Textbook of food and beverage management 9780070655737, 0070655731

Table of contents :
Title
Contents
Part 1 Introduction to the Food Service Industry
1 Origins of the FoodService Industry
2 Food Service Facilities
3 Organisation and Responsibilities of F&B Operations
4 Associated Departments of Hotel Food Service
Part 2 The Food Service Professional
6 Understanding Guest Service
7 Competencies of a Food Service Professional
Part 3 Fundamentals of Management
8 Basics of Management
9 Principles of Management
Part 4 The Menu
10 Role of a Menu
11 Types of Menus
12 Menu Planning
Part 5 Service Equipment
13 Restaurant Service Equipment
Part 6 Food Service
14 Types of Service
15 Room Service
16 The Restaurant Service Chain
Part 7 Beverages
18 Spirits
19 Beer
20 Non-alcoholic Beverages
Part 8 Banquets and Outdoor Catering
22 Banquets and Outdoor Catering
Part 9 Food and Beverage Production
23 Kitchen Organisation
24 Methods of Cooking
25 Stocks
26 Sauces
27 Soups and Garnishes
28 Nutrition
Part 10 Food and Beverage: Sales and Marketing
29 Marketing of Food & Beverage
30 Food Promotions
31 In-House Selling
Part 11 Managing F&B Human Resources
32 The Hiring Process
34 Training and Development
35 Leadership and Motivation
Part 12 Hygiene, Sanitation and Safety
36 Hygiene and Sanitation
37 Hazard Analysis CriticalControl Point
38 Safety
Part 13 Setting up a Resturant
39 Basic Guidelines for Setting up a Restaurant
Part 14 Controls
40 Food and Beverage Controls
Part 15 Tasks of a Restaurant Manager
41 Basic Tasks of a Restaurant Manager/Supervisor
Part 16 Tips for Hotel Management Students
42 Interview and Internship Tips for Hotel Management Students
Appendix 1 Answers to Review Quizzes
Appendix Glossary
Appendix 3 List of Figures
Appendix 4 References

Citation preview

Textbook of Food and Beverage Management

About the Author

S

udhir Andrews finished his high school from St. Columba’s High School, New Delhi, after which he graduated with honors in English Literature from St. Stephen’s College, Delhi University. He, thereafter, qualified for the Indian Institute of Management, Ahmedabad, and completed his Masters in Business Administration (then called Post-Graduate Diploma in Business Administration). He joined the Oberoi Hotels in 1971 becoming one of the first MBAs (and the first student from IIMA) to join the hotel industry. He joined the eighteen-month Senior Management Training Program of the Oberois. During the program, he earned two Hotel Management Diplomas with distinction—one from the International Hotel Association, Paris, France, and the other from the American Hotel and Motel Association (now American Hotel and Lodging Association) based in Michigan and Orlando in the US. He also earned the Golden Pin from the American Hotel and Motel Association as a trainer at their “Train the Trainer” program in Goa. He joined the Oberoi Manpower Development Department, responsible for the recruitment and training of talent for the Oberois. He later created the Oberoi Hotel School at its present location at Oberoi Maidens, Delhi. He taught many students who hold senior positions worldwide. At this time, he held the dual portfolios of Director, Oberoi Hotel School and the Oberoi Maidens, Delhi. In 1979, he joined the Welcomgroup chain, sponsored by ITC Ltd, as General Manager, Manpower Development, and rose to be Director, Human Resources on the Divisional Board. He created the Welcomgroup hotel training centre in New Delhi. His high point was the commissioning of the Welcomgroup Graduate School of Hotel Administration at Manipal, Karnataka. During this period, he wrote the first editions of his books, Food & Beverage Service Training Manual, Hotel Front Office Training Manual, and Hotel Housekeeping Training Manual, which were accepted as official reference textbooks for the hotel management and catering institutes. In 1979, he joined as the Principal of the Institute of Hotel Management and Catering Technology, Pusa, New Delhi, under the Ministry of Tourism. With the help of UNDP, he was able to upgrade the institute. His expertise found him on the Board of many national Institutes of Hotel Management and the National Council of Hotel Management and Catering Technology. During this period, he was involved in several ILO and UNDP programs in India and abroad as faculty. In 1994, he moved to Dubai as Director—Human Resources for the Metropolitan Chain where he set up the Metropolitan Institute of Hotel Management, to develop Arab nationals in collaboration with HIM, Montreaux, Switzerland. In 1996, he became Group Vice President—Human Resources with the sister concern of the Metropolitan Group that was expanding in the CIS countries with automobiles, airlines, hotels, travel agencies, etc. He immigrated to Canada in 2000 where he worked with a Property Management Company till he decided to head east to Dubai again in 2002. He joined the Executive Office, a consulting wing to the ruling Sheikh of Dubai, and established himself firmly as a consultant. He joined as adviser to the Merit Hotel School of Ooty, and was instrumental in opening two hotel school campuses in Dubai and Sharjah. He also taught as faculty. At this juncture of his life, he became one of the first persons in the world to be certified as a global hospitality trainer by the American Hotel and Motel Association. Recently he did projects for EIkon Academy, which were brought by the Herriot-Watt University, Scotland, into Dubai, plus hotel management degree courses accredited by the US and Switzerland. Sudhir Andrews is now writing a series of hospitality textbooks for the hospitality industry to be published by Tata McGraw-Hill.

Textbook of Food and Beverage Management

SUDHIR ANDREWS Consultant

Tata McGraw-Hill Publishing Company Limited NEW DELHI McGraw-Hill Offices New Delhi New York St Louis San Francisco Auckland Bogotá Caracas Kuala Lumpur Lisbon London Madrid Mexico City Milan Montreal San Juan Santiago Singapore Sydney Tokyo Toronto

Published by the Tata McGraw-Hill Publishing Company Limited, 7 West Patel Nagar, New Delhi 110 008. Textbook of Food and Beverage Management Copyright © 2008, by Tata McGraw-Hill Publishing Company Limited. No part of this publication may be reproduced or distributed in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise or stored in a database or retrieval system without the prior written permission of the publishers. The program listings (if any) may be entered, stored and executed in a computer system, but they may not be reproduced for publication. This edition can be exported from India only by the publishers, Tata McGraw-Hill Publishing Company Limited ISBN (13): 978-0-07-065573-7 ISBN (10): 0-07-065573-1 General Manager Publishing: B & E/HSSL and School: V Biju Kumar Sponsoring Editor: K N Prakash Assistant Sponsoring Editor: Abhishek Sharma Sr. Copy Editor: Anupma Rai General Manager - Marketing (Higher Ed and School): Michael J Cruz Asst. Product Manager: Vijay Sarathi Jagannathan Controler - Production: Rajender P Ghansela Asst. General Manager - Production: B L Dogra Sr. Production Manager: Manohar Lal Information contained in this work has been obtained by Tata McGraw-Hill, from sources believed to be reliable. However, neither Tata McGraw-Hill nor its authors guarantee the accuracy or completeness of any information published herein, and neither Tata McGrawHill nor its authors shall be responsible for any errors, omissions, or damages arising out of use of this information. This work is published with the understanding that Tata McGrawHill and its authors are supplying information but are not attempting to render engineering or other professional services. If such services are required, the assistance of an appropriate professional should be sought. Typeset at Tej Composers, WZ-391, Madipur, New Delhi 110 063 and printed at Rashtriya Printers, M-135, Panchsheel Garden, Naveen Shahdara, Delhi 110 032 Cover Design: K Anoop Cover Printed at: Rashtriya Printers RAXLCRYYRBQYB

Dedicated To my wife

Roma Andrews

Letter from the Author

Dear Reader, Congratulations on joining the food service industry. It is the fastest growing industry in the world, which offers ample opportunities worldwide for the true professional. Past readers have encouraged me with their faith in my book Food and Beverage Service Training Manual. I thank readers for their trust and support, which gave me the inspiration and boosted my confidence to bring out this management edition. The basic principles of food service have remained constant over the years and shall continue to be so in the future. However, the role of the food service professional has changed with the surge of globalisation, economics and technology (see Lesson 5, “The New Food Service Professional”). The attempt of this edition is to empower the food service professionals with the knowledge of these new changes and equip them with the ways to meet the challenges that would show up in the future. Let us examine some of the changes that we can already witness. Who would have imagined a decade ago, that Mangolian Barbeque would be available in an up-market food court in Dubai; Indian Samosas with Chutney would be served in traditional English pubs; Japanese Sushi bars would spring up at every corner of North America; Mexican Nachos with cheese and Salsa sauce would be relished in most movie theatres; Vietnamese food would be preferred as a staple diet by the Canadian College students; or Middle-Eastern Shawarma rolls would be savoured by the common people in Mumbai and London. This is the result of globalisation, which has caused different cultures to mingle, by breaking down the economic and political barriers with the revolution

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brought about by the cyberspace. The world has indeed become one big market with multicultural workforces and movements. In this scenario of the present age, the traditional food service customer has a deluge of food options available to him and has, therefore, become adventurous, knowledgeable and excited to try new gourmet opportunities. This change brings in its wake new skills, service styles and cultural awareness. New food options have also come up because of the people who have settled elsewhere in the world but retained their traditional food habits; they have brought their cuisines to new locales and its populace. Downsizing is a part of new business strategies. Newspapers are screaming everyday about layoffs of thousands of employees by large reputed organisations. Hotel chains are pruning their loss-making properties and facilities to stay economically viable. They are taking the help of technology in many ways. Computerisation, which has touched all aspects of our lives, has made its impact on the food and beverage business as well. Now, it is common to find food and beverage dispensers on hotel floors and mini-bars in guest rooms; these have eliminated the need and utility of the room service. Hotels are leasing their space to branded restaurants to get rid of the burden of running the facilities themselves. Hospitality operations are now demanding a new breed of knowledge-workers who are techno-savvy, can handle multi-tasking and have exceptional communication skills. New establishments may call them Food Service Agents instead of waiters or waitresses. At the Munich Sheraton, two "waitresses" serve a la Carte meals to a 130-seater Coffee Shop at peak lunchtime. They give satisfactory service to the discerning customers. This has been made possible by the use of multi-skills, technology and a high level of physical energy. The waitresses have e-order pads, which feed the kitchen order screen, the billing machine and food cost control software. As a result, the posts of cashier, food cost clerk and food announcer have been made redundant. Technology has taken over all the processing work, which was earlier done by human beings. The Food Service Agents are in total control of operations and held accountable for the total guest experience. Organisations now believe that "lean is beautiful" and are empowering its frontline staff with skills and tasks held earlier by managers and supervisors. This has prompted me to include a section pertaining to fundamentals of management into this edition. Another strategy to manage downsizing is by outsourcing services. This has become a way of life in most organisations. Large hotels are outsourcing their housekeeping, accounting, security, horticulture, laundry, food preparation etc. This is done primarily to control the rising costs. Some of the other reasons behind outsourcing are listed below: • • • • •

High energy costs High cost of raw materials especially those that are imported High labour costs and the problem of availability of skilled personnel High costs of real estate to maintain large operations Rapid changes in technology and expertise—Outsourced businesses just need to concentrate on their limited sphere of specialisation including the investments required • The concerns for quality at each stage of operations—Outsourced companies build in quality into their operations.

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This trend of outsourcing has led to the mushrooming of specialist companies like the Housekeeping & Maintenance Companies, Security Companies etc. This in itself has opened additional employment opportunities for hotel professionals. Similarly, hotels will prefer to lease space to branded food outlets to ensure predictable rental income, rather than risk running their own restaurants at very high costs. These branded restaurants will adhere to the hotel's policies while retaining their individual identity. All this is established with well-designed legal instruments. It will be common to find hotels with branded restaurants such as TGIF, Kenny Rogers, Bukhara, and Cocos etc. The challenge for all will be the recruitment of personnel with the right skills, which has spurred me to introduce a part on basics of managing food & beverage human resources. This whole scenario brings in huge new opportunities for food service professionals to join branded restaurant chains or become outsourced agents as franchisees or entrepreneurs with their own branded specialty restaurants. We could well see branded food from Tblisi, Georgia or Mediterranean; delicacies from Crete or Khasi; cuisine from the North-East of India. The future workforce is going to be young. It is quite possible to see a work force of below thirty-five years. The mature professionals, who get out of the employment market, would have to re-engineer themselves to consider self-employment. With the boom of independent restaurants in every street corner, there are ample opportunities for entrepreneurship in growing cities and countries. Alternate businesses like mega-shopping malls, multi-cine complexes, theme parks, office estates or technology villages are also leasing food service space to branded restaurants to serve their captive clients. This sees the mushrooming of branded restaurants like Starbucks, Handi, McDonalds, KFC, Subway etc. These trends have prompted me to bring in a part entitled "Setting up a Restaurant". The reader is also empowered with knowledge on facilities design and automation. So what happened to the erstwhile salaried-professional? They have been re-engineered to multi-task enlarged and enriched jobs. A Food Service Agent is now required to do the traditional duties of food service and also plan, organise and control operations, which is a task handled by his supervisor before. The Agent has to create and maintain customer contacts by building his own network of clients through innovative means. This has urged me to bring in a part on the basics of food & beverage sales. In some cases the Food Service Agent may be required to cook or finish food as seen in Sushi bars and Fish bazaars. Therefore, a considerable section has been dedicated to topics on basic food Production. In any case a Food Server is required to have a good idea the product he or she is selling and serving as basic professional knowledge. Gone are the days when a service professional went to a restaurant, did his job in an eight hour shift and returned home. Now this luxury is left perhaps to the college students, who work part-time to earn a few extra bucks for their tuition fee. Now a food service professional has to think like an entrepreneur as he is empowered to respond to the constantly changing business environments and customers (see the next section entitled "The New Guest Profile"). The food service professional has become a strategic player in the success of the food facility.

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It is important, therefore, to know how the new knowledge worker is recruited, trained and motivated. Also now there is a big change in the concern towards hygiene, sanitation and safety. People have become more conscious towards their health and fitness due to the media. They demand high standards in these areas. Many governments worldwide are passing legislations to tighten hygiene, sanitation and safety rules and are taking severe steps against those who do not comply to these rules. A case in point is that most restaurants have now adopted a "no smoking" policy. Some have designated spots in the restaurant for smoking. Governments recognise that food is essential for human consumption and people everywhere require and deserve safe food and sanitary eating facilities. This has prompted me to introduce a part called "Hygiene, Sanitation & Safety". This book will be ideal for: • • • • • • • • • • • • •

Hotel Management students. Craft course students of Food & Beverage. Lecturers of Hotel Management and Craft services. Apprentices in food service. Food service professionals like the waiter, supervisor and the Restaurant Manager. New entrants who have no formal training or education in food service but are entering the industry raw. Event Management companies who may have food programs. Supervisors and staff of Leisure activities like theme parks, cruise liners etc. Entrepreneurs who wish to setup their own food and beverage activity. Convention and training centres that provide food service. Institutional catering services. Independent restaurant owners and staff. Hospitality trainers.

Readers, bringing into exciting new food service career.

it is time to shed the old coat and wear the new one by becoming aware of and practice new methods and procedures adopted by the food service industry, in this millennium. I wish all of you the best of luck in your pursuit of becoming the new professional. I hope this edition will be your able companion throughout your

Yours faithfully, Sudhir Andrews

The New Guest Profile

Like every thing around us, the traveller has also changed with the advent of cyberspace. Now, people can cross boundaries at the click of a button, even while remaining in the comforts of their homes. This has made them knowledgeable and adventurous. Political boundaries have disappeared in this new global economy. In the new world order, this is evident through the events such as the breakdown of the Soviet Union into a flood of new states; the mass emigration into the United States, Canada, Australia and New Zealand; and the movement of people to the Middle East for new job opportunities. All this has made different and varied cultures, cuisines and customs more accessible to people. Technology has made travel and the crossing of borders easy. While air travel is fast and convenient, the web allows us to communicate and correspond with anyone in the world. The dining experience as a consequence, has been presented with new challenges in the midst of these changes. To meet these challenges, the new hotel professional now has to be aware and sensitive to the changes in the attitudes of the guests who come to dine. Woman Power: Women pursuing full careers have encouraged the practice of families eating out more often. Restaurants are forced to adapt to the change in demographics. It is common to see coffee shops with children's menus or special birthday party offers, complete with clowns, balloons and games. "Women's only" night-outs have become a common phenomenon. Bars even offer free drinks to women in recognition of their dining potential. Elaborate family brunches are available for families on weekends. Women executives have become a regular travelling segment that requires special facilities and dining options. Business Wealth: The buzzword is privatisation. Large dinosaurian public undertakings are being forced to privatise as the governments can no

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The New Guest Profile

longer manage and fund these behemoths. Private enterprise has reached horizons never imagined before. Worldwide investments and big capital funds have encouraged big businesses. Giants like the aerospace industry, computer industry, courier services and credit cards have overtaken oil, automobiles or shipping industries. Individuals too have amassed incredible wealth. Software professionals have become millionaires overnight, by creating just one unique software program. The result of all this wealth is that business entertainment has become a way of life with large entertainment accounts. Hosts want to make an impression of their financial strength on their clients by treating them with high quality of entertainment and dining experiences. Guests are willing to pay anything for the perceived high quality of value and convenience. Emotional Experiences: Guests have become adventurous. They want total experiences that will trigger emotions. A perfect experience is one that will appeal to all the senses—sight, hearing, touch, smell and taste. The eyes would like to see new costumes, lighting, décor and food presentations that are beautiful and appealing to eyes. This is the reason why showmanship plays a big part in restaurant service now. The guests like to hear fusion music as well as the sizzle of dishes. They like to smell unique flavours especially those that will stimulate their appetite. They would like to pamper their taste buds with new cuisines of quality. It is not surprising that the traditional English public have taken to Indian curry and spices; Mongolian Bar-be-cue has become a rave in many parts of the world; Mediterranean food, with antipastos, Greek kebabs and traditional folk duos are being relished all over the world; people are willing to taste zebra and alligator meat from the African continent, or sand baked camelmeat of the Middle East. Guests want their dining experience not only to satisfy their egos, creative tastes and need for adventure but also to touch their heart. The way the servers give the service, contributes largely to the total experience that the guest receives. Specialty restaurants have the advantage of providing unique experiences through the authentic cuisines, costumes, décor, entertainments and service styles that they offer. Restaurants without the advantage of uniqueness have to compete for the big bucks in innovative ways. They are willing to offer the guests "once in a lifetime" performances along with their dining experience. For example, entertainers who were just a dream for a whole generation, have the opportunity to perform again in revival concerts. Wouldn't it be lovely to hear Shirley Bassey, Cliff Richards or the London string Quartet at a cozy restaurant? Diner theatres too have caught on well. The famous British comedy acts like the Laughter Factory have entered Banquet halls of eastern hotels. Ethnic restaurants have a good chance to make a niche. In future they will brand themselves to offer global franchises with quality-standardised cuisines. Soon the world will have African bars from Johannesburg, Georgian food from Tblisi or Chettinad cooking from Chennai. Time Conscious: The new guest is time conscious in a fast-paced world. Fast food restaurants, takeaways and home deliveries found their popularity in these time-pressed circumstances. Even non-traditional cuisines like Japanese, Greek, and Thai have found ways

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to provide fast foods. This is the reason for the success of Food Courts. Guests want immediacy in service and do not tolerate delays in what they consider their fair time, which can be put to some worthwhile use rather than waiting for the food to be prepared and delivered. They are intolerant to slow and inefficient service even if the food is good. Health Conscious: Guests are working hard at keeping fit and healthy. New research has made people aware of healthy living. While they enroll into gyms and sports clubs for their physical well-being, they are also nutritionally conscious. Health foods have crept into many menu offers designed by qualified dieticians. Health food restaurants can be found at gym complexes, food courts, sports clubs, business complexes and institutional catering. Nutritional claims must be authentic. Television has influenced people to have the desire to possess that perfect figure and appearance.As a result, diet foods for a slim waistline have become an essential part of a menu spread. Customers are able to even guide the server with food preparations by insisting, for instance, on organic vegetables or fat free dressings. Value-addition: This refers to the extras given for a particular price. For example, a grill room 49ers has a dance floor with a DJ and live rock band; the steakhouse Billy Blues offers billiard tables; Sheratons offers buffets with children's menus and health foods in addition to their normal spread; Facasia, the Mediterranean restaurant, offers a free bottle of wine or a tureen of soup with meals; Rock Bottom Café offers free drinks to women accompanying men; and China Town gives free starters with the dinner drinks. People are attracted to bargains and perceived added value. Fast Food restaurants are competing hard to give value-addition. This they do by offering animated film videos with family packs or children's gimmicks with children's meals. Information: Curiosity has spurred guests to travel, made easy by quicker transportation and economical holiday packages. They are exposed to different cuisines and service styles of the world and cannot be fooled. Guests do expect the exact standards of service and have no patience for fakes. Many guests direct their preparations. They also like to be educated on new cuisines to talk about at social gatherings. Menu cards and service staff should be able to tell exactly the way the food items are prepared. D-I-Y competent: Guests are now willing to do things themselves(D-IY stands for Do-it-yourself). While the western person is normally manually competent, the vast population of oriental people, who have migrated to the west where domestic help is not readily available, have also made it a habit to help themselves. The success of fast food restaurants, self-help counters, buffets lunches, salad bars, vending machines and food courts are ample testimony of this change. One of the benefits of self-help is that it reduces time for the guest on a fast track.

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Techno-savvy: In addition to D-I-Y competency, guests are comfortable in using the web and would like to take control of their dining experience over the web, via phone or through fax. They want to make their table-reservations using any of these media and expect their table to be ready when they reach the restaurant. They want to order food even before they reach the restaurant. Home-deliveries are popular due to the convenience that the modern guests have of placing an order with the phone or fax, Hygiene Conscious: Guests are very particular about hygiene, particularly how their servers handle food. They do not tolerate soiled uniforms, table linen, crockery, cutlery, and unwholesome personal habits. They are willing to sue restaurants for unhygienic conditions. Most governments give importance to healthy and hygienic food preparation and service areas. Litigations on this ground are not only expensive but have also led to the closure of restaurants. Language Savvy: While English is still the popular language in the global economy, restaurants with multi-lingual staff will be able to attract multinational clientele in near future. While French and German were the common international alternative languages earlier, languages like Spanish, Russian, Hindi and Japanese have become necessary in business communities now. Point Casting: The term relates to specialisation in a very narrow field. Guests will patronise outlets, which have achieved consistent excellence and authority in a narrow food and beverage field. Starbucks have won their popularity with their range of coffees and they even educate their guests about their products. Kentucky Fried Chicken will continue to be specialists in southern fried chicken. Many restaurants have attempted to copy them, but in the guest's mind, KFC reigns supreme. Subway will always have a monopoly on submarine sandwiches. Dairy Queen and London Dairy are specialists on ice creams as Dunkin Donuts are on different varieties of doughnuts. New York Fries have become specialists of fries with unique toppings. We all know that McDonalds and Burger King are the emperors of hamburgers. This expertise of a single food item has given a boost to the rapid expansion worldwide of these establishments.

Contents About the Author

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Letter from the Author

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New Guest Profile

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PART 1: Introduction to the Food Service Industry Lesson 1

Lesson 2

Lesson 3

Origins of the Food Service Industry Introduction 3 Restaurants 3 Fast Food Restaurants 4 Institutional Catering 5 Key Terms 6 Review Quiz 6 Food Service Facilities Classification of Food and Beverage Facilities 8 Commercial 9 Institutional 14 Key Terms 17 Review Quiz 18 Organisation and Responsibilities of F&B Operations Mission and Goals 19 Structure of the Organisation 20 Corporate Structures 22 Job Descriptions 24 Responsibilities of Food and Beverage Operations 35 Influences on Food and Beverage Operations 35 Key Terms 39 Review Quiz 40

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Lesson 4

Associated Departments of Hotel Food Service Departments of a Hotel 41 Key Terms 51 Review Quiz 52

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PART 2: The Food Service Professional Lesson 5

Lesson 6

Lesson 7

The New Food Service Professional Introduction 55 Competencies of New Front-Line Food Service Staff 56 Competencies of the New Backline Specialists 58 The New Corporate Management 59 Key Terms 59 Review Quiz 60 Understanding Guest Service Introduction 61 Difference between Products and Services 61 Providing a Good Guest Experience 63 Understanding Needs and Wants of Customers 66 Why do People Dine Out? 68 How do People Choose a Restaurant? 69 Key Terms 70 Review Quiz 71 Competencies of a Food Service Professional Introduction 72 Grooming and Hygiene 72 Basic Etiquettes 73 Hygiene and Sanitation 74 Teamwork 74 Attitude 75 Discipline 76 Courtesy 77 Key Terms 78 Review Quiz 78

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PART 3: Fundamentals of Management Lesson 8

Lesson 9

Basics of Management Introduction 81 What is Management? 81 Key Terms 85 Review Quiz 85 Principles of Management Functions of Management 86 Key Terms 91 Review Quiz 92

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PART 4: The Menu Lesson 10 Role of a Menu Introduction 95 A Classical Menu 95 Modern Menu 96 Role of the Menu Towards the Establishment & Guests 98 Key Terms 99 Review Quiz 99 Lesson 11 Types of Menus Classification of Menus 100 Key Terms 106 Review Quiz 106 Lesson 12 Menu Planning Introduction 107 Catering Policy 107 Principal Contributors to Menu Planning 108 Pre-Menu Activity 109 complete Knowledge of the Cuisine 110 Food Trials 111 The Menu 111 Control Cycle 116 Wine Lists 117 Designing the Menu Cover 117 Evaluating the Menu 124 Conclusion 125 Key Terms 125 Review Quiz 125

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PART 5: Service Equipment Lesson 13 Restaurant Service Equipment Introduction 129 Linen 129 Furniture 130 Chinaware 131 Glassware 132 Flatware (Cutlery or Silverware) 134 Hollowware 134 Types of Cutlery 136 Service Trolleys 138 Key Terms 139 Review Quiz 140

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PART 6: Food Service Lesson 14 Types of Service Introduction 143 English Service 143 French Service 144 American Service 144 Silver Service 144 Russian Service 144 Cafeteria Service 145 Snack Bar Service 145 Grill Room Service 145 Guéridon Service 145 Buffet Service 146 Breakfast Service 147 Key Terms 148 Review Quiz 148 Lesson 15 Room Service Introduction 149 Types of Room Service 150 Room Service Organisation 151 Room Service Equipment and Layout 158 Room Service Workflow 161 Room Service Menu 163 Marketing and Communication 165 Room Service Strategies 165 Key Terms 166 Review Quiz 166 Lesson 16 The Restaurant Service Chain The Service Chain 167 Payment 192 Key Terms 194 Review Quiz 194

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PART 7: Beverages Lesson 17 Wines Definition of Wine 199 History of Wine Making 199 About Wine 200 Classifications of Wines 200 Wine Growing Countries 201 Other significant Wine GrowingCountries (Abridged) 204 Manufacture of Table Wine 205 Selection of Wines 211

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Service of Wines (the Golden Rules) 215 Wine-Trade Terms 215 Familiarisation with Wine Terms 216 Popular Wine Brands 218 French Wines 218 Italian Wines 223 Spanish Wines 225 Portuguese Wine 226 Australian Wine 226 New Zealand Wines 228 South African Wines 228 US Wines 229 Argentinean Wines 231 Chilean Wines 231 German Wines 233 Sparkling Wine 233 Popular Brands 234 Fortified Wines 235 Aromatised Wines 236 Liqueurs 236 Key Terms 239 Review Quiz 239 Lesson 18 Spirits Definition of Alcohol 240 What is an Alcoholic Beverage? 240 Proof 240 How is Alcohol Obtained? 241 Definition of Spirit 242 Key Terms 243 Review Quiz 243 18.1 Whisky Introduction 245 Scotch Whisky 245 Old Fashioned 250 Bourbon Mint Julep 251 Canadian Caesar 251 Irish Whiskey 251 Canadian Whisky 252 Key Terms 253 Review Quiz 253 18.2 Rum Introduction 255 Types of Rum 255 Key Terms 258 Review Quiz 258

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18.3 Vodka Introduction 259 Production 259 History 259 Vodka 260 Salty Dog 261 Moscow mule 261 Screwdriver 262 Vodka Martini 262 Vodka Sour 262 White Russian 262 Sex on the Beach 263 Cosmopolitan 263 Review Quiz 263 18.4 Gin History 264 Types of Gin 264 Review Quiz 266 18.5 Tequila History 267 Making of Tequila 267 Key Terms 269 Review Quiz 269 18.6 Brandy Introduction 271 Cognac 271 Armagnac 272 Calvados 273 Brandies from Other Nations 273 France 273 Italy 273 Germany 273 Switzerland 273 Balkans 273 Greece 273 Austria & Hungary 274 Spain 274 Peru 274 Brandy 274 Sangria Naranja 275 Sidecar 275 Key Terms 276 Review Quiz 276

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Lesson 19 Beer Origins of Beer 277 Raw materials used in making Beer 277 Broad Stages of Beer Making 278 Beer Production 279 Beer 282 Key Terms 283 Review Quiz 283 Lesson 20 Non-alcoholic Beverages Introduction 285 Service 285 Review Quiz 290 Lesson 21 Bar Management Introduction 291 Bar Layout & Design 291 Mis-en-Place 293 Bar Service Equipment 294 Bar Glassware 296 Bar Measurements 298 Cocktail Garnishes 299 Beverage Store 300 Key Terms 300 Review Quiz 301

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PART 8: Banquets and Outdoor Catering Lesson 22 Banquets and Outdoor Catering Banquets 305 Banquet Organisation Structure 306 Banquet Booking 315 Banquet Service & Layout 317 Banquet Beverage Service 319 Banquet Sales Kit 320 Banquet Menus 320 State Banquet Procedure 323 Outdoor Catering 325 Key Terms 326 Review Quiz 326

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PART 9: Food and Beverage Production Lesson 23 Kitchen Organisation Kitchen 329 Kitchen Stewarding 332 Key Terms 333 Review Quiz 334

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Lesson 24 Methods of Cooking Introduction 335 The Role of Heat 335 Media 335 Key Terms 341 Review Quiz 342 Lesson 25 Stocks Introduction 344 Categories of Stocks 345 Stocks and Sauces 346 Key Terms 350 Review Quiz 350 Lesson 26 Sauces Introduction 351 Thickening Agents 352 Basic Sauces 353 Preparation of Basic Sauces 353 Key Terms 362 Review Quiz 363 Lesson 27 Soups and Garnishes Introduction 364 Thin Soups 365 Thick Soups 366 Regional Soups of Note 367 Soups 368 Soup Garnishes 371 Service of Soups 372 Key Terms 373 Review Quiz 373 Lesson 28 Nutrition Introduction 375 Six Basic Nutrients 375 Application to Food Plans 378 Key Terms 379 Review Quiz 379

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PART 10: Food and Beverage Sales and Marketing Lesson 29 Marketing of Food & Beverages Introduction 383 Marketing Environment 385 Market Research 386 Marketing Plans 387 Marketing Mix 387

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Key Terms 404 Review Quiz 404 Lesson 30 Food Promotions Introduction 405 Internally Controlled Promotions 406 Promotions with other Travel Partners 407 Full Destination Promotions 407 Tips on Planning a Promotion 408 Benefits of Promotions 408 Key Terms 409 Review Quiz 409 Lesson 31 In-House Selling Introduction 410 Components of In-house Selling 410 Key Terms 414 Review Quiz 415

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PART 11: Managing F & B Human Resources Lesson 32 The Hiring Process Introduction 419 Hiring Process 419 Pre-recruitment Activity 420 Sources of Human Resources Supply 424 Recruitment and Selection 427 Basic Interviewing Skills 431 Key Terms 433 Review Quiz 434 Lesson 33 Orientation and Socialisation What is Orientation and Socialisation? 435 Why should we Orient and Socialise? 435 Types of Orientation & Socialisation 435 What does orientation & socialisation involve? 436 What facilities are required for orientation & socialisation? 438 Who conducts the orientation & socialisation program? 438 Key Terms 439 Review Quiz 439 Lesson 34 Training and Development Overview 440 Organisational Viewpoint about Training 441 When is Training Required? 441 Focused Training Options 442 Individual Viewpoint 442 Issues of Adult Learning 442

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The Way People Learn 443 Training Methodology 444 Training Aids 448 The Training Process 449 The Trainer 450 Key Terms 451 Review Quiz 451 Lesson 35 Leadership and Motivation Leadership 452 Motivation 456 Theory of Needs 457 Converting studies into a motivational strategy 461 Key Terms 461 Review Quiz 462

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PART 12: Hygiene, Sanitation and Safety Lesson 36 Hygiene and Sanitation Introduction 465 Considerations for Hygiene & Sanitation 465 Key Terms 467 Review Quiz 467 Lesson 37 Hazard Analysis Critical Control Point What is HACCP? 468 Critical Control Points 468 Who is responsible for HACCP? 474 The HACCP Process 474 HACCP Terminology 475 7 HACCP Principles 475 Conduct Hazard Analysis 475 Some Hazards 476 Critical Control Points 476 Critical Limits 476 Monitoring CCPs 476 Corrective Action 477 Verification 477 Recordkeeping 477 Key Terms 477 Review Quiz 478 Lesson 38 Safety Introduction 479 Safety Provisions during Planning Stage 479 Pre-Operations Safety provisions 480 Safety provisions during operations 481

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Contents

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Key Terms 485 Review Quiz 485

PART 13: Setting up a Restaurant Lesson 39 Basic Guidelines for Setting up a Restaurant Feasibility Study 489 Project Planning 494 Facility Planning 511 Kitchen Equipment 517 Key Terms 522 Review Quiz 522

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PART 14: Controls Lesson 40 Food and Beverage Controls Introduction 525 Menu 525 Food and Beverage Controls 529 Key Terms 548 Review Quiz 548

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PART 15: Tasks of a Restaurant Manager Lesson 41 Basic tasks of a Restaurant Manager/Supervisor Basic Tasks of Heads 551 Key Terms 558 Review Quiz 558

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PART 16: Tips for Hotel Management Students Lesson 42 Interview and Internship Tips for Hotel Management Students 561 Introduction 561 Methods of Selection 563 Internship 566

Appendices Appendix 1 Answers to Review Quizzes

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Appendix 2 Glossary

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Appendix 3 List of Figures

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Appendix 4 References

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Introduction to the Food Service Industry

1

L E S S O N

Origins of the Food Service Industry

INTRODUCTION The food service industry has two categories: (1) Commercial establishments which are committed to earn profit through the sale of food and beverages. The restaurant is king in this category. (2) Institutional catering that provides volume food and beverage service to institutions such as factories, business houses, schools, military, prisons, railways, airlines, etc. Many institutional programs are subsidised by the federal government. Let us look at the origins of each.

RESTAURANTS Restaurants make up a huge part of the food service business and create extensive employment. Restaurants may be independent or part of hotel operations. An early type of restaurant was the Coffeehouse, which appeared in England in the mid-1600s. By the 18th century, there were approximately 3000 coffeehouses in London alone. The term restaurant, as we know today, began in 1765 in Paris, France. There is an interesting story about the proprietor of, perhaps, the first public restaurant. Before 1765, inns and catering operations offered public food services. The caterers formed a guild (union) to protect their interests from unscrupulous competition. This is when a soup vendor created a soup made of sheep's foot and white wine sauce. He was brought to court by the guild for alleged competition. However, the court ruled that this specialty dish did not compete with any dish prepared by the Guild and the vendor was allowed to continue. Because of the publicity, the vendor's soup kitchen became famous and even the king of France wanted to taste the speciality which created public commotion. The soup vendor merchandised the soup as “le restaurant divin”—the divine restorative, coming from the Latin word resturare, meaning ‘to restore'. This gave us the word restaurant, which is a place to restore health.

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The credit of the first restaurant in the US goes to Delmonicos, established in New York City in 1827. The Delmonico family operated nine restaurants until 1923. These restaurants were known for lavish banquets and extensive menus of 371 dishes. Then, as even now, the vast majority of American eating places offered simpler, less expensive food. The first big chain restaurant operator in the US was Fred Harvey. By 1912, his company operated a dozen large hotels, 65 railway restaurants and 60 dining cars. John R. Thompson was another early chain operator. By 1926, he controlled 126 self-service restaurants in the Midwest and the South.

FAST FOOD RESTAURANTS Fast-Food operations had a great impact on the food service industry. Fast food restaurants standardised ready-to-eat food and service. Fast food operations date back to at least the 1920s and 1930s when A&W Root Beer (the first fast food restaurant) and Howard Johnson franchised some of their units. They concentrated mostly on Hamburgers. Some leading fast-food chains in the world are given below. It is interesting to note that all of them are from the US, which establishes that they are the pioneers and leaders in this form of service. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21.

A&W Restaurants Arby's Baskin Robbins Big Boy Buffalo Wild Wings Burger King Corp. Chilis Dairy Queen Denny's Inc. Dominos's Pizza Dunkin Donuts Hardees Inc. Kentucky Fried Chicken Leeann Chin McDonald's Corp. Pizza Hut Red Lobster Shoney's Restaurants Subway Taco Bell Wendy's International Inc.

Hamburgers Sandwiches Ice-creams Family Dining Grills Hamburgers Tex-Mex fast Foods Ice-creams Family Dining Pizza Doughnuts Hamburgers Chicken Chinese Fast Food Hamburgers Pizzas and Pastas Seafood Family Dining Subs Mexican Fast Food Hamburgers

LESSON 1

Origins of the Food Service Industry

5

INSTITUTIONAL CATERING There are many institutional food service programs, but three are worth mentioning, as they were the original trailblazers of institutional catering.

Industrial Catering A young mill-operator from Scotland by the name Robert Owen may be called the father of Industrial Catering. In 1815, appalled by the exploitation of workers in the British textile industry, he made it his mission to improve working conditions. One of his efforts was to provide an “eating room” for his workers and their families. This created a great motivation to his workforce who increased their productivity. Owen's methods were so successful that they spread throughout the world. In the US, the textile industry, established in 1820, flourished along the Merrimack River in Massachusetts. The cotton mills provided boarding houses to feed the workers as an essential way of life. By 1890s, other business sectors adopted this practice of providing lunchrooms. In the US cafeteria service was introduced in 1902 by Plymouth Cordage Company, Plymouth, Massachusetts, by building a special house with a kitchen, cafeteria and recreational facilities. A cafeteria has a counter offering pre-cooked meals, which consumers choose according to their budget, and eat by sitting the in free-seating areas in the cafeteria. Cafeteria service was found convenient especially when workforces had to consume their meals within limited lunch breaks. Establishments found that self-help was quicker and the prices were economical and flexible for their personal budgets. Today almost 75% establishments provide cafeteria services. New forms of industrial catering emerged during and after the World War II. Today we have gourmet lunchrooms to vending machines, on-site kitchen to outside catering contracts, food basket sales persons to franchised fast food operations within premises.

Hospitals Hospitals were known in India and Egypt as early as 600 BC. In early Greece and Rome, the sick took refuge in temples that provided food for the patients and the poor. The first hospital in Europe was the Hotel Dieu in Paris built in 600 AD. The first hospital was established in England in 1004 AD. The Spanish explorer Hernando Cortes founded the first hospital on the American continent in 1524 in Mexico City. There is evidence though, that the Spanish Government of Hispanolia built the first hospital in 1503 in Santo Domingo, Dominican Republic. The first incorporated hospital in the US was the Pennsylvania Hospital, which received its charter by Benjamin Franklin in 1751. Diet for therapeutic purposes became important only in 1800s. Florence Nightingale can be credited to be the first dietician and creator of the modern hospital. Food Preparation in the US was the responsibility of the cook. Only when nutrition was recognised for the purpose of health recovery, did hospitals look at specialists to prepare diet foods. In 1899, at the Home Economics Conference in Lake Placid, New York, the title of “Dietitian” was created. In 1917, the Dietetic Association was founded which led to dieticians as an important part of Institutional Catering programmes especially in the Armed Forces, prisons, schools and hospitals.

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Schools Though schools existed in early times, there is no record of school food programs. Rugby, Eton and Harrow evolved from religious institutions of the middle ages. They did not have any noted food service programs. At the university level, Oxford (founded in the 12th century) and Cambridge (in the 13th century) provided lodging but not food. Students had to make do with the local community or with servants. American schools were patterned after English schools. By 1776, ten universities were established in the American Colonies. Food service in the American colleges started in 1800 and spread informally across the US university structure. In 1935, the US Congress first made federal funds available to subsidise school food programs. Federal support continues till date. The accent is on nutrition for growing children. Today fast-food franchises have entered university premises in a big way. Many new innovations of Food Service have taken place. Today's hotels, restaurants and institutions cater to all the needs and wishes of the guest, worker or student and we hope that the future holds a promise for a further mushrooming of new concepts.

KEY TERMS Coffeehouses Institutional Catering Fast Food Restaurants Restaurant

16th century public eating places in the UK volume catering for institutions a place selling standardised ready-to-eat foods a commercial enterprise committed to the sale of food and beverage for profit

REVIEW QUIZ True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

or False The term "restaurant" was first introduced in England. The first hospital in Europe was Hotel Dieu in Paris. Oxford and Cambridge had well-developed food programs. Restaurants serve airlines. Many institutional programs are subsidised by the federal government. Restaurants are committed to profit. Denny's Inc. specialises in hamburgers. Diet for therapeutic purposes was first introduced in 1600 AD. Howard Johnson fast food chain concentrated on Tex-Mex food. Dieticians are an important part of institutional catering programs.

LESSON 1

Origins of the Food Service Industry

7

Fill in the Blanks 1. Food service has two categories—restaurants and ____________. 2. The first restaurant in the US was called _____________________. 3. The first fast food restaurant was named ___________________. 4. The father of industrial catering is _______________________. 5. The first dietician and creator of the modern hospital was _________________________. 6. The 16th century eating place in the UK was called _______________. 7. The first in the US to provide institutional catering was the __________ industry. 8. Plymouth Cordage Company, Massachusetts, was the first to introduce _________________. service. 9. The fast food restaurant, Wendy's International specialises in ___________________. 10. The founder of the first hospital in the American continent was ______________________.

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L E S S O N

2

Food Service Facilities

CLASSIFICATION OF FOOD AND BEVERAGE FACILITIES There are many ways to classify food and beverage facilities: 1. Commercial enterprises like restaurants and cafes that are committed to making profit. 2. Institutional Catering that are operations that serve food in large quantities to institutions like schools, hospitals, pension homes, etc. Some are heavily subsidised by the federal or local government to benefit the communities they serve and operate on covering their costs. 3. Those that serve the public, like theme park food services or fairground catering. They may be commercial or institutional operations that do not make distinctions as to whom they serve. An independent restaurant is willing to serve anyone who walks into the restaurant as long as the person is in a position to pay for the food and services. Similarly, government cafeterias may serve the public with subsidised meals. For example, a government funded university campus could have a Food Court that serves enrolled students and faculty as well as visitors to the campus. 4. Those that serve restricted groups of people like passengers on a flight or members of a club. Here food is subsidiary to a greater activity. 5. Government bodies who may want to subsidise food programs as a perquisite to their employees. 6. Private ownership that provides food strictly for commercial purposes. The following table gives an idea of how complicated the classifications can be:

LESSON 2

Food Service Facilities

9

Commercial Catering

Serves the Public

Independent Restaurant Snack bars Cafés Take-away outlets Public bars Specialty Food Parlor (Ice-creams, Sushi Bars, Doughnuts, Cinnabon, Fruit Juices etc.)

Fish & Chips outlets Sandwich bars Eateries at theme parks Kiosks Hot Dog stalls Mobile Food Vans Inns and Taverns Food Courts Drive-in Restaurants Outside catering Zoos Fast Food Restaurants

Serves Restricted Members

Hotels with restaurants Night clubs Private bars Private social clubs Private sports clubs (Golf, Tennis etc.)

Private Nursing Homes Banquet Halls Corporate houses Training Academies Dining halls Bed & Breakfast facilities Chalets Theatre Catering School Tuck Shops College cafeterias Museums

Institutional Catering Public canteens Govt. School catering Govt. Office canteens Govt. Hospital catering Airport terminal catering Railway station canteens Fairground catering Camping and caravan sites Tourist sites Public libraries Terminal Cafeterias (railway, bus, airport)

Flight Catering Railway Dining Cars Private Hospital Catering School Catering Prison Catering Defense Messes College/University catering Sports Training Academies Industrial canteens Cruise lines Convention Halls Outside catering for weddings etc. Holiday Camps Youth hostels Pension Houses Sports clubs

Let us examine some of the eateries mentioned in the above table:

COMMERCIAL Restaurants A restaurant is a commercial establishment committed to the sale of food and beverage. Restaurants can be further categorised by ownership:

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Textbook of Food and Beverage Management

1. A restaurant may be a licensed part of a hotel operation, whereby the sales of the restaurant contributes to the sales performance of the hotel. 2. An independent business entity under individual ownership and management. 3. A chain restaurant that is part of a multi-unit organisation, offering standardised menus, décor, type of service and marketing strategy. Basically, a restaurant provides tables and chairs for customers to eat meals prepared by an attached kitchen. The restaurants are equipped with crockery, cutlery, linen and décor which may vary in quality and concept in keeping with the objectives of that establishment. In addition to the basic purpose, restaurants may provide the following facilities: • Bar • Entertainment • Children party facilities • Home delivery services • Take-away services • Outdoor catering A restaurant professional will have to understand the type of restaurant that he or she is part of, in the first instance. The types of restaurants are:

Coffee Shop A concept borrowed from the United States, distinguished by its quick service. Food is pre-plated from the kitchen. The chefs prepare complete and balanced meals and arrange them in a plate. Coffee shop menus are quite light and simple. The portion sizes are fixed but adequate for the average guest. For example, a Southern Fried Chicken would include half a grilled chicken accompanied with French fries and some vegetables. A Beef Stroganoff has juliennes of beef in brown stroganoff sauce garnished with cream and served with rice and vegetables. The meals are complete and nutritionally balanced. The atmosphere in a coffee shop is informal which means that guests can come in casual wear. The restaurant will have lively piped music. The tables will have table mats and paper napkins. The table layouts may come provided with sugar cubes, proprietary sauces, mustard and creamer satchels. Coffee shops have replaced the erstwhile dining rooms of old hotels and serve many purposes. Most coffee shops in hotels are run 24 hours and are the only restaurant that serves food at any time of the day or night when other restaurants in the hotel are closed. Coffee shops act as multipurpose dining opportunities. The linen, food and music can change with lunch and dinner in keeping with the mood of the day. The staff, for example, lay out paper mats and paper napkins for breakfast and snack services. They can change the mood at lunch and dinner by providing table linen and cloth napkins to make the restaurant formal. Similarly, piped music can vary from pop music during informal hours and sedate lounge music during formal hours. Coffee shops in hotels are usually off the lobby or overlooking the swimming pool.

LESSON 2

Food Service Facilities

11

Speciality Restaurant In such restaurants, the entire atmosphere and décor is geared to a particular theme normally related to a regional cuisine. Chinese, Indian, Polynesian, Japanese and French restaurants are all geared to the speciality food they offer. An Indian restaurant, for example, would therefore, have Indian motifs on the walls, Indian artifacts, and costumes of the serving staff, piped Indian music, crockery, cutlery and glassware that give a total Indian experience. While the above mentioned cuisines have been popular and common, the world today has new options of speciality restaurants including Russian, Vietnamese, Burmese, Thai, etc. Speciality restaurants have gone further in giving the public ethnic foods within a region. So we have Bavarian food from Germany, Chettinad food from India, Cantonese food from China, Mongolian food from Russia, etc. The global world is allowing investors to bring cuisines to an ever adventurous and knowledgeable guest profile building restaurants around the cuisine. Another variant to speciality restaurants are those that concentrate on a particular food item like the Fish Bazaar which specialises in seafood and their preparation of all types; or the Beef Bistro which may limit itself to different cuts and preparations of beef. Speciality restaurants can range from very up-market and exclusive places to very casual ones like the neighbourhood Chinese or Thai restaurant.

Grill Room or Rotisserie This is a restaurant that specialises itself in grills of different meats, fish and poultry. The distinguishing feature of this type of restaurant is a glass partition that separates the kitchen from the seating area so that guests can see the grill preparation of their choice. Grill rooms are casual and may have log tables and benches and the décor would be distinctly American. The crockery may be coarse with hardy cutlery, paper napkins or checked cloth ones. Some of them may be as casual as to have pool tables and indoor sports. Grill rooms can be sophisticated casual too with finer crockery and linen.

Dining Rooms Dining Rooms are found in smaller hotels, motels, resorts, inns, clubs or heritage hotels. Smaller hotels may find it uneconomical to have more than one eating place. The dining room is usually meant for the residents of the hotel or members of a club who may bring their guests along. Dining rooms can change their atmosphere from the casual in the morning breakfast to formal for lunch and dinner. Dining rooms specialise in a good buffet spreads or a choice of two table d' hote menus.

Discotheque It is a restaurant which is principally meant for dancing to recorded music. The music is driven by a qualified and experienced disc jockey (DJ) who creates or responds to the moods of the guests. Special lighting and a dance floor are essential to the discotheque. A feature of the discotheque is a bar which also offers light meals and finger picking snacks. Discotheques in hotels permit only formal casual clothing, while independent ones allow casuals. Security is the main concern for a

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discotheque where both girls and boys mix and drink. Just as the bartender and the disc jockey are essential employees of a discotheque, so is the bouncer who guards the entry to the discotheque and ensures proper behavior. Discotheques do have an entry charge to ensure that the right crowds enter. Others may permit only couples to ensure the right balance of men and women. Some discotheques are strictly on membership basis.

Night Clubs It is principally open at night for dinner, dance and live entertainment. The décor is lavish while service is elaborate with fine linen and silver crockery. Night Clubs permit formal wear only and some go to the extent of insisting black tie. An essential feature is live performances or cabarets which promote famous performers. A live band with a dance floor is a must. A variant to entertainment is the supper theatre where guests experience a play before or after dinner. A night club will have a bar with bartenders who are entertainers themselves. Some discotheques that also have a live band are also called night clubs nowadays.

Food Bars This is a collective name to cover informal snack bars, milk bars, kiosks, frozen yoghurt stands, theatre counters, etc. A bar is a counter at which people eat food. Basically, these food bars have refrigerated or heated glass counters (based on the food they serve) displaying their wares. The public choose their items and go to a cashier who supplies them the items in paper plates or a take-away bag. They have limited seating places in the shop itself. The service is quick and often in the form of self-help. Many food bars may be speciality ones like the Subway that provides sub sandwiches; Dunkin Donuts that serves an assortment of doughnuts; New York Fries that specialise in French fries with various toppings and dips; London Dairy that specialises in ice creams; Cinnabon that specialises on cinnamon delicacies; laundro-bars situated at Laundromats; or food counters at supermarkets. Under this category are those eateries that reach the public when and where they need them most such as mobile food vans including the hotdog cart that serves meals at business centers, fairs and fetes.

Fast Food Restaurants Fast food restaurants have practically taken over the modern dining experience. Fast food restaurants give ready-to-serve foods at reasonable rates. The guest pays cash and carries the food instantly. The restaurant is informal with wooden or plastic tables and chairs. Such restaurants can operate in limited space and have small kitchens to finish food that is semi-prepared elsewhere in central kitchens. The essential features are standard preparations, standard portion

LESSON 2

Food Service Facilities

13

sizes, standard décor, friendly waiters cum cashiers and brightly coloured interiors. The names of the best fast food restaurants are limitless (see page 4). It is the Americans who have made this into a fine art and franchised their expertise all over the world. Who hasn't heard of McDonalds, Hardees, Burger Kings and Kentucky Fried Chicken, etc.? The concept of fast food has now caught on to the extent that each country has perfected its own speciality food, like Indian samosa, idli and wada; Lebanese shawarma; Greek dona kabab; Mexican tacos and burritos; Mongolian barbeque; Thai red or green curry and rice, etc. However, in this category, the hamburger is king.

Casual Dining This is a relatively new classification of restaurant where delectable pre-plated meals are served in an informal atmosphere, yet formal in presentation. The chairs and tables, lighting and artifacts are off beat yet selective. People have found this a wonderful alternative to expensive restaurants in hotels. Some examples are Chillies, Thank God It's Friday (TGIF), Hard Rock Café; Planet Hollywood, Pizza Inn, Rockefellers, Kenny Rogers, Nandos, etc. These restaurants have built their expertise to an extent that they are now in a position to franchise their operations and have done so with great success worldwide.

Food Courts This is a variant to fast food operations brought about by the emergence of mega malls. Investors in food service found that malls attracted the local public in large numbers and that the number of "footfall" was attractive enough to warrant setting up eating places. Mall management meant to give shoppers a total experience by setting up Cineplexes and children play centers in addition to shops. They found that food courts fitted in well in giving the public a total experience under one roof. The Food Court soon has become a center point for people to meet and eat. The food court is a dedicated place for eating where several fast food franchises can hire food booths and set up their operations. Shoppers now have a choice of cuisines under one roof. The seating is common for all the booths. The mall management ensures that there is a balanced variety of different cuisines offered. A customer reads a menu board outside the booth and pays for the choice to the cashier in the booth who announces the dish and supplies the food within fifteen minutes.

Cafes Cafes are casual restaurants found in commercial and entertainment districts. Café means ‘coffee' in French and cafes were opened in response to the popular Coffeehouses of London. They are meant to serve only coffee or tea initially. However, they have included house wines and a limited snack menu. Some cafes have specials made for lunch and dinner. Cafes are often off the street and marked by a menu board announcing the specials of the day. France had expanded these cafes to the pavements immediately outside their café making the concept very famous. Cafes have limited seats provided for those who wish to rest for a quick bite. Cafes have large street windows for eaters to look out into the street. Pedestrians can also look inside.

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Cafeterias Cafeterias are found in institutional catering. Industrial canteens, army messes, residential colleges etc. adopt this type of service for expediency and least fuss. Food is displayed at counters. Prices are displayed on large menu boards. Diners choose the items according to the budget. Trays and basic cutlery is placed at the beginning of the counter and the eaters ask the attendants behind the counter, who portion and place the requested items on the tray. Cafeterias have free seating at common tables.

Bars Bars are where liquor is sold and consumed. In Europe, they are called inns; while in the UK they are called pubs and taverns. Bars have to be licensed to serve liquor as they have to follow strict laws and rules like closing time, serving underage persons, observing dry days, etc. Bars may be private ones as those found in hotels, clubs and officer's messes for a restricted public; or public ones that are found in the city, commercial and entertainment districts that are open to the general public. (See lesson 22, “Bar Service” for greater details).

Food Service Innovations There is no limit to where and when food can be provided. There are no rules as to what is right and what is not. One has to study the lifestyle of the different segments of the market to determine where there is a food service opportunity. Such an innovation was the Drive-In restaurants when automobiles became common in the 1920s in America. A motorist just drives-in and parks, where a waitress takes the order and serves food in the car. The parking spots have levered tables beside the car window to place food. This concept extended to drive-in theatres. Today Fax Food is getting popular where a customer faxes his or her food order and it is delivered at the time required. Home Delivery service has become commonplace and some establishment's boast of delivering food within a specified time. Cybercafés are a testimony of our times where food, juices, tea and coffee are served to those renting computer time to check and send e-mails. Who knows when the sms food will start?

INSTITUTIONAL Institutional catering is a huge business that is marked with volume. While a lot has been written in the previous chapter as to the origins of institutional catering it would suffice to mention few institutions that specially use this kind of service. Industrial Catering refers to food programs in factories and corporate houses. The food is provided at staff canteens or cafeterias specially designated for the purpose of giving wholesome food to workers and executives. The cafeteria style is food presented at counters where a worker can choose the food according to his or her budget. A menu board displays the food offered along

LESSON 2

Food Service Facilities

15

with the prices. Hotels have huge food programs referred as ‘free duty meals' given as a benefit to the hotel staff. Hotels would have dedicated staff kitchens preparing food to large inhouse cafeterias. While cafeterias are for a large number of people, canteens are smaller usually serving few employees of the establishment. Executives may have exclusive dining rooms where the food is superior with formal service. This again is a perquisite given by many corporate houses. Many non-hotel establishments may offer subsidised meals as a perquisite. Some catering programs get complicated when food has to be provided to offshore establishments like oil-rigs. Hospitals and nursing homes are major beneficiaries of institutional catering. The main focus of these food programs is to provide diet foods supervised by qualified dieticians, to patients, who are unable to actively seek alternative sources of food. These programs have chefs who are able to cook health foods of various requirements. Food comes to the hospital beds in preportioned trays. Hospitals also have large cafeterias on a paying basis for their staff and the visitors of patients. Hospitals may opt to run their own food service program or outsource this activity to qualified caterers. School food programs are popular in full day school schedules and boarding schools. Some governments like in North America fund such programs by providing national subsidies. Food is nutritious and planned by dieticians who know the kind of food for growing children. Schools in those countries that do not have this privilege will build food costs into residential fees or provide cafeterias where students can purchase their meals on a daily basis based on the allowance they bring from home. Foods in this case will be popular snack food like pizzas, hamburgers, etc. Schools may also license caterers to open tuck shops for those on low budgets. While boarding schools may run their own kitchens, day schools may contract meals programs to professional caterers. College/University food programs are of two types. Residential hostels which build in meal costs in the total fees structure and those that permit licensed operators to open facilities to serve faculty, administrative staff and students. Today universities have their own food courts to offer students a choice of cuisines. These are in addition to hamburger stalls and mobile vans permitted to ply their trade within the campus. Some universities provide accommodation to mature students with families. These may have independent kitchens for families to do their own cooking. Military Catering covers the entire armed forces and paramilitary forces. The Armed Forces cover the Army, Air Force and the Navy with their respective administrative wings. Paramilitary

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forces would include the Border Security Forces, Home Guards, etc. Food is provided in messes separately for soldiers, non-commissioned officers and officers. They need the same attention to quality, consistency and nutrition. While officers' messes may have formal silver service, the soldiers' messes have self-service counters. Messes also provide food for functions held at the mess. The real challenge comes when armies are on the move and need mobile catering service behind them to provide large quantities of food in changing locations. Airline Catering may be classified into Flight Catering and Airport Catering. Flight Catering is a specialised food program for passengers on board planes. It has developed a long way from the sandwiches and flasks of coffee or tea to full dining service including drinks and wine and a choice of menus. Food is served in difficult conditions in narrow confines and especially when there is turbulence. The service trolleys and equipment have to be stable to manage flight conditions. The real challenge is to give complete, nutritious and tasty meals that can be kept warm on long hauls or foods that have to be served quickly on short hauls. Food further varies with the class of travel. While economy class meals consist of standardised food served in plastic trays, disposable plastic cutlery, and paper napkins, the First Class passengers get Guéridon service with a choice of menus, silverware, china crockery and linen. Flight kitchens are specialised and need to be geared to provide food to various airlines around the clock. They are required to prepare complete meals that are nutritious, and also those special meals for those with restrictive preferences like vegetarian food, non-fat meal etc. Airport Catering involves food outlets that are self-service, waiter service, vending machines and licensed bars. They may be run by the airport authority or by outsourced catering establishments. Ship Catering is almost like catering in a hotel. The challenge in cruise liners is the ability of stocking and storing the right quantity of provisions and raw materials between ports to ensure that food is available to passengers during their voyage. The standard of catering is high as it is part of the sales package. Cruise liners have full silver service with waiters and gourmet meals. Theme Parks and Resorts offer a great opportunity for food catering programs. Such opportunities may come in a wide variety of facilities from restaurants, mobile vans, vending machines, kiosks and dining rooms. Camps in remote areas need specialised planning and execution as much of the food is got from the local flora and fauna. Railway Catering is a large and challenging food program. They may be classified into railway terminal catering and in-transit service. Catering at terminals consist of a range of facilities including takeaway foods, fast food restaurants, waiter service restaurants, vending machines, self-service cafeterias, kiosks and mobile food trolleys where the food comes to the train window. In-transit service can vary from fresh foods provided to passengers at their seat by carefully

LESSON 2

Food Service Facilities

17

planning supply points en-route. This needs precise communication to catering companies within the railway network to respond appropriately. The railway food program has to take into account the different eating habits and tastes of a large travelling public. They have to further cater to vegetarians and non-vegetarians. Then, there are the dining cars where passengers can sit and eat in the car ordering a la carte meals. Then there are the trolleys that move along seating aisles and provide limited choices of snack food to passengers at their seat. Railway catering is pre-portioned food served hot at a station stop or by food warmers in dining cars. Railways discourage cooking on board due to fire hazards. Prison Catering is another challenge as inmates have to be fed nutritious and wholesome food so as to avoid the spread of disease in a limited prison campus. Prisons have their own cooking programs which are supervised for hygiene and sanitation. Prisons do take care of those inmates who need special dietary food. Food service is on a self-service basis at food service counters. Youth Hostels provide food to students on the move. They provide wholesome and nutritious food to a growing age group who are always hungry. The YMCA is an outstanding example of this. Another variant are the student hostels attached to colleges and professional academic institutions that maintain residential courses. These hostels need food programs to feed a number of students at a time. Clubs are those establishments that offer food and beverage in addition to the main purpose of the club, to members who have to pay a subscription fee to maintain their membership. Nonmembers may be permitted provided they accompany a member. Clubs may vary in purpose from social clubs, sports clubs, health clubs, community clubs, clubs of professional associations, to leisure clubs. Clubs have licensed restaurants and bars that are main facilities of a club. Clubs may also have buffet brunch services on holidays and week-ends or provide catering to special occasions like weddings, birthdays etc to members who rent out space in the club. Outside Catering is a popular service of food and beverages at a specific time and place, for guaranteed number of people, to an agreed menu and price. Catering of this nature is provided at social functions like weddings, dances etc; conferences and conventions; training workshops; business meetings and celebrations; special events like exhibitions, sporting events etc. Outside caterers are specialists in outdoor catering, setting up marquees and tents, lighting and décor of the space, special transportation of food from their kitchens to sites; keeping food at site and providing the waiting services including clearance after the event.

KEY TERMS Pre-plated Service Self-service Commercial Catering Institutional Catering

service where food is pre-portioned into platters in the kitchen service where eaters help themselves to food choices at a counter a food program committed to profit volume food service in institutions

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REVIEW QUIZ True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

or False The main feature of institutional catering is volume food service. Food is subsidiary in a club operation. Hotel restaurants contribute to the overall revenue of the hotel. Chain restaurants have standardised service. The atmosphere in a Coffee Shop is formal. A discotheque serves elaborate meals. Specialty restaurants serve ethnic food. Grill rooms can have pool tables and other indoor sports. Dining rooms have good buffet spreads. Night clubs are informal.

Fill in the Blanks 1. An eating place that serves one food item is a _________________. 2. A type of eating place that has refrigerated or heated counters is a ___________________. 3. An eating establishment that has standardised preparations, portions, décor and service is a _____________________. 4. An eating establishment that is informal in atmosphere yet formal in presentation is _____________________. 5. Casual eateries along streets in commercial and entertainment districts are called ______________________. 6. Catering places in factories are called ________________________. 7. Airline catering may be classified into airline catering and __________________________. 8. Railway catering may be classified into in-transit service and ___________________________. 9. Inmates in prisons are fed nutritious and wholesome food to avoid ____________________. 10. The YMCA is an example of a ____________________. Match the following: 1. Outdoor Catering 2. Clubs 3. Railway Catering 4. Resorts 5. Ship Catering 6. Airline Catering 7. Military Catering 8. Food Courts 9. Schools 10. Hospitals

___ ___ ___ ___ ___ ___ ___ ___ ___ ___

a. b. c. d. e. f. g. h. i. j.

local flora and fauna stable equipment shopping malls officers messes marquees and tents tuck shops diet food memberships right quantity of provisions supply points

L E S S O N

3 Organisation and Responsibilities of F&B Operations

MISSION AND GOALS The success of a food and beverage (F & B) service operation depends on the way it is organised to achieve its goals. It starts with a mission.

Mission Every organisation has a reason for being in business. All its managers and staff must be coordinated to fulfill that purpose. The purpose and direction is enunciated by the owners of the business in the form of a mission statement. A mission statement is a generalised statement of the overriding purpose of the business. This leads to the strategic intent which is the desired future state or aspiration of the organisation. All stakeholders need to be clear about what they are seeking to achieve and in broad terms how this is expected to be achieved. The mission statement expresses the philosophy of the property. Take this as an example of a mission statement of a speciality restaurant: “Our mission is to provide the best Chinese food in the city through research and innovation. The restaurant shall be safe and comfortable and uphold the values of the local community. Complete customer satisfaction will be reached through a trained and motivated staff. We emphasise high quality in products and services. We shall give a fair return to our stakeholders inspiring them to do continued business with us.”

Objectives and Goals From the mission statement flow the specific objectives and goals to achieve the mission. While objectives are long term aspirations, goals are short term targets. Good goals follow SMART which is an acronym for:

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S – Specific M – Measurable A – Accountability R – Reasonable T – Time bound Objectives and goals are reflected in formal plans; Plans draw out how objectives are to be achieved (action plan); when they are to be achieved; and who is accountable to achieve it. The corporate management or owner is concerned with perspective and long term plans (5-10 years), the General Manager is concerned with short term plans (3 year) and the F & B manager with Annual Plans. Typical goals for food and beverage operations would be: • • • •

Increase food sales by 10% over the previous year. Achieve an average cover rate of $ 20 by the end of the current financial year. The server shall reduce the time from ordering to first service by three minutes in 2007. Reduce the number of guest complaints by 20% from last year.

STRUCTURE OF THE ORGANISATION An organisation then establishes a structure. An organisation structure is a framework that establishes the relationships between job positions as well as establishes the channel of communication. Such structures are explained graphically in an organisational chart. Most establishments follow traditional hierarchical organisational structures that have evolved over the ages as shown in Fig. 3.1.

Top Management

Middle Management Junior Management

Supervisors

Operations staff

Fig. 3.1 Traditional Hierarchical Organisational Structure

The human resources in the food service industry may be classified into Managers, Supervisors and Operations Staff.

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Managers are responsible for the effective utilisation of the traditional resources of men (human resources), materials (operating supplies), money (budgets and finances) and machines (service equipment), etc., to achieve organisational goals. (Please see Lesson 8, “What is Management?” for greater details on resources). Managers are further categorised as follows: Top Management is responsible for the long term and perspective plans (5-10 years), funding and strategic objectives of the organisation. They would typically be the Owner, Board of Directors of a Public Limited Company, Functional Directors and the General Manager who is concerned with 3-year plans (shot term). Middle Management lead specific functions in an operation like, the Food and Beverage Manager, Front-Office Manager, Chef, Executive Housekeeper etc. They make the annual plan (1 year) for their respective departments. Junior Management leads the day-to-day operations of the operations relying on their management and technical skills. They ensure that the policies and practices translate themselves at the operational level. They would be the Restaurant Manager, Room Service Manager, Banquet Manager, etc. Supervisors are the link between the management and the operation staff at the floor level, to ensure that the resources allocated are effectively utilised. They are the face of management to the guest who recognises him/her as the team leader. Operations Personnel are the frontline performers of operations and rely heavily on technical and customer service skills. They would typically be the servers, kitchen cooks, utility workers, etc. The proportion of skills required is illustrated below in Fig. 3.2. Conceptual/ Administrative

Technical/ Customer skills

Management

Supervisory

Operation Staff

Fig. 3.2 Work Focus

Job Titles are the official designations given to a job position. They have faithfully remained the same in food service operations over the years. The international food service industry uses terms from three different countries: France, England and the United States. US chains have introduced American titles in their franchised hotels. The job contents remain generally the same, irrespective of titles. The table below establishes the titles and parity between them across the three countries. When setting up an establishment, it is necessary to use the titles that guests of that location are most comfortable with. Figure 3.3 gives the options available to a food establishment to use. American Restaurant Manager

English

French

Restaurant Manager

Chef de Restaurateur

Senior Captain

Restaurant Supervisor

Captain

Head Waiter

Maitre de Hotel Chef de Rang

Steward Busboy

Waiter

Commis de Rang

Assistant Waiter

Commis de Barasseur

Fig. 3.3

Job Title Comparisons

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CORPORATE STRUCTURES Chain operations have an elaborate structure as shown below in Fig. 3.4. The structure begins with a Board of Directors who represents the shareholders. Their responsibility is to give strategic financial and policy decisions that act as guidelines for action on a long-term basis. They appoint a Chief Executive Officer (CEO) who is the intermediary between the Board of Directors and the Operational structure below. The President is the head of all operations of the chain. He appoints Regional Vice Presidents who cover geographic regions of the chain operation. International chains would have Regional Vice Presidents for North America, South America, Europe, Middle East, South Asia, Far East and the Pacific. Regions may be clubbed based on the number of units in the region. Each Regional Vice President would have Area Directors/Managers to oversee operations within a group of countries or states within a larger continent. They would directly control Country Managers if a country has multiple units to warrant one or General Managers/Managers of independent units. Board of Directors

Chief Executive Officer

President

Regional Vice-Presidents

Corporate Specialists

Area Managers

Country Managers

Heads of Properties

Fig. 3.4 Corporate Structure of a Chain Operation

Large restaurant operations require more people to operate it. The amount of specialisations also increases and therefore, requires an elaborate structure. The structure given in Fig. 3.5 is a representative one and can be modified according to the policies of the enterprise. Small restaurant operations properties may not have such elaborate structures. The owner/ Manager would have a direct control of operations. The structure given in Fig. 3.6 is a typical organisational structure of a small restaurant.

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General Manager F&B Manager

Controller Cashiers

Receiving/ Store Clerk

Chief Steward

Chef

Sous Chef Cooks

Head Bartender

Dining Room Manager

Bartenders

Dining Room Captain

Stewards

Cocktail Waitresses

Food Servers

Busboys

Fig. 3.5 Organisation Chart of Large Restaurant Owner/Manager

Dishwasher

Cashier

Head Cook

Head Waiter

Bartenders

Cooks

Service Staff

Cocktail Waitresses

Fig. 3.6 Organisation Chart of a Small Restaurant

The organisation structure of a Fast Food single unit is even simpler as shown in Fig. 3.7. Outlet Manager

Short Order Cooks

Counter Staff cum Cashiers

Bussing Staff

Ordertakers

Fig. 3.7 Organisation Chart of a Fast Food Restaurant

There is another way to explain organisation structures. Line versus Staff: Line managers and operations people are those who have a direct contact with guests and therefore have a significant impact on direct revenues of the unit. Restaurant Managers, Banquet Managers, Room Service Managers, Waiters, Busboys, Dishwashers would all fall in this category. They are supported by Staff Managers who are specialists in their fields. They are support personnel to ensure the operations run smoothly as per standards set. Some staff functions in restaurant operations are: Financial Controllers who help interpret financial statements and guide line managers in better decision making. They cost food and beverages operations and prepare budgets.

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Lawyers give legal advice on operations especially when laws are different in many countries. For example, the Middle-East may have strict rules for the service of alcoholic beverages while Europe may have strict laws on smoking and environment. Labour laws are vastly different in different countries especially in those countries, which employ expatriate staff due to non-availability of skills locally. Big chain operations may have a full time lawyer while smaller operations may consult a lawyer on a case-to-case basis. Facility Planners help design restaurants and kitchens to local and international standards. Chains find it prudent to employ a full time facility planner who is kept busy with properties being franchised each day across the globe. Stand alone properties may hire a consultant. Dieticians and Nutritionists provide advice on health foods and diets. Safety Experts have joined the ranks of modern operations to safeguard the property and guests from all safety hazards, including fire safety, food, safety, etc. They work at subscribing to international food safety programs like HACCP and lead the implementation and getting the certification.

JOB DESCRIPTIONS Job Descriptions are essential to all organisations. They profile the job so that an employee knows exactly what is expected of him or her. Job descriptions have several benefits to the individual and the organisation. 1. 2. 3. 4. 5. 6. 7.

It It It It It It It

helps both a superior and subordinate to have a common perspective of the job. is a legal document in the case of any litigation between the employer and employee. acts as the basis of training an employee. acts as the basis of evaluating an employee's performance. acts as the yardstick for discipline as it stipulates what is expected from the employee. is used in orientation programs to guide a new employee. shows that the organisation is professional.

