OBJECTIVES ‘After reading and studying this chapter, you should be able to: © Describe the duties and responsibilities of a food and beverage director and other key department heads. # Describe a typical food and beverage director’s day. © State the functions and responsibilities of the food and beverage departments. © Perform computations using key food and beverage operating ratios. eer cee NG Scanned with CamScannerFood and Beverage Management __ the food and beverage division is led by the director he general manager and is responsi- £ the following departments: In the hospitality industry, of food and beverage. He or she reports to t ble for the efficient ‘and effective operation o: « Kitchen/Catering/Banquet ¢ Restaurants/Room Service/Minibars © Lounges/Bars/Stewarding Figure 1 illustrates a food and beverage organization chart. The position description for a director of food and beverage is both a job description and a specification of the requirements an individual needs to do the job. In recent years, the skills needed by a food and beverage director have | grown enormously, as shown by the following list of responsibilities: . * Exceeding guests’ expectations in food and beverage offerings and service © Leadership © Identifying trends «Finding and keeping outstanding employees ‘© Training * Motivation © Budgeting © Cost control Scanned with CamScannerFood and Beverage Director Asst. Food & Beverage Director Administrative Assistant Pe CCU Room ated Sy A Chef Ieccat (ings Cenc: . : wETipTs ORs Manager Manager Steward (entd3 NW Eibron Captait ean iayiacy Eira fotS Caras Ty betas SRE ET) loan Tua e Cooks. fee tel. Figure 1 © Food and Beverage Division Organization Chart for a Large Ho Scanned with CamScanner«Finding profit from all outlets © Having a detailed worki beverage divisions. In contrast, an and beverage division is generally conneeee eo ure can vary according to the type of hotel, a Kerr Forster, an industry consulting firm, all. cent food and beverage profit (probably be and drinks offered to guests): Atypical food and beverage director's day might look like the followi ing: 8:30 am, Check messages and read logs from outlets and security. T outlets, especially the famil i oe y the family restaurant (a quick inspection), = the breakfast buffet, reservations, and the shift Check daily specials. Check room service. Check breakfast service and staffing. Meet the executive chef and purchasing dicector. Meet executive steward’s office to ensure that all equipment is ready. Meet banquet service office to check on daily events and coffee break sequence. 10:00 a.m. Work on current projects: new summer menu, pool outlet - opening, conversion of a current restaurant with a new or cept, remodeling of ballroom foyer, installation 008 Te freezer, and analysis of current profitand-oss (VCO ments. Plan weekly food and beverage = he 00 Visit kitchen to observe lunch service and'° line,” including banquets. Confer with executive chef. neon service. Check restaurants and banquet lunche al Have working lunch in employes’ chef, director of purchasing, o* direc Meet with human resources © Check messages and return © ing and convention business: Sa Conduct hotel daily menu ™* Go to special projects/meetiné® Tour cocktail lounges- Scanned with CamScannerFood and Beverage Operations Check for staffing, Review any current promotions. Check entertainment lineup, Check special food and beverage requests/requirements of any VIPs staying at the hotel. Tour kitchen, Review and taste. Review dinner specials, Check the restaurant and lounges. A food and beverage director’s typical day starts at 8:00 a.m, 8:00 p.m., unless early or very late events are scheduled, in which case the work- ing day is even longer. Usu: tage director works Monday through Saturday, If there unday, then he or she works on Sunday and takes Monday off. Ina typical week, Saturdays are used to catch up on reading or specific Projects. The director of food and beverage eats in his or her restaurants at least twice a week for dinner and at least once a week for breakfast and lunch. Bars are generally visited with clients, at least twice per week. The director sees salespersons regularly because they are good sources of information about what is going on in.the industry and they can introduce leads for business. The director attends staff meetings, food and beverage meetings, executive commit- tee meetings, interdepartmental meetings, credit meetings, and P&L statement meetings. sence To become a food and beverage director takes several years of panes and dedication. One of the best Toutes is to gain work experience or to pa! r nding Pate in an internship in several food and beverage departments while atte! college. This experience should includ ‘ for at fe full-time, practical kitchen wort 5 in least orie to two years to master the core concepts, followed by on sett” of a few months in purchasing, stores, cost control, srewacding, - Gishwashits ice. Stewarding is responsible for back-of-the-house areas such a re dis and issuing and inventorying china, glassware, and cutlery. Seema ext include maintaining cleanliness in all areas. Additionally, ae and bats A of the following work situations is