Food and beverage_operations

Food & Beverage Operations

May2010

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Page 1
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Content

I. Description
II. Learning Outcomes
III. Syllabus
IV. Assessment
V. Chapters 1 - 8

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Description

Description

The aim of the Food & Beverage Operations module is to provide students with an understanding of the
operational & supervisory aspects of running a food & beverage operation for an international clientele
in a range of establishments.

To encourage an appreciation of the origins of such systems & to understand the various factors
involved in meeting customer needs. Students will gain an understanding of food & beverage & its
service in a variety of styles of restaurant & establishments & they will have sufficient knowledge to
produce a broad plan for specified food & beverage operations.

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Content

I. Description
III. Syllabus
IV. Assessment
V. Chapters 1 - 8

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Learning Outcomes

Summary of Learning Outcomes

On completion of this module, students will be able to:
Demonstrate knowledge of the key functional areas of the food & beverage operation
Describe the kitchen operation including food production systems, methods of cookery,
kitchen layout & commodities
Demonstrate the different methods of purchasing & food storage
Examine the appropriateness of the different methods of food & beverage service to manage
customer expectations
Develop & plan menus according to customer requirements
Describe the different types & requirements of banqueting functions

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Content

I. Description
III. Syllabus
IV. Assessment
V. Chapters 1 - 8

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Syllabus – Part 1 of 3

Syllabus

● Restaurant concepts & types of outlets; banqueting, fast food, hotel,
Introduction to food & industrial, outside catering, institutional, in-flight, restaurant, public
beverage operations house & transport catering
● Typical organization structures & job titles in kitchen, restaurant &
banqueting departments
● Food production systems including traditional, centralised, cook-chill,
Food production cook-freeze & sous vide
operations ● The suitability of these systems to the operation. Methods of cookery.
Kitchen layout & equipment. Commodities: food & non-food
● The policies & procedures for purchasing of food & non-food items for a
hospitality operation
Purchasing & storage of ● The use of standard purchasing specifications & other recognised
goods standards/brand names when ordering both food & 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, &
checks on the use of commodities

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Syllabus

● Methods of food service, silver service, plate service, buffet, counter
Food service systems service, room service, self service, assisted service. Suitability & cost of
service styles
● Meeting managing customer expectations. Staff skill levels. Preparation
& layout of food & service operations

Production & sale of ● Preparation & layout of beverage service, service of alcoholic & non-
non-alcoholic & alcoholic beverages & hot beverages
alcoholic beverages ● Beverage menu & wine list

● Menu structure & trends
Menu planning ● Factors affecting the compilation of menus, menu development
● Catering for customer requirements & trends in modern diets.

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Syllabus

Providing excellent
● Employee attitude, personal appearance, hygiene practices
customer service in
food & beverage ● Attentiveness, body language, effective communication, team work,
operations attention to detail

● Types of events, planning, organising & costing of an event. Menu &
Banqueting & functions service styles
● Health, safety & hygiene considerations. Staffing the event. Evaluation

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Content

I. Description
III. Syllabus
IV. Assessment
V. Chapters 1 - 8

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Assessment

Assessment

This module will be assessed via a 2 ½ hour examination, set & marked by CTH.

The examination will cover the whole of the assessment criteria in this unit & will take the form of 10 x 2
mark questions & 5 x 4 mark questions in section A (40 marks). Section B will comprise of 5 x 20 mark
questions of which candidates must select & answer three (60 marks).

CTH is a London based awarding body & the syllabus content will in general reflect this. Any legislation
& codes of practice will reflect the international nature of the industry & will not be country specific.
International centres may find it advantageous to add local legislation or practice to their teaching but
they should be aware that the CTH examination will not assess this local knowledge.

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Content

I. Description
III. Syllabus
IV. Assessment
V. Chapters 1 - 8

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Chapters

1. Introduction to food & beverage
2. Food production
3. Purchasing food & beverage
4. Food service delivery
5. Beverages
6. Menu planning
7. Service quality in food & beverage
8. Conference & banqueting

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Chapter 1 – Introduction to food & beverage

Objectives

In this chapter you will learn to :-
● Present the key characteristics, objectives & challenges of the sector
● Detail the diverse structure & scope of the sector
● Explain the complexity of the classifying the sector
● Describe & evaluate the characteristics & aims of a range of different types
of food & beverage operations

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Introduction to the food & beverage sector

1. Introduction to the food & beverage sector
1.1 Food & beverage: main objectives & expectations
1.2 Characteristics of the food & beverage sector
1.3 Trends in food & beverage
1.4 Size & structure of the food & beverage industry
1.5 Classification & organisation of the sector: the challenge

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Fig 1.1 The food & beverage cycle
Most food & beverage businesses operate within the cycle & the different stages of the cycle
present both challenges & opportunities for operators .

1. Purchasing

8. Consuming 2. Receiving

7. Serving 3. Storing

6. Cooking 4. Issuing

5. Preparing

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1.1 Food & beverage: main objectives & expectations
Most food & beverage operations aim to provide: -
Quality food & beverages
A clean, hygienic & safe environment
Comfortable & well designed facilities
Professional, attentive & friendly service
Value for money

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The main challenges of the hospitality industry & the food sector are:-
● Intangibility – such as ambiance
● Simultaneous production & consumption - where mass production is difficult for it requires large
amounts of customers & producers in one placer which would cause environmental, social, cultural &
economic problems
● Heterogeneity – where service experience may vary due to different producers & consumers with
different needs & requirements
● Consistency – is difficult to achieve due to the intangible element in food & beverage
● Perishability – where unused hospitality services cannot be stored, returned, claimed or resold
Ownership – where the consumer only owns a hospitality product only for a certain period of time
No guarantees – with little aftercare or service
Imitation is easy – with no patents on service processes & easily copied by competitors
Seasonality – where staffing & expenses are challenging to many restaurant operators
External variables – that impact the running of the business such as political, economic,
social, technological, legal & environmental change

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1.2 Characteristics of the food & beverage sector
Following are the main characteristics:-
● A vital part of everyday life
● Major contributor to the national economy
● Highly fragmented & complex
● Creates employment
● Encourages entrepreneurship
● Promotes diversity through many different food concepts & cuisines
● Fuels innovation
● Local multiplier using many other peripheral services
● Consumer led
● Competitive
● An opportunity to enjoy the company of friends, family & colleagues
● Fulfils basic needs (see Fig 1.2)

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Fig 1.2 Maslow’s Hierarchy of Needs
Food is a basic need for everyday life

Self -
actualization

Self Esteem

Love & belonging

Safety needs

Physiological needs

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1.3 Trends in food & beverage
Following are some key trends in the UK:-
● Guests become more sophisticated
● More emphasis on food safety & sanitation
● More casual/less formal & theme restaurants
● Increase in ethnic restaurants & ethnic food
● Growth in chains –all cuisines
● Increase in convenience food
● Increase in coffee chains – coffee culture
● Increased take out meals & home meal replacement
● Outsourcing outlets in hotels – co-branding
● More focus on healthier eating
● Increase in organic food consumption, food sustainability & provenance

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1.4 Size & structure of the food & beverage industry
Fig 1.3 The United Kingdom Food Service Industry (2006)

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1.5 Classification & organisation of the sector: the challenge
The food & beverage sector is extremely diverse & fragmented that the size & scope of the industry
creates a challenge when attempting to organise & classify it. It has many subsectors.
Following are the classification approaches & options:-
● Commercial & 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 & schemes
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Fig 1.4 Classification of food & beverage
Food &
Beverage
outlets

Non
Commercial Commercial

General Restricted Institutional Employee
market market catering catering

Travel In-house
Hotels Schools
catering catering

Restaurants University Contract
Clubs
& snack bars catering caterer

Institutional
Fast food & The military
& employee
take away services
catering

Function &
event Prisons
catering
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Variety of food & beverage operations

Ethnic restaurants Ethnic chains
Educational Institutions
Shopping malls, (Chinese, Japanese, (Wagamama, Bombay Transport (rail, air &
(schools, colleges,
airports, food counters French, Malaysian, Bicycle Yo Sushi, marine)
universities)
Caribbean) Nandos)

Restaurants (bistros,
Welfare catering brasseries, coffee shops,
Supermarkets – food
hospitals, healthcare, cafeterias, wine bars, Employee dining Outside catering
retail ( food to go)
prisons, military public houses, roadside
restaurants)

Themed restaurants
Private clubs Street vendors Fine dining (Hard Rock Café, Planet Cafes & sandwich bars
Hollywood)

Fast food chains Accommodation (hotels, Leisure (museums,
Conference centres Takeaway (kiosks, fish &
(McDonalds, Subway motels, guest houses, theme parks, theatres,
chips, snack bars)
KFC, Wendy’s) hostels) cinemas)

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Management options in food and beverage: main approaches

2. Management options in food & beverage: main approaches
2.1 Self – operated
2.2 Franchise agreement
2.3 Management contracting
2.4 Outsourcing

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2.1 Self-operated
The owner or organisation manages the operation themselves. It could be a small, large or a
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 & quality standards’.

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Figure 1.5 Evaluation of Franchise agreement: Franchiser & Franchisee (Mc Donalds)

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2.3 Management contracting
When an owner or operator of an establishment employs or contracts specialised hospitality or
food & beverage service company to manage the whole or part of the operation. This could b don
either in a hotel or in a non-commercial institution, for example a university
Figure 1.6: Management contracting analysis

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2.4 Outsourcing
Increasingly, hotels are realising that hotel-run restaurants are in some cases unprofitable due to
many residents opting to dine at known branded outlets. Therefore, a new & emerging trend is
where the hotel forms a partnership with a restaurant/coffee chain/bar brand that would operate
from a designated area within the hotel.
Fig 1.7 Food & beverage outsourcing in hotels (Starbucks)

http://www.litchfieldbeach.com

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Commercial and non-commercial food & beverage operations

3. Commercial and non-commercial food & beverage operations
3.1 Food & beverage in accommodation
3.2 Food & beverage services in hotels
3.3 Independent restaurants (small/medium enterprise – SME)
3.4 Ethnic restaurants
3.5 Themed restaurants
3.6 Public houses or licensed premises
3.7 Chained restaurants & bars
3.8 Food & beverage in transportation
3.9 Non-commercial food & beverage
3.10 Characteristics of non-commercial operations

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Main types of commercial & non-commercial food & beverage:-

Commercial
● Food & beverage in accommodation
● Independents operations
● Themed restaurants
● Public houses
● Fast food chains
● Transport services

Non-commercial
● Military
● Schools
● Universities
● Hospitals
● Employee catering

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3.1 Food & beverage in accommodation
Can vary depending on location specific areas, size, ownership, location, goals, customer & quality.
Coffee shop, Fine dining restaurant/s, Specialty restaurant, Bar, Coffee
5-star hotels lounge/pastry counter, Conference & banqueting, Outside catering, 24-
hour full room service menu, Executive lounge food & beverage services,
In room guest amenities, Mini bar, Nightclub, karaoke, cigar room, pool
café, delicatessen, Employee dining
Coffee shop, Specialty restaurant, Bar & lounge, Room service (limited
4-star hotels throughout the night), Guest amenities, Conference & banqueting, Mini
bar, Employee dining

Budget hotels Breakfast buffet, Bar, Vending machines, Employee dining

Bed & breakfast Breakfast, Limited set menu available at set times on request

Hostel Snack bar, Vending, Food prepared on request to take away

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Fig 1.8 The food & beverage structure within a 4-star hotel
Food & Beverage
Manager

Assistant food & Executive Chef
Beverage Manager

Food and
Beverage Sous Chef
coordinator

Conference and
Restaurant Coffee shop Chief Steward
Bar Manager Banqueting
Manager Manager
Manager

Conference and Room service
Restaurant Team Bar Team Banqueting and Mini Bar Kitchen team
Team Manager

Room Service
team

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3.2 Food & beverage services in hotels
Most hotels operate multiple food & beverage outlets. Outlets, products and services offered are
subject to change from property to property. The outlets could be:-
● Coffee shop
● Restaurant
● Fine dining
● Bar
● Lounge
● Executive lounge
● Conferencing & banqueting
● Outside catering
● Room service
● Mini bar
● Guest amenities
● Employee dining

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3.3 Independent restaurants
An independent restaurant is an individual trading entity, and in most cases the unit is managed
by the owner. The restaurants could be themed ethnic, have a variety of service methods such as
self-service, cafeteria, take-away, sit down or drive-through. They rely heavily on passing trade and
word of mouth advertising. Almost 70% are often dynamic & varied. As the team is much smaller,
many of the positions overlap.
Fig 1.13 Typical organisational chart of a small independent food & beverage organisation
Restaurant
Manager/ Owner

Assistant food &
Restaurant
Beverage
Supervisors
Manager

Kitchen Team Restaurant Team Bar Supervisor

Kitchen Porters Cleaners

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An independent restaurant is an individual trading entity, and in most cases the unit is managed
by the owner. The restaurants could be themed ethnic, have a variety of service methods such as
self-service, cafeteria, take-away, sit down or drive-through. They rely heavily on passing trade and
word of mouth advertising. Almost 70% are often dynamic & varied. As the team is much smaller,
many of the positions overlap.
Fig 1.13 Typical organisational chart of a small independent food & beverage organisation

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3.4 Ethnic restraints
These type of restaurants can be part of a chain but also independent in nature. Manage by
owners and operated around a central theme such as Chinese, Japanese and Middle Eastern.

3.5 Themed restaurants
These type of restaurants are operations that have a central theme throughout such as music,
entertainment or sport for example. For a example the Hard Rock Cafe.

3.6 Public houses or licensed premises
Public houses (‘pubs’) offer comfortable, relaxing environments for groups or individuals can get
together to enjoy beverages. Beverages are the main products but they offer great verity of foods
due to declining beverage sales. They outsource their kitchen to chef entrepreneurs and the
growth in gastro pubs.

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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 featured 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, causal or fine dining.
● The operations can be owned by a parent company, a franchise or private owners.

