FB Service Power Point Intro Ch5

8/12/2019 FB Service Power Point Intro Ch5

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Hotel Operations:

Food and Beverage Division

CHAPTER 5


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Food and Beverage Management

Director of Food and Beverage

Responsible for efficient operation of the

kitchen/catering/banquetdepts./restaurants/room service/mini

bars/lounges/bars/stewarding

About 20% of hotels operating profitcomes from food and beverage dept.

Acceptable profit margin generally 25-30%


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Food and Beverage Management

(Cont) Director

start the day at 8 am

work week is usually Monday through Saturday

unless special functions/events are scheduled stay in close contact with the Sales Dept.

Important to attend staff meetings, executive

committee meetings, profit and loss statement

meetings

experience includes practical kitchen work, dining

room service, purchasing, stewarding, and room

service


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Food and Beverage Planning

Monthly forecast is prepared between the

12th and 15th of the month

Budget and forecast for upcoming year

prepared between July and September

Plans for special events sketched out in

January


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Kitchens

Executive chef

reports to the F&B manager

manages the hotel kitchen

responsible for efficient kitchen operations,

exceeding guest expectations for quality and

quantity of food, temperature, presentation, and

portion sizemust maintain company standards and achieve

desired financial results


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Kitchens (cont)

In smaller hotels, the executive chef mayalso serve as the F&B Director

Cooperation of staff is key to maintain

operational controls Software can assist (perpetual inventories,

food cost per outlet, standard recipes)

Chefs also examine the contribution marginof food items (difference between cost and

sale price)


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Kitchens (cont)

Performance ratios

Food Cost % equals food cost/sales

averages about 30% for hotels

Labor Cost % equals labor dollars/sales dollars varies by operation

depends on the amount of food made from scratch

Sous chefresponsible for the day-to-day operations


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Hotel Restaurants

May have several restaurants--usually

includes an upscale dining room and a

casual coffee shop restaurant

Restaurants responsible for variety of duties

For example: quality guest service, hiring,

training, developing employees, etc. (p. 217)

Forecasting # of guests difficult due to

unpredictability


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Hotel Restaurants (cont)

Capture rate--# of guests staying in the hotel

who dine in the hotels restaurant

Incentives created for guests to dine in their

restaurant to increase profitability

Ex: meal discounts, cooking demos, promote

restaurant at check in

Difficult to generate profit


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Bars (cont)

Bar efficiency measured by the pour/cost%

Pour/cost % equals the cost of the depleted

inventory/sales over a period of time

If control systems employed, likely to be ~16%

Automated control systems are expensive

provide greater accuracy

protects companies from losses due to over

pouring, pilferage, etc.


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Bars (cont)

Types of bars:

lobby

service/backstage

catering and banquet

pools

mini-bars

night clubs

sports bars


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Stewarding Dept.

Chief steward reports to the F&B Manager

responsible for cleanliness of BOH,

maintaining clean glassware, maintaining strictinventory controls, pest control, etc.

Extremely important to efficient operation

Strict inventory control keeps pilferage to aminimum


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Catering Dept.

Functions bring people together May include anniversaries, weddings,

political events, etc.

Groups that commonly arrange functions(SMERF):

social

military

education

religious

fraternal organizations


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Catering Dept. (cont)

Banquet--group of people eat together at one timeand in one place

Catering includes a variety of occasions when

people eat at various times

may be on or off the premises

Director of Catering

reports to F&B Director

responsible for selling, serving, catering,banquets, meetings, and exhibitions

must have close relationship with Executive

Chef


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Director of Cateringmust be able to sell functions, lead a team of

employees, set and maintain department sales

and cost budgets, set service standards, etc.

builds a list of clients through various events

over the years

conducts the main sales function of the dept.

along with the catering sales managersObtains business leads from various areas

(p.226)


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Typical flow of function booking (fig.5-6):inquiry

check for space available in bible

confirm availability

contract and proposal completed

modifications made

client confirms event arrangements by signing

contract

Room set-ups based on client needs (theatre,

classroom, horseshoe)


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CEO/BEO

Stands for the catering event order or thebanquet event order

Prepared and completed for each to inform

client and hotel personnel

Communicates essential info about the

function (what needs to happen and when)

Based on corresponsdence with the client and

the notes taken during the meetings

Specifies the room layout and dcor, time of

arrival, VIPs, bar times, service details, etc.


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CEO/BEO (cont) Guaranteed # of guests agreed to prior to the

function

Catering mgrs. closely monitor the final #s for

each function

Final # required 7 days to 72 hours before the

function---more accurate #s

Some hotels have a policy of preparing for

about 3-5% over the guaranteed # of guests

Director of catering holds weekly meetings

with key individuals


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Catering Coordinator

Responsible for managing the office and

controlling the function diary or bible

(permanent record is maintained of eachfunction rooms availability, tentative

booking, or guaranteed booking)

Computer programs used today such asDelphi


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Catering Services Manager

Responsible for delivering service that

exceeds the expectations of guests and the

client very demanding because many things occur

simultaneously

Duties include: directing the service of allfunctions, supervising, scheduling, checking

guest satisfaction, etc.


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Room Service/In-Room Dining

Survey by the AH&MA revealed that 56%

of all properties and 75% of airport hotel

properties offer room service Economy and mid-priced hotels have

vending machines or local delivery

allows them to provide a desired servicewithout additional expense to the operation


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(cont) Challenges include: delivering orders on

time, making it profitable, avoiding

complaints of excessive charges, andforecasting demand

Planning includes proper equipment

required, completing accurate staffingschedules, the pricing of a profitable menu

the guests will accept


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(cont) Sous-vide now being used

airtight pouches of prepared food that can be

quickly reheatedprovides round the clock quality food to guests

Room service managers analyze the front

desk forecast, which gives details of thehouse count and guest mix

Training is critical for staff


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THE END

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FB Service Power Point Intro Ch5