This document provides an overview of food and beverage cost control. It discusses the food service industry and food and beverage control. The methodology of food and beverage control includes planning, operational, and post-operational phases. Key aspects of the operational phase are purchasing, receiving, storing, preparing, and selling foods and beverages. The post-operational phase involves cost reporting, measuring performance against standards, and taking corrective actions. Personnel management is also important for effective food and beverage control.
This document discusses food and beverage cost control. It defines cost control as the process by which managers attempt to regulate costs and prevent excessive costs. It explains that the total responsibility for cost control rests with management, though specific responsibilities may be delegated. It identifies the key factors needed for cost control as controlling inefficiency, waste, and keeping costs aligned with acceptable bounds. It then describes different types of costs including fixed, variable, direct, indirect, joint, sunk, opportunity, standard, and prime costs.
This document discusses beverage control in the hospitality industry. It defines beverage control as directing and regulating staff actions to achieve business goals. Key aspects of beverage control include establishing standards, training staff, monitoring performance, and taking corrective actions. The document outlines standards and procedures for purchasing, receiving, storing, issuing, and producing beverages. It discusses establishing quality, quantity, and price standards at each stage. The document also addresses fraud prevention for customers, staff, and in beverage production. Overall, it provides a comprehensive overview of implementing effective beverage control systems in the hospitality industry.
This presentation is related to Food & Beverage Industry. It is very beneficial for the students of Hotel Management course & for the newly enters in the field of Hotel & Hospitality Industry.
The document discusses 5 different customer processes for food service:
1. Service at a laid cover where customers are served at their table.
2. Assisted service where customers receive some food at their table and some through self-service.
3. Self-service where customers serve themselves from buffets or counters.
4. Service at a single point where customers order, pay, and receive their food at a counter.
5. Specialized service where food is delivered to customers in different locations like hospitals, hotels, or aircraft. Various types of specialized services are described like room service, trolley service, and home delivery.
1. Food and beverage service involves providing an enjoyable experience for guests through standardized activities and procedures.
2. There are various types of service including American, English, French, buffet, cafeteria, and others depending on the operation.
3. Table service brings food to seated guests while buffet and cafeteria service allow guests to serve themselves from displayed items. The style used depends on the operation and satisfying guest needs.
The document discusses various aspects of menu planning, pricing, and engineering for food and beverage operations. It covers areas like menu planning, different types of pricing methods, evaluating popularity and profitability of menu items, improving and analyzing menus using computer systems, and how the menu forms the foundation for control processes in F&B operations. It also discusses how menus influence other aspects like product control, cost control, production requirements, staffing needs, and revenue control procedures.
The document discusses various aspects of food and beverage service management including types of food and beverage operations, classifications of the industry, types of catering, organizational charts, duties of staff, layouts of service areas, types of services, menus, and menu planning considerations. It provides details on different sectors within the industry such as hotels, restaurants, banqueting, industrial catering, and more. The document serves as a comprehensive overview of the food and beverage service management field.
Department Function And Relation To Food BeverageBrunodeMalaisie
The document outlines the functions and relationships between the Food & Beverage department and other hotel departments. Effective communication and coordination between departments is crucial. The Sales & Marketing department helps generate business for the F&B outlets. The Front Office handles guest records and billing. Purchasing obtains supplies and the Maintenance department repairs equipment. Accounts & Administration handles finances and record keeping. Security protects guest safety. Human Resources handles staffing issues and discipline. Housekeeping provides linens and maintains cleanliness.
This document discusses food and beverage cost control. It defines cost control as the process by which managers attempt to regulate costs and prevent excessive costs. It explains that the total responsibility for cost control rests with management, though specific responsibilities may be delegated. It identifies the key factors needed for cost control as controlling inefficiency, waste, and keeping costs aligned with acceptable bounds. It then describes different types of costs including fixed, variable, direct, indirect, joint, sunk, opportunity, standard, and prime costs.
This document discusses beverage control in the hospitality industry. It defines beverage control as directing and regulating staff actions to achieve business goals. Key aspects of beverage control include establishing standards, training staff, monitoring performance, and taking corrective actions. The document outlines standards and procedures for purchasing, receiving, storing, issuing, and producing beverages. It discusses establishing quality, quantity, and price standards at each stage. The document also addresses fraud prevention for customers, staff, and in beverage production. Overall, it provides a comprehensive overview of implementing effective beverage control systems in the hospitality industry.
This presentation is related to Food & Beverage Industry. It is very beneficial for the students of Hotel Management course & for the newly enters in the field of Hotel & Hospitality Industry.
The document discusses 5 different customer processes for food service:
1. Service at a laid cover where customers are served at their table.
2. Assisted service where customers receive some food at their table and some through self-service.
3. Self-service where customers serve themselves from buffets or counters.
4. Service at a single point where customers order, pay, and receive their food at a counter.
5. Specialized service where food is delivered to customers in different locations like hospitals, hotels, or aircraft. Various types of specialized services are described like room service, trolley service, and home delivery.
1. Food and beverage service involves providing an enjoyable experience for guests through standardized activities and procedures.
2. There are various types of service including American, English, French, buffet, cafeteria, and others depending on the operation.
3. Table service brings food to seated guests while buffet and cafeteria service allow guests to serve themselves from displayed items. The style used depends on the operation and satisfying guest needs.
The document discusses various aspects of menu planning, pricing, and engineering for food and beverage operations. It covers areas like menu planning, different types of pricing methods, evaluating popularity and profitability of menu items, improving and analyzing menus using computer systems, and how the menu forms the foundation for control processes in F&B operations. It also discusses how menus influence other aspects like product control, cost control, production requirements, staffing needs, and revenue control procedures.
The document discusses various aspects of food and beverage service management including types of food and beverage operations, classifications of the industry, types of catering, organizational charts, duties of staff, layouts of service areas, types of services, menus, and menu planning considerations. It provides details on different sectors within the industry such as hotels, restaurants, banqueting, industrial catering, and more. The document serves as a comprehensive overview of the food and beverage service management field.
Department Function And Relation To Food BeverageBrunodeMalaisie
The document outlines the functions and relationships between the Food & Beverage department and other hotel departments. Effective communication and coordination between departments is crucial. The Sales & Marketing department helps generate business for the F&B outlets. The Front Office handles guest records and billing. Purchasing obtains supplies and the Maintenance department repairs equipment. Accounts & Administration handles finances and record keeping. Security protects guest safety. Human Resources handles staffing issues and discipline. Housekeeping provides linens and maintains cleanliness.
