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I NTRODUCTION TO O FF-P REMISE
C ATERING M ANAGEMENT
Off-premise catering is serving food at a location away
from the caterer's food production facility. One example of
a food production facility is a freestanding commissary, which
is a kitchen facility used exclusively for the preparation of
foods to be served at other locations.
Other examples of production facilities include, but are
not limited to, hotel, restaurant, and club kitchens. In most
cases there is no existing kitchen facility at the location
where the food is served.
Caterers provide single-event foodservice, but not all
caterers are created equal. They generally fall into one of
three categories:
Party food caterers supply only the food for an event.
They drop off cold foods and leave any last-minute
preparation, plus service and cleanup, to others.
Hot buffet caterers provide hot foods that are
delivered from their commissaries in insulated containers.
They sometimes provide serving personnel at an additional
charge.
Full-service caterers not only provide food, but frequently
cook it to order on-site.
Advance deposits
Limited start-up investment
Limited inventories
Controllable costs
Additional revenues
Business by contract
Direct payment
Advance forecasting
Free word-of-mouth advertising
Selectivity
Let's discuss a few of these items in more detail. First,
most off-premise caterers require some form of advance
deposit prior to an event. This deposit provides the caterer
with some security if the event is canceled and also can be
used to purchase some or all of the food and supplies for the
party.
There is no need for large amounts of capital to get
started, since most offpremise catering operations begin by
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Creativity
Dependability
Dependability is a major cornerstone of success in offpremise catering. When a caterer fails to deliver what was
promised, the negative word of mouth travels fast among
clients and potential clients. Even in those situations where
circumstances change, making it more difficult to perform
as promised, the outstanding caterer will find a way to
deliver rather than use the changed circumstances as an
excuse not to deliver.
Open-Mindedness
Open-minded caterers read up on catering trends and
try new recipes and menus. They are willing to prepare
unfamiliar dishes requested by clients, after thoroughly
testing and understanding the recipes. They discover and
try new dishes. They are always learning better ways to run
their businesses.
Ability to Meet the Needs of Clients
The needs of the client must always come first. Success
in this business comes from identifying these needs and
satisfying them. Unsuccessful off-premise caterers are those
who get lost in trying to satisfy their own needs for money,
equipment, and greater self-esteem.
They forget that the primary goal is to serve the needs
of the client. When a client's needs are met, the caterer's
needs for revenues, profits, and positive feedback will
automatically be met.
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critical times such as hot food dish-up, and even help scrape,
stack, and wash dirty dishes if that's what is necessary. It's
a roll-up-your-sleeves kind of profession, and you should
never be totally satisfied with the way things are. Always
look for new ways to present food and make it more flavorful,
and for better and more efficient ways to do things.
CUSTOMER-FOCUSED MANAGEMENT
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can with the time, talent, and resources you have. Don't
wait for a popular vote. Rallying your colleagues around
your decision before you take action or waiting for their vote
of confidence before deciding anything may cost too much
in time. There are times when you just have to do something.
Leadership
There are major differences between those who lead and
those who manage. Catering companies need both types of
executives, and some who can do both. If a catering company
is earning sevenand eight-figure annual revenues, it is most
definitely being led by people with leadership skills.
Leaders are able to get people to do things they don't
necessarily like to do, but they do them and even enjoy
them. You might say:
Professionalism and Common Business Courtesy
Off-premise caterers who are not professional in their
business practices will never reach the pinnacle of success
in the field. Before we address the technical aspects of
catering in the succeeding chapters, it is of utmost importance
that we define professionalism. The following guidelines are
adapted from an article by Carol McKibben in Special Events
magazine:
Become known for doing what you say you are going
to do.
Give price quotes and commitments only when you know
everything about the event.
Treat clients and staff members with respect.
Build relationships with clients. Do not look at them as
accounts or projects.
Be on time, or a bit early, for appointments. Be prepared
for an appointment. Be honest; don't play games.
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Personal Management
Off-premise caterers must learn how to deal with principles
of stress management, time management, and personal
organization if they are to manage at peak efficiency. Time
is our most precious commodity, and to waste it because of
being overstressed or disorganized will inevitably result in
less-than-desirable results.
Stress Management
Stress comes from interaction with others, and from
having to meet deadlines. A certain amount of stress and
tension is necessary to achieve the best results-those who
are too laid back generally do not maximize their potentialbut too much stress causes chronic fatigue, irritability,
cynicism, hostility, inflexibility, and difficulty in thinking
clearly. Catering managers who are overstressed are unable
to perform at maximum capability.
Stress can often be controlled through:
Daily exercise such as brisk walking, running, or other
aerobic pursuits that increase the pulse rate. Some folks
purposefully take their minds off work when they exercise;
for others, the daily walk or run is a time to get their day
mentally organized.
Relaxation techniques, including meditation and yoga.
Writing down the issues that cause stress. Identify those
issues in your life that can be controlled, and simply decide
to make the best of those that cannot. List ways to deal with
the controllable stress factors.
Reading articles and books on stress reduction.
