Guide to the Beverage Experience · those things—food, beverage, location, atmosphere, company...

Food&

ExperienceWith a Foreword by Emeril Lagasse

BeverageGuide to the

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CONTENTS

Foreword:An Authentic Experience by Emeril Lagasse . . . . . . . . . . . .2

Recipe for Success . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .8Group ProfileMenu PlanningSpecial RequestsNegotiation and Contracting F&B PerformanceGuarantees

Breakfast . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18Plated, Buffet or Continental?Tips for Ordering ContinentalBreakfast on a Budget

Breaks . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .22Break PackagesSuccessful SetupKeeping Track of Inventory

Receptions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .28Ordering Food and LiquorBuffet Setups’ Impact on Consumption

Banquet Functions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .38Demographics and Purpose of EventEquipment and InventoryMenu SelectionFunction TimelineBanquet Ticket ExchangeThe Art of Dining

Off-Site Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .46Food ServiceTransportationDestination Management CompaniesConvention Centers

Wine Selection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .50Describing WineLearning the Major Grape VarietiesPairing Food and Wine

The Party’s Over . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .56Post-Con ReportingFinal Bill ReconciliationFood Donation

Banquet Function Checklist . . . . . . . . . . . . . . . . . . . . . . . .60

All photos © Edward Fox Photography

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hink about the most memorable meal you’ve ever eaten. The food was probably excel-lent and the wine exquisite. But there was more than food and wine. Remember thelocation;maybe it was seaside and you could feel the salty breeze,or maybe it was aroundthe well-used table of a dear friend. Who else was at that table? Chances are the com-pany, the conversation and the laughter were part of what made the meal special. All of

those things—food, beverage, location, atmosphere, company and conversation—work together to create a memorable dining experience.

For me, life itself is the ultimate food and beverage experience. But food is my life, mypassion, so I know that for most people, it’s not that extreme. However, I believe that food isimportant to everyone, and a good meal with all the right touches can be one of the most enjoyable pleasures on earth.

If you’re a person who has enjoyed really good dining experiences, you know that nour-ishment is not just to fill your belly,but to nourish your soul: to enjoy yourself,to communicatewith others and to experience the art of sharing — food, wine and life. For those of us in thehospitality industry, true joy comes from transferring these qualities of the family table toother environments, whether they are intimate restaurants or large group events in a hotel ballroom. The key is to remain focused on the spirit of what makes dining so impor-tant—not just delicious food, but an opportunity for real sharing and conversation, anauthentic experience.

The good news is that unique dining is more accessible today than ever before. We havemore choices, more delicious foods at our fingertips and guests who are much more excited about and interested in food than they were in the past. For instance, while Italianand Japanese foods remain popular, people are becoming more interested in other inter-national cuisines as well. Spanish food and wines are hot; Portuguese food and wines are

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TAN AUTHENTIC EXPERIENCE

By Emeril Lagasse

Foreword

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experiencing increased interest; and Vietnamese food, both spicy and healthy, may become the most desired Asian cuisine.

When I began to get serious about cooking in the 1970s, the United States wasn’t reallyrespected for its cuisine. The rest of the world thought of us as the place to get hamburgers,hot dogs and macaroni and cheese and didn’t take our food, wine, restaurants or hospitali-ty seriously—probably because we didn’t take these things seriously either. Thirty yearslater,that perception has completely changed.Led by chefs like Julia Child and Larry Forgione,American chefs and the American public rediscovered the exceptional ingredients we hadright here in front of our eyes. We began to take pride in our own fish, shellfish, organicfruits and vegetables. We began to perfect the beef, lamb, quail, cheeses and wines producedright here. We realized that cuisine doesn’t have to be expensive; it just has to be delicious.

Once we began taking notice of the abun-dance available in our own country, regionalAmerican cuisines began to evolve.Chefs fromeach area began to show off their best prod-ucts and spread the word about the uniquefoods and wines produced right in their ownbackyards. And then suddenly in the 1980s,the rest of the world began looking atAmericans and saying,“Wow, they truly havea cuisine all their own.” People began to appreciate American wines, beer, cheeses andchefs. And our cuisine continues to develop,getting better and better with more choicesthan ever before.

One example is the American wine movement, which continues to grow. Oftenoverlooked regions, such as Oregon andWashington state, are producing some killerwines.And American artisanal cheeses are be-coming more popular. In the past, the averageAmerican diner wouldn’t take a cheese courseseriously,but now there are small farms all over

America that are producing high-quality cow, sheep and goat cheeses on a limited produc-tion scale.

As American cuisine has evolved, so have American palates. In 1995, the Food Networkbegan educating consumers about soufflés, collard greens, shrimp and grits, oysters and nu-merous other types of regional and local specialties. Other cooking shows, magazines andcooking classes followed suit, and as people’s knowledge has grown, their expectations haverisen. Now you might hear 12-year-olds talking about shitake mushrooms or truffled potato chips—and that enhanced knowledge is good for our industry.We can no longer justmeet expectations; we’ve got to find ways to exceed expectations.

Rising above the expectations of your guests involves creativity and flexibility.Surprise themwith a meal that’s more delicious than the last, with service that goes beyond their imagina-tion,with a dining atmosphere that blows them away or with all of the above.All the elementsin this Guide must work together to perfect the entire food and beverage experience.

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Recipe forSuccess

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Group ProfileJust as you consider your audience when planning educational programs, you must care-

fully consider your attendees and their needs when developing food and beverage plans.Within a corporation, you might plan a national meeting for store managers from aroundthe country, including smaller cities and rural areas, or you might plan an incentive trip forthe top-producing salespeople from North America and Europe.Within an association, youmight organize an event for the board of directors or a group of student volunteers. Eventhough everyone is from the same company or works in the same industry, there are differ-ences that determine what types of menus may or may not be appropriate.

Younger attendees may eat healthier foods, but they’re also more likely to enjoy junkfood or more casual fare. Older delegates may not want anything too exotic, spicy or heavy.Women might not mind being served chicken, fish or a salad entrée, but some men mightnot be satisfied unless there’s a piece of beef on their plate. Other factors that can help youpredict the types of foods that may be acceptable to a particular group include: occupation,socioeconomic status, ethnic background and geographic area. One thing’s for certain: Allattendees have become more sophisticated and demanding about their food choices.

In addition, food allergies and special menu requests are increasing, so find out as muchas you can in advance about attendee needs and preferences. After the low-carb craze of thepast few years, a number of attendees continue to avoid carbohydrates and other foods thatare excluded from popular diets. It’s best to study the history of your group to determinewhether such diets are a factor. If you aren’t sure, test the group on the first day of your meet-ing and make changes for the following days based on response.

At a recent meeting for 6,000 people, Experient planners had “carb watchers” in mindwhen they added a cheese tray and a big bowl of hard-boiled eggs to the Continental break-fast buffet. The planner ordered 500 eggs for the first day and 300 for day two. After the eggswere completely gone on day one, she increased the order for day two. (See sidebar on page12 for more ideas about how to effectively deal with special requests.)

Because food and beverage play such a crucial role increating the right experience for your attendees, it’snever too early to begin food planning. While it mightlook easy on The Food Network, there are myriad variables to consider before you can begin planningbanquet menus.

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Menu PlanningIn addition to the profile of your group, a number of other considerations should be in-

cluded in planning your menus.When making decisions about what types of food and beveragewill be served, remember the following.• Scheduling. Take into account what your delegates will be doing immediately before and

after the meal. If they’re coming from a function at which heavy hors d’oeuvres wereserved, the meal should be lighter. If they’re coming from a liquor-only reception, the mealshould be heavier.

• Ease of production. Certain delicate items like lobster can’t be produced and served inlarge quantities without sacrificing quality. Chicken and beef, on the other hand, are ban-quet staples for good reasons. They’re easy to prepare, can be cooked a variety of ways andare palatable to most people. Beef also has the advantage of being consistently available ina wide range of cuts.

• Labor costs. Since payroll costs can account for as much as one-third of a meal func-tion’s total price, it makes sense to steer clear of items that require a lot of time and/or

many pairs of hands to prepare. For example, you may not want to order any-thing that’s stuffed, wrapped in puff pastry or baked in parchment. Elaborate

vegetable garnishes and sauces painted on plates fall into the same catego-ry. However, more and more food items are outsourced or purchased

from vendors who specialize and produce mass quantities that theycan sell to numerous facilities. While this may offset the facility’s labor cost, it will increase the food cost of the item.• Product shelf life. Since programs don’t always run on time, itmakes sense to order items that will hold up well if service is de-layed. Foods that will remain moist and flavorful despite servicedelays include chicken, filet mignon, medallions of beef, roastedpotatoes, rice, green beans and steamed carrots. Items that won’thold up as well include eggs Benedict, any food served en croute and pre-sliced beef items.• Traffic flow. Some foods hold up well but can cause majortraffic flow headaches. Deli buffets for large groups, for example,

are notorious for becoming jammed up as attendees attempt tocreate the perfect sandwich from a choice of seven meats,five cheeses,

four breads and two mustards. An alternative is to serve pre-madesandwiches cut in half so that people can still have a choice but the

lines move faster. Fajita stations and nacho bars may also add time forthe attendees to prepare.Also,remember that the more food choices offered

on a buffet, the slower the line will move.• Repetition. When planning menus for a multi-day meeting, be sure to pay

attention to what is being served at other events held during your convention suchas accompanying person tours,exhibitor-sponsored functions and hospitality suites.You

wouldn’t want your guests to eat cheesecake at an exhibitor-sponsored function, again ona spouse tour and then again at the final-night dinner. Similarly, it’s important to avoidrepetition within any given meal, as in sautéed carrots, carrot and raisin salad, and carrotcake. Sometimes, however, repetition can be good. If you have one special event eachyear—the gala awards dinner, for example—attendees may expect the same filet mignoneach year. Then again, they may want something different—chocolate dessert one year,crème brûlée the next. That’s why it’s so critical to know your group.

• Political sensitivities. While it’s fairly obvious that you wouldn’t serve Pepsi at a Coca-Cola convention, the licensing agreements for companies like Burger King require thatcertain drink products be served at their events. It’s your responsibility as the meetingplanner to find out about all of the subsidiaries, licensing issues and political sensitivitiesof your organization and plan accordingly.

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• Regional/house specialties. More often than not, attendees appreciate the opportunity to sample some ofthe signature dishes of the destination. That might mean fajitas in San Antonio, crab cakes in Baltimore orcheesesteaks in Philadelphia. Individual properties also may have a standout specialty of the house that youwouldn’t want to miss.

• Variety. There are many ways to vary meals so that delegates don’t have the same experience over and over dur-ing the course of the convention:

• Style of service. Think beyond the traditional American-style plated meal. Other options include lazySusans, family-style, buffet, French service, Russian service, cafeteria-style, action stations, preset courses, boxlunches and butler-passed hors d’oeuvres. (See sidebar on page 15 for definitions of food-service styles.)

• Entrée selection. Consider dual entrées (beef and shrimp), salad entrées (chicken Caesar), sandwichesand wraps, in addition to the usual beef, chicken, fish and pasta.

• Vegetables and starches. Potatoes can be fried, baked, boiled, roasted, mashed or twice-baked. Choicesfor rice include white, brown, wild, long-grain, pilaf, risotto, jasmine and basmati. Pasta comes in manyshapes and sizes. As for vegetables, if you agree to go with “Chef’s selection of seasonal vegetables,” make surehe or she doesn’t repeat it during your stay.

• Beverages. In addition to the standard coffee, tea and soft drinks, you can serve lemonade, iced tea, uniquejuice blends or bottled water. At receptions, think about drinks with local flair such as margaritas or sangria,microbrews or local wines, mojitos or hurricanes.

• Coffee breaks and Continental breakfasts.Each day,vary the breads (whole wheat,whole grain,sour-dough, muffins, sweet breads), juices (orange, grapefruit, apple, cranberry) and fruit (whole fruit, slices,cubes, kebabs). It’s also a good idea to upgrade to a breakfast sandwich one day.

• Menu balance.The appetite is stimulated by all of the senses,so it’s important to try to balance flavors (sweet,tart,salty,sour,bland),colors (aim for contrast),textures (crispy,chewy,soft, firm),shapes and sizes (flat,round,long, short, shredded, chopped), temperatures (hot soup, cold salad, salad entrée, warm dessert) and prepa-ration methods (sautéed, grilled, broiled, roasted, steamed).

When it’s time to sit down with the catering manager and actually plan the menus, start with your most impor-tant—and probably most expensive—events, such as the opening reception, closing dinner or awards luncheon. Ifyou decide to do a Tex-Mex welcome reception, that eliminates Tex-Mex for lunch. If you want to do a four-coursefinal dinner with a salmon entrée, that eliminates fish for lunch.

NegotiationFood and beverage negotiations should begin at the contract stage; waiting until six months or a year out will

leave you with little to no bargaining leverage. The first step is to gather all your facts and figures. Using post-con-vention reports,calculate exactly how much your meeting is worth to the hotel in terms of food and beverage revenue.

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Don’t forget to include “hidden” revenues from affiliated groups, hospitality suites, individ-ual room service, exhibit floor concessions and on-site restaurants and lounges.

Next, draft a list of your priorities.Although everything is technically negotiable, it makessense to determine what you absolutely must have and what you can live without—becausechances are, you won’t get everything you ask for. Keep in mind the following guidelines.• Ask for a copy of the facility’s policies and procedures. Facilities frequently

change policies, and if you aren’t aware ofthe current ones,you can’t negotiate as suc-cessfully.Even worse,you may get stuck withextra charges you didn’t expect.For instance,some hotels charge extra for seating duringa Continental breakfast—and if that chargeis included in the property’s policies andprocedures and isn’t negotiated in your con-tract, you’ll have to pay it.• Establish cost parameters. If you’rebooking five years out, you can’t expect tonegotiate menu prices at the time the con-tract is signed. But you can expect toestablish cost parameters before signing onthe dotted line. You may, for example, ne-gotiate a fixed percentage off the printedmenu prices in effect six months before themeeting date. Another technique is to ne-gotiate to have the previous year’s pricesapply to your meeting. (Just remember tocollect the menus a year in advance so you’llhave these prices.) Or you could attach thecurrent banquet menus to the contract andnegotiate that the prices won’t increase bymore than a certain percentage each year(perhaps 5 percent or the Consumer PriceIndex,whichever is smaller).Catering man-agers usually don’t like to establish firmmenu prices until six months out, but youmay be able to negotiate them as much as12 months out by agreeing on a percentageceiling above the current prices. If it turnsout that prices drop in the interim, you cancover yourself by stipulating in the con-

tract that you will pay whichever is less—current costs or the ceiling price you established.• Consider menu flexibility. If the menu prices don’t meet your budget, work with the

chef to design menus in your price range. You may even be able to choose the same menuas another in-house group and thereby save the hotel time and money by not having tocreate an entirely different preparation. (If you do this, be sure to schedule your dinner tostart just before the other group’s dinner so that your function won’t be affected if the kitchenruns out of food.) If you can commit to specific menus more than six months out for yourlarger, more expensive meals, the hotel may be willing to negotiate a discount off the prices.Knowing menus and tentative numbers far in advance can help a hotel in budgeting/fore-casting and ultimately ordering.