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3.8 Food and beverage in transportation

Range from cafeteria-style snacks on short routes to fine dining on cruise lines.
Sea
Normally transfer large quantities in short period of time.
Range from purchased snack on budget airlines or gourmet set menus for first-
class passengers. The food is mass produced and prepared off-site. The on-board
Air
catering is normally contracted out to a specialist cater. Beverage can be range
from trolley to full.
Range from fine dining to trolley service. Provide on-board kiosk where customers
can purchase a basic selection of hot and cold food and beverages. Another
Rail
common method is an on-board trolley service, move from carriage to carriage.
Fine dining is offered in first-class long journeys.

3.9 Non-commercial food and beverage
Main focus is on providing nutritious food and beverages but the primary mission is not to sell
food and beverages.

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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 beverages,
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.

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Summary

Introduction to food and
beverage

Objectives,
Challenges and
characteristics

Food and beverage
classifications and
types

Management
options

Commercial Non commercial
operations operations

Hotel food and
Military
beverage

Independent
Schools
operations

Ethnic, themed
and chain University
operations

Transport
Employee
catering

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Chapters

2. Food production
5. Beverages
6. Menu planning

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Chapter 2 – Food production

Objectives

● Explain kitchen organization 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 designs
● Discuss the importance of achieving food cost
● Explain the importance of food hygiene and control

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Kitchen introduction

1. Kitchen introduction
1.1 Communication
1.2 Kitchen chef characteristics
1.3 Staffing and responsibilities
1.4 Kitchen organization
1.5 Partie system analysis
1.6 The stewarding department

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Fig 2.1 Main objectives of the kitchen department

To provide safe
meals for all
consumers
To prepare food
To provide
in the time
quality meals
expected, to
for all
avoid customer
consumers
waiting

To meet or
To prepare the exceed the food
right quantity of needs of
food organization’s
Kitchen target market

Objectives

To create
To utilize food
menus that will
stocks in the
both attract and
best way
retain
possible
customers

To achieve
monthly To minimize
financial food stock wastages
targets
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Most kitchens will be managed by an Executive or Head Chef. Their responsibilities can be,
Fig 2.2 Executive Chef job description

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1.1 Communication
Fig 2.3 Executive Chef communication
Purchasing &
Stores
Competitors Department Bar

Genaeral
Customers Manager's
office

External
Suppliers Room service

Housekeeping EXECUTIVE Accounts
CHEF department

Sales and
Marketing Human
Resources

Stewarding
Front office &
Reception
Conference &
Banqueting Restaurant

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1.2 Kitchen chef characteristics
1.2.1Qualities of a good chef
Ability to work under pressure
Ability to multi task
Creative
Consistent
Good palate
Ability to work in a team

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 (i.e. food trends or scares)
Unsociable work
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1.2.3 Opportunities for a chef
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
Appearance – trimmed hair, clean hair, hair tied back if long, neatly
shaven, no earrings on males, studded earrings only for women
Accessories – wristwatch, maximum two rings, body piercings or tattoos
should not be visible, no visible necklaces
Trousers – pin striped, clean, well pressed
Shoes – slip resistant, in good repair

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1.3 Staffing and responsibilities
The organizational structure of a kitchen will depend on a number of factors
including : -
Size and kitchen space available
Quantity of food output (demand)
Number of food outlets to cater
Sophistication and type of menu
Equipment requirement
Location where production is taking place (in kitchen or outsourced)
Service methods (Buffets, plated)

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1.4 Kitchen organization
“Partie system” is a method of kitchen organization which is formal, structured brigade and in most
cases, only found in high quality kitchens and restaurants.
Fig 2.4 The ‘Partie’ system

Executive Chef

Sous Chef

Chef Tournant

Chef de partie Chef de partie Chef de partie Chef de partie Chef de partie
Grade Manager Saucier Poissonier Patiser Entremetier

Demi Chef de Demi Chef de Demi Chef de
Demi Chef de Demi Chef de
Partie Grade Partie partie Partie
Partie Poissonier Partie Patiser
Manager Saucier Entremetier

Commis Grade Commis Commis
Commis Saucier Commis Patiser
Manager Poissonier Entremetier

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Role Responsibilities
Sous Chef Assistant to the executive chef, deputies in his/her
absence
Chef Tournant Covers each section as and when required – has
the skills and knowledge to cover all sections
Chef Grade Manager Responsible for the preparation of all cold savoury
foods
Chef Saucier Responsible for all sauteed items
Chef Poissonnier Preparation and cooking of all fish dishes
Chef Patissier Preparation of desserts and pastries
Chef Entremetier Preparation of all vegetables, soups and hot
appetisers

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1.5 Partie system analysis

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

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Many kitchens now provide chefs with opportunities to work and rotate in
other sections of the kitchen. The benefits of this for the organization: -

Chefs become multi skilled and therefore more flexible
Job satisfaction is more greater due to acquiring a more divers skill set
Labour cost are more streamlined due to better utilization of labour

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1.6 The stewarding department
Stewarding is a sub department of the kitchen and it’s staffing requirements for a large
operation are detailed below: -
Fig 2.5 Basic Stewarding organization chart in a large kitchen

Chief
Steward

Assistant
Chief
Steward

Kitchen Kitchen Kitchen Kitchen Kitchen
Porter Porter Porter Porter Porter

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Position Responsibilities

Chief Steward and assistant • Report to Executive Chef and Food and
Beverage Manager
• Supervise team of porters
• Schedule work of Porters
• Create cleaning standards
• manage and control equipment stores (in/out)
•Responsible for the maintenance of hygiene within
kitchen
• Control of kitchen chemicals (COSHH)
• Co-ordinate booking of any maintenance of kitchen cleaning
contractors or casual staff
• Responsible for inventory and maintenance of kitchen
cleaning equipments
Kitchen Porters • Carry out day-to-day cleaning of the kitchen
• Operate the dishwasher machine
• Clean kitchen equipment after use
• Empty dustbins
• Periodically sweep and mop floors
• Clean kitchen work tops
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Kitchen design and planning considerations

2. Kitchen design and planning considerations
When planning a kitchen there are many factors to consider. Each design
element must work together, to create smooth running kitchen operation,
and include control, safety, business yield and employee satisfaction. Poor
planning often lead to,
Wasted capacity
Poor stock rotation
Employee accidents
Low employee motivation
Slow production and output
Risk of food poisoning

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Kitchen design and planning considerations

Figure 2.6 Kitchen design considerations

Maximum Standards of Work flow of Production
POS Systems Space available
Output organisation employees efficiency

Heating, Service
Environmental Utilisation of Communication HACCP
ventilation and methods of
regulations space with services requirements
air conditioning restaurants

Legislation-
Efficient
Equ8ipment Supervision by Employees
Menu types communication Gas & Electricity
requirements managers working space
between chefs
ratios
Health and
Storage
Drainage & safety of Production
Control of stock Refuse disposal requirements
plumbing employees & methods
(bulk & section)
customers

Restaurant
Allocation of
preparation Ergonomics Task Lighting
cleaning space
area

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Production methods and organisation

3. Production methods and organisation
3.1 Production methods
3.2 The conventional food production method
3.3 The sous-vide method of food production (vacuum cooking)
3.4 Sous-vide - evaluation
3.5 Cook-chill method of food production
3.6 Cook-freeze method of food production
3.7 The central distribution method of food production

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And efficient kitchen is where the chefs prepare
and cook food in minimal time whilst
maintaining a very high standard. This could be
achieved through a methodical and economical
method of working by,

Ensuring all kitchen equipment is up to
standard and ready to use. E.g.: A sharp
Source: http//www.luxuryhomedesign.blogspot.com knife over a blunt one at all times.

Using electrical equipment for appropriate and worth while purposes, for instances a
potato peeler for 4 portions of potatoes which is likely to take more time in putting the
machine to use than the time taken to peel potatoes it self is unworthy.
Working systematically as possible
The kitchen crew holding right postures in order to avoid fatigue and so forth. E.g. when
standing for ;long periods of times standing correctly with weight evenly on both legs.

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Ensuring all necessary equipment is ready and usable at the start of each working session.
Positioning all work tops, sinks, stores, and refrigerators within easy reach to eliminate
unnecessary movements of chefs.
Storing all ingredients as close to the practical work area, starting from 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 and continuous work plan, opposed to a haphazard one. E.g. preparing those
dishes first which demands more time to prepare.

Source: Caterer & Hotelkeeper

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3.1 Production methods
Food production is differing methods of preparing, cooking and serving food to produce meals
to the customer.
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
Fresh Shape/coat Grill Cupboard Buffet
Chilled Form Sauté Cold Trolley
Vacuum Brown Cupboard Dishes
Dehydrated Bake
Smoked Roast
Salted Broil
Crystallised Fry
Acidified Microwave
Pasteurized
Bottled
UHT

Foods in Process Output

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3.1.1 Key considerations in food production
Food hygiene
Quality raw materials
Foods should be stored properly
Appropriate preparation for each food item
Minimised wastage
Employees should comply with handling regulations
Foods should be cooked to proper temperatures

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

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Figure 2.7 Food production methods

Conventional

Cook- chill Cook-freeze
Food
Production
Methods

Centralised
Sous-vide
distribution

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3.2 The conventional food production method
The conventional method is used in most kitchen establishments and follows the process as shown in
figure 2.8.

Figure 2.8 Conventional food production process

Refrigeration Preparation Ordered
Goods in to Freezing (Mise en from Cooking Serving
kitchen
Dry Store place) customer

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Food as given in the table below can be cooked in variety of methods during the food production process.

Method Explanation
Baking Cooked in dry heat, in the oven
Blanching Dipping the food in to boiling water or oil for a short time
Boiling Cooked in a boiling or rapidly simmering liquid
Braising Browned in small amount of fat, then cooked slowly in a small amount of liquid
Boiling Cooked by direct heat from above or below
Fried Cooked in fat or oil
Deep fried Cooked in enough fat to cover the food
Grilled Cooked on a grill, over direct heat
Poaching Cooked in a liquid , just below boiling point (simmering)
Roasting Cooked uncovered, usually by in oven by dry heat
Sautéing Browned or cooked in a small amount hot fat or oil
Steaming Cooked in steam with or without pressure
Stewing Simmering slowly in enough liquid to cover the food

Adapted from cichy & wise (1999)

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3.3 The sous-vide method of food production (vacuum cooking)

Figure2.9 Sous vide process

Portioned
in to
plastic
pouches
and Food is
Sealed arranged
vacuum Customer pouches
Re- Pouch is on plate
Goods in Prepared Cooked packed orders placed in
heated cut open and
meals boiling served
water
Chilled and
refrigerated

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3.4 Sous – vide - evaluation
Pouches retain freshness Capital investment in equipment
During re-heating juices are retained in and storage
pouch and not lost Not as fresh as conventional
Individual pouches are labeled for easy method
stock rotation Not able to adjust to customer
There is less risk of cross contamination requirements
during storage due to sealed pouches Not all foods suitable for sous-
and labeling vide method
Less wastage as foods is used only when Negative stigma attached(Boil in
ordered the bag!)
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

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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, subsequently
reheating prior to consumption. The chilled food is regenerated in finishing kitchens which require
low capital investment and minimum staff. All most any food can be cook chilled provided that the
correct methods are used.
Foskett et al. ( 2004)

Figure 2.11 The cook- chill process

Goods in to Preparing and
Portioning Packaging Blast chilling Re-heating Consumption
kitchen store cooking

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3.6 Cook freeze method of food production
The method is similar to cook-chill apart from refrigeration temperatures .

Figure 2.12 The cook- freeze process

Preparing Blast Blast
Goods in Re-heating Serving
and cooking freezing thawing

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3.7 The central distribution method of food production
Centralised food production is when 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.

source;:http//www.stangard-online.net

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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

Figure 2.11 The cook- freeze process

Central CPU delivers
Hotel or Operation
production food to hotel Food is Food is
restaurant stores food in Consumers
unit (CPU) Blast chilling or other thawed and reheated and
creates dish refrigeration order food
produces hospitality en place served
specification or freezers
food off site operation

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Food classifications

4. Food classifications
There are many different types and varieties of food. One way of organising
ingredients is to categorise them into particular groups of families. Few of
food are detailed below.

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4.1 Cheese
Semi-hard Soft Blue

Gouda Camembert Dolcelatte
Edam Brie Stilton

Emmenthal Mozzarella Roquefort

4.2 Vegetables

Root Leaf Brassicas Shoot Fruit Bulb Squash Pods
Spinach Cauliflower Fennel Avocado Garlic Cucumber Corn
Turnip
Lettuce Brussels sprouts Asparagus Aubergine Onion Zucchini Bean sprouts
Radish
Chicory Broccoli Artichoke Peppers Shallot Pumpkin Peas
Potato
Beet Celery Tomato Marrow Okra

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4.3 Fruits
Berries Citrus Tropical Other
Blackberry Lime Guava Apples
Raspberry Orange Mango Melon

Blueberry Lemon Papaya Bananas

4.4 Fish
Freshwater Seawater

Trout Mullet
Ecl Mackerel
Carp Snapper

Salmon Cod

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4.5 Seafood
Crustaceans Mollusc

Lobster Octopus

Shrimp Oyster

Crab Mussel

4.6 Poultry and game
Poultry Feathered game Furred game

Chicken Woodcock Rabbit

Capon Quail Hare

Goose Partridge

Turkey

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Food cost and control

5. Food cost and control
5.1 Food cost
5.2 Benefits of food cost for an organisation
5.3 How to achieve food cost targets?

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To ensure food is prepared to ‘optimum condition’, the following factors must
be implemented to ensure a quality product.

Dish
Purchase specifications
Qualified chefs
specifications
(standard recipes)

HACCP Functioning Batch
implementation equipment cooking

Good
supervision

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5.1 Food cost
Food cost is the percentage of total restaurant sales spent on the food product, It is normally around 28·30%
as an industry guideline and can be considered as a performance measure for kitchen managers.

Food cost can be calculated as:
Total cost of food consumption / total food sales x100%

When there are more than one outlet (such as in a large hotel), the internal requisitioning system assists in
keeping track of food consumption for each outlet.

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5.2 Benefits of food cost for an organisation
Fig 2.14 Benefits of food cost

Target for the
Executive Chef

Measurement of An industry
Food cost
performance benchmark

Overall
assessments of
food
management
cycle

Some organisations with food operations provide incentives for Executive Chefs if food coast targets
are achieved.