It is important to remember that some stress in catering
is good. An arrow would not be propelled from a bow if the
bow was not stressed. However, too much stress can break
the bow, as well as ruin catered events.
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Time Management
There are only 168 hours in each week, and the greatest
rewards come to those who accomplish the most meaningful
things during this fixed amount of time. Offpremise caterers
realize that if they can accomplish more meaningful
production in less time, they will have more time for things
other than work. They also realize that working smarter, not
harder, through the effective use of time will produce greater
results.
The key to effective time management is to set goals for
a lifetime, for five years, and for each year, month, week,
and day. (Use some of the tips for putting SMART goals in
writing-not just for "big picture" goals, but as part of your
daily business.) Without written goals, off-premise caterers
cannot effectively manage their time.
Because time management involves choosing how to
spend time, it is impossible to make proper choices without
knowing your desired goals. The captain of a ship without
a destination cannot choose the proper course. He will cruise
aimlessly at sea, never reaching his port of call.
It is equally important to schedule "downtime" for yourselffor family, friends, hobbies, and interests other than work.
You are guarding against burnout when you insist on some
personal time.
Off-premise caterers can choose from an array of timesaving techniques and technical advances to help them in
the quest to efficiently manage time: Make those daily,
detailed lists of goals and objectives.
Use technical advances to speed up paper handling,
such as fax machines and computers with word processing,
accounting, and menu-planning software. For heaven's sake,
if you don't have a computer, get one! You can purchase one
nowadays for a monthly payment of less than $40. You can
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2
FOOD
AND
SUSTAINING
INDUSTRY
BEVERAGE DISTRIBUTION
SUCCESS
IN
COMPETITIVE
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Key Sessions
o Innovation Strategy: concepts and frameworks for
developing an innovation strategy for e.g. a business
unit. Generating demand through blue ocean strategy
concepts
o Understanding and analysing business environment
data driving innovation; Market discontinuities
driving change. Consumer needs and consumer
behaviour. Company capabilities and shortcomings
o HCA I: apply the concepts & frameworks for
developing an innovation strategy during the 3 weeks
following the module. Executive advisors, assigned
by the home company, are invited to an optional
discussion of home-company assignments on the 2nd
evening of the module
o MCA I: Introduction of a process for analyses of
industry issues that have strategic impact on a
business. Quartz Management Consultants will
introduce tools and methodology. The teams will test
and use these on model issues in preparation of the
analyses of a live issue agree with the steering board
for the program and chosen by each individual
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Key Sessions
o Written feedback on HCA I from Faculty
o How to develop entrepreneurial behaviour and
understanding best practises of innovative companies
o Learning and applying tools for identifying growth
drivers and building a pipeline of innovation
o MCA II: The teams will meet experts on the respective
industry issue to discuss the topic in more depth as
a guide for their live analyses
o Executive guest speaker on Retailization-the power
of the shopper and the retailer in European food and
beverage markets
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o Managing Change
o Barriers to change-the dilemma of the need for
stability and the need to change
o How to manage human resources in change
o How to build and support an innovative culture
o MCA III: With facilitation from Quartz Management
Consultants the teams start the process of analysing
and building a hypothesis on their respective industry
issue. Industry experts will return to challenge the
teams conclusions
Key Sessions
o HCA IV Examination: one-hour presentation,
dialogue and feedback on key recommendations to
prepare for a later successful presentation to home
company top management.
o Industry Issue Workshop: a workshop for MultiCompany Groups to prepare a final presentation on
their conclusions and recommendations on their
respective industry issue
o Industry Issue Seminar: presentation, examination
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Participating Companies
Lantmnnen
Faculty
Morten Hellesen
Ann-Kristin Kongstad
Majvi Wulff-Christensen
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Findus
Tina Bengtsson
Novozymes A/S
Peder Holk Nielsen
Orkla Foods AS
Hkon Mageli
Procordia Food AB
Christer Grnberg
Pgen AB
Peter Bruun
Sknemejerier AB
Sophia Palebo
Danish Food Federation
Ole Linnet Juul
Swedish Food
Federation
Agneta Dreber
Federation of
Norwegian Food
Industries
Roald Gulbrandsen
In addition, companies such as Coca Cola, Danish Crown,
EAC/Plumrose, R. Frch Plast, Mars/Masterfood, GEA/Niro,
Nestl, Raisio, TINE, Toms, Unilever, and V & S have
participated in the program.
Said about the program by sponsoring companies:
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The recent average participant has been 40 yrs old with six
years of management experience and 12 years of industrial
experience. We aim at recruiting an international class
representation from mainly Nordic and European
nationalities.
Said about the program by alumni:
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IS 340
This standard has been prepared by the National
Standards Authority of Ireland in consultation with the
catering industry, and is the standard required to achieve
compliance with SI 165 of 2000, Hygiene Foodstuffs
Regulations. The Hygiene Mark, which is awarded by
Excellence Ireland, assesses caterers by reference to this
standard. It is envisaged that the Hygiene Mark will be
introduced in all prisons as a quality assurance procedure
over the next few years.
