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I N T H I S J U L Y 2 0 0 9 F I R S T E D I T I O N
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®
FOOD AND BEVERAGE OPERATIONS
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ii
CONTENTS
CONTENTS
page
INTRODUCTION
How to use this Study Guide iv
Syllabus viii
The exam paper xi
Other titles in this series xi
PRACTICE EXAMINATION
Questions 221
Answers 231
BIBLIOGRAPHY 243
INDEX 247
iii
FOOD AND BEVERAGE OPERATIONS
Recommended approach
(a) To pass you need to be able to answer questions on everything specified by the syllabus. Read
the Study Guide very carefully and do not skip any of it.
(b) Learning is an active process. Do all the activities as you work through the Study Guide so you
can be sure you really understand what you have read.
(c) After you have covered the material in the Study Guide, work through the questions in the
practice exam at the back.
(d) Before you take the real exam, check that you still remember the material using the following
quick revision plan.
(i) Read through the chapter learning objectives. Are there any gaps in your knowledge? If
so, study the section again.
(ii) Read and learn the key terms.
(iii) Read and try to memorise the summary at the end of each chapter.
(iv) Do the self-test questions again. If you know what you're doing, they shouldn't take long.
This approach is only a suggestion. You or your college may well adapt it to suit your needs.
Remember this is a practical course.
(a) Try to relate the material to your experience in the workplace or any other work experience you
may have had.
(b) Try to make as many links as you can to other CTH papers that you may be studying at the
moment.
Believe in yourself
Yes, there is a lot to learn. Yes, it is a challenge. But thousands have succeeded before and you
can too.
iv
INTRODUCTION
The objectives and topic list of each chapter put the material in context.
Take notes.
Answer the questions in each chapter. You will practise your written communication
skills, which become increasingly important as you progress through your CTH exams.
Draw mindmaps. The chapter summaries can be a good starting point for this.
Chapter summaries draw together the key points in each chapter. Use them to recap
each study session.
The self-test questions are another review technique you can use to ensure that you
have grasped the essentials.
Go through the examples and illustrations in each chapter a second or third time.
v
FOOD AND BEVERAGE OPERATIONS
BPP Learning Media’s Learning to Learn Accountancy book helps you to identify what
intelligences you show more strongly and then details how you can tailor your study process
to your preferences. It also includes handy hints on how to develop intelligences you exhibit
less strongly, but which might be needed as you study for your professional qualification.
Are you a theorist or are you more practical? If you would rather get to grips with a
theory before trying to apply it in practice, you should follow the study sequence on page
(vii). If the reverse is true (you like to know why you are learning theory before you do
so), you might be advised to flick through Study Guide chapters and look at examples,
case studies and questions (Steps 8, 9 and 10 in the suggested study sequence) before
reading through the detailed theory.
Hours
Remember that this is only a rough guide. Some of the chapters in this book are longer and
more complicated than others, and you will find some subjects easier to understand than
others.
STEP 4 Implement
Set about studying each chapter in the time shown in box C, following the key study steps
in the order suggested by your particular learning style.
This is your personal study plan. You should try and combine it with the study sequence
outlined below. You may want to modify the sequence a little (as has been suggested
above) to adapt it to your personal style.
vi
INTRODUCTION
Step 1 Look at the topic list at the start of each chapter. Each topic represents a section
Topic list in the chapter.
Step 2 Proceed methodically through the chapter, reading each section thoroughly and
Explanations making sure you understand.
Step 3 Definitions can often earn you easy marks if you state them clearly and correctly
Definitions in an appropriate exam answer
Step 4 Take brief notes, if you wish. Avoid the temptation to copy out too much.
Note taking Remember that being able to put something into your own words is a sign of
being able to understand it. If you find you cannot explain something you have
read, read it again before you make the notes.
Step 6 Study each one, and try to add flesh to them from your own experience. They are
Discussion topics designed to show how the topics you are studying come alive (and often come
unstuck) in the real world.
Step 8 Check yours against ours, and make sure you understand any discrepancies.
Answers
Step 9 Work through it carefully, to make sure you have grasped the significance of all
Chapter summary the key areas.
Step 10 When you are happy that you have covered the chapter, use the self-test
Self-test questions to check how much you have remembered of the topics covered and to
questions practise questions in a variety of formats.
Step 11 Either at this point, or later when you are thinking about revising, make a full
Question practice attempt at the practice exam.
Moving on...
However you study, when you are ready to start your revision, you should still refer back to this Study
Guide, both as a source of reference (you should find the index particularly helpful for this) and as a
way to review (the chapter summaries and self-test questions help you here).
And remember to keep careful hold of this Study Guide – you will find it invaluable in your work.
More advice on study skills can be found in BPP Learning Media's Learning to Learn
Accountancy book.
vii
FOOD AND BEVERAGE OPERATIONS
Syllabus
DIPLOMA IN HOTEL MANAGEMENT
DHM 102: Food and Beverage Operations
Description
The aim of the Food and Beverage Operations module is to provide students with an understanding of
the operational and supervisory aspects of running a food and beverage operation for an international
clientele in a range of establishments. To encourage an appreciation of the origins of such systems and
to understand the various factors involved in meeting customer needs. Students will gain an
understanding of food and beverage and its service in a variety of styles of restaurant and
establishments and they will have sufficient knowledge to produce a broad plan for specified food and
beverage operations.
Demonstrate knowledge of the key functional areas of the food and beverage operation.
Describe the kitchen operation including food production systems, methods of cookery, kitchen
layout and commodities.
Demonstrate the different methods of purchasing and food storage.
Examine the appropriateness of the different methods of food and beverage service to manage
customer expectations.
Develop and plan menus according to customer requirements.
Describe the different types and requirements of banqueting functions.
Syllabus Chapter
Introduction to food and Restaurant concepts and types of outlets; banqueting, 1
beverage operations fast food, hotel, industrial, outside catering,
institutional, in-flight, restaurant, public house and
transport catering.
Typical organisation structures and job titles in kitchen,
restaurant and banqueting departments.
Food production operations Food production systems including traditional, 2
centralised, cook-chill, cook-freeze and sous vide. The
suitability of these systems to the operation. Methods
of cookery. Kitchen layout and equipment.
Commodities: food and non-food.
Purchasing and storage of The policies and procedures for purchasing of food and 3
goods non-food items for a hospitality operation.
The use of standard purchasing specifications and other
recognised standards/brand names when ordering both
food and non-food items.
The correct storage of commodities. The security
aspects of storing high value items.
Procedures for the issuing of stock items, including all
records kept, and checks on the use of commodities.
viii
INTRODUCTION
Food service systems Methods of food service, silver service, plate service, 4
buffet, counter service, room service, self service,
assisted service. Suitability and cost of service styles.
Meeting and managing customer expectations. Staff
skill levels. Preparation and layout of food service
operations.
Production and sale of non- Preparation and layout of beverage service, service of 5
alcoholic and alcoholic alcoholic and non-alcoholic beverages and hot
beverages beverages. Beverage menu and wine list.
Menu planning Menu structure and trends. Factors affecting the 6
compilation of menus, menu development. Catering for
customer requirements and trends in modern diets.
Providing excellent customer Employee attitude, personal appearance, hygiene 7
service in food and beverage practices. Attentiveness, body language, effective
operations. communication, team work, attention to detail.
Banqueting and functions Types of events, planning, organising and costing of an 8
event. Menu and service styles. Health, safety and
hygiene considerations. Staffing the event. Evaluation.
Assessment
This module will be assessed via a 2½ hour examination, set and marked by CTH. The examination will
cover the whole of the assessment criteria in this unit and will take the form of 10 x 2 mark questions
and 5 x 4 mark questions in section A (40 marks). Section B will comprise of 5 x 20 mark questions of
which candidates must select and answer three (60 marks). CTH is a London based awarding body and
the syllabus content will in general reflect this. Any legislation and codes of practice will reflect the
international nature of the industry and will not be country specific. International centres may find it
advantageous to add local legislation or practice to their teaching but they should be aware that the CTH
examination will not assess this local knowledge.
Further guidance
Recommended prior learning: There is no required prior learning however students must have
successfully completed formal education to 18 years old or equivalent and an interest in Food and
Beverage is essential.
Resources
It is strongly recommended that visits to organisations within the hospitality industry are undertaken to
experience Food and Beverage Operations first hand. It is also highly desirable to organise a programme
of guest speakers to add currency and vocational relevance. Learners need access to library and research
facilities which should include some or all of the following;
ix
FOOD AND BEVERAGE OPERATIONS
Key text
Food and Beverage Operations CTH Study Guide (2009), BPP Learning Media ISBN 9780 7517 7790 1.
Supporting texts
Bode, W (2000), European Gastronomy, (Hodder and Stoughton), ISBN 19020340578.
Ceserani, V; Kinton, R and Foskett, D (2004), Practical Cookery, (Hodder and Stoughton),
ISBN 03407811471.
Kinton, R; Ceserani, V and Foskett, D (2007), The Theory of Catering, (Hodder and Stoughton),
ISBN 0340939265.
Lillicrap, D; Cousins, J and Smith, R (2006), Food and Beverage Service, (Hodder and Stoughton),
ISBN 0340905241.
Useful organisations
Websites
www.bha-online.org.uk British Hospitality Association
www.caterer.com Caterer and Hotelkeeper
www.cateringnet.co.uk The Catering Net
www.hcima.org.uk Hotel and Catering International Management Association
www.hospitalitynet.nl Hospitality Net
www.htf.org.uk Hospitality Training Foundation
www.maff.gov.uk Ministry of Agriculture, Fisheries and Food
www.wset.org.uk Wines and Spirit Educational Trust
CTH will always answer any questions from the centre’s Head of Department either by e-mail or by
phone.
This module should be based on the syllabus and the supporting BPP Learning Media CTH Study Guide.
x
INTRODUCTION
xi
FOOD AND BEVERAGE OPERATIONS
xii
CHAPTER 1
Chapter objectives
In this chapter you will learn to
Present the key characteristics, objectives and challenges of the sector
Detail the diverse structure and scope of the sector
Explain the complexity of classifying the sector
Describe and evaluate the characteristics and aims of a range of different types of food and beverage
operations
Topic list
Introduction to the food and beverage sector
Management options in food and beverage: main approaches
Commercial and non-commercial food and beverage operations
1
FOOD AND BEVERAGE OPERATIONS
1. Purchasing
8. Consuming 2. Receiving
7. Serving 3. Storing
6. Cooking 4. Issuing
5. Preparing
In addition to these aims the following table details the main challenges of the hospitality industry and
the food service sector.
Challenge Description
Intangibility A large part of the food and beverage product is made up of intangible
elements such as service and ambience.
Simultaneous The unique nature of the hospitality product is that, in most cases, the
production and product is produced and consumed simultaneously, whereas for most
consumption manufactured goods they are produced in one place then transported and
consumed in another. In some situations, such as outside catering,
however, the product is consumed in another location. In most hospitality
situations, customers must come to the place where it is produced to
consume'. This inseparability makes mass production difficult as it would
require large amounts of customers and producers in one place which
would cause environmental, social, cultural and economic problems.
2
1: INTRODUCTION TO FOOD AND BEVERAGE
Heterogeneity Each service experience is different; service delivery can vary in the same
organisation due to different producers and different consumers with
varying needs and requirements. Manufacturing goods seldom change with
producers and consumers.
Perishability The food and beverage product, as with most service industries, is highly
perishable. This means that certain products such as restaurant seats and
hotel rooms cannot be stored. If we do not sell a restaurant table tonight
we lose the revenue, whereas if a television is not sold today, it can be
stored and sold another time.
Ownership When purchasing a hospitality product the consumer only owns that
product for that period of time.
Imitation is easy Service process is easily observed by competitors and so leads to copying.
No patents.
Seasonality Many restaurants operate in different seasons and so this creates many
challenges for operators in relation to staffing and expenses.
External variables The industry is faced with many external variables that can impact the
running of the business. Examples include changes in political, economic,
social, technological, legal and environmental externalities.
F O R D I S C U S S I O N
Looking at the challenges in the table above, discuss how food and beverage operators can manage
these challenges with the view of providing better service and achieving desired profits.
3
FOOD AND BEVERAGE OPERATIONS
'The industry is an integral, essential contributor to national, regional and local economies'.
Foskett et al. (2004)
The hospitality industry in the UK employs 1.7 million people, about 6% of the total working population.
British Hospitality Association
In 2005, five billion meals were consumed in UK restaurants, fast food, cafes/takeaways, pubs, hotels
and throughout the leisure sector. Horizons Food Service Intelligence
Seventy per cent of restaurants are owner-operated. In 2005 there were an estimated 56,000
restaurants in the UK. The British Hospitality Association (BHA)
Website: British Hospitality Association http://www.bha-online.org.uk
A C T I V I T Y 1 4 5 m i n u t e s
Conduct some desk research and compare the above statistics with those of the food and beverage
sector in your city.
4
1: INTRODUCTION TO FOOD AND BEVERAGE
A C T I V I T Y 2 3 0 m i n u t e s
Apart from the basic hunger needs, draw a spider diagram detailing the many other reasons why people
eat out in food and beverage operations.
Food provenance – the idea that consumers are now much more interested in where the food on their
plates comes from.
Food sustainability – means improving the way we produce, source and consume food to benefit
growers, manufacturers, suppliers, businesses and consumers.
Home meal replacement – meals that are just for reheating for immediate consumption.
Organic food and beverage – food that is natural and free from chemicals or additives.
5
FOOD AND BEVERAGE OPERATIONS
6
1: INT
TRODUCTION TO FOOD AND
D BEVERAGE
Food and
d Beverage
outtlets
Co
ommercial Non Comme
ercial
T
Travel In-house
Hotels Schoo
ols
caatering caterer
Re
estaurants and
d Univerrsity Contract
C
Clubs
snack bars catering caterer
Fast
F food and Institutional The miliitary
take away and employee
e servicces
catering – contract
caaterers
Prisons
Fu
unction
and
even
nt catering
7
FOOD AND BEVERAGE OPERATIONS
Restaurants
Welfare catering (bistros, brasseries, Supermarkets - food
hospitals, healthcare, coffee shops, cafeterias, retail Employee dining Outside catering
prisons, military wine bars, public houses, (Food to go)
roadside restaurants)
Themed restaurants
Cafes and
Private clubs Street vendors Fine dining (Hard Rock Café,
sandwich bars
Planet Hollywood)
Leisure
Fast food chains Accommodation Takeaway
(museums, theme
(McDonalds, Subway, (hotels, motels, guest Conference centres (kiosks, fish and chips,
parks, theatres,
KFC, Wendy’s) houses, hostels ) snack bars)
cinemas)
F O R D I S C U S S I O N
How do these options compare with what is available in your city. Are there any differences?
Self-operated
Franchise agreement
Management contract
Outsourced
2.1 Self-operated
In this situation the owner or organisation manages the operation themselves. This could be either a
small, large or franchised situation.
8
1: INTRODUCTION TO FOOD AND BEVERAGE
As an example of franchising, Figure 1.5 uses McDonalds to explain and evaluate the concept.
A C T I V I T Y 3 6 0 m i n u t e s
A meeting is about to take place between a food service organisation and a potential franchisee. Write
down a list of questions that both parties should be asking during the meeting. The exercise could be
developed further with the two groups role-playing the meeting and asking the pre-planned questions.
This web link provides information on franchising opportunities with fast food corporation – McDonalds.
http://www.mcdonalds.com/content/corp/franchlanding.html
9
FOOD AND BEVERAGE OPERATIONS
E X A M P L E
In Figure 1.6 Hilton Hotels has been used to explain the concept of management contracting.
2.4 Outsourcing
Outsourcing is a relatively new trend in food and beverage. Increasingly, hotels are realising that hotel-
run restaurants are in some cases unprofitable. The reason for this is that many residents prefer to dine
in food and beverage branded outlets that are known to them. In response to this, a new and emerging
trend with some hotels is to form a partnership with a restaurant brand that would operate from a
designated area within the hotel. This trend is also being seen with bar and coffee chains operating
within hotels.
Restaurant chains – businesses that have a similar theme running throughout the operation.
10
1: INTRODUCTION TO FOOD AND BEVERAGE
E X A M P L E
An hotel coffee bar is called 'The Coffee Bean' and is under-performing and losing money. Some of the
ongoing costs include staffing, training, equipment maintenance, utilities, space and food and beverage.
They identify that many of the customers are actually leaving the hotel and visiting the local Costa Coffee
nearby. The hotel decides to close their coffee bar and outsource this space to another coffee chain.
http://www.litchfieldbeach.com
11
FOOD AND BEVERAGE OPERATIONS
A key element in this type of outsourcing is that both partners must have the same target market.
A C T I V I T Y 4 O n g o i n g
Visit some different categories of hotels in your city. Consider different matches of their ongoing food
and beverage outlets with potential chained or branded companies.
F O R D I S C U S S I O N
Is restaurant outsourcing in hotels the future?
F O R D I S C U S S I O N
How do hotels find the right outsourcing partner, what are the considerations and what research should
be done?
Commercial Non-commercial
Commercial food service – the primary aim of a commercial food service operation is to maximise
profits through their sale of food and beverages.
12
1: INTRODUCTION TO FOOD AND BEVERAGE
Note. Accommodations located in specific areas, such as resorts and city centre properties, also have
different food and beverage outlets. For example, a resort would be likely to feature a pool bar and
beach side restaurant. City centre properties tend to feature more formal concepts, catering to the busy
corporate executive.
13
FOOD AND BEVERAGE
E OPERATIONS
Assisstant Food
and Beverage Executive Che
ef
M
Manager
Food and
Beverage Sous Chef
coordinator
Restaurant Conferen
nce and Coffee Shop
Bar Manager Banqueeting Chief Steward
Manager Manager
Manaager
Restaurant Conferen
nce and Room Service
R
Bar Team a Mini Bar
and Kitchen Team
T
Teaam Banqueeting
Team Manager
Room Service
R
Team
Sou
urce: http://ww
ww.buckingha
amhotel.com
Fi
Figure 1.9: Floo
or plan of apa
artment hotel
d in Figure 1.9
As illustrated 9 the custome
er has separate
e space for sle
eeping, dining and food preparation.
14
1: INTRODUCTION TO FOOD AND BEVERAGE
Coffee shop The coffee shop is normally one of the largest outlets in Open from Buffet: breakfast, lunch
the hotel. breakfast and dinner
Busiest: Breakfast, evenings and weekends. through to Basic á la carte menu
Food offered tends to be a mix of local and international dinner. Some throughout the day
dishes. hotels offer a 24- Lunch and dinner
hour coffee Table d hôte (set
Customers tend be a mix of in-house residents and
shop. menu)
locals.
Restaurant Most 4- or 5-star hotels will normally feature a specialist Lunch and À la carte
restaurant offering a specific theme or concept. dinner. Wine list
Busiest: Evenings, weekends and special occasions
(ie Valentines and holidays).
Food offered could be Chinese, Japanese, Middle Eastern
or any other international theme or concept.
Customers tend be a mix of in-house and local residents.
Fine dining Some hotels would feature a fine dining restaurant. Very Mostly evening À la carte, wine and
high quality food, beverage and service in a comfortable service only drinks list, cigar list,
and professional environment. (some liqueur trolley
lunchtimes)
Bar Hotel bars are sometimes attached to hotel coffee shops Midday to late Bar snack menu
or can be independent and in a different location within Drinks list
the hotel. Cigar list
Busiest: lunchtimes, evenings and on weekends. Some
bars offer live music and feature television sports, which
can attract customers.
Customers tend be a mix of in-house residents and
locals.
Lounge Most hotels would normally offer a lounge seating area Throughout the Hot and cold
either close to reception or in another part of the hotel. day Beverages
Snack menu
Afternoon tea or
desserts
Executive Nowadays, most 4- and 5-star hotels feature an Throughout the Complimentary
lounge executive lounge to exclusively accommodate business day beverages, evening
guests. snacks and à la carte
breakfast.
15
FOOD AND BEVERAGE OPERATIONS
Conference The Conference and Banqueting facilities normally When booked Delegate meal
and comprise of rooms of different sizes to accommodate packages
Banqueting varying types of events and numbers. Some hotels may Banquet menus
just have a few small meeting rooms, while others may Wine and drinks list
have large scale ballrooms.
Busiest: Religious holidays, wedding and conference
season.
Customers tend be a mix of in-house residents and
locals.
Outside When a hotel or food and beverage operation produces When booked Conference and
catering and or delivers food and beverage to an event/service Banqueting or bespoke
outside the normal premises. menu
Room service Room service is the delivery of food and beverages to 24 hours Room service
customers in their hotel room. Room service also has the À la carte menu
responsibility of pre-delivering complimentary food and
beverage amenities to the room, such as chocolates, fruit
baskets and champagne.
Mini bar Mini bars are located in the hotel room and feature a Mini bar menu
combination of cold snacks, alcoholic and non-alcoholic
beverages. Mini bars are maintained by either room
service or a staff member from Housekeeping. Customers
pay on departure.
Employee Hotels normally provide an in-room dining facility for Breakfast, lunch Buffet, cafeteria and
dining employees. Most hotels offer this free of charge to and dinner. Food vending options
employees. It can be managed either by the Human themes should
Resources Department or Food and Beverage. In some reflect the
situations it can be outsourced. workforce's
needs.
Complimentary food and beverage – food and beverage that is consumed by customers but is free
of charge.