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5.3 How to achieve food cost targets?
Fig 2.15 Key considerations for achievement of food cost target

No meals leave the kitchen
Qualified employees avoid Monitor food prices for Monitor refrigerator Demonstrate first in first out
unless posted through POS
errors fluctuations temperatures (FIFO) roattion system
system

All management meals Discourage employees Monthly and mid monthly
Slow moving items utilised Lockable fridges
through POS system picking food in kitchen food stock takes

Remove poor selling items
Good security procedures in Minimise food wastage, Only prepare what is Have and adhere to dish
from menu monitor ‘Sales
place utilise food fully needed specifications for each dish
Mix’

Cook and serve foods
Employees eat employee
correctly – avoid customer Store goods correctly DO not let foods spoil! Incorrect costing and pricing
food
returns and complaints

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Food poisoning

6. Food poisoning
6.1 Main types of food poisoning
6.2 Hazard Analysis Critical Control Point (HACCP)

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Food poisoning

6.1 Main types of food poisoning
Salmonella
Staphylococcus
Clostridium
Listeria

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Food poisoning

Figure 2.16: Impacts of food poisoning for a food & beverage operation

Loss of
business
Employee
turnover
Illness to
and loss of
customer
employme
nt

Food
Poisoning
Fines and impact Poor
penalties
‘unclean’
from
image
authorities

Possible
Bad
closure by
publicity
authorities

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Food poisoning

Figure 2.17: Ways in which to minimize a food positioning outbreak

Implement Food hygiene Risk assessment Correct thawing Frequent hand
HACCP training washing
Pay particular Keep foods Clean equipment Always cover and Do not leave food
attention when outside the between use label foods hanging around
dealing with danger zone- in kitchen
eggs, pork and between 40F
poultry (4.4C) and 140 F
(60C)
Food should be Discard old food No pets or vermin Uncooked, raw Leftover food to
cooked (pest control) meats should be thoroughly
thoroughly always be stored cooked
on lower shelves
Wash vegetables After preparation Serve hot food Serve cold food Sick employees
and food of food, keep hot cold should be sent
thoroughly refrigerated until home
cooking or
serving

Do not cross Keep buns covered Food should be Clean kitchen surface
contaminate thoroughly destroyed frequently
before cooking
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Food poisoning

6.2 Hazard analysis Critical Control Point (HACCP)

The HACCP system entails identifying potential risks during the food cycle and production stage and
implementing controls to reduce those risks. This includes implementing regular checking systems and
maintaining good records.

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Food poisoning

Figure 2.18: The HACCP food control process

Analyse Hazards

Identification of CCPs (Critical Control Points)

CCP prevention measures

Monitoring of CCP Prevention Measures

CCP not met

HACCP and CCP Log

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Kitchen equipment

7. Kitchen equipment
Large commercial kitchens have a wide selection of equipment to assist staff
in their varying roles.

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Food poisoning

Considerations when purchasing equipment

Can we afford it?
Can we get spare parts?
Who requires training?
Will it be easy to use?
Guarantees
Warrantees
Will it add value?
What is the company support if it breaks down?
Where is the best location for this equipment?
What training is required?
What is the procedure for cleaning?
Instructions for use?
How long will it last?
Who else has purchased one- testimonials?
What are the safety risks (risk assessments)?
Has it been safety approved?

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Summary


Organisation and Production methods
Kitchen design Kitchen equipment Food cost and control Food classifications
structure and organisation

Cheese, vegetables,
Objectives Food cost fruit, poultry, game, Cooking methods
fish & seafood

Conventional, cook –
chill, cook – freeze,
Staffing Standard recipes
sous – vide
&centralised

Communication Food poisoning

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Chapters

2. Food production
5. Beverages
6. Menu planning

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Chapter 3– Purchasing food and beverage

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 beverages
● Recommend the tools required for the effective control of finances and
hygiene throughout the procurement and storage process

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Departmental goals and structure

1. Departmental goals and structure
1.1 Departmental objectives
1.2 Factors that impact purchasing
1.3 Departmental personnel
1. 4 Sample job description: Food and Beverage Manager

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Fig 3.1: The purchasing cycle

1. Purchasing

4. Issuing 2. Receiving

3. Storing

The purchasing department is responsible for sourcing, receiving, storing and issuing of stocks. These
stocks could be in the form of: food, beverage, supplies, equipment.

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1.1 Departmental objectives

● To meet financial targets
● To maintain quality
● To meet buyers' requirements
● To meet consumers' requirements

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1.2 Factors that impact purchasing
Business
Levels

Geographic Organization
location of Size and type
operation

Fig 3.3 :
Purchasing
considerations
Availability The
of storage organization
space budget

Standard of Time of Year
operations (seasonality)

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1.3 Departmental personnel
Purchasing department is managed and supervised by the Accounts department . their responsibilities
are given in the following table.
Person Responsibilities
Purchaser ● Liaising with departments ● Obtaining quotations
● Researching suppliers ● Researching market prices
● Finding suppliers ● Negotiating prices
Receiver ● Receiving goods ● Dealing with delivery personnel
● Checking goods ● Signing for deliveries
Store man ● Data entry of new stocks ● Liaising with purchasing, receiving and
● Maintaining of quality of stocks department personnel
● Issuing of stocks to departments• Updating stock ● • Maintaining the hygiene of stocks
records ● • Assisting with stock-takes and inventories
Cost ● Observing stock transactions ● Identifying weakness in stock control
controller ● Conducting impromptu stock –takes ● Making recommendations for improved stock
● Checking stock documentation control
● Assisting with stock-takes

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1.4 Sample job description: Food and Beverage Manager (Skills & duties)
Skills
● Strong communication skills(verbal ,l listening, writing)
● Innovative
● Proactive and reliable
● Able to work alone and within a team
Duties
● To supervise in all aspects of purchasing food and beverage to ensure quality and
profitability
● To support the Director of Food and Beverage and Executive Chef to order food and
beverage
● To assist in accurate administration of all delivery notes, requisitions and invoices in
accordance with hotel and company standards
● Manage the receiving and inspecting of all food and beverage deliveries
● Maintain inventory controls and proper levels, dating and rotation of all food and
beverage items that are received

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● To ensure high standards of work performance, conduct and appearance of himself and his
departments are met
● To maintain healthy inter-departmental relationships
● To support the Financial Controller in monthly product line checks
● To be responsible for the safe keeping of all keys relating to purchasing and stores
● To maintain the highest level of cleanliness, health and safety and security within the delivery
area, storage area and kitchen
● To forecast weekly food and beverage cost figures in conjunction with other departments and
hotel occupancy
● To maintain healthy inter-departmental relationships
● To promote awareness of health and safety within the department for associates and guests.
Example fire alert points, exits, extinguishers, table clips etc.
● To attend relevant training courses to aid self-development
● Adhere to all current legislation including food safety and health and safety
● Attend all food and beverage meetings and morning briefing when necessary
● Check all invoices for price fluctuations and take action where necessary

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Purchasing

2. Purchasing
2.1 Purchasing responsibilities
2.2 Capital purchases
2.3 Quality control
2.4 Selecting suppliers
2.5 Financial control
2.6 Changes in product cost +/-

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Purchasing

2.1 Purchasing responsibilities

● Liaising with Suppliers
● Liaising with department managers
● Gaining approval
● Obtaining quotes for more expensive items
● Sending orders
● Maintaining records
● Market surveys on food prices

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Purchasing

2.2 Capital purchases
4.Purchaser
selects best
5. Delivery of supplier offer and
refrigerator creates purchase
order

1. Chef needs a Supplier 1
2.Provides model, 3.Purchasing
new refrigerator employee
brand and
specification to sources Supplier 2
purchasing quotations
department from
suppliers Supplier 3

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Purchasing

2.3 Quality control

Specifications

The first step in achieving control in the purchasing of food and beverages is to create a product
specification. The specification should:
● Set out clearly the standard required for each product
● Ensure mangers set out exact requirements in advance
● Provide the supplier
● Guide the supplier
● Minimise discrepancies on delivery
● Be used when bidding for contracts
● Act as a checking tool on delivery

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Purchasing

2.4 Selecting suppliers
The following questions needs to be asked when selecting suppliers:
● 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?

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Purchasing

2.5 Financial control

Purchasers periodically check market prices to ensure that suppliers are quoting competitively
to give the best deal.

My Supplier
Supplier 3 £3.00 kg Supplier 2
£3.05 kg £2.75 kg

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Purchasing

2.6 Changes in product cost +/-
Changes in costs can occur due to,
● Seasonal availability
● Variations in the external environment
● Quantities ordered
Fig 3.6 :Bulk discounting
High

Cost

Low
High Low
Quantity Ordered
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Purchasing

Fig 3.7:Purchasing steps

1.Idenify what stock is
needed to meet
business demands

2.Check stock
available and order
3.Order Goods the difference.
Compare Purchase
Order

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Receiving

3. Receiving
3.1 Equipment
3.2 Product checks on receipt of delivery
3.3 Delivery temperatures
3.4 Meat checks
3.5 Beverages
3.6 Health and safety tips: receiving area

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Receiving

3.1 Equipment
In order to carry out all the tasks of a receipt of a delivery , the receiver requires the following
equipment to be available on the “receiving area” or “loading bay”:

● Scales
● Trolleys
● Thermometer and thermopin
● Sink
● Calculator
● Scissors and box cutters

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Receiving

3.2 Product checks on receipt of delivery
On the receipt of delivery the following checks should be carried out by the receiver.

● 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

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Receiving

3.3 Delivery temperatures

● Most refrigerated items should be received at 41°F 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 conforms accuracy of the order

● Company stamp

Note: It is also good for the receiver to randomly check the temperature of the delivery
vehicles.

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Receiving

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

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Receiving

3.5 Beverages

Beverage checks include examination:

● For any breakages

● That seals are not broken

● That the vintages are correct

● That the label is in good condition

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Receiving

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

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Storage

4. Storage
4.1 Perishability
4.2 Storeroom health tips and good practice

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Storage

After goods are checked-in, stock is transferred into the correct storage facilities and records updated.
Different types of goods have varying storage temperature requirements, as given below.

Most establishments have a computerised system whereby all new products received are entered into
the computer so that accurate stock levels are held.

Store Temperature oC
Dry Room temperature
Refrigerated 0 to 5
Frozen -18 to -24

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Storage

4.1 Perishability
Storage requirements are based on each type of food item’s perishability.
Fig 3.10: Categorisation of stock Perishability and cost
Long life

Dried food Wines,liquuers,
(spices, canned deluxe spirits
drinks,tobacco,fro shark's fin
zen food)

Low cost High cost

Fruit,salads, Fresh seafood,
Dairy items caviar, fresh
meats

Short life
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Storage

● A daily ,weekly and monthly cleaning schedule
● Ensure all heavy goods are lifted correctly
● Avoid storing items to 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

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Issuing

5. Issuing
5.1 Secure storage

5.2 Internal requisitions

5.3 Issuing rationale

5.4 Steps in requisitioning

5.5 Issuing times

5.6 Stock rotation

5.7 Stock movement

5.8 Reports

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Issuing

5.1 Secure storage

For control of goods they should be kept in a lockable store room permitting access to only authorized
personnel.

5.2 Internal requisitions
Fig3.11 Departments with main stock demands

Main
kitchen

Room
Bar
service
Stores

Conference
And Mini Bar
Banqueting
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Issuing

5.3 Issuing rationale
Departments issues stocks to:
● Have the appropriate goods to run their departments
● Prevent running out of stocks
● Maintain departmental par stock levels

The stocks are requested by completing an internal department requisition

The purpose of the requisition form is to:
● Have a paper trail in stock movements
● Force departments to plan stock requests
● Accurately allocate cost expenditure and usage per department
● Document individual request and supply
● Use as a back-up when discrepancies in stock occur
● Act as backup when computer errors occur
● Detail consumption of stock items
● Be an internal accounting document between stores and the department.
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Issuing

5.4 Steps in requisitioning

1. Departmental employee identifies what stock is required.
2. Department employee completes a requisition from detailing
date,departmnet,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 to
stores, one copy to the accounts department.
9. Store person updates stock records.
10. Department employee replenishes departmental stock levels.

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Issuing

5.5 Issuing times

In busy organizations specific times are allocated to different departments for collection of orders

Monday Tuesday Wednesday Thursday Friday

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

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Issuing

5.6 Stock rotation

Stock is rotated and issued on a “FIFO” sysytem.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 in the card. As stock is used, the date ,amount of stock, and where the stock went is recorded on the
card.

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Issuing

5.8 Reports

Slow item report This report monitors stock items that are not
being requested by departments. If stock has
been ordered it should be consumed. This
information is passed to departments to be used
in menu planning.
Expiry item report This report informs departments of stocks that is
soon to expire. Items past their sell by dates
cannot be used, therefore it is important to
manage stocks and ensure consumption or sage
takes place before expiration. Failure to do so will
result in financial loss.

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Control

6. Issuing
6.1 Inventory

6.1.1 Stock –take inventory

Stock need to be counted on a monthly basis ,and usually carried out on the last
day of the month by personnel from the Stores and Accounting department

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.

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Summary

Purchasing

Structure Purchasing Receiving Storing Issuing Control

Goals and Responsibilitie
Equipment Temperatures Rational Stock takes
Objectives s

Capital Delivery
Personnel Perishability Requisitions
purchases checks

Health and Health and
Specifications Stock rotations
safety safety

Selecting
Reports
suppliers

Financial
control

The
purchasing
steps
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Chapters

2. Food production
5. Beverages
6. Menu planning

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Chapter 4 – Food service delivery

Objectives

● Justify the importance of service to food and beverage organizations
● Explain the methods adopted by food and beverage organizations to
consistently meet customers’ needs and wants
● Discuss the key and their responsibilities in food and beverage service
● Compare and contrast the different food and beverage service methods

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Introduction to service

1. Introduction to service
1.1 The service gap
1.2 Strategies to achieving good service
1.3 Service personnel
1.4 Presentation and personal hygiene
1.5 Service staff: presentation tips
1.6 Structures
1.7 Traditional service organization

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Customers have varying needs and expectations which the provider has to attempt to meet. Giving a
high stand of service creates many advantages for the customer, the individual staff members and the
organization as a whole. The advantages are:-
The customers The organization The employees
A good experience Less discount Employee retention
Satisfaction Happy customers Less turnover
Customer loyalty Good reputation Recognition
Positive word of mouth Positive image Praise and gratitude
Brand growth Opportunities to develop
Awards Positive moral
Good reviews Good work environment and atmosphere

Develop market share
Unique selling points (USP)
Achieve financial targets
Cost reduction
Overall growth
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1.1 The service gap
Customer satisfaction can be achieved through consistently meeting the customer’s specific needs,
wants and expectations.
Fig 4.1 The service gap

Service gap

Customer expectation Service delivery

Satisfaction achieved

Gap

Dissatisfaction
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1.2 Strategies to achieving good services
Fig 4.2 Factors necessary to achieve good service

Standards
Good
Regular
supervisio
audits n

Incentives Internal
& rewards Strategies
system

Good
Training
employees
Meeting
customer
needs and
wants

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1.3 Service personnel
Employees play major part in the service experience. The level of service that customer
receive will ultimately depend on 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 organized
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1.4 Presentation and personal hygiene
One of the most important factor of food and hygiene service is the overall good
presentation and high standards of hygiene of the service staff.