helpful: restaurants, catene on mperene | these departmental experiences, and once you master ab fn a different He, you can likely serve as a department manager, preferably ie |. This Pre as from the one in which the departmental experience was eich the pest er the awkwardness of being manager of a department in whic teat once an employee and also offers the employee the Oppo! ent things at different Properties. Scanned with CamScannerFood and Beverage Operations Kitchen kitchen is ran the charge Of the executive chef or chef AMinaller and medium-sized properties. This person: in cc's in sponsible to the director of food and beverage for ihe? faient and effective operation of kitchen food production ‘Th fesed outcome is 0 exceed guests" expectations inthe quale sd quantity of food, its presentation, taste, and portion a” hd to ensure that hot food is served hot and cold food is ene fold, The executive chef operates the kitchen in accordance wat + ‘ompany policy and strives to achieve desired financial reculss Some executive chefs are now called kitchen managers; they even serve as food and beverage directors in midsized and smalle, hotels. This trend toward “right-sizing,” observed in other in. dustries, euphemistically refers to restructuring organizations to retain the most essential employees. Usually, this means cutting labor costs by consolidating job functions. For example, Michael Hammer is executive chef and food and beverage director at the 440-room Hilton La Jolla in Torrey Pines, California. Mike is typical of the new breed of executive chefs: His philosophy is to train his sous chefs, sous being a French word meaning “un- der,” to make many of the operating decisions. He delegates or- dering, hiring, and firing decisions; sous chefs are the ones most in control of the production and the people who work on their teams, By delegating more of the operating decisions, he is de- \eloping the chefs de partie (or stations chefs) and empowering em to make their own decisions. As he puts it, “No decision is ‘rong—but in case it is unwise, we will talk about it later.” : Mike spends time maintaining morale, a vital part of a manager's orn “ating st kitchen staff is under a great deal of pressure and frequently Wor | Hea lt lock. Careful cooperation and coordination are the Keys «@ Scr By ae oe he does not want his associates e pe a aa ne department | Reinga ut the orchestra. He does not hold food and bevrtags tr, 1 mean stead he meets with groups of employees fae are that Fes hei they occur. Controls are maintained wit jes, and calculates poten- “al food canitdatd recipes, establishes perpetual lead ‘and beverage directors Mok past feu pet Outlet. Today, executive chefs ari fan item. For exampleyif Pata ggg 04 C28t to the actual profit contribution Of COT ain js $9.70. fat there 8 $3.25 and sells for $12.95, the con Tre sofware solutions Puchas © Software programs such as ChefTee that OFT ing; ChefTee offers pa Ordering, inventory control, and recipe al inventory reports, and Pe profi a! inventory, sales analysis, theore 1 Boling te * tine labor @ COStS is an essential part 0 root foe cipiat the est sien a ‘ ¢ day-to-day run! yn-hour. ve gg inggemarks aietereasired by covets Pee pour to clean 37.1 covers Culd take no more than one PEO PF ilenges, such as safing '™ of outlet managers face interesPl Ty page ‘Scanned with CamScanner Ahotel The executive chef ofa very la manages the kitchen and may cooking. fe ations and, d beverage OPE ; of food arable cS, sang become fica rat sod and beverage locations. a ‘For example, inFood and Beverage Operations. ny guests want breakfast nization to get the right Is are prepared prop- for the peaks and valleys of guest needs at breakfast. oe during the peak time of 7:00 to 8:30 AM rea ae ‘meal People in the right place at the right time to ensure tl erly and served in a timely manner. : “s day goe: Sat the Hilton an Jolla. Toreey Pines, Executive Chef Hammer's day goes ing like the following: Arrive between 6:00 and 7:00 at. and walk through the food and beverage department with the night cleaners. | Check to make sure the compactor is working and the area is clean, Check that all employees are on duty. Ask people what kind of challenges they will face today. - Sample as many dishes as possible, checking for taste, consistency, feel, ~ smell, and overall quality. -ins. check once or twice a day to see where the department stands duction-wise—this helps reduce or eliminate overtime. re generally expressed in ratios, vided by the amount of food sal f for $1.00. If the cost of the food is ercent, which is about average for ma ‘Percent in hotels that do a lot of « Jetermining the food and beverage and food and beverage directors mu such as food cost percentage— A simple example is the sale 0.30, then the food cost per- ny hotels. The average might atering, As discussed later in department's profit and loss, nding on the amount of eratch (raw ingredients) das a food sales per Ecosts total $250, the the following fo convenience foods purch, ). In.a kitchen, the labor cost centage. For example, if food n labor costs may be expressed mula: = 25% labor cost he aid of programs such as Time? sattendance, and s heduling package