The document discusses food and beverage management in the hotel and catering industry. It outlines the objectives of food and beverage departments, which include satisfying guest expectations, efficient purchasing and preparation of food, effective control systems, and gathering performance data. It also describes the functions of food and beverage management, which involve planning, organizing, motivating, and controlling operations. Finally, it notes some constraints faced by food and beverage management, such as economic factors, staffing issues, and the perishable nature of food.
The document discusses key concepts related to food and beverage cost control. It defines various types of costs such as fixed, variable, and semi-variable costs. It also discusses the importance of cost-to-sales ratios for monitoring costs and profits. The document provides formulas for calculating cost percentages, sales prices based on cost percentages, and costs based on sales prices and cost percentages. Maintaining appropriate cost-to-sales ratios is important for restaurant profitability.
The document discusses key concepts in food costing and cost control for chefs. It explains how to perform basic food costing calculations to determine costs at various stages from purchase to finished dish. This includes determining the usable yield percentage, edible portion cost, and total recipe cost. The total recipe cost is used to estimate the minimum selling price required to meet the target food cost percentage. Standardizing recipes, tracking costs, and understanding yields and markups is important for financial management in the food business.
Food cost control involves setting standards for costs according to business objectives and policies. It aims to control costs related to food including cost of food cooked, wastage, spoilage, and shrinkage/pilferage. Key aspects of food cost control involve planning, operations such as purchasing and storage, and control after the event through reporting and assessment. The overall goal is to analyze income and expenses to maximize profits while maintaining quality and customer satisfaction. Factors like menu planning, purchasing, skills, and waste avoidance can impact the percentage of food costs.
Unit 1. Introduction to Food and Beverage Control.pptxHannaViBPolido
This document provides an overview of food and beverage cost control. It discusses the importance of food and beverage control for managing costs and ensuring profitability. Key topics covered include the objectives of food and beverage control like analyzing income/expenditure, establishing standards, pricing, preventing waste and fraud, and providing management information. Common problems in food and beverage control are also outlined, such as the perishability of food products, unpredictability of business volume and menu preferences, and the fast cycle of food and beverage operations. The document aims to explain the methodology of food and beverage control and its critical role in managing costs.
This document describes and categorizes various types of food and beverage outlets. It outlines general restaurants, specialty restaurants, coffee shops, grill rooms, bars, nightclubs, lounge bars, pubs, quick service restaurants, cafeterias, poolside barbecues, banquets, room service, internet cafes, coffee/espresso bars, food courts, and vending machines. For each type, it provides a brief description of their defining characteristics such as cuisine, atmosphere, pricing, hours of operation, and location.
The document classifies the departments in a food and beverage department. It divides the departments into three categories: food production, food and beverage service, and support services. Food production includes the main kitchen, satellite kitchens near restaurants, and a bakery. Food and beverage service comprises restaurants, banquets, room service, a lounge, and bars. Support services involve purchase, stores, and stewarding responsibilities like cleaning and stocking.
This document discusses food and beverage service methods. It covers the objectives of the document, which include describing the importance of service to customers and the role of servers. It then outlines the topics to be covered, which are dining room service from the customer's perspective, the importance of service, the role of servers, types of service, and obstacles to good service. The document proceeds to discuss these topics in more detail over several pages.
Organisation,duties and attributes of food and beverage staffakhil_menezes
Here are the wrong and right attributes for food and beverage staff based on the document:
Wrong:
- Arguing with customers
- Being servile towards customers
- Not having knowledge of food, drinks and menus
- Not being punctual
- Not having local knowledge to help customers
- Not having honesty and loyalty to the establishment
- Not ensuring customer satisfaction
- Not having sales ability to sell food and drinks
- Not having a sense of urgency to maximize business
- Not following conduct rules of the establishment
- Having bad personal hygiene or not following dress code
Right:
- Having sufficient knowledge of food, drinks and menus
- Being punctual
- Having local knowledge to
This document discusses different types of food and beverage service methods. It describes table service, assisted service, self-service, single point service, and specialized services. For table service, it outlines styles like English, French, silver, American, Russian, and gueridon. Assisted service includes buffet service. Self-service involves cafeteria-style service. Single point includes takeaway, vending, and food courts. Specialized services comprise services like room service, trolley service, and lounge service.
Gueridon is simply defined as a small ornamental, movable table or, trolley from which food may be carved, filleted, flamed or prepared for service and served. It carries sufficient equipment for service. It is fitted with a gas burner on the top and a small gas cylinder at the bottom.
Food and beverage servers work in restaurants and bars, serving customers food and drinks. Their main responsibilities include taking customers' orders, serving meals and refilling drinks, cleaning and preparing tables between customers, and processing payments. They must provide excellent customer service, answer any questions, and resolve any issues customers experience. A portion of their income often comes from tips. The career is expected to see slower than average growth over the next ten years.
The document discusses the importance of mise en place and closing procedures in restaurants. It covers:
1. The daily briefing conducted by supervisors to communicate assignments to staff.
2. Mise en scene which prepares the dining environment by ensuring cleanliness, comfort and hygiene.
3. Mise en place which refers to pre-preparing work stations with all needed equipment and supplies laid out correctly.
4. Proper table setting procedures including dressing tables with tablecloths and arranging flatware, glasses, and condiments based on the type of meal service.
This document outlines various roles in food and beverage service staff. It describes the responsibilities of an F&B manager who oversees catering policies and operations. An assistant F&B manager helps the manager and acts as the deputy in their absence. A restaurant manager has overall responsibility for organizing and administering the food and beverage service areas. The document then provides brief descriptions of various serving roles such as head waiter, station waiter, sommelier, barista and cashier and their respective responsibilities.
Room service allows hotel guests to order and receive food and drinks in their rooms. It operates 24 hours a day. Staff are responsible for checking minibars, collecting breakfast menus, delivering orders to rooms, and billing guests. Guests can place orders by phone, TV, or door knob menu. Orders are prepared in the kitchen or bar then delivered to rooms using service lifts or stairs. When delivering, staff follow a sequence of greeting the guest, setting up the order, offering assistance, and thanking the guest before leaving. The room service pantry needs to be located near the kitchen, service lifts, and storage areas. A variety of equipment is used like mobile serving tables, plate warmers, coffee machines, point
This document discusses concepts related to food and beverage cost control. It begins by explaining that successful restaurant managers understand the importance of carefully monitoring costs like food, beverage, and labor costs, which typically represent 60-70% of total costs. The document then outlines learning objectives and defines various cost concepts like fixed, variable, and controllable costs. It also discusses sales concepts such as monetary terms like total sales and average check, and non-monetary terms like covers and seat turnover. Finally, the document introduces the cost control process and techniques like establishing standards and procedures.