• Don’t be afraid to ask for complimentary items. While the days of complimen-tary receptions are pretty much over, you still may be able to negotiate a relatively low-costcomp or two. If your group is hosting a large or lavish dinner, for example, ask the hotel to

Get Special-Request Savvy

Special requests for those with food allergies or dietaryrestrictions are on the rise. Here’s how to ensure that yourattendees with special requests will have a positive din-ing experience at your meeting. • Ask for information. Your meeting registration forms

should include fields for attendees to check whetherthey need vegetarian or kosher meals or have foodallergies. Ask those with food allergies to list whichfoods they must avoid. Find out this information in ad-vance so that you can work with your cateringprofessionals to determine how best to serve the attendees with special needs. For instance, the chefwill probably need to prepare separate meals for thosewith dairy allergies, as most menus will include someforms of dairy.

• Label foods. Attendees who are allergic to shellfish ornuts and other common allergens can usually just avoidfoods containing these items. Help them do so by requesting that the facility label all foods on a buffet,including a list of ingredients, and place a printed menuon each table for plated events.

• Educate servers.Encourage the facility to let all serversknow which ingredients are included in the foods theyserve, especially if the foods include common allergens.When attendees ask, the server will be able to providean answer rather than returning to the kitchen to asksomeone else.

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Taking F&B International

Meetings and events are becoming more global. Not only are more North American meetings including international guests, but many North American-based groups are holding meetings overseas. As your attendeeprofile changes to include more international guests, so should your menu. Start by sharing your attendee mixwith several hotels and the convention bureau and ask them for sample menus of what they have done in the pastfor similar groups. By looking through several menus, you’ll probably see common threads among them that willlead you to make the right choices. In addition, if your meeting has an active local host committee, definitely getthem involved.

Not only should you seek help from others, it’s important to keep the following guidelines in mind. • Include ethnic food when you have a large contingent of international attendees at a U.S. confer-ence. However, if there are only a small number of international attendees registered, plan only for vegetarianand kosher requests. More events of all kinds are beginning to include sushi side dishes and fusion Chinese thatis acceptable to all attendees.

• Keep in mind that international visitors expect to be eating “American” food. Most visitors to a foreigncountry will plan to enjoy local cuisine during their visit. This is especially true in the United States, as U.S. food ispopular in many parts of the world. For instance, very few Chinese ate cheese until McDonald’s and Burger Kingbecame popular in China; now it’s much more acceptable to serve cheese to Asian guests.

• Variety is crucial. People will select what they like or stay away from what they want to avoid, so the key is tohave a variety of foods. If your event has a large percentage of international attendees, offer buffet-style meals.Always include some vegetarian, or noodle-based vegetarian, dishes. A cheese board is always acceptable toEuropeans and Americans.

• When in Asia, still serve Western. If you’re holding a meeting in Asia but a majority of attendees areAmerican or European, offer 40 percent Asian fusion or non-objectionable Asian dishes and 60 percent Westernfood. Your catering manager in Hong Kong, Singapore or Japan will know exactly what to offer.

• When in Europe, get sophisticated. Cuisine for meetings in Europe should be cosmopolitan and reflect aleaning toward French and Italian fusion. Those ethnic dishes are acceptable to all Europeans.

provide complimentary hors d’oeuvres, a glass of wine, a dessert or perhaps an upgrade ofone of your courses. Other comps to consider negotiating include: a Continental breakfastfor your board meeting, a reception or dinner for the executive board, complimentary ordiscounted staff meals, decorative items, one complimentary meal for every 50 to 75covers or a credit to your master account based on a fixed percentage of your totalfood and beverage revenue.

• Negotiate for agreeable guarantees and oversets. Most hotels have increased their guarantee deadline from 48 hours to 72 hours, meaning that youneed to give the catering manager a final head count for all of your food and bever-age functions three days before they’re scheduled to take place. If you’re orderingstandard food and beverage items that are offered in the hotel restaurants, for exam-ple,the property may agree to a 48-hour guarantee.Or if you are having a ticket exchangefor your final banquet, you may be able to negotiate a 24- or 48-hour guarantee just forthis single event, thus allowing time to sell additional tickets.

Most hotels also have decreased overset from 10 percent to 5 percent (or even 3 percent),meaning the property will set up seating for 5 percent more than the guaranteed number ofguests at any given food and beverage function. For groups of more than 1,000, however,most hotels cap the number of extra seats at 50. Depending on the menu and style of serv-ice, you may be able to negotiate a higher overset percentage. You may be able to negotiate10 percent on a standard buffet or Continental breakfast,for example,but you probably won’tbe able to make that kind of a deal for a custom-designed menu at a formal sit-down din-ner. Note that the term “overset” typically refers to the setup of extra tables and chairs. Itdoesn’t necessarily mean that the hotel will be prepared to serve food to the additional

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Contracting F&B PerformancePerformance clauses dealing with food and beverage functions have become commonplace in

hotel contracts. Here’s what to look for.• F&B performance should be addressed in one separate clause. The terms are easier tounderstand and potential damages easier to compute if F&B is dealt with apart from other per-formance issues. The clause should be clear as to whether F&B attrition or cancellation or bothare applicable, and it should include specific time frames as well as a specific method for deter-mining the damages due.

• The hotel should recover lost profit only. If a dispute arising from a food and beverage per-formance clause were settled in court, the hotel would most likely be entitled to recover its lostprofit in order to be made “whole.” Most hotels are willing to agree to an overall profit percentageof between 30 to 40 percent for all functions.

• Define lost profit. Define profit both in terms of a percentage range (30 to 40 percent) and ac-tual dollar amounts for each meal. For example, if the property’s profit from F&B is 35 percent, a

$15 breakfast would net the hotel about $5 profit per person, a $21 lunch would net $7 per per-son, a $36 dinner would net $12 per person and so on.

• Include only major functions. Smaller events like coffee breaks and committeeluncheons should not be included in performance clauses.

• F&B liability time frames should be close to the meeting. Try to nego-tiate to have the liability not become effective until two or three months

prior to arrival. The hotel does not purchase food until a week before themeeting, so technically it does not suffer any lost profit from canceled orreduced functions until after the meeting. It does suffer a loss of profitfor the canceled event. Remember, the closer a cancellation takes placeto the meeting dates, the harder it is for a property to resell the ban-quet space. Everyone’s goal should be that no party loses financially ifa function is canceled. Give the hotel enough lead time to book anoth-er group. • Get credit for resold functions. If the group cancels a function,and the property is able to replace it with another function, the result-

ing profit should be credited toward the damages owed by the group.In addition, if events are added in conjunction with the meeting, the re-

sulting profit should be credited toward the damages owed by the groupfor reduction in attendance at a function or cancellation of a function.

• Performance fees should be due after the meeting. This is when thehotel would receive revenue from rooms and F&B functions if the meeting had

occurred. This allows you time to review the hotel’s actual loss and adjust your feesshould mitigation be in your contract.

• Do not use the term “penalty.” Penalties constitute unfair, inequitable financial paymentand are frowned upon by the courts.

• Performance fees typically should not include tax. In many states, liquidated damages arenot taxable. Ask the hotel to provide documentation of taxation of liquidated damages prior toincluding taxes with your payment.

• What if there is no F&B performance clause? If there isn’t a clause, it may not mean you arefree from liability if the hotel suffers a loss. Add a clause stating that the group will not be liablefor any performance charges other than those specified in the contract.

• Use either a ‘per event’ or an aggregate clause. A performance clause may be based oneach event as scheduled, or it may be based on an aggregate dollar amount of your total meet-ing’s anticipated F&B revenue.

Please keep in mind that the above information is not intended to be legal advice. Meeting planners and hotel managers should consult a qualified attorney to review all contract issues.

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people who might show up. So unless you specify in the con-tract (and remind the catering manager) that the hotel will notonly set the extra places, but also be prepared to serve, someof your guests might be left waiting for their meals—or findthemselves eating a meal that’s different than everyone else’s.

• Be specific about service ratios. Payroll costs can ac-count for as much as one-third or more of a meal function’stotal price. Consequently, some hotels are reducing the num-ber of servers at group events. So be sure to negotiate serviceratios and spell them out in your contract. For a sit-down orplated meal, there should be at least one waiter for every 25guests at breakfast and one for every 20 at lunch and dinner.For a buffet meal, the preferred ratio is one to 40 for break-fast and one to 30 for lunch and dinner. Specify that therewill be no extra labor or service charges for these ratios. If themenu is higher priced or has many courses, you want a high-er level of service.Try to negotiate a service ratio of two waitstafffor every three tables. When wine is being served, you musthave more servers; two waitstaff for every three tables willwork. Since you will spend more by adding wine or extra courses, don’t pay extra for better service ratios.

Many properties apply a flat service charge to meal functionsunder a certain size (typically 25 people).Whether your meet-ing is large or small, it always makes sense to ask for the servicecharges, labor charges and/or bartender fees to be waived al-together; to be waived for meals where you are ordering thesame food for numerous smaller functions occurring at thesame time; or to be based on the total dollar amount spenton the function. If your group is large in number and barsare fully hosted, do not pay bartender fees.

Finally, be sure all of the specifics that you negotiate withthe catering manager are spelled out in your contract.Remember: If you don’t get it in writing, you may not get itat all. (See sidebar on facing page for more information abouthow food and beverage agreements should look in a contract.)

GuaranteesFor every food and beverage event you plan, you’ll have to

provide the facility with a guarantee, which is the minimumnumber of people for which you will pay. If more than yourguaranteed number of attendees show up, you’ll be chargedfor the extra people; if fewer people join you, you still have topay for the guaranteed number because the facility will haveprepared enough food for that many. While it may seem like aguessing game, establishing guarantees is really a matter of sta-tistical analysis—a thorough, competent analysis of historicaldata combined with current conditions. The following tipscan help you through the process.

• Analyze your history. When studying the history ofyour meeting, examine patterns of preregistrations, local tick-et sales, arrival/departure patterns, number of cancellations,number of no-shows, number of attendees, guarantees, ex-cess over guarantees and the percentage of total attendees at a

Food-Service Styles

American service: Food is plated in the kitchen,with the sauce possibly passed.French service:Platters of food (entrée, starch andvegetables) are prepared in kitchen. Servers, usingserving utensils, place food on guests’ plates. Eachitem is served separately. Russian service:All courses are either served fromplatters or an escoffier dish. Tureens are used forsoup and special bowls for salads. Waiters bring plat-ters to the table, and guests serve themselves fromplatters.Hand service: One waiter for every two guests.Every person in the room is served at the same time.This is especially impressive if using domed covers,since all are removed at once. Buffet: All food is placed in chafing dishes or plat-ters on tables. Guests serve themselves. Beveragesmay or may not be served at individual round tables. Family-style or English service: Platters andbowls are placed in the center of the round table,and guests help themselves and pass food to oneanother. A lazy Susan can also be used for this typeof service. Great for increasing networking and communication at the table.Butler service: Waitstaff passes hors d’oeuvreson silver trays. Waiters wear gloves upon request. Preset service: One or more courses are set ontables prior to guests’ arrival. These courses are usu-ally salads or cold/room temperature desserts. Savestime on service.Cafeteria service: Guests pass through a servingline, and waitstaff serves food onto their plates. Box lunches: Individual meals are placed in indi-vidual containers. This is often used in exhibit hallsand for recreational activities. Choice of entrées: Guests are offered a choice ofentrée in advance, with some sort of ticket or indi-cator to their entrée selection. Choice is usuallylimited to two or three options. Action stations: Chefs prepare or carve food toorder in the room where the event is held. This caninclude a pasta station, stir-fry or crepe station, etc. Waiter parade:Waiters bring food (usually dessert)into the rooms all at one time, possibly all paradingdown the center of the room before splitting off tospecific rounds. Mixing service styles: For instance, serve presetsalads, American-style entrées and buffet desserts.Use your imagination.

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Doing the Math

Analyzing preregistration numbers is one way to get a handle on initial meal guaran-tees. Experient recommends the following method.

To use this method, you need at least one year’s past history, including what was guar-anteed versus what was actually served for each function, plus the preregistration totalfor that particular year as of the day the guarantees were determined. To get accuratehistories of actual meals consumed, you need to count each empty place setting beforethe completion of each meal. Never rely on the count from your catering manager.

For each function, figure the percentage of preregistrants that were actually served atthe function by dividing the total number of covers served by the preregistration total.

EXAMPLE 1:The 2006 preregistration count for ABC group was 900 as of the day the guarantees

were determined.

Function No. served % of pre-registrationLunch — Day 1 810 90% (810/900)Lunch — Day 2 720 80% (720/900)

How to use this information to set the guarantees for your current meeting:• Determine the total number of preregistrants as of the day the initial guarantees are

figured. • Multiply the preregistration figure by the above percentages to establish the current

year’s projected attendance for each function. • Based upon the hotel’s overset policy (usually 3 percent to 5 percent, but many facili-

ties max at 50 overset seats for larger parties), back off the numbers conservatively(somewhere within the overset percentage) to allow for flexibility and eliminate poten-tial waste.

EXAMPLE 2:The 2007 preregistration for ABC group is 950. The hotel overset is 5 percent. With

only one year of history to rely on, we were a bit cautious and established our guaran-tees based on a 2.5 percent reduction of the projected attendance (half the oversetpercentage). To come up with the maximum number set, we multiplied the guaranteesby the overset percentage—5 percent.

Function Projected covers No. guaranteed / No. setLunch — Day 1 855 (90% of 950) 834 (855 – 2.5%) / 876 (834 + 5%)Lunch — Day 2 760 (80% of 950) 741 (760 – 2.5%) / 778 (741 + 5%)

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particular meal function. Look back at sev-eral years in order to obtain the most accuratepicture.(See facing page for a formula to helpyou analyze preregistration numbers.)• Consider current conditions.Whenyou have a handle on the statistical historyof the meeting, examine how current con-ditions could affect attendance at mealfunctions. Consider variables such as loca-tion, extra bodies (exhibitors, speakers,spouses, staff), local attendance, changes inprogram format and scheduling.• Err lower rather than higher. Keepin mind that while guarantees,once given tothe hotel, can never be decreased, they canalmost always be increased within a reasonable period of time.Experient recom-mends making any changes to the guaranteeno less than 24 hours in advance.• Weigh the risks. The ultimate objectiveof the function should determine how muchrisk you are willing to take on guarantees.Under-guaranteeing a function,for instance,could create a negative impression due todelays in service. Saving money may not beas important as flawless service.• Consider a soft guarantee for multi-day events.When you have to giveguarantees for more than one day, an effec-tive tactic is to moderately undercut thesecond day’s guarantee. The objective is tobuy some time to see attendance at the pre-vious day’s function before giving a finalguarantee for the next day. However,first discuss this with the cateringmanager to make sure he iscomfortable with a softguarantee and to deter-mine how flexible hecan be in terms of in-

creasing the guarantee within 24 hours. Most facilities will workwith you when you communicate openly and honestly.

• Be flexible. If you need a very large increase at the last minute, andyour menu includes items that the hotel normally doesn’t have instock, you may not be able to serve the same meal to everyone. Youmay, for example, need to vary the entrée and dessert. If such a situ-ation arises, instruct the waiters to serve the alternate items to entiretables in one section of the room—preferably to staff sitting at tablesthat aren’t in the center of the room. Be aware that the hotel may not beable to secure the extra banquet staff to meet your negotiated service ratio.