16
1: INT
TRODUCTION TO FOOD AND
D BEVERAGE
F O R D I S C U S S I O N
Look at the different food and beverage
e departmentss in a 4- or 5-sstar hotel.
1. Using
g a Pie chart draft
d the revenue contributtion for each revenue
r centre
e.
2. Which contributes most, and lea
ast, and why?
3. Doess this change throughout
t the
e day, month or year, or is it static?
4. Discu
uss which food
d and beverag
ge areas are most
m profitablle and why?
? ?
?
A C T I V I T Y 5 6 0 m i n u t e s
The themed restaurant wiithin the hotell is failing to attract
a custome
ers. As the Re
estaurant Supeervisor, the
Food and Be everage Directtor has asked you to come up u with ten ideas each on hhow to increasse
reservationss from:
1. In-ho
ouse residentia al customers.
2. Exterrnal, local custtomers.
17
FOOD AND BEVERAGE
E OPERATIONS
Mainte
enance
Human
Housekeepin
ng
Resources
Sale
es and Food
d and
Security
Marrketing Beve
erage
Reception Accounts
Conccierge
Figure 1.11:
1 Food an
nd beverage reelationship witth main hotel departments
d
A C T I V I T Y 6 O n g o i n g
Complete the gaps in the diagram below w by considerring other wayys that the foo od and beveragge
department works with th he other deparrtments within n the hotel. Thhis could be doone through either
e
researching books, visiting
g a hotel or diiscussing it witth your hotel employer
e or te
eacher.
→ Housekeep
ping Food and beverage lin
nen
Food and beverage un
niforms
Cleaning
g of food and beverage area
as
Food and beverage in
n bedrooms
Provision
n of fresh flora
al arrangemen
nts for food
and bevverage outlets
→ Reception ?
?
?
18
1: INTRODUCTION TO FOOD AND BEVERAGE
→ Maintenance ?
?
?
→ Accounts ?
?
?
→ Security ?
?
?
Another method of organising food and beverage within a hotel is given in Figure 1.12.
Front of house A front of house department is a department that is visible to the customer.
Back of house A department that is not visible to customers. (Now sometimes referred to as
'Heart of House').
Support centre A support centre is a department that supports revenue generating areas, such
as the kitchen and stores.
Revenue centre A revenue centre is a department that generates revenue or sales directly, such
as the restaurant or bar. Another way of thinking about it is any area that has a
point of sale register or till.
Revenue centre
Restaurant
Coffee shop
Bar
Lounge ?
C&B
Front Back
of of
house house
Kitchen
? Stores
Purchasing
Dispense Bar
Stewarding
Support centre
A C T I V I T Y 7 1 0 m i n u t e s
Which other departments may fall into the areas with a question mark?
19
FOOD AND BEVERAGE
E OPERATIONS
3.3 Indepen
ndent resttaurants (small/m
( medium en
nterprise – SME)
Independentt restaurants make
m up a huge part of thee food and bevverage industrry, almost 70% %, and are
often dynam mic and varied. An independ dent restaurant is an individual trading enntity, and in most cases
the unit is managed
m by th
he owner. Figuure 1.13 outlines the basic structure
s of an
n independent restaurant.
These restau urants could be
b themed, eth hnic, have a variety
v of serviice methods such as self-service,
cafeteria, take-away, sit down
d or drive--through. Theyy rely heavily on passing tra
ade and word of mouth
advertising.
Restaurant
Manager/Ownner
Restauraant
Head Chef
Supervissor
Restaaurant Bar
K
Kitchen team
teaam Supervisor
Fig
gure 1.13: Typ
pical organisattional chart off a small indep
pendent food aand beverage organisation
Note: As the team is mucch smaller, ma
any of the possitions overlap.
Opportunitties Challenges
s
Be your own
o boss Difficulty in finding a ssource of invesstment
The own
ner chooses the location, me
enu and capital be
ecause of havving no establisshed
supplierss reputatio
on
A C T I V I T Y 8 4 5 m i n u t e s
You are conssidering openiing a restaura
ant in your tow
wn. Create a te
en-question qu
uestionnaire for
f local
residents to complete to help
h you in your research. Consider
C what questions youu would ask th
hat would
help you.
20
1: INTRODUCTION TO FOOD AND BEVERAGE
F O R D I S C U S S I O N
You have a meeting scheduled with your bank manager as you want to open a restaurant of your own in
your town. Consider the following:
Source: http://kyspeaks.com
Source: http://www.cix.co.uk
Website: http://www.hardrock.com
21
FOOD AND BEVERAGE OPERATIONS
Source: http://spinshell.tv/city/cityguide
Gastro Pub – a British term for a public house which focuses on high quality food.
Note: although franchises are normally associated with chains, a chain property is not necessarily a
franchise, it may be company owned and operated.
22
1: INTRODUCTION TO FOOD AND BEVERAGE
F O R D I S C U S S I O N
From an environmental perspective, what are the different ways that chain restaurants impact on the
local community? Discuss both the positive and negative aspects.
Air Meals provided on airlines can range from purchased snacks on budget airlines or gourmet
set menus for first-class passengers on major operators. Most airlines feature a fixed, set
menu served on a tray from an on-board trolley. The food is mass produced and prepared
off-site and reheated on board the aircraft. The on-board catering is normally contracted out
to a specialist caterer. Due to space limitations choice is limited but meals for customers with
specific dietary needs can be accommodated. Recently, airlines have put more focus on their
in-flight food in an attempt to differentiate their offering from the competition. Some airlines
feature menus produced by celebrity chefs. Beverage service can range from trolley to full
bars in first-class lounges. Airline catering: http://www.lsgskychefs.com
Rail Rail services can range from fine dining to trolley service. However, most trains just offer an
on-board kiosk where customers can purchase a basic selection of hot and cold food and
beverages. The kiosk is manned throughout the trip and customers can take away and
consume snacks in their seats or at a designated kiosk dining area. Another common method
is an on-board trolley service. The assistant moves from carriage to carriage offering a
selection of cold snacks and beverages. Fine dining is offered on some rail services that
provide a first-class service for longer journeys. (See Orient Express link).
Rail fine dining: http://www.orient-express.com
23
FOOD AND BEVERAGE OPERATIONS
Source: http://www.airline-catering.com
F O R D I S C U S S I O N
What are the main operational challenges and limitations that need to be considered with transport
catering?
Source: http://www.adnh.com
Non-commercial food service operation normally operates in other facilities where providing food
and beverage is not the primary mission. In most cases, non-commercial food service operations seek to
reduce expenses while the main focus is on providing nutritious food and beverages.
24
1: INTRODUCTION TO FOOD AND BEVERAGE
They carry out fully the food and service responsibilities for the institutions under contract.
The institution or workplace can free itself from the day-to-day concern of managing food service
operations.
These operations are planned to keep the expenses/costs low; they are budget-oriented.
They are part of properties that exist for reasons other than the service of food and beverage,
which is only supportive.
Business levels are quite predictable making it easier for production and planning.
F O R D I S C U S S I O N
Consider some of the problems that contract caterers may experience in relation to host organisations
and their customers.
Military Most armed forces have their own catering departments which can
include:
Schools Most schools employ a contract caterer to deliver meals to both students
and employees. Meals are for the most part nutritious and either assisted
buffet service or cafeteria-style. Meals are at set times and supervised.
Other options can include snack kiosks and vending machines.
Universities In most universities meals are available for students, faculty and
administrative staff. The meals can be delivered in a variety of ways
including specialised contract caterers, student union bars and cafes and
vending machines. There is normally a central casual dining area where
students can be served in a cafeteria-style and take their trays to their
tables. Universities with hospitality departments, in some cases, have their
own training restaurants that provide meals produced and delivered by
hospitality and catering students and served to either students, employees
or the public.
25
FOOD AND BEVERAGE OPERATIONS
Hospitals Hospital catering can vary offering facilities to patients, employees and
visitors. Services for employees and visitors can be in the form of
cafeterias and cafes delivered by specialised caterers.
Services for patients are different as they are normally produced by an in-
house team of experienced diet chefs and dieticians. Meals are delivered
to patients at set times on trays in the wards.
Employee catering in Normally provided by an external caterer. Services provided can vary to
organisations include large cafeteria dining offering an extensive range of hot and cold
meals throughout the day, sophisticated vending machines and catering
for meetings and gatherings.
A C T I V I T Y 9 O n g o i n g
Visit the different facilities in your college or university. How do the services and management differ?
Source: http://www.englishonline.org
Figure 1.17: School catering
F O R D I S C U S S I O N
In most cases non-commercial catering services a large number of people. What are the considerations
that operations would need to make when catering for large numbers?
Could include:
26
1: INT
TRODUCTION TO FOOD AND
D BEVERAGE
SUMMARY
Introductio
on to
food and bevverage
Ob
bjectives, challe
enges and
characterisstics
Management
optionss
Independeent
Schools
operations
27
FOOD AND BEVERAGE OPERATIONS
SELF-TEST QUESTIONS
2 Detail any two challenges that food and beverage operators face.
5 Which employee manages the food and beverage department in a large hotel?
28
1: INTRODUCTION TO FOOD AND BEVERAGE
SELF-TEST ANSWERS
3 Can include: growth, profits, brand growth, less responsibility and less accountability.
4 Management contracting is when an owner employs a specialised food and beverage company/brand to
manage his/her food and beverage operation.
6 A mini bar is an in-room refrigerator that provides a selection of food and beverages to residents.
ANSWERS TO ACTIVITIES
2 Spider diagram could include: advertisement, special offers, medical, religious, familiarity, interest,
discovery, no choice, budget available, background, brand, and so on.
3 Franchiser questions
Background and experience
Capital available to invest
Ability to main standards
Franchisee questions
Monthly fees
Potential revenues
Training available
Why their brand?
What happens if revenues are not achieved?
Term of contract
29
FOOD AND BEVERAGE OPERATIONS
6
Food and beverage Communication
→ Concierge and Bell Desk Training of staff to up-sell in-room Food and
Beverage products
Training of staff to up-sell in-house Food and
Beverage outlets and services
30
1: INTRODUCTION TO FOOD AND BEVERAGE
7
Revenue centre
Restaurant
Coffee shop
Bar Room service
Lounge ?
C&B
Front Back
of of
house house
Kitchen
? Stores
Security Purchasing
Dispense Bar
Concierge Stewarding
Transportation
Car parking
Support centre
31
FOOD AND BEVERAGE OPERATIONS
32
CHAPTER 2
FOOD PRODUCTION
Chapter objectives
In this chapter you will learn to
Explain kitchen organisation and the responsibilities of key personnel employed
Describe and appraise the different food production methods
Identify the main food groups and commodities
Describe the main considerations in kitchen design
Discuss the importance of achieving food cost
Explain the importance of food hygiene and control
Topic list
Kitchen introduction
Kitchen design and planning considerations
Production methods and organisation
Food classifications
Food cost and control
Food poisoning
Kitchen equipment
33
FOOD AND BEVERAGE
E OPERATIONS
1 Kitchen
n introdu
uction
To provvide safe
meals for all
To prepare food consuumers
i the time
in To providee
expected, to quality mealss for
avooid customer all consumeers
waiting
To meet or
To
T prepare the exceed the foood
right quantity off needs of
food organisation'ss
KITC
CHEN target markett
OBJEC
CTIVES
To create menus
m To utilise
u food
that will both sto
ocks in the
attract annd b way
best
retain custoomers p
possible
To achieve
a
mo onthly To minimise
financial food stock waastage
taargets
Figure
F 2.1: Maain objectives o
of the kitchen
n department
Organisa
ation and
d structures
Most kitchenns will be mannaged by an Exxecutive or He
ead Chef. Their responsibilitties can be see
en in a
typical job description give
en in Figure 2.2
2 below.
34
2: FOOD PRODUCTION
Key Aim: To ensure all food served is of the highest quality and produced in the most
efficient, cost effective and safe way
Responsibilities
7 To implement and monitor food quality controls to ensure that all food served is as per
standard and meets customer expectations
13 To monitor competition
35
FOOD AND BEVERAGE
E OPERATIONS
1.1 Commun
nication
Purchaasing &
Sto
ores
Deparrtment
Competitorss Bar
General
Customers Manager's
office
Extternal
Room Service
S
Sup
ppliers
EXECUTIVE
HEF
CH
Acccounts
Houseke
eeping
Depaartment
Fig
gure 2.3: Execcutive Chef com
mmunication
A C T I V I T Y 1 6 0 m i n u t e s
Looking at Figure
F 2.3, cre
eate a spider diagram
d of the
e different wayys that the Exe
ecutive Chef would
w deal
with the diffferent departmments, to detail:
Reaso
on of communnication (ie with suppliers would
w commun
nicate to samp
ple produce)
Frequ
uency of comm
munication (hoourly, daily, weekly)
w
Method of communnication (e-maail, face-to-facce)
1.2.1 Qualities of
o a good chef
c
Abilitty to work undder pressure
Abilitty to multi-taskk
Creattive
Consistent
Good d palate
Abilitty to work in a team
36
2: FOOD PRODUCTION
Appearance
Trimmed hair
Clean hair
Hair should be tied
back if long
Neatly shaven
No earrings on males
Studded earrings only
(women)
Clean, white,
starched uniforms
at all times
Accessories
Wristwatch
Maximum two rings
Body piercing or tattoos
should not be visible
No visible necklaces
Trousers
Pin striped
Shoes Clean
Slip resistant Well pressed
In good repair
Source: http://www.internet-workwear.co.uk
37
FOOD AND BEVERAGE
E OPERATIONS
Size of
o kitchen spaace available
Quanntity of food ou
utput (businesss demand)
Numb ber of food ouutlets to cater
Sophistication and type of menu u
Equip
pment requirements
Locattion where prooduction is takking place (in kitchen or outtsourced)
Service methods (b buffet, plated))
Executivve Chef
So
ous Chef
Chef Tournantt
Co
ommis Commis Comm mis Commis Commis
Garde Manger Saucier Poisson
nnier Pâtissier Entremetier
Role Responsibilities
Chef Tourn
nant Covers each section as and when required – hass the skills and
d
knowledge to cover all
a sections
Chef Garde
e Manger Respon
nsible for the preparation
p off all cold savou
ury foods
Chef Saucie
er Respon
nsible for all sa
autéed items
Chef Poisso
onnier Prepara
ation and cook
king of all fish dishes
Chef Pâtiss
sier Prepara
ation of desserts and pastrie
es
38
2: FOOD PRODUCTION
A C T I V I T Y 2 3 0 m i n u t e s
Carry out some desk research on other positions that the kitchen brigade may also include.
Chef Aboyeur
Chef Grillardin
Chef Friturier
Chef Rotisseur
Chefs specialise in a particular section of the Although chefs specialise, they only focus on
kitchen one section of the kitchen as opposed to
Each section has a support infrastructure to learning a wide range of skills in more
avoid any weaknesses conventional kitchen systems.
Customers receive quality meals Can be expensive for the organisation due to
the large numbers of staff required
Kitchen managers are able to allocate
responsibility and accountability to the various Staff can be idle when particular sections of
sections the kitchen are not busy
Many kitchens now provide chefs with opportunities to work and rotate in other sections of the kitchen.
The benefits of this for the organisation is:
39
FOOD AND BEVERAGE
E OPERATIONS
Source: http
p://www.myjob
bsearch.com
Chief Steward
Assisstant Chief
S
Steward
Kitchen Porter K
Kitchen Porterr Kitchen
n Porter Kitchen Porteer Kitcheen Porter
Position Responsiibilities
Chief stewa
ard and Report to Executive
e Chef and Food and Bevera
age Manager
assistant Superrvise team of porters
Sched
dule work of porters
p
Creatte cleaning sta
andards
Mana
age and contro
ol equipment stores
s (in/out))
Respo
onsible for the
e maintenance
e of hygiene w
within kitchen
Contrrol of kitchen chemicals
c (CO
OSHH)
Respo
onsible for inv
ventory and maintenance off kitchen clean
ning
equip
pment
Co-orrdinate bookin
ng of any exterrnal kitchen clleaning contra
actors or
casua
al staff
Kitchen po
orters Carryy out day-to-da
ay cleaning off the kitchen
Opera
ate dishwashe
er machine
Clean
n kitchen equip
pment after usse
Emptyy dustbins
Period
dically sweep and mop floorrs
Clean
n kitchen work
k tops
Note. Kitche
en porters are
e in most cases provided by an external agency
a and bo
ooked as and when
w
required.
F O R D I S C U S S I O N
Are kitchen porters an inte
egral part of the
t kitchen tea
am?
40
2: FOOD PR
RODUCTION
2 Kitchen
n design
n and pla
anning consider
c rations
When planning a kitchen there
t are man
ny factors to consider.
c Each design eleme ent must work k together,
to create a smooth
s runninng kitchen ope nclude control,, safety, business yield and employee
eration, and in
satisfaction. Potentially, poor planning can
c lead to:
Wastted capacity
Poor stock rotation
n
Employee accidentts
Low employee
e mottivation
Slow production annd output
Risk of
o food poisonning
Heating, Ventilation
V
Environmental SService methods of
Production efficiency & Air Con
nditioning Utilisatio
on of space
regulations restaurants
(HV
VAC)
Efficient Legislation –
communication employee workingg Gas & ellectricity Control of stockk Refusee disposal
between n chefs space ratios
Allocation of
Ergonomics Task lighting
cleaning space
Fig
igure 2.6: Kitcchen design co
onsiderations
F O R D I S C U S S I O N
Discuss the importance off each point in
n Figure 2.6.
41
FOOD AND BEVERAGE OPERATIONS
Source: http://luxuryhomedesign.blogspot.com
An efficient kitchen is one in which the chefs prepare and cook the food in the minimal time to the
highest standard with the least effort. To achieve this, it is essential that a kitchen adopts a methodical
and economical method of working by:
Ensuring all kitchen equipment is clean and ready for use. For instance, a sharp knife is more
efficient than a blunt one.
Using electrical equipment only when the quantities you are preparing will ensure that you will
save time. So, don't use a mechanical potato peeler to prepare four portions of potatoes as it will
take longer to clean the equipment than it will to peel the potatoes with it. But, it will probably be
worth using it when preparing for 100 covers.
Working systematically. In preparing fish cakes, for example, prepare the fish and mashed potato
in advance. Lay out the flour, egg wash and breadcrumbs used to coat the fish cakes and
assemble them in a methodical manner.
Avoiding fatigue when standing for long periods of time by standing correctly, with the weight
evenly balanced on both legs. Take care when lifting heavy items; always bend the knees, not the
back.
Ensuring all necessary equipment is available and ready at hand at the start of each working
session – don't waste time hunting for a ladle in the heat of service.
Positioning all work-tops, sinks, stores and refrigerators within easy reach to eliminate
unnecessary movement of chefs during service.
Storing all ingredients as close as possible to the practical work area, with the most frequently
used items close at hand.
Preparing the mise en place thoroughly to ensure the follow-on of a smooth and efficient service.
Following a clear, continuous work plan, as opposed to a haphazard one. Dishes requiring long
preparation or cooking should be started first. Source: Caterer & Hotelkeeper
42
2: FOOD PRODUCTION
As shown in the table below food production methods vary widely and each particular approach will
contribute to the foods final presentation.
In this section we will discuss five main methods of food production as shown in Figure 2.7. Methods
differ in relation to:
43
FOOD AND BEVERAGE OPERATIONS
Refrigeration Preparation
Goods into Ordered from
Freezing (MIse en Cooking Serving
kitchen customer
Dry Store Place)
Food, as given in the table below, can be cooked in a variety of methods during the food production
process.
44
2: FOOD PRODUCTION
Method Explanation
Blanching Dipping the food into boiling water or oil for a short time
Braising Browned in small amount of fat, then cooked slowly in a small amount of liquid
A C T I V I T Y 3 6 0 m i n u t e s
Carry out some desk research and find dishes that use each of the cooking methods presented in the
table above.
Portioned
into plastic
pouches
and
vacuum
packed Sealed
Customer pouches Food is
Goods in Prepared Cooked Re heated Pouch is arranged
orders placed in
cut open on plate
meal boiling
Chilled and water and served
refrigerated
45
FOOD AND BEVERAGE OPERATIONS
Source: http://www.garrettkern.com
Figure 2.10: Example of sous-vide
3.4 Sous-vide – evaluation
Advantages Disadvantages
E X A M P L E
Sous-vide is frequently used for night time room service. Chefs prepare the meals in advance and
when customers request the foods during the night, the porter will simply boil water, reheat and serve
the food accordingly.
46
2: FOOD PRODUCTION
'Cook-freeze is a specialised food production and distribution system that allows caterers to take
advantage of the longer life of blast freezing at 18° to 20°C (0 – 32°F) and stored at that temperature
until required for resale or consumption for up to three to six months. Blast freezers have increasingly
been introduced with success into catering operations. The ability to freeze cooked dishes and prepared
dishes, as distinct from storage of chilled foods in a refrigerator or already frozen commodities in a deep
freeze, allows a caterer to make more productive use of kitchen staff. It also enables economies to be
introduced into the staffing of dining rooms and restaurants'.
Foskett et al. (2004)
Preparing
Goods in Blast freezing Blast thawing Reheating Serving
and cooking
47
FOOD AND BEVERAGE OPERATIONS
Source: http://www.stangard-online.net
Centralised food production is when the food is produced in bulk off-site. The method is frequently
adopted by large chains who are looking to outsource all or part of their food production. Some large
chains have their own CPUs while others may use other food production companies.