This document provides an introduction to the catering industry, including:
1. It defines the catering industry and identifies its key segments such as commercial, non-commercial, and military. It also describes the two main types of catering: on-premise and off-premise catering.
2. It discusses the various types of catering establishments including restaurants, transport catering, outdoor catering, retail store catering, club catering, welfare catering, industrial catering, and leisure-linked catering.
3. It explains that the catering industry has relationships with all other industries since food is essential to sustaining life and human productivity.
The document discusses different rooms in a restaurant kitchen - the still room, plate room, and pantry. The still room stores and prepares food and beverage items like coffee, teas, juices, pastries. It is overseen by a supervisor and staff work rotating shifts. Equipment includes coffee and tea machines, bread slicers, refrigerators. The plate room stores silver service plates and cutlery. The pantry is located between the kitchen and restaurant and facilitates work for both areas.
This document outlines key concepts around food and beverage cost control for hospitality managers. It discusses the manager's main roles of communication, cost/expense control, revenue enhancement, and forecasting. It then covers introducing cost control, including defining costs, types of costs, and control techniques. Specific techniques covered include establishing standards, procedures, training, budgets, and ensuring proper purchasing, production, recipes and portion sizes to control food costs. The overall goal of cost control is to help ensure profitability through regulating expenses.
Unit 1. Introduction to Food and Beverage Control.pptxHannaViBPolido
This document provides an overview of food and beverage cost control. It discusses the food service industry and the objectives of food and beverage control, which include analyzing income and expenditures, establishing and maintaining standards, pricing, preventing waste and fraud, and providing management information. The document also outlines some problems in food and beverage control, such as the perishability of food products, unpredictability of business volumes and menu item preferences. It provides background information on traditional approaches to cost control.
Food cost control is a system used in hospitality businesses like hotels and restaurants to regulate costs and ensure they align with financial objectives. It focuses on controlling the largest cost element - food costs. The objectives of food cost control are to analyze income and expenses by department, set menu prices based on costs, prevent waste and inefficiencies, and provide management reports. Implementing an effective food cost control system involves three phases - setting basic financial policies, implementing operational controls around the catering cycle, and post-operational controls to analyze results. Food cost control faces obstacles like unpredictable demand, perishable goods, daily menu variations, short operational cycles, and high departmentalization in larger businesses.
The document discusses food and beverage management in the hotel and catering industry. It outlines the objectives of food and beverage departments, which include satisfying guest expectations, efficient purchasing and preparation of food, effective control systems, and gathering performance data. It also describes the functions of food and beverage management, which involve planning, organizing, motivating, and controlling operations. Finally, it notes some constraints faced by food and beverage management, such as economic factors, staffing issues, and the perishable nature of food.
The document discusses key concepts related to food and beverage cost control. It defines various types of costs such as fixed, variable, and semi-variable costs. It also discusses the importance of cost-to-sales ratios for monitoring costs and profits. The document provides formulas for calculating cost percentages, sales prices based on cost percentages, and costs based on sales prices and cost percentages. Maintaining appropriate cost-to-sales ratios is important for restaurant profitability.
The document discusses key concepts in food costing and cost control for chefs. It explains how to perform basic food costing calculations to determine costs at various stages from purchase to finished dish. This includes determining the usable yield percentage, edible portion cost, and total recipe cost. The total recipe cost is used to estimate the minimum selling price required to meet the target food cost percentage. Standardizing recipes, tracking costs, and understanding yields and markups is important for financial management in the food business.
Food cost control involves setting standards for costs according to business objectives and policies. It aims to control costs related to food including cost of food cooked, wastage, spoilage, and shrinkage/pilferage. Key aspects of food cost control involve planning, operations such as purchasing and storage, and control after the event through reporting and assessment. The overall goal is to analyze income and expenses to maximize profits while maintaining quality and customer satisfaction. Factors like menu planning, purchasing, skills, and waste avoidance can impact the percentage of food costs.
Unit 1. Introduction to Food and Beverage Control.pptxHannaViBPolido
This document provides an overview of food and beverage cost control. It discusses the importance of food and beverage control for managing costs and ensuring profitability. Key topics covered include the objectives of food and beverage control like analyzing income/expenditure, establishing standards, pricing, preventing waste and fraud, and providing management information. Common problems in food and beverage control are also outlined, such as the perishability of food products, unpredictability of business volume and menu preferences, and the fast cycle of food and beverage operations. The document aims to explain the methodology of food and beverage control and its critical role in managing costs.
This document describes and categorizes various types of food and beverage outlets. It outlines general restaurants, specialty restaurants, coffee shops, grill rooms, bars, nightclubs, lounge bars, pubs, quick service restaurants, cafeterias, poolside barbecues, banquets, room service, internet cafes, coffee/espresso bars, food courts, and vending machines. For each type, it provides a brief description of their defining characteristics such as cuisine, atmosphere, pricing, hours of operation, and location.
The document classifies the departments in a food and beverage department. It divides the departments into three categories: food production, food and beverage service, and support services. Food production includes the main kitchen, satellite kitchens near restaurants, and a bakery. Food and beverage service comprises restaurants, banquets, room service, a lounge, and bars. Support services involve purchase, stores, and stewarding responsibilities like cleaning and stocking.
This document discusses food and beverage service methods. It covers the objectives of the document, which include describing the importance of service to customers and the role of servers. It then outlines the topics to be covered, which are dining room service from the customer's perspective, the importance of service, the role of servers, types of service, and obstacles to good service. The document proceeds to discuss these topics in more detail over several pages.
Organisation,duties and attributes of food and beverage staffakhil_menezes
Here are the wrong and right attributes for food and beverage staff based on the document:
Wrong:
- Arguing with customers
- Being servile towards customers
- Not having knowledge of food, drinks and menus
- Not being punctual
- Not having local knowledge to help customers
- Not having honesty and loyalty to the establishment
- Not ensuring customer satisfaction
- Not having sales ability to sell food and drinks
- Not having a sense of urgency to maximize business
- Not following conduct rules of the establishment
- Having bad personal hygiene or not following dress code
Right:
- Having sufficient knowledge of food, drinks and menus
- Being punctual
- Having local knowledge to
This document discusses different types of food and beverage service methods. It describes table service, assisted service, self-service, single point service, and specialized services. For table service, it outlines styles like English, French, silver, American, Russian, and gueridon. Assisted service includes buffet service. Self-service involves cafeteria-style service. Single point includes takeaway, vending, and food courts. Specialized services comprise services like room service, trolley service, and lounge service.
