Professional Documents
Culture Documents
Food and Beverage Operations
Food and Beverage Operations
May2010
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1
Page 1
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Content
I. Description
II. Learning Outcomes
III. Syllabus
IV. Assessment
V. Chapters 1 - 8
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Description
Description
The aim of the Food & Beverage Operations module is to provide students with an understanding of the
operational & supervisory aspects of running a food & beverage operation for an international clientele
in a range of establishments.
To encourage an appreciation of the origins of such systems & to understand the various factors
involved in meeting customer needs. Students will gain an understanding of food & beverage & its
service in a variety of styles of restaurant & establishments & they will have sufficient knowledge to
produce a broad plan for specified food & beverage operations.
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Content
I. Description
II. Learning Outcomes
III. Syllabus
IV. Assessment
V. Chapters 1 - 8
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Learning Outcomes
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Content
I. Description
II. Learning Outcomes
III. Syllabus
IV. Assessment
V. Chapters 1 - 8
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Syllabus – Part 1 of 3
Syllabus
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Syllabus – Part 2 of 3
Syllabus
Production & sale of ● Preparation & layout of beverage service, service of alcoholic & non-
non-alcoholic & alcoholic beverages & hot beverages
alcoholic beverages ● Beverage menu & wine list
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Syllabus – Part 3 of 3
Syllabus
Providing excellent
● Employee attitude, personal appearance, hygiene practices
customer service in
food & beverage ● Attentiveness, body language, effective communication, team work,
operations attention to detail
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Content
I. Description
II. Learning Outcomes
III. Syllabus
IV. Assessment
V. Chapters 1 - 8
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Assessment
Assessment
This module will be assessed via a 2 ½ hour examination, set & marked by CTH.
The examination will cover the whole of the assessment criteria in this unit & will take the form of 10 x 2
mark questions & 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 & answer three (60 marks).
CTH is a London based awarding body & the syllabus content will in general reflect this. Any legislation
& codes of practice will reflect the international nature of the industry & 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.
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Content
I. Description
II. Learning Outcomes
III. Syllabus
IV. Assessment
V. Chapters 1 - 8
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Chapters
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Chapter 1 – Introduction to food & beverage
Objectives
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
1. Purchasing
8. Consuming 2. Receiving
7. Serving 3. Storing
6. Cooking 4. Issuing
5. Preparing
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
The main challenges of the hospitality industry & the food sector are:-
● Intangibility – such as ambiance
● Simultaneous production & consumption - where mass production is difficult for it requires large
amounts of customers & producers in one placer which would cause environmental, social, cultural &
economic problems
● Heterogeneity – where service experience may vary due to different producers & consumers with
different needs & requirements
● Consistency – is difficult to achieve due to the intangible element in food & beverage
● Perishability – where unused hospitality services cannot be stored, returned, claimed or resold
z Ownership – where the consumer only owns a hospitality product only for a certain period of time
z No guarantees – with little aftercare or service
zImitation is easy – with no patents on service processes & easily copied by competitors
zSeasonality – where staffing & expenses are challenging to many restaurant operators
zExternal variables – that impact the running of the business such as political, economic,
social, technological, legal & environmental change
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
Self -
actualization
Self Esteem
Safety needs
Physiological needs
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
Non
Commercial Commercial
Travel In-house
Hotels Schools
catering catering
Institutional
Fast food & The military
& employee
take away services
catering
Function &
event Prisons
catering
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Chapter 1 – Introduction to food & beverage
Restaurants (bistros,
Welfare catering brasseries, coffee shops,
Supermarkets – food
hospitals, healthcare, cafeterias, wine bars, Employee dining Outside catering
retail ( food to go)
prisons, military public houses, roadside
restaurants)
Themed restaurants
Private clubs Street vendors Fine dining (Hard Rock Café, Planet Cafes & sandwich bars
Hollywood)
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
2.1 Self-operated
The owner or organisation manages the operation themselves. It could be a small, large or a
franchised situation
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Chapter 1 – Introduction to food & beverage
Figure 1.5 Evaluation of Franchise agreement: Franchiser & Franchisee (Mc Donalds)
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
2.4 Outsourcing
Increasingly, hotels are realising that hotel-run restaurants are in some cases unprofitable due to
many residents opting to dine at known branded outlets. Therefore, a new & emerging trend is
where the hotel forms a partnership with a restaurant/coffee chain/bar brand that would operate
from a designated area within the hotel.
Fig 1.7 Food & beverage outsourcing in hotels (Starbucks)
http://www.litchfieldbeach.com
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
Commercial
● Food & beverage in accommodation
● Independents operations
● Themed restaurants
● Public houses
● Fast food chains
● Transport services
Non-commercial
● Military
● Schools
● Universities
● Hospitals
● Employee catering
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Chapter 1 – Introduction to food & beverage
Bed & breakfast Breakfast, Limited set menu available at set times on request
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Chapter 1 – Introduction to food & beverage
Fig 1.8 The food & beverage structure within a 4-star hotel
Food & Beverage
Manager
Food and
Beverage Sous Chef
coordinator
Conference and
Restaurant Coffee shop Chief Steward
Bar Manager Banqueting
Manager Manager
Manager
Room Service
team
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
An independent restaurant is an individual trading entity, and in most cases the unit is managed
by the owner. The restaurants could be themed ethnic, have a variety of service methods such as
self-service, cafeteria, take-away, sit down or drive-through. They rely heavily on passing trade and
word of mouth advertising. Almost 70% are often dynamic & varied. As the team is much smaller,
many of the positions overlap.
Fig 1.13 Typical organisational chart of a small independent food & beverage organisation
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
Range from cafeteria-style snacks on short routes to fine dining on cruise lines.
Sea
Normally transfer large quantities in short period of time.
Range from purchased snack on budget airlines or gourmet set menus for first-
class passengers. The food is mass produced and prepared off-site. The on-board
Air
catering is normally contracted out to a specialist cater. Beverage can be range
from trolley to full.
Range from fine dining to trolley service. Provide on-board kiosk where customers
can purchase a basic selection of hot and cold food and beverages. Another
Rail
common method is an on-board trolley service, move from carriage to carriage.
Fine dining is offered in first-class long journeys.
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Chapter 1 – Introduction to food & beverage
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Chapter 1 – Introduction to food & beverage
Summary
Objectives,
Challenges and
characteristics
Management
options
Independent
Schools
operations
Ethnic, themed
and chain University
operations
Transport
Employee
catering
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Chapters
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Chapter 2 – Food production
Objectives
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Chapter 2 – Food production
Kitchen introduction
1. Kitchen introduction
1.1 Communication
1.2 Kitchen chef characteristics
1.3 Staffing and responsibilities
1.4 Kitchen organization
1.5 Partie system analysis
1.6 The stewarding department
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Chapter 2 – Food production
Kitchen introduction
To provide safe
meals for all
consumers
To prepare food
To provide
in the time
quality meals
expected, to
for all
avoid customer
consumers
waiting
To meet or
To prepare the exceed the food
right quantity of needs of
food organization’s
Kitchen target market
Objectives
To create
To utilize food
menus that will
stocks in the
both attract and
best way
retain
possible
customers
To achieve
monthly To minimize
financial food stock wastages
targets
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Chapter 2 – Food production
Kitchen introduction
Most kitchens will be managed by an Executive or Head Chef. Their responsibilities can be,
Fig 2.2 Executive Chef job description
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Chapter 2 – Food production
Kitchen introduction
1.1 Communication
Fig 2.3 Executive Chef communication
Purchasing &
Stores
Competitors Department Bar
Genaeral
Customers Manager's
office
External
Suppliers Room service
Sales and
Marketing Human
Resources
Stewarding
Front office &
Reception
Conference &
Banqueting Restaurant
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Chapter 2 – Food production
Kitchen introduction
Kitchen introduction
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Chapter 2 – Food production
Kitchen introduction
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Chapter 2 – Food production
Kitchen introduction
Executive Chef
Sous Chef
Chef Tournant
Chef de partie Chef de partie Chef de partie Chef de partie Chef de partie
Grade Manager Saucier Poissonier Patiser Entremetier
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Chapter 2 – Food production
Kitchen introduction
Role Responsibilities
Sous Chef Assistant to the executive chef, deputies in his/her
absence
Chef Tournant Covers each section as and when required – has
the skills and knowledge to cover all sections
Chef Grade Manager Responsible for the preparation of all cold savoury
foods
Chef Saucier Responsible for all sauteed items
Chef Poissonnier Preparation and cooking of all fish dishes
Chef Patissier Preparation of desserts and pastries
Chef Entremetier Preparation of all vegetables, soups and hot
appetisers
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Chapter 2 – Food production
Kitchen introduction
Advantages Disadvantages
Chefs specialize in a particular section of a Although chefs specialize, they only focus on
kitchen one section of the kitchen as opposed to
learning a wide range of skills in more
conventional kitchen systems.