E X A M P L E
'Barista' coffee company has 120 coffee shops in the south-west of England. They contract an off-site
centralised kitchen (CPU) to produce all their sandwiches, snacks and desserts. Food is delivered by the
CPU daily to each Barista outlet.
Advantages Disadvantages
Due to bulk production costs, prices are Potential delays in delivery to operation
cheaper for buyers
48
2: FOOD PRODUCTION
A C T I V I T Y 4 6 0 m i n u t e s
Research the advantages and disadvantages of cook-chill and cook-freeze methods of food production
for the operation, employees and customers.
The table below provides an overview of food production methods in different situations for varying food
and beverage operations.
Hospital Cook-chill Cook-chill ensures high levels of hygiene and is ideal for
bulk meal production.
5-star hotel Conventional food Food is cooked and consumed within short time periods.
breakfast production method
5-star hotel Cook-chill To cook by using the conventional method for 500 people
banquet for 500. would require time and lots of employees. Therefore, with
Sit down western cook-chill the food can be prepared in advance and
meal. reheated at the last minute before service providing hot
meals and requiring minimal finishing staff.
Fast food Central distribution/part A lot of the large chain restaurants receive their food from
restaurant conventional central production units. This allows for high control on
(McDonalds, food standards, cost and quality. It also reduces labour
Pizza Hut) costs and production time in finishing.
Hotel employee Convenience/call Various methods can be used in this situation. Vending
cafeteria order/conventional machines are becoming increasingly more popular due to
the control of labour costs, quality and food
standardisation.
Airline catering Cook-freeze & cook-chill Cook-freeze is the most effective method due to mass
catering.
Night room Sous-vide Sous-vide is a sensible option for room service night
service in 5-star catering as it allows front desk porters and room service
hotel waiters to offer quality food without chefs being on hand.
Industrial bakers Central production Allows for mass production and distribution to multiple
distributing to establishments.
hotels
Starbucks coffee Food would be supplied Minimal on-site kitchen. Outsource food production to
bar by central production specialised off-site caterer.
units (convenience)
49
FOOD AND BEVERAGE OPERATIONS
4 Food classifications
There are many different types and varieties of food. One way of organising ingredients is to categorise
them into particular groups or families. Due to the vast quantity, it is difficult to list all foods. However, a
few are detailed below.
Cheese
Semi-hard Soft Blue
Vegetables
Root Leaf Brassicas Shoot Fruit Bulb Squash Pods
Fruit
Berries Citrus Tropical Other
Fish
Freshwater Seawater
Trout Mullet
Eel Mackerel
Carp Snapper
Salmon Cod
Seafood
Crustaceans Mollusc
Lobster Octopus
Shrimp Oyster
Crab Mussel
50
2: FOOD PRODUCTION
Offal
Offal
Oxtail
Heart
Sweetbreads
Liver
Kidney
A C T I V I T Y 5 6 0 m i n u t e s
Using the internet or books carry out the following research on the food ingredients listed above in the
classification tables.
Find a picture
Detail their uses within menus
Detail their origin
A C T I V I T Y 6 3 0 m i n u t e s
Name the ingredients illustrated below.
1 2 3 4
5 6 7 8
Sources
1 http://shop.hotscot.net
2 http://www.volunteer.blogs.com
3 http://www.dkimages.com
4 http://research.calacademy.org
5 http://images.teamsugar.com
6 http://sinazen.com
7 http://www.die-antwort-auf-alle-fragen
8 http://kitchenmusings.typepad.com
51
FOOD AND BEVERAGE
E OPERATIONS
5 Food co
ost and control
To ensure foood is prepare
ed to 'optimum
m condition' the following factors must be
e implemented
d to ensure a
quality produ
uct.
HA
ACCP Functiioning Battch
implem
mentation equipment cookking
Go
ood
superrvision
Food cost ca
an be calculate
ed as:
E X A M P L E
Having comppleted the foo
od inventory th
he total food expense
e (food used) was £1
10,200. The to
otal food
sales was 30
0,100.
In most larg
ge hotels wherre there are se
everal food ou utlets they nee
ed to separate the food costt to
accurately id
dentify the foo
od expendituree in each area. The internal requisitioning
g system assissts in
keeping tracck of food conssumption for each
e outlet.
52
2: FOOD PR
RODUCTION
5.2 Benefits
s of food cost
c for an organis
sation
Measuurement An ind
dustry
of perfo
ormance Food
d cost benchhmark
Oveerall
assessm
ment of
food mannagement
cyccle
Figure 2
2.14: Benefits of food cost
Some organisations with food
f operation
ns provide ince
entives for Exe
ecutive Chefs if food cost ta
argets are
achieved.
M
Monthly and midd
All managem
ment meals Slow moving items Discourrage employees
Lockable fridges monthly food stocck
m
through PO
OS system utilised picking food in kitchen
takes
R
Remove poor selling Minnimise food Have and adhere to t
Good se
ecurity Only preparee what is
items from menu – wastagge, utilise food dissh specifications for
f
procedures in place needeed
monitor ‘Sales Mix’
M fully each dish
Fi
Figure 2.15: Ke
ey consideratio
ons for achievvement of food
d cost target
53
FOOD AND BEVERAGE OPERATIONS
F O R D I S C U S S I O N
The target monthly food cost for the Mountbatten Restaurant is 32%. As General Manager how would
you deal with the two following situations?
1. At the end of the month the food cost percentage achieved is 28%.
2. At the end of the month the food cost percentage achieved is 35%.
1. If the food cost is under the budgeted target that means that although more profit has been
generated at what cost this has been done. Perhaps the chef has made the portions smaller and
used cheaper ingredients which has impacted on customer satisfaction. If the food cost target is
32% then that is what should be achieved.
2. If the actual is over the target then this means that the chef has not exercised good control over
the food. Maybe too big portions, more expensive ingredients, high wastage.
Standard recipes
Standard recipes are documents that provide accurate information on the production of each menu item
or dish.
6 Food poisoning
Source: http://i.ehow.com
Food poisoning is of the utmost importance in any kitchen and needs to be managed as a priority.
54
2: FOOD PR
RODUCTION
Figure
re 2.16: Impaccts of food poiisoning for a fo
food & beverag
age operation
Frrequent hand
Implemen
nt HACCP Fo
ood hygiene train
ning Risk assessment
a Correct thaw
wing
washing
After preparation
A n of
Sicck employees
Wash vegettables and food, keep
Serve hot
h food hot Serve cold food cold sh
hould be sent
fruit thoroughly refrigerated unttil
home
cooking or servinng
Food shoould be
Do not cro
oss thorouughly Clean kitchen
Keeep bins covered
contaminaate defrostedd before ssurfaces frequenttly
cookking
55
FOOD AND BEVERAGE
E OPERATIONS
http://www..food.gov.uk/ffoodindustry/regulation
Analyyse Hazards
Potentiaal hazards to th
he food's safetyy are recognised
d; in addition, measures
m to reggulate and conttrol the hazardss
are
e identified
Identificcation of CC
CPs
Critical Con
ntrol Points thro
oughout the production proceess of the produ
uct are established
Monito
oring of CCP
P Preventio
on Measure
es
A system is establish
hed to monitor prevention me
easures at a CCP. For example, a computer syystem would
monitor and log the temperrature
CCP
P not met
Establish
h a precaution when the CCP h
hasn't been meet; for example,, if the temperaature is too low
w, the computerr
will alarm the batch
b to be desstroyed
7 Kitchen
n equipm
ment
In most casees, large comm
mercial kitchen
ns have a wide selection of equipment to
o assist staff in
n their
varying roless.
56
2: FOOD PRODUCTION
A C T I V I T Y 7 2 0 m i n u t e s
Find photographs of the following types of common kitchen equipment and make notes on their uses.
A C T I V I T Y 8 O n g o i n g
Research the following food and beverage operations.
1 × fast food operation
1 × hotel restaurant operation
1 other operation of your own choice (hospital, cafe etc)
This should be done by organising and implementing site visits in order to carry out observations and
interview key personnel.
Investigate and analyse the food production systems in the above operations. In particular, you should
consider:
1. organisation of labour within the kitchen
2. production methods
3. equipment used
57
FOOD AND BEVERAGE
E OPERATIONS
SUMMARY
Kitche
en
introducction
Production
Orgganisation & Kitchen Kitchen Food cost and
d Food
methods and
s
structures design equ
uipment control classificcations
organisation
Cheese, Cooking
O
Objectives Food cost vegetables, methods
fruit, poultry,
p
game, fish &
seaffood.
Standard
Staffing Conventional,
C
recipes
cook-chill,
cook-freeze,
sous-vide &
Food centralised
Com
mmunication
poisoning
58
2: FOOD PRODUCTION
SELF-TEST QUESTIONS
2 Which chef in the Partie system is responsible for cold savoury items?
4 Which 'cooking method' is food cooked by being browned or cooked in a small amount of hot fat or oil?
5 Which food production method is suitable for night time room service?
59
FOOD AND BEVERAGE
E OPERATIONS
SELF-TEST ANSWERS
3 The steward
ding departme
ent.
4 Sautéing.
5 Sous-vide.
6 Molluscs.
10 A bain-marie
e.
ANSWERS TO ACTIVITIES
Ordering food
1 Creating
speciffications
Inven ntories
Comppetitor surveys Food sto
ock reports
Cheff associations
Emergeency assistance Compiling bar menus
Purchaasing & and proomotions
Sto
ores
New menu rese earch Deparrtment
Talking to custom
T mers to Competittors Bar
establish satisfaction
Customer menu General Morning briefings
enquiries Manageer's Meeeting VIP
Customer foo od Custtomers cu
ustomers
officee
Visiting premises –
spot checks External Room Creating menus
Suppliers Service
Sa
ample products
EXECUTIVE
Food cost resu
ults
HEF
CH
Cleanin
ng of outlets Accounts Purchasingg
Housekeepingg
Cleaning of uniforms Department Payroll
Resta
aurant linen
60
2: FOOD PRODUCTION
2 Chef Aboyeur – the chef who calls out the orders from the hot plate to the kitchen brigade
Chef Grillardin – chef who specialises in the grilling of foods
Chef Friturier – chef who specialises in the frying of foods
Chef Rotisseur – chef who specialises in the roasting of foods
Method Explanation
Baking Bread
4 Advantages
Cater to large numbers
Safe temperature control
Portion control
Preparation during quiet periods
Less waste
Longer shelf life
Disadvantages
High capital investment
Not fresh
Some foods don’t suit this method of production
61
FOOD AND BEVERAGE OPERATIONS
Bain-marie – to keep foods at a constant temperature during service – a ‘hot water bath’
Bratt pan – used to cook many foods at one time, normally used in large production kitchens
Hand mixer – to mix, aerate foods – used frequently in baking and sauce making
Ice machine – used to produce ice for beverages and cooling beverages and foodstuffs
Deep fat fryers – used in deep frying foods – ie breaded fish and coated vegetables
Blast chillers – used in ‘cook-chill’ food production to chill food quickly after cooking
Griddle – can be fixed or portable and used to grill meats, fish and vegetables
Dishwasher – a large piece of industrial equipment located in kitchens to clean kitchen and restaurant
equipment
Cold cabinet – can be found in kitchens or dining rooms to keep food at a chilled temperature
62
CHAPTER 3
Chapter objectives
In this chapter you will learn to
Explain the importance and the process of selecting the right suppliers
Describe the key standards required when purchasing, receiving, storing and issuing food and beverage stocks
Recommend the tools required for the effective control of finances and hygiene throughout the procurement
and storage process
Topic list
Departmental goals and structure
Purchasing
Receiving
Storage
Issuing
Control
63
FOOD AND BEVERAGE OPERATIONS
1. Purchasing
4. Issuing 2. Receiving
3. Storing
Food
Beverage
Supplies
Equipment
Quality
Hygiene
Cost
Figure 3.2 illustrates a breakdown of the purchase process detailing the different departments involved,
the process-flow and documentation required.
Reconciliation
Reconciliation
Billing
Serving Accounts
Department
Kitchen
Department Restaurant Purchasing Suppliers
Stores
Par Levels Department
Bar
64
3: PURCHASING FOOD AND BEVERAGE
Or
‘To obtain the required quantity of product with the highest quality, based upon the property's
specifications, for the best price’.
Business
levels
Geographic
Organisation
location of
size and type
operation
The
Availability of
organisations
storage space
budget
Source: http://www.jsd.co.uk
The Purchasing department is a cost centre and, in most cases, managed and supervised by the
Accounts department. Staff that work in this department and their responsibilities are given in the
following table.
65
FOOD AND BEVERAGE OPERATIONS
Responsibilities
Department: Stores
This job description sets out the current duties of the job role that may vary from time-to-time without
changing the general character of the job role or the level of responsibility entailed.
JOB SUMMARY
To effectively support the Food and Beverage Director and Executive Chef in managing procedures for
security, safety and storage of all food and beverage items. Assisting in the maintenance of the food and
beverage Fidelio and Micros systems to support the Financial Controller in producing daily and monthly
food and beverage cost of sales.
66
3: PURCHASING FOOD AND BEVERAGE
CANDIDATE PROFILE
Experience
Education or certification
SPECIFIC DUTIES
The following are specific responsibilities and contributions critical to the successful performance of the
position:
To supervise in all aspects the purchasing of food and beverage to ensure quality and profitability
throughout all food and beverage outlets.
To support the Director of Food and Beverage and the Executive Chef to order all food and beverage
based on business levels.
To assist in accurate administration of all delivery notes, requisitions and invoices, ensuring compliance
to all correct bookkeeping procedures in accordance with hotel and company standards.
Manage the receiving and inspecting of all food and beverage deliveries. Ensure correct records are
maintained, ie temperature readings.
Maintain inventory controls and proper levels, dating and rotation of all food and beverage items that are
received.
To ensure high standards of work performance, conduct and appearance of himself and his department
are met at all times.
To aid department managers in the process of requisitioning and controlling of all food and beverage par
stock levels. Also controlling inter-departmental transfers.
To support the Financial Controller in monthly product line checks through the Micros reporting system
against sales figures, plus any other internal audits and stock checks.
To be responsible for the safe keeping of all keys relating to purchasing and stores.
To maintain the highest level of cleanliness, health and safety and security within the delivery area,
storage area and kitchen.
To forecast weekly food and beverage cost figures in conjunction with other departments and hotel
occupancy.
To promote awareness of health and safety within the department for associates and guests. Example
fire alert points, exits, extinguishers, table clips etc.
Adhere to all current legislation including food safety and health and safety.
Attend all food and beverage meetings and morning briefing when necessary.
Check all invoices for price fluctuations and take action where necessary.
Meet with suppliers, current and prospective to ensure best quality and price for all products and assist in
the purchase of products for promotions.
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FOOD AND BEVERAGE OPERATIONS
To be aware of future business levels when placing orders to ensure availability of all products.
To ensure that month end consumption costs of staff meals, VIPs gifts etc are available for the Director
of Food and Beverage, Chef and Financial Controller and that reports are produced upon request.
Name: …………………………………………………………...
Source: Marriott
2 Purchasing
2.1 Purchasing responsibilities
Most hotels have a staff member responsible for purchasing stock items, whose responsibilities normally
include:
However, this is not always the case as a large chain usually has centralised purchasing and in smaller
establishments the owner will take responsibility themself.
4. Purchaser
selects best
5. Delivery of supplier offer
refrigerator and creates
purchase
order Supplier 1
2. Provides 3. Purchasing
model, brand and employee
1. Chef needs a specification to sources Supplier 2
new refrigerator purchasing quotations from
department suppliers
Supplier 3
68
3: PURCHASING FOOD AND BEVERAGE
A C T I V I T Y 1 1 5 m i n u t e s
For the purchase of large capital items consider the following.
1. What other factors should the chef consider when selecting a refrigerator?
2. Why are three or more suppliers used?
3. How does this process compare with the purchasing of fresh, perishable stocks.
4. Carry out research to determine what is meant by the capital budget.
2.3.1 Specifications
The first step in achieving control in the purchasing of food and beverages is to create a product
specification. The specification should:
Beef Tournedos
Beef breed: Aberdeen Angus
Cut: Fillet (centre cut)
Weight: 160g
Texture: Firm
Marbling: light-medium
Lamb shoulder
Country of origin: England
Cut from the fore quarter
Weight: 1.5 kg
Extras: Cut at the elbow joint
Salmon side
Weight: 1.6-2kg
Origin: Farmed Scottish
Extras: Firm flesh
Pin boned
Skin on unless specified
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FOOD AND BEVERAGE OPERATIONS
Turned carrots
Variety: Whichever is least woody at season
Size: 10g unless stated otherwise
Extras: Should have six sides and even
A C T I V I T Y 2 1 5 m i n u t e s
You are a vegetable food supplier and in the process of creating a contract between your company and a
large hotel. List the main headings to be considered for inclusion in the contract.
Seasonal availability
Variations in the external environment
Quantities ordered (see Figure 3.6)
70
3 PURCHASING FOOD AND
3: D BEVERAGE
Fig
igure 3.6: Bulkk discounting
1.
Identify wh
hat stock
is needed to meet
business de
emands
2.
Check stock available
3
3. and ordeer the
O
Order Goods differencce.
Complette Purchase
Order
Fig
gure 3.7: Purcchasing steps
2.6.1 Example of
o par stock
k level
Consumption
P stock lev
Par vel Stock on hand before de
elivery Order
Frozen pizzzas 30 15 5 20
71
FOOD AND BEVERAGE OPERATIONS
F O R D I S C U S S I O N
What are the implications for under- and over-ordering items, both for the operation and the customers?
Over-ordering
Potential for spoilage
The order is then faxed or e-mailed to the contracted supplier. It is not good practice to
order goods verbally over the telephone as there is no record and mis-communication is
more likely to occur.
Note. Perishable supplies are ordered more frequently to maintain freshness and quality. Some chefs
personally visit markets and purchase the produce directly themselves.
3 Receiving
The ‘receiving’ process is very important as it acts as the check for all goods being delivered into the
organisation.
3.1 Equipment
In order to carry out all the necessary tasks for receipt of a delivery the receiver requires the following
equipment to be available on the ‘receiving area’ or ‘loading bay’:
Scales
Trolleys
Thermometer and thermopin
Sink
Calculator
Scissors and box cutters
72
3: PURCHASING FOOD AND BEVERAGE
Source: http://www.etiltd.co.uk
Figure 3.8: Food thermopin
Operators normally have pre-allocated delivery times for each supplier. If too many suppliers deliver at
the same time the receiver is unable to check the orders thoroughly due to time constraints and pressure
from waiting suppliers. An example of a typical weekly delivery schedule is shown below.
73
FOOD AND BEVERAGE OPERATIONS
Important. Receivers need time to conduct proper spot checks on all goods before acceptance. On
receipt the organisation is confirming that the items are in good order. It is very difficult for an operator
to return goods after they have been signed for.
F O R D I S C U S S I O N
You ordered a 3lb frozen salmon. After defrosting the fish only weighs 2.5lbs. The supplier has charged
per lb of fish. Should you only pay the supplier for a lesser weight fish?
3.5 Beverages
Beverage checks include examination:
Source: http://myhealth.ucsd.edu
Figure 3.9: Safe lifting technique
F O R D I S C U S S I O N
What specific quality checks should receivers perform when receiving the following foods?
Fresh fish
Seafood
Fruits
Poultry
74
3: PURCHASING FOOD AND BEVERAGE
4 Storage
After goods are checked-in, stock is transferred into the correct storage facilities and records updated.
Different types of goods have varying storage temperature requirements, as given below.
Most establishments have a computerised system whereby all new products received are entered into the
computer so that accurate stock levels are held.
Store Temperature °C
A C T I V I T Y 3 1 0 m i n u t e s
The table below shows different ingredients. In which type of storage would you place each of the foods;
frozen, refrigerated or dry?
F O R D I S C U S S I O N
What problems could arise if foods are stored incorrectly?
4.1 Perishability
Storage requirements are based on each type of food item's perishability.
Perishability basically means the product's shelf life. For example, dried foods have a long shelf life
whereby fresh seafood would have a short one.
Figure 3.10 shows the method of categorising food and beverage stocks into cost and shelf life.
Those food and beverage stocks that have a high cost and short shelf life require greater attention from
management.
75
FOOD AND BEVERAGE OPERATIONS
A C T I V I T Y 4 1 0 m i n u t e s
Insert the following stock items where you believe most appropriate in Figure 3.10.
76
3 PURCHASING FOOD AND
3: D BEVERAGE
5 Issuing
g
The volume of goods in sttorage can be worth a large e amount of money.
m It is the
erefore essenttial to have
good controls to reduce any possible fin
nancial loss.
Maain
Kitcchen
Room
Bar
Service
Sto
ores
Confference
a
and Mini Bar
Banq
queting
The purpose
e of the requissition form is to:
t
77
FOOD AND BEVERAGE OPERATIONS
5 Red onions 5
2. Department employee completes a requisition form detailing date, department, stock and units
required.
5. If items are not available, unit adjustments have to be made or substitutes are provided.
6. Department employee collects stock, and checks that all items and quantities are fulfilled.
8. In most cases – one copy of the requisition form goes to the department, one copy to stores, one
copy to the accounts department.