Gueridon is simply defined as a small ornamental, movable table or, trolley from which food may be carved, filleted, flamed or prepared for service and served. It carries sufficient equipment for service. It is fitted with a gas burner on the top and a small gas cylinder at the bottom.
Food and beverage servers work in restaurants and bars, serving customers food and drinks. Their main responsibilities include taking customers' orders, serving meals and refilling drinks, cleaning and preparing tables between customers, and processing payments. They must provide excellent customer service, answer any questions, and resolve any issues customers experience. A portion of their income often comes from tips. The career is expected to see slower than average growth over the next ten years.
The document discusses the importance of mise en place and closing procedures in restaurants. It covers:
1. The daily briefing conducted by supervisors to communicate assignments to staff.
2. Mise en scene which prepares the dining environment by ensuring cleanliness, comfort and hygiene.
3. Mise en place which refers to pre-preparing work stations with all needed equipment and supplies laid out correctly.
4. Proper table setting procedures including dressing tables with tablecloths and arranging flatware, glasses, and condiments based on the type of meal service.
This document outlines various roles in food and beverage service staff. It describes the responsibilities of an F&B manager who oversees catering policies and operations. An assistant F&B manager helps the manager and acts as the deputy in their absence. A restaurant manager has overall responsibility for organizing and administering the food and beverage service areas. The document then provides brief descriptions of various serving roles such as head waiter, station waiter, sommelier, barista and cashier and their respective responsibilities.
Room service allows hotel guests to order and receive food and drinks in their rooms. It operates 24 hours a day. Staff are responsible for checking minibars, collecting breakfast menus, delivering orders to rooms, and billing guests. Guests can place orders by phone, TV, or door knob menu. Orders are prepared in the kitchen or bar then delivered to rooms using service lifts or stairs. When delivering, staff follow a sequence of greeting the guest, setting up the order, offering assistance, and thanking the guest before leaving. The room service pantry needs to be located near the kitchen, service lifts, and storage areas. A variety of equipment is used like mobile serving tables, plate warmers, coffee machines, point
This document discusses concepts related to food and beverage cost control. It begins by explaining that successful restaurant managers understand the importance of carefully monitoring costs like food, beverage, and labor costs, which typically represent 60-70% of total costs. The document then outlines learning objectives and defines various cost concepts like fixed, variable, and controllable costs. It also discusses sales concepts such as monetary terms like total sales and average check, and non-monetary terms like covers and seat turnover. Finally, the document introduces the cost control process and techniques like establishing standards and procedures.
This document provides an introduction to the catering industry, including:
1. It defines the catering industry and identifies its key segments such as commercial, non-commercial, and military. It also describes the two main types of catering: on-premise and off-premise catering.
2. It discusses the various types of catering establishments including restaurants, transport catering, outdoor catering, retail store catering, club catering, welfare catering, industrial catering, and leisure-linked catering.
3. It explains that the catering industry has relationships with all other industries since food is essential to sustaining life and human productivity.
The document discusses different rooms in a restaurant kitchen - the still room, plate room, and pantry. The still room stores and prepares food and beverage items like coffee, teas, juices, pastries. It is overseen by a supervisor and staff work rotating shifts. Equipment includes coffee and tea machines, bread slicers, refrigerators. The plate room stores silver service plates and cutlery. The pantry is located between the kitchen and restaurant and facilitates work for both areas.
This document outlines key concepts around food and beverage cost control for hospitality managers. It discusses the manager's main roles of communication, cost/expense control, revenue enhancement, and forecasting. It then covers introducing cost control, including defining costs, types of costs, and control techniques. Specific techniques covered include establishing standards, procedures, training, budgets, and ensuring proper purchasing, production, recipes and portion sizes to control food costs. The overall goal of cost control is to help ensure profitability through regulating expenses.
Unit 1. Introduction to Food and Beverage Control.pptxHannaViBPolido
This document provides an overview of food and beverage cost control. It discusses the food service industry and the objectives of food and beverage control, which include analyzing income and expenditures, establishing and maintaining standards, pricing, preventing waste and fraud, and providing management information. The document also outlines some problems in food and beverage control, such as the perishability of food products, unpredictability of business volumes and menu item preferences. It provides background information on traditional approaches to cost control.
Food cost control is a system used in hospitality businesses like hotels and restaurants to regulate costs and ensure they align with financial objectives. It focuses on controlling the largest cost element - food costs. The objectives of food cost control are to analyze income and expenses by department, set menu prices based on costs, prevent waste and inefficiencies, and provide management reports. Implementing an effective food cost control system involves three phases - setting basic financial policies, implementing operational controls around the catering cycle, and post-operational controls to analyze results. Food cost control faces obstacles like unpredictable demand, perishable goods, daily menu variations, short operational cycles, and high departmentalization in larger businesses.
FBC Damat (1).pptxYour one-time passcode for Scribd is 597222ShimekitGenene
s Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222Your one-time passcode for Scribd is 597222
Here is the operating budget for the Market Restaurant for the coming year based on the information provided:
Market Restaurant
Statement of Income for the Coming Year
SALES
Food $820,000
Beverage $290,000
Total Sales $1,110,000
COST OF SALES
Food $295,200 (36% of food sales)
Beverage $69,600 (24% of beverage sales)
Total Cost of Sales $364,800
GROSS PROFIT $745,200
CONTROLLABLE EXPENSES
Salaries and Wages $102,000
Employee Benefits $25,500 (25% of salaries and wages)
Principles And Practices of F&B Control by Ms. Prachi Wani Assistant Profess...AISSMS
A Food and Beverage control may be defined as the guidelines and regulations of the costs and revenue of operating the catering activity in a food and beverage establishment. A control system covering the sale of all food and beverages is vital to accomplish maximum return. Know in detail about Principles and Practices OF F&B Control by Ms. Prachi Wani, Assistant Professor at AISSMS College Of Hotel Management And Catering Technology, Pune.
Principles and practices of f&b control by ms. prachi wani assistant prof...AISSMS
A Food and Beverage control may be defined as the guidelines and regulations of the costs and revenue of operating the catering activity in a food and beverage establishment. A control system covering the sale of all food and beverages is vital to accomplish maximum return. Know more in detail about Principles and Practices OF F&B Control by Ms. Prachi Wani, Assistant Professor at AISSMS College Of Hotel Management And Catering Technology, Pune.
This document discusses the objectives and importance of food and beverage control. It defines food and beverage control as the guidance and regulation of costs and revenue in catering establishments. There are three main areas to control: assets, revenue, and food and beverage consumption costs. The purpose of control is to set standards, measure performance against standards, and take corrective actions. Key objectives of control include analyzing income and expenditures, establishing and maintaining quality standards, setting appropriate prices, preventing waste, preventing fraud, and providing management information.
