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This lecture provides an overview of the food and beverage sector in the tourism industry, including classifications of establishments, types of services, and customer satisfaction. It also covers the characteristics, performance measures, and management options of food and beverage operations.
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NEAR EAST UNIVERSITYSCHOOL OF TOURISM AND HOSPITALITY MANAGEMENTFOOD & BEVERAGE MANAGEMENT (THM 264)LECTURER: ÖZLEM YAMAK
Objectives • Introduction to the food and beverage sector • Sectors of the foodservice industry • Food and beverage operations • Classifications of food service establishments • Types of food and beverage services
F & B industry • It is usually defined by the output of products. But it doesn’t include the manufacturing of food & drink and its retailing. • The basic function: serve food & drink to people and to satisfy their various types of needs. • The main aim is to achieve Customer Satisfaction. The needs that customer might be seeking to satisfy are: • Physiological: the need of special food items • Economic: the need for good value for the price paid • Social: a friendly atmosphere • Psychological: the need for enhancement of self‐esteem • Convenience : the desire for someone else to do the work
Characteristics of the F & B operations: • Following are the main characteristics: • A vital part of everyday life • Major contributor to the Hong Kong economy • Highly fragmented & complex • Creates employment • Encourages entrepreneurship • Promotes diversity through many different food concepts & cuisines • Innovative • Consumer led • High competition • Fulfils basic needs
The foodservice operation/cycle The foodservice cycle can be used as a basis to analyze how different foodservice operations work.
Classification of F & B Industry • Extremely diverse & fragmented that the size & scope of the industry creates a challenge when attempting to organize & classify it. • Classification approaches & options: • Commercial (market oriented) & non-commercial (cost oriented) • Customer type: general market or restricted market • Ownership • Primary function or secondary function • Star rating or quality • Type of cuisine • Service method • Theme • Location
Commercial (market oriented) & non-commercial (cost oriented) • Market oriented business characteristics: • High % in fixed cost, for example rent, management salaries, depreciation of buildings and equipment • Reliance on sales rather than decreases in costs • An unstable market demand for the product • Flexible pricing policy • Cost oriented business characteristics: • Lower % of fixed costs, but a higher percentage of variable costs such as F & B costs • Reliance on decreases in cost rather than increases in sales • A relatively stable market demand for the product • Fixed pricing policy
Ownership of F & B operations Management options
Self-operated • The owner or organization manages the operation themselves. It could be a small, large or a franchised situation. Franchise agreement • ‘ With a franchise, the franchisee (the owner of the facility) pays fees to the franchisor (or franchise company) in exchange for the right to use the name, building design, and business methods of the franchisor. Furthermore, the franchisee must agree to maintain the franchisor’s business & quality standards’.
Management contracting • When an owner or operator of an establishment employs or contracts specialized hospitality or food & beverage service company to manage the whole or part of the operation. This could be either in a hotel or in a non-commercial institution, for example a university. Outsourcing • Increasingly, hotels are realizing that hotel-run restaurants are in some cases unprofitable due to many residents opting to dine at known branded outlets. • Therefore, a new & emerging trend is where the hotel forms a partnership with a restaurant/coffee chain/bar brand that would operate from a designated area within the hotel.
F & B services in hotels • Most hotels operate multiple F & B outlets. Outlets, products and services offered are subject to change from property to property. The outlets could be: 1. Employee dining 2. Mini Bar 3. Fine dining 4. Restaurant 5. Coffee Shop 6. Conferencing & Banqueting 7. Outside catering 8. Room service 9. Bar 10. Lounge
Definition of meal experience • The meal experience may be defined as series of events both tangible and intangible that a customer experiences when eating out. • Tangible- which can be feel by touching, seeing like restaurant tables, chairs etc. • Intangible- which can be only sensed/felt like restaurant atmosphere etc. • It is difficult to define exactly where a meal / drink experience actually starts and ends, although it is usually assumed that the main part of the experience begins when a customer enters a restaurant and ends when he leaves the restaurant.
Food and beverage service personnel • Different terminology can be used for the various job roles in differing types of establishment. • Structure will depend on the level of service, style of service, size of establishment, restaurant capacity etc.
Food and beverage manager • The food and beverage manager is responsible for the implementation and setting of the food and beverage policies. • In general, food and beverage managers are responsible for: • Ensuring that the required profit margins • Updating and complete new wine lists • Compiling, in liaison with the kitchen, menu • Purchasing of all materials • Ensuring that quality/quantity in relation to the price paid is maintained • Ensuring staff training in maintaining highest professional standards • Employing and dismissing staff • Holding regular meetings with section heads • Marketing and sale promotion
Restaurant manager/ supervisor • Responsibility for the organization and administration of particular food and beverage service areas. These may include the lounges, room service (in hotels), restaurants and possibly some of the private function suites. • Job duties consist of: • managing employees, • regulating business operations, • resolving customer issues, • create work schedules, • monitor and evaluate employee performances, • motivate staff members, • monitoring inventory (ordering/ delivery), • meeting health and safety regulations,
Reception headwaiter • The reception headwaiter is responsible for accepting any bookings diary up to date. • They will reserve tables and allocate these reservations to particular stations. • Greet guests on arrival and takes them to the table and seats them.
