GENERAL MANAGER MANUAL ( FOOD AND BEVERAGE )

FOOD AND BEVERAGE

INTRODUCTION

·         The purpose of the following scope of work "check-list" should be to allow General Managers to support the Food and Beverage department functions and to make sure that operation standard or Policy and Procedures should be established.

FOOD AND BEVERAGE MONTHLY ANALYSIS

·         At the end of each month, the Food and Beverage Manager should analyze in detail his department results so that any corrective or preventive action to improve the management of sections under his responsibility can be taken. The Point of Sales System and Property Management System should provide all statistics needed to assess profitability, productivity, guest consumption analysis, etc.

·         Any actions, decisions or follow-up measures must be agreed and distributed in writing to all participants, with a copy to the General Manager.

FOOD AND BEVERAGE DEPARTMENT MEETING

·         The Food and Beverage Manager should chair the Food and Beverage Department meeting.

·         Particular attention should be given to matters concerning profitability increase, welcoming guests at all outlets, courtesy, improvements in dining room service, improvements in the quality of products offered, increase in productivity and job training at all levels.

·         Food and Beverage meetings must be constructive and an agenda must be provided. The General Manager or his / her Assistant should be urged to attend these meetings in order to aid communication and to emphasize the importance of the Food and Beverage Department.

·         The minutes of this meeting should be distributed to all participants within 48 hours following the meeting, with a copy to the General Manager.

MAINTENANCE, SAFETY AND SECURITY

·         A supervisor should be designated to follow-up on maintenance matters.

·         A logbook should exist to record all maintenance orders sent to Engineering.

·         Fire exits should be clearly marked and signs in working order; fire extinguishers should be in place and serviced on a regular basis.

·         First Aid boxes should be available and properly stocked.

·         Accident prevention procedures should be in place.

·         A minimum of one person on duty should be trained in first aid.

ENERGY AND ENVIRONMENTAL ISSUES

·         An energy saving plan should be in place and followed up

·         Air-conditioning should be turned off during non operating hours

·         All employees should ensure that materials should be recycled where possible

HYGIENE INSPECTIONS

·         Regular inspections should be conducted as outlined in the food & safety manual and as required by local legislation.

GENERAL FOOD AND BEVERAGE PRINCIPLES           

OPERATING TIMES

·         Operating times should be in accordance with local laws and clearly posted in front of the outlet entrance.

ENVIRONMENT

SET-UP STANDARDS

·         As outlined in the corporate manual and designer specifications.

·         Exits to Back-Of-House areas should be clear of obstruction; doors should be clean, properly functioning and not damaged at all times.

MENUS, BEVERAGE / WINE LISTS

·         As outlined in the corporate manual and Food and Beverage manual.

·         Pricing should be competitive and approved by General Manager prior to publication. Wine knowledge a must.

FINANCIAL

·         Outlet Manager should be involved in budget preparation and should be aware of month to date figures.

·         Outlet Manager should have a monthly budget for his outlet.

·         Outlet Manager should manage and controls his / her departmental Profit and Loss (P&L) account.

·         Outlet Manager should forecast in advance; covers / average check / revenue.

·         AI| prices should be up-to-date in the Point of Sale (POS) at all times.

·         In and Out covers should be measured through ‘Point of Sale’ (POS).

·         Each outlet should have its own potential food and beverage cost in line with budget.

·         All price changes should be advised to General Manager and Controller's office.

BILLING PROCEDURE

·         "Void recap" reports should be completed daily and signed by the Food and Beverage Manager.

·         Outlet personnel should be trained in placing orders through the Point of Sales (POS) system.

·         Guest Bills should reflect taxes and service charge where applicable.

MARKETING

The outlet should have its own business plan which contains:

·         Outlet specific mission statement.

·         Outlet manager should carry out benchmark twice a year, to include Menus pricing from two closest competitors menus offered, strength weakness opportunity threats (SWOT) analysis

·         Results should be tabulated for comparison and signed by food and beverage manager

·         The outlet manager should maintain a guest history

·         Guest questionnaire results should be tabulated by outlet and action taken by the outlet to rectify weaknesses.

·         Outlet(s) should be advertised in house on guest television system, framed advertisements in public areas and / or elevator and elevator landings as well as the guest directory

·         Advertisement and promotions should be prepared and established with the assistance of the director of sales (marketing) and should be in line with the corporate Identity manual CIM

STAFFING

·         Each hotel should have established written minimum staffing levels, approved by the General Manager.

·         Refresher Health and Safety training should be scheduled and run in all departments for all employees a minimum of once a year. For example:

·         Emergency procedure for guests with disabilities.

·         Electrical equipment.

·         Safe handling of dangerous equipment.

·         Food hygiene.

·         Lifting, manual handling.

·         Working with visual display units.

·         Office Safety.

·         Chemicals.