The five most important responsibilities of a food and beverage manager are:
1. Ensuring food safety through proper food handling, storage, and a clean environment.
2. Maintaining quality control through sourcing high-quality ingredients, proper storage and preparation, and timely serving.
3. Controlling costs by closely monitoring expenses, optimizing menus, improving operations, and negotiating supplier contracts.
Food cost control involves setting standards for costs according to business objectives and policies. It means adhering to predetermined standards for buying, preparing, and selling food. Food cost includes the cost of food cooked plus wastage, spoilage, and shrinkage/pilferage. It should not be reduced at the expense of quality or customer satisfaction. Controlling food cost is important because every 1 rupee saved equals 10 rupees in sales and improves the bottom line. Methods of control include reducing shrinkage/pilferage through better security and workplace culture, minimizing spoilage through storage and kitchen facilities, and decreasing wastage through planning quantities and bringing a culture of high performance rather than policing.
This document discusses food cost control in the food and beverage industry. It defines food cost control and explains that the objective is to analyze income and expenditure while preventing inefficiencies. Some key ways to control costs include reducing shrinkage, spoilage, and wastage through better security, storage, kitchen design, and stock management. Cost of food cooked can be controlled through planning quantities and ensuring quality. Financial planning, marketing, catering, purchasing, and operations are phases of the control procedure.
This chapter discusses restaurant operations. It describes the front of house, back of house, and office areas. The front of house deals directly with guests, while the back of house handles receiving, storing, food production and cost control. The chapter also covers forecasting demand, increasing sales, reducing costs, and trends like more flavorful foods and increased takeout/home meal replacement. Key aspects of operations include purchasing, receiving, storing inventory, and ensuring proper portion and cost controls.
This document provides an overview of Chapter 7 of the Glencoe Culinary Essentials textbook, which covers foodservice management. The chapter is divided into three sections that discuss management basics, managing people and facilities, and foodservice marketing. An effective manager must balance employee schedules, control costs, and apply marketing strategies to maintain profitability. Managers are responsible for hiring, training, and supervising staff as well as ensuring food safety and loss prevention. Developing a marketing plan that includes advertising, promotion, and public relations strategies can help attract customers.
1) Key item management is an effective way to manage food costs without a large time investment. It involves identifying top spending items, examining their specifications, and managing prices paid through negotiation or bid pricing.
2) Operators should complete a yield analysis for key items used in recipes or prepped, and manage profit margins for menu items containing key items.
3) Comparing actual versus ideal key item usage identifies operational issues, like improper training or changed specifications, which can be addressed to reduce variances.
The document discusses menu planning and purchasing control points. It covers how menu planning relates to inventory and is influenced by factors like guest demands, economic conditions, and operational systems. Rationalization and cross-utilization of ingredients are important for operational efficiency. Staff, equipment, facilities, and their layout must support what is on the menu. Purchasing objectives are to obtain quality ingredients at reasonable prices from reliable suppliers. A buyer's responsibilities include maintaining adequate inventory levels while minimizing costs and ensuring quality and food safety standards. Characteristics of a successful buyer and criteria for evaluating suppliers are provided.
INDUSTRIAL MANAGEMENT.
Controlling ensures that there is effective and efficient utilization of organizational resources so as to achieve the planned goals.
Controlling is an essential management function that ensures organizational resources are used effectively and efficiently to achieve goals. It involves establishing standards, measuring performance against those standards, identifying deviations, and taking corrective actions. There are three main types of control: feedforward, concurrent, and feedback. An effective control system must reflect the nature of the activities, report deviations quickly, be flexible, economical, understandable, and ensure corrective actions are taken when needed. Proper controlling is important for organizations to adapt to changes, improve quality, speed up processes, and add value.
Vaz Emerciano Robert provides a summary of his experience and qualifications for a food and beverage management role. He has over 15 years of experience in roles such as Food and Beverage Manager, Assistant Food and Beverage Manager, and Dining Room Waiter for various cruise lines and hotels. His responsibilities have included maintaining quality standards, efficient service, staff training, cost control, and ensuring guest satisfaction. He lists skills in areas such as teamwork, communication, leadership, planning, and a customer service orientation.
Mr. Tushar Bolar is seeking a position as a Materials Controller & Stores position. He has over 20 years of experience in food and beverage roles of increasing responsibility in India and Dubai. His experience includes positions as F&B Controller, Assistant F&B Controller, and Executive - F&B Controls. He has a Bachelor's degree in Commerce. His objective is to utilize his experience and education for a position with opportunities for growth.
The document discusses standard recipes, costing, and profit calculations for food and beverage management. It explains that standard recipes specify ingredients and preparation to ensure consistency. Costing includes food costs, labor, overhead, and profit percentages. An example shows a restaurant with 8000 in food sales, 3520 in food costs, and a 13% net profit percentage. It emphasizes the importance of accurate food costing, stock control, and developing an effective control system tailored to each restaurant.
Unit II - Plan, Develop and Manage Operational Appoaches 1 F.pdfHannaViBPolido
The document discusses communicating work roles in operations. It begins by outlining the topics to be covered, including defining and sharing roles, ongoing communication, and additional strategies. Key points of each topic are then described in detail, such as developing clear job descriptions, using visual representations, and conducting regular team meetings to facilitate ongoing communication. Formal and informal communication channels are also discussed. The stages of developing an operational plan are outlined as identifying objectives and resources, developing the plan, and communicating the plan to stakeholders. Objectives and operational plans for both short and long-term goals are further differentiated.
Unit 1 - The Catering Business Industry - Topic 2 3 4 5.pptxHannaViBPolido
Catering involves providing food services for large groups of people at off-site locations. The catering industry is divided into commercial, non-commercial, and military segments. There are two main types of catering services - on-premise catering which occurs at the catering establishment, and off-premise catering which involves delivering and serving food off-site. Catering requires specialized equipment to safely transport and serve food. Catering can be classified into types like corporate, wedding, social, concession, food truck, and restaurant catering. Catering establishments include restaurants, outdoor venues, industrial cafeterias, clubs, welfare services, leisure locations, retail stores, and transportation.
Unit 1 - The Catering Business Industry - Topic 1.pptxHannaViBPolido
The document provides an overview of the history and development of the catering industry. It discusses how catering originated on merchant ships and later expanded to serve noblemen in Europe and soldiers in ancient Rome. As societies developed, catering became a professional trade and further grew with industrialization and expanding economies. The document also provides specifics on the history of catering in the Philippines, from the influences of Chinese and Spanish colonizers to the modern integration of American foods and culinary technology. It outlines the learning objectives of understanding catering management, business planning, marketing, and event execution.
