(Diploma in Hotel Management) BPP Learning Media - CTH Food and Beverage Operations-BPP Learning Media (2010)

CONFEDERATION OF TOURISM AND
HOSPITALITY
Food and Beverage Operations

Study Guide
T H I S S T U D Y G U I D E
BPP Learning Media is the official publisher for the CTH Diplomas in Hotel Management and Tourism
Management.
I N T H I S J U L Y 2 0 0 9 F I R S T E D I T I O N
The CTH 2009 syllabus, cross-referenced to the chapters
Comprehensive syllabus coverage, reviewed and approved by CTH
Plenty of activities, examples and discussion topics to demonstrate and practise technique
Full index
A full CTH past exam for exam practice
®
FOOD AND BEVERAGE OPERATIONS
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ii
CONTENTS
CONTENTS
page
INTRODUCTION
How to use this Study Guide iv
Syllabus viii
The exam paper xi
Other titles in this series xi
CHAPTER 1 Introduction to food and beverage 1
CHAPTER 2 Food production 33
CHAPTER 3 Purchasing food and beverage 63
CHAPTER 4 Food service delivery 85
CHAPTER 5 Beverages 111
CHAPTER 6 Menu planning 141
CHAPTER 7 Service quality in food and beverage 171
CHAPTER 8 Conference and banqueting 199
PRACTICE EXAMINATION
Questions 221
Answers 231
BIBLIOGRAPHY 243
INDEX 247
iii
How to use this Study Guide

This is the first edition of BPP Learning Media's ground-breaking Study Guide for the Food and Beverage
Operations paper of the CTH Diploma in Hotel Management. It has been specifically written to cover the
Syllabus, and has been fully reviewed by CTH.
To pass the examination you need a thorough understanding in all areas covered by the syllabus.
Recommended approach
(a) To pass you need to be able to answer questions on everything specified by the syllabus. Read
the Study Guide very carefully and do not skip any of it.
(b) Learning is an active process. Do all the activities as you work through the Study Guide so you
can be sure you really understand what you have read.
(c) After you have covered the material in the Study Guide, work through the questions in the
practice exam at the back.
(d) Before you take the real exam, check that you still remember the material using the following
quick revision plan.
(i) Read through the chapter learning objectives. Are there any gaps in your knowledge? If
so, study the section again.
(ii) Read and learn the key terms.
(iii) Read and try to memorise the summary at the end of each chapter.
(iv) Do the self-test questions again. If you know what you're doing, they shouldn't take long.
This approach is only a suggestion. You or your college may well adapt it to suit your needs.
Remember this is a practical course.
(a) Try to relate the material to your experience in the workplace or any other work experience you
may have had.
(b) Try to make as many links as you can to other CTH papers that you may be studying at the
moment.
Help yourself study for your CTH exams

Exams for professional bodies such as CTH are very different from those you may have taken at school
or college. You will be under greater time pressure before the exam – as you may be combining your
study with work. There are many different ways of learning and so the BPP Learning Media Study Guide
offers you a number of different tools to help you through. Here are some hints and tips: they are not
plucked out of the air, but based on research and experience. (You don't need to know that long-
term memory is in the same part of the brain as emotions and feelings – but it's a fact anyway.)
The right approach

1. The right attitude
Believe in yourself
Yes, there is a lot to learn. Yes, it is a challenge. But thousands have succeeded before and you
can too.
Remember why you're doing it

Studying might seem a grind at times, but you are doing it for a reason: to advance your career.
iv
INTRODUCTION
2. The right focus
Read through the Syllabus and the chapter objectives

These tell you what you are expected to know.
Study the Exam Paper section

It helps to be familiar with the structure of the exam that you are going to take.
3. The right method
The whole picture

You need to grasp the detail – but keeping in mind how everything fits into the whole picture will
help you understand better.
The objectives and topic list of each chapter put the material in context.
The Syllabus content shows you what you need to grasp.
In your own words

To absorb the information (and to practise your written communication skills), it helps to put it
into your own words.
Take notes.
Answer the questions in each chapter. You will practise your written communication
skills, which become increasingly important as you progress through your CTH exams.
Draw mindmaps. The chapter summaries can be a good starting point for this.
Try 'teaching' a subject to a colleague or friend.
Give yourself cues to jog your memory

The BPP Study Guide uses bold to highlight key points.
Try colour coding with a highlighter pen.

Write key points on cards.
4. The right review
Review, review, review

It is a fact that regularly reviewing a topic in summary form can fix it in your memory.
Because review is so important, the BPP Study Guide helps you to do so in many ways.
Chapter summaries draw together the key points in each chapter. Use them to recap
each study session.
The self-test questions are another review technique you can use to ensure that you
have grasped the essentials.
Go through the examples and illustrations in each chapter a second or third time.
v
Developing your personal study plan

BPP's Learning to Learn Accountancy book (which can be successfully used by students studying for
any professional qualification) emphasises the need to prepare (and use) a study plan. Planning and
sticking to the plan are key elements of learning success.
There are four steps you should work through.
STEP 1 How do you learn?

First you need to be aware of your style of learning. The BPP Learning Media Learning to
Learn Accountancy book commits a chapter to this self-discovery. What types of
intelligence do you display when learning? You might be advised to brush up on certain
study skills before launching into this Study Guide.
BPP Learning Media’s Learning to Learn Accountancy book helps you to identify what
intelligences you show more strongly and then details how you can tailor your study process
to your preferences. It also includes handy hints on how to develop intelligences you exhibit
less strongly, but which might be needed as you study for your professional qualification.
Are you a theorist or are you more practical? If you would rather get to grips with a
theory before trying to apply it in practice, you should follow the study sequence on page
(vii). If the reverse is true (you like to know why you are learning theory before you do
so), you might be advised to flick through Study Guide chapters and look at examples,
case studies and questions (Steps 8, 9 and 10 in the suggested study sequence) before
reading through the detailed theory.
STEP 2 How much time do you have?

Work out the time you have available per week, given the following.
The standard you have set yourself

The time you need to set aside later for revision work
The other exam(s) you are sitting
Very importantly, practical matters such as work, travel, exercise, sleep and social life
Hours
Note your time available each week in box A. A
STEP 3 Allocate your time

Take the time you have available per week for this Study
Guide shown in box A, multiply it by the number of weeks
available and insert the result in box B. B
Divide the figure in box B by the number of chapters in this

text and insert the result in box C. C
Remember that this is only a rough guide. Some of the chapters in this book are longer and
more complicated than others, and you will find some subjects easier to understand than
others.
STEP 4 Implement
Set about studying each chapter in the time shown in box C, following the key study steps
in the order suggested by your particular learning style.
This is your personal study plan. You should try and combine it with the study sequence
outlined below. You may want to modify the sequence a little (as has been suggested
above) to adapt it to your personal style.
BPP Learning Media’s Learning to Learn Accountancy gives further guidance on

developing a study plan, and deciding where and when to study.
vi
INTRODUCTION
Suggested study sequence

It is likely that the best way to approach this Study Guide is to tackle the chapters in the order in which
you find them. Taking into account your individual learning style, you could follow this sequence.
Key study steps Activity
Step 1 Look at the topic list at the start of each chapter. Each topic represents a section
Topic list in the chapter.
Step 2 Proceed methodically through the chapter, reading each section thoroughly and
Explanations making sure you understand.
Step 3 Definitions can often earn you easy marks if you state them clearly and correctly
Definitions in an appropriate exam answer
Step 4 Take brief notes, if you wish. Avoid the temptation to copy out too much.
Note taking Remember that being able to put something into your own words is a sign of
being able to understand it. If you find you cannot explain something you have
read, read it again before you make the notes.
Step 5 Follow each through to its solution very carefully.

Examples
Step 6 Study each one, and try to add flesh to them from your own experience. They are
Discussion topics designed to show how the topics you are studying come alive (and often come
unstuck) in the real world.
Step 7 Make a very good attempt at each one.

Activities
Step 8 Check yours against ours, and make sure you understand any discrepancies.
Answers
Step 9 Work through it carefully, to make sure you have grasped the significance of all
Chapter summary the key areas.
Step 10 When you are happy that you have covered the chapter, use the self-test
Self-test questions to check how much you have remembered of the topics covered and to
questions practise questions in a variety of formats.
Step 11 Either at this point, or later when you are thinking about revising, make a full
Question practice attempt at the practice exam.
Moving on...
However you study, when you are ready to start your revision, you should still refer back to this Study
Guide, both as a source of reference (you should find the index particularly helpful for this) and as a
way to review (the chapter summaries and self-test questions help you here).
And remember to keep careful hold of this Study Guide – you will find it invaluable in your work.
More advice on study skills can be found in BPP Learning Media's Learning to Learn
Accountancy book.
vii
Syllabus
DIPLOMA IN HOTEL MANAGEMENT
DHM 102: Food and Beverage Operations
Description
The aim of the Food and Beverage Operations module is to provide students with an understanding of
the operational and supervisory aspects of running a food and beverage operation for an international
clientele in a range of establishments. To encourage an appreciation of the origins of such systems and
to understand the various factors involved in meeting customer needs. Students will gain an
understanding of food and beverage and its service in a variety of styles of restaurant and
establishments and they will have sufficient knowledge to produce a broad plan for specified food and
beverage operations.
Summary of Learning Outcomes
On completion of this module, students will be able to:
Demonstrate knowledge of the key functional areas of the food and beverage operation.
Describe the kitchen operation including food production systems, methods of cookery, kitchen
layout and commodities.
Demonstrate the different methods of purchasing and food storage.
Examine the appropriateness of the different methods of food and beverage service to manage
customer expectations.
Develop and plan menus according to customer requirements.
Describe the different types and requirements of banqueting functions.
Syllabus Chapter
Introduction to food and Restaurant concepts and types of outlets; banqueting, 1
beverage operations fast food, hotel, industrial, outside catering,
institutional, in-flight, restaurant, public house and
transport catering.
Typical organisation structures and job titles in kitchen,
restaurant and banqueting departments.
Food production operations Food production systems including traditional, 2
centralised, cook-chill, cook-freeze and sous vide. The
suitability of these systems to the operation. Methods
of cookery. Kitchen layout and equipment.
Commodities: food and non-food.
Purchasing and storage of The policies and procedures for purchasing of food and 3
goods non-food items for a hospitality operation.
The use of standard purchasing specifications and other
recognised standards/brand names when ordering both
food and non-food items.
The correct storage of commodities. The security
aspects of storing high value items.
Procedures for the issuing of stock items, including all
records kept, and checks on the use of commodities.
viii
INTRODUCTION
Food service systems Methods of food service, silver service, plate service, 4
buffet, counter service, room service, self service,
assisted service. Suitability and cost of service styles.
Meeting and managing customer expectations. Staff
skill levels. Preparation and layout of food service
operations.
Production and sale of non- Preparation and layout of beverage service, service of 5
alcoholic and alcoholic alcoholic and non-alcoholic beverages and hot
beverages beverages. Beverage menu and wine list.
Menu planning Menu structure and trends. Factors affecting the 6
compilation of menus, menu development. Catering for
customer requirements and trends in modern diets.
Providing excellent customer Employee attitude, personal appearance, hygiene 7
service in food and beverage practices. Attentiveness, body language, effective
operations. communication, team work, attention to detail.
Banqueting and functions Types of events, planning, organising and costing of an 8
event. Menu and service styles. Health, safety and
hygiene considerations. Staffing the event. Evaluation.
Assessment
This module will be assessed via a 2½ hour examination, set and marked by CTH. The examination will
cover the whole of the assessment criteria in this unit and will take the form of 10 x 2 mark questions
and 5 x 4 mark questions in section A (40 marks). Section B will comprise of 5 x 20 mark questions of
which candidates must select and answer three (60 marks). CTH is a London based awarding body and
the syllabus content will in general reflect this. Any legislation and codes of practice will reflect the
international nature of the industry and will not be country specific. International centres may find it
advantageous to add local legislation or practice to their teaching but they should be aware that the CTH
examination will not assess this local knowledge.
Further guidance
Recommended contact hours: 45 Credits: 10

Delivery strategies: This module covers the theory of Food and Beverage Operations but wherever
possible this should be related to practical situations to reflect the nature of the commercial work
environment. Visits to a range of catering outlets are essential to allow students to see the application of
the theory into practice. Visiting speakers would also be beneficial. Industry representatives such as Food
and Beverage Managers, Public House Managers, Catering Managers and Banqueting Managers will all
assist in contextualising the classroom based learning.
Recommended prior learning: There is no required prior learning however students must have
successfully completed formal education to 18 years old or equivalent and an interest in Food and
Beverage is essential.
Resources
It is strongly recommended that visits to organisations within the hospitality industry are undertaken to
experience Food and Beverage Operations first hand. It is also highly desirable to organise a programme
of guest speakers to add currency and vocational relevance. Learners need access to library and research
facilities which should include some or all of the following;
ix
Key text
Food and Beverage Operations CTH Study Guide (2009), BPP Learning Media ISBN 9780 7517 7790 1.
Supporting texts
Bode, W (2000), European Gastronomy, (Hodder and Stoughton), ISBN 19020340578.
Ceserani, V; Kinton, R and Foskett, D (2004), Practical Cookery, (Hodder and Stoughton),
ISBN 03407811471.
Davis, B and Lockwood, A (2008), Food and Beverage Management, (Butterworth-Heinneman),

ISBN 0750667303.
Kinton, R; Ceserani, V and Foskett, D (2007), The Theory of Catering, (Hodder and Stoughton),
ISBN 0340939265.
Lillicrap, D; Cousins, J and Smith, R (2006), Food and Beverage Service, (Hodder and Stoughton),
ISBN 0340905241.
Merricks, P and Jones, P (1994), The Management of Foodservice Operations, (Cassell),

ISBN 030432907X.
Magazines, Journals and other Publications

The Caterer and Hotelkeeper (Reed Business Information)
Chef (Reed Business Information)
Croner’s Catering Magazine (Croner Publications)
Hospitality (Reed Business Information)
Voice of the BHA (British Hospitality Industry)
Useful organisations
Websites
www.bha-online.org.uk British Hospitality Association
www.caterer.com Caterer and Hotelkeeper
www.cateringnet.co.uk The Catering Net
www.hcima.org.uk Hotel and Catering International Management Association
www.hospitalitynet.nl Hospitality Net
www.htf.org.uk Hospitality Training Foundation
www.maff.gov.uk Ministry of Agriculture, Fisheries and Food
www.wset.org.uk Wines and Spirit Educational Trust
Notes on recommended texts

The lecturer’s lesson plans should be based on the module syllabus and supported by the BPP Learning
Media CTH Study Guide. For the subject lecturers may also use other relevant texts and supplementary
material familiar to the lecturer and based on the lecturer’s experience. It is not essential to use all the
recommended texts and lecturers should use their experience to decide which ones are most appropriate
for their students. Where available and appropriate, past module examinations are also available to
support lecturers.
CTH will always answer any questions from the centre’s Head of Department either by e-mail or by
phone.
This module should be based on the syllabus and the supporting BPP Learning Media CTH Study Guide.
x
INTRODUCTION
The exam paper

All the CTH examinations for the Diploma in Hotel Management and Diploma in Tourism Management
follow the same format.
Exam duration: 2½ hours
Section A: Marks
Ten 2-mark questions 20
Five 4-mark questions 20
40
All questions in Section A are compulsory
Section B:
Five 20-mark questions (candidates must choose three) 60

100
Other titles in this series

BPP Learning Media publishes the following titles for the CTH Diploma in Hotel Management
Food and Beverage Operations
Food Hygiene, Health and Safety
Front Office Operations
Housekeeping and Accommodation Operations
Finance for Tourism and Hospitality*
Introduction to Business Operations*
Marketing*
The Tourism Industry*
The Global Hospitality Industry
*These titles are also papers within the CTH Diploma in Tourism Management qualification.
In July 2010 BPP Learning Media will publish the remaining titles for the Diploma in Tourism
Management:
Travel Geography
Travel Agency and Tour Guide Operations
Introduction to Tourism Economics
Special Interest Tourism
Destination Analysis
xi
xii
CHAPTER 1
INTRODUCTION TO FOOD AND BEVERAGE
Chapter objectives
In this chapter you will learn to
Present the key characteristics, objectives and challenges of the sector
Detail the diverse structure and scope of the sector
Explain the complexity of classifying the sector
Describe and evaluate the characteristics and aims of a range of different types of food and beverage
operations
Topic list
Introduction to the food and beverage sector
Management options in food and beverage: main approaches
Commercial and non-commercial food and beverage operations
1
1 Introduction to the food and beverage sector

The food and beverage cycle is the template that most food and beverage businesses operate within.
The different stages of the cycle present both challenges and opportunities for operators. The structure
of this book is designed to investigate, in more depth, the different stages in the cycle.
1. Purchasing
8. Consuming 2. Receiving
7. Serving 3. Storing
6. Cooking 4. Issuing
5. Preparing
Figure 1.1: The food and beverage cycle
1.1 Food and beverage: main objectives and expectations

The following aims are central to most food and beverage operations. To provide:
Quality food and beverages

A clean, hygienic and safe environment
Comfortable and well-designed facilities
Professional, attentive and friendly service
Value for money
In addition to these aims the following table details the main challenges of the hospitality industry and
the food service sector.
Challenge Description
Intangibility A large part of the food and beverage product is made up of intangible
elements such as service and ambience.
Simultaneous The unique nature of the hospitality product is that, in most cases, the
production and product is produced and consumed simultaneously, whereas for most
consumption manufactured goods they are produced in one place then transported and
consumed in another. In some situations, such as outside catering,
however, the product is consumed in another location. In most hospitality
situations, customers must come to the place where it is produced to
consume'. This inseparability makes mass production difficult as it would
require large amounts of customers and producers in one place which
would cause environmental, social, cultural and economic problems.
2
1: INTRODUCTION TO FOOD AND BEVERAGE
Heterogeneity Each service experience is different; service delivery can vary in the same
organisation due to different producers and different consumers with
varying needs and requirements. Manufacturing goods seldom change with
producers and consumers.
Consistency Most manufactured products are generally relatively consistent. However,

due to the intangible element of the food and beverage product it is
difficult to achieve consistency, which is what most consumers demand.
As an example, as humans our personal moods can change easily due to a
combination of factors such as illness, bad news and discerning customers.
This can, in some cases, impact on the consistency of service delivery.
Perishability The food and beverage product, as with most service industries, is highly
perishable. This means that certain products such as restaurant seats and
hotel rooms cannot be stored. If we do not sell a restaurant table tonight
we lose the revenue, whereas if a television is not sold today, it can be
stored and sold another time.
Unused hospitality services cannot be returned, claimed or resold.
Ownership When purchasing a hospitality product the consumer only owns that
product for that period of time.
No guarantees In most cases there is little aftercare or service.
Imitation is easy Service process is easily observed by competitors and so leads to copying.
No patents.
Seasonality Many restaurants operate in different seasons and so this creates many
challenges for operators in relation to staffing and expenses.
External variables The industry is faced with many external variables that can impact the
running of the business. Examples include changes in political, economic,
social, technological, legal and environmental externalities.
Adapted from Kandampully et al. (2001)
Ambience – character or atmosphere of a place.

Consistency – the same each time.
Intangible – unable to be touched.
Seasonality – different times of the year, summer, winter for example.
F O R D I S C U S S I O N
Looking at the challenges in the table above, discuss how food and beverage operators can manage
these challenges with the view of providing better service and achieving desired profits.
3
Industry facts: the United Kingdom food and beverage industry

'Despite its complexity, the catering sector represents one of the largest sectors of the UK economy and
is fifth in size behind retail food, cars, insurance and clothing'.
'The industry is an integral, essential contributor to national, regional and local economies'.
Foskett et al. (2004)
The hospitality industry in the UK employs 1.7 million people, about 6% of the total working population.
British Hospitality Association
In 2005, five billion meals were consumed in UK restaurants, fast food, cafes/takeaways, pubs, hotels
and throughout the leisure sector. Horizons Food Service Intelligence
Seventy per cent of restaurants are owner-operated. In 2005 there were an estimated 56,000
restaurants in the UK. The British Hospitality Association (BHA)
Website: British Hospitality Association http://www.bha-online.org.uk
A C T I V I T Y 1 4 5 m i n u t e s
Conduct some desk research and compare the above statistics with those of the food and beverage
sector in your city.
1.2 Characteristics of the food and beverage sector

A vital part of everyday life
Major contributor to the national economy
Highly fragmented and complex
Creates employment
Encourages entrepreneurship
Promotes diversity through many different food concepts and cuisines
Fuels innovation
Local multiplier utilising many other peripheral services
Consumer led
Competitive
An opportunity to enjoy the company of friends, family, colleagues and associates
Fulfils basic needs (see Figure 1.2)
Diversity – different things eg people, cultures, backgrounds.

Entrepreneur – a person who makes money by starting new businesses.
Local multiplier – money is re-circulated in the local economy as products are bought from local
businesses.
As indicated in Figure 1.2, food is a basic for everyday life.
4
Figure 1.2: Maslow's Hierarchy of Needs
Apart from the basic hunger needs, draw a spider diagram detailing the many other reasons why people
eat out in food and beverage operations.
1.3 Trends in food and beverage

Below are some key trends in the United Kingdom within the food and beverage sector.
Trends – the direction that something is moving in or changing.
Guests becoming more sophisticated

More emphasis on food safety and sanitation
More casual and theme restaurants; less formal
Increase in ethnic restaurants and ethnic food (Japanese, Thai and Indian)
Growth in chains – all cuisines
Increase in convinience food
Increase in coffee chains – coffee culture
Increased takeout meals and home meal replacement
Outsourcing outlets in hotel – co-branding
More focus on healthier eating
Increase in organic food consumption, food sustainability and provenance
Food provenance – the idea that consumers are now much more interested in where the food on their
plates comes from.
Food sustainability – means improving the way we produce, source and consume food to benefit
growers, manufacturers, suppliers, businesses and consumers.
Home meal replacement – meals that are just for reheating for immediate consumption.
Organic food and beverage – food that is natural and free from chemicals or additives.
5
1.4 Size and structure of the food and beverage industry
Sector Outlets Million meals
Restaurants 26,629 750
Quick service restaurants 29,784 2,034
Pubs 50,989 1,125
Hotels 46,562 645
Leisure 19,234 537
Staff catering 20,436 1,061
Healthcare 31,577 1,050
Education 34,608 1,230
Services 3,068 249
Total 2006 262,888 8,682
Source: Horizons Foodservice Intelligence (2006)

Figure 1.3: The United Kingdom Food Service Industry (2006)
1.5 Classification and organisation of the sector: the challenge

The food and beverage sector is extremely diverse and fragmented. The sector can be organised in
many different ways as outlined below. There are many subsectors. For example, if we were looking at
cuisines we could segment this subsector into Italian, Chinese, Indian and Russian foods. In addition,
Italian could then be further divided into other subsectors for pizza take away, pizza delivery and fine
dining. Therefore the size and scope of the food and beverage industry creates a challenge when
attempting to organise and classify it.
Cuisine – the style of cooking in a specific country.
Classification approaches and options

Commercial and non-commercial
Size
Ownership
Star rating or quality
Service method
Food or beverage
Concept or theme
Revenue or turnover
Location
Meal time or meal period
Customer type
Cuisine
Awards or schemes
6
1: INT
TRODUCTION TO FOOD AND
D BEVERAGE
Food and
d Beverage
outtlets
Co
ommercial Non Comme
ercial
General Restricted Institutiional Employee

market m
market catering catering
T
Travel In-house
Hotels Schoo
ols
caatering caterer
Re
estaurants and
d Univerrsity Contract
C
Clubs
snack bars catering caterer
Fast
F food and Institutional The miliitary
take away and employee
e servicces
catering – contract
caaterers
Prisons
Fu
unction
and
even
nt catering
Adapted from Davis, Lo

ockwood and Stone
S (1996)
Figure 1.4: Classificat
ation of food and
a beverage
7
Variety of food and beverage operations
Ethnic restaurants Ethnic chains

Educational
Shopping malls, (Chinese, Japanese, (Wagamama, Bombay Transport
institutions (schools,
airports, food courts French, Malaysian, Bicycle, Yo Sushi, (rail, air and marine)
colleges, universities)
Caribbean) Nandos)
Restaurants
Welfare catering (bistros, brasseries, Supermarkets - food
hospitals, healthcare, coffee shops, cafeterias, retail Employee dining Outside catering
prisons, military wine bars, public houses, (Food to go)
roadside restaurants)
Themed restaurants
Cafes and
Private clubs Street vendors Fine dining (Hard Rock Café,
sandwich bars
Planet Hollywood)
Leisure
Fast food chains Accommodation Takeaway
(museums, theme
(McDonalds, Subway, (hotels, motels, guest Conference centres (kiosks, fish and chips,
parks, theatres,
KFC, Wendy’s) houses, hostels ) snack bars)
cinemas)
How do these options compare with what is available in your city. Are there any differences?
2 Management options in food and beverage:

main approaches
In this section a few of the main management options will be explored.
Self-operated
Franchise agreement
Management contract
Outsourced
2.1 Self-operated
In this situation the owner or organisation manages the operation themselves. This could be either a
small, large or franchised situation.
2.2 Franchise agreement

Ninemeier (2000) explains: 'With a franchise, the franchisee (the owner of the facility) pays fees to the
franchisor (or franchise company) in exchange for the right to use the name, building design, and
business methods of the franchisor. Furthermore, the franchisee must agree to maintain the franchisor's
business and quality standards'.
8
As an example of franchising, Figure 1.5 uses McDonalds to explain and evaluate the concept.
Opportunities for Vehicle to expand company

organisation Expansion of the chain
(McDonalds) Financial growth
Brand expansion and growth
Guaranteed monthly fees
Less capital investment in infrastructure
Less responsibility for expenditure
Less accountability
Challenges for Potential loss of control

McDonalds Franchisee unable to maintain standards
Closer monitoring
Loss of standards may result in dissatisfied customers switching loyalty
One poor franchisee damages good franchisees
Opportunities for Purchases well-known brand, recognised name

franchisee (Mr X) Established customer base
Employee training programme is provided by McDonalds
Assistance with set-up to include instructions, guidelines and technical know–how
Financial advice and assistance provided
Established standards and procedures
Access to mass media marketing and public relations (PR)
Low failure rate
Challenges for High start-up costs

franchisee Need to share profit
Strict terms and conditions
Franchisees have limited negotiation power in terms of benefits or franchise
fees
Management regulation and control
One weak unit can affect all units
Have to pay company monthly fees irrespective of economic climate
Limited flexibility – lots of standardisation
Hard to respond quickly to changes in external environment
Figure 1.5: Evaluation of Franchise agreement: Franchiser and Franchisee
A meeting is about to take place between a food service organisation and a potential franchisee. Write
down a list of questions that both parties should be asking during the meeting. The exercise could be
developed further with the two groups role-playing the meeting and asking the pre-planned questions.
This web link provides information on franchising opportunities with fast food corporation – McDonalds.
http://www.mcdonalds.com/content/corp/franchlanding.html
9
2.3 Management contracting

Management contracting – when an owner or operator of an establishment employs or contracts a
specialised hospitality or food and beverage service company to manage the whole or part of the
operation. This could be done either in a hotel or in a non-commercial institution, for example a
university.
E X A M P L E
In Figure 1.6 Hilton Hotels has been used to explain the concept of management contracting.
Opportunities for Hotel operator brings experience and expertise

owner, Mr X An established, known brand
Existing loyal customers
Standards, systems and infrastructure
Centralised reservation system
Less responsibility and accountability
Challenges for Mr X Little personal recognition

Little or no direct involvement in management of hotel
Pays monthly fees to contractor
Opportunities for Little capital investment required

hotel operator A vehicle to expand into new markets
(Hilton) Less financial risk
Economies of scale
Brand growth
Challenges for hotel Does not own property or assets

operator (Hilton) Potential unwanted involvement from owner
Some bureaucracy – Owner approves major expenditures
Owner thinks 'they are the manager!'
Figure 1.6: Management contracting analysis
2.4 Outsourcing
Outsourcing is a relatively new trend in food and beverage. Increasingly, hotels are realising that hotel-
run restaurants are in some cases unprofitable. The reason for this is that many residents prefer to dine
in food and beverage branded outlets that are known to them. In response to this, a new and emerging
trend with some hotels is to form a partnership with a restaurant brand that would operate from a
designated area within the hotel. This trend is also being seen with bar and coffee chains operating
within hotels.
Restaurant chains – businesses that have a similar theme running throughout the operation.
10
E X A M P L E
An hotel coffee bar is called 'The Coffee Bean' and is under-performing and losing money. Some of the
ongoing costs include staffing, training, equipment maintenance, utilities, space and food and beverage.
They identify that many of the customers are actually leaving the hotel and visiting the local Costa Coffee
nearby. The hotel decides to close their coffee bar and outsource this space to another coffee chain.
http://www.litchfieldbeach.com
Figure 1.7: Food and beverage outsourcing in hotels (Starbucks)

The following table provides a more in-depth example of outsourcing in food and beverage.
Opportunities for Starbucks can provide technical specialisation in coffee service

hotel Less risk of complaints due to a standardised product and quality branded
product
Knowledge sharing between partners
Guaranteed monthly rental income from hotel space
Percentage of revenues (depending on agreement)
Attract rival Starbucks customers to hotel (new income streams)
The hotel can focus on core competencies
Less capital investment
In design, equipment and facilities
In staffing, training, marketing, advertising and management
Limited costs as these are passed onto operator
Opportunities for cross-marketing
Challenges for 'Change' – new partner

hotel Increased risk due to loss of control
Could potentially lose loyal, existing customers
Negative public relations could affect hotel
Opportunities for Association with established brand – brand partnering

partner New customers
(Starbucks) Good location
Cross-marketing
11
Challenges for Still have costs!

partner Monthly rental
(Starbucks) Acceptance by hotel
Hotel negative PR can effect partner brand
A key element in this type of outsourcing is that both partners must have the same target market.
A C T I V I T Y 4 O n g o i n g
Visit some different categories of hotels in your city. Consider different matches of their ongoing food
and beverage outlets with potential chained or branded companies.
Is restaurant outsourcing in hotels the future?
How do hotels find the right outsourcing partner, what are the considerations and what research should
be done?
3 Commercial and non-commercial food and beverage

operations
For the purpose of this section we will explore some of the main types of commercial and non-
commercial food and beverage as listed below.
Commercial Non-commercial
Food and beverage in accommodation Military

Independents operations Schools
Ethnic restaurants Universities
Themed restaurants Hospitals
Public houses Employee catering
Fast food chains
Transport services
Commercial food service – the primary aim of a commercial food service operation is to maximise
profits through their sale of food and beverages.
12
3.1 Food and beverage in accommodation

The provision of food and beverage facilities in accommodation can vary depending on size, ownership,
location, goals, customer and quality.
Accommodation Food and beverage services
5-star hotels Coffee shop

Fine dining restaurant/s
Specialty restaurant
Bar
Coffee lounge/pastry counter
Conference and banqueting
Outside catering
24-hour full room service menu
Executive lounge food and beverage services
In room guest amenities
Mini bar
May also offer nightclub, karaoke, cigar room, pool café, delicatessen
Employee dining
4-star hotels Coffee shop
Speciality restaurant
Bar and lounge
Room service (limited throughout the night)
Guest amenities
Conference and banqueting
Mini bar
Employee dining
Budget hotels Breakfast buffet
Bar
Vending machines
Employee dining
Bed and breakfast Breakfast
Limited set menu available at set times on request
Hostel Snack bar
Vending
Food prepared on request to take away
Note. Accommodations located in specific areas, such as resorts and city centre properties, also have
different food and beverage outlets. For example, a resort would be likely to feature a pool bar and
beach side restaurant. City centre properties tend to feature more formal concepts, catering to the busy
corporate executive.
13
FOOD AND BEVERAGE
E OPERATIONS
Figure 1.8 details the main organisation

nal structure of
o the food and
d beverage de
epartment with
hin a large
hotel.
Food and
a
Beveraage
Managger
Assisstant Food
and Beverage Executive Che
ef
M
Manager
Food and
Beverage Sous Chef
coordinator
Restaurant Conferen
nce and Coffee Shop
Bar Manager Banqueeting Chief Steward
Manager Manager
Manaager
Restaurant Conferen
nce and Room Service
R
Bar Team a Mini Bar
and Kitchen Team
T
Teaam Banqueeting
Team Manager
Room Service
R
Team
Figure 1.8: The

T food and beverage
b stru
ucture within a 4-star hotel
Trend: en suite/apartm
s ment hotels
These types of accommod dation offer a room with a kitchen,

k diningg room and lau undry area and is suitable
for customerrs who are staaying for long periods of tim
me and can red duce their cossts by purchasing food
and cateringg for themselvves. Although, this may affecct the hotel in
n house revenu ue, it offers fle
exibility in
relation to dining options for the custom
mer.
Sou
urce: http://ww
ww.buckingha
amhotel.com
Fi
Figure 1.9: Floo
or plan of apa
artment hotel
d in Figure 1.9
As illustrated 9 the custome
er has separate
e space for sle
eeping, dining and food preparation.
14
3.2 Food and beverage services in hotels

Most large hotels operate multiple food and beverage outlets. Figure 1.10 provides a breakdown of
outlets, products and services offered. This is a general guide and is subject to change from property to
property.
Outlet Description Availability Menus
Coffee shop The coffee shop is normally one of the largest outlets in Open from Buffet: breakfast, lunch
the hotel. breakfast and dinner
Busiest: Breakfast, evenings and weekends. through to Basic á la carte menu
Food offered tends to be a mix of local and international dinner. Some throughout the day
dishes. hotels offer a 24- Lunch and dinner
hour coffee Table d hôte (set
Customers tend be a mix of in-house residents and
shop. menu)
locals.
Restaurant Most 4- or 5-star hotels will normally feature a specialist Lunch and À la carte
restaurant offering a specific theme or concept. dinner. Wine list
Busiest: Evenings, weekends and special occasions
(ie Valentines and holidays).
Food offered could be Chinese, Japanese, Middle Eastern
or any other international theme or concept.
Customers tend be a mix of in-house and local residents.
Fine dining Some hotels would feature a fine dining restaurant. Very Mostly evening À la carte, wine and
high quality food, beverage and service in a comfortable service only drinks list, cigar list,
and professional environment. (some liqueur trolley
lunchtimes)
Bar Hotel bars are sometimes attached to hotel coffee shops Midday to late Bar snack menu
or can be independent and in a different location within Drinks list
the hotel. Cigar list
Busiest: lunchtimes, evenings and on weekends. Some
bars offer live music and feature television sports, which
can attract customers.
locals.
Lounge Most hotels would normally offer a lounge seating area Throughout the Hot and cold
either close to reception or in another part of the hotel. day Beverages
Snack menu
Afternoon tea or
desserts
Executive Nowadays, most 4- and 5-star hotels feature an Throughout the Complimentary
lounge executive lounge to exclusively accommodate business day beverages, evening
guests. snacks and à la carte
breakfast.
15
Outlet Description Availability Menus
Conference The Conference and Banqueting facilities normally When booked Delegate meal
and comprise of rooms of different sizes to accommodate packages
Banqueting varying types of events and numbers. Some hotels may Banquet menus
just have a few small meeting rooms, while others may Wine and drinks list
have large scale ballrooms.
Busiest: Religious holidays, wedding and conference
season.
locals.
Outside When a hotel or food and beverage operation produces When booked Conference and
catering and or delivers food and beverage to an event/service Banqueting or bespoke
outside the normal premises. menu
Room service Room service is the delivery of food and beverages to 24 hours Room service
customers in their hotel room. Room service also has the À la carte menu
responsibility of pre-delivering complimentary food and
beverage amenities to the room, such as chocolates, fruit
baskets and champagne.
Mini bar Mini bars are located in the hotel room and feature a Mini bar menu
combination of cold snacks, alcoholic and non-alcoholic
beverages. Mini bars are maintained by either room
service or a staff member from Housekeeping. Customers
pay on departure.
Guest Complimentary food and beverage delivered to the room. Examples:

amenities Normally organised by guest relations and delivered by Champagne, wine, fruit
the room service department to either a regular, new or basket, cheese board,
dissatisfied guest. dates or chocolates.
Employee Hotels normally provide an in-room dining facility for Breakfast, lunch Buffet, cafeteria and
dining employees. Most hotels offer this free of charge to and dinner. Food vending options
employees. It can be managed either by the Human themes should
Resources Department or Food and Beverage. In some reflect the
situations it can be outsourced. workforce's
needs.
Figure 1.10: Hotel food and beverage
Complimentary food and beverage – food and beverage that is consumed by customers but is free
of charge.
In-house residents – customers that sleep in a hotel.
16
1: INT
D BEVERAGE
Look at the different food and beverage
e departmentss in a 4- or 5-sstar hotel.
1. Using
g a Pie chart draft
d the revenue contributtion for each revenue
r centre
e.
2. Which contributes most, and lea
ast, and why?
3. Doess this change throughout
t the
e day, month or year, or is it static?
4. Discu
uss which food
d and beverag
ge areas are most
m profitablle and why?
? ?
?
1 Revenue generatio on changes in relation to the

e type of hotel and their faccilities. For exa
ample, a
budget hotel would d have less foood and bevera
age revenue than a hotel with food and beverage
b
facilitties. However,, most hotels do
d have some e food and bevverage facility,, so the norma al revenue
distribution would be around 60% rooms, 30% % F & B and 10%
1 other dep partments, ma aybe leisure
club.
2 With regard to actu

ual contributio
on to profit, ro
ooms would in
n most cases b
be the most prrofitable, as
food and beveragee has greater costs
c and so the profit marg
gin achieved iss less.
3 Revenues are not static.

s They ch
hange throughhout the day, week and month. For exam
mple, room
nues would be
reven e greater durinng the peak se
eason and foo
od and beverag
ge revenues greater
g
durin
ng religious ho
olidays.
4 Food and beverage e areas with feewer overhead ds would be most

m profitablee. Bars, for example, do
equire chefs and
not re a the produccts that they serve
s have a long shelf life. Whereby a fine dining
restaurant requiress space, lots of o skilled manppower, investm
ment in design n and equipme ent which
can reduce
r profits.. Large scale conference
c and banqueting can be profita able due to guuaranteed
numb bers, little wasste and opporttunities for disscounted food and beverage e.
The themed restaurant wiithin the hotell is failing to attract
a custome
ers. As the Re
estaurant Supeervisor, the
Food and Be everage Directtor has asked you to come up u with ten ideas each on hhow to increasse
reservationss from:
1. In-ho
ouse residentia al customers.
2. Exterrnal, local custtomers.
As presentedd in Figure 1.1

11, the Food and
a Beverage department within
w a hotel iis just one dep
partment
that works towards provid ding a quality service to customers.
17
FOOD AND BEVERAGE
E OPERATIONS
Mainte
enance
Human
Housekeepin
ng
Resources
Sale
es and Food
d and
Security
Marrketing Beve
erage
Reception Accounts
Conccierge
Figure 1.11:
1 Food an
nd beverage reelationship witth main hotel departments
d
Complete the gaps in the diagram below w by considerring other wayys that the foo od and beveragge
department works with th he other deparrtments within n the hotel. Thhis could be doone through either
e
researching books, visiting
g a hotel or diiscussing it witth your hotel employer
e or te
eacher.
Food and beverage Commu

unication
→ Housekeep
ping Food and beverage lin
nen
Food and beverage un
niforms
Cleaning
g of food and beverage area
as
Food and beverage in
n bedrooms
Provision
n of fresh flora
al arrangemen
nts for food
and bevverage outlets
→ Human Ressources Staffing

Training
g and developm
ment
Payroll
Disciplin
ne
Appraisa
al and assessm
ment
→ Concierge and Bell Desk

k ?
?
?
→ Reception ?
?
?
18
→ Sales and Marketing ?