• Communicate openly with the catering staff.Make sure you knowthe guarantee policy as it is applied considering the weekend.When are Sundayand Tuesday guarantees due? And if you think you may come in over your guaran-tee, request the hotel to overset additional tables with reserved signs.

xperient meeting planners made a successful tripthrough the maze of special requests while planning

food and beverage for a recent corporate meeting withan estimated attendance of 18,000, many of whom wereinternational attendees. The meeting planner and clientdeveloped a detailed specialty meal requests policy, de-termining which types of requests would be consideredand which ones would be incorporated into the generalattendee meals.

The client allowed for a number of special requests suchas halal, kosher and Indian. Kosher breakfast was servedeach day outside the special prayer service room in thehotel. Two types of Indian food were served: Hindu Indian,which is vegetarian, and Indian, which includes chicken.In addition, there were a number of Atkins, South Beachand the Zone dieters. To accommodate their needs, break-fast included hard-boiled eggs and meat platter options.In addition, there was one request for pureed food for anattendee recovering from dental surgery. Room servicewas called into duty to assist this attendee.

Over a six-day period, attendees dined at two recep-tions, five breakfasts, five lunches, 15 breaks and one closingbanquet. The goal was to keep food and beverage offer-ings consistent across five hotels without repeating mealofferings. During the event, attendees dined on barbecue,action/carving stations, Thai, Chinese, Mexican, Americancomfort food, “California Marketplace” and French fusion.All meals were buffet with lunch and dinner options includ-ing a chicken, beef and fish entrée. Each meal includedvegetarian options, and all the food offerings were la-beled for attendees with food allergies and internationalattendees who might not have been familiar with some ofthe cuisine.

EA SPECIAL REQUEST PUZZLE

EXPERIENCE THIS

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In addition, location and weather can affect the no-show factor at breakfast. For instance,if your group is in San Diego on a beautiful day, you’ll lose some attendees to the sunshine.Or if your group is meeting in New Orleans or Las Vegas, and everyone has been out party-ing or gaming until the wee hours of the morning, you can expect a smaller turnout forbreakfast. In fact, you may want to reschedule the morning meal altogether and consider ahearty brunch instead.

Breakfast ChoicesThere are three basic choices for the morning meal: a plated breakfast, a buffet breakfast

and a Continental breakfast.As with every food and beverage event, the breakfast menu andsetup you choose should be determined based on your budget, the profile of your attendeesand your objectives for the event. For instance, if you have a breakfast speaker, your setupwill be different than if your attendees are simply grabbing a bite on their way to the firstbreakout session of the day.

Plated BreakfastPlated breakfasts offer exceptional opportunities for your guests to enjoy a served meal

and spend quality time with fellow attendees. Plated breakfasts served family-style offereven more of a chance for relaxed networking. Some meeting planners choose this optionand set the room in crescent rounds—round tables with seating halfway around the tableand with all chairs positioned toward to the speaker—so that they can use the same roomfor both the breakfast and the morning program.

Plated breakfasts generally cost less than a buffet because there is less wasted food,but theylimit the food choice for your attendees. Plated breakfasts also set a more rigid time framefor attendees, as the entire group needs to be present before service begins in order to preserve the food quality.

You can help attendees get a strong start to your meetingwith a nutritional breakfast. However, it’s important tokeep in mind that, in most cases, planners will have tocontend with a considerable no-show factor for break-fast. Unless breakfast is being served in conjunction withan important presentation or high-profile speaker, counton at least 10 percent slippage, a figure that tends toincrease toward the end of the meeting.

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Buffet BreakfastA buffet breakfast tends to be the most expensive option for the morning meal, but it of-

fers your attendees more freedom to choose the foods they would like to eat. For that reason,attendees prefer buffet breakfasts. If your meeting schedule doesn’t call for a breakfast speak-er, attendees usually prefer a buffet because they have more choices and more hot items, andthey’re able to set their own schedules.

Continental BreakfastBecause you don’t have to worry about food choices, a

Continental breakfast is often the best choice for a working break-fast in a meeting room. The Continental option is a great wayto allow attendees to eat at their leisure; they can arrive early orright on time and have food available.

At a minimum, a Continental breakfast consists of coffee,juice and pastries. Additionally, it can include fruit, yogurt, ce-real,granola,milk or other pick-up items.(See sidebar on facingpage for details on ordering Continental breakfast menu items.)

The only drawback to a Continental breakfast is that someattendees need more than a muffin and coffee for breakfast,and they may feel cheated with this option.The best way to avoiddisappointment is to add enhancements such as ham, egg andcheese croissants or sausage biscuits. These additions will pro-vide a hot item and satisfy the more hearty eaters. Finally, whenfitting a Continental breakfast into your budget, be sure to findout whether the facility charges for seating or rolled silverware

at a buffet-style Continental breakfast.

Breakfast on a BudgetBreakfast can be a good place to trim your food and beverage budget. If you need to cut

costs, consider some of the following tips.• Size matters. Ask what size juice glasses and coffee cups the hotel uses. Can you use

coffee cups and saucers instead of mugs? If the hotel uses juice glasses that are 8- or

Make Breakfast Flow

For the most successful Continental break-fast, follow the station order listed below. • Juice glasses• Juice• Plates/forks/knives/spoons/napkins• Pastries (with a toaster for bagels)• Butter/jam• Fruit• Coffee cups• Regular coffee • Decaf coffee • Tea • Cream, sugar and Sweet & Low/Splenda/

Equal (ideally set on a separate section)

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Your Order’s Up! Tips for Ordering Continental Breakfast Items

JuiceMost hotels use 5- or 6-ounce juice glasses. You will get 20-25 servings of juiceper gallon. Experient recommends that you order enough juice to give each attendee one glass. Varieties may include orange, apple, tomato, cranberry,pineapple and V8, among others. Order at least two types of juice with 80 per-cent orange juice. (For instance, if you have 110 guests, order four gallons of orangejuice and one gallon of tomato or apple juice.) For cost-conscious groups, keep youroptions to two juice types. The more juice types you order, the greater the potentialof waste.

PastriesOrder a variety of pastries, including sweet (Danish, doughnuts, muffins, fruit breads) and non-sweet (bagels, plain croissants, brioche). For most groups, order about half sweet pastries and halfnon-sweet. Order a minimum of one to one and a half pastries per person.

FruitOrder fruit by the tray rather than per person. Start by asking the hotel how much fruit comes on atray, or how many people one tray will serve. A good rule of thumb is to order enough fruit to alloweach person to get 3 ounces. If a la carte pricing is not published for breakfast, you can often findfruit tray pricing on reception menus. Many hotels will allow you to purchase whole fruit on con-sumption. That is, you pay only for the pieces of fruit that are eaten. If not, ask the hotel to ensurethat leftovers be carried over to the following days.

Yogurt, Cereal and Granola BarsAt most facilities, cereal and yogurt can be provided in individual servings, but you should ask, asthese items are not always on the banquet menus. In theory, both yogurt and cereal can be purchased on a consumption basis, and you should definitely try to purchase this way. Be carefulnot to over-order; plan on 20 percent of the group eating cereal or yogurt.

10-ounce, can it replace them with glasses that are 5- or 6-ounce? If smaller glasses and cups are used, the attendees willconsume less juice and coffee.

• Portion control. Ask that bagels be cut in half. Also, verify the size of muffins and Danish to make sure you are order-ing correct quantities. For instance, if the hotel makes mini-muffins, you’ll need more than if it makes extra-large muffins.In fact, it’s a good idea to ask the hotel to show you a muffin and Danish so you can view the size for yourself.

• Juicy variety. Canned juices such as apple, cranberry or tomato are often less expensive than orange juice, so they makegood supplements to strictly fresh juices.

•Drop-in ready. Some attendees will simply step in, get coffee and leave, so consider having a “coffee only”station near the entrance. This station will not only increase convenience for the attendees, but it may also reduce your con-sumption of food.

• Save the best for last. If you are ordering more expensive breakfast food items for one day only, do this on the lastday, as more people tend to skip breakfast as the meeting goes along.

• Go whole. Whole fruit is cheaper than sliced fruit. You can sometimes get whole fruit on consumption, which meansyou pay only for the fruit that is eaten. Bananas are more popular than other fruit, so always order more bananas thananything else.

• Small servings. Use nothing larger than bread and butter plates.• More with less. Rather than offering a full breakfast buffet, simply upgrade a Continental break-

fast with hot breakfast sandwiches such as ham and cheese croissants, breakfast burritos, sausagebiscuits and French toast sticks.

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Take a BreakIn most cases, you have two general choices when it comes to planning breaks: You can

order either a break package or a consumption break.

Break PackagesBreaks that have been packaged and themed by the hotel or convention venue can offer

a fun atmosphere for your attendees to network and a great way to spark conversation.Break packages are priced per person,so you can plan ahead for your exact costs with no wor-ries about going over budget. One price per person includes everything for the time allottedfor the break. In addition to morning and afternoon per-person breaks, conference centersoffer all-day break packages as a part of their service. Usually a break package will incorpo-rate hot and cold beverages, foods and decor, all related to a certain theme.

Most convention properties have a number of break packages from which you can choose.The benefit of using a break package is that you’ll know exactly what to expect, cost-wise.But if your attendees don’t consume much food or many drinks during the break, you maypay less with a consumption break.

Consumption BreaksConsumption breaks allow you to tailor a break to your specific needs or ideas and order

items by quantities. This type of break may seem like it would cost less, but depending onhow much your attendees consume, it could actually be more expensive. There is the risk ofrunning out of food or beverages or having to add items during the event,which could threat-en your budget. However, if you keep track of your attendees’ consumption at breaks fromyear to year, that historical data can help you plan for subsequent years.

For new meetings with no consumption history,Experient has developed a number of for-mulas that have proven to be successful in planning beverage breaks.As you create and maintaingroup histories, these formulas will probably need to be altered for each specific group.

While the meeting room remains the center of formalcontent delivery, breaks between scheduled events arethe hub of networking activity. Having the right mix offood and beverage in the proper presentation will createbreaks that will further a meeting’s objectives.

Begin the planning of each break by asking a few keyquestions: What is your budget for the break? What areyou trying to accomplish? How can you best meet theneeds of your attendees and stay within your budget?

Breaks3

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The guidelines for consumption break ordering assume the following:• These are a.m. and p.m. breaks, not a Continental breakfast.• 90 percent of a.m. attendees drink hot beverages.• 60 percent of p.m. attendees drink cold beverages.• There are 20 cups of coffee per gallon or 15 mugs of coffee per gallon.• Coffee can be purchased by the gallon or half-gallon.• Always order “brewed” decaf and have signage indicating decaf or regular.• Always order soft drinks on a “consumption” basis (you pay only for what you consume).• No additional drinks are being offered during these breaks (i.e. juice, lemonade, etc.). If other drink items are be-

ing served, these formulas will yield too large a volume.• For outside breaks (i.e. sunshine and warm air of 80 degrees or higher), increase soft drinks by 10 percent and de-

crease hot drinks by 10 percent.• The hotel will provide signage to designate that the break is for your group.

Note: Because the following formulas are geared toward cost savings, the quantities are conservative. Be prepared to order more.

Ordering DrinksExperient has created several formulas (see charts A-C below and examples 1 and 2 on page 25) to help you de-

termine the amounts of beverages needed, depending on the demographics of your group and the time of day.

1. First, locate the percentage associated with the makeup of your group—all male, all female or 50/50.2. Multiply that percentage by your overall group attendance.3. Divide the resulting number by 20 (number of cups per gallon) or 15 (number of mugs per gallon) to

determine the number of gallons needed.4. Round each partial gallon up to the next highest half-gallon.5. To determine your group’s consumption rate, use these figures for the first day’s break and, once

on-site, adjust as needed.

CHART A: A.M. BREAKS

Beverages All Male All Female 50/50

Regular coffee Attendance X 60% X 50% X 55%

Decaf coffee Attendance X 20% X 25% X 25%

Hot tea Attendance X 10% X 15% X 10%

Soft drinks/alternate Attendance X 25% X 25% X 25%beverage

CHART B: P.M. BREAKS





Soft drinks/alternate Attendance X 70% X 70% X 70%beverage

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CHART C: A.M. BREAKS (Hot Beverages Only)





Number of Stations and Amount of Beverages Per Station

Length of Break # of People Min. Total # of Beverages

15 minutes 100 people per station 5 gallons of drinks

20 minutes 130 people per station 6 1/2 gallons of drinks

30 minutes 200 people per station 10 gallons of drink

The shorter the break, the more stations you need so that everyone has an opportunity to get a beverage.Also, consider that with short breaks of 30 minutes or less, the limited time and the distance from the break

to the banquet service area may make replenishment challenging.

All Male / 500 people/ A.M. break

Regular 60% x 500 = 300 cups = 15 gallons

Decaf 20% x 500 = 100 cups = 5 gallons

Tea 10% x 500 = 50 cups = 2.5 gallons

Soft Drinks 25% x 500 = 125 sodas

50/50 group / 625 people / P.M. break

Regular 35% x 625 = 218 cups = 10.9 or 11 gallons

Decaf 20% x 625 = 125 cups = 6.25 or 6.5 gallons

Tea 10% x 625 = 62 cups = 3.1 or 3.5 gallons

Soft Drinks 70% x 625 = 438 sodas

EXAMPLE 1For a morning break at a conference with 500 male attendees,the formula should be calculated as follows:

EXAMPLE 2For an afternoon break at a conference with 625 attendees, half ofwhom are male and half of whom are female, the formula shouldbe calculated as follows:

26 EXPERIENT

What should you do if the amount of beverages you need to order, according to these formulas, is beyond yourbudget? Keep in mind that almost all regular coffee drinkers will drink decaf if regular is gone,but very few decaf cof-fee drinkers will drink regular if decaf is gone. So if you need to reduce quantities, reduce the amount of regularcoffee ordered. Also, keep in mind that if there is a Starbucks or another coffee bar on the property, you may have adecrease in coffee consumption because people will buy their own drinks at the coffee bar instead.

Another way to keep beverage breaks within your budget is to serve hot beverages only in the morning and coldbeverages only in the afternoon, rather than have both options available at both the morning and afternoon breaks.When serving soft drinks, keep traffic moving by having cans set on ice or pre-filled cups of ice ready to grab and go.Also, keep in mind that some cities have an additional tax on soft drinks; ask the hotel about this during the planningstages so you’ll know whether to include it in your budget. In addition, if you’re serving water, consider that many at-tendees will drink coffee or a soft drink at the break, as well as pick up several bottled waters to save for later.

Ordering Food There are a number of food items you can order on a consumption basis such as whole fruit, packaged cookies,

bags of peanuts, granola bars and candy bars. A reasonable rule is to order enough food items for 75 percent of thegroup on the first day, and then adjust the numbers as needed for the remainder of the meeting. Also, don’t forgetto inventory food items in and out, which means to count the items prior to and after each break.

If, however, you find your attendees packing their conference bags with snacks for later, you may want to con-sider ordering in bulk or ordering items that must be consumed at that time. Some examples include large bowlsof popcorn, hot pretzels with mustard or slices of apple strudel served by a break attendant.