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1.5 Service staff: presentation tips
Positive image must be projected to the customer at all times and in doing so be aware with:
Be clean and use deodorants (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
Woman 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
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1.6 Structure
The structure and organization of service personnel vary in each organization. Factors that
effect the organizational structure include: -
Labour budget
Size of operation
Quality of operation
Service methods used
Type of cuisine offered
Type of customers
Menu type
Technology available
Availability of skilled labour

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1.7 Traditional service organization

A traditional, formal service structure within a restaurant is dependent on discipline and tradition, with
all employees having particular role and responsibilities. Its top-down approach achieves high
standards and customer satisfaction. Individuals are trained from the bottom-up learning the skills of
their supervisor before progressing. It is normally found in a fine dining type of food and beverage
operation, and is illustrated below.

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Fig 4.3 Traditional fine dining restaurant structure
Restaurant
Manager

Headwaiter
(Assistant
Restaurant
Manager)

Station Headwaiter Station Headwaiter Sommelier
(Section supervisor)

Chef de Rang Chef de Rang
(Station Waiter) (Station Waiter)

Demi Chef de Rang Demi Chef de Rang
(Assistant to station (Assistant to station
Waiter) Waiter)

Commis de Rang
(Trainee) Commis de Rang
(Trainee)

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Fig 4.3 Organization chart for a typical small casual restaurant

Restaurant
Manager

Assistant
Restaurant
Manager

Supervisors /
Captains

Waiter/ess
Host/ess Cashier Bar
Sommelier

Bus Persons

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The following is a typical job description for a restaurant manager.

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The key responsibilities for each of the different types of service staff are detailed in the following table.


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 customer 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.
•Maximizing sales.

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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.

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Waite/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 sales 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.

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Bus Person • Mise en place duties.
• Run orders to the kitchen.
• Taking food from kitchen to service area.
• Taking service ware from service area to dish-wash.
• Refilling service areas during service with clean crockery, cuties and
mise en place.
• Taking laundry to the linen room.
• Cleaning the still room.

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Service methods and descriptions

2. Service methods and description
2.1 Different service types
2.2 Evaluation of different service methods
2.3 A guide for staffing ratios for different service methods

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Service methods vary from operation to operation. The type of food and beverage
method adopted on several factors which included the:-
● Size of operation
● Objectives of the operation
● Quality of the operation
● Nature of the menu
● Quantity of customers
● Budget of the operation
● Budget of the customers
● Customer needs
● Availability of resources

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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

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2.1 Different service types
Table service The customer is served at a laid table. This is found in many types of
restaurants, cafes and in banqueting, including plated service and silver
serving.

Self-service The customer is required to help them selves from a buffet or counter. It can
be found in cafeterias and canteens.

Assisted The customer is served part of the meal at the table and is required to obtain
service part through self-service from some form of a display or buffet. It's found in
"carvery" type operations and is often used for meals such as breakfast in
hotels. It may also be used for functions.

Single point The customer orders, pays and receives the food and beverages. (at a counter,
service at a bar in licensed premises, in a fast food operation or at a vending machine)

Specialized The food and drink is taken to where the customer is. This includes tray service in
service hospitals and aircraft, trolley service, home delivery, lounge and room service.

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

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Family / Food is prepared & placed in • Less demands on kitchen • Food temperature can
English service bowls/dishes. Server then transports • Visual for customers change
to restaurant & it is placed in the • Customers are in control • Food distribution can be
centre of tables. Customers then help of quantity and selection inconsistent
themselves by serving the food from • Does not demand high
the bowls onto their empty plates. skilled service staff
Uses : Chinese & Middle Eastern • Highly convenient for
cultures customers
Silver / Food is prepared/cooked, placed on • Highly personalized • Require very highly skilled
Russian hot silver platters/containers. Server service service staff
service collects platter using a waiter’s cloth • Reduces pressure on • High labour cost
& goes to restaurant. Server transfers kitchen •Kitchen loses control in
food using a large spoon and fork on relation to plate
to the customers plate from the silver presentation
platter. • For customers service can
Uses : Some fine dining, conference & be slow, interruptive &
banqueting. sometimes dangerous
• Old fashioned

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Gueridon or Food is prepped but not cooked. • Highly personalized • High labour cost
flambe service Server puts food on a portable service • Not suitable with
trolley & transfer into front of • Visual and aromatic large numbers.
house area. The trolley is placed • Waiter becomes the
next to the customer’s table and chef and artist
the waiter prepares/cooks the • Entertainment for the
food in front of the customer. customer
Then puts the food onto a plate & • Customer feels more
it is placed in front of the involved in the process
customer.
Uses : Fine dining restaurant

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2.3 A guideline for staffing ratios for different service method

Service method Ratio
Guerdion 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

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Method Description Opportunities Challenges

Tray service Food is prepared & placed on • Convenient for • Food temperature
plates/containers and put on customer as has can change during
trays. All eating utensils & complete meal transport
accompaniments are also placed
on tray. Food is transported for
customers.
Uses : Room service/ airline
catering
Cafeteria Guests move along a counter & • Customers do the • Customers have to
service make their selection. Some work queue
foods are plated, some prepared • Promotes other
to order. Collect food on tray & food and
pay at cashier. beverage items
Uses : Sea catering and work
cafeterias

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Drive-thru Used most in fast food chains • Highly convenient for • Food quality can
(McDonalds). While in the car customers as do not have to deteriorate
customer order through a tannoy leave their car
system. The food is then prepared & • Customers occupies no
customer collects it and pays for table space leaving more
food a few minutes later from a room for other customers
window. Customer then drives off
with food.
Vending Customers input money/card to • Available 24 hours • Machine can malfunction
vending machine. Customer make • High control as pre- • Impersonal
request & collect food from payment is required before • Limited choice
dispatched area. Depending on type purchase • Electricity
of machine customer either • Management data available • Ongoing maintenance
consume immediately or need to on consumption • Vandalism
heat up in microwave. preferences
Uses : Employee cafeteria, budget • No staff required
hotels, non-commercial catering • Low cost
establishments • Less wastage

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2.4 Evaluation of different service method

Cocktail Hot & cold food snacks are placed on large • Can cater to large • Difficult for employees to
platter. Waiters collect them and offer numbers move around between
customers. Used mostly when customers are customers at times
standing & no seating is available.
Uses : Conference and banquet events, pre-
dinner events.
Home delivery Food is ordered through telephone to food • Extends business • Transport can be
service organization. Operators takes the • Frees-up seat unpredictable and delays in
order & passes it to kitchen. On completion, capacity delivery due to traffic
kitchen packs food & it’s delivered to • Food temperature and
customer at destination on transport. presentation can deteriorate
Uses : Fast food chain & ethnic restaurants during transport
• Can deter people from
visiting the food & beverage
facility directly

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Take away Customer visit or telephones food & • Extends business • Litter
beverages operation and selects food over • Frees up seat capacity
an order counter. Food is prepared and • Brand extension through
packed, customer pays for food in a take- packaging
away container/bag. • Sometimes cheaper for
Uses : Fast food chain & ethnic restaurants. customers

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The service encounter

3. The service encounter

1. 2. 3.
Pre service Service Post service

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3.1 Preparation for service (pre-service)
Mise en place

Is the preparation in readiness for the start of service. There are different types and quantities of
mise en place required for different types of food service operation. Examples of mise en place for
a formal restaurant are:-
● Polishing cutlery and crockery
● Polishing glasses
● Setting table covers
● Preparing the sideboard or station
● Preparing and cutting butters
● Preparing accompaniments
● Preparing ice buckets and stands
● Filling water jugs
● Lining trays
● General cleaning of furniture
● Vacuuming
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Cleaning
Cleaning and hygiene within the food service area is of utmost importance for customers
and employees. To achieve a good standard of cleaning clear standards and schedules
need to be implemented and monitored. Following will give an example of a daily, weekly
& monthly cleaning tasks:-

Daily Weekly Monthly
Polish ice buckets Clean sideboard throughout Move sideboards
Clean service trays Clean windows and polish shelves Move sofas and vacuum
Clean buffets Clean menus De-scale coffee urns
Vacuum after each Polish fixtures
service
Brush chairs down Wipe chair and tables
Polish lamps and lights
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A standard needs to be created to maintain quality and achieve consistency, together with a weekly
cleaning roster, so staff are fully aware of their responsibilities. A example is :
Standard How to clean a table
Steps Methods Health & safety tips
Remove all objects Place objects in a safe place
on small table away from where people can
trip
Dust the table Dust with clean, slightly damp cloth followed Do not use a chemical
by a dry cloth. Dust natural finished wood cleaner, glass cleaner, brass
surfaces with only a dry cloth unless otherwise polish or cleaner, or furniture
instructed. If you use a chemical or polish, wipe polish unless told to do so.
the surface with a soft, clean cloth afterwards.
Apply about one cap of polish per small table.
Clean all over tops, legs and underneath.
Put all objects back
onto small table
Check positioning

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The following table gives an example weekly cleaning roster:-

Cleaning roster Mon Tue Wed Thursday Fri Sat Sun

Clean sideboard throughout Peter

Clean windows and sills Julia

Wipe menus Fred

Polish tixtures John

Wipe chair and table legs Roelf

Polish lamps and lights Suzy

De-scale coffee urns Amira

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Accompaniments
Examples of accompaniments follow:-

Accomplishment Dish or menu item

Oil and vinegar, vinaigrette, thousand island, Italian Fresh salad
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

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Accompaniments continued …

Cranberry sauce Roast turkey
Horseradish sauce Roast beef
Worcestershire sauce Irish stew
Tomato ketchup Grills
Chutney Curries
Soy sauce Chinese and some Asian dishes

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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 a 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.
A la carte place setting
Napkin
Fish knife
Fish fork
Side plate
Side knife
Water glass
Wine glass

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Table set-ups or covers continued…
With an d la crate setting different cutlery are placed depending on what the customer has ordered. For
example, A soup
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’hote 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

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Reservation
When taking a restaurant reservation:
● Greet the caller, for example, ‘Good evening, Raffles Seafood Restaurant, Peter
speaking, how I may help you?’
● Take the name of the customer
● Confirm the date of reservation
● Confirm the time of arrival
● Confirm the number of people in the party
● Ask if there are any special requests
● Take a contact telephone number

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Serving briefing
Examples of information :
● Previous day’s errors and good points
● Inspect of uniforms and presentation
● allocation of section for the shift ( who is responsible for which tables or sections)
● Any guest reservations and specific needs
● Sales targets to meet for that particular service
● Dishes to promote or up-sell-sales goals
● Any information passed down from management

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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

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Service

4. Service
4.1 Standard of performance
4.2 Food and beverage service basics
4.3 Effective communication
4.4 Selling
4.5 Electronic points of sales (POS)

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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.

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Service

4.1 Standard of performance
Example for standard of performance:
Steps How

1. Prepare to approach Gather waiter’s order pad and pen
customers Check if any dishes are not available
Familiarize 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
4. Finish Thank customer and inform them of time for first course to arrive
Check if they need anything else
Wish them a good evening

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Service

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
● Carryout 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
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Service

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 fast or too slow.

4. Clarity – try not to mumble your words.

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Service

4.4 Selling
Is a critical part of any food service employee’s job. Effective selling techniques require confidence, ability
and knowledge.
Suggested selling techniques :
● Recommend aperitifs or drinks before the meal
● Provide the wine list
● Promote branded drinks where possible
● Recommend double measures if appropriate
● Recommend dishes that are popular
● Describe hoe the food looks on the plate
● Recommend appetizers where possible
● Recommend items
● Provide recommendations on what dishes go together well
● Recommend side dishes with main courses
● Present menu items on platters where possible such as steak or seafood
● Show dessert menu instead of just asking customers want a dessert
● Have a trolley to tempt people
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Service

4.5 Electronic points 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.

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Post-service

5. Post service

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Post-service

Following the end of service the food and beverage employees carryout a variety of duties including:
Servers General cleaning
Organizing of dirty laundry
Restocking stations for next shift
Creating requisitions for new stock
Cashiering
Updating customer history records
Supervisors Distributing tips or gratuities
Printing reports and reconciling sales receipts
Completing hand over log in log book
Post-service debriefing
Post-service debriefing includes:
● Praise for what worked well
● Discussing areas to be improved
● Reading out completed customer questionnaires
●Shift sales totals performance

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Summary

Food Service

Service Introduction The
Service methods
personnel importance of service

Importance of
Different
personal Pre-service Service Post- service
approaches
presentation

Organisational
Mise-en- place Order of service Duties Staffing ration
structure

Cleaning Service basics

Briefings Point of sale

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Chapters

2. Food production
5. Beverages
6. Menu planning

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Chapter 5 – Beverages

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 bar and discuss a range of methods
that can be implemented to maintain control

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Introduction and overview

1. Introduction and overview
1.1Types of bar operations
1.2 Hotel bars
1.3 Bar personnel
1.4 The importance of sales

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1.1 Types of bar operations

● Hotel bars
● Independently run bars
● Public house
● Bar chains
● Nightclub operations
● Wine bars
● Employee bars in the work place

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1.2 Hotel bars

Independent bar theme • A bar concept within a hotel. Open residents and non-residents

• The bar supports a restaurant or dining facility where customers can have
Support/Adjacent bar aperitifs and appetisers prior to using the restaurant and digestifs after

• This bar would be situated ‘back of house’ and is not visible to customers. The
Service/Dispense bar bar acts as a central dispense and serve beverages to service personnel who
place order from different outlets.