Job Specifications profile the person to do a job. It explains the education and experience required as well as additional technical training and certification required. An important part of a specification is that it draws out the personal competencies and skills required to do a job. Competencies are behavioural traits while skills are mental and manual abilities to do a job. The benefits of job specifications are: 1. They are useful when drawing out job advertisements. 2. They act as a checklist to look for in a candidate at the time of interview. 3. It sets the standards of behaviour and skill when performing a job. 4. An employee knows exactly what is expected of him or her. Following are the detailed job descriptions of all restaurant positions using American (and English) terminology. (The job descriptions of Kitchen, Banquet and Bar personnel will be found in their respective Lessons later).

LESSON 3 Organisation and Responsibilities of F&B Operations

Job Title: Reports to:

25

Restaurant Manager 1. Food & Beverage Manager 2. General Manager

Job Summary

To recommend and meet budgets and goals by leading a service team that ensures quality service standards with personalised guest attention

Duties and Responsibilities

1. Recommend and monitor a budget and plan for the year. 2. Lead, train and motivate a service team. 3. Conduct daily briefings ensuring two-way communication, training and policy information. 4. Check the mis-en-scene and mis-en-place done by the team. 5. Control expenses of the restaurant. 6. Develop innovative ways to create sales of the restaurant by up-selling menu items, food promotions, merchandising etc. 7. Meet and greet guests and develop a personal guest database to ensure continued patronage. 8. Schedule staff rotations and duties and organize extra hands when required. 9. Ensure the safety and hygiene of the restaurant. 10. Maintain discipline and conduct staff appraisals. 11. Coordinate with the chef for menu offers and operational coordination. 12. Coordinate with other departments for the smooth supply of operational supplies. 13. Responsible for proper billing and cash recovery for services rendered. 14. Resolve guest and staff complaints and grievances. 15. Represent the restaurant in Food and Beverage meetings. 16. Conduct periodic competition analysis.

Supervises

Senior Captain, captains, hostess, servers, busboys and apprentices

Limits of Authority

1. Evaluates performance of staff 2. Discipline of staff 3. Can void checks

Coordinates with

1. Kitchen—on food preparation matters. 2. Kitchen Stewarding—for the supply of clean service ware.

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3. Housekeeping—for cleanliness and supply of linen and flowers. 4. Accounts—for budgets and depositing daily sales. 5. Engineering—on matters of maintenance and safety. 6. Security—on matters of security and safety. 7. Marketing—on matters of sales and promotions. 8. Stores—for supply of alcoholic beverages, operational supplies. Minimum Educational Qualifications

Diploma in Hotel Management

Experience

Minimum 2 years after hotel management or 3 years as Restaurant Supervisor

Skills and Competencies

Job Title Reports to Job Summary

Duties & Responsibilities

• Thorough knowledge of Food & Beverage management and service. • Proficiency in the English language. Another foreign language preferred. • Training skills. • Guest handling skills. • Etiquettes & Manners • Supervisory skills • Personable and well-groomed Senior Captain (Restaurant Supervisor) 1. Restaurant Manager 2. Food & Beverage Manager Organise, supervise and train all service personnel in the restaurant with a view to providing quick and personalized food & beverage service to guests. 1. Deputise in the absence of the restaurant Manager and ensure smooth functioning of the restaurant. 2. Schedule weekly/fortnightly staff duty shifts with the approval of the Restaurant Manager ensuring that work exigencies are met and the staff are rotated fairly. 3. Allot daily duties to subordinate staff to meet work exigencies ensuring equity of work. 4. Conduct daily briefing using it as a vehicle for two-way communication, training and corrective action. 5. Attend to guest complaints and ensure guest satisfaction through immediate action. 6. Inspect the mis-en-scene and mis-en-place to ensure the smooth flow of operations.

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7. Ensure the maintenance and aesthetic upkeep of the restaurant in close coordination with engineering and housekeeping. 8. Organise the training of staff for meeting the standards of service. 9. Develop restaurant sales through up selling, guest contacts and ensuring good service. 10. Ensure that the restaurant is free from work hazards. 11. Supervise food service with a view to ensure speed, quality of service and personalisation. 12. Appraise staff performance and recommend rewards to the restaurant manager. 13. Control costs by applying food control principles. 14. Serve wines and beverages according to international practice. 15. Motivate staff through fair leadership. 16. Prepare flambé items, if applicable to the restaurant, with showmanship and authenticity. 17. Maintain and control the par stocks of cutlery, crockery, linen, supplies and equipment. 18. Assist the accounts department in stocktaking. 19. Hand over lost and found properties to the Housekeeping as per rules. Supervises

Restaurant captains, hostess, servers and apprentices.

Limits of Authority

Recommending authority but initiates the performance appraisals of staff for the final approval of the manager.

Coordinates with

1. Kitchen—for the timely supply of food ordered. 2. Bar—for the supply of alcoholic beverages. 3. Housekeeping—for the supply of linen, flowers, staff uniforms, restaurant cleanliness and lost and found items. 4. Engineering—for the maintenance of restaurant fittings, climate control, equipment and audio-systems. 5. Kitchen Stewarding—for the supply of clean cutlery, glassware, silverware and chinaware. 6. Accounts—for depositing restaurant sales and taking inventory.

Minimum Educational Qualifications

Diploma in Hotel Management

Experience

Three years as captain in a reputable organisation.

Skills and Competencies

• Thorough knowledge of food and beverage service. • Adequate knowledge of food preparation and presentation especially of items on the menu.

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• Knowledge of wines and flambé preparation. • Socially confident. • Proficiency in the English language. Knowledge of a foreign language is preferable. • Supervisory skills. Job Title Reports to

Captain (Head Waiter) 1. Senior Captain 2. Restaurant Manager

Job Summary

To organise and supervise an assigned restaurant station with a view to providing fast and efficient food and beverage service.

Duties and Responsibilities

1. Train and supervise restaurant servers to give high standards of service in terms of time, quality and personalisation. 2. Supervise the mis-en-place of the assigned station to ensure a smooth service during operations. 3. Inspect table layouts in the station ensuring that they meet the standards set. 4. Check and ensure the serviceability of equipment and furniture. 5. Sell food and beverage so as to meet restaurant budgets. 6. Take food and beverage orders correctly. 7. Give wine service according to international practices. 8. Prepare flambé items if offered by the restaurant with showmanship and authenticity in preparation. 9. Control the inventory of cutlery and service equipment allotted to the station. 10. Assign duties ensuring equity of work. 11. Ensure that staff meet hygiene and discipline standards. 12. Ensure that the station is free from hazards.

Supervises

Servers, busboy and apprentices in his/her charge.

Limits of Authority

Only advisory to the Senior Captain

Coordinates with

1. Kitchen—for timely supply of guest food ordered. 2. Bar—for the supply of alcoholic beverages. 3. Housekeeping—for the cleanliness of the station, linen and flower supply. 4. Stores—for the requisition of supplies. 5. Engineering—for the maintenance of restaurant fittings and equipment.

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Minimum Educational Qualifications

Diploma in Hotel Management

Experience

Direct recruit from a Hotel Management School with 3 month orientation or 3 years as a waiter.

Skills and Competencies

Job Title Reports to

• Thorough knowledge of food and beverage service. • Knowledge of wines and spirits and there service. • Adequate knowledge of food preparation and presentation, especially of items on the menu. • Socially confident. • Proficiency in English. Knowledge of a foreign language is preferable. • Supervisory skills. • Trained trainer. Steward (Waiter) 1. Captain 2. Senior Captain

Job Summary

To provide quick and personalised food and beverage service to guests at allotted tables as per standards of service laid down and to guest satisfaction.

Duties and Responsibilities

1. Attend briefings prior to restaurant opening, wellgroomed and equipped with the basic aids of operations such as bottle openers, pens, pads and matches. 2. Learn the dujour items, not-available items, menu preparations and their presentation. 3. Complete mis-en-scene and mis-en-place before the restaurant opens. 4. Check all the equipment and furniture at the station for their serviceability and maintenance requirements. 5. Clean and polish allotted silverware, cutlery, glassware and chinaware. 6. Stock the sideboard with proprietary sauces, jams, salt and pepper shakers, butter dishes, linen and other service ware. 7. Lay table covers as per standards set. 8. Fold napkins as per prescribed attractive styles. 9. Requisition fresh linen and flowers from housekeeping. 10. Air the restaurant and ensure that the station is clean. 11. Receive, greet seat guests. 12. Present wine-lists and menu cards and take orders. 13. Serve food and beverage by the standards of the restaurant.

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14. Up-sell food and beverage. 15. Present the bills and receive payment correctly. Supervises

Assistant waiters, busboys and trainees.

Limits of Authority

None

Coordinates with

1. Kitchen—for the timely supply of guest food. 2. Bar—for the supply of alcoholic beverages. 3. Housekeeping—for the cleanliness, supply of fresh linen and flowers. 4. Engineering—for the maintenance of service equipment and furniture. 5. Kitchen Stewarding—for the supply of clean serviceware.

Minimum Educational Qualifications

High School with a craft course certificate in restaurant service.

Experience

Minimum one year as Assistant Waiter.

Skills and Competencies

Job Title Reports to Job Summary

Duties and Responsibilities

• • • •

Thorough knowledge of food and beverage service. Socially confident. Personable and well-groomed. Physically sturdy to carry heavy loads and be on the feet for long hours. • Proficiency in the English language and knowledge of the local dialect. A foreign language is preferable. • A team person. • Etiquettes and manners. Restaurant Hostess 1. Senior Captain 2. Restaurant Manager To receive and record table reservations requested for the restaurant. To extend warm and courteous welcome and hospitality to guests visiting the restaurant and allot them a table. 1. Collect the restaurant reservation register from the overnight caretaker and mail from the F&B Office. 2. Receive and post table reservations in the register ensuring equity of load between stations. 3. Clean and arrange the hostess desk and menus cards. 4. Attend briefings before the restaurant opening. 5. Attend to all telephone calls of the restaurant in the shift. 6. Receive guests and lead them to their reserved tables. 7. Hand out Wine Lists/Menu Cards to the guests.

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8. Take orders from guests if required. 9. Provide guests with hotel information. 10. Go to the guest and enquire whether the food and service to their satisfaction. Handle any complaints immediately. 11. Wish every guest when leaving and invite them to come again. 12. Record the names of guests in the daily cover register. 13. Page guests if phone calls or messages come for them. 14. Maintain guest history sheets. Supervises

None

Limits of Authority

Can allocate tables independently.

Coordinates with

1. Food & Beverage Office—for mail, messages and reservation register. 2. Housekeeping—for restaurant hostess desk cleanliness and uniforms. 3. Restaurant staff—for operational efficiency.

Minimum Educational Qualifications

High School preferably with a Craft Course Certificate in F&B Service.

Experience

1 week department training adequate

Skills & Competencies

Job Title Reports to Job Summary

Duties and Responsibilities

• • • • •

Young and attractive female Socially confident and pleasant. Sturdy to stand for long hours Salesmanship Proficiency in the English language. Knowledge of a foreign language preferable. • Basic knowledge of food service. • Knowledge of the menu. • Etiquettes and manners Busboy (Assistant Waiter) 1. Station Captain 2. Senior Captain To provide supportive help to stewards in mis-en-place, clearance of soiled dishes, table set-ups, replenishing guest water and drinks, and ultimate food and beverage service to guests. 1. Report for briefing, well-groomed. 2. Collect fresh linen from housekeeping. 3. Collect, clean, polish and stack cutlery, crockery and glassware at the sideboard. 4. Assist stewards in table layouts.

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5. Replenish water jugs and ice buckets. 6. Check non-available items from the kitchen and bar. 7. Help in receiving and seating guests in the allotted station. 8. Pick-up food from the kitchen and deposit it at the sideboard. 9. Provide assistance to stewards during service. 10. Replenish water goblets of guests. 11. Independently conduct service if required. Supervises

None

Limits of Authority

None

Coordinates with

1. Kitchen—for the pick-up of guest food orders. 2. Bars—for the pick-up of guest beverage orders. 3. Housekeeping—for the supply of linen and flowers

Minimum Educational Qualifications

High School preferably with a craft course certificate in F&B Service

Experience

Three months departmental training is adequate.

Skills and Competencies

Job Title Reports to Job Summary Duties and Responsibilities

Supervises

• • • • •

Physically sturdy to do heavy physical work. Socially confident. Personable and well-groomed. Teams person. Proficiency in the English language.

Wine Butler 1. Senior Captain 2. Restaurant Manager To present and serve wine and spirits to guests as per the standards of the establishment. 1. Requisition the wines and spirits from the bar stores. 2. Clean and display the wines and spirits on the wine trolley. 3. Equip the wine trolley with the accessories required for service (ice-buckets, corkscrews, napkins, mixers, swizzle sticks, bottle openers, glassware etc.) 4. Present trolley to seated guests and up-sell the wines and spirits. 5. Prepare and serve ordered beverages as per international practices. 6. Replenish orders and remember guest preferences. 7. Raise Order Tickets for the cashier. None

LESSON 3 Organisation and Responsibilities of F&B Operations

Limits of Authority Coordinates with

33

May dialogue with guest directly to procure business. 1. Bar Stores/Dispensing Bar—for the supply of wines and spirits. 2. Kitchen Stewarding—for the supply of glassware. 3. Cashier—for giving the billing instructions of guests.

Minimum Educational Qualifications

High School with a Craft Course in Food Service and specialisation training in Wines and Spirits.

Experience

A minimum two years as wine butler or bartender in a gourmet restaurant.

Skills & Competencies

Job Title Reports to Job Summary Duties and Responsibilities

• Excellent knowledge in wines and spirits and their service. • Socially confident. • Proficiency in the English language. Knowledge of French is preferable. • Etiquettes and manners. • Personable and well-groomed. • Having flair and showmanship. • Good selling skills. Carver 1. Senior Captain 2. Restaurant Manager To present and serve prepared roasts to guests as per the standards of the establishment. 1. Requisition the meat roast from the kitchen. 2. Clean and display the roast and its accompaniments on the carving trolley. 3. Equip the carving trolley with the accessories required for service (sauce boats, crockery and cutlery for service, cutting board and carving knives etc.) 4. Present trolley to seated guests and the roast of the day. 5. Carve and serve ordered meat cuts as per international practices. 6. Replenish orders as requested. 7. Raise Order Tickets for the cashier.

Supervises

None

Limits of Authority

May dialogue with guests for the purpose of sales and service.

Coordinates with

1. Kitchen—for the supply of the roast of the day. 2. Kitchen Stewarding—for the supply of crockery and cutlery. 3. Cashier—for giving the billing instructions to guests.

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Minimum Education Qualifications

High school with a craft course certificate in Butchery.

Experience

Minimum three years in butchery.

Skills and Competencies

Job Title Reports to

• • • •

Thorough knowledge in meat cuts. Proficiency in the English language and the local dialect. Well-groomed. Socially confident.

Disc Jockey 1. Discotheque Manager 2. F&B Manager/Owner

Job Summary

To operate maintain and control the audio-visual systems in the discotheque so as to provide recorded music for dancing and lighting effects.

Duties and Responsibilities

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Supervises

None

Limits of Authority

Recommending authority for the purchase of music and equipment.

Coordinates with

Clean the music equipment/console. Replace the styles of record player when required. Stack records, CDs and Cassettes for easy retrieval. Play music according to the moods of the guests. Receive and play guest music requests. Control the light and sound effects. Announce birthdays/anniversaries of guests. Recognise and play popular numbers of guests. Develop sources of procurement the latest records. Develop reliable sources for updating on the latest music trends. 11. Ensure that all equipment and records, CDS and cassettes are secure and inaccessible to anyone else.

1. Housekeeping—for the cleanliness of the console area. 2. Engineering—for the replacement and maintenance of music equipment. 3. Accounts—reimbursement of purchased records, CDs and audiotapes. 4. Marketing—for instructions on special events.

Minimum Educational Qualifications

High School

Experience

Five years in a similar capacity

Skills and Competencies

• Thorough knowledge of music and trends • Knowledge of musical equipment and strobe lighting

LESSON 3 Organisation and Responsibilities of F&B Operations

• • • • • •

35

Knowledge of sources from where to get music Socially confident Proficiency in the English language Sensitive to guest moods Knowledge of the latest hits Flair and Showmanship

RESPONSIBILITIES OF FOOD AND BEVERAGE OPERATIONS Food and Beverage business is very lucrative as it satisfies a basic physiological need of all human beings—to survive. No matter how basic or elaborate the operation is, food and beverage is a safe business because people must eat and drink. Food and Beverage sales contribute almost equally to hotel revenues as room sales, thereby giving the department a lot of recognition and stature in the Hotel industry. Similarly, independent restaurants bring a lot of fun and glamour to a city. They become meeting places of the public. The basic objective of any food and beverage operation is to provide food and beverage to identified market segments and exceed their expectations. To be able to fulfil these objectives, the food and beverage operation must encompass the following responsibilities: • Plan menus that are compatible to the expectations of the market segment. This is achieved through market research and adopting measures to satisfy changing tastes. • Set standards of raw materials required to fulfill the menu. • Procure, receive and store the raw materials so that there is minimum spoilage. • Use correct procedures for food preparation to attain consistency. • Control the flow of materials and services so as to ensure cost effective operations and to stay within budgets and forecasts. • Reconcile actual performance with budgeted performance. • Ensure proper hygiene, sanitation and hygiene standards so that they comply with statutory regulations and guest expectations. • Train and motivate staff to provide the perfect dining experience. • Evaluate performance and taking corrective measures. • Be good community citizens. Each of the above factors is covered in detail in subsequent chapters.

INFLUENCES ON FOOD AND BEVERAGE OPERATIONS Any food and beverage operation, whether independent operations or those that are part of a larger business like hotels or institutional caterers, is influenced by internal and external factors. Figure 3.8 gives an overview of such factors:

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Macro Environment Micro Environment

Political

Economic

Employees

Customers

F&B Operation Technology

Services

Suppliers

Social

Media

Fig. 3.8 Factors Influencing F&B Operations

Macro Environment A macro environment is the larger external surroundings that influence an operation. They are largely unpredictable and uncontrollable. Such influences have to be respected to survive in the community it serves. Let us look at each: Political Environment: The local and federal government passes laws that control all food and beverage facilities. There are laws that govern: • Labour that includes minimum wages, grievance handling, working hours, annual leaves, etc. • Health & Hygiene that concern aspects of food poisoning, food preparation conditions, storage conditions, hygiene of cooks and servers, etc. • Safety to prevent fire hazards, cooking hazards that effect cooks, safe eating facilities for customers, proper air circulation, etc. • Environmental issues such as pollution, garbage disposal, drainage systems, etc. • Recycling of materials including food, paper, bottles, cartons, etc. • Taxes to provide infrastructure. Economic Environment: This aspect certainly influences the success of business. The economic conditions of a region influence the customers’ buying power and also the cost of running the operation. Some issues that govern the economic state are: • Rate of inflation and rising costs of raw materials, labour, fuel, insurance, etc. • Distribution of economic wealth that determine target markets. • Actions that stimulate growth and employment like subsidised apprentice programmes or farmer subsidies.

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• • • •

Disposable income in the hands of the public to eat out. Regional development. Sales instability including the peaks and troughs of business. Expansion or retraction of credit facilities by banks to make it easy or difficult to raise funds for business. • Interest rates on borrowed capital. Social Environment: This has a great impact on how the F&B operation runs in order to find acceptability and patronage of the target market. The social environment is influenced by: • Changes in demographics e.g. emerging women workforce or a moneyed middle-class. • Ethics in doing business. People want to have the comfort that they are not being cheated. • The decision-maker at home. It is found that children influence a lot of buying decisions resulting in advertisements aimed at them. • Convenience shopping like home delivery, take-away foods, fast foods, • Growth in ethnic minorities demanding varied and special foods. • Food habits of target markets. • Religious restrictions like no beef for Indians or no pork for Muslims. • Concern for healthy eating bringing in the use of organic foods and diet foods. Technological Environment: Technology is changing the way people work and has revolutionised work practices. The Food service industry has a fair share in this revolution that has benefited both workers and customers. Some of the technological factors are: • Mechanisation of work methods has greatly influenced food preparation. For example, the food processor has shortened time in the arduous traditional ways of making and mixing things. The microwave ovens and convection ovens have speeded preparation times. • Information technology has influenced how information is processed. e-Order pads, for instance, have connected information to the kitchens, accountants and control departments simultaneously. Restaurant micros are linked to mainframes churning out analytical data for decisionmaking. • Food technology has helped develop organic vegetables, increased their shelf life, introduced frozen foods and brought in meat and dairy alternatives. • Future technology can bring in vast strides through virtual reality and genetics. Media: The media includes the press, travel writers, gourmet writers, television and radio, etc. The image of an F&B operation is so fragile and important to the success of the business. One wrong news item can have irreparable damage. Food and beverage is so personal to the public because it has a direct impact on their health. The media can make or break an establishment because more powerful that the news item is the word of mouth that travels fast around the town. Some of the ways to get good publicity are: • Food promotions

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• Participation in environmental issues such as cleaning the beaches or planting trees. • Set leadership in good community conduct by having ethical ways of doing business. • Provide employment to the local community. The employees become ambassadors to the public. • Adopting correct practices and procedures in the preparation of food. • Concern for hygiene and sanitation and following local laws on the subject. • Having a system of receiving guest comments and acting upon them.

Micro Environment A micro-environment has immediate influence on daily work. This is a reality that all food and beverage operations have to deal with daily. The main influences in the micro environment are: Customers: They are the reason for doing business. The customer is king and unless the establishment responds to the changing wants and habits of the customers, it is doomed for failure. Some of the concerns of customers are: • • • • • • •

The satisfaction of their needs and wants. The amount they are willing to pay. Life style and habits. Their health and safety. Doing business ethically. Getting value for money. Getting recognition and participation in the dining experience.

Employees: Employees are the ones who fulfil the objectives of the organisation and create the customer experience. The food service industry has the following concerns and commitments: • • • • • • • •

Availability of skilled workers. Fulfilling the requirements of unions and labour laws. Training of staff especially casual workers who are coming into this industry in large numbers. Motivation of staff to give the customer the perfect guest experience. Managing employee grievances. Providing career advancement. Loss of employees to competition. Availability of multi-lingual staff to serve varied ethnic customers.

Suppliers: They are a critical component of the business as they deliver the raw materials of the right quality, quantity, and price in the right time, on a consistent basis to the establishment thereby helping it in doing business. Some concerns in this area include: • Availability of reliable suppliers, especially those who adhere to hygiene and safety concerns. • Availability of raw materials round the year. • Cost of imports of items not available locally. • Unanticipated changes in cost.

LESSON 3 Organisation and Responsibilities of F&B Operations

39

• Freshness of perishable items. • Increasing transportation costs. Service Agencies: The local government agencies of the federal and local government play an important role in any food and beverage operations. They give permission to operate the business. Some of their influences are: • Providing the license to do the business. • Giving the license to operate a bar. • Municipal authorities who provide power, fuel and water connections, building permits, sewage disposal and garbage removal services. • Internal revenue that governs sales tax and income tax. • Fire Department that control the fire prevention measures. • Local police that approve parking, traffic flows and unethical behaviour. They also register company vehicles. • Local authority that governs hours of operation. • Health department that ensure proper health and hygiene standards in food preparation. • Pension authorities for depositing the company's contribution to employee pension funds. Other service providers are the insurance agencies that insure the premises against loss. They provide medical insurance, injury insurance to the staff and if the policy of the establishment permits, even life insurance. Outlets may even insure their important assets like lifts, air-conditioning plant, generators, company vehicles etc. Banks provide credit facilities, short-term and long-term loans, funds transfers, payroll administration (in some cases) and overdraft facilities. Consultants provide advice on gourmet, set-up, facility planning, interior design and décor, investment, etc.

KEY TERMS Organisation Structure Line functions Staff functions Job Description Job Specification Job Title Macro-environment Micro-environment Market Market segment

a framework of relationships in an organisation job positions directly in operations support activities a documented profile of a job a profile of the person doing a job official designation of a job position external surroundings that is unpredictable and uncontrollable immediate surrounding that impacts on operations on a daily basis a paying public section of public with common features

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REVIEW QUIZ True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

or False A mission statement gives the strategic intent of the future. Plans set accountabilities. Middle management is responsible for perspective plans. Supervisors are high on conceptual and administrative tasks. Chain operations have simple structures. Job descriptions act as a basis for training employees. A restaurant manager schedules weekly/fortnightly duty Rota. One of the responsibilities of F&B operations is to reconcile actual and budget performances. A political environment is concerned with environmental issues. The image of a restaurant is fragile.

Fill in the Blanks 1. M in SMART stands for ___________________. 2. Long term aspirations are called ________________. 3. A framework that establishes relationships between job positions is call an _________________________. 4. A section of the public that has common traits is called ____________. 5. A document that profiles a person to do a job is called _____________. 6. A ____________________ is unpredictable and uncontrollable. 7. The reuse of materials is called ___________________. 8. The influence that is concerned with regional development is the _________________________. 9. The _____________________ is concerned with who is the decision maker at home. 10. ____________________ give permission to do business.

LESSON 4

Associated Departments of Hotel Food Service

L E S S O N

41

4

Associated Departments of Hotel Food Service

DEPARTMENTS OF A HOTEL Restaurants in hotels depend on other important departments for their smooth functioning. It is important to know how they influence food operations:

Kitchen A kitchen is the place where food is prepared. While large kitchens have independent sections to deal with various aspects of food preparation due to the sheer volume of activity, smaller kitchens would club sections or have multi-skilled cooks to carry out several roles. Restaurant personnel coordinate closely with kitchens for the supply of guest food orders. While food in the kitchen is supplied at a central counter in medium to small hotels, a restaurant server may have to go separate sections of the kitchen to get orders prepared by that section. Butchery: In this section, raw meats are cut from wholesale cuts and carcasses into smaller portions of given weight, ready for cooking. The butchery would be preparing for cooking, lamb, mutton, beef, veal, pork, fish, poultry and game birds. This section is also responsible for curing meats like bacon, sausages and hams by having curing chambers. In modern hotels, the butchery function is outsourced to external butchers who supply pre-cut portions as per the specifications of the hotel. Garde Manger: It is the section where cold dishes such as hors d'oeuvres, cold meat cuts, salads, galantines and pates are made. This section would be kept cool to deal with perishable items as also ice carving for buffets. This section supplies items for public sale to the in-house delicatessen of the hotel. Pantry: It is the source for sandwiches, fruit platters, juices and shakes. Some pantries undertake light hot snacks like burgers, club sandwiches, grilled sandwiches, etc.

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Bakery and Confectionary: This section prepares various breads, bread rolls, croissants, brioches, cakes, pastries, muffins, cookies, flans, tarts, and ice creams. While the temperature in a bakery is hot with industrial ovens, the confectionary is kept cool, as most pastry items have to be kept fresh. Modern hotels have found it convenient and economical to outsource this activity as well. A hotel with a captive bakery and confectionary shop may receive from this section supplies for public sale. Hot Range: It is the main cooking range where hot foods are made. They have a wide variety of equipment from ranges, which are coal, gas and electric fired and griddles, deep fat fryers and steamers. An essential part of the hot range is a counter with hot cases to keep prepared food warm. It becomes the nodal point for controlling all guest food orders. The hot range is where sauces are prepared for various continental dishes. Grill: Provides grilled items like kebabs, sizzlers, tandooris and other grilled meats and vegetables. Vegetable Preparation: Processes raw vegetables into smaller cuts for cooking. There are modern automatic machines for peeling, slicing and cutting. Still Room: Tea and Coffee are brewed here. A still is a chamber in which water continuously boils. For tea or coffee service, a waiter may insert the teapot with tea leaves or tea bags, according to the portions required, and fill the teapot with boiling water from the still. In operations where there are quick turnovers of tea or coffee, the stills can actually keeping brewing tea or coffee at low temperatures. In coffee stills, ground coffee is brewed and supplied instantly. Soups Section: Huge stock kettles prepare quantity stock used as the base for various soups. Satellite Kitchens: These kitchens are located away from the main kitchen to supply food to scattered restaurants in a hotel. Often these kitchens are attached to specialty restaurants with their specialised cuisine preparation methods, equipment and service.

Chef de Cuisine

Sous Chef

Chef-de-Partie

Commis I

Commis II

Commis III

Fig. 4.1 Organisation Chart of a Kitchen

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Associated Departments of Hotel Food Service

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Chef-de-Cuisine is the head of the kitchen responsible for planning, organising and controlling the kitchen operations. It is a management position. He translates the policies and procedures of the establishment into the kitchens. He also represents the department at coordination meetings. He is given a budget within which he keeps his expenditures. His main concern is to maintain the established food cost, which he achieves through strict food control. He drives the food safety programs and ensures that all staff are hygienic. He fulfills the human resources needs such as recruitment, training, motivation and discipline of the department. Sous Chef is the deputy chef who shares some of the Chef-de-cuisine's responsibilities. He directs the kitchen operation in his absence. Chef-de-parties are supervisors responsible for a section of the kitchen. He/She translates the management's policies and procedures into the section. A chef-de-partie is skilled enough to head a small kitchen operation. Specialist Chef-de-parties are those who have developed skills in a specific field of a kitchen. They are the: Chef Tournant is a reliever chef who can replace any of the regular chef-de-parties in their absence. Therefore this specialist has to have a wide variety of cooking skills. Chef Saucier is a specialist in sauces. He becomes a key person in continental cuisine, which relies heavily on sauces. Chef Pâtissier is specialised in confectionary items especially cakes and pastries. Chef Rotisseur is skilled in roasts and grills and is assisted by the Grillardin the grill cook and the Savourier the savouries cook. Aboyeur is the announcer of dishes for preparation to various sections, once orders come in from the restaurant. He is also known as a ‘barker' who coordinates the restaurant orders with the kitchen. Chef Garde Manger is responsible for the cold kitchen preparations. Chef Bouchier is the expert in butchery and meat cuts. Another variation to the butcher is the Chef Charcutier who is the expert on pork based items like sausages, ham, etc. Chef Poissonier specialises in fish preparations. Chef Potager is responsible for the Soups section. He becomes another key person in continental cuisine. Chef Communar is responsible for staff cafeteria meals. Chef Entremetier who prepares vegetables. Chef Volailler is the poultry man specialised in chicken items and game birds. Breakfast Cooks is a specialist of breakfast items including various preparations of eggs, pancakes, and breakfast meats. Chef de Banquets is a specialist in the preparation in quantity cooking for banquets. Chef de Nuit (the night cook) is a specialist in their own way as he is multi-skilled to prepare food from any section of the kitchen. Normally he is the only person to meet room service and coffee shop orders.

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Commis are general cooks who make the food items. They may be given titles of Commis I, Commis II and Commis III based on their experience and skill level. Future Perspectives: Hotels of the future will prefer to lease out restaurant and kitchen space to branded restaurants than be involved in running them. The leasers will be responsible for running their own kitchens and food service. Hotels may maintain an all-purpose coffee shop, room service and banqueting. The volume of kitchen activity would be certainly curtailed by outsourcing the butchery, vegetable preparation, bakery, confectionary and cold kitchens. Many hotel kitchen and service professionals will find meaningful careers in franchised and outsourced operations in addition to hotels.

Kitchen Stewarding The department is primarily concerned with the storage, maintenance, cleanliness and issue of cutlery, crockery, hollowware, chinaware and glassware to the restaurants and kitchens. It is responsible for the cleanliness of kitchens and the washing of pots and pans. It procures, installs and services gas connections and coal supply for cooking. The department would ideally have a large store for kitchen and service equipment; dishwashers and pot washing section. Many hotels may give the responsibility of the staff cafeteria to the kitchen stewarding. In such cases the stewarding would have their own brigade of cooks to prepare staff meals. Kitchen Stewarding is also responsible for pest control activity of a kitchen. The kitchen stewarding will remain an integral part of food service operations. Fig. 4.2 gives the organisation chart of kitchen stewarding.

Executive Kitchen Steward

Kitchen Steward

Utility Worker (Kitchen Porter)

Dish washer

Pot Washer

Fig. 4.2 Organisation Chart of Kitchen Stewarding

Executive Kitchen Steward: Is responsible for planning, organising, directing and controlling the stewarding activity. He would control the kitchen stewarding stores and ensure that the kitchens and restaurants smoothly get their needs. He conducts periodic inventories to monitor the movement of all kitchen and service ware. He coordinates with the gas or coal supplier to keep the kitchen operations going. He reports to the Chef de Cuisine. Kitchen Steward: This is a supervisory level responsible for a shift. Stewarding activity is a twenty-four hour activity in a busy hotel. He prepares duty, the weekly/fortnightly duty, Rota of

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Associated Departments of Hotel Food Service

45

staff and ensures that the needs of the kitchen are fulfilled. His main responsibility is to ensure that the kitchens are kept in clean and hygienic conditions. Utility Workers: These are the cleaning brigades, who clean kitchens and equipment and do other heavy work. Kitchen Porter is the American title given by small independent hotels to utility workers who do multi-tasks. Dishwashers: They operate the dishwashing machine that cleans all service ware. Pot Washers (plongeurs): They clean large pots and cooking utensils of the kitchen, using jet water sprays. Future perspectives: Kitchen stewarding is an important function to maintain the strict sanitation and hygiene laws of the municipality and health authorities. At the most this activity can be contracted to cleaning companies though the dish-washing machine will be owned by the property.

Bars The bar dispenses wines, liquor, spirits, juices, aerated waters, cigars and cigarettes. Restaurant food service professionals will coordinate with the bar for guest beverage orders. Figure 4.3 gives the organisation chart of a bar.

Bar Manager

Bartender

Cashier

Fig. 4.3

Bar Waitress

Organisation Chart of a Bar

Bar Manager: Translates hotel policies, procedures and standards into the activities of bar operation. He directs the bar operations ensuring efficient guest service. He also develops the clientele base through active customer relationship management. He reports to the Food and Beverage Manager. Bartender: Mans the bar counter and supplies drinks directly to guests seated at the counter and to the waitresses serving tables elsewhere. He is known for his customer relations, showmanship and unique cocktails. Bar Waitresses: Also known as barmaids or cocktail waitresses, they serve beverage orders at tables. Waitresses bring in a lot of showmanship and charm to bar operations. Future Perspectives: Bars will continue to be a captive revenue generating activity of future hotels.

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Housekeeping This department is responsible for the cleanliness, maintenance and the aesthetic standard of the hotel. Housekeeping cleans restaurants and supplies them with laundered staff uniforms, linen and fresh and dried flower arrangements. The different sections of housekeeping are: the Housekeeping Control Desk which passes information to housekeeping staff working at various parts of the hotel; the Linen and Uniform Room that coordinates with the laundry for the supply of clean linen and uniforms; the Flower Room where flowers are procured and prepared for decoration at tables or buffet tables; the Lost and Found Section to deposit misplaced guest belongings; and the Public Area brigade who are responsible for the cleaning of restaurants and other public areas. Figure 4.4 gives the organisation chart of the Housekeeping Department.

Executive Housekeeper

Linen/Uniform Room Supervisor

L/U Room Attendants

Laundry Manager

Assistant Housekeeper

Laundry Supervisor

Floor Supervisors

Laundry Specialists

Room Attendants

Head Houseman

Head Gardener

Floor Housemen

P/A Houseman

Gardeners

Public Area Supervisor

Desk Control Supv.

Horticulturist

Florist

Fig. 4.4 Organisation Chart of Housekeeping

Executive Housekeeper: S/he is the head of housekeeping responsible for translating hotel policies, procedures and standards into housekeeping operations. It is normally a woman's role and part of the middle-management team. S/he represents the department in coordination meetings. Assistant Housekeeper: Heads a shift as the housekeeping provides twenty-four hour service. S/he supervises floor supervisors on the shift who are given a set of floors with guest rooms to manage with a team of room attendants. S/he also oversees the public area supervisor. S/he brings the departmental policies and procedures to the knowledge of the supervisors.

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Associated Departments of Hotel Food Service

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Floor Supervisors: Directs the cleaning of guest rooms on allotted floors. She ensures that the departmental policies, procedures and standards are followed at the floor level. Room Attendant: Also called chambermaid, is responsible for the cleaning of allotted guest rooms in her shift. The present standard of rooms is 16 per shift. Housemen: They are male cleaning personnel allotted to rooms and public areas to manage heavy cleaning duties. Linen Room Supervisor: Coordinates the exchange of soiled linen for fresh ones with a team of linen attendants. She works closely with the Laundry for the supply of clean linen. She also conducts periodic inventories with the audit team to safeguard this expensive asset. Uniform Room Supervisor: Responsible for keeping uniforms in safe storage conditions. Issues laundered uniforms to hotel staff against soiled ones, with a team of Uniform Room attendants and tailors. She too coordinates closely with Laundry for the supply of fresh uniforms. Public Area Supervisors: Ensures the cleanliness, maintenance and aesthetic upkeep of all public areas like lobbies, restaurants, banquets spaces, etc. with a team of housemen. Horticulturist: S/he is responsible for the upkeep of the landscapes, gardens and nursery through a dedicated team of gardeners. S/he is assisted by a florist who prepares floral arrangements for the restaurants, banquets and other areas of the hotel. Future Perspectives: Future hotels are likely to outsource the housekeeping function to professional housekeeping companies who would have certified themselves with a high quality of service. The hotel may keep a skeleton staff for linen and uniform room activity, emergency checkouts and check-ins and lost and found activity. Hotels have already begun to outsource public area cleaning and horticultural activities.

Finance and Accounts The restaurant coordinates with the accounts on matters of the budget, purchases and sales of the day. The Accounts department is headed by a Financial Controller who is at middle/senior management level and supervises the following accounting team: City Ledger Clerk: he is responsible for all the credit payments due to the hotel. Accounts payable Clerk: he is the one who pays all creditors and also issues salaries to staff. General Cashier: he is the one who banks all money received from revenue generating areas. Income Accountant: he is the one who prepares all the essential financial reports and controls the restaurant and front office cashiers. Food & Beverage Control: This is the section which does the costing of food and beverages consumed, with a team of food and beverage cost clerks. Purchase, Receiving and Store: These functions are part of the control chain that supply materials to the hotel operations. Financial analysts: They help in multiplying finances through prudent investments and money markets.

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Figure 4.5 gives the organisation chart of the Accounts department.

Financial Controller Financial Analysts Income Accountant

Night Audit

Restaurant Cashiers

City Ledger Clerk

F&B Controller

Front Office Cashiers

Purchase Clerk

F&B Cost Clerks

Receiving Clerk

Storekeepers

Fig. 4.5 Organisation Chart of the Finance & Accounts Department

Future Perspectives: Routine accounting like payroll, collections, and revenue accounts is likely to be given to Back Office Processing (BOPs) units leaving the department to concentrate on financial management. The Finance function will try to leverage earned capital into investments that will raise further capital for future operations and growth. Accounting software are available that integrate accounting information from various revenue generating centers into financial statements for decision making. Guests will be able to keep a tab on their bills through the room television screens.

Engineering This department is responsible for the supply and smooth functioning of air-conditioning (or heating), lighting, mechanical, electrical, carpentry, electronic and civil works of the hotel. The restaurant depends on them for climate control, mechanical equipment and maintenance of furniture. Figure 4.6 gives the organisation chart of Engineering. Chief Engineer

Mechanical Engineer

Civil Engineer

Electronics Engineer

Electricians

Workshop

Carpenter

Electrical Engineer

Mason

Plumber

Air-conditioning & Refrigeration Mechanic

Fig. 4.6 Organisation Chart of Engineering

Boiler-man

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Chief Engineer: A man qualified and experienced to lead a team of engineers. Mechanical Engineer: Responsible for all mechanical works like elevators, escalators, mechanical equipment etc. He has a workshop where mechanics repair and maintain things. Civil Engineer: Responsible for all building and allied services. In addition to carpentry, masonry and plumbing he would also be responsible for all water treatment and sewage systems. Electrical Engineer: Responsible for all electrical systems like power and lighting fed by sub-stations to the building. He has the responsibility for the air-conditioning and refrigeration. The task gets larger when hotels become mega-complexes. Electronics Engineer: Responsible for all electronic equipment including networked personal computers, electronic engineering control panels, security systems, fire alarm systems, audio-visual systems etc. Future Perspectives: Engineering will have bigger challenges in the future, as buildings get more sophisticated and technical. Electronics will play a bigger part as air-conditioning and heating systems, water systems, fire alarm systems, elevators and escalators and engineering information systems will all be controlled from a single panel. We would have multiskilled staff to manage day-to-day problems while the suppliers of sophisticated engineering systems will maintain the systems on maintenance contracts.

Front Office It is the central point, which makes room reservations, registers guests into the hotel and maintains their master bills. Hotel restaurants would coordinate with the front office to establish whether a guest is a resident of the hotel or not. Resident guests are permitted to sign their checks, which are later included in the master bill of the guest. The Front Office also provides information on the V.I.P.s staying in the hotel to offer special services by restaurant staff, if required. Figure 4.7 gives the organisation chart of the front office department. Front Office Manager

Guest Relations Executive

Lobby Managers

Reservationists

Assistant Front Office Manager

Front Office Secretary

Front Office Supervisors

Cashiers

Receptionists

Concierge

Fig. 4.7 Organisation Chart of Front Office

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Front Office Manager: Responsible for managing the front office, lobby and transport activities. S/he translates company policies and procedures into the department and meets revenue targets by setting high occupancy standards as well as the average room rate. Assistant Front Office Manager: Represents the Front Office Manager in his absence. S/he ensures that the systems, procedures or standards are faithfully followed. S/he meets guests and manages customer complaints. Lobby Managers: Man the lobby desk on three shifts. They are the representatives of the General Manager to the guest on a moment-to-moment basis. They supervisor the bell desk operations that provide porter services; transport section that control a fleet of transport to move guests and employees of the hotel. Guest Relations Executive: Acts as the official hostess of the property. She facilitates guest needs and coordinates with all departments to give them satisfactory services. She drives the guest history and advises the front office about guest preferences. She also handles guest complaints. Front Office Supervisor: Responsible for a shift as the front office operates for twenty-four hours. S/he ensures that systems and procedures are met and that all technical support is at hand. Concierge: Provides information to in-house guests and visitors; facilitates issues with the external environment for guests; handles guest and hotel mail; controls the guest room keys; and provides the messaging services. Receptionists: Register guests into the hotel and allot rooms to them. Reservationist: Makes room reservations and controls the supply of rooms for sale. Front Office Cashier: Maintains the guest folios (bills) and receives payment when guest check out. Though s/he reports to the Income Accountant technically, is under the Front Office Manager/ Assistant Manager administratively. A cashier will man each shift on three shifts. Future Perspectives: The entire front office activity will be computerised from reservations to checkout. Guests will be able to make direct reservations and get confirmations through the web. The erstwhile information assistant will man a separate Concierge desk while the Front Office Agent will be multi-skilled to manage reservations, registration, billing and checkout.

Stores A large hotel has several stores to keep different items according to the storage conditions required. The General Stores would have all items like stationery, general supplies, etc; the Food Stores would keep all food items with longer shelf lives like proprietary sauces, packaged peanuts, etc.; Beverage Stores that keeps supplies of spirits, beers and wines. Such stores are often bonded as they store imported beverages also; Perishable Stores, which are refrigerated to keep all perishable food items like meats, poultry and vegetables; and Engineering Stores for engineering supplies. Housekeeping Stores that maintains stocks of linen, uniforms and draperies. Restaurant personnel will be mostly coordinating with the General Stores and Food and Beverage stores for their supplies. Figure 4.8 gives the organisation chart of a typical store. Storekeeper

Store Assistant

Fig. 4.8

Organisation Chart of a Store

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Storekeeper: He is the custodian of the store. He ensures that all items are maintained within established par stocks. He is also responsible to ensure that the storage conditions are maintained; the store is safe from pilferage; and issues items strictly against established procedures. Store Helper: He assists in the stacking, weighing and location of items. Future Perspectives: Hotels will continue to have stores. The challenge will be to carry optimum inventories. It is quite possible that hotels will adopt just-in-time supply to minimise inventory costs.

Human Resources The Human Resources department is important to any food service operation as they are concerned with the very important resource—people. The department is responsible for the hiring, maintenance and exit of staff. However, the following functions would concern the food operations: • Recruitment to fill permanent and temporary vacancies. This becomes critical especially when additional staff is required during peak periods in a day, week or season. Additional staff is required for banquet functions on a part-time basis. The HR department is good at contacting sources of manpower supply. Their challenge is to feed the food operations with qualified people to meet the objectives of food operations. • Orientation is provided to newcomers to help them settle into the organisation and job at the shortest possible time. • Training is a very contribution to any food operation. The HR department will have trained trainers to develop skills and careers to the standards set by the organisation. • Payroll is an important function to ensure that salaries and wages are paid on time. The HR department also coordinates the performance appraisal process to ensure that performers are rewarded. • Exit formalities are important to ensure that all the dues to an exiting employee are honoured as per labour laws.

KEY TERMS Kitchen Kitchen Stewarding Housekeeping Finance & Accounts Front Office Engineering Human Resources

place where food is prepared the department responsible for upkeep of service equipment; sanitation and hygiene of the kitchen; and fuel supply department responsible for the cleanliness, maintenance and aesthetic upkeep of the hotel the department that accounts for all revenues and provides finances for operational expenditures the department responsible for room reservations, registration, information and billing the department responsible for all mechanical, electrical, airconditioning, civil and electronic services the department responsible for recruitment, orientation and upkeep of the human resource

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REVIEW QUIZ True 1. 2. 3. 4. 5. 6. 7. 8.

or False External butchers supply pre-cut portions to a hotel's specifications nowadays. The pantry makes light hot snacks. The Chef Bouchier is responsible for banquets. The Chef Communar is a reliever cook. The Executive Kitchen Steward reports to the Food and Beverage Manager. The Lost and Found section is controlled by the Accounts Department. The people who clean restaurants are the floor housemen. The restaurant brigade checks with the Front Office to ascertain whether a guest is a resident or not. 9. The Guest Relations Executive reports to the Front Office Manager technically. 10. The Front Office Cashier reports to the Front Office Manager technically.

Fill in the Blanks 1. The section of the kitchen where butter sculpture is made is called the ____________________. 2. The section of the kitchen that supplies juices and shakes is the _______________________. 3. The section of the kitchen where the main hot foods are made is called the _________________. 4. The chamber in which water continuously boils is called the _____________________. 5. The American title for the Utility Worker is _________________. 6. The section that costs all food and beverage consumption is called ______________________. 7. The job position in Engineering that will fix a faulty air-conditioning unit in the restaurant is the _____________________. 8. The management job position in the front office organisation structure responsible for porter services is the _________________. 9. The store that provides non-perishable food items is the ______________________. 10. The department that handles employee orientation is the _________________________.

PA

RT

P

The Food Service Professional

L E S SO N

5 The New Food Service Professional

INTRODUCTION Cyberspace has forced the world to see things in different ways. It has shrunk the world and we are now witnessing true globalisation. What does globalisation mean? It means that people have access to information, products and services worldwide, at the click of a button. We are in the “third wave”, according to Alvin Toffler, the futurist. He believes that society moved from a traditional agrarian society to an industrial one, after the industrial revolution in the late 18th century. The industrial cycle is now paving the way to a service society where services of any kind are available to society, thanks to the web. The customer is the centrepiece of the service age. The key mission of cyberspace is to create value for the customer. Its credo is to offer the best and cheapest products and services from anywhere in the world. The golden platform from which it operates are: (1) that English is the primary language; (2) that most transactions in future will be by Visa/ Master cards; (3) that the US Dollar will be the common currency, though seriously challenged in future by economic blocs like the European Common Market with the Euro, possibly the Asean currency promoted by the Asian economic bloc, with the exception of Japan who will stand alone with the powerful Yen, the Middle East as an economic bloc with a common currency like the Dinar, and 4) that free trade between nations will increase with the breaking down of political and trade barriers. Organisation structures have changed to accommodate these changes. The traditional hierarchical structure, as shown in Fig. 5.1, is no longer valid.

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Top Mngt. Middle Mngt. Supervisors

Service Staff

Fig. 5.1 Traditional Organisation Structure

The changes in the new millennium have broken down bureaucratic structures and redefined them. The frontline service personnel, like servers, counter sales persons or hosts are now the kings and queens. It comes from the belief that it is they who create guest experiences. The frontline has been empowered with decision-making authority, which their erstwhile supervisors had. The corporate management and specialists will now support the front-line staff to create effective guest experiences. Policies and procedures have been redrawn to meet the new structures and challenges. The new structure will, therefore, look like the one shown in Fig. 5.2. Frontline Service Staff

Specialists

Corporate

Fig. 5.2 New Organisation Structure

Organisation Structures have gone flatter with technology taking over the processing work. The erstwhile middle management will be either wiped out or re-defined to provide value added roles. Front-line staff shall now make tactical decisions at the operational level. We have seen how the new customer responds to global changes in the section, “The New Guest Profile” of the introduction. The student and professional of food service will need to engineer and re-engineer themselves, to meet these dramatic changes. Let us see how roles and competencies will change in future.

COMPETENCIES OF NEW FRONT-LINE FOOD SERVICE STAFF Relational: They will be good at customer relations with strong interpersonal skills. Frontline servers will make people interaction into a joyful art. They will develop their own client bases,

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stored on their laptop computers. They will take these contacts with them, wherever they are employed. Future job offers will be made based on the client bases that individual servers bring with them. Multilingual: Frontline personnel will be strong in the English language as it is the official language of cyber age. They will develop multi-lingual skills too. French and German languages were credible alternatives to English in the past. The new world now requires proficiency in Japanese, Russian, Hindi, Arabic and Spanish. Service teams will be put together to provide a range of language skills to an international clientele. Up-country establishments will further need skills in local dialects. With multi-lingual skills, food service students and professionals will greatly enhance their job opportunities globally. Service-Oriented: The future food service professional will genuinely enjoy serving people and develop it into an art. They would acquire all the technical, interpersonal, technological and management skills to give an excellent dining experience. They will also create innovative dining experiences to attract the crowd. The service staff of Rattlesnake, a Tex-mex restaurant in Dubai, broke into the Macarena dance in between service, to entertain their guests. The servers of Buffalo Wild Wings Barbecue in Calgary, serenaded their guests with country and western ballads accompanied by a folk guitarist. Frontline staff will become part of the unique dining experience. We often see restaurant staff singing "Happy Birthday" to guests celebrating their birthday in a restaurant. That is a wonderful start. Their entertainment will go beyond. Creative Problem Solvers: Frontline staff will be skilled in problem-solving and decision-making skills. Managements will empower them to make on-the-spot decisions. For example, a server will be able to return a dish to the kitchen if the guest is dissatisfied or complement him or her with a free bottle of wine for a delay in service. No longer will they have the luxury of calling their supervisor to make such decisions. Action-Oriented: Frontline staff of the future will support promises with actions. If Pizza Hut promises a twenty-minute home delivery service time, then they will be obliged to keep that promise. They do it. The Oberoi in Bombay had promised morning tea service in rooms within two minutes. This they achieved with a mobile room service pantry in a dedicated elevator. It was a tremendous action-oriented promise, which became their marketing point as well. The future professional will respect the time-consciousness of the guest and will work towards immediate and correct service. Techno-Savvy: Frontline personnel of the future will be comfortable with fast changing technologies and environments that affect them. e-Order-taking and palm billing machines are already present. Micros linked to mainframe servers exist in most modern hotels. Restaurant training programs will introduce a large dose of tech-training. Future servers will have their own laptops or palmtops to analyse their own performance and keep guest histories and client bases.

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Commissions: Service staff will prefer to work on commissions as part of their compensation packages. This is because they will have a hold on their clients and will provide excellent service to get the repeat customer. They have the confidence to generate substantial secondary income through commissions and bonuses. Establishments too will offer such incentive packages to motivate individuals. Multi-Skilled: Food service professionals will have management skills, technological skills, customer skills and reporting skills. This makes the erstwhile waiter a 'knowledge worker'. It would be appropriate to call them Hosts, Food Service Agents, and Captains, etc. to recognise their expanded roles.

COMPETENCIES OF THE NEW BACKLINE SPECIALISTS These are specialists who have point cast themselves, like Trainers, Facility Planners, Menu Compilers, Animators, Software programmers and Food Cost Accountants, etc., who will enrich the frontline performance with their expertise. Point casting is the process of developing mastery in a very narrow field of study. They would either be stand-alone specialists or members of project teams who address special problems and innovations. Specialists would perhaps create a unique food promotion based on their expertise or create home delivery procedural models. Mastery in a Functional Area: The specialists will believe in continuous learning as a way of life to bring the best practices available. They would have got a high level of education and experience in their field to give organisations a leading edge. They would be leaders in their field in national forums and develop credibility through certifications and awards. Creative in Applications: They would not be bureaucratic and rigid in their approach. They will think ‘out-of-the-box' focusing on finding solutions rather than problems in a fast changing environment. This requires innovation, research and cross-modification skills. Technically-Oriented: Service personnel would be comfortable with technology and may guide software developers to satisfy their needs. They will give meaningful feedback to the specialists and become active members of development teams. Loyal to their Profession: Backline specialists will believe in their profession and will be committed to excellence. They will benchmark themselves with other noted professionals and organisations in the field, so as to introduce best practices into the organisation. They will enroll in associations and forums of their field to update themselves. Ability to Work in Various Teams: Problems will be solved in teams that need a variety of specialist input. For example, a food promotion team would consist of the Chef, marketing specialists, interior decorator, servers, menu compilers and Animators. Backline specialists will be comfortable in working in different teams to solve different problems. They would be trained to work in teams and bring out the best in teamwork. Focus on Continuing Education: Specialists will invest in their self-development from their own pockets. Substantial part of their income will be in continuing education. Obsolescence is the

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greatest fear of the new millennium. They will have to continue learning to keep up with latest developments.

THE NEW CORPORATE MANAGEMENT Corporate Management will no longer be “policemen” but “facilitators”. The only control they will have is strategic control and financial control. They shall be responsible for long-term planning, legal, finance and development. They will generate wealth creatively through investments and acquisitions, so as to expand and give their employees career growth. They shall design progressive policies and procedures to make the frontline staff effective and productive. The corporate will not be involved in marketing, production, purchasing and industrial relations. This will be left to unit management. The corporate approach will be to convert each food service outlet into a strategic business unit. This means that the restaurant will have its own balance sheet and profit and loss statement. The unit head will be held responsible for the unit performance and be empowered to make independent decisions with the allocated resources within broad corporate policies. The challenges that the corporate will have in dealing with knowledge workers are: • • • • • • • •

Developing an effective Performance Management system. Developing a reward and recognition system. Career plans for specialists. Creating a unified vision and creating a pride in it. Integrating project teams with frontline workers. Defining the role of project leaders and unit heads. Continuous improvement of the human capital. Acquiring and retaining talent.

KEY TERMS Globalisation Service Age Flat Structure Multi-skilled Techno-savvy Point Casting Continuing Education Knowledge Worker Empowerment

having access to information, products and services worldwide an age dependent on people skills a hierarchy where there are fewer layers having several unrelated skills comfortable with technology developing oneself in a narrow field educating oneself throughout one's career a person skilled in modern technology giving authority

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REVIEW QUIZ True or False 1. Cyberspace has brought about globalisation. 2. Globalisation is having access to information, products and services from anywhere in the world. 3. Products are the centrepiece of the service age. 4. The key mission of cyberspace is to create value. 5. English is the primary language of cyberspace. 6. Management creates guest experience. 7. Backline staff of the future will prefer to work on commissions. 8. Specialists will enrich frontline performance with their expertise. 9. Backline staff will work better alone than in teams. 10. Corporate Management will control Industrial Relations.

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6 Understanding Guest Service

INTRODUCTION Students must understand that the food and beverage industry is part of the hospitality industry, which is again part of a broader service industry. What does this mean? This means that people are the centre of focus, as against machines in this industry. People include both internal people including food service personnel, and external people who are the customers, suppliers, government officials, the media people, etc.

DIFFERENCE BETWEEN PRODUCTS AND SERVICES In the first instance, we must understand how different the purchase of service is as compared to tangible products: • In services, the time period between the demand from a customer and the supply of the request is very short, sometimes immediate. In a meal, for example, the guest will demand for the product and expect it to be created immediately and served. The fast-food industry gets its unique place because of the immediate satisfaction of a meal demand. A product like toothpaste, on the other hand, is produced in anticipation of demand months before the actual product is sold. • In service, the server is face-to-face with the customer when he demands the product. He has to understand the guest's special needs and respond correctly to satisfy that need. In a meal experience a guest may ask for a meal without garlic. The server is to respond to that need and instruct the cooks with that special need which should be satisfied in a reasonably accepted time between order and supply.

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A product like toothpaste, on the other hand, is standardised and prepared whether the guest prefers fluoride or not. • In service, the product or service is consumed immediately. A meal is consumed immediately. A hair dresser’s service is employed immediately upon demand. A product like toothpaste, however, may be bought from the nearby store and used after many hours or days after the purchase. • Services are largely based on reputation and word of mouth publicity. There is no sampling first to ascertain whether the service is suitable or not. A meal has to be eaten to try whether it gives value. A hair dresser cuts the hair and hopefully gives the look one is expecting. A product like toothpaste gets its image after years of advertisement and publicity. • Services are perishable. Revenue from a cover not sold in a restaurant at meal time, is lost forever. A meal returned by a guest because it does not meet expectations is lost forever and thrown out. It cannot be reused. Services cannot be stored. By its very nature, services are consumed immediately. A restaurant for instance, cannot store its lunchtime service for dinner. The service is consumed in that allotted time and the dinner service is another service period altogether. A product like toothpaste can be stored for months before it is used. • The skills of those providing the service is very crucial to the purchase experience. A bartender must produce the right cocktail mix based on training and skill to satisfy the guest. The server, therefore, provides the dining experience unlike a product like toothpaste which is produced by machines and does not create the personalised experience. • Services are intangible and rely on the experience they give, unlike products like toothpaste which can be touched, seen and smelled to determine whether it is desirable or not. Experiences are very subjective and can vary from person to person. That is the reason why some people may find a restaurant wonderful to visit while others do not find it so. • Because services are provided by people, it is difficult to standardise it. Quality control becomes a challenge though restaurants have tried through training to standardise procedures with the hope of consistent levels of service. It is possible to standardise products like meals through standard recipes and cooking methods. Unfortunately, service is delivered by people who may vary in their attitudes and consistency from day to day. • Services are expensive because they are delivered mostly by people. The greater the skill of the server, the greater is the cost of the service. There are hairdressers that are at the top end in reputed salons while there are others who are average in their skills. Similarly, there are celebrity chefs who have taken the art of cooking to new heights of gourmet experience while there are others who produce the ordinary. To keep the service available, the staff have to be present whether there are customers or not. A waiter in a restaurant may pass a whole shift without a single customer at his station. The cost of the waiter's presence has to be borne by the owner. Keeping all this is mind, we shall focus on the food service professional and the customer. It is better understood when the professional looks at himself/herself as the host and the customer as

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the guest. This throws the perspectives and attitudes at a totally different level. At home we go that extra distance to welcome guests, give them unrivalled hospitality with food and drink, try to keep them safe and anticipate and attend to their every need.

PROVIDING A GOOD GUEST EXPERIENCE Providing a guest experience is a cycle of events that starts with the server. My Attitude

My service

Customer’s expectations, needs and perceptions

Customer’s Reaction

Let us take each component and understand it carefully:

My Attitude What is attitude? Attitude is the way one communicates mood to others, who will respond accordingly. The question arises: "Is my attitude positive or negative?" Let us look at some symptoms of each: Positive Attitudes • Being optimistic • Feeling good about yourself • Feeling good about others • Feeling good about life • Seeing the best in others • Expecting good things to happen • Seeing the bright side of all situations • Being enthusiastic • Being creative and open • Anticipating successful encounters • Each customer is an exciting challenge Negative Attitudes • I am bored! I do not have time • It won't work • I cannot get organized • I'm too busy • I don't know what to say • I am nervous • I cannot do it

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• • • • • • • •

I don't stand a chance I don't have energy Nobody likes me I am not good enough Others are better than me I cannot win It's not my day I am scared of customers

Obviously positive attitudes have a greater range of benefits to the self and to the people he/she interacts with. Let's look at some of these: Benefits of Positive Attitude: • Creates enthusiasm • Enhances creativity • Magnifies positivity • People like you • Boss likes to work with you • You become helpful • Makes others positive • Wins cooperation • Become popular The question then arises as to how we develop a positive behaviour. Habits: Our brain has been registering every experience since the pre-natal stage to what we have today. We remember from that part of our brain of consciousness. Unfortunately, what we remember is only 25% of all our experiences. This means that we use only one fourth of our capacity to correct ourselves and define new ways of behaviour. The remaining part of our experiences lie in our subconscious which constitutes 75% of our brain capacity. The subconscious drives our behaviour and we are not aware of those triggers that do so. If we have negative attitudes it is because of negative influences in our growing years that have come to stay. The best way to overcome those negative influences that drive our behaviour is to develop conscious habits. What is a habit? A habit is a constant, often unconscious, inclination to perform some act acquired through its frequent repetition. This then influences our behaviour. “An action repeated becomes a habit and a habit repeated becomes a behaviour”. The skill then is to change habits by constant conscious repetition. It takes thirty days to change a habit. Beliefs: What is a belief? It is accepting a thought as true. There are so many beliefs we carry about ourselves and about others. When these beliefs are negative and clash, we then have negative behaviour often resulting in violence. We need to change our beliefs about ourselves and others. This is done through auto-suggestion. What is autosuggestion? Autosuggestion is a voluntary talking to oneself to change an attitude, action, habit or feeling. A person interested in developing positive

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attitudes must develop a program for oneself and repeated frequently over a period of thirty days. It would be useful to remember the following: “Programming creates Beliefs. Beliefs create Attitudes. Attitudes create Feelings. Feelings determine Action Action creates Results”. Tools for Success (to develop a positive attitude) • Silent self-talk • Self-talk out loud • Self conversation • Visual reminders • Ignore negative people • Self education • Physical exercise • Food for the soul Secret of Success Persistence—don't give up Repetition—do it over and over again Determination—say you will win, no matter what

My Service What is service? It is the total experience that a customer gets through people, when satisfying a need. Service touches all the senses of a discerning customer. Let us examine each component: Sense of sight: Customers like to see a well-groomed person Grooming has been touched upon extensively in the next chapter (Lesson 7, “Competencies of a Food Service Professional”). The way food is presented with colour balance and attractive positioning on the plate creates the gourmet experience. It is a well-known saying in the food industry that presentation is everything. Sense of smell: A diner is influenced by how fresh a server smells. It gives him or her the confidence of the hygiene standards of the establishment. The aroma of food in the dining industry is well-known. Appetising smells trigger hunger and want. The chef builds this into the total food preparation and presentation. We have known coffee shops to crush coffee beans to give that fresh coffee aroma to passers by to attract them to the restaurant. Sense of hearing: There are things that should not be heard by the customer and things that should. A customer does not like to hear noisy air-conditioners, waiters fighting among themselves, the clatter of pots and pans, loud music (unless in a night club), etc. What they like to hear is the courtesy shown by the servers, the use of their name, suggestions in case of doubt, soft music, etc. What guests like to hear are also the crackle of papad or the sizzle of grills taken care by the chef. Sense of taste: This is the one most applicable to the food industry. Taste defines the customer's ultimate experience. Chefs have gone to the extent of providing the experience with innovative use

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of spices, cooking methods and beverages. It is common to find wine enhancing the flavours of sauces and extracts of herbs to marinate meats. The taste of meat cooked in earthen ovens is different from those cooked on charcoal spits. Tastes are the distinctive signature to a cuisine offered by an establishment. The chef's skill provides the experience. Sense of touch: The touch of hot food or cold desserts to the palate, create the experience. Warm napkins to clean hands before a meal or the soft feel of the table napkin all are responsible for the touching experience.

UNDERSTANDING NEEDS AND WANTS OF CUSTOMERS We must first understand the difference between needs and wants. Needs are essential to human well being. These could include those that are essential to human survival such as food, water, clothing and shelter at the basic level, to those that are essential for social survival. Wants are the cultural manifestation of those needs. An American needs food just as much as an Indian. While an American may interpret this need by wanting hamburgers and fries, an Indian will demand rice and curry. An American interprets clothing in terms of a demand for jeans while the Indian the sari. Abraham Maslow, a social scientist, brought the concept of needs most dramatically by proclaiming that: 1. All humans have needs. 2. These needs can be collated into five broad categories. 3. The categories have an ascending hierarchical order. 4. That one must be satisfied to move to the other. Later scientists proved that all needs can coexist together in varying levels of importance to every individual. This was very well illustrated through the famous Maslow's Need Hierarchy as shown below:

Self Actualisation

Status Self-esteem Belonging Security Physical

Emotional

Physiological Needs

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The needs start from the bottom and we shall examine how they reflect in providing the perfect guest experience. Physiological Needs: These are the basic needs for survival such as food, water, clothing, shelter, air and sex (for procreation of the human species). The hotel and restaurant industry meets the need for food by offering a spread of cuisines, and shelter by providing a “home away from home” through its choice of rooms. Furthermore, food establishments provide fresh supply of air and potable water to drink. The industry also recognises this need of its internal customers who are the employees. They provide free duty meals, uniforms; potable water, proper working conditions, staff accommodation or a house rent allowance that complete their physiological needs. Security Needs: As seen in the diagram above, the security need is both physical and emotional. The guests want to be sure that the property they are visiting is physically safe from anything that may endanger the body. They do not want foreign matters like hair or glass in their food. Guests want to be warned of hot plates or uneven flooring that they can stumble over. Their need for emotional security comes in many ways. First is the need to be welcomed and recognised in an establishment. Guests want to make sure that the people who serve them are hygienically clean and free from diseases. This they notice by the way the server is dressed. Guests want to make sure that the raw materials used in food preparation are fresh and that the cooking utensils are clean and sanitised. They also value their privacy as also being treated with courtesy and respect. Physical security is an important part of working conditions in the industry. Staff is trained in operating equipment and also to adopt work habits that will ensure safety. The industry also insists of good hygiene to avoid the spread of disease and illness. Staff is put through fire drills to protect them in such an eventuality. At the emotional level, the industry offers orientation programs to help new recruits to settle as soon as possible; provide job descriptions and training to bring them up to expected levels of performance; introduce grievance procedures and provide career development and the opportunity to earn more pay. Belonging: Human beings are social animals. They prosper and grow when interacting with others. This behaviour was noticed even in the early cavemen who lived together to form tribes. Hotels and restaurants are great social spots to meet this need. They have made interaction a fine art by being places where people meet and socialise. The popularity of the pubs called 'locals' was to serve this precise purpose. Local people met at these pubs to learn about new developments in their community and the world. This has continued to date where people can meet for business or pleasure. Business entertainment has become part of the relationship building between business stakeholders. The hotels and restaurants have responded well. Employees are provided with annual get-togethers, sports events, cafeterias where they can meet, identity cards, etc. Status and Self-Esteem: While status is the way others perceive us, self-esteem is the way we perceive ourselves. Hotels and restaurants provide the perfect platform to satisfy varying status needs. This shows in the rating system from one to five star. Each is distinguished by the pricing, level of service and food offer based on the customers need and want. Self-Esteem is a bit tricky.

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Some people are diffident when they do not understand a menu. A server's intervention to explain the dishes helps in removing the discomfort. Customers do not want to feel embarrassed in such public places and strive to be on their best behaviour. The server can help them in accomplishing that by praising their selection of food and wine or being discreet when presenting the bill. Employees are provided with symbols of status such as rank and titles, perquisites and benefits linked to their position, and uniforms that distinguish them from other colleagues. Self-esteem is fostered when employees are given recognition for good performance and advancement to hold higher responsibilities. Self Actualisation: This is a state where human beings reach their potential and are able to control and contribute to the environment. The food industry has recognised this and has come with innovative methods to meet this need. Some restaurants permit guests to choose their raw materials and method of cooking. The chef responds to the need. In this case, the customer is in total control of the selection and preparation process. Hotels and restaurants also involve guests to help the establishment to respond to their needs. They invite guests to give their impressions of the total experience by filling guest comment forms. Guests now feel that they can contribute to the establishment's prosperity. Employees can self-actualise when they are given responsibility and authority. This is further augmented when they are given a certain degree of freedom to make decisions. Employees are encouraged to give suggestions through suggestion schemes. They are given career plans and training for growth to realise their own potentials.

WHY DO PEOPLE DINE OUT? A professional server can gain an insight into their guests when he ask himself the question, “Why do people dine out?” People eat out for reasons that are tangible and intangible. Let us look at some of these: Hunger is the basic tangible reason why people eat out. They may be at work or pleasure and the time arrives when the body needs food for energy and sustenance. People may satisfy this basic need by buying food from a hotdog stall or a fancy restaurant based on their budget. Food, we have seen in the Maslow's Hierarchy, is a basic physiological need that needs to be satisfied whenever the body demands it. Convenience is an intangible factor that forces people to eat out. Many may not have the time or resources to prepare meals at home and find that this is satisfied by eating out. There are restaurants that focus on single people and working families with reasonably priced meals. Working people may eat out during their lunch break and will go to a restaurant that can provide them food within the given time and budget. There are food outlets ranging from mobile vans to fast food outlets and bistros serving buffet lunches. Shoppers may combine their lunch meal with their shopping chores. Shopping malls realise this and provide food accordingly at food courts. Social occasions are a great reason why people eat out. Businessmen may want to entertain their clients or families may want to celebrate birthdays, anniversaries, religious festivals, etc., in a special dining out experience. Restaurants have responded by catering to different budgets and

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food quality to meet this need. Restaurants have cashed in on Maslow's status need to provide dining experiences at high prices to meet this need. Exotic night clubs and speciality restaurants have created dining experiences that are social points.

HOW DO PEOPLE CHOOSE A RESTAURANT? Price is a very tangible reason why people opt to choose a restaurant from others. Each segment of the public chooses their restaurants based on their budgets. Price is a tool to directly attract and serve a market segment. Another aspect of price is the value for money. Restaurants give more than what is ordered like free appetisers or a bottle of wine, etc. However, value for money is a perception in the eyes of the customer. Some may not need these complimentary items to determine whether they are getting value for their money. Atmosphere is a strong reason to pull people to restaurants. Mature groups may find clubs providing them the atmosphere, while bars and cocktail lounges draw people who wish to meet after a day’s work. Atmosphere is created by music, low noise levels, customers and staff who behave themselves and a fresh and clean environment. Atmosphere is also distinguished between formal and informal atmosphere. While night clubs and cocktail lounges may be very formal, fast-food restaurant have an informal atmosphere. Atmosphere is determined by the décor, uniforms of staff, dress codes of staff, type of service and cutlery and crockery used. Quality of food attracts those who are discerning in their food tastes. Quality preparation does not have to come from highpriced restaurants. ‘Ravi’ a Pakistani restaurant in Dubai provides the finest kebabs and biryani at the cheapest price. Their restaurant has no frills but people flock to eat the delectable food. Similarly, KFC may be masters of the southern fried chicken or China Town in Hakka noodles that attract the rich and economical eaters to their portals. High-priced restaurants do make their distinction in the quality of food. Uniqueness of food is a good reason to attract customers. Speciality restaurants subscribe to this category and pull customers who want different food experiences. Restaurants world wide are competing hard to develop cuisines from ethnic origins, perfecting their preparation and standardizing the recipes to give the public food that no one else can provide. Dum Pukt cuisine or Chettinad meals are good examples of such experimentations. Portion sizes attract certain segments with large appetites and low budgets! College students would go to any place that gives them a wholesome meal at least cost. The Tibetan Eateries

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around the Delhi University or the Vietnamese restaurant in York University are good examples of such strategy where students flock for a big bowl of soup and noodles for a few pennies. Fish and chips shops became popular for the good portions that they give to the common person. Consistent standards have made branded fast food restaurants like the Burger King, Taco Bell, etc., popular world wide. A customer knows exactly what to expect from the restaurant anywhere in the world. This is a good reason why people are repeat customers. Focus groups are attracted to those restaurants that meet their specific interests. These include football fans who flock to a bar that televises the latest FA Cup match on giant screens at the local pub; families who visit their neighborhood restaurant who give them weekend brunches; singles visit bars where they can meet and perhaps find their life partners, etc. Young people flock to certain discotheques and dance halls for the sheer electric atmosphere. It is not only the music but the place where they will find their friends and like-minded dance lovers. Service levels are paramount to any dining experience. It all depends on what the customers expect. Service personnel that are slow, uninformed, rude, etc, are sure to drive customers away. Restaurants pay a lot of attention to food service in its physical or intangible form. For example, chilled beer, hot food, and good presentation are just as important as courteous staff, timely service and atmosphere. Location is a very strong reason to attract customers. Most consumers would want to patronise an establishment that is within easy reach. Obviously a lot of planning is done to determine the choice of a site and the market segments that site would best serve. Working people would like to have their lunch at a restaurant that is a walking distance only. Singles and working couples would look for a neighbourhood diner when they return from work. Parking is a major problem in downtown locations. Customers choose a restaurant that has a convenient and available parking facility nearby. Most cafés and snack bars that operate on high volumes locate themselves off busy streets where the footfall is great. Whatever is the reason to eat out, there is a defining feature of an "experience". Experience is created by both tangibles and intangibles coupled with the emotions that are generated. While food—its presentation, texture, aroma and taste—is the central focus, other factors like atmosphere, service and convenience also play an important part in giving an unforgettable eating-out experience to the customer.