pane saves time on forecas ing and ‘Scanned with CamScannerFood and Beverage Operations t f the e: cause so much 0} xecu- An executive chef has one or more SOUe oe are often responsible for the ive chief's tamels spent On CC nLSeee ae size, a kitchen may have several day-to-day running of each shift. Dependin8 d another for banquets, ings, an sous chefs: one or more for days, one for evenings * erson rotates through the Under the sous chefs is the chef tournant. This p' tions are organize various stations to relieve the station.chef heads. ae eceale? faersdactd i according to production tasks, based on the classic y Escoffier. The brigade includes the following: Sauce chef, who prepares sauces, stews, sautés, hot hors d’oeuvres Roast chef, who roasts, broils, grills, and braises meats Fish chef, who cooks fish dishes Soup chef, who prepares all soups Cold larder/pantry chef, who prepares all cold foods: salads, cold hors d’oeuvres, buffet food, and dressings Banquet chef, who is responsible for all banquet food Pastry chef, who prepares all hot and cold dessert items Vegetable chef, who prepares vegetables (this person may be the fry cook and soup cook in some smaller kitchens) Soup, cold larder, banquets, pastry, and vegetable chefs’ positions may be combined in smaller kitchens. Scanned with CamScannerFood Operations A hotel may have several restaurants or no restaurant at all; the number and type of restaurants varies as well. A major chain hotel generally has two restau rants: a signature or upscale formal restaurant and a casual coffee shop-type restaurant. These restaurants cater to both hotel guests and to the general pub. “lic, In recent years, because of increased guest expectations, hotels have placed afeater emphasis on food and beverage preparation and service. As a result, there is an increasing need for professionalism on the part of hotel personnel. __ Hotel restaurants are run by restaurant managers in much the same way as other restaurants. Restaurant managers are generally responsible for the training, and developing employees and maintaining quality standards -room dining, minibars, or the cocktail lounge resenting annual, monthly, and weekly forecasts and budgets to the food ppeverage director Festaurant managers work on an incentive plan with quarterly per- ‘onuses. | jotel restaurants present the manager with some interesting because hotel guests are not always predictable. Sometimes they will tel restaurants, and other times they will dine out. If they dine in or xtent beyond the forecasted number of guests, problems can arise. AY guests for the restaurants results in delays and poor service. Too few Scanned with CamScanner rtBuests means that employees are underutilized, which can increase labor coss. unless employees are sent home early. A restaurant manager keeps a diary 0; the number of Suests served by the restaurant on the same night the previo, week, month, and year. : ‘The number (house count) and type of hotel guest (e.g., the number of con- ference attendees who may have separate dining arrangements) should also be considered in estimating the number of expected restaurant guests for any meal This figure is known as the capture rate, which, when coupled with historic and anquet activity and hotel occupancy, will be the restaurant’s basi: ing the number of expected guests. a Most hotels find it difficult to coax hotel guests into the restaurants. How- ever, many continuously try to convert foodservice from a necessary amenity to a profit center. The Royal Sonesta in New Orleans offers restaurant coupons worth $5 to its guests and guests of nearby hotels. Another successful strategy, adopted by the Plaza Athénée in New York, is toshow guests the restaurants and explain the cuisine before they go to their rooms. This has prompted more guests to dine in the restaurant during their stay. At some hotels, the restaurants self-promote by having cooking demonstrations in the lobby: The “on-site” chefs offer free samples to hotel guests. Progressive hotels, such as the Kimco Hotel in San Francisco, ensure that the hotel restaurants look like freestanding restaurants with separate entrances. E Scanned with CamScannerFood and Beverage Operations 3 iL after a hectic day. This op- Hotel bars allow guests to relax while sipping a Greaney for both guests and Portunity to socialize for business or pleasure is advan Bgher thn feign fod the hotel. Beeause the profit percentage on ll beverages is highes CN Tt ee items, bars are an important revenue source forthe food and beverage Sp eT NSN. The cycle of beverages from ordering, receiving, storing, issuit is aibetetiee can be ing, and guest billing is complex, but, unlike restaurant = Le Rn Cok ber held over if not sold, An example of a world-famous hotel bar isthe King Col Bar in the St. Regis Hotel in New York City. This bar has been a NE “watering hole” of the rich and famous for many years. The talking pt bar is a painted mural of Old King Cole, the nursery rhyme character. Bars are run by bar managers. The responsibilities of a bar manager include the following: Supervising the ordering process and storage of wines Preparing a wine list Overseeing the staff Maintaining cost control