Safety Standards
Our Safety Standards provide standard safe operating
procedures for the various hazards present in kitchens and
a safety induction training manual for use in the prison
kitchens is available in each location. Safety standards for
catering are reviewed on an ongoing basis to ensure they
reflect current best practice.
Food Specifications
Incoming foodstuffs have a critical impact on the quality
of catering and its cost. Dealings with the suppliers of
foodstuffs are managed by reference to detailed foodstuff
specifications and incoming product is subject to scrutiny.
Foodstuffs are purchased in accordance with standard Public
Service practices for procurement and only from approved
suppliers who operate in accordance with relevant food
hygiene regulations (potential suppliers are advised, as part
of the tendering process, that their premises will be audited
by prison personnel).
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Awards
Today, the Irish Prison Service proudly boasts the
successful achievement of a wide range of prestigious and
independently accredited National and International
standards and awards. Our credentials are clear and our
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The Survey also confirms higher growth during 200506 in almost all the products belonging to Food and Beverage
segment over the corresponding previous period. The
improvement has been reflected both in volume terms and
in terms of value for most of the products. The overall
industry has achieved a growth rate of about 8 % in terms
of value during 2004-05.
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value terms There are very few large Indian Food Brands
with global presence. Although India is among the world's
largest producers of many food items, only about 20% of
India's fruit and vegetable output is processed in the country,
compared to 30% in Thailand, 80% in Brazil and 60-70%
in countries like the UK and US.
There is strong preference for raw and semi-processed
foods in most parts of the country. The tremendous potential
for growth of the industry is also reflected in the number
of foreign investment proposals received for the various subsectors of the industry.
Since the liberalization in 1991 till January 2004
proposals for projects of over Rs.87715 crores have been
proposed in various segments of the food and agro-processing
industry including Rs 33574 crore for food processing, Rs
33818 for sugar and Rs 20323 crore for vegetable oil and
vanaspati. Besides, the Government has also approved
proposals for joint ventures, foreign collaboration, industrial
licenses and 100%export oriented units envisaging an
investment of about Rs.20,000 crores. Out of this, foreign
investment is of Rs 9620 crore which is 3.3 of total Foreign
Direct Investment.
Liberalization of Food Sector started since 1991, removal
of price controls, de reservation of small scale industry,
reduction in import tariffs, fiscal incentives for encouraging
investment in the sector under the liberalized policy
environment of the Government have spurred growth in
this sector.
The Government has provided many liberal incentives
to encourage the Food Processing industry.
Policy Initiatives in the Food Processing Sector
Food processing industry declared a priority area.
Almost entire sector is de-licensed.
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BREAD INDUSTRY
The bread industry with estimated production of 27 lakh
tons in 2004-05 and having 7.5 % growth is represented by
both the organized and unorganized sectors with 55 per cent
and 45 per cent contribution to production.
The large organized sector players who are prominent
in the high-and medium-price segments include Britannia,
Modern Industries Ltd. Brands like Modem and Britannia
are major players in the bread market and together they
account for 90% of the organized bread market.
Local manufacturers with numerous local brands cater
to populous segment and contribute considerably in the
bread segment.
Low margins, high level of fragmentation are the main
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Tea trading in the domestic market is done in two waysauction and private selling. Bulk trading is done by auction.
There are six major auction centers in India
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3
MARKETING OF FOOD AND
N ON- ALCOHOLIC B EVERAGES
As part of the implementation of the World Health
Organization (WHO) Global Strategy on Diet, Physical
Activity and Health (DPAS), and in preparation for the
WHO European Region Ministerial Conference on
Counteracting Obesity, WHO organized a Forum and
Technical Meeting on the at the Lysebu Conference Hotel
in Oslo, Norway, from 2 to 5 May 2006. The Norwegian
Directorate for Health and Social Affairs kindly supported
both the Forum and the Technical Meeting.
The objectives of the Forum were to review the current
state of knowledge regarding the influence of marketing,
including advertising, of foods and nonalcoholic beverages
on children's dietary choices; to discuss the implications of
this influence on children's nutritional status; and to review
national experiences and actions taken by various
stakeholders to address the issue.
Participants included academics, technical staff from
ministries of health and representatives from different
stakeholder groups. They discussed the evidence of the impact
of marketing on children's diets; the changes that have
taken place in statutory regulation and self-regulation
between 2004 and 2006; different methods of categorizing
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Nutrient
Kingdom
Profiling-experience
from
the
United
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WHO TECHNICAL MEETING FOR
C ATERING D EVELOPMENTS
INTRODUCTION
The working groups concluded that there is a robust
evidence base to support the fact that exposure to the
commercial promotion of energy-dense, micronutrientpoor foods and beverages adversely affects children's
diets. A large body of literature supports this view, as
summarized in the background paper by Hastings et al, as
well as the 2006 report of the Institute of Medicine in the
United States.
The goal of any regulatory action should be to protect
children from marketing which adversely affects their diets
by substantially reducing the volume and impact of
commercial promotion of energy-dense, micronutrientpoor
food and beverages to children. Moderate increases in the
promotion of better foods are judged to be insufficient.