KEY TERMS Needs Wants Physiological Needs Security Needs Belonging

those factors essential to human well-being cultural manifestations of needs those factors essential for human survival physical and emotional safety factors the need to be social

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Status Self-esteem Self Actualisation Attitude Habits

position as perceived by others self respect the desire to control the environment and contribute to it mood repetitive actions

REVIEW QUIZ 1. 2. 3. 4. 5.

How are services different from tangible products? What is attitude? What does positive attitude mean? How can we develop positive habits? Why do people dine out? How do people choose a restaurant?

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7 Competencies of a Food Service Professional

INTRODUCTION Competencies are those attitudes and behaviours that a person possesses. Some of these are taught in childhood by parents and teachers, in the growing years of a child. People may have these competencies as part of their nature but there are some that can be acquired and developed through constant practice and discipline. Any hospitality education training builds these competencies into their curriculum in recognition of their importance in the profession. Hospitality being a people's business requires the highest standards of these attitudes and behaviour, because they are the intangibles that impact on a guest experience far more than the products they purchase.

GROOMING AND HYGIENE Grooming is one of the most important features of a server. The server reflects the image of the restaurant, since he or she is in direct contact with guests. A well-groomed server represents qualities of hygiene, professionalism, management style, reliability, etc. Here are some tips for a male server: 1. Hair should be cut close. 2. The uniform should be spotless and well ironed. A tight or oversized uniform gives a sloppy appearance. 3. Nails should be well manicured and hands absolutely clean. This is important especially since the waiter serves the guest and his/her hands are under constant surveillance. 4. Guard against body odors or cheap perfumes. The market has some wonderful anti-perspirants. 5. Shoes should always be polished, and of a conservative style. 6. A close shave is necessary before entering the restaurant. Stubbles of a beard or moustache could look uncomely.

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7. Bad breath could be nauseating to a guest since the waiter speaks to the guest at close proximity. Some tips for a female server: 1. The apron and elastic hair band should always be clean. 2. High heels could be hazardous during service. Flat shoes with sturdy heels are advisable. 3. Stockings should be clean. 4. It is preferred to have a light make-up to project a professional work image. 5. Excessive jewellery should be avoided. 6. A very strong perfume could nauseate a guest. Fresh light cologne would be preferable.

BASIC ETIQUETTES The hotel and restaurant business is a cocktail of showmanship, diplomacy and sociability. All front line personnel are required to have the ability to communicate effectively with certain manners and etiquette associated with being a good host. The basic etiquettes that a server should exhibit in a restaurant are: 1. Attend to guests as soon as they enter the restaurant. Recognition is a powerful tool to get guests coming again. Even better, is to address them by name. 2. Wish guests the time of the day and welcome them to the restaurant. 3. Be polite to guests by frequently using terms such as “Thank you”, “please”, “may I help you”, “excuse me”, “pardon me”, etc. 4. Assist guests to remove warm, heavy coats in winter and raincoats in the rainy season and help put them on when they leave. 5. Help to seat the ladies first. 6. Provide extra cushions or special chairs for children. 7. Do not interrupt a guest conversation when speaking to them. 8. Do not overhear conversation. 9. Avoid mannerisms such as touching the hair, scratching oneself or picking the nose, etc. 10. Stand erect at all times. A gentle bow at the time of service is permissible. 11. Remember a guest's special dish and remind him or her that you know it. Ascertain whether he or she would like to order it again. Guests get impressed. 12. Be attentive to guest calls. Sometimes and raised eyebrow of a guest is enough. If busy, acknowledge with a nod of the head and a smile that you will attend to them shortly. 13. Talk softly.

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14. Strike a match to enable a guest to light his or her cigarette. (Please note that most restaurants around the world are banning smoking. Understand the policy of your establishment on this matter. Some restaurants have a smoking section and this needs to be ascertained at the time of seating them). 15. Avoid arguing with service staff and guests in the restaurant. 16. Carry pencils in the trouser pockets and not behind ears or clipped in front of the jacket. 17. Desist from chewing gum or beetle nut. 18. Present the bill/check to the host discreetly in order to avoid embarrassing him. Most establishments have folders to present the bill. 19. Avoid soliciting for tips. 20. Remove tips after guest has left. 21. Enter and leave the restaurant through the service door only.

HYGIENE AND SANITATION Sanitation and hygiene are the predominant criteria for a guest's choice of a restaurant. A guest is particular about hygienic food and the cleanliness of the environment. In order to ensure a good image the server must keep the following points in mind: 1. Lead guests to only clean tables. 2. Remove soiled dishes and leftover food from tables immediately. Food items and crumbs that fall on the table must be crumbed or wiped out with a napkin on a side plate. 3. Keep sideboards, table and other surroundings clean and meticulous, as a guest is very observant. 4. Keep all sauce bottles closed. When in use, ensure that the mouths of bottles are wiped clean, before presenting them to a guest. 5. Clean cutlery in fresh water and dry them before use. 6. Wipe glasses with a clean waiter-cloth and hold up the glasses against a light to detect any stains and thumb impressions. 7. Bar mirrors as well as plate glasses should be free of stains.

TEAMWORK Teams have become the cornerstones of food service operations. A poor team performance can severely damage the establishment's reputation, while superior team performance directly enhances it. Teamwork is one of the essential competencies at the time of recruitment. Results are the responsibility of the entire team and not the team leader alone. Team dynamics have changed over the years. Let us understand the anatomy of teamwork.

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What is a team? A team is a small interdependent group of people with complementary skills who are committed to a common purpose, performance goals and approach for which they hold themselves mutually accountable. The key words are interdependence, complementary skills and accountability. No one person can deliver any goals. It takes a team to deliver results with complementary specialisations with the desire to accomplish objectives and hold themselves responsible for a success or failure. Why should we have teams? Teams can meet significant performance challenges. They have a common purpose and are able to assist when a team member is slow. They harness the complimentary skills of other team members and have trust in their competency. They can be an influence on each other to be ethical, disciplined and motivating. Who is the team in a food service operation? The direct teams are the kitchen, stewarding, and service staff. Each has distinct skills, for example, cooking, sanitation and service respectively. The indirect teams are purchase receiving, stores, accounts, housekeeping and engineering who do the backhouse functions to make a dining experience memorable. What is the team leader’s role? The team leader's role is to build commitment to the common purpose. He or she fills in gaps in competencies, delegates leadership, is a hands-on performer with the team, makes key decisions and manages external relationships including the management, guests, and the government. What are the team member's qualities? They are all performers who find excitement in their performance. They take ownership of the task and objectives and hold themselves accountable for success or failure. They have a sense of urgency with youthful enthusiasm and energy. They are result oriented and respect each other.

ATTITUDE Attitude is a buzzword in modern operations. We wear an attitude. In other words, attitudes are something that we own and are responsible for. It comes from within and can be positive or negative based on one's experiences (refer to Lesson 6, “Understanding Guest Service” for more inputs on attitude). Let us take an inventory of key attitudes required in food service operations: 1. The joy of serving people. The benefits of service are many. People are giving business to those who have better service. A good service gets better paychecks and tips. It ensures repeat customers. Service is the cutting edge. 2. A cheerful attitude is an asset. It is infectious and spreads cheer and goodwill to others. It fosters a pleasant and tension-free workplace. 3. Cooperation is vital in team performances. Unless one does not cooperate with others they will not cooperate with you. 4. Pride in one’s work brings excellence. There is a difference between doing routine work and doing work with an aim to make a difference. Service can be done with showmanship, sincerity and enthusiasm.

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5. Initiative is a valued competency in today's world. The only way to beat competition is to innovate and bring in new ideas. Each food service professional must always look for new ideas and introduce them. Some may have the benefit of directly introducing new ideas, while others will need to seek the approval of superiors. Continuous improvement or “Kaizen” is a science brought in by the Japanese, which has made them an economic giant. 6. Salesmanship is a vital job requirement to motivate the guest to spend that extra dollar (see “Suggestive Selling” in Lesson 31, “In-House Selling”). 7. Honesty is a precious attribute. There are many temptations in a food service operation. There are opportunities for theft of property and guest belongings; misleading guests with information; giving secrets to competition etc. Organisations value and reward employees who are upright and truthful.

DISCIPLINE Discipline is the hallmark of a good food service professional. This is because the temptations in a hotel are many. Discipline is of two types—physical, where grooming and physical conduct play a role, and mental, which demands sincerity, honesty and perseverance. Here are some tips to prevent indiscipline. 1. 2. 3. 4. 5. 6. 7.

Update oneself continuously with the house rules and regulations. Make disciplined behaviour bring reputation, recognition, better rewards. Act professionally at work by being businesslike in actions and conversation. Amend mistakes immediately. Always air grievances in privacy. Be an example to others. Improve skills by training to avoid mistakes that may be viewed as indiscipline.

Given below, on the left are the common reasons for indiscipline, while on the right side are the suggested positive ways to look at them. (a) Unavoidable circumstances

(b) (c) (d)

(e) (f)

Sometimes there is a crucial element like sickness or pressing domestic demands–this is normally excused provided this is not too regular. Remember your team needs you. Adventurism The desire to be different can be converted into innovation. System of control absent/inefficient Self-regulation is one of the empowerment tools given to modern professionals. Ignorance of rules It is important to update oneself constantly with the current rules and regulations. Clarify rules during briefing. Ignorance of rules is a crime. To attract attention Get attention by excellent performance. Does not accept the system Clarify problems and doubts openly with the superiors or move out.

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(g) Rebel

Rebels are those who bring about a change. Change can be instituted through dialogue and cooperation and not rebellion.

(h) Affiliation with negative groups

Negative groups are counter-productive to good performance. Associate with winners.

(i) Bad habits

Cultivate good habits.

(j) Short cuts

Distinguish between innovation and taking short cuts. Innovations do not harm the organisation, while short cuts do.

COURTESY 1. It is the hallmark of a good waiter to be courteous on all occasions not only towards guests, but also towards colleagues and other people working in the same unit. 2. Courtesy should be inherent in one's nature and a sign of one's desire to please those with whom one comes into contact with. One manner should not be just a part of the “technique” of the restaurant but be spontaneous and genuine. 3. The advantage and necessity of being courteous should be emphasised as it not only smoothens operations, but also ensures better relationships. Examples of courtesy are given below: (a) Each guest entering the restaurant must be received at the door by the hostess or the supervisor in a cordial and pleasant manner and be conducted to a seat. Chairs should be drawn for the convenience of all lady guests, and gentlemen, if possible. (b) If the waiter knows the guest's name, it is advisable to address him by his name as this shows that the guest is getting recognition. Do not mispronounce names or call them by somebody else's name! (c) In case there are restaurants having bar counters or bars in the immediate neighborhood of the restaurant, guests who cannot be seated in the restaurant should be asked if they wish to wait in the bar until a table is available. If possible the server should accompany the guest to the other facility to make sure that they will be taken care of properly. The server should remember to contact them when a table is ready. (d) Guests must be asked prior to seating whether the table that they have been allotted is agreeable to them. (e) When two tables are occupied approximately at the same time, the server must offer the menu to both and attend to the one ready to order first. (f) When approaching a guest, use the word 'assist', e.g. “May I assist you” or “May I be of assistance”. (g) While taking the order the waiter should leave the menu with the guests to decide. After a while, approach them saying, “Are you ready to order, Sir/Madam?” Do not hustle the guest to order. People need time and possibly help to explain dishes. (h) Guests should never get the feeling that they are being hustled. It is really proper to let them finish their drink before asking for their food order. In the evening this holds true. At noon a

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(i)

(j) (k)

(l) (m) (n)

lot of people are on a tight schedule, so the lunchtime menu should be presented as soon as the guest is seated. Before taking the food order the waiter should ask whether they would like a drink, “May we bring you a drink before your meal?” If the answer is “No”, the server should take the food order and serve it as soon as it is ready. If the answer is “Yes”, the drink order should be served. When the drink is placed on the table the waiter should ask, “Would you like to order now or shall I come back later?” If the answer is “later”, the waiter should not forget to come back while the guest is finishing his drink. If the guest orders right away, the food should be brought as soon as it is ready to serve and say, “Would you like a drink with your meal?” If a guest says his food or drink isn't right, the waiter should not argue. Listen to the complaint, apologise and solve the problem. The best is to say, “I am sorry. Please let me bring you another or may I bring you something else?” The waiter should take the order back to the kitchen and tell the Chef to replace it. If he has any trouble, he should tell the manager. In case a waiter is busy and cannot attend to a guest at once, the server should inform the guest that, he/she will attend shortly. A guest may become impatient if he or she cannot catch the station server's eye. The server in another station should stop and acknowledge the call by saying “I will send your station waiter, sir/madam”. Always present the bill without delay. Keep it at the side station to present it when the guest is ready. One way to suggest a close of service is to say, “Is there anything I can get for you?” After a breakfast service, wish the guest with, “Thank you, have a pleasant day”. It should be said with utmost sincerity. After the service say, “Thank you, I hope every thing was all right. Do come again” or “It's been a pleasure serving you. Please come again soon”.

KEY TERMS Grooming Etiquettes Sanitation Teamwork Discipline Courtesy

the way one physically presents oneself social graces cleanliness the ability to work with others self control showing respect to others

REVIEW QUIZ 1. 2. 3. 4. 5.

What do we mean by competencies? What are the tips for grooming? What are the basic etiquettes in a restaurant? Why is teamwork important? What causes indiscipline?

PA

RT

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Fundamentals of Management

L E S SO N

8 Basics of Management

INTRODUCTION This chapter has been introduced because the future food server will be required to execute some basic management functions as mentioned in Lesson 5, “The New Food Service Professional”. Traditional hierarchies will fall and workforces will shrink, empowering the server with enriched jobs. S/he will be required to do jobs that perhaps his supervisor was doing in the past. So it is important now that the servers know the fundamentals of management.

WHAT IS MANAGEMENT? Management is the effective utilisation of given resources to achieve the enterprise’s objectives. The two keys words are enterprise’s objectives and resources. All enterprises, whether commercial or not, have objectives. While the basic objective of all food service operations is to provide profitable meals, institutional enterprises may have their own specific objectives relating to nutrition and public service. The focus of a school food program, for instance, will focus on children, while hospital food programs will focus on diet food for patients.

Objectives Objectives are goals (on a long-term basis) or targets (on a short-term basis) to aspire towards within given time frames. There are some generic objectives that all enterprises would generally like to strive for: Profitability: This is different from profit. Profit is getting money at all costs even if it has to harm the reputation of the establishment or shortchanging the customer. Profitability believes that the customer deserves his or her basic due, having paid for the food and service. Profitability is a good objective to have for any investor in food service operations otherwise he should not be in business at all. It encourages customers to come back. Growth: The next valuable objective of a commercial enterprise is growth. They would like to see growth in the number of outlets, growth in

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customers, growth in revenue, growth in menu range and growth of the people that work for it. Growth is essential to be healthy and prosperous. Stagnation will lead to the demise of the properties. Survival: This is an important objective. Any enterprise is subject to competition, which is trying to woo the customers away from it. Today the customer has so many choices to try out something new. The survival against competition is an important objective. Enterprises have to survive government laws and conditions of business. For example, if a state were to bring in prohibition, restaurants would be severely hit for revenue, as beverages are significant earners. Image: The reputation of the establishment is very important for it to survive. The reputation is in terms of food quality, sanitation and hygiene, efficiency of service, parking ease, access to the property, type of clientele, etc. Image is very fragile and can be broken with one bad incident. Food service operations are critical because guests find them very personal—it is the place where they will put food into their stomach. They trust the establishment to give them safe and healthy environments and products. The trouble with food establishments is that it is a popular topic of conversation and word of mouth can ruin or enhance the image of the restaurant. Innovation: This has become the buzzword of all modern enterprises. Customers today are always looking for something new. Very few products and services remain the same. The mobile telephone industry and the camera industry for instance are innovating every six months. The Food Service Industry is not far behind. The turnaround time for a food establishment may be only eighteen months. People get food fatigue too and want something new to challenge their experiences. Specialty cuisines have an edge as they offer unique cuisine. While they are known for national foods and ethnic cuisines, there is a new trend called fusion food—the amalgamation of cuisines. California cuisine is an example of this genre. France took the lead in the eighties, with nouvelle cuisine. Food outlets must try to bring innovation through food and beverage offering, entertainment, promotions and décor. Traditional fast food restaurants have learnt the need for innovation otherwise a common menu of hamburgers and chicken may stop to appear interesting to people. They try to innovate with new types of burgers, or value-added quantities like McDonald’s Big Mac or by adding new dishes to the menu spread. Who would have imagined that KFC would start introducing sundaes, spicy chicken and corn on the cob as regular fare? Similarly Ramsden Fish and Chips introduced a salad bar and pastas in their menu. The modern saying which aptly describes this trend is “Innovate or Die”. Innovation also has made giant strides in the information technology industry. New software is able to process any possible information speedily and accurately. Some innovations in software are accounting packages, guest history, reservations, F&B controls, etc. Customer Service: The customer is the king. Unless an establishment doesn’t meet the changing needs and wants of the customer, they can forget to stay in business. Organisations have gone to great lengths to provide customer service. They have created standardised greetings on the telephone; standardised smiles like Disney World who paint a smile on the staff mirror for them to copy. Restaurants have set delivery times like five minutes for

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beverage orders and twenty minutes for food orders. They have found ways to address guests by name as seen in hotel room service order taking software. Teamwork: Organisations have given emphasis on building teamwork. Not only have they empowered frontline staff but have held teams accountable for performance. They recognise that a hitch in the service chain can affect the ultimate guest satisfaction. While these are some generic objectives of organisations, each have their own set of objectives based on their current circumstances.

Resources The next key word in the definition of management is “resources”. Every manager has several resources, some of which are traditional and some new because of the changing times. Let’s take a look at what Peter Drucker, the management guru, called the “Ms”. Men: It is an archaic term for human resources. Women have come in a big way into the regular workforce, especially in the hospitality industry, and have justified this resource to be titled “the human resource”. The modern world has brought into the working community other resources like those with different sexual orientation or handicapped people. The human resource is the key to food service operations and provides the cutting edge. The difference between physical products and facilities, have narrowed down. One restaurant is just as good as the other in décor, space, entertainment, etc. The distinguishing feature is the service experience provided by the servers. In the food service industry, the resources are the cooks, kitchen stewards, servers, cashiers, storekeepers, controllers, etc., who have to be motivated to work as a team and provide a wonderful guest experience. Materials: These are the operational supplies that are essential to operations. Such supplies in the food service industry are food raw materials, cutlery, crockery, glassware, linen, flowers, etc. The software in computerised operations would come under this category. Machines: These are the equipment required to fulfil the objectives of the business. The hot ranges, refrigerators, delivery counters, dishwashing machines, furniture, etc., come under this category. These are expensive items called Capital items. Money: Refers to the capital, budgets and operational cash flows required to fulfil the basic purpose of business that is to make money. The promoter of the establishment puts in the equity to start the operation in order that it may earn and give him a return on investment. Money also covers the operating funds to run the business on a day-to-day basis. It ensures funds flow for the purchase of supplies to do business. Metres: Refers to physical space to carry out the operation. We all know that land and building space are prohibitively expensive these days. It becomes a critical component of a profit and loss statement. Decisions whether to purchase or lease is critical. Space in the downtown is more expensive than in suburbs. Important decisions have to be made where to locate the operation and the probability of recovering the investment in space. If future hotels are going to lease space to branded restaurants, then leases are going to become a

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way of life for outlets. The challenge for all managers is the effective utilisation of space. Shrinking space has done away with elaborate office cabin and the introduction of work stations. The fast food industry has been ingenious in the use of space to provide cooking and service space in confined space. Minutes: This gives cognisance to time. Time has become an important factor for both businesses and guests. Wonderful windows of opportunities of investment and ideas are going to present themselves. It is the timing of response of the business to those opportunities that will bring success and profit. Guests too have become time-conscious and want products and services to deliver on time. We have seen the success of fast-food operations and food courts for just this reason. They recognised the fact that the modern consumer is on the fast lane and needs immediate service. Minds: Peter Drucker had said that the only true thing that matters is knowledge. Harnessing the minds of the existing staff and attracting good talent is a big challenge. Organisations have given a lot of impetus to learning and encourage their staff to give new ideas. Recruitment firms are challenged to get the right minds. We may think that there is a surfeit of unemployed people available. Establishments do not want “warm bodies” as before, but those who have the right knowledge and skills. If innovation is key to survival, then having creative minds is essential. This is the information age, and knowledge has a premium attached to it. Methods: This is how things are done. Some of the key criteria in determining methods to deliver results are: timing, standardisation, quality, customer service, safety and consistency. Another aspect of methodology is to remove bureaucracy in decision-making. The systems and procedures must respond to business environments quickly. Adaptation to changing scenarios is a challenge and can be achieved by flexible systems. Establishments have employed computers to fulfil a lot of information and process requirements. Fast food chains have mastered standardisation of products and services. Measurement: There is a new challenge to measure quality and performance. People have become used to quality due to the technological revolution and expect the same from services. Just as the consumer expects a faultless car, television or washing machine, he expects a faultless service. How can service establishments ensure this? They adopt such processes as encouraged by the International Standards Organisation (ISO) based in Switzerland. The ISO movement ensures to the customers a basic standard of service performance. Other establishments have adopted Total Quality Management enveloping everyone in the organisation towards quality. The earlier concepts of quality control or quality assurance is a passé. The measurement of performance, whether it is human performance, financial performance or equipment performance, ensures achievement of objectives on a consistent basis. Organisations now adopt methods such as the Management by Objectives, Balance Score Card or 360 degrees evaluation to bring about better people performance. Performance of finance against the opportunity

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costs of investment pose another challenge. Finance must make good returns to the investor who can close shop and use the money in other lucrative avenues such as real estate or money markets. Equipment too has to show results in terms of low maintenance costs, longevity and consistent performance. Management then is the effective utilisation of resources to meet given objectives. The challenge here is that resources are never available in plenty. The worker’s role is to manage with shortages and use creative ways to fill the gaps. For example, a bar short of appropriate glasses offered cocktails in coconut shells. Expensive crockery can be replaced with banana leaves when serving Indian food. Shortage of seats can extend service to cars parked outside. Creativity is limitless. The mind is the only barrier.

KEY TERMS Management Objectives Resources

the effective utilisation of resources to achieve objectives long-term goals or short-term targets tangible and intangible tools used for a purpose

REVIEW QUIZ 1. 2. 3. 4. 5.

What is management? What are objectives? What are the common objectives that an enterprises sets? What are the resources available to a manager? Give a short commentary on each. Explain how physical space has challenged business. What are the challenges in the measurement of performance?

L E S S O N

9 Principles of Management

FUNCTIONS OF MANAGEMENT Principles are fundamental statements providing guidelines for action. It is not prescriptive but predictive, based on past experience and good practice. The functions of management have incorporated such principles, which are suggested and can be interpreted, in any way, by a manager as dictated by his or her circumstances. The basic management functions are: Planning Organising Coordinating Staffing Directing Controlling Evaluating These functions unfold in a sequence that improves upon itself as shown in the figure below: Planning

Organising Coordinating Staffing

Directing Controlling

Evaluating

Change in procedures

Revision in Plans

Let’s look at each function in detail:

Planning Planning is the management task of preparing objectives, strategies and programs of action. Plans

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involve being aware of present environmental changes, internal resources, strengths and weaknesses, plans of action and forecasts of performance. Planning involves four phases: Phase 1: Gathering relevant information from external and internal sources. Phase 2: Evaluating and matching resources to external demands including guest expectations. Phase 3: Developing a blueprint of action. Phase 4: Setting goals and committing resources. There are four different types of plans: Perspective Plans 10 years Long-term Plans 5 years Short-term Plans 3 years Annual Plans 1 year Most organisations are comfortable with short-term and annual plans. These plans set detailed objectives and strategies within the generic objectives as detailed in the previous chapter. The planning for a particular year is normally finalised by the end of the previous year. Plans coincide with the financial year. Some organisations have their financial year 1st January to 31st December, while others follow 1st April to 31st March of the next year. Plans must coincide with the financial year as most plans relate to the return to the investor. Plans set objectives and goals. There are corporate goals, functional goals, sectional goals and individual goals. This is thematically described below. Corporate Goals

Set by Top Management

Owners/Board of Directors General Manager

Functional Goals

Set by Top Department Heads

Chef Restaurant Manager Financial Controller

Sectional Goals

Set by subdepartment Heads

Restaurant Supervisor Kitchen Supervisor

Individual Goals

Frontline staff

Servers Cooks Cashiers

Planning involves gathering information for decision-making. Information must be preferably numerate performance data like average cover, turnover of menu items, sales achieved, seasonal sales, percentage of guest comments, new innovations compared to last year, competitive analysis, market analysis, etc. Plans are most effective with employee contributions. Guest contact and floor personnel know exactly what goes on at the operational level.

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There is no such thing as the perfect plan. The market environment is dynamic and keeps changing. Plans must be flexible to take these changes into account. Plans are not academic exercises that stay on paper or in bottom drawers. They must be implemented. Progressive organisations review plans periodically. Some do them quarterly, biannually or annually. The more the periodic review the better are the chances of plans being successful.

Organising Organising means the arranging of the resources, allotting duties and installing systems and procedures to meet objectives. The first task is to take stock of available resources, negotiate for more with higher management and allocate them to the team going to deliver the results. The list of resources available to managers is given in the previous chapter. One important issue in organising is the delegation of authority. Authority is the freedom to act without having to seek prior approval from superiors. These must be clearly defined at each level. Therefore, top management has greater authority than front-line staff. Modern structures are now giving front-line staff more authority to satisfy guest’s needs. This delegation of authority is called empowerment. Each employee must have only one superior to report to and receive direction. Multi bosses only result in chaos and confusion. This concept is called the unity of command. There should be a unity of activity. Similar tasks are grouped together under a department. For example, all matters of the kitchen are brought under the chef and cooks. Similarly, the service supervisor deals with all service matters. This may seem simple but huge problems have arisen due to the crossover of responsibilities due to ignorance. An integral part of organising is the organisation structure, which defines the reporting relationships. Organisation structures can change with business needs based on changing market conditions (refer to Lesson 3 on “Organisation and Responsibilities of F & B Operations” for greater details). Span of control is another important organising function. No team leader can have more than seven persons reporting to him or her.

Coordinating It is the act of harmonising activity and efforts to meet objectives. The communication system within the enterprise is vital for success. There must be communication between top management and the rest; between departments; between supervisors and the front-line staff; with frontline staff and the guests; with suppliers; and with the public. Communications are encouraged through meetings, briefings, systems and procedures, reports, media, advertisements, guest relations, printed merchandise, etc. Cooperation is necessary for getting two distinct groups of activity together. Cooperation is achieved by inbuilt systems and procedures and mostly through teamwork. For instance, the kitchen must respond accurately to guest orders, brought in by the service staff. Again, suppliers must bring in raw materials in time for cooking personnel. The over-riding objective is to create a good guest experience.

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Staffing This is discussed in detail in Part XI, “Managing Food & Beverage Human Resources”. But for the time being, it is important to know the basic issues involved: The following documents and processes need to be in place: • • • • • • •

Job Description—document that profiles a job. Job Specification—document that profiles a person to do a job. Sources of Human Resource supply Job Application forms Interviews and tests Orientation, training and performance evaluation Transfers and promotion.

Directing Directing is the art of getting the work done by other people. Instructing, guiding, supervising, teaching and reviewing are the skills required to do this. The first task is to determine the number of staff required to successfully fulfil the objectives of the operation. Too many people will add to the payroll costs while too few will impact on guest satisfaction. The optimum number is a science achieved through years of experience. Employees must know what is expected of them. While Job Descriptions express these expectations, the team leader has to define expectations on a day-to-day basis. Expectations can be clarified on company policies, performance standards, guest feedback, new changes in operations, etc. Human beings are motivated when their individual aspirations and goals are meshed in with the organisational goals. For instance, if a server aims to be a team leader in two years, the organisation would train and develop the server to fulfil that aspiration, subject to the server delivering the requirements for the higher position. At another level, an employee may want his or her annual vacation in a particular month to attend a friend’s wedding. This can be factored in when planning staff annual vacations. Delegation is the act of giving higher responsibilities to subordinates while still retaining the accountability. It is an important tool for developing people who want to grow. It also frees the superior to attend to more important tasks. Motivation is a primary concern for management. If frontline staff is not motivated, they will not be able to deliver good guest experiences. Several studies have been done on motivation, but what is relevant today is the ability of management to let the frontline staff to have a say and control on their work environment. The frontline worker wants meaningful challenge each day. They loathe being bogged down with routine chores. Recognition for a good job done and an opportunity to grow are other powerful motivators. We must understand that motivation comes from within and not from outside.

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Discipline is an integral part of the service industry. There is the physical and mental discipline. While physical discipline concerns issues like grooming, hygiene, technical delivery etc. mental discipline is expressed through attitude. Punctuality, honesty, respect are attitudinal issues that come from within. Discipline can only be measured if there are fair rules and regulations that have been clearly communicated. Leadership is key for direction. Every team would have a leader who will bring cohesion towards the group objectives. Today leaders are not appointed for positional power, but for expertise (knowledge) power. For example, a twenty-year-old computer expert can lead a mature group based on his or her expertise on computers. A leader basically should be aware of individual talents within a group and be able to harness them at the appropriate time. The leader coordinates with external agencies and departments, to make available resources needed for the performance of duties. Interestingly enough, position titles like supervisor or manager is being dispensed with in favour of titles like Team Leader, Coordinator or Facilitator. Today’s leader is hands-on and is an operating member of the team. People like to be treated fairly and honestly. In today’s scenario, the knowledge worker is aware of his or her rights and demands respect for his or her expertise. The old master-slave relationship is no longer valid. People want self-respect. A part of directing is the ability to get new ideas and feedback from various levels in the organisation. Information is power and a progressive organisation will factor in a system of getting ideas and feedback. We have seen how innovation is a prized quality. If knowledge workers are employed it would be stupid not to exploit their ideas. People want recognition or an appreciation for a good job done. Enlightened employees of today seek self-satisfaction as their reward. However, if organisations can reinforce it through recognition programs then employees are encouraged. Many food service organisations have recognition programs like the “Best employee of the Month” or “Best Idea of the Month” or the “Guests’ Favourite” and many more.

Controlling Controlling is the function of ensuring that plans and objectives keep to schedule and the targets and budgets should infact be achieved. This becomes critical as internal and external conditions keep changing requiring controlling strategies, as illustrated in the diagram below: Unexpected Occurrences Raw material unavailability

Staff Strike

Rising Prices

Structural Damage Profits Budgets Guest satisfaction

Resources

Alternate supply sources

Motivation

Re-pricing Menu

Drop items from menu

Renewed Settlement

Change Menu

Control Strategies

Renovation

Announce closure for a week

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We cannot control until there are set standards to measure against. Gaps in performance can be ascertained only between actual performance and desired performance (the standard). Staff needs to be informed and trained into these standards. Operating budgets are another tool for control. Income and expenditure can be compared to budgets to determine whether operations are performing on track. Then there are preventive controls that prevent mistakes. For example, food cannot be made unless there is a kitchen order ticket (KOT). In fast food operations, food orders are not given to the kitchen unless the guest has paid for the same. Good controls set daily, weekly and monthly goals to evaluate themselves. Setting higher goals than expected is a way to give more to the management and guests. Controls also require corrective action, especially when guests have complaints. For example, a dish that is not prepared to the guest’s orders should be exchanged immediately. Such decisions require empowering the server with such authority to replace dishes. Offering complimentary dishes for poor service is another corrective action. Training, reviewing rules, coaching and advice can correct staff mistakes. Problem solving is a valued competency required by new servers. Previously supervisors solved problems resulting in delays and undue bureaucracies. Front-line staff is empowered to creatively solve problems immediately as guests are intolerant to delays.

Evaluating Evaluation is the process of comparing actual performance with desired performance. Evaluation is an important function of management. Evaluation helps in improvements in performance and taking corrective action. It helps to set new objectives, refines plans and helps in the assignment of organisational resources. Performance Management systems have become necessary on a continuous basis. Evaluation systems must be built into everything an organisation does. There are individual performance appraisals, guest feedback, systems checks, audits etc. that gives valuable feedback for improving performance. A new technique for evaluation is the “mystery shopper” who is a person from an objective organisation that secretly audits service and food and gives management unbiased feedback.

KEY TERMS Planning Organising Controlling Directing Coordinating

the process of setting objectives, strategies and courses of action arranging resources, allotting duties and installing systems and procedures to meet objectives the function of ensuring that plans and objectives keep to schedule and those targets and budgets will in fact be achieved art of getting work done by other people the act of harmonising activity and efforts to meet objectives

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Evaluating Delegation Unity of Command Unity of Activity Span of Control

the process of comparing actual performance with desired performance act of giving higher responsibilities to subordinates while still retaining the accountability having only one boss having related tasks clubbed together having a maximum of seven direct reports

REVIEW QUIZ 1. 2. 3. 4. 5.

What is a principle? What are the basic management functions? Write a note on Planning. Explain what good Leadership involves. Write short notes on the following: (a) Operating budgets (b) Corrective Action (c) Basic processes for Staffing

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The Menu

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10 Role of a Menu

INTRODUCTION A menu is the range of food and beverage items offered in a food service outlet. The menu cover (card) is a written document, which lists the menu. The menu also clearly defines the chef’s tasks. He can order appropriate raw materials without having to keep high inventories. It also allows him to take stock of skills to prepare the dishes. Often the menu is designed around the available skills. He can plan his production schedule for the operation. Just as it gears the kitchen crew, it prepares the service crew with appropriate service equipment and supplies. The menu can stimulate sales the way it is written and presented. The menu is marketing in action, a major step in merchandising the meal. Great pains are taken in compiling the menu card as it represents the signature of the restaurant. Therefore, it has to be attractive, informative and gastronomically correct. It promotes the image of the property and becomes a talking point in many a social gathering. It also identifies the restaurant’s theme. It certainly contributes to the dining experience. Through the menu, the restaurant appeals to the guest, identified through market or internal research. The menu is, therefore, a “great silent salesperson”.

A CLASSICAL MENU A food service professional must know the sequence in which the classical menu was presented. A classical menu is the definitive standard of menu created by the French. It helps him or her to understand other menus better. The French are credited for making gastronomy as a fine art and have set the lead in classical cuisine for generations. Guests enjoyed the creations of the masters. Marie-Antoine Carême (1784-1833) is attributed by the majority of historians as the creator of “La Grande Cuisine”- classical French cuisine. This theoretical and practical worker, as an inventor of sauces, was also a pastry-maker, designer and author of five works, “Le Maître d’Hotel Francais”, “Le Pâtissier Royal Parisien”, “Le Cuisinier Parisien”, “L’art de la Cuisine au Dix-neuviéme Siecle” and “Le Pâtissier Pittoresque”, placing him as “Cuisinier des Rois et le Roi des Cuisinier” meaning “The cook of kings and the king of cooks”.

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Georges Auguste Escoffier (1846-1935) simplified the excesses of the previous century. He standardised food service for quality and efficiency. Dinner menus listed courses in clear and logical progression known as the classical French menu. Escoffier later along with César Ritz developed a new menu concept, “prix fixé” for guest of four and more. With the prix fixé menu, a waiter informed the chef of the host’s name and the number of guests in the party. Escoffier then chose a selection of menu items that he felt complemented the party’s tastes. A special record book kept track of the menu so that returning guests could be treated to anew selection of menu items. The major culinary writings of Escoffier are Le Guide Culinarie, Le Livre des Menus, Les Fleurs en Circe, Ma Cuisine, Le Ritz and Le Carnet d’épicure. A meal would take three hours accompanied with appropriate wines (discussed later). The following is the typical French Classical Menu: Course

French

English

1st

Hors d’oeuvres (Chaud au Froid)

Appetizers (Hot or Cold)

2nd 3rd

Potage Poisson

Soup Fish

4th 5th 6th 7th 8th 9th 10th 11th 12th

1st main course (Main Meat course with salad and vegetables) Flavored Ice 2nd main course (Roast of game, birds or joints) Légumes Vegetables Entremets de Douceur Sweet Dish (hot or cold) Savourex et Fromage Savoury Dessert Dessert Café Coffee Entrée Relever (Piece de résistance) Sorbet Rôti with salad

Examples Oysters, smoked salmon, hot asparagus tips, shrimp cocktail Consommés, cream soups Fish L’anglais, Sole de Bonne Femme Noisette d’Agneau, Jambon Pepper Steak, Chateaubriand Sorbet Vanilla Roast Turkey, Ox knuckles Tomato Farcis Baba au Rhum, Crepe Suzette, Choux Chantilly Cheese and crackers Fruit & Nuts, small pastries Café au Lait, Turkish coffee, Irish Coffee

MODERN MENU In the modern context, guests do not have that much of time to dine, nor will the health conscious generation allow themselves to overeat. The classical menu has been sufficiently pruned to meet the needs of today. Given below is an example of a classical menu that has been reduced: Number

Course

1st

Appetiser

Item Saumon Mainiere Au Gingembre Rouge Thinly sliced lemon-cured salmon, garnished with eggs, brown bread and red ginger julienne.

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2nd

Soup

3rd

Salad

4th

Entrée

5th

Vegetables

6th

Dessert

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Cockie Leekie Leeks and chicken soup, garnished with rice, prunes and chicken winglets. Or Crème de Laitue A rice cream of lettuce soup Salad Melee Au Tofu “Vinaigrette” Romaine, escarole and leaf lettuce, garnished Soya bean cake and tossed with vinaigrette dressing Omelette Aux Poireaux Et Crème Sur A three egg omelette prepared to order and filled with stewed leeks, sour cream and fresh cream Or Fillet de Poisson Poche, Menagere Fresh catch of the day, served on a bed of egg noodles and mushrooms in cream sauce, garnished with lemon and parsley. Or Poulet Au Vinaigre de Framboises Breast of chicken pan-fried in butter, served with a spicy cream and butter sauce made with raspberry vinegar, tomato and white wine. Haricots Vert Amandine Green beans with almonds Pommes Persillees Steamed potatoes rolled in butter and parsley Aubergines Frites Deep-fried eggplant Pommes Duchesse Puréed oven-baked potato swirls Pouding Au Citron A L’Anglaise Lemon pudding served warm with sweet and lemon sauce Or Poire Au Citron A L’Anglaise Pear poached in a red wine and cinnamon syrup, garnished with whipped cream and chocolate curls

We see that the Classical French menu has been reduced to six courses for what may be considered an elaborate meal. Daily meals are further cut into four courses as follows: Number

Course

1st

Hors d’oeuvres or Potage Entrée with vegetables

2nd

3rd

Dessert

4th

Coffee

Item Timbale of Crab and Avocado Or Crème of Brocolli Fillet of Beef sautéed in Basil with Mozzarella and Pesto crust served with New Potatoes with Mustard, Grain Butter, Courgettes and Baby Squash and light tomato sauce Cinnamon Biscuits with Poached Apples and Rhubarb served with Orange Custard Café Laté with homemade Petits Fours

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ROLE OF THE MENU TOWARDS THE ESTABLISHMENT & GUESTS Menus have moved from being just a connoisseur’s delight to much more in commercial operations. It serves many purposes both to the establishment and to the guest. Let us examine what role a menu has:

Towards The Establishment 1. Competitive Advantage. The menu is the statement of what food and beverage establishment serves. Obviously it is something that has been researched thoroughly to offer items that gives the establishment a competitive advantage. The “me-too” attitude cannot survive a stiff competitive market place. If food is the same as that of the competitor, then the edge has to be achieved through better quality, better portions, and style of service, atmosphere, high service standards, and good value for money or better décor. Many restaurants have realised that the customer has many choices and that the restaurant that attracts him is something that is unique to him. Many restaurants have specialised in ethnic foods to beat the competition. Owners have gone into the interiors of countries to discover a new cuisine to give the ever adventurous customer a new taste. While some have found new country food like Vietnamese food, Burmese food and Thai food, others have differentiated a country’s food into unique cuisines. For example, food from India was known as Indian food before. Indian food has been re-written and is no longer a generic “Indian food”. We now have Mughlai Food, food from the Northwest frontier, Chettinad food, Goan food, etc. Similarly Chinese food has branched itself into Cantonese food and Schezwan food. For the truly gutsy entrepreneurs there are so many new country cuisines that have not yet been brought to the world. The CIS and African countries have opened so many possibilities to be explored. 2. Resource Management. The menu has helped establishments to manage their resources better. An owner can now be clear in terms of what skills need to be hired, what raw materials have to be procured, what equipment needs to be purchased and what space is required to store the menu raw materials. Owners can alter their menus from time to time to not only create new experiences but also align themselves to changes taking place in market dynamics. 3. Cost Control. Once the difficult decision is taken as to what to produce, comes the even more important work of standardising food preparation through research and development, staff training and quality control. Chefs can now determine portion sizes to account for consumption and predict sales on a more realistic basis. He can eliminate items that have low profit margins while introducing those with high profit margins. A food cost internationally accepted is around 30%. He may have a mix of low margin items that give image to the restaurant and high margin items that cover overhead cost. 4. Selling tool. The menu is an effective selling tool. By cleverly packaging the menu and describing the food items with attractive words, establishments can encourage people to buy

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more than what he or she budgeted for. The choice of food also may motivate the guest from coming again to try a new dish. Choices remove the monotony of food.

Towards The Guest 1. Informative. The menu informs the guest what is an offer and how much each item is priced at. Most guests come with a budget and can adapt his or her choices to what they can afford. Another aspect of information is the description of each item. As seen in the examples above, French terms are not known to many. The menu explains each dish so that the guest is knowledgeable about what is ordered. The value of information gets critical if investors are introducing cuisines from around the world. People want to know the content behind all the fancy names. Many have dietary restrictions like vegetarians, those who are allergic to some foods, those on health diets, those who cannot eat certain foods on religious grounds or those who are simply not adventurous enough. Most would be averse to horse meat which is a delicacy for the Russians or Zebra meat which is a delicacy for the South Africans! The menu in certain establishments that serve ethnic foods gives a brief history and background to the cuisine to educate the guest and hopefully stir his or her curiosity. Owners have given pictures of dishes that are not familiar. The fast food industry has capitalised on attractive transparencies of food items. 2. Guide. The menu is a guide to guests as to the progression of the courses they should take. Since menu flow from starters to desserts in the classical mould, guests know what to order first and what to follow. 3. Image. The menu is the most important merchandising material for a food outlet. The way it is packaged and presented immediately identifies the quality standards of the restaurant. A lot of money has gone into the get-up of the menu to make the first impressions on a guest.

KEY TERMS Menu Classical French Menu Merchandising

the range of food on offer 12 course menu of early France point of sale advertisement

REVIEW QUIZ 1. 2. 3. 4. 5.

What is a menu? List the various courses of a French Classical Menu How does the menu contribute to the establishment? How does the menu influence the guest? What do the following terms mean? Give examples of each. (a) Hors d’oeuvres (b) Entrées (c) Savoury

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L E S S O N

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Types of Menus

CLASSIFICATION OF MENUS Menus may be classified in four different ways: • • • •

Pricing Schedule Meal Times Specialty

Pricing Under this category, menus are led by the way they are priced to meet the varying budgets of customers. Menu items may be individually priced or a whole meal priced. Let us look at the characteristics of both: A la Carte: A menu in which each food item is separately priced to give the guest choice to suite his or her tastes and budgets. Each course has a number of choices. The courses generally follow the sequence of the classical menu as shown in Fig. 11.1. MENU Starters ............ ............ ............

Poultry ............ ............ ............

Soups ............ ............ ............

Vegetables ............ ............ ............

Seafood ............ ............ ............

Breads ............ ............ ............

Meats ............ ............ ............

Deserts ............ ............ Beverages

Fig. 11.1 A la Carte Menu

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Table d’hote Menu: A menu which prices the entire meal, irrespective of whether the guest avails of the entire meal or not. Sometimes there is a choice of two under each course to accommodate those who are vegetarian or allergic to certain meats or prefer white meats to red meats for health reasons as shown on Fig. 11.2. Menu Appetizer or Soup Meat Dish or Vegetable Dish Dessert Coffee/Tea

Fig. 11.2 Table d’hote Menu

Combination Menu: This menu combines the a la carte and table d’ hote menus. A la carte menus for instance may offer a combination of rice/breads, vegetables, potatoes in the entrée dish price. Table d’ hote menus, on the other hand, may offer an option of the whole meal or a choice of individually priced appetizers or desserts from the menu.

Menu Schedules This category focuses on the frequency of menu revision. Some establishments offer menus that last months while others are changed daily. Fixed Menus: A fixed menu is one which is used daily for a period of months or a year, like most restaurants. The restaurants that use such menus either have a large variety of items within each course or when the frequency of repeat guests is less. Establishments like transit hotels, specialty restaurants or weekend resorts may choose fixed menus because the guests are in for a short visit or visit the restaurant for variety from the usual. The cost to change a menu is prohibitive as it involves a number of factors as one will see in Lesson 12, “Menu Planning”. The best that a restaurant with a fixed menu can do in offering variety is to have dish du jours or specials of the day. Franchised operations may stay with fixed menus that are time-tested and standardised. A KFC or Burger King will have their stock items in the menu for years. Cyclic Menus: These are designed to offer frequent guests a variety. The cycle of menus can be on a daily, weekly or monthly basis. These menus may be found in downtown lunch restaurants frequented by a dedicated business clientele. Isolated resorts may offer cyclic menus to their guests who do not have anywhere else to go. Cyclic menus will require multi-skilled cooks, flexible purchase and production schedules.

Meal Times The traditional meal times of breakfast, brunch, lunch, tea and dinner have their special types of meals justifying separate meals for each. There may be restaurants specialising in a particular

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mealtime. Business centre outlets may specialise in lunch menus because the business district closes in the evening. Many hotels may offer only bed and breakfast. They would naturally specialise in breakfast menus. Fine dining is normally done at night and is located near shopping malls, entertainment centres or in hotels. These restaurants only open at night in which case they would specialise in dinner menus. Night Clubs and Discotheques are a good example of this category. Breakfast Menus: Breakfast menus are fairly standardised. Most restaurants will offer a choice of juices, cereals, eggs to order, breakfast meats like bacon, sausages or ham, waffles or pancakes with maple syrup, for the sweet toothed. The bed and breakfast establishments generally serve a choice of breads, jam and marmalade, tea and coffee. The breakfast is an important meal to many cultures and guests want a cheap and wholesome meal. Being the first meal, guests are in a hurry and want a quick service. Therefore, breakfast buffets are common in outlets with brisk morning business. Figure 11.3 is example of a breakfast menu.

Breakfast Menu Choice of Juices–orange pineapple, watermelon **** Porridge or Oats **** Eggs to order ***** Grilled Kippers or Smoked Haddock **** Pancakes, Waffles or French Toast **** Bacon, Ham, Sausages, Liver **** Mashed Brown potatoes and Grilled Tomatoes **** Bread Basket *** Coffee or tea

Fig. 11.3 Breakfast Menu

Lunch Menus: Lunch menus can vary from elaborate meals or light meals depending on the purpose and culture of the guest. Business-persons prefer sandwiches, salads and soups due to limited time at lunch breaks or are weight-watchers. Salad bars have become an important part of must luncheon restaurants. Those restaurants that have dedicated clientele, may choose to go for cyclic table d’ hote luncheon menus, to break the monotony of one single menu. They may even offer specials of the day displayed along with their regular menu. Tea Menus: The English have made the late afternoon meal into a fine art. Apart from the traditional tea (which are now available in flavours and served in elaborate tea-sets), other items

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include dainty sandwiches (egg, chicken, cheese and tomato); breads (with butter, jam or honey); and pastries (like scones, doughnuts, cookies and cakes). In many European cultures, “tea” may mean the dinner or supper, as mentioned below. One must distinguish the exact meaning of “tea” in a particular culture before using the term. Dinner Menus: These menus are elaborate as guests have more time and leisure for eating. Dinner menus are an entertainment and people are willing to pay extra for these meals. Alcoholic drinks are an essential part of dinner menus. A well-stocked wine list is offered in addition to the dinner menu. Dinner menus will have house specialties and a real chance to sell their expensive items. Appetizers are more accepted at the evening meal than during the day. Similarly desserts are preferred at dinner time. Supper Menu: The term ‘supper’ is used in the European continent but it varies in purpose around the continent. It can be a light dinner for either early evenings or late nights. It can be filler between two major meals lunch and dinner or dinner and breakfast. A typical early evening supper meal can be a soup, meat dish with vegetables and a light dessert. A late night supper can consist of a sandwich with hot cocoa or fruit. Brunch Menus: Are designed for the family or guests who wish to wake late. They are popular on holidays and weekends as also at vacation spots where the pace of life slows down. Brunches (which is a combination of breakfast and lunch), are spread well beyond breakfast hours. The brunch will have combinations of breakfast and lunch items to suit the mood and taste of the individual. A typical example of a Brunch Menu is given in Fig. 11.4 below

BRUNCH MENU Fresh Fruits Smoked English Ham Creamed Sweetbreads in Patty Shells Polish Sausages Golden Pancakes with Maple Syrup Scrambled Eggs Hash Brown With Gravy Fried Chicken with Cole Slaw Mixed Sauteed Vegetables Assorted rolls Assorted pastries Coffee/Tea/Milk

Fig. 11.4 Brunch Menu

Poolside Menus: These menus are specially designed to facilitate easy service beside the pool. The items would be pre-plated snack food like club sandwiches, hamburgers, etc. or barbecue items.

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Snack Menus: Snack menus are offered in between regular meal timings. Snack menus are popular with students, shoppers, or casual eaters. Snack menus will have burgers, club sandwiches, subs, milkshakes, juices, soda fountain specialties and colas.

Specialty Menus Specialty menus cater to market segments that have particular need. Today families with both working parents may want a place to feed their children conveniently and inexpensively. Then again they may want someone to handle a children’s birthday party completely. Children’s Menu: Children have become prime demand makers in homes. Advertisements today are all directed towards children. Fast Food outlets have exploited this trend with family and children’s packages. They offer children’s birthday arrangements from balloons, clowns to games. They now offer several incentives for children’s menu including animated films, games and school satchels etc. A typical children’s menu has burgers, fried chicken, sandwiches, coleslaw, fries, icecreams, colas, etc. Diet Menus: Diet menus have become significant with the health-conscious modern public. Health foods will have salads, steamed items, non-fat sauces and non-cholestrol items. Senior citizens are an important segment to cater to and they are often moneyed. Wine Lists: Specialise in wines, spirits and beers. Restaurants boast about their quality of restaurant by flaunting a well- stocked cellar through the wine list offerings. Dessert Menu: This menu is offered by restaurants that have good patisserie. They cater to the public with a sweet tooth. Most outlets with this specialty would have captive confectionaries to give them an edge. Dessert menus may accompany a dessert trolley in an up-market restaurant where the trolley is wheeled beside the guest’s table for him or her to make a selection. The trolley will be equipped with the dessert plate forks and spoons. Room Service Menu: Found in hotels that provide food and beverage service to guest rooms. The room service menus are placed in guest rooms and have reasonable but limited choice of items for breakfast lunch, dinner, snacks and beverages (refer to Lesson 15, “Room Service” for more details). Take-Out Menu: Restaurants offer take-out service to capture additional revenue from an eating public who do not have the time to eat at the restaurant itself. Items offered must be inexpensive, easily prepared and conveniently packed for the guest. Many home-delivery menus come under this category. Home-delivery menus are freely distributed to residents to generate demand. It is common for homes to have home-delivery menus from their local pizza, burger Indian and Chinese food establishments. Fast food establishments excel in these types of menus. Banquet Menus: Hotels that have banqueting facilities make preset menus on a table d’ hote scheme. The focus is on quantity cooking that can retain quality (for more details refer to Lesson 22 “Banquets and outdoor Catering”). California Menus: Some restaurants offer breakfast, lunch, dinner and snack menus round the clock. If a guest wants to have eggs and sausages for lunch he could get it. Alternatively, a guest may want a full dinner meal at teatime. Restaurants with a California menu have the flexibility to provide this service.

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Ethnic Menus: These are offered by specialty restaurants that concentrate on a type of cuisine. French, Chinese, Japanese, Indian restaurants will offer ethnic menus. An important part of this menu is to translate names of items into English; explain the main ingredients and cooking style; and clarify whether it is spicy or not. Figure 11.5 gives a typical Chinese Menu.

Chinese Menu Soups Tomato Egg Drop Sweet Corn Soup Clear Chicken Soup Tum Yum Lemon Vegetable Soup Hot & Sour Soup Noodle Soup Talumein

Chilly Mushroom Mixed Vegetable Szechwan Style Mixed Vegetable Hong Kong Style Mixed Vegetable in Lemon Sauce Mixed Vegetable in Hot Garlic Sauce Sweet & Sour Vegetables Non-Vegetarian Main Course

Green Salad Green Cut Sesame Salad Kimchi Salad Chicken Salad

Chicken Szechwan Style Chicken Manchurian Sweet and Sour Prawns Prawns in Garlic Sauce Shredded Lamb in Green Pepper Beef in Singapore style Sliced Pork Hong Kong Style

Appetizers

Noodles & Rice

Vegetable Spring Rolls Chicken Spring Rolls Honey Chilly Chicken Cauliflower Manchurian Dry Singapore Potatoes Golden fried Baby Corn Drums of Heaven Shredded Lamb Dry Braised Pork Ribs

Vegetable Chowmein Mixed Chowmein Vegetable Haka Noodles Mixed Haka Noodles Chicken Chopsuey Vegetable Fried Rice Mixed Fried Rice Egg Fried Rice

Salads

Dessert Vegetarian Main Course Vegetable Manchurian

Lichi Icecream Sweet Hong Kong Puffs

Fig. 11.5 Chinese Menu

Market Menus: These are determined during the season and the availability of raw material. Remote resort properties are dictated by uncertain supply conditions and have to rely on local produce. Motels on the highway, forest lodges, guesthouses and resthouses have such conditions. It would not be uncommon to find duck and geese or fish and shellfish, wild boar and venison on the menu of a day, based on the fresh catch of the day. Such menus are unpredictable and can range from the ordinary to the exotic on the basis of what is available. Wine List: This is a menu found in restaurants that serve liquor. The wine list will list the wines, spirits and cocktails, each individually priced.

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KEY TERMS A la Carte Combination Menu Cyclic Menu Dish du Jour Market Menu Table d’hote Menu Wine List

a menu where each item is priced a menu that combines a la carte and table d’hote system of pricing a menu that is rotated weekly special dish of the day a menu that is based on what is available in the market a menu that prices a complete meal beverage menu

REVIEW QUIZ 1. 2. 3. 4. 5.

What is the difference between a la carte and table d’ hote menus? What items can we find in a breakfast menu? What is the difference between dinner and supper? Explain the Brunch Menu. Write short notes on the following: a. Children’s Menu b. California Menu c. Market Menu

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12

Menu Planning

INTRODUCTION The menu is the centrepiece of any eating establishment. It is not just a list of food items for sale, but the reason why that establishment exists. Menu planning, therefore, may be considered to be one of the most critical activities of food service operations. It defines the décor, service style, costume and required cooking skills. The process of planning a menu must be thoroughly understood.

CATERING POLICY The menu planning process starts with the mission of the establishment and the consequent policies of the establishment. While a mission is a strategic goal to be achieved over a period of time, policies are guidelines for action set by the owner or top management. Menu Planners need to be fully conversant with them as the framework within which to create the menu. Policy considerations address: • The market segments that have to be reached. • The price levels acceptable to this market segment. • Menu policy— a la carte, table d’ hote or a combination menu. • The quality standards that have to be maintained. • Range of dishes to be offered. • Nutritional factors. • The mix of fresh foods and processed foods. • The desired food cost. • Equipment and skills the investor is willing to spend on. • The general theme of the restaurant. • Feedback from existing and potential guests. • Performance evaluation system. The menu decision-making cycle is shown in Fig. 12.1:

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Intuition Corporate Mission

Policies & objectives

Information

Menu Planning decisions

Operational Procedures

Evaluation

Experience

Fig. 12.1 Menu Decision Flow Chart

In the diagram above, the mission and corporate policies drive the objectives, which determine menu planning decisions based on information from market research, intuition and experience of the menu planners. The operational procedures and standards including the actual service follow menu planning decisions. The evaluation gives a feedback to all the components of the decision flow to perfect the final menu offer.

PRINCIPAL CONTRIBUTORS TO MENU PLANNING The perfect menu is not the work of a single person, but the effort of a team of experts who bring different talents into the final production of the menu cover. These actors and actresses in the play are: The Market Research Agency, which does the initial research to feed the investor with authentic information on demographics (statistics of the population), competition, trends, etc. They can recommend the exact market segment (that section of the public best suited for a purpose) that the restaurant should cater to. They identify the age groups, income levels, eating habits, sex, occupation, etc., that would be best suitable for the restaurant to succeed. The Chef is the most crucial person, as he prepares the food. He decides what must be listed, based on many factors such as the skills available within his team and what needs to be procured through recruitment; the equipment available for cooking and the additional ones that need to be bought; the availability and supply of raw materials, especially year round supplies in case of fixed menus; cost of preparing the food items; and the probability of maintaining consistent quality standards. Many establishments, especially standalone ones, revolve their menu around the skills of the chef. The Food & Beverage Manager looks at the revenue contribution of a restaurant to the entire F&B operation of a hotel. He looks at things like competition, cost of operation, budgets, availability of personnel, and skill sets required. Standalone restaurants may hire a F&B Consultant to do this activity for them. The Advertising Agency creates the menu cover in keeping with the theme of the restaurant. They plan media campaigns to popularise the establishment. Their graphic designers recommend samples of the Menu Cover and their copywriters devise the script of what is going to be written. The Printer prints the menu cover based on quality, cost effectiveness, and concept. Sales & Marketing Manager decides whether the menu and the menu cover sells. He determines what uniqueness can be brought in to be able to promote it in the market.

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PRE-MENU ACTIVITY Market Research A professional market survey reduces the possibility of mistakes. A restaurateur cannot afford to build the perfect menu offer through trial and error. A damaged reputation is very difficult to bring back in the service industry. The survey can be done either by the individual menu planner or a professional market research agency. It is important to define the market segment they wish to cater to. Is it the professional community, business community, students or shoppers? It is also necessary to define the demographics in terms of age, sex, occupation, income level, etc. This decision is based on the location of the restaurant. Is the restaurant located downtown, suburb, highway or at a resort. Another factor that weighs in deciding a menu is the local competition. One can decide to either complement similar restaurants because the demand is bigger than supply, or meet competition head-on with superior skills and marketing ability. The other way is to build a niche for oneself by either offering a specialty restaurant or focusing on a special need like diet foods, student meals, business lunches, etc. A historical analysis of an existing establishment is a wonderful source of data because items have been tried over time.

Knowing Your Guest The restaurant starts and closes with the guest in mind. The guest is central to its operation. The first question to address is, “Who is my guest?” This is helped by market research either individually or through an agency as mentioned above. This research will throw up the profile of the customer. Customers can vary by occupation – business persons, students, professionals, housewives, etc; sex – male or female; age group – children, pre-teens, teenagers, college students, young professionals, mature diners, middle-aged or old-aged; marital status – single, married, living together, single parent, etc. The research profile takes various twists and turns to reach the exact guest profile. Once this is known, then their food preferences are ascertained. Children and pre-teens may like burgers and ice creams; teenagers may prefer fast foods of any kind; professionals may want quick foods; businessmen may want elaborate meals and entertainment to impress their clients; middle-aged persons may prefer diet foods, etc. The menu must serve the guest profile of the targeted market segment.

Knowing your Operation The next step is to design the operation around the guest profile. The menu planner must be clear about the theme of the restaurant. The operation must differentiate itself in terms of formal or informal; high-priced or economy-priced; plain-dining or specialty; a la carte or table d’ hote; 24-hour service or specific meal times; etc. The menu planner must know the equipment available as these are capital items and costly. The skills available to cook items and the use of existing equipment, is the next consideration. A short-order cook cannot be expected make fine-dining meals. Nor a vegetarian cook expected to make meat grills and roasts. A major factor (and limitation) is the budget expectations. Menu items must fall into prescribed food costs and revenue projections. The ability to maintain consistent standards is another issue that the menu planner must take into account.

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Developing a Pool of Menu Ideas The first step is to prepare a pool of menu possibilities. This the menu planner does through old menus of the establishment–if an operation has been in existence for a long time–that can suggest what dropped items that existed before can be reintroduced or popular items that need not be dropped. Another useful source to get ideas from is professional cuisine books devoted to recipes and new ideas. Countries have their own Hotel and Restaurant trade magazines and journals that give new developments and menu ideas. A professional may like to tap this source. Home cookbooks also give some original ideas, which can be modified to quantity cooking. New trends are cookbooks found at supermarkets by professional chefs who are hired by the supermarket to stimulate supermarket food sales. Menu covers of competitors are very useful sources for ideas. Sometime menus of restaurants from other states and not necessarily competitors can be a valuable source of ideas. Many menus are built around existing knowledge and skills of the kitchen brigade. Many chefs have opened their own establishments based on their own proven skills. A famous poissonier (seafood specialist) may open a seafood restaurant based on his experience and reputation or a chef roti (roast specialist) may decide to open a grill based on his knowledge and skills in roasts and grilled items.

Selection Criteria from the Pool of Menus Having done the market research, a menu planner would start short-listing the items that need to be on the menu. The selection is based on many factors: • Food cost • Incompatibility with the theme • Inability to meet consistent standards • Insufficient equipment capacity • Non-availability of equipment • Non-availability of cooking skills • Not familiar with the cuisine • Non-availability of raw materials • Sanitation issues • Shelf-life of raw materials • Seasonality of raw materials • Non-popular items • Knowledge of the cuisine

COMPLETE KNOWLEDGE OF THE CUISINE It is important for the menu planner to have a thorough knowledge of the cuisine and the menu offer from it. This knowledge helps him or her to address the following issues crucial to the operation. • Selection of staff: The staff must have the cooking and service skills. The absence of it leads to appropriate recruitment and selection activity (see Lesson 32, “The Hiring Process”).

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• Preparation and storage conditions: Some raw materials require special storage conditions. Perishables will need deep freezers for storage while desserts and salads will need cool preparation areas. • Describing the item to the guest: An important part of menu cover design is the descriptive element to educate guests about a dish, especially those that are offered by specialty restaurants. • Preparation times: Guests do not want items that have long preparation times. If we accept that today’s guests are time-conscious, then menus must take reasonable time for preparation. • Presentation: It is said that presentation stimulates a guest’s appetite. The menu planner must know how the item will be presented, its accompaniments, garnishes and service ware. There is no point in offering fondue when fondue pots, burners and forks are not available. • Accompaniments and garnishes balance dishes. A balanced dish has carbohydrates, proteins, minerals and vitamins. Lamb Chops can only be served with mint sauce and roast turkey with cranberry sauce. There is no point offering lamb chops or turkey in the menu when the ingredients of accompaniments are not available. Thorough knowledge does not restrict itself to the menu only. Specialty restaurants do research on the culture and traditions of the originating nation to decide what costumes, music, décor and service style to provide. For example, traditional Arabic food is eaten, seated on the floor, from a common tray of meat and rice. They eat with hands with no cutlery or crockery. The challenge for a restaurateur of authentic Arabic cuisine is to modify the service style to suit the convenience of non-Arab guests. Again, there is no such thing as Indian food. India may have Bengali, Gujarati, Andhra, Mughlai, etc. foods. Each has its own distinct costume, service style and décor.

FOOD TRIALS This is a successful method of testing food before finalising it. Food trials are food tests by people who matter. First are the cooking professionals who evaluate the food on technical grounds. Then there are the gourmet experts who have special palates to discern the nuances of taste. The gourmet experts may be housewives or common people who have knowledge of food. Gourmet experts can be ethnic people who are familiar with specialty cuisine. Then there are writers on cuisines who are gourmet experts themselves. They could be freelancers or from media, especially food reporters. Involving them helps in getting positive publicity. A slice of the target market segment is the best way to get feedback. Opinion-makers are also a good segment to include in the food trials as they will be encouraged to give recommendations by word of mouth. Fig. 12.2 gives the issues that need to be addressed.

THE MENU Menu Objectives Designing a menu starts with setting appropriate objectives that answer the following:

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Guest Expectations Staff Skills Perceived Value

Equipment

Consistency Texture

Price of items Purpose of visit

GUEST

Socioeconomic Factors

Shape/Size Presentation

Demographic Concerns Ethnic Factors

Flavour

Raw Material Supply Storage Concerns

Aroma Temperature

Religious Factors Guest Concerns

Property Concerns

Quality Concerns

Fig. 12.2 Menu Planning Concerns

Guest expectations: The guest is the central reason why we are in business. His or her needs and wants have to be fulfilled. It is the inner urge that realises them to come into the restaurant. We need to make a distinction between needs and wants. Needs are basic to survival. In food service, it is food that is needed to survive. The guest translates this need to wants. A want is the realisation of the need influenced by culture and socioeconomic factors. Therefore, an American will want to eat burgers, Indian wants rice and curry and a Chinese, a bowlful of noodles. The restaurants fulfil the need for food, however they should also know what the guest wants to fulfil his need for food. The menu provides the kind of food the guest wants. There can be other needs once the basic need for food is met. Guests may be looking for safety (from fire, contamination or hazards); a place to hang out with friends (like student cafeterias, discotheques, clubs, etc); prestige in terms of quality and exclusive pricing, especially for businessmen; or the opportunity to express oneself (like fish bazaars that allow guests to select their choice of raw fish and ask for their preparation). Perceived Value: Guests are willing to pay provided they perceive the value of patronising the restaurant. Social clubs, golf courses and yacht clubs make big bucks because of the perceived association they provide with the rich and famous. A guest has in his and her mind the price they are willing to pay. Today, restaurants are offering value-added products and services. Burger King and KFC offer free kids’toys and gimmicks for a certain value purchase; Rock Bottom nightclub offers two free drinks to female partners; or free soups and appetisers with the main dish. Item Price: Guests like a variety of prices to adapt to their budgets. A menu must have a range of menu items that fits into every budget. Pricing can only be fixed in relation to competitive prices. No business likes to under-price or over-price its products. New outlets may offer introductory cheap prices than competition to attract guests from the competition. However, prices have to be backed by quality and perceived value.

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Reason for Property Visit: The purpose of visiting an outlet can vary. A restaurateur must know the reason to cater to it. Some reasons are convenient location, consistent quality of food, atmosphere of the outlet, price compatibility, convenience for shoppers or business complexes; quick service etc. Socioeconomic factors: Culture plays an important part. One can expect the English to patronise pubs, Germans the Oktoberfest food festival, Middle-Easterners an Arabic nightclub. Similarly, students have limited budgets and will go for anything that gives value-added services. Demographic Concerns: Profiling the regular guest is important. The profile can be done on the basis of income, age, sex, occupation, family size etc. to fine-tune the menu offer. Ethnic Factors: Chinese food is popular worldwide but they vary widely around the world because of ethnic tastes. Indians prefer it spicy while Europeans like it bland. The original way the Chinese eat is wholesome but not as appetising as we know worldwide. The concentration of an ethnic group in the immediate region can determine the type of cuisine or menu items to offer. The Gerard Street in Toronto has predominantly Indian restaurants to cater to the Indian populace who frequent the street. Religious factors: This is an important factor in the globalisation process. For instance, Hindus will not patronise a place, which serves beef, nor Muslims the outlet, which serves pork. Vegetarians will not go to a place specialising in meats nor people will go to outlets where the meat of monkeys, snakes and alligator is served.

Menu Groupings The menu groupings follow the modified classical menu sequence as below. Each course may be further sub-divided as mentioned below. • Appetisers – hot and cold. The appetiser is meant to stimulate appetite. It is light, small in portion and served in mouth-sized nibbles. Appetisers may be items of fruit (avocado), vegetables (asparagus), seafood (shrimps, smoked salmon), juices (tomato, watermelon) and salads (Ceaser’s Salad). • Soups – hot, cold, crème, clear. These may substitute or be in addition to appetisers. Popular soups are Crème of Mushroom, Sweet Corn, Mulligtawny, etc. (see Lesson 27, “Soups & Garnishes” for more details). • Entrees – fish, poultry, lamb, pork, beef. These are the main dishes accompanied by everything else. Customers may want to go straight for the main dish. Popular main dishes are Pepper Steak, Roast Lamb with Mint Sauce, Fish and Chips etc. • Starch items – rice, breads, pastas. These are essential accompaniments to meals. They provide the filler of the meal. Steamed Rice, Bread Rolls, Noodles are some popular examples. • Vegetables – dry, curried, spiced, diet. These are vegetable choices in addition to vegetables that are served as accompaniments to main dishes or choices to accompany a main dish. These items could well be independent main dishes for the vegetarians. • Desserts – icecreams, cakes. This is the sweet dish to round up the meal. Establishments can go to great lengths to stimulate dessert sales. Desserts can include Black Forrest Cake, Baked Alaska, etc. • Beverages – hot or cold; coffee, tea or liqueur.

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Menu Costing and Pricing Obviously, every commercial establishment’s reason to be in business is to make profit. Profitability comes from satisfying customer-needs. One need is the correct price for the market segment. Items selected on the menu must be within the budget of the target market. The controller and the chef do the costing. The chef primarily concerns himself with food cost. He ascertains the portion size, which is fair to a balanced meal. The portion becomes critical in food costing. He takes all the raw materials including garnishes that go into making a dish and then adds it to the overheads prepared by the controller to arrive at a sale price. The formula for arriving at the sale price is: Cost price of a dish + overheads + profit = Sale price The cost price of a dish is arrived at, by using standard recipe cards, as shown in Fig. 12.3. It is shown that the cost per portion is $ 0.31. Let us assume that the overheads come to $3 per portion, and the profit desired is $ 2 per portion, then the sale price is: $0.31 + $ 3.00 + $2.00 = $ 5.31 We see that the food cost as a percentage of sales comes to: 0.31 = 5.7 %; this food cost is very healthy. An average food cost can go to 30%. 5.39 The recipe card identifies the dish, standard portion size, unit cost of raw materials, total cost to arrive at the cost per portion. The recipe card also has the method of cooking to ensure standard cooking. Recipe cards last for a long duration on the assumption that prices stay stable. Fluctuating higher prices of raw materials can reduce profit margins. Outlets arrange annual contracts with suppliers at a certain price and quality to protect themselves from fluctuations. In this case the supplier takes the brunt of fluctuating prices. Another way to manage price fluctuations is to go for seasonal menus, which incorporate raw materials that are in abundance in that season. In this case the restaurant will have separate menus for each season. Another method of managing price fluctuations is to go into frozen and processed food that either are got off the shelf in a supermarket or procured and stored as they have longer shelf lives. Only when profit margins are eroded consistently, does it call for sale price revisions.

Menu Balance A menu must be balanced to appeal to customers. We all know that tastes vary in every field, especially when it comes to cuisine. To be able to maximise profits it is necessary to give a well thought out menu spread.

Aesthetic Balance All dishes must have a gastronomic balance in terms of form, colours, textures and flavours. They say that appetite lies in the eyes and not the stomach. A simple item can be presented well and create appetite then a wholesome meal just piled on a plate. Let’s look at each: Colour: A dish can be ruined with colour monotony. A menu planner looks into this detail. For example, green peas look good with orange carrots and white potatoes accompanying a golden fried fish. Imagine a white steamed fish served with white potatoes. It would look boring. One has to take into account the loss of colour of dishes after cooking. Cooking methods like sauté can

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Item: Chicken Fried Steak Portion: 504 oz raw wt. Garnish: Pastery

Standard Recipe Ingredients

Qty.