Assisting guests with their wine selection Proper service of wine Knowledge of beers and liquors and their service Bar efficiency is measured by the pour/cost percentage. Pour cost is obtained by dividing the cost of dey pleted inventory by sales over a period of time. Food and beverage directors expect a pour cost of between dispenses the exact amount of beverage requested via a Pouring gun, which is fed by a tube from a beverage store. These systems are expensing, Gene money for volume operations by being less prone to pilfecage eorene eonne other tricks of the trade. Thee greatest savings comes in the oer oe es labor costs; fewer bartenders are needed to make the same snore fens However the barperson may still hand pour premium brands fas seego oe and pr fear it that they are followed. In today’ litigious soutien aha Buidelines end sects tor to install and ensure responsible alcoholic bevergae ots #8 On the opera- age service staff sh in limit the bar’s liabil ‘dene alll Served alcohol or a minor is ccider : server of the beverage, the barperson, wad Someone else, then the injuries sustained by the person who was harmed, the be Another risk bars encounter is pilferage, Ema} a Part: to steal or tamper with liquor. They could: for xanga x water or colored liquids, sell the additional liquor, ond DIS dilute drinks with are several other ways to defraud a bar, One of aks tee money. There ‘mown ways is loyees have been known Scanned with CamScannerFood and Beverage Operation ange guests for beverages. Anothe dep yartenders OVErpOUE Measures to reves Sone ips. The best way to prevent these ocewe resis t have a good control system, which ould include shoppers—people who are paid she the bar like regular guests, excep thes a toy watching the operation. vee na large hotel there are several kinds of bars: This convenient meeting place was d when Conrad Hilton wanted to mue out of his vast hotel lobby. nn well managed, are a good ar. Traditionally, this bar is e hubbub of the lobby 5 y and of- Aservercatis S r abby ver cartes Singapore Slings in area for the hotel’s signature Hotel shgspoe eee 'some of the very large hotels, ce service have a separate backstage bar, Otherwise, both it and room service are serviced by one of the regular bever s the restaurant bar. diaalaved banquet bar. This bar is used specifically to service all the nquet needs of the hotel. These bars can stretch any opera- Frequently, several cash bars must be set up at a variety of ash wines are involved with dinner, it becomes a race to get the est before the meal, preferably before the appetizer. Because iculties involved in servicing a large number of guests, most hotels ef ¢ inclusive wine and beverage functions, in which the guests pay a litle more for tickets that include a predetermined amount of beverage serv- ice, Banquet bars require careful inventory control. The bottles should be checked immediately after the function, and, if the bar is very busy, the bar ‘ should pull the money just before the bar closes. The breakdown of ‘bars should be done on the spot if possible to help prevent pilferage. y spor if pt 8s quet bar needs to stock not only large quantities of the popular its, and beers, but also a selection of premium spirits and after- sits. These are used in the ballroom and private dining rooms, in Pool bars are popular at resort hotels where guests can enjoy a vari Cocktails poolside. Resort hotels that caer to conventions often put ies one night of the convention to allow delegates to ick back, ines that are catered around the pool might be a Hawaiian Inaw, a a regeae night, a Mexican fiesta, or Country and Western events: Left dgination, one could conceive of a number of theme events. tinibars. Minibars or honor bars are small, refrigerated bars in guest r beverages available at all Ooms: They offer the convenience of having bevs je , For security, they have a separate key, which may be either included Scanned with CamScannerFood and Beverage Uperauune according to the guest’s lenished on a daily basis, ‘he guest folio. eck-in or withheld, hecked and repl ically added to 0 : ainment and dancing. vening entert a sid beverage outlets offer a full bey Many hotels are switch- e bar itself is the entertainment (e.¢., negotiating more with le) and a percentage of in the room key envelope at ch preference, Minibars are typically ¢ Charges for items used are automat Night clubs. Some hotels offer guests ¢' Whether formal or informal, these food v erage service. Live entertainment is very expensive. ing to operations with a DJ or where thi sports bar). Directors of food and beverage are now live bands, offering them a base pay (below union sca! a cover charge. Sports bars. Sports bars have become popular in hotels. Almost everyone identifies with a sporting theme, which makes for a relaxed atmosphere that complements contemporary lifestyles. Many sports bars havea variety of games such as pool, football, bar basketball, and so on, which, together with satellite-televised sporting events, contribute to the atmosphere. Casino bars, Casino bars and beverage service are there to keep people gam bling by offering low-cost or free drinks. Some have lavish entertainment and light