While budgetary considerations are important, it’s also essential to make your breaks a true pick-me-up forattendees. Here are some creative ideas:

• Hold the sweets. When you need to keep attendees alert for sessions, avoid a break high in sugar or carbs.Ideas range from individual vegetable crudites in martini or shot glasses to mixed nuts served warm with differentseasonings. Dried fruits, fruit smoothies, flavored popcorn and even beef jerky are other popular options.

• Pick a theme. Insert fun and creativity into the day with theme breaks celebrating chocoholics, favoritemovies or popular TV shows.A hotel in Charlotte, N.C.,recently served breaks focusing on single colors. The redbreak featured apples,cranberry juice,Red Bull and LinzerTorte cookies; the orange break included oranges,OrangeNehi and orange peanuts; and the yellow break featuredlemonade with fresh lemon slices, packages of Starburst,smiley-face lollipops and lemon bars.

• Tie it in. Use your breaks to reinforce a function’soverall theme. The theme of Experient’s recent annualmeeting was “Driving Business.”A Route 66 Continentalbreakfast and break incorporated food from all the different “stops” along the famous highway.

Successful Setup How many times have you walked up to a coffee sta-

tion only to discover that the cups are at one end of thetable,the coffee at the opposite end and the milk and sug-ar in the middle? To avoid traffic flow problems, followthese guidelines:

• Arrange coffee stations in this order: Place coffee cupsat the end of the table closest to the meeting room doors,then decaf coffee,tea bags,hot water for tea,spoons anda receptacle for used tea bags. Condiments (cream,sugar,honey and/or lemon) should be placed at the endof the station or ideally on a separate station. For largegroups, set up a separate condiment table about 4 feet

F & B EXPERIENCE 27

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past each coffee station to allow attendees tomove through the line quickly.

• Arrange soft drink service in this order:Place glasses at the end of the table clos-est to the meeting room doors, then ice(with at least one scoop),soft drinks anda container or space for empty cans orbottles at the end of the station. Storeextra soft drinks and glasses under thestation so that replenishment, if need-ed, does not have to be carried througha crowd.

• Set up one beverage station for every 75to 100 guests, and set up separate soft drinkstations for groups of 100 or more.

• Spread out stations and place them away frommeeting room doors so that bottlenecking is keptto a minimum.

• In large break areas,open stations farthest from the meet-ing room doors first.

Keeping Track of InventoryMany meeting planners have received their final bill from a facility and thought,“I don’t remember serving that

much coffee,” or “Wow — we went through a lot of sodas!” Easy ways to minimize final bill surprises include com-municating your replenishment requirements (“reorder only upon approval of authorized signature”) and specifyingending times for breaks on your paperwork. Always agree to quantities served and actual counts immediately fol-lowing a function,rather than a month later.The facility will have served numerous groups since yours and memoriesfade. Another beneficial practice is to inventory sodas in and out. Here’s how:

Soda Inventory — In • Always inventory in at the time of setup and

do it with a banquet person present.• Initial his or her count or have him or her

initial yours.• Remember that the hotel staff is responsible

for preventing other groups from dippinginto your break. If another group breaks ear-ly, ask a banquet person to guard your break.

• Never sign a bill until after the break.

Soda Inventory — Out • Inventory as soon as the break is over.• Always inventory out with a banquet person

present and have him or her sign your finalcount (or you sign the banquet check).

• If sodas are taken by your group while the in-ventory is in progress always give theproperty credit.

• Once the inventory is done, remind the banquet person to remove the station sinceyour official break time is over.

NOT AN EXACT SCIENCE

hen ordering for your next break, remem-ber that the formulas cited here are intendedto represent the average for various groups

and not your group’s individual consumption rate. Thus,they cannot necessarily be applied across the board.

As with any menu planning, the most important fac-tor is to know your group. For this reason, we recommendusing these formulas to calculate quantities for the firstday’s breaks and then adjusting the numbers as need-ed. At the end of your breaks, go so far as to check insidethe urns to see how much coffee is left over from whatyou originally ordered or from what you reordered. Thisis what you should take into consideration when adjust-ing the following days’ orders. As you collect consumptionhistory from year to year, your initial order should become more and more accurate.

W

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Ordering FoodMany hotels and off-site venues offer reception packages, which are priced per person

and offer a mix of food items that will be replenished as needed during the agreed-upontime frame for the reception. This option can be ideal because you know up front exactlywhat you’ll be charged for each person in attendance.However,if your attendees are not heartyeaters at receptions, this option could turn out to be more expensive than ordering a la carte.However, don’t always assume that a hotel’s per-person menu price is more expensive thanan a la carte reception. Ask how many pieces it includes and do the math yourself.

An a la carte reception menu allows you to control price and quantity.You have completeflexibility on what to order and how much to order, but there is always risk involved. Whenyou order hors d’oeuvres by the piece or platter, you have to estimate how much your atten-dees will consume and manipulate those estimates to stay within your budget. For instance,if your attendees arrive hungry and mistake the reception for their dinner, the property mayhave to bring out additional items, which could send you over budget.

How Much to Order?Without appropriate guarantees, setups and controls, even the most generous supply of

hors d’oeuvres can be depleted quickly. Consider the following factors to help you deter-mine how much food to order and how to maximize the quantity of food you can afford.

Your audience. The more accustomed people are to hors d’oeuvres, the fewer they’relikely to consume. Doctors, lawyers and bankers, for example, typically underconsume horsd’oeuvres because they regularly attend receptions, banquets and other elegant social events.For these attendees, you can order less food and still have some left over. Conversely, peoplewho rarely attend cocktail parties, dinners and other social functions tend to consume morehors d’oeuvres. For such groups, proper planning is essential.

Purpose of the event.When the purpose of the reception is to network (which meansnot providing much/any seating or too many distractions), consumption won’t be high be-cause eating is not the primary focus for attendees. Consumption at a welcome reception,when it is the first time people have seen each other in a while, is usually lower than consumption on the following evenings.

Focused on networking and entertainment for attendees, receptions offer a perfect opportunity to create a positive, memorable event experience. As inplanning any food and beverage event, first consideryour budget for the reception, the profile of your atten-dees and the objective of the function. How can youbest showcase your reception with the budget you haveto work with and the goals your group has in mind?

Receptions4

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Passed butler-style service.Having your hors d’oeu-vres passed by waiters wearing white gloves conveys an upscaleatmosphere, but in reality it’s actually the least expensive wayto serve them. When food is displayed on a buffet table sothat guests can help themselves,they will likely eat much morethan if the food was passed butler-style. Passing hors d’oeu-vres also gives you the ability to control the pace of service.Youcan stagger service by sending out waiters with trays every 15minutes, for example, instead of bringing all the food out atone time.And if you serve only one type of hors d’oeuvre pertray, people will usually limit themselves while waiting for adifferent type to be passed.

Buffet setup. The physical setup of buffets can make access to food easy or difficult, which can control, limitor extend the length of time that your food lasts. (See diagrams on page 37.) With 360-degree access to food, guestsmay consume eight to 10 hors d’oeuvres each. With 180-degree access to food, however, the figure drops to six toeight pieces per person. Obviously, the more access, the greater the consumption. Experient recommends placingthe more expensive food towards the back of the room and the less expensive items near the doors.

A trend to watch: Many facilities are utilizing tabletop grills or custom-built ovens that can cook food on the buf-fet in order to eliminate the look of multiple silver chafing dishes.Another trend is to place individual servings underheat lamps, such as lobster macaroni and cheese or long skewers of grilled shrimp, which are continually replenished.

Plate size. The size of the plates used on a buffet table also has an impact on consumption. Bread and butterplates make it more difficult to pile on the food. (Granted, nothing is impossible and determined individuals canalways find a way to recreate the Leaning Tower of Pisa on their plate.) Salad plates, the next size larger, are the typemost commonly used for receptions. Dinner plates should be used only if the food items being served constitutedinner and you are providing seating for almost all the attendees; anything else will look skimpy on such a big plate.An oversize plate is also wasted at a multiple-station receptions, since many people visit one station at a time.

Beyond plates. In the effort to create a memorable experience, consider alternatives to plates.A current trendis to serve food on surprising or unique items.Experient clients have enjoyed crème brûlée served in individual porce-lain spoons, oyster shots or shrimp shooters served in shot glasses,mashed potato bars utilizing martini glasses,and individual Caesarsalads in martini glasses. Another trend is to serve miniature entrées or courses on smaller plates such as a bite-size filet over rose-mary mashed potatoes or grilled shrimp over risotto.

Variety of food. Receptions are like Sunday brunch in thatmost people like to sample a little bit of everything. So, for a 500-person reception, it makes more sense to order 500 pieces each offour different types of hors d’oeuvres than 250 pieces each of eightdifferent types. Offering larger quantities of fewer kinds of horsd’oeuvres will help you feed more guests and ultimately minimizethe chance that you will run out of food. You can always supple-ment the menu with less expensive foods such as cheese and crackers,chips and dip, and fruits and vegetables. If you need to reorderfood during a function, remember that it is likely you can only order menu items that are frozen, not those prepared on site. It requires approximately 20 minutes to replenish an item after youhave requested it.

Distractions. Consumption also drops when music, enter-tainment or dancing distract delegates. If they’re on the dancefloor or entranced by the entertainment, they’re less likely to con-centrate on the food. However, alcohol consumption may increasebased on the activity level of the attendees.

Tables and chairs. The availability of tables and chairs encourages people to sit and eat rather than mix and mingle. Theresult? Increased consumption. Chairs for 25 percent to 30 percentof attendees is usually sufficient.

F & B EXPERIENCE 31

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Time of the event. If the reception is scheduled for 5 p.m. or 6 p.m., most people will not assume that it isintended to take the place of dinner. If it’s scheduled for 7 p.m. or 8 p.m., however, most people will consider it tobe dinner and consequently eat more. Always go back to the first consideration, which is your audience. If you havea large number of international attendees, they may be used to a heavier meal at lunch or a later dinner.

Location of the event. If the function is off site, everyone may not attend. And if transportation to an off-site event isn’t provided, attendance drops even further. Therefore, you can reduce the number of hors d’oeuvresthat you order. If the reception is held outside the meeting room, on the other hand, most delegates will attend.

What Kind to Order?In addition to ordering the right amount of food, it’s important to order the right types of food. Start by order-

ing a variety of food for all palates, including vegetarian, protein and carbohydrates, and be conscious of religiousholidays or customs and take that into account.

When ordering a reception a la carte, consider the following guidelines to make sure your reception includesenough variety. Note: The quantities suggested are minimum recommendations.• Dry snacks. Order approximately 1 ounce per person.• Anchor foods, such as cheese and vegetables. Order for a minimum of one-third of all attendees.• Action stations, where food is prepared or carved, such as pasta, stir-fry or round of beef. Order for a minimum

of one-half to two-thirds of all attendees. For pasta stations, use bow-tie pasta, tortellini or penne rather than lin-guini,angel hair or fettuccine.Long pastas are difficult to eat during a reception.To make the event more experiential,consider pairing drinks, such as cucumber gin sours and citrus mojitos, with certain interactive stations.

• Individual piece items such as beef skewers, crab cakes and vegetable egg rolls. Order a minimum of one of eachhors d’oeuvre per person; for instance, if you have 300 people, order 300 spring rolls and 300 shrimp empanadas.

• Desserts aren’t included in all receptions, but if you include them, order for one-third to one-half of all attendees,unless it’s strictly a dessert reception.

• For items that are priced by the person, such as cheese or vegetable trays, find out how many pieces or ounces arefactored into the price.As a rule of thumb, order two-thirds hot items and one-third cold items.Ask about the sizeof various hors d’oeuvres, or even better, ask to see samples. Seeing samples can help determine the number ofbites each item involves when counting “pieces” per person. Some items are large enough to be considered twopieces.

• For networking receptions, you’ll want to order bite-sized food that people can pop into their mouths in one biteversus three or four bites that they must continue to hold in their fingers.

Ordering LiquorResearch shows that people are consuming less alcohol overall at meetings, but cocktail re-

ceptions still rack up high liquor prices for meeting planners. In fact, the gross profit onliquor at a cocktail function can be as high as 65 percent, which makes liquor a muchlarger profit center than food.However, if you simply take control of your event, it’s pos-sible to save anywhere from 30 percent to 40 percent on hosted beverage functions.

You’ll need to determine whether to offer a hosted bar, cash bar or a combinationof both, in which attendees receive a set number of drink tickets and then pay fortheir own beverages after those are used. For cash bars, discuss whether the bar-tenders will handle the money or if a cashier is required. Decide whether you’llserve beer and wine only,and whether you’ll serve premium or call brands.Ask yourcatering professional if there is any dead stock wine (wine no longer on the stan-dard list, but available in lower quantities) that may be cheaper. It’s also a good ideato consider whether the bar needs to open and close at certain times. For instance,will it remain open during meal service or reopen afterward?

Choosing a Liquor Plan The following outlines the most popular plans for purchasing alcohol.Per-person/unlimited consumption plan. For an agreed-upon time frame, the

hotel provides all the liquor, and you pay one price regardless of actual consumption. The advan-tage of a per-person or unlimited consumption plan is that you know in advance what the damagewill be at the end of the evening. It can be the most expensive way to pay for a hosted bar.Here’s why:Whenyou purchase liquor on an unlimited consumption basis, the hotel sets a price that takes into continued on page 34

34 EXPERIENT

account the worst-case scenario. So unless the majority ofyour attendees are heavy drinkers, you’ll end up spending more than if you hadpurchased it by the bottle or by the drink.

Per-drink plan. The hotel charges a set price, such as $7.25, for each alco-holic drink. After the event, the hotel measures what was actually consumed andbills you for all of those drinks at the $7.25 price, plus tax and gratuity.

Per-bottle plan. The hotel establishes the cost of each full bottle of liquor,and you pay for every bottle that’s opened. For example, if the bottle price is $95and your group consumes two and a half bottles of liquor, you would pay for allthree opened bottles. Note: This plan is used for suite-based receptions, but almost never in a hotel function room.

Cash bar. Each individual is responsible for paying for his or her owndrinks. This eliminates all costs to the client, with the possible exception of bar-tender fees.

Drink tickets. The host provides a set number of drink tickets for each per-son. They can be provided in the registration packet or at the door to the event.Because attendees cannot obtain a drink without a ticket (unless they pay for itthemselves), you know in advance the guaranteed maximum price you’ll pay forliquor.Drink tickets,when redeemed,should be categorized by drink type (liquor,beer, wine, soda) and price to make tracking easier.

Determining Consumption on the Per-Drink PlanFirst, you must inventory each bar prior to the event so that you know exactly

how many bottles of liquor and which brands you started with. (See inventory tipsbelow.) You should also know the size of the bottles (usually 1 liter) and how manyounces of liquor will be poured in each drink. Drinks normally have either 1ounce, 1 1/8 ounce or 1 1/4 ounce of liquor in them depending on the standard atthe hotel you choose.(Be sure to use Posi-Pour or similar tops that control the pour.)

Once the event ends, check the bar to determine how many empty bottles areleft as well as how much remains in any partial bottles. (This practice helps mit-igate disputes when the hotel claims one consumption amount and the clientclaims another.) Multiply the number of empty bottles times the number of drinksin each bottle. Then estimate how much liquor was used in the partial bottles.