Conference and Banquet • This bar is located within the conference and banquet area and is in most
bar cases only in operation when event are taking place.

Mini bar • Mini bars are small self-service bars located in customer’s bedroom.

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1.3 Bar personnel

Staffing within a bar depends on many factors ;

● Quality standards
● Size of operation
● Turnover of operation
● Theme or concept
● Customer type
● Times of operation

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Fig5.1: A typical bar operation

Head Barperson or
Bar Manager

Assistant Bar Manager

Supervisors

Bartender Floor Staff

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The bar is managed by a senior staff member to oversee its running, and the position provides many
challenges to include:
General
● Meeting goals and targets
● Achieving 100% customer satisfaction
● Attracting and retaining a skilled team
● Minimising wastage
● Maximising sales
● Maitaining standards
Specific
● A competitive environment
● Adhering to the licensing laws
● Being constantly innovative
● Running promotions
● Minimising theft by employees
● Strict cash control monitoring
● Inventory management
● Dealing with intoxicated guests
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Most hotels and bars organise their staffing into;
● Bartenders
● Floor staff
Their job roles and responsibilities:

Bartenders Floor staff
Setting-up bar area for service (mise Setting-up floor area service (mise
en place) en place)
Serving customers who visit the bar Greeting customers who enter the
or sit at the bar bar
Preparing and dispensing drinks to Taking drinks and food to tale
floor staff customers
Controlling the beverages Serving drinks and food to table
customers
Keeping front and back bar areas Clearing and resetting tables
clean and well presented

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Personal and professional characteristics of good bar staff

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 Knowledge of point of sale
particular preferences

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1.4 The importance of sales

Employee sales and sale activities are an integral part of any bar operations. Sales can be achieved
through many different ways that include
● Employing sales-oriented individuals
● Training employees on how to sell and up-sell
● Encouraging suppliers to provide product knowledge training
● Creating sales incentives for employees
● Providing quality products that customer want
● Displaying eye-catching table ‘tent cards’ and promotional literature
● Discount techniques – ‘Happy Hour’
● Product promotions
● Entertainment – live music, sports and quizzes
● Relationship marketing
● ‘Get to know your customer’

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Bar design and equipment

2. Bar design and equipment

2.1 Questions and considerations in bar design

2.2 Bar equipment, glassware and consumables

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The layout of a bar depends on the type of operation. Each type of operation presents its own
limitations and challenges. For example, the poolside bar at a resort hotel will have a special
refrigeration and sanitation concerns. An airport bar has to emphasis speed and accessibility in its
layout. The layout of a restaurant bar will need to accommodate the storage requirements of wines and
champagnes
Kotschevar and Tanke (1996)

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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 you will be required and allocated for customers, employee service and storage?
Atmosphere •Do we want to create a quite, 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? How is this linked to atmosphere, goals
arrangements 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?
Furnishing •What quality, colour and material
Equipment •What equipment will we need to achieve our goals (TVs, pinball machine. Speakers, bar equipment)
Entertainment •How will entertain our customers, live music, DJ, jukebox, dance floor, flaring bartenders?
Menus •What products will be available?
Financial targets •How much do we want to achieve?
and projections

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Other factors to consider in bar design are ergonomics and sales, including:
● Sufficient space for customers to move and to get to the bar
● Comfortable furniture
● Good lighting to display products
● Equipment easily accessible for staff
● Sufficient amounts of equipment for staff to carry out other duties
● Server needs to be able to see customers
● Clear price lists

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2.2 Bar equipment, glassware and consumables

Most bars are divided and oraganised into two main areas, the ‘front bar’ and the ‘back bar’. The
front bar is the area that is not visible to the customer and is the main service point for the
barman.. The back bar is visible to the customer and is the main area for product displays and
merchandising.

Bars require different types of equipment for the employees to carry out their job functions
efficiently. This can be typically categorized into four main areas
● Fixed equipment
● Portable equipment
● Glassware
● Consumables

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Examples of fixed equipment
Refrigerators Ice machine Glass washing machine

Sink and running water Coffee machine Bar lighting

Point of sales terminal Draught beer system Post mix machine

Shelving mirrors Blackboards and signage

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 pitches Spirit measures Optics
Wine baskets Selection of glassware Service trays
Waiter’s friend Drip trays Cigar lighter
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Glassware

Glassware can range in quality, colour, size and shape depending on the operation. In addition, to
being used for the service of beverages the glassware can also add to the design and decoration of the
bar.
Important tips for employees when using glasses include:
● Pick up glasses from the base and place holding the stem
● Never touch the rim of a full glass
● Only carry a safe amount of glasses at any one time
● Try to use trays where possible in front of house areas
● Ensure you see the right type of glass for the beverage being served
● Ensure the glass is clean on the exterior and inside, without any marks or stains
● Ensure the glass is in good condition and cannot cause any harm

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Examples of consumables

Paper napkins Table matches Cocktail sticks

Coasters Swizz stick Drink umbrellas

Cleaning materials straws

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
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Beverage service

3. Beverage service

3.1 Pre-service duties – open bar

3.2 Post-service – close of bar

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Beverage service

3.1Pre-services 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

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Beverage service

3.2 Post service – close of bar

● Cash-up and balance takings
● Clean bar area
● Complete beverage requisition
● Complete log book
● Lock refrigerators and secure bar
● Remove all garbage
● Deposit ditty laundry
● Turn off equipment

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Types of beverage, service and production

4. Types of beverage, service and production

4.1 Types of soft drink

4.2 Coffee preparation methods

4.3 Beers

4.4 Spirits

4.5 Liqueurs

4.6 Cocktails

4.7 Wines

4.8 Service of Wine

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Figure 5.5: Classification of beverages

Soft drinks

Wines Beers

Beverage
s

Cocktails Spirits

Liqueurs

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4.1 Types of soft drinks

Examples service

Mineral water Still (eg Evian) Serve chilled, with slice of lemon , tall glass, ice only
Sparkling (eg Perrier) on request
Mixers or sodas Coke, diet coke, tonic, soda, ginger ale, bitter lemon, Can be served on their own or as a mixer with
tango, sprite, tonic another drink, ie gin and tonic
Juices Orange, tomato, cranberry, apple, mango, tomato and Can be produced in-house or brought-in, serve
vegetable chilled, with or without ice
Syrups and cordials Grenadine, lime and orange cordial Normally served diluted or as a dash in other
beverages. For example, lager and lime

Teas English breakfast, Earl Grey, Ceylon, Darjeeling, Lap sang Served hot and can be accompanied with any of the
Souchong, Iced, Oolong, Green, Fruit and Herbal following – hot water, cold milk, sugar, sweetener or
lemon slices

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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 saving fresh coffee in individual or multi-portion jugs. Often served with hot or
cold milk or cream
Espresso Traditional short storing black coffee

Americano Espresso with added hot water to create regular black coffee

Cappuccino Espresso coffee topped with steamed frothed milk, often finished with sprinkling of chocolate

Café latte Shot of espresso plus hot milk, with or without foam

Ice coffee Chilled regular coffee, sometimes served with milk or simply single espresso topped up with iced cold milk

Turkish/Egyptian Intense form of coffee made in special jugs with finely ground coffee

Decaffeinated Coffee with caffeine removed

Instant coffee Coffee made from processed powder (often freeze dried)

Source: lillicrap & Cousins (2006)
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4.3 Beers
Most bars stock a good selection of local and international beers, which are served in a selection of ways
to include kegs (draught), cans or bottles. A ‘draught beer dispensing system’ can be seen in many bars.

Figure 5.6: Draught beer system

Source: www.kegworks.com

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Opportunities and challenges of stocking draught beer:
Opportunities Challenges

Serves large quantities of people Development of cellar system

Doesn’t requires as much strong as other Spillage and spoilage
methods
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

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Beer classification

Example Characteristics Service

lagers Carlsberg, Fosters, Heineken, San Made from cold fermented yeast, Serve chilled 4-7ºC,39-45ºF
Miguel, Asahi, Tsingtao carbonated, normally light or pale in
colour, drier in taste than ales

Ales English bitters, pales Top fermented yeasts, stronger than 8-12ºC, 45-54ºF
lagers
Dark beers or stout Guinness Bitter in taste, made from barley, malt 5-8ºC
and hops
Non/low alcoholic Barbican, Bud light 4.7 ABV or less Chilled 7ºC, 39-45ºF

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4.4 Spirits
Most spirits feature product variations that differ in taste, alcoholic volume, area of
production, packaging and quality.
Origin Characteristics Service

Vodka Eastern Europe Clear, distilled from fermented grain, potatoes, Very chilled (Store in freezer before
molasses, beets, 35-60% ABV service), serve neat or mixed
Rum Caribbean Distilled and produced from fermented sugar Serve chilled, neat or mixed
(molasses) and water. Can be white, golden or dark
in coloure, 37-43% ABV
Gin England Clear grain spirit produced from juniper berries Serve chilled, neat or mixed

Tequila Mexico Made from agave plant. Coloure ranges from clear Serve on its own with lemon and salt or
to pale, 38-40ABVProduced from barley, water and in cocktails
yeast
whisky Whisky (Ireland) Neat or mixed with a mineral or still
Whisky (Scotland) water

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4.5 Liqueurs

The range of liqueurs available on the market is extensive. These compounded spirits vary in
coloure, origin and flavour. Production methods can include the use of fruits, spices and spirits. They
are colorful in appearance and contribute towards the atmosphere to the back bar. They are
versatile in their uses and can be served on their own, in cocktails and as accompaniments in
specialty coffees. They have long shelf lives

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The following table provides information on some common liquers:
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/w Ireland
Cream hisky
Benedictine Yellow/green Herbs/brandy France
Calvados Amber Francappel/brandy France

Chartreuse Green (45% ABV) Herbs/ palnts/brandy France
Yellow (55% ABV)
Cherry brandy Deep red Cherry/brandy Denmark

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Chapter 5 –Beverages


Liqueur Coloure Flavour/Spirit base Country of origin
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/whiskey United states
Tia Maria brown Coffee/rum Jamaica

Lillicrap & Cousins (2006)

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4.6 Cocktails
The availability in cocktail in bars varies from full cocktail to none. The reason for this is that to
promote cocktails, establishments need to invest in training an extensive range of beverages,
special equipment, glassware, accompaniments and time.
There are hundreds of cocktail receipts and for most establishment to serve all of these would be
unrealistic. It is for this reason that most hotels tend to train their bar staff to have knowledge in
the preparation of the ‘main cocktails’ that are normally requested. In situations where other
more obscure cocktails are requested the bartender can ask customer for information and
attempt to create the cocktail.
Restaurant such as TGI Fridays have a full and extensive cocktail list and use this as one of their
unique selling points to differentiate themselves from their competitors and attract customers.
Cocktails can be classified into the ways they are made which include:
● Shaken
● Stirred
● Blended
● Build
● Mixed
● layered
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4.7 Wines

Wines are classifieds as:
● 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

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Different grape varieties used in wine production

White grapes Red grapes

Chardonnay Ripe melon, fresh, pineapple, Cabernet Sauvignon Blackcurrants
tropical fruits, nutty
Chenin Blanc Apples Nebbiolo Roses, Prunes, black cherry,
sloes
Gewurztraminer Rose petals, grapefruit, tropical Merlot Plum, damson, blackcurrants
fruits

Muscat Grapes/ rasins Pinot Noir Strawberries, cherries, plums

Riesling Apricots, peaches, lime, Syrah/Shiraz Raspberries, blackcurrants,
peaches, stony blackberries
Sauvignon blanc Gooseberries, tropical fruits zinfandel Blackberries, bramble, spice

Lillicrap & Cousins (2006)

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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 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 flavored 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 produce bubbles when the wine is poured

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4.8 Service of wine
Some hotels of a high standard would employ a Sommelier to assist 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 foods)
● Serves wines
● Manages the wine cellar
● Develops wine promotions

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4.8.1 Wine serving procedure
Steps White wine Red wine1
1. Collect wine from refrigerator Collect wine from rack or cellar
2. Check label that it is the correct wine Check label that is the correct wine
3. Place in ice bucket and half fill with ice and water Place in wicker basket and collect side plate and waiter’s cloth
4. Place on stand and take next to host’s table Place on stand next to host’s table
5. Using a waiter’s cloth present the bottle (label facing) for the Using a waiter’s cloth present the bottle (label facing) for the host to check
host to check
6. Place bottle back in ice bucket and using a ‘waiter’s friend’ Place bottle back in ice bucket and using a ‘waiter’s friend’ remove outer foil
remove outer foil
7. Using waiter’s cloth remove any debris or mould from on top Using waiter’s cloth remove any debris or mould from on top of cork
of cork
8. Using waiter's friend slowly remove cork and place on table in Using waiter's friend slowly remove cork and place on table in front of host
front of host
9. Using cloth wipe around the inside of the bottle neck Using cloth wipe around the inside of the bottle neck

10. Offer the host a small taste Offer the host a small taste

11. If satisfactory, serve other guests before topping up the host’s If satisfactory, serve other guests before topping up the host’s glass
glass
12 Replace back in ice bucket and top-up glasses when required Replace back in ice bucket and top-up glasses when required

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Wine serving temperatures

Degrees Fahrenheit (ºF) Degrees Centigrade (ºC)

White and rose 44-45 7-13

Sparkling wines 45 7

Red wines 60-65 16-19

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Food servers can assist customers by providing recommendations of wines and how they match best
with particular menu items.
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)

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Bar control

5. Bar Control

5.1 The importance of bar control

5.2 Control tools

5.3 Cost considerations in bar management

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Bar control

5.1 The importance of bar control

● 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 cam 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

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Bar control

5.2 Control tools
● Carryout 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 bar area

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Bar control

5.2 Control tools continued...
● Tips jar to be lockable
● Managers to change cash drawers regularly throughout the shift
● No drinks to leave the bar without written or electronic order
● No employees to bring empty bottles into bar
● 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 managers' approval
● Supervise and manage ‘under’ and ‘over’ pouring practices

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Bar control

5.3 Cost considerations in bar management

Increase profits Decrease profits

Buy in bulk to receive better discounts Buy small and receive few discounts

Negotiate deals with supplier to receive product discounts Accept all pries from suppliers and fail to bargaining

Implementing strict controls on receiving and checking Lapse controls on receiving beverage items. On receipt beverages should be checked for
price, quality, brand, expiry and damage. If these are not checked high cost will occur

Select the most appropriate storage method to result in longer shelf life For example, if champagne is stored too cold it will affect the quality

Implement ‘first In first out ‘ stock rotation system Old stock must be used and issued first to make sure customers receive the most fresh
items and to avoid items expiring

Be aware of product and seasonal price fluctuations in the market and adjust price Selling prices of beverages are set against product costs. Therefore, if cost prices increase
accordingly and adjustments to selling prices are not made a loss in profit will occur

Be aware of ‘slow moving items’ and ‘expiry items’ and implement selling strategies to Beverage items that will expire and have expired cannot be sold
avoid high wastage costs.