food offerings, which entice guests to enjoy the gaming experience even when sustaining heavy losses. : Different types of bars produce revenue according to their location in the hot: and the kind of hotel in-which they are located. Nightclubs sports bars, and the banqueting department see bulk consumption of alcoholic beverages Bid restat! rant bars usually see more alcohol consumption than minibars and lounge bars. Scanned with CamScannerStewarding Department ood and beverage for the The chief steward is ee to the eee of f following functions: Cleanliness of the back of the house (all the areas ee the backstage that hotel guests do not see) and cutlery for the ci and beverage Maintaining clean glassware, china, outlets Maintaining strict inventory control and monthly stock check Maintenance of dishwashing machines Scanned with CamScannerFood and Beverage Operations Inventory of chemical stock sanitation of kitchen, banquet aisles, storerooms. k-ins/freezers, and all equipment trol and coordination with exterminating wall «Pest cont company « Forecasting labor and cleaning supplies In some hotels, the steward’s department is respon- sible for keeping the kitchen(s) clean. This is generally done at night to prevent disruption of the food produc- tion operation. A more limited cleaning is done in the afternoon between the lunch and dinner services. The chief steward’s job can be an enormous and thankless task, In hotels, this involves cleaning up after several : . : hundred people three times a day. Just trying to keep LA lees checking the inventory, track of everything can be a headache. Some hotels have different patterns of glasses, china, and cutlery for each outlet. The casual dining room frequently has an informal theme, catering and banqueting a more formal one, and the signature restaurant, very formal place settings. It is difficult to ensure that all the pieces are returned to the correct places. Ivis also difficult to prevent both guests and employees from taking souvenirs. Strict inventory control and constant vigilance help keep pilferage to & minimum. Scanned with CamScannerThroughout the world’s cultural and social evolution, numerous references have been made to the breaking of bread together. Feasts or banquets are one way to d to outdo one another with show one’s hospitality. Frequently, hosts attempte ? the extravagance of their feasts. Today, occasions for celebrations, banquets, and catering include the following: State banquets, when countries’ leaders honor visiting royalty and heads e of state ¢ National days ¢ Embassy receptions and banquets Business and association conventions and banquets © Gala charity balls ¢ Company dinner dances © Weddings Scanned with CamScannerFood and Beverage Operations term catering te a broader s s of people who eat togethe fanquet refer so groups of people who Tat one time and in : ‘ and in one plac ir includes a Vari ao eee when people may eat at varying ee pie Te ofa used inerchangeacty arying times. However, For example, catering departments in lay spefolowing events in just one day: cope than does banquet. B: 'ge, city-center hotels may service AFortune 500 company’s annual shareholders’ meet ‘ninternational loan-signing ceremony - h of these requires diff h of these requires different and spesal treatment, Hoel in ay cater the local chamber of commerce meeting, a high school company party, a regional sales meeting, a professional work exhibition. nt is organized. The dotted lines show cooperative report- and continuous lines show a direct reporting relationship. For \quet chef reports directly to the executive chef, but must coop- ctor of catering and the catering service manager. ir of catering (DOC) is responsible to the food and beverage and servicing, catering, banquets, meetings, and exhibitions cceeds guests’ expectations and produces tofit. The director of catering has a close | Acaterer oversees an event. nship with the rooms division manager catering department often brings conven- uire rooms, to the hotel. There is also a ag relationship with the executive chef. The banqueting menus, but the catering man- ure that they are suitable for the clientele om a service point of view. Sometimes they rin developing a selection of menus that wi quirements, including cost and price. tor of catering must be able to do the tions, banquets, and functions. of employees. r with input from team members, tal goals and objectives. vidual and department sales and cost make up Scanned with CamScannerScanned with CamScannerFood and Beverage Operations enersbio ead a team of employees, set departmental mission, goals, and objectives, ‘Train the department members in all fq ; set service standards. Ensure that the catering department is Properly maintained. ined. ‘cets of operations, s lex ings challenge tobe innovative is always prsene wha gE ee ; ca city hots pci h atl should, over the Yeats, build up a client lst and an f rad » exhibitions, various compani hibitions panies, grouy Social, military, ¢ducation, religious, and fraternal market ions. nowledge and these contacts are essential to the f Sulcess, as isthe selection ofthe team members, = function of the department is conducted by the director