You will do this with the bartender or beverage manager. The standard measurement is “tenths” of a bottle. If yourpartial has 0.4 gone from the bottle, you would multiply 0.4 times the number of drinks in a bottle.

Example: At your bar, you used 2 bottles of gin and 0.6 of the remaining gin bottle. Since you were pouring 1 1/4-ounce drinks out of liter bottles, there were 27 drinks in each bottle.

2 empty bottles X 27 drinks = 54 drinksPartial was 0.6 empty X 27 drinks = 16.2 drinksYour group consumed 66.2 gin drinks at that bar.

Repeat the process for all the types of liquor, and you will know how much was consumed at that bar. Hint: Ifyou have multiple bars, then consolidate all the liquor from the function as soon as the reception ends so that youonly have to count once for each type of liquor.

Per-Drink Versus Unlimited ConsumptionConsider the following example for a group of 225 men averaging 2.2 drinks per person when using invento-

ry and pouring controls at 3 bars.

Per-Drink Plan: $7.25 per drink x 2.2 drinks x 225 people = $3,589 total cost Unlimited Consumption Plan: $18.50 per person x 225 people = $4,163 total cost


As you can see, the per-drink plan offers the lowest price in this example. Not all hotels offer the unlimited consumption or hourly plan,but all offer the per-drink plan. The per-drink plan is the plan that most knowledgeable planners use to keep a lid on costs.

Keeping up With InventoryIt’s crucial to inventory all bars to determine how much liquor was actually consumed at your reception. (Experient recommends one bar-

tender and one bar for every 75 guests at hosted bars and one bartender per 100 guests at cash bars.) An “inventory in”should take place oncethe bars are set up in the function room (usually 30 to 45 minutes before the event begins). To inventory in, count the number of bottles ofeach type of liquor. Write down the figures on an inventory sheet and ask the bartender to initial it.

Instruct the bartenders:• Not to discard any empty liquor or wine bottles.• Not to use empties as water bottles (so

they don’t get confused with the actualliquor you’re paying for).

• Not to give out any liquor or wine bythe bottle.

• No additional bottles can be brought tothe bar (in case you run out) exceptthrough you so that you can keep track.

Similarly,an “inventory out”should beconducted in the same room where thecocktail reception is held (if possible). Toinventory out,check under the bar and onthe table behind the bar for extra empties.Then recount the number of bottles ofeach type of liquor, noting how many fullbottles were used and how many will bereturned to the hotel. For partial bottles,estimate the amount consumed to thenearest tenth. Write down the figures onthe inventory sheet and ask the bartenderto initial it.Hint: 1/10 of a liter bottle is 2.7drinks if you are pouring 1 1/4 ouncedrinks.

Control the PourExplain to the bartenders that they are

not allowed to free pour. Require all bar-tenders to use a device like a Posi-Pour,which controls the amount of liquorpoured. Posi-Pours are available in 1 ounce, 1 1/4 ounce and six other sizes from Magnuson Industries at (815) 229-2970.

If you’re using the bottle plan, you can further reduce your liquor bill by “marrying” the bars before the function ends. If you have fourbars, for example, close one station 15 minutes before the reception ends. Then take the partials to bar No. 1 and gradually close the party bar by bar. This strategy enables the bartenders to use partials before opening any more new bottles, thereby reducing the numberof opened bottles that you have to pay for — and gives attendees the message that the party is coming to an end.

Actual Consumption VariablesMany variables impact how much liquor will be consumed at a cocktail reception. Keep the following points in mind.Average per person consumption will decrease if:

• The event is on the evening of the major arrival day.• The event is before 5 p.m. or after 8 p.m.• There are hors d’oeuvres served. (It’s hard to hold a drink and eat hors d’oeuvres off a plate at the same time.) • There are activities in the reception area.

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Number of Drinks Per Liquor Bottle

1 oz. drinks 1 1/8 oz. drinks 1 1/4 oz. drinks

Liter (33.8 oz.) 33 30 27

Fifth of Liter 25 22.5 20(25.3 oz. - .750ml)

Number of Drinks Per Wine Bottle*

oz. per bottle 5 oz. glasses 5 1/4 oz. glasses

1/2 Carafe 16.9 3.38 3

Fifth of Liter 25.6 5 4.6

Fifth Liter 25.3 5 4.6

Quart 32 6.4 5.8

Liter/Carafe 33.8 6.7 6.1

Magnum 51.2 10.2 9.3

3 Liters 101.4 20.2 18.4

Gallon 128 25.6 23.3

* Experient recommends ordering one wine bottle for every three people at a banquet dinner.

If your group history indicates greater consumption, order according to that history.

36 EXPERIENT

How Many Drinks Will You Pay For?Facilities calculate how many drinks your attendees consumed by counting the bottles of liquor usedand figuring that each liter bottle yielded 27 drinks (based on 1.25 ounces of liquor in each drink). Butfree-pouring bartenders may use more liquor, raising the bottle count—and the count could go higherstill if you don’t monitor the inventory. The result: You may pay for more “drinks” than your guests actu-ally consumed. Here’s how the drink count may vary with and without controls on pouring and inventory(per person, for a one-hour reception).

At a recent event in Charlotte, N.C., a recep-tion was held at the NASCAR racing facility.Attendees started the evening with the op-portunity to ride in a race car with aprofessional driver at the wheel. The recep-tion was held in one of the garages, which isused for car maintenance during a race. Whilethe garage was set up to host the recep-tion, a race car was still parked inside. Withcars out on the track and a band playing inthe garage, the noise and the feel of the race-track surrounded attendees even once theywere inside the garage.

Average Drink Consumption (during a one-hour reception)

Group Demographics Using inventory & Using inventory & Using no controlPosi-Pour system jigger pour

Predominantly male 2.2 2.7 3 to 3.6

50% male/50% female 1.8 2.4 2.8 to 3.3

Predominantly female 1.3 1.9 2.4 to 2.7

EXPERIENCE THIS

Race to the Reception

• The event is on the recreation day and follows the conclusion of theactivities by two or more hours.

• There is a cash bar.• The group is predominately female.

Average per person consumption will increase if:• The event is on the final night of the meeting.• The event is scheduled between 6 p.m. and 7:30 p.m.• The event is outdoors in a warm climate.• The event is held during the Super Bowl or any other major sports

event where there is a large video screen in use.• Dry (salted) snacks are the only type offered.• There is a hosted bar.• The group is predominantly male.

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Buffet Setups’ Impact on Reception ConsumptionThe diagrams and chart on this page assumethe following:• Hors d’oeuvres are not actually dinner.• Your group is made up of males and

females who are on neither the upper norlower financial scale.

• The function will be one hour in length,occurring sometime between 5:30 p.m.and 7:30 p.m.

Food Access

Passed 180 360 Multi 360 Round

Pieces per person WITH plates N/A 7-8 8-10 10-12 6-7

Pieces per person WITHOUT plates 4-5 5 6-8 8-9 5-6

180º BuffetBuffets with only a 180º access are useful in limiting or minimizingconsumption.If a budget is limited or insufficient for unlimited horsd’oeuvres,then this limited-access buffet setup can help the food lastfor a longer period into the reception.

Buffet

Bar

Entrance

Buffet

Buffet

Buffet

Buffet

Bar

Bar

Bar

Bar

Buffet

Entrance

Bar

Bar

Buffet

Bar

Entrance

Buffet

Buffet

Buffet

Buffet

Bar

Bar

Bar

Bar

Buffet

Entrance

Bar

Bar

Buffet

Bar

Entrance

Buffet

Buffet

Buffet

Buffet

Bar

Bar

Bar

Bar

Buffet

Entrance

Bar

Bar

Buffet

Bar

Entrance

Buffet

Buffet

Buffet

Buffet

Bar

Bar

Bar

Bar

Buffet

Entrance

Bar

Bar

360º BuffetA 360º buffet provides convenient and fairly easy access to food.The lines can start at either end of this buffet and will be shorter. Ifthis is truly a double-sided buffet, then food on both sides of buffetwill be identical.

360º Buffet & Multiple StationMultiple buffets with good access placed throughout a room pro-vide virtually unlimited access to food for all the guests. This setupwill dramatically reduce lines—but will increase your budget. This“easy access” option is not recommended for the cost-conscious.

Buffet Setups’ Impact on Food Consumption

Round BuffetA round buffet for hors d’oeuvres has no beginning and no end forlines to form naturally, so people are forced to surround the table.This buffet actually helps limit consumption.This type of buffet set-up should be used as more of an elaborate display with fruit, cheeseand vegetables. It is an attractive and elegant addition to a reception.

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At a recent awards banquet on the closing night of a corporate meeting, the entire ballroom was draped in white, and all guests were asked to wear white. Planners had orderedlighted tables, a lighted dance floor and a martini bar with a luge so the free-flowing martinis were ice cold. The effect was a glittering room that shimmered with light. Withcareful planning and thorough execution, every banquet meal can offer such a completeand memorable experience.

Demographics and Purpose of EventAs with any event, begin your planning by considering the age, gender, job and level of

sophistication of your attendees. Find out if they have special dietary requirements, such asvegetarian, vegan, kosher or diabetic. Also, consider the purpose of the event: Do you wantto foster networking or is the focus entertainment or a speaker? Would a plated meal or abuffet be more appropriate? Will food stations promote people moving throughout the roomand networking? Should hors d’oeuvres be passed around so that attendees can focus on ex-hibits or one another instead of food stations?

Next, determine whether the function will have a theme, and if so, how it will impact thefood and décor. Check with your catering professional to see what the hotel provides or of-fers by way of décor and themed events. It is likely that the hotel has a repertoire of provensuccesses that highlight the city or venue your attendees are experiencing. The hotel can alsoguide you and help you partner with area providers specializing in talent, linen and floraldesigns, pre-qualified off-premise locations, caterers and others. Use their resources. Aspartners in your program, they share your goal of making the event a success.

Determine whether there are any sponsorships or affiliations that require the use of cer-tain food or beverage items, such as certain soft drink brands, specific brands of dry snacksor donated products.And take a look at your guarantee: Is it based on history or is this a newevent? When determining your guarantee, consider whether the function is included in theregistration cost of a convention, or if people have to pay to attend. Individuals paying theirown way are more likely to show up for the function. Also, be sure to include exhibitors inthe count if they will be included in the event.

When many meeting planners and attendees thinkabout food and beverage at a meeting or event, banquetfunctions come to mind first. Whether it’s lunch,dinner or an awards gala, the banquet meal offers an opportunity to bring attendees together for an extendedperiod of time, enjoying food, drink and entertainmentin a special atmosphere.

BanquetFunctions

5

40 EXPERIENT

Equipment and InventoryAs part of the planning process, find out how many tables and

chairs are available from the facility. (Eight people can be seatedcomfortably at a 60-inch round table, nine at a 66-inch round and10 at a 72-inch round.) Also ask what linen options are available,including colors, patterns or overlays, and whether they will befloor length or double-clothed to cover table legs for rounds. Youmight ask whether the property has any upgraded linens availableat an additional cost, such as tablecloths, napkins and chair cov-ers, and find out if thereare any centerpieces orgeneral decorations avail-able free of charge. Thesemight include buffetpieces, backdrops, props,carts and foliage for a stageor perimeter. Determinewhat is standard and thepricing for any upgradesand negotiate from there.

If you will need otherequipment such as easels,risers, standing lecterns, asound system and piped-in music, find out what isavailable and what the ad-ditional costs would be.Keep in mind that light-ing and sound can play a vital role in setting the stage for the eventexperience.

If your banquet will follow a certain theme, find out the avail-able attire for waitstaff and captains, and whether the facility willprovide its staff members with specialty attire that fits your theme.If not, ask whether you will be allowed to provide it.

Menu SelectionIn your early meetings with the property’s catering professional,

it’s a good idea to meet the chef and discuss options and ideas withhim or her directly, if possible. Create an experience! Is a buffet dinner more appropriate to your networking and flow, or is this thesetting for a more gracious experience built around expanded service? Maybe there are options to present food in unique ways,such as French-style service, butler-style service or plating differentcourses on trendy china and service pieces.

Find out about the facility’s house or regional specialties, dish-es that may not appear on its standard banquet menus. Inquireabout seasonal items that may provide a cost savings and add thebenefits of freshness and taste. Ask which items are produced in-house versus purchased. Some properties no longer have pastrykitchens, for example.

Ask to review the menu selections of other groups in-house atsame time. You may be able to save money by ordering some or allof the same items.

Do a tasting once you have narrowed down the options for yourevent. Take photos of the dishes during the tasting or have the chef e-mail photos he or she takes.Require labeling on all buffet items.With

your catering professional, review sponsorship opportunities at eachmeal, such as opportunities for donated products or recognition ofsponsors through chocolate logos.Remember to be creative and thinkoutside the box with your catering professional; the food you serve atyour banquet is the centerpiece of the experience.

Food & Beverage ServiceOne of the first items to consider is the service ratio, or the num-

ber of waiters to guests. For sit-down or plated meals, Experientrecommends a minimumof one waitperson per 25guests at breakfast and oneper 20 at lunch and din-ner.If wine is being served,you may need to changethe ratio to one per 15.Forbuffet meals, you’ll needone waitperson per 40guests at breakfast and oneper 30 at lunch and din-ner. (See Chapter 1 formore information.)

When meeting withyour catering profession-al, ask if there are unionissues that might impactservice or create overtimeissues due to the program-

ming or length of the function. Find out what items are typicallypreset on the tables. If service time is an issue based on your pro-gram,ensure that any preset courses are appropriate to be preset.Donot preset hot soup or ice cream, for example.

When discussing service, costs are crucial. Be sure you have dis-cussed all possible fees up front,starting with the following questions.

• What are the tax and service charge amounts? Is the service chargetaxed? Are there additional taxes on any items, such as alcohol orsoft drinks?

• What are the policies on overset, guarantee period and increasesin guarantees?

• Is there a minimum number of attendees for certain meal types,such as buffets?

• Ask about per-gallon versus per-person pricing on coffee. Somevenues no longer allow a per-person price or enforce a minimumguarantee. Can any of these things be negotiated?

As with food service, start the discussion about beverage serviceby finding out the ratio of bartenders to guests. Experient recom-mends one bartender for every 75 people on hosted bars and oneper 100 on cash bars. (See Chapter 4 for reception guidelines.)

If wine will be served at the tables, decide whether there will be alimited number of bottles per table or glasses per person. After thefirst glass of wine, servers should ask guests if they would like morerather than just pouring. Find out if the facility sets both red andwhite wine glasses on the table or just one glass,and whether the wineis served in goblets or standard wine glasses. continued on page 42

THE PERFECT CENTERPIECEWhen ordering or creating centerpieces, few

planners take into consideration how much actualtable space they have to work with. The fact is thatplace settings take a fixed amount of space, and hotels need additional space for items like saltand pepper, salad dressing and bread baskets.Any room left over is all that is available for fooddisplays or centerpieces.

Because banquet rounds come in three basic sizes,the actual space available for center displays will varydepending on the table size. At a 5-foot, or 60-inch,round table, there is only an area equal to a circle witha 12-inch diameter for displays. However, if you don’thave wine or wine glasses, the diameter of this area in-creases to 18 inches. For 66-inch tables, the display areais 18 inches in diameter, or 24 inches without wine glass-es. For 72-inch tables, the display area is 24 inches indiameter, or 30 inches without wine glasses.