Each section has a support infrastructure to Staff can be ideal when particular section of the
avoid any weaknesses kitchen are not busy
Chef have a clear route f or progression Can be expensive for the organization due to the
large numbers of staff required
Customers receives quality meals Chefs becomes bored
Kitchen managers are able to allocate
responsibility and accountability to the
various sections
Kitchen managers are able to detect and
monitor problems more easily
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Chapter 2 – Food production
Kitchen introduction
Many kitchens now provide chefs with opportunities to work and rotate in
other sections of the kitchen. The benefits of this for the organization: -
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Chapter 2 – Food production
Kitchen introduction
Chief
Steward
Assistant
Chief
Steward
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Chapter 2 – Food production
Kitchen introduction
Position Responsibilities
Chief Steward and assistant • Report to Executive Chef and Food and
Beverage Manager
• Supervise team of porters
• Schedule work of Porters
• Create cleaning standards
• manage and control equipment stores (in/out)
•Responsible for the maintenance of hygiene within
kitchen
• Control of kitchen chemicals (COSHH)
• Co-ordinate booking of any maintenance of kitchen cleaning
contractors or casual staff
• Responsible for inventory and maintenance of kitchen
cleaning equipments
Kitchen Porters • Carry out day-to-day cleaning of the kitchen
• Operate the dishwasher machine
• Clean kitchen equipment after use
• Empty dustbins
• Periodically sweep and mop floors
• Clean kitchen work tops
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Chapter 2 – Food production
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Chapter 2 – Food production
Heating, Service
Environmental Utilisation of Communication HACCP
ventilation and methods of
regulations space with services requirements
air conditioning restaurants
Legislation-
Efficient
Equ8ipment Supervision by Employees
Menu types communication Gas & Electricity
requirements managers working space
between chefs
ratios
Health and
Storage
Drainage & safety of Production
Control of stock Refuse disposal requirements
plumbing employees & methods
(bulk & section)
customers
Restaurant
Allocation of
preparation Ergonomics Task Lighting
cleaning space
area
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Chapter 2 – Food production
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Chapter 2 – Food production
z Using electrical equipment for appropriate and worth while purposes, for instances a
potato peeler for 4 portions of potatoes which is likely to take more time in putting the
machine to use than the time taken to peel potatoes it self is unworthy.
z Working systematically as possible
z The kitchen crew holding right postures in order to avoid fatigue and so forth. E.g. when
standing for ;long periods of times standing correctly with weight evenly on both legs.
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Chapter 2 – Food production
z Ensuring all necessary equipment is ready and usable at the start of each working session.
z Positioning all work tops, sinks, stores, and refrigerators within easy reach to eliminate
unnecessary movements of chefs.
z Storing all ingredients as close to the practical work area, starting from most frequently used
items close at hand.
z Preparing the mise en place thoroughly to ensure the follow-on of a smooth and efficient
service.
z Following a clear and continuous work plan, opposed to a haphazard one. E.g. preparing those
dishes first which demands more time to prepare.
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Chapter 2 – Food production
Conventional
Centralised
Sous-vide
distribution
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Chapter 2 – Food production
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Chapter 2 – Food production
Food as given in the table below can be cooked in variety of methods during the food production process.
Method Explanation
Baking Cooked in dry heat, in the oven
Blanching Dipping the food in to boiling water or oil for a short time
Boiling Cooked in a boiling or rapidly simmering liquid
Braising Browned in small amount of fat, then cooked slowly in a small amount of liquid
Boiling Cooked by direct heat from above or below
Fried Cooked in fat or oil
Deep fried Cooked in enough fat to cover the food
Grilled Cooked on a grill, over direct heat
Poaching Cooked in a liquid , just below boiling point (simmering)
Roasting Cooked uncovered, usually by in oven by dry heat
Sautéing Browned or cooked in a small amount hot fat or oil
Steaming Cooked in steam with or without pressure
Stewing Simmering slowly in enough liquid to cover the food
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Chapter 2 – Food production
Portioned
in to
plastic
pouches
and Food is
Sealed arranged
vacuum Customer pouches
Re- Pouch is on plate
Goods in Prepared Cooked packed orders placed in
heated cut open and
meals boiling served
water
Chilled and
refrigerated
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Chapter 2 – Food production
source;:http//www.stangard-online.net
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Chapter 2 – Food production
Advantages Disadvantages
z CPU is specialised in food production z Pass control to another company
z Due to bulk production costs, prices are z Potential delays in delivery to operation
cheaper for buyers
z High levels of hygiene during production
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Chapter 2 – Food production
Food classifications
4. Food classifications
There are many different types and varieties of food. One way of organising
ingredients is to categorise them into particular groups of families. Few of
food are detailed below.
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Chapter 2 – Food production
Food classifications
4.1 Cheese
Semi-hard Soft Blue
4.2 Vegetables
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Chapter 2 – Food production
Food classifications
4.3 Fruits
Berries Citrus Tropical Other
Blackberry Lime Guava Apples
Raspberry Orange Mango Melon
4.4 Fish
Freshwater Seawater
Trout Mullet
Ecl Mackerel
Carp Snapper
Salmon Cod
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Chapter 2 – Food production
Food classifications
4.5 Seafood
Crustaceans Mollusc
Lobster Octopus
Shrimp Oyster
Crab Mussel
Goose Partridge
Turkey
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Chapter 2 – Food production
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Chapter 2 – Food production
Dish
Purchase specifications
Qualified chefs
specifications
(standard recipes)
Good
supervision
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Chapter 2 – Food production
When there are more than one outlet (such as in a large hotel), the internal requisitioning system assists in
keeping track of food consumption for each outlet.
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Chapter 2 – Food production
Measurement of An industry
Food cost
performance benchmark
Overall
assessments of
food
management
cycle
Some organisations with food operations provide incentives for Executive Chefs if food coast targets
are achieved.
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Chapter 2 – Food production
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Chapter 2 – Food production
Food poisoning
6. Food poisoning
6.1 Main types of food poisoning
6.2 Hazard Analysis Critical Control Point (HACCP)
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Chapter 2 – Food production
Food poisoning
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Chapter 2 – Food production
Food poisoning
Figure 2.16: Impacts of food poisoning for a food & beverage operation
Loss of
business
Employee
turnover
Illness to
and loss of
customer
employme
nt
Food
Poisoning
Fines and impact Poor
penalties
‘unclean’
from
image
authorities
Possible
Bad
closure by
publicity
authorities
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Chapter 2 – Food production
Food poisoning
Do not cross Keep buns covered Food should be Clean kitchen surface
contaminate thoroughly destroyed frequently
before cooking
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Chapter 2 – Food production
Food poisoning
The HACCP system entails identifying potential risks during the food cycle and production stage and
implementing controls to reduce those risks. This includes implementing regular checking systems and
maintaining good records.