Unit I - Introduction to Operations Management.pptxHannaViBPolido
The document provides an introduction to operations management. It defines operations management as the business function responsible for planning, coordinating, and controlling resources to produce goods and services. It discusses the differences between production of goods versus services and explains the scope and importance of operations management. Key concepts covered include process management, decision-making, historical evolution, and current issues in operations management.
This document provides an introduction to food safety. It defines food safety as ensuring food will not cause harm when prepared and eaten as intended. Foodborne illness occurs when food is contaminated during improper handling, preparation, or storage. Common pathogens that cause foodborne illness are Salmonella, E. coli, and other bacteria. Factors like time, temperature, and moisture can allow bacteria to grow. Proper hygiene for food handlers, including handwashing and clean attire, is important to prevent cross-contamination.
Unit 3 - Factors to Consider in Menu Planning.pptxHannaViBPolido
The document discusses factors to consider in menu planning. It begins by defining the menu and its importance as the focal point of a food service operation. It then discusses various types of menus including cyclical menus, pre-planned/designed menus, structured menus, and provides examples of factors to consider for breakfast, lunch/dinner, tea, and light buffet menus. The overall document provides guidance on menu planning principles and different types of menus to suit various meal occasions and food service operations.
The document discusses linen and laundry services in hospitals. It provides information on the types of linen used, the laundry workflow process, objectives of laundry services, types of laundry systems, activities involved, equipment needed, staffing requirements, and policies and procedures. The key points are that linen services aim to provide clean linen to ensure patient comfort and prevent infections, while different systems like in-plant, rental, or contractual can be used depending on hospital size. Proper facilities, equipment, and trained staff are needed to efficiently process the large amounts of linen used in hospitals on a daily basis.
This document discusses the impacts and significance of tourism. It begins by defining tourism as the movement of people between places, requiring infrastructure like transportation and accommodation. Tourism can have positive and negative economic, socio-cultural, political, and environmental impacts. Economically, tourism generates income and employment but can also increase prices and cause seasonality issues. Socio-culturally, it can foster cultural exchange but also crowd places and change traditions. Politically, it requires stability and policies to develop infrastructure, but instability deters tourists. Environmentally, tourism spurs environmental protection but can damage habitats through overdevelopment and pollution. The document outlines these various impacts in more detail.
The document provides information about workplace security. It discusses key aspects of workplace security including facility maintenance, server room security, emergency exits, and unauthorized access. It also covers the advantages of having a workplace security plan and aspects of information security.
Strategies for Effective Upskilling is a presentation by Chinwendu Peace in a Your Skill Boost Masterclass organisation by the Excellence Foundation for South Sudan on 08th and 09th June 2024 from 1 PM to 3 PM on each day.
Introduction to AI for Nonprofits with Tapp NetworkTechSoup
Dive into the world of AI! Experts Jon Hill and Tareq Monaur will guide you through AI's role in enhancing nonprofit websites and basic marketing strategies, making it easy to understand and apply.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
Assessment and Planning in Educational technology.pptxKavitha Krishnan
In an education system, it is understood that assessment is only for the students, but on the other hand, the Assessment of teachers is also an important aspect of the education system that ensures teachers are providing high-quality instruction to students. The assessment process can be used to provide feedback and support for professional development, to inform decisions about teacher retention or promotion, or to evaluate teacher effectiveness for accountability purposes.
How to Fix the Import Error in the Odoo 17Celine George
An import error occurs when a program fails to import a module or library, disrupting its execution. In languages like Python, this issue arises when the specified module cannot be found or accessed, hindering the program's functionality. Resolving import errors is crucial for maintaining smooth software operation and uninterrupted development processes.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
हिंदी वर्णमाला पीपीटी, hindi alphabet PPT presentation, hindi varnamala PPT, Hindi Varnamala pdf, हिंदी स्वर, हिंदी व्यंजन, sikhiye hindi varnmala, dr. mulla adam ali, hindi language and literature, hindi alphabet with drawing, hindi alphabet pdf, hindi varnamala for childrens, hindi language, hindi varnamala practice for kids, https://www.drmullaadamali.com
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Executive Directors Chat Leveraging AI for Diversity, Equity, and InclusionTechSoup
Let’s explore the intersection of technology and equity in the final session of our DEI series. Discover how AI tools, like ChatGPT, can be used to support and enhance your nonprofit's DEI initiatives. Participants will gain insights into practical AI applications and get tips for leveraging technology to advance their DEI goals.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
Preparation and standardization of the following : Tonic, Bleaches, Dentifrices and Mouth washes & Tooth Pastes, Cosmetics for Nails.
1. CUE 303
Food and Beverage Cost Control
Hanna Vi B. Polido
Instructor
2. Unit 1. Introduction to Food and Beverage Control
A. The Food Service Industry
B. Food and Beverage Control
1) Introduction, objectives, problems and Methodology of food and
beverage Control
2) Personnel Management in F & B Control
C. Cost and Sales Concept
1) Definition, elements and classification of Cost
2) Sales Defined
3) Sales Concepts
4) Cost/Volume/Profit Relationship (Break-Even-Analysis)
3. Learning Outcomes
• Discuss the food and beverage control.
• Identify the methodology of Food and
beverage control.
• Explain the elements of cost.
• Discuss the concepts of sales.
• Understand the Break-Even-Analysis.
5. Introduction
• Successful restaurant personnel, including chefs, restaurants
manager, food and beverage controller, dining room
managers, and stewards have the ability to keep the costs at
predetermined levels. They understand that successful
operations require that costs be carefully established and
monitored so that profit will result.
6. • Food, beverage and labor costs generally represents between
60% and 70% of the total costs of a restaurant operation. If
these costs are not carefully established and monitored, they
can gradually increase until PROFIT is eliminated, and losses
are sustained.
7. • Ever-increasing competition in all industries demands that
more and more attention is paid to the control of costs to
ensure the survival of each business unit.
• In the long run a business will not survive unless it earns an
adequate amount of profit in relation to its capital. It must be
an extension of the financial and catering policies as laid down
by the top management. In order to evolve a realistic scheme
of food & Beverage control, it is essential to determine
appropriate cost and profit target for all departments of a
business.
• A Food & Beverage control system in itself will not cure or
prevent problems occurring. An effective system is dependent
upon correct up-to-date policies and operational procedures.
But the system should identify problems and trends in the
business. A food & Beverage control system will need
management action to evaluate the information produced and
to act upon it.