Cost

50

Unit

Total

Cube Steak

12 lb

$ 1.20/lb

$14.40

Flour

11/2 lb

$ 0.20/lb

$ 0.30

3 cup

$ 0.15/cup

$ 0.45

2 lbs

$ 0.14/lb

$ 0.28

Egg Mix Bread Crumbs

Total Cost Total Portions Per Portion Cost

$15.43 $0 $0.31

Method: 1. Dip steaks into flour, egg mix & then bread crumbs. Steaks must be completely covered with bread crumbs. 2. Lay steaks on sheet pan until ready to cook. 3. Cook steaks in 375 degrees F in a deep fat fryer for 7 min. till golden brown. 4. Remove steaks and place in serving pans. 5. Keep in 200 degrees F for service. 6. Garnish steaks with 4 sprigs of parsley at time of service

Fig. 12.3 Standard Recipe Card

retain colour. Garnishes are a great contributor to colour. In the example of the standard recipe card, green sprigs of parsley have offset the golden brown of deep fried steak. Texture: Assembling components of a dish of similar consistency and texture can only tend to create boredom for the palate. Soft entrees must be accompanied by hard or crunchy side dishes. Conversely, firm items must be accompanied by soft side dishes. Flavour: The contrasting flavours of some items seem naturally to go together. For example, sweet goes with sour, bland with spicy etc. Roast pork goes well with apple sauce, roast turkey with cranberry sauce, lamb chops with mint sauce, or duck with orange sauce. Dishes like these are accentuated with contra-flavours. Form: Shapes bring variety to a dish. Chefs can create shapes with vegetables and meats to create appeal. Certain terms in cooking are used regularly like, cubes, julienne (strips), diced, flowerettes, mashed, round, etc. We, therefore, hear of diced vegetables, or cubes of beef, flowerettes of cauliflower, julienne of leek or celery etc. Contrasting shapes enhances the appeal to dishes.

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Nutritional Balance The basic purpose of eating is to give nutrition to the body. This becomes even more important in today’s age when people have become health and weight conscious. It is not the quantity one eats. It is the quality. The average daily intake of an average male is 2500 calories. These calories may increase for people with physical occupations by about 300 calories. People with sedentary habits do not need more food. The basic blocks of food are carbohydrates, proteins, fats, minerals and vitamins. Carbohydrates and fats provide energy and warmth to the body. These are cooking oil, breads, rice etc. Proteins and some minerals build the body. Meats, fish, dairy products and eggs provide excellent protein. Peas, beans, lentils and nuts provide proteins for the vegetarians. Vegetables and fruits provide the minerals for the body. Vitamins are body protectors and are available in small quantities in vegetables and fruit. Some are usually lost in cooking, so raw vegetables and fruits in the form of salads are preferred to give the body the vitamins. Normally each meal should provide a third of the nutritional balance, assuming a person has three to five meals a day, Calorie requirements and nutrition can be distributed over all meals in a day. Menu planners keep nutritional charts for all ages, sex, occupation, etc. Fast food chains are working hard to give proper nutritional meals to their menus, criticised for fatty foods.

CONTROL CYCLE Another way to consider menu planning is to look at the control cycle of food operations. The flow chart Fig. 12.4 below gives a typical food preparation cycle: Menu Plan

Purchasing

Guest Satisfaction

Receiving

Billing

Clearance

Storing

Issuing

Serving

Holding

Pre-preparation

Preparation

Fig. 12.4 Food Operation Control Cycle

The flow chart above shows how the cycle of activities influences menu considerations. The purchase function is vital to feed the kitchens with raw materials to prepare the dishes. The menu must take into account steady supply of raw materials. Some raw materials are seasonal. One has to consider the cost of obtaining off-season items. There are decisions to be made like whether to use fresh or canned or a seasonal menu or not. Such trends affect food costs. The Receiving function ensures that the suppliers have delivered raw materials as per standards and specifications set. Poor substitutes will not be acceptable to quality operations. One has to keep into account the storing facilities when deciding menus. Perishables will need deep freezers. Deep freezes can range from cabinets to walk-in refrigerators. A consideration is the space for storage. Standalone restaurants would like to utilise expensive space for revenue generating purposes than dead storage spaces. Items that demand large storage should not be included in menus. Issuing should be easy in terms of size of items and shelf life. Outlets will like to select items with least prepreparation requirements to offer quick service. The preparation itself is critical in terms of the

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availability of skills to produce menu items with quality. The menu items should not have high food costs. Sometimes foods have to be held before service because guests may not have finished their previous course. The menu items must not loose their texture and flavour during the wait. Actual service must be kept in mind. Sizzlers can have hot plates, fondue special equipment etc. Clearance should be easy and billing accurate and reasonable to keep the guest satisfied.

WINE LISTS Wine lists are essential part of the dining experience. Not only do alcoholic beverages give large profit margins, they also stimulate appetite. Wine lists are not only meant for wine choices but spirits as well. Here are some tips on wine lists. • List it if you have it. Outlets try to get a competitive edge by having a well-stocked cellar. • Wines and spirits must be presented in the sequence they are drunk in a meal. Aperitifs with appetisers, white wines with white meats, red wines with red meats, rosé wines for allpurpose meals, liqueurs and brandies for after dinner digestion. For details see Part VII, “Beverages and Service”. • Wine lists are always presented first. If the establishment does not have a separate wine list they must include it on the first page of the menu cover. • Just like food specials, the house may have some creative cocktails. These must be highlighted, as they not only give the restaurant a unique edge, but also a higher profit margin. • If the wine list is limited, it is in order to recommend wines. • After dinner, drinks like liqueurs and brandies are listed at the end or with the dessert menu.

DESIGNING THE MENU COVER Menu Cover The menu cover is the defining merchandise that is the soul of a restaurant. It is a tangible item that stimulates through feel, script and colour. It reflects the personality of the restaurant. Quality restaurants will have slick menu cards using expensive materials like leather, velvet or special paper while small casual restaurants may have one-page printouts using cheap card material. The Menu cover entertains. Novel menu cards have been talking points in social gatherings. For example, a grill-room have its menu on a wooden slice of a tree trunk. A coffee shop can have a children’s menu with pop-up cartoons of popular animation films like the Lion King, Ice Age and Finding Nemo. The menu educates, as it explains the ingredients and the method of preparation to guests. Specialty restaurants emphasise on describing menu items that would be alien to the diner not familiar with that cuisine. Some restaurants may even give the history behind the cuisine. For example “Shahjehan”, a Mughlai Restaurant, briefly describes the reign of Shahjehan, the Mughal ruler, with obvious reference to the Taj Mahal he built. The menu card also reflects the mood of the restaurant. Formal restaurants will have sophisticated menu covers with perhaps classical script, while informal restaurants will have casual menu covers with modern pop art.

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The menu cover creates identity with the theme of the restaurant. Just as the costume, décor and cuisine reflect the theme of an outlet, so does the menu cover. This becomes especially important for specialty restaurants. For example, “Kowloon”, a Chinese restaurant, has adopted a red menucover colour with Chinese-like script. Similarly, “Sakura”, a Japanese restaurant, has silk scrolls that open out with Japanese-like English script listing the menu. The menu has another important role and that is to advertise the cuisine and restaurant. The way information is presented, especially descriptions of food items, can stimulate sales. The menu can become a tangible and effective expression of the establishment’s marketing policy.

Menu Focus It is easy to get carried away with menu design. Before producing works of art, a menu planner needs to get to the business end first. It must faithfully list the menu items on offer. The potential of the kitchen crew must satisfy the customers. The menu must promote, advertise and inform. The wording must satisfy the above purpose. Everybody knows an English breakfast, but when it is translated into “Two fresh farm eggs of your choice accompanied with broiled sausages, crispy bacon, fluffy mashed potatoes and a grilled red tomato”, it communicates something else. It becomes a picture. The picture stimulates the appetite, informs the guest of the items, as well as promotes the dish. Foreign names add to the allure. A curry and rice can be easily conveyed as, “Steamed Indian rice with spicy Madras curry”.

Menu Cover Innovations Menu cover designers take great care to come out with something unique. Most restaurateurs would like their menu cover to be original and a talking point. The advertising agency leads these efforts. One of the methods used is the material. Some materials used are paper, cloth, plastic, wood, leather, palm leaf and glass. “Western Style Barbecue” grill house used leather as a reflection of cowboys and horses. An Egyptian restaurant called “Pyramids” had parchment paper as their menu-cover material. The discotheque “Hell” had bone as the material for the menu cover. Furthermore the menu could only be read in ultra-violet light, which gave an eerie image. “Knockers” a bar with busty women servers had the menu printed on their blouses! “Tokyo” a Japanese restaurant had the menu printed on a Japanese hand fan. Paper, however, is the most common material used because they vary in texture from coarse to fine paper; matted or glossy; plain to printed; transparent to opaque; thin to thick; and above all is available in a wide price range. What matters in any material is the durability of the material over a period of time. In that way leather and wood are more durable but more expensive. Paper is least durable but is given additional life through lamination (sealed in plastic cover). There is a race among restaurant owners to outdo each other, in innovative ways, by presenting a menu from the staid to the bizarre.

Cover Artwork Artwork is the design of the menu cover. Obviously the design reflects the theme, mood and quality of the restaurant. Some methods used are full colour photographs, stylised names, comical, geometric designs, decorative patterns, borders, classical, educational, cut-out, spot lighting and graphic designs. Advertising agencies or freelance graphic designers provide artworks. Fast Food restaurants, for example, extensively use photographs to graphically portray the burgers and fried

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chicken they serve. So do cafes and informal places. Stylised or classical names are used by more sophisticated restaurants who want to portray exclusivity. A Mughlai Restaurant may use an educational approach by showing miniature pictures and portraits of the Mughal period. Whatever the style used, the cover should be clear to read, consistent with the theme of the restaurant, cost-effective, light to carry and practical.

Typeface Typeface refers to the lettering used in menu covers. Some useful tips are: • Wherever lettering is used, it is more effective when the background colour is lighter than the letters. It makes for easy reading especially in restaurants with muted lighting. It is best to avoid reverse type, e.g., White lettering against black background. • Typefaces come in many sizes, from 6-points to 72-points. The smaller the type, the harder it is to read. As a general rule, it is recommended to use a minimum 12-point typeface. • Most of the text should be lowercase type, i.e., a, b, c. • Headings and sub-headings should be in uppercase or capitals, i.e., A, B, C. • The space between sentences must be kept in mind to avoid crowding. A minimum 3 points leading between lines is recommended. • It is suggested to use exotic typefaces sparingly as they are hard to read. • Typefaces selected must match the theme of the restaurant. Exclusive restaurant may use classical typeface while children’s menus can use even handwriting typeface.

Descriptive Copy Descriptive copy is essential to explain menu items. This becomes more critical in specialty cuisines. There are some considerations when describing the menu items. Let’s take for example the descriptive statement given below: Prawns au Gratin “Fresh gulf tiger prawns, baked in white wine sauce and gratinated with Mozarella cheese” • Main ingredient – The main ingredient is “tiger prawn”. Examples of other main ingredients can be mutton, chicken, pork, fish, etc. • Secondary ingredients – the secondary ingredient in the description above is “white wine sauce” and “cheese”. Other ingredients could be spices, garlic, ginger, mushrooms, sauce, wine, etc. • Method of preparation – In the above instance, the prawns are “baked”. The cheese is “gratinated”. Other methods of cooking are grill, steam, fried, boiled, etc. • Short sentences – Sentences must be crisp and to the point. The above sentence is a good example. A single sentence has explained the entire dish. • Easy to read – the common diner may not know sophisticated cooking terms and spices. Care must be taken to use simple words in sentences that could be easily understood. • Claims should be credible – Claims are many, including nutritional, dietary and freshness claims. The description above has claimed “Fresh prawns” and gratinated with “Mozarella Cheese”. The claims must be genuine. Nothing ruins the reputation of an eatery than false

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information. The menus must claim whether the items are canned or frozen. A statement like “freshly squeezed oranges” must have fresh oranges and not frozen ones. The descriptive copy above claimed freshness of the tiger prawns. Grading – Some items like shrimps and steaks are graded by size, weight or quality. This helps the customer know exactly what he or she is eating. Substitution to claimed grades is an offence in many states. Geographical origin - Copy sometimes bring excitement and authenticity by mentioning the origin of the item. A copy cannot make false claims on this count. For instance, French Cheese cannot be substituted with Italian Cheese nor Gulf Shrimps with Bay of Bengal Shrimps. The example above mentioned “Gulf” tiger prawns. Appeal – Adjectives are used which appeal to the senses of sight, smell, taste, hearing and touch. For example, words such as golden, crunch, pungent, sweet, crisp and creamy. Persuasive – Use of ‘lyrical’ statements which promise quality and fantasy e.g. Fluffy whipped potatoes, dreamy mashed potatoes. A way to explain a German Pot Roast in a persuasive style is, “What a Pot Roast? A real masterpiece made according to Chef Karl’s secret recipe”.

Menu Language – French is still considered as the universal language of food. It is the French who had made cooking into a fine art. They had set a standard for all gourmet establishments. The French have created modern cuisine too when they introduced nouvelle cuisine. This cuisine is a fusion of tastes, colours, textures and presentations. However, with globalisation, food has traversed across the globe making people familiar with so many new terms. National Terms: People now know the Madras Curry, Tandoori Chicken, Dona Kebab, Thai Fish Curry, etc. Some names have become part of every day life like, Mexican Buritos, Nachos and Tacos; Italian pastas and pizzas; Chinese noodles and sweet and sour sauce; Indian tandoori tikkas and curries; Hungarian goulash; Russian Borscht; and Middle Eastern kebab and Hamous. The French have used national terms in their cuisine like, “a l’anglaise” or simple English cooking, “Italienne” for Italian cuisine or “Indienne” for Indian foods. Associations: Names conjure associations like Shahjahani or Mughlai conjures up associations with the Mughal Dynasties of India or California with fusion food. Choose associative words that would explain a whole lot of description. Then again, words like jardinière conjures association with garden vegetables or aux primeurs with spring vegetables. Geographical clues: Certain food items associate with regions or countries, like bananas with South America, mangoes with India, pineapples with Hawaii, Rum with Cuba etc. Cities too have their associations like Chantilly with whipped cream, Florentine with spinach, Madras with Curry and Champagne with champagne. Countries with large ethnic groups like India may have Maharashtrian Pau Bhajji, Gujarati Dhoklas, Goan Prawn Curry, Sri Lankan Hoppers, Cantonese Chicken, etc. Shapes or Cuts: French cuisine have typical terms that reflect the cut of the vegetable like, paysanne for rough cuts, julienne for fine strips, brunois for dices and macédoine for little cubes. These terms can give clues to guests of how the dish will look. Cooking Style: This is the easiest way to describe dishes. Apart from the straight English terms like fried, broiled, steamed, etc. the French use terms like rôti for roasted, sautéed for shallow fry or gratin for top grilled items.

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Ingredients: Another effective way to express food items is to mention the ingredients, in terms of spices or items, used. For example, Steak au Poivre is steak with pepper. Famous Names: Some dishes can recognise famous chefs by lending their name to the dishes they created like, Filet de Sole Dugléré, Faisan Carême or Paupiettes de Sole Escoffier. Some chefs may dedicate dishes to famous statesmen, entertainers, writers, sportspersons, etc. Historic Events: The recipe for Poulet sauté Marengo owes its name to the battle of Marengo when there was a shortage of ingredients. Another battle at Crécy is associated with carrots when this vegetable was abundant to feed the soldiers. Crécy since then is associated with carrots.

Some basic tips in use of words: • In using English, the menu language should be used in a matter-of-fact way, mentioning the following in the first instance: (a) cooking method (b) cut of meat or vegetable, (c) form or shape and (d) name of food item. For example, cubes of braised pork loin. The embellishment with adjectives can follow. • In using French, the same basic principle as mentioned above is applied, except that all French words are written in lower case except for the (a) first letter on the line, (b) proper names, (c) fantasy names and (d) geographical area and place names, for example, Potage. Parisienne (style), Asperges du Valais (area name), Entrecote café de Paris (place name), Emince de veau Touring (fantasy name) and Coupe á la Melba (name of Australian opera star Nellie Melba honored by Escoffier when she stayed at the London, Savoy). When famous names are associated with dishes, the proper name is preceded by the French words “á la”. • The term ”á la” can be also used when a dish is prepared to a certain style. For example, Epinard á la crème (name of food), Risotto á la Turque (name of food style). • The term “au” which means “with” is also used in English. For example, Spaghetti au fromage (singular) and Spaghetti aux morilles (plural). • The words le, la and de will change to l’ or d’ before a vowel. The alphabet will be treated as a consonant e.g. Le Homard or Le Hareng; l’oeuf or l’epinard. • Avoid vagueness in dish names. ‘Indian curry’ does not mean a thing nor does ‘Chinese noodles’. It could be better expressed as ‘Indian Mutton Curry in mixed eastern spice sauce’ or ‘Chinese Hakka noodles’. Upper left Upper right corner corner • The use of adjectives enhances sales. Words like Crunchy, Spicy, Chilled, Sizzling provide a lot of imagery to the mind. • All items must be explained through Prime descriptive copy. Space • Remember we read left to right and top to bottom. Psychologically, the best items must be kept on the top left hand corner and at the top. First means the best. Eye Movements when reading Menu

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Formats Format is the way the copy is presented based on the amount of printed material to be included. Format addresses the menu cover’s size, shape and general make-up. Figure 12.5 gives some suggestions of formats.

Single Panel

Double Panel

Triple Panel

Multi-Panel

Flapped Panel

Horizontal Panel

Tent Card

Double Panel with insert

Fig. 12.5

Menu Cover Formats

Obviously the menu listing will take the place of pride in the menu cover i.e. the centre page. The other space can be utilised as explained the next paragraph. There is no rule as to what format to use. It must suit the amount of menu copy. The double panel with an insert, is the most popular format used. An insert is a laminated pocket. The insert has the advantage of changing the menu while retaining the outer cover. Informal outlets with limited menu spreads may opt for a single panel, which has the benefit of printing on the reverse as well. Specials are advertised on tent cards. Those outlets that have several options use the multi-panel format. Should the menu copy exceed the space, the menu planner has the following options: 1. 2. 3. 4.

Delete some menu items. Shorten the descriptive copy. Drop some of the supplemental copy used for theme and merchandising. Choose a format that provides more space.

A good menu is planned inside out. This means the first priority is given to the menu and its presentation and then follows other information. It is important to communicate first then produce a work of art. A menu is supposed to inform and educate first. It should be presented in a way that

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stimulates appetite and results in a sale. Unique propositions or specials must be highlighted as they presumably bring in bigger profit margins. Obviously menu items must have significant association with the theme of the restaurant.

Use of Space A Menu Cover space is mainly meant to list and describe the menu on offer. It is possible that there is additional space to fill. This space can be utilised meaningfully by the following alternatives: Educate on theme: The space to give a snapshot about the theme of the restaurant. Specialty restaurants can take full advantage of this with something on the Ming Dynasty, Mughal Dynasty, North West frontier culture etc. Story about the management: Sometimes an owner or its management can be the reason for the success of the establishment. Kentucky Fried Chicken or Ramsden Fish and Chips are good examples of this. Take-out service: Many restaurants have a take-out service to encourage sales of clientele who do not have the convenience of eating at the premises. ‘Ravi’, the Pakistani restaurant, and “Sind and Punjab”, restaurants in Dubai, make more revenue in take-out orders than regular diners. People find their food convenient and rightly priced for home parties or picnics. Home-delivery services: Restaurants with this policy may like to publicise this facility for the same reasons as take-out service. Banquet and meeting facilities: Restaurants offering banqueting facilities are becoming popular. Restaurant owners have recognised the value of weddings, birthdays, anniversaries and company celebrations to generate big bucks. Such outlets give hotels a competition because they can price their services cheaper, with lower overheads and established food reputation. Shopping arcade: Hotels may like to promote their shopping arcade on their menu covers. Sometimes leased owners in hotel shopping arcades may even advertise their shop in the menu. Tourist attractions: Sometimes restaurants coordinate with the tourism department of a state to advertise tourist attractions as a joint effort to promote tourism. State run eateries promote this effectively. City/professional/national affiliations are a method of enhancing the credibility of the establishment. Restaurants are members of state, national associations and guilds. They must publicise the fact. Some countries rate the restaurants from 1-star to 5-star based on several criteria including décor, cuisine, quality of services etc. This can be an opportunity to display the rating especially when it has a high rating. Credit cards honoured: Most eaters these days prefer to carry credit cards rather than cash. We do see ‘credit cards honoured’ displayed on restaurant windows. The facility to accept credit cards helps the establishment to attract greater business. Map of the city: Restaurants may want to give the map of the city especially those with a variety of tourist attractions. Advertising other hotel facilities: Cross advertising helps promote other facilities in a hotel. A restaurant may advertise a bar for after dinner drinks.

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Specials Specials are those menu offerings that are the signature items of the establishment. The recipes are closely guarded and not easily duplicated. They become a unique selling proposition (USP) of an establishment that separates them from others. They often attract a higher price and promoting them leads to good business. Dish du Jours or specials of the day are another example of the chef’s exceptional skills for the day. These items are often slow moving and need a push with special recognition. Such items need a special attention in menu covers. • List specials in bolder type. • Describe specials with exciting copy. • Place specials in boxes/panels/graphic devise • Use more colour and illustrations.

Common Menu Cover Mistakes Menu Cover is too large. Guests find it inconvenient to handle them resulting in tipping over glasses or candles. Typeface is too small. Guests find it difficult to read the menu especially in restaurants with muted lighting. Not all guests have good eyesight and many of them due to their vanity find it embarrassing to pull on their glasses in public. They should be able to read even through squinted eyes! Lack of description. Guests like to know what they eat. Outlets may loose the opportunity of good sales just because the guests are ignorant of some items. Sometimes guests may order items by mistake, that they are allergic to or cannot eat due to religious beliefs. This can lead to a lot of unpleasantness. Dirty Menus: Through use, menus are likely to wear down. Restaurants should laminate their menus wherever possible to keep them fresh. Typed Additions: Nothing is worse than seeing typed additions to menus or having them clipped on or stapled to the menu cover. Daily specials are usually treated this way. Classy restaurants have printed tent cards for daily specials. Blank pages: A menu cover must never have blank pages. It is such a waste of space when it can be used for other purposes as given in the section, “Use of space” above. Overcrowding the Menu cover: Guests like to choose their food easily, rather than be confused by overcrowded menus. Too many choices can be a dilemma to guests. Overcrowding also makes reading difficult.

EVALUATING THE MENU Menus need constant evaluation and upgrading to get the perfect mix. However hard one may try to get the perfect menu, it is the people who decide the final choice. To evaluate the menu effectively, the management needs to set some standards. Measurement of performance can be done only against a benchmark or standard. Given below are some benchmarks to evaluate against: 1. Turnover of each item in a given period, normally a year, to take into account fluctuations in seasons, weekends and holidays

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Average check income Average cost per check Average contribution per item Actual income against budget

In addition to these standards, management may want to conduct guest surveys to determine following information: • Popular items • Guest comments • Competitive analysis • Variety of items • Pricing • Right mix between low and high contribution items • Repeat orders Operations can devise their own evaluation methods. An important part of evaluation is the tools to generate information. Remember that the guests determine what should finally be on the menu.

CONCLUSION A menu can be perfected by seeing other menus, their styles and presentations. It is not only the chef who is the architect of the menu; creative menu planning takes a huge team to put together a menu with a difference.

KEY TERMS Menu Planning Catering Policy Market Research Demographics Recipe Card Control Cycle

the process of creating a menu a guideline for food operations a study of the paying public the study of population a guide to a food preparation a circle of control actions

REVIEW QUIZ 1. 2. 3. 4. 5. 6.

What is included in a catering policy? Who are the principal contributors to a menu planning process? Describe the pre-menu activity. What are the criteria for selecting a menu after a pool of information is gathered? What is a Recipe Card? What information does it have? Explain the menu control cycle.

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Service Equipment

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13 Restaurant Service Equipment

INTRODUCTION Service equipment in this chapter is a composite term. It includes furniture, fixtures, linen, cutlery, crockery, hollowware and glassware. Each of these components reflects the style, quality and standard of the restaurant. Several factors are considered when purchasing them: 1. Standard of the restaurant 2. Types of service 3. Décor and theme of the restaurant 4. Type of clientele 5. Durability of equipment 6. Ease of maintenance 7. Availability when stocks run out 8. Storage 9. Flexibility in use 10. Price factors 11. Standardisation Most equipment is standardised for multi-use and cost efficiency. Let us look at each of the service equipment used in the normal functioning of a restaurant.

LINEN Most linen is standardised to serve the restaurants, bars, room service and banquets. Some standard dimensions are: 1. Tablecloths

to fit 2’ 6” table to fit 3’ square table to fit rectangular table

54” ¥ 54” 72” ¥ 72” 72” ¥ 96”

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2. Slip Cloth 3. Napkins

to cover stained table cloth also called serviettes

4. Buffet cloths

minimum size

36” ¥ 36” 18” ¥ 18” 20” ¥ 20” 6’ ¥ 12”

FURNITURE

18¢¢ 3¢

2¢ 6¢¢

2 covers

18¢¢

4 covers

3¢

2¢ 6¢¢ 3¢

4-6 covers

2¢ 6¢¢

3¢

4 covers

The above are standard sizes of furniture used in a restaurant. These sizes are useful in banquets as well as places which need the flexibility of furniture with varying layouts. The banquet tables are foldable for easy storage and saving space while the chairs are so designed that they can be stacked.

Stackable Banquet Chairs

Foldable Banquet Table

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The side board or “dumb waiter” is perhaps the most vital piece of furniture for the smooth functioning of service. The sideboard is the centrepiece of each station. A station is a section of tables and chairs within a restaurant. Each station has its own brigade of waiters. They service their tables from the sideboard of that station. We will note that the sideboard has shelves for stocking crockery, teapots and other accessories; a drawer with partitions for cutlery of varies types.

Another version of sideboard has a lockable cupboard for silverware or linen. This space can be used to provide a retractable hamper to dump soiled linen. Some restaurants may have mobile “dumb waiters” or sideboards. These help in positioning the station wherever the need is. It is especially useful in banquet operations where table layouts may vary according to the occasion and the staff need flexibility in positioning the station.

CHINAWARE Chinaware is porcelain pottery originally from China. Chinaware is made of silica, soda ash and china clay, baked and glazed at high temperatures to make it hard and to give it a fine finish. It should be opaque and free from air bubbles. Chinaware can be found in different colours and designs which are always coated with glaze. Patterns on glaze can wear or discolour with constant washing and use. Chinaware is more resistant to heat than glassware. Standard types and sizes of chinaware are: Entrée Plate 93/4” and 10” Side Plate 6 3/4” diameter Dessert Plate 7” and 81/2” diameter Fish Plate 8” diameter Soup Plate 8 ” diameter Entree Plate Soup cup (two handles) 71/2 “ Coffee cup and Joint Plate 10” diameter saucer Salad Plate 5” diameter Coffee Cup 8-10 oz Tea Cup 6 2/3 o Saucer 6” diameter Demitasse Cup 31/2 oz Teacup and saucer Tea Pot 1/2 pint, 1 pint, 11/2 pint, 2 pint French Onion Soup bowl 8 oz

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Other chinaware Milk jugs Cream jugs

Butter Dish Egg cup

Soup cup and Saucer

Coffee pots Sugar pots Butter dishes Ashtrays Egg cups Soup cups Platters Cereal Bowl

Cereal Bowl and Plane

Tips on Chinaware 1. Vitrified chinaware is stronger 2. It has a high breakage rate and therefore, needs careful handling 3. It should be stored on shelves 4. It should be stacked properly so that it does not topple 5. It should be stored at a convenient height to store and retrieve to avoid accidents. 6. It should be kept covered to avoid dust and germs.

GLASSWARE The raw materials used in making glass are sand, soda and lime. It is the proportion of each that makes different types of glass. Glassware in hotels composition of 72% silica (sand), 15% sodium oxide (soda), 9% calcium oxide (lime) and 4% minor ingredients. Glassware used includes: • Glass containers that are used in beverage service, kitchen jars and bottled drinks. • Glass ceramics that are used in crockery and heat resistant cookware. They are called Borosilicate glass that has a composition of 80% silica, 4% alkali, 2% alumina and nearly 13% boric acid. • Specialty glass for specific purposes like glass doors, table tops, and decoration, etc. In this category is soda-lead glass for crystal ware objects d’art which substitutes lead oxide for calcium oxide. It makes the glass more pliable and soft to bring about the fine etchings of crystal. It is an expensive glass. When purchasing glassware it should be ensured that it is completely transparent, free of air bubbles and not chipped. Glasses are measured in terms of capacity (volume) i.e. ounces or centilitres. Restaurant glasses are usually plain. They are coloured in exceptional cases in specialty restaurants.

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Brandy Balloon

Tom Collins

Cordial Glass

Cocktail Glass

Champagne Flute

Highball Glass

Irish Coffee Glass

Margarita Glass

Martini Glass

Oid Fashioned Glass

Parfait Glass

Pilsner Glass

Pousse

Punch Cup

Red Wine Glass

Sherry Glass

Sour Glass

White wine Glass

Sundae Glass

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Some tips on glassware 1. Empty glass containers must be stored inverted in single rows with paper on the shelf to prevent slippage 2. Glass racks are good ways to store glassware. They are rubber-lined and have individual compartments to prevent glasses from moving in transit and storage. 3. In a restaurant, glasses must be kept on trays with tray cloth to prevent slippage. 4. Glasses with stems must be held by the stem and stored inverted. 5. Glasses must be held against the light to detect smudges or water spots.

FLATWARE (CUTLERY OR SILVERWARE) Flatware is the term used for those tools in dining that help to cut, mix and hold food in sizes and portions that are easy to eat. The flatware used in upmarket restaurants is called sterling silver which consists of 92.5% silver and 7.5% copper to harden and strengthen the silver. Naturally such silverware is expensive and needs to be carefully controlled in storage, use and while washing. Most other restaurants use silver-plated flatware. Such flatware is made from base metal such as steel which is then coated with a thin layer of silver or silver alloy to give it a rich look. Economy restaurants use stainless steel which is economical and easy to maintain. The types of flatware commonly used in restaurants are: • Soup spoons for service of soup served in cups or soup bowls • Fish knives and forks for fish and hors d’oeuvres • Large knives and forks for main courses • Dessert spoons and forks for desserts • Fruit knives and forks for fresh fruit • Coffee spoons for coffee • Teaspoons for tea, fruit cocktails, icecream served in coupes, Basic Cutlery grapefruit and boiled eggs • Service spoons and forks for transferring food from platters to the guest plate • Steak knife for cutting steaks. It has a serrated edge. • Grapefruit knife for cutting grapefruit • Cheese knife for cutting cheese

HOLLOWWARE This is a term used for metal or ceramic containers of food when brought to the guest’s table from the kitchen. Such hollowware would include: Table Service • Soup tureens

for soup in large quantities to portion out into guest soup bowls

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• Soup bowls • • • • •

•

ceramic bowls for individual guests. These bowls are filled from soup tureens. Trays of various sizes to transport glassware and hollowware. Beverage trays are round always. Oval flat tray with lid these are stainless steel or silver coated trays that carry food to the guest table Round flat tray with lid for service of vegetables Oval or round entrée dish food containers from the kitchen. From these dishes will food be portioned into guest plates. Water jug silver-plated or stainless steel jugs for service of water into guest water goblets Sauce boats to present sauce on tables Sauce Boat

Cocktail Service • Round salvers platted • Ice buckets • Champagne bucket

Champagne Bucket

Still Room Service • Coffee pots • Teapots • Creamers • Sugar pots

Special Tableware • Sugar tongs • Asparagus tongs • Oyster forks • Finger bowls • Cruet Sets • Ice cream scoops • Sauce ladles • Soup ladle • Toast rack • Snail tong • Snail fork • Fondue fork • Caviar knife • Sundae spoon • Ice Cream spoon

for the service of drinks. They are silver-plated to hold ice to hold crushed ice to chill champagne bottle those with long spouts to hold coffee those with shorter spouts to hold tea milk jugs to hold granulated or cubed sugar

to pick sugar cubes from sugar pots to pick hot or cold asparagus to open oyster shells bowls of warm water to wash fingers after a meal. salt and pepper dispensers in wood or stainless steel retractable spoons to portion ice-cream from ice cream tubs long-handles spoons to portion soup long-handled spoons to portion soup a rack with divisions to hold toast upright to pick snails a two-tine fork to pick meat from snail shells a two-tine fork with a long handle to cook food cubes in a fondue pot of hot oil a short knife to pick caviar from a caviar pot a long-handled spoon to reach deep sundae glasses a blunt-edged spoon to slice and lift ice cream from an ice cream coupe

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• • • •

Pastry fork cum knife Corn on the cob holder Lobster pick Butter knife

• Cheese knife • Grapefruit spoon • Nut cracker • Gateaux slice • Steak knife

a fork with one tine like a knife to cut and pick pastry a trident-shaped short fork that pierces corn on the cob. a pick that reaches difficult areas of the lobster a special knife that allows cutting, slicing and lifting of butter from butter dishes it permits slicing and lifting cheese a deep-bowled spoon the allows scooping into rounded grape fruit a type of pliers that helps in cracking nuts such as walnut, almonds, etc. a flat spoon that allows lifting of pastries from their displays a knife with a serrated edge to cut thick meat easily

TYPES OF CUTLERY Desert Spoon Dinner/Table Spoon Serving Spoon Coffee/Tea Spoon Ice Cream Spoon Long Drink Spoon Demi-Tasse Spoon Soup Spoon Desert Fork Dinner/Table Fork Serving Fork Fish Fork Cake Fork Cocktail Fork Dessert Knife Dinner/Table Kinfe Steak Knife Fish Knife Butter Knife Soup Ladle (Large)

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Soup Ladle (Small) Gravy Spoon (Round) Gravy Spoon (Oval) Sugar Spoon Sauce (Gourmet) Spoon Snail Fork Salad Fork Oyster Fork Carving Fork Cheese Knife Cake Knife Fruit Knife Carving Knife Pie Server Punch Ladle Pastry Lifter Miscellaneous Tableware • Flower vases • Fruit stands • Tea strainers • Candle stand

• • • •

to hold a rose bud to display fresh whole fruit in silver-plated metal or in silver or silver-plated to hold one Fruit Stand candle • Wine cradle wicker basket for holding a wine bottle • Sundae coupe glasses to serve sundaes • Oil and vinegar bottles decorative bottles placed on guest tables • Oval au Gratin hollowware for au gratin preparations • Cocotte dish for items cooked in proportions Jam and marmalade pots to be placed on guest tables for breakfast Toothpick holder for toothpicks Straw holder for drinking straws Chaffing dishes containers heated by solid fuel for holding food on buffet tables

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• Burners either solid fuel or oil lit for chaffing dishes or fondue pots Bread Basket

Cake Stand

• Copper pans • • • • • • •

for use in preparing flambé items on Guéridon Punch bowl and ladle for punch preparations Bread baskets wicker baskets to display assorted breads Ashtrays for cigarette ash Cake stand to display a whole cake Pudding cups for portioned puddings Wooden salad bowls Melon bowls

Pudding Cups

Melon Bowl

Salad Bowl

SERVICE TROLLEYS Trolleys in a restaurant are an important part of merchandising food and beverage. They are mobile display units that are wheeled to the tableside to stimulate sales. Details of the purpose and presentation of service trolleys will be discussed in later chapters. At this juncture it is essential to know that there are a number of service trolleys as under: • Wine Trolley • Hors d’oevres Trolley • Salad Trolley • Guéridon Trolley • Cheese Trolley • Pastry Trolley • Dessert Trolley • Fruit Trolley • Liqueur Trolley • Bussing Trolley

Pastry Trolley

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Dessert Trolley

Gueridon Trolley

Fruit Trolley

Bussing Trolley

KEY TERMS Chaffing Dishes Chinaware Creamers Cruet Set Demitasse Entrée Plate Flatware Gateaux Glassware Hollowware Salver Trolleys

food containers heated by solid fuel for buffet table food service porcelain pottery originally from China milk jugs dispensers for salt and pepper small cup (half cup) for serving black coffee main dinner plate cutlery French term for cakes and pastry combined term for drinking receptacles Metal or ceramic containers for food service tray mobile units wheeled to table sides to stimulate sales of food and beverage items

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REVIEW QUIZ Fill in the Blanks 1. Linen used to cover stained tablecloth is called _______________. 2. Another name for a sideboard is ____________________. 3. Chinaware is ________________ pottery originally from China. 4. Chinaware is made from silica, soda ash and __________________. 5. A half cup for black coffee is called ___________________. 6. The element used in glassware to make it clear and strong is _________. 7. Glassware is measured in terms of _________________. 8. A good way to store glassware is in ____________________. 9. A steak knife is distinguished by a ______________________. 10. Sauces are presented at guest tables in ___________________. True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

or False Service equipment reflects the standards of a restaurant. Service equipment is standardised for cost efficiency. Restaurant chairs must be so designed that they can be stacked. A sideboard can have a hamper to dump soiled linen. Chinaware is less resistant to heat than glassware. Soup cups have two handles. Chinaware has a high breakage rate. A white wine glass has a shorter stem. Glassware with stems must be stored upright. Teaspoons are used when serving boiled eggs.

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Food Service

L E S S O N

14

Types of Service

INTRODUCTION People can eat at home, but why do they choose to eat in a restaurant? It is to have a dining experience. A dining experience is a collection of several components which carries a lot of investment and skill. These components are: • The décor and atmosphere • The people who serve • The food and its presentation • The art of service The art of service is the focus of this Lesson. Part of the enjoyment of eating is the way the food is served by skilled servers who have converted their trade into an art. Each great civilisation has brought with it, its own style of service which has become universally known and accepted. Let us look at the different types of service.

ENGLISH SERVICE This kind of service is also known as the “Host” service where the host plays the dominant role in the service. We must understand that the English had food that came roasted, baked, stewed or in grilled form. They did not have curries before, like the east. So portioning was essential to cut a roast into smaller pieces, or cut a baked casserole dish into segments. This style is very similar to food service in an English home where the master of the house did the portioning out of food in as much as deciding how much each member of the house should eat. Common wealth countries which were influenced by the British colonial rule adopted this style of eating at home. In a restaurant, the server presents the dish brought from the kitchen to the host for approval and places the dish on the table. The host then calls for each guest’s plate and portions the food onto the plate. A variation is that the host portions the food and then allows the server to serve the food into the guest’s plates. The server then takes the dishes around for guests to replenish their dishes or be served by the server. Another variation to make it easy for the host, is for the server

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to present the food to the host for approval and then take it to the sideboard and portion it. He then takes the portioned food to each guest, announces the dish and proceeds to serve the guest. He keeps the dish at the sideboard for a round of replenishment.

FRENCH SERVICE It is a very personalised service where the food is brought in dishes and salvers and placed on the table. The plates are kept near the dish for the guests to help themselves.

AMERICAN SERVICE This is a style of service imported from the U.S. It is also known as Plated Service. The Americans believe in a least amount of fuss. A complete meal is preplated in the kitchen and brought by the waiter and placed before the guest served from the right of the guest. They may keep food covers to keep the food warm till it reaches the guest. The necessary cutlery is already arranged at each cover with the necessary bread basket, butter dish, salt, peppers and proprietary sauces. Upmarket restaurants may keep a show plate at the cover and place the food plate on top of it. The portion is predetermined in the kitchen and the accompaniments served in the plate balance the entire presentation in terms of nutrition and colour. Coffee Shops, which are informal diners, have adopted this style of service. This method also ensures quick service and clearance.

SILVER SERVICE This service is given this name as all the cutlery, service dishes and service forks and spoons are made of silver. In this service the table is set for hors d’oeuvres, soup, main course and dessert. The food is portioned in the kitchen itself into silver plates and dishes and brought to the host for approval and then placed on the sideboard with burners or réchaud to keep the food warm. The food is then taken to each guest and served onto the guest’s plate from the left with a service spoon and fork. The food presentation is elaborate to heighten the dining experience. We will notice it is very similar to being called a variant of the English Service. There is no hard and fast rule that segregates these services. An English service can incorporate a silver service as well, the addition being the use of silver cutlery and service ware.

RUSSIAN SERVICE This type of service comes from the era of the Tsars of Russia who believed in pomp and ceremony. It is also known as the platter service as food comes in well-decorated silver platters. The server

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presents the food to guests, takes it to a side-station, portions the food in full view of the guests and then proceeds to serve them. The soup is brought in a large tureen. Empty soup bowls are put in front of guests on a show plate also called base plate and the server proceeds to portion the soup with a ladle into the soup bowls. The key feature is the elaborate presentation of food like a whole suckling pig, peacock decorated with feathers, etc. The server decides the portions served. His challenge is to ensure that the food presentation remains good till he serves the last guest and also that there is enough portions for all the guests. This requires skill of service and the knowledge of how he can stretch a dish to the last guest. This service is not much in use nowadays but ideal for grand functions and state banquets.

CAFETERIA SERVICE This service exists normally in industrial canteens, colleges, hospitals or hotel staff cafeterias. To facilitate quick service, the menu is fixed and displayed on large menu boards with each item priced separately. The diners buy coupons in advance and present them to the counter attendant who then serves the items from a baine Marie kept hot by steaming hot water. Trays, plates and cutlery are kept at the beginning of the counter and food served into them. Ideal eating dishes are partitioned stainless steel trays in which food can be served into directly. Another variation is when food is preplated and kept in hot glass counters. The diner will select the item and be served by the counter attendant. Diners then sit at tables and eat where salt and pepper and some basic proprietary sauces are pre-placed.

SNACK BAR SERVICE In a snack bar service, high stools are placed against tall counter tops. Food counters display food and guests choose their food and pay in cash. This type of service is popular in fast-food restaurants and casual snack bars. In better establishments, the cover is laid out with cutlery, table mats and napkins, on the counter itself for guests to sit and eat.

GRILL ROOM SERVICE This type of service is when a glass partition divides the restaurant and kitchen. Guests choose their meat cuts and watch as their food is being prepared. The food is then served pre-plated. A new variation is provided in seafood restaurants where raw fish is displayed with raw vegetables. Guests can choose the fish and vegetables in the quantity they wish and the preparation they desire. The chef prepares their dish in their full view.

GUÉRIDON SERVICE This a service where food comes partially prepared from the kitchen to be completed at the guest’s table-side on a guéridon trolley fitted with gas burners. It is also known as the cart service. The

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showmanship of the waiter plays an important role in the preparation of the dish by filleting, carving and flaming the food with wine. The server has to have complete dexterity and skill and is someone senior like the restaurant supervisor of the restaurant. The food is pre-plated and served to the guest from the right. Guéridon service is for the leisurely diner who has time to enjoy the art of cooking. Guéridon food is highly priced but extremely delicious and requires large aisle space for the movement of the trolley. This service is found in upmarket restaurants.

BUFFET SERVICE It is a self-service where food is displayed on tables. The guests take plates stacked at the beginning of the table and proceed along the table requesting the buffet attendant to serve them or he serves himself. For sit-down buffets, tables are laid with cutlery and glassware. The guest either deposits the plate in a designated table or leaves it to the bus person to remove the soiled dish. The guest then proceeds to the next course of the meal. In stand-up buffets, guests are required to stand and eat. This type of service is found in banquet halls catering to large number of guests. The challenge for food preparation staff is to prepare the right quantities. There are no limits to the number of helpings a guest can take. Over the years the kitchen brigade takes into account the over-eaters and the under-eaters. The focus is on elaborate display of each item to create a visual delight. Buffet tables have ice sculptures, butter sculptures, flower arrangements, fruit arrangements, and on-the-spot displays like crepe preparations and roast carving. The sauces relevant to a particular dish are placed next to the dish in sauce boats. The sequence of display is cold items – salads and cold cuts, hot dishes, breads and rice and finally dessert. The challenge lies in regulating guest flows, especially in large gatherings. In this case, there can be multi-locations of buffets to disperse crowds. A thumb rule to employ is to create a buffet table for 75 guests. The number of buffet tables will then multiply by the number of guests. The main challenges of buffet service are: 1. Food items in the service line should not take longer to serve. We do not want queue holdups when the service is in progress. 2. To keep the hot foods at serving temperatures. This is achieved by using chaffing dishes with solid fuel burners. 3. Replenishment of food has to be timely. The service staff has to be alert to empty dishes. It brings another issue that the kitchen brigade must ensure adequate quantities of food. 4. Maintaining cleanliness. Since guests help themselves, there are bound to be spills. These spills have to be cleaned and managed to make the buffet look clean. There is also the issue of removing soiled dishes as they present an ugly sight. 5. Making drinking water available. Sit-down buffets will have water goblets set at the guesttable. These need to be replenished regularly. Filled glasses of water are provided at a separate station for stand-up buffets. Soiled glasses need be replenished with clean ones and filled with fresh water.

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BREAKFAST SERVICE Breakfast service is being given a special attention from any other meal because of its importance and focus. Breakfast is the first meal of the day and therefore, sets the food program for the rest of day. In the US and the UK, breakfast is the main meal of the day and therefore, has elaborate offerings to set the stomach and energy for the rest of the day. Because of health consciousness, breakfast has been pruned down considerably restricting itself to fruits and juices. There are basically two types of breakfast offered in restaurants—the Continental breakfast and the English breakfast. The Continental breakfast is an innovation from Europe where the people prefer a light meal and a heavy mid-day meal. The English breakfast is heavy and is a major meal of the day. A traditional English breakfast can run into six or seven courses. Let’s examine both: Continental Breakfast: Consists of bread rolls or toast with jam, or marmalade and rounded off with tea or coffee. Better hotels will serve brioches and croissants. The cover layout consists of: a. A side plate and a side knife b. A butter dish and a butter knife placed on a quarter plate c. A tea cup and saucer with a teaspoon d. A sugar pot with tongs e. A bread boat or toast rack Serviette f. Jam, marmalade and honey pots English Breakfast: Is more elaborate and of classical dimensions. The table below gives the courses and contents. Number

Course

Item

1st

Juice and fruits

2nd

Cereals

3rd

Choice of Eggs

4th

Fish

5th

Sweetened items from the griddle

6th

Meats

7th 8th

Vegetables Breads

• Orange, pineapple, watermelon, grapefruit, tomato juices • Papaya, melon or grapefruit. • Stewed fruit of apples, peach • Hot porridge • Hot or cold cornflakes • Boiled, baked, poached, fried, scrambled, shirred eggs • Omelets - cheese, tomato and onions, plain, stuffed • Grilled kippers • Smoked haddock • Pancakes • Waffles • French toast • Forced meats – bacon, ham, sausages • Beef tornados • Calf liver, kidney • Potatoes – mashed, French fries, baked, layonnaise • Toasts • Sweet breads • Buns, brioches, croissant, baguettes • Danish pastry

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KEY TERMS English service French service American service Silver service Russian service Cafeteria Snack bar service Grill Room service Guéridon Service Buffet Service

host service personalised service pre-plated service service using silverware service with pomp and ceremony self-help service in industrial canteens service at sit-down counters service of grilled items table-side cooking self-help from buffet tables

REVIEW QUIZ 1. 2. 3. 4. 5.

Give the difference between English and American Style service. What are the essential features of cafeteria service? How does Guéridon service differ from silver service? What distinguishes buffet service from other services? Explain the features of an English breakfast.

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15 Room Service

INTRODUCTION The room service is a facility offered by most hotels which provides food and beverage to guests in their rooms. A guest orders food and beverage over the telephone from a room service menu located in his room. This service is convenient to guests who prefer eating in the privacy of their rooms for several reasons: 1. Important people, like celebrities, want their privacy away from public attention and the media. Eating in a restaurant will attract too much attention for them to enjoy a meal. 2. Some do not wish to dress to go to a restaurant. They can eat in their rooms in casual wear, even their night clothes. 3. They may want to watch a TV program while eating. Since hotels provide several attractive global channels, guests keep in touch with the latest news, favourite sports match, movie or TV serial while travelling. This practice has led hotels to promote special TV meals. 4. Many cannot start their day unless they have their morning cup of tea as soon as they wake up. The morning tea service is a peak time service in many hotels. Most hotels have cofee-makers in the room now. 5. Breakfast can be ordered the night before through a door knob facility. The breakfast door knob card is kept on the pillow during the turndown evening housekeeping service. Guests can fill their breakfast needs in the door knob card the previous night and hang it on their door knob. Room service personnel pick these door knob cards at night and prepare the breakfast orders well in advance. The key feature of this service is the choice of time. The room service will deliver the breakfast within a time range printed on the door knob card, that is convenient to the guest. 6. Some guests have private meetings in their rooms and prefer to have their meals in the privacy of their rooms. 7. There has been a surge of women in all aspects of working life. Women are travelling alone more now than in any other era. They prefer to eat in their rooms for security reasons.

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The disadvantages of room service are: 1. The room service food and beverage menu is more expensive than regular restaurant menu. While this is an opportunity for additional profits for the convenience that the hotels provide by giving food in the privacy of the room, it is more expensive for the guest. 2. Guests in a hurry are dependent on a quick room service. Unless the room service is professionally organised there can be delays in service and a lot of guest ill will. 3. The challenge for the hotel is to ensure that the food is hot at the time of service. Since food is transported from the room service facility usually located in the main kitchen, the possibility for the food to get cold is there. This challenge gets more critical at resort properties which may have independent chalets spread over a large area leaving the room service open to the elements like cold, rain, snow, etc. Room service menus are limited in their offer to be able to provide food round the clock. The chef selects those items that can be cooked at all times. The items may be cooked by different brigades on different shifts and consistency and presentation may suffer. 4. The hotel has the additional cost of having the staff, space and equipment for the room service facility. The room service orders generated must justify the cost of having the room service. Room service in many hotels especially downtown ones that have 24-hour checkins and check-outs runs to three shifts. This is a cost.

TYPES OF ROOM SERVICE There are three types of room service: • Centralised Room Service: Here all the food orders are processed from the main kitchen and sent to the guest rooms by a common set of waiters. The benefit of a central kitchen is that the room service menu can offer a wide range of items since the main kitchen is equipped with all the equipment and skills to provide them. The disadvantage is the time taken to serve the food to the guest room. Tall hotel structures have service elevators that are used by all service staff. The time taken to get one’s turn can result in an irate guest over a delay. The other disadvantage is to keep the food hot in transit. Unless the service is quick food can get cold. Resort properties that have chalets spread out over acres may have a series of problem with centralised room service. • Decentralised Room Service: Each guest floor or set of floors may have a separate pantry located at the floor itself to serve them. Orders are taken at a central point by ordertakers who in turn convey the orders to the respective pantry. In such cases the pantries are fitted with water boilers for tea and coffee service. Food options would be limited to cold items like pre-prepared sandwiches, meat platters or blast frozen foods that are heated in microwave ovens. Some pantries may even have hot cases to keep hot pies and breads. The advantage of such a system is the speed of service to the floor, especially at peak times. The

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disadvantage is that the pantries can offer only limited range of foods as these pantries are dispensing facilities and not where actual cooking takes place. • Mobile Room Service: This is the one where an elevator is dedicated to the room service pantry. Orders are taken at a central point and conveyed to the mobile pantry. Alternatively, the guest may call the mobile pantry directly for his orders. The greatest advantage is the speed of service especially for morning tea/coffee service and breakfast. This is a special time when guests start their day and are dependent on how soon they can finish their morning meal. The range of food offered is again limited as these elevators are limited in space and can only dispense easy to serve food like sandwiches, breads and perhaps pies. Some hotels are able to adapt the elevator for evening cocktail service when they stock a bar for quick beverage service. This option is subject to there being a large demand for evening cocktails service. With mini-bars fitted in the guest rooms in most hotels, mobile bar service becomes irrelevant.

ROOM SERVICE ORGANISATION The chart Fig. 15.1 gives the organisation structure of the room service.

Room Service Manager

Room Service Senior Captain

Cashier

Room Service Captain

Order-taker

Waiters

Buspersons

Fig. 15.1 Room Service Organisation Chart

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The job descriptions of each are as follows:

JOB DESCRIPTIONS Job Title Reports to

Room Service Manager 1. Food & Beverage Manager 2. General Manager

Job Summary

To plan, organise and direct room service facilities according to the hotel standards and guest satisfaction.

Duties & Responsibilities

1. Prepare a room service plan and budget for the approval of the management. 2. Help in the recruitment of room service staff. 3. Schedule staff on a daily basis ensuring that the objectives of the department are met. 4. Take daily briefings and infor m staff of new developments and receive suggestions. 5. Train staff to the service standards set. 6. Direct the movement of staff to floors especially during peak hours to ensure that orders are served to guests on time. 7. Coordinate with the kitchen chef for the supply of food. 8. Ensure staff does the proper mis-en-place at the beginning of each shift so that the services are smooth. 9. Control the inventory of service ware and equipment allotted to room service. 10. Manage staff complaints and grievances. 11. Handle guest complaints and take corrective action. 12. Recommend room service menus and changes to the superior. 13. Coordinate the replenishment of the minim-bars on time. 14. Ensure that all room service food & beverage services are accounted for.

Limits of Authority

1. 2. 3. 4.

Coordinates with

1. 2. 3. 4.

May discipline room service staff Evaluates room service staff and performance. May void checks of faulty food orders. Represents all room service matters to the F&B Manager. Kitchen – for the supply of food Kitchen stewarding – for the supply of fresh crockery, cutlery, glassware and service ware and the cleaning of the same. Front-Office cashier – for credit checks General Cashier – for the deposit of room service cash sales in a shift.

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5. Housekeeping for the exchange of fresh linen for soiled ones. 6. Engineering – for any maintenance requirements. 7. Beverage Store – for the supply of beverages and replenishing mini-bars in guest rooms. 8. Guests – to handle complaints and receive feedback. Minimum Educational Qualifications

Diploma in Hotel Management

Experience

Minimum 2 years in food and beverage service

Skills & Competencies

Job Title Reports to Job Summary

Duties and Responsibilities

• • • •

Knowledge of food and beverage. Food service skills Supervisory skills Coordination skills

Room Service Captain 1. Senior Captain 2. Room Service Manager To ensure efficient and personalised food and beverage service to guests in rooms in accordance with the laid down standard procedures and policies through a trained and motivated team, in a given shift. 1. Take-over issues from the previous shift such as: • Pending checks • Guest complaints • Outstanding replenishment of mini-bars • Special instructions for VIP guests • Complimentary items such as fruit baskets, cakes and special bars. 2. Conduct briefings for the shift with a view to a twoway communication and individual development. 3. Check that mis-en-place handed over to the shift is complete and will meet the exigencies of the shift. 4. Take daily attendance of staff of the shift and allocate duties ensuring equity of workload. 5. Control the execution of room service food and beverage orders with attention to speed and correctness of orders being serviced. 6. Organise the clearance of service ware from guest floors. 7. Control door knob orders and ensure that they are executed in time. 8. Ensure that the order-takers in the shift are prompt in attending to telephone calls and are polite to guests.

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9. Ensure that the VIP board is up to date. 10. Ensure that the room rack and name aid-machines are up to date with the latest guest arrivals. 11. Control costs by minimising pilferage and breakages. 12. Account for all checks issued for guest orders. 13. Control staff movements to optimize man hours. 14. Check the cleanliness and orderliness of the entire room service area. 15. Maintain a high level of hygiene and sanitation in room service area. 16. Train staff towards excellence in service. 17. Handle guest complaints diplomatically. 18. Motivate staff through fair leadership. 19. Check room service equipment for operational efficiency. 20. Requisition supplies for service. 21. Ensure that the linen par stock is maintained. 22. Ensure that the complete mis-en-place is ready to handover to the next shift. Directly supervises

Limits of Authority Coordinates with

1. 2. 3. 4.

Waiters Buspersons Order-takers Trainees and apprentices

Only recommending authority. 1. Kitchen – for the smooth pick-up of food. 2. Cashier – for receiving and handing over checks. 3. Front-Office – for updating arrivals and departures on guest racks. Updating VIPs in the house and any special instructions for them. 4. Kitchen Stewarding – for cleaning and sanitation schedules of the area, equipment and all service ware. 5. Stores – for the requisition of supplies. 6. Housekeeping – for the supply of uniforms to staff and fresh linen in exchange for soiled ones. Coordination for the removal of soiled service ware from guest floors. 7. Banquets – for parties in guest rooms. 8. Engineering – for the maintenance of room service equipment.

Minimum Educational Qualifications

Diploma in Hotel Management

Minimum Experience

Three years as a senior waiter or a direct recruit from a hotel management school with an orientation of nine months.

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Skills and Competencies

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• Knowledge of food and beverage. • Knowledge of basic food preparation and their presentation. • Trained Trainer • Socially confident • Good supervisory skills • Proficiency in the English language and the local dialect. • Good at time management • Physically fit to cope with physical activity on a shift. • Basic numerical skills Room Service Waiter 1. Captain 2. Senior Captain To provide prompt and personalised food and beverage service to guests in their rooms. 1. Complete the mis-en-place before the shift commences. 2. Set-up trays and trolleys as per standards. 3. Attend briefings before the shift commences. 4. Equip one with the “du jour” items and those not available. 5. Clean and polish allotted silverware, cutlery, glassware and chinaware. 6. Fold napkins into prescribed attractive styles. 7. Replenish soiled linen with fresh ones from housekeeping. 8. Place orders with the kitchen and follow-up the pickup. 9. Execute orders in guest rooms ensuring speed, quality and personalisation. 10. Clear trays and trolleys from guest rooms and corridors. 11. Deposit soiled dishes with the kitchen stewarding. 12. Prepare and place complimentary items in guest rooms. 13. Replenish mini-bars Help train trainees and apprentices

Directly supervise

Trainees and apprentices

Limits of Authority

None

Coordinates with

1. 2. 3. 4.

Kitchen – for placing and pick-up of guest food orders. Bar – for pick-up of beverage orders. Housekeeping – for supply of fresh linen and flowers. Engineering – for the maintenance of equipment and furniture.

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5. Kitchen stewarding – for depositing soiled service ware and replenishing with clean ones. Minimum Educational Qualifications

High school with a craft course in food and beverage service.

Minimum Experience

One year as an apprentice.

Skills and Competencies

Job Title Reports to Job Summary

Duties & Responsibilities

• • • •

Knowledge and skills in food and beverage service. Socially confident Personable, well-groomed and hygiene conscious. Physically sturdy to carry heavy loads and be on the feet for long hours. • Proficiency in the English language and the local dialect. • Team orientation. Room Service Order-taker 1. Room Service Captain 2. Room Service Senior Captain To extend warm and courteous service to guests on telephone and receive their food and beverage orders through effective salesmanship. 1. Attend briefing at the beginning of each shift. 2. Keep the room service cabin clean. 3. Attend to the room service telephone promptly, courteously and to the standards set by management. 4. Be familiar thoroughly with the room service menu. 5. Update oneself daily with non-available food and beverage items. 6. Take down food & beverage orders as per guest requirements and up-sell the menu to generate more revenue. 7. Note down the KOT accurately and pass it on to the captain. Follow-up on orders if reminded by guests and inform the guest the status. 8. Fill the sales-summary sheet. 9. Maintain and enter a logbook for any complaints, delays and suggestions. 10. Update the guest rack or computer with the latest arrivals and departures. 11. Update the VIP board. 12. Assist the banquets and restaurants by taking reservations and booking after their closing hours. 13. Make KOT/checks of breakfast orders. 14. Ensure utmost courtesy and manners when dealing with guests. 15. Manage guest complaints.

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Directly supervises

None

Limits of Authority

May receive and attend to guest complaints. May communicate directly with guests. May take down room reservations and banquet bookings during closing hours of restaurants and banquets.

Coordinates with

1. Front-Office – for guest arrivals and departures, VIPs in the house, group information, house count statistics. 2. Housekeeping – clearance of trays. 3. Engineering – routine maintenance of equipment. 4. Restaurants – for table reservations after closing hours of the restaurants. 5. Banquets – taking down banquet enquiries and bookings after the closing hours of the banquet. 6. Guests – to take food and beverage orders. 7. Floor and Mobile Room Service pantries – to communicate guest orders (where applicable).

Minimum Educational Qualifications

High School with three month orientation in room service.

Minimum Experience

Three month orientation in the department.

Skills and Competencies

Job Title Reports to Job Summary

Duties & Responsibilities

• • • • • •

Clear diction and pleasant voice. Telephone skills and etiquettes. Proficiency in the English language and the local dialect. Suggestive Selling skills Team person Basic numeric skills

Room Service Busperson 1. Room Service Captain 2. Room Service Senior Captain To provide support help to waiters in mis-en-place and ultimate food service to guests. To perform any such duties as may be assigned from time to time by the captain. 1. Report for duty on time in clean and neat uniform. 2. Deposit soiled linen and collect fresh linen from housekeeping. 3. Collect supplies from the concerned stores. 4. Collect fresh cutlery, glassware, crockery and service ware from kitchen stewarding, polish them and stack them in allotted racks. 5. Assist waiters in tray and trolley layouts. 6. Fill water jugs, sugar bowls, butter dishes, salt and pepper shakers.

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7. 8. 9. 10.

Check non-available items from the kitchen and bar. Attend briefings and follow instructions. Assist in food pick-up from the kitchen. Help keep the room service area clean and in order.

Directly supervises

None

Limits of Authority

None

Coordinates with

Kitchen – for food pick-up Bar – bar pick-up Waiters – in mis-en-place Housekeeping – for the deposit of soiled linen and replenishment of fresh linen. 5. Kitchen Stewarding – deposit of soiled service ware and replenishment of fresh ones. 6. Stores – for requisitioning supplies. 1. 2. 3. 4.

Minimum Educational Qualification

High School with Craft Course Certificate in Food and Beverage Service.

Minimum Experience

Three month orientation in department adequate.

Skills and Competencies

• • • •

Physically sturdy to do vigorous manual work. Team person Proficiency in the English language Well-groomed and hygiene conscious.

ROOM SERVICE EQUIPMENT AND LAYOUT Room Service food and beverage principles of service are just like others in a restaurant. Because the service is external to the immediate environment, the food and beverage is provided in trays and trolleys. The key equipment for any room service operation are: • Trays of various sizes to serve single portion tea to single dinner tray. The teapots and milk pots are covered by tea cozies, while plates have plate covers to keep the food warm. • Trolleys are important to serve more than one meal in the room. The trolleys have hot cases beneath to keep food warm in transit. • Racks are important to stack trays, crockery, cutlery, and glassware and service ware. Racks are important to store ready-to-use trays. • The order-taker’s cabin will have telephones, room-racks with guest’s name on them or computers linked to the front-office. • Dispense bar where there are no mini-bars in guest rooms. The centralised room service is always located in the kitchen beside the service elevator. This location has access to the kitchen where the food is prepared and the elevators so essential for the transportation of food to the floors. The diagram below gives the right perspective of a typical room service.

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Layout of a Typical Room Service Racks for stacking Racks for tray Set-ups

Trolleys set-up for service

Assembly Table

Soiled linen hamper Dispense Bar

Exit to kitchen

Order-takers cabin Service Elevators

The order-taker’s cabin has a full glass window that enables the order-taker to track the progress of orders, in case there are enquiries of orders. One challenge the order-taker has to face is to confirm the name of the caller and room number. The cabin is, therefore, fitted with a board that lists the room numbers and names of VIPs in the house. Traditional hotels may still have the Whitney Rack (diagram below) system of maintaining room numbers with the name of guests. This system has the advantage of space as all names are listed on single equipment that can be rotated. While this system has been successful for many decades, its disadvantage is that it has to be updated at least thrice a day with the front-office to know the latest arrivals and departures. Modern hotels have computers linked to the front-office that automatically updates the status of rooms as they occur with the front-office. Another advantage of having room numbers and names is that order-takers’ can personalise their Revolving conversation with the guest by using his name Guest Racks as soon as they identify his room number. Another feature of the room service is a dispense bar. The bar has to be secure and accessible to a bartender only. Therefore, the bar has its own secure cabin with a flap window to dispense liquor. It is this dispense bar that provides the liquor to mini-bars also. The purpose of mini-bars in guest rooms is to do Rotary Spindle away with the dispense bar in room service. Fixed Base But many hotels still retain it for expediency of orders and better coordination.

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You will notice that the Room Service Manager does not have an independent office. The Manager is expected to have all the know-how and hands-on experience to coordinate the room service activities. The basic service ware required by a room service is depicted in the Fig. 15.2 below: Glassware

Crockery

Water goblets * Juice glass * Highball glasses * Red wine glass * White wine glass * Champagne glass * Whisky short glass

Tea/Coffee cups with saucers * Dinner Plates * Side Plates * Egg cups * Soup cups

Cutlery Dinner Knives & Forks * Fish knives & forks * Teaspoons * Soup spoons * Dessert spoons & Forks * Fruit knives * Service spoons and forks * Steak knives * Grapefruit knife * Cheese knife * Butter knives

Silverware Single tea pots * Double teapots * Single coffee pots * Double coffee pots * Milk jugs * Cream jugs * Sugar pots * Butter dishes * Water jug * Oval flat dishes with lids * Trays * Oval or round Vegetable dishes with lids * Oval or round entrée dishes * Plate covers * Ice bucket with tongs * Champagne bucket with stand * Sauce boats * Tea strainers * Candle stands * Jam pots

Fig. 15.2 Service ware in Room Service

Others Toast racks * Bread baskets * Ashtrays * Cruet sets * Tea cozies * Milk jug cozy * Swizzle sticks * Bottle openers * Rose bud vases * Wine cradles * Toothpick stands

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While the list given here presents the basic requirements of a room service operation, additional items may be stacked as per the items provided in the menu.

ROOM SERVICE WORKFLOW Mis-en Place Mis-en-place is the preparation done before the start of a service to ensure that the service moves smoothly. While the best attempts are made to be fully prepared, a twenty four hour service like room service may consume the preparation within the shift itself thereby making the preparation a constant process. This is done by the bus persons or waiters between orders. Let us examine what is covered in mis-en-place: • Requisition of fresh linen from the housekeeping. Issue of fresh linen is done strictly against soiled ones submitted to the in-house laundry or the housekeeping. Therefore, soiled linen has to be counted and categorised in a housekeeping requisition form that lists the linen by type and numbers. • Count of service ware including glassware, crockery, cutlery and dishes from kitchen stewarding. The room service is issued with an inventory of items under each item. These have to be accounted for at all times and especially at the time of stocktaking by the internal auditors. Service ware, used generically, is in circulation at three points: 1) In the room service racks and pre-set-up, 2) at the dishwashers in kitchen stewarding for cleaning, and 3) on guest floors in trays and trolleys serving guest orders. Some hotels make an identification mark for room service to distinguish their items from others at the dishwashers. On the practical side, stock-taking may not be possible on a daily basis, but is done at periodic intervals. It is the Room Service Manager who may state the internal inventory procedure as he is ultimately accountable for it. • Requisition of supplies from the General Stores such as toothpicks, paper napkins, proprietary sauces etc. • Tray and trolley set-ups which include the cutlery, crockery and other accompaniments. • Sanitation by the kitchen stewarding brigade to keep the room service area clean. • Polishing of silverware, glassware and cutlery. • Requisition of mini-bar items from the beverage store or dispensing bar. • Proper stacking of items for smooth flow of operations. • Follow-up with kitchen personnel that water boilers are operational and ready for the supply of hot water for tea and coffee service. • Napkin folding for service.

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Guest Order Flow The diagram Fig. 15.3 below clearly depicts the flow of activity in a room service when a guest order is placed.

Guest Orders on Phone

Order-taker notes down the order on KOT

Hands over KOT to Captain

Waiter goes to Cashier and raises a check

Waiter returns after 20 minutes to clear the tray or trolley

Waiter serves guest and gets check signed

Captain allots KOT to Waiter

Waiter deposits KOT with kitchen announcer

Waiter proceeds to guest room for service

Waiter picks-up food from kitchen service counter

Waiter assembles the tray or trolley

Fig. 15.3 Flow of Room Service Activity

Let’s look at each step here: • The guest can only place a room service order on the phone. The phone number is in the service directory or under key numbers listed on the telephone instrument. • The order-taker will answer the phone within two rings, wish the time of the day, announce the department and offer help. e.g. “Good morning, room service, how may I help you?” She will listen for the room number and immediately consult the Whitney Rack or computer to ascertain the name and address the guest by the name from then on. Most guests are impressed at being identified with this simple procedure. The order-taker will take the order on a Kitchen Order Ticket (KOT) and try to up-sell the order by the power of suggestion. She must know the food order so as to suggest a soup, dessert etc. She must repeat the order to the guest to confirm that she has written down the order correctly. (It is important to mention here that many hotels, as a cost measure, may require the order-taker to do the cashier’s role as well. In such circumstances the Order-taker will also raise a check).

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• She hands over the KOT to the Captain who ensures the equitable distribution of workload to the team of waiters. • The waiter immediately approaches the announcer (or barker) in the kitchen, hands over the KOT to him and returns to the room service area to assemble the tray or trolley. It must be remembered that several trays and trolleys have already been assembled during the mis-enplace. The waiter will only have to add those items special to the order. • The waiter picks the food from the kitchen and places it on the tray or trolley. He rings for the elevator and proceeds to the guest room. • At the guest room, the waiter will knock the room door announcing “Room Service”. He shall repeat the drill if there is no response. When the guest opens the door he will wish the time of the day and place the tray on the coffee table. In case of the trolley he shall wheel the trolley beside the window, open its flaps, take out hot food from the hot case and place it on the trolley. He shall adjust the coffee chair or study chair in the room beside the trolley. He shall do the final adjustment to the cover. He shall ask the guest if he wishes to be served. Normally the guest will refuse this. The waiter must get the bill signed in acknowledgement that the service has been paid for. Many establishments levy a service charge and many do not. Waiters must not solicit tips but accept it graciously when offered. The waiter may then ask, “When shall I come for clearance?” The guest may offer to call room service for clearance or give a time which must be honoured. The waiter shall close the door gently after him. • The waiter returns to do clearance observing the same procedure. Some guests leave the tray or trolley outside their door so as not to be disturbed. Clearance is important to keep trays, trolleys and service ware in circulation to meet other orders.

ROOM SERVICE MENU The principles of preparing a room service menu remains the same as shown in Part IV, “The Menu”, however, there are certain guidelines quite unique to room service operations: • The menu must be profitable. Statistics show that 2-4% guests take advantage of the room service menu. The higher percentage is for breakfast orders. Most guests still prefer to eat in the hotel restaurants or nearby eateries. The menu, therefore, must be priced to sustain the operation with such a low percentage. The prices are higher than normal restaurant menu prices and are required to meet budgetary goals. • The food items offered in a room service menu are fewer than restaurant menus. This is because the items are required to be prepared at any time of the day and night by any cook on duty. Those items that require specialist skills cannot feature in the menu. • The food items must be easy and quick to cook to meet time deadlines so crucial in room service operations. It is internationally accepted that breakfast orders take ten minutes waiting time while

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lunch and dinner orders take twenty minutes. Morning tea and coffee service is expected within five minutes. The guest gets restless any time beyond this and will complain about the delay in service. The menu items listed must take this into account. • The menu reflects the quality of the property and therefore, must be carefully planned and presented. • The food items chosen should also be able to keep the same quality at service as when it is cooked. Items like French fries can become soggy by the time they are served in the room. Toasts and eggs so crucial to breakfasts cannot retain the same temperatures unless served quickly. Unfortunately they are essential to breakfast service. The room service find devises like plate covers and hot cases to retain temperatures. Standard room service menus will have the following offer: Breakfast • Juices and fruits • Choice of Eggs • Accompaniments (Ham, bacon, sausages) • Breads • Tea/Coffee Lunch and Dinner • Starters • Soups • Entrées (Fish, meat and vegetable) • Desserts 24-hour Meals • Soups • Club sandwiches • Assortment of sandwiches • Patties and Pies • Salads • Grilled Chicken or Fish • Finger foods • Ice-creams Beverages • Milkshakes • Tea/Coffee • Soda fountain specialties • Soft drinks (colas, squashes etc) The management can make the menu as sophisticated as they deem fit. They keep in mind the establishment’s image, capacity to prepare food, and the hotel’s overall marketing strategy.