?
?
→ Maintenance ?
?
?
→ Accounts ?
?
?
→ Security ?
?
?
Another method of organising food and beverage within a hotel is given in Figure 1.12.
Front of house A front of house department is a department that is visible to the customer.
Back of house A department that is not visible to customers. (Now sometimes referred to as
'Heart of House').
Support centre A support centre is a department that supports revenue generating areas, such
as the kitchen and stores.
Revenue centre A revenue centre is a department that generates revenue or sales directly, such
as the restaurant or bar. Another way of thinking about it is any area that has a
point of sale register or till.
Revenue centre
Restaurant
Coffee shop
Bar
Lounge ?
C&B
Front Back
of of
house house
Kitchen
? Stores
Purchasing
Dispense Bar
Stewarding
Support centre
Figure 1.12: Hotel department matrix
Which other departments may fall into the areas with a question mark?
19
FOOD AND BEVERAGE
E OPERATIONS
3.3 Indepen
ndent resttaurants (small/m
( medium en
nterprise – SME)
Independentt restaurants make
m up a huge part of thee food and bevverage industrry, almost 70% %, and are
often dynam mic and varied. An independ dent restaurant is an individual trading enntity, and in most cases
the unit is managed
m by th
he owner. Figuure 1.13 outlines the basic structure
s of an
n independent restaurant.
These restau urants could be
b themed, eth hnic, have a variety
v of serviice methods such as self-service,
cafeteria, take-away, sit down
d or drive--through. Theyy rely heavily on passing tra
ade and word of mouth
advertising.
Restaurant
Manager/Ownner
Restauraant
Head Chef
Supervissor
Restaaurant Bar
K
Kitchen team
teaam Supervisor
Kitchen portters Cleaners
Fig
gure 1.13: Typ
pical organisattional chart off a small indep
pendent food aand beverage organisation
Note: As the team is mucch smaller, ma
any of the possitions overlap.
Independentt restaurants represent

r a large proportion n of the industtry. Individualls with adequaate financial
capital find it relatively easy to open a restaurant
r witth limited restrrictions and fe
ew barriers to entry.
However, ve ery few small restaurants
r acctually succeed d due to facto
ors such as tou ugh competitioon and poor
cash flow management. The T table below w highlights some of the op pportunities annd challenges for
operators off such businessses.
Opportunitties Challenges
s
Be your own
o boss Difficulty in finding a ssource of invesstment
The own
ner chooses the location, me
enu and capital be
ecause of havving no establisshed
supplierss reputatio
on
Pride of ownership Limited budget

b for advvertising and public
p
Decisionss can be made
e immediatelyy relations
Owner finds own targe

eted customerrs Credibilityy and trust must be establisshed by the
owner
Retains profit
p
Limited growth
g
Money re
e-circulated in
n own, local co
ommunity
You are conssidering openiing a restaura
ant in your tow
wn. Create a te
en-question qu
uestionnaire for
f local
residents to complete to help
h you in your research. Consider
C what questions youu would ask th
hat would
help you.
20
You have a meeting scheduled with your bank manager as you want to open a restaurant of your own in
your town. Consider the following:
1. What information would you need to prepare for your meeting?
2. What questions the bank manager may ask you?
3. What questions you would need to ask the bank manager?
3.4 Ethnic restaurants

Ethnic restaurants can be part of a chain but also independent in nature. Normally managed by the
owner and operated around a central theme such as Chinese, Japanese and Middle Eastern.
Source: http://kyspeaks.com
3.5 Themed restaurants

Themed restaurants are operations that have a central theme throughout such as music, entertainment
or sport for example. The Hard Rock Cafe pioneered the Hollywood theme restaurant; that trendy mix of
casual dining, glitzy entertainment, star memorabilia, and merchandising which has subsequently been
successfully copied by many others.
Source: http://www.cix.co.uk
Website: http://www.hardrock.com
21
3.6 Public houses or licensed premises

Public houses ('pubs') primarily offer a comfortable, relaxed environment where individuals or groups can
get together to enjoy a selection of beverages. In most cases beverages still remain the main product,
however, more and more pubs are offering a greater variety of food in an attempt to remain competitive.
This has happened due to pubs having to find alternative revenue streams due to declining beverage
sales. This food offer varies from basic food produced by the pub manager, to public house chains
offering consistent and affordable food, pubs outsourcing their kitchen to chef entrepreneurs and the
growth in gastro pubs.
Source: http://spinshell.tv/city/cityguide
Gastro Pub – a British term for a public house which focuses on high quality food.
3.7 Chain restaurants and bars

Key characteristics of chain restaurants
Several units operating in different locations.

Can be national, regional or global.
Operations normally duplicated and feature the same design, menus and operations in each unit.
Good infrastructure and support networks – training and purchasing, for example.
Provide consistency and standardisation to customers.
Centralised purchasing and distribution networks.
Operations are normally themed around a central concept.
Service systems can vary from take-away, drive thru, dine in, casual or fine dining.
The operations can be owned by a parent company, a franchise or private owners.
Note: although franchises are normally associated with chains, a chain property is not necessarily a
franchise, it may be company owned and operated.
22
Figure 1.14: Examples of chain restaurants and bars
From an environmental perspective, what are the different ways that chain restaurants impact on the
local community? Discuss both the positive and negative aspects.
3.8 Food and beverage in transportation

Sea Food and beverage services on sea transport can range from cafeteria-style snacks on short
routes to fine dining on cruise lines. Apart from cruise lines the main characteristics of at sea
dining is that it is normally for large quantities in a short period of time. Food production
areas can be limited.
Air Meals provided on airlines can range from purchased snacks on budget airlines or gourmet
set menus for first-class passengers on major operators. Most airlines feature a fixed, set
menu served on a tray from an on-board trolley. The food is mass produced and prepared
off-site and reheated on board the aircraft. The on-board catering is normally contracted out
to a specialist caterer. Due to space limitations choice is limited but meals for customers with
specific dietary needs can be accommodated. Recently, airlines have put more focus on their
in-flight food in an attempt to differentiate their offering from the competition. Some airlines
feature menus produced by celebrity chefs. Beverage service can range from trolley to full
bars in first-class lounges. Airline catering: http://www.lsgskychefs.com
Rail Rail services can range from fine dining to trolley service. However, most trains just offer an
on-board kiosk where customers can purchase a basic selection of hot and cold food and
beverages. The kiosk is manned throughout the trip and customers can take away and
consume snacks in their seats or at a designated kiosk dining area. Another common method
is an on-board trolley service. The assistant moves from carriage to carriage offering a
selection of cold snacks and beverages. Fine dining is offered on some rail services that
provide a first-class service for longer journeys. (See Orient Express link).
Rail fine dining: http://www.orient-express.com
Figure 1.15: Food and beverage in transport
23
Source: http://www.airline-catering.com
What are the main operational challenges and limitations that need to be considered with transport
catering?
Answers could include:

Time of trip Service space
Preparation space Type of customer
Storage space
3.9 Non-commercial food and beverage
Source: http://www.adnh.com
Non-commercial food service operation normally operates in other facilities where providing food
and beverage is not the primary mission. In most cases, non-commercial food service operations seek to
reduce expenses while the main focus is on providing nutritious food and beverages.
24
3.10 Characteristics of non-commercial operations

Non-commercial institutions hire commercial food service management (contract) companies from
outside to manage food service in their institutions.
Commercial food service management companies exist to make profit.
They carry out fully the food and service responsibilities for the institutions under contract.
The institution or workplace can free itself from the day-to-day concern of managing food service
operations.
They are professional food service companies
These operations are planned to keep the expenses/costs low; they are budget-oriented.
They are part of properties that exist for reasons other than the service of food and beverage,
which is only supportive.
Competition is limited as the service is provided in a private, closed environment.
Normally large scale, delivered at particular times of day.
Business levels are quite predictable making it easier for production and planning.
Emphasis is not placed on nutrition.
Consider some of the problems that contract caterers may experience in relation to host organisations
and their customers.
Military Most armed forces have their own catering departments which can
include:
Cafeteria-style employee meals on base
On-exercise kitchens catering meals to troops in diverse and dangerous

environments
Large banquets for royalty or diplomats
Schools Most schools employ a contract caterer to deliver meals to both students
and employees. Meals are for the most part nutritious and either assisted
buffet service or cafeteria-style. Meals are at set times and supervised.
Other options can include snack kiosks and vending machines.
Universities In most universities meals are available for students, faculty and
administrative staff. The meals can be delivered in a variety of ways
including specialised contract caterers, student union bars and cafes and
vending machines. There is normally a central casual dining area where
students can be served in a cafeteria-style and take their trays to their
tables. Universities with hospitality departments, in some cases, have their
own training restaurants that provide meals produced and delivered by
hospitality and catering students and served to either students, employees
or the public.
25
Hospitals Hospital catering can vary offering facilities to patients, employees and
visitors. Services for employees and visitors can be in the form of
cafeterias and cafes delivered by specialised caterers.
Services for patients are different as they are normally produced by an in-
house team of experienced diet chefs and dieticians. Meals are delivered
to patients at set times on trays in the wards.
Employee catering in Normally provided by an external caterer. Services provided can vary to
organisations include large cafeteria dining offering an extensive range of hot and cold
meals throughout the day, sophisticated vending machines and catering
for meetings and gatherings.
Figure 1.16: Examples of non-commercial food and beverage
Visit the different facilities in your college or university. How do the services and management differ?
Source: http://www.englishonline.org
Figure 1.17: School catering
In most cases non-commercial catering services a large number of people. What are the considerations
that operations would need to make when catering for large numbers?
Could include:
Time of meal breaks

Time allocated to break
Number of customers to be served
Meal period
How to reduce queuing
Type of customers and dietary needs
Average budget per customer
26
1: INT
D BEVERAGE
SUMMARY
Introductio
on to
food and bevverage
Ob
bjectives, challe
enges and
characterisstics
Food and bevverage

cllassifications and types
Management
optionss
Commerccial Non-comme ercial

operations operation
ns
Hotel food and

Military
beveragge
Independeent
Schools
operations
Ethnic, themeed and

University
chain operations
Transport catering Employee

e
27
SELF-TEST QUESTIONS
1 List the eight steps in the food and beverage cycle.
2 Detail any two challenges that food and beverage operators face.
3 List the advantages for an organisation of franchising.
4 Define 'management contracting'.
5 Which employee manages the food and beverage department in a large hotel?
6 What is a mini bar?
7 What type of menus would a hotel bar normally feature?
8 Who would normally deliver guest amenities to in-room customers?
8 What methods of food service could be found on a train?
10 What types of customers need to be catered for in hospitals?
28
SELF-TEST ANSWERS
1 Purchasing, receiving, storing, issuing, preparing, cooking, serving and consuming.
2 Can include: intangibility, simultaneous production and consumption, heterogeneity, consistency,

perishability, owners, no guarantees, seasonality external variables and imitation is easy.
3 Can include: growth, profits, brand growth, less responsibility and less accountability.
4 Management contracting is when an owner employs a specialised food and beverage company/brand to
manage his/her food and beverage operation.
5 A food and beverage manager/director.
6 A mini bar is an in-room refrigerator that provides a selection of food and beverages to residents.
7 Drinks, snack and cigar menus.
8 The room service department.
9 Kiosk, trolley and/or fine dining.
10 Patients, employees and visitors.
ANSWERS TO ACTIVITIES
1 The answer depends on your own research.
2 Spider diagram could include: advertisement, special offers, medical, religious, familiarity, interest,
discovery, no choice, budget available, background, brand, and so on.
3 Franchiser questions
Background and experience
Capital available to invest
Ability to main standards
Franchisee questions
Monthly fees
Potential revenues
Training available
Why their brand?
What happens if revenues are not achieved?
Term of contract
4 This answer depends on your own research.
29
5 In-house residential customers

Manager to approach in lobby and create awareness
Hostess to call occupied rooms to encourage reservations
Educate bell boys to include on tours when checking-in
Provide incentives to bell staff and receptionist to secure reservations on check-in
Marketing literature in-room
Promote outlet on in room TV
Using tent cards cross promote in other areas of hotel
Complimentary drink voucher to encourage visit with potential for additional purchase
Advertise in lifts
Build discounts into any existing loyalty programme
External, local customers
Business card drops

Educate sales teams to promote outlet
Advertise on local radio
Billboard advertising on exterior of restaurants
Invite local restaurant reviewers from newspapers
Cross promotions with local retailers
Mail outs to local businesses
Corporate discounts for local businesses
Advertise in local business directories
E-mail, podcasts, facebook advertising
6
Food and beverage Communication
→ Concierge and Bell Desk Training of staff to up-sell in-room Food and
Beverage products
Training of staff to up-sell in-house Food and
Beverage outlets and services
→ Reception Incentives for receptionists to sell restaurant

seats
Issuing of any vouchers for welcome drinks
Directing to Food and Beverage outlets
Dealing with Food and Beverage delayed
charges to customers’ bills
Checking mini bar consumption on check-out
Depositing cash takings after shifts
Petty cash ‘emergencies’
→ Sales and Marketing Photo shoots of Food and Beverage facilities

and outlets for sales literature
Attending and making a good impression to
prospects when visiting the hotel
Working with sales representatives during
‘familiarisation trips’
Maintaining a good product to retain and
attract customers
30
→ Maintenance Reporting any faults in equipment of facilities

within the Food and Beverage outlets
→ Accounts Creating and approving budgets

Raising purchase orders for capital items
Payroll
→ Security Suspect packages

Customer theft – bag snatches
Rowdy customers
Employee bag searches
7
Revenue centre
Restaurant
Coffee shop
Bar Room service
Lounge ?
C&B
Front Back
of of
house house
Kitchen
? Stores
Security Purchasing
Dispense Bar
Concierge Stewarding
Transportation
Car parking
Support centre
8 Questions may include:

Do you live or work in the area?
Do you eat out in the local area?
Which type of restaurants would you typically visit and how often?
Breakfast, lunch or dinner?
How much would you normally spend?
What restaurant do you feel is needed, and why?
If we opened that type of restaurant how often would you attend?
What would be your average spend?
9 The answer depends on your own research.
31
32
CHAPTER 2
FOOD PRODUCTION
Chapter objectives
Explain kitchen organisation and the responsibilities of key personnel employed
Describe and appraise the different food production methods
Identify the main food groups and commodities
Describe the main considerations in kitchen design
Discuss the importance of achieving food cost
Explain the importance of food hygiene and control
Topic list
Kitchen introduction
Kitchen design and planning considerations
Production methods and organisation
Food classifications
Food cost and control
Food poisoning
Kitchen equipment
33
FOOD AND BEVERAGE
E OPERATIONS
1 Kitchen
n introdu
uction
To provvide safe
meals for all
To prepare food consuumers
i the time
in To providee
expected, to quality mealss for
avooid customer all consumeers
waiting
To meet or
To
T prepare the exceed the foood
right quantity off needs of
food organisation'ss
KITC
CHEN target markett
OBJEC
CTIVES
To create menus
m To utilise
u food
that will both sto
ocks in the
attract annd b way
best
retain custoomers p
possible
To achieve
a
mo onthly To minimise
financial food stock waastage
taargets
Figure
F 2.1: Maain objectives o
of the kitchen
n department
Organisa
ation and
d structures
Most kitchenns will be mannaged by an Exxecutive or He
ead Chef. Their responsibilitties can be see
en in a
typical job description give
en in Figure 2.2
2 below.
34
2: FOOD PRODUCTION
Job description : Executive Chef

Reporting to: Food and Beverage Manager
Subordinates: All chefs and stewards
Key Aim: To ensure all food served is of the highest quality and produced in the most
efficient, cost effective and safe way
Responsibilities
1 To ensure a safe working environment for all employees
2 To recruit, train and motivate all kitchen personnel
3 To work with the purchasing department to source the best ingredients
4 To implement food controls to minimise wastage
5 To plan, create and implement menus
6 To implement and monitor food safety
7 To implement and monitor food quality controls to ensure that all food served is as per
standard and meets customer expectations
8 To attend departmental communication meetings
9 To carry out day-to-day administration
10 To deal with any problems as they arise
11 To achieve monthly food cost target
12 To speak to customers and staff to monitor satisfaction levels
13 To monitor competition
Figure 2.2: Executive Chef job description

Within a large hotel the Executive Chef would communicate with the departments, employees and
stakeholders as illustrated in Figure 2.3, following.
35
FOOD AND BEVERAGE
E OPERATIONS
1.1 Commun
nication
Purchaasing &
Sto
ores
Deparrtment
Competitorss Bar
General
Customers Manager's
office
Extternal
Room Service
S
Sup
ppliers
EXECUTIVE
HEF
CH
Acccounts
Houseke
eeping
Depaartment
Sales & Human

Marketing Resourcess
Front Offfice &

Stew
warding
Recepption
Conference
and Restauran
nts
Banqueting
Fig
gure 2.3: Execcutive Chef com
mmunication
Looking at Figure
F 2.3, cre
eate a spider diagram
d of the
e different wayys that the Exe
ecutive Chef would
w deal
with the diffferent departmments, to detail:
Reaso
on of communnication (ie with suppliers would
w commun
nicate to samp
ple produce)
Frequ
uency of comm
munication (hoourly, daily, weekly)
w
Method of communnication (e-maail, face-to-facce)
1.2 Kitchen chef charracteristic

cs
1.2.1 Qualities of
o a good chef
c
Abilitty to work undder pressure
Abilitty to multi-taskk
Creattive
Consistent
Good d palate
Abilitty to work in a team
36
2: FOOD PRODUCTION
1.2.2 Challenges for a chef

Fast paced and hot work environment
Many stakeholders
Risk of food poisoning
In most cases a high level of competition
High perishability of stock items
Frequently changeable external environment (ie food trends or scares)
Unsociable work
1.2.3 Opportunities for a chef

The opportunity to:
Be creative and showcase skills

Satisfy customers
Acquire and pass on skills
Meet lots of interesting people
Learn and sample a wide variety of different food
Travel
Obtain awards for culinary expertise
1.2.4 Chef presentation
Neat, clean hat
Appearance
Trimmed hair
Clean hair
Hair should be tied
back if long
Neatly shaven
No earrings on males
Studded earrings only
(women)
Clean, white,
starched uniforms
at all times
Accessories
Wristwatch
Maximum two rings
Body piercing or tattoos
should not be visible
No visible necklaces
Trousers
Pin striped
Shoes Clean
Slip resistant Well pressed
In good repair
Source: http://www.internet-workwear.co.uk
37
FOOD AND BEVERAGE
E OPERATIONS
1.3 Staffing and resp

ponsibilities
The organisa
ational structu
ure of a kitche
en will depend on a number of factors including:
Size of
o kitchen spaace available
Quanntity of food ou
utput (businesss demand)
Numb ber of food ouutlets to cater
Sophistication and type of menu u
Equip
pment requirements
Locattion where prooduction is takking place (in kitchen or outtsourced)
Service methods (b buffet, plated))
1.4 Kitchen organisattion

Figure 2.4 details the 'Parrtie system'. This method off kitchen organ nisation is a fo
ormal, structurred brigade
created by Auguste
A ffier in the latee 19th century. This system is,
Escoff i in most casses, normally only
o found
in high qualiity kitchens an
nd restaurantss.
Executivve Chef
So
ous Chef
Chef Tournantt
Chef de Partie Chef de Partiee Chef de Partie Ch

hef de Partie Chef de Parrtie
Garde Manger Saucier Poisson
nnier Pâtissier Entremetier
Demmi Chef de Demi Chhef de Demi Chef de

Demi Chef de Deemi Chef de
P
Partie Parttie Partie
Partie Saucierr Partie Pâtissier
Garde Manger Poisson
nnier Entremetier
Co
ommis Commis Comm mis Commis Commis
Garde Manger Saucier Poisson
nnier Pâtissier Entremetier
Figurre 2.4: The 'Pa

Partie' system
Role Responsibilities
Sous Chef Assistan

nt to the Execcutive Chef, de
eputises in hiss/her absence
Chef Tourn
nant Covers each section as and when required – hass the skills and
d
knowledge to cover all
a sections
Chef Garde
e Manger Respon
nsible for the preparation
p off all cold savou
ury foods
Chef Saucie
er Respon
nsible for all sa
autéed items
Chef Poisso
onnier Prepara
ation and cook
king of all fish dishes
Chef Pâtiss
sier Prepara
ation of desserts and pastrie
es
Chef Entremetier Prepara

ation of all veg
getables, soup
ps and hot app
petisers
38
2: FOOD PRODUCTION
Carry out some desk research on other positions that the kitchen brigade may also include.
Chef Aboyeur
Chef Grillardin
Chef Friturier
Chef Rotisseur
1.5 Partie system analysis

Advantages Disadvantages
Chefs specialise in a particular section of the Although chefs specialise, they only focus on
kitchen one section of the kitchen as opposed to
Each section has a support infrastructure to learning a wide range of skills in more
avoid any weaknesses conventional kitchen systems.
Chefs have a clear route for progression Chefs become bored
Customers receive quality meals Can be expensive for the organisation due to
the large numbers of staff required
Kitchen managers are able to allocate
responsibility and accountability to the various Staff can be idle when particular sections of
sections the kitchen are not busy
Kitchen managers are able to detect and

monitor problems more easily
Many kitchens now provide chefs with opportunities to work and rotate in other sections of the kitchen.
The benefits of this for the organisation is:
Chefs become multi-skilled and therefore more flexible

Job satisfaction is greater due to acquiring a more diverse skill set
Labour costs are more streamlined due to better utilisation of labour
1.6 The stewarding department
39
FOOD AND BEVERAGE
E OPERATIONS
Source: http
p://www.myjob
bsearch.com
uirements for a large operation are

Stewarding is a sub-deparrtment of the kitchen and itts staffing requ
detailed in Figure
F 2.5. The
e department's primary funcction is to maiintain cleanliness within the
e kitchen.
Chief Steward
Assisstant Chief
S
Steward
Kitchen Porter K
Kitchen Porterr Kitchen
n Porter Kitchen Porteer Kitcheen Porter
Figure 2.5: Basic

B stewardi
ding organisatio
ion chart in a large
l kitchen
Position Responsiibilities
Chief stewa
ard and Report to Executive
e Chef and Food and Bevera
age Manager
assistant Superrvise team of porters
Sched
dule work of porters
p
Creatte cleaning sta
andards
Mana
age and contro
ol equipment stores
s (in/out))
Respo
onsible for the
e maintenance
e of hygiene w
within kitchen
Contrrol of kitchen chemicals
c (CO
OSHH)
Respo
onsible for inv
ventory and maintenance off kitchen clean
ning
equip
pment
Co-orrdinate bookin
ng of any exterrnal kitchen clleaning contra
actors or
casua
al staff
Kitchen po
orters Carryy out day-to-da
ay cleaning off the kitchen
Opera
ate dishwashe
er machine
Clean
n kitchen equip
pment after usse
Emptyy dustbins
Period
dically sweep and mop floorrs
Clean
n kitchen work
k tops
Note. Kitche
en porters are
e in most cases provided by an external agency
a and bo
ooked as and when
w
required.
Are kitchen porters an inte
egral part of the
t kitchen tea
am?
40
2: FOOD PR
RODUCTION
2 Kitchen
n design
n and pla
anning consider
c rations
When planning a kitchen there
t are man
ny factors to consider.
c Each design eleme ent must work k together,
to create a smooth
s runninng kitchen ope nclude control,, safety, business yield and employee
eration, and in
satisfaction. Potentially, poor planning can
c lead to:
Wastted capacity
Poor stock rotation
n
Employee accidentts
Low employee
e mottivation
Slow production annd output
Risk of
o food poisonning
Standards of Workk flow of

POS Sysstems M
Maximum outputt Space available
organisation empployees
Heating, Ventilation
V
Environmental SService methods of
Production efficiency & Air Con
nditioning Utilisatio
on of space
regulations restaurants
(HV
VAC)
Commun nication HACCP Equipment Supervvision by

Menu types
with seervers requirements requirements mannagers
Efficient Legislation –
communication employee workingg Gas & ellectricity Control of stockk Refusee disposal
between n chefs space ratios
Storaage Health & Safety of

Production Restaurant
requiremments Draainage & plumbin
ng employees &
methods preparaation area
(bulk & section) custoomers
Allocation of
Ergonomics Task lighting
cleaning space
Fig
igure 2.6: Kitcchen design co
onsiderations
Discuss the importance off each point in
n Figure 2.6.
41
3 Production methods and organisation
Source: http://luxuryhomedesign.blogspot.com
An efficient kitchen is one in which the chefs prepare and cook the food in the minimal time to the
highest standard with the least effort. To achieve this, it is essential that a kitchen adopts a methodical
and economical method of working by:
Ensuring all kitchen equipment is clean and ready for use. For instance, a sharp knife is more
efficient than a blunt one.
Using electrical equipment only when the quantities you are preparing will ensure that you will
save time. So, don't use a mechanical potato peeler to prepare four portions of potatoes as it will
take longer to clean the equipment than it will to peel the potatoes with it. But, it will probably be
worth using it when preparing for 100 covers.
Working systematically. In preparing fish cakes, for example, prepare the fish and mashed potato
in advance. Lay out the flour, egg wash and breadcrumbs used to coat the fish cakes and
assemble them in a methodical manner.
Avoiding fatigue when standing for long periods of time by standing correctly, with the weight
evenly balanced on both legs. Take care when lifting heavy items; always bend the knees, not the
back.
Ensuring all necessary equipment is available and ready at hand at the start of each working
session – don't waste time hunting for a ladle in the heat of service.
Positioning all work-tops, sinks, stores and refrigerators within easy reach to eliminate
unnecessary movement of chefs during service.
Storing all ingredients as close as possible to the practical work area, with the most frequently
used items close at hand.
Preparing the mise en place thoroughly to ensure the follow-on of a smooth and efficient service.
Following a clear, continuous work plan, as opposed to a haphazard one. Dishes requiring long
preparation or cooking should be started first. Source: Caterer & Hotelkeeper
3.1 Production methods

Food production is the differing methods of preparing, cooking and serving food to produce meals for the
customer.
42
2: FOOD PRODUCTION
As shown in the table below food production methods vary widely and each particular approach will
contribute to the foods final presentation.
Food Preparation Cooking Holding Regeneration Presentation

Fresh Weigh/measure Blanch Chill Regithermic Bain-marie
Fresh cooked Clear/open Warm Sous-vide Microwave Service flats
Fresh Chop/cut Simmer Freeze Convection Plates
Prepared Combine/mix Boil Tray Traditional Trays
Canned Blend Steam Hot Vending
Frozen Shape/coat Grill Cupboard Buffet
Chilled Form Sauté Cold Trolley
Vacuum Brown Cupboard Dishes
Dehydrated Bake
Smoked Roast
Salted Broil
Crystallised Fry
Acidified Microwave
Pasteurised
Bottled
UHT
Foods in Process Output
3.1.1 Key considerations in food production

Food hygiene is paramount.
Raw materials should be of good quality.
Foods should be stored correctly (during storage food must be kept below 5°C or above 63°C).
The most appropriate preparation method should be selected for each item of food.
Wastage minimised
Employees must comply with food handling regulations
Foods should be cooked to the correct temperatures
In this section we will discuss five main methods of food production as shown in Figure 2.7. Methods
differ in relation to:
Actual location where food is produced

Total time from preparation to service
Staff numbers required
Level of hygiene and control
Quantity of food produced
43
Figure 2.7: Food production methods
The conventional food production method

The conventional method is used in most kitchen establishments and follows the process as detailed in
Figure 2.8. The focus of this method is on the flexible flow of food through the kitchen and the
preparation of foods in sufficient quantities to meet customer demand.
Refrigeration Preparation
Goods into Ordered from
Freezing (MIse en Cooking Serving
kitchen customer
Dry Store Place)
Figure 2.8: Conventional food production process
Food, as given in the table below, can be cooked in a variety of methods during the food production
process.
44
2: FOOD PRODUCTION
Method Explanation
Baking Cooked in dry heat, in the oven
Blanching Dipping the food into 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
Broiling 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 in an oven, by dry heat
Sautéing Browned or cooked in a small amount of hot fat or oil
Steaming Cooked in steam with or without pressure
Stewing Simmering slowly in enough liquid to cover the food
Adapted from Cichy & Wise (1999)
Carry out some desk research and find dishes that use each of the cooking methods presented in the
table above.
3.3 The sous-vide method of food production (vacuum cooking)

In the sous-vide method of food production, foods are prepared and cooked as normal but then
portioned into individual plastic bags, chilled and reheated when ordered.
Portioned
into plastic
pouches
and
vacuum
packed Sealed
Customer pouches Food is
Goods in Prepared Cooked Re heated Pouch is arranged
orders placed in
cut open on plate
meal boiling
Chilled and water and served
refrigerated
Figure 2.9: The sous-vide process
45
Source: http://www.garrettkern.com
Figure 2.10: Example of sous-vide
3.4 Sous-vide – evaluation
Pouches retain freshness Capital investment in equipment and storage

During re-heating juices are retained in pouch Not as fresh as conventional method
and not lost Not able to adjust to customer requirements
Individual pouches are labelled for easy stock Not all foods suitable for sous-vide method
rotation Negative stigma attached (boil in the bag!)
There is less risk of cross-contamination during
storage due to sealed pouches and labelling
Less wastage as food is only used when ordered
Food can be produced and accurately portioned
Chef does not need to be present for reheating
and finishing stage
Pouched can be frozen to extend life
Inexpensive regeneration
E X A M P L E
Sous-vide is frequently used for night time room service. Chefs prepare the meals in advance and
when customers request the foods during the night, the porter will simply boil water, reheat and serve
the food accordingly.
46
2: FOOD PRODUCTION
3.5 Cook-chill method of food production

'Cook-chill is a catering system based on normal preparation and cooking of food followed by rapid
chilling and storage in controlled low-temperature conditions above freezing point, 0-3°C (32-37°F) and
subsequently reheating immediately before consumption. The chilled food is regenerated in finishing
kitchens which require low capital investment and minimum staff. Almost any food can be cook-chilled
provided that the correct methods are used during preparation'.
Some uses: hospitals, conference and banqueting events, airline catering and vending.
Goods into Preparing and

Portioning Packaging Blast chilling Reheating Consumption
kitchen store cooking
Figure 2.11: The cook-chill process

3.6 Cook-freeze method of food production
This method is similar to cook-chill apart from the refrigeration temperatures.
'Cook-freeze is a specialised food production and distribution system that allows caterers to take
advantage of the longer life of blast freezing at 18° to 20°C (0 – 32°F) and stored at that temperature
until required for resale or consumption for up to three to six months. Blast freezers have increasingly
been introduced with success into catering operations. The ability to freeze cooked dishes and prepared
dishes, as distinct from storage of chilled foods in a refrigerator or already frozen commodities in a deep
freeze, allows a caterer to make more productive use of kitchen staff. It also enables economies to be
introduced into the staffing of dining rooms and restaurants'.
Preparing
Goods in Blast freezing Blast thawing Reheating Serving
and cooking
Figure 2.12: The cook-freeze process
47
3.7 The central distribution method of food production
Source: http://www.stangard-online.net
Centralised food production is when the food is produced in bulk off-site. The method is frequently
adopted by large chains who are looking to outsource all or part of their food production. Some large
chains have their own CPUs while others may use other food production companies.
E X A M P L E
'Barista' coffee company has 120 coffee shops in the south-west of England. They contract an off-site
centralised kitchen (CPU) to produce all their sandwiches, snacks and desserts. Food is delivered by the
CPU daily to each Barista outlet.
CPU is specialised in food production Pass control to another company
Due to bulk production costs, prices are Potential delays in delivery to operation
cheaper for buyers
High levels of hygiene during production
Central CPU delivers Operation

Hotel or
Production food to hotel stores food Food is Food is
restauarant Consumers
Unit (CPU) Blast chilling or other in thawed and reheated
creates dish order food
produces hospitality refrigeration en place and served
specification
food off site operation or freezers
Figure 2.13: Centralised food production process
48
2: FOOD PRODUCTION
Research the advantages and disadvantages of cook-chill and cook-freeze methods of food production
for the operation, employees and customers.
The table below provides an overview of food production methods in different situations for varying food
and beverage operations.
Situation Food production Reason

method options
Hospital Cook-chill Cook-chill ensures high levels of hygiene and is ideal for
bulk meal production.
5-star hotel Conventional food Food is cooked and consumed within short time periods.
breakfast production method
5-star hotel Conventional/cook-chill Normally food is served to order. However, it is now

room service economical for TV meals to be prepared in advance and
reheated when ordered.
5-star hotel Cook-chill To cook by using the conventional method for 500 people
banquet for 500. would require time and lots of employees. Therefore, with
Sit down western cook-chill the food can be prepared in advance and
meal. reheated at the last minute before service providing hot
meals and requiring minimal finishing staff.
Fast food Central distribution/part A lot of the large chain restaurants receive their food from
restaurant conventional central production units. This allows for high control on
(McDonalds, food standards, cost and quality. It also reduces labour
Pizza Hut) costs and production time in finishing.
Hotel employee Convenience/call Various methods can be used in this situation. Vending
cafeteria order/conventional machines are becoming increasingly more popular due to
the control of labour costs, quality and food
standardisation.
Airline catering Cook-freeze & cook-chill Cook-freeze is the most effective method due to mass
catering.
Night room Sous-vide Sous-vide is a sensible option for room service night
service in 5-star catering as it allows front desk porters and room service
hotel waiters to offer quality food without chefs being on hand.
Supermarket Central production (cook- Minimal on-site kitchens.

ready to eat freeze)
meals
Industrial bakers Central production Allows for mass production and distribution to multiple
distributing to establishments.
hotels
5-star hotel (À la Call order/conventional Cooked to order for maximum quality.