Headwaiter/ maître d’ hôtel/ supervisor • Overall in charge of the staff • Is responsible for seeing that all the pre-preparation duties necessary for service are efficiently carried out • Headwaiter will aid the reception headwaiter during the service and will possibly take some orders if the station waiter is busy • Help with the compilation of duty roster and holiday lists, and may relieve the restaurant manager or reception headwaiter on their days off.
Station headwaiter/ section supervisor • For large establishments the restaurant area is broken down into Sections. • Each of the sets of tables (which may be anything from four to eight in number) within the section of the restaurant area is called a Station. • Responsibility for a team of staff serving a number of stations within a section of the restaurant area. • They take the food and beverage orders (usually from the host) and carry out service at the table with the help of the chef de rang.
Other servicing staff • Sommelier / wine waiter • Bar staff/ bartender • Barista • Lounge staff • Function catering/ banqueting staff/ events staff
“Partie system” • “Partie system” is a method of kitchen organization which is formal, structured brigade and in most cases, only found in high quality kitchens and restaurants. • The way a kitchen is organized depends on several factors: • The Menu • The type of establishment • The size of the operation • The number of customers • The volume of food service • The physical facilities, e.g. equipment
Classic Kitchen Brigade Relief Chef (Tournant)
Classical Kitchen Brigade • At the top of the kitchen brigade is Executive Chef or Chef De Cuisine • His/her duties are: • Responsible for entire kitchen operations • Menu planning • Direct the kitchen staff training • Planning work schedule • Safety and sanitation standards • Design of the menu, dining room and kitchen • Purchasing and costing Prepared by Gabriel Choy
Classical Kitchen Brigade • The second in command is the Sous chef which literally translates as under the executive chef • His/her duties are: • Directly in charge of production • Coordinate the preparation of menu items • Supervising the kitchen • Accept order and give command (e.g. Aboyeur) • Controlling position for the whole cooking line Prepared by Gabriel Choy
Classical Kitchen Brigade Station Chef (Chefs de Partie) • Sometimes called Chef de Partie (Station Chef, or line chefs) • In charge of particular areas of production, but under the supervision of chef and Sous chef • Depending on the size of the kitchen, the number of stations will vary • It can be divided into 8 categories Prepared by Gabriel Choy
Classical Kitchen Brigade Station Chef (Chefs de Partie) • Saucier/ Sauce chef • Responsibilities include the sauté station and preparation of most of the sauces • Grillardin/ Grill chef • Responsibilities for all grilled/broiled foods and their accompanying sauces • Rotisseur/ Roast chef • Responsible for all roasted items • Poissonier/ Fish chef • Responsible for all fish and shellfish items • Entremetier/ Vegetable chef • Responsible for all hot appetizers, soup and vegetable/starch/pasta • Garde manger/ Pantry chef • Responsible for cold appetizers, canapés and salads • Tournant/Relief Chef • Literally the “turning” chef, this chef fills in at any position • Patissier/Pastry chef • Responsible for all baked items and sweets Prepared by Gabriel Choy
Pros and cons of “Partie” system Advantages: Disadvantages: Staff can be ideal when particular section of the kitchen are not busy Expensive Chefs become bored More depend on staffs • Chefs specilaize in a particular section • Clear route for progression • Higher quality meals • Better allocate responsibility and accountability • Detect and monitor problems more easily
Success in food and beverage service • Increasing pressures for improved professionalism in food and beverage service staff. • The server is the main point of contact between the customer and the establishment and plays an important role in a profession. • To be successful in food and beverage service requires members of staff to have: • Sound product knowledge • Well developed interpersonal skills • A range of technical skills, and • Teamwork
Positive attribute of F & B service personnel • Product knowledge • sufficient knowledge and servicing procedure of all the items on the menu • Local knowledge • Able to advise the guest on the various forms of entertainment offered • Personality • Staff must be courteous and good temper. Pleasing and well-spoken manner • Attitude to customers • Positive attitude all the time and should be able to anticipate the customer’s need and wishes. • Good memory • It may help if they know the likes and dislikes of customers: where they like to sit in the food service area, what are their favourite drinks. • Honesty • Trust and respect that encourages efficiency and a good team spirit among the operators.
Positive attribute of F & B service personnel • Punctuality • Punctuality is all-important. • Loyalty • The staff’s obligations and loyalty are firstly to the establishment. • Conduct • The rules and regulations of an establishment must be followed, especially in front of customers. • Sale ability • Able to contribute to personal selling and merchandising • Sense of urgency • To generate the maximum amount of business over the service period, with as high a net profit as possible. • Contribution to the team • Above all, staff should be able to work as part of a team within and between departments.
Food and beverage service • It is also now recognized that food and beverage service itself actually consist of two separate sub-system, operating at the same time. These are: • The service sequence – which is primarily concerned with the delivery of the food and beverage to the customer. • The customer process – which is concerned with the experience the customer undertakes to be able to order, be served, consume and have the area cleared. Food and beverage service
Food production methods • As costs of space, equipment, fuel, maintenance and labor continue to rise, more thought and time have to be given to the planning of a production system and to kitchen design.
The service sequence • It is essentially the bridge between the production system, beverage provision and the customer process. The service sequence may consist of eleven or more stage as summarized in the table below.
Food production and beverage service Food production and beverage provision Customer Process Service Sequence Outline of the relationship between the different operating system within a foodservice operation