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Chapter 2 – Food production
Food poisoning
Analyse Hazards
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Chapter 2 – Food production
Kitchen equipment
7. Kitchen equipment
Large commercial kitchens have a wide selection of equipment to assist staff
in their varying roles.
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Chapter 2 – Food production
Food poisoning
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Chapter 2 – Food production
Summary
Kitchen introduction
Cheese, vegetables,
Objectives Food cost fruit, poultry, game, Cooking methods
fish & seafood
Conventional, cook –
chill, cook – freeze,
Staffing Standard recipes
sous – vide
¢ralised
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Chapters
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Chapter 3– Purchasing food and beverage
Objectives
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Chapter 3– Purchasing food and beverage
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Chapter 3– Purchasing food and beverage
1. Purchasing
4. Issuing 2. Receiving
3. Storing
The purchasing department is responsible for sourcing, receiving, storing and issuing of stocks. These
stocks could be in the form of: food, beverage, supplies, equipment.
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Chapter 3– Purchasing food and beverage
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Chapter 3– Purchasing food and beverage
Geographic Organization
location of Size and type
operation
Fig 3.3 :
Purchasing
considerations
Availability The
of storage organization
space budget
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Chapter 3– Purchasing food and beverage
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Chapter 3– Purchasing food and beverage
1.4 Sample job description: Food and Beverage Manager (Skills & duties)
Skills
● Strong communication skills(verbal ,l listening, writing)
● Innovative
● Proactive and reliable
● Able to work alone and within a team
Duties
● To supervise in all aspects of purchasing food and beverage to ensure quality and
profitability
● To support the Director of Food and Beverage and Executive Chef to order food and
beverage
● To assist in accurate administration of all delivery notes, requisitions and invoices in
accordance with hotel and company standards
● Manage the receiving and inspecting of all food and beverage deliveries
● Maintain inventory controls and proper levels, dating and rotation of all food and
beverage items that are received
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Chapter 3– Purchasing food and beverage
● To ensure high standards of work performance, conduct and appearance of himself and his
departments are met
● To maintain healthy inter-departmental relationships
● To support the Financial Controller in monthly product line 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 maintain healthy inter-departmental relationships
● To promote awareness of health and safety within the department for associates and guests.
Example fire alert points, exits, extinguishers, table clips etc.
● To attend relevant training courses to aid self-development
● 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
Purchasing
2. Purchasing
2.1 Purchasing responsibilities
2.2 Capital purchases
2.3 Quality control
2.4 Selecting suppliers
2.5 Financial control
2.6 Changes in product cost +/-
Purchasing
Purchasing
Purchasing
Specifications
The first step in achieving control in the purchasing of food and beverages is to create a product
specification. The specification should:
● Set out clearly the standard required for each product
● Ensure mangers set out exact requirements in advance
● Provide the supplier
● Guide the supplier
● Minimise discrepancies on delivery
● Be used when bidding for contracts
● Act as a checking tool on delivery
Purchasing
Purchasing
Purchasers periodically check market prices to ensure that suppliers are quoting competitively
to give the best deal.
My Supplier
Supplier 3 £3.00 kg Supplier 2
£3.05 kg £2.75 kg
Purchasing
Cost
Low
High Low
Quantity Ordered
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Chapter 3– Purchasing food and beverage
Purchasing
2.Check stock
available and order
3.Order Goods the difference.
Compare Purchase
Order
Receiving
3. Receiving
3.1 Equipment
3.2 Product checks on receipt of delivery
3.3 Delivery temperatures
3.4 Meat checks
3.5 Beverages
3.6 Health and safety tips: receiving area
Receiving
3.1 Equipment
In order to carry out all the tasks of a 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
Receiving
Receiving
● Dry goods are received at room temperature, packaged intact and in good condition
● Company stamp
Note: It is also good for the receiver to randomly check the temperature of the delivery
vehicles.
Receiving
Receiving
3.5 Beverages
Receiving
Storage
4. Storage
4.1 Perishability
4.2 Storeroom health tips and good practice
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 oC
Dry Room temperature
Refrigerated 0 to 5
Frozen -18 to -24
Storage
4.1 Perishability
Storage requirements are based on each type of food item’s perishability.
Fig 3.10: Categorisation of stock Perishability and cost
Long life
Short life
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Chapter 3– Purchasing food and beverage
Storage
Issuing
5. Issuing
5.1 Secure storage
5.8 Reports
Issuing
For control of goods they should be kept in a lockable store room permitting access to only authorized
personnel.
Main
kitchen
Room
Bar
service
Stores
Conference
And Mini Bar
Banqueting
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Chapter 3– Purchasing food and beverage
Issuing
Issuing
Issuing
In busy organizations specific times are allocated to different departments for collection of orders
9.00-10.00 am. Rest and Bar Rest and Bar Rest and Bar Rest and Bar Rest and Bar
Issuing
Stock is rotated and issued on a “FIFO” sysytem.Basically FIFO means using the oldest stock first, which
reduces wastage.
Bin Cards- a manual system whereby a small card is allocated to each stock item. As stock is added it is
recorded in the card. As stock is used, the date ,amount of stock, and where the stock went is recorded on the
card.
Issuing
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 stocks 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 sage
takes place before expiration. Failure to do so will
result in financial loss.
Control
6. Issuing
6.1 Inventory
Stock need to be counted on a monthly basis ,and usually carried out on the last
day of the month by personnel from the Stores and Accounting department
Summary
Purchasing
Capital Delivery
Personnel Perishability Requisitions
purchases checks
Selecting
Reports
suppliers
Financial
control
The
purchasing
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Chapters
Objectives
Introduction to service
1. Introduction to service
1.1 The service gap
1.2 Strategies to achieving good service
1.3 Service personnel
1.4 Presentation and personal hygiene
1.5 Service staff: presentation tips
1.6 Structures
1.7 Traditional service organization
Introduction to service
Customers have varying needs and expectations which the provider has to attempt to meet. Giving a
high stand of service creates many advantages for the customer, the individual staff members and the
organization as a whole. The advantages are:-
The customers The organization The employees
A good experience Less discount Employee retention
Satisfaction Happy customers Less turnover
Customer loyalty Good reputation Recognition
Positive word of mouth Positive image Praise and gratitude
Brand growth Opportunities to develop
Awards Positive moral
Good reviews Good work environment and atmosphere
Introduction to service
Service gap
Satisfaction achieved
Gap
Customer expectation Service delivery
Dissatisfaction
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Chapter 4 – Food service delivery
Introduction to service
Standards
Good
Regular
supervisio
audits n
Incentives Internal
& rewards Strategies
system
Good
Training
employees
Meeting
customer
needs and
wants
Introduction to service
Introduction to service
Introduction to service
Introduction to service
1.6 Structure
The structure and organization of service personnel vary in each organization. Factors that
effect the organizational structure include: -
z Labour budget
z Size of operation
z Quality of operation
z Service methods used
z Type of cuisine offered
z Type of customers
z Menu type
z Technology available
z Availability of skilled labour
Introduction to service
A traditional, formal service structure within a restaurant is dependent on discipline and tradition, with
all employees having particular role and responsibilities. Its top-down approach achieves high
standards and customer satisfaction. Individuals are trained from the bottom-up learning the skills of
their supervisor before progressing. It is normally found in a fine dining type of food and beverage
operation, and is illustrated below.
Introduction to service
Headwaiter
(Assistant
Restaurant
Manager)
Commis de Rang
(Trainee) Commis de Rang
(Trainee)
Introduction to service
Restaurant
Manager
Assistant
Restaurant
Manager
Supervisors /
Captains
Waiter/ess
Host/ess Cashier Bar
Sommelier
Bus Persons
Introduction to service
Introduction to service
The key responsibilities for each of the different types of service staff are detailed in the following table.