carte) restaurant
Starbucks coffee Food would be supplied Minimal on-site kitchen. Outsource food production to
bar by central production specialised off-site caterer.
units (convenience)
49
4 Food classifications
There are many different types and varieties of food. One way of organising ingredients is to categorise
them into particular groups or families. Due to the vast quantity, it is difficult to list all foods. However, a
few are detailed below.
Cheese
Semi-hard Soft Blue
Gouda Camembert Dolcelatte

Edam Brie Stilton
Emmenthal Mozzarella Roquefort
Vegetables
Root Leaf Brassicas Shoot Fruit Bulb Squash Pods
Turnip Spinach Cauliflower Fennel Avocado Garlic Cucumber Corn

Radish Lettuce Brussels sprouts Asparagus Aubergine Onion Zucchini Bean sprouts
Potato Chicory Broccoli Artichoke Peppers Shallot Pumpkin Peas
Beet Celery Tomato Marrow Okra
Fruit
Berries Citrus Tropical Other
Blackberry Lime Guava Apples

Raspberry Orange Mango Melon
Blueberry Lemon Papaya Bananas
Fish
Freshwater Seawater
Trout Mullet
Eel Mackerel
Carp Snapper
Salmon Cod
Seafood
Crustaceans Mollusc
Lobster Octopus
Shrimp Oyster
Crab Mussel
Poultry and game

Poultry Feathered game Furred game
Chicken Woodcock Rabbit

Capon Quail Hare
Goose Partridge
Turkey
50
2: FOOD PRODUCTION
Offal
Offal
Oxtail
Heart
Sweetbreads
Liver
Kidney
Using the internet or books carry out the following research on the food ingredients listed above in the
classification tables.
Find a picture
Detail their uses within menus
Detail their origin
Name the ingredients illustrated below.
1 2 3 4
5 6 7 8
Sources
1 http://shop.hotscot.net
2 http://www.volunteer.blogs.com
3 http://www.dkimages.com
4 http://research.calacademy.org
5 http://images.teamsugar.com
6 http://sinazen.com
7 http://www.die-antwort-auf-alle-fragen
8 http://kitchenmusings.typepad.com
51
FOOD AND BEVERAGE
E OPERATIONS
5 Food co
ost and control
To ensure foood is prepare
ed to 'optimum
m condition' the following factors must be
e implemented
d to ensure a
quality produ
uct.
Purcchase Qualiified Dish speciifications

specifiications che
efs (standard
d recipes)
HA
ACCP Functiioning Battch
implem
mentation equipment cookking
Go
ood
superrvision
5.1 Food cos

st
Food cost (ssometimes refeerred to as the e food cost pe
ercentage) is the
t percentage e of total resta
aurant sales
spent on thee food productt. It is normallly around 28-3
30% as an ind ne and can be considered
dustry guidelin
as a perform
mance measure for kitchen managers.
m
Food cost ca
an be calculate
ed as:
Totall cost of food

d consumptio ood sales × 1
on ÷ total fo 100%
E X A M P L E
Having comppleted the foo
od inventory th
he total food expense
e (food used) was £1
10,200. The to
otal food
sales was 30
0,100.
The food cosst is calculated

d as:
£10 00 × 100 = 34%

0,200/£30,10 3
In most larg
ge hotels wherre there are se
everal food ou utlets they nee
ed to separate the food costt to
accurately id
dentify the foo
od expendituree in each area. The internal requisitioning
g system assissts in
keeping tracck of food conssumption for each
e outlet.
52
2: FOOD PR
RODUCTION
5.2 Benefits
s of food cost
c for an organis
sation
Target for the

Executive Chef
Measuurement An ind
dustry
of perfo
ormance Food
d cost benchhmark
Oveerall
assessm
ment of
food mannagement
cyccle
Figure 2
2.14: Benefits of food cost
Some organisations with food
f operation
ns provide ince
entives for Exe
ecutive Chefs if food cost ta
argets are
achieved.
5.3 How to achieve

a fo
ood cost targets?
t
Demonstratee first in N meals leave the

No
Qualified em
mployees – Monitor food prices Monito
or refrigeration
first out stocck (FIFO) kitchen unless postted
avoid errors
e for fluctuations temmperatures
rotation syystem. th
hrough POS system
M
Monthly and midd
All managem
ment meals Slow moving items Discourrage employees
Lockable fridges monthly food stocck
m
through PO
OS system utilised picking food in kitchen
takes
R
Remove poor selling Minnimise food Have and adhere to t
Good se
ecurity Only preparee what is
items from menu – wastagge, utilise food dissh specifications for
f
procedures in place needeed
monitor ‘Sales Mix’
M fully each dish
Cook and seerve foods

correctly – avoid Employees eatt Inccorrect costing an
nd
Store goods
g correctly Do not let foo
ods spoil!
customer reeturns and employee food
d pricing
complaints
Fi
Figure 2.15: Ke
ey consideratio
ons for achievvement of food
d cost target
53
The target monthly food cost for the Mountbatten Restaurant is 32%. As General Manager how would
you deal with the two following situations?
1. At the end of the month the food cost percentage achieved is 28%.
2. At the end of the month the food cost percentage achieved is 35%.
1. If the food cost is under the budgeted target that means that although more profit has been
generated at what cost this has been done. Perhaps the chef has made the portions smaller and
used cheaper ingredients which has impacted on customer satisfaction. If the food cost target is
32% then that is what should be achieved.
2. If the actual is over the target then this means that the chef has not exercised good control over
the food. Maybe too big portions, more expensive ingredients, high wastage.
Standard recipes
Standard recipes are documents that provide accurate information on the production of each menu item
or dish.
What information should be included in a standard recipe?
Photograph of completed dish

List of ingredients required to make up the dish
Weight of each food item
Method of production
Costings
6 Food poisoning
Source: http://i.ehow.com
Food poisoning is of the utmost importance in any kitchen and needs to be managed as a priority.
Food poisoning is an illness caused by the consumption of contaminated food.
Food can become contaminated by:
Toxins within the food

Toxins within the environment
Bacterial transfer from food-handlers
Pests
Poor preparation and cooking methods
6.1 Main types of food poisoning

Salmonella
Staphylococcus
Clostridium
Listeria
54
2: FOOD PR
RODUCTION
Figure
re 2.16: Impaccts of food poiisoning for a fo
food & beverag
age operation
Frrequent hand
Implemen
nt HACCP Fo
ood hygiene train
ning Risk assessment
a Correct thaw
wing
washing
Pay parrticular Keep foods outside

K
Do not leave food
attention when the Danger Zonee – Clean equipment Always coverr and
nging around in
han
dealing with
w eggs, b
between 40˚F (4.4
4˚C) ween use
betw label food
ds
kitchen
pork and poultry and 140˚F (60˚C
C)
Uncooked, raw meats

Food sho
ould be No pests or vermin should alwayys be Lefto
over food to be
Discard old food
d
cooked thoroughly (pest control) stored on lower thorroughly cooked
shelves
After preparation
A n of
Sicck employees
Wash vegettables and food, keep
Serve hot
h food hot Serve cold food cold sh
hould be sent
fruit thoroughly refrigerated unttil
home
cooking or servinng
Food shoould be
Do not cro
oss thorouughly Clean kitchen
Keeep bins covered
contaminaate defrostedd before ssurfaces frequenttly
cookking
Figure 2.17: Ways

W in which
h to minimise a food poisoni
ning outbreak
Thawing is the safe, thorrough defrostiing of frozen food.

f Serving food that is no
ot fully thawed is a risk to
customers’ health.
h
55
FOOD AND BEVERAGE
E OPERATIONS
Website. The Food Stand

dards Agency website is an excellent reso
ource for all fo
ood safety matters during
food producttion.
http://www..food.gov.uk/ffoodindustry/regulation
6.2 Hazard Analysis

A C
Critical Co
ontrol Point (HACC
CP)
HACCP is a food
f safety co
ontrol that is used
u in many kitchens.
k The HACCP system m entails identtifying
potential riskks during the food cycle and d production stage
s and impplementing conntrols to reducce those
risks. This in
ncludes implemmenting regula ar checking sy
ystems and ma aintaining goo
od records.
Analyyse Hazards
Potentiaal hazards to th
he food's safetyy are recognised
d; in addition, measures
m to reggulate and conttrol the hazardss
are
e identified
Identificcation of CC
CPs
Critical Con
ntrol Points thro
oughout the production proceess of the produ
uct are established
CCP Prevention Meassures

A prevention measure is established at
a all CCPs; for example, minim
mal cooking tim
me or temperature at a certain
n
point in the
t product linee
Monito
oring of CCP
P Preventio
on Measure
es
A system is establish
hed to monitor prevention me
easures at a CCP. For example, a computer syystem would
monitor and log the temperrature
CCP
P not met
Establish
h a precaution when the CCP h
hasn't been meet; for example,, if the temperaature is too low
w, the computerr
will alarm the batch
b to be desstroyed
HACCP and CCP Lo

og
Maintain a log system of all the CCPs;; also, this would include records of CCP conttrol methods an
nd action taken
n
to correct potential
p probleems
Figuree 2.18: The HA

HACCP food con
ntrol process
7 Kitchen
n equipm
ment
In most casees, large comm
mercial kitchen
ns have a wide selection of equipment to
o assist staff in
n their
varying roless.
Figure 2.19 overleaf show

ws what purcha
asers need to consider whe
en selecting eq
quipment.
56
2: FOOD PRODUCTION
Figure 2.19: Considerations when purchasing kitchen equipment
Find photographs of the following types of common kitchen equipment and make notes on their uses.
Combination oven Salamander Bain-marie Bratt pan
Meat slicer Hand mixer Ice machine Deep fat fryers
Blast chillers Walk-in refrigerator Pizza oven Griddle
Steamer Dishwasher Countertop mixer Cold cabinet
Research the following food and beverage operations.
1 × fast food operation
1 × hotel restaurant operation
1 other operation of your own choice (hospital, cafe etc)
This should be done by organising and implementing site visits in order to carry out observations and
interview key personnel.
Investigate and analyse the food production systems in the above operations. In particular, you should
consider:
1. organisation of labour within the kitchen
2. production methods
3. equipment used
57
FOOD AND BEVERAGE
E OPERATIONS
SUMMARY
Kitche
en
introducction
Production
Orgganisation & Kitchen Kitchen Food cost and
d Food
methods and
s
structures design equ
uipment control classificcations
organisation
Cheese, Cooking
O
Objectives Food cost vegetables, methods
fruit, poultry,
p
game, fish &
seaffood.
Standard
Staffing Conventional,
C
recipes
cook-chill,
cook-freeze,
sous-vide &
Food centralised
Com
mmunication
poisoning
58
2: FOOD PRODUCTION
SELF-TEST QUESTIONS
1 What is the name of the formal kitchen brigade system?
2 Which chef in the Partie system is responsible for cold savoury items?
3 Which department is responsible for kitchen cleaning?
4 Which 'cooking method' is food cooked by being browned or cooked in a small amount of hot fat or oil?
5 Which food production method is suitable for night time room service?
6 Oysters are part of which food group?
7 Name any two crustaceans.
8 What does HACCP represent?
9 Write the formula to calculate 'food cost percentage'.
10 What piece of equipment keeps food warm in a hot water bath?
59
FOOD AND BEVERAGE
E OPERATIONS
SELF-TEST ANSWERS
1 The Partie syystem.
2 Chef Garde Manger.
3 The steward
ding departme
ent.
4 Sautéing.
5 Sous-vide.
6 Molluscs.
7 Lobster, shriimps, prawns,, crabs.
8 Hazard Analysis Critical Co

ontrol Point.
9 Total cost off food consum od sales × 100

mption/total foo 0%.
10 A bain-marie
e.
Ordering food
1 Creating
speciffications
Inven ntories
Comppetitor surveys Food sto
ock reports
Cheff associations
Emergeency assistance Compiling bar menus
Purchaasing & and proomotions
Sto
ores
New menu rese earch Deparrtment
Talking to custom
T mers to Competittors Bar
establish satisfaction
Customer menu General Morning briefings
enquiries Manageer's Meeeting VIP
Customer foo od Custtomers cu
ustomers
officee
Visiting premises –
spot checks External Room Creating menus
Suppliers Service
Sa
ample products
EXECUTIVE
Food cost resu
ults
HEF
CH
Cleanin
ng of outlets Accounts Purchasingg
Housekeepingg
Cleaning of uniforms Department Payroll
Resta
aurant linen
Sales & Recruiting

R kitchen
n
H
Human
Marketin
ng personnel
Resources
Fa
amiliarisation trip
ps Planning
P training
g
O
Outlet promotionss Appraisals and
Sales targets disciplinaries
Stewarding Front Office
& Reception
Kitchen cleaning Conference Information
n
Food equipment and Restaurants about VIPS annd
stores Banqueting their special
needs
Meeting orgaanisers Crreating menus
and advising menus Day-to-day
Briefing emplo
oyees on co
ommunication
menus before service d
during service
60
2: FOOD PRODUCTION
2 Chef Aboyeur – the chef who calls out the orders from the hot plate to the kitchen brigade
Chef Grillardin – chef who specialises in the grilling of foods
Chef Friturier – chef who specialises in the frying of foods
Chef Rotisseur – chef who specialises in the roasting of foods
3 Some example dishes:
Method Explanation
Baking Bread
Blanching Blanched broccoli
Boiling Boiled vegetables
Braising Braised lamb shanks
Broiling Broiled chicken
Fried Fried fish fillets or vegetables, ie tempura
Deep fried Potato wedges
Grilled Grilled meats, ie barbeque
Poaching Poached pears
Roasting Roasted meat, vegetables – beef, chicken, lamb, pork, peppers
Sautéing Potatoes, ie pommes sautées
Steaming Steamed vegetables – broccoli, cauliflower
Stewing Fruit, meats, ie lamb stew
4 Advantages
Cater to large numbers
Safe temperature control
Portion control
Preparation during quiet periods
Less waste
Longer shelf life
Disadvantages
High capital investment
Not fresh
Some foods don’t suit this method of production
5 There is no formal answer to this activity.
6 Ingredients as illustrated are:

1 Rollmop herrings
2 Starfruit
3 Frogs legs
4 Caviar
5 Saffron
6 Durian
7 Whitebait
8 Truffle
61
7 Combination oven – roasting, baking, steaming
Salamander – grilling, reheating, finishing and browning of foods
Bain-marie – to keep foods at a constant temperature during service – a ‘hot water bath’
Bratt pan – used to cook many foods at one time, normally used in large production kitchens
Meat slicer – to slice cooked meats
Hand mixer – to mix, aerate foods – used frequently in baking and sauce making
Ice machine – used to produce ice for beverages and cooling beverages and foodstuffs
Deep fat fryers – used in deep frying foods – ie breaded fish and coated vegetables
Blast chillers – used in ‘cook-chill’ food production to chill food quickly after cooking
Walk-in refrigerator – found in large kitchens to store foods
Pizza oven – a special oven used in the production of pizzas
Griddle – can be fixed or portable and used to grill meats, fish and vegetables
Steamer – used to steam foodstuffs
Dishwasher – a large piece of industrial equipment located in kitchens to clean kitchen and restaurant
equipment
Countertop mixer – used in kitchens to mix ingredients
Cold cabinet – can be found in kitchens or dining rooms to keep food at a chilled temperature
8 Answer is based on your own research.
62
CHAPTER 3
PURCHASING FOOD AND BEVERAGE
Chapter objectives
Explain the importance and the process of selecting the right suppliers
Describe the key standards required when purchasing, receiving, storing and issuing food and beverage stocks
Recommend the tools required for the effective control of finances and hygiene throughout the procurement
and storage process
Topic list
Departmental goals and structure
Purchasing
Receiving
Storage
Issuing
Control
63
1 Departmental goals and structure
1. Purchasing
4. Issuing 2. Receiving
3. Storing
Figure 3.1: The purchase cycle

As illustrated in Figure 3.1 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
At each stage controls are required for:
Quality
Hygiene
Cost
Figure 3.2 illustrates a breakdown of the purchase process detailing the different departments involved,
the process-flow and documentation required.
Reconciliation
Reconciliation
Billing
Serving Accounts
Department
Preparation Delivery Note

Receiver
Issuing
Kitchen
Department Restaurant Purchasing Suppliers
Stores
Par Levels Department
Bar
Departmental Purchase Requisition

Requisition
Figure 3.2: The purchasing process
64
3: PURCHASING FOOD AND BEVERAGE
1.1 Departmental objectives

To meet financial targets
To maintain quality
To meet buyers' requirements
To meet consumers' requirements
Or
‘To obtain the required quantity of product with the highest quality, based upon the property's
specifications, for the best price’.
1.2 Factors that impact purchasing
Business
levels
Geographic
Organisation
location of
size and type
operation
The
Availability of
organisations
storage space
budget
Standard of Time of year

operations (seasonality)
Figure 3.3: Purchasing considerations
1.3 Departmental personnel
Source: http://www.jsd.co.uk
The Purchasing department is a cost centre and, in most cases, managed and supervised by the
Accounts department. Staff that work in this department and their responsibilities are given in the
following table.
65
Responsibilities
Purchaser Liaising with departments

Researching suppliers
Finding suppliers
Negotiating prices
Obtaining quotations
Researching market prices
Receiver Receiving goods

Checking goods
Dealing with delivery personnel
Signing for deliveries
Store man Data entry of new stocks

Maintaining of quality of stocks
Issuing of stocks to departments
Updating stock records
Liaising with purchasing, receiving and department personnel
Maintaining the hygiene of stocks
Assisting with stock-takes and inventories
Cost controller Observing stock transactions

Conducting impromptu stock-takes
Checking stock documentation
Identifying weakness in stock control
Making recommendations for improved stock control
Assisting with stock-takes
Inventories – the periodic counting of goods to check quantities.
1.4 Sample job description: Food and Beverage Manager
Position: Food and Beverage Purchasing Manager Date: DATE COMPILED
Department: Stores
Food and Beverage Director, Executive Chef and

Reports to:
Financial Director
This job description sets out the current duties of the job role that may vary from time-to-time without
changing the general character of the job role or the level of responsibility entailed.
JOB SUMMARY
To effectively support the Food and Beverage Director and Executive Chef in managing procedures for
security, safety and storage of all food and beverage items. Assisting in the maintenance of the food and
beverage Fidelio and Micros systems to support the Financial Controller in producing daily and monthly
food and beverage cost of sales.
SCOPE / BUSINESS CONTEXT
A full-time position based at the (location).
66
CANDIDATE PROFILE
Experience
Previous experience working within a similar environment preferred.
Skills and knowledge
Strong communication skills (verbal, listening, writing)

Innovative
Proactive and reliable
Able to work alone and within a team
Education or certification
Good level of English essential
SPECIFIC DUTIES
The following are specific responsibilities and contributions critical to the successful performance of the
position:
To supervise in all aspects the purchasing of food and beverage to ensure quality and profitability
throughout all food and beverage outlets.
To support the Director of Food and Beverage and the Executive Chef to order all food and beverage
based on business levels.
To assist in accurate administration of all delivery notes, requisitions and invoices, ensuring compliance
to all correct bookkeeping procedures in accordance with hotel and company standards.
Manage the receiving and inspecting of all food and beverage deliveries. Ensure correct records are
maintained, ie temperature readings.
Maintain inventory controls and proper levels, dating and rotation of all food and beverage items that are
received.
To ensure high standards of work performance, conduct and appearance of himself and his department
are met at all times.
To aid department managers in the process of requisitioning and controlling of all food and beverage par
stock levels. Also controlling inter-departmental transfers.
To support the Financial Controller in monthly product line checks through the Micros reporting system
against sales figures, plus any other internal audits and stock checks.
To be responsible for the safe keeping of all keys relating to purchasing and stores.
To maintain the highest level of cleanliness, health and safety and security within the delivery area,
storage area and kitchen.
To forecast weekly food and beverage cost figures in conjunction with other departments and hotel
occupancy.
To 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.
Meet with suppliers, current and prospective to ensure best quality and price for all products and assist in
the purchase of products for promotions.
67
To be aware of future business levels when placing orders to ensure availability of all products.
To ensure that month end consumption costs of staff meals, VIPs gifts etc are available for the Director
of Food and Beverage, Chef and Financial Controller and that reports are produced upon request.
Signature: ………..…………………………………………. Date: ……………………………………
Name: …………………………………………………………...
Source: Marriott
2 Purchasing
2.1 Purchasing responsibilities
Most hotels have a staff member responsible for purchasing stock items, whose responsibilities normally
include:
Liaising with suppliers

Liaising with department managers
Gaining approval
Obtaining quotes for more expensive items
Sending orders
Maintaining records
Market surveys on food prices
However, this is not always the case as a large chain usually has centralised purchasing and in smaller
establishments the owner will take responsibility themself.
2.2 Capital purchases

When purchasing assets a more extensive sourcing process is required due to the item being of greater
cost and value, as illustrated in Figure 3.4, below.
4. Purchaser
selects best
5. Delivery of supplier offer
refrigerator and creates
purchase
order Supplier 1
2. Provides 3. Purchasing
model, brand and employee
1. Chef needs a specification to sources Supplier 2
new refrigerator purchasing quotations from
department suppliers
Supplier 3
Figure 3.4: Capital purchases
68
For the purchase of large capital items consider the following.
1. What other factors should the chef consider when selecting a refrigerator?
2. Why are three or more suppliers used?
3. How does this process compare with the purchasing of fresh, perishable stocks.
4. Carry out research to determine what is meant by the capital budget.
2.3 Quality control
2.3.1 Specifications
The first step in achieving control in the purchasing of food and beverages is to create a product
specification. The specification should:
Set out clearly the standard required for each product

Ensure managers set out exact requirements in advance
Provide consistency of products
Guide the supplier
Minimise discrepancies on delivery
Be used when bidding for contracts
Act as a checking tool on delivery
The food specification for ‘carrots’ details:
A photo of how the carrot should look when delivered
Desired brand or grade
Product size
State (natural/peeled/chopped)
Product weight
Colour
Packaging (natural/tin)
Unit price
Beef Tournedos
Beef breed: Aberdeen Angus
Cut: Fillet (centre cut)
Weight: 160g
Texture: Firm
Marbling: light-medium
Lamb shoulder
Country of origin: England
Cut from the fore quarter
Weight: 1.5 kg
Extras: Cut at the elbow joint
Salmon side
Weight: 1.6-2kg
Origin: Farmed Scottish
Extras: Firm flesh
Pin boned
Skin on unless specified
69
Turned carrots
Variety: Whichever is least woody at season
Size: 10g unless stated otherwise
Extras: Should have six sides and even
Figure 3.5: Typical purchase specifications
2.4 Selecting suppliers

Getting the right supplier is key to receiving good quality, competitive products. When selecting suppliers
the following questions should be considered:
Are they reputable?

Are they certificated?
Can they supply the products that I want at the right quality?
Are their prices competitive?
Will they be consistent?
Which other companies do they serve?
Can they deal with the volume that I want?
What are their credit terms, do their payment terms meet the criteria of our accounts
department?
Will they add value to my product overall?
You are a vegetable food supplier and in the process of creating a contract between your company and a
large hotel. List the main headings to be considered for inclusion in the contract.
2.5 Financial control
2.5.1 Market quotation sheet

Purchasers periodically check market prices to ensure that suppliers are quoting competitively to give the
best deal, as illustrated below.
Supplier 3 My Supplier Supplier 2
£ 3.05 kg £3.00 kg £ 2.75 kg
2.6 Changes in product cost +/-

Changes in cost can occur due to:
Seasonal availability
Variations in the external environment
Quantities ordered (see Figure 3.6)
70
3 PURCHASING FOOD AND
3: D BEVERAGE
Fig
igure 3.6: Bulkk discounting
1.
Identify wh
hat stock
is needed to meet
business de
emands
2.
Check stock available
3
3. and ordeer the
O
Order Goods differencce.
Complette Purchase
Order
Fig
gure 3.7: Purcchasing steps
STEP 1 Assess wha

at needs to be ordered base
ed on demand and stock on hand.
Identify what stock is req
quired to meett the businesss levels. Before
e ordering any y goods it is
hat you only order what yo
important th ou require. This can be done e by checking the current
‘stock on ha
and’ with whatt is required. Demand
D changes throughou ut the week and year
depending on
o custom. Mo ost organisatioons reate a paar stock leve el for each item
m.
A Par Stockk is the maximmum level of stock

s required in the operatiion to meet th
he demands off the
business. Pa
ar stock levels are based on past history, maximum bussiness requirements, perishaability of
item and delivery schedulee.
2.6.1 Example of
o par stock
k level
Consumption
P stock lev
Par vel Stock on hand before de
elivery Order
Apples 5 Boxes 2 Boxes 0.5 Bo

ox 3.5
3 Boxes
Frozen pizzzas 30 15 5 20
71
What are the implications for under- and over-ordering items, both for the operation and the customers?
There are several implications for under- and over-ordering items.

Under-ordering
Unable to meet customers’ requests
Customer dissatisfaction
Poor image
Poor planning, bad reflection on management
Over-ordering
Potential for spoilage
STEP 2 Complete ‘Purchase Order’

After identifying what stock is required the Purchasing department completes a purchase
order for the goods. The order includes:
Buyer's details and employee's name

Vendor's details
Date of order
Products required
Product specification serial numbers
Quantities required
Date required
Individual costs per unit
Total cost of order
Purchase order serial number
Any specific delivery instructions
The order is then faxed or e-mailed to the contracted supplier. It is not good practice to
order goods verbally over the telephone as there is no record and mis-communication is
more likely to occur.
Note. Perishable supplies are ordered more frequently to maintain freshness and quality. Some chefs
personally visit markets and purchase the produce directly themselves.
3 Receiving
The ‘receiving’ process is very important as it acts as the check for all goods being delivered into the
organisation.
3.1 Equipment
In order to carry out all the necessary tasks for receipt of a delivery the receiver requires the following
equipment to be available on the ‘receiving area’ or ‘loading bay’:
Scales
Trolleys
Thermometer and thermopin
Sink
Calculator
Scissors and box cutters
72
Thermopins are used to check temperatures of food.
Source: http://www.etiltd.co.uk
Figure 3.8: Food thermopin
Operators normally have pre-allocated delivery times for each supplier. If too many suppliers deliver at
the same time the receiver is unable to check the orders thoroughly due to time constraints and pressure
from waiting suppliers. An example of a typical weekly delivery schedule is shown below.
Monday Tuesday Wednesday Thursday Friday
1-10 Vegetables Fish Vegetables Fish Vegetables
11-12 Red Meat Poultry Red Meat Poultry Red Meat
2-3 Dried Goods Dairy Frozen Fruit Dairy
3-4 Wine Beer Spirits Paper Supplies Soft Drinks
3.2 Product checks on receipt of delivery

On receipt of a delivery the receiver carries out the following checks.
The delivery note matches the purchase order

The products match any food specifications
Checks the weight of items against delivery note
Counts items purchased by unit against delivery note
Checks prices against purchase order
Checks expiry dates of items
Checks temperatures of meats and fresh foods
Checks for any breakages or damaged items
Opens any boxes or containers to check inside
3.3 Delivery temperatures

Most refrigerated items should be received at 41ºF or below.
Dry goods are received at room temperature, packaged intact and in good condition.
Frozen products should, of course, be received frozen.
Signature of the receiving clerk who confirms accuracy of the order.
Company stamp.
Note. It is also good practice for the receiver to randomly check the temperature of the delivery
vehicles.
73
Important. Receivers need time to conduct proper spot checks on all goods before acceptance. On
receipt the organisation is confirming that the items are in good order. It is very difficult for an operator
to return goods after they have been signed for.
You ordered a 3lb frozen salmon. After defrosting the fish only weighs 2.5lbs. The supplier has charged
per lb of fish. Should you only pay the supplier for a lesser weight fish?
3.4 Meat checks

Check for excess blood seepage
Ensure no cross-contamination has occurred and all meats are separated
Pork products should be wrapped in dry paper
Frozen meats should be unthawed
Poultry should have no strong smell
Chicken meat should be golden yellow, not white
3.5 Beverages
Beverage checks include examination:
For any breakages

That the vintages are correct
That seals are not broken
That the label is in good condition
3.6 Health and safety tips: receiving area

Lift correctly and avoid lifting heavy items
Wash hands frequently
Keep area clear of debris and rubbish
Sweep and mop regularly
Source: http://myhealth.ucsd.edu
Figure 3.9: Safe lifting technique
What specific quality checks should receivers perform when receiving the following foods?
Fresh fish
Seafood
Fruits
Poultry
74
4 Storage
After goods are checked-in, stock is transferred into the correct storage facilities and records updated.
Different types of goods have varying storage temperature requirements, as given below.
Most establishments have a computerised system whereby all new products received are entered into the
computer so that accurate stock levels are held.
Store Temperature °C
Dry Room temperature
Refrigerated 0°C to 5°C
Frozen -18°C to -24°C
The table below shows different ingredients. In which type of storage would you place each of the foods;
frozen, refrigerated or dry?
Fresh lobster Apples Cigarettes Bottled ketchup
Dried pasta Curry powder Flour Frozen vegetables
Fresh chicken Fresh pasta Ice cream Canned beer
What problems could arise if foods are stored incorrectly?
Give five examples.
4.1 Perishability
Storage requirements are based on each type of food item's perishability.
Perishability basically means the product's shelf life. For example, dried foods have a long shelf life
whereby fresh seafood would have a short one.
Figure 3.10 shows the method of categorising food and beverage stocks into cost and shelf life.
Those food and beverage stocks that have a high cost and short shelf life require greater attention from
management.
75
Figure 3.10: Categorisation of stock perishability and cost
Insert the following stock items where you believe most appropriate in Figure 3.10.
Ice cream Cigars Olive oil Celery
Bread Fish sauce Ground pepper Tinned tomato soup
Bananas Chocolate cake Sprite Beer
4.2 Storeroom health tips and good practice

The following procedures and processes should be maintained as best practice.
A daily, weekly and monthly cleaning schedule

Ensure all heavy goods are lifted correctly
Avoid storing items too high
Clean any spills as they occur
Do not store anything on the floor that may cause an obstruction
Cover dustbins to prevent infestation
Enforce a pest control schedule
Store goods in clear well-ventilated containers
All products should have a label and an expiry date
All fresh meats stored on lower shelves
Refrigerate perishable ingredients promptly
Ensure labels are clear and visible
76
3: D BEVERAGE
Foods past their se

ell-by date sho
ould be record ded and discarrded
Keep
p food covered d
Ensure stores are maintained
m at the correct te
emperatures
Record and log stoore temperaturres
Remoove all cardboard boxes
5 Issuing
g
The volume of goods in sttorage can be worth a large e amount of money.
m It is the
erefore essenttial to have
good controls to reduce any possible fin
nancial loss.
5.1 Secure storage

s
For control of
o goods they should be kep
pt in a lockable store permittting access to
o only authorissed
personnel.
5.2 Internall requisitiions

When deparrtments requirre stock they complete
c an in
nternal requisition.
Maain
Kitcchen
Room
Bar
Service
Sto
ores
Confference
a
and Mini Bar
Banq
queting
Figure 3.11: Departmentss with main sto

ock demands
5.3 Issuing rationale

e
Departmentss request stoccks to:
Havee the appropria

ate goods to run
r their departments
Preve
ent running ouut of items
Mainttain departme
ental par stockk levels
Stock are requested by co

ompleting an internal departtment requisittion form as illlustrated in Fig
gure 3.12,
below.
The purpose
e of the requissition form is to:
t
Havee a paper trail in stock moveements

Force
e departmentss to plan stockk requests
Accurrately allocate
e cost expenditture and usagge per departm
ment
Docuument individu ual request andd supply
Use as
a a back-up when
w discrepa
ancies in stock
k occur
77
Act as a back-up when computer errors occur

Detail consumption of stock items
Be an internal accounting document between stores and the departments
Department Kitchen 1998753 Triplicate
Employee requisitioning ………………………. Date …………………
Quantity required Item Received
3 lbs Carrot 3 lbs
5 Red onions 5
3 Tins of tomato paste 3
1 Bottle of tabasco sauce 1
Signature of Receiver ……………………………
Signature of Issuer ……………………………….
Figure 3.12: An internal requisition form
Triplicate – means that there are three copies.
5.4 Steps in requisitioning

1. Department employee identifies what stock is required.
2. Department employee completes a requisition form detailing date, department, stock and units
required.
3. The requisition form is submitted to stores.
4. Store person gathers stock items in readiness for collection.
5. If items are not available, unit adjustments have to be made or substitutes are provided.
6. Department employee collects stock, and checks that all items and quantities are fulfilled.
7. Both parties sign to confirm the goods issued.
8. In most cases – one copy of the requisition form goes to the department, one copy to stores, one
copy to the accounts department.
9. Store person updates stock records.
10. Department employee replenishes departmental stock levels.
78
The chef has identified that the stock recently issued by the stores is of poor quality. Who is
accountable and responsible for this and what is the solution?
5.5 Issuing times

In busy organisations specific times are allocated to different departments for collection of orders so that
mistakes do not occur.
8.00 – 9.00 am Kitchen Kitchen Kitchen Kitchen Kitchen
9.00 – 10.00 am Rest and Bar Rest and Bar Rest and Bar Rest and Bar Rest and Bar
11.00 – 12.00 am Banqueting Banqueting Banqueting Banqueting Banqueting
Note. Any requests outside of stores opening and closing times are processed through the duty or senior
manager on duty.
5.6 Stock rotation

Stock is rotated and issued on a 'FIFO' (first in, first out) system. Basically FIFO means using the oldest
stock first, which reduces wastage.
5.7 Stock movement

Bin cards – a manual system whereby a small card is allocated to each stock item. As stock is added, it
is recorded on the card. As stock is used, the date, amount of stock, and where the stock went is
recorded on the card. This system can run on its own (suitable for smaller operations) or simultaneously
alongside a computerised system as a back-up.
5.8 Reports
Slow item report This report monitors stock items that are not being requested by departments.
If stock has been ordered it should be consumed. This information is passed to
departments to be used in menu planning.
Expiry item report This report informs departments of stock that is soon to expire. Items past
their sell-by dates cannot be used, therefore it is important to manage stocks
and ensure consumption or usage takes place before expiration. Failure to do
so will result in a financial loss.
79
6 Control
6.1 Inventory
6.1.1 Stock-take inventory

Stocks need to be counted on a monthly basis, and is usually carried out on the last day of the month by
personnel from the Stores and Accounting departments.
6.1.2 Why stock-take?