Ensure requisitioning is accurate and consistent-to and forms stores and departments Faulty and bad requisitioning practices will create irregularities in beverage stocks

To ensure end of month stock-takes are completed and ‘mid-month’ wherever possible If no stock takes (or inventories) are made hotels or organisations cannot determine if
beverage stock has go missing

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Bar control

Increase profits Decrease profits

To ensure that all beverages sold in outlets are billed Beverages that are issued to the customers and no bill has been made can mean:
1. That the customer has paid but the money has not gone in the till (has gone in the
server’s pocket!)
2. That the beverage has been served to the customer and no money has been
received at all, therefore, 100% loss

To ensure that beverages are costed appropriately to reflect product cost and outlet’s If wrong or incorrect selling are calculated, the right profit will not be achieved
sales goals

To ensure the correct brands are sold on purchase For example, different types of beer are different prices. If a guest wanted a Tsingtao
and a Heineken was served by mistake and the customer was charged for Tsingtao a
loss would be made

To ensure ‘weights and measures’ and portions are correct and followed at all times All beverages are costed out per portion, therefore, if a larger measure is given ,money
will be lost

To ensure that any wastage is recorded and accounted for Broken bottles or faulty beverages must be accounted for and included in the stock-
take reconciliation

To implement controls to ensure that theft is kept to a minimum Checks on employee bags, security camera, random, bar checks, random till checks, etc..

To set sales incentives to move more beverage stock If no efforts made to increase stock turnover at all times expiry will occur

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Bar control

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.

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Bar control

Standard recipe

Standard recipes are used when mixing drinks to maintain consistency and quality, for example, a
standard recipe for a gin and tonic:
Ingredient Quantity Method

House gin 1 Jigger •Pour gin into a clean hi-ball glass
over ice
Tonic 1 Small bottle •Add tonic and mix with swizzle
stick
Lime Small Slices •Place swizzle stick inside drink and
add slice of lime
Swizzle stick 1 •Serve on tray with a coaster

Ice cube 3 pieces •Wish the customer an enjoyable
drink

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Summary

Introduction

Bar design and Preparation for
Staffing Beverages Bar control
organisation service

Considerations Soft drinks

Equipment and
Beer
glassware

Spirits

Liqueurs

Cocktails

Wins
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Chapters

2. Food production
5. Beverages
6. Menu planning

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Chapter 6 – Menu Planning

Objectives

● Explain the importance of the menu within an operation
● List, explain and critique the different types of menus found in operations
● Discuss the factors to be considered when creating menus
● Describe a range of tools for evaluating menus

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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!

www.chaletnarnia.com

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Menu styles

2. Menu styles
2.1 Courses
2.2 Table d’hôte menu
2.3 À la carte (ALC) menus
2.4 Cyclical menus

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Menu styles

2.1 Courses
Menus normally consists of three different sections. Some customers will have all three courses, some
will have just one depending on their time, budget or situation.
Characteristics Examples
Appetisers The first course Soups, salads, smaller variations of the main course
The taster dishes
Smaller portion
Can be hot or cold
Normally savoury
Main courses or entrée Follows the appetiser (not always) Grills, meats, platters, fish, vegetarian, large salads
Larger portion size
Savoury
Can be hot or cold
Must be expensive menu items
Desserts Normally final course Ice creams, cakes, gateaux, fruit, cheese
Can be small or large in size
Sweet or savoury
Can be served hot or cols

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Menu styles

Other menus will offer more sections such as:
Side orders
Snacks or light meals
Children’s meal
Signature meals

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

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Menu styles

2.2 Table d’ hôte menu
A table d’ hôte 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 (choices will be limited depending on quantity of
people)

TDH menus are deal for catering to large numbers of people. They are sometimes used
in restaurant operations during lunch and dinner service. These menus would be
normally run instead of the operation's full à la carte menu.

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Menu styles

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.
● 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 used skilled chefs to perform other functions
Challenges for
operation ● Difficult to compete with ALC choice being provided by other establishments

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

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Menu styles

2.3 À la carte (ALC) menus
À la carte (ALC) 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

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Menu styles

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 controlling
operation ● High perishability – difficult to sell during slow demand periods
● Requires higher quantities of kitchen and service staff
● Demands higher skilled chefs due to more complexity
● More training for chefs and service personnel
● More things to manage therefore more opportunities for error
● More choice can results in longer wait times and reduction ins eat turnover
● Higher costs, space, utilities, labour, wastage
● Greater customer expectations
Opportunities for ● Lots of choice
customer ● Select according to own particular dietary needs
● Higher quality
Challenges for ● Too much choice , difficult to select
customer ● Order to delivery times can be longer
● Running costs passed onto customer and, therefore , can be more expensive

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Menu styles

2.4 Cyclical menus
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.

Challenges and opportunities of a cyclical menu:
Opportunities for operation ● Less changes in the menu allows for easier planning
● 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 for employees
● Less errors
● Food can be prepared in advance and chilled
● Less skilled employees required

Challenges for operation ● Employees get bored due to lack of scope

Opportunities for customer ● Customers get to look forward to particular menus on certain days

Challenges for customer ● Customers can get bored

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Menu considerations

3 Menu considerations
3.1 The consumers
3.2 Trends
3.3 Food needs
3.4 Operational and business considerations in menu planning
3.5 Legislation in menu planning
3.6 Menu cover
3.7 Flexibility
3.8 Terminology
3.9 Layout and design
3.10 Food
3.11 Colour balance
3.12 Textures
3.13 Wording
3.14 Nutritional balance
3.15 Ingredient balance
3.16 Suppliers

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Menu considerations

Figure 6.3: Considerations in menu planning
Priority Concern of
Menu Planner

Guests/ consumers Operation Food

Likes & dislikes of
Costs Consistency
target market

Socio-economic Availability of
Portion size
factors ingredients

Ethnic factors Equipment needs Textures

Skill requirements of
Demographic factors Colour balance
chefs

Religious Size of restaurant
Nutritional balance
considerations (covers)

Concept of value Aesthetic balance
Service method –
Plated, buffet for
example
Food trends Provenance

Storage facilities
Environmental available Suppliers
concerns

Health & Safety -
legislation

Competition

Environmental
legislation

Design and flow of
kitchen

Menu cover &
design

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Menu considerations

3.1 The consumers
Attracting and retaining customers is important. 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.

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
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Menu considerations

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 addictives.

Exotic Consumers increasingly enjoy more exotic food from areas such as Japan,
China, Thailand and India.

Healthier options Increasing obesity level are leading consumers to be more health conscious.

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Menu considerations

3.3 Food needs
Although there are basic needs and wants there are also customers with more specific requirements.

Halal Caters for members of the Muslim faith; in the food production process the
animal or poultry has to be slaughtered in a ritual way known as Zibah.

Kosher Kosher food is food that meets Jewish dietary laws, or the laws of Kashrut. Similar
to Halal, it has strict rules in the preparation and production stages, where food is
supervised by a rabbi. Members of the Jewish faith would not consume items
such as pork or seafood and would not mix diary and fruits.
Vegetarian Vegetarians would not eat meat, poultry and fish. They eat primarily vegetables,
pulses and fruits.

Vegan Vegans do not eat meat, eggs, diary products and all other animal-derived
ingredients. They eat beans, grains, legumes, vegetables and fruits.

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Menu considerations

3.4 Operational and business considerations in menu planning
Costs
Each establishment has a target food cost to be achieved. The 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.

Cost considerations when planning and creating menus:
● The establishment’s target food cost
● The cost of ingredients
● Food seasonality
● The quantity of food used for each dish (portion)
● Food wastage during production
● Food production methods adopted
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Menu considerations

Availability of ingredients:
When compiling menus the chef need to take in to consideration the availability of
ingredients in seasonality and suppliers. If a dish is composed with a particular type of
vegetable it should be checked that it is available all year round. Food prices fluctuate in and
out of seasons so it is imperative that food is used that is in season, however as already
stated seasonality is becoming a thing of the past with many foods being imported but at
higher costs which impact the chef's budget.

Equipment needs:
Some food such as fresh pasta and pizzas require special equipment if made in-house,
however this can add value to the menu. Many establishments recognise that with
equipment come space, depreciation, maintenance, training , cleaning and control.

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Menu considerations

Skill requirements of chefs:
Chefs should be 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 them complaints will be made.
Furthermore the employees will feel de-motivated and become dissatisfied when complaints
arise. Hence it is best to identify the right type of menu that can be provided. Similarly, if a
higher level of menu is required investment in new personnel or training should take place.

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.

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Menu considerations

Service method:
Buffet, family, silver service, plated and gueridon restaurant service methods will affect the
type of food you serve.

Competition:
It is important to carry out regular competitor evaluations. Consumers will select one
competitor over another for different reasons, such as quality, presentation, price, variety,
ingredients used, promotions, portion and service. It is, therefore, imperative that your
menu is different and better than your competition. If you differentiate your product you
will increase your chances of attracting consumers. Be sure to also carry out this analysis
quarterly as competitors’ menus can change frequently. Also, remember that they are
probably visiting your establishment as well, evaluating your menu and repositioning
theirs!

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Menu considerations

3.5 Legislation in menu planning

The Trade Descriptions Act 1968 is an Act of Parliament of the UK which prevents manufacturers,
retailers or service industry providers from misleading consumers as to what they are spending their
money on.
Other words, commonly used care needs to be taken with:
● Fresh salad
● Garden vegetables
● Homemade desserts

Another important law is:
● The Sale of Goods Act 1979
● The Food Standards Agency
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Menu considerations

3.6 Menu cover
Menu cover needs to:

● be attractive
● be eye catching
● set the scene
● communicate the theme
● be cleanable
● be replaceable

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Menu considerations

3.7 Flexibility
Menus need to be flexible and adaptive. Internal and external forces can affect the dishes that you offer.
Change agent Impact/ Action
Ingredient prices change due to political and economic Menu prices need to be amended
factors
Food scares such as bird flu and mad cow disease Consumers will not purchase
Remove from menu
Replace
Items wanted due to social changes – red meat, fat Consumers will not purchase
Remove from menu
Replace
Items wanted due to social changes – organic, healthier Create dishes
options, exotic food Add to menu
Advertise
Internal; restructuring – change in budget, staffing, Menu changes
leadership, theme
Supplier problems Ingredients not available or too expensive, remove form
menu

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Menu considerations

3.8 Terminology
It is important to remember that your menu is an important communication tool. Therefore,
wherever possible, complex terminology should be avoided. If customers do not understand
the menu it may deter them from entering the restaurant/ In cases where more obscure
terminology is used it is important to ensure that the service staff can explain meaning to
customers.

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Menu considerations

3.9 Layout and design
Once decided on what dishes will be available the menu needs o be laid out correctly. Nowadays,
there is a trend for electronic menus. Questions that need to be asked when laying out a menu:
● Are all descriptions accurate? ● Are my sections clear with the right ● Are my dishes easy to read?
food in each section
● Is the font the correct size? ● Could I use different colours, bold or ● Have I fully utilised all the paper space
underline particular dishes to make well?
them stand out?
● Does the design fit ion with my target ● Have we communicated the brand well? ● If a menu item is not popular will it be
market? easy to remove?
● If prices change, can we amend the prices ● Is the menu easy to clean? ● Where will we store the menus
easily?
● Do we have the address, e-mail and ● Do we have taxes and service charge ● Is the spelling and grammar correct?
reservations number on the menu? information communicated well?
● Have we considered guests with particular ● Have we highlighted any potential ● Do we need to consider getting menus
disabilities, blind, visual impairment? allergies( eg:nuts)? translated into another language?

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Menu considerations

3.10 Food
Consistency:
To enable consistency of dishes, standard recipes need to be created for each menu item.
The standard consists of:
● Ingredients
● Weightings
● Preparation and cooking methods
● Serving temperatures
● Cooking times
● Equipment
● Health and safety
● Costings
● Photographs of final presentation
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Menu considerations

Portion size:
Portion sizes are built into the standard recipe. The portion size is decided through
consideration of the type of cuisine, time of day, the customer type, menu type and
target food margin. Portion sizes are managed through using food production
equipment such as ladles, mixers, cooking trays, crockery and glassware. In addition,
sometimes items are portioned in units such as ten onion rings or five prawns.

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Menu considerations

3.11 Colour balance
It is important 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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Menu considerations

3.12 Textures
Not only is colour a consideration in dishes but there is also a requirement for a range of textures.
Textures that are used include smooth, hard, coarse and crunchy and can be created through using
different cooking methods ingredients, cutting and preparation techniques.

An example which features a variety An example which does not feature a
of features: variety of features:

•a salad of grilled, sliced chicken •A main course of,
•raw chopped carrot • braised beef
•crispy romaine lettuce, • mashed potatoes
•bound with a creamy mayonnaise • creamed carrots

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Menu considerations

3.13 Wording
The menu is a sales tool, it is therefore important to make your dishes sound exciting.
Furthermore, as the dish often cannot be seen before consumption it is key to fully explain and
communicate the main features of the dish creating a visual picture in the mind of the potential
consumer.
Examples of words to encourage purchases:
● Tasty ● Traditional ● Homemade
● Chilled ● Fresh ● Crunchy
● Authentic ● Creamy
● Juicy

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Menu considerations

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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Menu considerations

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

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Menu considerations

3.16 Suppliers
Your menu is as good as the quality of the ingredients used

Are there suppliers that can deliver the menu items required?
Are the suppliers able to consistently meet food specifications?
Am I using the best supplier to provide food in relation to quality, consistency of delivery and price?
Is there a back-up supplier should there be any problems?