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MARKETING AND COMMUNICATION Since room service has higher mark ups, it is essential to promote it to guests. This facility is prominently featured in the hotel’s promotional brochures. Many hotels could well have the room service as their cutting edge over competition. The hotel directory found in each room also features the room service with the room numbers. Well-travelled people know the importance of the hotel directory to get information and important telephone numbers. Many hotels keep key telephone numbers beside the telephone such as Laundry Valet Service, Housekeeping, Lobby Manager and Reception. The Room Service too finds its place among these key numbers. The placement of the menu also is essential to the success of the menu. It is displayed prominently on the study-cum-dresser or on the TV. Guests cannot help but come across the menu. In many countries where language is a problem, the food on the menu is represented in pictures to help the guests have an idea of what they will receive. The door knob breakfast menu card is an excellent communication tool. It is kept on the pillow of the guest during the turndown service. This stimulates him or her to order the breakfast and hang it on the door knob before going to sleep. Many hotels use cross advertising to promote room service by the use of tent cards in their restaurants and bars. The challenge for many hotels is the opportunity to sell their room service. Some have introduced health foods and menus into their menu for the modern traveller who is conscious of his/her health and that perfect figure. Many have started TV dinners that have menus convenient to eat while watching TV. These are items in TV trays for the guest to sit in bed and eat. Other hotels advertise snacks that go with drinks. These menus are placed above the mini-bar to stimulate an order. They could be finger menus with attractive dips. A successful method of promoting room service sales is by the power of suggestion. Some hotels get their Guest Relations Executive or Order-taker to call a new arrival in the room and welcome them to the hotel. They would also suggest a hot tea or coffee to ease their fatigue. Many guests fall for that offer.

ROOM SERVICE STRATEGIES It is a cost to the hotel to maintain a room service. The costs are reflected in space, equipment and labour. Therefore, Food & Beverage Managers along with the Room Service Manager recommend to the General Manager, strategies to get the best potential out of the room service. Another key challenge is the speed of service. Those hotels that can corner this challenge of speed have an advantage. Hotels have developed the following strategies to manage costs and time:

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• While busy hotels may need to have a room service that is operational twenty four hours in a day, others do not need to have this requirement. Resort properties may open their service only during peak hours i.e. breakfast, lunch and dinner. Many keep their room service open till 11 p.m. only, thereby avoiding the night shift. • Some medium range hotels and budget hotels may dispense with the room service altogether. They may provide essential services such as ice and snacks through vending machines located in the pantry of each floor. • The Holiday Inn in Butte, Montana, USA provides teabags, coffee satchels, sugar cubes and powdered creamers with cups and saucers in the room itself, along with an electric hot water kettle. This eliminates the load of early morning tea service. Some also provide microwave ovens for guests to bring food from outside and heat the food inside the room. • The Travel Lodge in Toronto, Canada gives guests a list of telephone numbers of home delivery eateries in the neighbourhood during the snow-bound winters. They have to release their staff early in the evening to reach home to avoid snowfalls later. Guests could order directly from them. Other hotels may even keep the menus of home delivery eateries for guests to choose from. • The concept of mini-bars was to eliminate the load of beverage service. This has enabled the exit of dispense bars in the room service. • The breakfast knob service is an excellent strategy to control and regulate room service loads during the breakfast hours. • The CIS countries like Azerbaijan and Georgia have a unique style of room service. Each floor has a reception beside which there is a pantry with hotel water boilers and tea and coffee accessories. Guest walk down in their nightwear and prepare their own tea and coffee. It is quite acceptable for a guest to walk around in nightwear. They also keep an assortment of breads and juices for a continental breakfast.

KEY TERMS Room Service Door Knob Service Centralised Room Service De-centralised Room Service Mobile Room Service

service of food and beverage in guest rooms pre-registration of breakfast orders the night before room service operation from a central point to all guest rooms room service operation from distributed points in a hotel room service from elevators

REVIEW QUIZ 1. 2. 3. 4. 5.

Why do people prefer the room service facility in a hotel as compared to eating in a restaurant? What are the disadvantages of room service? Write brief notes on the different types of room service. List the items found in room service menu. What are the various strategies employed by hotel management to manage room service?

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16 The Restaurant Service Chain

THE SERVICE CHAIN The service chain is the string of events that takes place before, during and after the service to the guests in the restaurant. The service chain consists of the following: • • • • • • • • • • • • • • •

Briefing Mis-en-scene Mis-en-place Setting-up the sideboard Preparing the trolleys for service Cover set-up Restaurant table reservations Receiving and seating a guest Taking an order Food and Beverage Service Special food service Cheese and its service Tobacco and Cigars and their service Coffee Service Presenting the check.

Briefing A restaurant starts its activities in a shift with a briefing. Briefing is a communication meeting of the restaurant manager or supervisor with his staff prior to the opening of the restaurant. The briefing is an important two-way communication between management and staff that ensures that

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there is harmony in the thought process of both in executing service. Without briefing, staff could be rudderless and may take actions contrary to the management’s beliefs. Servers are required to come to the briefing in their proper uniform, equipped with KOT pads, waiter cloths, clean handkerchiefs, ball-pens and cigarette lighters. They should be groomed and cleaned for service. The servers are required to check the items in the menu that are not available, mentioned on a board in the kitchen, so that they can inform the guests immediately during the ordering process if an item is available or not. They should also ask the chef for the specials (dish du jour) of the day. (Please see the restaurant manager’s tasks at a briefing in Lesson 41, “Basic Tasks of a Restaurant Manager/Supervisor”).

Mis-en-scene Mis-en-scene is the preparation of the environment of the restaurant, in order to make it clean, comfortable, safe and hygienic. This activity includes the following tasks: • • • • • • • • •

Open all doors and windows to let in fresh air. Brush or vacuum the carpet. Check and clean all furniture for its serviceability. Switch on all the lights and ensure their serviceability. Sort the menu cards and remove those that are dirty or torn. Ensure that all the promotional material is available and presentable. Clean all display counters and arrange the display items. Remove all wilted flowers and replace them with fresh ones got from the housekeeping. Close the windows and doors and set the heating or air-conditioning to the ambient temperature.

Mis-en-place Mis-en-place means “putting in place”. It is the international hotel term used for preparation of the workplace for subsequent smooth service. To ensure this the server has to see that his allocated station is efficiently stacked with all the service ware for service. A station is the allocated set of tables assigned to a team of servers headed by a captain or supervisor. The tasks involved in misen-place are: • Requisition fresh table linen in exchange for soiled ones from the Housekeeping. • Requisition fresh flowers for table, buffet and restaurant floral displays, from the Housekeeping. • Requisition supplies from the General Stores such as toothpicks, proprietary sauces, paper napkins etc. • Replenish glassware, crockery and cutlery from the Kitchen Stewarding to be stacked at the sideboard for service. • Polish the glassware and cutlery. Glasses must be put against the lights for spots and stains. • Cutlery must be polished with silver polish. • Lay the tables in the station as per standards. • Stock the sideboard.

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Setting-up the Sideboard The sideboard (or dummy waiter) is a piece of furniture with shelves and cupboards spacious enough to stock linen, cutlery, crockery and other supplies required to service a set of tables in a station. Smooth service during the restaurant operation depends on how well the sideboard is prepared. The sideboard must be equipped with the following items: • Cold water in water jugs with under plates and napkins to cover the mouth of the jugs. • Proprietary sauces such as Worcestershire, sauce, Tabasco or chilly sauce, tomato ketchup, JP/HP sauces, Soya sauce, etc. • Toothpicks in toothpick holders. • Sugar bowls with white and brown sugar with teaspoons and straw holders • Pots with pickles and chutneys • Bread boats with assorted breads • Ashtrays cleaned and polished (if the restaurant has a smoking policy) • Service spoons and forks • Cutlery for each cover—normally 2 1/2 times is the backup stock • Salvers and trays with underlays for service • Crockery – dinner plates, side plates, quarter plates, under plates, show plates etc. • Crumbing plate with brush • Restaurant linen – table cloths, napkins, waiter cloths etc. • Paper napkins and doily papers • Water goblets • Pots for jam, marmalade, mustard • Butter dishes with butter knives • Finger bowls • Folded napkins • Service cutlery • Cruet sets with salt and pepper

Preparing the Trolleys for Service Trolleys in a restaurant are an important part of merchandising food and beverage. They are display units that are meant to stimulate sales. A member of the restaurant brigade is given the responsibility for the preparation of trolleys. It is possible that someone is responsible for particular types of trolleys. For example, the sommelier will be responsible for the wine cart or the pâtissier for the dessert trolley. Each has its distinct set of service ware which needs to be understood.

Wine Trolley Wine service is important for its revenue potential. The wine trolley stocks and displays wines and spirits and is wheeled to the guest table to stimulate liquor sales. The trolley service is provided in

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gourmet restaurants and the person who provides this service is a qualified wine butler or sommelier. He would set the trolley with the following: 1. 2. 3. 4. 5. 6. 7. 8. 9.

Wine List Wine bottle corkscrew opener Waiter cloths Half plates to present corks of the wine bottles Torch to show labels to guests in a dimly lit restaurant Display of all table wines – Red, Rosé, White, Sparkling Champagne buckets Wine boats to keep wine bottles on the table Beverage glasses

Hors d’oeuvres Trolley The hors d’oeuvres trolley is found in gourmet restaurants that presents the appetisers in an attractive manner. The trolley is wheeled beside the guest table at the start of the first course. The tips for this trolley are: 1. Clean the trolley thoroughly first with a wet cloth (if it is not made of wood) and then a dry cloth. In the case of a wooden trolley use vinegar for cleaning. 2. See that the wheels of the trolley move freely and are well oiled. They must not squeak as the noise can be an ugly distraction to the guests during service. 3. Set the hors d’oeuvre platters in an attractive way for easy identification by the guest. Platters are usually pre-set-up in the platters by the kitchen staff. The platters must be well polished and clean. 4. Keep a supply of service spoons, forks, napkins and underliners. 5. Keep a sufficient number of dessert plates to serve the guests.

Salad Trolley Salads have become an important course nowadays because of an ever-increasing health-conscious public. This change in guest preferences has prompted many restaurants to have exclusive salad bars dedicated to this public. Most would like to mix and match their salads to their taste. They would also like to have options of sauces. Most now are looking for fat free sauces, so this has to be catered to. 1. The trolley must be cleaned as above. 2. Those who wish to mix and match their salads would like to see bowls of fresh green vegetables. Some suggestions are tomatoes, lettuce, mushrooms, corn, cucumber, sprouts,

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spring onions, watercress, turnip, beetroot, radish, etc. The key is to ensure that the vegetables are crisp, crunchy and fresh always. Similarly, the prepared salads like Caesar’s Salad, Russian Salad, Egg Mayonnaise Salad, Mushroom Salad, etc. should be provided. Meat salads are also to be provided like ham salad, tuna salad, chicken salad etc. The meats must be fresh and presented in attractive bowls of glass, china or silver. Sauce boats provided must have an array of sauces to give guests a good choice. The boats will be in quarter plates with underliners and spoons for service. Some popular sauces are Italian Dressing, French Dressing, Salsa Sauce, Mayonnaise Sauce, Thousand Island Dressing, Horseradish Sauce, Mustard Sauce, lemon juice, etc. An important service ware is a wooden mixing bowl for salads with wooden forks and spoons.

Guéridon Trolley The Guéridon trolley is found in gourmet restaurants to prepare foods beside the guest tables. Food is prepared with great fanfare and showmanship especially the flambé items. It should be equipped with the following items: 1. Proprietary sauces 2. White wine 3. Oil for cooking 4. Brandy 5. Red wine 6. Liqueurs for special crepe preparations 7. Pepper mill 8. Vinegar 9. Napkins 10. Service Spoons and forks 11. Matches and ashtrays 12. Flambé copper pans 13. French and English mustard 14. Wooden board for carving and cutting 15. Carving knife and fork 16. Butter 17. Salt and pepper 18. Sugar (grain and cube) 19. Filled gas cylinder

Cheese Trolley Cheese in European countries is an important part of a meal in the classical tradition. Gourmet restaurants still offer this as a cutting edge in their service. (See the Cheese service given later in the chapter).

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1. Clean the trolley as given above. 2. Requisition cheese from the kitchen and be fully conversant with the cheese. 3. Display cheese on a wooden board with a cheese knife to cut the cheese. 4. Keep accompaniments such as brown bread, crackers, celery, olives and watercress.

Dessert Trolley The dessert trolley is one that adds a dramatic end to a meal cycle. The presentation and offer of desserts is a sure revenue earner. The trolley must be prepared as follows: 1. 2. 3. 4. 5. 6.

Dessert plates Paper napkins or folded serviettes Pastry forks Gateaux slice Pastry tongs Presentation platters with the dessert display most often prepared by the pastry and confectionary section of the kitchen 7. Assorted pastries 8. Assorted cake slices

Liqueur Trolley A liqueur trolley is one that is an additional attraction in a gourmet restaurant that follows the classical menu preparations. The sommelier would be in charge of this trolley as well. The trolley will have the following items: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Cordial glasses Brandy balloon glasses Cocktail glasses for frappe drinks Crushed ice Straws Peg measures Waiter cloths A choice of liqueurs—a good standard would be eight to ten liqueurs Cordials Brandy

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Fruit Trolley Guests may like to round off their meals with fresh fruits. This applies especially to diet-conscious guests who may opt to eat only salads and fruits. Restaurants recognise the health conscious and have a trolley for this niche public. The server will volunteer to cut the fruits into manageable portions and serve in the respective service ware. The trolley will have the following: 1. 2. 3. 4. 5. 6. 7.

Paring knives Half plates Fruit bowls Napkins Mixing bowls Castor sugar Teaspoons

Cover Set-up A cover is the space on the table for the cutlery, crockery, glassware and linen for one person. Each cover requires 24”x18” of space. Cover set-up is based on the type of service being offered by the restaurant. It is important for a server to check the standards required by the establishment. The basic principles of cover layouts are: • Each cover should be well balanced on the left and right of the guest’s plate. • All cutlery and other table appointments should be placed at least 2” away from the edge of the table. • Knives and spoons must be placed to the right of the plate and all the forks on the left, except the butter knife which is on the side plate. • The cutting edge of all knives should be towards the plate except for the butter knife, which should face away from the plate. • The water goblet or tea-cup (for breakfast service) must be at the tip of the knife. • The butter knife should be at the top of the forks along with a butter knife and on an underplate. • The napkin should be placed in the centre of the cover or on the side plate. • Cruet sets must be placed on the top of the cover at the centre of the table.

Restaurant Table Reservations Table reservations help the restaurant to anticipate business in a given shift and therefore, prepare for it. It also helps to distribute in the various stations so as to ensure equitable workload on the

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different station teams. The responsibility of table reservations is that of a restaurant hostess. In the absence of a hostess, the task falls on the Restaurant Supervisor. Reservations are done in a Reservations Register specifically for the purpose. Advanced restaurants may have the restaurant and table layout maps in the register for each day and shift of service. The hostess would be able to book tables on the map making it easy to see the work load and to incorporate requests. Guests, for example, may want to sit at the window to enjoy the view, or beside the dance floor, or away from the kitchen service door, or close to the buffet etc. An interesting feature of restaurants today is separate smoking and non-smoking areas. Legislation is getting stricter on smoking and each restaurant has its stringent policies on this matter. This must be clarified at the time of booking. Other unusual requests include being away from airconditioning drafts, away from noisy children, overlooking the swimming pool, away from the band, private booths for romance etc. In the middle-east where they follow strict Islamic principles, some restaurants have separate floors for families and non-families. Women are not expected to eat where only males eat and can only eat in “family rooms”. Guests make table reservations, especially during perceived peak times to avoid a disappointment of being refused a table or having to wait. It is important for the guest to come on time and he or she must be warned of this in a busy operation. It must be understood that when the restaurant is not in operation is when the reservations are made in other words well before restaurant opening timing. In hotels restaurants pass the offer table reservations to a service that is operating twenty four hours like the room service or the reception. The Reservation Register is handed to them when a restaurant closes, to ensure that table reservations are always open to the public. A typical table reservation conversation would be: Hostess: Guest: Hostess: Guest: Hostess: Guest: Hostess: Guest: Hostess: Guest: Hostess: Guest: Hostess: Guest: Hostess: Guest:

“Good morning, XYZ restaurant, how may I help you?” “I would like to make a table reservation please.” “Certainly Sir, whom am I speaking to?” “Mr. Smith”. “Mr. Smith should I make this table reservation in your name?” “Yes” ”When do you want the reservation, Sir?” “For tonight” “For how many people, Mr. Smith?” “Four” “What time Mr. Smith?” “Eight p.m.!” “Would you like a smoking or non-smoking area?” “Non-smoking, of course!” “May I repeat your table booking?” “Okay!”

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“Sir you want a table reservation at eight p.m. tonight for four in the non-smoking area under your name Mr. Smith”. “Yes!” “Mr. Smith, Thank for your patronage of restaurant XYZ. We look forward to welcoming you.” “Thanks!”

Receiving and Seating a Guest The process of receiving and seating a guest is important as it is the first point of interaction with the guest and therefore, creates the first impression. The hostess must be present at the restaurant door to receive a guest. In her absence, the Restaurant Supervisor takes on the all important task. Good restaurants will have a hostess’s desk which has the Reservation Register and telephone for all internal and external communication with the restaurant. Following is a typical procedure at the time of reception. Hostess: Guest: Hostess:

“Welcome to the XYZ restaurant. Do you have a reservation?” “I have made a reservation in the name of Mr. Smith”. “Yes sir, your table is ready Mr. Smith”.

In cold climates, the restaurant will have a cloak room to hang heavy overcoats and jackets, and in rainy climates the raincoats and umbrellas. In some cases, there may be just hanging pegs at the entrance for the purpose. The hostess will help the ladies to remove their overcoats and then the men. The hostess will lead the guests to the allotted table by saying, “Please follow me Mr. Smith”. At the table she will proceed to seat the guests, ladies first, children and then the men. Sometimes baby chairs and extra seating may be required for unexpected guests. The hostess then proceeds to hand over the wine list to the ladies, men and the host last. She introduces the server of the station and wishes the guests a happy meal before returning to her desk at the door. There may be some changes to the circumstances at the time of arrival of a guest. 1. A guest may not have a reservation, in which case the hostess may say, “Sir let me check if there is a table available”. If a table is available then the hostess will follow the procedure above. If there is no table available she will say, “Sir, I am afraid the next free table will take another twenty minutes. Would you like to wait in the bar and I shall call you as soon as it is free”. This alternative helps in promoting the revenues of the bar, as well as keeps the guests occupied. 2. A guest has made a reservation but the table is not ready. Normally the table must be ready at the allotted time reserved by the guest, but guests tend to come earlier or later than the promised time. The hostess will then offer them to wait at the bar as mentioned earlier. 3. A guest does not approve of the table allotted for various reasons as discussed in “Restaurant Table Reservations”. The hostess can say, “Please be seated at the present and I shall move you to another table as soon as it is available”. The hostess must keep tab from then on to identify a free table as soon as possible.

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Taking an Order Order taking is a skilful art that reflects the efficiency of both the waiter and the establishment. An order taken down clearly and precisely would ensure that each guest gets exactly what he or she has ordered and in the right sequence. This is also the time when a server can prove his salesmanship by pushing through suggestions on menu items that yield a high profit margin. (See Lesson 31, “In-house Selling”, especially the section on ‘Suggestive Selling’). As soon as the guests are seated the first thing that a server will offer them is a Wine List. Though known as a Wine List it also lists spirits, soft-drinks and cocktails. It is alright if he suggests an appropriate cocktail or plain drink by saying, “May I suggest our special Bloody Mary or Planter’s Punch”. In this case the server has given a definite choice limiting it to two items thereby making it easy for the guest to choose from. While taking the order the server should have already decided on a code to associate the guest to the order. He may number the guest in a clockwise direction starting from the host or he may decide on a starting point - perhaps the guest sitting closest to the service door. It is alright to have any logical system as long as the guest is assured of his or her exact order. In smaller establishments an order may be taken on an order pad and later transcribed on to a check or bill. In larger restaurants the order is taken down on a Kitchen Order Ticket (KOT) which has copies, the number depending on the establishment’s control system. Usually the original copy of the KOT goes to the kitchen or bar to place the order, the second copy goes to the cashier to raise a check or bill and the third copy is retained in the KOT pad itself. When taking down the food order it is prudent to allow the guest some time to decide. A guest does not appreciate being bustled into giving a decision. Polite suggestions may be made to help the guest decide but he or she should not be forced to decide in favour of the server’s recommendations. The server should be at hand to explain dishes with fancy names especially those in ethnic restaurants. The server is expected to be knowledgeable with the preparation, ingredients and final presentation of dishes listed in the menu card. Courses must have some logical sequence of a classical menu depending upon the number of courses the establishment offers. In modern times the sequence would follow: Appetisers Soup Main dish Dessert Coffee Some guests in a group may want appetisers while others soup. The server must ask them if they want them served together. Some establishments may have separate Guéridon Menus and Dessert Menus which may be presented at the appropriate time.

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Service of Food Service of food is the moment of truth which distinguishes a good and bad experience. The server must first know the type of service being followed by the restaurant. The types of service are given in detail in Lesson 14. The following simple tips will help the correct procedures to follow in service: • • • • • •

• • • • •

• •

Water is served from the right of the guest. Pre-plated food is served from the right. Food from serving dishes into the guest plate is served from the left. Beverages are served from the right. The right cutlery must be replaced for each course. Knives and soup spoons are placed on the right side of the plate, with the exception of the butter knife which is on the left. Forks are placed on the left of the guest plate. Dessert spoons are placed at the top of the plate with the handle to the right. The water goblet is at the tip of the knife. Water goblets are removed when serving wine. White wine glasses replace the water goblet at the tip of the knife, followed to the right with the red wine glass and the champagne glass if required. Soiled plates are removed from the right of the guest. Beverage service is given in detail in Part VII, “Beverages”.

Special Food Service In food service operations there are special services offered by gourmet restaurants which need to be known by a food service professional. Let us look at some of these:

Carving Carving of meat in a restaurant is a very skillful art. This requires dexterity and showmanship. High quality restaurants employ a Trancheur who is skilled in the art of carving. Carving in a restaurant is done either in a table dedicated for the purpose or a trolley that can be wheeled beside the guest table. The trolley will be equipped with the following: Equipment • • • •

Carving knife and fork Carving wooden board De-boning knife Knife sharpening file

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• Chopping knife. • Dinner plates Types of Meats carved • • • • • • • •

Leg of lamb Roast turkey Mutton Barron (two legs with saddle) Selle (saddle) Chateaubriand (slicing into 6-8 pieces) Racks of mutton, beef or pork ribs Suckling pig Large game birds

Carving procedure (example) Rib Roast Cleaning 1. 2. 3. 4.

Remove cartilage and strings. Remove feather bones, if any. Trim excesses and tissues. Slice it to obtain flat surfaces.

Rib Roast Carving 1. Stand behind the carving trolley facing the guest. 2. Take the host’s approval by showing the rib roast. 3. Place the rib roast upright on the carving board 4. Take the clean sharpened carving knife and fork. 5. Cut the roast absolutely flat with a long and smooth motion. 6. Portion ribs onto guest plates. 7. Serve the guest from the right. 8. Pour jus-de-roti from the tureen into a sauce boat and place it on a half plate with an underliner and dessert spoon on the table.

Flambé Service Flambé or flaming is a process that adds flavour to dishes and brings in a lot of showmanship to the restaurant since it is done in full view of the guests. It is done on a guéridon trolley wheeled beside a guest table. The process simply shrouds a dish being cooked, in flames creating a visual sensation. The flames are momentary so as not to burn the dish. Leaping flames are created while the dish is being prepared while soft blue flames are encouraged at the time of presentation. Flames are got by using alcohol as it complements the flavour of the dish. The choice of alcohol is matched to the dish being cooked. Most alcoholic beverages are capable of being flamed. The ignition to the alcohol must be immediate as the alcohol once exposed to air vapourises and makes it inflammable. Those with

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higher alcoholic content like brandy and rum will flame more. To be able to flame fortified wines like sherry require to be undiluted and vesseled into the dish with a spoon or ladle for heating before it is flamed. Even in the case of the stronger spirits and liqueurs it is important not to dilute it into the sauce, syrup or juice until it is well lit. Lamp flame is preferred to matches when lighting liqueurs to retain the flavour of the liqueur. To get the flame the alcohol is poured into a pan which is titled for the flame of the burner to ignite the vapours. Once the flambé is in process the dish is stirred to promote the blaze further. Sugar sprinkled into a blaze in sweet sauces varies the colour of the flame. At the time of presentation to a guest, a teaspoon or tablespoon of alcohol is ignited and poured around the food to give a soft blue flame.

Fondue (for Two) Fondue is a personalised service where the guests cook mouth-sized foods like meat cubes, raw vegetables, marshmallows, etc. in a personal pot of hot oil placed on their table and heated by an oil lamp. Service • Place cubes of meat or vegetables weighing totally 450-500 gms in a platter beside the guest. • Place a pot with réchaud at the centre. • Equip guests with fondue forks which have long handles with colour codes to distinguish the fondue fork from each other. • Place dinner plates before each guest. • Place steak knives on the left of the guest for cutting the meat cubes once cooked. • The guest’s skewer the meat cubes or vegetables and leave it dipped in the pot of oil to cook. Sauce accompaniments The best sauces that go with fondue service are: • • • • • •

Americaine sauce Bearnaise Sauce Hollandaise sauce Curry Mayonnaise sauce Cold pepper sauce Cocktail sauce

Relishes Relishes with fondue cooking add enhancement to the taste experience. Common relishes are: • Capers

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• Pickled onions • Olives • Dill pickle

Oyster Service Oysters called huitres in French are an exclusive food service. A portion would be about six oysters per person. The service would have the following procedure: 1. 2. 3. 4.

Hold the oysters in the palm of the left hand. Insert the tip of an oyster knife into the lips of the closed shell. Push the knife in and give it a slight twist to break the binding ligaments. Hold the shell apart with the first finger of the left hand and draw the knife along the top shell to loosen the mussel holding the shell. 5. Remove the mussel from the shell using the blade of the knife. 6. Place the oysters on a bed of crushed ice in an oyster platter. 7. Serve Americaine sauce in a sauce boat with a dessert spoon placed on a dessert plate. Accompaniments for oysters • Cayenne pepper • Freshly ground black pepper • Chili vinegar • Tabasco sauce • Half a lemon • Brown bread and butter.

Snails Service Snails or escargot in French are a delicacy in some cultures. It is served as follows: 1. 2. 3. 4. 5. 6. 7. 8. 9.

Select fresh snails and apportion six per person. Remove snails from their shells. Clean the snails. Sauté the snails. Stuff them back into their shells with Buerre Maitre D’hotel (paste of butter mixed well with chopped parsley, garlic and a few drops of lemon juice). Grill the snails in the salamander. Place snail tongs on the left of the guest plate and snail fork on the right. Bring the grilled nails in a dinner plate and serve the guest from the left. Provide accompaniments of brown bread and butter.

Service of Caviar Caviar is the eggs of the sturgeon fish. It is a rare delicacy found only in certain parts of the world. The best caviar is got from the Caspian Sea.

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1. Use a wooden spoon to take out caviar from its jar as it is a delicate product. 2. Portion one ounce or one tablespoon per guest. 3. Serve it on caviar pots on crushed ice. Accompaniments • Hot breakfast toast or crackers • Butter • Segments of lemon • Sieved hard-boiled eggs with their yolks • Chopped shallots

Smoked Salmon Smoked salmon is a delicacy eaten as an appetiser. The best smoked salmon comes from Scotland and is an expensive item. Service of smoked salmon is as follows: 1. 2. 3. 4. 5. 6.

Trim off the outer hard surface of the salmon. Remove bones carefully using tweezers. Apply salad oil. Slice the flesh at an angle towards the tail. Portion four slices per person. Serve either by using a large fork to roll-up the salmon slices from the platter and then unrolling it on to the guest’s plate or serve pre-plated from the garde manger.

Accompaniments • Wedge of lemon • Cayenne pepper • Capers • Pepper mill • Brown bread and butter

Grape Fruit Grape fruit is served for breakfast as one of the choices of fresh fruit in the first course. It is served as follows: 1. 2. 3. 4.

Cut the grape fruit in two halves with a grape fruit knife. Loosen the flesh segments of each half. Sprinkle castor sugar and put a cherry in the center. Serve each half in a grape fruit cup on top of a dessert plate with doily paper. 5. Provide a grape fruit spoon and a sugar dredger. 6. Serve grape fruit chilled.

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Melon Melon is another choice as a breakfast first course. It has a cooling effect and is light. It is served as follows: 1. 2. 3. 4.

Cut the melon into two halves. De-seed the melon using a spoon. Scoop out small balls with a scooper. Place balls in an ice-cream cup and with a dessert plate underneath and a teaspoon or dessert spoon. 5. Serve chilled. 6. Provide castor sugar as an accompaniment.

Cheeses and their Service Cheese is a healthy and tasty food made from milk. It is being eaten around the world in various forms since the civilisations had known milk and milk products. The first cheese was probably made more than 4000 years ago by nomadic tribes in Asia. Through conquests and trade, cheese was introduced to Europe. Though cheese is mostly made from cow’s milk, people in Europe and Asia frequently made cheese from the milk of buffaloes, goats and sheep. Basically, cheese can be made from the milk of any animal. Herders in Lapland use reindeer milk in making cheese, while the Tibetans make cheese from yak milk. Cheeses are made from the milk of camels, donkeys, horses and zebras. Today there are over 400 kinds of cheese with over 2000 names (because some cheeses are known by several names).

Manufacture of Cheese There are five stages in the manufacture of cheese: 1. Processing the milk 2. Separating the curd 3. Treating the curd 4. Ripening 5. Packaging Processing the milk

Separating the curd

Specialists remove milk impurities by a process of clarification. The milk is then fed through a pasteuriser to kill bacteria. The pasteurised milk is pumped into stainless steel vats that can range in volume from 3600 – 15900 kilos of milk. (Note: 4760 kilos of milk produces 450 kilos of Cheddar cheese). The milk is heated to about 30-36 degrees Celsius and then introduced to a liquid called starter culture which contains bacteria that forms acids and turns milk sour. At this stage, vegetable dyes are introduced to give the curdling milk colour. The milk is stirred by paddles that uniformly blend the bacteria and dye. After 15-90

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Treating the curd

Ripening

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minutes the manufacturers add enzyme or rennet (a substance from the lining of the stomach of calves) to thicken the milk. Special knives cut the curd into cubes to let the whey drain from them. Paddles stir the curd and whey and the temperature in the vat is raised to 39-54 degrees Celsius. The joint effect of motion and heat, drains the whey from the curd. The curd is then left undisturbed when the loose curd gels together into a solid mass. The curd is then cut into pieces for pressing. For cottage cheese, workers rinse the curd with water and mix it with cream and salt. The curd is then put into moulds for pressing. The moulds are pressed ranging from a few hours to a few days based on the type of cheese. During this stage more whey drains out, as the curd is now shaped into wheels or slabs. After pressing, workers remove the cheese from the moulds and dry it when a rind begins to form. To prevent the rind from forming, the cheese is sealed in plastic wraps immediately. Most cheeses are without rind. This process is also called ageing or curing. It gives cheese its flavour and texture. Cheese is aged in warehouses under controlled temperatures and humidity, from two months to a year. The longer the curing time, the sharper is the cheese’s flavour. After aging, the cheese is packed in a wide variety of shapes and sizes for wholesale or domestic consumption. They are sliced and sealed in foil or plastic. Others are sold whole in the shape of blocks, wedges, balls (rounds) or wheels.

Processed cheese is a blend of natural cheeses that melt evenly in cooking. Some processed cheeses are made from two or more kinds of cheese, while others are made from different batches of the same cheese giving differing tastes and textures. The cheese is ground and blended with emulsifiers. The cheese from the same batch gets the name of the country like Swiss cheese. The cheese made from different cheeses is called Pasteurised cheese like Cheddar or Colby. Most cheese spreads are from processed cheeses moistening by the addition of cream, milk or whey. The character, texture and flavour depend on the land on which the cattle graze. Chesses are divided into four categories: 1. 2. 3. 4.

Hard cheeses Semi-soft cheeses Soft or cream cheeses Blue cheeses

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Hard Cheeses Country

Type

Qualities

England

Cheddar Cheshire

It has a nutty flavour and is creamy in colour A mellow textured cheese. There are 3 types of Cheshire-red, white and blue. Cheshire red and white has the same flavour and is crumbly. Cheshire blue is richer and rare. The cheese possesses a mild flavour when young but increases in pungency as it matures. Its loose texture makes it ideal for kitchen use. It is creamy white in colour. Derby has a honey colour and close texture. It develops a strong flavour as it matures. The sage flavour is popular at Christmas time. It is a straw coloured cheese with a nutty flavour similar to Cheddar. It has a close texture. This white cheese has a soft flaky texture. It is pale in colour with a honey after-taste. It is pale yellow in colour with a waxy texture. It is globe shaped and has a yellow or red rind. It is sold in grades of 20%, 30% and 40% fat content. It is paler in colour than Edam. It comes as a flat cheese with rounded edges and has a soft texture. It has a yellow or red rind. It weighs 50 kilograms and is a pale yellow cheese with cavities called eyes. The cavities are formed by adding bacteria that produce carbon dioxide bubbles in the cheese, which when sliced appear as holes. It is pale yellow in colour and is firm and dry. It also has cavities and is a popular kitchen cheese. It is a dry cheese having an experience of pinpricks all over its surface. It is used exclusively for cooking.

Lancashire

Derby

Double Gloucester Wensleydale Holland

Edam

Gouda

Switzerland

Emmentaler

Gruyere Italy

Parmesan

Semi-Soft Cheeses Country

Type

Qualities

England

Caerphilly

France

Pont Levesque

It is made from skimmed full cream milk. It is creamy white in colour with a mild delicate flavour and smooth texture. It has a very thin rind. It gains full flavour when ripe. It has a thin rind and comes in square shapes. It comes in sizes of 1-2 kilograms. It has a hard rind.

Port du Salut

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Soft or Cream Cheeses Country

Type

Qualities

France

Brie

It weighs 2-3 kilograms and comes in two sizes – Petit brie and Grand brie. It is made from cow’s milk. It is made from pasteurised cow’s milk which softens on ripening. It is a small flat round cheese, yellow in colour and with a very thin rind. It is made from pasteurised cow’s milk and packed in square boxes. It has a mild flavour and softens on ripening. It is made from sour milk. It is flat and square and comes wrapped in foil normally proportioned.

Camembert

Carre de L’Est

Demi-Sel

Blue Cheeses Country

Type

Qualities

England

Dorset Blue

It is made from skimmed milk and has a much closed structure being a hard pressed cheese. It is straw coloured with deep blue veins. The blue-veined cheese matures slowly The surface of this cheese is wrinkled and brownishgrey in colour. It is a close texture cheese. It is made from cow’s milk and sold wrapped in foils. It comes in weights of 8-10 kilograms. It is of white curd intersected by blue veins. It has a soft semi-solid texture and rinds which crumble. It comes in weights of 2 kilograms. It is made from cow’s milk and is creamy and crumbly in texture. It has unique characteristics as it is matured in the caves of Roquefort.

Wensleydale Stilton Denmark Italy

Danish Blue Gorgonzola

French

Roquefort

Service of Cheese Cheese can be eaten alone or it can be served on crackers, in sandwiches, in salads and in cooked food. It is ideal for baked items that are gratinated with cheese. It constitutes the tenth course (Savourex et Fromage) in the classical menu. It is, therefore, considered important to a connoisseur of food. The service of cheese is special in classical French restaurants. Cheese is displayed on a cheese trolley which is wheeled beside the table. Guests choose their cheese which is sliced on wooden boards and placed in half plates with brown bread, watercress, olives, crackers, and celery. On the buffet table several cuts of cheese are displayed on a wooden tray. Guests can choose their cheese which is sliced by the buffet attendant and handed over with crackers and olives in a half plate.

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Tobacco and its Service History It is believed that the native American Indians were the first to discover tobacco. In 1492, Christopher Columbus found that they smoked it in pipes. Columbus brought the tobacco seeds to Europe where farmers grew them for medicinal purposes to relax the body. In 1560, a French diplomat, Jean Nicot, from whose name comes the botanical name Nicotania and the term nicotine, introduced its use in France. France and Spain started smoking hand-rolled cigarettes in 1600. John Rolfe, an American colonist, commercialised it in Virginia from where the famous Virginia tobacco comes. Virginia and Southern states had the right climate for tobacco. America exported tobacco to England, which made it popular in Europe. It, however, became popular in America by 1850 only. Smoking became popular throughout the world as it was introduced by the English in their colonies. By 1960, researchers found that smoking was injurious to health causing lung cancer, heart disease and other illnesses. Cigarette manufacturers responded by reducing the tar and nicotine content of cigarettes but not enough to make it safe. Today, the anti-smoking movement has risen worldwide. Restaurants are obliged to declare themselves as non-smoking establishments. The countries which are still tolerant of tobacco permit restaurants to have separate smoking areas.

Raising Tobacco Tobacco is a plant whose leaves are used for the production of cigarettes and cigars. It is a fastidious plant that requires a proper soil and a moderate climate. It is an annual plant which means that it has only one crop a year. In countries where tobacco plants flourish, the temperature does not fall below 45 degrees Fahrenheit. It is grown in countries with a tropical or semi-tropical climate such as India, Cuba, Sumatra, Java, Jamaica and the Philippines. The leading producers of tobacco are China, India, Brazil, Russia and the United States. In their original home in the USA, tobacco leaves acquire characteristics that are accepted internationally and are internationally popular. The time span from planting to shipment is about two years.

Manufacture There are five phases in the manufacture of tobacco: 1. 2. 3. 4. 5.

Planting Harvesting Curing Aging Manufacture

Planting The seeds of the tobacco bush are planted in nurseries in winter and early spring and tended till the young plants are strong enough to be transplanted when they are about 6-8 inches high, in soil that is carefully fertilised and drained. A constant vigil is kept against pests. In about two months when the plants have grown from four to six feet high, experts nip the flower buds. This results in bigger and juicer leaves. The plant is further pruned of dead stems and leaves. The healthy mature plant has 9 to 20 leaves. The leaves measure 24 to 30 inches long. If all goes well, the plant ripens

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in about six months turning from green to yellowish green. The leaves are sticky making it one of the dirtiest jobs a farmer can tackle. Harvesting The tobacco is harvested 70 to 90 days after it is transplanted on a cloudy day as a precaution against sun-burn when the leaves are most sensitive. There are two methods of cutting – 1) priming, which is picking individual leaves by hand or a priming machine; and 2) stalk-cutting in which ripe plants are cropped close to the root and gently laid in rows in the field where they are left to wilt before being taken away to be dried and cured. These leaves are used for cigarettes and pipe tobacco. Cigar leaves are hand picked one by one. Curing Curing is the process of drying the leaves to remove the sap. This improves the flavour and aroma of tobacco. The leaves are straddled (put into bundles) across sticks. They are transported to a barn where they are cured by three methods: 1) Flue-curing method; 2) Air-curing method; and 3) Fire-curing method. Flue-curing Method: the barn has tiers of poles hung lengthwise across the barn. The sticks used to straddle the leaves are laid across the poles with the leaves left hanging. The barn when full looks like a forest of tobacco plants. Several flues (ducts) distribute heat from a fire for 4 to 5 days at a temperature of about 170 degrees Fahrenheit which makes the leaves dry and brittle. They are then taken down to be “stripped”. The finest and the brightest leaves are called “firsts” and those of slightly lower quality are called “seconds”. The remainder are “lugs” that are unsuitable for smoking purposes. Incidentally it is the “seconds” that form the bulk of the tobacco production. The selected leaves are gathered into bundles which are piled on the floor in mounds to ferment naturally. To ensure even fermentation, the leaves are turned over frequently. This process takes between 3-4 weeks during which the leaves turn brown, glossy and pliable and develop a distinct flavour. Most flue-cured tobacco is used in the manufacture of cigarettes. Air-curing Method: This process uses sun to cure the leaves. The leaves are placed on unsheltered platforms in a barn which has ventilators that can be opened and closed to control the temperature and humidity. The air must have moisture at an even temperature between 65–75 degrees Fahrenheit. Under good conditions 4-5 days are enough, following which the leaves are cured. Chewing tobacco is made from this method. Fire-curing Method: This method uses low fires to cure the leaves. The smoke gives the tobacco its distinctive flavour and aroma. For a permanent yellow leaf the temperature is set at 90 degrees Fahrenheit and subsequently raised to 160 degrees Fahrenheit for 4-8 hours. It is then decreased to 125 degrees Fahrenheit which is maintained for another 4-8 hours. It is then increased again to 170 degrees Fahrenheit. By this time the tobacco can be said to be cured and the yellow colour permanently fixed. It is used for making smoking tobacco, chewing tobacco, snuff and strong tasting cigars. The pipe tobacco can be flavoured with Tonka beans, vanilla leaves, etc. under a process called saucing compounds.

Manufacture of Tobacco Products Aging Freshly cured tobacco has a sharp aroma and bitter taste. Most tobacco is re-dried to cool the tobacco leaves completely. Tobacco is stored in barrels to age for 2-3 years, before manufacturing

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tobacco products. During this period some water is added to maintain the moisture content to prevent the leaves from becoming brittle. During this period, the tobacco goes through a chemical change called fermentation that gives the tobacco a sweeter, milder flavour and aroma with reduced nicotine content. Flavourings can be added like honey, liquorice, menthol and sugar for different brands. Glycerine is added to moisten tobacco.

Varieties of Tobacco Latakia and Perique: Latakia is a dark strong variety of tobacco made from plants grown in Syria and Other Eastern countries. This is smoke cured by the fire of the Asiatic oak, which turns it into a dark shade. Sometimes camel or cow dung is used as fuel for the fire. Perique is another of the same variety grown in Louisiana, USA. Blends are used to strengthen the tobacco. Pipe Tobacco: Pipe tobacco is made in a large and airy building. The cured leaves are spread out on the floor in a lightly compressed mass as they are too dry for immediate use. Bundles of tobacco are separated and put in steam heated chambers in which the temperature is raised to anything between 120 degrees and 160 degrees Fahrenheit. The stalks and the mid-ribs are removed by hand or machine. The stripped leaves are left in ordinary heaps for about 24 hours during which they are moistened to make them supple and usable. Blending is done by experts who know the exact proportion in which stronger tobaccos like Latakia and Perique should be blended with lighter tobaccos. When different brands have been made, the leaves are placed in a machine which compresses them in the form of a hard cake. They are then shredded finely or coarsely with knives or cutting machines. Any excess moisture is removed by panning or stoving – different processes which brings out the aroma. After panning, the tobacco is spread out evenly on trays to enable it to cool down to the temperature of the air following which tests are carried out to ensure that the moisture content does not exceed the legal limit of 32%. Cigarette tobacco: Virginia leaves are blended with other mixtures. As in pipe tobacco, bundles from the warehouses are received and stripped of the mid-ribs by machine or hand. The leaves then go to a machine which cuts them into fine shreds. Excessive moisture and impurities are removed from the tobacco. The tobacco is left for a day or two to mature following which it goes to a cigarette manufacturing machine. The paper for cigarettes is unloaded from a disc and enters the machine that receives the flowing tobacco in a constant stream. Paper and tobacco move together on their journey. The paper is rolled around the tobacco and gummed at the end. The continuous tube of cigarette then runs beneath knives which cuts it into cigarettes of required lengths and stacks them neatly. The cigarettes are not packed immediately but are left to dry for 24 hours. The machine used for packing is equally ingenious to those which make cigarettes. So human is this equipment that a carton or packet incompletely filled is automatically rejected. The tins if required for export are vacuum sealed. Small quantities of cigarettes are still made by hand but require a high degree of skill.

Service of Cigarettes Cigarette packets should never be carried by hand to the customer but placed on a salver or plate. The packet should be opened (pulling out a few cigarettes partially). The server should stand by with a match or lighter to light the cigarette. The waiter must ensure that an ashtray is on the table. Ashtrays should never be allowed to collect too much ash and stubs. It is the waiter’s duty to exchange them frequently by covering the ashtray with an inverted fresh one, both picked together and the fresh one replaced on the table.

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Cigars The best leaf for the production of cigars is grown in Cuba, Jamaica, Borneo and Java. Less good tobacco but still acceptable to all but the true connoisseur, is produced in India, Japan, South Africa, Germany, Holland, Russia and Hungary. The plants are grown in the same way as other tobacco plants. As they ripen, they are hung in a shed for curing. Thereafter they are packed in bundles and dispatched to the cigar manufacturer. The aging process is slightly different. Cigar leaf does not need re-drying. Bales of tobacco are placed in heated rooms or simply hung before storage. There are three types of cigar leaf tobacco: 1) cigar filler tobacco which is used in the body of the cigar because of its sweet flavour and burns evenly. It constitutes 85% of the cigar; 2) cigar binder tobacco holds the cigar filler tobacco together and constitutes 10% of the cigar; and 3) cigar wrapper tobacco used for the outer wrapping of the cigar representing 5% of the cigar. It has high quality leaves that are smooth, thin and uniform in colour. It goes through an expensive process to produce such characteristics. Originally all cigars were made by hand and were straight in shape. Then a wooden mould came into use in which the leaves could be pressed into any desired form, generally known as “bellied” or “torpedo” shape. The bales are emptied and the mid-ribs is stripped by hand. The leaves are stored according to the purpose for which they are to be used i.e. as fillers, binders or wrappers. The only accessories used for hand-made cigars are a hard, wooden board, a sharp knife to the cut the wrapper and scissors to trim the leaves. The process of manufacture is simple but amazingly difficult for anyone except the expert. After selecting large leaves used for binding, a number of pieces of filler tobacco are so arranged as to produce roughly the desired length, thickness and shape. The filler tobacco is skilfully rolled in the binder leaves, a wrapper leaf of a required characteristic is selected and cut into proper shape and the whole is rolled in such a way so as to ensure that the outer leaf will either run straight up or straight down the cigar. Moulded cigars are made in much the same way except that the filler tobacco is pressed into shape by the mould instead of by hand. It is later wrapped in the same way.

The Cigar Connoisseur Judging Good cigars form greyish ash which will last for a long time before it falls off. A whitish ash denotes a mild cigar while a darkish ash indicates a strong cigar. Cigars are also judged by their appearance, touch, shape and aroma. The crude way of testing a cigar is by pressing it between the fingers. It should not break. Smoking There is an art in smoking a cigar. It should never be rushed but smoked slowly. The end which joins the mouth is “V” shaped or cut straight or pierced with care and never bitten off. The paper band must be removed before smoking the cigar. The cigar tip is then lit evenly with a match and not a cigarette lighter, which may taint the cigar with lighter fuel. The butt-end is bitter with oil and tannin and therefore never smoked to the end. Service Cigars should be offered in their own boxes to allow the customer to choose his own. The type of cigar will be printed on the box. After the customer chooses the cigar the waiter should offer to remove the cigar wrapper and band. A cigar cutter or piercer should be given. The waiter should offer a matchbox to the customer. Storage All tobacco should be kept in a dry place and at an even temperature. It is kept in a glass case in the restaurant. Cigars are best preserved in their boxes made of cedar wood. Cigars should

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never be over handled for fear of breaking the outer leaf. The best temperature for storage is 6570 degrees Fahrenheit. Moulds set in temperatures above 75 degrees. It is never refrigerated as it dries and ruins the tobacco. Choice of Cigars Strength

Colorado Colorado Claro Claro

C C.C C.C.C.

Length

Corona Half Corona Grown Corona Petit Corona

9 1/2” 4 ” 4 ” 4 ”

Strong Medium Light

Famous Brands of Mild Havana Cigars Bolivar, Larranga, Romeo, Romeo-Y-Julieta, Upman, La Corona (outstanding), Bock, Havana, Henry Clay, Byrons, J.S. Murais, Chana

Coffee Service Coffee service is the final stage of the meal and must end perfectly to leave a lasting impression. Guests have a choice from the following coffees: • • • • • •

Turkish coffee Irish coffee Café late Espresso coffee Cappuccino Ground coffee

While most coffees are prepared in the kitchen pantry and served pre-cupped with saucer and coffee spoon, coffee like Turkish coffee is served traditionally by bringing a coffee set with a coffee pot distinguished by its long spout, coffee cups with saucers, with doily papers to absorb spillage and coffee spoons, sugar and creamer. A waiter must ask the guest if the guest wishes to have the coffee black or white. Black coffee is without milk. The server places the coffee set on the table and proceeds to pour the coffee into the guest cups from the left of the guest. He may pour milk as per the desire of the guest. The guest may add sugar to his or her taste. Ground coffee is served strong in demitasse cups which are smaller with demitasse spoons.

Presenting the Check The very nomenclature, “check”, shows that it is a control or check on the food that is sold in a restaurant. A check is also called a bill and provides an accurate account of the type and number of items sold; the price of each item; and the total value of food and beverage served at a table. It is an important sales document. It is the basis for charging tax for food and beverage consumption. The sales tax is usually a percentage of sales on the check. The percentage may vary from state to state.

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Normally, an establishment has a separate restaurant cashier, who has a control on all checks. These checks are cash documents and misplacement of any of them will result in an inaccurate account of sales for the day and can encourage misuse of the checks. A check is made when the items are transcribed from an order pad or a Kitchen Order Ticket (KOT). During service the check is not totalled in case additional food items are ordered and have to be entered into the check. When a guest is ready to leave and asks for the check, the server informs the cashier who then totals the check and gives it to the server who signs for the check. (Remember a record has to be kept of all movement of the check as it represents cash). The server presents it to the guest on a salver or half plate. In better establishments a check folder is made to present the check discreetly. It is worthwhile to remember that the time of payment by the guest

CHECK GUEST NAME: DATE

ROOM NO: SERVER

TABLE NO

ACCOUNT NO: PERSONS

GUEST SIGNATURE: __________________________ (Please do not sign if you have paid by cash or credit card)

SERVER’S RECEIPT

DATE:

SERVER’S NAME

Fig. 16.1 A Check

TOTAL

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SALES SUMMARY SHEET Check Waiter’s no. Sig.

Table No.

No. of Persons

Food

Liquor Cigarettes Misc.

Sales Tax

Service Charge

Total

Cash Credit Credit Card No./Guest name/ Room No.

Fig. 16.2 Sales Summary Sheet

(especially when he is with company) is an embarrassing moment. Thus, the more discreet the activity of paying the check is done, the better the service would be. A check has basically two copies: one for the guest and the other for the cashier’s record. Additional copies may be made according to the system of the establishment.

PAYMENT Payment is done in three ways:

Cash Payment When the guest pays in cash, the money is taken along with the check to the cashier who enters it into a register or the micro. The cashier then gives the change if any and stamps the check “Paid”. The change along with the original copy is placed in the check folder and presented again to the guest. It is very important that the server does not linger around for tips.

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Credit Card Payment The credit card has become a popular way to pay for most things these days. It saves the guest from carrying large amounts of money. The server takes the credit card to the cashier who verifies the following: 1. Whether the credit card is accepted by the establishment. 2. Whether the credit card has been black-listed, by consulting a recent list of blacklisted cards. 3. Whether the date on the card has expired. 4. Whether the signature in the check and credit card tally. Once the cashier is satisfied with the above verifications s/he fills up the appropriate vouchers which are given to the guest for his signature. A copy of the voucher is given to the guest along with the card. XYZ CREDIT CARD

CARD NUMBER NAME EXPIRY DATE

RECORD OF CHARGE DESCRIPTION

TAX TIP TOTAL DATE

BILL NO:

THE AMOUNT OF THE CHARGES RECORDED HEREON WAS INCURRED BY ME AND RECEIPT OF THE SERVICE OR MERCHANDISE IS HEREBY ACKNOWLEDGED BY ME.

CREDIT APPROVAL

CARD HOLDER’S SIGNATURE:

Fig. 16.3 Credit Card Charge Voucher

Signing (for resident guests) When the guest wishes to sign on the check, his signature is taken and he is requested to clearly mention his name and room number. The waiter confirms with the Front Office reception whether the guest is in fact a resident of the hotel.

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KEY TERMS Briefing Mis-en-scene Mis-en-place Service Trolleys Sideboard Cover Cheese Pasteurised Cheese Processed Cheese Rennet Starter Culture Aging Air-curing Cigar Binder Cigar Filler Cigar Wrapper Curing Fire-curing Flue-curing Priming Stalk-cutting Straddling

two-way communication between management and staff before an operation preparation of the environment in a restaurant preparation for an operation mobile carts wheeled to a table side for service furniture central to an operation at a station the space on a table for crockery, cutlery and glassware for one person solidified product made from cow’s milk a blending of different variety of cheeses. a blending of cheese a substance for thickening milk an acidic bacterial liquid that turns milk sour the fermentation process that gives the tobacco leaves a sweeter, milder flavour and aroma drying leaves using weather conditions the leaf that holds the cigar fillers together main body of the cigar the outer leaf that wraps the cigar removing sap from newly cut tobacco leaves drying leaves by low fires drying leaves through heat conveyed by ducts picking tobacco leaves by hand cutting tobacco plants from the roots suspending bundles of tobacco leaves on poles

REVIEW QUIZ 1. 2. 3. 4. 5. 6. 7.

What is covered in a briefing? Give details of what is covered in a mis-en-pace of a restaurant. What is stacked in the sideboard? How do you prepare a salad trolley? How are oysters served? Write a brief commentary on Cheeses. How are cigars prepared?

True or False 1. The longer the cheese is cured the blander it gets in flavour.

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Some processed cheese is made from blending two or more kinds of cheese. The character, texture and flavour of cheese depend on the land upon which the cattle graze. Cheddar is a hard cheese. Edam comes from Switzerland. The tobacco plant needs proper soil and moderate climate. Freshly cured tobacco has a mild and sweet taste. The aging process takes 2-3 months. Tobacco is harvested on a sunny day. Cigar fillers constitute 20% of the cigar

Fill in the Blanks 1. Ripening of cheese is done under controlled temperatures and _______________. 2. A blending of natural cheeses is called _______________________. 3. A blending of different cheeses is called __________________. 4. Parmesan cheese comes from ____________________. 5. Emmentaler is a _____________ type of cheese. 6. Tobacco is made from __________________. 7. Tobacco seeds are planted in ________________ months. 8. Each tobacco plant yields upto _____________ leaves. 9. Flue-cured tobacco is used in the manufacture of ___________________. 10. Air-cured tobacco is used in the production of ____________________.

PA

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Beverages

L E S S O N

17 Wines

DEFINITION OF WINE Wine is an alcoholic beverage obtained from the fermentation of the juice of freshly gathered grapes. Fermentation is a chemical change in the juice of grapes, brought about by the introduction of an organic substance like yeast that converts the juice into alcohol and carbon dioxide. Fermentation is conducted in the district of origin according to local customs and traditions.

HISTORY OF WINE MAKING Wine is one of God’s choicest gifts to man and its history is almost a romance. The Old Testament in the Bible gives evidence of wine existing for ceremonial purposes, around 2500 BC, and there is definite evidence of its use in China in 2000 BC and in Egypt in 3000 BC as well. We are told by Sir John Malcohn in his first account of Persia that during the reign of King Jamshed, viticulture flourished and it is he who is credited with the discovery of fermentation. The Phoenicians from Lebanon introduced wine and its secrets to the Romans and Greeks who subsequently propagated wine making and even dedicated a God to wine—the Roman Bacchus and the Greek Dionysus. They took viticulture into the lands that they conquered. The Greeks introduced it from Southern France to the Black Sea and from Sicily into Northern Africa. There is evidence that they exported wine to Egypt. The Romans planted vines in Bordeaux, the valleys of the Rhone, Marne and Seine and along the Mosel and Rhine. They are responsible for introducing viticulture to Hungary, Germany, England, Italy and Spain. The Romans embraced Christianity and when their empire collapsed it is the Church that propagated wine making for sacramental purposes. Therefore, the clergy perfected wine making and blending into a fine art. In 1153, King Henry II married Eleanor of Aquitaine who brought along with her dowry—the provinces of Bordeaux and Gascony. In view of this a wine trade flourished between England and France. Since French wines were excellent and easily accessible, the English viticulture fell into decay.

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ABOUT WINE Basically all wines are made from grapes, which are vines of the Vitus genus, Vitaceae family. The term viticulture for the growing of grape vines comes from this Latin word. The main sugar in grapes is called fructose or grape sugar which can be fermented by adding yeast. Quality wines come from the grapes called Vitis Vinifera, which has over 4000 varieties. An important part of good viticulture is the soil. Ironically, vine does not thrive in good soil. It needs dry rocky soil that does not hold water, so that the vine roots can chase the soil below in search for moisture thereby developing the roots into sturdy well-spread undergrowth, often extending to 15 feet or more. Vines can last for fifty years. However, the soil needs to be tended like any other agricultural crop to keep the vines healthy. Vines like to grow in temperate climates between 50° – 90° F. They need warmth and sunshine to bloom and produce adequate sugar to turn into alcohol. The grapes need 120 – 150 frost-free days for them to bloom into luscious grapes. France prides itself with the perfect soil and weather for viticulture. Germany too has the right weather conditions for good wine such as the Riesling. In the Southern Hemisphere, countries like Chile, Argentina, South Africa, Australia and New Zealand can boast of such weather and from where the new generation of good wines are coming. They have found ways to drain the rain water from the soil to keep the soil dry as vines cannot thrive in too much rain. Likewise too cold a climate can be disastrous for vines. Viticulturists find slopes of hills ideal for growing vines as the slopes drain the water and prevent direct sunshine on the vines. The French term côte means slope and some famous wines like Côte d’ Or in Burgundy comes from the golden slopes of the region. Though climates are normally predictable yearly, there are microclimates that produce a perfect weather. It is those years that determine vintage years from which vintage wines are announced. Good wines are primarily made from 100% grapes of a similar variety. French wines own this distinction and are called generic wines. Others, like American wines can have a mix of grapes to give their unique flavours. These are called varietals wines. The term ‘varietals’, refers to grapes coming from countries, other than Europe.

CLASSIFICATIONS OF WINES The main classifications are: Table Wines These include Red, White and Rosé wines and are referred to as still wines as they lack carbonation. These wines are further classified as dry and sweet wines. Dry means that there is little or no sugar content. These are wines, which normally accompany a meal. The alcoholic content of these wines range between 7-14%, achieved through natural means when sugar is converted into alcohol or by stopping fermentation once 14% alcohol is achieved; or unnatural means by adding sulphur dioxide or heat.

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Sparkling Wines Wines which have carbon dioxide to make it fizzy, is achieved by pressure or re-fermentation when the carbon dioxide is captured in the bottle. Champagne is the monarch in this category. Alcohol content is less than 14%. Traditionally, champagnes come only from the Champagne district of France. Other champagnes have to use the name of the region they are from before the word champagne e.g. California Champagne. The champagnes from other countries are referred to as sparkling wines. The Italians call sparkling wines with the word Spumante, while the Germans use the words Schaumwein or Sekt. These wines are drunk on festive occasions and throughout a meal. Fortified Wines These are wines fortified by the addition of alcohol (usually brandy) either during or after fermentation. This increases the alcoholic content from 14% to 24%. Examples of these wines are Sherry, Port, Madeira and Marsala. These wines are drunk either before or after a meal. The ones drunk before a meal are called aperitifs like Sherry, Dubonnet, and Campari etc. while ones drunk after meals are called Dessert Wines like sweet Sherries, Port, Madeira and some varieties of Sauternes.

WINE GROWING COUNTRIES To understand the table below it is important to know the major wine growing regions of the world. France undoubtedly sets the lead in wine making. It has the perfect soil and weather to produce the best grapes and consequently wines of excellence. Any student of the subject would keep the French wines as the standard for wines and therefore this country has been given in detail. The Romans introduced wines to France and were the major consumers throughout the Great Roman Empire. Naturally, wine making had developed in Italy, to a great extent, to compete though not exceed the wines of France. So why are French wines greater than the rest? It is their quality control. The French wine industry established tightly drawn regulations as a concept to protect their reputation as the premium winemakers. They instituted the Appellation Contrôléé system—the first of its kind in the world. The wine grapes of France and Italy were taken to different parts of the world and replanted to compete with the French ones and to fill the demand of their local populace. For years the French wines have held on their own because the new countries did not have such a strict control system. It is only now that countries such as Argentina, United States, Australia, New Zealand and South Africa have been able to produce good quality grapes and wine. They have intruded into the traditional French wine markets worldwide making their products popular in many parts of the world. The wines in the new world therefore have the same names of French wines because the grapes varieties are the same e.g. Chardonnay, Sauvignon, Cabernet and Pinot. America had imported Italian grapes like Sangiovese, Docetto and Nebbiolo, giving some unusual combinations of wines to replace traditional French varieties.

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Winemaking countries, especially France, have specific regions which lend their names to the wines. We hear of Bourdeaux or Burgundy wines, which are actually the names of regions they come from. Within the region are boroughs, villages, côtes, counties that produce wine. The wine gets its name from these sub-regions as well. Finally we have wine houses or Chateaux that give the family name to the wine. To recognise a wine we must therefore know the family, sub-region and larger region from where the wine came from. The table below attempts to give the country, general region and sub-region from where famous wines of the world have come from. Country

Region

Counties/Boroughs/Village/Wine

France

Bourdeaux

St. Emilion, Pomerol, Lalande-dePomerol, Fronsac, Canon-Fronsac, EntreDuex-Mers, Côtes-de-Bourgh, Cote-deBlaye, Prémeres Cotes de Bourdeaux, Cotes de Castillion, Cotes de Francs, Graves, Pessac Leognan, Sauternes, Barsac, Cérons, Loupiac, Cadillac, SteCroix-Du Mont, Haut Médoc, Médoc, St. Estêpe,Pauliac, St. Julien, Margaux, Listrac Médoc,Moulis Muscadet De Sévre-et-Maine, Côte de Grandleau, Coteaux De La Loire, Coteaux de Layon, Quartes de Chaum, Coteaux deL’Aubance, Anjou, Chinon, SamurChampigny,Bourgueil, St. Nicolas-DeBourgueil, Saumur, Vouvray, Montlouis, Cheverney, Sanclere, Pouilly-Fumé, Mén’etou-Salon, Quincy, Reuilly Chablis, Côte de Nuits, Côte De Buene, Côtes de Chalonnaise, Máconnais, Beaujolais St. Amour, Juliénas, Chénas,, Moulin-áVent, Fleurie, Chiroubles, Morgon, Régnié, Brouilly, Côte de Brouilly Côte-Rôtie, Condrieu, Château-Grillet, St. Joseph, Crozes-Hermitage, Hermitage, Cornas, St. Péray, Châteauneuf-du-Pape, Gigondas, Lirac, Tavel, Vacqueyras, Côtes du Rhône Gewurtraminer, Riesling, Pinot Gris, Muscat, Pinot Blanc, SYlvaner, Auxerrois, Chasselas, Edelzwicker, Pinot Noir, Crémant d’Alsace, Vendage Tardive, Valée De la Marne, Montagne De Reims, Côte Des Blancs, Aude Coteaux D’Aix-En-Provence, Les Baux De Provence, Palette, Cassis, Bandol, Côted De Provence, Coteaux Varios

Loire

Burgundy

Beaujolais

Rhone

Alsace

Champagne Provence and Corsica

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Languedoc-Rousillon

Gascony & South West

Jura, Savoie and Bugey

Italy

Piedmont

Valle d’Aosta Liguria Lombardy Trentino-Alto Adige

Veneto

Friuli Emilia-Romagna Tuscany

The Marches Umbria Lazio Abruzzi Molise Puglia Campania

Coteaux De Languedoc, Faugéres, St. CHinian, Minervois, Limoux, Corbiéres, Fitou, CôtesDu Rousillon, Collioure, Banylus Bergerac, Montravel, Pécharmant, Rosette, Côtes De Duras, Monbazillac, Côtes Du Marmandais, Buzet, Cahors, Gaillac, Côtes DU Provionnais, Madiran, Béarn, Pacherenc Du Vic Bilh, Jurancon,Irouléguy Arbois, Côtes Du Jura, L’Etole, ChâtueauChalon, Vin De Savoie, Rousette De Savoie, Seysel, Crépy Arneis, Asti, Barbaresco, Barbera d’Alba, Barolo, Brachetto d’Acqui, Carema, Dolcetto, Erbaluce di Caluso, Favorita, Freisa d’Ast, Gattinara, Gavi, Grignolino, Moscato d’Asti, Ruché, Spanna Local brews Cinqueterre, Rossesse, Ormeasco Oltrepó Pavese, Valtellina, Franciacorta, Lugana Marzemino, Lagrein, Teroldigo; also excellent Chardonnay, Sauvigon, Caberbets, Franc, Merlot and Pinot Noir Soave, Valpolicella, Bardolino, Bianco di Custoza, Breganze, Gambellara, Piave, Prosecco di Conegliano Cabernet Sauvignon, Merlot, Collio, Schiopettino, Pinot Grigio, Tocai Friulano Lambrusco, Sanfiovese di Romagna Vino da Tavola, Bolgheri, Brunello di Montalcino, Carmignano, Chianti, Galestro, Vernaccia di San Gimihnano, Vino Nobile di Montepulciano, Vin Santo Conero, Rosso Piceno Torgiano Frascati, Candida, Montepulciano d’ Abruzzo, Umani Ronchi, Mezzanote, Trebbiano d’ Abruzzo Bombino, Trebbiano, Malvasia Salice Salentino, Copertino, Squinzano, Brindisi, Primitivo di Manduria, Taurasi, Falerno del Massico, Greco di Tufo,

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Basilicata Calabria Sicily Sardinia

Aglianico del Vulture Ciró Marsala Cannanou, Vernaccia di Oristano

OTHER SIGNIFICANT WINE GROWINGCOUNTRIES (ABRIDGED) Country Germany

Portugal

Spain

Hungary United States

Argentina South Africa

Australia

New Zealand

Regions

Popular Wines

Ahr, Mittelrhein, Mosel-Saar-Ruwer, Riesling, Silvaner, Hock, Mosel, Rheingau, Rheinhessen, Assmanhaussan Nahe,Pfalz, Hessishe Bergstrasse, Wuttemberg, Franken, Baden, Saale-Unstrut, Sachsen, Vinho Verde, Porto Douro, Dao, Port, Madeira, Vega Sicilia, Setubal, Bairrada, Oeste, Ribatejo, Buelas, Colares, Palmela, Arrábedda, Alentejo, Algrave,Setûbal Moscatel, Carvelos, Madeira Rioja,Navarra, Rias Baixas, Ribeiro, Sherry, Málaga Valdeorras, El Bierzo, Toro, Rueda, Cigales, Ribera Del Duero, Chacoli de Guetaria, Calatayud, Camode Borja, Carinena, Somontano, Terra Alta, Costers del Segre, Priorata, Taraagona, Conca de Barbera, Penedes, Alella, Ampurdan-Costa Brava, Mentrida, La Mancha, Valdepennas, Utiel-Requena, Valencia, Almansa, Jumilla, Yecla, Alicante, Binisalem Tokay, Aszú California, Oregon, Washington, Idaho, Chardonnay, Cabernet, Pinot Noir, New York State, Texas, Virginia, Seyval Blanc, Riesling, Chenin Blanc, British Columbia, Ontario Mendoza, San Juan, La Rioja, Salta, Malbec, Barbera, Sangiovese, Rio Negro Tempranillo, Cabernet, Chardonnay Olifants River, Swartland, Paarl, Chardonnay, Sauvignon Blanc, Cape Durbanville, Constatia, Stellenbosch, Reisling, Ugni Blanc, Chenin Blanc, Elgin, Walker Bay, Worcester Tulbagh, South African Champagne Robertson, Klein Karoo Western Australia, Northern Territories, Chardonnay. Cabernet, Shiraz, South Australia, Queensland, Suvignon Blanc New South Wales Auckland, Gisboune, hawkes Bay, Chardonnay. Cabernet, Shiraz, Wairarapa, Nelson, Marlesborough, Suvignon Blanc Canterbury, Central otago

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CHAMPANGE ALSACE

O

I

al ntr Ce rds eya n i R VE

DY GUN

Muscadet L

Chablis

Touraine

BUR

Anjou

Jura

R HO N E

COGNAC BORDEAUX Bergerac Armagnac

M

Fig. 17.1

ID

I

Wine Growing Areas in France

MANUFACTURE OF TABLE WINE Production Harvesting

Grapes are plucked when the density of the bloom or natural yeast on the skin taken from a number of bunches is constant, so that the grape is fully ripened and has nothing more to gain from the plant. In fact, the balance between sugar and acidity is the critical element in the harvesting of grapes. It is this balance that gives the wine taste. As far as possible, a spell of dry weather is chosen. Some wines are left on the vines a little

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longer to develop a greater concentration of sugar. From these grapes the finest sweet wines are got. Grading

Grapes are graded according to quality.

Weighing

Grapes are weighed, to determine the quantity required for fermentation.

Removal of Stalks

The ripe grapes are plucked off from the stalks. Modern methodology incorporates a destalking machine. The stalks have a bitter taste due to the presence of tannin, which should not come in contact with the juice.

Crushing

Grapes are traditionally crushed with the feet in some regions or more conveniently by mechanical presses to extract the juice called must. At this stage the wine maker uses a hydrometer to measure the specific gravity of the must, which indicates the sugar content and therefore the projected alcoholic strength. The procedure is necessary as there are laws in most countries, which specify the minimum and maximum alcoholic strength of wines. These laws allow the wine-maker to add small quantities of sugar should the must show insufficient alcoholic potential. This process of enrichment is called Chaptalization. During the crushing stage, red wine is got from red or black grapes. It is allowed to have contact with the red skin of the grapes, which imbue the red colour to red wines. In the case of white wine, they are made from white grapes or red and black grapes without the skin contact. Rosé wines get their pink colour by allowing the skins of red grapes to come in contact with the wine for a short while (usually overnight) to get the pink colour.

Sulphuring

Sulphur dioxide is added fairly early in the fermentation process to prevent air from oxidising the juice and converting the alcohol into vinegar. The air has bacteria, principally acetobactor, which is aerobic, i.e., it is live in the presence of oxygen. These acetobactors can convert alcohol into vinegar, sulphur dioxide, being hungry for oxygen, takes up the oxygen from the must to let the wine yeast which is anaerobic (able to work in the absence of oxygen) to convert the grape sugar into alcohol. Sulphur dioxide also forms a coating on the surface of the juice to prevent the air from entering the juice and thereby letting the wine yeast to do its work. It is also used to kill the wild yeasts present on the skins of grapes that may cause premature or uncontrolled fermentation. The amount of sulphur dioxide used is subject to government regulation.

Fermentation

Fermentation is the process of adding wine yeast (known in technical terms as Saccharomyces Ellipsoideus) to fresh grape juice to convert the natural sugar in the grape to ethyl alcohol. The fermentation is done in stainless steel vats nowadays against the traditional wooden vats. In this process carbon dioxide is simultaneously released making fermentation violent at first and then slow. The yeast added is 3-5% of the volume of juice. The fermentation process takes two days to two weeks according to the tradition of the house. Fermentation occurs only

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as long as there is sugar to ferment or when the alcohol content rises to 14% because at this point alcohol kills the remaining yeast. If sugar remains with alcohol content then the wine tends to be sweet. A wine is considered sweet when it has 2% sugar content. During the process the temperature is maintained between 64° and 70° F for red wines and 44° to 59° F for white wines. The lower temperatures for white wine are to give more fresh and fruity flavour to the wine. The wine-maker may control the acidity caused by grape acids by adding water or acidifying agents such as gypsum. Cellaring

Once fermentation is complete the “running wine” or vin de goutte is run off into the casks for maturing. The casks are filled to the full to exclude air. There are methods of purging the casks of any acetobacter by steaming and adding sulphur dioxide. The filled casks are put in cellars for the wine to mature. This is called “Cellaring”. The purpose of cellaring is to allow further chemical reactions with a small amount of air present in suspended particles in the wine. The suspended particles are allowed to settle to the bottom of the cask as sediment or lees. In olden times the cellaring was done down in cold caves. In recent times refrigeration has made it possible to age the wines in any climate. The casks used have a role to play in the final quality of wine. It influences the taste and texture of the wine. New wood casks are used to give the strong flavour of wood. Sometimes wine-makers may scrape the inside of used casks to get the fresh wood flavour. The period of aging the wine in casks can range from a winter season for most wines, to several years for more stable red wines, based on the type of wine being produced.