To have an accurate up-to-date count of each stock item
To check the stock corresponds with consumption
To identify any discrepancies in stock quantities
To balance actual stock against in and out transfers
Item Code Unit cost Stock on Additions Stock on 31 Consumption Consumption

31 May this month June 2009 in units in cost
2009
Sprite 2113 3 pence 220 300 238 282 84.60
Tonic 2114 3 pence 310 245 105 450 135.00
Tango 2115 3 pence 97 200 45 252 75.60
Soda 2116 5 pence 38 194 213 19 9.50
Coke 2117 7 pence 173 55 75 153 107.00
Diet Coke 2118 7 pence 221 300 123 398 279.00
Figure 3.13: Sample stock-take form for soft drinks
80
3: D BEVERAGE
SUMMARY
Purchasin
ng
Structure Purchasin
ng Rece
eiving Storing Issuingg Co
ontrol
Goals and
Responsibilitties Equipment Temperatures Rational Stock takes
obejctives
Capital
Personnel Deliverry checks Perishability Requisitio
ons
purchasess
Heallth and Health and

Specifications Stock rotatiions
Saafety Safety
Selecting
Reportss
suppliers
Financial control
The purchasing
steps
81
SELF-TEST QUESTIONS
1 List the four steps of the ‘Purchase Cycle’.
2 Which employee is responsible for liaising with suppliers?
3 True or False: the ‘Food Specification’ is used to achieve consistency in purchasing products.
4 What is the meaning of ‘par stock’?
5 Who receives the ‘Purchase Order’?
6 What is a ‘Thermopin' used for?
7 The Delivery Note is matched against which document?
8 Which type of store should spices be kept in?
9 True or False: if an ingredient is high in perishability, it has a long shelf life?
10 How frequently should stock-takes be carried out?
82
SELF-TEST ANSWERS
1 Purchasing, receiving, storing and issuing.
2 The purchaser.
3 True.
4 The minimum and maximum level of stock required for each item to meet the business demands.
5 The supplier.
6 Testing the internal temperatures of meats, fish and poultry.
7 The Purchase Order.
8 The dry store.
9 False, it has a short shelf life.
10 Once a month, usually at the end of each month.
1 What other factors should the chef consider when selecting a refrigerator?
Size
Budget available
Warrantee and guarantee
Durability
Energy efficiency
Discount
Spare parts
Call-out service
Brand
Why are three or more suppliers used?
To ensure the best product is purchased for the best price and service deal
How does this process compare with the purchasing of fresh, perishable stocks
Perishable stocks are purchased on a daily basis but capital items are a one of purchase.
Carry out research to determine what is meant by the term ‘capital budget’?
A Capital Budget is a yearly plan for the purchase of all major items, normally of £500.00 or more. These
items would require approval and would be purchased throughout the year.
83
2 May include:
Length of contract
Exclusivity
Trial period
Payment terms
Penalties
Prices
Order and delivery procedures
Packaging
Cancellations
Dry Storage Refrigerator Freezer
Dried pasta Fresh lobster Ice cream
Curry powder Fresh chicken Frozen vegetables
Cigarettes Apples
Flour Fresh pasta
Bottled ketchup
Canned beer
84
CHAPTER 4
FOOD SERVICE DELIVERY
Chapter objectives
Justify the importance of service to food and beverage organisations
Explain the methods adopted by food and beverage organisations to consistently meet customers' needs and
wants
Discuss the key personnel and their responsibilities in food and beverage service
Compare and contrast the different food and beverage service methods
Topic list
Introduction to service
Service methods and descriptions
The service encounter
Service
Post-service
85
1 Introduction to service
Within food and beverage we provide services to many different types of customer. These customers
have varying needs and expectations which the provider has to attempt to meet. Giving a high standard
of service creates many advantages for the customers, the individual staff members and the organisation
as a whole. The following table lists the benefits of good service.
The customers The organisation The employees
A good experience Less discounts Employee retention

Satisfaction Happy customers Less turnover
Customer loyalty Good reputation Recognition
Positive word of mouth Positive image Praise and gratuities
Brand growth Opportunities to develop
Awards Positive morale
Good reviews Good work environment and
Develop market share atmosphere
Unique selling point (USPs)

Achieve financial targets
Cost reduction
Overall growth
What are the disadvantages of providing poor service for the:
1. Customers 2. Employees 3. Organisation
1.1 The service gap

Figure 4.1 illustrates the service gap model, showing that customer satisfaction can be achieved through
consistently meeting the customer's specific needs, wants and expectations.
Figure 4.1: The service gap
86
4: F
FOOD SERVIC
CE DELIVERY
Discuss som me of the spec
cific food and beverage exp
pectations for the following types of custo
omers when
visiting a hotel.
Busin
ness executive
es
Families
The elderly
e
Sportts teams
Celeb
brities
Disab
bled customers
1.2 Strategies to achieving go

ood servic
ce
Go
ood
superrvision
Internal
S
Standards
systemss
Regular
Strattegies Training
audits
Meetingg
Inccentives & customeer
rewards needs an
nd
wants
Go
ood
employees
Figure
F 4.2: Fac
actors necessar
ary to achieve good
g service
87
1.3 Service personnel

Employees play a major part in the service experience. The level of service that customers receive will
ultimately depend on a server's technical skills, personality, experience and the team within which they
work.
Qualities of a good food and beverage server are:
Good product knowledge

Punctuality
Excellent presentation
Friendly and outgoing personality
Positive attitude to customers
Ability to work in a team
Good memory
Customer-oriented
Honesty
Professional conduct
Sales-oriented
Well organised
1.4 Presentation and personal hygiene

One of the most important factors of food and beverage service is the overall good presentation and high
standards of hygiene of the service staff.
1.5 Service staff: presentation tips

Service staff must project a positive image to the customer at all times and in doing so be aware of the
following points.
Be clean and use deodorants (but not strong smelling ones)
Aftershaves and perfumes should not be overpowering
Hands must be clean at all times with well trimmed nails
Men should be clean shaven or with a well trimmed moustache or beard
Women should only wear light make up. If nail varnish is worn it should be clear
Large earrings should not be worn
Uniform should be clean, starched and well pressed at all times
Breath should be fresh smelling
Hair should be clean and well groomed. Long hair should be tied back and neat
Shoes should be comfortable, safe and well polished
Any cuts and burns should be covered with a waterproof dressing
Any colds or other possible infections should be reported to the supervisor promptly
Hands should be washed with hot water and antibacterial soap immediately after visiting the
toilet, smoking, dealing with refuse or eating
Staff should avoid touching their face and hair while on duty
Jewellery should be kept to a minimum

Adapted from Lillicrap & Cousins (2006)
88
4: F
FOOD SERVIC
CE DELIVERY
1.6 Structurres
The structurre and organissation of servicce personnel vary
v in each organisation.
o F
Factors that afffect the
organisation
nal structure in
nclude:
Labour budget
Size of
o operation
Qualiity of operatioon
Service methods used
Type of cuisine offfered
Type of customerss
Menuu type
Technology availab ble
ability of skille
Availa ed labour
1.7 Tradition
nal servic
ce organis
sation
A traditional, formal servicce structure within
w a restaurant is dependdent on discipline and tradittion, with all
employees having
h particular roles and responsibilities
r s. Its top-down approach acchieves high standards
s
and custome er satisfaction. Individuals are
a trained fro om the bottomm-up learning tthe skills of their
supervisor before
b progresssing. This type of structure is normally foound in a fine dining type off food and
beverage op peration, and is illustrated in
n Figure 4.3.
Restauraant Manager
Headwaiter
(Assistant Restaurant
Maanager)
Station Headwaiter Station Headwaiter

Sommelier
(Section supervisor)
s (Section supervisor)
Chef de
d Rang Chef de Rang
(Station
n Waiter) (Statio
on Waiter)
Demi Cheef de Rang Demi Chhef de Rang

(Assistant to (Assiistant to
Station Waiter) Station Waiter)
Commiss de Rang Commis de Rang

(Trainee) (Trrainee)
Fig
igure: 4.3: Traaditional fine d
dining restaura
ant structure
What are the
e advantages and disadvantages of this type
t of organisational structture for custom
mers,
employees and
a for profits?
89
FOOD AND BEVERAGE
E OPERATIONS
Figure 4.4 outlines an org

ganisation charrt for a typicall small casual restaurant.
Restaurantt Manager
Assisttant
Restaurantt Manager
Supervisorss/Captains
Waite
er/ess
Host/ess Cashiiers Barr
Sommmelier
Bus Pe
ersons
Figure
e 4.4: Organisaation chart forr a small casua
al restaurant
The following is a typical job
j description
n for a restaurrant manager..
Job Descrip
ption Restaurant Manager
Reporting to
t Food and Bevverage Manag
ger
Subordinattes All restaurantt employees
Key aim To maximise sales, minimise costs and maintain

m stand
dards while en
nsuring
that all custo
omers leave sa
atisfied.
Tasks
1. To
o supervise alll restaurant em
mployees to ensure
e all standards are bein
ng constantly
m
maintained.
2. To
o plan and con
nduct regular training sessio
ons with resta
aurant employe
ees as and wh
hen
re
equired.
3. To
o plan, co-ordinate and delivver food and beverage
b prom
motions to stim
mulate busine
ess.
4. To
o complete hu
uman resource
e functions inccluding recruitm ewing, appraising and
ment, intervie
disciplining emp
ployees as neccessary.
5. Manage and org de budgeting, payroll,

ganise the neccessary departmental paperrwork to includ
ales analysis, monthly
sa m reporrts and log boo
ok.
6. To
o liaise and co
ommunicate efffectively with other departm
ments as and when required
d.
7. To
o minimise cossts within the department.
8. To
o strive for 100% customer satisfaction.
90
4: FOOD SERVICE DELIVERY
9. To attend hotel meetings.
10. To carry out pre- and post-service briefings with restaurant team.
11. To monitor and stay ahead of the competition.
12. To deal with any customer complaints effectively and promptly.
13. To maintain and promote a positive healthy team environment.
14. To strive for quality through systems, processes and standards.
15. To communicate and report to manager departmental information.
16. To communicate to restaurant team any instructions by management.
17. To build and maintain positive relations with all stakeholders.
The key responsibilities for each of the different types of service staff are detailed in the following table.
Position Responsibilities
Restaurant or Checking mise en place and preparation.

Catering Supervisor Checking lay out of service area or restaurant.
Checking reservations and bookings.
Assigning table sections to service staff before shift.
Welcoming and looking after customers during their visit.
Assisting the team where necessary during service.
Communicating with kitchen and other support departments.
Checking customer satisfaction during service.
Maintaining a safe, comfortable and pleasant atmosphere for
customers and employees.
Dealing with any problems or emergencies promptly and efficiently.
Performing any duty paperwork such as POS reports, log book.
Guiding and motivating employees.
Maintaining service standards.
Maximising sales.
Host/ess Answering the telephone and dealing with enquiries.

Taking reservations.
Welcoming and escorting customers to tables on arrival.
Managing arrivals and staggering service.
Providing general information.
On arrival collecting and safeguarding customers' belongings such as
jackets, hats and umbrellas.
Checking satisfaction throughout the meal.
Informing customers of any forthcoming promotions.
Collecting customer feedback.
Cashiering as required.
Assisting service personnel if required.
Returning customers' belongings on departure.
Thanking customers and bidding farewell.
Collecting and updating customer information records.
91
Waiter/ess General cleaning of service area.

Completing mise en place.
Taking customers' orders.
Informing customers about food and beverage products.
Up-selling.
Collecting and serving food and beverages.
Removing empty covers and maintaining customer tables.
Checking satisfaction throughout meal.
Using point of sale to order food and beverage.
Communicating with bar, kitchen and stewarding.
Working in a team.
Reporting any faults.
Reporting any customer concerns.
Sommelier (wine Creating wine lists.

waiter) Recommending wine and beverages.
Serving wine and beverages.
Maintenance of wine stocks.
Bus Person Mise en place duties.

Run orders to the kitchen.
Taking food from kitchen to service area.
Taking serviceware from service area to dish-wash.
Refilling service areas during service with clean crockery, cutlery and
mise en place.
Taking laundry to the linen room.
Cleaning the still room.
Crockery – chinaware (plates, bowls and cups).

Cutlery – knives, forks, spoons.
2 Service methods and descriptions

Service methods vary from operation to operation. Some businesses use a variety of methods within
their organisation and even within the same food and beverage outlet.
The type of food and beverage method adopted can depend on several factors which include the:
Size of the 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
92
They also differ in relation to the required:
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
Different service types
Table service The customer is served at a laid table. This type of service, which
includes plated service and silver service, is found in many types of
restaurants, cafes and in banqueting.
Self-service The customer is required to help themselves from a buffet or counter.

This type of service can be found in cafeterias and canteens.
Assisted service The customer is served part of the meal at the table and is required to
obtain part through self-service from some form of display or buffet.
This type of service is found in 'carvery' type operations and is often used
for meals such as breakfast in hotels. It may also be used for functions.
Single point service The customer orders, pays and receives the food and beverages, for
instance at a counter, at a bar in licensed premises, in a fast food
operation or at a vending machine.
Specialised service The food and drink is taken to where the customer is. This includes tray
service in hospitals and aircraft, trolley service, home delivery, lounge
and room service.
Lillicrap and Cousins (2006)
Evaluation of different service methods
Method Description Opportunities Challenges

Plate Food is prepared in kitchen Presentation Need high quantity and
service and placed on individual Quality highly skilled chefs
plates. Food is delivered by Portion control Customers sometimes
service staff to customers. have to wait for food
Uses: delivery
Hotel & Independent
Restaurants
Buffet Food is prepared in Can serve large Queuing
service advance in kitchen. Large quantities of people 'All you can eat' image
quantities of food then Customers have choice Food presentation can
placed in containers and Customers are part of be affected
served from a table in the the process Food can run out
restaurant. Customers Fewer staff required Food quality can be
either help themselves or Service staff require less affected due to
are assisted by either chefs skills temperature and mixing
or service staff. of service cutlery
Few customer
Uses: Conference & complaints due to their Foreign bodies in food
Banqueting decision-making
93
Family Food is prepared in kitchen Less demands on Food temperatures can

(English and placed in bowls or on kitchen change
service) dishes in the kitchen. Visual for customers Food distribution can be
service Server then transports to Customers are in control inconsistent
restaurant and it is placed of quantity and
in the centre of tables. selection
Customers then help Does not demand high
themselves by serving the skilled service staff
food from the bowls onto Highly convenient for
their empty plates. customers
Uses: Chinese & Middle
Eastern cultures
Silver Food is prepared and Highly personalised Require very highly
(Russian cooked in kitchen. Food is service skilled service staff
service) placed on hot silver platters Reduces pressure on High labour cost
service or containers. Server kitchen Kitchen loses control in
collects platter using a relation to plate
waiter's cloth and goes to presentation
restaurant. Using a large For customers service
spoon and fork server can be slow,
transfers food from the interruptive and
silver platter onto the sometimes dangerous
customer's plate. Old fashioned
Uses: Some fine dining and
Conference and
Banqueting.
Gueridon Food is prepped in kitchen Highly personalised High labour cost
or flambé but not cooked. Server puts service Not suitable with large
service food on a portable trolley Visual and aromatic numbers
and transfers into front of Waiter becomes the
house area. The trolley is chef and artist
placed next to the Entertainment for the
customer's table and the customer
waiter prepares or cooks Customer feels more
the food in front of the involved in the process
customer. The server then
puts the food onto a plate
and it is placed in front of
the customer.
Uses: Fine dining
restaurants
94
2.3 A guideline for staffing ratios for different service method
Service method Ratio
Gueridon 1 waiter: 10 guests
Silver service 1 waiter: 20 guests
Plated service 1 waiter: 30 guests
Family service 1 waiter: 40 guests
Buffet service 1 waiter: 50+ guests
Evaluation of different service methods

Tray Food is prepared in kitchen Convenient for customer Food temperature
service and placed on either plates or as has complete meal can change during
containers and put on trays. transport
All eating utensils and
accompaniments are also
placed on tray. Food is
transported to customers for
consumption.
Uses: Room service or airline
catering
Cafeteria Guests move along a counter Customers do the work Customers have to
service and make their selection. Promotes other food and queue
Some foods are plated, some beverage items
prepared to order. Collect food
on a tray and pay at cashier.
Uses: Sea catering and work
cafeterias
Drive-thru Used most in fast food chains Highly convenient for Food quality can
such as McDonalds. While in customers as do not deteriorate
the car customers order have to leave their car
through a tannoy system. The Customer occupies no
food is then prepared and table space leaving more
customer collects and pays for room for other customers
food a few minutes later from
a window. Customer then
drives off with food.
95

Vending Customers input money or Available 24 hours Machine can
card to vending machine. High control as pre- malfunction
Customer make request and payment is required Impersonal
collect food from dispatched before purchase Limited choice
area. Depending on type of Management data Electricity
machine customer either available on consumption Ongoing
consume immediately or need preferences maintenance
to heat up in microwave. No staff required Vandalism
Uses: Employee cafeteria, Low cost
budget hotels, non-commercial Less wastage
catering establishments.
Cocktail Hot and cold food snacks are Can cater to large Difficult for
placed on large platters in numbers employees to move
kitchen. Waiters collect platters around between
and walk around offering customers at times
customers. This method is
used mostly where customers
are standing and no seating is
available.
Uses: Conference and Banquet
events, pre-dinner events.
Home Food is ordered through home Extends business Transport can be
delivery telephone to food service Frees-up seat capacity unpredictable and
organisation. Operator takes delays in delivery
food order and passes order to due to traffic
kitchen. On completion, Food temperature
kitchen packs food and food is and presentation
delivered to customer at can deteriorate
destination or home on during transport
transport. Can deter people
Uses: Fast food chain and from visiting the
ethnic restaurants. food and beverage
facility directly
Take-away Customer visits or telephones Extends business Litter
food and beverage operation Frees up seat capacity
and selects food over an order Brand extension through
counter. Food is prepared and packaging
packed. Customer pays for Sometimes cheaper for
food and takes away food in a customers
take-away container or bag.
Use: Fast food chain and
ethnic restaurants.
In response to the high costs incurred, some hotels are now removing in-room mini bars and replacing
this service with large vending machines on each corridor. This way, the hotel is still able to offer
customers a food and beverage snack service while maintaining control and minimising costs and loss.
96
4: F
FOOD SERVIC
CE DELIVERY
Select two of
o the previoussly discussed service
s methods and draw a flow chart fo
or each. What are the
steps involve
ed from the cuustomer orderring the food to
t consumptio
on? List the pe
ersonnel involv
ved at each
stage. Comp pare and contrrast the two methods.
m
3 The serrvice enc

counter
In this sectio
on we will take
e a more in-de
epth look at th
he service enccounter.
1. 2. 3.
P Service
Pre Service Po
ost Service
3.1 Preparattion for service (prre-service

e)
Before any service
s me basic taskss that have to be carried outt commonly kn
period there are som nown as
mise en placce.
3.1.1 Mise en place

Mise en placce is the prepa
aration in readdiness for the start of servicce. Different tyypes and quan
ntities of
mise en placce will be requ
uired for differrent types of fo
ood service op peration. Exammples of mise en place for
a formal resttaurant are given below.
Polishing cutlery and

a crockery Preparing ice bucketss and stands
Polishing glasses Filling water
w jugs
Settting table cove
ers Lining trays
t
Prep
paring the side
eboard or stattion General cleaning of ffurniture
Prep
paring and cuttting butters Vacuum
ming
Prep
paring accomp
paniments
Cover – the
e term given to
o a table setting.
Sideboard or Station – the piece of furniture
f in a restaurant
r tha
at is used to sttock cutlery, crockery,
c
accompanimments and otheer items for se
ervice.
3.1.2 Cleaning
Cleaning and
d hygiene with
hin the food se
ervice area is of utmost imp
portance for customers and employees.
To achieve a good standa
ard of cleaning
g clear standarrds and schedules need to bbe implementeed and
monitored. The
T following table gives exxamples of daiily, weekly and
d monthly cleaaning tasks.
Daily We
eekly Monthly
Polish ice
e buckets Clean sideboa
ard throughou
ut Movve sideboards
Clean service trays Clean window
ws and polish Movve sofas and vacuum
v
uffet
Clean bu shelves De-sscale coffee urns
Vacuum after each serrvice Clean menuss
hairs down
Brush ch Polish fixtures
Wipe chair an
nd tables
Polish lamps and lights
97
For each cleaning task, a standard needs to be created to maintain quality and achieve consistency,
together with a weekly cleaning roster, so staff are fully aware of their responsibilities.
The following table gives an example standard for cleaning a table.
Standard How to clean a table
Steps Method Health and safety tips
1. Remove all objects Place objects in a safe place away

on small table from where people can trip.
2. Dust the table Dust with a clean, slightly damp cloth Do not use a chemical cleaner,
followed by a dry cloth. Dust natural glass cleaner, brass polish or
finished wood surfaces with only a dry cleaner, or furniture polish unless
cloth unless otherwise instructed. told to do so.
If you use a chemical or polish, wipe the

surface with a soft, clean cloth
afterward.
Apply about one cap of polish per small

table.
Clean all over tops, legs and

underneath.
3. Put all objects back

onto small table
4. Check positioning
The following table gives an example weekly cleaning roster.
Cleaning roster Mon Tue Wed Thur Fri Sat Sun
Clean sideboard throughout Peter

Clean windows and sills Julia
Wipe menus Fred
Polish fixtures John
Wipe chair and table legs Roelf
Polish lamps and lights Suzy
De-scale coffee urns Amira
Accompaniments
Accompaniments are normally food items and accompany the main dish being served. Although they
are food items, they are in most cases prepared by the service staff and not the kitchen. An
accompaniment may enhance the taste or presentation of the dish. They are offered by the food server
just before the customer has their meal, and in most cases are free of charge.
Examples of accompaniments follow.
98
Accompaniment Dish or menu item
Oil and vinegar, vinaigrette, thousand island, Fresh salads

Italian dressing, balsamic vinegar or mayonnaise
Croutons Soups and some salads
Parmesan cheese Minestrone soup and pasta dishes
Lemon wedges Fish dishes
Tabasco sauce Oysters
Tartar sauce Fried fish
Apple sauce Roast pork, duck or goose
Mint sauce or jelly Roast lamb
English mustard Roast beef
Cranberry sauce Roast turkey
Horseradish sauce Roast beef
Worcestershire sauce Irish stew
Tomato ketchup Grills
Chutneys Curries
Soy sauce Chinese and some Asian dishes
3.1.4 Table set-ups or covers

If the food service operation is not a buffet or cafeteria-style of restaurant, staff will in most cases set-up
the tables with all the equipment required for customers to consume their meal before service. The
supervisor or manager will check the setting to ensure that they are correct, well placed, clean and
complete.
There are two main table set-ups for restaurants which are the table d'hôte and the à la carte setting.
Table d'hôte – a menu that offers a full meal for one set price. There are normally three courses with
usually two or three dishes in each course to choose from.
À la carte – a menu that is available in most food and beverage establishments that offer a variety of
dishes all individually priced.
À la carte place setting
Napkin
Fish knife
Fish fork
Side plate
Side knife
Water glass
Wine glass
99
With an à la carte setting different cutlery are placed depending on what the customer has ordered. For
example, if the customer has selected a soup, followed by a steak the waiter would:
1. Remove the fish knife and fork.

2. Place a steak knife and soup spoon on the right-hand side of the cover.
3. Place a joint fork on the left-hand side of the cover.
Table d'hôte place setting

Side plate
Joint knife
Fish knife
Soup spoon
Joint fork
Fish fork
Sweet fork
Sweet spoon
Side knife
Napkin
Water glass
Wine glass
With a table d'hôte setting the cutlery is in place for each set course and is removed after each course
has been consumed.
Example of a table d’hôte place setting

Source: http://ilt.don.ac.uk
3.1.5 Reservations
When taking a restaurant reservation:
Greet the caller, for example, 'Good evening, Raffles Seafood Restaurant, Peter speaking, how I
may help you?'
Take the name of customer
Confirm the date of reservation
Confirm the time of arrival
Confirm the number of people in the party
Ask if there are any special requests
Take a contact telephone number
100
What special requests may different types of customer have?
3.1.6 Service briefing

Briefings are a method for supervisors or managers to communicate information to employees. Service
briefings would normally be attended by the service manager responsible for the service, supervisors,
hostess, service staff and duty chef. Service briefings are normally carried out prior to lunch and dinner
service. Some managers also carry out de-briefings which take place after service.
Listed below are some examples of information discussed during the service briefing.
Previous day's errors and good points

Inspection of uniforms and presentation
Allocation of sections 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
3.1.7 Essential items for food service personnel

Front of house food service personnel should be equipped with the following personal items:
Waiter's friend or wine opener

Pen lighter
Small notebook
Service cloth
4 Service
To ensure consistency in the delivery of service, establishments set-up procedures for servers to follow.
These steps are normally referred to as the 'order of service' and detail the tasks to be followed from the
time the customer arrives to his or her departure. A typical example follows. These steps can vary from
operation to operation.
E X A M P L E
Order of service
1. Customers are greeted on arrival by either hostess or supervisor.
2. Reservation details are checked and coats, jackets, umbrellas are received and stored for safety.
3. Restaurant employee directs and escorts the customers to their table.
4. Customers are assisted with their chairs and food and drink menus are presented to the host and
his or her guests.
5. Drink orders are offered either by waiter or sommelier. Customer's orders are noted down in a
particular order. The order in the UK is ladies first, followed by gentlemen, and then the host is
served last. This may differ from culture to culture.
6. Drinks are communicated to bar or dispense bar either by a manual or computerised point of sale
system (POS).
7. Employee informs customers of any specials or dishes that are not available on the menu.
101
8. Iced water and bread would normally be served.
9. Server takes the order of food.
10. Server communicates food order to kitchen either with manual or computerised point of sale
system (POS).
11. Drinks are delivered to table in correct order.
12. Cutlery may need to be adjusted by adding special cutlery such as steak knives, soup spoons etc.
13. Wine may be served at this point.
14. Waiter collects food from the kitchen and transports it to restaurant on a tray.
15. Waiter offers accompaniments such as black pepper, parmesan cheese, salad dressings or sauces.
16. Waiter delivers each dish to customers one by one and wishes them a good appetite: 'Bon
Appetit!'
17. Throughout the meal the waiter refills any empty glasses and checks satisfaction.
18. Dishes are removed only when all customers have finished eating.
19. Depending on how many courses have been ordered more food may be delivered.
20. Any unnecessary cutlery or crockery removed if not needed.
21. Check if customer would like to have anything else such as dessert or coffee/liqueurs.
22. Produce bill to host in billfold when requested.
23. Request guest to complete customer questionnaire.
24. Deliver payment to cashier.
25. Deliver change and receipt to host.
26. Thank customers and return any personal belongings.
Your manager has asked you as part of your appraisal to design a training programme for a new food
service employee. What would they need to know and how would you train them?
4.1 Standard of performance

For each service task a standard of performance is created, as shown below with an example of a
standard for taking a customer order.
Steps How
1. Prepare to approach Gather waiter's order pad and pen

customers Check if any dishes are not available
Familiarise yourself with any dishes of the day or specials
Collect menus, ensuring they are clean
Check the name of the host before approaching
2. Approach table Approaching the host say 'Excuse me Mr Smith may I now take you
order?'
3. Take orders Take orders by starting with women, then men, then the host last
Collect menus one by one
Repeat orders back to customers for confirmation
102
4. Finish Thank customers and inform them of time for first course to arrive
Check if they need anything else
Wish them a good evening
4.2 Food and beverage service basics

Be punctual
Always smile
Know the products that you are serving
Try to accommodate the customer's needs at all times
Check if you're not sure!
Do not oversell to customers
Try to use a tray when carrying food and beverages
Use the customer's name at every opportunity
Anticipate customer's needs and wants
Carry out your duties in an efficient manner
Work harmoniously with your co-workers
Report any customer complaints or concerns to your supervisor promptly
Report any maintenance defects promptly
Ask if you find you need help during your work shift
Be flexible in your approach to work
Communicate any delays to your customers
Respect your supervisor and your co-workers
Good teamwork is very important in hospitality. What qualities should you posses to be a good team
player?
4.3 Effective communication

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.
3. Speed – try not to speak too fast or too slow.
4. Clarity – try not to mumble your words.
4.4 Selling
Selling is a critical part of any food service employee's job. Effective selling techniques require confidence,
ability and knowledge.
4.4.1 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 how the food looks on the plate
Recommend appetisers where possible
Recommend items
103
Provide recommendations on what dishes go together well

Recommend side dishes with main courses
Present menu items on platters where possible such as steaks or seafood
Show dessert menu instead of just asking if customers want a dessert
Have a dessert trolley to tempt people
As a restaurant supervisor you are under pressure from the food and beverage manager to increase
dessert sales in your department. What six strategies would achieve this?
Sales is a very important part of any food and beverage employee's job. In a group create a spider
diagram to show the different ways a restaurant manager can increase food and beverage sales.
Do most employees find it easy to sell? If not, why not?
4.5 Electronic point of sales (POS)

Many large food and beverage operations now feature some kind of POS system. A large proportion of
the food service employee's job is operating these terminals.
Source: http:///www.micros-fidelio.co.uk
Figure 4.6: Restaurant point of sale
What are the advantages and disadvantages for a food and beverage operation of using a POS system?
104
5 Post-service
Following the end of service the food and beverage employees carry out a variety of duties including:
Servers General cleaning

Organising of dirty laundry
Restocking stations for next shift
Creating requisitions for new stocks
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
The supervisor may carry out a post-service debriefing which could include:
Praise for what worked well

Discussing areas to be improved
Reading out completed customer questionnaires
Shift sales totals performance
Log books – a log book is a record normally in the form of a diary, that is kept in each outlet. It is for
recording issues, events, shortages, daily revenues and complaints. It should be checked by supervisors
on commencement of their shift and completed and signed at the end of the shift.
Average Spend (also known as Average Cheque) is one way to evaluate the sales performance of a
restaurant or catering operation. (Average Cheque = Total restaurant revenue for a shift/Total
number of customers).
How would you evaluate the following?
1. Beverage sales
2. Employee sales performance
3. Customer retention
4. Customer satisfaction
5. Employee satisfaction
6. Menu favourites
105
FOOD AND BEVERAGE
E OPERATIONS
SUMMARY
Food servvice
Introducttion
The importtance
of servicce
Service The service Service

S
personnel encountter methods
Im
mportance of
Different
personal Pre--service Service
e Post-service
app
proaches
p
presentation
Organsiational
O Orderr
Mise--en-place Duties Stafffing ratios
structures of servicce
Cle
eaning Service baasics
Briefings Point of sale

s
106
SELF-TEST QUESTIONS
1 Using the service gap model, when does dissatisfaction occur?
2 In which department would you find a Chef de Rang?
3 Which type of service methods has the highest ratio of customers to service staff?
4 List any two disadvantages of 'vending' as a service method.
5 What would you find on an à la carte table setting or 'Cover'?
6 What is the purpose of a pre-service briefing?
7 What is meant by flambé?
8 Polishing cutlery, laying tables and preparing accompaniments are types of what?
9 Who would complete a log book?
10 What is the formula to calculate average spend in a restaurant?
107
SELF-TEST ANSWERS
1 When there is a gap between the customer's expectation and the delivery of service.
2 In a formal, fine dining restaurant.
3 Buffet service.
4 Impersonal, faults, maintenance and or vandalism.
5 Napkin, fish knife, fish fork, side plate, side knife, water glass and wine glass.
6 To inform, communicate and motivate.
7 To set alight in front of the customer.
8 Mise en place.
9 A supervisor.
10 Total restaurant revenue for a shift/Total number of customers.
1 Customers
Dissatisfaction
Complaints
Discounts
Loss of return business
Switch loyalty
Negative word of mouth
Employees
Over worked
Stress
Low morale
Job dissatisfaction
Sickness
Switch to more suitable employment
Organisation
Poor image
Poor reputation
Loss of business
Increase in expenses
Loss of market share
Decrease in profits
108
Premium product Niche market

Good image Labour intensive
High quality Price sensitive
Excellent customer service High costs
Few complaints
Unique selling point
3 Example flowcharts:
Gueridon service
Waiter
collects raw Waiter places
Waiter takes Waiter places Kitchen ingredients Waiter cooks cooked food
order from order with prepares raw and takes to food in front on plate and
customer kitchen ingredients the of customers serves
customer's customers
table
Plated service
Kitchen prepares Waiter collects

Waiter takes Waiter places Waiter presents
food and places food and
order from order with plate in front of
food carefully on tarnsports to
customer kitchen customer
plates restauarant
As illustrated in the above examples, the difference between these two methods is that in gueridon
service the emphasis and responsibility is placed on the waiter and in plated service the responsibility lies
with the chef.
109
4 Cleaning duties Service standards

Setting a table Folding napkins
Clearing a table Working in a team
Serving food and beverages Menu knowledge
Operating a Point of Sale How to open wine
Basic good hygiene practices How to deal with a complaint
5 Strategies
Dessert tasting with employees to increase product awareness

Train employees how to up-sell desserts
Liaise with chef and set up dessert trolley
Carry out research with customers to gather their opinions on current desserts being offered
Develop incentive programme for employees to sell deserts
Design dessert tent cards to create awareness and tempt customers
6 Diagram could include:
External advertising – flyers, mail outs, billboards

Product knowledge training with all service employees
Research customers opinions on current menus
Sales techniques training with employees
Create outlet promotions to stimulate more business
Set up customer database and inform of events and promotions
Develop customer loyalty cards with benefits when used
Incentives for mangers that achieve sales targets
Special offers on new and slow moving items
Improve signage and displays of outlets around hotel
Daily outlet sales performance meetings
Bring in manufacturers to train employees on products
Ask manufacturers to develop promotions for their products
7 Advantages
Greater control
Management information
Faster service
Greater efficiency
Checking tool for managers
Performance measurement tool for managers
Disadvantages
High initial investment
Reduces face-to-face communication between departments
Can malfunction
Training costs
Electricity, servicing and paper costs
8 Beverage sales – daily budget forecast
Employee sales performance – average sales per waiter per shift
Customer retention – frequency of visits
Customer satisfaction – In-house questionnaire/ talk to customers/garbage survey/frequency of

return/observation
Employee satisfaction – retention of employees (labour turnover), job chats, appraisals
Menu favourites – menu engineering
110
CHAPTER 5
BEVERAGES
Chapter objectives
Explain the critical factors and considerations when designing and organising a bar
Discuss key bar personnel, their responsibilities and organisation
Identify the different types of beverages used in a bar, their uses, methods of production and service
Understand the importance of control within a bar and discuss a range of methods that can be implemented to
maintain control
Topic list
Introduction and overview
Bar design and equipment
Beverage service
Types of beverage, service and production
Bar control
111
1 Introduction and overview

Bar and Beverage Operations have long served the public by providing a place where those who enjoy
alcoholic beverages can go and be served. There are bars that serve as centres for social activities and
entertainment, and there are beverage operations that supplement a range of dining services.
Kotschevar & Tanke (1996)
1.1 Types of bar operations

Hotel bars
Independently run bars
Public houses
Bar chains
Nightclub operations
Wine bars
Employee bars in the workplace
For the purpose of this chapter we will focus on hotel bars.
1.2 Hotel bars

Independent bar theme A bar concept within a hotel. Open to residents and non-residents.
Support/Adjacent bar The bar supports a restaurant or dining facility where customers can
have aperitifs and appetisers prior to using the restaurant and digestifs
after.
Service/Dispense bar This bar would be situated 'back of house' and is not visible to
customers. The bar acts as a central dispense and serves beverages to
service personnel who place orders from different outlets.
Conference and Banquet This bar is located within the Conference and Banquet area and is in
bar most cases only in operation when events are taking place.
Mini bar Mini bars are small self-service bars located in customer's bedroom.
Larger hotels may have several bars within the hotel, whereas some budget and smaller hotels may have
no bar operation at all.
Some hotel operators now outsource their bar space to external bar companies who operate their
concept from within the hotel.
1.3 Bar personnel

Staffing within a bar depends on many factors and includes:
Quality standards
Size of operation
Turnover of operation
Theme or concept
Customer type
Times of operation
112
5: BEVERAGES
Head Barperson or
Bar Maanager
Assista
ant Bar
Mannager
Superrvisors
Barrtender Floor staff
F
Figure 5.1: A ttypical hotel bar
b operation
Some large, high-volume bar operations also employ
y 'bus' staff wh
ho support the
e bar staff by collecting
c
nd re-stocking
glassware an g the bar.
As shown in Figure 5.1 the bar is managed by a senior staff memb

ber to oversee
e its running, and
a the
position provvides many ch
hallenges to in
nclude:
1.3.1 General
Meeting goals and targets
Achie
eving 100% cu ustomer satisffaction
Attracting and reta
aining a skilled
d team
Minim
mising wastage e
Maximmising sales
Mainttaining standa
ards
1.3.2 Specific
A commpetitive environment
Adhe ering to the lice
ensing laws
Beingg constantly innnovative
Runn ning promotion ns
Minimmising theft byy employees
Strictt cash control monitoring
Inven ntory management
Dealing with intoxicated guests
Most hotel bars

b organise their
t staffing into:
Barte
enders
Floorr staff
whose job ro
oles and respo
onsibilities are
e as set out be
elow.
113
Bartenders Floor staff
Setting-up bar area for service (mise en place) Setting-up floor area for service (mise en place)
Serving customers who visit the bar or sit at the Greeting customers who enter the bar
bar
Preparing and dispensing drinks to floor staff Taking drinks and food orders for table customers
Controlling the beverages Serving drinks and food to table customers
Keeping front and back bar areas clean and well Clearing and resetting tables
presented
The recruitment, selection and retention of good bar staff are an essential part of quality service and
success in running a bar.
Personal Professional
Friendly Good knowledge of production and service of wines,

spirits and cocktails
Conversationist Awareness of licensing laws relating to the service

of alcoholic beverage service
Well organised Ability to sell
Creative Understanding of the correct methods to store and

control beverages
Efficient – ability to multi-task To deal with difficult or intoxicated customers
Good memory of customers and their particular Knowledge of point of sale

preferences
'Good bartenders can learn to study their guests – to pay attention to their guest tastes and drink
preferences. In this way, they will more easily remember what their guests have ordered and be able to
anticipate their guest's needs before they ask'. Kotschevar & Tanke (1996)
Job description
Position Hotel bartender
Reporting to Head Barman/Bar Manager
Subordinates Trainees and bus staff
Responsibilities
1. To successfully complete daily mise en place duties
2. To complete all closing duties at the end of the shift
3. To create awareness of all products, menus and services available within the bar
4. To demonstrate up-selling techniques at every opportunity
5. To adhere to the licensing laws of the bar at all times
114
5: BEVERAGES
6. Maintain a clean work environment at all times
7. To complete all point of sale transactions in accordance with hotel's standards
8. Ensure that all beverages and food served is in accordance with set hotel standards
9. Ensure that ambience of the bar is maintained throughout the day through adjusting music
and lighting
10. To attend meetings and training when required
11. To ensure that all drinks served are billed
12. To demonstrate a good team spirit
13. To adhere to personal presentation guidelines at all times
14. To record any maintenance defects promptly
15. To ensure all customers leave satisfied
'Flaring bartenders', as pictured below, possess bar skills that 'wow' the customers. Operations employ
such staff to be different from the competition by making the bar service very unique and exciting. These
particular bartenders are creative, knowledgeable, fast with outgoing personalities.
Source: http://www.themontgomerie.com
G R O U P D I S C U S S I O N
What are some of the disadvantages for an organisation employing flaring bartenders?
115
1.4 The importance of sales