While centerpieces are wonderful additions to a food event, poor planning can result in large centerpieces that obstruct viewing guests on the other side of the table and even speakers or en-tertainers who may be part of the banquetprogram. To avoid centerpiece problems,keep in mind:

• The centerpiece should not block the view-ing area between 1 and 2 feet above the tablesurface.

• If you have a vase or pedestal that is holding flowers, be sure that the width of that object isclear or not more than 3 inches wide, sothat guests can look through it oraround it relatively easy. 5

42 EXPERIENT

This information will help you determine thenumber of glasses per bottle. (See Chapter 7 for suggestions onserving wine.) Let the catering manager know that you do not wantto announce last call before the bar closes, which is a guaranteedway to run up your bar tab.

Function Timeline Remember that close communication with the facility is one of

the best ways to ensure a successful banquet. Give the property, inadvance, an agenda of the events taking place during the function,such as the national anthem or flag presentation, invocation,speak-er,awards and music.Let the catering manager know if servers needto leave the room or stop service/clearing at any time during theprogram, and if any rehearsal time will be required.

In order to determine what time the doors will open, ask howlong it will take to seat people. Consider how guests will be direct-ed to their tables. If it’s a more formal function,you’ll probably wantthe staff to wait to serve a full table. If time is an issue, it might bebest to begin service when attendees sit down. Ask the property toproduce a diagram of the room based on your requirements.

Relay your plans for assigned seating or open seating. Let theproperty know if you will be using place cards, or if you need tablenumbers and/or number stands. Coordinate reserved seating andhead tables.Will people be eating at the head table or will dignitariestake their places from reserved tables after the meal?

If meal tickets will be used, determine if your group or the facil-ity will collect them, and whether the collection will take place atthe door or at the table. Create a method for identifying guestswith special meal requests; for instance, they may have a special mealticket or they may simply notify the waitstaff. If there are printedprograms, menu cards or gift items to be set out, discuss who willhandle that task.

Communicate with the property your plans for coffee service.Will you serve coffee after the entrée is cleared? Should pots be placedon the table for guests during the after-dinner speaker or awards presentation?

As the event draws closer, order the centerpieces. Don’t forgetthe head table if you’ll be using one. Coordinate with the florist thetime that the waitstaff will have the tables set and linens in place.Identify the tables and seats of VIPs, any special requirements andtheir time of arrival if it is different from the main group. Makesure the band or entertainers are aware of the schedule of events.Discuss whether the band should take breaks at certain times forcoordination of meal service.

Meet your banquet manager or service captains well before guestsarrive. Remember, it is easier to make adjustments in advance of afunction rather than 10 minutes before the doors open. Share your expectations with them and determine the chain of command forany possible issues,guest requests or changes.Find out whether thesesame managers will be with you until the conclusion of your function, or if this is a shared responsibility. Verify menu arrange-ments and service flow.Walk room sets and confirm satisfaction. Ifyou will be eating, ask to be served last so that you will be able togauge what time the last guest was served, if the venue ran out offood, the temperature of the food and whether everyone is on thesame course.

hen a meeting’s closing-night banquet is automatically

included in the registration fee, early departures can

result in overestimated guarantees and substantial wast-

ed money. A number of groups, especially professional

associations, help take the angst out of banquet guarantees with

a simple reservation process.

Announce a ticket exchange. Announce in your registration

materials that there will be a ticket exchange and reserved

seating for the final banquet. Indicate the hours that attendees

will be able to reserve their seats while on site. Set a reservation

deadline that is during your meeting, but still meets the hotel’s

guarantee policy. (You may want to reopen the registration desk

for a short time the day of the function to accommodate last-

minute changes.) You may want to negotiate with the hotel for

a separate (shorter) guarantee policy for this specific function.

Include in each registration packet a banquet coupon that may

be exchanged for an actual banquet ticket during set hours.

Estimate the number of tables. Based on past history of

the function and current registration for the event, estimate

the number of tables you think you will need. Work with the ho-

tel to create a diagram that includes the location of the dance

floor and stage. Enlarge it and display it on an easel in the area

where attendees will sign up for reserved seating. Make sure each

table is numbered and never change the numbering once the fi-

nal diagram is drawn. Use “peel-off dots” for tables that have been

reserved for special guests and VIPs.

Exchange coupons for tickets. When a guest reserves a

seat, exchange the banquet coupon for an actual ticket. In

ink, write the guest’s name and table number on it. Add a dot on

the diagram each time a full table is closed out. Also, enter every

assignment in a computer listing every table in numeric order. This

document will become your guidebook for the event.

Make a master list. After reservations are closed, create a

document that lists all attendees in alphabetical order.

This will quickly pinpoint duplications. (You will already have a

list organized by table numbers to answer the inevitable ques-

tion: “Who else is at my table?”) Provide copies of these lists to

your staff and hotel staff. This will help with seating those who

forget to bring their tickets. It’s also helpful to have poster-size

floor plans near the entrances to your room or staff dedicated to

providing directions.

While the main benefit of a ticket exchange is cost-savings,

attendees actually prefer the system because they can select their

dinner companions in advance instead of having to stampede into

a ballroom as the doors open to reserve a table. A banquet tick-

et exchange gives both sponsors and attendees a greater measure

of control.

Control Your Banquet With Ticket Exchange

W1.

2.

3.

4.


F & B EXPERIENCE 43

5

>> A KITCHEN VISITWhen the New York Hilton hosted the Hilton Advisory Board meeting, one of the

meeting’s most memorable events was a reception and dinner held in the banquet

kitchen. During the reception, attendees were free to mill about the kitchen, watch-

ing chefs shuck oysters, shell shrimp and prepare sushi. They also sampled food as

it was prepared and talked to the chefs about the different foods. The 25 guests then

sat down to dinner at a U-shaped table inside the kitchen, where they were served

four courses as they watched part of the preparation and plating in a nearby section

of the kitchen.

When it was time for dessert, guests left their chairs, donned aprons and went to

the pastry shop where they were able to prepare their choice of several dessert op-

tions. Some torched the sugar on top of their own crème brûlée while others

selected flourless chocolate cake, and all garnished their plates with sauce and berries

before returning to the table to eat their self-prepared desserts. When the evening

came to an end, attendees were able to take home their aprons, which were embroidered with the group’s logo.

While the event may also have been successful with a traditional plated dinner in the ballroom, the unique in-kitchen setup offered

a genuine experience that attendees remember even years later.

Any food and beverage event can have a theme, but ittakes special planning and imagination to create

an authentic experience.

EXPERIENCE THIS

>> GET THE RED CARPETTREATMENTOne corporate meeting group staged

a “Night at the Oscars” for its awards

banquet. Upon arrival, attendees en-

countered the red carpet with the

excitement of the paparazzi and roving

reporters. As attendees entered the ball-

room, they saw a host of celebrity

look-alikes and wandering entertainers.

The ballroom glittered with giant twin-

kling lights and giant Oscar statues on

the stage. More than just a theme, the

event became a real experience for at-

tendees when the host called out award

winners, and honorees went on stage

to make their acceptance speeches.

Award winners were promptly whisked

away to be filmed by a professional

camera crew for post-party clips.

44 EXPERIENT

It’s no secret that meeting planners wear many hats. They are “skilled generalists” who are operationally respon-sible for the design, setup and orchestration of events utilizing food and beverage. To add to your considerable skills,here are some tips to increase your dining IQ.

Place Setting: The amount of silver at a place setting depends on the number of courses to be served. Spoons andknives are on the right, and forks are on the left. Liquids are on the right; solids, such as the salad plate and breadand butter plate, are on the left. Napkins are placed to the left of the fork or directly on the service plate.

Napkins: The napkin is picked up and placed on the lap with the fold facing the waist, then unfolded on the lap,not above the table. Fancy folded napkins are also placed on the lap and then unfolded. The napkin remains on thelap during the meal. When leaving the table temporarily, the napkin is placed on the seat of the chair. In upscalerestaurants, the waitstaff will refold the napkin and place it on the left side of the diner’s plate or on the arm of thechair.At the end of the meal, the napkin is picked up in the center, gathered loosely and placed at the left of the plate.

A napkin, picked up and used, is never returned to the table until the meal is finished. Hence, the rule for plac-ing it on the chair seat when leaving thetable temporarily. Even the Romanswere mindful of aesthetics and provid-ed each diner a bath towel-sized napkinwith each course to spare them fromgetting nauseated by looking at food-stained napkins.

Silverware: Silverware is used fromthe outside in. The cutting edge of theknife blade always faces in, never out.Refrain from gesturing with silverwareto make a point.When not in use,placeit on the plate. Once a piece of silver-ware is picked up and used, it shouldnever again touch the table.

Soup:The soupspoon is properly heldin the way a pencil is held when one iswriting—steadied between the indexfinger and middle finger, except thethumb is turned up rather than down.Clear soups and cream soups are eat-en using a cream soupspoon and arespooned toward the center of the bowl.Sip the soup from the side of the spoon.Heavier soups, such as vegetable, re-quire a regular soupspoon and maybe eaten from the end of the spoon.

Bread and Butter:Butter is placed onthe bread plate rather than directlyonto the bread. Break, never cut, thebread and then add butter to one bite-size piece at a time.

THE ART OF DINING

By Pamela Eyring, owner and director, The Protocol School of Washington

© 2006 BY THE PROTOCOL SCHOOL OF WASHINGTON

F & B EXPERIENCE 45

5

>>Food Service: Traditionally, waitstaff serve from the left and remove from the right; however, today, many restau-rants are serving from the right and removing from the right. Both styles are acceptable with plated foods.

It is more orderly to pass rolls, butter and condiments counterclockwise. Salt-and-pepper shakers are alwayspassed together. (Many upscale restaurants do not place salt and pepper on the dining table because the chef hasproperly seasoned the food.) Cream and sugar is placed on the table within reach of the diner. Gravy boats, pitch-ers and creamers are placed with the handle facing the diner. Refrain from reaching, but request that the dinerclosest to the desired item pass it to you.

ADDITIONAL TIPS:• Set one place setting for waitstaff to use as an example.• Show waitstaff how to fold the napkin in traditional style or the style your client desires.• Reinforce the following procedure: Serve from left and remove from right, unless the establishment’s method is

different.• Always seat the guest of honor to the right of the host. Serve the guest of honor first and then serve the other

guests counterclockwise. Serve the host last.• At tables for six or eight diners, do not remove plates until everyone at the table has finished eating each course.

F & B EXPERIENCE 47

6

Whether it’s a welcome reception on the beach, a theme park opened solely for your at-tendees or a banquet held in a nearby historic castle,an off-site event can help create a completeexperience for your group. Holding an off-site event requires additional steps in planning,but can be well worth the extra effort.

Food ServiceSome off-site locations will provide their own chefs or catering professionals, but in

some cases you’ll have to bring in your own caterer. In that case, consult with your hotel andconvention and visitors bureau representatives to get suggestions for outstanding localcaterers. In some cases, the catering service at the hotel or convention center you’re usingwill also provide food and beverage service for off-site events. When you’ve chosen a chef orcaterer, hold meetings well in advance of the event to communicate your group’s profile,needs and expectations.

If the function is being held at an outdoor or remote location, determine what area willbe used for staging and service. If it’s not the back of the house or an unused function room,consider how the staging and service area will be blocked from attendees’view.Ask your cater-er: Where will the servers enter? Will their service interfere with the production equipment?Is there an extra fee for using an outdoor or remote location?

Everyone loves to stay in a nice hotel—but nobodywants to spend an entire trip there. In fact, much of theappeal of convention hotels is the easy accessibility theyoffer for visiting nearby attractions and gettingacquainted with the surrounding area. While yourheadquarters hotel may be an ideal location for many ofyour meeting’s events, staging some events at off-sitelocations will keep the meeting fresh and memorableand keep your attendees guessing.

Off-SiteActivities

6

48 EXPERIENT

TransportationWhen planning an off-premise event, another primary consideration must be managing transportation. In most cases, you will need

to contract shuttle service to take your attendees to and from the event, which can represent an added expense to your budget.According to Lex Lyon of Enjoy California Enterprises, you can determine how many buses you need by following these steps:

• Multiply the projected room blocks by the double-occupancy factor for each hotel to determine the gross number of“potential passengers.”• Multiply that figure by your “projected usage”factor to arrive at the net number of passengers.• Multiply the number of seats on a bus by the number of loops a bus can make at peak time.

Dividing the total “net number of passengers” by that figure will determine how many busesyou need for each loop. (See formula below.)

Destination Management CompaniesWhen incorporating an off-site event into your meeting, a destination management com-

pany (DMC) can often be an important partner.In such a case,the job of a DMC is to coordinateand oversee the event, which can include site selection, transportation, catering and entertain-ment—or a limited number of services.

While partnering with a DMC may seem like an added cost for your meeting, it isn’t nec-essarily more expensive. Because DMCs are frequent customers of many local vendors suchas bus companies, caterers and others, they often receive deep discounts that would be un-available to your group as a one-time customer.In addition to offering DMC discounts,workingwith a DMC can relieve the extra worries involved with learning a new location and staginga successful off-site event.

Formula for Determining Bus Transportation Needs:

Hotel Room Block

Hotel A ..........................100 Rooms

Hotel B...........................200 Rooms

Hotel C...........................200 Rooms

Total ...............................500 Rooms

Multiply 500 rooms by 1.5 guests per room = 750 potential riders

Based on past history and a study of city maps, derive the usage factor.

(For this example, use 75 percent.) Multiply 750 people by 75 percent for net number of

passengers = 562 riders

Calculate an estimated peak time use. For this example: one hour

Determine how long it takes a bus to make a complete loop, including the time to load

passengers, travel to site, unload and return. For this example: 20 minutes

Divide 60-minute peak time by a 20-minute turnaround time to determine how many

loops a bus can make in an hour = 3 loops

Most buses have 47 seats. Assume that each bus will be 90% full. Determine how many

people a bus can move in one hour by multiplying three loops by 44 seats (90% full) =

132 people

Divide 562 total riders by 132 to determine the number of buses needed: 4.02 buses

(Round up to 5)

To establish the frequency of bus service to participating hotels, first multiply the

number of loops (three) by the number of buses (four) = 12 loops

Then divide your “peak time” (60 minutes) by the number of loops to determine the

frequency of bus service = Every five minutes

If your attendees will be driving their own cars or rental cars to the off-site event, findout if valet parking is available. If so, determine whether your organization will foot thebill, or if you’ll allow attendees to cover their own fees.

Past history reveals the double-occupancy factor for this group is 50 percent, or 1.5 guests per room.

}1

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>> DRINK WITH THE WINE DIVASExperient held a reception at

Chateau Ste-Michelle, just outside

Seattle, during one of the

company’s recent annual meet-

ings. The Wine Divas, a group of

local women who are knowledge-

able about wines of the region,

joined the group on its shuttle ride

to the vineyard. Wine Divas rode

on each bus, pouring samples of

wine for attendees and talking

about the region and its wines.

Not only did the Wine Divas enter-

tain the group on a 30-minute bus

ride, but they also got the group

into the mood for wining and din-

ing before the reception officially

started.