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3: PURCHASING FOOD AND BEVERAGE
F O R D I S C U S S I O N
The chef has identified that the stock recently issued by the stores is of poor quality. Who is
accountable and responsible for this and what is the solution?
9.00 – 10.00 am Rest and Bar Rest and Bar Rest and Bar Rest and Bar Rest and Bar
Note. Any requests outside of stores opening and closing times are processed through the duty or senior
manager on duty.
5.8 Reports
Slow item report This report monitors stock items that are not being requested by departments.
If stock has been ordered it should be consumed. This information is passed to
departments to be used in menu planning.
Expiry item report This report informs departments of stock that is soon to expire. Items past
their sell-by dates cannot be used, therefore it is important to manage stocks
and ensure consumption or usage takes place before expiration. Failure to do
so will result in a financial loss.
79
FOOD AND BEVERAGE OPERATIONS
6 Control
6.1 Inventory
80
3 PURCHASING FOOD AND
3: D BEVERAGE
SUMMARY
Purchasin
ng
Structure Purchasin
ng Rece
eiving Storing Issuingg Co
ontrol
Goals and
Responsibilitties Equipment Temperatures Rational Stock takes
obejctives
Capital
Personnel Deliverry checks Perishability Requisitio
ons
purchasess
Selecting
Reportss
suppliers
Financial control
The purchasing
steps
81
FOOD AND BEVERAGE OPERATIONS
SELF-TEST QUESTIONS
3 True or False: the ‘Food Specification’ is used to achieve consistency in purchasing products.
82
3: PURCHASING FOOD AND BEVERAGE
SELF-TEST ANSWERS
2 The purchaser.
3 True.
4 The minimum and maximum level of stock required for each item to meet the business demands.
5 The supplier.
ANSWERS TO ACTIVITIES
1 What other factors should the chef consider when selecting a refrigerator?
Size
Budget available
Warrantee and guarantee
Durability
Energy efficiency
Discount
Spare parts
Call-out service
Brand
To ensure the best product is purchased for the best price and service deal
How does this process compare with the purchasing of fresh, perishable stocks
Perishable stocks are purchased on a daily basis but capital items are a one of purchase.
Carry out research to determine what is meant by the term ‘capital budget’?
A Capital Budget is a yearly plan for the purchase of all major items, normally of £500.00 or more. These
items would require approval and would be purchased throughout the year.
83
FOOD AND BEVERAGE OPERATIONS
2 May include:
Length of contract
Exclusivity
Trial period
Payment terms
Penalties
Prices
Order and delivery procedures
Packaging
Cancellations
Cigarettes Apples
Bottled ketchup
Canned beer
84
CHAPTER 4
Chapter objectives
In this chapter you will learn to
Justify the importance of service to food and beverage organisations
Explain the methods adopted by food and beverage organisations to consistently meet customers' needs and
wants
Discuss the key personnel and their responsibilities in food and beverage service
Compare and contrast the different food and beverage service methods
Topic list
Introduction to service
Service methods and descriptions
The service encounter
Service
Post-service
85
FOOD AND BEVERAGE OPERATIONS
1 Introduction to service
Within food and beverage we provide services to many different types of customer. These customers
have varying needs and expectations which the provider has to attempt to meet. Giving a high standard
of service creates many advantages for the customers, the individual staff members and the organisation
as a whole. The following table lists the benefits of good service.
A C T I V I T Y 1 3 0 m i n u t e s
What are the disadvantages of providing poor service for the:
86
4: F
FOOD SERVIC
CE DELIVERY
F O R D I S C U S S I O N
Discuss som me of the spec
cific food and beverage exp
pectations for the following types of custo
omers when
visiting a hotel.
Busin
ness executive
es
Families
The elderly
e
Sportts teams
Celeb
brities
Disab
bled customers
Go
ood
superrvision
Internal
S
Standards
systemss
Regular
Strattegies Training
audits
Meetingg
Inccentives & customeer
rewards needs an
nd
wants
Go
ood
employees
Figure
F 4.2: Fac
actors necessar
ary to achieve good
g service
87
FOOD AND BEVERAGE OPERATIONS
Women should only wear light make up. If nail varnish is worn it should be clear
Hair should be clean and well groomed. Long hair should be tied back and neat
Any colds or other possible infections should be reported to the supervisor promptly
Hands should be washed with hot water and antibacterial soap immediately after visiting the
toilet, smoking, dealing with refuse or eating
Staff should avoid touching their face and hair while on duty
88
4: F
FOOD SERVIC
CE DELIVERY
1.6 Structurres
The structurre and organissation of servicce personnel vary
v in each organisation.
o F
Factors that afffect the
organisation
nal structure in
nclude:
Labour budget
Size of
o operation
Qualiity of operatioon
Service methods used
Type of cuisine offfered
Type of customerss
Menuu type
Technology availab ble
ability of skille
Availa ed labour
1.7 Tradition
nal servic
ce organis
sation
A traditional, formal servicce structure within
w a restaurant is dependdent on discipline and tradittion, with all
employees having
h particular roles and responsibilities
r s. Its top-down approach acchieves high standards
s
and custome er satisfaction. Individuals are
a trained fro om the bottomm-up learning tthe skills of their
supervisor before
b progresssing. This type of structure is normally foound in a fine dining type off food and
beverage op peration, and is illustrated in
n Figure 4.3.
Restauraant Manager
Headwaiter
(Assistant Restaurant
Maanager)
Chef de
d Rang Chef de Rang
(Station
n Waiter) (Statio
on Waiter)
Fig
igure: 4.3: Traaditional fine d
dining restaura
ant structure
A C T I V I T Y 2 3 0 m i n u t e s
What are the
e advantages and disadvantages of this type
t of organisational structture for custom
mers,
employees and
a for profits?
89
FOOD AND BEVERAGE
E OPERATIONS
Restaurantt Manager
Assisttant
Restaurantt Manager
Supervisorss/Captains
Waite
er/ess
Host/ess Cashiiers Barr
Sommmelier
Bus Pe
ersons
Figure
e 4.4: Organisaation chart forr a small casua
al restaurant
The following is a typical job
j description
n for a restaurrant manager..
Job Descrip
ption Restaurant Manager
Reporting to
t Food and Bevverage Manag
ger
Tasks
1. To
o supervise alll restaurant em
mployees to ensure
e all standards are bein
ng constantly
m
maintained.
2. To
o plan and con
nduct regular training sessio
ons with resta
aurant employe
ees as and wh
hen
re
equired.
3. To
o plan, co-ordinate and delivver food and beverage
b prom
motions to stim
mulate busine
ess.
4. To
o complete hu
uman resource
e functions inccluding recruitm ewing, appraising and
ment, intervie
disciplining emp
ployees as neccessary.
6. To
o liaise and co
ommunicate efffectively with other departm
ments as and when required
d.
7. To
o minimise cossts within the department.
8. To
o strive for 100% customer satisfaction.
90
4: FOOD SERVICE DELIVERY
10. To carry out pre- and post-service briefings with restaurant team.
The key responsibilities for each of the different types of service staff are detailed in the following table.
Position Responsibilities
91
FOOD AND BEVERAGE OPERATIONS
The type of food and beverage method adopted can depend on several factors which include the:
92
4: FOOD SERVICE DELIVERY
Quantity of personnel
Skill level of personnel
Level of interaction with the customer
Level of dependency on either the service or food production
Level of involvement by the customer
Table service The customer is served at a laid table. This type of service, which
includes plated service and silver service, is found in many types of
restaurants, cafes and in banqueting.
Assisted service The customer is served part of the meal at the table and is required to
obtain part through self-service from some form of display or buffet.
This type of service is found in 'carvery' type operations and is often used
for meals such as breakfast in hotels. It may also be used for functions.
Single point service The customer orders, pays and receives the food and beverages, for
instance at a counter, at a bar in licensed premises, in a fast food
operation or at a vending machine.
Specialised service The food and drink is taken to where the customer is. This includes tray
service in hospitals and aircraft, trolley service, home delivery, lounge
and room service.
93
FOOD AND BEVERAGE OPERATIONS
94
4: FOOD SERVICE DELIVERY
95
FOOD AND BEVERAGE OPERATIONS
In response to the high costs incurred, some hotels are now removing in-room mini bars and replacing
this service with large vending machines on each corridor. This way, the hotel is still able to offer
customers a food and beverage snack service while maintaining control and minimising costs and loss.
96
4: F
FOOD SERVIC
CE DELIVERY
A C T I V I T Y 3 3 0 m i n u t e s
Select two of
o the previoussly discussed service
s methods and draw a flow chart fo
or each. What are the
steps involve
ed from the cuustomer orderring the food to
t consumptio
on? List the pe
ersonnel involv
ved at each
stage. Comp pare and contrrast the two methods.
m
1. 2. 3.
P Service
Pre Service Po
ost Service
Cover – the
e term given to
o a table setting.
Sideboard or Station – the piece of furniture
f in a restaurant
r tha
at is used to sttock cutlery, crockery,
c
accompanimments and otheer items for se
ervice.
3.1.2 Cleaning
Cleaning and
d hygiene with
hin the food se
ervice area is of utmost imp
portance for customers and employees.
To achieve a good standa
ard of cleaning
g clear standarrds and schedules need to bbe implementeed and
monitored. The
T following table gives exxamples of daiily, weekly and
d monthly cleaaning tasks.
Daily We
eekly Monthly
Polish ice
e buckets Clean sideboa
ard throughou
ut Movve sideboards
Clean service trays Clean window
ws and polish Movve sofas and vacuum
v
uffet
Clean bu shelves De-sscale coffee urns
Vacuum after each serrvice Clean menuss
hairs down
Brush ch Polish fixtures
Wipe chair an
nd tables
Polish lamps and lights
97
FOOD AND BEVERAGE OPERATIONS
For each cleaning task, a standard needs to be created to maintain quality and achieve consistency,
together with a weekly cleaning roster, so staff are fully aware of their responsibilities.
2. Dust the table Dust with a clean, slightly damp cloth Do not use a chemical cleaner,
followed by a dry cloth. Dust natural glass cleaner, brass polish or
finished wood surfaces with only a dry cleaner, or furniture polish unless
cloth unless otherwise instructed. told to do so.
4. Check positioning
Accompaniments
Accompaniments are normally food items and accompany the main dish being served. Although they
are food items, they are in most cases prepared by the service staff and not the kitchen. An
accompaniment may enhance the taste or presentation of the dish. They are offered by the food server
just before the customer has their meal, and in most cases are free of charge.
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4: FOOD SERVICE DELIVERY
Chutneys Curries
There are two main table set-ups for restaurants which are the table d'hôte and the à la carte setting.
Table d'hôte – a menu that offers a full meal for one set price. There are normally three courses with
usually two or three dishes in each course to choose from.
À la carte – a menu that is available in most food and beverage establishments that offer a variety of
dishes all individually priced.
Napkin
Fish knife
Fish fork
Side plate
Side knife
Water glass
Wine glass
99
FOOD AND BEVERAGE OPERATIONS
With an à la carte setting different cutlery are placed depending on what the customer has ordered. For
example, if the customer has selected a soup, followed by a steak the waiter would:
With a table d'hôte setting the cutlery is in place for each set course and is removed after each course
has been consumed.
3.1.5 Reservations
When taking a restaurant reservation:
Greet the caller, for example, 'Good evening, Raffles Seafood Restaurant, Peter speaking, how I
may help you?'
Take the name of customer
Confirm the date of reservation
Confirm the time of arrival
Confirm the number of people in the party
Ask if there are any special requests
Take a contact telephone number
100
4: FOOD SERVICE DELIVERY
F O R D I S C U S S I O N
What special requests may different types of customer have?
Listed below are some examples of information discussed during the service briefing.
4 Service
To ensure consistency in the delivery of service, establishments set-up procedures for servers to follow.
These steps are normally referred to as the 'order of service' and detail the tasks to be followed from the
time the customer arrives to his or her departure. A typical example follows. These steps can vary from
operation to operation.
E X A M P L E
Order of service
2. Reservation details are checked and coats, jackets, umbrellas are received and stored for safety.
4. Customers are assisted with their chairs and food and drink menus are presented to the host and
his or her guests.
5. Drink orders are offered either by waiter or sommelier. Customer's orders are noted down in a
particular order. The order in the UK is ladies first, followed by gentlemen, and then the host is
served last. This may differ from culture to culture.
6. Drinks are communicated to bar or dispense bar either by a manual or computerised point of sale
system (POS).
7. Employee informs customers of any specials or dishes that are not available on the menu.
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FOOD AND BEVERAGE OPERATIONS
10. Server communicates food order to kitchen either with manual or computerised point of sale
system (POS).
12. Cutlery may need to be adjusted by adding special cutlery such as steak knives, soup spoons etc.
14. Waiter collects food from the kitchen and transports it to restaurant on a tray.
15. Waiter offers accompaniments such as black pepper, parmesan cheese, salad dressings or sauces.
16. Waiter delivers each dish to customers one by one and wishes them a good appetite: 'Bon
Appetit!'
17. Throughout the meal the waiter refills any empty glasses and checks satisfaction.
18. Dishes are removed only when all customers have finished eating.
19. Depending on how many courses have been ordered more food may be delivered.
21. Check if customer would like to have anything else such as dessert or coffee/liqueurs.
A C T I V I T Y 4 1 5 m i n u t e s
Your manager has asked you as part of your appraisal to design a training programme for a new food
service employee. What would they need to know and how would you train them?
Steps How
2. Approach table Approaching the host say 'Excuse me Mr Smith may I now take you
order?'
3. Take orders Take orders by starting with women, then men, then the host last
Collect menus one by one
Repeat orders back to customers for confirmation
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4: FOOD SERVICE DELIVERY
4. Finish Thank customers and inform them of time for first course to arrive
Check if they need anything else
Wish them a good evening
F O R D I S C U S S I O N
Good teamwork is very important in hospitality. What qualities should you posses to be a good team
player?
2. Volume – try not to speak too loudly as this is most annoying to customers. Speaking too quietly
can also make it difficult for customers to hear you properly. Try to match your voice volume to
the person with whom you are speaking.
4.4 Selling
Selling is a critical part of any food service employee's job. Effective selling techniques require confidence,
ability and knowledge.
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FOOD AND BEVERAGE OPERATIONS
A C T I V I T Y 5 3 0 m i n u t e s
As a restaurant supervisor you are under pressure from the food and beverage manager to increase
dessert sales in your department. What six strategies would achieve this?
A C T I V I T Y 6 6 0 m i n u t e s
Sales is a very important part of any food and beverage employee's job. In a group create a spider
diagram to show the different ways a restaurant manager can increase food and beverage sales.
F O R D I S C U S S I O N
Do most employees find it easy to sell? If not, why not?
Source: http:///www.micros-fidelio.co.uk
Figure 4.6: Restaurant point of sale
A C T I V I T Y 7 1 5 m i n u t e s
What are the advantages and disadvantages for a food and beverage operation of using a POS system?
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4: FOOD SERVICE DELIVERY
5 Post-service
Following the end of service the food and beverage employees carry out a variety of duties including:
Post-service debriefing
The supervisor may carry out a post-service debriefing which could include:
Log books – a log book is a record normally in the form of a diary, that is kept in each outlet. It is for
recording issues, events, shortages, daily revenues and complaints. It should be checked by supervisors
on commencement of their shift and completed and signed at the end of the shift.
A C T I V I T Y 8 2 0 m i n u t e s
Average Spend (also known as Average Cheque) is one way to evaluate the sales performance of a
restaurant or catering operation. (Average Cheque = Total restaurant revenue for a shift/Total
number of customers).
1. Beverage sales
2. Employee sales performance
3. Customer retention
4. Customer satisfaction
5. Employee satisfaction
6. Menu favourites
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FOOD AND BEVERAGE
E OPERATIONS
SUMMARY
Food servvice
Introducttion
The importtance
of servicce
Im
mportance of
Different
personal Pre--service Service
e Post-service
app
proaches
p
presentation
Organsiational
O Orderr
Mise--en-place Duties Stafffing ratios
structures of servicce
Cle
eaning Service baasics
106
4: FOOD SERVICE DELIVERY
SELF-TEST QUESTIONS
3 Which type of service methods has the highest ratio of customers to service staff?
8 Polishing cutlery, laying tables and preparing accompaniments are types of what?
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FOOD AND BEVERAGE OPERATIONS
SELF-TEST ANSWERS
1 When there is a gap between the customer's expectation and the delivery of service.
3 Buffet service.
5 Napkin, fish knife, fish fork, side plate, side knife, water glass and wine glass.
8 Mise en place.
9 A supervisor.
ANSWERS TO ACTIVITIES
1 Customers
Dissatisfaction
Complaints
Discounts
Loss of return business
Switch loyalty
Negative word of mouth
Employees
Over worked
Stress
Low morale
Job dissatisfaction
Sickness
Switch to more suitable employment
Organisation
Poor image
Poor reputation
Loss of business
Increase in expenses
Loss of market share
Decrease in profits
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4: FOOD SERVICE DELIVERY
Advantages Disadvantages
3 Example flowcharts:
Gueridon service
Waiter
collects raw Waiter places
Waiter takes Waiter places Kitchen ingredients Waiter cooks cooked food
order from order with prepares raw and takes to food in front on plate and
customer kitchen ingredients the of customers serves
customer's customers
table
Plated service
As illustrated in the above examples, the difference between these two methods is that in gueridon
service the emphasis and responsibility is placed on the waiter and in plated service the responsibility lies
with the chef.
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FOOD AND BEVERAGE OPERATIONS
5 Strategies
7 Advantages
Greater control
Management information
Faster service
Greater efficiency
Checking tool for managers
Performance measurement tool for managers
Disadvantages
High initial investment
Reduces face-to-face communication between departments
Can malfunction
Training costs
Electricity, servicing and paper costs
110
CHAPTER 5
BEVERAGES
Chapter objectives
In this chapter you will learn to
Explain the critical factors and considerations when designing and organising a bar
Discuss key bar personnel, their responsibilities and organisation
Identify the different types of beverages used in a bar, their uses, methods of production and service
Understand the importance of control within a bar and discuss a range of methods that can be implemented to
maintain control
Topic list
Introduction and overview
Bar design and equipment
Beverage service
Types of beverage, service and production
Bar control
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FOOD AND BEVERAGE OPERATIONS
Support/Adjacent bar The bar supports a restaurant or dining facility where customers can
have aperitifs and appetisers prior to using the restaurant and digestifs
after.
Service/Dispense bar This bar would be situated 'back of house' and is not visible to
customers. The bar acts as a central dispense and serves beverages to
service personnel who place orders from different outlets.
Conference and Banquet This bar is located within the Conference and Banquet area and is in
bar most cases only in operation when events are taking place.
Mini bar Mini bars are small self-service bars located in customer's bedroom.
Larger hotels may have several bars within the hotel, whereas some budget and smaller hotels may have
no bar operation at all.
Some hotel operators now outsource their bar space to external bar companies who operate their
concept from within the hotel.
Quality standards
Size of operation
Turnover of operation
Theme or concept
Customer type
Times of operation
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5: BEVERAGES
Head Barperson or
Bar Maanager
Assista
ant Bar
Mannager
Superrvisors
F
Figure 5.1: A ttypical hotel bar
b operation
Some large, high-volume bar operations also employ
y 'bus' staff wh
ho support the
e bar staff by collecting
c
nd re-stocking
glassware an g the bar.
1.3.1 General
Meeting goals and targets
Achie
eving 100% cu ustomer satisffaction
Attracting and reta
aining a skilled
d team
Minim
mising wastage e
Maximmising sales
Mainttaining standa
ards
1.3.2 Specific
A commpetitive environment
Adhe ering to the lice
ensing laws
Beingg constantly innnovative
Runn ning promotion ns
Minimmising theft byy employees
Strictt cash control monitoring
Inven ntory management
Dealing with intoxicated guests
Barte
enders
Floorr staff
whose job ro
oles and respo
onsibilities are
e as set out be
elow.
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FOOD AND BEVERAGE OPERATIONS
Setting-up bar area for service (mise en place) Setting-up floor area for service (mise en place)
Serving customers who visit the bar or sit at the Greeting customers who enter the bar
bar
Preparing and dispensing drinks to floor staff Taking drinks and food orders for table customers
Keeping front and back bar areas clean and well Clearing and resetting tables
presented
The recruitment, selection and retention of good bar staff are an essential part of quality service and
success in running a bar.
Personal Professional
'Good bartenders can learn to study their guests – to pay attention to their guest tastes and drink
preferences. In this way, they will more easily remember what their guests have ordered and be able to
anticipate their guest's needs before they ask'. Kotschevar & Tanke (1996)
Job description
Responsibilities
3. To create awareness of all products, menus and services available within the bar
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5: BEVERAGES
8. Ensure that all beverages and food served is in accordance with set hotel standards
9. Ensure that ambience of the bar is maintained throughout the day through adjusting music
and lighting
'Flaring bartenders', as pictured below, possess bar skills that 'wow' the customers. Operations employ
such staff to be different from the competition by making the bar service very unique and exciting. These
particular bartenders are creative, knowledgeable, fast with outgoing personalities.
Source: http://www.themontgomerie.com
G R O U P D I S C U S S I O N
What are some of the disadvantages for an organisation employing flaring bartenders?