Second Pressing

The residue of pips and skin (called marc) left in the fermentation tank or vat is sent for further pressing and the resultant juice, called vin de presse, is rich in tannin and some tartrates. The wine maker may decide whether to add vin de presse to vin de goutte. The pips and skins are sent for a third pressing and the juice fermented and distilled to produce eau-devie-de-marc. We see that nothing is wasted and the sugar in the grape is completely utilised.

Racking

The wine must be separated from the lees of dead yeasts which decompose and give an odd flavour to the wine. The wine is carefully pumped into another cask without disturbing the lees leaving some wine at the bottom. This is sent for distilling into eau-de-vie-de-marc. Racking removes some acidity. The colour is also more brilliant. It is less astringent with the reduction of tannins. Flavours also blend together and smooth out. Glycerin develops, giving more smoothness and body.

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Fining & Filtration

This is the process of converting the cloudy wine into clear ‘fine’ wine. This may be done with a gelatinous substance such as isinglass (bladder of sturgeon fish), white of egg, colloidal silica, gelatin or Bentonite – a colloid clay, which collects the protein haze in the wine during its passage to the bottom of the cask. The wine may then be passed through fine filters.

Refrigeration

The young wine is pumped into a refrigeration unit to stabilise the wine.

Blending

This as an art which requires considerable experience, judgment and sensitivity. It is a legitimate, natural and honest way of improving the quality of wine. Blending is done of wines from different vineyards and different years. This process ensures a consistent quality. Many Bordeaux wines are the result of blending wines from different vineyards. True Champagne is always made from a blend of wines.

Ageing of Wine

This takes place naturally by allowing the wine to rest in oak barrels for one or two years to gain maturity and pick up a soft mellow character from the oak wood. Maturisation can be induced artificially by agitation, heating, refrigeration and electrical impulses.

Bottling

This is done before the blended wine has lost its bouquet, finesse, quality and colour. Glass bottles are the most preferred containers. Some are coloured to prevent the light from ruining the wine. Others are given shapes to distinguish them. Bottles are cleaned and dried with hot air. Cool and dry weather is chosen. There are four kinds of bottlers in France: • A vineyard bottler of no note. • A cooperative that gets together to bottle their wines. • The négociant (merchant) or négociant-éleveur (merchant breeder) who actually blends the wine for a distinctive and consistent taste and perhaps even ages the wine before bottling it. Such associations will give titles on the label as: � Mis en bouteille dans nos chais meaning “put in the bottle in out place or warehouse”. � Mis en bouteille par négociant meaning “put in the bottle by merchant or firm”. In these cases, the merchant’s reputation has been built up over the ages for consistency. • Those who establish that the wine was produced and bottled in the same place using terms such as: � Mis en bouteille au château meaning “bottled at the house”. � Mis en bouteille à la propriété meaning “put in the bottle at the property”. � Mis en bouteille au domaine meaning “put in the bottle at the place”.

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Types of Wine Bottles

1

6

2

3

7

4

5

8

9

Fig. 17.2 Types of Wine Bottles

Corking

Cork has been found to be one of the best materials to seal a bottle of wine. After 40 years, the cork tree develops a thick, spongy, semi-hard bark several inches thick. Portugal primarily and then Spain and Italy produce the best corks. Bottles are closed with fine, soft, supple cork, applying pressure with the fingers. Corks are finally sealed with Spanish wax.

Pasteurisation

Pasteurisation is the process to age the wine and free the wine from further fermentation. The wine bottles are immersed upright in double boilers with water, heated to temperatures between 180° F and 190° F. The immersion is for 1-2 minutes.

Maturing of Wine

Wine is matured in bottles. Maturing is the term used for ageing in a bottle. The period of maturing may differ from house to house. Wines mature at different rates. Some mature fast and lose their quality after that, while young wines improve with years. For example, Bordeaux and Burgundy wines are matured for 3-4 years, while Chablis is matured for 18 months. Basically, maturing is meant to bring a good acid-tannin balance. Red wines benefit the most from the maturing process. During maturing the wines may create sediment or lees in the bottle. Such wines are required to be carefully decanted into wine decanters before service to avoid the sediment from ruining the wine. White wines may form a harmless crust at the mouth of the bottle.

Storage

Wines are stored in cool conditions at temperatures of 50°-65° F. The storage area must be dark as light can ruin the wine. Lights are used only

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when they are essential. Most table wines are stored on their side in touch with the cork. The cork must remain supple to avoid it from drying out and letting in air that would oxidise the wine. The wines must be moved as little as possible before they are shipped out. Labelling

France set the first move to regulate wine production. Until the 19th century, wine trade was mostly laissez faire meaning that wines were not authenticated and approved for buyers. As a result, buyers were unsure of the source and quality of wines they bought. In 1854, Emperor Napoleon III constituted a committee of experts to officially rank the wines of two Bordeaux districts – Haut-Médoc and Sauternes, for a trade exposition. They came up with five Cru (growth areas) classifications: Premier Cru, Deuxième Cru, Troisième Cru, etc. This did not exactly rank them in quality as all were of good quality. Collectively they are referred to as the Grand Cru. This system continues till this day. Today a label will exhibit Grand Cru Classé for wines in any of the five classifications. In 1936, France gave the task of regulating wines to the Institute National des Appelations d ’Origine. They came up with laws under a term appellation contrôlée which means “name controlled”. When the label shows the term appellation contrôlée, it means that the wine is passed by the highest certification body of the alcoholic beverage industry. A label must identify the precise location of vine growth. Some may have a traditional Chateau name like Chateaux Margaux, or in smaller districts the name of the appellation contrôlée only, e.g., the Appellation Pomerol Contrôlée. Larger areas can mention the region like Appellation Bordeaux Supérieur Contrôlée, etc. Some appellations may insist on mentioning where the wine was bottled. They may insist that the bottling be done at the premises of production. This is reflected on the label such as mis en bouteille au chateau meaning that it was bottled at the Chateau itself. In 1945, france introduced a second rank of appellations under the designation Vins Délimités de Qualité Supérieure (VDQS) who classified lower brands of wines. They instituted a status called Vin de Pays which means “country wine”. Such wines must come from the region of production claimed; involve some varieties of gapes; mention the yield and alcoholic content on the labels. There are three levels of Vin de Pays: • Vin de Pays Régionaux –covering large regions such as the Loire valley (Vins de Pays du jardin de la France). • Vin de Pays Départmentaux – restricted to smaller counties. • Vin de Pays de Zone –covers wines from smaller communes within a county. Below the Vin de Pays classification are vin ordinaire or vin de table (ordinary or table wines). About 70% of the wines drunk in France are

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vin de pays and vin de table. This classification is mentioned on the labels of the concerned wines. When reading a label, the following information is a must: • The country of origin. • The region in which the wine was produced e.g. Burgundy, Bordeaux etc. • The appellation for which the wine qualifies – Appellation d’Origine Contrôlée (A.O.C.) or Vins Délimités de Qualitié Supérieure (V.D.Q.S. • The name and address of the shipper. • The name and address of the importer. • The alcohol percentage by volume. • The net contents of the bottle. The following are optional information used on a label: • Vintage • Brand name or chateau name • Source of bottling

SELECTION OF WINES The ordinary person knows that red wines go with red meats and white wines with white meats. Thankfully that sort of oversimplified categorisation is starting to become outdated and many are experimenting with a combination of foods and wines. Sometimes it seems that wines are searching all its life for the right food to ignite the fireworks of enjoyment. The food and beverage professional, therefore, has to go beyond the ordinary to be called a connoisseur of types. Wines come in great variety of types and tastes. As a professional it is important to know how to pair wines and good food to get the maximum enjoyment from the meal. But the rules are not as hard and fast many may think. The guest would be looking towards the service professional to guide him or her in the selection of wine. Pairing of wines with foods is a definite learning process. It involves the understanding of both the characteristics of food and the wine flavours. For example, Cabernet, Merlot or Zinafandel goes best with beef dishes; white wines especially Chardonnay go well with caviar; and red wines, especially Merlot go well with smoked Austrian Gouda cheese. Some prefer to choose wines that contrast with some foods as an enjoyable alternative. Here are a few things we know about how wines react with food: • A wine high in tannins (Bordeaux, for instance) mated with a food high in tannins (like walnuts) will render the wine almost undrinkable. • Protein tends to calm tannins, so a very tannic wine will be glorious with rare beef. • Delicate foods like veal or filet of sole for example, will be overwhelmed by a full-bodied red wine. By the same token, hearty lasagna will virtually cancel out a dry, medium-body Sauvignon Blanc. • Tannic wines make sweet foods taste less sweet, while salty foods emphasise tannin.

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• Salty foods mute the sweetness and enhance the fruitiness of a sweet wine. • Wines that are high in acid, taste less acidic with salty or sweet food; acidic wines can offset oil foods. To be able to reach this level of understanding of wines one must have knowledge of some basics as follows:

Types of Grapes Red wines are typically less sweet than most white wines. Red wines are associated with the grapes that they are made from. The famous grapes used worldwide for red wine production are: Cabernet Sauvignon Pinot Noir Merlot Syrah (Shiraz) Zinfandel

Bordeaux, France; California; Chile Burgundy, France; California; Oregon; Champagne, France Bordeaux, France; California; Washington State Rhone, France; Australia California

The undisputed leader of red grapes is Cabernet Sauvignon. It accounts for nearly half the reds in the market. It is noted for its aromas of fresh cut cedar and black currant. It is typically a deep coloured red wine. It is renowned for its complexity of taste from simple to exotic fruits. This complexity is the reason for its higher price in the market. The Pinot Noir grape has given Burgundy, France its reputation. The cool and wet climate of burgundy suits the growth of this grape quite well. Nobody can replicate this grape. California has come closest to growing Pinot Noir. The Shiraz grape is the most widely planted red grape variety in Australia. Shiraz wines are rich and deep in flavour; a common characteristic is a slight peppery flavour. In warm climates like Australia the Syrah grape is found to be sweeter than wine of the same nature in France. The most renowned Australian Shiraz is produced by Heshke Winery’s Hill of Graceland Vineyard and Penley Estate Wines. Shiraz goes well with meat dishes and stew. Merlot wines are produced from the plump blue Merlot grape. These grapes ripen early to produce rich wines. They are closely related to the more sophisticated Cabernet Sauvignon. Though grown all over the world, its fame originates in Bordeaux, France. Zinfandel is a variety that has been important almost exclusively in California. Zinfandel can make solid red wines with good fruit and structuring. It was popular with American winemakers during prohibition, because its thick skin allowed the grapes to be shipped out for export without damage. It has fruit flavours with spicy overtones. White wines are a popular choice for table wines. The popular grapes for white wine are: Riesling Sauvignon Blanc Chardonnay Albarino

Germany; Alsace, France; New York State Loire Valley, France; Bordeaux, France; New Zealand; California (Fume Blanc) Burgundy, France; California; Australia, Champagne, France Spain

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Chennin Blanc Gewürztraminer Pinot Grigio Pinot Gris Sémillon Viognier

Loire Valley, France; California Alsace, France. Italy Alsace, France Bordeaux (Sauternes) France; Australia Rhone, France; California

Of these there are two that are very popular: Chardonnay finds its origin in Burgundy, France. It is the most popular white wine grape. It has a neutral flavour with hints of a soft apple quality and a lemony acidity. Chardonnay is blended with Pinot Noir and Pinot Meuier to produce the sought after champagne. Sauvignon Blanc is a green grape and is the second most popular white wine grape. It has its origins in Bordeaux, France specifically in the upper Loire Valley. It is pale, light and acidic wine emitting a delicate perfume aroma. Sauvignon Blanc can produce an array of fruit flavours depending on the vinification of the wine. Flavours range from sour green fruits to exotic fruit such as mango. Comprehensive List of Grapes in France Region

Grape Variety Grown

Bordeaux

Cabernet Sauvignon, Cabernet Franc, Merlot Noir, Petit Verdot, Carmenére Cot (Malbec), Sémillon Sauvignon Muscadelle, Sauvignon Blanc Pinot Noir, Pinot Gris, Pinot Blanc, César, Tressot Noir, Chardonnay, Aligoté, Gamay Noir, Jus Blanc, Puliginy, Meursaur. Pinot Blanc, Auxerrois, Riesling, Pinot Gris, Gewürztraminer, Sylvaner, Chassels, Muscat Ottonel, Chardonnay, Pinot Noir Gamay Noir Ploussard, Trosseau, Savagnin, Pinot Noir, Chardonnay. Altesse, Chasselas, Jaquere, Molette, Verdesse, Conget, Mondeuse Blanche, Mondeuze Noir, Persan. Grenache, Cinsault, Carignan, Mourvèdre, Syrah, Bourboulene, Ugni Blanc, Grenache Blanc. Syrah, Mourvèdre, Grenache, Cinsault, Iledonet Pelut, Carignan, Macabeau, Macabeau Blanc, Tourbat Blanc, Marsanne, Rousanne, Vermentino Blanc. Chenin, Sauvignon, Cabernet Blanc, Grolleau, Pineau d’Aunis, Malbec. Mourvèdre, Aubun, Counoise, Bouboulenc, Tibouren, Calitor. Biancone, Nielluccio, Riminese, Sciaccarello, Vermentino, Ugni Blanc or Rossola, Carignan, Cinsault, Claurette, Grenache, Syrah, Mourvèdre Alicante-Bouschet Marsanne, Rousanne, Viognier, Syrah.

Burgundy Alsace Beaujolais Jura Savoie & Bugey Languedoc Rousillon Loire Provence Corse Rhône

Aroma Another essential feature of selection of wines is the aroma. Each wine gives an aroma that stimulates appetites, moods etc. Wine glasses are traditionally round bowled to allow the wine to

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be swivelled to extract the aroma as the first step in experiencing a wine. The aroma can range from fruits, spices, wood or even leather. Wine tasters go to lyrical lengths to describe the aroma as shown in the next section in describing popular brands.

Flavour/Taste The differences in flavour and variety are a result of the grapes used to make the wine and the fermentation/aging process. The diversity of grape’s flavour composition is not only a result of the grape colour but also of the diverse pulp and skin. There are five main characteristics of wine that impact its taste and flavour: Acidity: The prominent acid in wine is tartaric. The acidity in the wine is necessary for two reasons 1) it gives young wines a fresh feel and 2) it is essential for the aging of older wines. Dry-sweetness continuum: This relates to the amount of natural sugar still present in the wine. If the natural sugar is completely depleted, it is referred to as ‘dry’ like Chablis. Fruit: Most wines are described by tasters by hints of a specific fruit e.g. Passion fruit, raspberry, gooseberry, guava etc. Wood: Oak is the wood of choice for fermentation. When wines are maturing, the oak passes on its distinct flavour to the wine. Tannin: Tannin enters the wine via two main sources 1) the grape skin (in fermentation) and from barrels (when aging). Tannin is responsible for giving wines like Cabernet a scratchy sensation. Wine is tasted at four levels of experience: Tip of the tongue that initiates a first experience The middle palate gives the main experience. The back palate identifies texture like smoothness. Aftertaste that leaves you with the lingering taste well after the wine has been drunk. A connoisseur will be able to identify the experience at all of the four stages. It is interesting that the same sip of wine can have a different effect at all four stages of taste, as is amply illustrated in describing the different wines in the following section.

Identification The name of the wine itself identifies the type of wine expected. For example, a Calvet, a Sauvignon or a Blanc identifies the vineyard (Calvets); the grape (Sauvignon); and the type of wine (Blanc) meaning white wine. France identifies its wines by the vineyard and the region e.g. Entre Deux Mers, Baron Rothschild establishes the region (Entre Deux Mers) and the vineyard Baron Rothschild. In other countries, they identify the wine by the grape as they have mostly tried to imitate the French wines and the vineyard. So we have, for example, Mathew Lang Shiraz-Cabernet. This Australian wine identifies the vineyard (Mathew Lang) and the grape, or in this case, a blend of grapes (Shiraz-Cabernet). One will note the absence of the region in Australia. It would be interesting

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to learn that grapes that are grown outside of Europe are called “varietal grapes” as they are at best copies of the originals. There are perhaps over forty varietal grapes worldwide trying to vie with the best from Europe.

SERVICE OF WINES (THE GOLDEN RULES) • Well-chilled young, light wines should be served before the more mature, rich or full-bodied wines served at room temperatures. • Most meals begin with dry whites, then reds, then sweet whites, except in the case of a starter like fois gras, which pairs well with sweet whites. • Have a sip of water or some bread in between wines. • Do not serve dry white wine with sweet foods or any foods that have a sweet sauce. • Dry whites go well with seafood. • Serve red table wines with red meats and game. • Rosé wines may be served with any food. • Serve aperitifs with hors d’ ouvres and soup. • Serve dessert wines with dessert or coffee. • Sparkling wines are perfect for all uses especially celebrations. It can be served throughout the meal. • Serve white wines and sparkling wines chilled. • Some dishes/food will not go well with almost any wine, so do not try to struggle. • Some local wines match well with local food.

WINE-TRADE TERMS • • • • • • • • • • •

Age or Ageing Aperitif Aroma Bouquet Brut Carbonate Cask Chambre Demi Sec Doux D.O.M.

• Frappe • Liqueur

Maturing in wood casks or bottles French term for alcoholic appetiser Taste in the mouth Aroma in the glass or bottle French term for dry wine To aerate with carbonic Acid. Wooden containers like Oak. To bring the wine to room temperature Medium dry Sweet Deo Optimo Maximo in Latin, meaning “To God most good and most great”, written on Benedictine liqueur bottles. Crushed ice Distilled spirit aromatised with fruits, herbs and beans.

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• Proof • • • • •

Rosé Sec Schaumend Vine Vintage

Standard of strength i.e. 200 proof is equal to approximately 10% of alcohol. 500 Under Proof is equal to 75% approximately. French for pink Dry German for sparkling Spanish for wine Wine made in a vintage year.

FAMILIARISATION WITH WINE TERMS It will be interesting to read and understand the descriptions given by wine tasters, using some terminology as given below: Acetic

All wines contain acetic acid (i.e., Vinegar). Normally the amount is insignificant and may even enhance flavour. At less than 0.10% content the flavour becomes noticeable and the wine is termed acetic.

Acid/Acidity

Acid is a term used to describe a tart or sour taste in the mouth. Acidity is the term used on labels to express the total acid content of the wine. The acids referred are citric, lactic, malic and tartaric. Desired acid levels in dry white wines falls between 0.6% and 0.75% of the wines volume. Sweet wines should not be less than 0.70% of the volume.

Aftertaste

Also referred to as ‘finish’. It is a term used to describe the taste left in the mouth after swallowing the wine. Terms for aftertaste are: harsh, hot, soft, lingering, short, smooth, tannic or non-existent.

Aroma

Also referred to as ‘bouquet’ or ‘nose’. The intensity and character of the aroma can be assessed with nearly any descriptive adjective – appley, fruity, fresh, etc. It usually refers to the smell of the particular grape variety. The word ‘bouquet’ is usually restricted to describing the aroma of a cellar-aged bottled wine.

Astringent

It is descriptive of wines that have a rough, puckery taste. It is usually attributed to high tannin content.

Balance

Denotes harmony of wine elements, e.g., acid balances the sweetness; fruit balances against oak and tannin content; alcohol is balanced against acidity and flavour. Wines that are not in balance are acidic, cloying, flat or harsh.

Berrylike

It equates with ripe sweet fruity qualities of blackberries, raspberries, cranberries, gooseberries and cherries. The aroma and taste of red wines, particularly Zinfandel, are often partly described with this adjective.

Bitter

One of four basic tastes of salty, sour, bitter and sweet. A major source of bitterness is the tannin content of a wine. Some grapes like Gewürztraminer or Muscat have a distinct bitter edge.

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Body

This is the effect on the taster’s palate, usually from a combination of alcohol, glycerin and sugar content. It is often described as ‘full’, ‘meaty’ or ‘weighty’.

Cedar

An aroma often found in fine red wines.

Complex

Refers to many layers of flavours.

Creamy

Refers to ‘silk-like’ taste component of wines subjected to malolactic fermentation as opposed to the ‘tart/crisp’ description.

Crisp

Used especially in white wines of the Loire region to describe a pleasing tartness, acidity.

Delicate

Any wine demonstrating somewhat mild, but attractive characteristics.

Dry

Description of wine made deliberately to possess little or no sweetness – containing less than 0.5% residual sugar.

Floral

The aroma of flowers in wine mostly found in white wines.

Fresh

The wine has lively fruity acidity, maybe a little bit of acid, as found in youthful light reds, rosés and most whites.

Full-bodied

Fills the mouth; has a winey taste; and has a presence of alcohol. The wine has weight on the tongue.

Grassy

Slightly vegetal-tasting undertones, often part of the overall character of Sauvignon Blanc.

Harsh

Refers to very astringent wines, usually with high alcoholic component, often having a rough rustic taste characteristic.

Oaky

The taste or aroma of freshly sawn oak.

Peppery

Term used solely applied to ‘spicy’ wines, such as Gewürztraminer among the whites, or the red Rhône Syrah and Australian Shiraz wines.

Soft

Generally has low acid/tannin content. Also describes wines of low alcohol content.

Structure

It is the term for overall flavour.

Tannin

A naturally occurring substance in grape skins, seeds and stems. It is primarily responsible for the basic “bitter” component in wines. It acts like a natural preservative.

Tart

It means Acidic. It is same as ‘sharp’, ‘sour’ etc.

Taste

Refers to the basic sensations delectable by the human tongue. Current scientific opinion defines these as ‘sweet’, ‘salty’, ‘sour’, and ‘bitter’. These are flavours registered by the tongue receptors.

Vanillin

It is a component contributed by oak wood barrels. It adds sweetness.

Well balanced

Contains all of the essential elements – i.e. alcohol, flavour, acid and astringency.

Woody

Same as oaky

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POPULAR WINE BRANDS This section is meant to get students familiar with the names and description of wines from different countries. While these wines are not the exhaustive list of wines it gives the reader a flavour and familiarity with wines from different regions of France and countries. Regions and countries almost every year try to create new blends. It is not uncommon to find some wines declassified, meaning that it is not in production anymore.

FRENCH WINES Bordeaux-White Wines Medoc Calvet, Sauvignon Blanc - It has an aromatic nose leading to a complex exotic fruit salad of flavours on the palate: mango, grapefruit and passion fruit with a twist of citrus. It is a dry wine. Châteaux Loudenne, Bordeaux Blanc - A Medoc wine that pioneered the practice of skin maceration to extract the maximum aroma from the grapes. It is widely recognised as one of the best Bordeaux whites.

Entre Deaux Mers Entre Deaux Mers, Baron Philippe de Rothschild – This wine comes from the illustrious Rothschild cellars. It has mainly Sauvignon Blanc with light and aromatic flavour. It has soft acidity not normally associated with the grape. Calvet Reserve, Bordeaux Blanc – It is a dry white wine with a fresh and aromatic flavour. It has a higher percentage of Sauvignon Blanc with firm acidity and a lingering finish. Mouton Cadet, Bordeaux Blanc – It has a fresh taste and consistency of style.

Bordeaux Red Wines Medoc and Haut Medoc – Calvet Claret - A modern wine made from a careful selection of fully ripe grapes. Deep red in colour it has berry flavours on the nose, juicy ripe fruit on the palate with soft tannin adding soft structure not astringency. Médoc, Calvet - A wine with blackcurrant fruit flavour with a good body and characteristic fullness on the palate. It goes well with steaks and game. Château Lalande, Medoc - Produced in a small estate in the north of Médoc, the blend includes a relatively high proportion of Malbec which gives the wine lots of fleshy fruit and an interesting spicy, tobacco-like note. It is a full-bodied wine. Chateau Loudenne, Médoc - One of the most beautiful small properties in Bordeaux, making very traditional wines. It is deep colour, ripe berry fruit flavour and some complex vegetal spicy notes. It requires 6-12 months of cellaring. Chateau Chasse Spleen, Moulis - It is an expertly made wine from the inland village of Moulis. Traditional methods and a perfect outcrop of gravel soil combine to give a wine that is frequently compared to the cru class and is often one of the best buys in Bordeaux.

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St. Emilion St. Emilion. Calvet - It has a powerful bouquet, ripe and fruity but also with notes of spice and truffles. It is full bodied but less firm and tannic than Médoc. St. Emilion, Baron Philippe de Rothschild - It truly captures the essence of St. Emilion blends. It is warmer and softer than the Pauillac vastly popular with the new generation. Rothschild Bordeaux Rouge - It has fruity smooth style characterised by the producer’s reliability. Calvet Reserve, Bordeaux Rouge - It is blended and then aged in oak casks for a year. This full- bodied wine is rich in raspberry and blackberry aromas. The long fruity and even spicy finish is the perfect match for roasted meats (or with a sauce); game, as well as mild cheeses. Mouton Cadet, Bordeaux Rouge - The original branded wine created by Rothschild estate in the 1930s. The wine is extremely well made using modern techniques.

Graves Graves Rouge Baron Philippe de Rothschild - This wine captures the true flavour of the Graves region. It is gastronomically somewhere between Médoc and St. Emillion. Château Olivier, Cru Classé - Simply a great little wine! It has a lovely bouquet of mocha, chocolate and redcurrants interwoven with creamy oak. Chateaux Cap de Merle, Bordeaux Supérieur - It is blended to 25% with Cabernet Franc. The wine is fat and ripe with a well-integrated tannic structure. Chateau Saint Germain, Bordeaux Supérieur - It comes from the grapes grown on the Côte de Blayes. It has a high proportion of Merlot in the blend, which gives it a deep colour and a wine which is smooth and full bodied on the palate. It is nicely balanced with a long elegant aftertaste. Chateau Fourtanet, Côtes de Castillon - The Castillon district is emerging strongly in the last decade with growers from nearby St. Emilion and Pomerol moving in. Like St. Emilion, the wine has a very full, almost scented nose, very rich and attractive fruit and a supple, long finish. Domaine de Chevalier, Cru Classé - The wine is a blend of 65% Sauvignon, 30% Merlot, 2% Cabernet Franc and 3% Petit Verdot. Not yielding much on the nose, but dense and concentrated on the palate with great length. Chateau Fieuzal, Pessac - This wine has a jammy, extracted style. Strongly oaky and a bit coarse but there is quite impressive weight. Chateau La Mission Haut-Brion, Cru classé - A huge wine with beautiful depth of black fruit, tobacco and minty notes, followed by classy purity and length. Château Haut-Brion - This wine is full of mocha, cherries and damsens all joining in a splendid wine.

St. Estephe Château Tour de Pez, St Estephe - It is long-lived claret. As it ages, it opens into a succulent and complex wine.

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Pauillac Réserve de la Comtesse, Pauillac - It is the second wine of finesse of Pichon Lalande with a powerful Cabernet fruit. Chateau Lynch Bages, Pauillac - This ‘Lunch bag” wine is a very popular wine. It is a cru class wine made under the stewardship of Jean-Michel Cazes and family. Splendidly rich and oozing masses of fruit with a minty and licorice core. It is a fine wine for restaurant service. Chateau Pichon Lalande, Pauillac - A traditional cru class wine that gradually opens in the glass to reveal a wonderful labyrinth of fruit, spice, cedar and dark chocolate. Pauillac. Baron Philippe de Rothschild - It is a powerful cabernet with a black currant flavour.

St. Julien Chateau Talbot, St. Julien - It has a fruity smooth style, blended with a high percentage of cabernet. It is one of the best values in the Cru Class.

Burgundy White Wines Chablis Closer to the Loire than the rest of Burgundy, this region makes a unique style of Chardonnay. Chablis should be very dry, with clean mineral-like flavours at the front of the palate; but then at the back of the mouth, it should open up to reveal sweet, ripe concentrated chardonnay fruit. This should linger on the palate long after the wine has gone. Chablis, Moreau & Fils - This wine has all the required characteristics of Chablis as described above. It is produced by the largest and most important house in Chablis called Domaine J. Moreau & Fils. Chablis 1er Cru “Les Vaillons”, Moreau & Fils - This 1er Cru Vaillons is a powerful but subtle wine, with characteristic dry, steely flavour; it is full bodied with a long and complex aftertaste. The best feature of this wine is the richness. Chablis Grand Cru “Les Clos”, Moreau & Fils - When the Grand Cru vineyards are pointed out in Chablis, you can see at once what makes their wines so special. The seven Grand Crus sit in a perfect south-west facing amphitheatre above the river Serin, the grapes are always very ripe. It is green/gold in colour, brilliantly clear, an attractive chardonnay nose, fine, elegant palate with good balance and a rich, powerful finish, a wonderful wine that is better tasted than described.

Burgundy Meursault, Moreau & Fils - Like well-produced Chablis, Moreau also have interests in the Côte d’ Or. Light golden in colour; rich full bouquet reminiscent of hazelnuts and honey; mellow and full-bodied in the mouth with subtle oak overtones. It is a wine that gains in richness and depth as it ages.

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Puligny Montrachet, Antonin Rodet - If the Meursault gives us richness and bitterness, then Puligny has more bite, more floral characters and vivaciousness. But this is not a light wine, concentration and length of flavour highlight great quality. Bourgogne Blanc, Faiveley - Faiveley produces a Bourgogne Blanc as it were a cru wine. The wine is rich, broad and soft with melon, fresh mint and light oak flavours. Chassagne Montrachet 1er Cru “Les Morgeots”, Faiveley – It is powerful and expressive, showing signs of development. Savoury new oak dominates on the nose at first revealing the true complex Chardonnay fruit. The palate is creamy, with notes of smoky bacon. The finish seems to be never ending. Mâcon Villages Les Florières, Cave de Lugny - A best value Burgundy money can buy. Expressive floral nose as the name suggests, with a mouthful of soft, juicy melon and apple fruit. It is closer to Chablis in style than Côte d’ Or. Pouilly Fuissé “Les Pièrres Blanches”, Cave de Lugny - This wine is the jewel of the Mâconnais region. This example of the leading Co-op in Burgundy has immediate appeal, bursting with peach, melon, hints of honey and notes of almond. The finish has a well-defined mineral edge.

Burgundy-Red Wines Côtes de Beaune Château de Mercy, Bourgogne Hautes Côtes de Beaune - A traditionally made, exceptionally good value Burgundy. It has a brilliant ruby colour, delicate raspberry and blackcurrant fruit. It is a light elegant wine that will work extremely well with lamb dishes. Beaune 1er Cru, “Clos de la Feguine”, Domaine Jacques Prier - One of the great names in Burgundy, Jacques Prier owns some of the finest parcels of the top vineyard in the region. The grapes are hand picked and essentially handmade in tiny quantities, Powerful black currant and strawberry fruit, but subtly oaky and complex. This wine has a surprising concentration and length of flavour. Bourgogne Pinot Noir, Faively - Well-made and very typical red Burgundy, from old vines which give better concentration and colour. It is a delicate wine with aromas of cherry and redcurrants. Well-balanced, with light mint oaky notes, but fresh and youthful in style.

Côtes de Nuits Nuits Saint Georges “Les Argillats”, Faiveley - This is the village you will find in Domaine Faiveley. Little surprise to learn that the wines from Nuits are the best. Les Argillats wines have a rare softness among nuits St. Georges displays soft voluptuous fruit, structured but soily tannins and finishing with immense power. Gevrey Chambertin, Faiveley - Muscular and powerful. The most structured of the Côtes de Nuits reds displaying cassis, plums, griottes cherries and violets. With firm yet ripe tannins this wine is a match for lamb, beef and especially game dishes.

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Beaujolais Beaujolais Domaine Sandar - Domaine Sandar is the home of the Mathelin family and gets their optimum attention. Gamay grape rarely tastes as vibrant and juicy as this with loads of raspberry flavour. Beaujolais Villages, Château Gaillard - These villages have just a little more backbone and body than the straight Beaujolais, so it is often a better bet when the wine has is to go with a meal. The vibrant fruitiness that distinguishes the appellation is still there, but backed up with a little more structure. Brouilly, Domaine de Sorbier - The southernmost of the Cru villages of Beaujolais. Granite soils give the Gamay grape more depth and flavour. Domaine de Sorbier is full of sweet, juicy flavour and vigor which is best enjoyed young. Morgon, Château Gaillard - The most full- bodied of the Beaujolais. The ripe, fruity character is less pronounced than in other wines but it does have a flavour of wild cherries and some soft tannin which make it excellent with casseroles and red meats. Fleurie, Domaine de Grands Rochaux – Has an elegant nose with hints of violet; redcurrants and brambles on the palate. It ages well.

Alsace Gewürztraminer, Cave de Ribeauvillé – Typical spicy nose of lychees and rosewater. Rich on the palate, balanced, gentle with grapefruit like acidity. The perfect aperitif, and ideal with foods that have been slightly spiced. Riesling, Domine Zind-Humbrecht – Pale yellow green in colour. The nose develops grapefruit aromas, without the usual bitterness associated with citrus fruits. The palate is clean, medium light weight and finishes dry, with fine balance, showing classic Riesling varietal character.

Rhône White La Vieille Ferme Blanc, Côte du Leberon – A peripheral Rhône appellation that blends the Marsanne and Rousanne to offer a fruity wine with bold flavours of apricot with and a slightly nutty finish. Côte Du Rhône Blanc “Belleruche’, Chapoutier – Primarily a blend of Marsanne and Rousanne. Belleruche has a soft, fruity style, with peach and honey flavours.

Rosé Tavel Rosé ‘L’Espiègle’ – Grenache, Syrah, Cinsault grapes with floral aromas and hints of fresh almonds and especially crushed red fruit. An ideal partner to Provencal cuisine, lightly spiced exotic dishes and cold meats.

Red Côte du Rhône Domaine du Chêne – It bursts with fresh berry fruit and has soft tannins, a crisp acidity and notes of cool liquorice.

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Côte du Rhône, “Parallele 45” – Intense and complex with red fruit aromas (raspberry) uplifted by spicy notes of pepper and coriander. Crozes Hermitage, Domaine Thalabert – Rich and very complex, with aromas of very ripe blackcurrant and blackberry; pepper and coriander; and a slightly herbal liquorice touch. Superb sensation of fullness and body. Coudoulet de Beaucastel, Côte du Rhône, Perrin – The worlds best producer of Châteauneuf du-Pape brings this blend of Mouvédre and Grenache (30%), Syrah and Cinsault (20%) Clos de l’Oratoire, Châteauneuf-Du-Pape – Small yields and lots of sunshine make this a big wine. Spicy, Herby and even floral flavours, high in alcohol and extract. Château de Beaucastel Châteauneuf-du-Pape – Has aromas of blackberry fruit intermixed with cassis, licorice, roasted meats, leather and truffles It has a complex blend of 30% Grencahe, 30% Mourvèdre, 10% Syrah, 10% Counoise and 20% other varieties. Hermitage ‘La Chapelle’- It is intense, complex, slightly wooded, very rich, with hints of spice and very ripe wild berries. Syrah develops with age to give a herbal, truffle bouquet that will accompany all the finest recipes for game.

Loire Muscadet sevre et Maine, Chèreau Carré – A classic bone dry Muscadet from the Melon de Bougogne. A great accompaniment to all shellfish. Muscadet Sur Lie, Domaine de Bois Bruley – A wine where the lees is aged. Poullly Fumé, Domaine Pascal Jolivet – Pascal’s Pouilly vineyards are set high in the hills and benefit from exposure to ripening sunshine. The resultant fruit gives citrus and gooseberry flavour with a heavy smoky character. Sancerre, Domaine Pascal Jolivet – Sancerre is the Jolivet signature. It is ripe and fresh with gooseberry notes and a lingering finish.

ITALIAN WINES Portobella Bianco - Great party or house wine. It has a big bottle of very easy drinking wine. Well made though, with good fruit and pleasing acidity. Lamburusco Bianco ‘Gina’ - The simplest of wines to enjoy – very light in alcohol, medium sweet, fruity style and a delightful prickle of fizz. Soave Classico, Casa del Coppiere - Light straw colour, dry fresh with a well-balanced palate showing the typical, slightly bitter style of the soave grape. Orvieto Classico Secco, Cantina Boccantino - The Malvasia grape gives Orvieto a delicate slightly grape nose, dry and light with notes of pear on the palate. It is ideal with white meats, fish and antipasta. Alpha Zeta Soave - The wine has good colour and the ripe, perfumed nose with hints of apple and almonds. Good weight and richness on the palate. Light and fresh this is an ideal aperitif or party wine, for drinking on its own or with light starters.

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Alpha Zeta Chardonnay - The wine has good colour and a ripe nose that mingles flavours of melons and nectarines with a toasty, biscuity character. It has good weight and richness on the palate, with a lovely purity of flavour, nice balance of oak and very good length. It proves what can be achieved in Verona if yields and contained and the fruit is allowed to achieve full ripeness. Although excellent on its own, it is even better with food, especially more weighty vegetarian food. It is an ideal partner for fish dishes and mild cheeses. Frascati, Casa del Coppere - The perfect aperitif and accompaniment to shellfish. Italy’s Muscadet is dry and delicate with a pleasant acidity. Galestro, Ruffino- When the white grape trebbiano was prohibited from being used in Chianti under the DOCG regulations, Galestro was created to use these vines. Although it is only Vino da Tavola, the blend contains Chardonnay and Vernaccia and is concentrated, well-balanced and highly recommended. Pinot Grigo, Corte Giara - Good but inexpensive Pinot Grigio is highly fashionable these days, from the Veneto region. It is medium weight, with floral with mineral-like fruit. The wine has a long and clean finish. Villa Antinore Bianco - Brilliant pale straw colour with intense flowers’ aromas. On the palate is fresh and soft. Libaio, Ruffino - Libaio is modern style Italian wine, grown atr altitude to preserve the fruit in the grape. Made from 90% Chardonnay and 10% Pinot Grigio, it is wonderfully elegant, fruity and dry. Gavi di Gavi, Cossetti - Brilliant example from this quality oriented small grower. The local Cortese variety makes this a dry, elegant, medium weight wine with peach blossom, orange peel, and a hint of creaminess on this long finish.

Rose Cipresseto Rosato Antinori - Cipresseto is produced with 85% Sangiovese (Chianti verity) and 15% Canaiolo, from the vineyards on the Tuscan hills. It is brilliant in colour with fresh cherry and raspberry flavours, dry but soft on the finish. The wine is superb with risottos, rich seafood and light meat dishes.

Reds Portobello Rosso - Big bottle ideal for parties or as a house wine. It is light and easy to drink with bits of cherry flavour. Lambrusco Rosso Emilia, Contessa Matilda - A very unusual wine; it has a slightly sweet fizzy red… This may sound odd, but in fact it is a very attractive and drinkable wine, the alcohol is light and the acidity good. It can be drunk on its own as a aperitif. Bardolino Classico Casa del Coppiere - Bardolino is a very pale red, very similar to Valpolicella with notes of cherry fruit and a bitter almond finish but lighter and more delicate. It is great on its own or with salads and seafood. Valpolicella Classico, Casa del Coppiere - Light ruby colour classic from the vineyards surrounding the city of Verona. Soft fruity bouquets, hints or cherries, well balanced with a hint of bitter almond flavour characteristics of good Valpolicella.

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Montepulciano D’Abruzzo, Cantine Boccantino - A simple and enjoyable light red from the region of Abruzza, where Montepulciano is a grape, not a place. It has a lively ruby colour, is well balanced, dry and fruity with light tannins, served relatively cool, say 14 degrees centigrade, to enjoy it at its best. Alpha Zeta Valpolicella - Top quality fruit is used here. The blend is actually put together by a New Zealand winemaker, who uses his modern skills to retain all the fruit flavour so often missing in Valpolicella. Chianti, Cantina della Tore - A Chianti with a fruity style designed for drinking young. It is Ideal with simple grilled meat. Chianti Classicao Aziano, Ruffino – This wine is very serious but exceptionally good value Chianti from the estates around Villa no, the home of the Ruffino family. It has a deep ruby colour, with a bouquet of cherries, bitter chocolate and tobacco. On the palate, there is complex fruit, the finish is soft, almost velvety, and typical of a good Sangiovese. Villa Antinori Toscana - Villa Antinori has a deep ruby red colour with garnet tones, rich in extracts and tannins yet balanced, soft and stylish with a fine, lingering finish. Reserva Ducale, Chianti Classico Ruffino DOCG - One of the very top Chiantis. It has a brilliant ruby colour, just fading to bricky, orangey colours. The nose is powerfully floral; violets and rosés, very full and dry on the palate, raspberry fruit and spicy liquorice notes. Firm and concentrated finish will age well but enjoy now with roast meat and game. Poggio San Polo, Rosso di Montalcino - The wine is aged for 15 months in Slovenian oak barrels, then aged in bottle for 3 months before release. It is deep coloured with good intensity of fruit and excellent balance and length, served at 180-200 C. Barolo DOCG, Cossetti - Deep ruby-garnet colour. Big chewy mouthfuls of generous, sweet, ripe fruit, hints of rosé, aniseed, and juniper. The tannins are supple and the finish rich and lingering. It is a classic accompaniment to rich Italian meat dishes. Brunello di Montalcino, ‘II Grepone Mazzi’ - A very big red wine from the Brunello grape, a very high quality clone of the Chinati’s Sangiovese. The wine has been aged in wood which has softened it and added oaky and spicy flavours to the concentrated ripe fruit. A memorable wine that will more than match the richest desires.

SPANISH WINES White CVNE Rioja Bianco - A fresh smooth youthful wine with delicate flavours of the Viura grape. Served chilled as a delicious accompaniment to fish or hors d’oevres. Torres Vina Sol - 100% parellada, fresh fruit aromas with delicate spiciness. Smooth crisp on the palate, lots of fruit right to the finish. Faustino VII Rioja Blanco - 100% Viura; clean, fresh flavours of apples, pears and herbs.

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Rose Faustino VII Rioja Rosado – It is from the El Prado vineyards, 20% Garnacha and 80% Tempranillo. Lots of crisp berry flavours with great vitality.

Red Torres ‘Sangre de Toro’ - A fine traditional wine made from Garnacha and Carignen. It has rich and spicy Mediterranean aromas of herbs and ripe fruit with lovely liquorice note in the finish. Torres Coronas - Temperanillo and small percentage of Cabernet to add body. It is light in colour, medium bodied, berry fruits on the nose and palate. Light smoky notes of oak and again a spicy liquorice note typical of Torres wine. Rioja Tinto Crianza - A light modern style of Rioja which after just one ear in barrel has only a trace of oak on the palate. On the other hand, it has a sweet raspberry fruit from the Tempranillo in abundance. Torres ‘Atrium’ Meriot – The wine has an attractive dark cherry colour. The Meriot carries an intense and generous aroma, with hints of mature fruits. The palate is ample and well formed, with excellent tannin balance and fruit laden roundness. It is ideal with smoked meats and game. Torres Gran Coronas - The Gran Coronas is 85%, Cabernet Sauvignon with Temperanillo making up the balance. It is a reserva wine with longer aging than the more simple style of Coronas. Dark cherry in colour, extremely ripe bouquet with hints of chocolate, leather and wood smoke, it has a long supple finish. A great wine that will go with any meat bit is great with a good steak. Torres Mas La Plana - From the Mas La Plana estate, this is one of the world’s greatest Cabernets, rivaling in concentration and complexity the great wines of Bordeaux and Australia’s Coonawara. Faustino V Rioja Reserva - Deep cherry Red, it has spice and licquorice interwoven with vanillin on the nose and a soft broad taste on the palate.

PORTUGUESE WINE Allianca Bairrada Blanco – a white wine from the Central Bairrada region ideal with salads, seafood and chicken. Allianca Bairrada Tinto – a smooth Bairrada red. Mateus Rose NV –lightly sparkling and off dry, ideal with oriental cuisine.

AUSTRALIAN WINE Mathew Lang Matthew Lang Semillon-Chardonnay – a blend of floral and fruit aromas making it ideal accompaniment for salads and white meat Matthew Lang Shiraz-Cabernet – The blend of two grapes gives the wine a berry and minty flavour.

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Lindemans Lindemans Bin 65 Chardonnay – an award-winning wine. Lindemans Bin 50 Shiraz – a red wine with spicy sweet Shiraz fruit, supple tannins and oak flavours ideal for steaks and pasta dishes. Lindemans Bin 45 Cabernet Sauvignon – a traditional Australian Cabernet with ripe berries and dark chocolate flavour complemented by cedar oak.

Penfolds Penfolds Rawson’s Retreat Semillon-Chardonnay – dry wine with creamy toasty flavours and vanillin oak. Penfolds Rawson’s Retreat Cabernet-Shiraz – It is an old-fashioned deep coloured Aussie red with hints of chocolate and blackcurrant. Penfolds Koonunga Hill shiraz-Cabernet – a classic Aussie blend with cassis flavours in the fore palate and spicy shiraz in the mid palate.

Rosemount Rosemount Semillon-Chardonnay –a bright lemon yellow with an aroma of fresh tangerine peels and ripe peaches. Rosemount Shiraz-Cabernet - a deep, plum red colour with a purple rim. It has an aroma of spice and black cherries and a taste of blackberry and dark plum. Rosemount Cabernet-Merlot – a ripe berry and plum aroma and taste. Rosemount Chardonnay – straw yellow in appearance with an aroma of peach, melon and citrus with a taste of tropical fruit with a creamy background. Rosemount Sauvignon Blanc – a gooseberry aroma and a taste of kiwi and green gooseberry. Rosemount Shiraz – has a bright plum appearance with a purple edge. IT has an aroma of spices, brambles and dark plums. It also has a fruity taste. Rosemount Cabernet Sauvignon.– with a fresh berry aroma and a taste of blackcurrant with an aftertaste of wood smoke and ripe summer fruits. Rosemount Show Reserve Chardonnay – it has an aroma of white peach and cream. It has a taste of melon and red apple. Rosemount Show Reserve Shiraz – A deep red coloured wine with a purple rim. It has an aroma of mulberry and spice and a taste of fruit. Rosemount Balmoral Syrah – a deep purple colour with an aroma of plum and blackberry fruit and taste of spice, cloves and berry fruit.

Scotchmans Hill, Geelong, Victoria Swan Bay Sauvignon-Semillon, Scotchmans Hill – white wine with the aroma of green capsicum, fresh cut grass and gooseberry. Ideal with Oriental foods. Swan Bay Shiraz, Scotchmans Hill – has an aroma of mint, liquorice and a flavour of wild berries.

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Domaine Chandon, Yara Valley Greenpoint Chardonnay, Domaine Chandon – It has aromas and flavours of grapefruit, lychee and melon. Greenpoint Shiraz, Domaine Chandon –peppery with a light tannic structure.

D’Arenberg Wines, McLaren Vale The Stump Jump White D’Arenberg – the name ‘Stump jump’ comes from a South Australian invention – the stump jump plough used initially in the McClaren Vale for clearing the fields. A white wine blended with Riesling, Sauvignon Blanc and Marsanne, ideal for fish and chicken dishes. The Stump Jump Red – a red wine blended with two grape varieties, Grenache which gives the mulberry and plum flavour and the Shiraz which gives the blackberry, spice and white pepper flavour.

NEW ZEALAND WINES The ‘land of the long white cloud’ has a young and exciting wine industry. Following from hugely intense Sauvignon Blanc and textbook Pinot Noir, the Kiwi’s have consolidated their efforts into several plantings of world class wines.

Montana Montana Gisborne Chardonnay – New Zealand’s classic chardonnay displays aromas of pineapple, peach and grapefruit with a light toasty oak flavour. Montana Marlborough Sauvignon Blanc – It is a white wine with a white capsicum aroma with hints of passion fruit. It comes from the renowned Brancott Estate in Marlborough. Montana Pinot Noir – has an aroma of plum topped with cinnamon spice and cedar oak. It has a ripe fruit sweetness. Montana Cabernet-Merlot – refined red wine with aromas and flavours of blackcurrant and raspberry with hints of cedar, vanilla and coffee. Kim Crawford Marlborough Sauvignon Blanc – has classic Sauvignon characters of gooseberry, passion fruit and a touch of herbaceousness. It is an ideal aperitif especially with asparagus, oysters and summer salads. Kim Crawford Unoaked Chardonnay – has an aroma and taste of peach, mango and pineapple. Goes well with white meats, seafood and is a perfect accompaniment with fusion foods from the Pacific Rim.

SOUTH AFRICAN WINES White Silver Lining Chenin Blanc – has a typical varietal fruity character, ideal with seafood, poultry, pasta and light meat dishes. Robert’s Rock Chenin Blanc-Chardonnay – has a guava scent enjoyed with barbecued fish, Pilaff, Chicken Kiev, salads and lightly flavoured vegetarian dishes.

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Robert’s Rock Chardonnay-Semillon – has a grassy fragrance with a zesty lemon nose. Clean aftertaste without oakiness. KWV Sauvignon Blanc – a wine full of fresh tropical fruits and notes of green grassy flavour. The dry wine has a crisp aftertaste of gooseberry and tropical fruit. KWV Chenin Blanc – has very intense aromas which range from country hay, floral, tropical fruit and apricots to spice. Plenty of ripe fruit flavours. A medium dry drink to drink alone or with white meat. KWV Chardonnay – has tropical fruit and citrus flavours. Arniston Bay Chenin-Chardonnay – a blended white wine with a pineapple and ripe melon flavour with a lemony middle palate. Laborie Estate Chardonnay – with citrus flavour on the nose and vanilla on the palate.

Red Roberts Rock Cabernet Sauvignon-Merlot – a blend with pleasant juicy cherry fruitiness in the background to lend structure. Ideal for relaxed drinking. Robert’s Rock Cinsaut-Ruby Cabernet - an anytime wine with strawberry nose and a hint of spice. It is sweetish to taste. Arniston Bay Shiraz – a full-bodied wine with intense dark colour, subtle Smokey and pepper spice nose with a tannin structure at the taste. Good finish with hints of coffee and chocolate in the aftertaste. KWV Cabernet Sauvignon – a Cabernet bouquet dominated by ripe blackcurrant, plum and cherry fruit and topped with vanilla spice. KWV Roodeberg –a unique red blend of Cabernet Sauvignon produced by KWV for more than 50 years with its own style and tradition. The name Roodeberg means “red mountain” inspired by the red hue of the Cape Mountains at sunset. The wine has received several international and national awards over the years. Laborie Estate Pinotage – has a combination of fruity flavours. Eight months maturation in selected oak barrels makes it a complex and smooth wine.

US WINES White Coldwater Creek White, Fetzer – a wine with floral notes and a hint of grassy herbal character. It is a nice match for a wide array of chicken and fish dishes, as well as being a pleasant aperitif. Fetzer Chardonnay-Viognier – It smells like a bouquet of tropical fruit; pineapple, pears, citrus, lychee, guava with lemon drops, honeysuckle along with fresh blooming flowers. On the palate it brings a taste of crisp, refreshing flavours of lime, orange, mango, peach and apricot with a lingering spice note at the finish. Echo Ridge Sauvignon Blanc, Fetzer – very aromatic, smells like pineapple and mango. Brings the taste of guava and passion fruit to the palate and finishes cleanly.

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Fetzer Sundial Chardonnay – has a tropical fruit flavour with peachy taste on the palate. It works well with chicken dishes particularly. Bonterra Chardonnay (organic) – an intriguing oak spice seasoning note from barrel fermentation adds to the apple and citrus flavours that are particularly expressive of Mendocino County Chardonnay. Paul Masson California Carafe “Chablis” – an old-fashioned drink in a reusable carafe. It is light, fruity and easy to drink. Arbor Mist Peach Chardonnay – has a combination of luscious peach fruit flavours ideal for casual get togethers, festive celebrations and relaxing at home. Arbor Mist strawberry White Zinfandel – a blend of Zinfandel and strawberry flavours makes a wonderful drink for a hot summer’s day. Mondavi Woodbridge Sauvignon Blanc – has a citrus character on the nose and a lively herbaceous character on the palate. It is a versatile drink working well as a chilled aperitif or served with salads or perhaps spicy Asian dishes. Robert Mondavi Chardonnay – produced in the southernmost regions of California, Monterey close to the cool Pacific and therefore, makes cool drink. Has an aroma of melon, some tropical fruits and apple. To this add vanilla and toast from the barrel fermentation. The wine is great with seafood or simply for sipping by itself. Wente Chardonnay – a typical Californian Chardonnay with lots of ripe fruit and vanillin oak nuances, typical of the Wente vineyards.

Rose Mondavi Woodbridge White Zinfandel – “Blush” is very popular in North America with a medium sweet bouquet and a full body on the palate. It is ideal fro barbecues. Paul Masson California Carafe Rosé – sweet in taste in a handy vessel.

Red Paul Masson California Carafe ‘Burgundy’ – an old favorite with North Americans served with a reusable carafe for relaxed drinking. Coldwater Creek Red, Fetzer – full-flavoured, medium-bodied, dry red wine with cherry and spice-berry aromas and flavours. The grapes blended for this wine have soft tannins, as does the finished wine. Zinfandel-Shiraz, Fetzer – the Zinfandel grapes add bright raspberry and cranberry aromas accompanied by ripe jam and spice. The Shiraz adds rich leathery flavours, blueberry and dark colour. This wine is enjoyed with hearty soups and stews, grilled meats, sausages and cheeses. Eagle Peak Merlot, Fetzer – a concentrated wine with great depth in colour, black cherry nose, dry but again sweet cherry fruit, velvety feel in the mouth, fine oaky accents on the finish. Valley Oaks Cabernet Sauvignon, Fetzer – It has a complex nose of berry and bitter chocolate; cassis, spicy tobacco and black pepper on the palate; firm tannins and sweet oak on the finish. It is excellent with roast meats and strong cheeses.

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Wente Cabernet Sauvignon – produced at California’s most highly rated vineyards. The Wente style gives a slight mintyness on the nose. Mondavi Woodbridge Cabernet Sauvignon – has juicy fruit flavours.

ARGENTINEAN WINES White Gaucho Chenin-Semillon – The Chenin gives crisp acidity offset by the full fruit of the Semillon. Finca Las Paredes, Chardonnay-Semillon – It has aroma of honeyed lemon, peaches and tropical fruit.

Red Gaucho Bonarda-Malbec – Bonarda and Malbec are two most widely planted grapes in Argentina. They blend well to give crushed summer fruit flavours. Barbera, Los Primos – The initial appeal of this wine is the delicate floral and black cherry and strawberry aromas. On the palate, it is a medium, light bodied wine with clean enjoyable fruit. Malbec, Finca Las Paredes – The classic Malbec aroma of ripe plum and violets is evident to the nose with hints of vanilla. The beauty of Malbec in Argentina is its ability to combine a rich weighty mouth feel with a soft silkiness, associated with lighter wines. The taste is similar to the aroma. Cabernet Merlot, Los Primos – This wine has plumy Merlot fruit, tempered by the cassis and vanilla of the Cabernet Sauvignon.

CHILEAN WINES White Montgras Montgras Estate Chardonnay – Has exotic scents of pineapple and banana. The taste has tropical fruit notes backed with firm acid.

Caliterra Caliterra Chardonnay – A wine with full tropical and peach aromas and a hint of spicy wood. The full-bodied wine has a creamy texture and a long finish with a hint of vanilla from the short aging in American oak barrels. This Chardonnay has fresh tropical fruit flavours and a hint of spice. Caliterra Sauvignon Blanc – A perfectly balanced wine offering fruity, floral flavours and a clean, crisp finish. Cold fermentation in stainless steel tanks has developed the aromas – apples and citrus. This makes a great aperitif but works equally well with shellfish and seafood. Errazuriz “Escultura” Chardonnay – This evocatively named Casablanca region of Chile is one of the newer vineyards. On the coast, the climate is moderate giving ripe but balanced fruit

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with better acidity levels. It has a complex tropical fruit style, with creamy malolactic and yeast characters.

Concha Y Torro Sunrise Sauvignon Blanc – Named after the stunning sunrise that appears from behind the Andes and cascades down on the vineyards below – this crisp, fresh Sauvignon is a classic wine of Chile. It has plenty of citrus and grassy notes, perfect with seafood and crustaceans. Sunrise Chardonnay – Is full of exotic fruit flavours, with a lingering finish. It is very easy to drink and will match most white meat and salad dishes. Casillero Del Diablo Chardonnay – The wine is part aged in oak giving it a pineapple, toasty oak and creamy butter. Great with fish and white fowl. Amelia Chardonnay – It is a bright, light greenish yellow. The wine has a complex, sophisticated mineral rich bouquet with smoke and vanilla notes.

Red Montgras Mongras Carmenére Reserva – Is deep purple with powerful spice with hints of mint and wild herbs, combined with vanilla and cedar. Soft and round tannins offer subtle fruit flavours accentuated by a spicy vanilla and toasty note.

Caliterra Caliterra Cabernet Sauvignon – A balanced wine with blackberry, vanilla and spice flavours. The fruit character is accented by a hint of oak, combined with a structure of soft, elegant tannins. The fruit comes from the Maipo valley, Chile’s best Cabernet vineyards. The wine is given ten months in American oak after fermentation. The aroma of the Cabernet sows blackberry and blackcurrant fruit, laced with vanilla and spicy herbal notes. Caliterra Carmenére – a complex wine with unique noted of spices, mocha and paprika intermingling with vibrant layers of plum and berry. On the palate the good initial acidity gives way to ripe and well-structured tannins in long finish. Errazuriz ‘El Ceiro’ Cabernet Sauvignon – a new vineyard with cool microclimates. The young vines are blended with fruit from older vines to bring in complexity of berry and cherry flavours with a touch of mint.

Concha Y Toro Sunrise Cabernet Sauvignon – it is varietal with black berries, cassis, chocolate, dry plums and vanilla notes. Has a good body, harmonic, balanced and persistent aftertaste. It goes well with red meats, mature cheeses, grilled and barbecued meats. Sunrise Merlot – Has an aroma and flavour of cherry, pepper and soft cocoa. It is great with pastas and fresh cheeses. Sunrise Shiraz – Spicy and juicy Shiraz from vineyards close to Santiago in Northern Chile.

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GERMAN WINES Dry Riesling, Deinhard – An elegant balance of fruit and spice, coupled with nutty dryness. Excellent for drinking as an aperitif, but worth trying with light Asian cuisine Blue Nun, Liebfraumilch – A classic blend of Riesling, Muller-Thurgau and Silvaner. A crisp medium dry white wine with a fresh fruity taste. It is smooth and full of flavour. Naturally low in alcohol, finishing with a lovely clean apple-like acidity, ideal accompaniment to Chinese and Thai food Piesporter Michelsberg, Sichel – The most delicate of German wines with a light floral nose. It is a medium-dry wine a fine apple-like crispness and honeyed notes to the finish. Erdener Treppehen Riesling Spätlese 9, Weingut, Mesrtelbach – Medium-bodied wine with noticeably more concentration of fruit than other Merkelbach, Spätlesen. The fruit and sweetness are a perfect balance, with notably a long finish. It is a marvelous summer drink. Rudesheimer Riesling Kabinett, J. Leitz, Rheingau – It has brilliant rapier-like raciness, matched by rich, scintillating pebbly, slaty fruit concentration and mesmerizing length. Brauneberger Juffer, Riesling Spätlese, Richter, Mosel – Owned by the Richter family, one of the leading producers in Mosel for over 300 years. The wine is more fruity than mineral in style. Von Blauem Schiefer (Blue Slate), Mosel – From the blue slated vineyards around Zeltinger. This is an intensely single-minded dry wine, brooding with smoky minerality and power.

SPARKLING WINE Sparkling wine of which champagne is universally accepted as the finest, have a distinct preparation process: Harvesting

All the steps of harvesting, stalking, grading remain the same as the table wine processes. Vintage champagne is made only in years when there is more sunshine than in a normal year. Deluxe champagnes, like the Grand marques, are costlier as they are made in vintage years. Some are Blanc de Blancs, which is champagne made from only white grapes.

Pressing & Fermentation

The initial steps in wine making are the same as table wines. Pink champagne is made by allowing the skins of black grapes to remain in contact with the pressed grape juices at the time of vintage.

Blending

After the primary fermentation, wines of different vineyards and varying qualities are blended to form the cuvee, or store of wine.

Bottling

The base wine is bottled in champagne bottles stoutly made to contain the gas pressure of up to 90lbs per square inch, which develops during the secondary fermentation. At this stage sugar and yeast is added to the wine. A cork, which is larger in diameter than the mouth of the bottle, is squeezed to shut the bottle and is secured with a steel wire clip called an agrafe.

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Secondary Fermentation

This occurs after the wine has been bottled, and it is at this stage that carbon dioxide bubbles form and remain captive in the wines.

Maturing

The bottles are left undistributed for a year or two so that the wine can mature. The bottles are stocked in chalk cellars at around 60-650 F.

Remuage

During its long rest in the chalk cellars, the wine gives off sediment, which must be moved before the wine moves into the final stages of preparation. Remuage is the initial part of the process of removing the sediment when the bottles are placed in special racks, known as pupitres kept at a slight angle. The object is to encourage the sediment to slide down the bottle and settle on the base of its temporary stopper. At the end of the process the bottles are completely inverted.

Degorgement

Still inverted, the bottle necks are dipped into freeing mixture. The sediment and the small quantity of wine around it become ice. The cork, is removed and the sediment is ejected as a frozen bullet.

Dosage

The bottle is topped up with champagne and expedition liqueur. The liqueur content depends on how sweet the wine is intended to be. Gradations are from the driest to the sweet – Brut, Extra Sec. Sec, Demi Sec and Doux. Some Brut champagnes contain no final liqueur at all and are completely dry.

Aging

Bottles are sent back to rest again for perhaps a year or more, before they are marketed.

POPULAR BRANDS Champagne Vintage and Prestige Cuvees • • • • • •

Moet & Chandon Vintage Veuve Clicquot Reserve Vintage Veuve Clicquot ‘La Grande Dame’ Cuvee Dom Perignon Krug Grande Cuvee Krug Vintage

Non-Vintage • • • •

Moet & Chandon Brut Imperial Moet & Chandon Magnum Veuve Clicquot Brut Mercier Brut

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Sparkling • • • • • •

Marquis De Valnay Henkell Trocken – Germany Blue Nun Gold – Germany Friexenet, Cordon Negro, Cava Deutz Marlborough Cuvee Brut – New Zealand Cooks Champagne Brut - California

FORTIFIED WINES These are wines to which alcohol is added either during or after fermentation. Some popular fortified wines are: Port

It can claim to be the world’s greatest fortified wine. It was created at the beginning of the eighteenth century in the Duoro Valley in Portugal. There are different types of port. Ruby Port is matured in the shortest time in casks, is full-bodied, robust and deep ruby in colour. Tawny Port is kept longer in casks (two years or more) giving the brownish colour that gives its the name. Tawnies are less sweet and lighter in body than Rubies. Crusted Port is a blend of high quality wines usually from different vintages. Kept for several years in casks and for more in bottles, it develops a crust in the bottle. It is an elegant and well-balanced wine. White Port is made from white grapes and is made in the same way as the Tawny. Late Bottled Port is aged in casks instead of bottles for six to eight years. This is the characteristic of vintage port. Vintage Port is declared when the maker finds the crop good in the particular year. It is aged for 10-30 years before it is ready for consumption. It is a delicate and mellow wine.

Sherry

It is a blended and fortified wine that comes from the town of Jerez in Spain. There are basically two categories of sherry: Fino and Olorosa both of which start life as pale, dry wines but get converted into medium or sweet wines by blending. Secondary wine can be used for colouring. The difference in the fino develops with the appearance of a curious yeast growth called flor, which appears on the surface of the fermenting wine in casks, which are kept open to the air. Those wine casks, which do not have this growth are called raya or ‘wines for burning’ from which oloroso develops. Another feature in the making of Sherry is the Solera system. In this system, the oldest wine is bottled for shipping and the cask is replenished with the next oldest wine. The second oldest cask is in turn replenished with the third oldest wine and so on. Sherry has no vintage year. The most important grape used for Sherry is Palomino. Well-known fino sherries are Fino, Mauzavilla and Amontillado.

Madeira

Madeira is one of the most versatile of the fortified wines. It can be served as an aperitif, soup wine, dessert wine or an after dinner wine. The most distinctive feature of Madeira is its curious smoky after taste. This is derived partly from the soil and climate of the Island of Madeira, but chiefly from the ‘cooking’ process to

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which it is subjected. The wine is put into a “hot room” and heated to a temperature of 90-1400 F for several months, before being fortified with spirit and matured in wood. Marsala

Malaga Tarragona

It is the main dessert wine in Italy, made in north-west Sicily. It is a dark, strongly flavoured wine with scorched taste like Madeira. The best varieties are good, inexpensive after dinner drinks while the dry variety called Virgin is good as an aperitif. It has a predominant aroma and bouquet of raisins and is fairly inexpensive dessert wine. It is a thick, deeply coloured, very sweet wine from Barcelona, Spain.

AROMATISED WINES These wines are prepared with the addition of brandy or neutral spirits and flavoured with herbs, barks and other flavourings. Vermouth

Bitters

This wine is prepared with cheap base wine, flavoured with wormwood, quinine, coriander, Orris root, bitter almond, Chinchona bark, Quassia wood, cloves, nutmeg, Angelica root, orange peels, Cinnamon and Rosemary. Conzano is a famous brand of vermouth. The typical vermouth of Otaly is dark red and sweet while that of France is white, fairly dry and much lighter. Close cousins of Vermouth that are patent aperitifs are Dubbonet, Pineau des Charentes from the Cognac region and Saint Raphael. Spirit based aperitifs are stronger. Most notable among them are Marseille with a dominant flavour of aniseed. Pernod, Ricard and Berger are French aperitifs that require dilution with chilled water. These are used both as drinks and medicinally. Bitters are often used in mixed drinks and are believed to relieve hangovers. Campari is the best known bitter which is red in colour and flavoured with orange peel. Angoustra bitter is rum based and made in Trinidad. Bitters may come in other flavours such as orange, peach etc. A few drops only, are required to give the flavour.

LIQUEURS Types A liqueur is a sweetened and flavoured spirit. It is a digestive drink after meals. There are four broad categories of liqueurs: Herb Liqueurs

These liqueurs are flavoured with herbs, e.g. Crème de Menthe (which has only one herb – mint), Chartreuse (which needs 126 different herbs) etc. Drambuie, Irish Mist etc. are other examples of herb liqueurs.

Citrus Liqueurs

These liqueurs are flavoured with mostly peels of citrus fruits like orange and lemon, e.g. Cointreau and Curacao.

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Fruit Liqueur

These liqueurs are flavoured with almost any kind of fruit other than citrus ones. Examples are Crème de Banane, Crème de Fraises. However, fruit brandies, which are also liqueurs, are derived from the distillation of the fermented wash of that fruit, like Cherry Brandy, Apricot Brandy and Peach Brandy.

Bean and Kernel

These liqueurs are made from cocoa beans, coffee beans, vanilla beans, nuts and fruit kernel like, Crème de Cacao, Tia Maria, Crème de Vanille, Crème de Noisettes.

Production of Liqueurs What all liqueurs have in common is spirit and sweetening agent which may be sugar or honey. The spirit may be derived from any material such as malt whisky for Scottish Liqueurs, brandy for French liqueurs, rum for West Indian liqueurs or spirits from potato, molasses, etc. What differentiates one liqueur from the other is the flavouring agent. There are three methods of flavouring a spirit: Maceration

This requires the soaking of the flavouring agent in alcohol or water to get the full flavour and colour. This process may last from 24 hours to a full year and is adopted for aromatic herbs.

Hot Infusion or Percolation In this method, hot spirit is circulated through crushed flavouring agents and recycled till all the aroma is absorbed. Distillation

In this method the alcohol vapour is passed through the flavouring agent and cooled. The resultant spirit has absorbed the flavour.

Classification of Liqueurs Liqueurs may be classified as follows: Simple Liqueur

40° Proof with 20 kg of sugar per 100 litres of liqueur

Demi-fines

40° Proof with 20-25 kg of sugar per 100 litres of liqueur

Fines

49° Proof with 40-45 kg of sugar per 100 litres of liqueur

Surfines

52° Proof with 45-50 kg of sugar per 100 litres of liqueur

Popular Brands Name

Colour

Flavour/Base Spirit

Apricot Brandy Advokaat Anisette Benedictine Cointreau Curacao Curacao (West Indies) Cherry Brandy Crème de Cacao Crème de Menthe Chartreuse

Red Yellow White Amber Clear Clear/Orange/Blue Golden/Blue Deep Red Dark Brown/Clear Clear/Green Green/Yellow

Apricot with fermented apricot base Egg yolk with brandy base Aniseed Herbs with Cognac base Orange Orange Orange Cherry with fermented cherry base Cocao beans Mint Herbs

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Crème de Cassis Crème de Banane Calvados Drambuie (Scotland) Danzig Goldwasser Forbidden Fruit (USA) Framboise Galliano (Italy) Grand Marnier Glen Mist (Scotland) Irish Mist (Ireland) Kummel (Baltic) Kirsch (Germany) Kahlua (Mexico) Maraschino

Wine Clear Yellow Golden Brown Clear/ gold flakes Golden Brown Clear Pale Yellow Golden Brown Golden Brown Clear Clear Red Red

Mirabelle Pernod Rock and Rye (USA) Southern Comfort (USA) Strege (Italy) Tia Maria (Jamaica) Van der Hum (S.A)

Golden Brown Milky White Gold Gold Yellow Brown Rust Brown

Fermented marachino cherries base Banana Apple Brandy Herbs, Whisky, Honey Aniseed and Caraway Orange and Honey with brandy base Raspberries distillate Herbs and Barks Orange with Cognac base Herbs & Spices with Scotch base Coffee with Irish Whiskey base Caraway seeds and Vodka German cherry distillate Cocoa Beans Maraschino flower blossoms with fermented Marachino cherries base. Plum Brandy Aniseed Citrus fruits with Rye whiskey base. Peach and orange with Bourbon Whiskey base Herbs and Barks Rum base Nartjies (South African oranges)

The temperature chart below gives a good idea of how the wines are to be served during service. Wine Service °C

Temperature Chart

°F

40° 100°

Body Temperature

90° 80°

20°

70° 60°

10°

50°

Room Temperature Full Bodied Red Wines Cellar Temperature Light Red. Rose and White Wines Chilled Sparkling Wines and Sweet White Wines

40° 0°

32° Freezing Point of Water

–5° 20°

Fig. 17.3 Temperature Chart for Wine Service

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KEY TERMS Table Wines Sparkling Wines Fortified Wines Aromatized Wines Liqueurs

still wines wines that are aerated wines that are strengthened in alcoholic content wines flavoured with herbs, barks and other flavouring a sweetened and flavoured spirit

REVIEW QUIZ 1. 2. 3. 4. 5.

What are the different types of liqueur? What are the different production methods of liqueurs? Explain the different types of Port wine. What are the different grape varieties? Write short notes on each. Write a short note on wine bottling.

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L E S S O N

18 Spirits

DEFINITION OF ALCOHOL Alcohol is an odourless liquid containing either ethyl or methyl alcohol. Ethyl is potable whereas Methyl alcohol is fatal and used for industrial purposes only. Alcoholic beverages contain Ethyl alcohol.

AN ALCOHOLIC BEVERAGE An alcoholic beverage is any potable liquid containing from 1% to 75% of Ethyl alcohol by volume. It is obtained either by the fermentation of sugarbased foods, or the distillation of fermented products. Beer and wine are fermented products with 2% to 20% alcohol, while rum, gin, brandy, vodka, etc, are distilled products with alcohol content as high as 55%. The latter come in the category of spirits or liquor. In this chapter, we shall discuss distilled spirits. Alcohol is made from grain like barley, rye, corn or maize; or fruits like grape, sugarcane, etc. Alcohol is classified based on social, economic and taxation laws, which determine what constitutes an alcoholic beverage. For example, beers, which contain as little as 2% of alcohol by volume are taxable, while certain bitters and medicinal compounds, which contain 40% alcohol and above are not taxable, because they are not considered as alcoholic.

PROOF Proof is a term found on the label of alcoholic beverage bottles to indicate the alcoholic content of the said beverage. Proof evolved from the days when there was no way of measuring the strength of spirits. The system of assessing proof was by adding spirit and water to gunpowder. The mixture was made progressively stronger till such time the water portion had no effect on the gunpowder and allowed it to explode when ignited. The spirit that caused an explosion was “proved”.