Position Responsibilities
Introduction to service
Position Responsibilities
Introduction to service
Position Responsibilities
Introduction to service
Position Responsibilities
Service methods vary from operation to operation. The type of food and beverage
method adopted on several factors which included the:-
● Size of operation
● Objectives of the operation
● Quality of the operation
● Nature of the menu
● Quantity of customers
● Budget of the operation
● Budget of the customers
● Customer needs
● Availability of resources
● 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
Self-service The customer is required to help them selves from a buffet or counter. It can
be found in cafeterias and canteens.
Assisted The customer is served part of the meal at the table and is required to obtain
service part through self-service from some form of a display or buffet. It's 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 The customer orders, pays and receives the food and beverages. (at a counter,
service at a bar in licensed premises, in a fast food operation or at a vending machine)
Specialized The food and drink is taken to where the customer is. This includes tray service in
service hospitals and aircraft, trolley service, home delivery, lounge and room service.
Family / Food is prepared & placed in • Less demands on kitchen • Food temperature can
English service bowls/dishes. Server then transports • Visual for customers change
to restaurant & it is placed in the • Customers are in control • Food distribution can be
centre of tables. Customers then help of quantity and selection inconsistent
themselves by serving the food from • Does not demand high
the bowls onto their empty plates. skilled service staff
Uses : Chinese & Middle Eastern • Highly convenient for
cultures customers
Silver / Food is prepared/cooked, placed on • Highly personalized • Require very highly skilled
Russian hot silver platters/containers. Server service service staff
service collects platter using a waiter’s cloth • Reduces pressure on • High labour cost
& goes to restaurant. Server transfers kitchen •Kitchen loses control in
food using a large spoon and fork on relation to plate
to the customers plate from the silver presentation
platter. • For customers service can
Uses : Some fine dining, conference & be slow, interruptive &
banqueting. sometimes dangerous
• Old fashioned
Gueridon or Food is prepped but not cooked. • Highly personalized • High labour cost
flambe service Server puts food on a portable service • Not suitable with
trolley & transfer into front of • Visual and aromatic large numbers.
house area. The trolley is placed • Waiter becomes the
next to the customer’s table and chef and artist
the waiter prepares/cooks the • Entertainment for the
food in front of the customer. customer
Then puts the food onto a plate & • Customer feels more
it is placed in front of the involved in the process
customer.
Uses : Fine dining restaurant
Tray service Food is prepared & placed on • Convenient for • Food temperature
plates/containers and put on customer as has can change during
trays. All eating utensils & complete meal transport
accompaniments are also placed
on tray. Food is transported for
customers.
Uses : Room service/ airline
catering
Cafeteria Guests move along a counter & • Customers do the • Customers have to
service make their selection. Some work queue
foods are plated, some prepared • Promotes other
to order. Collect food on tray & food and
pay at cashier. beverage items
Uses : Sea catering and work
cafeterias
Drive-thru Used most in fast food chains • Highly convenient for • Food quality can
(McDonalds). While in the car customers as do not have to deteriorate
customer order through a tannoy leave their car
system. The food is then prepared & • Customers occupies no
customer collects it and pays for table space leaving more
food a few minutes later from a room for other customers
window. Customer then drives off
with food.
Vending Customers input money/card to • Available 24 hours • Machine can malfunction
vending machine. Customer make • High control as pre- • Impersonal
request & collect food from payment is required before • Limited choice
dispatched area. Depending on type purchase • Electricity
of machine customer either • Management data available • Ongoing maintenance
consume immediately or need to on consumption • Vandalism
heat up in microwave. preferences
Uses : Employee cafeteria, budget • No staff required
hotels, non-commercial catering • Low cost
establishments • Less wastage
Cocktail Hot & cold food snacks are placed on large • Can cater to large • Difficult for employees to
platter. Waiters collect them and offer numbers move around between
customers. Used mostly when customers are customers at times
standing & no seating is available.
Uses : Conference and banquet events, pre-
dinner events.
Home delivery Food is ordered through telephone to food • Extends business • Transport can be
service organization. Operators takes the • Frees-up seat unpredictable and delays in
order & passes it to kitchen. On completion, capacity delivery due to traffic
kitchen packs food & it’s delivered to • Food temperature and
customer at destination on transport. presentation can deteriorate
Uses : Fast food chain & ethnic restaurants during transport
• Can deter people from
visiting the food & beverage
facility directly
Take away Customer visit or telephones food & • Extends business • Litter
beverages operation and selects food over • Frees up seat capacity
an order counter. Food is prepared and • Brand extension through
packed, customer pays for food in a take- packaging
away container/bag. • Sometimes cheaper for
Uses : Fast food chain & ethnic restaurants. customers
1. 2. 3.
Pre service Service Post service
Is the preparation in readiness for the start of service. There are different types and quantities of
mise en place required for different types of food service operation. Examples of mise en place for
a formal restaurant are:-
● Polishing cutlery and crockery
● Polishing glasses
● Setting table covers
● Preparing the sideboard or station
● Preparing and cutting butters
● Preparing accompaniments
● Preparing ice buckets and stands
● Filling water jugs
● Lining trays
● General cleaning of furniture
● Vacuuming
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Chapter 4 – Food service delivery
Cleaning
Cleaning and hygiene within the food service area is of utmost importance for customers
and employees. To achieve a good standard of cleaning clear standards and schedules
need to be implemented and monitored. Following will give an example of a daily, weekly
& monthly cleaning tasks:-
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. A example is :
Standard How to clean a table
Steps Methods Health & safety tips
Remove all objects Place objects in a safe place
on small table away from where people can
trip
Dust the table Dust with clean, slightly damp cloth followed Do not use a chemical
by a dry cloth. Dust natural finished wood cleaner, glass cleaner, brass
surfaces with only a dry cloth unless otherwise polish or cleaner, or furniture
instructed. If you use a chemical or polish, wipe polish unless told to do so.
the surface with a soft, clean cloth afterwards.
Apply about one cap of polish per small table.
Clean all over tops, legs and underneath.
Put all objects back
onto small table
Check positioning
Accompaniments
Examples of accompaniments follow:-
Accompaniments continued …
Reservation
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 the 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
Serving briefing
Examples of information :
● Previous day’s errors and good points
● Inspect of uniforms and presentation
● allocation of section for the shift ( who is responsible for which tables or sections)
● Any guest reservations and specific needs
● Sales targets to meet for that particular service
● Dishes to promote or up-sell-sales goals
● Any information passed down from management
Service
4. Service
4.1 Standard of performance
4.2 Food and beverage service basics
4.3 Effective communication
4.4 Selling
4.5 Electronic points of sales (POS)
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.
Service
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
4. Finish Thank customer and inform them of time for first course to arrive
Check if they need anything else
Wish them a good evening
Service
Service
1. Tone of voice – try to raise and fall your voice as this is more pleasant than a dull
constant monotone.
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.
Service
4.4 Selling
Is a critical part of any food service employee’s job. Effective selling techniques require confidence, ability
and knowledge.
Suggested selling techniques :
● Recommend aperitifs or drinks before the meal
● Provide the wine list
● Promote branded drinks where possible
● Recommend double measures if appropriate
● Recommend dishes that are popular
● Describe hoe the food looks on the plate
● Recommend appetizers where possible
● Recommend items
● Provide recommendations on what dishes go together well
● Recommend side dishes with main courses
● Present menu items on platters where possible such as steak or seafood
● Show dessert menu instead of just asking customers want a dessert
● Have a trolley to tempt people
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Chapter 4 – Food service delivery
Service
Post-service
5. Post service
Post-service
Following the end of service the food and beverage employees carryout a variety of duties including:
Servers General cleaning
Organizing of dirty laundry
Restocking stations for next shift
Creating requisitions for new stock
Cashiering
Updating customer history records
Supervisors Distributing tips or gratuities
Printing reports and reconciling sales receipts
Completing hand over log in log book
Post-service debriefing
Post-service debriefing includes:
● Praise for what worked well
● Discussing areas to be improved
● Reading out completed customer questionnaires
●Shift sales totals performance
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Chapter 4 – Food service delivery
Summary
Food Service
Importance of
Different
personal Pre-service Service Post- service
approaches
presentation
Organisational
Mise-en- place Order of service Duties Staffing ration
structure
Objectives
● Hotel bars
● Independently run bars
● Public house
● Bar chains
● Nightclub operations
● Wine bars
● Employee bars in the work place
Independent bar theme • A bar concept within a hotel. Open residents and non-residents
• The bar supports a restaurant or dining facility where customers can have
Support/Adjacent bar aperitifs and appetisers prior to using the restaurant and digestifs after
• This bar would be situated ‘back of house’ and is not visible to customers. The
Service/Dispense bar bar acts as a central dispense and serve beverages to service personnel who
place order from different outlets.
