training meetings
 Wine training program for banquet extra labor sales staff
 Ensure training on handling of intoxicated guest and our legal obligations
 Ensure stewarding receives wash ware and equipment cleaning /handling procedures training program (with
chemical suppliers)
 Establish food and beverage library training tools, manuals and training programs, microfiche, food and
beverage trends, food and beverage training video etc.
 First aid course for food and beverage front of the house staff
 Beauty course for food and beverage female staff front of the house
 Familiarization manuals for all food and beverage department heads including mini training manual
 Training for all service staff outlet sub department heads including mini training manual
 Skills training manuals for outlets / kitchen / bars

 PROFIT BUDGET
 Covers average per outlet
 Prepare profit budget (including revenue projection capital and operating equipment)
 Finalize food and beverage manning guide payroll budget and productivity
 Evaluate and refine monthly revenue projection

 MENU DEVELOPMENT

 Research on local ethnic cuisine

 Develop menu concepts
 Plan Menu print specifications / quantities / delivery / final proof date (include mini bar menus)
 Review menu content proposal with hotel and area staff
 Draft recipes.
 Present and taste food and beverage menu items for hotel staff and start at chef’s table
 Present food and beverage items to local press, P.R. etc.
 Review menu prices through menu engineering
 Complete sample presentation and photography of each menu item
 Post all menu items photos in kitchen and bar accordingly
 Finalize official hotel outlet logos if changing with rebranding
 Designate a menu design firm
o obtain design proposal
o obtain detailed bid
o obtain a production schedule
 Obtain area office feedback on menu design
 copy draft
 Final draft
 Rough artwork
 Final artwork with mechanics
 Printing
 Receipt / delivery / storage / distribution
 Develop creative, exotic cocktails (including daiquiris, pitcher drinks) for the bar, all other outlets with one
signature outlet creation
 Establish wine by the glass
 Obtain wine list guidelines
 Quantities in short- and long-term stock
 Review beverage store capabilities
 Set-up sales promotion schedule with / liquor / beer rep’s for hotel wide promotions
 Estimate wine list delivery date
 Actual wine list delivery date
 Children menu
 Brunch menus and posters
 Individual matches
 Calendar (Flyer/ posters)
 Picnic / lunch boxes design for take out
 Mini box design for cookies / sweet giveaway
 Restaurant reservation cards / books (mailing list)
 Creation of low and no alcohol cocktails
 Develop F&B loyalty card program
 FOOD AND BEVERAGE AUDIT CHECK LIST

 Purchasing Procedures
 Are purchase requisitions used
 Is a purchase order used
 Are purchase record cards used
 Is an analysis of purchases used
 Is a receiving report used

 Staff Planning
 Are daily time sheets used
 Is a daily labor analysis in effect
 Are work schedule sheets prepared
 Are fringe benefits used
 Is labor control in effect
 Is an overtime analysis in effect

 Food Purchasing
 Are specifications used
 Is a purchase price comparison sheet used
 Is a daily purchase sheet and order sheet used

 Receiving
 Is a daily record of food purchases and issues used
 Is a credit memo used
 Is a memo invoice used
 Is a meat tag used

 Storage
 Is a refrigerator temperature book used
 Is a stores inventory book used
 Is a monthly inventory sheet used
 Is a food inventory turnover prepared monthly

 Issuing
 Are stores requisitions used
 Is an inter-department transfer used
 Is a daily food and beverage material control sheet used

 Potential Cost for Food and Beverage

 Are food test sheets used
 Are food master cost sheets used
 Are standard menu cost sheets used
 Are master beverage price lists prepared
 Are standard beverage pour costs prepared
 Are standard beverage recipe costs prepared
 Are food and beverage tally sheets used
 Are food and beverage sales and potential analysis prepared
 Is a monthly food and beverage cost percentage to sales prepared by food and by beverage controller

 Beverage
 Is a perpetual inventory used
 Is a daily record of beverage purchases and issues prepared
 Are liquor requisitions used
 Are pre-printed liquor requisitions used
  Are pre-printed wine requisitions used
 Are pre-printed bar food requisitions used
 Is a room beverage analysis prepared daily
 Is a beverage inventory turnover prepared monthly