Three forms of rationale for taking action were discussed:
(i) evidence of harm;
(ii) a precautionary approach; and
(iii) protection of the rights of the child-all of which support
the need for action.
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Guiding Principles
Bold, innovative action at both national and global
levels is essential. Poor diets and diseases related to
them constitute a public health emergency.
National action is required and different models have
been successfully implemented. Strong support by
government agencies is essential.
Global action is necessary. Considering the
globalization of the food system, a standardized
international approach is required. Multinational
companies market products around the world and
many forms of marketing cross country boundaries.
It is important that global rules be generated and
that commercial promotions that target children across
country boundaries be addressed.
Constructive action can be implemented through both
statutory action and industry self-regulation. For the
purpose of substantially reducing the volume and
impact of commercial promotion of food and beverages
to children, self-regulation is not sufficient; it is
however a valuable supplementary strategy to ensure
promotions are legal, truthful, decent and honest and
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International Action
In view of the cross-border promotion of energy-dense,
micronutrient-poor food and beverages, national actions alone
are inadequate. International action is essential to ensure
an effective overall approach to limit that impact of promotion
of energy-dense, micronutrient-poor food and beverages to
children. The development of an international code will
require the approval of the WHO governing bodies.
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FOOD
AND
BEVERAGE OUTLETS
DEFINITION
Food and Beverage (F&B) outlets are commercial
establishments offering eating and drinking facilities to
customers.
Meals can be prepared on the premises or bought in to
be consumed on site or to take away. Examples of F&B
outlets include Restaurants, Coffee Shops, Quick Service
Restaurants; Bars, Pubs, and Taverns.
MINIMUM REQUIREMENTS
BEVERAGE GRADING
FOR
FOOD
AND
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Statutory Obligations
Premises are expected to comply with all relevant
statutory and national, provincial and local government
regulations. Assessors may request that relevant
documentation or proof of compliance be presented at the
time of the assessment. This includes, inter alia:
Provincial registration (if applicable);
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Access
There should be no discrimination to accepting patrons
based on their race, citizenship or nationality, gender,
ethnicity, physical or mental condition, etc.
However, notwithstanding the above, management has
the right to refuse access in the interest of other users of
the establishment.
Establishments should be open on the days stipulated
by management and advertised as such. Appropriate service
and facilities should be available on all days that the
establishment is open (unless advertised otherwise).
Courtesy
The highest standard of courtesy should be shown to
patrons at all times.
Guest complaints should be dealt with courteously and
promptly (including those received via the Tourism Grading
Council's Consumer Feedback mechanism).
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Interior Maintenance
Exterior
Grounds and gardens under the control of the operator
should be neat and appropriate. The exterior of the property
must be well maintained and in a sound and clean condition.
Reception Area
A clearly designated reception or "wait to be seated" area
should be provided. A moveable podium is also considered
appropriate.
Dining Area
A dining area should be provided which is available
during operating hours with appropriate seating.
Public Toilets
Public toilets should be provided for the use of patrons
(located within close proximity-these need not be the property
of the establishment). Ideally the toilets should not be
connected directly to the kitchen (refer to Hygiene
Regulations).
The number of sanitary conveniences provided per
member of staff and maximum number of patrons must be
in accordance with South Africa's Hygiene Regulations. All
toilets should be well maintained, clean and frequently
checked.
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Service
General
All Platinum Star outlets should have private guest
toilets located within the same property as the restaurant
and under the control of restaurant management.
Alternatively if only public toilets are available then the
Platinum Star outlet owner/manager should ensure that
these public toilets are continuously monitored and kept
clean.
Services
Table Reservation: All Gold and Platinum Star outlets
should offer a table reservation service. Wine List : A wine
list with a good selection of wines must be available and
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10
Very good
Good
Standard
6 or 7
Acceptable
Poor
3 or 4
Unacceptable
1 or 2
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95%-100%
Items to score
9 or 10
84%-94%
Items to score
8 or more
8, 9, or 10
71%-83%
Items to score
7 or more
8, 9 or 10
50%-70%
No unacceptable items
Less than 3
Items to score
No more than 2 items to score
4 or more 5
6, 7, 8, 9 or 10
Exterior
Appearance of Buildings
10-9 New buildings, absence of weathering, fresh wellmaintained paintwork, an overall clean and "new"
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Parking
10-9 Sufficient, marked parking bays in a secure
environment, within the grounds and within easy
walking distance of the entrance. Alternatively
plentiful and secure parking for vehicles close
(adjacent) to establishment. General public parking
facility with security provided.
8 Some organised, secure parking within the
grounds of the establishment. Overflow parking
outside grounds, in close proximity to
establishment with security provided.
Alternatively general public parking facility, fairly
close (but not adjacent).
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Decoration
10-9 High quality wall covering (paint, tiles, wallpaper,
etc). Attention to detail. Thoughtful co-ordination
of patterns, colours and textures. If the dcor is
"plain" then the addition of high quality pictures,
objects d'art, etc. Although some "minimalist" styles
require less. All work should look professional
and be well executed.