Conference and Banquet • This bar is located within the conference and banquet area and is in most
bar cases only in operation when event are taking place.
Mini bar • Mini bars are small self-service bars located in customer’s bedroom.
● Quality standards
● Size of operation
● Turnover of operation
● Theme or concept
● Customer type
● Times of operation
Head Barperson or
Bar Manager
Supervisors
The bar is managed by a senior staff member to oversee its running, and the position provides many
challenges to include:
General
● Meeting goals and targets
● Achieving 100% customer satisfaction
● Attracting and retaining a skilled team
● Minimising wastage
● Maximising sales
● Maitaining standards
Specific
● A competitive environment
● Adhering to the licensing laws
● Being constantly innovative
● Running promotions
● Minimising theft by employees
● Strict cash control monitoring
● Inventory management
● Dealing with intoxicated guests
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Chapter 5 – Beverages
Personal Professional
Employee sales and sale activities are an integral part of any bar operations. Sales can be achieved
through many different ways that include
● Employing sales-oriented individuals
● Training employees on how to sell and up-sell
● Encouraging suppliers to provide product knowledge training
● Creating sales incentives for employees
● Providing quality products that customer want
● Displaying eye-catching table ‘tent cards’ and promotional literature
● Discount techniques – ‘Happy Hour’
● Product promotions
● Entertainment – live music, sports and quizzes
● Relationship marketing
● ‘Get to know your customer’
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 a special
refrigeration and sanitation concerns. An airport bar has to emphasis 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)
Other factors to consider in bar design are ergonomics and sales, including:
● Sufficient space for customers to move and to get to the bar
● Comfortable furniture
● Good lighting to display products
● Equipment easily accessible for staff
● Sufficient amounts of equipment for staff to carry out other duties
● Server needs to be able to see customers
● Clear price lists
Most bars are divided and oraganised 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 categorized into four main areas
● Fixed equipment
● Portable equipment
● Glassware
● Consumables
Glassware
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.
Important tips for employees when using glasses include:
● 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 see 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
Examples of consumables
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
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Chapter 5 – Beverages
Beverage service
3. Beverage service
Beverage service
Beverage service
4.3 Beers
4.4 Spirits
4.5 Liqueurs
4.6 Cocktails
4.7 Wines
Soft drinks
Wines Beers
Beverage
s
Cocktails Spirits
Liqueurs
Examples service
Mineral water Still (eg Evian) Serve chilled, with slice of lemon , tall glass, ice only
Sparkling (eg Perrier) on request
Mixers or sodas Coke, diet coke, tonic, soda, ginger ale, bitter lemon, Can be served on their own or as a mixer with
tango, sprite, tonic another drink, ie gin and tonic
Juices Orange, tomato, cranberry, apple, mango, tomato and Can be produced in-house or brought-in, serve
vegetable chilled, with or without ice
Syrups and cordials Grenadine, lime and orange cordial Normally served diluted or as a dash in other
beverages. For example, lager and lime
Teas English breakfast, Earl Grey, Ceylon, Darjeeling, Lap sang Served hot and can be accompanied with any of the
Souchong, Iced, Oolong, Green, Fruit and Herbal following – hot water, cold milk, sugar, sweetener or
lemon slices
Filter Traditional method of making coffee. Often served with hot or cold milk or cream
cafetiere Popular method of making and saving fresh coffee in individual or multi-portion jugs. Often served with hot or
cold milk or cream
Espresso Traditional short storing black coffee
Americano Espresso with added hot water to create regular black coffee
Cappuccino Espresso coffee topped with steamed frothed milk, often finished with sprinkling of chocolate
Café latte Shot of espresso plus hot milk, with or without foam
Ice 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’ can be seen in many bars.
Source: www.kegworks.com
Customers feel that they are getting value for Investment in training and monitoring
money
Good taste Heavy
Beer classification
lagers Carlsberg, Fosters, Heineken, San Made from cold fermented yeast, Serve chilled 4-7ºC,39-45ºF
Miguel, Asahi, Tsingtao carbonated, normally light or pale in
colour, drier in taste than ales
Ales English bitters, pales Top fermented yeasts, stronger than 8-12ºC, 45-54ºF
lagers
Dark beers or stout Guinness Bitter in taste, made from barley, malt 5-8ºC
and hops
Non/low alcoholic Barbican, Bud light 4.7 ABV or less Chilled 7ºC, 39-45ºF
4.4 Spirits
Most spirits feature product variations that differ in taste, alcoholic volume, area of
production, packaging and quality.
Origin Characteristics Service
Vodka Eastern Europe Clear, distilled from fermented grain, potatoes, Very chilled (Store in freezer before
molasses, beets, 35-60% ABV service), serve neat or mixed
Rum Caribbean Distilled and produced from fermented sugar Serve chilled, neat or mixed
(molasses) and water. Can be white, golden or dark
in coloure, 37-43% ABV
Gin England Clear grain spirit produced from juniper berries Serve chilled, neat or mixed
Tequila Mexico Made from agave plant. Coloure ranges from clear Serve on its own with lemon and salt or
to pale, 38-40ABVProduced from barley, water and in cocktails
yeast
whisky Whisky (Ireland) Neat or mixed with a mineral or still
Whisky (Scotland) water
4.5 Liqueurs
The range of liqueurs available on the market is extensive. These compounded spirits vary in
coloure, origin and flavour. Production methods can include the use of fruits, spices and spirits. They
are colorful 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 long shelf lives
Arrack Clear Herbs/Sap of palm trees Java, India, Sri Lanka, Jamaica
4.6 Cocktails
The availability in cocktail in bars varies from full cocktail 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 receipts and for most establishment 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 customer for information and
attempt to create the cocktail.
Restaurant 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
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Chapter 5 – Beverages
4.7 Wines
Wine terminology
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 flavored with herbs and spices
Dessert wine Sweet wines suitable for drinking with or after dessert
Sparkling Wine Wine containing carbon dioxide, which produce bubbles when the wine is poured
10. Offer the host a small taste Offer the host a small taste
11. If satisfactory, serve other guests before topping up the host’s If satisfactory, serve other guests before topping up the host’s glass
glass
12 Replace back in ice bucket and top-up glasses when required Replace back in ice bucket and top-up glasses when required
Sparkling wines 45 7
Food servers can assist customers by providing recommendations of wines and how they match best
with particular menu items.
Food Wine type
Caviar Champagne
Bar control
5. Bar Control
Bar control
Bar control
Bar control
Bar control
Buy in bulk to receive better discounts Buy small and receive few discounts
Negotiate deals with supplier to receive product discounts Accept all pries from suppliers and fail to bargaining
Implementing strict controls on receiving and checking Lapse controls on receiving beverage items. On receipt beverages should be checked for
price, quality, brand, expiry and damage. If these are not checked high cost will occur
Select the most appropriate storage method to result in longer shelf life For example, if champagne is stored too cold it will affect the quality
Implement ‘first In first out ‘ stock rotation system Old stock must be used and issued first to make sure customers receive the most fresh
items and to avoid items expiring
Be aware of product and seasonal price fluctuations in the market and adjust price Selling prices of beverages are set against product costs. Therefore, if cost prices increase
accordingly and adjustments to selling prices are not made a loss in profit will occur
Be aware of ‘slow moving items’ and ‘expiry items’ and implement selling strategies to Beverage items that will expire and have expired cannot be sold
avoid high wastage costs.