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Menu options

4. Menu options
4.1 Coffee shop
4.2 Bar or lounge
4.3 Executive lounge
4.4 Fine dining
4.5 Leisure and recreational areas
4.6 Employee dining
4.7 Conference and Banqueting
4.8 Room service department

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Menu options

4.1 Coffee shop
Menu
Breakfast ● Normally consists of hot (English or American) or cold (Continental)
● In large hotels: in most cases breakfast served in buffet style
● In addition an à la carte menu available for the guests who do not require the whole buffet
Brunch ● Sometimes offered at weekends between 11 am to 2 pm
● Combination of breakfast and lunch food items
● Can be available as buffet or à la carte
Lunch ● Depending on the operation
● Can be served in a variety of ways to include buffet, table d’hôte or a à la carte
Children ● Provided separately in most cases
● Dishes smaller in portion, cheaper
● Consists of meals such as mini burgers, pasta, salads and sandwiches
● In some cases: menus can double up as drawing or colouring menus to occupy children throughout
the meal

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Menu options

4.1 Coffee shop

Menu
Dessert ● Can be either separate or part of the main menu
● Can also be promoted on buffets, ‘dessert trolleys’ and blackboards
Afternoon ● Normally available between 2 – 4 pm
tea ● Menu offers sweets, scones, freshly cut sandwiches and a selection of hot teas
Special or ● Created for special promotions or calendar events (Valentines, Mother’s day)
themed ● In most cases: set menus
Beverages ● Drinks can be feature on the main à la carte menu as a separate menu

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Menu options

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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Menu options

4.3 Executive lounge

An executive lounge is an area within a luxury a hotel designated only for customers who stay in
executive rooms.

Menu

Food Executives can enjoy an a la carte breakfast menu, snacks and
sandwiches throughout the day and complimentary hot canapés
in the evening.

Beverage Complimentary soft drink throughout the day and
complimentary beverages at a specified time in the evening.

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Menu options

4.4 Fine dining

Menu

A` la carte The menu provides a wide selection of dishes featuring the
restaurant’s particular concept

Wine list A menu offering an extensive range of wines.

Cigar Some hotels feature a humidor with a selection of fine
cigars

Specialty A menu that offers coffee served with liqueurs
coffee

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Menu options

4.5 Leisure and recreational areas

Hotels that provide leisure and recreational facilities may feature a menu to include fresh and vegetable
juices, waters and energy drinks.

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Menu options

4.6 Employee dining

Most hotels provide some type of catering for its employees.

When creating menus for employees the following should be considered.

● Demographic of workforce(age, gender)
● Job roles(clerical or manual)
● HR budget for employee meals
● Numbers of employees on duty
● Hours of operation of each department
● Feeding night staff

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Menu options

4.7 Conference and Banqueting

When catering for large numbers most departments is quite different from other departments with
regard to its menu planning.

When catering for large numbers most departments feature a pre planned set of menus that vary to
accommodate different budgets.

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 specification
● It facilitates forecasting
● Menus can easily be sent out to customers by e-mail or mail

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Menu options

4.8 Room service department

Menus

A` la carte menu The main menu will be advertised either in the
in-room directory of services or nowadays on
the television.

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.

Mini bar The mini bar menu is a priced list of all items on
sale in the in-room mini bar.

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Menu evaluation and performance

5. Menu evaluation and performance
5.1 Management information

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After menus have been created and implemented it is important to monitor them in relation to
customer satisfaction and their financial contribution.

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

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5.1 Management information
Menus can also be monitored by examining records from point of sales report.
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 sales
High sales
Puzzles High profit Position on menu for more visibility, larger or more
colourful font
Low sales

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Summary

The importance
of the menu

Menu
Menu style Menu consideration Menu options
evaluation

Table d’hote Consumers Coffee shop

A la carte The operation Bar and lounge

Executive
Cyclical Food
lounge

Briefings Fine Dining

Leisure

Employee

Conference and
banqueting

Room Service

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Chapters

2. Food production
5. Beverages
6. Menu planning

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Chapter 7 – Service quality in food and beverage

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

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Introduction to quality

1. Introduction to quality
1.1 What is quality
1.2 Importance of quality
1.3 Importance of customer satisfaction

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1.1 What is quality?

It is difficult to accurately define quality, but in general quality perceptions is based on things such
as our experiences, our expectations and our particular needs at that time.

‘To consistently meet or exceed consumer expectations by providing products and services at prices that
creates value for customers and profit for the company’. Woods & King (2002)

‘The totality of features and characteristics of a product or service that bear on its ability to satisfy a stated or implied
need’ British standards 4778 (1987)

‘Freedom from defects’ Kotler & Brown (2003)

‘Delighting the customer by fully meeting their needs and expectations’. These may include performance,
appearance, availability, delivery, reliability, maintainability, cost effectiveness and price.

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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 image Poor image
Growth Decline
Retain employees Lose employees
Market share Decrease market share
Owners satisfied Unsatisfied owners
Good public relations Bad public relations
Profit Loss
Competitive Not competitive
Open Close

Wuest as cited kadampully et al. (2001) notes ‘poor service leaves a guest unimpressed, discouraged and unsatisfied’

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1.2.1 Quality challenges and issues in hospitality operations

Fast production to sale cycle- hard to check quality
People factor- hard to standardise
Highly perishable product- pressure to sell
Complexity- multiple moments of truth
Variety of stakeholders, with differing expectations
People deliver service and people think differently
Perception of quality are highly subjective
Future cost of dissatisfied customers
Bad news travels faster than good ones
100% staff/customer retention is unrealistic probably 80/85% is possibly achievable

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1.3 Importance of customer satisfaction

The cost of gaining a new customer is around six times the cost 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% switchers are dissatisfied guests.
Only 4% of dissatisfied guests will complain.

Rowe (1998)

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Quality tools

2. Quality tools
2.1 Effective leadership
2.2 Effective market segmentation
2.3 Expectations
2.4 2.4 Standards of performance or ‘ standard operating procedures”
2.5 Effective human resource management
2.6 Training
2.7 Quality sourcing
2.8 Quality schemes
2.9 Service recovery and complaint handling

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Chapter 7– Service quality in food and beverage

Quality tools

Figure 7.2: Integrated service quality management

1. Determine customer service specification in terms of:
Level of service
Availability of service
standards
Reliability of the service
Flexibility of the service
2. Check the operation is physically capable of supporting the
service specification at given volume of business

3. Check that the service systems and the staff are able
to deliver to the customer the totality of the service specification
(Including maintaining the desired service relationship)

4. Monitor operational aspects

5. Monitor customer satisfaction

6. Feed back to original service specification and alter as appropriate

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Quality tools

There are many actions that food and beverage operators can take to improve their service
quality.
Figure 7.3: Standards for effective service quality

Quality
sourcing

Effective
Effective
human
leadership and
resource
supervision
management

Quality tools
Quality
Standards of
feedback and
performance
monitoring
(SOP’s)
systems

Effective market
segmentation,
Quality
meeting their
schemes
needs, wants and
expectations

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Quality tools

2.1 Effective leadership

To successfully achieve quality within an organisation it needs to be made clear and driven by the
person at the top. It is their responsibility to ensure that quality is fabricated in to the entire
organisation system. This is achieved through researching the target market needs, introducing
systems of service quality control with an ongoing, strong, quality checking system to monitor and
evaluate.

‘A company must have leaders at the top who are totally committed quality service’
Woods & King (2002)

Wuest as cited in kandampully et al. (2001) ‘management plays a vital role in the delivery of quality
service’

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Quality tools

2.2 Effective market segmentation

Its an important part of quality to consistently satisfy customer needs, wants and expectations .
To establish and maintain needs and wants the following steps are required.

Research the target markets needs and wants
Create the standard to meet needs and wants
Implement the standard
Supervise and maintain the standard
Evaluate and adjust the standard.

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Quality tools

Figure 7.4 The market mixes link to quality

The Marketing Mix

Customer needs and
Product
wants

Price Cost to satisfy

Place Convenience to buy

Promotion Communication
Source: http://grey-matter.org

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Quality tools

2.3 Expectations

Linked into needs and wants are expectations. This ensure that you also meet what your customers
expect to receive from their visits. Expectations vary in relation to the type of the customer and
situation.
Figure 7.5 gap analysis model – customers’ expectations


Expectations exceeded

Service performance gap


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2. Quality tools

2.4 Standards of performance or ‘ standard operating procedures’ ( SOPs)

‘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 employee in their work
Supervisory tool for employees
Supervisory tool for evaluating employee performance
Assists in allocating cost per task accurately

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Quality tools

Figure 7.6 the standard process

Standard Implement
training standard

Trial Monitor
standard standard
Customer
Expectations

Create Measure
standard standard

Adjust
standard

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Quality tools

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 phone
How to complete a charge using a ‘point of sale’ machine
How to open wine
How to welcome a customer
How to deal with complaints

Figure 7.6 the standard process
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Quality tools

The following step-by-step guide can help you to deal with customer complaints.
Step Standard: how to deal with a complaint
1 Listen with concern and empathy.
2 Isolate the guest if possible, so that other customers wont overhear.
3 Stay calm. Avoid responding with hostility or defensiveness. Never argue with the guest.

4 Beware of the guests self esteem, take complaint seriously, use guests name frequently, show a
personal interest in the problem.

5 Give the problem complete attention, and don’t insult the guest.

6 Take notes, write down the key facts.
7 Provide the guest with options, don’t promise the impossible and exceed you authority.

8 Set an time frame for the completion of the corrective actions.
9 Monitor the progress of the corrective action.
10 Follow up on the complaint even if its 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)

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Quality tools

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 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 employees happy
Retain them

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Quality tools

HR Rationale How
Recruit the right people Less complaints Job descriptions and job specifications
Less defects Match the best candidate with job
Less training specification and description
Less risk Complete reference checks
Greater customer satisfaction Paper and pencil tests
Qualified interviewers
Employee trials
Succession planning

Regular training
Regular performance evaluation and
Keep your employees happy Increased job satisfaction appraisal;
Less absence Recognise and reward achievement
Improved team work
Better service to customer Provide regular social events
Sufficient number of tools to their jobs
effectively
Retain them Stronger team Proper work environment
Familiarity with customers’ names Fair and effective leadership
Awareness of customers individual Practice empowerment
needs and wants

‘More than 65% of customers who will not return do so because of the way they were treated, not because of the product’
Rowe (1998)
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Quality tools

2.6 Training
Benefits to employees • Prepares employees to do their job
effectively
• Improves self confidence
• Improves motivation and morale
• Prepares for promotion
• Reduces tension and stress
• Provides an opportunity to succeed

• Provides high quality service
• Provides high quality products
Benefits to the guest • Makes the experience more pleasant
and enjoyable

• Increases productivity
• Reduce costs
Benefits to the operation • Builds a strong team
• Reduces problems and defects
• Creates a better image
• Increases referrals
• Attracts potential employees
www.cthresources.com Page 298 Kavanaaugh & Ninemier (2001)
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Quality tools

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
Furniture- tables,
Fixtures and fittings- lights

Tools to achieve this include:
Purchase specifications
Ongoing customer research to determine satisfaction
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Quality tools

2.7.1 Sourcing considerations and limitations

Budget available
Availability of suppliers
Seasonality
Storage space available

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Quality tools

2.8 Quality schemes

A quality scheme is scheme that is purchased from an external organisation to improve the standard of
products and services. The schemes can be challenging but once successful offer many opportunities.

Figure 7.7 Examples of quality schemes

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Quality tools

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

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Quality tools

Most quality schemes are multi-dimensional focusing on different elements that works towards
achieving quality. Schemes vary in cost and depth depending on the size of the operation, their
objectives and current situation.
The process normally consists of:

Application to the quality organisation
Visit and assessment
Goal setting
Regular assessment
Award
Ongoing reassessment

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Quality tools

Figure 7.8: Key areas of ‘hospitality assured’ quality scheme

The Customer
Customer Research Business Planning Operational Planning
Promise

Customer Satisfaction Training and
Improvement Development

Service Delivery Standards of Resources
Service Recovery
Performance

Source: HCIMA

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Quality tools

2.9 Service recovery and complaint handling

One of the goals of any organisation is to minimise the number of complaints it receives.
How ever when complaints do occur:
Deal with it appropriately
Ensure the customer leaves happy
Ensure as on organisation to learn and prevent it from re-occurring.

Steps for dealing with complaints
Taking the complaint seriously
Taking the customer to quieter area
Listen careful whilst being sympathetic
Get all the facts
Make notes
Appologise sincerely
Provide options
Use customer name throughout
Assess level of complaint
Get customers opinion on how it should be solved
Thank
Follow up
Inform manager on complaint
Follow up with letter
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Quality monitoring and measurement

3. Quality monitoring and measurement
3.1 Internal customer questionnaires
3.2 face-to-face feedback
3.3 Focus groups
3.4 Observation
3.5 Critical logs
3.6 Management of information
3.7 External methods
3.8 Secondary data

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When an organisation has implemented quality tools to achieve quality products and services it
is vital to measure the organisation’s success.
Leaders committed to quality must make sure that tools are in place to measure their staff’s
efforts at providing great service to guests.

Monitoring can be carried out in many ways, whilst one way which it is done is either through
research conducted internally or externally.

Internally Externally

Customer questionnaires Mystery guests
Face-to-face feedback External surveys
Focus groups Secondary data
Observation
Critical log books
Management information

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3.1 Internal customer questionnaires

Customer questionnaires are one of the most frequent research methods adopted by food and
beverage operations.