9. Food and Beverage Control
• Food and beverage department in a hotel, restaurant, or any catering
establishment consists of closely linked system-the-Kitchen, restaurant, bar etc. In
a hotel there may exist number of systems, all of these are reading together with
the food and beverage facilities to form the total hotel system.
• The main aim of costing in a food and beverage establishment is to satisfy both the
“customers requirements” and the “financial requirements”.
• To achieve this objective a suitable food and beverage control system need to be
developed which must avoid excessive costs without sacrificing the quality,
quantity and competitive price of the varied product being marketed.
10. Food and Beverage Control
Food and Beverage Control
• Can be defined as the guidance and regulations of the cost and revenue for
operating catering activities in hotels, restaurants, and other catering
establishments.
• The main purpose of any business is to make profit.
• Profit not only is earned by sales, but also can be achieved by cost control, and
whenever money is saved, money is earned.
• According to James Keiser, “Control works best when it is used with other
management process, such as planning, organizing, directing, and evaluating”.
According to him, there are two basic approaches:
1. Behavioristic Approach
2. Traditional Approach
11. Food and Beverage Control
Food and Beverage Control
• Can be defined as the guidance and regulations of the cost and revenue for
operating catering activities in hotels, restaurants, and other catering
establishments.
• The main purpose of any business is to make profit.
• Profit not only is earned by sales, but also can be achieved by cost control, and
whenever money is saved, money is earned.
• According to James Keiser, “Control works best when it is used with other
management process, such as planning, organizing, directing, and evaluating”.
According to him, there are two basic approaches:
1. Behavioristic Approach
2. Traditional Approach
12. Traditional Approach
• The traditional approach has two main aspects.
– Directing personnel, or keeping an eye on things or by walking around to see whether he
or she can correct what is not right or what is cost control break-downs.
– measurement of performance with that desired or deemed attainable.
13. Measurement of Performance Four Parts
1. Establishing Standards or Goals: It can be expressed in different ways, for instance,
a budget figure, a percentage figure, and a performance figure, such as meals served
per server per hour.
2. Measurement of Performance: It means measuring performance, and it is usually a
quantitative figure, such as amount and percentage figure.
3. Comparison and Analysis: Once the standard or goal has been established and
actual performance is determined, it is possible to compare the two and a manager can
find out the variance.
4. Corrective Action: Once a significant variance is determined, the manager must take
corrective action. Such action must involve more observation, personnel changes, and
different methods of operation among many others, or perhaps the standard is
unrealistic and needs to be changed.
14. Objectives of F&B Control
1. Analysis of income and expenditure:
– The analysis is solely concerned with the income and expenditure related to
food & beverage operations.
– The revenue analysis is usually by each selling outlet, of such aspects as the
volume of food and beverage sales, the sales mix, the average spending power
of customers at various times of the day, and the number of customers served.
– The analysis of cost includes departmental food and beverage costs, portion
costs and labor costs.
– The performance of each outlet can then be expressed in terms of the gross
profit and net margin and the net profit.
15. Objectives of F&B Control
2. Establishment and maintenance of standards:
– The basis for the operation of any food and beverage outlet is the
establishment of a set of standards which would be particular to an operation.
Unless standards are set no employee would know in detail the standards to
be achieved nor could the employee‟s performance be effectively measured
by management. The management would have set SOPs (Standard
Operational Procedures) which should be readily available to all staff for
reference. This can be aided by regularly checking on the standards achieved
by observation and analysis and by comments made by customers and when
necessary, conducting training courses to re-establish the standards.
16. Objectives of F&B Control
3. Pricing:
– Pricing is important to determine food menu and beverage list prices in the
light of accurate food and beverage costs and other main establishment costs;
as the average customer spending power, the prices charged by competitors
and the prices that the market will accept.
17. Objectives of F&B Control
4. Prevention of waste:
– In order to achieve performance standards for an establishment, targets and
set for revenue, cost levels and profit margins. To achieve these levels of
performance it is necessary to prevent wastage of materials caused by such
things as poor preparation, over-production, failure to use standard recipes,
etc. This can only be done with an efficient method of control, which covers
the complete cycle of food and beverage control, from the basic policies of the
organization to the management control after the event.
18. Objectives of F&B Control
5. Prevention of Fraud:
– It is necessary for a control system to prevent or at least restrict the possible
areas of fraud by customers and staff. Typical areas of fraud by Customers are
such things as deliberately walking out without paying; unjustifiably claiming
that the food or drink that they had partly or totally consumed was
unpalatable and indicating that they will not pay for it; disputing the number
of drinks served; making payments by stolen cheques or credit cards. Typical
areas of fraud by staff are overcharging or undercharging for item served and
stealing of food, drink or cash.
19. Objectives of F&B Control
6. Management Information:
– A system of control has an important task to fulfill in providing accurate up-to-
date information for the preparation of periodical reports for management.
This information should be sufficient so as to provide a complete analysis of
performance for each outlet of an establishment for comparison with set
standards previously laid down.
20. A. Perishability of the product:
Food, whether raw or cooked, is a perishable
commodity and has a limited life. The caterer,
therefore, has to ensure that she buys produce in the
correct quality and quantity in relation to estimated
demand, and that it is correctly stored and processed.
Problems in F & B Control
21. B. Business Volume Unpredictability:
Sales instability is typical of most catering
establishments. There is often a change in the volume
of business from day to day, and in many
establishments from hour to hour. This causes basic
problems with regard to the quantities of commodities
to be purchased and prepared as well as to the staffing
required.
Problems in F & B Control
22. C. Menu mix unpredictability:
In order to be competitive and satisfy a particular
market, caterers must often offer a wide choice of
menu items to the customers. Predicting menu items
preference on top of customer volume can be
challenge. Effective forecasting as part of the total
food and beverage control system is therefore
necessary.
Problems in F & B Control
23. D. Food and beverage operation short cycle:
The speed at which catering operations take place,
relative to many other industries, allows little time for
many control tasks. It is not uncommon that items
ordered one day are received, processed and sold the
same or next day. It is for this reason that in larger
catering establishments cost reporting is done daily or at
least weekly basis. Perishable items cannot be brought
very much in advance of their need; and the problem of
availability at times of produce relative to the price that
can be afforded in relation to the selling price.
Problems in F & B Control
24. E. Departmentalization:
Many food and beverage operations have several
production and service departments, offering different
products and operating under different policies. It is,
therefore, necessary to be able to produce separate
trading results for each of the production and selling
activities.