Ensure requisitioning is accurate and consistent-to and forms stores and departments Faulty and bad requisitioning practices will create irregularities in beverage stocks
To ensure end of month stock-takes are completed and ‘mid-month’ wherever possible If no stock takes (or inventories) are made hotels or organisations cannot determine if
beverage stock has go missing
Bar control
To ensure that all beverages sold in outlets are billed Beverages that are issued to the customers and no bill has 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!)
2. That the beverage has been served to the customer and no money has been
received at all, therefore, 100% loss
To ensure that beverages are costed appropriately to reflect product cost and outlet’s If wrong or incorrect selling are calculated, the right profit will not be achieved
sales goals
To ensure the correct brands are sold on purchase For example, different types of beer are different prices. If a guest wanted a Tsingtao
and a Heineken was served by mistake and the customer was charged for Tsingtao a
loss would be made
To ensure ‘weights and measures’ and portions are correct and followed at all times All beverages are costed out per portion, therefore, if a larger measure is given ,money
will be lost
To ensure that any wastage is recorded and accounted for Broken bottles or faulty beverages must be accounted for and included in the stock-
take reconciliation
To implement controls to ensure that theft is kept to a minimum Checks on employee bags, security camera, random, bar checks, random till checks, etc..
To set sales incentives to move more beverage stock If no efforts made to increase stock turnover at all times expiry will occur
Bar control
If beverages are spilled, a Spillage Report Form should be completed, explaining what happened. The
bar shift manager should sign the form to show that he is aware of the spillage.
An example of a spillage report form follows.
Bar control
Standard recipe
Standard recipes are used when mixing drinks to maintain consistency and quality, for example, a
standard recipe for a gin and tonic:
Ingredient Quantity Method
Summary
Introduction
Equipment and
Beer
glassware
Spirits
Liqueurs
Cocktails
Wins
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Chapters
Objectives
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Chapter 6 – Menu Planning
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Menu styles
2. Menu styles
2.1 Courses
2.2 Table d’hôte menu
2.3 À la carte (ALC) menus
2.4 Cyclical menus
Menu styles
2.1 Courses
Menus normally consists 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 main course
The taster dishes
Smaller portion
Can be hot or cold
Normally savoury
Main courses or entrée Follows the appetiser (not always) Grills, meats, platters, fish, vegetarian, large salads
Larger portion size
Savoury
Can be hot or cold
Must be 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 cols
Menu styles
The main menu formats found in commercial and non-commercial operations are:
z Table d’ hôte (TDH)
z À la carte (ALC)
z Cyclical menus
Menu styles
TDH menus are deal for catering to large numbers of people. They are sometimes used
in restaurant operations during lunch and dinner service. These menus would be
normally run instead of the operation's full à la carte menu.
Menu styles
Menu styles
Menu styles
Challenges for ● Large quantity of dishes requires lots of purchasing, storage, preparation and controlling
operation ● 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 results in longer wait times and reduction ins eat turnover
● Higher costs, space, utilities, labour, wastage
● Greater customer expectations
Opportunities for ● Lots of choice
customer ● Select according to own particular dietary needs
● Higher quality
Challenges for ● Too much choice , difficult to select
customer ● Order to delivery times can be longer
● Running costs passed onto customer and, therefore , can be more expensive
Menu styles
Opportunities for customer ● Customers get to look forward to particular menus on certain days
Menu considerations
3 Menu considerations
3.1 The consumers
3.2 Trends
3.3 Food needs
3.4 Operational and business considerations in menu planning
3.5 Legislation in menu planning
3.6 Menu cover
3.7 Flexibility
3.8 Terminology
3.9 Layout and design
3.10 Food
3.11 Colour balance
3.12 Textures
3.13 Wording
3.14 Nutritional balance
3.15 Ingredient balance
3.16 Suppliers
Menu considerations
Socio-economic Availability of
Portion size
factors ingredients
Skill requirements of
Demographic factors Colour balance
chefs
Storage facilities
Environmental available Suppliers
concerns
Competition
Environmental
legislation
Menu considerations
Consumers expect:
● To see a good variety of dishes on the menu
● To receive what is described on the menu
● To see descriptions accompany the main dish headings
● For the menu item to be available as advertised
● To be made aware of any specific ingredients that may cause an allergic reaction, such as nuts
Menu considerations
3.2 Trends
Organic food Consumers increasingly demand food that is healthy, organic and produced
without any artificial addictives.
Exotic Consumers increasingly enjoy more exotic food from areas such as Japan,
China, Thailand and India.
Healthier options Increasing obesity level are leading consumers to be more health conscious.
Menu considerations
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 diary and fruits.
Vegetarian Vegetarians would not eat meat, poultry and fish. They eat primarily vegetables,
pulses and fruits.
Vegan Vegans do not eat meat, eggs, diary products and all other animal-derived
ingredients. They eat beans, grains, legumes, vegetables and fruits.
Menu considerations
Menu considerations
Availability of ingredients:
When compiling menus the chef need to take in to consideration the availability of
ingredients in seasonality and suppliers. If a dish is composed with a particular type of
vegetable it should be checked that it is available all year round. Food prices fluctuate in and
out of seasons so it is imperative that food is used that is in season, however as already
stated seasonality is becoming a thing of the past with many foods being imported but at
higher costs which impact the chef's budget.
Equipment needs:
Some food such as fresh pasta and pizzas require special equipment if made in-house,
however this can add value to the menu. Many establishments recognise that with
equipment come space, depreciation, maintenance, training , cleaning and control.
Menu considerations
Menu considerations
Service method:
Buffet, family, silver service, plated and gueridon restaurant service methods will affect the
type of food you serve.
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!
Menu considerations
The Trade Descriptions Act 1968 is an Act of Parliament of the UK which prevents manufacturers,
retailers or service industry providers from misleading consumers as to what they are spending their
money on.
Other words, commonly used care needs to be taken with:
● Fresh salad
● Garden vegetables
● Homemade desserts
Menu considerations
● be attractive
● be eye catching
● set the scene
● communicate the theme
● be cleanable
● be replaceable
Menu considerations
3.7 Flexibility
Menus need to be flexible and adaptive. Internal and external forces can affect the dishes that you offer.
Change agent Impact/ Action
Ingredient prices change due to political and economic Menu prices need to be amended
factors
Food scares such as bird flu and mad cow disease Consumers will not purchase
Remove from menu
Replace
Items wanted due to social changes – red meat, fat Consumers will not purchase
Remove from menu
Replace
Items wanted due to social changes – organic, healthier Create dishes
options, exotic food Add to menu
Advertise
Internal; restructuring – change in budget, staffing, Menu changes
leadership, theme
Supplier problems Ingredients not available or too expensive, remove form
menu
Menu considerations
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 meaning to
customers.
Menu considerations
Menu considerations
3.10 Food
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
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Chapter 6 – Menu Planning
Menu considerations
Portion size:
Portion sizes are built into the standard recipe. The portion size is decided through
consideration of the type of cuisine, time of day, the customer type, menu type and
target food margin. Portion sizes are managed through using food production
equipment such as ladles, mixers, cooking trays, crockery and glassware. In addition,
sometimes items are portioned in units such as ten onion rings or five prawns.
Menu considerations
Menu considerations
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.
Menu considerations
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.
Examples of words to encourage purchases:
● Tasty ● Traditional ● Homemade
● Chilled ● Fresh ● Crunchy
● Authentic ● Creamy
● Juicy
Menu considerations
Trend: Some chained restaurants now inform customers of the calorific information for each dish.
Menu considerations
The overall menu and dishes should use a good variety of different ingredients to include:
● Vegetables
● Fruits
● Red meats
● White meats
● Fish
● Pulses
● Herbs
● Spices
Menu considerations
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?