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There are three Proof Systems: 1. British System, which is used in all commonwealth countries. Under this system the strength of Proof Spirit is 100 proof and absolute alcohol is 175.25 proof. British proof spirit is, therefore, 57% alcohol. 2. U.S. System is the system in which the strength of absolute alcohol is 200 proof and Proof spirit is 100 proof. Therefore, U.S. Proof indicates 50% alcohol or half of proof. 3. Metric System (Gay Lussac), which indicates the volume of alcohol in a beverage. Therefore, if 100% were the beverage volume, 40% on the label would indicate the volume of alcohol in that volume of beverage.

HOW IS ALCOHOL OBTAINED? Fermentation: Sugar in fruit (obtained from fruit mash) or grain (obtained by germinating and malting) is converted into alcohol by the action of bacteria. The degree of fermentation can be controlled. Carbon dioxide, a bi-product, is retained for fizzy drinks like beers and champagne. Distillation: The fermented mash of fruit or grain is heated. Alcohol, which evaporates at a lower temperatures than water, is trapped and condensed to a liquid by cooling. Pure distilled alcohol has no colour, taste or smell and is used in fortifying other beverages such as liqueurs (sweetened after dinner drinks). Pure alcohol is blended with flavouring agents, colouring agents and water to get the desired drink. There are two types of distillation processes: 1) the Pot Still Method and 2) the Patent Still method. Let us look at each.

Pot Still Method This is a process (Fig. 18.1) where copper pots with capacities around 1000 litres are heated over brick kilns. Copper does not react with alcohol and is a good conductor of heat. Fermented fruit juice is heated in these pots till they release a vapour which is trapped in a cooling chamber and cooled by coiled condensers fed with chilled water to produce an alcoholic distillate, which is spirit.

Vapour Pipe

Vapour Chamber

Cooling Chamber Warm Water outlet

Copper Kettle Kiln Fire

Distillate

Fig. 18.1 Pot Still Process

Chilled Water inlet

Coil Condenser

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Patent Still Method The Patent Still apparatus is also called the Coffey still or Continuous still (fig. 18.2). Pot Stills produce distillates as a single batch, while the patent still is a continuous process. Non-premium spirits are produced by the Patent Still process. Fermented juice is passed through an 80 foot chamber (Chamber A in diagram given below) that heats the juice with perforated copper plates that gradually heat the juice which trickle through the plates as drops. By the end of the process the juice is hot and converted to vapour that is fed to a second chamber (Chamber B in diagram given below) through pipes that receive the vapour and sends it through coiled condenser pipes that is cooled by refrigerated water till the vapour is converted to a liquid. Fermented juice inlet

Cold water inlet

Juice tank

Refrigerator

Hot perforated copper plates

Distillate outlet Copper condenser coils Water outlet

Vapour chamber Spent water Vapour trail

Vapour inlet Chamber A

Chamber B

Fig. 18.2 Patent Still Process

DEFINITION OF SPIRIT A spirit is any alcoholic beverage containing a significant amount of distilled ethanol (ethyl alcohol).

What is a spirit? A spirit is a potable alcoholic beverage obtained from the distillation of an alcoholic containing liquid. In distillation all the alcohol can be separated from the liquid forming pure alcohol to which distilled water is added to reduce its potency.

Classification of spirits The classification of spirits is based on the source from where they get the sugar to convert into alcohol. These classifications are:

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Sugar Source Grain Vegetables Fruit Herbs

Examples Barley, Maize, Rye, Corn Potatoes, Sugarcane, Grape, Apricot, Juniper berries

Spirit Whisky, Liqueurs Vodka, Rum, Brandy, Liqueurs, gin Liqueurs, Bitters

KEY TERMS Alcohol Alcoholic Beverages Distillate Distillation Proof Spirit

an odourless liquid containing either ethyl or methyl alcohol any potable liquid containing from 1% to 75% of ethyl alcohol by volume any liquid obtained from distillation the process of cooling heated liquid vapour to give a purified and concentrated liquid is a system to indicate the alcoholic content of a beverage any alcoholic beverage containing a significant amount of distilled ethanol (ethyl alcohol).

REVIEW QUIZ Write short notes on the following: 1. 2. 3. 4.

Define alcohol and how it is produced? What is an alcoholic beverage? Write a brief note on the term “Proof”. How are spirits classified? Explain the Pot-still and the Patent-still methods of preparing whisky.

Fill in the Blanks 1. 2. 3. 4. 5. 6. 7. 8. 9.

An alcoholic beverage is any potable liquid containing _____________. An alcoholic beverage is obtained by fermentation or ______________. Wine is a __________________ product. Spirits have alcoholic content as high as ______________ %. A term on the label of an alcoholic beverage bottle to indicate the alcoholic content is ________________. The element in fruit and grain that converts to alcohol is ____________. The distillation process which produces spirits as a single batch is called _______________. Brandies are prepared by the process of _______________. Vodka is made from _________________.

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True or False 1. 2. 3. 4. 5. 6. 7. 8. 9.

Methyl alcohol is potable. Alcoholic beverages contain 1% to 100% alcohol. Beer is a distilled product. Beer and wine have alcoholic contents ranging from 2% to 20%, Alcohol is made from grain or fruit. Alcoholic distillation traps cooled vapour of heated fermented juice. All distillates are colourless. Coffey still is a continuous process. Spirits are classified by their sugar source.

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Whisky

INTRODUCTION The English, Scots, Canadians and other commonwealth countries spell this drink as WHISKY. The Americans and the Irish spell the spirit as WHISKEY. The term Scotch has a capitalised “S” and is exclusively used for whiskies from Scotland. Whisky is a spirit obtained by the distillation of a fermented mash of grain (barley, maize or rice, or all together) and is aged in wood. There are approximately 200 brands of whiskies available and they vary in taste with distillers. There is no similarity in taste between Scotch, Irish, Canadian or American whiskeys.

SCOTCH WHISKY History Scotch whisky is a distinctive product of Scotland. It is believed that Christian missionary monks made the first whisky stills around the sixteenth century AD in Dufftown Islay and Mull of Kintyre regions of the Scottish Highlands. In 1614, the will of a merchant of Tain called John Denoon recorded his possession of a spirit stand that served whisky at 4 pounds. Tain became the centre of whisky production. In 1644, Oliver Cromwell’s administration imposed a malt tax which was resisted by the Scots. They started making whisky at home, which was the origin of many household brand names we have today. Many individual distillers then were cited for illegal distilling as they concealed their stills in attics, bedrooms and closets. The struggle between successive British governments and distillers continued and people sold whisky through bootleggers as the demand for this spirit exceeded supply. The drink was also exported to the new world—America at a high cost. In spite of high taxation, Scotch whisky had come to stay. We have 2500 Scotch whisky brands sold to more than 200 countries. Scotch whisky’s Scottish-Gaelic name is usige beatha or usque baugh meaning “water of life”, later anglicised to Whisky from usige after dropping the word beatha. Gaelic is the branch of

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Celtic spoken in the Scottish Highlands. Many whisky punches and liqueurs were developed in the 18th and 19th century. The Scottish water plays an important part in defining the whisky as Scotch. Scotch requires a blend of two types of whiskies. The first is Scotch malt whisky, which gives body and character, blended with Scotch grain whiskey, which gives lightness. This blending was invented in 1860s and perfected over the ages.

Manufacture of Scotch Whisky There are two processes to distil Scotch (see previous chapter for greater details): 1. The Pot-still process distills an individual lot. This process makes famous the malt whiskies. Malt whisky is made only from barley and has a heavier flavour and body than grain scotch because of the pot-distillation process that comes out as a fairly low distillate (120-140 proof) giving it an opportunity for several flavours. The greater number of malt gives it a heavier flavour. For example, the Glenmorangie is a rare single highland malt prepared by sixteen craftsmen in a small traditional distillery in Tain, Ross-shire. It has a wood finish flavour and matured in Madeira, Port and Sherry casks. Malt whiskies now are grown everywhere in Scotland. Highland malts are made in Orkney Islands; Campbeltown malts are distilled in the Mull of Kintyre in the South; Islay Island malts are made in the west coast of Scotland; and Speyside malts are made along the river Spey. 2. The Patent (or Coffey)-still process permits continuous distillation and is used for grain Scotch. Grain Scotch is also blended with malt Scotch at a ratio of 40:60. Such blends are lighter and more delicate than malt scotch. Most grain whiskies are produced in the Lowlands of Scotland, south of a line between Dundee and Greencock. The following is the process of making whisky: Harvesting: Scotland’s cool climate favours the cultivation of barley. This grain gives Scotch the distinctive flavour. Cleaning: The barley is first carefully selected to contain 60% starch. It is then washed to separate it from the husk and is finally dried. Malting: The dried barley is soaked in warm water for two or three days. The barley is spread on the floor to germinate for 8-12 days till it sprouts a shoot—a thumbnail long. The sprouting barley is constantly turned by hand or by a “Saladin” machine to aerate it. Drying & Grinding: Germination is stopped at a certain time and the barley is subjected to heat over fires of smokeless coal and peat. The peat gives smoke, which flavours the malt during the process. It is this peat that gives Scotch its unique smoky flavour. The malt is then ground to form what is called grist. Mashing: The grist is mixed with warm water in a tank called the mash Tun (a vat or tub). The grist spawns sprout which create an enzyme called diastase converting the starch into sugar called maltose. It is the water in Scotland that imparts the unique quality to Scotch. The sweetish liquid produced (wort) is drawn off and the remaining husky liquid, called draff is removed for cattle food. Fermentation: The wort is cooled and then passed into vessels where it is fermented for 40 hours. Yeast is added to convert the maltose into glucose, which produces crude alcohol and carbon dioxide. The result is a sort of beer called the “wash”, with an alcoholic strength of about 10%.

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Distillation: The wash is distilled twice in pot stills. The wash is heated and alcohol with a lower boiling point than water becomes vapour, which is then cooled and condensed back into liquid. The first and last distillate (called foreshots and feints) are combined with new wort for distillation. The middle distillate is retained for blending. The middle distillate is a fairly weak and impure spirit called “low wines”. This is distilled again to produce pure Scotch malt whisky. Grain spirit has only one distillation before blending and this is the difference in malt and regular whiskies. Maturation: This new whisky is poured into oak wood casks where it is matured into a pleasant mellow spirit for as long as fifteen years, though not less than three years. Scotch matures during this aging process, developing smoothness and improved character. Aging also gives colour of the barrel. The barley is spread on the floor to germinate for 8-12 days. Sometimes caramel is added for deeper colour. Finer whiskies are matured in actual sherry or port casks or wine-treated casks. Most regular Scotch is aged for five or six years while premium Scotch undergoes this process for a minimum of eight years. Premium Scotch takes the woody flavour of the barrel as it is aged for a longer period. Blending: After the malt whisky and grain whisky are matured, they are “married” to achieve consistent quality and bouquet. Each major blend differs and the maintenance of a precise standard of quality and task is the blender’s function. There are as many as forty different malt and grain whiskies blended according to a secret formula handed down from generations to produce the Scotch whisky we know today. These may be matured after blending to “marry” the blend completely. For example, Johnny Walker Black Label whisky is produced from a blend of over forty malt and grain whiskies. No other twelve-year old deluxe whisky contains such a high proportion of powerful Islay Malts giving this whisky its renowned full-bodied taste, extraordinary smoothness and great complexity. Filtering & Bottling: The Scotch whisky is finally filtered and bottled. Popular Scotch Whisky Brands Premium Scotch Johnny Walker Black Label Johnny Walker Gold Label Johnny Walker Blue Label Johnny Walker Yellow Label Johnny Walker Swing Black Dog John Haig’s 12 years old Dimple Scotch 15 years old Dewars Special Reserve 12 years old Ballantine’s Gold Seal Chivas Regal 12 years old King of Kings Old Parr Queen Anne Grants Premium 100 Pipers 12 years old

Standard Scotch Johnny Walker Red Label Bells Black & White Cutty Sark Dewars White Label Haig Gold Label Vat 69 Whyte & Mackay Special Ballantine Highland Queen J&B Rare Scotch Whisky Clansman Mac Andrew’s Blended Scotch King George IV White Horse Old Smuggler

Malt Scotch Glenfiddich Glenmorangie Johnny Walker Malt

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Grants Teachers Dewars White Label

Tasting Scotch Whisky In the manufacturing process of whiskies, malt and grain whiskies are blended to make the complete product. The blending process is an art. The whisky blenders are gifted experts that blend different whiskies to uniform consistency. They have sensitive senses of smell and taste to give each whisky house their unique whisky qualities. Here are some terms and processes they use to achieve their ends. F&B professionals, who wish to become connoisseurs of whisky, can use the same techniques to distinguish various whisky blends. Character or style of the blend is defined by the dominant flavours of the blend. These flavours are influenced by the places where the ingredients of whiskies are made. Nose or aroma of a blend is defined by the smells that the blenders distinguish when they inhale the vapours that rise from a glass of whisky. The smells are often complex and multi-layered. For this purpose they use a Nosing Glass which is a glass with a wide bowl, a narrow opening and a small glass lid to contain the whisky vapours. The same result can largely be achieved using a wine glass or brandy balloon. This is used by producers to fully savour the aroma of a whisky. Leg is the term for a trace of whisky that sticks to the side of a glass after rolling the whisky in the glass and keeping it still thereafter. Two things cause legs- the alcoholic strength and the natural viscosity. Whisky samples are tested for their strength by spotting the legs of each blend. Sticky, full-bodied whiskies will have longer legs and take more time to slide back to the whisky in the glass while lighter whiskies will have less prominent legs. Palate is the depth of the flavour, defined by the taste achieved by actually drinking the whisky. It includes the initial flavours from the first sip and the flavours that develop in the mouth as the whisky is swallowed. Finish is defined as the elements of the whisky (and their flavours) that linger in the mouth long after the whisky is swallowed.

Scotch Whisky Service (a) Scotch whisky is best appreciated when drunk neat on the rocks. The ice gently melts to make the drink more potable. This applies especially to malt whiskies. Such presentations are best in short whisky glasses or the old-fashioned glass. (b) A popular way of drinking Scotch whisky is with a mixer of soda or water. The guest may be asked if they prefer to drink it with ice or not. This may be served in short or tall whisky glasses as per the guest preference.

Popular cocktails Rob Roy A drink created by a bartender at the Waldorf Hotel in New York in 1894 for the opening night of the opera “Rob Roy”. It was made official in 1930 by the Savoy Hotel, London in their book called The Savoy Book.

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- 30 ml Scotch whisky - 30 ml Vermouth, - A dash of Angostura bitters All ingredients are mixed in a mixing glass with ice. Stir and strain the mixture into a chilled cocktail glass. Whisky Mac – 30 ml Scotch whisky and 30 ml ginger wine is shaken. It is not served chilled. Rusty Nail - 30 ml Scotch whisky - 15 ml Drambuie - Garnish-Cherry Mix whisky and Drambuie in a mixing glass with ice and strain into an old-fashioned glass. Garnish with a cherry.

BOURBON WHISKEY Bourbon whiskey is produced in North America only. The Reverend Elijah Craig is credited with the production of the first Bourbon whiskey in 1789 in Bourbon, Kentucky, United States of America. Evan Williams developed the first commercial distillery in 1783. But it was only on May 4, 1964 that the U.S. Senate and the House of Representatives passed a resolution that Bourbon was a distinct product of the U.S. Most Bourbons are produced in Kentucky. Others are produced in Tennessee, Illinois, Indiana, Ohio, Pennsylvania and Missouri. Bourbons from Tennessee are called sour mash whiskeys instead of Bourbon. Sour mash is a spirit made from a regular sweet mash brew mixed with some soured old mash brew in a ratio of two regular to one sour. Federal law requires those whiskeys branded as sour mash to have mash in the ratio of one part sour and three parts regular mash. The sour mash gives a heavier body and finer flavour to the Bourbon, lending it a bit of sweetness and delicacy. Most Bourbon is of sour mash type even if the labels do not indicate it. Sour mash whiskey is made through a variation of the fermentation method. The distiller uses part of the previous day’s mash and fresh yeast in the fermentation of Bourbon, thus each batch is related to the previous batch. A favourite in the U.S.A. is Jack Daniel’s Sour mash Tennessee Whiskey produced by the original process by Mr. Daniel at the Lynchburg distillery in 1866. Unlike traditional Bourbon, which is placed in the barrel immediately after distillation, Jack Daniel’s is trickled through 10 feet of hard Maple charcoal prior to ageing to give it that distinctive flavour and mellowness. Most Bourbons are straight whiskies, which means that they are obtained from a continuous process of distillation from a mash of corn, maize, rye or barley, unblended and aged in charred oak barrels for at least two years. The usual ratio in a Bourbon mash is 60% corn, 28% rye, and 12% barley malt. Most Bourbon distillates are of the strength of 110 to 130 proofs. They are aged at a proof of at least 125 for two years in charred oak barrels. The barrels give the Bourbons their distinctive flavour because of charring, which produces a reddened, resinous surface on the wood to provide special flavour constituents. Bourbon has a rich body and a distinctive flavour of corn. Most of its colour is gained during the process of aging. Blended Bourbon must have at least 20% of straight whiskey.

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Popular Bourbon Brands Early Times Gentleman’s Jack Southern Comfort Jack Daniel’s Old Forester Bourbon J.W. Harper Bourbon Old Grand Dad Kentucky Bourbon Old Crown Bourbon

Beams Choice Old Crow Old Turkey Virginia Gentleman Old Hickory Old Taylor G.W. Bourbon

Rye whiskey was introduced during the colonial times, in the United States, as agriculture developed, giving plentiful supply of rye. Pennsylvania and Maryland are the largest producers of rye. Rye whiskey must have 51% rye grain and is made just as Bourbon with continuous distillation at the strength of 160 proof. It is bottled and sold at the proof range of 80 to 110 though some may have higher alcoholic content. It is aged for a minimum of two years in new charred oak casks. Corn whiskey must have at least 80% corn grain to qualify it as such. It is made in the same manner as Bourbon and rye and aged at the strength of 125 proof or higher. Its flavour is distinctly corn.

Bourbon Whiskey Service (a) Like scotch people like to drink it neat on the rocks. (b) A social variation is to serve it with a lemon fizzy drink, soda, coke or dry ginger ale.

Popular Bourbon Cocktails Whiskey Sour - 11/2 oz. straight bourbon whiskey - 2 oz. fresh squeezed lemon juice - 1 oz. simple syrup - 1 teaspoon egg white or equivalent amount of pasteurised egg blend - orange slice - maraschino cherry Combine ingredients, except for the orange slice and maraschino cherry, in an ice-filled mixing glass and shake until well blended. Strain into an icefilled Anchor Hocking 10 oz. Excellency Footed High Ball glass. Garnish with an orange and maraschino cherry pinwheel. Old Fashioned - 30 ml bourbon whiskey - 1 - teaspoon superfine suga - 2 - dashes bitters - Slice of orange maraschino cherry, stem removed water

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In the bottom of a 9.5 oz. rocks glass, muddle sugar, bitters, orange slice, cherry and a splash of water. Fill glass with ice, add bourbon, and stir. Bourbon Mint Julep - 60 ml Bourbon, - teaspoon sugar - 4 sprigs mint All ingredients are mixed and filled in a 10 oz glass with cracked ice till the outside of the glass is frosted. The mix is topped with rum or brandy and garnished with mint, lemon and cherry. It is served in a tall glass with a straw. Canadian Caesar - 15 ml Canadian Club whisky - 8 ml lime juice - Tomato Juice - Dash of pepper - Dash of celery salt - Dash of Worcestershire - Dash of Tabasco Using a lowball glass, rim with a slice of lemon and then dip into celery salt. Fill glass 3/4 full with ice cubes. Pour 1 1/2 oz of Classic 12 over ice. Fill glass with Tomato juice. Add four dashes of Tabasco and 2 dashes of Worcestershire sauce. Stir gently. Garnish with a celery stick and lemon slice.

IRISH WHISKEY The Irish- Gaelic name was uisge beatha, meaning “Water of life”. Irish whiskey is made from a mash of cereal grains (wheat or rye) mostly, with perhaps 20% oats and wheat in a manner similar to the malt of Scotland but is distilled three times in pot stills. Triple distillation and long maturation contribute to the uniqueness of Irish whiskey for even the youngest is aged in sherry casks for at least seven years by law even though the mandatory requirement is three years. Irish whiskies were mostly straight whiskies highly flavoured and smooth. But now a number of blended (malt and grain) whiskies are available and are found to be lighter-bodied products. Blends are labelled “Irish Whiskey –a Blend” or “Blended Irish Whisky”

Popular Irish Whiskey Brands Bushmill Orig John Jameson Paddy Old Irish

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Tellamore Dew Dunphy’s Original Irish

Service of Irish Whiskey (a) Irish Whiskey is best served neat on the rocks in a short glass.

Popular cocktail Irish coffee – Hot black coffee is filled in an 8 oz glass, Sugar is added to taste. Irish whiskey is added garnished with a float of cream. It is not served. Ideal as an after dinner drink.

CANADIAN WHISKY The Association of Canadian Distillers claim that Canada has been making distilled spirits for over two centuries. The first Canadian distillery was opened in Quebec City in 1769, though, John Molson, who became the owner of a small brewery in Montreal in 1786, is given the credit of being the first commercial distiller in Canada. By the 1840s, there were over 200 distilleries in Canada. The credit of Canadian whisky goes to Scottish immigrants who made the whisky very similar to Scotch whisky. Even the whisky is spelt as in Scotland, without an “e”. The principle grain used in Canadian whisky is corn with a mix of maize, wheat, rye and barley malt. It is lighter in body and more delicate in flavour than Bourbon. Whisky distillers look for different types and styles of corn because each contributes a different flavour to the final product. Rye contributes largely to the flavour. If it is added to the blend in a larger quantity, it adds more spice to the aroma of the blend. The proportion of grain used and the distilling and redistilling processes are the trade secrets of the master distiller. It is distilled in a Coffey still. The Canadian government allows the distillate to be of the strength of 150 to 185 proofs. Canadian whisky is a product of blended whiskies, and the blending may be done before aging or during the aging period. Master blenders of each distillery would usually take different types of matured whiskies to blend with a house recipe to create their own unique whisky. Maturation takes place in old white oak barrels for two or more years but most Canadian whiskies are at least six years old. Canadian whiskys are blends of whiskys or grain neutral spirits.

Popular Canadian Whiskey Brands Canadian Mist Canadian Club Seagram’s V.O. Seagram’s Crown Royal G&W Special Wiser’s Deluxe

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Service of Canadian Whiskey Canadian whiskey is treated just like Bourbon. It is popular with lemonade particularly.

Popular Cocktails Manhattan -

2 1/2 oz. straight rye whiskey 1 oz. Italian sweet vermouth 2 dashes angostura bitters maraschino cherry

In an ice-filled Anchor Hocking 10.5 oz. Caprice rocks glass, add ingredients and stir. Garnish with a maraschino cherry Manhattan Sweet – Has the same recipe as Manhattan Dry except that the Vermouth is sweet and is garnished with a Maraschino cherry.

KEY TERMS Character Diastase Draff Finish Glucose Grist Leg Maltose Nose Palate Tun Wort

style of a whisky blend enzyme that converts starch into sugar husky liquid after fermentation for cattle fodder aftertaste of whisky, which lingers long after it has been swallowed converted maltose into sugar ground dried malt strength and viscosity of a whisky converted starch into sugar aroma of a whisky blend taste of a whisky tub or vat liquid after fermentation

REVIEW QUIZ Fill in the Blanks 1. 2. 3. 4. 5.

Whisky is a spirit obtained by distilling fermented mash of ___________. The Gaelic name for Scotch whisky is “usque baugh” which means _______________. Scotch whisky is a blend of malt whisky and __________________. Malt whisky is made only from _____________________. Malt whiskies are aged in ________________.

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6. 7. 8. 9. 10. True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

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Sprouting barley is aerated by a machine called _______________. Scotch whisky gets its unique smoky flavour from ______________. The enzyme that converts starch into sugar is called _____________. Converted starch into sugar is called _________________. In the fermentation stage yeast is added to convert maltose into __________________. or False Whiskies are aged in bottles. Scotch whisky is a distinctive product of Scotland. Scotch requires a blend of three types of whiskies. The barley selected for whisky must have 45% starch. Water in Scotland imparts the unique quality to Scotch. Fermented wort is called “wash” “Wash” is distilled once in Patent stills. The first distillate is called “feint”. Whiskies are aged for as long as fifteen years. “Palate” is a tasting term for the aroma of whisky.

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Vodka

INTRODUCTION Vodka was produced in Poland and Russia in the twelfth century and has been a favourite drink in these countries ever since. It was called then zhizenennia meaning “water of life”; It was also given the name of voda by the Russians; and woda by the Poles meaning “water”. The first documented production of vodka in Russia was at the end of the 9th century, but the first known distillery at Khylnovsk came in existence about 200 years later. Poland lays claims to have distilled vodka even earlier in the 8th century but it was a distillation of wine, which was a crude brandy rather than vodka. The first identifiable Polish vodkas appeared in the 11th century when they were called “gorzalka” and used as medicines during the middle ages. In the 14th century a British ambassador to Moscow first described it as the Russian national drink. In the 16th century, it was established as the national drink in Poland and Finland.

PRODUCTION Vodka is an alcoholic distillate from fermented mash of grain. A typical production process was to distil alcohol twice, dilute it with milk and distil it again adding water to it to bring it to the desired strength. Nothing is added to the neutral spirit leaving it odourless, colourless, tasteless but smooth. It also leaves no odour on the breath. This quality makes it perfect to add as a mixer to famous cocktails. It has an alcoholic content of 40%. The quality of Vodka depends on the quality of grain and it is distilled at the strength of 80 to 190 proof.

HISTORY In the early times, Russia produced several kinds of vodka or “hot wine” as it was then called. There was the ‘plain wine’ (standard); ‘good wine’ (improved); and ‘boyar wine’ (high quality). It was originally flavoured, harsh and raw with a lot of impurities and the distillers masked it by adding fruits, herbs and spices. It was steeped in zubrowka buffalo grass seed from Poland to give it a bitter flavour. Pertsovka, a spicy flavoured vodka, was made from hot cayenne peppers.

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Few other vodkas, which are still a hot favourite among the people are also the flavoured ones. Okhnotnichya is a sweet-flavoured vodka treated with ginger, juniper, anise, orange and lemon peels along with other herbs and spices. Absolut Swedish vodka is seasoned with jalapeno peppers and paprika. Limonnaya is flavoured with lemon. Other flavourings include mint, grape but mostly orange. However, vodka is best in its unflavoured state. A professor named Smirnoff discovered that the process of running vodka through activated vegetable charcoal, sand and quartz removed many of the harsh qualities. Today’s Vodkas have adopted this process to give a smooth drink. It is only at the end of the 19th century that all the state distilleries adopted a standard production technique that guaranteed standard quality. Following the Russian Revolution in 1917, a number of Russian distillers who fled the revolution, took their art to other parts of the world. Smirnoff took his family name to Paris. One set of such émigrés set the first vodka distillery in 1930 in the US. It was not popular at first but the cultural revolution of the 60s with a more affluent younger generation and generally a more relaxed lifestyle that emphasised adventure and experimentation made vodka popular because it was a good mixer.

VODKA The traditional way of drinking vodka is to gulp the chilled drink neat accompanied by nibbles such as caviar, smoked salmon, and pickled cucumbers. Russia produces flavoured vodka from chocolate to cayenne pepper. This drink has now gained global popularity as a good cocktail mixer.

Popular Vodka Brands Smirnoff – red, blue, black, silver, citrus, raspberry Finlandia Stolichnaya Skyy Vodka Absolut

Service of Vodka (a) Vodka is best drunk chilled and neat in schnapps glasses. The Russians traditionally eat it with caviar, salmon or pickled cucumbers. (b) It is also a good mixer with any proprietary beverage like coke, tonic water, lemonade, ginger ale etc. or fruit juices and served in tall glasses. Orange juice is the best juice that goes well with Vodka.

Popular cocktails Bloody Mary History: Bloody Mary was invented in the 1920s by an American bartender, Fernand Petiot at Harry’s New York Bar in Paris. The original recipe had equal parts of vodka and tomato juice. In 1934, Petiot added black and cayenne pepper, Worcestershire sauce, Tabasco sauce and lemon juice to spice up the drink. When he returned to the States and worked at the King Cole Bar, St. Regis, Petiot notes, “one of the boys suggested we call the drink Bloody Mary because it reminded him of the Bucket of Bloody Club in Chicago, and a girl there named Mary.”

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- 60 ml Vodka - Tomato Juice - Dash of Worcestershire Sauce - 2 drops of Tabasco Sauce - Salt and Pepper - Lemon Juice - Garnish: lemon peel Frost a glass with salt on the rim. Mix vodka with Worcestershire sauce, Tabasco sauce and lemon juice, with crushed ice in a cocktail shaker. Add salt and pepper to taste. Pour into crusted glass and top up with tomato juice. Serve with a swizzle stick. It may be garnished with a lemon peel. Salty Dog -

30 ml Vodka 75 ml Grapefruit Juice 2 tsp Salt Orange or Lime Wedge

Shake all the ingredients in a shaker with ice. Strain into a cocktail glass. Garnish with an orange wedge. Moscow Mule In 1941, John G. Martin of Heublein, spirits and food distributor of the east coast and Jack Morgan, owner of the Cock’ n Bull bar in Sunset Strip, Hollywood met in a bar in Los Angeles. Together they invented Moscow Mule by mixing Morgan’s ginger beer with Smirnoff Vodka and lime in order to market the proprietor’s struggling Cock’ n Bull’s ginger-beer franchise. They ordered specially engraved copper mugs and Martin set off to market it in the bars around the country. He bought one of the first Polaroid cameras and asked barmen to pose with a Moscow Mule copper mug and a bottle of Smirnoff vodka. Then he would leave one copy of the photo at the bar and take a second copy to the bar next door to show them that their competitors were selling their concoction. Between 1947 and 1950, thanks to their invention, Smirnoff vodka volumes more than tripled and nearly doubled in 1951. -

15 ml Smirnoff vodka 3 oz. ginger slices 1 tsp. sugar syrup 3 ml lime juice 1 sprig mint 1 slice lime

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In a copper mug, pour vodka over ice. Add sugar syrup and lime juice. Top with ginger beer and stir. Garnish with mint sprig and lime slice. Screwdriver - 30 ml Vodka - 75 ml Orange Juice - Orange Slice Mix both the ingredients in a highball glass with ice. Garnish with a slice of orange. Vodka Martini - 30 ml Vodka - 15 ml Dry Vermouth - Garnish: Cocktail Olive Shake both the ingredients in a shaker with ice cubes and strain into cocktail glass.

Vodka Sour -

30 ml Vodka 15 ml Lemon Juice 1/2 tsp Superfine Sugar Garnish: Cherry

Shake all the ingredients in a shaker with ice. Strain into a sour glass and garnish with cherry White Russian - 2 oz Vodka - 1 oz Light Cream - 1 oz Kahlua Shake all the ingredients in a shaker with ice and strain into an old-fashioned glass over ice cubes.

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Sex on the Beach -

20 ml vodka 10 ml Peachtree schnapps 7 ml crème de cassis 30 ml orange juice 30 ml cranberry juice Orange slice Maraschino cherry

Combine all ingredients and shake in a cocktail shaker with ice. Strain into an ice-filled 10-ounce highball glass. Garnish with an orange slice and a maraschino cherry. Cosmopolitan -

1 1/2 oz. citrus vodka 3/4 oz. Cointreau Juice of 1/2 lime, hand extracted 1/2 oz. cranberry juice lemon spiral

Combine liquid ingredients in an ice-filled mixing glass and shake until well blended. Strain into a chilled 10.25 oz. Anchor Hocking Hollywood martini glass. Garnish with a lemon spiral.

REVIEW QUIZ Fill in the Blanks 1. Vodka is made from ___________________. 2. Vodka is made by the ______________ process. 3. Vodka has an alcoholic content of ___________________. 4. The quality of Vodka depends on ____________________. 5. In earlier times good quality Russian vodka was called _______________. 6. Absolut Swedish vodka is seasoned by _________________. 7. The person who discovered the way to refine vodkas was _____________. 8. Vodka is refined with vegetable charcoal, sand and ________________. 9. The first vodka distillery in the US was in the year _________________. 10. Good accompaniments to vodka are caviar, smoked salmon or ________________________.

LESSON 18 Spirits (Rum)

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Rum

INTRODUCTION Christopher Columbus, the Portuguese explorer, is said to have brought sugarcane to the Caribbean Islands. It has become an important agricultural product over the years leading to the making of sugar. Sugar production leaves a fermentable by-product called “Rum bullion” meaning “rumpus”. This by-product was shipped to New England where rum was made. Rum became the drink of the slaves on plantations in the British West Indies as early as the seventeenth century. It also became a standard issue to sailors in the Royal Navy. British law in 1904 defined rum as a spirit distilled from by-products of sugarcane in sugarcanegrowing countries. Puerto Rico is a big producer of rum and other suppliers of rum are Britain, West Indies, Venezuela, Brazil, Jamaica, Dominican Republic, Haiti, Mexico, Hawaii, Philippines and Cuba. Sugarcane contains sucrose. The residual sucrose in sugar by-products is converted into alcohol and carbon dioxide by the addition of yeast to fermented molasses (a mash of a by-product of sugarcane and water). The resultant distillate, made by the pot-distillation process, (Coffey-still process) is of the strength of 190 proof. It is matured in un-charred oak casks.

TYPES OF RUM There are different types of rum: White Rum is a distillate of molasses It became popular via the pre-Castro Havana, a sort of Caribbean Paris then. American tourists imbibed large quantities of white rum with their preferred mixer –Coca Cola called “Cuba Libre”. This rum is white because the spirit is not given a colouring. Bacardi rum is a world leader in white rums as envisioned by Don Facundo Bacardi in 1862. Dark Rum has the same production process as white rum except that a highly refined sugarcane syrup or caramel is added to it to give it colour and flavour. This is adjusted according to the brand. Bacardi dark rum is a premium in its class as it is aged for eight years.

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Golden Rum gets its colour when white rum is matured in casks that lend the golden colour to the rum.

Categories of Rum Another way to categorise rum is by the body of the rum: Light-bodied rums (also known as silver or dry rum) are popular in the United States. Light rum is produced by the continuous distillation method and emerges as a high proof distillate. It eliminates flavourings but gives smoother rum with a mild sweet flavour. Light rums are aged for one year. Puerto Rican and Cuban rum belongs to this category. Heavy-bodied rums produced in Jamaica, New England and British Guyana has a strong bouquet using many flavourings. Medium-bodied rums are produced in Virgin Islands and New England. They range in colour from tan to rich mahogany.

Popular Rum Brands Cachaca 51 Coruba Dark Havana Club Silver Malibu Mountgay Eclipse Rum Lemon Hart Golden Rum Tondena Silver Bacardi 8 Anos Bacardi Black, Carta Blanca, Gold, Lemon XXX Dark Rum Old Monk Captain Morgan Red Hart

Service of Rum (a) Rum has versatile characteristics as it can be drunk neat on the rocks, with mixers like coke or soda or with fruit juices. (b) A popular social drink is 30 ml rum and coke, called Cuba Libre, served in a tall glass. Ice is optional. Cuba Libre originated after the Spanish-American War when an American group of soldiers first mixed Coca Cola, rum and a wedge of lime to raise a toast for the freedom of Cuba.

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Popular cocktails Daiquiri - 45 ml white Bacardi - 15 ml lime juice - 3 dashes of gomme syrup or 1 teaspoon of sugar Shake the Bacardi, lime juice, Gomme syrup or sugar in a cocktail mixer. Strain it and serve into chilled cocktail glass.

Boston Sidecar -

1 oz Light Rum 1/2 oz Brandy 1/2 oz Triple Sec 1/2 oz Lemon Juice

Shake all the ingredients in a shaker with ice and strain into a cocktail glass.

Negroni This Italian concoction was invented in the early 1900s. Mixed with gin, Campari and sweet vermouth, it was named after Camillo Negroni in Florence who always ordered the same cocktail. Today Negroni is often consumed as a pre-dinner cocktail to stimulate the appetite for dinner. -

1 5 ml Gin 1 5 ml Sweet Vermouth 1 5 ml Campari Garnish: Lemon Twist

Shake all the ingredients in a shaker with ice and strain into a cocktail glass. Garnish with Lemon Twist.

Original Negroni Recipe - 15 ml Gin - 15 ml Campari - 12 ml Sweet Vermouth Combine all ingredients in an ice filled shaker. Shake until well chilled and strain into a chilled cocktail glass. Garnish with a burnt orange. To make a burnt orange, cut about a 1 1/2 inch by 1 inch peel of a ripe navel orange. Be sure to get just the skin and as little of the pitch as possible. Holding the orange peel between thumb and index fingers with skin facing out, hold a lit match over the glass and with the orange peel about an inch away from the flame, squeeze the peel quickly and firmly between your fingers. When done correctly, a burst of flame will come from the oils being released from the peel leaving an aroma and adding a note of orange to the cocktail. Simply drop the twist in the drink.

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Mai Tai -

15 ml. Jamaican rum 15 ml. Martinique rum Juice of 1 fresh lime or approximately 11/2 oz. lime juice 1/2 oz. orange Curacao 1/2 oz. Orgeat syrup 1/2 oz. rock candy syrup - can also substitute with simple syrup spent lime shell, pineapple spear, mint sprig

Combine above ingredients in an ice-filled mixing glass and shake until well blended. Strain into an ice-filled large 17. oz. Martinique glass. Garnish with a spent lime shell, pineapple spear, and mint sprig.

KEY TERMS Molasses Sucrose

mash of sugarcane juice and water sugar in fruits

REVIEW QUIZ Fill in the Blanks 1. Rum is made from __________________. 2. Sugarcane contains _________________. 3. The mash of sugarcane juice and water is called ______________. 4. Rum distillate is made by the ______________ process. 5. Rum is matured in ____________________. 6. The white rum brand that is a world leader is _________________. 7. Dark rum gets its colour from __________________. 8. Golden rum gets its colour from _________________. 9. Light rum is produced by the ___________________ process. 10. Another name of the rum and coke cocktail is ___________________.

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Gin

HISTORY Gin was first produced by a Flemish physician, in Holland, in the sixteenth century as a medicinal spirit. It was sold in chemist shops to treat stomach complaints, gout and gallstones. To make it more palatable, the liquor was flavoured with the oil of juniper berries. The term gin is the anglicised version of the French genievre and Dutch jenever or genever meaning juniper. Gin was brought to England when William III, known as William of Orange, from Holland and his English consort ruled England from 1689 and encouraged the distillation of English gin. Gin was popularised in places such as London, Portsmouth, Plymouth and Bristol through social places called Gin Palaces. Sometimes gin was rationed as part of the wages. British troops fighting in the Low Countries during the Thirty Years war were given “Dutch Courage” with the warming properties of gin in the damp weather conditions. They eventually started bringing it back to England and further popularised the drink. Gin consumption accelerated well after the Industrial Revolution and became a social menace. The Gin Act passed in 1739 made gin prohibitively expensive but the Prime Minister, Sir Robert Walpole, opposed it on the grounds that it was against the will of the people. The Gin Act was repealed in 1742 by which time 11 million gallons of gin was produced in London alone. By 1820, gin was considered as Mother’s Milk but later in the century it was called Mother’s Ruin. Prime Minister Gladstone in 1870 tried to a pass a bill to ban the Victorian Gin Palaces. The House of Commons overruled the bill and gin has been accepted into the mainstream of society as a social drink. In 1920, Cunard Cruise Lines that ran cruises from the US to the UK created the term “cocktails” to fill the time between teatime and dinner. Soon these cocktails became very popular and are so to this day.

TYPES OF GIN Gin is a distillate of grain mash in the ratio of 75% corn, 15% barley malt and 10% other grains along with juniper berries, by English standards. The Dutch have equal quantities of barley, corn and rye. The English use the continuous still method of distillation while the Dutch use the Pot still

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method. The manufacturing process is similar to any other spirit i.e. drying the mixture of grain; powdering it into grist; adding water to create a mash which is boiled to form wort which is then distilled. The resultant spirit is diluted with distilled water, as the distillate is too strong to drink. The flavouring is added at this stage. Each distiller has his own secret formula, which in some cases has not altered since the first distiller made gin. For example, the world’s most popular gin, Gordon’s Gin is still produced to a formula by Alexander Gordon in 1769 and only known to Gordon’s Chief Distiller and certain members of the Board of Directors. Bombay Sapphire has a wonderfully unique blend of ten botanicals. Gin is not aged. There are basically two types of gin – “Dry” and “Heavy”. Dry gin is light in flavour and body and allows it to be consumed by other mixers. Dry gins are labeled “Dry”, “Extra Dry” or “Very Dry”. This means that the gin lacks sweetness and any aromatic flavour or bouquet. London Dry was a name for gin produced around London, but has now been associated with good quality dry gin from any area. Heavy gins are high in flavour and body and have a slight suggestion of malt flavour. They do not blend well with mixers and are drunk neat over ice. The original Dutch gins also called Holland Gin and Netherlands Gin is heavy and classified as Holland, Geneva (Jenever) and Schiendam. Dutch gin is sometimes called schnapps.

Popular Gin Brands Gordon’s Gin Bokma Jonge Genever Bols Jonge Genever Bombay Sapphire Gin Gilbey’s Gin Tanqueray Beefeater London Dry Gin

Service of Gin (a) 30 ml Gin may be served neat with cracked ice in a cocktail glass, garnished with a slice of lemon. (b) A popular way to serve is to shake 30 ml gin by adding 15 ml lime cordial (and water to remove the tanginess of cordial) and cracked ice in a cocktail mixer. It is strained into a cocktail glass garnished with a with a lemon wedge. This recipe is called Gimlet. (c) Gin and tonic is another popular combination of 30 ml gin and tonic water with cubes of ice.

Popular cocktails Singapore Sling 1 1/2 oz. gin 1/2 oz. Cherry Heering 1/4 oz. Benedictine 1/4 oz. Cointreau

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-

1 dash angostura bitters 3 oz. pineapple juice 1/2 oz. fresh squeezed lime juice Maraschino cherry Pineapple spear

Combine liquid ingredients in an ice-filled mixing glass and shake until well blended. Strain into an ice-filled 14 oz. Anchor Hocking Marbeya stemmed glass. Garnish with a spear of pineapple and a maraschino cherry.

Bronx -

30 ml gin 15ml orange juice A dash of French Vermouth A dash of Italian Vermouth

Shake the gin, orange juice, French Vermouth, Italian Vermouth with cracked ice in a cocktail mixer. Strain and serve in cocktail glass.

Pink Lady - 60 ml gin - 4 dashes of Grenadine - A dash of egg white Shake the gin, Grenadine, and egg white with cracked ice in a cocktail mixer. It is then strained into a cocktail glass and served.

REVIEW QUIZ Fill in the Blanks 1. Gin is flavoured with _________________. 2. The term “cocktails” war first created by _________________. 3. Gin is the distillate of ___________________. 4. The distillate is diluted with _________________. 5. The world’s most popular gin is ____________________. 6. The term “dry” means a lack of _____________________. 7. Gin is best drunk _________________. 8. A popular cocktail with gin and lime cordial is called ______________. 9. Gin and tonic is composed of gin and ______________________. 10. There are two types of gins; “dry” and ___________________.

LESSON 18 Spirits (Tequila)

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Tequila

HISTORY Tequila is a produce of Mexico and has become synonymous with the culture and heritage of the country. It dates back to Aztek times long before the Spanish conquered the country. True Tequila comes from the city of Tequila in southwest Mexico. Tequila is made from the sap of the wild mescal plant (a blue variety of the agave cactus plant belonging to the lily family), which is found in abundance in the country. While several species of the agave plant can be fermented and distilled to make alcoholic beverages, only the Agave azul teqilana weber, commonly called the agave azul or blue agave can be used to make tequila. The blue agave has spiny broad leaves called pencas which early Indians used as sewing needles and for making paper. The heart of the agave plant (called piña) contains a sweet juice called aguamiel (honey water). This sap is extracted and fortified with sugar before fermenting. It is distilled twice at a proof of 104 to 106 and treated with flavouring agents to produce a distillate, which is filtered through charcoal to produce Tequila. Due to unique combination of altitude, soil conditions, humidity, annual rainfall, average temperature and exposure to the sun, southwest Mexico is the only known place in the world where Agave azul grows naturally.

MAKING OF TEQUILA Harvesting The blue agaves take 8-12 years to mature. Jimadors, who harvest agaves, use tools such as the coa (a steel tipped hoe) to uproot the agaves from the unique lava red soil. They use the machete to cut the spiny leaves from the body of the plant to reveal a huge pineapple-shaped heart called pina, which weighs upwards of 150 pounds. These are shipped to distilleries. Selection Distilleries normally contract with area farmers for their supplies or purchase them from auction markets. All

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purchases of agaves go through a strict process of selection to ensure their maturity, weight and quality so as to meet the high standards of each distillery. Cooking The pinas, which have pure starch, are steamed in stone ovens for about 24-36 hours at temperatures reaching 8095 degree Celsius. A raw pina has a pale yellow colour and is virtually odourless. A cooked pina, on the other hand, possesses a brown orange colour and emits a sweet candy like smell. Cooked pinas are then crushed in three pressing mills in order to extract the agave juice. Agave fibres tend to re-absorb the juice. They are, therefore, washed to get the maximum juice. The result of the wash is called aguamiel or honey water. Fermentation The aguamiel is fermented with select yeasts in a vat. A warm climate hastens the fermentation process. A by-product is alcohol. Aging Tequila is aged in oak barrels as per Mexican law. The youngest tequila called blanco (white) is aged for 14-21 days; the oro (gold) tequilas are aged for upto two months; reposado (rested) tequilas are aged for a year; and the oldest anejos (aged) are aged for at least one year. In order to preserve the integrity and standards of Tequila, the Mexican government formulated NORMAS in the 1970s to establish and govern tequila standards and production. The formulated conditions are: • Tequila must be made from 100% natural ingredients. • It must be produced with no less that 38% alcohol by volume. • It must be made from blue agave grown and harvested only in the Mexican states of Jalisco, Guanajuato, Michoacan, Nayarit or Tamaulipas. • The fermented agave juice must be distilled twice and the finished product must result from the agave juice processing. • The final product must be produced from no less than 51% reduced sugars from the blue agave. • It must be labelled with “Hecho en Mexico” (Made in Mexico) • The label must display the producers four digit registration number (Norma Official Mexicana) • The label must give the tequila’s age in terms of blanco, oro, reposada and anejo. Tequila is known to have a very strong alcoholic content, much the same as gin and vodka. Its taken in a particular way—a piece of lemon and some salt are put on the back of a clenched fist of the left hand and licked after gulping down a shot of Tequila from the right hand. Today, the Mexicans drink Tequila with tomato juice and call it Sangarita. The Mexican government regulates the production of Tequila under the Norma Official Mexicana de Calidad. A label that bears the letters DGN conforms to this regulation.

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Popular Tequila Brands Conquistador Tequila Gold Conquistador Tequila White

Service of Tequila (a) Tequila is traditionally drunk neat with a lick of salt.

Popular cocktail Margarita -

30 ml Tequila 10 ml Triple Sec or Cointreau Lemon wedge I teaspoon of lime juice

Salt the rim of an old-fashioned glass by moistening it with lemon. In a cocktail shaker vigorously shake Tequila, Triple Sec or Cointreau and lemon or lime juice. Strain into the glass and garnish it with a slice of lemon.

KEY TERMS Agave Azul Anejos Aquamiel Blanco Coa Jamadors Oro Pencas Pina Reposado

blue agave chosen to make tequila tequila aged for above a year sap of pinas white tequila aged for 14-21 days steel tipped hoe for harvesting the agave plant harvesters of the agave plant in Mexico gold tequila aged for upto two months spiny leaves of the agave plant heart of the agave plant rested tequila aged for a year

REVIEW QUIZ Fill in the Blanks 1. 2. 3. 4. 5. 6.

Tequila is made from the sap of __________________. The only place in the world where the agave azul grows well is ______________________. The agave azul takes _____________ years to mature. The heart of the agave azul is called __________________. Tequila is aged in ____________________. Sangarita drink is composed of tequila and _________________.

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7. 8. 9. 10.

Tequila is traditionally drunk neat with _______________. The Mexican body that controls the manufacture of tequila is called ___________________ . The superior tequila that is aged over a year is called ________________. The sap of pina is called ______________________.

LESSON 18 Spirits (Brandy)

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Brandy

INTRODUCTION Brandy comes from the Dutch word brandewijn, which means “burnt wine”. Distillation of brandy was a burning process done by heat. Grape brandy is a mixture of distillates obtained from the fermented juice or mash of grapes. Distillation, to put it simply, is the process of heating fermented fruit juice and capturing and cooling the vapour to form the alcohol. Only distillates of grape juice can be called brandy. However, there are brandies from other fruits as well such as peach, apricot, pear and apple. Such brandies are identified by preceding the fruit name before the word “brandy” such as Peach Brandy, Apricot Brandy etc. Brandies are aged in oak casks for a minimum of two years while the usual aging period is from three to eight years. It is usually marketed at the strength of 80 to 84 proof. The character of the brandy is determined by the kind of grapes used, the climate, soil, cultivation and harvesting methods, fermentation and distillation process, aging, and blending. Each factor is important and all have an impact on the type and quality of a brandy. The variety of grape used in brandy must be low in sugar and acidic. The low sugar content means that a lot of wine must be distilled to produce the distillate. It increases the congeners, (which are substances other than alcohol and water like acids, glycerine, phenolics, butyl alcohol, propyl alcohol, aldehydes and esters), which are found in wine and new distillates. Congeners provide flavour and aroma that may or may not be desirable. The acid content helps with aging. Some of the favourite grapes for brandy are St-Emilion, Folle Blanche and Colombard. The soil need not be rich. Some excellent brandies are grown in poor soil. However, certain characteristics of the soil like the calcium content produce better grapes.

COGNAC Grape brandy is produced in many countries but experts consider Cognac the best. Cognac is produced in the French district of Charente in which the city of Cognac is situated. In order to be labelled “Cognac”, the grapes must be grown, fermented and distilled in this area, where there are

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seven famous districts. The better Cognacs come from the soil rich in calcium coming from ancient oyster beds while the poorer ones come from districts with lesser calcium content. Cognac is classified in order of quality as follows: La Granda Champagne La Petit Champagne Les Borderies Les Fins Bois Les Bons Bois Les Bois Ordinaire Bois Commums Cognac brandy was created in the 17th century when the art of second distillations was discovered. Brandies are prepared by the Pot Still Method. The first distillate called “heads” yields a harsh distillate of 30% alcohol. Cheap brandies are produced from the first distillate. The second distillation called “tails” gives cognac with an alcoholic content of not more than 72%. Superior brandies like Cognac are produced from the second distillate. However, local laws require the alcoholic content to be below 45%, therefore, the distillate is diluted to conform to those standards. Cognac is matured for years in oak casks and then blended to give a fine brandy. There is no vintage brandy. The labels of Cognac give the number of years the particular Cognac is aged for: * One Star ** Two stars *** Three Stars V.O. V.O.P. V.S.O V.S.O.P V.V.S.O.P

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Matured for two years Matured for two to four years Matured for five to eight years Very Old Very Old Pale Very Superior Old Very Superior Old Pale (matured for 50 years) Very Very Superior Old Pale

Armagnac is fuller bodied and drier than cognac. It is best to use the younger brandies for mixed drinks. The mature expensive brandies are better appreciated when drunk neat.

ARMAGNAC Another worthy French brandy is Armagnac, which comes from the region of that name in the south-west of France. The Armagnac region is just south of Bordeaux in the old Gascony province. Armagnac brandy is grown in three areas: Haut Armagnac, Ténaréze, and Bas-Armagnac. The last produced over half of all Armagnac, while Ténaréze produces 40% and the Haut-Armagnac produced 10%. The best Armagnac comes from the Bas-Armagnac often blended with brandies from Ténaréze region. Armagnac has only one continuous or semi-continuous distillation at a very low proof of 104 to144. Armagnac is dry in taste and also bitter, a quality developed during the aging process where the liquor is exposed to sappy black Monlezun oak casks. Armagnac must be aged for about ten years for best results.

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CALVADOS Calvados is a famous apple brandy from Normandy in upper France where the climate is not suitable for grapes. The region is, however, very good for apples called Calvados. There are three types of calvados – Calvado du Pays d’Auge grown in central Normandy, which is pot distilled twice resulting in a distillate of the strength of about 140 proof and aged for a year; Calvados, which is a fine product but not the best grown in the Pays d’Auge region and prepared with continuous distillation; Eau-de-vie de cidre, which is a plain brandy for usual consumption.

BRANDIES FROM OTHER NATIONS FRANCE Marc, a French brandy from grape pressings and posseses a fiery, raw flavour and fruity taste. Kirsch is made from cherries. It is lighter than its German and Swiss counterparts. Framboise made from raspberries, grown in the Alsace region. Mirabelle brandy is made from yellow plum. Quetsch brandy made from purple plums.

ITALY Grappa, much the same as Marc in qualities Kirsch, made from cherries.

GERMANY Kirschwasser, made from cherries and is heavier than the French version. Zwetschgenwasser, made from purple plums. It has a dry spicy plum flavour and is pale in colour.

SWITZERLAND Kirsch, made from cherries. Poire Williams flavoured with pear brandy

BALKANS Slivovitz, a yellow plum brandy is aged sometimes up to 12 years giving it a straw colour.

GREECE Ouzo, is flavoured with anise and licorice. It tastes like middle–eastern arak and turns a grayish white when mixed with water. Metaxa brandy is slightly sweet, greenish tan beverage.

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AUSTRIA & HUNGARY Baracj Palinka is an apricot-flavoured brandy very popular in these countries.

SPAIN Carlos1 and Funandor are high quality brandies made from a blend of wines. They have a heavier flavour and sweeter taste than French brandies.

PERU Pisco brandy is full bodied and with a strong distinctive flavour. It is marketed in a unique bottle of an Inca god’s head.

USA Applejack is a brandy distilled from apple juice.

Popular Brandy Brands Calvados – Boulard XO, Busnel, Creamlight, Pays D’Auge Napoleon Remy Martin Torres 10 brandy Beehive VSOP Charles de Navarre Armagnac Asbach Uralt Courvoisier Cognac Bisquit Dubouche*** Hennessy*** Hennessy X.O. Martell*** Saligane V.S.O.P.

Service of Brandy (a) Brandy is best served neat (without ice) in a Brandy Balloon glass that retains the vapour of brandy and stimulates the nasal senses when drunk. It is best appreciated after dinner.

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(b) Socially people have had brandy with ginger ale, lemonade, coke and Orange juice. This is not doing injustice to Brandy.

Popular cocktails Brandy Alexander -

30 ml Brandy 15 ml fresh cream 15 ml Creme de Cacao (dark) Garnish: 1/4 tsp Nutmeg

Shake all the ingredients in a shaker with ice and strain into a cocktail glass. Garnish with nutmeg Sangria Naranja From its humble roots in Spain, Sangria has become one of the world’s most sensual drinks. First introduced in the U.S. at the 1964 World’s Fair in New York, the uniqueness of this drink is its flexibility with fruits unlike most summer cocktails, which require precise measurements and exact ingredients. No two drinks are ever the same - 1 bottle of Fruity Red Wine (750ml - 1/2 Cup GranGala Triple Orange Liqueur - 1/3 Cup Brandy - 2 bay leaves - 1 Orange, sliced into rounds - 1 Pear and or Apple, cored and cut into thin wedges - 1/4 Cup White Sugar Cut the orange in half. Cut off the thin outer peel of the orange using a vegetable peeler. Avoid the bitter pith. Slice the other half of the orange and use for garnish. In a bowl, use a spoon to mash the sugar into the orange peel so the sugar absorbs the oils. Stir in all remaining ingredients. Cover and chill for 8-24 hours. Remove the orange peel and bay leaves. Serve Sangria in a pitcher garnished with reserved orange slices and fruits. Add 3- 4 ice cubes to each glass. The key is to pair a quality wine. The wine can be red or white; the red should be fruity, not tannic, and the white should have flavour not too acidic. Most Sangria recipes call for an orange liqueur, whose complexity lends a sun-kissed flavour to the mélange. Sidecar - 30 ml Brandy - 45 ml Lemon Juice - 15 ml Triple Sec Shake all the ingredients in a shaker with ice cubes and strain into a cocktail glass.

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KEY TERMS Brandy Congener Distillate

a distillate of fermented grape juice substance other than alcohol found in wine and new distillates that provide undesirable flavour and aroma alcohol produced by heating fermented fruit juice and cooling the captured vapour

REVIEW QUIZ True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

or False Brandies can be produced from fruits other than grapes. The aging period of a brandy is a minimum two years. One criterion for the character of a brandy is the blending process. The variety of grape used in brandy must be high in sugar and acidic content. Brandy grapes require rich soil. Cognac can be only made from the district of Charante. “Two Star” brandies are matured for two years. Framboise is a French brandy made from raspberries. The Greek brandy, which is flavoured with anise and liquorice is called Kirsch. Mirabelle brandy is made from plums.

Fill in the Blanks 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Brandy comes from the Dutch word “brandewijn” which means ________________. Brandy is a spirit distilled from _________________. Brandies are aged in _________________. The proof of Brandy ranges between ____________________. Substances that add flavour and aroma to wines and new distillates are called _________________________. The ______________ content in soil produces better grapes for brandies. V.S.O.P. stands for _______________________. Armagnac must be aged for ____________ years for best results. The famous apple brandy from Normandy is called __________________. Second distillates are called ______________________.

LESSON 19 Beer

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19 Beer

ORIGINS OF BEER Beer is a potable alcoholic beverage fermented from barley malt and flavoured with hops which is a dried ripe flower of the mulberry or nettle family. The alcoholic content in a beer ranges from 3% to 5% and it is known to be a refreshing drink particularly in summer. Actually any cereal containing starch and sugar may be used in the brewing of beer, e.g., maize, rice, corn or wheat. But these grains lack essential enzymes (chemicals which facilitate the extraction of sugar) and when used require special treatment. If used alone, the final product would not be beer. Beer has been produced by many cultures over the ages. The Crimean Tartars made a brew from millet seed; the Russians brewed the Kvass, made from kvass seed and is still consumed in many parts of Russia; the Germans brewed a wheat version of beer called Weisbier; Arabians and Africans brewed their own concoction from teff, millet, grass seeds and others; the Chinese made the kiu from rice and sorghum; the South Pacific region has had its own brews obtained from coconut; and South Americans make their beer from any grain at hand. Christopher Columbus found native Indians making beer from corn. Worldwide, beer is very popular and a socially acceptable product because of its low alcoholic content. It is enjoyed by many people and treated as a refresher or thirst quencher.

RAW MATERIALS USED IN MAKING BEER Barley Barley is preferred to other cereal plants as it can be easily malted for brewing and the soluble extracted from barley malt is more complete than those of other grains. Though there are many varieties of barley, the ones chosen for beer production must have high starch content, low protein content and a little flavour. It is for this reason the two-row barley – which has two rows of seed on its head – is considered best. Malt Barley is steeped in water, which encourages germination – a thumbnail sprout. Sprouting is necessary to produces malt enzymes called diastase, which

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converts the grain’s starch into maltose, which has sugar that can be fermented. Sprouting is stopped when the maximum maltose is achieved. This is achieved drying the malt in hot kilns. The malt is then roasted according to the brewer’s recipe, which affects the dryness, sweetness and colour. All malts are made from barley except for wheat. Hops Hops belong to the nettle family. They are dried, scaly fruit of the vine Humulus lupulus in Europe and H. americacanu in the USA. The female plants used, bear cone-shaped formations that measure from 1-4 inches in length. The petals have tiny glands that contain various oils and resins, which prevent the growth of bacteria in beer and impart a bitter flavour to it. It has a pleasant aroma, increasing its refreshing quality and stimulating digestion. It also preserves beer. Hops grow in a wide range of climates and soils. Sugar Sugar is an essential additive as it helps to produce a beer of pale colour, less filling and with better taste and of course, increased stability. Invert sugar a product of sugarcane treated with small amount of acids, is used as an additive. The process of inversion of sugar has the effect of converting the cane sugar into Dextrose and Laevulose. Both these sugars are fermentable and can be treated with yeast. Without inversion, the use of raw or refined sugar imposes a heavy strain on the strength of the yeast. Brewer’s Yeast Brewer’s yeast is a micro-organism belonging to the saccharomyces species and is capable of reproducing at a fantastic rate. Its work is to propagate and split up the sugar components into equal quantities of ethyl alcohol and carbon dioxide. Most yeast grows best at temperatures between 68 degrees F and 113 degree F. Yeasts feed on simple sugar called glucose and often use their enzymes to convert starches or other sugars into glucose. It is the carbon dioxide content of the beer, which determines the amount of the fizz and the foam formation in the beer. A consistent carbon dioxide level means that the barman will not have any trouble handling beer at normal temperatures. Water Water is an essential ingredient. Its quality is critical and therefore, spring water is preferred. Lager beers are produced from water with low mineral content. Yeast is sensitive to water and therefore, a lot of consideration is given to the quality of water. Finings Finings are used for the clarification of cloudy beer. It is made from isinglass got from the swimming bladder of the sturgeon fish. Brewers are particular about the quality of isinglass because one type is more effective than others. Isinglass consists of water and proteins, but is in no way a constituent of beer; it acts purely as an agent of clarification.

BROAD STAGES OF BEER MAKING The process of beer production can be divided into seven distinct stages: Malting Barley is steeped in water until it germinates. It is then kiln-dried to 18 degree F to stop germination. The resultant product is termed malt and is ready for grinding. Mashing Crushed malt called grist is mixed with water at a temperature of 154 degree F, for the proper length of time in a mashing Tun. The mash is mixed and cooked from one to six hours, during which time the malt enzyme amylase converts the starch into maltose and the enzyme protease is broken for the beer clarity. The resultant solution “wort” is a warm and sugary fluid ready for beer making. The residue (spent grain) is strained into a lauter tub. Lauter means ‘to make clear’ in German. It is sold as stock fodder.

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Brewing The wort is placed in huge copper or stainless steel kettles when hops are added. The mixture is then boiled to sterilise the wort and to extract the bitter flavour of the hops. The hops are drained off and the wort cooled from 50-70 degree F and from 37-49 degree F for lager beers. Fermentation Fermentation is the next process where the yeast splits the sugar into alcohol and carbon dioxide. This is the most decisive phase in the brewing for attaining brews of fine taste and aroma. There are two types of fermentation: Top-fermentation is a fast and vigorous process achieved at high temperatures. The beer is produced in only a few days. It produces heavy foam on top of the brew. The wort is cooled from 50-70 degree F. It is filtered, bottled and packaged for immediate consumption. Ales, porters and stouts are the popular top-fermented beers. Bottom-fermentation is a slower process from which lager is produced. The yeast works slowly at low temperatures and the fermentation start at the bottom identified by the bubbles of carbon dioxide that emerge at the top of the wort. This process was first introduced in Bavaria in the eighth century to preserve beer, which soured quickly during summer when refrigeration and pasteurisation was not discovered. Brewers fermented the beers in cool caves to preserve it. They discovered that this process also added flavour to the beer and made it smoother and mellow. Pasteurisation Pasteurisation is the process of heating liquid like beer or milk to kill bacteria in the liquid and to stop fermentation. Pasteurisation is necessary for bottled and canned beer to preserve it for longer shelf life. This is achieved by exposing the beer to 140 to 150 degree F heat in order to kill the bacteria that spoil beer. Draft beer is not pasteurised and therefore, needs to be refrigerated and consumed quickly. Brewers can increase the shelf life of draft beers by filtering it to remove bacteria. However, beers cannot last forever and must be consumed within three to four months. Carbonation This is a process adopted to add carbon dioxide to beer to make it fizzy. Beer cannot be enjoyed without carbonation and is considered ‘flat’. Carbonation can be achieved by retaining the carbon dioxide during fermentation or by injecting carbon dioxide to the brew in neutral containers like glass or stainless steel. Packaging Beer is packaged in various containers from bottles, cans and stainless steel kegs. The cans are coated inside with lacquer to avoid any reaction of brew to the metal cans. Bottles and cans come in quantities of 33 CL, 35.5 CL, 37.5 CL, 44 CL, 50 CL, 55 CL and 1.5 L Draft Beer come in full kegs of 30 gallons and half kegs.

BEER PRODUCTION Storage Bin Screening Mill Grist Case Mashing Tun

Copper Kettle

Malt is received from suppliers. It is weighed and stored in bins. Foreign matter is removed from the malt. The malt is crushed and is known as ‘Grist’. The grist is collected in a grist case for disposal to the mashing tun. In this vat, the grist is mixed with hot water and mashed. The resultant liquid, known as ‘Wort’, is drawn off into a copper kettle. The husk of malt that is left behind in the mashing tun is disposed off as cattle fodder. The wort is boiled with hops and sugar to sterilise the mixture.

Weighing

CASK

Dropping vessel

Storage bin

Screening

Bottles and casks are labelled

Fermenting vessel

Mill

Fig. 19.1 Beer Production

Cellar for cask beer

Conditioning room for bottled beer

Spent test for cattle fodder

Mashing tun

Grist case

Hop back

Copper kettle

Retail wine shop

Refrigerator

Wort Receiving Tank

Fertiliser

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Hop Back Wort Receiver Fermenting Vessel

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The unused hops are strained off into the hop back for future fermentation while spent hops are used as fertilisers. The Wort is pumped into refrigeration tanks where the product is cooled to 60 degrees F. The wort is siphoned into fermentation vats where yeast is added to start the fermentation process. Fermentation splits the wort into alcohol and carbon dioxide, which is captured to create the fizz in the beer. The fermented wort, which by now is a crude form of beer, is siphoned into a dropping vessel. The spent yeast is used as cattle fodder; while unused yeast is removed for use in future fermentation. Casking The beer is filed into casks, which are stored in underground cellars where the temperature is cool. At this stage, finings are added to clarify the misty beer. Filtering Beer is filtered to make it brilliant. Bottling Beer is bottled and kept in conditioning rooms for the excess carbon dioxide to escape.

Types of Beers Lager Beer: Lager beer is distinguished by the fact that the wort is fermented by the bottom fermentation i.e. yeast is introduced at the bottom of the vat, and then stored in refrigerated cellars called by a German word ‘lager’, which means ‘store’, at freezing point for a period of six months. The process matures the beer. Pilsner lager is stored in the limestone caves of Pilsen in Czechoslovakia. Ale: Ale is synonymous with beer, except that it is a term used for ordinary mild beer. It is a distinct product of the English. Produced by the top-fermentation process it has a characteristic bitter taste. Ale is sometimes mixed with lager beer to produce cream ale. The Germans have a variant called Alt meaning “old” from the ancient topfermentation method. Draft Beer: Draft beer is not pasteurised and therefore, is perishable. It has to be stored at temperatures between 36 to 42 degree F. Draft beer comes in kegs, either full or half. A full keg holds 31 gallons. These kegs are connected to taps in bars through a pipe pressurised with carbon dioxide or air; these pipes have to be precise in pressure to give a balanced draft drink. A metre gauge helps in determining the pressure. Porter: Porters are black beers, achieved by roasting malt at high temperatures, which gives it a dry, bitter taste and darker colour. It has a less accented taste of hops as compared to ale and stout and is sweeter. This name originated from the fact that London porters at Coventry Garden used to drink this beer. Stout: Stout is similar to a porter in as much as the malt is roasted. It has a strong malt flavour and a sweet taste, but is heavier and has a stronger hop character than porters. Stout beer was given world recognition by the Irish, who made the esteemed Guinness stout.

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Bock: Bock is a sweet German beer that is darker, richer and higher in alcoholic content than standard beers. Bock was first brewed in Einbeck, Germany around 1200 AD and called Einbecker Bier. At some point the brew was renamed Bockbier, later shortened to Bock. It is brewed in spring and therefore, associated with Easter in Germany. Doppelbocks: They are full, rich lager beer of high alcoholic content ranging from 6% to 10.5%. This beer is a specialty of Bavaria and challenges many a tourist. Pilsner: This is a light, rich and mellow lager with dry crisp, hop flavour and a light colour. It is made from the hops of Pilsen (now Plzen), Czechoslovakia and considered the best quality beer in the world. Original Pilsner has to come from Pilsner and people may be duped by imitations, especially brewers who may mix Pilsner hops with other ones. Bavarian Beer: This beer is also called Munchen made from the hops of Bavaria, which has a good flavour. It is light in body and darker than pilsner, getting its full, rich flavour from heavy malt. Bavarian Beers are of two types – Helles (light) and Dunkel (dark). Dortmunder: These are special beers from Dortmund, Germany. This beer is a cross between Pilsner and Bavarian beer, with a dark colour and full body. Other Dortmunders are Weisbier meaning white beer and Weizenbier meaning wheat beer. They are produced by varying proportions of malt by the top-fermentation method and are krausened (carbonated), which give them a creamy delicate character. Non-alcoholic: These are beers without any alcoholic content and are popular with teens below the drinking age. They are also called “root beers”. They are a substitute for colas and other fizzy drinks. Drinkers can enjoy the taste of beer without its intoxicating effect.

BEER Popular Beer Brands Amstel Asahi Becks Beer Budweiser Bud Light Blackthorn Cider Boddington’s Draught Beer Cafferey’s Irish Ale Cobra Corona Fosters Heineken Kingfisher

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Miller Genuine Draft Murphy Newcastle Brown Ale Peroni Nastro Azzuro Tiger Beer

Service of Beers 1. Beers come in bottles and cans. Some people like to drink beer straight from the can or bottle. This preference must be asked at the time of ordering. 2. Beer is served neat in tankards or beer goblets with a layer of foam. Tilting the tankard and letting the beer slide into inner side of the tankard can control foam. Some guests like a thick foam on their beer, which can be achieved by pouring beer at right angles to the tankard. 3. Tap beer is poured into tankards and goblets and served. 4. A popular way that large groups drink beer is by pitchers. It is comes at economy prices due to the volume involved.

KEY TERMS Brewing Carbonation Fermentation Finings Grist Hops Isinglass Malt Malting Mashing Pasteurisation Wort

the process of making beer from wort the process of adding carbon dioxide to a liquid the process of converting sugar-based liquids into alcohol substance used to clarify cloudy liquid crushed malt dried ripe flowers of the mulberry or nettle family bladder of sturgeon fish a product of germinated barley the process of germinating barley the process of adding water to malt the process of heating liquid to kill bacteria to give the liquid a longer shelf life heated malt mash

REVIEW QUIZ Fill in the Blanks 1. The cereal most commonly used in beer making is ____________. 2. Sprouting produces a malt enzyme called ___________________.

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3. 4. 5. 6. 7. 8. 9. 10.

Hops belong to the _____________ family. Substances used in the clarification of liquid are called_______. Isinglass is produced from the swimming bladder of _____________. Crushed malt is called ________________. Yeasts interact with sugar to produce __________ and ____________. The mash created by mixing grist and water is called ______________. Genuine Pilsner Beer is produced in _____________________. Non-alcoholic beers is also called ___________________________.

True or False 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

Ales are produced by the top fermentation method. “Lager” is a German term for refrigerated store. Draft beer is pasteurised. Draft beer come in bottles. Porters are dry and have a bitter taste. The Irish Guinness beer is a Porter. Doppelbocks are a specialty of Bavaria Beer is flavoured by hops. The gas that creates the fizz in beer is carbon monoxide. Spent grain from the mash of heated malt is called lauter.

LESSON 20 Non-alcoholic Beverages

L E S S O N

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20 Non-alcoholic Beverages

INTRODUCTION The consumption of non-alcoholic beverages has become a way of life. We start with the morning bed tea; move through the morning and afternoon with cupfuls of coffee; refresh ourselves with a carbonated drink at sunset; and finally end the day with a warm nourishing drink like cocoa before going to bed for the night. Non-alcoholic beverages may be classified into four categories: 1. Water, which is essential to human survival. It must be potable and served hygienically. 2. Refreshing drinks are items like colas, squashes, syrups and Ades. In this category would be placed soda and tonic water, which are also excellent mixers to alcoholic spirits. 3. Stimulants like tea and coffee. 4. Nourishing drinks like malted ones (e.g., Ovaltine, Bournvita, Horlicks, etc.), milkshakes, fruit juices and mocktails, which are a combination of fruit juices.