Employee sales and sale activities are an integral part of any bar operation. 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 customers 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 customers'
Salesmanship is an integral part of any bartender's job. What ten ways could a bartender personally
increase beverage sales within a hotel bar?
You are a hotel bar supervisor and your food and beverage manager has asked you to create a bar
promotion for next month to increase sales. Detail:
Name of promotion
Target market
Promotion offer and details
The methods that you will use to promote it
The costs that are involved to create and run the promotion
Any pricing details
The financial projection – estimated revenue
Create a marketing 'flyer' that will be used to stimulate awareness to customers
2 Bar design and equipment

A well planned bar is essential to attract customers, retain customers, achieve sales and keep employees
satisfied.
'The layout of a bar depends on the type of operation. Each type of operation presents its own
limitations and challenges. For example, the poolside bar at a resort hotel will have special refrigeration
and sanitation concerns. An airport bar has to emphasise speed and accessibility in its layout. The layout
of a restaurant bar will need to accommodate the storage requirements of wines and champagnes'.
Kotschevar and Tanke (1996)
116
5: BEVERAGES
2.1 Questions and considerations in bar design

Theme What will be the underpinning theme of the bar? Music, sports or cocktail
bar?
Allocation of space How much space will be required and allocated for customers, employee
service and storage?
Atmosphere Do we want to create a quiet, loud, relaxing or intimate atmosphere?
Type of customer Who will be the target consumers, business, students, conference
delegates, resident or non-residents? What will the business mix be?
Operating times Will it be open for lunch, dinner or all day?
Budget How much do we have to spend on design?
Table and seating Will we use stools, tables, booths or couches and what proportion of each?
arrangements How is this linked to atmosphere, goals and revenues?
Traffic flow To ensure that employees can serve efficiently, customers can access
products and services easily, minimise customer queuing.
Employees What skills will they need, what products are we serving, how many
employees?
Furnishings What quality, colour and material?
Equipment What equipment will we need to achieve our goals? (TVs, pinball machines,
speakers, bar equipment)
Entertainment How will we entertain our customers, live music, DJ, jukebox, dance floor,
flaring bartenders?
Menus What products will be available?
Financial targets and

How much do we want to achieve?
projections
Other factors to consider in bar design are ergonomics and sales, including:
Sufficient space for customers to move and 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 their duties
Server needs to be able to see customers
Clear price lists
2.2 Bar equipment, glassware and consumables
Source: http://www.deusterco.com
117
Most bars are divided and organised into two main areas, the 'front bar' and the 'back bar'. The front
bar is the area that is not visible to the customer and is the main service point for the barman. The back
bar is visible to the customer and is the main area for product displays and merchandising.
Bars require different types of equipment for the employees to carry out their job functions efficiently.
This can be typically categorised into four main areas
Fixed equipment
Portable equipment
Glassware
Consumables
2.2.1 Examples of fixed equipment
Refrigerators Ice machine Glass washing machine
Sink and running water Coffee machine Bar lighting
Point of sale terminal Draught beer system Post mix machine
Shelving Mirrors Blackboards and signage
2.2.2 Examples of portable equipment
Drinks liquidiser Cocktail shaker Chopping board
Ice buckets Wine coolers A skip
Cutting knives Strainers Ice tongs
Dustbins Broken glass box Juice press
Juice containers Cigar cutter Coffee machine
Water pitchers Spirit measures Optics
Wine baskets Selection of glassware Service trays
Waiter's friend Drip trays Cigar lighter
What do you use each item of 'portable equipment' for, as listed above?
118
5: BEVERAGES
Sources: www.allianceonline.co.uk, www.nexternal.com, www.winningsupplies.com,

www.dvorsons.com, iweb.cooking.com, www.drinkstuff.com
Figure 5.3: Bar equipment
What are the correct names for the different types of bar equipment shown in Figure 5.3.
2.2.3 Glassware
There are many different types of glassware found in a bar. Glassware can range in quality, colour, size
and shape depending on the operation. In addition, to being used for the service of beverages the
glassware can also add to the design and decoration of the bar.
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 use the right type of glass for the beverage being served
Ensure the glass is clean on the exterior and inside, without any marks or stains
Ensure the glass is in good condition and cannot cause any harm
119
Below are some different examples of glasses.
White/red wine glasses Champagne flute Margarita glass Liqueur glass

Wine and water Champagne, bucks Margaritas and other Liqueurs
fizz and grasshopper blended cocktails
Port or sherry Brandy glass Hi-ball Collins glass

Port, sherry and sweet Brandy, armagnac Long drinks and Long drinks and
wines and some liqueurs mixed drinks mixed drinks
Martini glass Pint glass Shot glass Rock glass

Martini, pink lady and Draught beer Tequila, vodka and Whisky and other
white lady cocktails shooters spirits
Figure 5.4: Examples of glassware
What are the following types of bar glassware used for?
Carafe
Decanter
Schooner glass
Tankard
Pilsner glass
Pina colada glass
Pitcher
120
5: BEVERAGES
2.2.4 Examples of consumables
Paper napkins Table matches Cocktail sticks
Coasters Swizzle sticks Toothpicks
Cleaning materials Straws Drink umbrellas
There are also a variety of food items that would be stocked in a bar as accompaniments to different
beverages, as listed below.
Olives Lemons Oranges
Tabasco sauce Cherries Limes
Angostura bitters Worcestershire sauce Sugar
Cream Sugar cubes Salt
Coconut Cucumber
Olives would be used to garnish a martini cocktail. Which drinks would require the food items as listed
above?
3 Beverage service
Prior to, and after, service there are many tasks to complete. These are best divided into pre- and post-
service duties, and these duties will vary depending on establishment and shift.
3.1 Pre-service duties – open bar

Collect requisition and beverages from stores
Collect float and guest list
On arriving at the bar turn on equipment, lights, heating, ventilation and air conditioning (HVAC)
and music
Clean and prepare tables with tent cards, bud vase and ashtrays
Check tables and chairs are in correct position
Stock sideboards
Collect fresh linen from linen room
Fill bar refrigerators (use first in, first out, method)
Prepare garnishes (cut lemons, oranges)
Polish any glassware and re-stock on shelves
Prepare complimentary items (nuts/olives)
Polish any silverware
Check daily food specials
Check handover log book
Name ten likely things to appear on a daily cleaning schedule of a bar and lounge.
121
FOOD AND BEVERAGE
E OPERATIONS
3.2 Post-serrvice – clo

ose of barr
Cash-up and balan nce takings
Clean
n bar area
Compplete beverage e requisition
Compplete log bookk
Lock refrigerators and
a secure ba ar
Remoove all garbag ge
Depoosit dirty laund
dry
Turn off equipmen nt
4 Types of
o beverrage, serrvice and
d produc
ction
Soft drinks
d
Winess Beers
Beverages
Cocktails Spirits
Liqueurs
Figure 5.5: C
Classification of
o beverages
4.1 Types off soft drin

nks
Ex
xamples Service
e
Mineral wa
ater Still (eg Evian) Serve chilled, with slice of lemon, tall
t glass,
Sp
parkling (eg Pe
errier) ice onlyy on request
Mixers or sodas
s oke, diet coke, tonic, soda,
Co Can be served on the
eir own or as a mixer
gin
nger ale, bitterr lemon, tango
o, with another drink, ie
e gin and tonicc
sprrite, tonic
Juices Orange, tomato,, cranberry, Can be produced in-h

house or boug
ght-in, serve
apple, mango, to
omato and chilled, with or without ice
veg
getable
Syrups and
d Gre
enadine, lime and orange Normallly served dilutted or as a dassh in other
cordials corrdial beverag
ges. For example, lager and
d lime
Teas English Breakfasst, Earl Grey, Served hot and can b

be accompanie
ed with any
Ce
eylon, Darjeelin
ng, Lapsang of the following
f – hott water, cold milk,
m sugar,
So
ouchong, Iced,, Oolong, Gree
en, sweeten
ner or lemon sslices
Fru
uit and Herball
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5: BEVERAGES
4.2 Coffee preparation methods

Coffee type Explanation
Filter Traditional method of making coffee. Often served with hot or cold milk or cream
Cafetiere Popular method of making and serving fresh coffee in individual or multi-portion
jugs. Often served with hot or cold milk or cream
Espresso Traditional short strong black coffee
Americano Espresso with added hot water to create regular black coffee
Cappuccino Espresso coffee topped with steamed frothed milk, often finished with a sprinkling
of chocolate
Café latte Shot of espresso plus hot milk, with or without foam
Iced coffee Chilled regular coffee, sometimes served with milk or simply single espresso
topped up with iced cold milk
Turkish/Egyptian Intense form of coffee made in special jugs with finely ground coffee
Decaffeinated Coffee with caffeine removed
Instant coffee Coffee made from processed powder (often freeze dried)
Source: Lillicrap & Cousins (2006)
4.3 Beers
Most bars stock a good selection of local and international beers, which are served in a selection of ways
to include kegs (draught), cans or bottles. A 'draught' beer dispensing system, as shown in Figure 5.6,
can be seen in many bars.
Source: www.kegworks.com
Figure 5.6: Draught beer system
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The table below shows the opportunities and challenges of stocking draught beer.
Opportunities Challenges
Serves large quantities of people Development of cellar system
Doesn't require as much storage as other methods Spillage and spoilage
No bottles or left over storage containers Difficult to accurately account consumption
Environmentally friendly Requires regular sanitation and maintenance
Fresh Not all brands distribute their beer as draught
Customers feel that they are getting value for Investment in training and monitoring
money
Good taste Heavy
Pilferage can be easy (hard to trace)
Short shelf life
4.3.1 Beer classification
Examples Characteristics Service
Lagers Carlsberg, Fosters, Made from cold fermented Serve chilled 4-7°C,
Heineken, San Miguel, yeast, carbonated, normally 39-45°F
Asahi, Tsingtao light or pale in colour, drier
in taste than ales
Ales English bitters, pale Top fermented yeasts, 8-12°C, 45-54°F

ales stronger than lagers
Dark beers or Guinness Bitter in taste, made from 5-8°C

stout barley, malt and hops
Non/low alcholic Barbican, Bud light 4.7 ABV or less Chilled 7°C, 39-45°F
ABV – an abbreviation for 'Alcohol by Volume' and indicates what the total proportion of the volume of
the liquid is alcohol.
Source: http://images.encarta.msn.com
Figure 5.7: The beer brewing process
Web site: http://www.beerandpub.com. This web site features a good section on the beer production
process.
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5: BEVERAGES
4.4 Spirits
Most bars feature a wide selection of spirits. Most spirits feature product variations that differ in taste,
alcoholic volume, area of production, packaging and quality. The following table provides information on
the main pouring spirits.
Origin Characteristics Service
Vodka Eastern Europe Clear, distilled from fermented Very chilled (store in
grain, potatoes, molasses, beets, freezer before service),
35–60% ABV serve neat or mixed
Rum Caribbean Distilled and produced from Serve chilled, neat or mixed
fermented sugar (molasses) and
water. Can be white, golden or
dark in colour, 37–43% ABV
Gin England Clear grain spirit produced from Serve chilled, neat or mixed
juniper berries
Tequila Mexico Made from agave plant. Colour Serve on its own with
ranges from clear to pale, lemon and salt or in
38–40ABV cocktails
Whisky Whiskey (Ireland) Produced from barley, water and Neat or mixed with a
Whisky (Scotland) yeast mineral or still water
'On the Rocks' – with ice

'Straight Up' – on its own, no mixer
'House Beverage' – when a beverage is called 'house' it is normally the cheapest brand available.
Mr and Mrs Smith walk into the hotel bar after their dinner in the restaurant. Mr Smith orders a brandy
but Mrs Smith has already consumed her alcohol allowance for the evening and is driving them both
home. As the barperson on duty suggest two suitable beverages for Mrs Smith.
4.5 Liqueurs
The range of liqueurs available on the market is extensive. These compounded spirits vary in colour,
origin and flavour. Production methods can include the use of fruits, spices, herbs and spirits. They are
colourful in appearance and contribute towards the atmosphere to the back bar. They are versatile in
their uses and can be served on their own, in cocktails and as accompaniments in specialty coffees. They
have a long shelf life.
The following table provides information on some common liqueurs.
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Liqueur Colour Flavour/spirit base Country of origin
Advocaat Yellow Egg/sugar/brandy Holland
Anisette Clear Aniseed/neutral spirit France, Spain, Italy,

Holland
Amaretto Golden Almonds Italy
Archers Clear Peaches/Schnapps UK
Arrack Clear Herbs/sap of palm trees Java, India, Sri

Lanka, Jamaica
Bailey's Irish Coffee Honey/chocolate/cream/whisky Ireland

Cream
Bénédictine Yellow/Green Herbs/brandy France
Calvados Amber Apple/brandy France
Chartreuse Green (45% abv) Herbs/plants/brandy France

Yellow (55% abv)
Cherry brandy Deep red Cherry/brandy Denmark
Cointreau Clear Orange/brandy France
Crème de cacao Dark brown Chocolate/vanilla/rum France
Drambuie Golden Heather/honey/herbs/whisky Scotland
Galliano Golden Herbs/berries/flowers/roots Italy
Grand marnier Amber Orange/brandy France
Kirsch Clear Cherry/neutral spirit Alsace
Kahlua Pale chocolate Coffee/rum Mexico
Malibu Clear Coconut/white rum Caribbean
Sambuca Clear Liquorice/neutral spirit Italy
Southern Comfort Golden Peaches/oranges/whisky United States
Tia Maria Brown Coffee/rum Jamaica
Lillicrap & Cousins (2006)
An 'aperitif' is a beverage that would normally be offered to customers before their meal. Examples of
typical aperitifs are champagne, wine, sherry and vermouths.
A 'digestif' is a beverage that would be offered following the meal. Examples of typical digestifs are
brandy, armagnac, cognac, whisky and some liqueurs.
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5: BEVERAGES
4.6 Cocktails
The availability of cocktails in bars varies from full cocktail lists to none. The reason for this is that to
promote cocktails, establishments need to invest in training, an extensive range of beverages, special
equipment, glassware, accompaniments and time.
There are hundreds of cocktail recipes and for most establishments to serve all of these would be
unrealistic. It is for this reason that most hotels tend to train their bar staff to have knowledge in the
preparation of the 'main cocktails' that are normally requested. In situations where other more
obscure cocktails are requested the bartender can ask the customer for information and attempt to
create the cocktail. Cocktail knowledge can be acquired in various ways from cocktail books, individual
cocktail diaries maintained by the bartenders and liqueur manufacturers conducting training.
Restaurants such as TGI Fridays have a full and extensive cocktail list and use this as one of their unique
selling points to differentiate themselves from their competitors and attract customers.
Cocktails can be classified into the ways they are made which include:
Shaken
Stirred
Blended
Build
Mixed
Layered
Name one cocktail for each of the above production methods.
A C T I V I T Y 8 o n g o i n g
Start to create your own 'bartender bible' by researching the following well-known cocktails. For each
cocktail have a different section detailing:
Ingredients and portions

Equipment required
Method of making
Picture
Research the following cocktails
Bloody Mary
Tequila Sunrise
Strawberry Daiquiri
Screwdriver
Pina Colada
Long Island Iced Tea
Vodka Martini
Crazy Cow
Eskimo Joe
4.7 Wines
Most bars offer a selection of wine. This could be just simple house wine or extensive lists which can
range from local to international wines from specialist vineyards. Wines are classified as:
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Red wine
White wine
Sparkling wine
Dessert wine
Fortified wine
The main wine producing regions are:
Europe – Italy, France, Germany and Spain

Australia
South Africa
South America
North America
France is one of the largest wine producing countries with many well-known regions producing different
kinds of wine.
Source: http://francethisway.com
Figure 5.8: Main wine producing areas in France
4.7.1 Different grape varieties used in wine production
White grapes Red grapes
Chardonnay Ripe melon, fresh Cabernet Blackcurrants

pineapple, tropical fruits, Sauvignon
nutty
Chenin Blanc Apples Nebbiolo Roses, prunes, black cherry,

sloes
Gewürztraminer Rose petals, grapefruit, Merlot Plum, damson, blackcurrants

tropical fruits
Muscat Grapes/raisins Pinot Noir Strawberries, cherries, plums
Riesling Apricots, peaches, lime, Syrah/Shiraz Raspberries, blackberries,

peaches, stony blackcurrants
Sauvignon Blanc Gooseberries, tropical Zinfandel Blackberries, bramble, spice

fruits
Lillicrap & Cousins (2006)
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5: BEVERAGES
4.7.2 Wine terminology
Ageing Storing wines in wooded (typically oak) or stainless steel barrels before bottling
Aroma The fragrance of a young wine, usually fruity or flowery
Bouquet The complex smell of a mature wine
Body The feel and weight of a wine in the mouth
Dry Not sweet
Vintage The year a wine's grapes were harvested and wine making begun
Aperitif wine Wine and spirits, added, and sometimes flavoured with herbs and spices
Bordeaux Wine from the Bordeaux region of France
Burgundy Wine from the Burgundy region of France
Claret A generic name for a Red Bordeaux wine
Dessert wine Sweet wines suitable for drinking with or after dessert
Sparkling wine Wine containing carbon dioxide, which produces bubbles when the wine is poured.
Cichy and Wise (2009)
Complete the table below.
Beverage Origin Description and uses
Armagnac
Cognac
Sherry
Campari
Crème de Cassis
Jim Beam
Pernod
Mezcal
Red Bull
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4.8 Service of wine

Some hotels of a high standard would employ a Sommelier to assist with the selection and stocking of
wines. A wine sommelier:
Creates wine lists with the manager

Meets with wine suppliers
Organises wine training
Maintains wine stocks
Takes customers wine orders
Recommends wines (wine with food)
Serves wine
Manages the wine cellar
Develops wine promotions
4.8.1 Wine serving procedures
Steps White wine Red wine
1. Collect wine from refrigerator Collect wine from rack or cellar
2. Check label that it is the correct wine Check label that it is the correct wine
3. Place in ice bucket and half fill with ice Place in wicker basket and collect side plate
and water and waiter's cloth
4. Place on stand and take next to host's Place on stand next to host's table
table
5. Using a waiter's cloth present the bottle Using a waiter's cloth present the bottle (label
(label facing) for the host to check facing) for the host to check
6. Place bottle back in ice bucket and using Place bottle back in wicker basket and using a
a 'waiter's friend' remove outer foil 'waiter's friend' remove outer foil
7. Using waiter's cloth remove any debris Using waiter's cloth remove any debris or
or mould from on top of the cork mould from on top of the cork
8. Using the waiter's friend slowly remove Using the waiter's friend slowly remove cork
cork and place on table in front of host and place on the side plate in front of host
9. Using cloth wipe around the inside of Using cloth wipe around the inside of the
the bottle neck bottle neck
10. Offer the host a small taste Offer the host a small taste
11. If satisfactory, serve other guests before If satisfactory, serve other guests before
topping up the host's glass topping up the host's glass
12. Replace back in ice bucket and top-up Replace back in basket and top-up glasses
glasses when required when required
Trend: Many wine manufacturers nowadays have replaced corks with twisted bottle caps.
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5: BEVERAGES
4.8.2 Wine serving temperatures
Degrees Fahrenheit (°F) Degrees Centigrade (°C)
White and rosè 44–55 7–13
Sparkling wines 45 7
Red wines 60–65 16–19
Food servers can assist customers by providing recommendations of wines and how they match best
with particular menu items as illustrated in the following table.
Food Wine type
Cheese Cabernet Sauvignon, Zinfandel, Pinot Noir
Caviar Champagne
Soup A light styled white or red
Roast chicken Chardonnay, Sauvignon Blanc
Duck Cabernet Sauvignon, Merlot
Fish Chardonnay, Sauvignon Blanc, Pinot Blanc
Prime rib (steak) Pinot Noir, Cabernet Sauvignon, Merlot
Shellfish Chardonnay, Riesling, Gewurtztraminer
Adapted from Kotschevar and Tanke (1996)
Source: http://norecord.files.wordpress.com
Figure 5.9: A wine label
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A C T I V I T Y 1 0 2 0 m i n u t e s
Go to the nearest big supermarket and research its wine department to answer the following.
1. Which country has the most variety of wines for sale?

2. Which country is the main producer of Riesling?
3. Which country produces the most expensive wines?
4. Which is the most popular white wine variety?
5. Which grape variety produces the sweetest wine?
6. Which wine variety is best matched to beef dishes?
7. Which country/region does not always state which variety of wine is in the bottle?
8. What percentage of the supermarket's customers appear to buy wine?
9. Describe any special promotion the store has to sell more wine.
10. What is the average percentage volume of alcohol for most wines?
A C T I V I T Y 1 1 o n g o i n g
Many food and beverage personnel will keep tasting notes of wine to help them gain knowledge and
enable them to give advice to customers. Complete the table below to start your own set of wine notes.
Wine Origin Characteristics of wine (colour, Service with food

grapes, ingredients, aroma) type
Sancerre
Beaujolais Nouveau
Beaumes de Venice
Chateau Petrus
Gewürztraminer
Cloudy Bay
Tokay
Chianti Classico
Taittinger
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5: BEVERAGES
Recommend a single wine for each course of the following menu. Describe if it is sweet, medium or dry,
still or sparkling and white, red or rosé and give the country of origin and regional location. You may use
commercially named wines if you wish.
Seafood cocktail
Roast rib of beef
Strawberries and cream
Cheese platter
Coffee and chocolates
5 Bar control
5.1 The importance of bar control
Bar control is one of the most important management functions in running operations that serve
beverages. The reasons for this are:
Many beverages are perishable

Many beverages are expensive
Beverages are attractive to employees
Bars tend to receive lots of 'cash' payments
Bar work is not normally highly paid so cash can prove to be a temptation to employees
Bar work can attract seasonal and unskilled individuals
Bar stock is difficult to control due to the many variations and combinations of beverages
Over consumption by customers can lead to problems
With these factors in mind, strict control procedures need to be implemented and monitored.
5.2 Control tools

Some strategies to assist in maintaining control are as follows.
Carry out thorough character and reference checks on new employees

Install Close Circuit Television Camera (CCTV) and check tapes regularly, not just when problems
occur
Set up regular mystery guest visits
Install a POS to assist with billing and control
Carry out daily stock-takes with random beverages
Create standards of performance for all drinks
Empty bottles to be exchanged for full bottles
No friends or family of employees in bar except without prior approval from manager
Only supervisor permitted to carry out voids
Do not allow junior staff to use 'No Sale' key
All mistake beverages or dropped bottles to be recorded and kept for inspection
No cash on duty policy for employees
No employee bags to be brought into the bar area
Tips jar to be lockable
Managers to change cash drawers regularly throughout the shift
No drinks to leave the bar without a written or electronic order
No employees to bring empty bottles into bar
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No consumption of alcohol on duty by employees

Employee cashing-up should not carry out X reading
All customers consuming to have running bill
Any entertainment to be pre-approved by manager
Any 'out of date' stock to be kept for manager's approval
Supervise and manage 'under' and 'over' pouring practices
5.3 Cost considerations in bar management

Increase profits Decrease profits
Buy in bulk to receive better discounts Buy small amounts and receive few discounts
Negotiate deals with supplier to receive Accept all prices from suppliers and fail to bargain
product discounts
Implement strict controls on receiving and Lapse controls on receiving beverage items. On receipt
checking beverages should be checked for price, quality, brand,
expiry and damage. If these are not checked high costs
will occur
Select the most appropriate storage For example, if champagne is stored too cold it will affect
method to result in longer shelf life the quality
Implement 'first in first out' stock rotation Old stock must be used and issued first to make sure
system customers receive the most fresh items and to avoid items
expiring
Be aware of product and seasonal price Selling prices of beverages are set against product costs.
fluctuations in the market and adjust Therefore, if cost prices increase and adjustments to
price accordingly selling prices are not made a loss in profits will occur.
Be aware of 'slow moving items' and Beverage items that will expire and have expired cannot
'expiry items' and implement selling be sold
strategies to avoid high wastage costs
Ensure requisitioning is accurate and Faulty and bad requisitioning practices will create
consistent – to and from stores and irregularities in beverage stocks
departments
To ensure end of month stock-takes are If no stock-takes (or inventories) are made hotels or
completed and 'mid-month' wherever organisations cannot determine if beverage stock has gone
possible missing
To ensure that all beverages sold in Beverages that are issued to customers and no bill has
outlets are billed been made can mean:
1. That the customer has paid but the money has not
gone in the till (has gone in the server's pocket!)
2. That the beverage has been served to the customer

and no money has been received at all, therefore,
100% loss
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5: BEVERAGES
Increase profits Decrease profits
To ensure that beverages are costed If wrong or incorrect selling prices are calculated, the right
appropriately to reflect product cost and profit will not be achieved
outlet's sales goals
To ensure the correct brands are sold on For example, different types of beer are different prices. If
purchase a guest wanted a Tsingtao and a Heineken was served by
mistake and the customer was charged for a Tsingtao a
loss would be made
To ensure 'weights and measures' and All beverages are costed out per portion, therefore, if a
portions are correct and followed at all larger measure is given money will be lost
times
To ensure that any wastage is recorded Broken bottles or faulty beverages must be accounted for
and accounted for and included in the stock-take reconciliation
To implement controls to ensure that Checks on employee bags, security cameras, random bar
theft is kept to a minimum checks, random till checks etc
To set sales incentives to move more If no effort is made to increase stock turnover at all times
beverage stock expiry will occur
5.3.1 Spillage report form

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.
Item spilled Explanation Server Manager’s approval
Kotschevar & Tanke (1996)
5.3.2 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
House gin 1 Jigger Method

Tonic 1 small bottle Pour gin into a clean hi-ball glass over ice
Lime Small slice Add tonic and mix with swizzle stick
Swizzle stick 1 Place swizzle stick inside drink and add slice
Ice cube 3 pieces of lime

Serve on tray with a coaster
Wish the customer an enjoyable drink
135
FOOD AND BEVERAGE
E OPERATIONS
SUMMARY
Introductio
on
Bar de
esign and Preparation for
Staffing Be
everages Bar conttrol
organ
nisation service
Consid
derations So
oft Drinks
Equipm
ment and
Beers
Glasssware
Spirits
L
Liqueurs
C
Cocktails
Wines
136
5: BEVERAGES
SELF-TEST QUESTIONS
1 What is a 'flaring bartender'?
2 Where would you find a 'tent card'?
3 What is a 'waiter's friend'?
4 Which type of coffee is prepared in special jugs?
5 True or False – rum is produced in Mexico?
6 True or False – champagne is a 'digestif'?
7 A wicker basket is used in the service of red or white wine?
8 Sparkling wine should be served at what temperature?
9 The Loire is a wine producing region in which country?
10 Name any four ways that a manager can maintain bar control.
137
SELF-TEST ANSWERS
1 An employee who specialises in entertaining customers with bar acrobatics, tricks and creative cocktail-
making.
2 On a bar lounge table or the bar top.
3 A tool for opening wine.
4 Egyptian coffee.
5 False, rum is produced in the Caribbean.
6 False, champagne is served before the meal as an aperitif.
7 Red wine.
8 45°F (7°C).
9 France.
10 Any four suitable answers from section 5.2.
1 Answers could include:

Recommending more deluxe expensive brands
Being proactive in offering refills
Select the best beverage for each customer
Encourage customers to return
Inform customers of new products
Recommend particular beverages to customers
Develop drink of the day or ‘Cocktail of the Day’
Offer doubles when serving spirits
Good product knowledge
Read customers’ behaviours
Be friendly with customers so your personality is a reason for them to return
2 Answer depends on your own research.
3 Equipment answers: From left to right – waiter's friend, cocktail shaker, cigar cutter, bar optic, drinks
blender, spirit measures.
4 Carafe – to serve beverages – soft drinks, juices and wines

Decanter – to decant old red wines and ports
Schooner glass – to serve sherry
Tankard – to serve English beer/ale
Pilsner glass – to serve light beers and Pilsner
Pina colada glass - cocktails
Pitcher – to serve large quantities of draught beer, soft drinks and water
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5: BEVERAGES
5
Olives - Martini Lemons – Coke/gin & tonic Oranges – Campari/orange juice
Tabasco sauce – Bloody Mary Cherries – Cinzano Limes – Mexican beers
cocktail
Angostura bitters – used in Worcestershire sauce – Bloody Sugar – To rim glasses
cocktails Mary and Virgin Mary cocktails
Cream – some blended cocktails Coconut – Pina Colada Cucumber – Pimms cocktail
Sugar cubes – Champagne Salt – Tequila shots
cocktail
6
Before Opening Post Service
Clean table tops Mop and disinfect floor
Dust chairs Empty dustbins
Light vacuuming Clean coffee machine
Wipe chair legs Clean drinks trays
Clean bar tops
7 Shaken – Pink Lady

Stirred – Martini
Blended – Margaritas
Build – Tequila Sunrise
Mixed – Bloody Mary
Layered – B52
9
Beverage Origin Description and uses
Armagnac France Armagnac is a cognac produced with white grapes. Made in France and
typically consumed as a ‘digestif’ after the meal
Cognac France Produced in France and best consumed after three years, this charismatic
brandy is deep, rich and consumed as a digestif. Can also be used in
cooking and cocktails.
Sherry Spain A fortified wine originating from the area of Jerez in Spain. Sherry styles
consist of Fino (very dry), Manzanilla (dry) and Oloroso (sweet). Served
as an ‘aperitif’ before meals.
Campari Italy An Italian bitter made from herbs. Typically served as an aperitif as a
long drink accompanied by orange. Also used in cocktails such as
Negroni.
Crème de Cassis France A French fruit liqueur made from blackcurrants. Most commonly used in
the ‘Kir Royale’ cocktail which is Champagne and Crème de Cassis.
Jim Beam USA An American Bourbon whiskey
Pernod France A French aniseed flavoured liqueur. Can be used in cocktails or with water.
Mezcal Mexico Made from distilling the agave plant and produced in Mexico. Worms are
found in some bottles of this beverage.
Red Bull Austria A sugary energy drink
139
12
Course Wine match
Seafood cocktail Sancerre – a charismatic fresh white wine produced in the eastern
part of the Loire Valley.
Roast rib of beef Chateauneuf du Pape – French, appellation d’origine controlée

from Rhone. Deep, robust and flavoursome.
Strawberries and cream Asti Spumante – a sparkling white wine made in the Asti region in
Piedmont, Italy.
Cheese platter Tawny port – a fortified wine from Portugal.
Coffee and chocolates Any liqueur or brandy.
140
CHAPTER 6
MENU PLANNING
Chapter objectives
Explain the importance of the menu within an operation
List, explain and critique the different type of menus found in operations
Discuss the factors to be considered when creating menus
Describe a range of tools for evaluating menus
Topic list
The importance of the menu
Menu styles
Menu considerations
Menu options
Menu evaluation and performance
141
1 The importance of the menu

The menu is central to a food and beverage operation.
It is the 'first impression' of your establishment
It communicates everything about your type of operation
It dictates your staffing, organisation, production and service methods
It drives your image, theme, concept, quality and overall mission
It is the main 'sales tool' for your product
It differentiates you from your competition
It can make or break you!
Source: www.chaletnarnia.com
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6: MENU PLANNING
2 Menu styles
2.1 Courses
Menus normally consist of three different sections. Some customers will have all three courses, some will
have just one depending on their time, budget or situation.
Characteristics Examples
Appetisers The first course Soups, salads, smaller variations of the
The taster main course dishes
Smaller portion
Can be hot or cold
Normally savoury
Main course or Follows the appetiser (not always) Grills, meats, platters, fish, vegetarian,
entrée Larger portion sizes large salads
Savoury
Can be hot or cold
Most expensive menu items
Desserts Normally final course Ice creams, cakes, gateaux, fruit, cheese
Can be small or large in size
Sweet or savoury
Can be served hot or cold
Other menus will offer more sections such as:
Side orders
Snacks or light meals
Children's meals
Signature dishes
The variety of sections offered will depend on:
The type of menu

The type of theme or food
The main menu formats found in commercial and non-commercial operations are:
Table d'hôte (TDH)

À la carte (ALC)
Cyclical menus
2.2 Table d'hôte menu

A table d'hôte menu is a 'set menu' which normally:
Consists of three or more courses

1, 2 or 3 choices per course
Are in most cases a set, all inclusive price
TDH menus are mostly available:
At lunchtimes
For themed lunches and dinners (Valentines, Easter, Christmas)
In Conference and Banqueting
143
For Conference and Banqueting, choices will be limited depending on quantity of people. For example, if
you were having 100 delegates for lunch it would not be practical to offer them a choice such as the
menu shown in Figure 6.1 because it would slow down the kitchen, slow down the service, result in food
wastage and an increased food cost. However, this menu would be suitable for a group of 10 to 20
people.
Table d'hôte menus are ideal for catering to large numbers of people and are subsequently used a great
deal in Conference and Banqueting.
Source: http://www.godine.co.uk
Figure 6.1: Example of a table d'hôte set menu
Table d'hôte menus are sometimes used in restaurant operations during lunch and dinner service. More
usually at lunchtime, as this is when customers tend to be more time constrained. These menus would
normally be run instead of the operation's full à la carte menu. Some establishments do offer both
together but the main reason for most operations offering a set menu is that a full menu does not have
to be prepared.
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6: MENU PLANNING
2.2.1 Table d’hôte (TDH) menus
Opportunities for Less costs overall, labour, purchasing, preparation, training and utilities
operation Can run TDH menus during slow demand periods. (If a full à la carte menu
is offered with few customers then there would potentially be high wastage
of labour, food cost and food production)
Requires less chefs to be on duty as there is less food to prepare
Can trial out new dishes before putting on full ALC menu
Requires less skilled chefs as only a few dishes to concentrate on
Requires less service staff due to simplicity
Can incorporate slow moving or soon to expire food
In some situations senior chef can implement TDH menus when there is a
shortage of kitchen staff or skill
Can use skilled chefs to perform other functions, for example mise en place
for dinner or conference and banquet events
Challenges for Difficult to compete with ALC choice being provided by other establishments
operation
Opportunities for Food is served much faster as food is en place

customer
Easier and faster to select as there is less choice
Appears good value as several courses for one set price
Challenges for Choice is limited

customer
2.3 À la carte (ALC) menus

À la carte menus are found mostly in commercial food and beverage operations These menus are
characterised by:
A large selection of options

All menu items are individually priced
Dishes are in most cases cooked to order
Customers can consume several dishes depending on their situation
145
Source: http://www.thelock-diningbar.com
Figure 6.2: Example of an à la carte menu
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6: MENU PLANNING
2.3.1 ALC menus – challenges and opportunities
Opportunities for Attracts customers due to wide choice of dishes

operation Able to showcase and promote culinary expertise
Opportunities to increase sales
Challenges for Large quantity of dishes requires lots of purchasing, storage, preparation and
operation controlling
High perishability – difficult to sell during slow demand periods
Requires higher quantities of kitchen and service staff
Demands higher skilled chefs due to more complexity
More training for chefs and service personnel
More things to manage therefore more opportunities for error
More choice can result in longer wait times and reduction in seat turnover
Higher costs, space, utilities, labour, wastage
Greater customer expectations
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
2.4 Cyclical menus