3.1.1 The customer questionnaire process

Create questionnaires

Distribute questionnaires

Collect questionnaires

Process data

Analyse data

Communicate data to departments
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Tool How it works Advantages Disadvantages

Customer Forms are placed on tables Easy and Low response rate
questionnaire or or in bill folds for customers affordable to Unhappy
feedback form to fill out. create. customers have
Required to provide Many normally left the
feedback on areas such as customers premises by the
service, atmosphere, food would prefer to time the data is
and beverage write than collected
speak out. Customers don’t
Can follow up in have time to
some cases complete
Easy to organise Bad feedback
and evaluate does not reach
feedback. management

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Questions that should be addressed when preparing a questionnaire:

What do we want to find out?
Who are we targeting to fill out these?
How will we reach them?
What questions should we ask?
How many questions should we ask?
Do we want to collect any other information? For example name, address or should it be
anonymous?
Do we want them to rate service and products or give real opinion?
Where will we distribute or place them?
How do we achieve a high response rate?
How many do we want each day? What's our target?
Who will manage it?
How will we communicate the findings to our manager?

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3.2 Face- to-face feedback

Face-to-face feedback is normally carried out by the waiter or the manager in a rather informal manner.
The method is quick and cost effective. It is important to frequently check customer satisfaction
throughout the meal as if they are dissatisfied. Whatever feedback is received must be passed on to
the relevant manager.

3.3 Focus groups

A focus group is s set of people invited to a session by the restaurant or hotel, to gather opinions and
suggestions. It normally includes individuals that can provide the best, reliable information for the
desired topic. It usually is hosted by the general Manager or an employee of the Sales/marketing
department, and the meeting is likely to be recorded.

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Aim Focus group members To research
To determine satisfaction levels of Existing restaurant customers Opinions on likes and dislikes in relation to the:
customers •Menu
•Service
•Design
How the restaurant can improve?

•What is their perception or opinion on the
Non-customers/competitor restaurant?
To increase business of Non-customers customers/potential customers •What type of food they like?
through identifying their opinions, dining •What is important to them when eating out?
habits and specific needs •Where do they currently dine out and why?
•What are their favourite dishes on the current menu?
Customers •What new would they like to see o the menu
To gather opinions on customers to use in •Are the prices reasonable?
creating a new menu •Are the portion sizes suitable?
•Do they go to other places for dishes that we don’t
offer?

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3.4 Observation
Within the organisation there is a wealth of information that can be used to improve quality whilst
observation is an effective way of doing so.

Examples Potential reason Effects
Employees chatting Overstaffed, or poor Waste
scheduling of resources High labour cost
Bad impression for diners
Employees rushing around understaffed Customer complaints
Discounts
Slow service
Employee stress
Queuing at a buffet Poor controlling of Customers become dissatisfied
customer traffic Customers arriving go elsewhere
Empty restaurant during peak Poor marketing Loss of revenue
time Poor product and service Poor image
Better competition Hard to attract customers

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3.5 Critical logs

Departmental log books provide information activities which take part within the organisation.
These log books are found in departments and are a tool for supervisors and managers to
exchange information between shifts. The logs consists of items such as complaints and issues,
maintenance defects etc.

3.6 Management of information

Information is in most case logged by computers or past records and can be used effectively to
provide a better service to customers. The following is an example of a restaurant receipt
(figure 7.9) from a regular, local customer Mr. Bridges.

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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 Sincere wine 80Dhs
280Dhs
Payment Method American Express
Number 87664456696xxxxxx
Customer Name John H. Bridges

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3.7 External methods

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

3.7.1 Mystery guests

Meeting with owner or operator to discuss the requirements
Mystery guest company creates measurement tool
Mystery guest makes reservation like a normal customer
Mystery guest carries out visit and audits services and products
Completes a formal report and delivers findings

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Unbiased Can be costly
Conducted by experienced individuals
Accurate
Can be used as an development tool
Employees are unaware of the mystery shopper

Many large chains use survey results to compare performance between units.

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3.7.2 External surveys

Professional companies can also be contracted to carry out surveys with members of the public:
Specific needs and wants
Likes and dislikes
Eating and dining preferences
Dining habits
Preferred restaurants
Reasons for eating out

3.8 Secondary data

Food beverage operations can also monitor consumer trends to help them cater to needs by viewing
the following resources
Academic books and journals
Industry magazines
Industry websites
Industry reports

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Summary

The importance
of quality

Quality tools Measurement

Leadership Internal External

Meeting needs,
wants and Questionnaires Mystery guests
expectations

Standards of Face to face
External surveys
performance feedback

Quality human
Focus groups
resources

Quality sourcing Observation

Quality schemes Critical logs

Service recovery
Management
and complaint
information
handling

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Chapters

2. Food production
5. Beverages
6. Menu planning

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Chapter 8 – Conference and banqueting

Objectives

● Describe how the conference and banqueting department is structures
● Explain the stages in the customer inquiry process
● Identify and appraise the tools departmental managers use to maintain
standards, minimize expenses and maximize sales

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Characteristics of conference and banqueting (C&B)

1. Characteristics of conference and banqueting (C&B)
1.1 Benefits
1.2 Challenges
1.3 Personnel
1.4 Conference and banqueting sales

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● Very diverse with many different events 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
Seminar Religious festivals
Meetings Annual work parties
Exhibitions Family celebrations
Presentations and lectures Themed dinner and lunches
Workshops Weddings

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Fig 8.1 Event types

Forum

Convention Seminar

Symposium Retreat

Event types

Congress Trade show

Exhibition Panel

Interview

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Suitable venues to host events include :
● Conference centres
● Exhibition halls
● Hotels
● Large restaurants and bars
● Community centres
● Office cafeterias
● Ballrooms
● Church has
● Sports halls

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1.1 Benefits

● Can better utilize space and assets
● Can capitalize on annual events
● Can show case facilities
● Can receive additional revenue streams
● Potential for leads and follow on business
● Can attract local business
● Can provide better service as all brooked in advance
● Can achieve saving through bulk purchasing

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1.2 Challenges

● Empty space is cost
● Pressure to fill space daily
● Competitive
● Large quantities of inventory and equipment
● Additional storage requirements
● Difficult to manage expectations because of large quantities
● Large quantities of casual labour

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1.3 Personnel
Position Responsibilites
Conference and Banqueting(C&B) manager Overall management of department
Fully accountable for profitability of department
Promoting department
Recruitment of employees
Attending meetings
Dealing with complaints
Planning and forecasting
Administration
C&B chef Meeting customers
Discussing menu options
Creating menus
Preparing the food
Seving the food
C&B Assistant manager & supervisor Overseeing and manageing events
Training employees
Booking casual staff
Managing stock
Managing customers' expectations
Delivering standards

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C&B sales manager Creaing sales & marketing plan for department
Implimenting plan
Competitor analysis
Managing employees
Motivating employees
Yeild amangement
Training
C&B sales executive Visiting clients and compenies
Making presentations
Showarounds
Following up leads
Event co-ordinator Taking reservations
Creating contacts
Maintain the booking dairy
Banquet event sheets to departments
Billing & deposits
Waiters Setting-up functions
Mise en place
Serving customers
Dealing with customer enquiries
Porters Moving furniture
Setting-up furniture and equipment
Assisting waiters
Breaking down rooms
www.cthresources.com Cleaning
Page 329
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1.4 Conference and Banqueting sales
Fig 8.2 Who are the customers?

In-house
customers

Internation
Local
al
businesses
companies

C&B
Internal Department
company
Charities
events and
functions

Local Event
residents planners

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1.4 Conference and Banqueting sales continued ...
Due to the competitive nature of the sector, various techniques have to be employed
to fill Conference and Banqueting space. Some approaches include :
● Employing a sales team
● Creating a database of customers
● Contacting potential customers
● Creating brochures detailing facilities available
● Employing an experienced C&B team
● Featuring C&B facilities on hotel or establishment’s webpage
● Advertising facilities in local media
● Sending information and visiting local businesses
● Promoting facilities internally in lifts and bedrooms
● Creating own events internally

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The event process

2. The event process
2.1 Enquiry
2.2 The brochure or CD-Rom
2.3 The appointment and customer visit
2.4 The quotation and contract stage
2.5 Food, beverage and service
2.6 The event
2.7 Room set-up
2.8 Equipment
2.9 Follow-up and evaluation

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The event process

Fig 8.3 The conference and banqueting process

1. Enquiry

5. Follow up 2. Visit

4. Event 3. Quotation

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The event process

2.1 Enquiry
When customers contact the hotel to make an enquiry:
● Thank person for calling
● Take down personnel information, name, company, contact number and e-mail
● Establish what type of event is required
● Establish what date and time is required
● Check diary and determine availability

Trend : Most banqueting diaries are now computerized and are able to provide information to include:
● Up-to-date availability of each room
● Specifications of each room
● Capacities for each room
● Past history of company or customer, room preferences and event type
● Room coasts based on supply, demand and day
● Future availability and usage per room, day and month
● Usage per company, event type and room type

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The event process

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 service available. This includes:
● The service team’s roles and responsibilities
● Testimonials from customers
● Photographs of events
● Blue point 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

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The event process

2.3 The appointment and customer visit

If the enquiry is for a large event or a new customer/company the sales assistant will attempt to secure
an appointment and encourage the customer to visit the hotel to showcase the event facilities. The first
impression of the customer must be positive. The sales executive should be prepared for the
appointment in the following ways:
● Have a quiet place to discuss the customer’s needs and requirements
● Key staff available to discuss particular needs (E.g. a chef should be on hand to offer advice and
suggestions with menu planning for the event.
● It is important to have rooms set-up for display. If a customer is coming to discuss a meeting
then a meeting room should showcase for the customer what can be expected. You should
never try to show an empty room to a customer as this may lose you the sale
● Have a presentation packs prepared, containing menus, seating layouts, photographs and room
details
● Accommodation for the attendees should be prepared & rooms should be available to display.
● Relevant paperwork on hand such as, a customer checklist
● It’s important to introduce the person to the employee who will manage their event.

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The event process

2.3 The appointment and customer visit continued ...
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)
● Customer 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

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The event process

2.3 The appointment and customer visit continued...
Specific needs will be also expected for different events. (E.g. wedding)
● Flowers
● Speeches
● Master of ceremonies
● Dance floor
● Disk jockey (DJ)
● Seating plans

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The event process

2.4 The quotation and contract stage
The customer is sent a proposal detailing all the function’s requirements with pricing. The
customer would either make 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. The customer pays a deposit to secure the booking depending on the
contract.
The banqueting event order
After the contract has been confirmed C&B sales creates a ‘ Banquet event order’. This is an
international document to communicate the event’s details to the relevant department.

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The event process

2.5 Food, beverage and service
Food
In C&B menus are normally table d’hote due to frequency of large numbers. Producing food for
banqueting events has many advantages. It is shown below:

Restaurants Events (C&B)
Large menu Small menu
Uncertainty about which menu item will be
selected No uncertainty - all menu items fixed
Uncertainty about definite numbers that will visit
restaurant No uncertainty - numbers confirmed
No uncertainty - customers arrive as
Uncertainty about what time customers will come organized
Food wastage after service No food wastage

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The event process

2.5 Food, beverage and service continued ...
Beverage
Beverage requirements varies according to the type of the event. (E.g. conference – tea,
coffee & mineral water). 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 or set up in
another room to ease queuing.
A cash bar - where each guest pays at the time the drink is served.
A hosted bar – drinks are charged on a consumption basis. Companies frequently use this
method & the bill is sent directly to the company after the event. The event organizer signs
a bill at the end of the event to confirm consumption. If it’s a wedding sometimes the host
pays a part of the bar bill in advance.
During a banquet events a table service can be provided whereby customers are offered a
variety wines, sprits, beers and soft drinks served at the table.

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The event process

2.5 Food, beverage and service continued ...

Service
A variety of service methods include:
● Plated service
● Silver service
● Buffet service
● Family service
● Large events will be run using a more formal system where employees follow
instructions by the head waiter or Maitre d’.

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The event process

2.6 The event

Hotel executives meet weekly discuss forthcoming events on a week by week basis. Each
department is issued with an event sheet to:

● Communicate information
● Follow-up on any particular event needs
● Address any questions
● Resolve any last minute prolems

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The event process

Fig 8.7 The event process

1. Set up
event

8. 2.
Breakdown Welcome
event guests

3. Run
7. through
Signature event
and billing details for
the day

6. Check 4. Brief
satisfaction staff

5. Deliver
event

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The event process

Step Action
The team will set up the event in advance of the customer and their guests arriving. (preparing furniture, laying tables,
1. Set-up event setting-up coffee stations, registration tables, bars and equipment.
2. Welcome guests Sales assistant/staff member managing the event greets the customer on arrival.
3. Run through events The C&B employee should check whether there's any last minute changes.
4. Brief staff All service staff are briefed on details to include:
The company and type of event
Chronology of event
For the organizer, host and any VIPs to be identified
Any special requests
Allocation of tables
Menu information
Standards
The event commences are planned. Service staff follow banquet event order and any instruction from event supervisor.
5. Deliver event Duties include:
Serving food and beverage
Dealing with customer requests
Monitoring equipment
Clearing tables
It is checked throughout the event and at the end. Any fedback from the customer is noted and communicated to service
6. Check satisfaction and other staff involved.
7. Billing Organizer or host signs the bill to agree all consumption and charges. Bill is settled depending on the contract .
8. Breakdown event Employees breakdown the event to include :
Collapsing furniture
Clearing tables
Polishing cutlery
Cleaning
Re-setting for next day's event or sales promotion
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The event process

2.7 Room set-ups
U-Shape Classroom Banquet

Hollow square
Lecture or Theater (chairs only) Horse shoe

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The event process

2.7 Room set-ups continued ...

Herringbone Workshop Circle

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The event process

2.8 Equipment

Rental advantages
● No strong space required
● No cleaning and maintenance required
● No depreciation
● Less management overall
● Less risk of theft
● No training required
● Modern equipment provided

Trend. C&B is the renting not only of equipment but also crockery. Cutlery, glassware and
linen. The same advantages apply.

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The event process

2.9 Follow-up and evaluation

A key part of C&B is to monitor customer evaluation after the event has taken place. Any
feedback received should be communicated to the departments involved and used for
future planning.

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Summary

Conferencing
and
Banqueting

The event Objectives
process and structure

Benefits and
Enquiry
challenges

Quotation
Personnel
and contract

Event Sales

Follow-up

www.cthawards.com

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