8 High quality wall covering, but need not be in
excellent condition. Slight signs of wear and
tear (i.e. scratches, water splashes, finger marks,
etc). Room dcor may range from excellent to
good.
7-6 Competent, average quality wall coverings. Some
pictures in good frames. Attempt to co-ordinate
patterns and colours. No jarring mismatch of
colours and styles. Dcor may be some years old
but not obviously damaged, scratched, torn or
stained.
5-4-3 Ageing looking dcor, of average quality to begin
with. Amateur application of paint or wall paper.
Little attention to detail. Plain style with no
adornment. Some wear and tear, stains, marks,
etc.
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Temperature Control
10-9 Thermostatically controlled heating and or cooling
system capable of maintaining a comfortable room
temperature of between 18oC and 25oC in each
separate dining or eating room (climate
dependent). Appropriate to size and location of
room. Appliance in excellent condition and quiet.
In larger establishments an excellent score would
apply for ducted or air-conditioning hidden from
general view. In smaller establishments new
domestic, excellent quality heating or cooling
appliances are acceptable (free standing, wall or
ceiling mounted-fan, heater or air-conditioner).
In moderate climate, an adequate natural
ventilation system i.e. large opening doors and
windows may suffice.
8 Some ageing of excellent appliances. Good quality
and quiet wall mounted (visible) air-conditioners
could receive an 8 rating. In smaller
establishments, new, good quality domestic
heating or cooling appliances are acceptable (free
standing, wall or ceiling mounted-fan, heater or
air-conditioner). Good free airflow achieved
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Lighting
10-9 Overall high standard of lighting providing
sufficient light for all appropriate purposes. Also
designed for good effect, showing off features,
rooms, corridors, etc. Lighting appropriate to create
the required mood. All lights and shades of high
quality manufacture and in excellent order. No
wobbly connections, burnt shades, flimsy bases
that fall over, etc. No harsh fluorescent tubes.
Table Appointments
10-9 An emphasis on style and high quality (stainless
steel, silver, etc). All cutlery and crockery of a
high quality, matching and co-ordinated. No wear,
damage, cracks, chips, etc. Additional features
such as flowers, candles and candlesticks, coasters,
etc. Good quality linen or cloth napery. Large,
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Lighting
10-9 Lighting effective for all purposes particularly at
washbasins and mirrors. Excellent lighting in all
cubicles (even when door is closed). Excellent
quality fittings. Recessed lights.
8 High standard of light fittings centre, main light
plus adequate light at washbasins and mirrors.
Possibly supplementary lights.
7-6 Centre light well positioned providing adequate
light, even in closed cubicles.
5-4-3 Dim centre light. Stark fluorescent tube on ageing
fittings.
2-1 Gloomy, badly placed, ageing, damaged light
fittings.
Menu and Wine List
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Menu Content
10-9 Well-balanced menu. Excellent range of dish
options catering for different tastes and
requirements (i.e. vegetarian dishes should be
available). Variety of cooking styles available.
Excellent use of seasonal ingredients.
Complimentary range of starters, entrees and
desserts available. All dishes to be appropriately
described. Charges for dishes to be clearly detailed
and legible. Minimum charges, services charges,
payment terms, etc to be clearly detailed and
legible.
8 Good range and variety of dishes, covering at
least starters, mains and desserts (but not
considered to be excellent). Vegetarians considered.
Perhaps menu not quite as discerning as above.
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Meal Presentation
10-9 Well laid out on appropriately sized plate with
attractive and complementary garnish or display.
Pleasing combination of colours, textures, and
shapes. Extremely imaginative and exclusive in
concept and outstanding execution. Extreme
attention to care with attention on visual appeal.
Ingredients meticulously integrated with plate
design. Highest skill applied to meal presentation.
8 Obvious care and attention to detail with visual
effect but perhaps not with the highest degree of
skill. Tendency to standardise garnish or display.
Attention to food placement and design. Creative
and artistic use of garnishes. Selection provides
variety in texture, colour, substance, theme and
temperature.
7-6 Attractive. Neat arrangement on plate.
Complimentary garnishes to enhance overall
appeal.
5-4-3 Unadorned and straightforward. No attempt to
enhance appearance. Limited variety of colours
and textures. No careful arrangement.
2-1 Badly presented. Inappropriate garnish. Dull
combination. Lukewarm. Some drying out of food,
wrinkled skin on sauce. Incorrect temperature.
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Beverage Presentation
10-9 Appropriate glasses for all beverages. Beverages
presented, poured and displayed according to
internationally accepted etiquette and the guest's
specific request. Wide variety in beverage
presentation. Wide variety of different glass types
available. Guest's asked how they would like their
beverage presented. Cognisance should be taken
of changing styles in the F&B industry.
8 Some variety in different presentation styles for
beverages, but overall presentation techniquestandard. Presentation good, in appropriate
glasses. Wines stored and poured appropriately.
7-6 Beverage presentation standard, unexciting.
Overall good use of different glasses.
5-4-3 Limited range of different glass types. Some
attempt at basic etiquette.
