Management of Food & Beverage Operations (6th edition + AHLEI)
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Course
Management of Food and Beverage Operations (333)
Institution
The International Hotel School (IHS)
Book
Management of Food and Beverage Operations
Managing food and beverage operations (written by Jack D. Ninemeier) is a subject in Hospitality management for both higher certificate and diploma hospitality management. These notes are thorough and all you need to know from the whole book. A total of 88 pages including several images. The book ...
Commercial Operations
Commercial food service operations
• Maximize profits through sales
• e.g. free-standing restraunts, food service in lodging properties etc.
California Style
Menu: breakfast,
lunch and dinner
items served all times
of day.
Most white-tablecloth
and many casual
diners serve alcohol.
Family-service:
comfort foods in
relaxed setting –
usually without
service of alcohol.
,2
Lodging Food Service Facilities:
LFSF: Range from small B&B to large hotels, resorts and conference centres.
• Food service facilities available:
- À la carte dining in coffee shops, family restraunts, speciality restraunts
and gourmet rooms.
- Room service available.
- Banquet services provided.
Historically: hotels were classified into 2 categories:
• Full-service properties: offered food and beverage services.
• Limited-service properties: didn’t offer food and beverage services.
- Today, limited-service properties can offer complimentary breakfast
services. (AKA Lobby food service)
- Guests can purchase food and beverages from bars and take to their
rooms.
- Room service available.
- Food and Beverage establishments have expanded to out of house
guests as well – this creates competition with surrounding food service
operators.
- Easier to reach financial goals ^
Other commercial facilities: public cafeterias – similar to full-menu restraunt - , bars,
taverns, ice-cream and frozen yoghurt stands and caterers.
“Cook-and-Go”: business that make ingredients and cooking equipment available for
popular recipes.
• Customers can prepare their own meals and eat at home.
Non-commercial food service operations:
• Proving food and beverage is not the primary aim.
• Seeking minimal expenses.
• Aim to provide nutritious meals.
• Often have trained dietitians.
• Can be offered by a for-profit contract management company or a non-
commercial organization itself.
Examples of facilities:
• Business/industry organizations (vended services in manufacturing plants,
gourmet dining facilities in executive dining rooms of large companies).
• Healthcare.
• Educational Institutions. (subsidized participation in: NSLP)
• Private Clubs (can be member-owned and governed by board of directors or
individually or by corporation owned as a nonequity club.
- Services provided to members who pay initiation fee/monthly charges,
membership fees.
• Leisure and Recreation Operations (amusement and theme parks).
• Transportation Companies. (Food services offered in terminals)
• Military restraunts. (cafeterias, dining rooms, retail sale outlets etc.).
• Other Organizations. (prisons, religious groups, athletic facilities, casinos, cruise
lines.
,3
Food Service Origins:
Hotel Restraunts:
• Roman Catholic Church (hospice, type of inn + monasteries for travellers)
• English Inns (inns/ale houses or private homes, rented rooms for travellers - by
foot, ferry crossings, many locations etc.)
• American Inns (simple, plentiful food, beer and rum served. Tavern (Cole’s
Ordinary – 1634 by Samuel Cole)
• Hotels in 20th Century (large hotels in large US cities)
Free-standing Restraunts:
• 17th century England (coffee house)
• 18th century France (restraunts like today)
• 19th century US (first restraunt – Delmonico’s – high cuisine at high prices)
• 20th century US chain restraunt (Operators: 1) Fred Harvey- car dining, large
hotels, railway restraunts & 2) John R. Thompson – self-service restraunts)
Quick-Service Franchise Operations:
20th Century (quick-service AKA fast-food franchise operations by Howard Johnson’s
franchising of his A&W Restraunts’ units)
Food Service in Non-commercial Facilities:
Businesses:
• Robert Owen (Scottish) = the father of industrial catering.
• Appalled by exploitation in British textile industry
• Establishment of ‘large eating room’ to improve working conditions
• Companies later provided food service for employees
Result:
• World War 1 – increase in providing of food made workers keep working and
happy as workers were scarce during this time.
• Cafeteria’s became popular as lots of workers could be fed at once, served
quickly, selection of food according to choice and price preference and few
workers were needed to run it.
• World War 2 – increase again of businesses providing food. One third of
industrial workers were being fed on the job.
• World War 2 introduced the ‘coffee break’ – now a business standard.
• Small establishments starting food service programs to improve employee morale
and productivity.
• Nutrition is a focus – menu alternatives/ educate employees on health.
Hospitals:
• Therapeutic diet – restore patient’s health
• Florence Nightingale (English Nurse) – Start of hospital organization - first
administrator and dietician.
• Menus for patients – mostly under dietician guidance.
• Cash cafeterias for employees and visitors.
, 4
Schools:
• Initially universities and boarding students would provide for themselves.
• Later, dining halls were created
• Formal evening meal served
• Federal Support programs have continued and expanded still today.
• Today, residence halls, student unions, lunchrooms.
Organization of Commercial Operations:
Independent Operation:
• owned by an owner or owners
• 1+ properties with no chain relationship (AKA ‘mom and pop’
• Menu may not be identical
• Food specifications may differ
• Operating procedures may vary
• Land, facilities, equipment may be leased.
• Minimal start-up inventory needed can be purchased on a few weeks’ credit.
• Even with chain restraunts and franchises surrounding, independent operators
still have space to operate.
Chain Restraunts:
• Part of a multi-unit organization
• Same/standardized:
- Menu
- purchase suppliers
- equipment
- operating procedures
• Owned by parent company, franchise company or private owner/owners
• Advantages:
- Acquire cash, credit, long-term leases on land and buildings
- Can afford to make more mistakes
- Therefore, experiment with menus, themes, designs and operating
procedures.
- Personnel advantage: staff specialists – experts in finance, construction,
laws, operations and recipe development.
- Control perspective: can generate internal financial information
- Collect restraunt information in geographic area – to set revenue and cost
goals and to identify problems in specific properties.
• Disadvantages:
- Hard to stay updated with changing markets and economic conditions
- Chain expansion: Large amount of paperwork, rules, procedures
- Therefore, slowing down running of business.
- Top management may lose motivation to keep up
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