ch08
Transcript of ch08
Chapter 8:Food and Beverage
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Plan by focus on menu
Menu impacts operational factors
Menu focus on guests’ wants, needs & preferences
- layout / equipment - labor for production, service & clean-up - F&B products for purchase
Marketing concerns
Repeat business important to financial success
Planning issues
Similarities: Hotel & Restaurant Foodservices
All foodservice operations must assess financial status
- Operating budget- income statement / balance sheet / cash flow statement
Necessity for standard operating procedures
- Purchasing / receiving / storing / issuing / pre-preparation / preparation / serving / service
Emphasis on consumers
Financial concerns
Cost control procedures
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Standard Operating Procedures: Cycle of F&B Product Control
Step 1: Purchasing
Step 2: Receiving
Step 3: Storing
Step 4: Issuing
Step 5: Pre-Preparation
Step 6: Preparation
Step 7: Serving
Step 8: Service
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Cycle of F&B Product Control (continued…)
Effective use of perpetual & physical inventory systemsControl of product quality Securing products from theft Location of products within storage areas
Step 4:
Issuing
Product rotation concernsMatching issues (issue & usage)Purchasing as inventory is depleted
Development of receiving procedures
Completion of necessary receiving reports (e.g., addressing financial and security concerns)
Develop purchase specificationSupplier selectionPurchasing correct quantitiesNo collusion between property and supplierEvaluation of purchasing process
Step 1:
Purchasing
Step 2:
Receiving
Step 3:
Storing
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Step 8:
Service
Cycle of F&B Product Control (continued…)
Mise-en-place
Minimizing food waste / maximizing nutrient retention
Use of standardized recipes
Use of portion control
Requirements for food and employee safety
Timing of incoming F&B orders
Portion control
Revenue management concerns
Revenue control concerns
Serving alcoholic beverage responsibly
Sanitation and cleanliness
F&B server productivity
Step 5:
Pre-Preparation
Step 6:
Preparation
Step 7:
Serving
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Transferring some decision-making responsibility and power to front-line employees
Enhancing service to guests and increasing profits for the organization
Personnel Requirement Similarities: Hotel & Restaurant Foodservices
Practice of empowerment
Staff must be trained in standardized procedures.
Managers must provide clear direction to employees.
Managers must provide necessary resources.
To meet unanticipated guest needs effectively
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Profitability = Revenue - Expenses
Profitability Differences: Hotel & Restaurant Foodservices
Hotel’s “bottom line” profit from F & B sales is likely to be lower than a restaurant’s.
Profit amounts generated by restaurant F & B is relatively easy to calculate.
The process of allocating revenues and expenses applicable to F & B services in a hotel is more difficult.
Costs of F & B sales is generally higher in a restaurant than in hotel.
Payroll costs (or fixed labor costs) are higher than in a restaurant.
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Marketing-related Differences: Hotel & Restaurant Foodservices
Restaurants: locations easily accessible to potential guestsHotels: locations most accessible to guests desiring lodging accommodations
Restaurants: locations easily accessible to potential guests
Hotels: locations most accessible to guests desiring lodging accommodations
For hotels, F& B service is viewed as an amenity or secondary (sale of guestrooms is primary objective)
Location within the community
Location within a hotel
Menu
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Room Service Operations: Profitability Concerns
Why lose money?
Relatively few properties generate profits from room service
Very high labor costsHigh expenses incurred for capital costs - delivery carts / warming devices
Why offered?
How to offset losses?
High expenses incurred for capital costs - Delivery carts / warming devicesOffer hospitality suite business
Provide hosted events
Service to guests
Impacts hotel rating
- some guests select hotels based on room service availability
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Room Service Operations: Menu Planning Factors
Quality Concerns
Cross-Selling
Menu Language
Advertising availability of other hotel services- dinner menu providing info about Sunday brunch
Less likely to oversee room service food quality
Must offer products maintaining quality during holding and transportation to guest room(example: problems with omelet & French fries)
Language barriers for international guests
- uses of pictures and multi-lingual menu descriptions
Clearly state ordering-requirements- minimum order charges / mandatory tipping policies
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Room Service Operations: Operating Issues
An inaccurate room service order cannot be corrected quickly.