of catering sales managers (CSMs). Their j and revenue by selling the most od and beverage and service expectations, catering sales managers obtain business leads from a variety g the following: r of sales. He or she is a good source of event bookings be- she is selling rooms, and catering is often required by meetings sales department. If, for example, a convention were held one year at a Marriott hotel, and by tradition the associa- ‘West Coast the following year, the Marriott hotel in the ‘contact the client or meeting planner. Some organizations id visitors bureau. Here is another good source of leads be- ‘purpose is to seek out potential groups and organizations to To be fair to all the hotels, they publish a list of clients and their requirements, which the hotel catering sales department ip of. é event board of competitit lobby of the hotel and is s the organizer of the event t izati i 1 ones, sme organizations, especially local ones, n. If his represents {good business for the then fry to persuade the decision makers to use the sam! a ce quiet, CSMs call potential clients to ain the next few months. The point is tering facilites. It is amazing wer the telephone. ive hotels. The event board is generally frequently read by the competition. The ‘0 solicit the business the next time. prefer to stay in the hotel, then the DOC el again. During periods of relativ ing any event Senin hotel andthe he client to view t t formation is freely given © Scanned with CamScannerFood and Beverage Operations the following: ‘The most frequent catering events In hotels are © Meetings + Conventions * Dinners * Luncheons + Weddings vailable, depending on a clien’, rea For meetings, a variety of room setups are availa oe allows. needs. The most frequently selected meeting roo! : i of chairs and Theater style. Rows of chairs are placed with a center group of le room seating setup with equipme:: two aisles. Figure 3 shows a theater-style root : Sometimes multimedia presentations. Centered on an audiovisual platform. Sometimes multimedia ais requiring more space for reverse-image projections, reduce tl eat ing capacity. may Classroom style. As the name suggests, tables, usually slim 18-inch ones, are used because meeting participants need space to take notes. Classroom: style seating usually takes about three times as much space as theater style and takes more time and labor to set up and break down. Figure 4 shows a classroom-style setup, Horseshoe style. Horseshoe-style room seating (Figure 5) is frequently used s "i when interaction is sought among the delegates, such as training sessions and workshops. The presenter or trainer stands at the open end of the hors: shoe with a black or white board, fip chart, overhead projector, and vides monitor and projector. Dinner style. Dinners are generally catered at round tables of eight or ten Persons for large parties and on boardroom-syle tables for smaller nuns ters Of course, there are variations of the dinner-style room seating setup (sec Figure 6), , Figure 3 « Theater-Style Figure 4 * Classroom-Style Seating. Seating, Scanned with CamScannerFood and Neverage Operations 16 » Dinner-Style Seating, int Order t prder CEO), which may also be called banquet event order a tion (what needs to happen re a successful event. is prepared based on correspondence with the client and notes the property visits. Figure 7 shows a CEO and lists the room's , times of arrival, if there are any VIPs and what special at- d for them, bar times, types of beverages and service, cash of meal service, the menu, wines, and service details. The sr or director confirms the details with the client. Usually, re sent, one for the client to sign and return and one for the cli- mpanying letter thanks the client for selecting the hotel and ex- sttance of the function to the hotel. The letter also mentions the ber policy. This is the number of guests the hotel will prepare ‘will charge accordingly. The guaranteed number is given about to the event. This safeguards the hotel from preparing for d having only 200 show up. The client, naturally, does not want mextra 150 people—hence, the importance of a close working rela~ ‘the client, Contracts for larger functions call for the client to no- lof any changes to the anticipated number of guess in increments ing directors ensure that there will be no surprises for a organizer oer the hotel. This is done by calling to check on 1 planning is going. One mistake catering direcrors sometimes Gepting a final guest count without inquiring 26 %, how tha Serre, This emphasizes the fact that the catering director Sho “Scanned with CamScannerSHERATON GRANDE TORREY PINES BANQUET EVENT ORDER s x CHERI WALTER OST AS: WELCOME BREAKFAST EVENT NAME: MEETING UP: CROCK} c SROUELES ROCK a AND ASSOCIATES BILLING:. BOWLING GREEN, OHIO 43218 (619) 635-4528 GROUP CONTACT: Dr, Ken Crocker ON-SITE-CONTA\ ‘Amount Received: same DAY DATE TIME FUNCTION ROOM EXP GTE. SET RENT Fri January 25,2013 7:30 AM—12:00PM Meeting Palm Garden 50 250.00 BAR SET UP: WINE: . N/A FLORAL: MENU: : MUSIC: 7:30 AM CONTINENTAL BREAKFAST Freshly Squeezed Orange Juice, Grapefruit Juice, and Tomato Juice : Assortment of Bagels, Muffins, and Mini Brioche Cream