>> CREATIVE CATERINGA top-flight corporate meeting in

Miami took on a new level of

elegance with an off-site event at

Casa Casuarina, the former

Versace mansion that first opened

in 1930. With more than 75 years

of experience in hosting celebrities

and lavish events, Casa Casuarina

was an ideal backdrop for a grand,

yet intimate, company celebration.

While the location set the mood,

the food took center stage.

Catered by Miami’s Barton G,

known for its out-of-the-box

approach to culinary events, the

evening featured an elegant din-

ner along with unique, memorable

sidelights such as popcorn shrimp

served with popcorn in old-fash-

ioned popcorn boxes and a

Pop-Tart dessert served by a

toaster at each table.

EXPERIENCE THIS

F & B EXPERIENCE 49

6

Convention CentersOnce upon a time, convention centers

were not known for serving delicious foodwith a memorable presentation. However,increasingly more convention centers aregetting more serious about food and beverage—and at manycenters, planners can expect the same level of quality and servicefor catered events as they might experience at a luxury hotel.

If you’re considering holding a large food and beverage eventat a convention center, include the center’s caterer in your meet-ings during the site inspection and selection process, and evensample some dishes if you can. Evaluate a center’s food and bev-erage service by learning about the center’s catering company, itsreputation and creativity and its length of service at the center.

While planning food and beverage events at convention cen-ters is similar to planning such events at hotels, there are someimportant differences:

Banquet Event OrdersThe BEO serves as the written order of your food and bever-

age service and includes the details that a culinary and banquetteam will need to service your needs. While BEOs are similar inboth convention centers and hotels, they may look a little differ-ent. In a hotel, a BEO may contain more detailed informationabout a room setup or audio-visual requirements, as the docu-ment will be distributed to all internal departments. In aconvention center, however, the BEO is usually more focusedon the food and beverage operations, as most convention cen-ters have separate departments or contractors who handle thephysical and audio-visual components of an event. You willlikely need to complete separate order forms for these servicesat a center.

Health and SafetyHealth and safety requirements are the same for food served

in hotels, restaurants and convention centers. However, due tothe volume of meetings and exhibitor floor schedules, conven-tion centers sometimes must have food available for longerperiods of time than for smaller hotel meetings. As a planner,you should consult with the center’s catering manager and dis-cuss any lengthy meal service periods in advance so that you canwork together to ensure food safety.

Guarantees and OveragesWhile hotels maintain a full-time catering staff and keep food

and beverage on hand for on-site restaurants and events, con-vention centers order food and beverage and schedule their staffsbased on the needs of upcoming conventions. For that reason,ongoing communication about guarantees is crucial.Conventioncenter caterers keep many food and beverage items in inventoryand can usually accommodate changes to guarantees. It’s a goodidea to communicate early and openly about any changes to guar-antees to ensure that food and beverage service will not be affected.

An outdoor cookout, a favorite off-site event, can stir memoriesof backyard barbecues, rooftop parties and beachside bonfires.With the memories, the atmosphere and the hot-off-the-grill food,such events can be some of the most memorable experiencesof your meeting. However, safety must always be a top concernwhen dinner is prepared outdoors, especially with large groupsof attendees nearby. If your next off-site event will include out-door cooking, use the following checklist to make sure that youcover all scenarios and ensure safety.

m Obtain evacuation procedures from your event planner.m Obtain rules of the venue for review prior to event,

including: - Alcohol restrictions and open container laws- Noise and time restrictions for outside entertainment- Glass versus plastic rules- City permits needed

m Affirm that the location has proper insurance to coverevents.

m Check to make sure that fire extinguishers are present for open-flame cookouts.

m Check to ensure that proper waste receptacles are inplace and check frequency of removal.

m Ensure that restroom facilities are adequate for size ofgroup.

m Find out whether any heating/cooling that might be needed for covered eating areas is included in pricing.

m Check to see if the venue provides adequate backup food and beverage on-site for emergencies.

m Check to make sure the venue has proper lighting forevening events.

m Check the quality of tables, chairs, utensils and linens.m Find out whether any security is provided by the venue

for events.m Ensure that the mode of transportation (buses) has an

area to stage during the event.m What is your backup plan in case of poor weather?

COOKOUT CHECKLIST3

50 EXPERIENT

7

F & B EXPERIENCE 51

7

To gain confidence in wine selection, start with the basics: Build your knowledge bylearning some of the language used to describe wine as well as the fundamentals of match-ing wines to specific meals. Spend time tasting several different varietals. Seek the advice ofthe hotel’s chef, catering manager, food and beverage director or sommelier. And arrange atasting for you to sample the wine with the menu you’ve chosen.

Describing WineIn order to better understand how to describe wine, think of how you would describe a

specific food.You would always include these three aspects: taste, color and texture. In wine,as in food, you would use three aspects as well: body, sweetness range (sweet to dry) and flavor intensity.

BodyThe term body refers to how the wine “fills” the mouth. When describing a wine’s feeling

in the mouth, you would say it is either light bodied, medium bodied or full bodied. Light-bodied wines are easy to drink and go down as easily as water. Medium-bodied wines seemto have more weight on the palate. They fill the mouth with a velvety quality. Full-bodiedwines make their presence known in the mouth. They coat the tongue. A simple analogy isthat lighted-bodied wines are like water, medium-bodied wines are like skim milk and full-bodied wines are like whole milk.

Sweetness RangeThe relative amounts of alcohol and sugar in wine are what make it sweet, slightly sweet

or dry. The word dry implies the absence of sugar. Note that fruity does not necessarilymean sweet. All wines are fruity, as they are made from fruit. A common misconception isthat if you can taste the fruitiness in wine it is a sweet wine. Actually, it just means is that thewine is higher in sugar than another. Generally, if a wine’s alcohol content is above 10.5 per-cent alcohol it is dry. A sweeter wine might have a content of about 9 percent to 9.5 percent.Very dry wines such as Sauvignon Blanc might have an alcohol content of 13.5 percent.

As more affordable wines come on the market and wineeducation becomes more prevalent, increasing numbersof people are adding oenophilia to their list of hobbies.Still, many meeting planners are intimidated by theprospect of selecting wine for attendees. The terminologycan be daunting and the choices overwhelming.

WineSelection

7

52 EXPERIENT

Flavor IntensityBecause everyone’s tastes are different, the flavor of wine can vary according to individual preference. However, in describing the inten-

sity of wine, you could say that a full or intense flavor would be like that of fruit juice concentrate before water has been added. A delicateflavor would be the way the concentrate will taste when water has been added.

If a label states a year, the wine comes from that vintage. If no year appears on the bottle, the wine is non-vintage and a blend of winesfrom various vintages. Non-vintage wines guarantee a continuity of style and quality for any given wine; they are not necessarily inferiorto vintage wine, although they tend to be less expensive. These non-vintage wines are also known as generic or “jug” wines.

Learning the Major Grape VarietiesThe following is a list of the major grape varieties that you will find on any well-balanced wine lists, including the dominant flavors and

textures commonly used to describe them.

White Wines

Chardonnay

Flavors: Full-flavored, rich, lemon, apple, pineapple, banana,cooked apple, coconut, vanilla, butter, honey

Textures: Fruit, acid, fat

Sauvignon Blanc

Flavors: Newly mowed hay, fresh cut grass, grapefruit, fig,green herbs, bell pepper

Textures: Acid

Pinot Grigio (Italy) / Pinot Gris (France)

Flavors: Citrus, mineral, almond, orange rind, pineTextures: Range from light, crisp and dry from Italy to rich, fat,

honeyed versions from Alsace in France

Viognier

Flavors: Orange blossom, apricot, tropical fruit, anise, mintTextures: Medium body, dry, low acid

Gewürztraminer

Flavors: Spice, lychee fruit, roses, clove, nutmeg, grapefruit rindTextures: Medium body, dry, full flavor. Slightly sweet or dry,

low acid

Riesling/Johannesburg Riesling

Flavors: Spicy, fruity, peaches, apricots, flowers, petrolTextures: Acid, medium body, dry to sweet, medium flavor

Rosé/White Zinfandel

Flavors: Zesty fruit, strawberry, cherry, raspberry, cranberryTextures: Sweet/fruity, sour/acidic

Red Wines

Cabernet Sauvignon

Flavors: Black current, cassis, tea, eucalyptus, mint, chocolate,cedar, tobacco

Textures: Tannic/bitter, acidic

Shiraz / Syrah

Flavors: Black pepper, spice, tar, smoky, meaty,sweet blackberries, black currents, plums

Textures: Medium-heavy body, tannic, low to medium acidity

Merlot

Flavors: Plums, blueberries and cherriesTextures: Light to medium body, dry, soft delicate flavor,

velvety tannins, chalky, low acidity

Zinfandel

Flavors: Wild blackberries, raspberries, raisins, prunes, licorice,black pepper, chocolate, violets

Textures: Fruity/sweet, tannic/bitter, both fruity and tannic acid

Sangiovese

Flavors: Strawberry, blueberry, plum, cinnamon, clove, thyme Textures: Medium body, robust, good acid structure

Pinot Noir

Flavors: Elegant to full-bodied, black cherry, berry clove,violets, earth, smoky

Textures: Fruit, acid, slightly tannic/bitter

Gamay Beaujolais

Flavors: Berries, sweet fruitTextures: Light to medium body, medium acid

Other Wines

Dry Champagne/Sparkling Wine

Flavors: Apple, cider, maple nut, caramelTextures: Effervescent dry, semi-sweet or sweet

F & B EXPERIENCE 53

7

Pairing Food and WineWine can dramatically improve any meal, but it helps to know how a wine choice can enhance the taste of certain foods. The following

guidelines provide a few basics to help you pair the wine with the dominant flavor of the food:

Riesling, Gewürztraminer

Dry Champagne/Sparkling Wine,

Sauvignon Blanc

Viognier, Chardonnay

Rosé/White Zinfandel,

Gamay Beaujolais, Pinot Noir,

Sangiovese

Merlot, Zinfandel,

Cabernet Sauvignon,

Shiraz/Syrah

Light fruits: melon, peaches, pearsMild fish: poached or sautéed, sole/halibut with delicate saucesSpicy Mexican and Asian cuisines

Shellfish: crab, calamari, prawns, scallops with light herbs or seasoningChicken and turkey: lightly grilled, roasted, sautéedLight cheeses: cream or jackLoin of pork: sautéed, lightly grilled, mildly seasonedPasta: white, creamy, herb and lightly seasoned sauceMediterranean and vegetarian dishes

Veal steaks: marinated, grilled or with wild mushrooms and cream sauceFish and shellfish: crab cakes, grilled prawnsPasta, Asian-style chicken saladFrench, Northern Italian and American dishes

Veal chops and loin of pork: marinated and grilledMild ragouts and stewsPasta: with marinara and meat saucesFish: tuna, salmon, swordfish rubbed with herbs and grilledContemporary French and Northern Californian cuisines

Duck, quail, squab: roasted with wild mushrooms and red wine sauceBeef and lamb: ribs, steaks, burgers, chopsGrilled meatsPastas, pizza, gnocchi: hearty saucesFull-bodied cheeses: Brie, Cheddar, BleuDark chocolateRobust cuisines: particularly those that are tomato-based, such as southern Italian,Creole, Southwestern

tt

tt

t

– What are the flavors of the dishes(sauces, garnishes and accompani-ments)?

– How formal is the occasion?

– Gauge the tastes of theguests: What would theymost enjoy?

– Sparkling wine poured as abefore-dinner drink turns anymeal into a festive occasion.

Additional Things to Consider:

54 EXPERIENT

ACIDITY

Indicates the degree of tartness in the

wine due to natural acids in the grape

itself.

AROMA

Refers to the smell of the wine as it

relates to its varietal fruit character.

BALANCE

The right proportion of fruit, acid, tan-

nin and varietal character. Harmonious.

BARREL FERMENTED

Fermentation of the wine takes place in

oak barrels instead of stainless steel

tanks, adding richness, complexity and

more oak character. Most commonly

used for Chardonnay.

BODY

The impression of fullness or roundness

in the mouth.

BOUQUET

The aromatic scent as expressed by the

winemaking process; the combination

of varietal fruit character with all the

elements of aging wine.

BUTTERY

Rich, oily texture. Usually used when

describing Chardonnay.

COMPLEX

Shows an integration of aroma and

flavor, often with subtlety; one of the

highest compliments given to a wine.

CORKED

The smell of the wine when spoiled by a

bad cork. Typically a musty or wet card-

board smell. Relatively uncommon.

MALOLACTIC

A second fermentation in which the

malic (sour) acid is converted to lactic

(softer) acid. Creates softer, silkier,

more approachable wine.

MATURE

Exhibits the benefits of aging where all

the elements have come together.

NOSE

The combination of the aroma and

bouquet of the wine.

OAKY

The smell and/or flavor associated with

aging wine in small oak barrels. When

properly integrated, a positive element.

SMOOTH

Soft, balanced.

SULFUR/SULFITES

A compound that forms naturally

during fermentation. Wine makers

traditionally supplement with minimal

amounts to protect fruit quality and

prevent oxidation.

SUR LIE

French for “on the lees.” Wine is aged

on the spent yeast “lees” (cells) after

fermentation, gaining added flavor and

complexity.

TANNIN

The natural components from grape

skins and oak contract that makes

young wines lightly astringent and

sometimes bitter. Tannin subsides as

part of the aging process and con-

tributes to the wine’s complexity.

GLOSSARY OF COMMON WINE TERMS

Please visit us at emerils.com/restaurantsfor more information on planning a special event in one of our restaurants

A destination for the senses…

RESTAURANTS

Emeril’s DelmonicoSaleem Nawaz(504) 525-4937

NOLABrian Molony(504) 522-6652

Emeril’s Miami BeachAndrew Bluestein(305) 695-4550

Emeril’s AtlantaKleber Cozer(404) 564-5600

Emeril’s New OrleansKevin Delaune(504) 528-9393

Emeril’s Tchoup ChopSebastien Tribout(407) 503-2467

Emeril’s OrlandoGabriel Orozco(407) 224-2424

Emeril’s N.O. Fish HouseEd Tuohy(702) 891-7374

Delmonico SteakhouseMike Olsen(702) 414-3737

F & B EXPERIENCE 57

8

Post-Con ReportingAccurate post-convention reporting is essential if you want to use your meeting’s histo-

ry at the negotiating table for future meetings. It’s a good idea to develop a post-con reportthat can be used as a template again and again. This report should list all the concessions orcost-saving items that you were able to negotiate. Don’t forget to include tax-exemption,especially if you’re planning association events, as associations can be eligible for tax savingsin many states. Also, if your organization has affiliate or in conjunction with (ICW) func-tions, don’t forget to track the F&B spending for these events, too, since that informationwill be essential for future F&B negotiations.

See the following page for a few of the components of a sample post-con food and beverage report.

Final Bill ReconciliationAlthough you will always have to look at a final bill, you can minimize headaches by re-

viewing a bill after each food and beverage event, making sure it is correct while the event isfresh on your mind. Count empty seats if you’re paying per person and count leftover F&Bitems if you’re paying on consumption. Make sure you will only be billed for what wasagreed in your contract.