2-1 Beverages presented in inappropriate glasses, tins,
etc. No knowledge of basic beverage presentation
etiquette.
Quality of Ingredients
10-9 Skilful use of finest, fresh ingredients. Wide
variety of different ingredients used. Preferably
all dishes made fresh, on-site (pre-prepared
ingredients and dishes are acceptable but quality
is important and it should be indiscernible from
freshly prepared). Could be simple style but with
great attention to detail and quality. Everything
prepared to the right degree.
8 High quality, fresh ingredients. No evidence of
the use of artificial enhancers and discernable
convenience items (i.e. pre-prepared in some
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Sundries
10-9 Appropriate range of sundries e.g. breads,
condiments, sugars, butters, herbs, spices, etc as
per the character of the establishment. Clean,
easy to dispense cruets, at least half full. Excellent
quality. Covered after-dinner sweets and
toothpicks of excellent quality.
8 Good quality and appropriate range of sundries.
Clean, easy to dispense cruets. Good quality
(covered) after dinner mints, sweets and
toothpicks.
199
Reservations
10-9 Efficient and helpful telephone reservation. All
details taken down and checked and all necessary
information about the establishment given (i.e.
booking policy, licensed, minimum charges,
corkage, smoking, children, dress code, etc). May
call to confirm or provide written or SMS
confirmation. Overall personalised approach to
reservation. Prompt service.
8 Reservation dealt with promptly and all necessary
information taken and provided. High degree of
telephone etiquette evident. Guest information
confirmed for accuracy. Thanks patron for calling.
7-6 Reservation dealt with fairly well and all
necessary information taken and provided.
5-4-3 Name taken. Minimal information given. Casual
approach to bookings.
2-1 Name not taken. Surly, off-hand phone manner.
Failure to properly record booking. Failure to
answer telephone or return messages. Information
not available.
200
201
Management Efficiency
10-9 Prompt, thorough acknowledgement of guest
comments or complaints. Management
confirmation of guest experience. Patron needs
anticipated. All guest comments, complaints
handled at management level. Complaints
handled promptly and courteously. Management
identification of problems that may arise. An
excellent dining experience would be an evidence
of management efficiency (often behind the scene).
8 Good responses to any requests, but patron needs
aren't anticipated.
7-6 All requests dealt with pleasantly.
5-4-3 Rather unwilling response to any requests.
2-1 Off-hand manner. Marked reluctance to give any
help. No manager present.
Meal Service
10-9 Cheerful, friendly, polite, well-trained staff. Wellinformed about food and wine. Extensive menu
knowledge, including how dishes are prepared.
Thorough knowledge of specials. Appropriate
description of menu and specials provided. All
descriptions presented in a clear tone and at an
appropriate pace. High standard of personal
cleanliness. Prompt and efficient service. Correct
cutlery and glasses supplied for each meal. Good
judgement on timing of courses and drinks. Any
further needs responded to. Guest needs
anticipated. Polished, professional manner. Plates
are only cleared when all meals are finished (or
if guest requests plate to be cleared). All food
should be presented simultaneously to correct
202
203
204
205
Public Areas
Includes all general public areas visible to patrons
such as open kitchens and work areas, pre-dinner
areas, patios, gardens, pavements, etc but
excluding the eating/dining areas.
10-9 All well cleaned and vacuumed. All surfaces, high
and low, dust free, no cobwebs. Table surfaces
well-polished, no smears. Ashtrays clean. No
fingerprints or smudges on windows or glass doors.
No fingerprints on door plates, light switches, etc.
Flowers fresh and well arranged. Newspapers,
books, etc up to date and tidy. Overall excellent
standard of cleanliness evident and neat
appearance.
8 Generally very good level of vacuuming and
206
Public Toilets
10-9 Fastidious attention to hygiene. All surfaces
gleaming. Clean, fresh smell. High level of
efficiency. Toilets, including access area to toilets
are kept clean throughout use of restaurant. Lots
of toilet paper available.
8 Generally very high standard, but perhaps one
or two slight lapses.
7-6 No evidence of dust, hairs or grime. Surfaces all
clean. Floor clean, vacuumed and free from dust.
5-4-3 Generally clean but lacking attention to detail.
Dust on low and high surfaces and in inaccessible
places.
2-1 Low standard of housekeeping dust on all surfaces.
Long term encrusted grime in inaccessible places,
dirt and hairs on floor, in corners. Flooring around
toilet stained, smelly. No toilet paper. Toilet paper
on floor, blocked toilets, leaking toilets, etc.
Appearance of Staff
The nature of the establishment will be
taken into account as formality may vary
significantly.
10-9 Clean, neat, appropriate clothes that fit properly.
207
208
209
Services
Table Reservation: All Gold and Platinum Star
outlets should offer a table reservation service.
Wine List : A wine list with a good selection of
wines must be available and management/waiting
staff must have adequate knowledge of the
different varieties on the menu.
Table Appointment: High quality cutlery, crockery,
glassware and linen. Appropriate table cloths and
placemats to be used.