Cheese, Butter, and Preserves Display of Sliced Seasonal Fruits Individual Fruit Yogurt Coffee, Tea, and Decaffeinated Coffee PRICE: 11:00 AM BREAK Refresh Beverages as needed AUDIO VISUAL: ~OVERHEAD PROJECTOR/SCREEN { -FLIPCHART/MARKERS =VCR/MONITORS EE PARKING: HOSTING PARKING, PLEASE PROVIDE VOUCHERS LINEN: HOUSE SETUP: ~CLASSROOM-STYLE SEATING ~HEAD TABLE FOR 2 PEOPLE APPROPRIATE COFFEE BREAK SETUP. ~(1) 6 TABLE FOR REGISTRATION AT ENTRANCE WITH 2 CHAIRS, 1 WASTEBASKET verage prices are subject to an 18% service charge and 7% state tax Guarans ‘All food and beverage prices are eae or the number of guests expected will be conshianey changes must be gi efhis contract must be signed and returned. above arrangements, ENGAGOR SIGNATURE 'ee figures, cancellations, the guarantee. To confirin the — DATE BEO # 003069, Scanned with CamScannerFood and Beverage Operations pea consultant to the client. Depending nviations€0 guest is about $0 percent. Some hone have a policy of prepar- ig for about 3to 5 percent more than the anticipated on guaranteed number, Fortunately, most events have a prior history. ‘The organization may have been a hotel in the same city untry. In either case, the ‘e helpful information from on the functi ion, the conversion from of of catering holds a daily or weekly ; meeting with key individu- responsible for upcoming events. Th jose in attendance should be this meeting isto avoid any problems and to be sure that all key understand the details of the event and any special needs of the coordinator has an exacting job in office and controlling the “bible,” or > Row on computer. He or she must ‘ontracts are correctly prepared and | numerous last-minute details, such as fers and menu cards have arrived. led technology tools such as Newmar- ational’s Delphi System (which is used at t the Delphi System is the Wynn Las installed the sales and catering systems Btams, MeetingBroker, and e-Proposal. System can keep inventory current in real its ability to interface with the prop- ment system. The suite of Delphi prod- function space to be clearly and concisely which increases guest satisfaction an ‘An elegant banquet room at a hotel. Scanned with CamScannerFood and Beverage Operations Catering Services Manager The catering services manager (CSM) has the enormous responsibility of de- livering higher-than-expected service levels to guests. The CSM is in charge of the function from the time the client is introduced to the CSM by the di- rector of catering or catering manager. This job is very demanding because several functions always occur simultaneously. Timing and logistics are cru. cial to the success of the operation. Frequently, there are only a few minutes between the end of a day meeting and the beginning of the reception for a dinner dance. The CSM must be liked and respected by guests and at the same time be a superb organizer and supervisor. This calls for a person of outstand- ing character and leadership—management skills that are essential for suc- cess. The CSM has several important duties and responsibilities, including the following: e Directing the service of all functions © Supervising the catering housepersons in setting up the room © Scheduling the banquet captains and approving the staffing levels for all events © Cooperating with the banquet chef to check menus and service arrangements © Checking that the client is satisfied with the room setup, food, beverages, and service © Checking last-minute details © Making out client bills immediately after the function © Adhering to all hotel policies and procedures that pertain to the catering department, including responsible alcoholic beverage service and adherence t0 fire code regulations e Calculating and distributing the gratuity and service charges for the servic? personnel © Coordinating the special requirements with the DOC and catering coordinator Scanned with CamScannerFood and Beverage Ops Room. Service/In-Room Dining ae . term room service has for some time referred to all service to hotel yms. Recently, some hotels have changed the name of room service ining to present the service as more upscale. The intention is e dining experience to the room with quality food and beverage of members of the American Hotel & Lodging Association 6 percent of all properties offer room service and that 75 per- t properties provide room service. Generally, the larger the igher the room rate, the more likely it is that a hotel will offer nd several midpriced hotels avoid the costs of operating room ng vending machines on each floor and food items such as pizza od delivered by local restaurants. Conversely, some hotels prepare et price structures that do not identify the hotel as the provider a result, the guests may have the impression that they are or- “outside” operation when they are in fact ordering from room al of service and menu prices will vary from hotel to hotel. Torrey Pines, California, has butler service for all guest this department, which is generally in operation between sixteen hours a day. Tremendous effectiveness is required to make this orders on time—this is especially important for breakfast, which most popular room service meal n service a profitable food and Customer