HOTE- 66 Food and Beverage Management

Week – 1
The Food and Beverage Industry & Leadership in F & B
Operations

1
Key Learning Outcomes

• Distinguish between commercial and

noncommercial food service operations
• Identify Food and Beverage Industry
Development and Trends
• Identify know your customer in F & B and
Leadership: Knowing and Leading
• Creating positive, memorable experience for F
& B service

2
Commercial Operations

• Commercial food service operations attempt to

maximize profits through the sale of food and
beverages
• Commercial operations include:
- Freestanding eating and drinking places
(independent and chain)
- Lodging food service facilities
- Other operations (public cafeterias, bars, taverns,
ice cream and frozen yogurt stands, caterers, etc.)

3
Noncommercial Operations
• Noncommercial food service operations exist in properties for which
providing food and beverage service is not the primary mission
• Noncommercial operations include:
- Business/industry organizations
- Healthcare
- Educational institutions
- Private clubs
- Leisure and recreation operations
- Transportation companies
- Military restaurants
- Other operations (prisons, religious groups, athletic facilities, casinos,
cruise lines, etc.)

4
Food Service Segments

5
Food and Beverage Industry Development and
Trends
• Mobile food trucks • Quick-casual dining
• Organic, ethically •“Better burger” segment
sourced foods • Baby Boomer market
• Local/sustainable ( Consisting of those born
food sometime during the
years 1944-1964)
• Digital marketing
• Older workers
• Mobile payment • Social media marketing
technology
6
Leadership: Knowing and Leading

• Knowing self
• Leading self
• Knowing others
• Leading others
• Leading change

7
Knowing Self

Gaining an understanding of personal values

Planning for the future
Determining a life mission (i.e., what a person
wants to accomplish both personally and
professionally)

8
Leading Self

Self-leadership requires practice, self-awareness,

and knowledge of how to act in every situation.
The more self-leadership is practiced, the more
likely it will become a habit; i.e., the manager
does not “ walk the walk” and is not leading self
consistently.

9
Knowing Others

To know others in the way leadership requires

takes empathy and awareness.
In addition to guests, leaders must get to know
“internal customers” like operations managers
and staff members, as well as investors, owners,
and distributors.
Leaders must know and stay connected with
their own families.

10
Leading Others

Leading others requires a blend of management

and leadership.
Leaders who lead others effectively realize their
role is to coach, mentor, and guide, rather than
dictate or command.
A leader must think positively and be a mentor
to those who are confronting challenges the
leader has previously experienced.

11
Leading Change

Leading change begins with the practice of

continuously improving self. This leads to the
self-confidence necessary to adapt to change.
Leading change helps leaders improve their
ability to lead others.
By leading change, the leader can improve his or
her food and beverage operation, and help it
move forward.

12
Anticipatory Service

Anticipatory service involves recognizing the

guest’s needs, wants, and expectations. It results
when a service professional “knows” what a
guest wants and is eager to provide it before
being asked.
A “one size fits all” approach to guest service will
not produce positive dining experiences for all
guests. Service must be customized for each
dining experience.
13
Positive First Impressions

A positive dining experience begins with making

a good first impression. This can include:
• the host or hostess using a friendly voice
when guests call to make a reservation;
• the valet smiling when opening a guest’s car
door;
• the server issuing a warm greeting and
providing continual, prompt attention.

14
15
Managerial Contributions

Managers committed to providing positive

experiences in their operations should commit to
selecting the best staff members and train them
at every opportunity.
Managers should act as role models in terms of
providing superior service (e.g., working on the
floor during an operation’s busy periods).
Managers can thank exiting guests by name and
invite them back.
16
Economic Considerations

Money spent by guests in food and beverage

operations is usually discretionary income. When
the economy takes a dive, many personal
incomes are reduced, meaning less discretionary
money is available to spend in food and beverage
establishments.
During these times, guests may dine at less
expensive places than they would during better
economic times.
17
Aligning Business and Guest Values

Many guests look for food and beverage

operations whose values are consistent with
their own (e.g., authentic ethnic cuisine,
sustainability, locally owned businesses).
It has become increasingly important to align
guests’ individual values and the values of a food
and beverage operation. An operation should
define its values, then communicate them to
guests.
18
Thinking and Acting Like the Owner

• Owners must delegate to managers and staff

• Owners must help managers and staff
understand the operation’s goals and give
them the freedom to act like owners
• Owners should reward managers and staff
• Managers and staff who think and act like the
owner go above and beyond the call of duty
and keep the big picture in mind

19
The Future of the Food Service Industry