 Banquet
 Is a chef checking banquet control sheets to control daily banquet food consumption.
 Is banquet beverage control used daily to control banquet consumption
 Are daily banquet food and beverage receipts prepared daily

 Food and Beverage Revenue

 Is control of guest check issuing in effect
 Are tips on control sheet and handled as cash
 Are promotion and staff checks separated daily and eliminated from revenue
 Does food and beverage cashier deal with room charges, city ledger, staff promotion, tips and cash
separately, daily
 Is food and beverage revenue audited daily at night to tie into daily reports
 Is continuity of guest checks for each food and beverage outlet performed daily

 PUBLIC RELATIONS TIMETABLE FOR HOTEL RELAUNCHING

 Three months to six months prior to relaunch

 Begin planning for relaunching ceremony. Determine the purpose of the ceremony. For example, if the purpose
is to get news media attention, your plan will be different than if your purpose is to impress travel agents, tour
operators, meeting planners and corporate travel personnel. Establish a budget. Take the size of the property
and the market it serves into consideration. Events should have a strong visual aspect and should be action-
oriented. They should not appear contrived. Ribbon cuttings are traditional but usually lack the creativity that
would make them interesting. Select a month in which the event will take place, the actual date will come later.
 Relaunch minus three months
 Select two-week time frames during which the relaunching ceremony is likely to fall.
 Relaunch minus two months
 Formalize relaunching plans. Celebration will not have to be on the actual day of first guest service. Consider
date for relaunch to avoid conflict with other local events. Hire musicians and other resources necessary to the
event planned.
 Prepare graphic materials, including background information, photos, press kits, rendering.
 Relaunch minus one month
 Select firm date for relaunch event, (if not yet made). Mail written invitations to elected officials, civic dignitaries,
and corporate executives. Plan media invitation list. Follow up with personal visit or phone call.
 Relaunch minus two weeks
 Continue to double-check arrangements. Fine tune. Finalize the events as much as possible. Invite news media,
provide background to appropriate columnists and trade publications. Follow up invitations with personal visit
of phone call. Begin scheduling individual executive interviews.
 Relaunch minus two days
 Dress rehearsal. Double check action events. Ensure that placement of dignitaries, bands, stunts, etc. fit
adequately on the site.

 launching Ceremony
.
 Program
 select VIP speakers
 Write VIP introduction
 Script outline for master of ceremonies
 Hostess to greet guests
 Sashes for hostesses, safety pins
 Rehearsal of program
 Tours, where, who is responsible
 tour guides, rehearsal
 Check for ceremony performers, if needed
 Music, meet with musicians, assign responsibility
 Who to supervise the gimmick
 Actual signal for the gimmick

 Facilities
 Speaker system, checked out, with technician to man it
 Platform with steps, carpet, drapes and flowers
 Props on platform, if needed
 Portable flooring if needed
 Seats, auditorium style, not too many, can set out extras

 Food and Beverage

 Menu
 How will lunch/dinner be set up? And where? Will it be buffet or sit-down
 Who is alerting catering as to RSVPs for set ups, etc.
 Enough seats for all guests
 Make sure all invited guests are seated before starting
 Table settings/centerpieces
 Room decor

 News media
 Media coverage invitations/alerts contact name
 Media registration table
 Who to man medial table
 Media kits, reviews, by whom
 Photo release signed by participating individuals if necessary
 Release and photos for area paper photographers
 Telephone follow-through with media
 Separate executive interviews with business sections of paper
 Our own photographer to cover, consider video coverage
 Post-luncheon interviews for owner executives
 Who to service media that did not show.

 Others
 Name tags made out in advance for RSVP and arranged in alphabetical order
 Blank name tags and felt - tip pens for others
 Pre-registered rooms for VIP guests
 Gift pack in each VIP room
 Welcome letter for guest in hotel
 New Brochure
 Souvenirs, when to give out, responsibility
 Personally check every VIP room
 Walkie-talkies
 Assignment of responsibilities list
 What have we forgotten?