Food Menu: Food menu should offer a variety of
items: entrees, seafood, poultry, meat dishes,
salads, desserts, and dishes for vegetarians.
Noise Levels: Entertainment/background music
(where available) should be set at the appropriate
noise level.
Table Spacing: There should be adequate space
between tables to ensure privacy for conversation.
6
DETERMINING F OOD AND
B EVERAGE S TANDARDS
Developing standards (levels of expected performance)
is part of the process of controlling food and beverage costs.
Standards specific to the property's current plans will better
indicate problems (variances from planned costs) than will
standards adopted from industry averages or standards
developed from the property's past operating statistics.
The usefulness of control information can be increased
by establishing standards for each revenue center within
the food and beverage operation. For example, instead of
computing a standard food cost covering all outlets, a property
might establish separate standard cost levels for its coffee
shop, dining room, room service, and banquet operations.
An advantage of this alternative is that each outlet can be
evaluated separately based on its own set of anticipated
costs.
However, food and beverage managers realize that as
a standard becomes more specific, more time is required to
develop and monitor it. The longer the time needed to collect
information on which to base the standard, or later to measure
actual results, the less practical managers may judge the
task; and as a result, the less likely they may be to undertake
the control activity. In addition, the more complex the
210
211
212
213
214
215
216
217
218
219
220
221
222
223
CALCULATING
BEVERAGE
STANDARD
PORTION
COST:
224
225
226
227
228
229
230
231
232
233
234
235
236
237
238
Key Terms
Adjustment Factor: The number by which the amount
of each ingredient indicated in a standard recipe is multiplied
in order to increase or decrease the recipe's yield, determined
by dividing the desired yield by the original yield.
Chaining Recipes: Including sub-recipes as ingredients
for a particular standard recipe. This enables the food service
computer system to maintain a single record for a particular
menu item that includes a number of sub-recipes.
Cost Factor: A constant value that may be used to
convert new" as purchased" (AP) prices into a revised cost
per servable pound, assuming that the standard purchase
specifications, standard recipe, and standard yield remain
the same. The cost factor is determined by dividing the cost
per servable pound by the original" as purchased" (AP) cost
per pound.
Cost per Servable Pound: Information needed to
calculate standard portion costs, determined by dividing the"
as purchased" (AP) price by the yield percentage as a decimal.
Food cost percentage-In relation to commercial food and
beverage operations, food cost percentage expresses cost as
a percentage of revenue and is calculated by dividing food
costs by food revenue and multiplying by 100; in relation
to institutional food and beverage operations, the food cost
percentage expresses cost as a percentage of expenses and
is calculated by dividing food costs by total operating expenses
and multiplying by 100.
Ideal Cost: A method of calculating standard food costs
based on the actual number (sales mix) of each menu item
sold during a day or meal period; the actual count of each
item sold is multiplied by its per-portion standard food cost
to arrive at the expected cost for serving all portions of the
item.
239
240
241
7
TRAINING
AND
E MPLOYMENT
242
243
jobs are evenly divided between what are defined as 'fullservice restaurants' and 'limited-service eating places'.
Canteens, moreover, account for only a small proportion
of the jobs and 13 percent of the turnover for meals eaten
outside the home. Indeed, only one-tenth of companies with
more than one hundred full-time employees offer eating
facilities to their personnel, and the other canteens often
provide only a basic service to a needy population, notably
elderly persons and school children identified as
undernourished. The hotel trade, meanwhile, which is much
less developped than catering, offers even fewer employment
opportunities than in France: proportionally, the United
States has 2.6 times fewer hotels (and 1.5 times more
restaurants) than France. On the other hand, going to
restaurants is more widespread among Americans, who eat
an average of one out of every five meals outside their
homes, which is nearly twice as often as the French.
In France, 25 percent of hotel and catering personnel
are self-employed, compared to fewer than 5 percent in the
United States. Catering remains largely perceived as an
opportunity open to all age groups, without significant capital
and without diploma requirements. Anyone can open a
restaurant, as in the United States, where only some states
require a basic training course in hygiene. The growth of
hotel and restaurant chains in France is gradually extending
salaried work, however, and may thus come to limit the
opportunities for creating an independent activity.
AN INDUSTRY SEGMENTED BETWEEN
PROFESSIONS, REGULAR EMPLOYMENT AND
ODD JOBS
The French hotel and catering industry is characterised
by a high turnover and a workforce that is largely young
and unskilled. In this respect, it tends to take its inspiration
244
245
246
247
248
249
250
251
while university graduates come out quite well, the schoolto-work transition of those exiting vocational institutes and
technical training centres is much more problematic. Among
university graduates, moreover, those coming from the former
public universities generally encounter less unemployment
than graduates of the other private universities. These results
will be consolidated by those of a postal survey carried out
among five thousand graduates from the class of 1995.