service at a South Seas tropical many other challenges in room Fation. One is forecasting demand. ce managers analyze the front-desk thich gives details of the house count ix—convention, group, and others for Weeks, The food and beverage fore- cate the number of covers expected tunch, and dinner. The convention Jw where the convention delegates Scanned with CamScannerFood and Beverage Operations + of in-house delegates are having their various meals. For example, the nurs fe the number of room attending a convention breakfast can substantially service breakfast orders. , mber of guests are Experience enables the manager to check ifa ee 7 or overseas, Those from different time zones, such as the West or East Coasts 07 UTED tt guests have a tendency to getup ether much earlier or much MUO erage guest. This could throw room service demands o} I aa raay cate fluctuates between weekdays and weekends; for example, . YY sinaitime. How to business travelers, who tend to require service at about the same AO, on ever, on weekends, city hotels may attract families, who will or at various times. . To avoid problems with late delivery of orders, a growing umber of ae have dedicated elevators to be used only by room service during peak periods. At the 565-room Stouffer Riviera Chicago, director of food and beverage Bill ‘Webb has a solution: Rapid action teams (RAT) are designated food and bever- age managers and assistants who can be called on when room service orders are heavy. ; Westin Hotels recently introduced Service Express, an innovation that al- lows a customer to address all needs (room service, housekeeping, laundry, and other services) with a single call. In addition, new properties are designed with the room service kitchen adjacent to the main kitchen so that a greater variety of items can be offered. ‘Meeting the challenge of speedy and accurate communication is imperative to a successful room service operation. This begins with timely scheduling and ends with happy guests. In between is a constant flow of information that is communicated by the guest, the order taker, the cook, and the server, Another challenge is to have well-trained and competent employees in the room service department. From the tone of voice of the order taker and the courteous manner with which the order is taken to the panache of the server for the VIP dinners, training makes the difference between ordinary service and outstanding service. With training, which inclades menu tasting arth wine and suggestive selling, an order taker becomes a zoom service salesperson, This Person is now able to suggest cocktails or wine to complement the entece and can entice the guest with tempting desserts, The outcome of this is te imercnee the average guest check. Training also helps the setup and servi pce 1 hone their skills to enable them to become productive enclyeer ise oo of their work. ployees who are proud Sustainable Food and Beverage Operations i. Practicing sustainable food and b ter bottom line. When operator chase local produce, they help | increasingly aware of the imp recycle, and pur- ortance of guste; sof the operation. Guests are ‘ainable operations of a food and Scanned with CamScannery Food and d Beverage Operations age facility. They are plea i ire Td the They are pleased to see the greening of food Sad tural products, whicl od and beverage | ometaion and ids local flavor s, which helps reduce the cost of elle Leroux, director cay bee lescrat of sale and marketing at the Delta Ch hat having a ‘green’ or i ift in the booking inquiries: oT helsea f business—it is more ae ee cells additional otel if you can" ine that certain gi \ na you can’t demonstrate knowledge and exferience with sustain e with sustain- Hotel much tl jieces 0! seyour bi able meetings.”> ‘According to Brita M H e loosmann, a consultant,‘ the best way t Ct , ay to start the rocess of making food and bev’ pao Peiprehinsive Se more sustainable and profitable is ¢ Ca ies ifeysliationiGe vein ised andere eer Se ride pa aseline in terms of energy efficiency sind carbon LE OT eer ce e part ofan overriding strategy that will provide an ie tbe ganization’s sustainable position. This evalu ation sell ares Se impact of he various clements on the organization's fondgigaledeadvisabl otal quality approach regarding customer satisfac- . ‘advisable to obtain feedback to understand what is important cothe local community: branded restaurants instead of operating their own ge outlets. These are us! Be 2 ’ - opting not to offer food and beveras midsized properties thar nas have restaurants on the same lo Be ‘and beverage outlets are being made more casual. ts are being developed oF remodeled with a theme. Far examp hotel chain has adopted @ northern Italian theme in all its . x . being standardized for all hotel restaurants is chain. Hs re converting one of the bever » outlets into a sports: * Technolog i cqyjoes and control costs in all echnology is being used to enone SS, sevioes ancora ateas of a hotel, i fering and payments [OO production, refed tel, including sues! ordering ae mncatiot . efrigeration, marketing, Faanagement cone” u re being added fo ments “M Te lore low-fat and low-carb iten's Scanned with CamScanner