Problems in F & B Control
25. The Methodology of food and beverage control may broadly be
envisaged under there phases:
– Phase 1 : Planning Phase
– Phase 2 : Operational Phase
– Phase 3 : Post – Operational Phase (Management
Control after the events)
The catering cycle is a model, which represents all the food
and beverage activities performed by an organization and
provides necessary directives to the owner of the catering
establishments to follow the basics of food and beverage
operations. The cost control cycle is a sequential flow diagram
of the various issues of the food and beverage operations and
management and is illustrated in the next page.
F & B Methodology
27. F & B Methodology
Planning Phase
– Planning phase of the cost control cycle deals with
financial, marketing and catering policies of the
establishment.
– Policies are predetermined guidelines set by senior
management according to the goals of the catering
establishment to achieve the service excellence,
quality control, highest level of profitability, and
delighting the guests for repeated business.
– Financial policies deals with all the decisions to be
taken related with the finance such as the budget. The
budget has been linked to a road map which gives an
accurate route to be followed and serves as a guide to
the travelers.
28. F & B Methodology
1. Planning Phase
– Marketing Policies policy defines the market to be
catered for and develops marketing mix to satisfy the
needs and wants of the target customers. It outlines
the following:
• Identify the target market
• Identity the market segment's
• Developing the marketing mix (4 Ps- Product,
Price, Place, and Promotion) to satisfy the needs
and wants of the target customers.
• Designing the promotion mix (advertising,
merchandising, sales promotion, public
relations, and direct marketing) to facilitate
marketing communication.
• Building the corporate image by meeting
customer's expectations.
29. F & B Methodology
Planning Phase
– The Catering policy defines the main objective of
operating food and beverage faculties and the
methods by which such objectives are to be
achieved. It outlines the following:
– Outlet profile: - Types of outlet, operating
status, hours, décor, ambience, layout plan,
covers, service, staffing etc.
– Clientele Profile: - Age group, sex, food habits,
average spending, frequency of visit, etc.
– Menu Profile: - Types of menu, meals, cuisine
etc.
30. F & B Methodology
2. Operational Phase
– Can be defined as a function concerned with the search,
selection, purchase, receipt, storage and final use of a
commodity in accordance with the catering policy of the
establishment. The person employed to purchase foods and
beverages for an establishment will be responsible for not only
purchasing, but also for the receiving, storage and issuing of all
commodities as well as being involved with the purpose for
which items are purchased and the final use of them.
Coordinating with production departments to standardize
commodities and therefore reduce stock levels. Purchasing is
not a separate activity. What how and when you buy must
always reflect the overall goals of your establishment. Purchase
the right product, right quality, right price, right time and from
the right source.
31. F & B Methodology
Operational Phase
1. Purchasing: Can be defined as a function concerned with
the search, selection, purchase, receipt, storage and final use
of a commodity in accordance with the catering policy of the
establishment. The person employed to purchase foods and
beverages for an establishment will be responsible for not only
purchasing, but also for the receiving, storage and issuing of
all commodities as well as being involved with the purpose for
which items are purchased and the final use of them.
Coordinating with production departments to standardize
commodities and therefore reduce stock levels. Purchasing is
not a separate activity. What how and when you buy must
always reflect the overall goals of your establishment.
Purchase the right product, right quality, right price, right time
and from the right source.
32. F & B Methodology
Operational Phase
2. Receiving: In large hotels, receiving is a specialized job.
While receiving the food or beverage items check delivery
note to see if the products delivered agree with it. Inspect
products/ raw materials to determine if they are in
agreement with the purchase order and specification. List
all items received on the daily receiving report. Accept the
products by signing the delivery note and returning the
copy to the delivery driver. Deliver goods to the correct
place.
33. F & B Methodology
Operational Phase
3. Storing and Issuing: The main function of this
department is to store and issue food and beverages items
that pertain to food and beverages operations of the hotel.
Raw material should be stored correctly under the right
conditions and temperature.
34. F & B Methodology
Operational Phase
4. Preparing: A production system needs to be organized
to produce the right quantity of food at correct standards,
for the required number of people, on time, making best
possible use of staff, equipment and material available. A
method of predicting the number of Customers using the
catering facilities on a specific day, and also of predicting as
accurately as possible what items they will eat and drink. A
method of controlling food and beverage costs in advance
of the preparation and service stages. It is done by
preparing and using standard recipes for all food and
beverage items and also by using portion control
equipment.
35. F & B Methodology
Operational Phase
5. Selling: It is necessary to ensure that all items sold have
been paid for and that the money is received or credit has
been authorized. This is necessary to keep control of the
number of covers sold and of the items sold. This may be
done through a standard type of waiter‟s check system.
36. F & B Methodology
3. Post Operational Phase
Post operation management control phase base on
comparing and correcting the activities held in
operations. Need to observe the measurement of
performances, preparation and comparison of various
reports and statement, and need to provide
information to HODS for further improvement. This
phase give chance to take corrective actions on the
basis of feedback, further forecasting and future
planning.
37. Personnel Management in F&B Control
• F & B Control is a process by which managers try to direct,
regulate, and restrain the action of employees.
• A manager of an organization cannot be in all places at all
times to observe how all the staff members are performing.
• The observation is usually made by the records and reports,
which are scrutinized on a daily, weekly or monthly basis to
understand the goals, set by the organization and the
fulfillment of the same.
• The success or failure of F & B control really depends on the
staff.
• If they know the standards, understand the system and what is
to be accomplished, and have a real desire to carry it out, their
intelligent cooperation with adequate instruction and
supervision should ensure a satisfactory outcome.
38. F & B Methodology
Post Operational Phase
Post operational phase is concerned with the three main
points:
1. Food and beverage cost reporting: Providing accurate
and up-to-date data for the preparation of periodical
reports on current operations.
2. Measurement of Performance: Monitoring
performance and comparing actual performances with
established standards.
3. Corrective Action: Taking the appropriate action to
correct deviations from standards, where necessary.
Proper feedback of information to management,
future forecasting and future planning whenever
required.
39.
40. Discuss the problems in
Food & Beverage Control.
Give illustrative example
and site the reference.
43. Definition of Cost
Cost
• is generally defined as a reduction in the value of an asset
for the purpose of securing benefit or gain, however, in the
food and beverage business, it means the price to the hotel
or restaurant of goods and services when the goods are
consumed, or the services rendered.
Costing
• is a specialized area which is gaining ground in many of the
industries related with the processing and manufacturing of
a product or rendering a service. It may be defined as
ascertainment of costs relating to a suitable unit of output.
44. Elements of Cost
There are broadly three elements of costs by nature of
expenses-material, labor, and expense.
45. Elements of Cost
There are broadly three elements of costs by nature of
expenses-material, labor, and expense.