One Experient planner says that while on site, she reviews the bills every day, compar-ing them to her backup banquet event order. If the bill meets her satisfaction, she signs itand returns it to the hotel. When the hotel sends the final bill after the meeting is over, sheasks them to send back her signed copies so she doesn’t have to review them all over again.

The party is over, and it’s time to call it a day. The finaldessert has been served, the meeting is over and yourattendees are ready to return home. Although you won’tbe serving any more meals at the meeting, your foodand beverage responsibilities aren’t quite complete. Youstill must compile post-convention reports, review thefinal bill and, if you’ve chosen to donate leftover food,make sure the donation is completed smoothly.

The Party’s Over 8

58 EXPERIENT

Event Name Anticipated # Room Assign. Location

ABC Training 23 Williamsburg Hilton

Menu Item Description (see below) QTY Price Net 19% Subtotal 5.85% Gross

Total Per Person Price 25 pp $11.00 $275.00 $52.25 $327.25 $19.14 $346.39

Event # 102 (PM Refreshment): Sunday, July 31, 2005

Event Name Anticipated # Room Assign. Location

Leadership Reception 300 ppl Georgetown Center

Menu Item Description QTY Price Net19% Service

5.85% Tax Gross

100.00 pp $5.00 $500.00 $95.00 $34.81 $629.81

300.00 ea $6.00 $1,800.00 $342.00 $125.31 $2,267.31

900.00 ea $4.75 $4,275.00 $812.25 $297.60 $5,384.85

200.00 pp $12.00 $2,400.00 $456.00 $167.08 $3,023.08

250.00 pp $14.00 $3,500.00 $665.00 $243.65 $4,408.65

400.00 ea $3.75 $1,500.00 $285.00 $104.42 $1,889.42

400.00 ea $4.00 $1,600.00 $304.00 $111.38 $2,015.38

400.00 ea $3.75 $1,500.00 $285.00 $104.42 $1,889.42

400.00 tba $4.25 $1,700.00 $323.00 $118.35 $2,141.35

2.00 bwl $30.00 $60.00 $11.40 $4.18 $75.58

Event Total $23,724.85

Spree of Brie—Warm brie en croûte fresh raspberriesand Chambord

Sushi Display—Tuna,yellow tail and salmon displayedmaki and sashimi style,with California rolls,pickled ginger,wasabi and soy sauce

Jumbo shrimp on ice w/cocktail sauce, tabasco

Antipasto Bar—Assorted Italian meats and cheesesto include: prosciutto, pepperoni, salami, provolone andfontinella cheese, crackers, focaccia bread, pepperoncini,Italian black and green olives, roasted peppers, marinatedmushrooms and artichoke hearts,buffalo mozzarella cheesewith sun-dried tomatoes,sliced ripe tomatoes,Italian herbsand olive oil

Pasta Station: Fusilli or three-cheese tortellini withchoice of tomato basil marinara or pesto alfredo sauce withparmesan cheese, red pepper flakes and garlic baguettes

Beef empanadas with chipotle sauce

Phyllo-wrapped sea bass w/roasted corn sauce

Coconut chicken w/orange horseradish sauce

Arugula and wild mushroom potsticker

Mixed nuts

Event # 315: Sunday, July 31, 2005

These examples are just a few components of a much larger template that contains information on each F&B function and a total.

Ice Cream Parlor Break: French vanilla, double dutch chocolate and flavor-of-the-day ice cream served with strawberry, hot fudge and caramel sauces, crushed Oreo® cookies, pecans, whipped cream, sprinkles and maraschino cherries. Assorted soft drinks and bottled waters and regular and decaffeinated coffee and herbal teas.

Tax

Charge

DAILY TOTALS Net Total Service Charge Subtotal Taxes Gross

Saturday, July 30, 2005 $213.50 $40.57 $254.07 $14.86 $268.93

Sunday, July 31, 2005 $29,845.32 $5,670.61 $35,515.93 $2,077.68 $37,593.61

Monday, August 1, 2005 $57,684.65 $10,960.08 $68,644.73 $4,015.72 $72,660.45

Tuesday, August 2, 2005 $61,278.48 $11,642.91 $72,921.39 $4,265.90 $77,187.29

Wednesday, August 3, 2005 $21,325.98 $4,051.94 $25,377.92 $1,484.61 $26,862.52

GRAND TOTAL $170,347.93 $32,366.11 $202,714.04 $11,858.77 $214,572.81

FOOD & BEVERAGE REPORT

Sv. chrg

Service Charge Hilton 19%

Service Charge Center 19%

Taxes 5.85%

F & B EXPERIENCE 59

Food DonationUp to one-fifth of America’s food goes

to waste each year, with an estimated 130 pounds of food per person ending upin landfills. The annual value of this lostfood is estimated at around $31 billion.But the real story is that, according to U.S.Department of Agriculture data, roughly 49million people could have been fed by thoselost resources. Rather than throwing awayleftover food at your meetings and events,your organization can help lessen thehunger problem through food donation. Avariety of food rescue organizations such asAmerica’s Second Harvest are available towork with you to make your food dona-tion easy and safe.

The Good Samaritan ActWhen citizens volunteer their time and

resources to help feed hungry people, theyare rightfully concerned that they are put-ting themselves at legal risk. Fortunately,federal legislation provides uniform nation-al protection to citizens, businesses, andnonprofit organizations that act in good

faith to donate, recover and distribute ex-cess food, in the event that the product latercauses harm to its recipient.

The Bill Emerson Good Samaritan FoodDonation Act became permanent law in1966. The act is designed to encourage thedonation of food and grocery products tononprofit organizations such as homelessshelters, soup kitchens and churches for distribution to needy individuals. While exceptions are made for gross negligence,the law states that test groups will not besubject to civil or criminal liability. Morespecifically, the law protects individuals,corporations, partnerships, organizations,associations,governmental entities,whole-salers, retailers, restaurateurs, caterers,farmers, gleaners, nonprofit agencies andothers.

The Emerson Act provides protection forfood and grocery products that meet allquality and labeling standards imposed byfederal, state and local laws and regulations,even though the food may be not readilymarketable due to appearance, age, fresh-ness,grade,size,surplus or other conditions.

You may obtain a copy of the law by con-tacting the Network for the Needy at theProfessional Convention ManagementAssociation at (312) 423-7232.

For more information about food dona-tion, contact America’s Second Harvest,which has a network of more than 200member food banks and food-rescue organizations, at www.secondharvest.org.

Hold Harmless and Indemnity Agreement

In addition to relying on protection fromthe Good Samaritan Law, include a HoldHarmless and Indemnity Agreement inyour contracts with the facility that will do-nate the food and the agency that will collectthe food to ensure protection from liabili-ty. If you are interested in donating food, itis important that advance arrangementsbe discussed and agreed to with the hoteland recipient of the food.

The sample agreement below can be customized for your organization and thefacility any time you wish to donate left-over food.

o the extent permitted by law, the undersigned agrees to protect,indemnify, defend, and hold harmless the (name of hotel andassociation or corporation) and their respective employees,agents, and members against all claims or damages to people or

property, government charges or fines, and costs (including reason-able attorneys’ fees) arising out of or connected with the removal offood items donated to (name of organization) and its affiliates, includ-ing, but not limited to, the installation, removal, maintenance,occupancy, or use of hotel premises, or a part thereof, by the patron,any guest invitee, agent of the patron, or any independent contractorhired by the patron.

Food being removed from (name of convention site) on behalf of(association or corporation) is the sole property of the (name of recipient) to be disposed of at its own discretion.

Sample Hold Harmless and Indemnity Agreement

Name of Organization: __________________________________________________________________________________________________

By: __________________________________________________________________________________________________

Title: __________________________________________________________________________________________________

Date: __________________________________________________________________________________________________

T

60 EXPERIENT

Banquet Function ChecklistYou’ve decided you’re going to hold a banquet func-tion, chosen the location and set the date and time.Now comes the fun part—the details. As you gothrough the planning process, consult the followingchecklist to help ensure that nothing falls through thecracks. While this list applies to the majority ofevents, keep in mind there will always be additionalitems that are unique to every function.

DEMOGRAPHICS AND PURPOSE OF EVENT

m What is the age, gender, job and level of sophistica-tion of your attendees and guests?

m Find out if they have special dietary requirements(vegetarian, vegan, kosher, diabetic, etc.).

m What is the purpose of the event? Do you want to foster networking or is the focus entertainment or aspeaker? Would a plated meal or a buffet be moreappropriate? Will food stations promote people mov-ing throughout the room and networking? Shouldhors d’oeuvres be passed so that attendees focus onexhibits or one another instead of food stations?

m Does the function have a theme? How will it impactthe food and decor?

m Are there any sponsorships or affiliations that requirethe use of certain food or beverage items—certainsoft drink brands, specific brands of dry snacks,donated products?

m Is your guarantee based on history or is this a newevent? Is the function included in the registration costof a convention or do people have to pay to attend?(Individuals paying their own way are more likely toshow up for the function.) Are exhibitors included inthe count?

EQUIPMENT AND INVENTORYm What is the facility’s inventory of tables and chairs?

(Eight people can be seated comfortably at a 60-inch round, nine at a 66-inch round, 10 at a 72-inchround.) What are the choices for cocktail tables—high boys, 30-inch rounds, 48-inch rounds?

m What are the linen options? Colors and patterns?Overlays? Floor length or double-clothed to covertable legs for rounds? Does the property have anyupgraded linens available at an additional cost, suchas tablecloths, napkins and/or chair covers?

m What is available free of charge for centerpieces andgeneral decorations (buffet pieces, backdrops, props,carts, foliage for stage or perimeter)? Determinewhat is standard and the pricing for any upgrades,and negotiate from there.

m What is the attire for waitstaff and captains? Will thefacility provide staff members with specialty attirethat fits your theme (Hawaiian shirts, etc.)? If not, willyou be allowed to provide it?

BANQUETFUNCTION3Checklist

F & B EXPERIENCE 61

m What is the general equipment inventory—easels, risers, standing lecterns, sound system and piped-inmusic and associated costs, if any?

m If the location of the function is a restaurant or loungein the venue, are you using existing seating or is therea furniture removal fee?

MENU SELECTIONm What are the facility’s house or regional specialties—

dishes that may not appear on its standard banquetmenus?

m Inquire about seasonal items that may provide a costsavings and add the benefit of freshness and taste.

m Ask to review the menu selections of other groups in-house at same time. There may be a cost savings inordering some or all of the same items.

m What is produced in-house versus purchased? Some properties no longer have pastry kitchens, forexample.

m Are some menu items frozen? Keep in mind that theywill take time to defrost if you need to reorder duringa function.

m Do a tasting once you have narrowed down the

options for your event. Take photos of the dishesduring the tasting or have the chef e-mail the onesthat he/she takes.

m Require labeling on all buffet items.m Review your sponsorship opportunities at each

meal—donated products, recognition of sponsorsthrough chocolate logos, etc.

FOOD SERVICEm If the function is being held at an outdoor or remote

location (not near the kitchens, for example), whatarea will be used for staging and service? How will itbe blocked off (if it’s not the back of the house or anunused function room)? Where will the serversenter? Will it interfere with the production equip-ment? Is there a fee for using an outdoor or remotelocation?

m Are there union issues that might impact service orcreate overtime issues due to the programming orlength of the function?

m What is the service ratio (number of waiters toguests)? For sit-down or plated meals, Experient recommends one waitperson per 25 guests atbreakfast and one per 20 at lunch and dinner. Ifwine is being served, you may need to change theratio to one per 15. For buffet meals—one waitper-son per 50 guests at breakfast, one per 30 at lunchand dinner.

m What items are typically preset on the tables?m If service time is an issue based on your program,

ensure that any preset courses are appropriate to be

62 EXPERIENT

preset. Do not preset hot soup or ice cream, forexample.

m What is the property or caterer’s policies on overset,guarantee period and increases in guarantees?

m What are the tax and service charge amounts? Is theservice charge taxed? Are there additional taxes onany items such as alcohol or soft drinks?

m If the event is taking place at a convention center, isthe china/silver/glassware included in the cost or isthere an additional charge for these items?

m Does the facility charge for seating for a Continentalbreakfast or rolled silverware at a buffet-styleContinental breakfast?

m Is there a minimum number of attendees for certainmeal types, such as buffets?

m Ask about per-gallon versus per-person pricing oncoffee. Some venues no longer allow a per-personprice or enforce a minimum guarantee. Can any ofthese things be negotiated?

BEVERAGE SERVICE

m What is the bartender ratio (number of bartenders toguests)? Experient recommends one bartender forevery 75 people on hosted bars and one per 100 oncash bars.

m Will it be a hosted bar, cash bar or a combination ofboth, in which attendees receive a set number ofdrink tickets and then pay for their own beveragesafter those are used?

m For cash bars, will the bartenders handle the moneyor is a cashier required?

m Are you serving beer and wine only? Premium or callbrands?

m Ask if there is any dead stock wine (wine no longeron the standard list, but available in lower quantities)that may be cheaper.

m Does the bar need to open and close at certaintimes? Will it remain open during meal service, forinstance, or reopen afterward?

m Will wine be served at the tables? Will there be a limited number of bottles per table or glasses perperson? After the first glass of wine, servers shouldask guests if they would like more rather than justpouring.

m Does the facility set both red and white wine glasseson the table or just one glass? Is the wine served ingoblets or standard wine glasses? This will help youdetermine the number of glasses per bottle.

m Don’t announce last call before the bar closes.

BANQUETFUNCTION3Checklist

F & B EXPERIENCE 63

FUNCTION TIMELINE

m Give the property, in advance, an agenda of theevents taking place during the function—nationalanthem or flag presentation, invocation, speaker,awards, music (dance music or backgroundmusic), etc.

m Do the servers need to leave the room or stop service/clearing at any time?

m Is a rehearsal time required?m Are the guests in-house or will they be driving to the

facility? Determine the need and location for a coatcheck. Is valet parking available? Who pays for it?

m In order to determine what time the doors will open,ask how long will it take to seat people. How willguests be directed to their tables? Do you want thestaff to wait to serve a full table or begin servicewhen attendees sit down?

m Ask the property to produce a diagram of the roombased on your requirements.

m Relay your plans for assigned seating or open seat-ing. Will you be using place cards? Do you need tablenumbers and/or number stands?

m Coordinate reserved seating and head tables. Willpeople be eating at the head table or will dignitariestake their places from reserved tables after the meal?

m If meal tickets will be used, determine who will collectthem (group or facility) and whether the collectionwill take place at the door or at the table.

m Are there printed programs or gift items to be setout? Who will handle it?

m Have the centerpieces been ordered? For the headtable too? Coordinate with the florist the time thatthe waitstaff will have the tables set and linens inplace.

m Will you serve coffee while the entree is down andrefill with dessert? Should pots be placed on thetable for guests during after-dinner speaker orawards?

m How will guests with special meal requests be identi-fied? With a special ticket or by asking the waitstaff?

m Identify the tables and seats of VIPs, any specialrequirements and their time of arrival if different fromthe main group.

m Is the band/entertainment aware of the schedule ofevents? Does the band need to take breaks at certaintimes for coordination of service of meal courses?

m If you will be eating, ask to be served last so that youwill be able to gauge what time the last guest wasserved, if the venue ran out of food, the temperatureof the food and whether everyone is on the samecourse.

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