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FOOD AND BEVERAGE OPERATIONS
A C T I V I T Y 1 3 0 m i n u t e s
Salesmanship is an integral part of any bartender's job. What ten ways could a bartender personally
increase beverage sales within a hotel bar?
A C T I V I T Y 2 6 0 m i n u t e s
You are a hotel bar supervisor and your food and beverage manager has asked you to create a bar
promotion for next month to increase sales. Detail:
Name of promotion
Target market
Promotion offer and details
The methods that you will use to promote it
The costs that are involved to create and run the promotion
Any pricing details
The financial projection – estimated revenue
Create a marketing 'flyer' that will be used to stimulate awareness to customers
'The layout of a bar depends on the type of operation. Each type of operation presents its own
limitations and challenges. For example, the poolside bar at a resort hotel will have special refrigeration
and sanitation concerns. An airport bar has to emphasise speed and accessibility in its layout. The layout
of a restaurant bar will need to accommodate the storage requirements of wines and champagnes'.
Kotschevar and Tanke (1996)
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5: BEVERAGES
Allocation of space How much space will be required and allocated for customers, employee
service and storage?
Type of customer Who will be the target consumers, business, students, conference
delegates, resident or non-residents? What will the business mix be?
Table and seating Will we use stools, tables, booths or couches and what proportion of each?
arrangements How is this linked to atmosphere, goals and revenues?
Traffic flow To ensure that employees can serve efficiently, customers can access
products and services easily, minimise customer queuing.
Employees What skills will they need, what products are we serving, how many
employees?
Equipment What equipment will we need to achieve our goals? (TVs, pinball machines,
speakers, bar equipment)
Entertainment How will we entertain our customers, live music, DJ, jukebox, dance floor,
flaring bartenders?
Other factors to consider in bar design are ergonomics and sales, including:
Source: http://www.deusterco.com
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FOOD AND BEVERAGE OPERATIONS
Most bars are divided and organised into two main areas, the 'front bar' and the 'back bar'. The front
bar is the area that is not visible to the customer and is the main service point for the barman. The back
bar is visible to the customer and is the main area for product displays and merchandising.
Bars require different types of equipment for the employees to carry out their job functions efficiently.
This can be typically categorised into four main areas
Fixed equipment
Portable equipment
Glassware
Consumables
F O R D I S C U S S I O N
What do you use each item of 'portable equipment' for, as listed above?
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5: BEVERAGES
A C T I V I T Y 3 1 0 m i n u t e s
What are the correct names for the different types of bar equipment shown in Figure 5.3.
2.2.3 Glassware
There are many different types of glassware found in a bar. Glassware can range in quality, colour, size
and shape depending on the operation. In addition, to being used for the service of beverages the
glassware can also add to the design and decoration of the bar.
Pick up glasses from the base and place holding the stem
Never touch the rim of a full glass
Only carry a safe amount of glasses at any one time
Try to use trays where possible in front of house areas
Ensure you use the right type of glass for the beverage being served
Ensure the glass is clean on the exterior and inside, without any marks or stains
Ensure the glass is in good condition and cannot cause any harm
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FOOD AND BEVERAGE OPERATIONS
A C T I V I T Y 4 2 0 m i n u t e s
What are the following types of bar glassware used for?
Carafe
Decanter
Schooner glass
Tankard
Pilsner glass
Pina colada glass
Pitcher
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5: BEVERAGES
There are also a variety of food items that would be stocked in a bar as accompaniments to different
beverages, as listed below.
Coconut Cucumber
A C T I V I T Y 5 1 5 m i n u t e s
Olives would be used to garnish a martini cocktail. Which drinks would require the food items as listed
above?
3 Beverage service
Prior to, and after, service there are many tasks to complete. These are best divided into pre- and post-
service duties, and these duties will vary depending on establishment and shift.
A C T I V I T Y 6 3 0 m i n u t e s
Name ten likely things to appear on a daily cleaning schedule of a bar and lounge.
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FOOD AND BEVERAGE
E OPERATIONS
4 Types of
o beverrage, serrvice and
d produc
ction
Soft drinks
d
Winess Beers
Beverages
Cocktails Spirits
Liqueurs
Figure 5.5: C
Classification of
o beverages
Ex
xamples Service
e
Mineral wa
ater Still (eg Evian) Serve chilled, with slice of lemon, tall
t glass,
Sp
parkling (eg Pe
errier) ice onlyy on request
Mixers or sodas
s oke, diet coke, tonic, soda,
Co Can be served on the
eir own or as a mixer
gin
nger ale, bitterr lemon, tango
o, with another drink, ie
e gin and tonicc
sprrite, tonic
Syrups and
d Gre
enadine, lime and orange Normallly served dilutted or as a dassh in other
cordials corrdial beverag
ges. For example, lager and
d lime
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5: BEVERAGES
Filter Traditional method of making coffee. Often served with hot or cold milk or cream
Cafetiere Popular method of making and serving fresh coffee in individual or multi-portion
jugs. Often served with hot or cold milk or cream
Americano Espresso with added hot water to create regular black coffee
Cappuccino Espresso coffee topped with steamed frothed milk, often finished with a sprinkling
of chocolate
Café latte Shot of espresso plus hot milk, with or without foam
Iced coffee Chilled regular coffee, sometimes served with milk or simply single espresso
topped up with iced cold milk
Turkish/Egyptian Intense form of coffee made in special jugs with finely ground coffee
Instant coffee Coffee made from processed powder (often freeze dried)
4.3 Beers
Most bars stock a good selection of local and international beers, which are served in a selection of ways
to include kegs (draught), cans or bottles. A 'draught' beer dispensing system, as shown in Figure 5.6,
can be seen in many bars.
Source: www.kegworks.com
Figure 5.6: Draught beer system
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FOOD AND BEVERAGE OPERATIONS
The table below shows the opportunities and challenges of stocking draught beer.
Opportunities Challenges
Customers feel that they are getting value for Investment in training and monitoring
money
Lagers Carlsberg, Fosters, Made from cold fermented Serve chilled 4-7°C,
Heineken, San Miguel, yeast, carbonated, normally 39-45°F
Asahi, Tsingtao light or pale in colour, drier
in taste than ales
Non/low alcholic Barbican, Bud light 4.7 ABV or less Chilled 7°C, 39-45°F
ABV – an abbreviation for 'Alcohol by Volume' and indicates what the total proportion of the volume of
the liquid is alcohol.
Source: http://images.encarta.msn.com
Figure 5.7: The beer brewing process
Web site: http://www.beerandpub.com. This web site features a good section on the beer production
process.
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5: BEVERAGES
4.4 Spirits
Most bars feature a wide selection of spirits. Most spirits feature product variations that differ in taste,
alcoholic volume, area of production, packaging and quality. The following table provides information on
the main pouring spirits.
Vodka Eastern Europe Clear, distilled from fermented Very chilled (store in
grain, potatoes, molasses, beets, freezer before service),
35–60% ABV serve neat or mixed
Rum Caribbean Distilled and produced from Serve chilled, neat or mixed
fermented sugar (molasses) and
water. Can be white, golden or
dark in colour, 37–43% ABV
Gin England Clear grain spirit produced from Serve chilled, neat or mixed
juniper berries
Tequila Mexico Made from agave plant. Colour Serve on its own with
ranges from clear to pale, lemon and salt or in
38–40ABV cocktails
Whisky Whiskey (Ireland) Produced from barley, water and Neat or mixed with a
Whisky (Scotland) yeast mineral or still water
F O R D I S C U S S I O N
Mr and Mrs Smith walk into the hotel bar after their dinner in the restaurant. Mr Smith orders a brandy
but Mrs Smith has already consumed her alcohol allowance for the evening and is driving them both
home. As the barperson on duty suggest two suitable beverages for Mrs Smith.
4.5 Liqueurs
The range of liqueurs available on the market is extensive. These compounded spirits vary in colour,
origin and flavour. Production methods can include the use of fruits, spices, herbs and spirits. They are
colourful in appearance and contribute towards the atmosphere to the back bar. They are versatile in
their uses and can be served on their own, in cocktails and as accompaniments in specialty coffees. They
have a long shelf life.
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FOOD AND BEVERAGE OPERATIONS
An 'aperitif' is a beverage that would normally be offered to customers before their meal. Examples of
typical aperitifs are champagne, wine, sherry and vermouths.
A 'digestif' is a beverage that would be offered following the meal. Examples of typical digestifs are
brandy, armagnac, cognac, whisky and some liqueurs.
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5: BEVERAGES
4.6 Cocktails
The availability of cocktails in bars varies from full cocktail lists to none. The reason for this is that to
promote cocktails, establishments need to invest in training, an extensive range of beverages, special
equipment, glassware, accompaniments and time.
There are hundreds of cocktail recipes and for most establishments to serve all of these would be
unrealistic. It is for this reason that most hotels tend to train their bar staff to have knowledge in the
preparation of the 'main cocktails' that are normally requested. In situations where other more
obscure cocktails are requested the bartender can ask the customer for information and attempt to
create the cocktail. Cocktail knowledge can be acquired in various ways from cocktail books, individual
cocktail diaries maintained by the bartenders and liqueur manufacturers conducting training.
Restaurants such as TGI Fridays have a full and extensive cocktail list and use this as one of their unique
selling points to differentiate themselves from their competitors and attract customers.
Cocktails can be classified into the ways they are made which include:
Shaken
Stirred
Blended
Build
Mixed
Layered
A C T I V I T Y 7 1 0 m i n u t e s
Name one cocktail for each of the above production methods.
A C T I V I T Y 8 o n g o i n g
Start to create your own 'bartender bible' by researching the following well-known cocktails. For each
cocktail have a different section detailing:
Bloody Mary
Tequila Sunrise
Strawberry Daiquiri
Screwdriver
Pina Colada
Long Island Iced Tea
Vodka Martini
Crazy Cow
Eskimo Joe
4.7 Wines
Most bars offer a selection of wine. This could be just simple house wine or extensive lists which can
range from local to international wines from specialist vineyards. Wines are classified as:
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FOOD AND BEVERAGE OPERATIONS
Red wine
White wine
Sparkling wine
Dessert wine
Fortified wine
France is one of the largest wine producing countries with many well-known regions producing different
kinds of wine.
Source: http://francethisway.com
Figure 5.8: Main wine producing areas in France
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5: BEVERAGES
Ageing Storing wines in wooded (typically oak) or stainless steel barrels before bottling
Vintage The year a wine's grapes were harvested and wine making begun
Aperitif wine Wine and spirits, added, and sometimes flavoured with herbs and spices
Dessert wine Sweet wines suitable for drinking with or after dessert
Sparkling wine Wine containing carbon dioxide, which produces bubbles when the wine is poured.
A C T I V I T Y 9 6 0 m i n u t e s
Complete the table below.
Armagnac
Cognac
Sherry
Campari
Crème de Cassis
Jim Beam
Pernod
Mezcal
Red Bull
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FOOD AND BEVERAGE OPERATIONS
2. Check label that it is the correct wine Check label that it is the correct wine
3. Place in ice bucket and half fill with ice Place in wicker basket and collect side plate
and water and waiter's cloth
4. Place on stand and take next to host's Place on stand next to host's table
table
5. Using a waiter's cloth present the bottle Using a waiter's cloth present the bottle (label
(label facing) for the host to check facing) for the host to check
6. Place bottle back in ice bucket and using Place bottle back in wicker basket and using a
a 'waiter's friend' remove outer foil 'waiter's friend' remove outer foil
7. Using waiter's cloth remove any debris Using waiter's cloth remove any debris or
or mould from on top of the cork mould from on top of the cork
8. Using the waiter's friend slowly remove Using the waiter's friend slowly remove cork
cork and place on table in front of host and place on the side plate in front of host
9. Using cloth wipe around the inside of Using cloth wipe around the inside of the
the bottle neck bottle neck
10. Offer the host a small taste Offer the host a small taste
11. If satisfactory, serve other guests before If satisfactory, serve other guests before
topping up the host's glass topping up the host's glass
12. Replace back in ice bucket and top-up Replace back in basket and top-up glasses
glasses when required when required
Trend: Many wine manufacturers nowadays have replaced corks with twisted bottle caps.
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5: BEVERAGES
Sparkling wines 45 7
Food servers can assist customers by providing recommendations of wines and how they match best
with particular menu items as illustrated in the following table.
Caviar Champagne
Source: http://norecord.files.wordpress.com
Figure 5.9: A wine label
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FOOD AND BEVERAGE OPERATIONS
A C T I V I T Y 1 0 2 0 m i n u t e s
Go to the nearest big supermarket and research its wine department to answer the following.
A C T I V I T Y 1 1 o n g o i n g
Many food and beverage personnel will keep tasting notes of wine to help them gain knowledge and
enable them to give advice to customers. Complete the table below to start your own set of wine notes.
Sancerre
Beaujolais Nouveau
Beaumes de Venice
Chateau Petrus
Gewürztraminer
Cloudy Bay
Tokay
Chianti Classico
Taittinger
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5: BEVERAGES
A C T I V I T Y 1 2 2 0 m i n u t e s
Recommend a single wine for each course of the following menu. Describe if it is sweet, medium or dry,
still or sparkling and white, red or rosé and give the country of origin and regional location. You may use
commercially named wines if you wish.
Seafood cocktail
Cheese platter
5 Bar control
5.1 The importance of bar control
Bar control is one of the most important management functions in running operations that serve
beverages. The reasons for this are:
With these factors in mind, strict control procedures need to be implemented and monitored.
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FOOD AND BEVERAGE OPERATIONS
Buy in bulk to receive better discounts Buy small amounts and receive few discounts
Negotiate deals with supplier to receive Accept all prices from suppliers and fail to bargain
product discounts
Implement strict controls on receiving and Lapse controls on receiving beverage items. On receipt
checking beverages should be checked for price, quality, brand,
expiry and damage. If these are not checked high costs
will occur
Select the most appropriate storage For example, if champagne is stored too cold it will affect
method to result in longer shelf life the quality
Implement 'first in first out' stock rotation Old stock must be used and issued first to make sure
system customers receive the most fresh items and to avoid items
expiring
Be aware of product and seasonal price Selling prices of beverages are set against product costs.
fluctuations in the market and adjust Therefore, if cost prices increase and adjustments to
price accordingly selling prices are not made a loss in profits will occur.
Be aware of 'slow moving items' and Beverage items that will expire and have expired cannot
'expiry items' and implement selling be sold
strategies to avoid high wastage costs
Ensure requisitioning is accurate and Faulty and bad requisitioning practices will create
consistent – to and from stores and irregularities in beverage stocks
departments
To ensure end of month stock-takes are If no stock-takes (or inventories) are made hotels or
completed and 'mid-month' wherever organisations cannot determine if beverage stock has gone
possible missing
To ensure that all beverages sold in Beverages that are issued to customers and no bill has
outlets are billed been made can mean:
1. That the customer has paid but the money has not
gone in the till (has gone in the server's pocket!)
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5: BEVERAGES
To ensure that beverages are costed If wrong or incorrect selling prices are calculated, the right
appropriately to reflect product cost and profit will not be achieved
outlet's sales goals
To ensure the correct brands are sold on For example, different types of beer are different prices. If
purchase a guest wanted a Tsingtao and a Heineken was served by
mistake and the customer was charged for a Tsingtao a
loss would be made
To ensure 'weights and measures' and All beverages are costed out per portion, therefore, if a
portions are correct and followed at all larger measure is given money will be lost
times
To ensure that any wastage is recorded Broken bottles or faulty beverages must be accounted for
and accounted for and included in the stock-take reconciliation
To implement controls to ensure that Checks on employee bags, security cameras, random bar
theft is kept to a minimum checks, random till checks etc
To set sales incentives to move more If no effort is made to increase stock turnover at all times
beverage stock expiry will occur
Ingredient Quantity
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FOOD AND BEVERAGE
E OPERATIONS
SUMMARY
Introductio
on
Bar de
esign and Preparation for
Staffing Be
everages Bar conttrol
organ
nisation service
Consid
derations So
oft Drinks
Equipm
ment and
Beers
Glasssware
Spirits
L
Liqueurs
C
Cocktails
Wines
136
5: BEVERAGES
SELF-TEST QUESTIONS
10 Name any four ways that a manager can maintain bar control.
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FOOD AND BEVERAGE OPERATIONS
SELF-TEST ANSWERS
1 An employee who specialises in entertaining customers with bar acrobatics, tricks and creative cocktail-
making.
4 Egyptian coffee.
7 Red wine.
8 45°F (7°C).
9 France.
ANSWERS TO ACTIVITIES
3 Equipment answers: From left to right – waiter's friend, cocktail shaker, cigar cutter, bar optic, drinks
blender, spirit measures.
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5: BEVERAGES
5
Olives - Martini Lemons – Coke/gin & tonic Oranges – Campari/orange juice
Tabasco sauce – Bloody Mary Cherries – Cinzano Limes – Mexican beers
cocktail
Angostura bitters – used in Worcestershire sauce – Bloody Sugar – To rim glasses
cocktails Mary and Virgin Mary cocktails
Cream – some blended cocktails Coconut – Pina Colada Cucumber – Pimms cocktail
Sugar cubes – Champagne Salt – Tequila shots
cocktail
6
Before Opening Post Service
Clean table tops Mop and disinfect floor
Dust chairs Empty dustbins
Light vacuuming Clean coffee machine
Wipe chair legs Clean drinks trays
Clean bar tops
9
Beverage Origin Description and uses
Armagnac France Armagnac is a cognac produced with white grapes. Made in France and
typically consumed as a ‘digestif’ after the meal
Cognac France Produced in France and best consumed after three years, this charismatic
brandy is deep, rich and consumed as a digestif. Can also be used in
cooking and cocktails.
Sherry Spain A fortified wine originating from the area of Jerez in Spain. Sherry styles
consist of Fino (very dry), Manzanilla (dry) and Oloroso (sweet). Served
as an ‘aperitif’ before meals.
Campari Italy An Italian bitter made from herbs. Typically served as an aperitif as a
long drink accompanied by orange. Also used in cocktails such as
Negroni.
Crème de Cassis France A French fruit liqueur made from blackcurrants. Most commonly used in
the ‘Kir Royale’ cocktail which is Champagne and Crème de Cassis.
Pernod France A French aniseed flavoured liqueur. Can be used in cocktails or with water.
Mezcal Mexico Made from distilling the agave plant and produced in Mexico. Worms are
found in some bottles of this beverage.
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FOOD AND BEVERAGE OPERATIONS
12
Seafood cocktail Sancerre – a charismatic fresh white wine produced in the eastern
part of the Loire Valley.
Strawberries and cream Asti Spumante – a sparkling white wine made in the Asti region in
Piedmont, Italy.
140
CHAPTER 6
MENU PLANNING
Chapter objectives
In this chapter you will learn to
Explain the importance of the menu within an operation
List, explain and critique the different type of menus found in operations
Discuss the factors to be considered when creating menus
Describe a range of tools for evaluating menus
Topic list
The importance of the menu
Menu styles
Menu considerations
Menu options
Menu evaluation and performance
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FOOD AND BEVERAGE OPERATIONS
Source: www.chaletnarnia.com
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6: MENU PLANNING
2 Menu styles
2.1 Courses
Menus normally consist of three different sections. Some customers will have all three courses, some will
have just one depending on their time, budget or situation.
Characteristics Examples
Appetisers The first course Soups, salads, smaller variations of the
The taster main course dishes
Smaller portion
Can be hot or cold
Normally savoury
Main course or Follows the appetiser (not always) Grills, meats, platters, fish, vegetarian,
entrée Larger portion sizes large salads
Savoury
Can be hot or cold
Most expensive menu items
Desserts Normally final course Ice creams, cakes, gateaux, fruit, cheese
Can be small or large in size
Sweet or savoury
Can be served hot or cold
Side orders
Snacks or light meals
Children's meals
Signature dishes
The main menu formats found in commercial and non-commercial operations are:
At lunchtimes
For themed lunches and dinners (Valentines, Easter, Christmas)
In Conference and Banqueting
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For Conference and Banqueting, choices will be limited depending on quantity of people. For example, if
you were having 100 delegates for lunch it would not be practical to offer them a choice such as the
menu shown in Figure 6.1 because it would slow down the kitchen, slow down the service, result in food
wastage and an increased food cost. However, this menu would be suitable for a group of 10 to 20
people.
Table d'hôte menus are ideal for catering to large numbers of people and are subsequently used a great
deal in Conference and Banqueting.
Source: http://www.godine.co.uk
Figure 6.1: Example of a table d'hôte set menu
Table d'hôte menus are sometimes used in restaurant operations during lunch and dinner service. More
usually at lunchtime, as this is when customers tend to be more time constrained. These menus would
normally be run instead of the operation's full à la carte menu. Some establishments do offer both
together but the main reason for most operations offering a set menu is that a full menu does not have
to be prepared.