Cyclical menus are most commonly found in non-commercial food operations such as schools, hospitals
and military establishments.
The menus are pre-planned to meet the needs of the target consumers and are rotated weekly,
fortnightly or monthly.
2.4.1 Example of a cyclical menu
Weeks Chicken soup Green salad Tomato soup Egg Vegetable soup
1, 3, 5, 7, 9 Baked Chilli con carne Chicken pie mayonnaise Fish and chips
vegetable with fresh with brown Beef casserole Mixed ice
lasagne vegetables rice with mashed cream
Fruit salad Apple cake Hot chocolate potatoes
pudding Banana flan
Weeks, Tuna salad Mushroom Garden salad Lentil soup Cheese salad
2, 4, 6, 8, Baked potato soup Grilled beef Braised lamb Vegetable
10 with tomato Fish and potato with with cous cous pasta with
sauce bake vegetables Raspberry garlic bread
Poached pears Carrot cake Bread and crumble Mixed ice
butter cream
pudding
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2.4.2 Challenges and opportunities of a cyclical menu
Opportunities for Less changes in the menu allows for easier planning
operation Able to ensure menus are well balanced across the week
Able to buy in bulk and achieve cheaper prices with supplier
Employees become skilled and specialised in the production of particular
dishes allowing for greater competency and efficiency
Less training of employees
Less errors
Food can be prepared in advance and chilled
Less skilled employees required
Challenges for Employees get bored due to lack of scope

operation
Opportunities for Customers get to look forward to particular menus on certain days
customer
Challenges for Customers can get bored

customer
Draw up a table and carry out a comparison between the three types of menu discussed (TDH, ALC and
Cyclical). Compare differences in purchasing, storage, preparation, staffing, costs, requirements,
efficiency, quality, profit, service and customer satisfaction.
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U PLANNING
3 Menu consider
c rations
Caterers and
d chefs are confronted with many factors when plannin
ng menus as illlustrated belo
ow.
Priority Concern
of Menu u Planner
Guests//consumers Operration Food

d
Likes & disslikes of target

Costs Consiste
ency
m
market
Socio--economic Availab
bility of
Portion size
faactors ingred
dients
Ethnic factors Equipme

ent needs Texturres
Skill requirrements of
Demograaphic factors Colour baalance
cheefs
Size of re
estaurant
Religious considerations
c Nutritional balance
(covvers)
Service method
m –
Concept of value Plated, buffet
b for Aesthetic balance
b
exammple
Foo
od trends Storage facilities
Provenaance
availlable
Environmental Health & Safety -

co
oncerns Supplie
ers
legislation
Compe
etition
Environnmental
legislation
Design an
nd flow of
kitchen
Menu cove
er & design
Cichy & Wise (1999)

Figurre 6.3: Conside
derations in me
enu planning
149
There are three main areas to be examined:
the consumers
the operation
the food or product
3.1 The consumers

The underpinning goal is to provide a menu that your consumers will want, and in order to do so market
research should be undertaken with your target group. If this is not done, you will find it a challenge to
either attract or retain your customers.
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
Food and beverage operators have an obligation to:
Provide good quality ingredients

Be truthful in what they advertise on their menus
Inform customers promptly when items are not available
3.2 Trends
Vegetarianism Around 6% of the UK population is vegetarian.
Organic food Consumers increasingly demand food that is healthy, organic and produced
without any artificial additives.
Exotic Consumers increasingly enjoy more exotic foods from areas such as Japan,
China, Thailand and India.
Healthier options Increasing obesity levels are leading consumers to be more health conscious.
Organic food – food that is produced without the use of chemicals, including pesticides and fertilisers.
What are the following?
Fair trade
Food miles
Carbon foot prints
How can food and beverage operators use the above in their menu planning?
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3.3 Food needs

Although there are basic needs and wants there are also customers with more specific requirements.
Food Definition
Halal Caters for members of the Muslim faith; in the food production process the animal or
poultry has to be slaughtered in a ritual way known as Zibah.
Kosher Kosher food is food that meets Jewish dietary laws, or the laws of Kashrut. Similar to
Halal, it has strict rules in the preparation and production stages, where food is
supervised by a rabbi. Members of the Jewish faith would not consume items such as
pork or seafood and would not mix dairy and meat.
Vegetarian Vegetarians would not eat meat, poultry, and fish. They eat primarily vegetables,
pulses and fruits.
Vegan Vegans do not eat meat, eggs, dairy products and all other animal-derived
ingredients. They eat beans, grains, legumes, vegetables and fruits.
Website: More information on halal and kosher catering can be found at:
http://www.halalfoodauthority.co.uk
http://www.kosher.org.uk
You have planned a dinner party for five people and of the people attending, one is a vegetarian and one
is a vegan. Plan a three-course, three-choice menu to meet the needs of all of your guests.
In the following table there are listed suitable menu items for consumers with particular dietary needs
and wants.
Specific food needs Examples
Elderly customer Easy to eat and digest, low in Homemade soup

cholesterol, small in portion size, Steamed fish
high in fibre, visually attractive Garden vegetables
Steamed fruit
Female business executive Healthy, colourful, fresh, Green salad
fashionable Poached or grilled chicken breast
Spinach, broccoli, cauliflower,
pulses
Fresh fruit
Young children Healthy, low in fat, colourful, Pasta

high in nutrition, low in sugar, Fish
non-spicy, small portion Vegetables
Fruit
Yogurt
The key is to provide customers with what they want!
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3.4 Operational and business considerations in menu planning
Costs
££££
Each establishment has a target food cost to be achieved. This food cost drives the pricing margins. The
cost, preparation and production of the food items selected have to fit in with target costs to ensure
margins are maintained.
'The operational objective is to prepare meals of a high quality in the most cost effective
way to achieve good profits'.
3.4.1 Cost considerations when planning and creating menus:
Explanation
The establishment's Food cost refers to the menu price of a certain dish in comparison to the
target food cost cost of the food used to prepare that same dish. How much you pay for
food will determine how much you need to charge for it. Food cost should
be between 30-35%.
The cost of Chefs need to monitor ingredients costs as fluctuations can impact on
ingredients profits.
Food seasonality Food prices can change in and out of season. For example, asparagus is
most affordable in April and May and these prices will increase in other
months.
Trend: In many western countries seasonality is a thing of the past. Many
menus now feature products such as strawberries and asparagus all year
round with foods being produced and transported in from other countries.
The quantity of food The quantity of food or portion used in a dish will ultimately impact on the
used for each dish food cost. Each establishment has a food cost and each dish reflects that
(portion) cost. If additional items are put on the plate and if the menu price is fixed
the profit for the dish will decrease and the food cost subsequently
increase.
Food wastage during A good chef will eliminate food wastage during the food production
production process. For example un-served cooked bacon can be utilised in an
avocado and bacon salad.
Food production The methods used to produce the food will ultimately impact the costs. For
methods adopted example, if you receive potatoes that are washed, peeled and cut they will
be more expensive than potatoes being received in a natural state.
Therefore the food prepared by another organisation and bought-in is at
additional expense as it has more value added, being already processed.
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What are the positive and negative impacts of all year round food availability for customers, the
operation and the environment?
3.4.2 Availability of ingredients

When compiling menus the chef needs to consider availability of ingredients in relation to 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 on the chef's budget.
3.4.3 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 comes space, depreciation,
maintenance, training, cleaning and control. Wood stove pizzas and freshly made pasta can now be
bought-in from suppliers and just reheated and finished off in the operation.
3.4.4 Skill requirements of chefs

You need to ensure the chefs are capable of serving the menu. If a sophisticated menu is written it is all
well and good, but if the chefs do not have the skills to serve it correctly complaints will be made.
Furthermore, the employees will feel demotivated and become dissatisfied when complaints occur which
may result in labour turnover. It is best to identify the skill level and capabilities of the kitchen personnel
and compile a menu that is manageable. Similarly, if a higher level of menu is required investment in
new personnel or training should take place.
3.4.5 Size of food production and food service facilities

If the restaurant has a large seating capacity it is important to consider how the kitchen will operate
when full. If the menu is complex a full restaurant will require large amounts of staff and space to meet
these needs. If the menu is too complex it will slow up the service time when busy. Similarly, if the
kitchen is small the space available for food preparation may be limited and so having dishes that require
lots of preparation space may cause accidents and problems. In this case, the preparation should be
carried out off-site and finished on site where possible. Storage is another consideration in relation to
space, if food storage is limited menu items should be restricted to reduce storage requirements.
3.4.6 Service method

Buffet, family, silver service, plated and gueridon restaurant service methods will affect the type of food
you serve.
3.4.7 Competition
It is important to carry out regular competitor evaluations. Consumers will select one competitor over
another for different reasons, such as quality, presentation, price, variety, ingredients used, promotions,
portion and service. It is, therefore, imperative that your menu is different and better than your
competition. If you differentiate your product you will increase your chances of attracting consumers. Be
sure to also carry out this analysis quarterly as competitors' menus can change frequently. Also
remember that they are probably visiting your establishment as well, evaluating your menu and
repositioning theirs!
153
On a street in London there are four Italian restaurants offering a similar standard of food. The following
table shows a recent competitor analysis of one of their menu items (spaghetti carbonara) and other
important elements observed. If you were a consumer which restaurant would you select? Explain your
reasons why.
Restaurant A Restaurant B Restaurant C Restaurant D
Spaghetti carbonara Homemade spaghetti Homemade spaghetti Homemade spaghetti

carbonara carbonara served with carbonara served with
complimentary garlic garlic bread and a
bread voucher for 20% off
your next visit.
Dish Dish Dish Dish

price price price price
£6.00 £6.00 £6.50 £6.50
No live music Live Italian music No live music but the Extensive wine list,
played every night chef has just won an great service but no
award for his culinary entertainment
skills
Great bar Great ambience Great design Great parking
3.5 Legislation in menu planning

The Trade Descriptions Act 1968 is an Act of Parliament of the United Kingdom which prevents
manufacturers, retailers or service industry providers from misleading consumers as to what they
are spending their money on.
For example, if an establishment's menu says Scottish salmon, the salmon must be from Scotland.
Other words commonly used that care needs to be taken with:
Fresh salad
Garden vegetables
Homemade desserts
Another important law is:
The Sale of Goods Act 1979

http://www.berr.gov.uk/whatwedo/consumers/fact-sheets/page38311.html
The Food Standards Agency

http://www.food.gov.uk/foodindustry/regulation/
3.6 Menu cover

Menu covers need to:
be attractive
be eye catching
set the scene
communicate the theme
be cleanable
be replaceable
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3.7 Flexibility
Menus need to be flexible and adaptive. Internal and external forces can affect the dishes that you offer,
for example:
Change agent Impact/Action
Ingredient prices change due to political and Menu prices need to be amended
economic factors
Food scares such as bird flu and mad cow Consumers will not purchase
disease Remove from menu
Replace
Items unwanted due to social changes – red Consumers will not purchase
meat, fat Remove from menu
Replace
Items wanted due to social changes – organic, Create dishes

healthier options, exotic food Add to menu
Advertise
Internal restructuring – change in budget, Menu changes

staffing, leadership, theme
Supplier problems Ingredients not available or too expensive, remove

from menu
3.8 Terminology
It is important to remember that your menu is an important communication tool. Therefore, wherever
possible, complex terminology should be avoided. If customers do not understand the menu it may deter
them from entering the restaurant. In cases where more obscure terminology is used it is important to
ensure that the service staff can explain the meaning to customers.
Check out the home pages of several restaurants that display their menu. Looking just at the menu,
what are your thoughts about the type of guests whom the restaurant is trying to attract? In what ways
is the presentation of menu items attactive or offputting?
3.9 Layout and design

Once decided on what dishes will be available the menu needs to be laid out correctly. Questions that
need to be asked:
Are all descriptions accurate?

Are my sections clear with the right food in each section?
Are all the dishes easy to read?
Is the font the correct size?
Could I use different colours, bold or underline particular dishes to make them stand out?
Have I fully utilised all the paper space well?
Does the design fit in with my target market?
Have we communicated the brand well?
If a menu item is not popular will it be easy to remove?
If prices change, can we amend the prices easily?
Is the menu easy to clean?
155
Where will we store the menus?

Do we have the address, e-mail and reservations number on the menu?
Do we have taxes and service charge information communicated well?
Is the spelling and grammar correct?
Have we considered guests with particular disabilities, blind, visual impairment?
Have we highlighted any potential allergies (nuts for example)?
Do we need to consider getting menus translated into another language?
Trend: Electronic menus – menus that are typically used outside the main entrance of some
establishments are now automated. These menus are linked to the kitchen and restaurant and can be
changed by the outlet managers when dishes have run out or need to be moved to another area on the
menu that may improve their sales.
3.10 Food
3.10.1 Consistency
To enable consistency of dishes, standard recipes need to be created for each menu item. The standard
consists of:
Ingredients
Weightings
Preparation and cooking methods
Serving temperatures
Cooking times
Equipment
Health and safety
Costings
Photographs of final presentation
During the development of the dish various employees and managers trial the dish and improve it where
necessary. Once successful a photograph of the dish standard is taken and is visible for the chef or
individual preparing the dish. The standard is used to guide employees and to help maintain control for
managers. When standards are followed customers receive the same food each time. When standards
are not followed, quality reduces, consistency is not achieved, customers become unhappy and margins
are jeopardised.
3.10.2 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 the 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.
What are the effects of under- and over-portioning for an organisation, customers and profits?
3.11 Colour balance

It is important for chefs to consider the colour combination of each dish. Customers should be able to
'eat with their eyes'! If the colours on the plate are well balanced then it will be more appealing to the
customers. It is also important when creating a table d'hôte menu that colours are balanced between
each course.
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Sources: http://farm3.static.flickr.com
http://z.hubpages.com
What is your opinion of the colour balance in the two dishes shown above, how could they be improved?
Identify the strengths and weaknesses in relation to colour balance for the set lunch table d'hôte menu
for conference delegates, below. After identifying any weaknesses what adjustments would you make?
Write a new menu.
Cream of broccoli soup
----------------------
Poached fillet of chicken

with cauliflower, new minted
potatoes and a white wine cream
sauce
--------------------
Fresh fruit plate of watermelon,

orange segments, banana and grapes
3.12 Textures
Not only is colour a consideration in dishes but there is also a requirement for a range of textures.
Textures that are used include smooth, hard, coarse and crunchy and can be created through using
different cooking methods, ingredients, cutting and preparation techniques.
For example: a salad of grilled, sliced chicken, raw chopped carrot, crispy romaine lettuce and bound
with a creamy mayonnaise features a variety of textures. A main course of braised beef, mashed
potatoes and creamed carrots does not.
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3.13 Wording
The menu is a sales tool, it is therefore important to make your dishes sound exciting. Furthermore, as
the dish often cannot be seen before consumption it is key to fully explain and communicate the main
features of the dish creating a visual picture in the mind of the potential consumer.
E X A M P L E
The chef is writing a new room service menu and for one of the dishes has a Thai green curry. The
menu currently says 'Thai green curry served with rice'. The chef feels that this does not really sell or
communicate the dish and changes the wording to Authentic Thai Green Curry with delicate spices in a
creamy sauce served with steamed hot rice.
Examples of words to encourage purchase:
Tasty Homemade Fresh
Authentic Traditional Crunchy
Creamy Chilled Juicy
Tip. In your wording, try to be as communicative about the preparation and cooking methods of the
dishes as possible, for example roasted chicken breast accompanied with diced, steamed green beans
and shallow fried, potato wedges.
The following table provides an example of how potatoes can be described in different ways.
Potatoes prepared Cooking methods

Diced Boiled
Chopped Mashed
Sliced Shallow fried
Chipped Deep fried
Roasted
Baked
Write a three-course, two-choice set dinner menu for an elderly group of pensioners on an all inclusive
weekend at a hotel. Ensure you consider:
Their dietary needs

Balance
Clarity of wording
3.14 Nutritional balance

When compiling menus it is important to ensure that dishes are produced as nutritiously as possible, with
a balance throughout the menu of protein, carbohydrates and vitamins. The different nutrients provide
for the varying functions of the body and so it is important to offer a variety to meet the needs of
different consumers and diets.
Trend: Some chained restaurants now inform customers of the calorific information for each dish.
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Source: http://www.mdconsult.com
Figure 6.4: The food pyramid
3.15 Ingredient balance

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
You have been given the responsibility of checking the 'balance' of all menus within the hotel. Make a
self-checklist to be used to assess balance.
3.16 Suppliers
Your menu is as good as the quality of the ingredients used
Are there suppliers that can deliver the menu items required?
Are the suppliers able to consistently meet the 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?
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4 Menu options
To follow are some of the different menus found within hotels, subject to variance from operation to
operation.
4.1 Coffee shop

Menu
Breakfast Normally consists of hot (English or American) or cold (Continental). In large

hotels breakfast is in most cases served buffet style to accommodate the large
quantities of people. In addition, an à la carte menu would be available for
guests who did not require the whole buffet.
Brunch Brunch would sometimes be offered at weekends between 11.00 am – 2.00

pm. Brunch is a combination of breakfast and lunch food items. Can be
available as buffet or à la carte.
Lunch Depending on the operation lunch can be served in a variety of ways to

include buffet, table d'hôte or à la carte.
Children Children's menus are provided separately in most cases. The dishes are
smaller in portion, cheaper and consist of meals such as mini burgers, pasta,
salads and sandwiches. These menus can in some cases double up as drawing
or colouring menus to occupy children throughout the meal.
Dessert Can be either separate or part of the main menu. Desserts can also be
promoted on buffets, 'desert trolleys' and blackboards.
Afternoon tea Afternoon tea menus are normally available between 2.00–4.00 pm. The menu
offers sweets, scones, freshly cut sandwiches and a selection of hot teas.
Special or themed These menus are created for special promotions or calendar events, which
may include Valentines, Mother's day, Christmas, Chinese New Year. In most
cases these would be set menus.
Beverages Drinks can be featured on the main à la carte menu or as a separate menu.
4.2 Bar or lounge

Menu
Drinks An extensive drinks menu featuring beers, wines, spirits, liqueurs, cocktails and
soft beverages. Depending on type of operation these can be advertised on
separate menus if the bar has a particular focus.
Bar snacks Most bars provide food, normally consisting of light snacks eaten to accompany
the drinks being served. These can come in the form of finger food, platters to
share, sandwiches and salads.
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4.3 Executive lounge

An executive lounge is an area within a luxury hotel designated only for customers who stay in executive
rooms.
Menu
Food Executives can enjoy an à la carte breakfast menu, snacks and sandwiches
throughout the day and complimentary hot canapés in the evening.
Beverage Complimentary soft drinks throughout the day and complimentary beverages at
a specified time in the evening.
A canapé is a small individual food item which is served at cocktail events or before large meals. They
can be hot or cold and are offered by food service employees on large silver trays.
4.4 Fine dining

Menu
À la carte The menu provides a wide selection of dishes featuring the restaurant's particular
concept. This is usually categorised into starter, main and dessert courses.
Wine list A menu offering an extensive range of wines. This is normally classified into either
wine producing regions or wine types, red, white, rosé and sparkling.
Cigar Some hotels feature a 'humidor' with a selection of fine cigars such as Havana,
Cuban, and Montecristo varieties.
Specialty A menu that offers coffees served with liqueurs, for example Irish, Jamaican,
coffees Calypso and Russian.
A humidor is a box-like container that stores and maintains cigars at the correct temperature to
conserve their quality.
Source: http://thesportinglife.net
Figure 6.5: A humidor
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4.5 Leisure and recreational areas

Hotels that provide leisure and recreation facilities may feature a menu to include fresh fruit and
vegetable juices, waters and energy drinks. A limited food menu is also normally provided focusing on
health and nutrition.
Design a small, healthy, snack menu that would be suitable for a hotel's spa and recreation area in your
city. Ensure you consider balance throughout.
4.6 Employee dining

Most hotels provide some type of catering for its employees. This can be in the form of vending
machines or a cafeteria style set-up with cyclical menus.
What are the advantages and disadvantages of providing good quality employee meals and how would
motivation, retention, customers and profits be affected?
When creating menus for employees the following should be considered.
Demographics of workforce, (age, gender, nationality)

Job roles (clerical or manual)
HR budget for employee meals
Numbers of employees on duty
Hours of operation of each department
Feeding night staff
4.7 Conference and Banqueting

The Conference and Banqueting department is quite different from the 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. The advantages are:
Food can be bought in bulk and therefore cheaper prices achieved

Frequently food in this department will be cook-chilled and not all food items are suitable for
chilling
It allows for specialisation
It facilitates forecasting
Menus can easily be sent out to customers by mail or e-mail
No time is wasted in taking orders on arrival
Menus can be used as a marketing tool by the Sales department
Customers can, in some cases, make changes and swap items from different menus.
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6: MENU PLANNING
Figure 6.6: Conference menus

When catering to smaller quantities of people a set menu is available in advance and the party organiser
can request guests to make choices before the event so that the kitchen can prepare accordingly
resulting in little delay in service.
4.8 Room Service department
Menus
À la carte menu The main menu will be advertised either in the in-room directory of
services or nowadays on the television. In most cases the menu will
feature a quite extensive selection of items similar to those dishes offered
on the menus in other parts of the hotel. Some hotels provide the menu
for 24 hours while others offer a limited snack menu during the night.
Breakfast door menu These menus are placed in customers' rooms and are completed the night
before by the guest. On completion the customers hang them on their
bedroom door knob and they are then collected by a room service
employee during the night. Breakfast is then prepared and delivered to
the customers at the requested time.
Mini bar The mini bar menu is a priced list of all items on sale in the in-room mini
bar. The menus also, in some cases, double up as the bill which either
customers or staff complete when items are consumed.
5 Menu evaluation and performance

After menus have been created and implemented it is important to monitor them in relation to customer
satisfaction and their financial contribution.
163
Customer satisfaction can be monitored through:
Speaking to customers directly

Questionnaires
Mystery guest visits
Observing customer plates – 'garbage survey'
Sales per dish analysis
Speaking to employees
5.1 Management information

Menus can also be monitored by examining records from point of sales reports.
The information is provided by:
Sales per dish

Profit per dish
and can be listed by performance indicators as given in the following table.
Performance Definition Action
Stars High profit Keep on menu

High sales
Dogs Low profit Remove from menu

Low sales
Workhorses Low profit Amend ingredients, portion or selling price to achieve

High sales sales
Puzzles High profit Position on menu for more visibility, larger or more
Low sales colourful font
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U PLANNING
SUMMARY
The importance
enu
of the me
Me enu Menu
Menu styles Menu options
conside
eration evaluaation
Table d'hôte Consu

umers Coffee shop
Bar and
À la carte The ope
eration
lounge
Executive
Cyclical Food
lounge
Fine Dining
Leisure
Employee
Conference and
C d
banqueting
Room service
165
SELF-TEST QUESTIONS
1 True or False, an à la carte menu is a set menu?
2 In what type of establishments would you most likely find a cyclical menu?
3 If a customer is a vegan, what would they not eat?
4 What does the Trade Descriptions Act 1968 say?
5 What tool would a head chef use to achieve consistency in dish preparation and production?
6 What is meant by colour balance?
7 What type of menu items would you typically find on a brunch menu?
8 A cigar list would normally be found in which F&B department?
9 List two ways a room service menu can be advertised in the room.
10 Why is it important for a manager to evaluate their menus?
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6: MENU PLANNING
SELF-TEST ANSWERS
1 False – An à la carte menu has dishes that are individually priced.
2 Non-commercial institutions – schools, colleges, prisons.
3 A vegan would not eat any food that has come from an animal, including eggs or dairy products.
4 The Act says that you must be truthful in your menu advertising.
5 A standard food recipe.
6 Colour balance is using a good contrast of colours in dishes to improve presentation.
7 A combination of breakfast and lunch items.
8 Fine dining or restaurants.
9 In the directory of services or the television.
10 So they can achieve customer satisfaction and profit.
1 There is no formal answer to this activity.
2 Fair trade
The fair treatment along the food chain with emphasis on fair ethical treatment and payment for the
producers of the products. Frequently the Fairtrade logo is visible when producing coffee and fruits from
developing economies.
Food miles
The total mileage that food travels from plough to plate. Many foods now in the west are produced and
imported from far away countries. Although this provides a good range of products available all year
round certain groups are concerned about the environmental impacts of transporting food long
distances. Other impacts are that often the foods being transported are produced locally in the country
that it is being imported to.
Carbon foot prints
The total set of greenhouse gas emissions consumed by the company or product during its production
3 An example menu:
Starters
Cream of mushroom soup finished off with garlic yogurt swirl (vegetarian)
Mexican mixed-bean salad with a tangy, spicy vinaigrette dressing,

served with warm, wholemeal wraps (vegan)
Oven roasted chicken wings with a lemon, mayonnaise dip
167
Mains
Oven-baked aubergine topped with a herb mozzarella

and accompanied with a fresh tomato salsa (vegetarian)
Blanched cabbage rolls filled with rice, beans and vegetables,

served with a tossed Mediterranean salad (vegan)
Grilled lamb cutlets served with broccoli, carrots and lyonnaise potatoes,
served with a red wine gravy
Desserts
Fresh fruit plate (Vegetarian)
Caramelised orange slices (Vegan)
Apple Pie with vanilla ice cream
5 Under-portioning
Reduce costs
Lower food cost overall
Customers feel disappointed
Over-portioning
Increased food cost
Waste
6 Answer depends on your own preference.
7 The soup and the main course are both quite pale in colour. To improve this maybe replace the
cauliflower with carrots and use a herb-based sauce to add some green colour. The dessert is well
balanced with a good variety of colours used on the plate.
8 An example menu:
Fresh, homemade vegetable soup with barley
or
Grilled sardines with a Mediterranean green salad
and a chunky tomato sauce
Hot, tender chicken stew with carrots, leeks and herb dumplings
or
A trio of lamb chops grilled with rosemary and served with
mashed potatoes and garden vegetables
Fruit salad with low fat vanilla cream

or
Homemade carrot cake
168
6: MENU PLANNING
9 The checklist could include the following questions:

Does the menu have a good balance of ingredients throughout?
Do the dishes have good colour balance?
Do the dishes have a good balance of texture?
Are the dishes accurately described?
Does the menu reflect current trends?
Are the explanations easy to understand?
Is there a good variety for vegetarians (if in UK)?
Is there a balance nutritionally across the menu?
10 The menu could include meals high in protein, carbohydrates and low in fat, such as:
Wholemeal pasta
Chicken breast with vegetables
Grilled fish
Fresh salads
Baked potatoes
Whole fruit
Cereal bars
Wholemeal sandwiches
Vegetable and fruit shakes
169
170
CHAPTER 7
SERVICE QUALITY IN FOOD AND BEVERAGE
Chapter objectives
Explain the importance of quality to a food and beverage operation
Discuss a range of methods operators can use to improve quality
Evaluate a range of approaches to measure and maintain quality
Topic list
Introduction to quality
Quality tools
Quality monitoring and measurement
171
1 Introduction to quality
1.1 What is quality?
It is difficult to accurately define quality as it represents many things to different people. Quality
perception is based on things such as our experiences, our expectations and our particular needs at that
time. Below are some definitions to assist you in defining quality.
'To consistently meet or exceed customer expectations by providing products and services at prices that
creates value for customers and profits for the company'. Woods & King (2002)
'The totality of features and characteristics of a product or service that bear on its ability to satisfy a
stated or implied need'. British Standards 4778 (1987)
'Freedom from Defects' Kotler & Bown (2003)
'Delighting the customer by fully meeting their needs and expectations'. These may include performance,
appearance, availability, delivery, reliability, maintainability, cost effectiveness and price.
What does quality mean to you?
Insert some hospitality service brands from your area that fit into each section on the matrix.
High Price
Low High
Quality Quality
Low Price
Figure 7.1: Quality matrix
Name any three brands that you feel are good quality and three brands that you feel are poor. Compare
your brands with your peers and determine if you all agree and if not, why not?
172
7: SERVICE QUALITY IN FOOD AND BEVERAGE
1.2 Importance of quality

High quality Low quality
Happy customers Unhappy customers
Retain customers Lose customers
Meet budget Under budget
No discounts Discounts
Employee gratuities and recognition No gratuities and recognition
Attract customers Hard to attract customers
Positive word of mouth Negative word of mouth
Positive image Poor image
Growth Decline
Retain employees Lose employees
Easy to attract new employees Difficult to attract employees
Increase market share Decrease market share
Brand growth Brand devalues
Owners satisfied Owners dissatisfied
Good public relations Bad public relations
Profit Loss
Competitive Not competitive
Open Closed
Wuest as cited in Kandampully et al. (2001) notes 'Poor service leaves a guest unimpressed,
discouraged, and unsatisfied'.
As shown above good service quality brings many benefits to an organisation. However, there are many
challenges.
1.2.1 Quality challenges and issues in hospitality operations

Very fast production to sale cycle – hard to check quality, opportunities for errors
People factor – hard to standardise
Highly perishable product – pressure to sell
Complexity – multiple moments of truth
Variety of stakeholders, all with differing expectations
Huge information management activity to get feedback
People deliver service and people think differently
Customers purchase an intangible experience
Perceptions of quality are highly subjective
Present and future value of customers are important
Future cost of dissatisfied customers
Bad news travels further and faster than good news
Organisational problems ie hierarchy prevents responsiveness
Sensory adaptation – the new becomes the expected therefore continuing need to innovate
173
Most customer and/or staff dissatisfaction is because of poor attitudes by staff and managers
100% customer/staff retention is probably unrealistic – 80/85% is possibly achievable
It is not all that difficult for organisations to achieve 90% customer/staff satisfaction – building on
that is more difficult because it is about personal differences
What five things that can lead to guest dissatisfaction in the following departments?
A restaurant
A bar
A room service delivery to a customer's room
1.3 Importance of customer satisfaction

The cost of gaining a new customer is about six times the cost required to retain an existing one.
A dissatisfied guest will tell ten other people about the complaint.
91% of customers who have an unresolved complaint will not return.
65% to 85% of switchers are dissatisfied guests.
Only 4% of dissatisfied customers will complain.
Rowe (1998)
2 Quality tools
Cousins et al. (2003)

Figure 7.2: Integrated service quality management model
There are many actions that food and beverage operators can take to improve their service quality.
174
7: SERV
VICE QUALITY IN FOOD AND
D BEVERAGE
Qua
ality
sourrcing
Effective
Effective
human
leadership andd
resource
supervision
management
Effecttive
service Stand dards of
Quaality
recoveryy and perfoormance
complaint Tools (SSOPs)
handling
Quality
feedback and Quality
monitoring schemes
systems Effective
e market
segmen ntation -
meetinng their
‘needs, wants
w and
expecttations’
Figure 7.3
3: Standards fo
for effective se
ervice quality
2.1 Effective
e leadersh
hip
To successfuully achieve qu uality within an organisationn it needs to beb made a misssion and drive en by the
person at the top. It is theeir responsibility to ensure that
t quality is incorporated into the wholee fabric of
ation. This is achieved
the organisa a throu
ugh researchinng the target market's
m needss, introducing systems of
service qualiity control with an ongoing,, strong, qualitty checking syystem to monitor and evalua ate.
'A company must have lea

aders at the to
op who are tottally committe
ed to quality service'.
Woods & King (2002)
Wuest as citted in Kandam
mpully et al. (2
2001) 'Manage
ement plays a vital role in th
he delivery of quality
q
service'.
2.2 Effective
e market segmenta
ation
It is an impo
ortant part of quality
q to consistently meett customer's needs,
n wants a
and expectatio
ons. To
establish and
d maintain needs and wants the following g steps are required.
Reseaarch the targe

et market's ne
eeds and wantts (what do the
ey want?)
Creatte the standarrd to meet nee
eds and wantss
Imple
ement the standard
ervise and maintain the stan
Supe ndard
Evalu
uate and adjusst the standardd
175
E X A M P L E
Recent research by a family restaurant showed that families wanted:
A child safe environment

Employees who understand the needs of children
Affordable prices
Children's menus
Baby change facilities, high chairs
Activities to entertain children (colouring, drawing, playground)
The restaurant is now aware of the needs and wants of families, and can now work towards providing
these features and services to attract and retain families.
Source: http://grey-matter.org
Figure 7.4: The market mixes link to quality
2.3 Expectations
Linked into needs and wants are expectations. This ensures that you also meet what your customers
expect to receive from their visits. Expectations vary in relation to the type of customer and the situation.
E X A M P L E
The following table shows the difference expectations for a variety of customers in relation to a hotel
bar.
Expectations Price Service Menu Facilities
Business customer High Efficient and Wine list Well designed,

discreet Cigars trendy, up-to-date
Quality brands
Leisure customer Medium Friendly and House brands Comfortable and

informative Cocktails well laid out
Student or tourist Low Relaxed Special promotions Basic and functional
As previously stated, customers expectations can change from customer type according to the situation.
For example, tourists can also expect well designed facilities with quality beverages. Normally the
operation targets a particular type of customer and the products and services are matched with their
particular expectations. If the target customer's expectations are not met then dissatisfaction occurs.
176
Have you ever visited a Food and Beverage establishment and received poor quality? Discuss with your
peers.
Consider:
What happened?
How did you feel?
What did you think was the cause?
How could the manager prevent it from happening again?
Would you return?
Did you share your experience with anyone?
The service performance gap is when a company fails to meet the service standards management has
put in place to produce products or services that customers have said they want.
The service performance gap can lead to unhappy customers as their expectations of the service they
should receive are not met.
Figure 7.5: Gap analysis model – customers' expectations

Tip: The key is to exceed customers' expectations!
Have your expectations ever been exceeded?
How did you feel?
What happened?
What were, do you think, the factors that caused it to happen?
Would you return?
Did you share your experience with anyone?
177
Standards of performance or 'standard operating procedures' (SOPs)

To assist with meeting needs and wants standards of performance have to be created and implemented.
'Standards of Performance help with consistency because they detail exactly what must be done and
how it should be done'
Ninemieir (2000)
Advantages of performance standards for an operation include:
Consistency of service
Guides the employees in their work
Supervisory tool for training employees
Supervisory tool for evaluating employee performance
Management tool for measuring performance against competitors
Assists in allocating costs per task accurately
Figure 7.6: The standard process
Examples of standards in a food and beverage operation are:
How to clean cutlery

How to take a pre-dinner reservation
How to take a table booking over the telephone
How to complete a charge using a 'point of sale' machine
How to open wine
How to welcome a customer
How to carry plates
How to deal with complaints (set out below)
Do all food and beverage operations have standards? If not, why not?
178
The following step-by-step guide can help you 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 won't overhear.
3 Stay calm. Avoid responding with hostility or defensiveness. Never argue with the guest.
4 Be aware of the guest's self-esteem. Show a personal interest in the problem. Use the guest's
name frequently. Take the complaint seriously.
5 Give the problem your undivided attention. Concentrate on the problem, not on apportioning
the blame. Do not insult the guest.
6 Take notes and write down the key facts.
7 Provide the guest with options. Don't promise the impossible, and don't exceed your
authority.
8 Set an approximate time for completion of corrective actions. Be specific, but do not
underestimate the amount of time it will take to resolve the problem.
9 Monitor the progress of the corrective action.
10 Follow-up the complaint even if it was dealt with by someone else.
'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)
Standards never change.
Situation: A customer is in a coffee shop ordering a sandwich. On ordering, she requests that instead of
the standard side salad which accompanies the sandwich she would like to change to some hot
vegetables instead.
Discuss:
How should the employee deal with this?