Outlet managers should maintain current outlet manual to include:

·         Photos of food display, cocktails, buffets and menu dishes. CIM

·         Staff should be familiar with safety rules and know correct application of first aid procedures for burns, cuts and other emergencies.

OUTLET SPECIFICS                                                           

BAR AND LOUNGE

·         Marketing options should include matchboxes, sugars, restaurant menus etc.

ALL DAY DINING

·         Outlet(s) should open 2 hours prior to normal local business, or 0700 hours, whichever should be earlier if outlet should be used for breakfast.

·         Outlet(s) should remain open to 2300 hours at earliest.

·          Reservations should be accepted for lunch and dinner. Business breakfast can be arranged if suitable and if service standards can be maintained.

·         A system should be in place for linen control and exchange.

·         One service station should be available per 35 covers.

·         XXXXXXXXXXX hotel casual employees should wear the uniform of the department.

·         Local newspapers should be available at outlet(s) entrance.

FINE DINING

·         The Fine Dining restaurant operates minimum 5 days a week.

·         Pre-dinner and post-dinner lounge / bar should be part of restaurant concept.

·         Table Linen should be 100% cotton.

·         Service trays should accommodate a maximum of 3 main course plates.

·         Outlet should be advertised in a minimum of 2 local magazines or newspapers.

·         XXXXXXXXXXX hotel casual employees should wear the uniform of the department.

THEME RESTAURANT

·         Outlet should open at normal business hours or the same as closest competitors.

·         Pre-dinner and post-dinner lounge / bar should be part of restaurant concept.

·         Outlet should have its main entrance from outside and secondary door entrance from hotel public area.

·         Hotel guest reservations should be accepted for lunch and dinner - optional for local guests depending on custom.

·         Appropriate society / trendy glossy magazines should be available for guests at the outlet entrance.

·         Restaurant business cards should be placed at entrance of outlet.

·         A marketing budget should be established and should be of a minimum of 3% of total revenue.

·         Yearly press coverage should consist of a minimum of 10 press articles / features.

·         Outlet should be classified as such in minimal 3 local eating out guides.

·         Outlet identity should be clearly defined and reproduced on support items.

·         Unique identity should be maintained in all aspects of the restaurant.

·         Brand collateral  to should  have clear and consistent identity.

·         Range of minimum 4 items to be available for sale and prominently displayed.

·         Merchandising materials to be concept compatible

·         If live entertainment, purpose built stage and highest quality technical facilities.

·         Music selection to be  updated every 2 weeks and played  on integrated high quality audio system

·         Music and lighting selection should enhance concept.

RooM SERVICE

OPERATING TIMES

·         Room Service should operate 24 hours per day, 7 days a week.

EQUIPMENT

·         As outlined in the Food and Beverage manual.

·         Room Service trolleys and tables should be clean and not damaged.

MENU AND DOOR KNOB CARD

·         Pricing should be in line with the outside competition but should not compete with the Hotel's other outlets. The General Manager should approve pricing prior to publication.

ORDER-TAKING

·         As outlined in the F & B Manual

FINANCIAL

·         Outlet Manager should be involved in budget preparation and should be aware of month to date figures.

·         Competition prices should be tabulated and reviewed twice a year and included in business plan.

·         Outlet Manager has a monthly budget for his outlet.

·         Outlet Manager should manage and control his/her departmental Profit and Loss (P&L)

·         Outlet Manager should forecast monthly in advance; covers / average check / revenue.

·         All prices should be up-to-date in the Point of Sale (POS) at all times.

·         In and Out covers should be measured through Point of Sale (POS).

·         Each outlet should have its own potential food and beverage cost in line with budget.

·         All price changes should be advised to General Manager and Controller's office.

BILLING PROCEDURE

·         "Void recap" reports should be completed daily and signed by the Food and Beverage manager.

·         Outlet personnel should be trained in placing orders through the Point of Sale (POS) system.

·         Guest Bills should reflect tax and service charges

MARKETING

The outlet should have its own business plan which contains:

·         Outlet specific mission statement.

·         Benchmark should be carried out by outlet manager each year, to include :

·         Menus pricing from two closest competitors

·         Menus offered

·         Strength weakness Opportunity Threats (SWOT) analysis.

·         Results should be tabulated for comparison and signed by the food and beverage Manager

·         Guest questionnaire results should be tabulated  by  outlet and action taken by outlet to rectify weaknesses.

·         Outlet should be advertised in house on guest television system and guest directory.

STAFFING

·         Each hotel should have established written minimum staffing levels, approved by the General Manager.

·         Refresher Health and Safety training should be scheduled and run in all departments for all employees a minimum of once a year. For example:

·         Emergency procedure for guest with disabilities.

·         Electrical equipment.

·         Safe handling of dangerous equipment.

·         Food hygiene.

·         Lifting, manual handling.

Outlet managers should maintain current outlet manuals to include:

·         Photos of food display, cocktails and menu dishes.

·         Staff should be familiar with safety rules and know correct application of first aid procedures for burns, cuts and other emergencies.