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Opportunities for Less costs overall, labour, purchasing, preparation, training and utilities
operation Can run TDH menus during slow demand periods. (If a full à la carte menu
is offered with few customers then there would potentially be high wastage
of labour, food cost and food production)
Requires less chefs to be on duty as there is less food to prepare
Can trial out new dishes before putting on full ALC menu
Requires less skilled chefs as only a few dishes to concentrate on
Requires less service staff due to simplicity
Can incorporate slow moving or soon to expire food
In some situations senior chef can implement TDH menus when there is a
shortage of kitchen staff or skill
Can use skilled chefs to perform other functions, for example mise en place
for dinner or conference and banquet events
Challenges for Difficult to compete with ALC choice being provided by other establishments
operation
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Source: http://www.thelock-diningbar.com
Figure 6.2: Example of an à la carte menu
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Challenges for Large quantity of dishes requires lots of purchasing, storage, preparation and
operation controlling
High perishability – difficult to sell during slow demand periods
Requires higher quantities of kitchen and service staff
Demands higher skilled chefs due to more complexity
More training for chefs and service personnel
More things to manage therefore more opportunities for error
More choice can result in longer wait times and reduction in seat turnover
Higher costs, space, utilities, labour, wastage
Greater customer expectations
The menus are pre-planned to meet the needs of the target consumers and are rotated weekly,
fortnightly or monthly.
Weeks Chicken soup Green salad Tomato soup Egg Vegetable soup
1, 3, 5, 7, 9 Baked Chilli con carne Chicken pie mayonnaise Fish and chips
vegetable with fresh with brown Beef casserole Mixed ice
lasagne vegetables rice with mashed cream
Fruit salad Apple cake Hot chocolate potatoes
pudding Banana flan
Weeks, Tuna salad Mushroom Garden salad Lentil soup Cheese salad
2, 4, 6, 8, Baked potato soup Grilled beef Braised lamb Vegetable
10 with tomato Fish and potato with with cous cous pasta with
sauce bake vegetables Raspberry garlic bread
Poached pears Carrot cake Bread and crumble Mixed ice
butter cream
pudding
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Opportunities for Less changes in the menu allows for easier planning
operation Able to ensure menus are well balanced across the week
Able to buy in bulk and achieve cheaper prices with supplier
Employees become skilled and specialised in the production of particular
dishes allowing for greater competency and efficiency
Less training of employees
Less errors
Food can be prepared in advance and chilled
Less skilled employees required
Opportunities for Customers get to look forward to particular menus on certain days
customer
A C T I V I T Y 1 6 0 m i n u t e s
Draw up a table and carry out a comparison between the three types of menu discussed (TDH, ALC and
Cyclical). Compare differences in purchasing, storage, preparation, staffing, costs, requirements,
efficiency, quality, profit, service and customer satisfaction.
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U PLANNING
3 Menu consider
c rations
Caterers and
d chefs are confronted with many factors when plannin
ng menus as illlustrated belo
ow.
Priority Concern
of Menu u Planner
Socio--economic Availab
bility of
Portion size
faactors ingred
dients
Skill requirrements of
Demograaphic factors Colour baalance
cheefs
Size of re
estaurant
Religious considerations
c Nutritional balance
(covvers)
Service method
m –
Concept of value Plated, buffet
b for Aesthetic balance
b
exammple
Foo
od trends Storage facilities
Provenaance
availlable
Compe
etition
Environnmental
legislation
Design an
nd flow of
kitchen
Menu cove
er & design
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the consumers
the operation
the food or product
Consumers expect:
3.2 Trends
Organic food Consumers increasingly demand food that is healthy, organic and produced
without any artificial additives.
Exotic Consumers increasingly enjoy more exotic foods from areas such as Japan,
China, Thailand and India.
Healthier options Increasing obesity levels are leading consumers to be more health conscious.
Organic food – food that is produced without the use of chemicals, including pesticides and fertilisers.
A C T I V I T Y 2 2 0 m i n u t e s
What are the following?
Fair trade
Food miles
Carbon foot prints
F O R D I S C U S S I O N
How can food and beverage operators use the above in their menu planning?
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Food Definition
Halal Caters for members of the Muslim faith; in the food production process the animal or
poultry has to be slaughtered in a ritual way known as Zibah.
Kosher Kosher food is food that meets Jewish dietary laws, or the laws of Kashrut. Similar to
Halal, it has strict rules in the preparation and production stages, where food is
supervised by a rabbi. Members of the Jewish faith would not consume items such as
pork or seafood and would not mix dairy and meat.
Vegetarian Vegetarians would not eat meat, poultry, and fish. They eat primarily vegetables,
pulses and fruits.
Vegan Vegans do not eat meat, eggs, dairy products and all other animal-derived
ingredients. They eat beans, grains, legumes, vegetables and fruits.
Website: More information on halal and kosher catering can be found at:
http://www.halalfoodauthority.co.uk
http://www.kosher.org.uk
A C T I V I T Y 3 6 0 m i n u t e s
You have planned a dinner party for five people and of the people attending, one is a vegetarian and one
is a vegan. Plan a three-course, three-choice menu to meet the needs of all of your guests.
In the following table there are listed suitable menu items for consumers with particular dietary needs
and wants.
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Costs
££££
Each establishment has a target food cost to be achieved. This food cost drives the pricing margins. The
cost, preparation and production of the food items selected have to fit in with target costs to ensure
margins are maintained.
'The operational objective is to prepare meals of a high quality in the most cost effective
way to achieve good profits'.
Explanation
The establishment's Food cost refers to the menu price of a certain dish in comparison to the
target food cost cost of the food used to prepare that same dish. How much you pay for
food will determine how much you need to charge for it. Food cost should
be between 30-35%.
The cost of Chefs need to monitor ingredients costs as fluctuations can impact on
ingredients profits.
Food seasonality Food prices can change in and out of season. For example, asparagus is
most affordable in April and May and these prices will increase in other
months.
Trend: In many western countries seasonality is a thing of the past. Many
menus now feature products such as strawberries and asparagus all year
round with foods being produced and transported in from other countries.
The quantity of food The quantity of food or portion used in a dish will ultimately impact on the
used for each dish food cost. Each establishment has a food cost and each dish reflects that
(portion) cost. If additional items are put on the plate and if the menu price is fixed
the profit for the dish will decrease and the food cost subsequently
increase.
Food wastage during A good chef will eliminate food wastage during the food production
production process. For example un-served cooked bacon can be utilised in an
avocado and bacon salad.
Food production The methods used to produce the food will ultimately impact the costs. For
methods adopted example, if you receive potatoes that are washed, peeled and cut they will
be more expensive than potatoes being received in a natural state.
Therefore the food prepared by another organisation and bought-in is at
additional expense as it has more value added, being already processed.
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F O R D I S C U S S I O N
What are the positive and negative impacts of all year round food availability for customers, the
operation and the environment?
3.4.7 Competition
It is important to carry out regular competitor evaluations. Consumers will select one competitor over
another for different reasons, such as quality, presentation, price, variety, ingredients used, promotions,
portion and service. It is, therefore, imperative that your menu is different and better than your
competition. If you differentiate your product you will increase your chances of attracting consumers. Be
sure to also carry out this analysis quarterly as competitors' menus can change frequently. Also
remember that they are probably visiting your establishment as well, evaluating your menu and
repositioning theirs!
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F O R D I S C U S S I O N
On a street in London there are four Italian restaurants offering a similar standard of food. The following
table shows a recent competitor analysis of one of their menu items (spaghetti carbonara) and other
important elements observed. If you were a consumer which restaurant would you select? Explain your
reasons why.
No live music Live Italian music No live music but the Extensive wine list,
played every night chef has just won an great service but no
award for his culinary entertainment
skills
For example, if an establishment's menu says Scottish salmon, the salmon must be from Scotland.
Fresh salad
Garden vegetables
Homemade desserts
be attractive
be eye catching
set the scene
communicate the theme
be cleanable
be replaceable
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3.7 Flexibility
Menus need to be flexible and adaptive. Internal and external forces can affect the dishes that you offer,
for example:
Ingredient prices change due to political and Menu prices need to be amended
economic factors
Food scares such as bird flu and mad cow Consumers will not purchase
disease Remove from menu
Replace
Items unwanted due to social changes – red Consumers will not purchase
meat, fat Remove from menu
Replace
3.8 Terminology
It is important to remember that your menu is an important communication tool. Therefore, wherever
possible, complex terminology should be avoided. If customers do not understand the menu it may deter
them from entering the restaurant. In cases where more obscure terminology is used it is important to
ensure that the service staff can explain the meaning to customers.
A C T I V I T Y 4 6 0 m i n u t e s
Check out the home pages of several restaurants that display their menu. Looking just at the menu,
what are your thoughts about the type of guests whom the restaurant is trying to attract? In what ways
is the presentation of menu items attactive or offputting?
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Trend: Electronic menus – menus that are typically used outside the main entrance of some
establishments are now automated. These menus are linked to the kitchen and restaurant and can be
changed by the outlet managers when dishes have run out or need to be moved to another area on the
menu that may improve their sales.
3.10 Food
3.10.1 Consistency
To enable consistency of dishes, standard recipes need to be created for each menu item. The standard
consists of:
Ingredients
Weightings
Preparation and cooking methods
Serving temperatures
Cooking times
Equipment
Health and safety
Costings
Photographs of final presentation
During the development of the dish various employees and managers trial the dish and improve it where
necessary. Once successful a photograph of the dish standard is taken and is visible for the chef or
individual preparing the dish. The standard is used to guide employees and to help maintain control for
managers. When standards are followed customers receive the same food each time. When standards
are not followed, quality reduces, consistency is not achieved, customers become unhappy and margins
are jeopardised.
A C T I V I T Y 5 2 0 m i n u t e s
What are the effects of under- and over-portioning for an organisation, customers and profits?
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Sources: http://farm3.static.flickr.com
http://z.hubpages.com
A C T I V I T Y 6 1 0 m i n u t e s
What is your opinion of the colour balance in the two dishes shown above, how could they be improved?
A C T I V I T Y 7 3 0 m i n u t e s
Identify the strengths and weaknesses in relation to colour balance for the set lunch table d'hôte menu
for conference delegates, below. After identifying any weaknesses what adjustments would you make?
Write a new menu.
----------------------
--------------------
3.12 Textures
Not only is colour a consideration in dishes but there is also a requirement for a range of textures.
Textures that are used include smooth, hard, coarse and crunchy and can be created through using
different cooking methods, ingredients, cutting and preparation techniques.
For example: a salad of grilled, sliced chicken, raw chopped carrot, crispy romaine lettuce and bound
with a creamy mayonnaise features a variety of textures. A main course of braised beef, mashed
potatoes and creamed carrots does not.
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3.13 Wording
The menu is a sales tool, it is therefore important to make your dishes sound exciting. Furthermore, as
the dish often cannot be seen before consumption it is key to fully explain and communicate the main
features of the dish creating a visual picture in the mind of the potential consumer.
E X A M P L E
The chef is writing a new room service menu and for one of the dishes has a Thai green curry. The
menu currently says 'Thai green curry served with rice'. The chef feels that this does not really sell or
communicate the dish and changes the wording to Authentic Thai Green Curry with delicate spices in a
creamy sauce served with steamed hot rice.
Tip. In your wording, try to be as communicative about the preparation and cooking methods of the
dishes as possible, for example roasted chicken breast accompanied with diced, steamed green beans
and shallow fried, potato wedges.
The following table provides an example of how potatoes can be described in different ways.
A C T I V I T Y 8 2 0 m i n u t e s
Write a three-course, two-choice set dinner menu for an elderly group of pensioners on an all inclusive
weekend at a hotel. Ensure you consider:
Trend: Some chained restaurants now inform customers of the calorific information for each dish.
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Source: http://www.mdconsult.com
Figure 6.4: The food pyramid
Vegetables
Fruits
Red meats
White meats
Fish
Pulses
Herbs
Spices
A C T I V I T Y 9 4 5 m i n u t e s
You have been given the responsibility of checking the 'balance' of all menus within the hotel. Make a
self-checklist to be used to assess balance.
3.16 Suppliers
Your menu is as good as the quality of the ingredients used
Are there suppliers that can deliver the menu items required?
Am I using the best supplier to provide food in relation to quality, consistency of delivery and price?
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4 Menu options
To follow are some of the different menus found within hotels, subject to variance from operation to
operation.
Children Children's menus are provided separately in most cases. The dishes are
smaller in portion, cheaper and consist of meals such as mini burgers, pasta,
salads and sandwiches. These menus can in some cases double up as drawing
or colouring menus to occupy children throughout the meal.
Dessert Can be either separate or part of the main menu. Desserts can also be
promoted on buffets, 'desert trolleys' and blackboards.
Afternoon tea Afternoon tea menus are normally available between 2.00–4.00 pm. The menu
offers sweets, scones, freshly cut sandwiches and a selection of hot teas.
Special or themed These menus are created for special promotions or calendar events, which
may include Valentines, Mother's day, Christmas, Chinese New Year. In most
cases these would be set menus.
Beverages Drinks can be featured on the main à la carte menu or as a separate menu.
Drinks An extensive drinks menu featuring beers, wines, spirits, liqueurs, cocktails and
soft beverages. Depending on type of operation these can be advertised on
separate menus if the bar has a particular focus.
Bar snacks Most bars provide food, normally consisting of light snacks eaten to accompany
the drinks being served. These can come in the form of finger food, platters to
share, sandwiches and salads.
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6: MENU PLANNING
Menu
Food Executives can enjoy an à la carte breakfast menu, snacks and sandwiches
throughout the day and complimentary hot canapés in the evening.
Beverage Complimentary soft drinks throughout the day and complimentary beverages at
a specified time in the evening.
A canapé is a small individual food item which is served at cocktail events or before large meals. They
can be hot or cold and are offered by food service employees on large silver trays.
À la carte The menu provides a wide selection of dishes featuring the restaurant's particular
concept. This is usually categorised into starter, main and dessert courses.
Wine list A menu offering an extensive range of wines. This is normally classified into either
wine producing regions or wine types, red, white, rosé and sparkling.
Cigar Some hotels feature a 'humidor' with a selection of fine cigars such as Havana,
Cuban, and Montecristo varieties.
Specialty A menu that offers coffees served with liqueurs, for example Irish, Jamaican,
coffees Calypso and Russian.
A humidor is a box-like container that stores and maintains cigars at the correct temperature to
conserve their quality.
Source: http://thesportinglife.net
Figure 6.5: A humidor
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A C T I V I T Y 1 0 3 0 m i n u t e s
Design a small, healthy, snack menu that would be suitable for a hotel's spa and recreation area in your
city. Ensure you consider balance throughout.
F O R D I S C U S S I O N
What are the advantages and disadvantages of providing good quality employee meals and how would
motivation, retention, customers and profits be affected?
When catering for large numbers most departments feature a pre-planned set of menus that vary to
accommodate different budgets. The advantages are:
Customers can, in some cases, make changes and swap items from different menus.
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Menus
À la carte menu The main menu will be advertised either in the in-room directory of
services or nowadays on the television. In most cases the menu will
feature a quite extensive selection of items similar to those dishes offered
on the menus in other parts of the hotel. Some hotels provide the menu
for 24 hours while others offer a limited snack menu during the night.
Breakfast door menu These menus are placed in customers' rooms and are completed the night
before by the guest. On completion the customers hang them on their
bedroom door knob and they are then collected by a room service
employee during the night. Breakfast is then prepared and delivered to
the customers at the requested time.
Mini bar The mini bar menu is a priced list of all items on sale in the in-room mini
bar. The menus also, in some cases, double up as the bill which either
customers or staff complete when items are consumed.
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Puzzles High profit Position on menu for more visibility, larger or more
Low sales colourful font
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6: MENU
U PLANNING
SUMMARY
The importance
enu
of the me
Me enu Menu
Menu styles Menu options
conside
eration evaluaation
Bar and
À la carte The ope
eration
lounge
Executive
Cyclical Food
lounge
Fine Dining
Leisure
Employee
Conference and
C d
banqueting
Room service
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SELF-TEST QUESTIONS
2 In what type of establishments would you most likely find a cyclical menu?
5 What tool would a head chef use to achieve consistency in dish preparation and production?
7 What type of menu items would you typically find on a brunch menu?
9 List two ways a room service menu can be advertised in the room.
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SELF-TEST ANSWERS
3 A vegan would not eat any food that has come from an animal, including eggs or dairy products.
4 The Act says that you must be truthful in your menu advertising.
ANSWERS TO ACTIVITIES
2 Fair trade
The fair treatment along the food chain with emphasis on fair ethical treatment and payment for the
producers of the products. Frequently the Fairtrade logo is visible when producing coffee and fruits from
developing economies.
Food miles
The total mileage that food travels from plough to plate. Many foods now in the west are produced and
imported from far away countries. Although this provides a good range of products available all year
round certain groups are concerned about the environmental impacts of transporting food long
distances. Other impacts are that often the foods being transported are produced locally in the country
that it is being imported to.
The total set of greenhouse gas emissions consumed by the company or product during its production
3 An example menu:
Starters
Cream of mushroom soup finished off with garlic yogurt swirl (vegetarian)
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Mains
Grilled lamb cutlets served with broccoli, carrots and lyonnaise potatoes,
served with a red wine gravy
Desserts
5 Under-portioning
Reduce costs
Lower food cost overall
Customers feel disappointed
Over-portioning
Increased food cost
Waste
7 The soup and the main course are both quite pale in colour. To improve this maybe replace the
cauliflower with carrots and use a herb-based sauce to add some green colour. The dessert is well
balanced with a good variety of colours used on the plate.
8 An example menu:
Fresh, homemade vegetable soup with barley
or
Grilled sardines with a Mediterranean green salad
and a chunky tomato sauce
Hot, tender chicken stew with carrots, leeks and herb dumplings
or
A trio of lamb chops grilled with rosemary and served with
mashed potatoes and garden vegetables
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10 The menu could include meals high in protein, carbohydrates and low in fat, such as:
Wholemeal pasta
Chicken breast with vegetables
Grilled fish
Fresh salads
Baked potatoes
Whole fruit
Cereal bars
Wholemeal sandwiches
Vegetable and fruit shakes
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170
CHAPTER 7
Chapter objectives
In this chapter you will learn to
Explain the importance of quality to a food and beverage operation
Discuss a range of methods operators can use to improve quality
Evaluate a range of approaches to measure and maintain quality
Topic list
Introduction to quality
Quality tools
Quality monitoring and measurement
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FOOD AND BEVERAGE OPERATIONS
1 Introduction to quality
1.1 What is quality?
It is difficult to accurately define quality as it represents many things to different people. Quality
perception is based on things such as our experiences, our expectations and our particular needs at that
time. Below are some definitions to assist you in defining quality.
'To consistently meet or exceed customer expectations by providing products and services at prices that
creates value for customers and profits for the company'. Woods & King (2002)
'The totality of features and characteristics of a product or service that bear on its ability to satisfy a
stated or implied need'. British Standards 4778 (1987)
'Freedom from Defects' Kotler & Bown (2003)
'Delighting the customer by fully meeting their needs and expectations'. These may include performance,
appearance, availability, delivery, reliability, maintainability, cost effectiveness and price.
F O R D I S C U S S I O N
What does quality mean to you?
A C T I V I T Y 1 1 5 m i n u t e s
Insert some hospitality service brands from your area that fit into each section on the matrix.
High Price
Low High
Quality Quality
Low Price
Figure 7.1: Quality matrix
F O R D I S C U S S I O N
Name any three brands that you feel are good quality and three brands that you feel are poor. Compare
your brands with your peers and determine if you all agree and if not, why not?
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7: SERVICE QUALITY IN FOOD AND BEVERAGE
No discounts Discounts
Growth Decline
Profit Loss
Open Closed
Wuest as cited in Kandampully et al. (2001) notes 'Poor service leaves a guest unimpressed,
discouraged, and unsatisfied'.
As shown above good service quality brings many benefits to an organisation. However, there are many
challenges.
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Most customer and/or staff dissatisfaction is because of poor attitudes by staff and managers
100% customer/staff retention is probably unrealistic – 80/85% is possibly achievable
It is not all that difficult for organisations to achieve 90% customer/staff satisfaction – building on
that is more difficult because it is about personal differences
A C T I V I T Y 2 1 5 m i n u t e s
What five things that can lead to guest dissatisfaction in the following departments?
A restaurant
A bar
A room service delivery to a customer's room
2 Quality tools
There are many actions that food and beverage operators can take to improve their service quality.
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7: SERV
VICE QUALITY IN FOOD AND
D BEVERAGE
Qua
ality
sourrcing
Effective
Effective
human
leadership andd
resource
supervision
management
Effecttive
service Stand dards of
Quaality
recoveryy and perfoormance
complaint Tools (SSOPs)
handling
Quality
feedback and Quality
monitoring schemes
systems Effective
e market
segmen ntation -
meetinng their
‘needs, wants
w and
expecttations’
Figure 7.3
3: Standards fo
for effective se
ervice quality
2.1 Effective
e leadersh
hip
To successfuully achieve qu uality within an organisationn it needs to beb made a misssion and drive en by the
person at the top. It is theeir responsibility to ensure that
t quality is incorporated into the wholee fabric of
ation. This is achieved
the organisa a throu
ugh researchinng the target market's
m needss, introducing systems of
service qualiity control with an ongoing,, strong, qualitty checking syystem to monitor and evalua ate.
2.2 Effective
e market segmenta
ation
It is an impo
ortant part of quality
q to consistently meett customer's needs,
n wants a
and expectatio
ons. To
establish and
d maintain needs and wants the following g steps are required.
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FOOD AND BEVERAGE OPERATIONS
E X A M P L E
Recent research by a family restaurant showed that families wanted:
The restaurant is now aware of the needs and wants of families, and can now work towards providing
these features and services to attract and retain families.