What are the impacts of changing the item for the customer, kitchen and operation?
Can standards be changed?
2.5 Effective human resource management

Wuest as cited in Kandampully et al. (2001) 'Service providers must involve all of their staff in each
department in an effort to provide quality service'
There is a clear relationship between quality human resource management and the organisation
achieving quality goals.
Key goals and objectives

Recruit the right people
Keep your employees happy
Retain them
179
Source: http://www.virginmedia.com
HR Rationale How
Recruit the right Less complaints Job descriptions and job specifications
people Less defects Match best candidate with job specification and
Less training job description
Less risk Complete reference checks
Greater customer satisfaction Paper and pencil tests
Qualified interviewers
Multiple interviewees to reduce bias
Employee trials
Succession planning
Do not panic recruit!
Keep your Increased job satisfaction Regular training
employees happy Less absence Regular performance evaluation and appraisals
Improved team work Recognise and reward achievement
Better service to customer Provide competitive salary and benefits
Retain them Stronger team Provide regular social events
Familiarity with customers' Provide sufficient amounts of quality tools to do
names their jobs effectively
Awareness of customer's Safe, clean work environment
individual needs and wants Fair and effective leadership
Practice empowerment
'More than 65% of customers who will not return do so because of the way they were treated, not
because of the product'. Rowe (1998)
Empowerment – allowing employees to take the necessary action to deal with problems or situations.
2.6 Training
As stated in the following table, ongoing, effective training contributes in achieving quality for the
customers, employees and the organisation.
180
Benefits to the employee Prepares employees to do their jobs effectively

Improves self confidence
Improves motivation and morale
Prepares for promotion
Reduces tension and stress
Provides an opportunity to succeed
Benefits to the guest Provides high quality service
Provides high quality products
Makes the experience more pleasant and enjoyable
Benefits to the operation Increases productivity
Reduces costs
Builds a strong team
Reduces problems and defects
Creates a better image
Increases referrals
Attracts potential employees
Decreases absenteeism
Reduces employee turnover
Kavanaaugh & Ninemier (2001)

'If you take care of your employees, they will take care of the customer, who, in turn, will take care of
the business.' J W Marriott
2.7 Quality sourcing

It is important that all products sourced, meet the needs of the organisation's objectives.
Products should fit the needs of the target market

Should fit the organisation's financial requirements
Meet the desired purchase criteria on arrival
Should be better than the competitors
Examples of sourced products in a food and beverage operation
Perishable – food and beverages

Non-perishable – linen
Equipment – crockery, cutlery and glassware
Furniture – tables, chairs and trolleys
Fixtures and fittings – lights, signage and decoration
Tools to achieve this include:
Purchase specifications
Ongoing customer research to determine satisfaction
E X A M P L E
A food and beverage operation sources the best quality coffee beans for its coffee menu. By doing this, it
is increasing its chances of achieving customer satisfaction. However, the coffee bean is only one part of
the total product. The operator also has to provide good service with friendly attentive employees,
provide the right price and ensure the coffee is served at the right temperature in a clean, presentable
cup.
181
An organisation is trying to reduce costs and has provided restaurant staff with a range of low cost
cleaning materials for the restaurant. What are the effects of this action on employees, customers and
profits?
2.7.1 Sourcing considerations and limitations

Budget available
Availability of suppliers
Seasonality
Storage space available
2.8 Quality schemes

A quality scheme is a 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.
Figure 7.7: Examples of quality schemes
Opportunities Challenges
Higher standards Can be expensive!
Customer retention Difficult for small businesses to afford
Reduced complaints Can be difficult to achieve
Increase in profits
Happier employees
Aids 'self-marketing'
A competitive advantage
A benchmark
Independent assessment of quality
182
Figure 7.8 provides an example of one type of quality scheme, Hospitality Assured. Most schemes are
multi-dimensional focusing on different elements that work towards achieving quality. Schemes vary in
cost and depth depending on the size of the operation, their objectives and current situation.
The process normally consists of:
Application to the quality organisation

Visit and assessment
Goal setting
Regular assessment
Award
Ongoing reassessment
Source: HCIMA
Figure 7.8: Key areas of 'hospitality assured' quality scheme
Visit a hotel or restaurant website and identify what quality schemes they are members of.
Do quality schemes guarantee quality?
183
Visit the following websites to find out more about quality.
Investors in People
www.investorsinpeople.co.uk
Information about the Investors in People scheme
Hospitality Assured
www.hospitalityassured.com
Information about the Hospitality Assured quality scheme
British Standards Institute
www.bsi-global.com
Information about ISO 9001 – put ISO 9001 in the search function to be directed to the relevant
information.
2.9 Service recovery and complaint handling

One of the goals of any organisation is to minimise the number of complaints it receives.
However, when complaints do occur we need to:
Deal with it appropriately.

Ensure the customer leaves happy (service recovery).
Ensure we as an organisation learn and prevent it from re-occurring.
'It is often said that 96% of unhappy guests never speak about their unhappiness'.
Woods and King (2002)
Steps for dealing with complaints.
Always take a complaint seriously

Try to take customer to a quieter area
Listen carefully and be sympathetic
Good eye contact
Get all the facts
Make notes
Apologise sincerely
Use customer's name throughout
Assess level of complaint
Ask how the customer would like the complaint resolved
Provide options
Apologise again
Thank
Follow-up
Always inform a manager of any problem or complaint
Record the complaint
Follow-up with letter
F O R D I S C U S S I O N 3 0 m i n u t e s
Is zero complaints a realistic goal for a company? If not, why not?
The table below shows some problem situations that can occur in a food and beverage operation. For
each complaint provide the possible effects, potential causes and some long-term solutions.
184
Complaint Possible effects Potential causes Long-term solutions
A family having dinner in a

restaurant have complained that
the service was too slow.
A long-term customer has

complained because the bar has
run out of stock of his favourite
beverage.
A room service customer has

complained that she has
received her meal in her room
but it was different from her
original request.
Customers attending a wedding

reception have complained that
it takes too long to get served at
the banquet bar.
New breakfast customers have

complained that the quality of
the breakfast was very poor!
A CEO described the table waiter

as having a bad attitude.
3 Quality monitoring and measurement

When an organisation has implemented quality tools to achieve quality products and service it is vital to
measure the organisation's success.
http://www.getentrepreneurial.com
Leaders committed to quality must make sure that there are tools in place to measure their staff
members' efforts at providing great service to guests.
Monitoring and measuring quality can be carried out in different ways. One way an organisation can
approach this is by conducting research internally and externally. Examples of research that can be
carried out internally and externally are given below.
185
Internally Externally
Customer questionnaires Mystery guests
Face-to-face feedback External surveys
Focus groups Secondary data
Observation
Critical log books
Management information
Wuest as cited in Kandampully et al. (2001) states that: 'The service encounter and the customer's
evaluation of the quality of this service encounter are critical to service business success'.
3.1 Internal customer questionnaires

Customer questionnaires are one of the most commonly used methods of research adopted by food and
beverage operations.
3.1.1 The customer questionnaire process
Create questionnaire
Distribute questionnaires
Collect questionnaires
Process data
Analyse data
Communicate data to departments
Tool How it works Advantages Disadvantages
Customer Forms are placed on tables Easy and affordable to Low response rate.
questionnaire or or in bill folds for create. Unhappy customers have
feedback form customers to fill out. Many customers would normally left the
Customers are requested prefer to write premises by the time the
to provide feedback on something than speak data is collected.
areas such as service, out! Customers do not have
atmosphere, food and Can follow-up in some time to complete.
beverage and cleanliness. cases. Bad feedback doesn't get
Easy to organise and passed onto
evaluate feedback. management.
When designing a questionnaire or feedback form it is important to address the following questions.
What do we want to find out?
Who are we targeting to complete the questionnaires?
How will we reach them?
How much time do they have to answer the questions?
How many questions should we ask?
What questions should we ask?
186
Do we want to collect any other information, for example name, address, e-mail or company or
should it be anonymous?
Do we want them to rate service and products or give real opinions?
Where will we distribute or place the questionnaires?
What can we do to achieve a high response rate?
How can we ensure we get all the completed questionnaires?
How many do we want to get each day, what is our target?
How will we manage all the data collected from the questionnaire?
Who will manage it?
How will we communicate the findings to our managers?
Every customer should complete a feedback form. What strategies can operators adopt to achieve a
100% response rate.
Create a ten-question customer questionnaire to measure the quality in a fast food outlet. Next time you
visit a fast food outlet test your questionnaire.
3.2 Face-to-face feedback

Face-to-face feedback is normally carried out in a relatively informal manner by the waiter or manager
during or at the end of the meal or visit. This method of collecting feedback is quick and cost effective. It
is important to frequently check on customer satisfaction throughout the meal as if they are unsatisfied,
you can attempt to correct the problem. If satisfaction is only checked at the end 'How was your meal?'
it may be too late! Whatever feedback is received both positive or negative it must be passed onto the
relevant manager.
E X A M P L E
If a customer praises the meal, or a particular aspect of it, the chef on duty should be informed, as it will
provide them with some assessment of their performance.
One of the biggest problems is that this verbal feedback seldom gets communicated and therefore
cannot be used to improve the product or service.
3.3 Focus groups

A focus group is a group of people invited to attend a session, hosted by the restaurant or hotel, to
gather opinions and suggestions. It normally includes individuals that can provide the best, most reliable
information for the topic being discussed. It would normally be hosted by the General Manager or an
employee from the Sales and Marketing department, and the meeting would be recorded. Invited
customers would, in most cases, be served refreshments and be reimbursed for any travel expenses
incurred.
187
Aim Focus group members To research

To determine Existing restaurant Opinions on likes and dislikes in relation to the:
satisfaction levels of customers Menu
customers Service
Design
How the restaurant can improve?
What the restaurant does best?
To increase business Non- What is their perception or opinion of the
of non-customers customers/competitor restaurant?
through identifying customers/potential What type of food do they like?
their opinions, dining customers What is important to them when eating out?
habits and specific
Where do they currently dine out and why?
needs
To gather opinions Customers What are their favourite dishes on the current
from customers to menu?
use in creating a new What would they like to see on the menu that
menu is not currently available?
Are the prices reasonable?
Are the portion sizes suitable?
Do they go to other food and beverage
establishments for particular dishes that we
do not offer?
3.4 Observation
Within the organisation there is a wealth of information that can be used to improve quality.
One of the most effective ways to obtain this information is by simply standing back and observing the
food and beverage operation. Managers and supervisors can get feedback by noting the actions and
body language of customers and employees.
Examples Potential reason Effects

Employees chatting Overstaffed, poor scheduling Waste
of resources High labour cost
Bad impression for diners
Employees rushing Understaffed, poor scheduling Customer complaints
around of resources Discounts
Slow service
Employee stress
Queuing at a buffet Poor controlling of customer Customers become dissatisfied
traffic Customers arriving go elsewhere
Empty restaurant Poor marketing Loss of revenue
during peak time Poor advertising Poor image
Poor product and service Hard to attract customers
Better competition
Diners waving hands Not enough servers Dissatisfaction
to get attention Poor supervision Inconvenience to customer
Servers have not attended to
diners' needs
Waiters are not Unhappy with work conditions Looks bad
smiling! Unhappy with colleagues May impact on customer service delivery
Bored
188
The problems discussed above require further research by the manager to determine the exact causes.
The manager can then implement controls to prevent reoccurrence.
E X A M P L E
The 'Garbage Survey' is a good example of observational research. Managers or senior chefs can stand
at the dish wash and watch the servers bring the empty plates back from customers. For example, if on
all the plates many people are leaving their vegetables perhaps they were undercooked, overcooked, too
large a portion or even poorly seasoned.
Whatever the reason, this information can be further followed-up by asking the customer why they have
left their vegetables and passing that information on to the chef to analyse.
Trend: A relatively new concept is called 'Management by Walking Around' (MBWA). The central theme
to this approach is that managers should spend time walking around the public areas and restaurants to
observe and monitor the product, employees and customers.
3.5 Critical logs

Departmental log books provide information on activities which take part within the operation. These log
books are normally found in each department and are a tool for supervisors and managers to exchange
and communicate information between shifts. The logs consist of items such as complaints and issues,
lateness by employees, maintenance defects etc.
3.6 Management of information

Information is in most cases logged by computers or past records and can be used effectively to provide
a better service to customers.
Figure 7.9 provides an example of a restaurant receipt from a regular, local customer, Mr Bridges.
Assuming the restaurant has collected his contact details they can use the data in the following ways.
On making a reservation next time the hostess could offer the same table as last time, 'Would you
like your usual table Mr Bridges'.
During the pre-service briefing the supervisor advises the server of Mr Bridges past preferences
and to recommend them. 'Last time you tried the seafood platter would you like the same again?'
Ensure all service staff know his name and use it throughout the meal. 'Good to see you again Mr
Bridges'.
E-mail him information on any forthcoming food and beverage promotions.
As he is a consumer of wine, invite him to any wine tastings or promotions.
Invite him to attend focus group sessions.
189
Jimbaran Restaurant at
The Splendid Hotel
Dubai
Table: 24 Date: 22.01.08 Time: 18:47
Server: Rashid
No of Covers: 2
Quantity Item Charge
1 Soup 20Dhs
1 Caesar salad 20Dhs
1 Seafood platter 100Dhs
1 Cheesecake 30Dhs
2 Coffees 30Dhs
1 Sancerre wine 80Dhs
280Dhs
Payment Method American Express
Number 87664456696xxxxxx
Customer Name John H. Bridges
Figure 7.9: Example of a restaurant receipt

A food and beverage operation should set up a 'Customer Information Database' to capture each
customer's information to consist of:
Name
Contact telephone numbers
E-mail address contact
Date of birth
Company
Likes
Dislikes
This information can also be referred to as 'Customer History'.
A past guest, Mr Fernandez is due to return to the hotel again next week. The hotel has viewed his
customer history information and his last bill is detailed below. How can a food and beverage department
use this historical information to provide Mr Fernandez with a better food and beverage experience on
his return?
190
Golden Tulip Hotel Shanghai
Name: Mr Fernandez Nationality: Philippines Room Type: Executive
Arrivals 17.04.08 Departure Date: 21.04.08 Room Rate: – 200 RMB
Date of Birth:
Date Charge
17.04 Bar Gin & Tonic 20RMB
17.04 Room Service Breakfast 30RMB
17.04 Swimming Pool Juice 20RMB
18.04 Dry Cleaning 60RMB
18.04 Mini Bar Whisky 25RMB
19.04 Chinese Restaurant 160RMB
Tip: Restaurant managers and head chefs can look at the popularity of menu items and favourites
should be kept and used as signature dishes. Similarly, poor performing items should be removed as
they do not meet customer demand.
3.7 External methods

Mystery guests or mystery shoppers are employed by companies to visit their premises to conduct
an evaluation of the products or services. These visits are normally contracted out and conducted by an
external professional company.
3.7.1 Mystery guests

Meeting with owner or operator to discuss the requirements.
Mystery guest company creates measurement tool (self-administered questionnaire).
Mystery guest makes room or restaurant reservation as any normal customer.
Mystery guest carries out the visit and audits services and products.
Mystery guest completes a formal report and delivers results and findings.
Manager communicates to key managers with action points for improvement, if necessary.
Unbiased Can be costly

Conducted by experienced individuals
Accurate
Can be used as a development tool
Employee is unaware that customer is a mystery
shopper
Many large chains use survey results to compare performance between units.
191
A C T I V I T Y 9 o n g o i n g
You have been asked by a local coffee restaurant to visit as a mystery guest and implement an
evaluation. Carry out the following steps:
Design a form that could be used

Visit the establishment
Carry out investigation
Provide a dummy report that details visit information, findings and proposed recommendations.
As guidance you can evaluate:
The menu
The service that was received
Service method
Décor
Market/customers
Sanitation
Any promotions
Satisfaction
3.7.2 External surveys

Professional companies can also be contracted and employed to carry out surveys with members of the
public to establish:
Specific needs and wants

Likes and dislikes
Eating and dining preferences
Dining habits
Preferred restaurants
Reasons for eating out
Brand preferences
3.8 Secondary data

Food and Beverage operations can also monitor consumer trends to help them cater to consumer needs
by viewing the following resources.
Academic books and journals

Industry magazines
Industry websites
Industry reports
The following websites are useful resources in monitoring trends within the industry.
http://www.caterersearch.com
http://ehotelier.com
http://www.hotel-online.com
http://www.hotelsmag.com
192
7: SERV
VICE QUALITY IN FOOD AND
D BEVERAGE
SUMMARY
The
e importance
o quality
of
Quality tools Measurementt
Leaadership Internall External
Meeting needs,
wants and Questionna
aires Myystery guests
expe
ectations
Stan
ndards of Face to face External
perfformance feedbackk surveys
Qualiity human
Focus grou
ups
ressources
Qualitty sourcing Observation
Qualitty schemes Critical logs
Servicce recovery Manageme ent

and complaint
c informatio
on
haandling
193
SELF-TEST QUESTIONS
1 List five effects of poor quality service for an organisation.
2 Who in an organisation is responsible for achieving quality?
3 What is a 'Standard of Performance'?
4 How can organisations exceed their customers' expectations?
5 What is a 'Quality Scheme'?
6 What is meant by 'Service Recovery'?
7 True or False – Face-to-face feedback should be written down.
8 What is the 'Garbage Survey'?
9 True or False – A mystery guest is when a member of the food and beverage department measures
service quality.
10 What are the six steps in the questionnaire process?
194
SELF-TEST ANSWERS
1 Any from list provided in section 1.2.
2 The ultimate responsibility is with the manager, however all employees play an important role.
3 A 'Standard of Performance' are specific steps to achieve a particular task.
4 By providing goods and services beyond their expectations.
5 A 'Quality Scheme' is when a company employs an outside partner to assist with improving standards
within the operation.
6 'Service Recovery' is when a dissatisfied customer leaves satisfied.
7 True.
8 The 'Garbage Survey' is when the empty plates of customers are observed and evaluated by managers
or senior chefs.
9 False. It is a measure of service quality, however, it is in most cases conducted by an external company.
10 Create questionnaire, distribute, collect, process data, analyse data and communicate to departments.
2 A restaurant
Poor welcome
Slow service
Unhygienic environment
Poor quality food
Poor value for money
A bar
Sold out beverages
Over selling
Queuing for drinks
Rowdy customers
Noisy environment
Room Service
Poor communication with telephone operator
Not meeting delivery time promise
Cold food
Not receiving food that was ordered
Missing cutlery or equipment
3 Effects of the action may be:

Cleaning time may be longer due to less effective chemicals
Hygiene standards may drop
Potential for food poisoning and bacteria growth
Complaints by customers of poor hygiene
Low quality chemicals maybe detrimental to personal health of employees for example skin
allergies
195
5 Possible answers include the following:
Complaint Possible effects Potential causes Long-term

solutions
A family having Complaints Not enough staff Training
dinner in a Discounts scheduled Efficient employee
restaurant have Dissatisfied Slow delivery processes scheduling
complained that the Food production slow Reduce food
Negative word of
service was too production times
mouth In experience of
slow.
Poor reputation employees Employ qualified staff
Poor supervision
A long-term Complaints No par stocks Set up par stocks
customer has Discounts No emergency stocks Be prepared for needs
complained because Dissatisfied Poor planning of regular customers
the bar has run out
Negative word of Customer history not
of stock of his
mouth utilised effectively
favourite beverage.
Poor reputation
May not return
Low employee moral
A room service Complaints Miscommunication Standards
customer has Discounts No Standards Training
complained that she Dissatisfied Standards not followed Repeat back order
has received her
Negative word of Poor supervision
meal in her room but
mouth Little training
it was different from
her original request. Poor reputation
May not return
Low employee moral
Customers attending Complaints Poor planning Better planning
a wedding reception Discounts Not sufficient bar staff Simplify beverages
have complained Dissatisfied available
that it takes too long Simply service
Negative word of
to get served at the systems
mouth
banquet bar.
Poor reputation Open more than one
May not return bar
Low employee moral Staff bar fully
New breakfast Complaints No standards Standards

customers have Discounts Poor supervision MBWA
complained that the Dissatisfied Lack of care
quality of the
Negative word of
breakfast was very
mouth
poor!
Poor reputation
May not return
Low employee moral
A CEO described the Complaints Personal problems HR monitoring
table waiter as Discounts Unhappy with manager or Employ good staff
having a bad Dissatisfied colleagues Regular appraisals
attitude. Poor work environment
Negative word of Discipline procedure
mouth Over worked
Poor reputation
May not return
Low employee moral
196
6 Suggested strategies are:

Don’t make questionnaires too long
Create incentives for employees who collect most completed questionnaires
Make gathering customer feedback a priority
Create standards for comment card distribution
7 An example of a questionnaire:
Please rate the following, 10 being excellent 1 2 3 4 5 6 7 8 9 10
Did you receive a friendly welcome on arrival?

Does the menu offer a good selection to cater to your needs?
Was your food order prepared promptly?
Did the server inform you of any promotions?
Was your food to the right temperature?
Did you like the taste of your meal?

Was your meal visibly attractive?
Did you like the design of the restaurant>
Did you feel that the restaurant had a good standard of
hygiene?
Overall please rate your total visit experience
8 Ensure that gin and whisky is available in the customer mini bar
Chinese restaurant to call room and welcome back and offer reservation
Room service to check customer previous order and complete form already just for the signature
of the customer
197
198
CHAPTER 8
CONFERENCE AND BANQUETING
Chapter objectives
Describe how the Conference and Banqueting department is structured
Explain the stages in the customer inquiry process
Identify and appraise the tools departmental managers use to maintain standards, minimise expenses and
maximise sales
Topic list
Characteristics of Conference and Banqueting (C&B)
The event process
199
1 Characteristics of Conference and Banqueting (C&B)

Very diverse with many different event types
Can be small or large in customer numbers
Pre-planned
Can be profitable
Competitive due to many establishments having large available spaces
Often seasonal
Can be delivered in a variety of locations
Empty space is expensive
Conference Banqueting
Formal Relaxed
Seminars Religious festivals
Meetings Annual work parties
Exhibitions Family celebrations
Presentations and lectures Themed dinners and lunches
Workshops Weddings
Conduct some desk research on the following type of events given in Figure 8.1, below.
A banquet is a meal that has a menu that is preselected by the client for all guests attending the event.
A banquet usually occurs in a separate location and the client generally request special items (colour of
tablecloths, centrepieces, different menus, etc). The number of guests at a banquet usually ranges from
10 to 10,000 or higher. Strianese and Strianese (2003)
200
8: CONFER
RENCE AND BA
ANQUETING
Forrum
Convention Seminar
Sympossium Re
etreat
Event Types
Congreess Trad
de Show
Exhibition
n Panel
Interrview
Figure 8.1:: Event types

Suitable ven
nues to host evvents include:
Confeerence centress
Exhibbition halls
Hotells
Largee restaurants and
a bars
Comm munity centress
Office
e cafeterias
Ballro
ooms
Churcch halls
Sportts halls
Outside cateering (off-premmise catering): many hospitality organisattions are able to deliver catering
services to customer
c office
es, homes or other location
ns.
What are so
ome of the cha
allenges for orrganisations in
n providing outtside catering??
1.1 Benefits
s
Can better
b utilise space
s and asseets
Can capitalise
c on annual
a events
Can show
s case faccilities
Can receive
r additioonal revenue streams
s
Poten
ntial for leads and follow on n business
Can attract
a local bu usiness
Can provide
p betterr service as all booked in ad
dvance
Can achieve
a savinggs through bulk purchasing
201
FOOD AND BEVERAGE
E OPERATIONS
1.2 Challeng
ges
Emptty space is a cost
c
Presssure to fill space daily
Comp petitive
Large e quantities off inventory andd equipment
Addittional storage requirements
Difficcult to manage e expectationss because of la
arge quantitiess
Large e quantities off casual labourr
As a Confere
ence and Banq
quet managerr how would yo
ou manage ea
ach of these challenges, as listed
above.
1.3 Personn
nel
Conference an
nd
Banqueting
Manager
Conferencee and
Banquet C
Chef
Assistant Events Sales

Manager Managger
Eventt Sales Event

S
Supervisors
Executive coordinato
or
Waiters and
W
Porters
202
8: CONFERENCE AND BANQUETING
Position Responsibilities
Overall management of department
Conference and
Fully accountable for profitability of department
Banqueting
Promoting department
(C&B) manager Recruitment of employees
Attending meetings
Dealing with complaints
Planning and forecasting
Administration
Meeting customers
C&B chef
Discussing menu options
Creating menus
Preparing food
Serving food
Overseeing and managing events
C&B assistant
Training employees
manager &
Booking casual staff
supervisors Managing stocks
Managing customers' expectations
Delivering standards
Creating sales & marketing plan for department
C&B sales
Implementing plan
manager Competitor analysis
Managing employees
Motivating employees
Yield management
Training
Visiting clients and companies
C&B sales
Making presentations
executive
Showarounds
Following-up leads
Taking reservations
Event
Creating contracts
co-ordinator Maintain the booking diary
Banquet event sheets to departments
Billing & deposits
Setting-up functions
Waiters
Mise en place
Serving customers
Dealing with customer enquiries
Moving furniture
Porters
Setting-up furniture and equipment
Assisting waiters
Breaking down rooms
Cleaning
The Conference and Banqueting department is characterised by the use of casual, agency staff. The
reason for this is that some events such as large weddings and conferences require many staff to serve
the food and beverages. Hotels cannot employ such quantities of staff on a full-time basis as events of
this size are, in most cases, not a daily occurrence.
203
FOOD AND BEVERAGE
E OPERATIONS
What are the
e advantages and challenge
es of using cassual labour in the Conferenccing and Banq
queting
department??
1.4 Conference and Banquetin

B ng sales
In-house
custo
omers
Intern
national Loccal
commpanies busine
esses
C&B Sales
Deparrtment
Internal
company
Charities
events and
functions
Local ressidents Event planners
Figure 8.2
2: Who are the
e customers?
Due to the competitive
c na
ature of the se
ector, various techniques
t ha
ave to be employed to fill Co
onference
and Banquetting space. So
ome approaches include:
Employing a sales team

Creatting a databasse of customerrs
Contaacting potentia al customers
Creatting brochuress detailing faciilities available
e
Employing an expe erienced C&B team
t
Featu
uring C&B facilities on hotel or establishm ment's webpag
ge
Advertising facilitie
es in local meddia
Sending informatio on and visitingg local businessses
Prom
moting facilitiess internally in lifts and bedroooms
Creatting own even nts internally
204
1.4.1 Creating own events internally

As opposed to waiting for the telephone to ring, establishments need to be proactive and create demand.
E X A M P L E
An hotel has a large ball room which was not booked on a particular day. The hotel carried out the
following:
1. They contacted a ladies fashion brand and asked if they would be interested in hosting a fashion
show at the hotel.
2. The hotel created tickets and promoted the event as a fashion show with dinner.
3. The sales department targeted females in the community to purchase tickets for the event.
4. Incentives were created whereby if a table of ten was reserved, one person would eat for free.
5. The chef created a menu that was targeted towards the needs of female diners.
6. The fashion company submitted logos to co-advertise on the tickets and posters.
7. The fashion brand provided customer address information.
8. The event was a success selling all tables.
Benefits for both parties included:
Cross-marketing
Customer information sharing
Hotel filled space and made a profit
Fashion company sold clothes
Customers were able to network and enjoy time with friends
Hotel was able to showcase facilities
A hotel has a large banquet room that can seat up to 200 people for a sit-down meal, or 400 for a
conference. The general manager is concerned that this room has no bookings in March. As C&B
manager list as many CREATIVE ways as possible that you could fill the room and achieve sales.
2 The event process
1. Enquiry
5. Follow up 2. Visit
3.
4. Event
Quotation
Figure 8.3: The conference and banqueting process
205
FOOD AND BEVERAGE
E OPERATIONS
2.1 Enquiry
When custom
mers contact the
t hotel to make
m an enquirry:
Thannk person for calling

c
Take down personal information n, name, comp
pany, contact number and e
e-mail
Estab
blish what type
e of event is required
r
Estab e and time is required
blish what date
Check diary and deetermine availability
Trend: Mostt banqueting diaries

d are now
w computerise
ed and are able to provide in
nformation to include:
Up-to
o-date availability of each rooom
Specifications of ea ach room
Capacities for each h room
Past history of com mpany or custoomer, room prreferences and
d event type
Roomm costs based on supply, de emand and day y
Futurre availability and
a usage perr room, day an nd month
Usage per compan ny, event type and room typ
pe
Many large hotel

h chains use a centralise
ed conference e and banquetting computeriised system fo or all their
hotels provid
ding customerrs with up-to-ddate availabilitty in each of the chain's pro
operties at any
y one time.
Smaller non--automated orrganisations use
u a function book to keep track of room m bookings.
Figure 8.4
4: Example of automated C&
&B room bookking software
Note. In ma els and organissations yield management
any large hote m is now practice
ed to ensure that
t are the
room sales are
a maximised d, selling to the right consum
mer at the righ
ht price at the
e right time.
206
2.2 The brochure or CD-Rom

To promote the conference and banqueting facilities the sales office send out information packs
(collateral) to acquaint customers with services available. This includes:
The service team's roles and responsibilities

Testimonials from customers
Photographs of events
Blue print of room dimensions
Examples of room set-up
People capacity per room
Equipment available
Menus
Packages available
Contact details
Business card of C&B sales person
Visit the Marriott website and evaluate the site in terms of:
Information
Appearance
Ease of navigating
Information for customers
The conference and banqueting facilities and services that it provides
How could the website be improved?
Marriot Conferences – http://www.marriott.co.uk
2.3 The appointment and customer visit

If the enquiry is for a large event or a new customer or company the sales assistant will attempt to
secure an appointment and encourage the customer to visit the hotel to showcase the event facilities.
It is important that during the visit the customer receives a positive experience as this is the first
impression of the venue and the service ethic.
The sales executive should be prepared for the appointment in the following ways.
Have a quiet place to discuss the customer's needs and requirements.
Key staff available to discuss particular needs, for example a chef should be on hand to offer
advice and suggestions with menu planning for the event.
It is important to have rooms set-up for display. If a customer is coming to discuss a meeting
then a meeting room should showcase for the customer what can be expected. You should never
try to show an empty room to a customer as this may lose you the sale!
Have presentation packs prepared, containing menus, seating lay-outs, photographs and room
details.
Should the customer also require accommodation for the attendees then rooms should be
available to show.
Relevant paperwork on hand such as, a customer checklist.
It is also important to introduce the person to the employee who will manage their event.
207
During the appointment general information is obtained or confirmed from the customer.
Contact details: (telephone, e-mail, fax, address, direct line)
Date and arrival time
Customer information: numbers and demographics (gender, age, nationality, profession)
Customers with any special needs or requirements
Event type: seminar, anniversary party
Room set-up style: (classroom, workshop, round tables)
Food requirements: (menus, meal times, special diets)
Beverage requirement: (during the event, cash bar in the evening)
Equipment requirements
Budget per person
Billing information
Bedroom requirements
Car parking requirements
Together with generic requirements more specific needs will be expected for different events. For
example, a customer visiting to discuss a wedding may wish to discuss:
Flowers
Speeches
Master of Ceremonies
Dance floor
Disc jockey (DJ)
Seating plans
2.4 The quotation and contract stage

Once all the information is collected and priced the customer is sent a proposal detailing all the function's
requirements with pricing. In most cases the customer would either make some changes or sign the
paperwork and return it to the hotel. This signature creates a confirmed booking and contract between
the customer and the establishment. Depending on the agreement the customer normally pays a deposit
to secure the booking.
2.4.1 The banqueting event order

After the contract has been confirmed C&B sales create a 'Banquet Event Order'. This is an internal
document to communicate the event's details to the relevant departments.
Looking at the banquet event order in Figure 8.6 which departments would need a copy for their
information?
208
8: CONFER
RENCE AND BA
ANQUETING
Date: 17 Ju
uly 2009 Customer: Franklin Elec
ctronics
Event Type
e: Meeting Contact Details: Miss Julie Parsons
Time: Telephones
s: 0208 88726
654 Fax: 0208 8872666
9.00 am – 5..00 pm
E-mail: Julie anklinselec.co.uk
e.parsons@fra
Numbers: 120
1 max.
Timings Room Set Up
U
9.00 am – 9..15 am
Coffee & tea on arrival
11.00 am – 11.15
1 am
– Coffee brea
ak with
pastries
1.00 pm – Lu
unch in
restaurant
3.00 pm – 3..20 pm
– Afternoon tea
5.00 pm – Fiinish
Other Details Lunch Menu

u Eq
quipment Re
equired
Reception: Event
E to go To
omato soup Ovverhead proje
ector and scree
en (OHP)
on lobby nottice board
Chicken fillet with broccoli and Ta

able microphone and speake
ers
1 guest in wh
heelchair sweetcorn in
i a mushroom m sauce
who will need
TV
V and CD playyer
n arrival
assistance on
Selection off desserts from
m buffet
3 flip charts with paper & pen

ns
Bottled mineeral water
Te
ea or coffee
on tables thrroughout
meeting
F
Figure 8.6: Saample banquett event order
2.5 Food, be
everage and
a servic
ce
2.5.1 Food
In C&B menus are normallly table d'hôte
e due to frequ
uency of large numbers.
Producing fo
ood for banque
eting events has
h many adva antages and a good way to highlight thesse is
comparison with food production in restaurants as sh
hown in the fo
ollowing table.
209
Restaurants Events (C&B)
Large menu Small menu
Uncertainty about which menu items will be No uncertainty – all menu items fixed
selected
Uncertainty about definite numbers that will visit No uncertainty – numbers confirmed
restaurant
Uncertainty about what time customers will come No uncertainty – customers arrive as organised
Food wastage after service No food wastage
As stated above, the attraction of catering in C&B is the ability to forecast staffing, ingredients,
preparation and production due to the business being pre-confirmed. Yes, some restaurants do
implement a reservation only policy but there is still uncertainty about what dishes will be requested
which makes it difficult to forecast.
For large quantities of customers the 'cook-chill' method is adopted to maintain hygiene and quality in
the food production.
2.5.2 Beverage
Beverage requirements can be varied when considering different types of events. For conferences,
beverage requirements may include tea, coffee and mineral water throughout the event. Bars may be
available during the evening for delegates to relax and network, and are available in different formats.
They can be in a fixed bar location or set up in another room to ease queuing.
A cash bar is where each guest pays at the time the drink is served.
A hosted bar is one where the drinks are charged on a consumption basis. Companies frequently use
this method and the bill is sent directly to the company after the event. The event organiser signs a bill
at the end of the event to confirm consumption. In the case of weddings sometimes the host pays a part
of the bar bill in advance, let's say for example £200.00. Bar servers keep a running total and when this
quantity has been consumed the customers begin to pay for themselves.
During banquet events a table service can be provided whereby customers are offered a variety wines,
spirits, beers and soft drinks served at the table.
2.5.3 Service
A variety of service methods include:
Plated service
Silver service
Buffet service
Family service
Larger events will be run using a more formal system where employees follow instructions by the
head waiter or Mâitre d'.
2.6 The event

Hotel executives meet weekly to 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 problems
210
8: CONFER
RENCE AND BA
ANQUETING
1. Se
et up
eve
ent
8. 2.
Breakdown
B Welcome e
event guests
3. Run
7. through
Signature event
and billingg details for
the day
6. Check 4. Brief
satisfaction staff
5. De
eliver
eve
ent
Figu
ure 8.7: The evvent process
Step Action
1 Set-up ev
vent The C&B tea am will set-up the event in advance
a of the
e customer an nd their
guests arrivin
ng. This may include, prepa aring furniture
e, laying tabless, setting-
up coffee sta
ations, registra
ation tables, bars
b and equippment.
2 Welcome
e guests On arrival the host or orga
aniser is greetted and welcom
med by the sa
ales
assistant or the
t staff mem mber managing g the event.
3 Run through event The C&B employee should

d run through all details justt to check any
y last
minute changes.
4 Brief stafff It is importan

nt that before
e an event all service
s staff are briefed on details to
include:
The comp
pany and type
e of event
Chronolo
ogy of event
For the organiser,
o hostt and any VIPss to be identiffied
Any speccial requests
Allocation
n of tables
Menu info
ormation
Standard
ds
5 Deliver event
e The event co
ommences as planned. Servvice staff follow
w banquet eve
ent order
and any instructions from event superviisor. Duties incclude:
Serving food
f and beve
erage
w customer requests
Dealing with
Monitorin
ng equipment
Clearing tables
211
6 Check satisfaction Satisfaction should be checked throughout the event and at the end. Any
feedback from the customer is noted and communicated to service and
other staff involved.
7 Billing Organiser or host signs the bill to agree all consumption and charges.
Depending on arrangements, bill is either settled immediately or sent to the
company.
8 Breakdown event Employees break-down the event to include:

Collapsing furniture
Clearing tables
Polishing cutlery
Cleaning
Re-setting for next day's event or sales promotion
Compile a questionnaire to evaluate the satisfaction of customers who attend events, taking into
consideration the different elements that are necessary for a successful function.
2.7 Room set-ups

Various room set-ups are used to meet the needs of different events.
U shape Classroom Banquet style
Hollow square Theatre or lecture style Horse shoe
Herring bone Workshop Circle
Source: http://conferencing.uwex.edu
Figure 8.8: Room set-ups
212
Banquet or wedding style
Source: http://www.rufflets.co.uk
2.8 Equipment
Different events require varying types of equipment, as illustrated below.
1. Overhead projector (OHP) 2. Projector 3. Screen
http://www.mc.maricopa http://www.slipperybrick.com http://www.habitek.co.uk
4. Slide projector 5. Flip chart 6. Microphone
http://www.wedgwood-group.com http://img.en.china.cn http://www.shure.co.uk
7. Public address system 8. Staging 9. Laser pointer
http://www.av2hiresouth.com http://www.wengercorp.com http://www.itrush.com
Figure 8.9: Typical equipment used in a C&B department
213
What different types of events would request equipment as featured in Figure 8.9?
The equipment can either be purchased as an asset by the company or rented.
For example, if an event requires a large TV screen for a conference the supplier will deliver the TV in
advance and collect it after the event.
2.8.1 Rental advantages

No storage space required
No cleaning or maintenance required
No depreciation
Less management overall
Less risk of theft
No training required
Modern equipment provided
With technology changing frequently it can be expensive for organisations to constantly keep purchasing
equipment to meet customers' IT expectations.
Trend: A recent trend in C&B is the renting not only of equipment but also of crockery, cutlery, glassware
and linen. The same advantages apply.
2.9 Follow-up and evaluation