Are the suppliers able to consistently meet food specifications?
Am I using the best supplier to provide food in relation to quality, consistency of delivery and price?
Is there a back-up supplier should there be any problems?
Menu options
4. Menu options
4.1 Coffee shop
4.2 Bar or lounge
4.3 Executive lounge
4.4 Fine dining
4.5 Leisure and recreational areas
4.6 Employee dining
4.7 Conference and Banqueting
4.8 Room service department
Menu options
Menu options
Menu
Dessert ● Can be either separate or part of the main menu
● Can also be promoted on buffets, ‘dessert trolleys’ and blackboards
Afternoon ● Normally available between 2 – 4 pm
tea ● Menu offers sweets, scones, freshly cut sandwiches and a selection of hot teas
Special or ● Created for special promotions or calendar events (Valentines, Mother’s day)
themed ● In most cases: set menus
Beverages ● Drinks can be feature on the main à la carte menu as a separate menu
Menu options
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.
Menu options
An executive lounge is an area within a luxury a hotel designated only for customers who stay in
executive rooms.
Menu
Menu options
Menu
Menu options
Hotels that provide leisure and recreational facilities may feature a menu to include fresh and vegetable
juices, waters and energy drinks.
Menu options
Menu options
When catering for large numbers most departments is quite different from other departments with
regard to its menu planning.
When catering for large numbers most departments feature a pre planned set of menus that vary to
accommodate different budgets.
Menu options
Menus
Mini bar The mini bar menu is a priced list of all items on
sale in the in-room mini bar.
After menus have been created and implemented it is important to monitor them in relation to
customer satisfaction and their financial contribution.
Summary
The importance
of the menu
Menu
Menu style Menu consideration Menu options
evaluation
Executive
Cyclical Food
lounge
Leisure
Employee
Conference and
banqueting
Room Service
Objectives
Introduction to quality
1. Introduction to quality
1.1 What is quality
1.2 Importance of quality
1.3 Importance of customer satisfaction
Introduction to quality
It is difficult to accurately define quality, but in general quality perceptions is based on things such
as our experiences, our expectations and our particular needs at that time.
‘To consistently meet or exceed consumer expectations by providing products and services at prices that
creates value for customers and profit 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)
‘Delighting the customer by fully meeting their needs and expectations’. These may include performance,
appearance, availability, delivery, reliability, maintainability, cost effectiveness and price.
Introduction to quality
Wuest as cited kadampully et al. (2001) notes ‘poor service leaves a guest unimpressed, discouraged and unsatisfied’
Introduction to quality
Introduction to quality
z The cost of gaining a new customer is around six times the cost to retain an existing one.
z A dissatisfied guest will tell ten other people about the complaint.
z 91% of customers who have an unresolved complaint will not return.
z 65% to 85% switchers are dissatisfied guests.
z Only 4% of dissatisfied guests will complain.
Rowe (1998)
Quality tools
2. Quality tools
2.1 Effective leadership
2.2 Effective market segmentation
2.3 Expectations
2.4 2.4 Standards of performance or ‘ standard operating procedures”
2.5 Effective human resource management
2.6 Training
2.7 Quality sourcing
2.8 Quality schemes
2.9 Service recovery and complaint handling
Quality tools
3. Check that the service systems and the staff are able
to deliver to the customer the totality of the service specification
(Including maintaining the desired service relationship)
Quality tools
There are many actions that food and beverage operators can take to improve their service
quality.
Figure 7.3: Standards for effective service quality
Quality
sourcing
Effective
Effective
human
leadership and
resource
supervision
management
Quality tools
Quality
Standards of
feedback and
performance
monitoring
(SOP’s)
systems
Effective market
segmentation,
Quality
meeting their
schemes
needs, wants and
expectations
Quality tools
To successfully achieve quality within an organisation it needs to be made clear and driven by the
person at the top. It is their responsibility to ensure that quality is fabricated in to the entire
organisation system. This is achieved through researching the target market needs, introducing
systems of service quality control with an ongoing, strong, quality checking system to monitor and
evaluate.
‘A company must have leaders at the top who are totally committed quality service’
Woods & King (2002)
Wuest as cited in kandampully et al. (2001) ‘management plays a vital role in the delivery of quality
service’
Quality tools
Its an important part of quality to consistently satisfy customer needs, wants and expectations .
To establish and maintain needs and wants the following steps are required.
Quality tools
Promotion Communication
Source: http://grey-matter.org
Quality tools
2.3 Expectations
Linked into needs and wants are expectations. This ensure that you also meet what your customers
expect to receive from their visits. Expectations vary in relation to the type of the customer and
situation.
Figure 7.5 gap analysis model – customers’ expectations
Expectations exceeded
Customer expectation Service delivery
Expectations exceeded
Service performance gap
Customer expectation Service delivery
Expectations exceeded
2. Quality tools
‘Standards of Performance help with consistency because they detail exactly what must be done
and how it should be done’
Ninemieir ( 2000)
Quality tools
Standard Implement
training standard
Trial Monitor
standard standard
Customer
Expectations
Create Measure
standard standard
Adjust
standard
Quality tools
Quality tools
The following step-by-step guide can help you to deal with customer complaints.
Step Standard: how to deal with a complaint
1 Listen with concern and empathy.
2 Isolate the guest if possible, so that other customers wont overhear.
3 Stay calm. Avoid responding with hostility or defensiveness. Never argue with the guest.
4 Beware of the guests self esteem, take complaint seriously, use guests name frequently, show a
personal interest in the problem.
5 Give the problem complete attention, and don’t insult the guest.
‘Service standards are only as good as the restaurant performance. Although service policies may
establish guidelines and performance standards, personnel may not perform adequately’.
Wuest cited in kandampully et al. (2001)
Quality tools
‘Wuest as cited in Kandampully et al. (2001) ‘ Service providers must involve all of their staff in each
department in an in an effort to provide quality service’
There is a clear relationship between quality human resource management and the organisation
achieving quality goals.
Quality tools
HR Rationale How
Recruit the right people Less complaints Job descriptions and job specifications
Less defects Match the best candidate with job
Less training specification and description
Less risk Complete reference checks
Greater customer satisfaction Paper and pencil tests
Qualified interviewers
Employee trials
Succession planning
Regular training
Regular performance evaluation and
Keep your employees happy Increased job satisfaction appraisal;
Less absence Recognise and reward achievement
Improved team work
Better service to customer Provide regular social events
Sufficient number of tools to their jobs
effectively
Retain them Stronger team Proper work environment
Familiarity with customers’ names Fair and effective leadership
Awareness of customers individual Practice empowerment
needs and wants
‘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)
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Chapter 7– Service quality in food and beverage
Quality tools
2.6 Training
Benefits to employees • Prepares employees to do their job
effectively
• Improves self confidence
• Improves motivation and morale
• Prepares for promotion
• Reduces tension and stress
• Provides an opportunity to succeed
• Increases productivity
• Reduce costs
Benefits to the operation • Builds a strong team
• Reduces problems and defects
• Creates a better image
• Increases referrals
• Attracts potential employees
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Chapter 7– Service quality in food and beverage
Quality tools
Quality tools
z Budget available
z Availability of suppliers
z Seasonality
z Storage space available
Quality tools
A quality scheme is scheme that is purchased from an external organisation to improve the standard of
products and services. The schemes can be challenging but once successful offer many opportunities.
Quality tools
Opportunities Challenges
Quality tools
Most quality schemes are multi-dimensional focusing on different elements that works 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:
Quality tools
The Customer
Customer Research Business Planning Operational Planning
Promise
Source: HCIMA
Quality tools
One of the goals of any organisation is to minimise the number of complaints it receives.
How ever when complaints do occur:
z Deal with it appropriately
z Ensure the customer leaves happy
z Ensure as on organisation to learn and prevent it from re-occurring.
When an organisation has implemented quality tools to achieve quality products and services it
is vital to measure the organisation’s success.