Source: http://grey-matter.org
Figure 7.4: The market mixes link to quality
2.3 Expectations
Linked into needs and wants are expectations. This ensures that you also meet what your customers
expect to receive from their visits. Expectations vary in relation to the type of customer and the situation.
E X A M P L E
The following table shows the difference expectations for a variety of customers in relation to a hotel
bar.
As previously stated, customers expectations can change from customer type according to the situation.
For example, tourists can also expect well designed facilities with quality beverages. Normally the
operation targets a particular type of customer and the products and services are matched with their
particular expectations. If the target customer's expectations are not met then dissatisfaction occurs.
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7: SERVICE QUALITY IN FOOD AND BEVERAGE
F O R D I S C U S S I O N
Have you ever visited a Food and Beverage establishment and received poor quality? Discuss with your
peers.
Consider:
What happened?
The service performance gap is when a company fails to meet the service standards management has
put in place to produce products or services that customers have said they want.
The service performance gap can lead to unhappy customers as their expectations of the service they
should receive are not met.
F O R D I S C U S S I O N
Have your expectations ever been exceeded?
How did you feel?
What happened?
What were, do you think, the factors that caused it to happen?
Would you return?
Did you share your experience with anyone?
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FOOD AND BEVERAGE OPERATIONS
'Standards of Performance help with consistency because they detail exactly what must be done and
how it should be done'
Ninemieir (2000)
Consistency of service
Guides the employees in their work
Supervisory tool for training employees
Supervisory tool for evaluating employee performance
Management tool for measuring performance against competitors
Assists in allocating costs per task accurately
F O R D I S C U S S I O N
Do all food and beverage operations have standards? If not, why not?
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The following step-by-step guide can help you deal with customer complaints.
3 Stay calm. Avoid responding with hostility or defensiveness. Never argue with the guest.
4 Be aware of the guest's self-esteem. Show a personal interest in the problem. Use the guest's
name frequently. Take the complaint seriously.
5 Give the problem your undivided attention. Concentrate on the problem, not on apportioning
the blame. Do not insult the guest.
7 Provide the guest with options. Don't promise the impossible, and don't exceed your
authority.
8 Set an approximate time for completion of corrective actions. Be specific, but do not
underestimate the amount of time it will take to resolve the problem.
'Service standards are only as good as the restaurant performance. Although service policies may
establish guidelines and performance standards, personnel may not perform adequately'.
F O R D I S C U S S I O N
Standards never change.
Situation: A customer is in a coffee shop ordering a sandwich. On ordering, she requests that instead of
the standard side salad which accompanies the sandwich she would like to change to some hot
vegetables instead.
Discuss:
There is a clear relationship between quality human resource management and the organisation
achieving quality goals.
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FOOD AND BEVERAGE OPERATIONS
Source: http://www.virginmedia.com
HR Rationale How
Recruit the right Less complaints Job descriptions and job specifications
people Less defects Match best candidate with job specification and
Less training job description
Less risk Complete reference checks
Greater customer satisfaction Paper and pencil tests
Qualified interviewers
Multiple interviewees to reduce bias
Employee trials
Succession planning
Do not panic recruit!
Keep your Increased job satisfaction Regular training
employees happy Less absence Regular performance evaluation and appraisals
Improved team work Recognise and reward achievement
Better service to customer Provide competitive salary and benefits
Retain them Stronger team Provide regular social events
Familiarity with customers' Provide sufficient amounts of quality tools to do
names their jobs effectively
Awareness of customer's Safe, clean work environment
individual needs and wants Fair and effective leadership
Practice empowerment
'More than 65% of customers who will not return do so because of the way they were treated, not
because of the product'. Rowe (1998)
Empowerment – allowing employees to take the necessary action to deal with problems or situations.
2.6 Training
As stated in the following table, ongoing, effective training contributes in achieving quality for the
customers, employees and the organisation.
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7: SERVICE QUALITY IN FOOD AND BEVERAGE
Purchase specifications
Ongoing customer research to determine satisfaction
E X A M P L E
A food and beverage operation sources the best quality coffee beans for its coffee menu. By doing this, it
is increasing its chances of achieving customer satisfaction. However, the coffee bean is only one part of
the total product. The operator also has to provide good service with friendly attentive employees,
provide the right price and ensure the coffee is served at the right temperature in a clean, presentable
cup.
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FOOD AND BEVERAGE OPERATIONS
A C T I V I T Y 3 3 0 m i n u t e s
An organisation is trying to reduce costs and has provided restaurant staff with a range of low cost
cleaning materials for the restaurant. What are the effects of this action on employees, customers and
profits?
Opportunities Challenges
Higher standards Can be expensive!
Customer retention Difficult for small businesses to afford
Reduced complaints Can be difficult to achieve
Increase in profits
Happier employees
Aids 'self-marketing'
A competitive advantage
A benchmark
Independent assessment of quality
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7: SERVICE QUALITY IN FOOD AND BEVERAGE
Figure 7.8 provides an example of one type of quality scheme, Hospitality Assured. Most schemes are
multi-dimensional focusing on different elements that work towards achieving quality. Schemes vary in
cost and depth depending on the size of the operation, their objectives and current situation.
The process normally consists of:
Source: HCIMA
Figure 7.8: Key areas of 'hospitality assured' quality scheme
A C T I V I T Y 4 3 0 m i n u t e s
Visit a hotel or restaurant website and identify what quality schemes they are members of.
F O R D I S C U S S I O N
Do quality schemes guarantee quality?
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FOOD AND BEVERAGE OPERATIONS
Investors in People
www.investorsinpeople.co.uk
Information about the Investors in People scheme
Hospitality Assured
www.hospitalityassured.com
Information about the Hospitality Assured quality scheme
British Standards Institute
www.bsi-global.com
Information about ISO 9001 – put ISO 9001 in the search function to be directed to the relevant
information.
'It is often said that 96% of unhappy guests never speak about their unhappiness'.
Woods and King (2002)
Steps for dealing with complaints.
F O R D I S C U S S I O N 3 0 m i n u t e s
Is zero complaints a realistic goal for a company? If not, why not?
A C T I V I T Y 5 6 0 m i n u t e s
The table below shows some problem situations that can occur in a food and beverage operation. For
each complaint provide the possible effects, potential causes and some long-term solutions.
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7: SERVICE QUALITY IN FOOD AND BEVERAGE
http://www.getentrepreneurial.com
Leaders committed to quality must make sure that there are tools in place to measure their staff
members' efforts at providing great service to guests.
Monitoring and measuring quality can be carried out in different ways. One way an organisation can
approach this is by conducting research internally and externally. Examples of research that can be
carried out internally and externally are given below.
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FOOD AND BEVERAGE OPERATIONS
Internally Externally
Customer questionnaires Mystery guests
Face-to-face feedback External surveys
Focus groups Secondary data
Observation
Critical log books
Management information
Wuest as cited in Kandampully et al. (2001) states that: 'The service encounter and the customer's
evaluation of the quality of this service encounter are critical to service business success'.
Create questionnaire
Distribute questionnaires
Collect questionnaires
Process data
Analyse data
Customer Forms are placed on tables Easy and affordable to Low response rate.
questionnaire or or in bill folds for create. Unhappy customers have
feedback form customers to fill out. Many customers would normally left the
Customers are requested prefer to write premises by the time the
to provide feedback on something than speak data is collected.
areas such as service, out! Customers do not have
atmosphere, food and Can follow-up in some time to complete.
beverage and cleanliness. cases. Bad feedback doesn't get
Easy to organise and passed onto
evaluate feedback. management.
When designing a questionnaire or feedback form it is important to address the following questions.
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7: SERVICE QUALITY IN FOOD AND BEVERAGE
Do we want to collect any other information, for example name, address, e-mail or company or
should it be anonymous?
How will we manage all the data collected from the questionnaire?
A C T I V I T Y 6 3 0 m i n u t e s
Every customer should complete a feedback form. What strategies can operators adopt to achieve a
100% response rate.
A C T I V I T Y 7 6 0 m i n u t e s
Create a ten-question customer questionnaire to measure the quality in a fast food outlet. Next time you
visit a fast food outlet test your questionnaire.
E X A M P L E
If a customer praises the meal, or a particular aspect of it, the chef on duty should be informed, as it will
provide them with some assessment of their performance.
One of the biggest problems is that this verbal feedback seldom gets communicated and therefore
cannot be used to improve the product or service.
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FOOD AND BEVERAGE OPERATIONS
3.4 Observation
Within the organisation there is a wealth of information that can be used to improve quality.
One of the most effective ways to obtain this information is by simply standing back and observing the
food and beverage operation. Managers and supervisors can get feedback by noting the actions and
body language of customers and employees.
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7: SERVICE QUALITY IN FOOD AND BEVERAGE
The problems discussed above require further research by the manager to determine the exact causes.
The manager can then implement controls to prevent reoccurrence.
E X A M P L E
The 'Garbage Survey' is a good example of observational research. Managers or senior chefs can stand
at the dish wash and watch the servers bring the empty plates back from customers. For example, if on
all the plates many people are leaving their vegetables perhaps they were undercooked, overcooked, too
large a portion or even poorly seasoned.
Whatever the reason, this information can be further followed-up by asking the customer why they have
left their vegetables and passing that information on to the chef to analyse.
Trend: A relatively new concept is called 'Management by Walking Around' (MBWA). The central theme
to this approach is that managers should spend time walking around the public areas and restaurants to
observe and monitor the product, employees and customers.
Figure 7.9 provides an example of a restaurant receipt from a regular, local customer, Mr Bridges.
Assuming the restaurant has collected his contact details they can use the data in the following ways.
On making a reservation next time the hostess could offer the same table as last time, 'Would you
like your usual table Mr Bridges'.
During the pre-service briefing the supervisor advises the server of Mr Bridges past preferences
and to recommend them. 'Last time you tried the seafood platter would you like the same again?'
Ensure all service staff know his name and use it throughout the meal. 'Good to see you again Mr
Bridges'.
189
FOOD AND BEVERAGE OPERATIONS
Jimbaran Restaurant at
The Splendid Hotel
Dubai
Server: Rashid
No of Covers: 2
1 Soup 20Dhs
1 Cheesecake 30Dhs
2 Coffees 30Dhs
280Dhs
Number 87664456696xxxxxx
Name
Contact telephone numbers
E-mail address contact
Date of birth
Company
Likes
Dislikes
A C T I V I T Y 8 3 0 m i n u t e s
A past guest, Mr Fernandez is due to return to the hotel again next week. The hotel has viewed his
customer history information and his last bill is detailed below. How can a food and beverage department
use this historical information to provide Mr Fernandez with a better food and beverage experience on
his return?
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7: SERVICE QUALITY IN FOOD AND BEVERAGE
Date of Birth:
Date Charge
Tip: Restaurant managers and head chefs can look at the popularity of menu items and favourites
should be kept and used as signature dishes. Similarly, poor performing items should be removed as
they do not meet customer demand.
Advantages Disadvantages
Many large chains use survey results to compare performance between units.
191
FOOD AND BEVERAGE OPERATIONS
A C T I V I T Y 9 o n g o i n g
You have been asked by a local coffee restaurant to visit as a mystery guest and implement an
evaluation. Carry out the following steps:
The menu
The service that was received
Service method
Décor
Market/customers
Sanitation
Any promotions
Satisfaction
The following websites are useful resources in monitoring trends within the industry.
http://www.caterersearch.com
http://ehotelier.com
http://www.hotel-online.com
http://www.hotelsmag.com
192
7: SERV
VICE QUALITY IN FOOD AND
D BEVERAGE
SUMMARY
The
e importance
o quality
of
Meeting needs,
wants and Questionna
aires Myystery guests
expe
ectations
Stan
ndards of Face to face External
perfformance feedbackk surveys
Qualiity human
Focus grou
ups
ressources
193
FOOD AND BEVERAGE OPERATIONS
SELF-TEST QUESTIONS
9 True or False – A mystery guest is when a member of the food and beverage department measures
service quality.
194
7: SERVICE QUALITY IN FOOD AND BEVERAGE
SELF-TEST ANSWERS
2 The ultimate responsibility is with the manager, however all employees play an important role.
5 A 'Quality Scheme' is when a company employs an outside partner to assist with improving standards
within the operation.
7 True.
8 The 'Garbage Survey' is when the empty plates of customers are observed and evaluated by managers
or senior chefs.
9 False. It is a measure of service quality, however, it is in most cases conducted by an external company.
10 Create questionnaire, distribute, collect, process data, analyse data and communicate to departments.
ANSWERS TO ACTIVITIES
2 A restaurant
Poor welcome
Slow service
Unhygienic environment
Poor quality food
Poor value for money
A bar
Sold out beverages
Over selling
Queuing for drinks
Rowdy customers
Noisy environment
Room Service
Poor communication with telephone operator
Not meeting delivery time promise
Cold food
Not receiving food that was ordered
Missing cutlery or equipment
195
FOOD AND BEVERAGE OPERATIONS
196
7: SERVICE QUALITY IN FOOD AND BEVERAGE
7 An example of a questionnaire:
8 Ensure that gin and whisky is available in the customer mini bar
Chinese restaurant to call room and welcome back and offer reservation
Room service to check customer previous order and complete form already just for the signature
of the customer
197
FOOD AND BEVERAGE OPERATIONS
198
CHAPTER 8
Chapter objectives
In this chapter you will learn to
Describe how the Conference and Banqueting department is structured
Explain the stages in the customer inquiry process
Identify and appraise the tools departmental managers use to maintain standards, minimise expenses and
maximise sales
Topic list
Characteristics of Conference and Banqueting (C&B)
The event process
199
FOOD AND BEVERAGE OPERATIONS
Conference Banqueting
Formal Relaxed
Seminars Religious festivals
Meetings Annual work parties
Exhibitions Family celebrations
Presentations and lectures Themed dinners and lunches
Workshops Weddings
A C T I V I T Y 1 4 5 m i n u t e s
Conduct some desk research on the following type of events given in Figure 8.1, below.
A banquet is a meal that has a menu that is preselected by the client for all guests attending the event.
A banquet usually occurs in a separate location and the client generally request special items (colour of
tablecloths, centrepieces, different menus, etc). The number of guests at a banquet usually ranges from
10 to 10,000 or higher. Strianese and Strianese (2003)
200
8: CONFER
RENCE AND BA
ANQUETING
Forrum
Convention Seminar
Sympossium Re
etreat
Event Types
Congreess Trad
de Show
Exhibition
n Panel
Interrview
Outside cateering (off-premmise catering): many hospitality organisattions are able to deliver catering
services to customer
c office
es, homes or other location
ns.
A C T I V I T Y 2 1 5 m i n u t e s
What are so
ome of the cha
allenges for orrganisations in
n providing outtside catering??
1.1 Benefits
s
Can better
b utilise space
s and asseets
Can capitalise
c on annual
a events
Can show
s case faccilities
Can receive
r additioonal revenue streams
s
Poten
ntial for leads and follow on n business
Can attract
a local bu usiness
Can provide
p betterr service as all booked in ad
dvance
Can achieve
a savinggs through bulk purchasing
201
FOOD AND BEVERAGE
E OPERATIONS
1.2 Challeng
ges
Emptty space is a cost
c
Presssure to fill space daily
Comp petitive
Large e quantities off inventory andd equipment
Addittional storage requirements
Difficcult to manage e expectationss because of la
arge quantitiess
Large e quantities off casual labourr
F O R D I S C U S S I O N
As a Confere
ence and Banq
quet managerr how would yo
ou manage ea
ach of these challenges, as listed
above.
1.3 Personn
nel
Conference an
nd
Banqueting
Manager
Conferencee and
Banquet C
Chef
Waiters and
W
Porters
202
8: CONFERENCE AND BANQUETING
Position Responsibilities
Overall management of department
Conference and
Fully accountable for profitability of department
Banqueting
Promoting department
(C&B) manager Recruitment of employees
Attending meetings
Dealing with complaints
Planning and forecasting
Administration
Meeting customers
C&B chef
Discussing menu options
Creating menus
Preparing food
Serving food
Overseeing and managing events
C&B assistant
Training employees
manager &
Booking casual staff
supervisors Managing stocks
Managing customers' expectations
Delivering standards
Creating sales & marketing plan for department
C&B sales
Implementing plan
manager Competitor analysis
Managing employees
Motivating employees
Yield management
Training
Visiting clients and companies
C&B sales
Making presentations
executive
Showarounds
Following-up leads
Taking reservations
Event
Creating contracts
co-ordinator Maintain the booking diary
Banquet event sheets to departments
Billing & deposits
Setting-up functions
Waiters
Mise en place
Serving customers
Dealing with customer enquiries
Moving furniture
Porters
Setting-up furniture and equipment
Assisting waiters
Breaking down rooms
Cleaning
The Conference and Banqueting department is characterised by the use of casual, agency staff. The
reason for this is that some events such as large weddings and conferences require many staff to serve
the food and beverages. Hotels cannot employ such quantities of staff on a full-time basis as events of
this size are, in most cases, not a daily occurrence.
203
FOOD AND BEVERAGE
E OPERATIONS
A C T I V I T Y 3 3 0 m i n u t e s
What are the
e advantages and challenge
es of using cassual labour in the Conferenccing and Banq
queting
department??
In-house
custo
omers
Intern
national Loccal
commpanies busine
esses
C&B Sales
Deparrtment
Internal
company
Charities
events and
functions
Figure 8.2
2: Who are the
e customers?
Due to the competitive
c na
ature of the se
ector, various techniques
t ha
ave to be employed to fill Co
onference
and Banquetting space. So
ome approaches include:
204
8: CONFERENCE AND BANQUETING
E X A M P L E
An hotel has a large ball room which was not booked on a particular day. The hotel carried out the
following:
1. They contacted a ladies fashion brand and asked if they would be interested in hosting a fashion
show at the hotel.
2. The hotel created tickets and promoted the event as a fashion show with dinner.
3. The sales department targeted females in the community to purchase tickets for the event.
4. Incentives were created whereby if a table of ten was reserved, one person would eat for free.
5. The chef created a menu that was targeted towards the needs of female diners.
6. The fashion company submitted logos to co-advertise on the tickets and posters.
7. The fashion brand provided customer address information.
8. The event was a success selling all tables.
Cross-marketing
Customer information sharing
Hotel filled space and made a profit
Fashion company sold clothes
Customers were able to network and enjoy time with friends
Hotel was able to showcase facilities
A C T I V I T Y 4 2 0 m i n u t e s
A hotel has a large banquet room that can seat up to 200 people for a sit-down meal, or 400 for a
conference. The general manager is concerned that this room has no bookings in March. As C&B
manager list as many CREATIVE ways as possible that you could fill the room and achieve sales.
1. Enquiry
5. Follow up 2. Visit
3.
4. Event
Quotation
205
FOOD AND BEVERAGE
E OPERATIONS
2.1 Enquiry
When custom
mers contact the
t hotel to make
m an enquirry:
Up-to
o-date availability of each rooom
Specifications of ea ach room
Capacities for each h room
Past history of com mpany or custoomer, room prreferences and
d event type
Roomm costs based on supply, de emand and day y
Futurre availability and
a usage perr room, day an nd month
Usage per compan ny, event type and room typ
pe
Figure 8.4
4: Example of automated C&
&B room bookking software
Note. In ma els and organissations yield management
any large hote m is now practice
ed to ensure that
t are the
room sales are
a maximised d, selling to the right consum
mer at the righ
ht price at the
e right time.
206
8: CONFERENCE AND BANQUETING
A C T I V I T Y 5 3 0 m i n u t e s
Visit the Marriott website and evaluate the site in terms of:
Information
Appearance
Ease of navigating
Information for customers
The conference and banqueting facilities and services that it provides
How could the website be improved?
It is important that during the visit the customer receives a positive experience as this is the first
impression of the venue and the service ethic.
The sales executive should be prepared for the appointment in the following ways.
Key staff available to discuss particular needs, for example a chef should be on hand to offer
advice and suggestions with menu planning for the event.
It is important to have rooms set-up for display. If a customer is coming to discuss a meeting
then a meeting room should showcase for the customer what can be expected. You should never
try to show an empty room to a customer as this may lose you the sale!
Have presentation packs prepared, containing menus, seating lay-outs, photographs and room
details.
Should the customer also require accommodation for the attendees then rooms should be
available to show.
It is also important to introduce the person to the employee who will manage their event.
207
FOOD AND BEVERAGE OPERATIONS
During the appointment general information is obtained or confirmed from the customer.
Equipment requirements
Billing information
Bedroom requirements
Together with generic requirements more specific needs will be expected for different events. For
example, a customer visiting to discuss a wedding may wish to discuss:
Flowers
Speeches
Master of Ceremonies
Dance floor
Disc jockey (DJ)
Seating plans
A C T I V I T Y 6 3 0 m i n u t e s
Looking at the banquet event order in Figure 8.6 which departments would need a copy for their
information?
208
8: CONFER
RENCE AND BA
ANQUETING
Date: 17 Ju
uly 2009 Customer: Franklin Elec
ctronics
Event Type
e: Meeting Contact Details: Miss Julie Parsons
Time: Telephones
s: 0208 88726
654 Fax: 0208 8872666
9.00 am – 5..00 pm
E-mail: Julie anklinselec.co.uk
e.parsons@fra
Numbers: 120
1 max.