A minor problem in room service may impact guest’s perceptions about the entire lodging experience.
Communication
Guest placing order / order taker / room service production-service staff / room service staff Abbreviations should be clearly understood by order taker and food production staff
TechnologyImproving the accuracy of room service orders- electronic cash register (ECR) / point-of-sale terminal / remote printer
Upselling Technique
Opportunities for upselling are overlooked
Upselling increases guest check average
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Training issues for room service attendants
Room Service Operations: Within-Room Service
Presenting guest check and securing payment
Opening wine bottles (where applicable)
Providing an attitude of genuine hospitality
Explaining procedures to retrieve room service items
Asking guests where room service meal should be set up
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Well-planned banquets can be profitable!
Banquet Operations: Profit Opportunities
Banquet menu has higher contribution margin.- banquets frequently celebrate special events
Forecasting & planning production, service and labor are relatively easy. - formal guarantee is made- less likelihood of overproduction of food with subsequent waste
Beverage sales from hosted or cash bars increase profit.- capable of increasing alcoholic beverage sales
Increasing market share of the community’s banquet business
Increasing property’s profitability
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Factors / concerns for planning banquet menus
Banquet Operations: Menu Planning
Guest preferences
Ability to deliver desired quality products
Availability of ingredients required to produce the menu
Production / service staff with appropriate skills
Equipment / layout / facility design issues
Nutrition issues
Sanitation issues
Peak volume production / operating concerns
Ability to generate required profit levels
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Butler service Appetizers and pre-poured champagnes can be served by service staff at a reception while guests stand.
Banquet Operations: Service Styles
Buffet service Quantities of food are pre-arranged on a self-service line; guests pass along the line and help themselves
Family style (English style)
Platters and bowls of food are filled in the kitchen and brought to guests’ tables
French service Meals are prepared or finished at tableside by service staff: (e.g., tossing Caesar salad / flambéing entrée)
Platter service Production staff plate food in the kitchen; service staff bring it to the table to place individual portions on guests’ plates
Plated service (American service)
Production staff pre-portion food on plates in kitchen; service staff serve to guests
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Individual drink price
Collecting cash or a ticket when each drink is sold
Banquet Operations: Beverage Functions
Bottle charge Charging on a by-bottle basis for each bottle consumed / opened
Per-person charge
Charging a specific price for beverages based on attendance at the event
Charging the host a specific price for each hour of beverage service
Using hours of beverage service; charging number of drinks / hour X number of guests
Various ways to charge for beverage
Hourly charge
Specific per- event charge
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Size Timing
Two critical
concerns
Banquet Operations: Banquet Room Set-Up
Determined by :
number of expected guests
local fire safety codes / ordinances
types and sizes of tables, chairs, other equipment
number of seats per table
required space for aisles, dance floors, band stands, other entertainment, head tables, etc.
reception / buffet tables
Becomes critical when:
the same room to be used same day for different functions
when large evening event precedes following day’s large breakfast event in same room
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Last date that banquet space will be held without signed contract
Banquet Operations: Banquet Contracts & Billing Policies
Topics in banquet contract
Time by when a guarantee of attendance must be received
Cancellation policies
Guarantee reduction policy
Billing: amount & schedule for guest payment
Information about service of alcoholic beverages
Other information applicable to specific event
Hotel Operations Management, 1/e ©2004 Pearson Education Hayes/Ninemeier Pearson Prentice Hall
Upper Saddle River, NJ 07458
Responsible service & consumption of alcoholic beverage is an integral part of the responsibility of all F & B managers in all types of operations.
Alcoholic Beverage Service in Hotels
Train for all staff in the hotel (i.e. including non-F&B positions, e.g. front desk, housekeeping, maintenance and/or security staff ) to recognize and respond to visible signs of guests’ (non-guests’) intoxication.
Develop and implement ongoing training for responsible service of alcoholic beverages.
Good training protects guests, public and hotel from tragedies and lawsuits