A key part of the C&B process 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.
Based on the event/function sheet below for the American Businessmen's Association, prepare the
following:
(a) A list, detailing the quantities and types of equipment (crockery, cutlery, glassware and other) to
successfully set-up the event.
(b) A detailed diagram for the event based on the details below.
(c) Very often part-time casual employees are used for such events. With this in mind clear, specific
instructions are required. Write the 'order of service' for the dinner waiters to follow to
successfully provide good service during the event.
Function sheet
Event The American Businessmen's Association
Date 4 July 2005
Numbers 50 persons
Time 7.00 pm – 11.00 pm
Location The Grand Room
Set Up U Shape (with head table for 5)
214
Menu Minestrone soup

********
Roast fillet of beef with mashed creamed potatoes and green seasonal vegetables
***********
Chocolate gateaux
*******
Tea or coffee & petit fours
Beverages Mineral water

Australian Chardonnay
French Bordeaux
215
FOOD AND BEVERAGE
E OPERATIONS
SUMMARY
Conferencing and
Banqueting
Objectivess and
The event pro
ocess
structurre
Benefits and
a
Enquiry
challengges
Quotation and
a
Personn
nel
contract
Event Sales
Follow-up
p
216
SELF-TEST QUESTIONS
1 True or False. Many conference and banqueting employees are full-time personnel.
2 Name five sources of conference and banqueting business.
3 What is meant by internal events?
4 What are the five steps in the event process?
5 What is the purpose of the banqueting event sheet?
6 Just before an event commences what should managers carry out with service staff?
7 Hollow square, lecture and workshop are types of what?
8 Name three types of microphone that may be used at a conference.
9 What gadget might an organiser use to show things on a large presentation screen?
10 True or False, buffets are a good service method for catering to large numbers.
217
SELF-TEST ANSWERS
1 False, C&B employs many casual personnel.
2 Any mentioned in Figure 8.2.
3 Internal events are when the hotel creates demand by organising and running events.
4 Enquiry, visit, contract, event, follow-up.
5 It is the internal document that is distributed to departments to communicate information about

forthcoming events.
6 A briefing.
7 Room set-ups.
8 Could include cordless, lapel and table top microphones.
9 A laser pointer.
10 True.
2 Weather can be unpredictable for outside events

Ensuring all resources are brought to event to run event successfully
Hygiene during preparation can be a challenge if in remote location
Traffic during transportation can cause delay
3 Advantages
As and when required
During low demand no waste
Relatively low cost – no holidays etc
Disadvantages
May lack experience and care
Not familiar with hotel, surroundings and standards
Due to above complaints may occur
Inconsistent service due to different individuals
4 Ideas could include:
Contact groups that booked room same time in previous years

Create own events such as wedding show or fashion show
Mail out to all C&B customers
Contact charities and offer as venue to show off rooms
Organise familiarisation tour with corporate bookers
218
6 Kitchen
Food & Beverage purchasing
Housekeeping
Reception
Security
Accounts
Maintenance
7 Questionnaire should measure:

Booking process
Friendliness and attentiveness of staff
Food and Beverage quality
Room environment
Standard of equipment and facilities
Housekeeping standards
8
1. Conferences, presentations 2. Conferences, presentations 3. Conferences, presentations
and training and training and training

and training and training and training
training and banqueting training and banqueting and training
events events
9
Set up list
Cutlery Other
60 Soup spoons 5 Salt and pepper sets
60 Side knives 5 Butter plates
60 Joint steak knives 5 Milk jugs
60 Joint forks 5 Bread baskets
60 Dessert spoons 5 Service trays
60 Dessert forks 5 Candelabra
60 Coffee tea spoons 5 Ashtrays
Crockery 5 Sugar bowls
60 Soup under liners 5 Mustard bowls for main course
60 Bread plates 5 Baskets for red wine
60 Tea cups 5 Ice buckets with stands for wine
60 Saucers 60 Napkins
Glassware 6 White Table cloths
60 High ball glasses for water 10 Waiters’ cloths for wine and crumbing down
60 White wine glasses Parmesan for minestrone
60 Red wine glasses
219
Room set up plan
Order of Service
1. Stand beside tables and greet guests on arrival
2. Help with seating
3. Open napkins for customers
4. Light candles
5. When all guests are seated place bread basket on table
6. Offer water
7. Offer wine
8. Serve soup (females first)
9. Offer Parmesan cheese
10. Wish ‘Bon Appétit’
11. Top up water glasses
12. When all customers have finished soup remove plates starting with female guests
13. Top up wine glasses
14. Offer red wine
15. Serve main course
16. Offer mustard
17. Top up all glasses
18. Wish Bon appétit
19. Refill bread and butter
20. Change ash trays if necessary
21. Remove main course plates
22. Remove side plates, bread and butter
23. Crumb down
24. Bring down dessert cutlery to correct position
25. Place coffee cups on table, milk and sugars
26. Serve dessert
27. Serve coffee
220
This is a real past CTH examination. Once you have completed your studies, you should attempt this
under exam conditions. That means allowing yourself the full time available of 2½ hours. Do not look
at the suggested answers until you have finished.
221
222
PRACTICE EXAM
QUESTION PRACTICE
CTH diploma courses are all assessed by examination. This method of assessment is used as it is
considered to be the fairest method to ensure that students have learnt the things they have been
taught.
On the following pages you will find a practice exam for this subject. When you have worked through
this Study Guide and answered the self-test questions you should make a full attempt at the practice
exam, preferably under exam conditions. This will give you the opportunity to practise questions in the
CTH exam format.
The exam questions in this paper are examples of this subject’s questions. The answers provided are
notes used by the examiners when marking the exam papers. They are not complete specimen answers
but are of the type and style expected. In some cases there is a list of bullet points and in others more
text or essay style, however they are representative of the content expected in your responses.
Information given contains the main points required by the Chief Examiner.
SECTION 1 – A1-A10 (2 mark questions)

These questions are looking for factual information and test concise and logical thinking. As a general
rule, for a two mark question CTH is looking for one or two word answers or maybe a short sentence.
Therefore either text or bullet points will be accepted. If two points are asked for, marks will be allocated
for each point. If only one answer is asked for we would expect a short sentence.
Here we are trying to assess your knowledge of the subject and to identify if you can recall the basic
principles, methods, techniques and terminology linked to the subject.
SECTION 2 – A11-A15 (4 mark questions)

These questions are looking for factual information and test concise and logical thinking. As a general
rule, CTH is looking for bullet points or a short paragraph for the answer to a four mark question. If two
or four points are asked for, marks will be allocated for each point. If only one answer is asked for we
would expect a few sentences or a short paragraph.
Here we are trying to assess your knowledge of the subject and to identify if you understand and can
demonstrate how principles, methods and techniques can be used.
SECTION 3 – B1 (20 mark questions)

These 20 mark questions are looking for factual information and how those facts can be applied to both
the subject and the hospitality industry. We expect to see essay style answers to show your knowledge
of the subject and its application.
From this section you need to select three questions from a choice of five. Do not answer more than
three as only the first three answers will be marked. These are essay style questions so you
should select the three that you feel you are the most prepared for. No matter how good the answer is,
if it does not answer the question you will not be given any marks – marks are only allocated when the
answer matches the question.
If you run out of time in the exam jot down the essential points that you intended to include; the
examiner will allocate marks for any correct information given.
It is difficult to assess how much you are required to write for a 20 mark question – some people can
answer in a page, other people need several pages. What is important is that you answer the question
asked – it is about the quality of the answer not the quantity written.
223
20 mark questions
The following descriptors give you information on the CTH marking scheme and what you need to aim
for at each level.
Grade Explanation
Level 4 Demonstrates knowledge of analysis and evaluation of the subject
(15-20)
Level 3 Demonstrates knowledge of application of the subject
(11-15)
Level 2 Demonstrates knowledge and comprehension of the subject
(6-10)
Level 1 Does not demonstrate knowledge and understanding of the subject
(1-5)
Level descriptors
The following level descriptors give you information on what you need to aim for at each grade.
Grade Explanation
Distinction Demonstrates knowledge of analysis and evaluation of the subject
Merit Demonstrates knowledge of application of the subject
Pass Demonstrates knowledge and comprehension of the subject
Fail Does not demonstrate knowledge and understanding of the subject
224
PRACTICE EXAM
225
226
PRACTICE EXAM
227
228
PRACTICE EXAM
229
230
ANSWERS
231
232
PRACTICE EXAM: ANSWERS
SECTION A
A1 d) It will identify areas of strength and weakness.
A2 a) Director’s dining room
A3 c) The dish which requires most preparation and cooking
A4 A food court is a type of plaza (indoor or outdoor) with adjoining counters of multiple food
vendors and providing a common area for self-serve dining. Food courts may be found in
shopping malls and airports, in various regions, such as Asia and Africa, may be a standalone
development.
A5 Shows the precise quantities and qualities of the ingredients

Gives the sequence of preparation and service
Gives greater control over costs and quantity
Makes menu planning easier
Helps with purchasing
Portion control
A6 Any four of:

Consommé
Potage
Purées
Cream
Bisque
A7 A Chef de Rang is in charge of service in a section of a restaurant (3-4 tables) and a Commis
Waiter fetches and carries food together with clean and dirty dishes for the Chef de Rang.
A8 Advising on wines, taking drinks orders, recommending, serving drinks, care of cellar.
A9 Lighting, music, service, furniture, employees (any other suitable answer).
A10 Table d'hôte
233
A11 Roast beef – horseradish sauce

Spaghetti bolognaise – parmesan cheese
Roast lamb – mint sauce
Grilled fillet of fish- tartare sauce
A12 Correct name – check spelling

Time of reservation
Number of people
Smoking or non-smoking if applicable
Telephone number
Special requests etc
A13 Overall dimensions

Weight
Fuel supply
Drainage
Water
Capacity
Time
Ease of maintenance
Noise
Spare parts
A14 Name of wine

Grower
Wine area
Vineyard
Vintage
Alcohol content
Manufacturer
Growth
Grape variety
A15 The partie system is a brigade system in the kitchen allocating specific roles for each chef.
Advantages:
Specialisation
Professionalism
Structure
Discipline
Accountability
Disadvantages:
Boredom
No cross training
234
SECTION B
B1 a) Students should provide a detailed description and usage of the two methods of service.
Silver service is the name given to the highest standard of table service and is performed by a
silver service waiter.
Elements of silver service:

Silver service is always served from the left.
Meals are served to the customer, not plated in the kitchen.
The guest to the host's left is served first.
Plates are cleared from the right.
Glasses are stacked in a diagonal to the right and away, with wine (by course) in order,
and then lastly, a water glass.
A buffet is a meal serving system where patrons serve themselves. It is a popular method of
feeding large numbers of people with minimal staff.
One form of buffet is to have a line of food serving stalls filled with fixed portions of food;
customers take whatever food items they want as they walk along and pay at the end for each
piece. This form is most commonly seen in cafeterias. Another form known as the all-you-can-eat
buffet is freer in form: customers pay a fixed fee and can then help themselves to as much food
as they wish to eat in a single meal. This form is found often in restaurants, especially in hotels;
virtually every major casino resort in North America includes one, with some being very elaborate
and extensive.
As a compromise between self-service and full table service, a staffed buffet may be offered:
diners bring their own plate along the buffet line and are given a portion from a server at each
station. This method is prevalent at catered meetings or parties where diners are not paying
specifically for their meal.
Buffet service is a form of assisted service. Guests get up from their seats to collect food from a
central area where food is displayed attractively. Food is served by staff that are on the other side
of the display and also guests can plate part of their meals. Guests then return to their tables with
their plates. Staff will clear up afterwards and also take drinks orders. This is a type of assisted
service because both guests and staff are involved in service.
Both of these service types are used in banqueting functions with silver service being used in
more formal types of banquets.
B1 b) In a buffet-style catering establishment, there are many advantages. Staff do not need to be
highly skilled as what they mostly do is serve food from behind the buffet table, take drinks
orders and clear plates. Also only a limited number of staff is required. There is a slight control
over portion sizes but customers may also feel they have control which can attract more
customers.
In a silver-service establishment, high prices can be charged. This is due to the high level of
contact between guests and customers, and also the highly specialised service involved as all staff
need to be highly qualified or trained. There is a pleasant ‘upmarket’ atmosphere in these types of
establishment which can encourage more customers. Guest satisfaction could be high because
guests feel they can control their portion sizes.
Buffets are effective for serving large numbers of people at once. For this reason, they are
prevalent in institutional settings, such as business conventions or large catered parties. Another
advantage of buffets compared to table service is that diners have a great deal of choice and the
ability to closely inspect food before selecting it. Since a buffet involves people serving
themselves, it is considered an informal form of dining, less elegant than table service. It is,
however, usually the preferred serving method for large groups, even in formal settings such as
weddings, due to its logistical advantages.
235
B2 a) A menu is a list of food and beverage items available for consumption in a food and beverage
establishment, which is presented to customers to advise them on their choices. There are two
types of menus, namely, the à-la-carte menu and the table d’hôte menu. The à-la-carte menu
contains a wider range of products, each individually priced, whilst the table d’hôte menu has a
smaller range of items set at a fixed price.
A menu is seen as a marketing tool in an organisation as it is supposed to attract customers to
buy items. The customer should be able to visualise the food just by looking at the menu, which
is why it is always a good idea to describe and present the food on the menu in an attractive way.
The menu is also used to show management any areas of concern in the restaurant. It should be
able to show where each meal is on a set grid, ie whether it is making profits or generating losses
for the business. This will enable management to know whether there is need for a review. The
menu is very important as it determines the profitability of the establishment and therefore
careful planning should go into its production and use.
The menu is the driving force behind all that happens in a food and beverage department. It
governs the activity of everyone involved as it effectively instructs all staff in their work, from
purchasing officers to chefs, waiters and cashiers. It is the blueprint for the production and sales
of food.
B2 b) The items to consider when planning a menu are:

Type of establishment – This varies considerably eg for five star hotels, school meals,
workers’ canteen, and so on.
Type of customer – Especially for private parties eg 21st birthday party, company
anniversary party, wedding anniversary….etc.
Time of day – The menu should consider whether it is catering for breakfast, lunch, tea,
dinner…..etc.
Number of courses – This will vary according to all prior considerations.
Appropriate language – Always use the language the customer understands.
Correct sequence of courses – This will let the menu achieve a good balance.
Sensible nutritional balance – If the selection of dishes has varying contents of
nutrition to offer to the customers, then the customers will be able to make their own
choices.
No repetition of commodities – Never repeat basic ingredients e.g. mushrooms,
tomatoes, peas, on the same menu. If one basic ingredient is used in one course, it should
never be repeated on another course in the same menu eg cheese for all three courses.
No repetition of flavours – If using strong flavours like onions, garlic or herbs in one
course, it should not be repeated in another course in the same menu.
No repetition of colours – Colour of food is very important for appetite appeal.
However, you should avoid repeating the same colours in another course, for example,
celery soup and poached fish in a white wine sauce, or tomato soup followed by goulash.
Elements to consider:
Balance of nutrients
Vitamins, protein, carbohydrates
No repetition of ingredients
Use of different cooking methods
Use of selling terminology
Clear and informative
No use of complex words
Awareness of religious considerations
Balance of colour
Awareness of trends
Awareness of local market
236
B3 a) 1 Implement cocktail-of-the-month promotion.
2 Implement two-for-one cocktail promotion.
3 Suggestive selling, by introducing the cocktail to the guests upon taking drinks order.
4 Offer a special ‘Couple’s drinks’ package.
5 Detail the cocktail in an informative way, and also in such a way to make the cocktail
sound interesting and worth giving it a try.
Also: special promotions, blackboards, up selling, training, incentive programs, cross-selling in

rooms etc.
B3 b) 1 Cross-selling
2 Joint-promotion
3 Advertise bar events in magazines, newspapers or radio.
4 Sales promotion through merchandising eg bulletins, display cards and brochures.
5 Postal advertisement eg direct mail or hand drops.
Also: leafleting, market research, contact companies, loyalty schemes, promotions, external
advertising etc.
B3 c) 1 Train bar staff how to handle complaints

2 Have monthly assessment for bar staff on product knowledge.
3 Have customer satisfaction questionnaire.
4 Improve service quality
5 Act quickly, quietly and professionally upon guest complaints.
Also: set standards, service recovery, empowerment, clear lines of authority, good supervision,
preventative schemes, incentives etc.
B3 d) 1 Give incentives for top-sellers

2 Offer competitive employment packages
3 Give staff welfare eg free medical consultation
4 Give annual performance bonus
5 Have staff training
Also: Good benefits, appraisals, job chats, internal employee research, quality circles, investors in
people programmes.
237
B4 a) A refresher training course
Any answer which may cover this subject but could include types of customer, customer needs
and expectations, telephone skills, social skills, standards, measurement of customer service,
handling complaint.
Product knowledge – Good sales always start off with good product knowledge. If staff
are trained with good product knowledge, this will help give the customer’s confidence in
the product or service they are buying.
Technical skills – With good technical skills, staff will be able to work faster and hence,
increase work efficiency and better service quality.
Interpersonal/social skills – Equipped with good social skills, staff will be able to
establish a good rapport with guests and therefore achieve greater customer satisfaction.
Team working – Team work is essential in every establishment. With better team work
comes better communication between staff and hence better operational efficiency and
service quality.
Health and safety – All staff should be reminded of their health and safety
responsibilities. If they are feeling unwell, they should not handle food or work, as this
may risk illness being spread to other staff or guests. Safety measures such as wearing
protective gloves when handling hot equipment or disposable gloves when handling food
should also be emphasised.
Procedures and policies – All staff should know the procedures and policies very well so
that all staff conform to set standards. This will help reduce the risk of dissemination of the
wrong information to guests.
Fire drill – A fire drill should regularly be carried out and all staff briefed in case of an
emergency. Fire safety, eg do not block any fire exits or place flammable items near naked
flames, should be communicated to all staff and they must be familiar with their individual
roles in case of a real fire. Training on how to use the fire extinguishers can also be
conducted.
B4 b) Handling customer complaints 1.
Listen attentively to the complaint, apologise and if appropriate, take immediate action. If you feel
you cannot handle the complaint refer it to your line manager; do not ignore a complaint; do not
argue with the customer; remain calm at all times.
Do not interrupt the customer. Let him have his say, and once he has made his point:
Apologise – Apologise only on that particular problem or complaint.
Restate – Restate what the complaint is to let the customer know that you understand
what the complaint is.
Agree – Example, “You are right to bring that up, Sir”. This will let the customer know
that you are looking at the complaint from his perspective.
Act – Act quickly, quietly and professionally.
Never lose your temper or take it personally, argue, or blame it on another department.
Use appropriate body language – Body language is very important in conveying

messages. In handling a complaint, your body language should be leaning slightly forward
and putting both hands together in the front.
Show care and concern – Always show that you are concerned about the customer’s
complaint and try to rectify it.
238
Show empathy – Show empathy and always be apologetic.
Rectify the complaint – This will show the customer that he is right. This will also
improve service quality and reduce future similar complaints.
Customers' complaints and restaurants’ feedbacks are vital for the improvement of service. When
handling a complaint well, you will make the customer feel important.
Handling customer complaints 2.
Actively encourage feedback from customers - including complaints if they are dissatisfied.
Establish a clear complaints-handling procedure; ensure that all employees who come into
contact with customers understand it.
Be polite and sympathetic; listen to what the customer has to say.
Take ownership of the complaint; give your name as a contact even if you will have to
involve others in resolving the complaint.
Establish the facts; consider whether any internal investigation is needed to gather further
information.
Record the details of the complaint, including when it was made, customer name and
contact details.
If possible, deal with the complaint immediately; if necessary, agree a deadline for getting
back to the customer.
Carry out any necessary further investigations.
If the complaint has potentially significant legal consequences, contact your legal adviser.
If there is a long delay, keep the customer informed of progress.
Once you have established that the complaint is justified, make appropriate restitution;
apologise for your error.
Be prepared to reject unreasonable complaints or unreasonable demands, but in a positive

way: explain what you can offer.
If appropriate, take internal action to prevent the problem recurring: for example, training
staff or improving systems.
Follow up by contacting the customer to check that the complaint has been satisfactorily
resolved.
239
B5 a)
Equipment List
50 soup spoons
50 dinner knives
50 dinner forks
50 dessert spoons
50 dessert forks
50 coffee spoons
50 soup cups
50 soup saucers
50 dinner plates
50 side plates
50 dessert plates
50 cups
50 saucers
50 napkins
5 service napkins
50 white wine glasses

50 red wine glasses
50 water glasses
8 butter dishes
8 butter knives
5 service spoons
5 service forks
8 petit four plates

8 milk jugs
8 sugar bowls
8 under liners
5 waiters
2 wine waiters
B5 b)
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B5 c) SAMPLE ORDER OF SERVICE
When the guests are seated the wine waiters start pouring water starting in the middle of
the top table working their way around the outside of the sprigs and then up the inside.
The waiting staff should follow them offering bread.
The wine waiters then pour the white wine while the waiters follow serving the soup,
placing it on the table from the left of the guest.
The waiters will clear the soup dishes in the order they served it, removing plates from the
right.
The wine waiters will replenish the water and serve the red wine.
The waiters place dinner plates on the table.
Working in pairs, one should serve the beef and the other the vegetables and potatoes.
The fifth waiter will offer mustard and horseradish, serving the top table first.
The dinner plates should be cleared in the original service order.
The table should be crumbed and the dessert cutlery pulled down to the right and left side
of the guest.
The waiters should serve the plated dessert in the original service order.
The dessert plates should be cleared in the original service order.
The waiter should place the milk jugs, sugar bowls and petit four dishes evenly around the
table.
One waiter should place the cups and saucers with teaspoons in front of the guest and the
second waiter should offer tea or coffee.
241
242
BIBLIOGRAPHY
243
244
BIBLIOGRAPHY
BIBLIOGRAPHY
The following key text books have been consulted in the preparation of this Study Guide, and referred to (where
relevant) in the text.
Cichy, R F and Wise, P E (1999), Food and Beverage Service, 2nd edn., US: AHLA.
Cousins et al. (2003), Food and Beverage Management, 2nd edn., UK: Pearson.
Foskett, D; Ceserani, V and Kinton, R (2004), The Theory of Catering, 10th edn., UK: Hodder and Stoughton.
Grigson, J (1984), The Book of Ingredients, England: Kindersley.
Kandapully, J; Mok, C and Sparks B (2001), Service Quality Management in Hospitality, Tourism and Leisure,
Oxford: Haworth Press.
Kavanaugh, R & Ninemeier, J D (2001), Supervision in the Hospitality Industry, Michigan: Educational Institute.
Kotler, P & Bowen, J (2003), Marketing for Hospitality and Tourism, 3rd edn., New Jersey: Prentice Hall.
Kotschevar, L H and Tanke, M L (1996), Managing Bar and Beverage Operations, US: AHLA.
Lillicrap, D and Cousins, J (2006), Food and Beverage Service, 7th edn., UK: Hodder Arnold.
Ninemeier, J D (2000), Management of Food and Beverage Operation, 3rd edn., Michigan: Educational Institute.
Rowe, M (1998), 'Why Service Still Stinks.' Lodging Hospitality, February pp. 18–20.
Strianese, A J & Strianese, P P (2003), Dining Room and Banquet Management, Canada: Thomson.
Woods, R H & King, J Z (2002), Leadership and Management in the Hospitality Industry, Michigan: AHLA.
245
246
INDEX
247
248
INDEX
4 Star Hotels, 13 C&B assistant manager & supervisors, 203

C&B chef, 203
5 Star Hotels, 13
C&B sales executive, 203
À la carte, 99, 161 C&B sales manager, 203

Cafeteria service, 95
À la carte (ALC) menus, 145, 163
Canapé, 161
Accompaniments, 98
Capital purchases, 68
Accountable, 79
CD-Rom, 207
Air, 23
Central distribution method, 48
Airlines, 23
Chain restaurants, 22
Alcohol by volume (ABV), 124
Challenges, 11, 20
Allocate cost expenditure, 77
Changes in product cost, 70
Aperitif, 126
Characteristics of the Food and Beverage sector, 4
Appetisers, 143
Cheese, 50
Appointment, 207
Chef Entremetier, 38
Assisted service, 93
Chef Garde Manger, 38
Availability, 15, 16
Chef Pâtissier, 38
Back of House, 19 Chef Poissonnier, 38

Chef Saucier, 38
Baking, 45
Chef Tournant, 38
Banqueting event order, 208
Chief steward, 40
Bar, 15
Cigar, 161
Bar control, 133
Classification,
Bar design and equipment, 116
the challenge, 6
Bar equipment, glassware and consumables, 117
Cleaning, 97
Bar operations, 112
Cleaning schedule, 76
Bar or lounge, 160
Co-branding, 5
Bar personnel, 112
Cocktails, 96, 127
Bartenders, 114
Coffee culture, 5
Bed and Breakfast, 13
Coffee preparation methods, 123
Beers, 123
Coffee shop, 15, 160
Beverage service, 121
Colour balance, 156
Beverages, 74
Commercial, 6, 12
Beverages checks, 74
Commercial food service, 12
Bin cards, 79
Communication, 36, 103
Blanching, 45
Complimentary Food and Beverage, 16
Boiling, 45
Conference and Banqueting (C&B), 162, 200
Braising, 45
Conference and Banqueting (C&B) manager, 203
Breakages, 73
Conference and Banqueting sales, 204
Breakfast door menu, 163
Consistency, 3
Briefings, 101
Consumers, 150
British Hospitality Association, 4
Consuming, 2
Brochure, 207
Control, 80
Broiling, 45
Conventional food production method, 44
Budget Hotels, 13
Convinience food, 5
Buffet service, 93
Cook-chill method, 47
Bulk Discounting, 71
Cook-freeze method, 47
Bus Person, 92
Cooking, 2
249
Correct temperatures, 77 Face-to-face feedback, 189

Factors that impact purchasing, 65
Cost considerations in bar management, 134
Family (English service) service, 94
Cost controller, 66
Fast food chains, 12
Costs, 152
FIFO, 79
Courses, 143
Financial control, 70
Covers, 97, 99
Fine dining, 15
Critical logs, 191
Fish, 50
Crockery, 92
Fixed equipment, 118
Cruise lines, 24
Floor staff, 114
Cuisine, 6
Focus groups, 189
Customer expectations, 178
Food and Beverage in Accommodation, 13
Customer satisfaction, 174
Food and Beverage in Transportation, 23
Customer visit, 207
Food and Beverage relationship with main hotel
Cutlery, 92
departments, 18
Cyclical menus, 147
Food and Beverage services in hotels, 15
Deep fried, 45 Food and Beverage structure within a 4 star hotel,

14
Delivery note, 73
Food classifications, 50
Delivery temperatures, 73
Food cost and control, 52
Departmental goals and structure, 64
Food needs, 151
Departmental objectives, 65
Food poisoning, 54
Departmental personnel, 65
Food production, 43
Desserts, 143
Food provenance, 5
Digestif, 126
Food specification, 69
Discrepancies, 77
Food sustainability, 5
Drive-thru, 95
Food, beverage and service, 209
Electronic point of sales (EPOS), 104 Franchise, 9

Franchise agreement, 8
Employee catering, 12
Fresh supplies, 72
Employee catering in organisations, 26
Fried, 45
Employee dining, 13, 16, 162
Front of house, 19
Empowerment, 180
Fruit, 50
Enquiry, 206
Full room service, 13
Equipment, 72, 213
Escoffier, Auguste, 38
Ethnic food, 5
Gastro pubs, 22
Glassware, 119
Ethnic restaurants, 12, 21
Grilled, 45
Evaluation, 9
Growth in chains, 5
Event co-ordinator, 203
Gueridon or flambé service, 94
Event process, 205
Guest amenities, 16
Executive Chef, 35
Executive lounge, 13, 15, 161
Expectations, 176
Halal, 151
Hazard Analysis Critical Control Point (HACCP), 56
Expiry item report, 79
Health and safety, 74
External environment, 70
Healthier eating, 5
External surveys, 194
Heterogeneity, 3
External variables, 3
250
INDEX
Home delivery, 96 Market mix, 176

Market quotation sheet, 70
Home meal replacement, 5
Market segmentation, 175
Hospitals, 12, 26
Maslow’s Hierarchy of Needs, 5
Host/ess, 91
Mass produced, 23
Hostel, 13
Meat checks, 74
Hotel bars, 112
Menu, 142
Human resource management, 179
Menu cover, 154
Humidor, 161
Menu evaluation and performance, 163
Independent Restaurants (Small Medium Menu options, 160

Menu planning, 152
Enterprise - SME), 20
Menu styles, 143
Independent operations, 12
Menus, 15, 16
Ingredient balance, 159
Military, 12, 25
In-house residents, 16
Mini bar, 13, 16, 163
Intangibility, 2
Mystery guests, 193
Intangible, 3
Internal customer questionnaires, 188
Internal Requisitions, 77
No guarantees, 3
Non Commercial Food and Beverage, 24
Inventories, 66
Non-commercial, 6
Issuing, 2, 77
Non-commercial operations, 25
Issuing rationale, 77
Nutrition, 25
Issuing times, 79
Nutritional balance, 158
Kitchen chef characteristics, 36

Kitchen design and planning, 41
Observation, 190
Offal, 51
Kitchen equipment, 56
Opportunities, 20
Kitchen introduction, 34
Organic food, 150
Kitchen organisation, 38
Organic Food and Beverage, 5
Kitchen porters, 40
Outside catering, 16
Kosher, 151
Outsourced, 8
Labels, 76 Outsourcing, 10
Over-ordering, 72
Leadership, 175
Ownership, 3
Legislation in menu planning, 154
Leisure and recreational areas, 162
Licensed premises, 22
Par Stock, 71
Par stock levels, 77
Liqueurs, 125
Partie system, 38
Loading bay, 72
Perishability, 3, 71, 75
Lockable store, 77
Pest control, 76
Log books, 105
Plate service, 93
Lounge, 15
Poaching, 45
Main course or entrée, 143 Portable equipment, 118

Porters, 203
Management contract, 8
Post-service, 105
Management contracting, 10
Post-service debriefing, 105
Management contracting analysis, 10
Preparation for service (pre-service), 97
Management information, 164, 191
Preparing, 2
Management options in food and beverage
Product checks on receiving, 73
Main approaches, 8
251
Production methods and organisation, 42 Self operated, 8

Self-service, 93
Provenance, 5
Selling, 103
Public houses, 12, 22
Servers, 105
Purchase cycle, 64
Service, 86, 101
Purchase order, 72
Service briefing, 101
Purchasing process, 64
Service encounter, 97
Purchaser, 66
Service gap, 86
Purchasing, 2, 68
Service methods and descriptions, 92
Purchasing responsibilities, 68
Service of wine, 130
Purchasing: goals and structure, 64
Service personnel, 88
Quality, 172 Service recovery and complaint handling, 186

Serving, 2
Quality control, 69
Sideboard or station, 97
Quality monitoring and measurement, 187
Silver (Russian service) service, 94
Quality schemes, 182
Single point service, 93
Quality sourcing, 181
Slow item report, 79
Quality tools, 174
Soft drinks, 122
Quotation and contract stage, 208
Sommelier (wine waiter), 92
Rail, 23 Sous chef, 38

Sous-vide method, 45
Receiver, 66
Specialised service, 93
Receiving, 2, 72
Specifications, 69
Receiving area, 72
Spillage report form, 135
Reports, 79
Spills, 76
Request for Proposal (RFP), 68
Spirits, 125
Requisition form purpose, 77
Standard of performance, 102, 178
Reservations, 100
Standard recipe, 135
Restaurant, 15
Steaming, 45
Restaurant chains, 10
Stewarding department, 39
Restaurant or Catering Supervisor, 91
Stewing, 45
Revenue centre, 19
Stock movements, 77, 79
Revenue contribution, 17
Stock rotation, 79
Roasting, 45
Stock-take inventory, 80
Room Service department, 163
Storage, 75
Room set-ups, 212
Store man, 66
Safe lifting technique, 74 Storeroom, 76

Storeroom health tips, 76
Sample Job Description:
Storing, 2
Food and Beverage Manager, 66
Supervisors, 105
Sample stock take, 80
Suppliers, 159
Sautéing, 45
Support centre, 19
Schools, 12, 25
Sea, 23
Seafood, 50
Table d’hôte (TDH) menus, 143, 145
Table d'hôte, 99
Seasonality, 3
Table service, 93
Seasons, 70
Table set-ups, 99
Secondary data, 194
Take-away, 96
Secure storage, 77
Temperatures, 73
Selecting suppliers, 70
252
INDEX
Textures, 157 Vacuum cooking, 45

Vegan, 151
Theme restaurants, 5
Vegetables, 50
Themed restaurants, 12, 21
Vegetarian, 151
Thermopins, 73
Vending, 96
Trade Descriptions Act 1968, 154
Vendors, 72
Traditional service organisation, 89
Training, 180
Transport services, 12
Waiter/ess, 92
Waiters, 203
Tray service, 95
Weight, 73
Trends, 5
Wine list, 161
Trends in Food and Beverage, 5
Wine serving temperatures, 131
Triplicate, 78
Wine terminology, 129
Under-ordering, 72 Wines, 127

Wording, 157
Universities, 12, 25
Usage per department, 77
253
254
NOTES
255
256
NOTES
257
258
NOTES
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260

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CONFEDERATION OF TOURISM AND

Food and Beverage Operations

First edition July 2009 A note about copyright

With current technology, things might seem a bit hazy but,

 Photocopying our materials is a breach of copyright

CHAPTER 1 Introduction to food and beverage 1

CHAPTER 2 Food production 33

CHAPTER 3 Purchasing food and beverage 63

CHAPTER 4 Food service delivery 85

CHAPTER 5 Beverages 111

CHAPTER 6 Menu planning 141

CHAPTER 7 Service quality in food and beverage 171

CHAPTER 8 Conference and banqueting 199

How to use this Study Guide

Help yourself study for your CTH exams

The right approach

Remember why you're doing it

2. The right focus

Read through the Syllabus and the chapter objectives

Study the Exam Paper section

3. The right method

The whole picture

 The Syllabus content shows you what you need to grasp.

In your own words

 Try 'teaching' a subject to a colleague or friend.

Give yourself cues to jog your memory

 Try colour coding with a highlighter pen.

4. The right review

Review, review, review

Developing your personal study plan

There are four steps you should work through.

STEP 1 How do you learn?

STEP 2 How much time do you have?

 The standard you have set yourself

Note your time available each week in box A. A

STEP 3 Allocate your time

 Divide the figure in box B by the number of chapters in this

BPP Learning Media’s Learning to Learn Accountancy gives further guidance on

Suggested study sequence

Key study steps Activity

Step 5 Follow each through to its solution very carefully.

Step 7 Make a very good attempt at each one.

Summary of Learning Outcomes

On completion of this module, students will be able to:

Recommended contact hours: 45 Credits: 10

 Davis, B and Lockwood, A (2008), Food and Beverage Management, (Butterworth-Heinneman),

 Merricks, P and Jones, P (1994), The Management of Foodservice Operations, (Cassell),

Magazines, Journals and other Publications

Notes on recommended texts

The exam paper

Five 20-mark questions (candidates must choose three) 60

Other titles in this series

INTRODUCTION TO FOOD AND BEVERAGE

1 Introduction to the food and beverage sector

Figure 1.1: The food and beverage cycle

1.1 Food and beverage: main objectives and expectations

 Quality food and beverages

Consistency Most manufactured products are generally relatively consistent. However,

Unused hospitality services cannot be returned, claimed or resold.

No guarantees In most cases there is little aftercare or service.

Adapted from Kandampully et al. (2001)

Ambience – character or atmosphere of a place.

Industry facts: the United Kingdom food and beverage industry

1.2 Characteristics of the food and beverage sector

Photocopying our materials is a breach of copyright

The Syllabus content shows you what you need to grasp.

Try 'teaching' a subject to a colleague or friend.

Try colour coding with a highlighter pen.

The standard you have set yourself

Divide the figure in box B by the number of chapters in this

Davis, B and Lockwood, A (2008), Food and Beverage Management, (Butterworth-Heinneman),

Merricks, P and Jones, P (1994), The Management of Foodservice Operations, (Cassell),

Quality food and beverages

Guests becoming more sophisticated

Opportunities for Vehicle to expand company

Challenges for Potential loss of control

Opportunities for Purchases well-known brand, recognised name

Challenges for High start-up costs

Opportunities for Hotel operator brings experience and expertise

Challenges for Mr X Little personal recognition

Opportunities for Little capital investment required

Challenges for hotel Does not own property or assets

Opportunities for Starbucks can provide technical specialisation in coffee service

Challenges for 'Change' – new partner

Opportunities for Association with established brand – brand partnering

Challenges for Still have costs!

Food and beverage in accommodation Military

5-star hotels Coffee shop