Timings Room Set Up
U
9.00 am – 9..15 am
Coffee & tea on arrival
11.00 am – 11.15
1 am
– Coffee brea
ak with
pastries
1.00 pm – Lu
unch in
restaurant
3.00 pm – 3..20 pm
– Afternoon tea
5.00 pm – Fiinish
Reception: Event
E to go To
omato soup Ovverhead proje
ector and scree
en (OHP)
on lobby nottice board
F
Figure 8.6: Saample banquett event order
2.5 Food, be
everage and
a servic
ce
2.5.1 Food
In C&B menus are normallly table d'hôte
e due to frequ
uency of large numbers.
Producing fo
ood for banque
eting events has
h many adva antages and a good way to highlight thesse is
comparison with food production in restaurants as sh
hown in the fo
ollowing table.
209
FOOD AND BEVERAGE OPERATIONS
Uncertainty about which menu items will be No uncertainty – all menu items fixed
selected
Uncertainty about definite numbers that will visit No uncertainty – numbers confirmed
restaurant
Uncertainty about what time customers will come No uncertainty – customers arrive as organised
As stated above, the attraction of catering in C&B is the ability to forecast staffing, ingredients,
preparation and production due to the business being pre-confirmed. Yes, some restaurants do
implement a reservation only policy but there is still uncertainty about what dishes will be requested
which makes it difficult to forecast.
For large quantities of customers the 'cook-chill' method is adopted to maintain hygiene and quality in
the food production.
2.5.2 Beverage
Beverage requirements can be varied when considering different types of events. For conferences,
beverage requirements may include tea, coffee and mineral water throughout the event. Bars may be
available during the evening for delegates to relax and network, and are available in different formats.
They can be in a fixed bar location or set up in another room to ease queuing.
A cash bar is where each guest pays at the time the drink is served.
A hosted bar is one where the drinks are charged on a consumption basis. Companies frequently use
this method and the bill is sent directly to the company after the event. The event organiser signs a bill
at the end of the event to confirm consumption. In the case of weddings sometimes the host pays a part
of the bar bill in advance, let's say for example £200.00. Bar servers keep a running total and when this
quantity has been consumed the customers begin to pay for themselves.
During banquet events a table service can be provided whereby customers are offered a variety wines,
spirits, beers and soft drinks served at the table.
2.5.3 Service
A variety of service methods include:
Plated service
Silver service
Buffet service
Family service
Larger events will be run using a more formal system where employees follow instructions by the
head waiter or Mâitre d'.
Communicate information
Follow-up on any particular event needs
Address any questions
Resolve any last minute problems
210
8: CONFER
RENCE AND BA
ANQUETING
1. Se
et up
eve
ent
8. 2.
Breakdown
B Welcome e
event guests
3. Run
7. through
Signature event
and billingg details for
the day
6. Check 4. Brief
satisfaction staff
5. De
eliver
eve
ent
Figu
ure 8.7: The evvent process
Step Action
1 Set-up ev
vent The C&B tea am will set-up the event in advance
a of the
e customer an nd their
guests arrivin
ng. This may include, prepa aring furniture
e, laying tabless, setting-
up coffee sta
ations, registra
ation tables, bars
b and equippment.
2 Welcome
e guests On arrival the host or orga
aniser is greetted and welcom
med by the sa
ales
assistant or the
t staff mem mber managing g the event.
5 Deliver event
e The event co
ommences as planned. Servvice staff follow
w banquet eve
ent order
and any instructions from event superviisor. Duties incclude:
Serving food
f and beve
erage
w customer requests
Dealing with
Monitorin
ng equipment
Clearing tables
211
FOOD AND BEVERAGE OPERATIONS
6 Check satisfaction Satisfaction should be checked throughout the event and at the end. Any
feedback from the customer is noted and communicated to service and
other staff involved.
7 Billing Organiser or host signs the bill to agree all consumption and charges.
Depending on arrangements, bill is either settled immediately or sent to the
company.
A C T I V I T Y 7 4 5 m i n u t e s
Compile a questionnaire to evaluate the satisfaction of customers who attend events, taking into
consideration the different elements that are necessary for a successful function.
Source: http://conferencing.uwex.edu
Figure 8.8: Room set-ups
212
8: CONFERENCE AND BANQUETING
Source: http://www.rufflets.co.uk
2.8 Equipment
Different events require varying types of equipment, as illustrated below.
213
FOOD AND BEVERAGE OPERATIONS
A C T I V I T Y 8 3 0 m i n u t e s
What different types of events would request equipment as featured in Figure 8.9?
For example, if an event requires a large TV screen for a conference the supplier will deliver the TV in
advance and collect it after the event.
With technology changing frequently it can be expensive for organisations to constantly keep purchasing
equipment to meet customers' IT expectations.
Trend: A recent trend in C&B is the renting not only of equipment but also of crockery, cutlery, glassware
and linen. The same advantages apply.
A C T I V I T Y 9 6 0 m i n u t e s
Based on the event/function sheet below for the American Businessmen's Association, prepare the
following:
(a) A list, detailing the quantities and types of equipment (crockery, cutlery, glassware and other) to
successfully set-up the event.
(b) A detailed diagram for the event based on the details below.
(c) Very often part-time casual employees are used for such events. With this in mind clear, specific
instructions are required. Write the 'order of service' for the dinner waiters to follow to
successfully provide good service during the event.
Function sheet
Numbers 50 persons
214
8: CONFERENCE AND BANQUETING
215
FOOD AND BEVERAGE
E OPERATIONS
SUMMARY
Conferencing and
Banqueting
Objectivess and
The event pro
ocess
structurre
Benefits and
a
Enquiry
challengges
Quotation and
a
Personn
nel
contract
Event Sales
Follow-up
p
216
8: CONFERENCE AND BANQUETING
SELF-TEST QUESTIONS
1 True or False. Many conference and banqueting employees are full-time personnel.
6 Just before an event commences what should managers carry out with service staff?
9 What gadget might an organiser use to show things on a large presentation screen?
10 True or False, buffets are a good service method for catering to large numbers.
217
FOOD AND BEVERAGE OPERATIONS
SELF-TEST ANSWERS
3 Internal events are when the hotel creates demand by organising and running events.
6 A briefing.
7 Room set-ups.
9 A laser pointer.
10 True.
ANSWERS TO ACTIVITIES
3 Advantages
As and when required
During low demand no waste
Relatively low cost – no holidays etc
Disadvantages
May lack experience and care
Not familiar with hotel, surroundings and standards
Due to above complaints may occur
Inconsistent service due to different individuals
218
8: CONFERENCE AND BANQUETING
6 Kitchen
Food & Beverage purchasing
Housekeeping
Reception
Security
Accounts
Maintenance
8
1. Conferences, presentations 2. Conferences, presentations 3. Conferences, presentations
and training and training and training
9
Set up list
Cutlery Other
60 Soup spoons 5 Salt and pepper sets
60 Side knives 5 Butter plates
60 Joint steak knives 5 Milk jugs
60 Joint forks 5 Bread baskets
60 Dessert spoons 5 Service trays
60 Dessert forks 5 Candelabra
60 Coffee tea spoons 5 Ashtrays
Crockery 5 Sugar bowls
60 Soup under liners 5 Mustard bowls for main course
60 Bread plates 5 Baskets for red wine
60 Tea cups 5 Ice buckets with stands for wine
60 Saucers 60 Napkins
Glassware 6 White Table cloths
60 High ball glasses for water 10 Waiters’ cloths for wine and crumbing down
60 White wine glasses Parmesan for minestrone
60 Red wine glasses
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Order of Service
4. Light candles
6. Offer water
7. Offer wine
12. When all customers have finished soup remove plates starting with female guests
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PRACTICE EXAMINATION
This is a real past CTH examination. Once you have completed your studies, you should attempt this
under exam conditions. That means allowing yourself the full time available of 2½ hours. Do not look
at the suggested answers until you have finished.
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QUESTION PRACTICE
CTH diploma courses are all assessed by examination. This method of assessment is used as it is
considered to be the fairest method to ensure that students have learnt the things they have been
taught.
On the following pages you will find a practice exam for this subject. When you have worked through
this Study Guide and answered the self-test questions you should make a full attempt at the practice
exam, preferably under exam conditions. This will give you the opportunity to practise questions in the
CTH exam format.
The exam questions in this paper are examples of this subject’s questions. The answers provided are
notes used by the examiners when marking the exam papers. They are not complete specimen answers
but are of the type and style expected. In some cases there is a list of bullet points and in others more
text or essay style, however they are representative of the content expected in your responses.
Information given contains the main points required by the Chief Examiner.
Here we are trying to assess your knowledge of the subject and to identify if you can recall the basic
principles, methods, techniques and terminology linked to the subject.
Here we are trying to assess your knowledge of the subject and to identify if you understand and can
demonstrate how principles, methods and techniques can be used.
From this section you need to select three questions from a choice of five. Do not answer more than
three as only the first three answers will be marked. These are essay style questions so you
should select the three that you feel you are the most prepared for. No matter how good the answer is,
if it does not answer the question you will not be given any marks – marks are only allocated when the
answer matches the question.
If you run out of time in the exam jot down the essential points that you intended to include; the
examiner will allocate marks for any correct information given.
It is difficult to assess how much you are required to write for a 20 mark question – some people can
answer in a page, other people need several pages. What is important is that you answer the question
asked – it is about the quality of the answer not the quantity written.
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20 mark questions
The following descriptors give you information on the CTH marking scheme and what you need to aim
for at each level.
Grade Explanation
(15-20)
(11-15)
(6-10)
(1-5)
Level descriptors
The following level descriptors give you information on what you need to aim for at each grade.
Grade Explanation
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PRACTICE EXAM
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PRACTICE EXAM
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PRACTICE EXAMINATION
ANSWERS
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PRACTICE EXAM: ANSWERS
SECTION A
A1 d) It will identify areas of strength and weakness.
A4 A food court is a type of plaza (indoor or outdoor) with adjoining counters of multiple food
vendors and providing a common area for self-serve dining. Food courts may be found in
shopping malls and airports, in various regions, such as Asia and Africa, may be a standalone
development.
A7 A Chef de Rang is in charge of service in a section of a restaurant (3-4 tables) and a Commis
Waiter fetches and carries food together with clean and dirty dishes for the Chef de Rang.
A8 Advising on wines, taking drinks orders, recommending, serving drinks, care of cellar.
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A15 The partie system is a brigade system in the kitchen allocating specific roles for each chef.
Advantages:
Specialisation
Professionalism
Structure
Discipline
Accountability
Disadvantages:
Boredom
No cross training
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PRACTICE EXAM: ANSWERS
SECTION B
B1 a) Students should provide a detailed description and usage of the two methods of service.
Silver service is the name given to the highest standard of table service and is performed by a
silver service waiter.
A buffet is a meal serving system where patrons serve themselves. It is a popular method of
feeding large numbers of people with minimal staff.
One form of buffet is to have a line of food serving stalls filled with fixed portions of food;
customers take whatever food items they want as they walk along and pay at the end for each
piece. This form is most commonly seen in cafeterias. Another form known as the all-you-can-eat
buffet is freer in form: customers pay a fixed fee and can then help themselves to as much food
as they wish to eat in a single meal. This form is found often in restaurants, especially in hotels;
virtually every major casino resort in North America includes one, with some being very elaborate
and extensive.
As a compromise between self-service and full table service, a staffed buffet may be offered:
diners bring their own plate along the buffet line and are given a portion from a server at each
station. This method is prevalent at catered meetings or parties where diners are not paying
specifically for their meal.
Buffet service is a form of assisted service. Guests get up from their seats to collect food from a
central area where food is displayed attractively. Food is served by staff that are on the other side
of the display and also guests can plate part of their meals. Guests then return to their tables with
their plates. Staff will clear up afterwards and also take drinks orders. This is a type of assisted
service because both guests and staff are involved in service.
Both of these service types are used in banqueting functions with silver service being used in
more formal types of banquets.
B1 b) In a buffet-style catering establishment, there are many advantages. Staff do not need to be
highly skilled as what they mostly do is serve food from behind the buffet table, take drinks
orders and clear plates. Also only a limited number of staff is required. There is a slight control
over portion sizes but customers may also feel they have control which can attract more
customers.
In a silver-service establishment, high prices can be charged. This is due to the high level of
contact between guests and customers, and also the highly specialised service involved as all staff
need to be highly qualified or trained. There is a pleasant ‘upmarket’ atmosphere in these types of
establishment which can encourage more customers. Guest satisfaction could be high because
guests feel they can control their portion sizes.
Buffets are effective for serving large numbers of people at once. For this reason, they are
prevalent in institutional settings, such as business conventions or large catered parties. Another
advantage of buffets compared to table service is that diners have a great deal of choice and the
ability to closely inspect food before selecting it. Since a buffet involves people serving
themselves, it is considered an informal form of dining, less elegant than table service. It is,
however, usually the preferred serving method for large groups, even in formal settings such as
weddings, due to its logistical advantages.
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B2 a) A menu is a list of food and beverage items available for consumption in a food and beverage
establishment, which is presented to customers to advise them on their choices. There are two
types of menus, namely, the à-la-carte menu and the table d’hôte menu. The à-la-carte menu
contains a wider range of products, each individually priced, whilst the table d’hôte menu has a
smaller range of items set at a fixed price.
A menu is seen as a marketing tool in an organisation as it is supposed to attract customers to
buy items. The customer should be able to visualise the food just by looking at the menu, which
is why it is always a good idea to describe and present the food on the menu in an attractive way.
The menu is also used to show management any areas of concern in the restaurant. It should be
able to show where each meal is on a set grid, ie whether it is making profits or generating losses
for the business. This will enable management to know whether there is need for a review. The
menu is very important as it determines the profitability of the establishment and therefore
careful planning should go into its production and use.
The menu is the driving force behind all that happens in a food and beverage department. It
governs the activity of everyone involved as it effectively instructs all staff in their work, from
purchasing officers to chefs, waiters and cashiers. It is the blueprint for the production and sales
of food.
Elements to consider:
Balance of nutrients
Vitamins, protein, carbohydrates
No repetition of ingredients
Use of different cooking methods
Use of selling terminology
Clear and informative
No use of complex words
Awareness of religious considerations
Balance of colour
Awareness of trends
Awareness of local market
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PRACTICE EXAM: ANSWERS
3 Suggestive selling, by introducing the cocktail to the guests upon taking drinks order.
5 Detail the cocktail in an informative way, and also in such a way to make the cocktail
sound interesting and worth giving it a try.
B3 b) 1 Cross-selling
2 Joint-promotion
3 Advertise bar events in magazines, newspapers or radio.
4 Sales promotion through merchandising eg bulletins, display cards and brochures.
5 Postal advertisement eg direct mail or hand drops.
Also: leafleting, market research, contact companies, loyalty schemes, promotions, external
advertising etc.
Also: set standards, service recovery, empowerment, clear lines of authority, good supervision,
preventative schemes, incentives etc.
Also: Good benefits, appraisals, job chats, internal employee research, quality circles, investors in
people programmes.
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Any answer which may cover this subject but could include types of customer, customer needs
and expectations, telephone skills, social skills, standards, measurement of customer service,
handling complaint.
Product knowledge – Good sales always start off with good product knowledge. If staff
are trained with good product knowledge, this will help give the customer’s confidence in
the product or service they are buying.
Technical skills – With good technical skills, staff will be able to work faster and hence,
increase work efficiency and better service quality.
Interpersonal/social skills – Equipped with good social skills, staff will be able to
establish a good rapport with guests and therefore achieve greater customer satisfaction.
Team working – Team work is essential in every establishment. With better team work
comes better communication between staff and hence better operational efficiency and
service quality.
Health and safety – All staff should be reminded of their health and safety
responsibilities. If they are feeling unwell, they should not handle food or work, as this
may risk illness being spread to other staff or guests. Safety measures such as wearing
protective gloves when handling hot equipment or disposable gloves when handling food
should also be emphasised.
Procedures and policies – All staff should know the procedures and policies very well so
that all staff conform to set standards. This will help reduce the risk of dissemination of the
wrong information to guests.
Fire drill – A fire drill should regularly be carried out and all staff briefed in case of an
emergency. Fire safety, eg do not block any fire exits or place flammable items near naked
flames, should be communicated to all staff and they must be familiar with their individual
roles in case of a real fire. Training on how to use the fire extinguishers can also be
conducted.
Listen attentively to the complaint, apologise and if appropriate, take immediate action. If you feel
you cannot handle the complaint refer it to your line manager; do not ignore a complaint; do not
argue with the customer; remain calm at all times.
Do not interrupt the customer. Let him have his say, and once he has made his point:
Restate – Restate what the complaint is to let the customer know that you understand
what the complaint is.
Agree – Example, “You are right to bring that up, Sir”. This will let the customer know
that you are looking at the complaint from his perspective.
Never lose your temper or take it personally, argue, or blame it on another department.
Show care and concern – Always show that you are concerned about the customer’s
complaint and try to rectify it.
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PRACTICE EXAM: ANSWERS
Rectify the complaint – This will show the customer that he is right. This will also
improve service quality and reduce future similar complaints.
Customers' complaints and restaurants’ feedbacks are vital for the improvement of service. When
handling a complaint well, you will make the customer feel important.
Actively encourage feedback from customers - including complaints if they are dissatisfied.
Establish a clear complaints-handling procedure; ensure that all employees who come into
contact with customers understand it.
Take ownership of the complaint; give your name as a contact even if you will have to
involve others in resolving the complaint.
Establish the facts; consider whether any internal investigation is needed to gather further
information.
Record the details of the complaint, including when it was made, customer name and
contact details.
If possible, deal with the complaint immediately; if necessary, agree a deadline for getting
back to the customer.
If the complaint has potentially significant legal consequences, contact your legal adviser.
Once you have established that the complaint is justified, make appropriate restitution;
apologise for your error.
If appropriate, take internal action to prevent the problem recurring: for example, training
staff or improving systems.
Follow up by contacting the customer to check that the complaint has been satisfactorily
resolved.
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B5 a)
Equipment List
50 soup spoons
50 dinner knives
50 dinner forks
50 dessert spoons
50 dessert forks
50 coffee spoons
50 soup cups
50 soup saucers
50 dinner plates
50 side plates
50 dessert plates
50 cups
50 saucers
50 napkins
5 service napkins
8 butter dishes
8 butter knives
5 service spoons
5 service forks
5 waiters
2 wine waiters
B5 b)
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PRACTICE EXAM: ANSWERS
When the guests are seated the wine waiters start pouring water starting in the middle of
the top table working their way around the outside of the sprigs and then up the inside.
The wine waiters then pour the white wine while the waiters follow serving the soup,
placing it on the table from the left of the guest.
The waiters will clear the soup dishes in the order they served it, removing plates from the
right.
The wine waiters will replenish the water and serve the red wine.
Working in pairs, one should serve the beef and the other the vegetables and potatoes.
The fifth waiter will offer mustard and horseradish, serving the top table first.
The table should be crumbed and the dessert cutlery pulled down to the right and left side
of the guest.
The waiters should serve the plated dessert in the original service order.
The waiter should place the milk jugs, sugar bowls and petit four dishes evenly around the
table.
One waiter should place the cups and saucers with teaspoons in front of the guest and the
second waiter should offer tea or coffee.
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242
BIBLIOGRAPHY
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FOOD AND BEVERAGE OPERATIONS
244
BIBLIOGRAPHY
BIBLIOGRAPHY
The following key text books have been consulted in the preparation of this Study Guide, and referred to (where
relevant) in the text.
Cichy, R F and Wise, P E (1999), Food and Beverage Service, 2nd edn., US: AHLA.
Cousins et al. (2003), Food and Beverage Management, 2nd edn., UK: Pearson.
Foskett, D; Ceserani, V and Kinton, R (2004), The Theory of Catering, 10th edn., UK: Hodder and Stoughton.
Kandapully, J; Mok, C and Sparks B (2001), Service Quality Management in Hospitality, Tourism and Leisure,
Oxford: Haworth Press.
Kavanaugh, R & Ninemeier, J D (2001), Supervision in the Hospitality Industry, Michigan: Educational Institute.
Kotler, P & Bowen, J (2003), Marketing for Hospitality and Tourism, 3rd edn., New Jersey: Prentice Hall.
Kotschevar, L H and Tanke, M L (1996), Managing Bar and Beverage Operations, US: AHLA.
Lillicrap, D and Cousins, J (2006), Food and Beverage Service, 7th edn., UK: Hodder Arnold.
Ninemeier, J D (2000), Management of Food and Beverage Operation, 3rd edn., Michigan: Educational Institute.
Rowe, M (1998), 'Why Service Still Stinks.' Lodging Hospitality, February pp. 18–20.
Strianese, A J & Strianese, P P (2003), Dining Room and Banquet Management, Canada: Thomson.
Woods, R H & King, J Z (2002), Leadership and Management in the Hospitality Industry, Michigan: AHLA.
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INDEX
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INDEX
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250
INDEX
Labels, 76 Outsourcing, 10
Over-ordering, 72
Leadership, 175
Ownership, 3
Legislation in menu planning, 154
Leisure and recreational areas, 162
Licensed premises, 22
Par Stock, 71
Par stock levels, 77
Liqueurs, 125
Partie system, 38
Loading bay, 72
Perishability, 3, 71, 75
Lockable store, 77
Pest control, 76
Log books, 105
Plate service, 93
Lounge, 15
Poaching, 45
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252
INDEX
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254
NOTES
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256
NOTES
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258
NOTES
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