New Publications and Special Events
252
Purchasing
Manager
113
119
Executive Chef/
Sous Chef
121
Job Description
General Manager/
Managing Director
102
105
106
Training Manager
Chief Accountant/
Controls budgets and expenditure,
Controller/Financial company financial policies and procedures,
Controller
contracts and licenses, senior executive
253
254
125
126
Pastry Chef
Restaurant
Manager
127
130
Others (M)
Store Supervisor
207
Audit Supervisor/
Paymaster
208
Head Cashier
228
Beverage/
Bar Manager
229
Captain/
Service Supervisor
231
Gardemanger
202
203
Personnel Officer
Training Officer
255
256
248
Public Relations/
Sales Supervisor
254
Maintenance
Supervisor/
Technical
Supervisor
258
263
Engineering
Craftsman
308
Others
301
Baker/Pastry Cook
302
Cook
CLERICAL LEVEL
401
Accounting Clerk
402
408
Food and Beverage Checks and maintains cold and dry store,
Storekeeper
wine cellar, silverware and glasses
inventories and store records.
409
General Cashier
410
411
412
Personnel Clerk
Others (S)
CRAFTSMAN LEVEL
257
258
413
416
Purchasing Clerk/
Quality
Control Clerk
511
Junior Waiter/
Junior Waitress/
Barboy/Bar Porter
512
Cleaner/
Dishwasher/
Kitchen Helper/
Steward/
Pantry Helper
513
514
Receptionist/
Hostess/
Waiter/Waitress
520
Wine Steward/
Sommelier
526
Other (O)
Others (C)
OPERATIVE LEVEL
504
506
507
Security Officer
259
Secretary
602
Steno/Typist
603
Office Assistant/
Messenger/Runner
604
Others
260
Bibliography
261
B IBLIOGRAPHY
London,
Miami,
262
B
Bakery Industry, 95, 96.
Beverage Distribution, 42, 45,
46.
Beverage Innovation, 47, 56,
57.
Beverage Outlets, 169, 235.
Beverage Presentation, 196.
Biscuit Industry, 74, 96, 97.
Bread Industry, 95, 96.
Business, 2, 5, 7, 9, 10,
11, 13, 14, 15, 16,
18, 20, 21, 22, 23,
263
I NDEX
A
Index
C
Catering Business, 7, 11, 39.
Catering Management, 1, 65,
69.
Catering Operation, 15, 19,
32, 67.
Catering Trade, 241, 242,
246, 248.
Company, 4, 16, 17, 20, 21,
26, 29, 33, 42, 47,
48, 49, 50, 51, 52,
53, 54, 57, 58, 59,
60, 99, 137, 244, 252.
D
Development, 47, 48, 49,
57, 58, 59, 67, 68,
69, 71, 78, 81, 82,
84, 90, 92, 93, 103,
107, 112, 114, 117,
118, 121, 122, 123,
E
Employment, 65, 69, 82, 84,
92, 236, 241, 242,
243, 246, 247, 248,
250.
F
Food Marketing, 125, 126,
128, 129, 130, 136,
137, 138, 144, 145,
147, 148, 149, 150.
Food Processing Sector, 71,
78, 85, 90.
Food Products, 79, 81, 83,
84, 88, 91, 98, 133,
140, 161, 163, 164.
Food Safety, 39, 44, 42, 44,
45, 61, 62, 63, 65,
67, 70, 78, 89, 102,
140, 171.
Food Specifications, 66.
I
Industry,
42,
48,
53,
60,
74,
79,
10,
43,
49,
54,
66,
75,
80,
32,
45,
50,
55,
71,
76,
81,
33,
46,
51,
57,
72,
77,
82,
34,
47,
52,
58,
73,
78,
83,
89,
95,
101,
105,
109,
113,
125,
129,
139,
143,
148,
154,
196,
244,
L
Leadership, 21, 50, 51, 63,
151.
M
Maintenance, 65, 173, 178,
179, 253, 255, 256.
Management, 1, 9, 12, 16,
17, 18, 19, 20, 22,
24, 26, 27, 28, 29,
31, 36, 39, 40, 43,
44, 45, 46, 48, 49,
50, 52, 57, 58, 60,
61, 62, 64, 65, 67,
69, 70, 73, 84, 176,
177, 180, 181, 184,
194, 205, 206, 213,
218, 220, 223, 230,
232, 235, 236, 237,
238, 239, 241, 244,
245, 246, 247, 250,
251, 253, 254, 255,
256, 257, 258, 259.
264
O
Opportunity, 6, 46, 58, 59,
122, 123, 145, 234,
243.
Organizations, 24, 45, 46,
47, 72, 117, 120, 125,
138, 144, 146, 147,
149, 150, 166.
P
Personal Management, 27, 31.
Presentation, 36, 52, 54,
S
Security, 7, 24, 33, 124,
169, 179, 180, 189,
256, 258.
Stress Management, 27.
T
Tea Industry, 105, 106,
Technology, 32, 33, 45,
82, 83, 86, 94,
104.
Time Management, 16,
28, 29, 36.
107.
71,
103,
27,
265
C ONTENTS
Preface
1. Introduction to Off-Premise Catering Management
2. Food and Beverage Distribution
3. Marketing of Food and Non-alcoholic Beverages
1
42
115
169
209
241
Bibliography
260
Index
262
BASICS OF C ATERING
M ANAGEMENT