Leaders committed to quality must make sure that tools are in place to measure their staff’s
efforts at providing great service to guests.
Monitoring can be carried out in many ways, whilst one way which it is done is either through
research conducted internally or externally.
Internally Externally
Customer questionnaires are one of the most frequent research methods adopted by food and
beverage operations.
Create questionnaires
Distribute questionnaires
Collect questionnaires
Process data
Analyse data
Customer Forms are placed on tables z Easy and z Low response rate
questionnaire or or in bill folds for customers affordable to z Unhappy
feedback form to fill out. create. customers have
Required to provide z Many normally left the
feedback on areas such as customers premises by the
service, atmosphere, food would prefer to time the data is
and beverage write than collected
speak out. z Customers don’t
z Can follow up in have time to
some cases complete
z Easy to organise z Bad feedback
and evaluate does not reach
feedback. management
Face-to-face feedback is normally carried out by the waiter or the manager in a rather informal manner.
The method is quick and cost effective. It is important to frequently check customer satisfaction
throughout the meal as if they are dissatisfied. Whatever feedback is received must be passed on to
the relevant manager.
A focus group is s set of people invited to a session by the restaurant or hotel, to gather opinions and
suggestions. It normally includes individuals that can provide the best, reliable information for the
desired topic. It usually is hosted by the general Manager or an employee of the Sales/marketing
department, and the meeting is likely to be recorded.
3.4 Observation
Within the organisation there is a wealth of information that can be used to improve quality whilst
observation is an effective way of doing so.
Departmental log books provide information activities which take part within the organisation.
These log books are found in departments and are a tool for supervisors and managers to
exchange information between shifts. The logs consists of items such as complaints and issues,
maintenance defects etc.
Information is in most case logged by computers or past records and can be used effectively to
provide a better service to customers. The following is an example of a restaurant receipt
(figure 7.9) from a regular, local customer Mr. Bridges.
Jimbaran restaurant at
The Splendid Hotel
Dubai
Advantages Disadvantages
Unbiased Can be costly
Conducted by experienced individuals
Accurate
Can be used as an development tool
Employees are unaware of the mystery shopper
Many large chains use survey results to compare performance between units.
Professional companies can also be contracted to carry out surveys with members of the public:
z Specific needs and wants
z Likes and dislikes
z Eating and dining preferences
z Dining habits
z Preferred restaurants
z Reasons for eating out
Food beverage operations can also monitor consumer trends to help them cater to needs by viewing
the following resources
z Academic books and journals
z Industry magazines
z Industry websites
z Industry reports
Summary
The importance
of quality
Meeting needs,
wants and Questionnaires Mystery guests
expectations
Quality human
Focus groups
resources
Service recovery
Management
and complaint
information
handling
Objectives
Conference Banqueting
Formal Relaxed
Seminar Religious festivals
Meetings Annual work parties
Exhibitions Family celebrations
Presentations and lectures Themed dinner and lunches
Workshops Weddings
Forum
Convention Seminar
Symposium Retreat
Event types
Exhibition Panel
Interview
1.1 Benefits
1.2 Challenges
1.3 Personnel
Position Responsibilites
Conference and Banqueting(C&B) manager Overall management of department
Fully accountable for profitability of department
Promoting department
Recruitment of employees
Attending meetings
Dealing with complaints
Planning and forecasting
Administration
C&B chef Meeting customers
Discussing menu options
Creating menus
Preparing the food
Seving the food
C&B Assistant manager & supervisor Overseeing and manageing events
Training employees
Booking casual staff
Managing stock
Managing customers' expectations
Delivering standards
C&B sales manager Creaing sales & marketing plan for department
Implimenting plan
Competitor analysis
Managing employees
Motivating employees
Yeild amangement
Training
C&B sales executive Visiting clients and compenies
Making presentations
Showarounds
Following up leads
Event co-ordinator Taking reservations
Creating contacts
Maintain the booking dairy
Banquet event sheets to departments
Billing & deposits
Waiters Setting-up functions
Mise en place
Serving customers
Dealing with customer enquiries
Porters Moving furniture
Setting-up furniture and equipment
Assisting waiters
Breaking down rooms
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Chapter 8 – Conference and banqueting
In-house
customers
Internation
Local
al
businesses
companies
C&B
Internal Department
company
Charities
events and
functions
Local Event
residents planners
1. Enquiry
5. Follow up 2. Visit
4. Event 3. Quotation
2.1 Enquiry
When customers contact the hotel to make an enquiry:
● Thank person for calling
● Take down personnel information, name, company, contact number and e-mail
● Establish what type of event is required
● Establish what date and time is required
● Check diary and determine availability
Trend : Most banqueting diaries are now computerized and are able to provide information to include:
● Up-to-date availability of each room
● Specifications of each room
● Capacities for each room
● Past history of company or customer, room preferences and event type
● Room coasts based on supply, demand and day
● Future availability and usage per room, day and month
● Usage per company, event type and room type
If the enquiry is for a large event or a new customer/company the sales assistant will attempt to secure
an appointment and encourage the customer to visit the hotel to showcase the event facilities. The first
impression of the customer must be positive. The sales executive should be prepared for the
appointment in the following ways:
● Have a quiet place to discuss the customer’s needs and requirements
● Key staff available to discuss particular needs (E.g. 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 a presentation packs prepared, containing menus, seating layouts, photographs and room
details
● Accommodation for the attendees should be prepared & rooms should be available to display.
● Relevant paperwork on hand such as, a customer checklist
● It’s important to introduce the person to the employee who will manage their event.
Service
A variety of service methods include:
● Plated service
● Silver service
● Buffet service
● Family service
● Large events will be run using a more formal system where employees follow
instructions by the head waiter or Maitre d’.
Hotel executives meet weekly discuss forthcoming events on a week by week basis. Each
department is issued with an event sheet to:
● Communicate information
● Follow-up on any particular event needs
● Address any questions
● Resolve any last minute prolems
1. Set up
event
8. 2.
Breakdown Welcome
event guests
3. Run
7. through
Signature event
and billing details for
the day
6. Check 4. Brief
satisfaction staff
5. Deliver
event
Step Action
The team will set up the event in advance of the customer and their guests arriving. (preparing furniture, laying tables,
1. Set-up event setting-up coffee stations, registration tables, bars and equipment.
2. Welcome guests Sales assistant/staff member managing the event greets the customer on arrival.
3. Run through events The C&B employee should check whether there's any last minute changes.
4. Brief staff All service staff are briefed on details to include:
The company and type of event
Chronology of event
For the organizer, host and any VIPs to be identified
Any special requests
Allocation of tables
Menu information
Standards
The event commences are planned. Service staff follow banquet event order and any instruction from event supervisor.
5. Deliver event Duties include:
Serving food and beverage
Dealing with customer requests
Monitoring equipment
Clearing tables
It is checked throughout the event and at the end. Any fedback from the customer is noted and communicated to service
6. Check satisfaction and other staff involved.
7. Billing Organizer or host signs the bill to agree all consumption and charges. Bill is settled depending on the contract .
8. Breakdown event Employees breakdown the event to include :
Collapsing furniture
Clearing tables
Polishing cutlery
Cleaning
Re-setting for next day's event or sales promotion
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Chapter 8 – Conference and banqueting
Hollow square
Lecture or Theater (chairs only) Horse shoe
2.8 Equipment
Rental advantages
● No strong space required
● No cleaning and maintenance required
● No depreciation
● Less management overall
● Less risk of theft
● No training required
● Modern equipment provided
Trend. C&B is the renting not only of equipment but also crockery. Cutlery, glassware and
linen. The same advantages apply.
A key part of C&B is to monitor customer evaluation after the event has taken place. Any
feedback received should be communicated to the departments involved and used for
future planning.
Summary
Conferencing
and
Banqueting
Benefits and
Enquiry
challenges
Quotation
Personnel
and contract
Event Sales
Follow-up