SERVICE Let us see how each is served:

Water 1. Ensure that the water is potable and from the designated source for guests. Foreign travellers may feel safer to consume bottled or mineral water. Mineral water was originally medicinal water from mineral springs. However, there are reliable imitations of the original mineral water under known brand names. The server must make sure that he knows the bottled water brands stocked in the premises of the establishment. It is customary, nowadays, to ask guests whether they prefer bottled water or filtered water.

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2. Water should be always chilled, unless the guest asks for water at the room temperature. It is customary, nowadays, to ask the guest if he or she prefers chilled water or water at room temperature. Some guests have throats sensitive to chilled water or ice. 3. Water is served in water goblets. Water goblets have a stem and the bowl that can take 10 ounces of water. In the absence of water goblets, the highball glass may be used which takes about 8 oz of water. 4. Water goblets are placed on the right of the plate at the tip of the large dinner knife. 5. Ensure that the goblet is free of stains by rinsing, polishing and raising the glass against the light at the time of setting the table. 6. Water from jugs is served from the right of the guest. 7. Water is poured from a jug with a cloth around the spout to ensure that water drops do not spill onto the table. Bottled water may be poured directly and the bottle twisted after the pouring is complete, to ensure that there are no spills. 8. Water should be filled to the rim of the goblet. 9. The water jug should be covered with a folded waiter cloth when kept at the sideboard. The bottled water is kept on the table for the guest to see at all times. 10. Replenish the water goblets periodically without waiting for the guest to ask for replenishment. This is a professional courtesy.

Refreshing Drinks These are mostly aerated waters, which are a combination of water, carbon dioxide (that gives the fizz), sugar and artificial essence. Common essences used, belong to the citrus family giving lemonade and orangeade (shown alongside). Modern food technology has brought to the consumer refreshing drinks of various other fruits such as peach, apple, litchi, etc. Colas come under the category of refreshing drinks and have flooded the market. Branded ones like Coca Cola, Pepsi Cola, Sprite, 7 Up and Miranda are the few popular drinks, each with its own secret formula of preparation. All colas have a generous infusion of carbon dioxide to give the drink a fizz. Syrups and squashes are concentrated fruit essences sweetened with sugar syrup. They are not carbonated. Common ones under this category are the orange squash, lemon squash, strawberry and raspberry syrups. Soda is purified carbonated water, while tonic water is sweetened water with an injection of quinine. They may be drunk alone but are better known as mixers with alcoholic spirits. Given below are some service tips for the service of refreshing drinks: 1. Be aware of the refreshing drinks stocked by the property to be able to give the guest the correct choice. 2. Make sure to ask the guest whether they prefer it chilled or at room temperature, though they are best served cold. 3. Refreshing drinks are served in high ball glasses. 4. Colas may be garnished with a slice of lemon, wedged on the rim. Colas are served with a straw. 5. Squashes and syrups are served in high ball glasses diluted with water, ice and a straw.

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Stimulating Drinks Tea It is believed that tea was first discovered by Emperor Shennong of China about 2737 BC. However, Chinese literature first mentions it in 350 AD. The custom of drinking tea spread to Japan around 600 AD. It is the Dutch traders who first introduced it to Europe from China and Japan in 1610 AD. By 1657 AD, it was being sold in English coffee houses. It became so popular that it became England’s national drink. The East India Company introduced it into India around the seventeenth century and tea became popular in India too. Today, India is the largest producer of tea in the world followed by China and Sri Lanka. The tea plant grows in tropical climates at elevations at 3000 – 7000 feet. The more the height, the better is the tea flavour. Tea plants can grow to a height of 30 ft. However, in plantations they are pruned to about three or four feet. The plant matures in 3-4 years and produces shoots with several leaves and a bud called flush. The flush once cut can grow again every week. The flush is hand picked by tea-pluckers who can harvest about 18 kilos each day. This amount can produce 4.5 kilos of tea. The selection of tea leaves is done by tea-tasters while the blending is done by teablenders.

Types of Tea Tea is of three types a) black tea, b) green tea, and c) oolong tea. Black tea is produced by drying with air-blowers, leaves on shelves called withering racks. The dried leaves are soft and flexible when they are crushed in rollers to release their flavours. Tea is then fermented under controlled climate and humidity when they change chemically to a coppery colour. The leaves are finally dried in ovens to become brownish black. Green tea is steamed so as not to lose its colour before it is crushed and roasted in ovens. Oolong tea is made by the same process as green tea but its leaves are partially fermented to give it a greenish brown colour. Tea is graded by size and not quality, of leaves. The leaves are selected by sending them through screens of different sizes. The largest leaves are sold loose and classified in size by terms as orange pekoe, pekoe and pekoe souchong. Smaller leaves are suitable for tea bags and are classified as broken orange pekoe, broken orange pekoe fannings, and fannings. Instant tea was introduced in 1904 in the United States when a New York tea merchant sold tea in silk bags instead of tins. Consumers found that they could conveniently brew tea in them and this popularised the consumption of tea bags. Instant tea is made by removing the moisture content in leaves by a special drying process leaving a powder. Tea companies produce their own brands by blending tea leaves. Iced tea was introduced by an Englishman Richard Blechynden who wanted to popularise tea in the United States. He served iced tea first at the Loiusiana Purchase Exposition in 1904. Iced tea is prepared as regular tea except that it is cooled and chilled and drunk without milk.

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Service of Tea Tea service is an art and people go to great lengths to perfect it. Tea is prepared by adding boiling water to the tea leaves and allowing it to brew in the teapot for three to five minutes, so as to infuse the colour and taste of the tea to the water. Milk and sugar are served separately for the guest or host to add to taste. In the service of tea one has to take the following norms into account: 1. Tea is served at breakfast or during evening tea-time. It is rarely served at lunch or dinner but served if requested. 2. Traditionally, tea is served with a tea set which consists of a teapot kept warm with a tea cozy, milk jug and sugar pot with a teaspoon for granular sugar or tongs for sugar cubes, teacups, saucers and teaspoons. Finer hotels still follow this procedure of service and have tea pots for single, double or four persons. 3. Tea sets were traditionally silver but commercial establishments have introduced stainless steel, silver-plated or chrome-plated tea sets as cost measures. Finer restaurants have ceramic or fine Chinaware for tea. 4. Casual restaurants may provide tea prepared in a tea still, leaving the guest to add powdered creamers and pre-portioned sugar satchels. Today’s guests who move in the fast lane, are comfortable with tea bags which are satchels of portioned tea leaves with a string to dangle in a tea mug of boiling water. 5. A variant of tea service is iced tea which is both stimulating and refreshing and an ideal drink in warm climates.

Procedure for Service 1. Portion tea leaves in a tea pot and fill it with hot water from the tea still. 2. Place the teapot in a tea tray with a baize or paper napkin around the teapot handle as it would be hot. 3. The tea tray must have a milk jug and sugar pot with a teaspoon or tongs. 4. The tea cup must be laid face down in the saucer on the table. Upturn the cup in front of the guest at the time of service. The saucer must have a doily paper to prevent the cup from slipping in the saucer. It also absorbs spilt tea in the saucer. 5. Place the tea tray on the table, before the guest. 6. With the permission of the guest pour the tea in the teacup leaving a margin from the rim for the milk and sugar. 7. Ask the guest if s/he prefers milk before pouring. Let the guest decide how much milk s/he would like. 8. Ask the guest if s/he would like sugar and proceed to portion it as requested i.e. half a teaspoon, one teaspoon, or one cube of sugar. 9. Leave the teapot covered with the tea cozy on the table in front of the guest and periodically check if the guest would like to have some more.

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Coffee Coffee is a drink made from roasted or ground beans of the coffee plant. Coffee beans come from the plant called Coffea Arabica originally grown wild in Ethiopia. Goatherds found that their goats stayed awake all night after feeding on coffee leaves and berries. Coffee reached Arabia in 1200 AD from where it got its name from the Arabic word gahwah. It was used as wine and a medicine before it came to Turkey during the 1500s and to Italy in 1600s that made it a popular drink. Coffee Houses sprang up throughout Europe as places of intellectual discussion over sips of coffee. It is now cultivated extensively in Java, Sumatra, India, equatorial Africa, Hawaii, Mexico, South America and the West Indies. The leader in coffee bean production is Brazil followed by Columbia. The coffee plant is an evergreen shrub that grows 14 to 20 feet but in plantations is pruned to 12 feet. The plant grows in tropical climates at altitudes of 3600-8000 feet. The coffee fruit is a berry and grows when the plant is ripening, and changes in colour from green to yellow to red. The average plant gives less than a kilo of berries. Most berries are hand-picked and put through a running bath called sluice. Good berries sink to the bottom while all other material floats at the top. The good berries are pulped by machine revealing two beans (seeds). Each bean has two coverings. The top covering is removed by milling machines and peeled by blowers. The best beans are then roasted at 482 degree C for 16 minutes before they are cooled and cleaned for storage bins from where they are ground to regular or fine texture. They are then packed in vacuum tins or paper bags.

Types of Coffee Coffee normally takes its name from the country where it is grown. So Brazils come from Brazil, Mocha from Mocha (Al Mukha) in Yemen; and Java from Java. However, some coffee houses and manufacturers may have their own blends of coffee under various brand names. Milds are coffees outside Brazil while Coffee Robustas are grown mostly in Africa.

Coffee Service Instant Coffee can be either powdered or freeze-dried and is the most popular because it can be made by just adding hot water. Ground coffee captures the best essence of coffee beans and is made by boiling it with water in a closed still. Turkish coffee is made by the common method of making coffee, i.e., boiling water and adding a teaspoon of coffee powder and drinking it with or without milk or sugar. Coffee without milk is called black coffee. Espresso Coffee is made by infusing steam, milk and water in an espresso machine that gives a frothy texture to the coffee when served. Sugar is added to taste. Cappuccino (shown alongside) is the same espresso coffee with a sprinkle of cinnamon powder on top. Cold coffee is chilled Turkish coffee served with a dollop of whipped cream on top. For those more adventurous, cold coffee is served with a dollop of ice cream. The service of coffee is much the same as tea except that instead of tea leaves we use coffee powder. Espresso Coffee and Cappuccino are served in coffee cups as they come straight from the machine. Turkish coffee is served in the traditional style as tea using coffee pots and coffee cups. Coffee pots have longer spouts than tea pots. Coffee is drunk throughout the day and ends a dinner meal well. We cannot forget that coffee is best enjoyed with coffee beans brewed in percolators, drip-pots

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or vacuum coffeemakers. Cold coffee is very popular with the younger generation. It is served chilled in parfait glasses topped with coffee ice-cream or whipped cream. The glass is presented on a saucer with a long handled spoon.

Nourishing Drinks Fresh fruit juices and milk have been traditionally associated with this category. Modern technology has brought to the public tinned juices with preservatives, of practically all fruits including mango, pineapple, etc. Tomato juice and carrot juice are exceptions from the vegetable family. As regards milk, malted branded drinks like cocoa, Horlicks, Bournvita and Ovaltine have revolutionised drinking habits. These are sweetened powder mixes that dissolve readily in milk to give a rich and wholesome drink. Malted nourishing drinks are portioned in coffee pots and served in a coffee cup and saucer. The procedure for serving nourishing drinks remains the same as that of coffee service. Juices are served in juice glasses though certain mocktails have exotic glasses and presentations.

REVIEW QUIZ True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

or False Fruit juices come under the category of refreshing drinks. Tea is a stimulating drink Water should always be served chilled unless asked for otherwise. Water is served in Tom Collins glass. It is a courtesy to fill the guest’s water goblet periodically. Refreshing drinks are mostly aerated waters. Syrups and squashes come under nourishing drinks. The tea plant grows in very cold climates. The leaves of green tea are fermented. Grading of tea is by size of leaves and not by quality.

Fill in the Blanks 1. Tonic water is sweetened water with the injection of ______________. 2. Refreshing drinks are served in ____________ glasses. 3. The shoots of the tea plant with leaves and a bud is called __________. 4. There are three types of tea, black, green and _______________. 5. The people who select tea are the __________________. 6. Coffee beans come from the plant called ____________________. 7. The places in Europe for intellectual discussions between sips of coffee were called _____________________. 8. The leader in coffee bean production is ___________________. 9. Malted nourishing drinks are portioned in ___________ at the time of service. 10. Juices are served in ________________ glasses.

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1 1. Bottle Display 2. Reach-in Fridge 3. Sink 4. Drain Board 5. Ice M/C 6. Server Pick-up Counter 7. Cash Register 8. Hinged Exit 9. Taps

2

1

6 8

7 9. Beer & Beverage taps

3

4

5

Fig. 21.1 Bar Layout

6. Since guests seated at the bar occupy the front counter, the service to other guests in the bar premises are served by bar maids who need a space to collect their drink orders and return used glasses and bottles. A side counter is provided for this purpose. 7. A space is provided for a cash register or computer micro with a drawer to keep tab of bar checks and stock the money and charge vouchers received. 8. A bar would have a hinged flapped door to keep the access to the inner bar area restricted to bartenders only. The flap provides additional bar space if required as well as seals the bar pen. 9. The bar is complete with beer and cola taps fed by pressurised canisters below the counter. Sometimes the canisters are below the floor or in an adjoining room to save immediate space. They are connected with pipes that carry the drink. Bars may come in other shapes as shown in Fig.21.2 A public bar has bar stools (with or without back rests) against a counter where guests can directly order drinks from the bartender. The bar also has seating away from the bar counter for greater interaction among guests. Guests at the counter are restricted in conversation with people on the left or right. So bars provide tables and chairs or sofas along the wall for greater conversation flexibility. Servers pick-up drinks orders from the bar and serve the guests. When designing bar, area occupied by the bar unit is usually 20% of the total bar area. The bar counter height is 3 ft. 6 inches for convenience of service and guest comfort. Three more inches may be added if the bar is on an elevated platform. The bar width should be 2 ft. 6 inches to 3 ft. for convenient reach of the bartender. The width also depends on the equipment on the bar counter top like beverage taps.

LESSON 21

Bar Management

Round-shaped

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Box-shaped

U-shaped

Serpentine Oval

Fig. 21.2

Other Bar Shapes

Bar counters have a foot rest along the length of the bar for guests sitting at the bar counter. The foot rest may be of wood or brass for durability. An important part of the bar is security. Since liquor represents a sizable inventory cost, the bartender has to be totally accountable for the inventory. The bar cabin must be restricted in entry for guests and other staff. The box diagram above has a hinged flap door to permit bar personnel to enter. When closed it seals off entry into the bar area, as also serves as a counter top. The bar counter is the centerpiece of the bar and a lot of care is taken to give it a grand appearance. Regular bar drinkers are traditional in their attitudes and welcome age old leather and wood to bar décor. Modern bar counters have experimented with plastics and fibre glass finishes. Below the bar counters are cupboards with shelves that store glasses and food supplies. They also have refrigeration units to keep bottled drinks that are served chilled and ice cube machines which are vital equipments for bar operations. The service bar, on the other hand, is a mobile or fixed facility that has enough liquor to serve the immediate requirement. It needs replenishment from the regular bars. These bars are found in restaurants, banquet and outdoor functions to serve liquor to guests.

MIS-EN-PLACE Just like all service operations, there is a preparation done by the bartender before s/he opens the bar. These tasks include: 1. Airing the bar to remove the stale liquor smells of the previous day.

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2. Requisitioning beverages from the beverage store against empty bottles of the previous shift. This includes beer kegs and bitters. 3. Ensuring that all bottles are properly capped and sealed to prevent evaporation. 4. Cleaning the display area and arranging bottles attractively ensuring that all labels face the guest. 5. Polishing all glassware and testing them against the light for any spots and stains. 6. Ensuring all guest supplies such as swizzle sticks, coasters, paper napkins and ashtrays are requisitioned and arranged for service. 7. Checking the ice-cube machine for adequate supply of ice-cubes. 8. Requisitioning garnishes like button onions, cloves, cinnamon, olives, cherries, chips, peanuts, and other food accompaniments with drinks, from the food store. 9. Requisitioning fresh items like lime wedges, pineapple slices, eggs, cream, nutmeg for cocktails, etc, from the kitchen. Fresh fruits and vegetables are kept covered with damp cloth to keep them fresh. 10. Pouring tinned juices into glass juice jugs immediately to avoid the juice acquiring the taste of tin or any rust contamination. 11. Checking the pressure in beverage, soda and beer taps. 12. Testing all including refrigeration units, ice-cube machines, taps, etc, and bringing it to the notice of maintenance. Also checking all furniture and fixtures. 13. Ensuring that the housekeeping has vacuumed the carpets and cleared all trash cans. 14. Replenishing the cash bank from the general cashier ensuring that there is adequate change for the business. 15. Cleaning the wine lists and discarding worn-out or dirty ones. 16. Ensuring that all service equipment is in place. (Please see the next section for service equipment for a bar).

BAR SERVICE EQUIPMENT A bar has its own specialised service equipment to provide high standards of service. Some of these equipments are: • Ice-cube machines that have a bin for prepared ice. • Long-handled parfait spoons are used for mixing drinks especially those served in tall glasses to scoop out heavy items. • •

“Muddler” spoons that have spatula base to crush fruit, mint leaves etc. for cocktail preparation. Swizzle sticks are plastic long handled sticks to mix drinks especially cocktails.

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Cocktail shakers are made of stainless steel or silver to mix cocktails. Some may have built-in electrical blenders and strainers too. One must keep in mind that ice in shaker is used for chilling purposes and not to dilute the cocktail. Therefore, it must not be kept too long in the shaker. • Hawthorne strainers have a coiled spring edge that fits into cocktail shakers to strain beverages. • Boston Shakers are two stainless steel cups that fit together and ideal for mixing tall drinks. • Lemon and orange juicers much like domestic ones are used to squeeze out juice for certain cocktail preparations. • Ice-crushers are special gadgets used for crushing ice for certain frappe preparations like crème-dementhe frappe. • Ice scoops to take out ice cubes from the ice machine. • Ice-buckets with tongs. • Ice-picks to break ice. • Water and fruit juice jugs that have a bar at the spout to keep out ice cubes. • Bottle openers to open various bottled drinks. • Peg measures to measure spirits especially essential for bar control purposes. They are composite measures that have 30 ml and 60ml measures. • Bar knives for cutting fruit. One is the paring knife to remove peels and the other is the serrated knife for cutting purposes. • Cutting boards for cutting fruit and other garnishes. • Garnish trays to keep cut garnishes. • Optic dispensers for portioning liquor directly from liquor bottles. • Bottle racks to store empty bottles. • Dustbins to throw empty cans and other discards. This is essential to keep the bar clean and tidy. • Mixing glasses for drinks that are stirred and not shaken. • Funnels to pour drinks from shakers and stirrers into the glass to avoid spillage. • Nutmeg cracker and grater for some preparations using nutmeg. • Corkscrews to open corked bottles. • Cocktail linen napkins are used by up-market bars while others use the paper ones.

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• Can Opener to open fruit juice cans and canned fruit used as garnishes. • Straws for special cocktails especially those in tall glasses. • Wine Stopper to plug open bottles to prevent air from oxidising the wine. • • •

Soda guns to provide soda constantly in busy bars. Liquid measuring cup for measuring juices for various cocktails. A set of measuring spoons for various cocktails.

• Glass rail is a facility on the bar counter where liquor is served into glasses. It absorbs any spills of soda, beer or colas due to froth. These rails have a drainage system below the counter.

BAR GLASSWARE Glassware has been mentioned in earlier chapters. In this chapter, it warrants another visit for the purpose of bar operations and to give details. Glassware is part of the bar experience and establishments have gone to great lengths to present exclusive quality. Glassware reflects the image of the property. Glassware is a bar’s asset and has to be cared for carefully during its transportation and use. Glasses are washed at the sink of the bar to ensure individual handling. The following is an inventory of different glassware: ALCOHOLIC & NON-ALCOHOLIC BEVERAGES

MIXER

TABLE WINES Red wines White wine Champagne Brandy Liqueur Sherry WHISKY GIN

RUM VODKA

Neat, water or soda, ice Water or Soda Lime Cordial or Tonic Water Soda, Water, Tonic Water Cola Neat Tonic Water, Soda, Water, Lemonade

GLASSES

CAPACITY

Red Wine glass White Wine glass Champagne Tulip Champagne Flute Champagne Saucer Brandy Balloon Brandy Snifter Liqueur glass Sherry glass Old fashioned glass High-ball Cocktail glass

7 oz. 5 ½ oz 6-8 oz. 6-8 oz 6 oz. 8 oz. 8 oz. 6 out 3 out 9 oz. 8 oz. 2-3 oz.

High-Ball High-ball Short Glass High-Ball

8 oz. 8 oz 3 oz 8 oz

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TEQUILA

Neat Marguerite Mix

BEER

COCKTAILS/MOCKTAILS

Tequila Shots Cocktail glass Beer Tankard Hourglass Pilsner Pilsner Glass Flared Pilsner Steins Beer Goblets Cocktail glass Tom Collins Parfait glass

3 oz. 2-3 oz ½ pint – 1 pint ½ pint ½ pint ½ pint ½ pint ½ pint 2-3 oz. 12 oz. 4 oz.

The term “Out” is an imperial measure that corresponds to liquid ounces. A four out is ¼ oz., six out is 5/6 oz.

Beer-stein

Cocktail Glass

Old fashioned Glass and Highball

Mocktail Glasses

Parfait Glass

Beer Mug

Martini Glass

Highball Glass I-r: water goblet; red wine glass; white wine glass; brandy balloon

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Water goblet 10 OZ

White wine glass 5 1/2 OZ

Beer tankard 1/2-1 pint

Old fashioned glass 9 OZ

Red wine glass 7 OZ

Champagne tulip 6-8 OZ

Champagne flute

Beer Sherry glass Brandy snifter/ goblet 3 out brandy baloon 10-12 OZ 8 OZ

Cocktail glass 2/3 OZ

Pool glass 12 OZ

Parfait glass 4 OZ

Champagne saucer Rolly polly Liqueur 6 OZ 9 OZ 6 out

Tom collins 12 OZ

Fig. 21.3

High-ball 8 OZ

Juice glass 5 OZ

Types of Glasses

BAR MEASUREMENTS It is important for a food and beverage professional to know the measurements used in bar operations when preparing drinks. All cocktail recipes mention measurements. The basic measurements are: 1 dash = 4 to 5 drops 1 teaspoon = 1/8 oz 3 teaspoons = 1 tablespoon 1 tablespoon = oz 1 pony = 1 oz 1 jigger = 1 1/2 oz

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1 cup = 8 oz 1/2 fresh lime = 1/2 oz 1/2 fresh lemon = 1/2 to 3/4 oz Most liquid ingredients are measured as ounces (oz) in the United States and millilitres (ml) in Europe. We may use a jigger (US term) to measure ingredients. A jigger usually measures 1-1/2 ounces at one end and 3/4 oz on the other end. The European term for jiggers is the peg measure which has 15 ml at one end and 30 ml at the other. Dash is a term of measurement used for tiny amounts of liquid for cocktail recipes e.g. dash of Tabasco or dash of Worcestershire sauce, etc

COCKTAIL GARNISHES A garnish is an item that decorates and flavours food and drinks. In bar service the garnish most used in cocktails is fruit and some herbs. The fruit must always be fresh and washed. Lemons and oranges give more juice if first soaked in warm water. Fruit must be covered with damp napkin when at the bar or refrigerated when kept overnight. Generally fruit cut do not last longer than a day. Stale garnish gives an unappetising look to cocktails and also reflects the standards of the property. The presentation of cocktails enhances its appeal and therefore, the demand for the item. We must remember that cocktails are expensive and has the potential to attract good revenue in bars. The common garnishes are: Lemons: Lemon skin imparts lovely citrus flavour to drinks. It is best presented as twists of lemon peel. A twist is a small strip of peel that is twisted over the glass to release its aromatic oils. One end is dipped into the drink. The secret to twisting a lemon is to grasp the twist with the thumb and index finger of the left hand holding the pores or yellow side down directly over the drink with the right hand. A combination of twisting and squeezing the oils from the pores of the squeeze releases the flavour. Cocktails that use lemon are Manhattans, Champagne Cocktails, Highballs and Spritzers. Lime: A lime gives 16 wedges or slices. Wedges are used to moisten the rim of the glass to adhere salt or sugar. This method is used in cocktails like Bloody Mary, Margarita, Side Car and Salty Dog. When squeezing the wedge, care must be taken that the juice does not squirt onto guests by shielding the process with the left hand. Slices are lime wheels used as decoration for cocktails like Margarita, Daiquiri and other tropical drinks. Orange: Orange slices or wedges are used much the same way as lime and used in cocktails with a base of orange juice. Orange slices must be cut about an inch thick to make it sturdy on the glass. Limp orange slices can look unappetising.

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Maraschino Cherries: These cherries are specially presented for cocktail decorative purposes. They are combined with lime or orange on a toothpick as “flags” on a drink. Olives: Olives go well with neat drinks like vodka and gin. They lend a sour flavour to connoisseurs. Pineapple: Pineapple spears or wheels go well as garnishes for tropical drinks like the planters punch where pineapple juice is used. They give the tropical meaning to the drink as the fruit comes from tropical countries. Mint Leaves: They are ideal for decorative purposes especially when a contrast in colour is desired. They go well with cocktails such as Mint Julep and watermelon based non-alcoholic drinks. Parsley: Parsley shoots are used in some drinks more as decorative items to bring a colourcontrast to a uniform drink.

BEVERAGE STORE The beverage store also known as the cellar is the heart of all bar service. Bar service personnel replenish their stocks from the beverage store on a strict basis. Issues are made against empty bottles and kegs only. By doing this the beverage controller can accurately calculate consumption and cost. Alcoholic beverages are expensive assets. It becomes critical to employ these control measures for those operations in countries that have to import foreign liquor. The beverage store then becomes a bonded warehouse responsible for the legitimate movement of liquor. The replenishment of liquor is done at specified times before a bar is opened. The bar tender must make sure that the stocks in the bar are adequate for the service. The bartender must know the consumption patterns of various drinks and brands. He must also know which brands are not available to be able to guide guests.

KEY TERMS Bar Cash Bank Frappe Garnish Glass Rail Optic Dispenser Swizzle Sticks

a facility that dispenses alcoholic beverages, refreshing drinks and cocktails a kitty of cash for immediate operational use crushed ice a food item that decorates and flavours food and drinks a drainage facility on bar counter tops to channelise spilt liquid when pouring gadget that portions liquor directly from bottles glass or plastic sticks to mix drinks

LESSON 21

Bar Management

REVIEW QUIZ True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

or False Service bars are used in room service. The width of a counter should be a maximum of 3 feet. An important part of a bar is security. Cinnamon is an accompaniment to a drink. Housekeeping vacuum clean the carpets of the bar. Cocktail shakers are made of wood. Cocktails with crushed ice are called crushers. Another name of the beverage store is a cellar. Lemons and oranges are the most popular garnishes. Cocktails are served chilled.

Fill in the Blanks 1. A bar unit constitutes ___________% of a bar room. 2. The best height of a bar counter is ___________________. 3. Fixed bars have _______________________ to restrict entry. 4. Coolers are kept to store ____________________. 5. A vital refrigeration unit for bar operations is the ________________. 6. Beverages are requisitioned from the __________________. 7. Tinned juice cans are emptied into ________________. 8. A kitty of funds for immediate operations is called ________________. 9. Gadgets that portion liquor directly from bottles is called _____________. 10. A drainage facility on bar counters for spilt liquid is called _____________.

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L E S S O N

22 Banquets and Outdoor Catering

BANQUETS A banquet is a food and beverage service at a specific time and place, to a given number of people, to an agreed menu and price. Banquets are special functions for social, professional and state occasions as shown in fig. 22.1. Social Occasions

Professional Events

State Affairs

Wedding Receptions Birthday parties Cocktail parties Balls Alumni get together Annual company staff socials Theme Nights Religious and National celebrations New Year parties Dinner Theatres Sorority and Fraternity luncheons Graduation parties College faculty and staff dinners High school proms Reunions Athletic dinners Anniversary events Fund raisers Kitty parties Musical concerts Dance recitals

Conferences Conventions Training Programs Meetings of professional bodies Board Meetings Dealer Meetings Exhibitions Fashion Shows Product launches Education Fairs Employment Fairs Staff Awards Dinners Ceremonial Events Political meets

State banquets Diplomatic cocktails and dinners

Fig. 22.1 Range of Functions

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Banqueting is a business of selling space to hold functions. Banquets require large halls with kitchens to provide quantity foods and a banquet brigade who are skilled in the art of handling large bodies of people. Banquet halls are found in medium to large hotels, where banquet business is part of an overall revenue strategy. Recently, private banquet halls serve neighbourhoods for their local functions. This is big business as the volume of catering is large. Banquet halls can be partitioned into smaller function rooms as a smart practice to optimise space, enabling multiple functions at the same time. The partitions are sound proofed to give exclusivity to each function.

BANQUET ORGANISATION STRUCTURE A typical banquet brigade will consist of the following, as shown in fig. 22.2 Banquet Manager Banquet Sales coordinator

Banquet Supervisor

Banquet Secretary

Banquet/Sommelier

Banquet Chef

Banquet Cooks

Waiters

Stewarding Staff

Casual Staff

Fig. 22.2 Banquet Organisation Chart

Following are the principal members of banquets: Banquet Manager is the over-all in-charge of meeting banquet sales targets, developing banquet business, customer contact, banquet administration and supervising all arrangements. Banquet Sales Coordinator prepares sales kits, fact sheets, layouts and proposed menus, visits potential clients to solicit business, is the point of contact internally and conducts familiarisation (FAM) tours of the facilities. s/he is usually present at functions to provide the continued contact made by her with the clients. Banquet Supervisor coordinates the resources for functions including table layouts, staff scheduling, and banquet set-up. Waiters and casual staff make the actual arrangements including carrying the furniture, setting table appointments, and providing the service and clearance during and after the function. Barman and sommelier (wine butler) run the mobile bar to provide alcoholic and non-alcoholic beverages and wine service.

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Banquet chef and his brigade of cooks and stewards are experienced in handling quantity food production and clean-up. In an independent banquet hall, the chef procures raw material from the local market. Cooks prepare quantity food and serve them into baine maries (food warmers). Cooking commences hours before a function, as quantity food needs more time. Banquet Secretary handles all correspondence and filing, taking bookings on phone and may assist in accompanying guests on banquet hall FAM (Familiarisation) tours. Sub-Contractors are outsourced experts to prepare wedding bowers, reception stages, music and deejay services, lighting, interior decoration, etc. Following are the job descriptions of key staff of the banquet brigade: Job Title Reports to

Banquet Manager 1. Food & Beverage Manager (Owner in the case of independent banquet hall) 2. General manager

Job Summary

To meet the Banquet revenue targets by providing high quality service through a banquet team of trained and motivated staff, within the policies and procedures of the establishment, ensuring complete guest satisfaction.

Duties and Responsibilities

1. Recommend an annual plan and budget to the management for approval. 2. Recruit skilled and competent banquet staff to fulfill the objectives of the department. 3. Train staff to the standards of the establishment. 4. Do business development in the market to get the banquet business. 5. Approve all function prices. 6. Organize the function rooms and support services to meet function objectives. 7. Ensure that the policies and procedures of the establishment are always maintained. 8. Manage the resources effectively to meet objectives. 9. Supervise all functions and ensure they meet guest requirements. 10. Ensure regular preventive maintenance of facilities and equipment. 11. Appraise banquet staff and recommend increments and promotions. 12. Manage the discipline and motivation of staff. 13. Cooperate with coordinating departments to get their best services. 14. Trouble-shoot any staff or guest problems. 15. Conduct personal PR with clients to get repeat business.

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16. Attend meetings wit sponsors of large functions to get their needs exactly and advise them how to get the best effect. 17. Monitor budgets and submit sales reports periodically. 18. Follow all local laws regarding functions. Including liquor laws, noise levels, pollution, traffic flows etc. 19. Develop good PR with government agencies to provide support when needed. 20. Receive any special approvals from government agencies e.g. traffic police, excise, municipality etc. Supervises Limits of Authority

Coordinates with

All banquet staff • • • • •

Recommends plans and budgets. Can allot staff duties Approves staff recruitment and selection Maintains discipline of staff. Appraises staff and recommends increments and promotions. • Can give price discounts within approved limits. 1. 2. 3. 4. 5. 6.

Kitchens – for food preparation and supply Management – for approvals of plans and budgets Contractors- on contracts for special services. Marketing – for promotions and ad campaigns. Clients- for business development Government Agencies- for approvals.

Minimum Educational Qualifications

3-year Diploma in Hotel Management

Experience

Minimum three years in banquets in a supervisory capacity

Skills and Competencies

Job Title Reports to

Job Summary

• • • • • • • • • •

Good knowledge in Food & Beverage Management skills Planning & Budgeting Good command of the English language Socially confident and outgoing Trained trainer Interviewing skills Reporting skills PR skills Negotiation skills

Banquet Supervisor 1. Banquet Manager 2. Food & Beverage Manager (or owner for independent banquet halls). To organise and supervise all banquet functions booked according to the establishment’s policies and standards and to the satisfaction of the client.

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Duties & Responsibilities

1. Receive instructions to execute the functions of the day. 2. Conduct daily function briefings of the staff and allocate duties. 3. Follow-up on mis-en-place and special arrangements for all the functions prior to the function, to ensure that all services are to the guest requirements. 4. Schedule staff to meet work exigencies and at the same time maintain equity in work load. 5. Train casual staff as and when required. 6. Coordinate with contractors for special jobs. 7. Ensure cleanliness of the function areas in keeping with the establishment’s sanitation standards. 8. Ensure that the function information is disseminated on time to concerned coordinating department and thereafter follow-up. 9. Ensure that the service is timely, qualitatively superior and with utmost personalization. 10. Supervise service and lend assistance in coordination. 11. Handle guest complaints and unplanned needs with tact and diplomacy. 12. Ensure that the services are accounted for and [aid for before the host leaves. 13. Forward appreciation letters to the banquet manager. 14. Handle and distribute service charges to the staff with equity and fairness. 15. Ensure that the clean-up and banquet closing procedures are followed.

Supervises

Waiters, Casual staff, sommelier, bartender, contractors & trainees.

Limits of Authority

Mostly advisory to the banquet manager. May take operational decisions during service. Evaluates staff and may deal directly with guests on operational matters.

Coordinates with

1. Housekeeping – for cleaning schedules, fresh linen and flower arrangements. 2. Kitchen - for the supply of food, ice sculptures & butter sculptures. 3. Engineering – for the maintenance of banquet facilities, equipment and furniture. For the supply of audio – visual equipment. 4. Kitchen stewarding – for the supply of crockery, glassware and silverware. 5. Bars – for the set-up of a dispensing bar and the supply of alcoholic and non-alcoholic beverages. 6. Stores for general supplies, e.g., stationary, paper napkins, toothpicks etc.

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7. Accounting – for allotting an on-site cashier and the deposit of revenues. 8. Contractors – for special jobs and arrangements. 9. F&B Controls – for head count and gate control on special nights. Minimum Educational Qualifications

Diploma in Hotel Management

Experience

Two years in a similar capacity or three years as an assistant banquet supervisor.

Skills & Competencies

Job Title Reports to

• Thorough knowledge of banquet procedures and service. • Knowledge of food and beverage service. • Socially confident. • Ability to read and write English. • Supervisory skills • Trained trainer and coach. • Organising and coordination ability. Banquet Sales Coordinator 1. Banquet Manager 2. Food & Beverage Manager (Owner in the case of independent banquet hall)

Job Summary

To sell letable banquet space and food & beverage with a view to bring revenue and promote the hotel image.

Duties & Responsibilities

1. Develop sales promotion kits that are attractive and informative, along with the marketing department (or advertising agency for independent halls). 2. Assist the chef to develop viable and economical banquet menus. 3. Visit prospects with a view to sell banquet facilities. 4. Maintain constant contact with regular clients. 5. Provide the banquet manager with market intelligence. 6. Take banquet bookings. 7. Take clients on fam tours of the fbanquet facilities. 8. Negotiate banquet space, services and prices. 9. Maintain guest history cards of past clients so as to generate repeat business. 10. Identify local competition, evaluate them and suggest means to combating them. 11. Report on a daily and weekly basis sales activity concluded. 12. Attend functions to to ensure client satisfaction. 13. Help the accounts to realize outstanding banquet amounts.

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Supervises

None. Reports client needs to the supervisor during functions.

Limits of Authority

Can negotiate banquet bookings directly with clients within policy guidelines of the establishment.

Coordinates with

1. Marketing – for promotion kits and sales leads. 2. Chef – to develop viable banquet menus 3. Banquet Secretary – for information, correspondence and banquet bookings.

Minimum Educational Qualifications

Graduate preferably with a craft certificate in food and beverage or a Diploma in Hotel Management.

Minimum Experience

Two years in a similar capacity is ideal for guest contact and knowledge of the market.

Skills and Competencies

Job Title Reports to Job Summary

Duties and Responsibilities

• • • • • •

Well-groomed and smart. Good communication skills specially in English. Socially confident. Negotiation skills. High physical energy level. Flexible with working hours (is required to attend functions in the evenings to maintain client contact). • Possess a driving license. • Assertive and self starter. Banquet Waiter 1. Banquet Supervisor 2. Banquet Manager To provide efficient and courteous banquet service for various functions, in accordance with the establishment’s policies, procedures and standards and to the satisfaction of the guests. 1. Be properly groomed and hygienically clean for every function. 2. Attend briefings and receive job allocations, instructions and give feedback. 3. Complete the mis-en-place as per standards set. 4. Do banquet set-ups as required for the function. 5. Requisition fresh linen from housekeeping, service ware from kitchen stewarding. 6. Clean and polish the allotted silverware, glassware and cutlery. 7. Provide efficient food and beverage service, ensuring speed, quality and personalization during the function. 8. Coordinate with the kitchen for the pick-up of food and replenishment during service.

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9. Coordinate and assist in bussing services with casual staff during the function. 10. Attend to guest needs and complaints during the function. 11. Assist guests to serve food during buffet service. 12. Replenish water goblets. 13. Conduct post function clean-up and stack furniture at designated places. Supervises

Casual Staff, trainees.

Limits of Authority

May respond to guest requests and needs within the scope of the function.

Coordinates with

1. Housekeeping – to requisition and deposit linen. 2. Kitchen – for the pick-up and replenishment of food. 3. Engineering – for maintenance requirements, temperature control and audio-visual equipment. 4. Kitchen stewarding – for supplies of service ware, glassware, crockery and cutlery. 5. Dispensing bar – for the supply of alcoholic and non-alcoholic beverages. 6. Stores - for the requisition of general supplies. 7. Front-Office – for function information and lobby displays.

Minimum Educational Qualification

High School with a Craft Course in Food & Beverage Service.

Experience

Minimum one year in banquet service.

Skills & Competencies

Job Title Reports to Job Summary

Duties & Responsibilities

• • • •

Knowledge & skills of food & Beverage Socially confident Personable and well-groomed Physically sturdy to carry heavy loads and bee on the feet for long hours. • Be able to understand and communicate in English fairly. Banquet Bartender 1. Banquet Supervisor 2. banquet Manager To prepare and serve drinks at the dispensing bar as directed, as per standards of the establishment and within the prevailing excise laws. To ensure that all drinks are accounted for and generate income through personal salesmanship. 1. Attend the briefing for the function properly groomed and hygienically clean.

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2. Requisition liquor from the bar store, glassware from the kitchen stewarding, linen from the housekeeping and supplies from the general stores. 3. Prepare mis-en-place of the bar which includes liquor display, glass cleaning and stocking garnishes and accompaniments. 4. Maintain a total control of liquor dispensation so as to avoid wastage and pilferage. 5. Raise bills with the cashier for liquor purchased. 6. Assist the Beverage controller in taking bar inventory at the end of the function. 7. Prepare a daily analysis of liquor sold. 8. Conform strictly to the local excise laws and maintain the necessary records required. 9. Take account of corkage charges when required. 10. Close the bar and return unconsumed liquor to the beverage stores or as directed. Supervises

Dedicated bar waiters and waitresses if any.

Limits of Authority

Can dispense drinks against bills raised. Can refuse drinks to guests not in a proper condition.

Coordinates with

1. 2. 3. 4. 5. 6. 7.

Beverage store – to requisition liquor. General Stores- for general supplies. Kitchen Stewarding – for glassware Kitchen – for garnish and accompaniments. F&B Controls – for bar inventory after the function. Accounts – for all sales and corkage charges. Housekeeping – for requisition of bar linen.

Minimum Educational Qualifications

High School with Craft Course in Food and Beverage service.

Experience

One year as a bartender.

Skills & Competencies

• Thorough knowledge of wines, spirits, tobacco & cocktails. • Socially confident • Cool under stress • Salesmanship • Personable and courteous. • Basic numerical skills • Good communication skills in the English language.

Banquet Policies Any banquet operation must be guided by well-defined policies. These policies set consistency, ethical standards and confidence to a knowledgeable customer. Such policies would include:

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• The kind of functions that the establishment can cater to. A medium range facility will not be able to host a convention for example, or the hall is not suitable for grand balls. Many high quality hotels do not permit weddings as they believe that it works against the image of the property. Weddings attract different profiles of people, some of whom may not be desirable. These considerations are laid out in the marketing policy which stipulates the market segments targeted and the type of functions permitted • Price guidelines that are competitive and yet profitable. Prices may change by season. Some seasons have good weather like winter in South Asia or summer in Europe when most establishments sponsor their exhibitions, corporate meetings, etc. The wedding season, in a place like India is guided by astrological predictions and there is a rush for banquet space to celebrate wedding nuptials. Pricing in the peak season would be more than the off season. Similarly weekend prices may vary from weekday prices. These need to be laid down as policy to get the best profit yields in a year. • Food cost guidelines. Normally banqueting food cost ranges from 25-30%, leaving the rest as contributions to overheads and profits. This kind of margin is possible because of the volume of business where a chef can get huge discounts on raw materials. • Minimum guaranteed guests for a function are a policy to guide the brigade to plan the cooking quantities. Normally, they cook ten percent more than the minimum guaranteed number for any extra guests on the day. This minimum guaranteed number sets also the minimum revenue expected from a function. • A policy on hall charges. Many banquet halls are free if the customer uses food and beverage services. This is an incentive to customers to use the facility. They would have a hall charge if only the hall is required without any additional services. • Food and beverage that are served from outside. Many banquet halls do not permit this practice as it works against the objectives of the banquets with kitchen facilities. However, some banquet halls do not have kitchen facilities and may permit outside catering brought in either by themselves or by guest. Many banquet halls permit liquor to be brought in from outside for which there is a ‘corkage’ charge i.e. Charge for opening each bottle of liquor in the hall. • Advances and deposits need a policy, in case of large functions that cater to large numbers. Since a commitment to service a function is made, the costs of mobilising resources are high and the establishment wants to be reasonably sure that the customer’s booking is a committed one. • Cancellation policy is very vital as it involves money and time commitments. Banquet space is a perishable item and any cancellation of a function is lost revenue for ever. The banquet management needs to set a minimum time period before the function date for cancellations to take place and lay down the penalties for breaking the contract. Such cancellation periods can range from a fortnight to a month notice. • A contractor policy is necessary for facilities and skills not owned by the banquet management. The contractors have to be reliable and of the quality of service required by the establishment. It makes sense for banquet management to outsource certain skills as it becomes too expensive to carry full time experts. Some of these suppliers are florists, deejays, events managers for exhibitions, fashion shows, musical concerts, dinner theatres, etc., stage assemblers, lighting experts, wedding decorators and the list goes on.

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• The human resource policy is crucial. Hotels opt to keep a lean banquet staff on regular payroll and temporarily transfer other staff from other departments when there are functions. The use of casual staff is common and wise in banquet operations. Casual staff may be got from students of local hotel schools who are always looking for experience; part-time workers who take it as a second job in the evenings to earn extra money; and non-traditional staff like pensioners, housewives, college students etc.

BANQUET BOOKING There are three documents to make banquet bookings. These are: • The Function Book • Contract Agreement • Function Sheet

Function Book The function book (fig. 22.3) is a control register maintained in the banquet office. It records days, times and nature of events in various function rooms. It is a reservations diary to commit dates and venues. The book is now computerised. It is maintained by the Banquet Secretary who takes reservations during office hours on phone, and is accessible to the Banquet Manager and the Sales Coordinator. Hotels hand over document and role to the Room Service Order Taker or receptionist, after banquet hours, as they run all shifts. The objective of all is to maximise banquet space, as space not sold is revenue lost forever. Date: 24.07.06 Rose Room Tulip Room Ballroom Meeting Room 1 Meeting Room 2

3 p.m. 4 p.m. 8 a.m. 9 a.m. 10 a.m. 11 a.m. noon 1 p.m. 2 p.m. St. Anthony Reunion luncheon

GEC Board Meeting

Fig. 22.3 Function Book

Time must be given between functions for clearance of the previous function and the set-up of the new one if the same hall is used. Zealous sales coordinators may make back-to-back bookings without this precaution, leading to chaos. A minimum half an hour is required for small functions while large functions will need several hours for clearance and set-up.

Contract of Agreement A Contract of Agreement is signed between the banquet management and the client. It specifies the details required to make the function successful. A contract may use any format, even a simple letter; what matters is the information covered in it. Below is a checklist of information that should be included: 1. Name and address of the organisation

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2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20.

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Name of the contact person making the banquet booking Contact person’s title Telephone contact numbers Date of the function Start and end time of the function Type of function Name of hall booked Minimum number of people guaranteed Price per head for food & Beverage Method of payment Service charges and taxes Hall charges Guest room bookings Advances and deposits Cancellation clause Details of menu Type of food service Bar service Additional services: • Physical Layout - bandstand, stage, ramps, partitions, break-out rooms, table layouts, buffet set-up, red carpet and bars. • Entertainment – deejay, band, microphones, sound system, special lighting, dance floor, floor shows, entertainers and musical instruments. • Education & Meetings - projection equipment, screens, lecterns, lecturers table, photocopying facilities, faxing facilities, flip chart boards, white boards, stationary, writing kits, reception/registration desk, coffee breaks with menu, tables for training kits and handouts, country flags, mineral water and mints. • Wedding Receptions – floral arrangements, stage for bride and bridegroom, photographers, video camera, dance floor, music, priests, etc. • Décor – flower arrangements, butter sculpture, ice sculpture, special decoration for theme and parties. • Special staff – hostesses, registration clerks, musicians, master of ceremonies, security, traffic attendants, valet parking service, florists, audio-visual engineers, housekeeping staff, porters, drivers and coaches, police arrangements etc.

21. Charges for each additional service 22. Name of salesperson making the booking 23. Signatures of both the parties with date and time.

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Function Sheet A Function Sheet, also called a Function Prospectus, announces a function with details to all relevant departments of the hotel. It is copied to the banquet chef; concierge (to announce the function on the day of the function on a Function Board displayed in the lobby); food controller who gears his team to provide food and beverage control; accountant who organises cashiers and raises the bill for the function; housekeeping to include the hall in their cleaning schedules as also to provide flowers if required; and engineering to provide special equipment like public address systems, projectors etc. The information recorded in a Function Prospectus is: 1. 2. 3. 4. 5. 6. 7.

8. 9. 10. 11. 12. 13. 14.

Name of booking party Name and address of the person to whom the bill is to be sent to Mode of payment Nature of function Date of function Timings of the function Number of people expected and the number guaranteed. A guaranteed number is the minimum number of people for whom a charge will be made irrespective of whether that many turned up or not Menu details Price of the menu per head Type of service required. Guests usually opt for buffets or table d’ hôte menus as they are easy to administer for large numbers Special arrangements such as band, microphones, lecterns, ramps, flowers, ice sculpture etc. Additional charges for special requests Seating plan especially for state banquets The name of the person making the booking

Independent banquet hall owners may ask for an advance to confirm the booking, but all depends upon the relationships with the guest and his financial credibility. In the case of meetings and training programs, banquets provide buffets in foyers, outside the meeting hall, for mid-morning and mid-afternoon tea/coffee service and lunch. The hotel may offer meals at their coffee shop as a variety to participants.

BANQUET SERVICE & LAYOUT Traditionally, banquet services are of two types—buffet and sit-down. In the buffet style guests serve themselves from a food display table. They stand or sit at tables pre-set with cutlery, glassware and linen. An alternative to this style is just chairs arranged along the walls of the hall. In sit-down style guests are served by waiters done in formal occasions. The main feature in buffet service is the buffet table, which is decorated with fruit displays, ice sculpture or butter sculpture based on price and the occasion.

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The traffic flow at a single buffet table layout (Fig. 22.4) will be from left to right. This layout is used when there are guests below 50. Fig. 22.5 gives a dispersed layout when guests are over 5075 persons. The numbers correspond with the diagrams as follows: 1. 2. 3. 4. 5. 6.

Half Plates, dinner plates and cutlery Appetisers and salads display Soup Kettle Chaffing dishes with hot meat and vegetable preparations Rice and breads display Dessert display

1

2

3

4

5

6

Fig. 22.4 Single Buffet Table Layout with Traffic Flow

Guests serve deserts

Guests get plates & serve salads and soup

Guests serve main courses

Service Staff

6

2 Service Staff 5

4

1

Service Staff

Fig. 22.5 Dispersed Buffet layout with traffic Flow

Buffets are ideal when there are large numbers of people. We will find buffet service at weddings, large social occasions, dinner dances, etc. Buffets need fewer service staff that replenish food on the buffet table and buss dirty plates, glassware and cutlery. A common fault that must be avoided in large functions is to have only one buffet table. It is advised to have multi-buffet tables of identical nature spread around the room for every 75 guests. This disperses people and prevents long queues at the buffet table. Another variation is to have the appetisers, salads

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and soup at a separate buffet table, keeping the chaffing dishes (food warmers heated by dry fuel) with hot foods in another and finally the desserts buffet separated from the rest (see Fig. 22.5). Sit-down buffet (Fig. 22.6) is when tables are laid out formally with crockery, cutlery and linen. Banquet service personnel serve the guests at the table either with pre-plated food or brought in ornate salvers and served to the guest.

Dispensing Bar

Side-station

Buffet Table

Fig. 22.6

Sit-Down Buffet Layout

BANQUET BEVERAGE SERVICE Beverages at a function are served from a mobile dispensing bar that can be moved to suit the layout. While hotels have a blanket permit to serve alcohol, independent banquet halls may need to get a special permit from the appropriate authorities for each function. This must be made known to the client when booking the function. Beverages must be procured from licensed sources and must be dispensed by a qualified bartender who knows the local laws such as the minimum age for the consumption of liquor and limits to which a person can consume liquor. Beverage service can be in many ways: • Cash Bar Guests have to pay for each drink they consume. Cash bars are found at college reunions, sorority and fraternity get together, etc. Guests either buy coupons for the value of drinks or pay the cashier for their drinks who give them a bill acknowledging payment before they can get their drinks from the bartender. The drink prices are specified in the Contracts of Agreement and may be discounted from regular bar prices. • Host Bar is where the drink charges are borne by the host who would like to track the consumption of liquor by the bottle or glass. Sometimes a host wishes to put a cap on the number of drinks. Coupons with price caps are distributed to the guests who can only consume to that limit. • Open/Close bars Some hosts permit an open bar which would then make available a large choice of brands. Closed bars are those where the host will specify limited brands to control costs. • Corkage permits the host to bring his own stock of liquor for the function. He would be charged corkage (a price for each bottle opened). The establishment would need to obtain a permit to serve drinks on corkage.

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• Wine service This is done at sit down dinners where the sommelier will replenish the wine as per the guest request. In cases of special presentations, exhibitions, etc. waitresses move among the guests with beverage trays of wine or champagne before the function. Many training programs may have an introductory cocktail the night before the program for the participants to get to know each other. It also becomes the occasion for participants to register themselves to the program. The organisers restrict the welcome cocktail to an hour to control costs. The key challenge is to keep account of the drinks consumed to recover payment. The beverage controller is assigned this task.

BANQUET SALES KIT The sales coordinator is responsible to prepare a sales kit to show to potential customers. The sales coordinator is required to connect with the target segment by making active calls. If the banquet policy is to aim at the local business community for business related functions like meetings, seminars, training programs etc, the sales coordinator will visit this segment and vigorously sell the function facilities. Customers like to see some physical evidence behind the words of the sales coordinator. This physical evidence is the banquet sales kit. The kit is an attractive folder comprising the following: 1. A personal letter from the Banquet Manager inviting the customer to the facility. 2. A list of function rooms with their dimensions and capacities. For example, it can mention that the Rose Room can seat 350 persons in theatre style. 3. A list of functions that can be held with a reference list of customers who have used the facility in the past. 4. Reference letters from past customers. References instil confidence in potential users. 5. Plans of the function rooms including layouts of foyers, equipment power points, ceiling heights, guest toilets, etc. 6. List of equipment like projection equipment, audio equipment, partitions, screens, stationery, lecterns, etc. This list should include those equipment provided by suppliers. 7. Accommodation facilities and special rates if the banquet is part of a hotel. If not, they can quote the pre-negotiated rates of a referral hotel. 8. List of services like flowers, stage set-up, deejay, etc. 9. Traffic maps leading to the banquet hall including parking areas. 10. Coloured brochure of the property. 11. Choice of two table d’ hote menus These sales kits are carefully and attractively designed by the marketing department to ensure that the get-up and visuals create an impact on a customer who has not yet seen the property. The sales coordinator would invite the customer on a site visit. The sales coordinator must personally escort the customer on the tour.

BANQUET MENUS The Banquet Sales Coordinator coordinates with the Chef to prepare a choice of two table d’ hôte menus or gives suggestions for a buffet. This makes it convenient for the customer who is always

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Field Mushroom with Tomato & Asparagus Salsa ** Crème of Broccoli ** Grilled Salmon Bois Boudran Grilled Mediterranean Vegetable Salad Minted Cous Cous Roll & Butter ** Mandarin Gateau with Apricot Coulis ** Coffee

Fig. 22.7

Sample Banquet Table d’hote Menu

Tandoori Chicken Tikka Tandoori Paneer Tikka ** Mulligatawny Soup with wild rice garnish ** Kadai Chicken Mutton do Piaza Mixed Vegetable Jalfrezi Aloo Dum Lentil ** Shahi Tukda ** South Indian Coffee

Fig. 22.8

Sample Banquet Indian Table d’hote Menu

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Appetisers Terrine of grilled salmon Stuffed tomatoes Shrimp salad Soup Consommé Florentine Salad Buffet Grilled and marinated vegetables Landmark Caesar Salad Curried rice salad with pineapple Farfalle with tomatoes, basil & ham Spicy beef salad with sesame seeds Main Course in Silver Chaffing Dishes Fillet of brille with herb crust, spinach and new potaoes Ragout of chicken with button mushrooms Pearl onions and red wine sauce Lentil and potato samosas scented with turmeric and cumin Desserts Seasonal fruit tranche Individual sherry trifle Grangipane tart Freshly brewed coffee

Fig. 22.9 Sample Banquet Buffet Luncheon Menu

looking for suggestions, and the chef who plan meals keeping in mind factors such as availability of raw materials, cost and preparation times. A typical table d’ hôte menu would include: Appetiser Soup Entrée Vegetable Sweet dish Coffee Guests may add additional courses as per their choice and budget. The Banquet Sales Coordinator must be fully conversant with the preparation and presentation of each dish. The wine list must offer a good range of wines.

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STATE BANQUET PROCEDURE State banquets are distinguished from others because of protocol. A state banquet is sponsored by the head of states or other senior diplomatic luminaries. The seating has a head table where the host and chief guests sit. It is customary for a state banquet to be preceded by a cocktail in a pre-lounge where waiters and waitresses move around with drinks in silver beverage salvers. They also take around canapés that are finger-picked items. The lounge displays a table seating plan with an alphabetical list of guests with assigned table numbers and seats. Often the invitation card would stipulate the table and seat number, otherwise this is shown in the seating display as mentioned. Great attention is given to the protocol of seating and is done officially by the foreign office. At the given hour, the toastmaster who regulates the service procedure announces the lunch or dinner by ringing a gong or hammering a gavel saying “Your excellencies, the dinner is served”, in a loud and clear voice. The toastmaster is a specialised person who conducts the proceedings of a state luncheon or dinner. He coordinates not only the timing of each service but also the speeches

Cold Buffet Scottish Salmon Herrings and Prawn rolls Smoked trout fillets Angus beef with horseradish Supreme of chicken jardinière Honey glazed ham with asparagus Continental charcutiere & sausages Salads Flaked salmon with fine beans and cos lettuce Pasta with pesto dressing Artichoke and marinated peppers Chefs green salad with vinaigrette dressing Hot Buffets Oriental beef with water chestnuts and cashews Seafood fricassee Corn fed chicken with red wine sauce Roast lamb with mint sauce Desserts Summer pudding with Drambuie cream Seasonal fruits Baked apple and sultana cheesecake Filtered Coffee

Fig. 22.10 Sample Banquet Dinner Buffet Menu

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and toasts. The doors of the banquet hall are thrown open and guests are given time to find their tables and seats. The tables would have flagged stands at the centre with table numbers while the covers would have tent cards displaying the seat number or the guest’s name. Each cover at the table is pre-set with the required silver cutlery and the glassware according to the number of courses. Attractive napkin folding completes the cover set-up. At the centre of the table are the bread baskets, butter dishes, salt and pepper and low flower arrangements. Spaces between covers can range from 20”- 32”. It is considered that 24” is ideal. The space between tables should be a minimum 41/2 ft and ideally 6 ft to permit waiters to walk around freely. Two waiters are allotted to 8-10 covers. The sommelier may serve up to 35 covers. The toastmaster stands behind the chief host while the banquet supervisor stands opposite him to receive signals. The waiters stand at attention at the allotted tables and help the guests to sit, assisting ladies first. After all the guests are seated, the toastmaster announces the national anthems of both the countries when all guests stand. After the anthems are over the guests sit. The toastmaster announces the start of the service. Timing is important and the banquet supervisor receives the cue from the toastmaster. He conveys the signal to start service together. The appetiser round starts with waiter 1 serving the first guest and waiter 2 the second; the alternate the numbers from left to right or in a clockwise direction in the case of round tables. After the first course service the waiters stand behind the chairs at attention. When the toastmaster removes the dish from the chief guest, it is the cue to the banquet supervisor to signal the rest of the crew to do likewise. Waiter 1 removes plates with a napkin while waiter 2 holds a large tray behind waiter 1. Waiter 1 deposits the soiled dishes onto the tray. The relevant cutlery is removed in preparation for the next course and if required cutlery is replenished. The procedure remains the same for all the remaining courses. Normally, the menu is a four course menu with coffee to make service simple. It would consist of an appetiser or soup, fish course, meat course and dessert followed by coffee. Vegetarians are listed in advance at the time of invitation and confirmation. It is necessary to ensure the service of red wines with red meats and white wines with white meats. At the time of the dessert service, all the bread baskets, butter dishes, salt and pepper shakers are removed. The dessert spoon is placed to the right of each guest and the dessert fork to the left. Waiter 1 does the crumbing before the dessert service and removes the red wine glasses. The sommelier provides the brandy and additional wine as per guest request after the dessert course. At the end waiter number 2 places demitasse cups from the right and waiter 1 pours coffee into the cups. The toastmaster announces that the host wishes to present a toast. Toasting is a formal act done for the health and well-being of the chief guest. It is a ritual that starts from the Greeks and Romans to their Gods several centuries BC. Toasts were adapted to the valiant warriors of the dead by the knights and lords and by the seventeenth century as a mark of respect to the living. Nowadays, the toast is followed by speeches by both the host and chief guest. At the toasting

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stage the waiters place ashtrays at the tables because this is also the cue that guests can smoke. It also indicates that the formal part of the meal is over. The speeches continue and the sommelier keeps replenishing the brandy and liqueurs. Glasses should never be empty during speeches. Ashtrays are frequently exchanged for fresh ones during the speeches.

OUTDOOR CATERING Outdoor catering is a banquet service at external sites. People choose outdoor catering to personalise an occasion. All social, professional or state functions can have outdoor catering at their own premises. A housewife may order outdoor catering at her villa for a large gathering of friends, or a corporate house may call for an in-house meeting, training program or conference. The banqueting procedures remain the same. There are three challenges to outdoor catering: 1. When food preparation is on-site. This requires logistics of raw vegetable supply at site, equipment for cooking and service of quantity food, fuel and smoke issues and dedicated staff who can cook to standards. Cooking outside creates neighbourhood pollution which results in objections being raised by the neighbours. 2. Most hosts prefer to have the food cooked at the banquet facility itself as they have the resources to ensure the standards of cooking. This poses another challenge - transportation. The food has to be kept fresh and warm, stored in safe containers to avoid spillage during transportation and covered well from dust, insects and other contaminants. Transportation includes the movement of furniture, equipment and service ware for the set-up on site. The transport will have to be large enough to carry folding tables, folding chairs, chaffing dishes, crockery, cutlery, glassware and service platters, each packed well to avoid breakages and damage. Large commercial banquet operations have custom built outdoor catering vans with hot cases, refrigerators, buckle-down facility for furniture, and special racks for service ware. Outdoor vans are a useful investment if the establishment has a large outdoor catering business. Smaller banquet halls may restrict themselves to smaller function to fifty people. They would restrict their business to local neighbourhoods only. 3. Another challenge is to keep food hot and frozen desserts chilled at the time of service. This requires carrying solid fuel for heating chaffing dishes and gas cylinders stoves to heat and cook food. Chilled food would require ice boxes. Service is a challenge in extreme weathers in open-air. Covered chaffing dishes are used for hot food on site. Large ice-boxes keep frozen desserts chilled. Larger establishments may have mobile holding cabinets both refrigerated and hot to maintain food temperatures before service. Refrigerated mobile storage units maintain cold products at temperatures of 41°F (5°C) and hot cases maintain a minimum internal temperature of 140°F (60°C). This keeps food out of the temperature danger zone of 41°F-140°F (5°C-60°C).

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KEY TERMS Banquet Buffets Cash Bars Closed Bars Contract Agreement Corkage Function Book Function Sheet Host Bars Open Bars

service of food and beverage at a specific time and banquet place, to a given number of guests at an agreed menu price tables laid with food for guests to help themselves bars where guests pay for their drinks bars that offer a limited range of liquor brands a document that confirms a banquet booking with the client per bottle charge for serving the hosts liquor a control diary of all functions booked a document that announces a function to relevant departments in the hotel bars where the host pays for all drinks bars that offer a wide range of liquor brands

REVIEW QUIZ Fill in the Blanks 1. Banquets serve three broad categories of occasions: social, professional and _______________________. 2. The banquet person who solicits business from the market is called ___________________. 3. The person in banquets who schedules staff is ________________. 4. The coordinating department that oversees the head count and gate control on special nights is _____________________. 5. The three prime documents for banquet bookings is the function book, contract agreement and __________________________. 6. During after hours the function book is handed over to ____________________________. 7. The document signed by the management and the client is called the __________________. 8. Another name for the function sheet is _____________________. 9. The person responsible for the lobby function board is the ____________________________. 10. Banquet service is if two types: buffet and __________________. True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

or False Sorority and fraternity luncheons are professional occasions. Fashion shows are social events. Banquet is a business of selling space. A banquet secretary takes booking on phone. A banquet waiter coordinates with stores. A banquet supervisor has a recommendary authority. The function book acts as a reservation diary. Possible additional service for a wedding reception is a dance floor. The main feature of a buffet service is an ice sculpture. Buffets need fewer service staff.

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23 Kitchen Organisation

KITCHEN A kitchen is the place where food is prepared. While large kitchens have independent sections to deal with various aspects of food preparation, due to the sheer volume of activity, smaller kitchens would club sections or have multi-skilled cooks to carry out several roles. Restaurant personnel coordinate closely with kitchens for the supply of guest food orders. The different sections of a kitchen are: Butchery: In this section, raw meats are cut from wholesale cuts and carcasses into smaller portions of given weight, for cooking. The butchery prepare lamb, mutton, beef, veal, pork, fish, poultry and game birds. This section is also responsible for curing meats like bacon, sausages and hams by having curing chambers. Nowadays, the butchery function is outsourced to external butchers who supply pre-cut portions as per the specifications of the hotel. Garde Manger: It is the section where cold dishes such as hors d’oeuvres (appetisers before a meal), canapés (finger-sized snacks that go with drinks), cold meat cuts, salads, galantines (white boned meat served cold in jelly) and pates (spiced finely chopped meat served sliced and cold) are made. This section would be kept cool to deal with perishable items as also ice or butter carving for buffets. This section supplies items for public sale to the in-house delicatessen of the hotel. Pantry: It is the source for sandwiches, fruit platters, juices and shakes. Some pantries undertake light hot snacks like burgers, club sandwiches, etc. Bakery and Confectionery: This section prepares various breads, bread rolls, croissants, brioches, cakes, pastries, muffins, cookies, flans (open pies), tarts, and ice creams. While the temperature in a bakery is hot with industrial ovens, the confectionery is kept cool, as most pastry items have to be kept fresh. Modern hotels have found it convenient and economical to outsource this activity as well. A hotel with a captive bakery and confectionery shop may receive from this section supplies for public sale.

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Hot Range: It is the main cooking range where hot foods are made. They have a wide variety of equipment from ranges, which are coal, gas and electric fire, and griddles, deep fat fryers and steamers. An essential part of the hot range is a counter called baine marie with hot cases to keep prepared food warm. It becomes the nodal point for controlling all guest food orders. The hot range is where sauces are prepared for various continental dishes. Grill: Provides roast and grilled items like kebabs, sizzlers, tandoori items and other grilled meats and vegetables. Vegetable preparation: Processes raw vegetables into smaller cuts for cooking. There are modern automatic machines for peeling, slicing and cutting. Still Room: Tea and Coffee are brewed here in stills. A still is a chamber in which water continuously boils. For tea or coffee service, a waiter may insert the teapot with tea leaves and fill the teapot with boiling water from the still. In coffee stills, ground coffee is brewed and supplied instantly. Soups Section: Huge stock kettles prepare quantity stock used as the base for various soups and essential sauces (see Lesson 25, “Stocks” for more details). Satellite Kitchens: These kitchens are located away from the main kitchen to supply food to scattered restaurants in a hotel. Often these kitchens are attached to specialty restaurants with their specialised cuisine preparation methods, equipment and service. Fig. 23.1 gives a typical Organisation chart of a large kitchen brigade. We will find that kitchen job titles are traditionally in French. This is because the French set the lead in the art of cooking and spread the specialisations and innovations around the world considered as haute cuisine.

Chef Tournant

Chef de Cuisine

Chef Communar

Chef Saucier

Sous Chef

Chef Potager

Chef Pattissier

Chef de Partie

Chef Poissonier

Chef Rotisseur

Commis I

Chef Boucher

Chef Charcutiere

Commis II

Chef Volailler

Commis III

Chef de Banquet

Chef de Nuit

Chef Entrenetier Chef Grade Manager

Chef Hot Range

Fig. 23.1 Organisation Chart of a large Kitchen Brigade

Aboyeur

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Chef-de-Cuisine is the head of the kitchen responsible for planning, organising and controlling the kitchen operations. It is a management position. Sous Chef is the deputy chef who shares some of the Chef-de-cuisine’s responsibilities. He directs the kitchen operation in his absence. Chef-de-parties are supervisors responsible for a section of the kitchen. He/She translates the management’s policies and procedures into the section. A chef-de-partie is skilled enough to head a small kitchen operation. The types of chef-de-parties are shaded. Specialist Chef-de-parties are those who have developed skills in a specific field of a kitchen. Chef Tournant is a reliever chef who can replace any of the regular chef-de-parties in their absence. Therefore, this specialist has to have a wide variety of cooking skills. Chef Saucier is a specialist in sauces. He becomes a key person in continental cuisine, which relies heavily on sauces. Chef Pâtissier is specialised in confectionary items especially cakes and pastries. Chef Rotisseur is skilled in roasts and grills and is assisted by the Grillardin, the grill cook. Savourier is the savoury cook. Aboyeur is the announcer of dishes for preparation to various sections, once orders come in from the restaurant. He is also known as a ‘barker’. Chef Garde Manger is responsible for the cold kitchen preparations. Chef Bouchier is the expert in butchery and meat cuts. Another variation to the butcher is the Chef Charcutier who is the expert on pork-based items like sausages, ham etc. Chef Poissonier specialises in fish preparations. Chef Potager is responsible for the Soups section, another key person in continental cuisine. Chef Communar is responsible for staff cafeteria meals. Other specialists not found on the chart but are there in large food production operations are: Chef Entremetier who prepares vegetables while the Chef Volailler is the poultry man specialised in chicken items and game birds. Breakfast Cook is a specialist in breakfasts. Chef de Banquet specialises in quantity cooking for functions. Chef de Nuit (the night cook) is a multi-skilled cook to meet any exigencies at night. Chef Hot Range puts all the sub-elements of the meal into the whole meal. He will use various cooking methods (discussed in Lesson 24, “Methods of Cooking”) to prepare the dish to specifications of the menu item. Commis are general cooks who make the food items. They may be given titles of Commis I, Commis II and Commis III based on their experience and skill level. Smaller hotels will have abridged kitchen crew relying heavily on multi-skills and outsourced food production services. The Organisation chart (Fig. 23.2) gives an idea:

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Chef de Cuisine

Butcher

Chef de Partie

Chef Hot Range

Entrenetier

Commis I

Rotisseur

Reliever Cook

Commis II

Grade Manager cook

Commis III

Fig. 23.2 Organisation Chart of Small Hotel Kitchen

We observe that the Chef de Cuisine would be at the level of a Sous Chef of a large property. The Chef de Partie will lead the hot range activity as also be the saucier if the hotel provides French cuisine. The other specialists are at the Commis I level. The specialists are the entremetier who does vegetable preparation. A small hotel will have a butcher to cut meats to cooking portions. Normally the butchery activity will be outsourced to a local butchery that will cut meats to the specifications of the hotel. However, all locations will not have a commercial butchery and establishments here would require a full-time butcher. The other specialists are the grill cook and garde manger cook. The reliever chef will be multi-skilled to fill in leave vacancies of other cooks. We notice that the bakery and confectionery will be outsourced to a local establishment to provide the goods to specifications. Small hotels are guided by what they can afford in salaries and wages rather than wanting to give lesser quality of food. Naturally smaller hotels will offer a smaller range of menu items that fit into the capabilities of its cooking staff. Future Perspectives: Hotels of the future will prefer to lease out restaurant and kitchen space to branded restaurants than be involved in running them. The leasers will be responsible for running their own kitchens and food service. Hotels may maintain an all-purpose coffee shop, room service and banqueting. The volume of kitchen activity would be certainly curtailed by outsourcing the butchery, vegetable preparation, bakery, confectionery and cold kitchens. Many hotel kitchen and service professionals will find meaningful careers in franchise and outsourced operations in addition to hotels.

KITCHEN STEWARDING The department is primarily concerned with the storage, maintenance, cleanliness and issue of cutlery, crockery, hollowware, chinaware and glassware to the restaurants and kitchens. It is responsible for the cleanliness of kitchens and the washing of pots and pans. It procures, installs and services gas connections and coal supply for cooking. The department would ideally have a large store for kitchen and service equipment, dishwashers and pot washing section. Many hotels

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may give the responsibility of the staff cafeteria to the kitchen stewarding. In such cases the stewarding would have their own brigade of cooks to prepare staff meals. Kitchen Stewarding is also responsible for pest control activity of a kitchen. The kitchen stewarding will remain an integral part of food service operations. Executive Kitchen Steward: Is responsible for planning, organising, directing and controlling the stewarding activity. He would control the kitchen stewarding stores and ensure that the kitchens and restaurants smoothly get their needs. Kitchen Steward: This is a supervisory level responsible for a shift. Stewarding activity is a twenty-four hour activity in a busy hotel. Utility Workers: These are the cleaning brigades, who clean kitchens and equipment and do other heavy work. Dishwashers: They operate the dishwashing machine that cleans all service ware. Pot Washers (plongeurs): They clean large pots and cooking utensils of the kitchen, using jet water sprays. Kitchen Porter is the title given by small independent hotels to utility workers who do multi-tasks. Future perspectives: Kitchen Stewarding is an important function to maintain the strict standards of hygiene and sanitation of the municipal and health authorities. At the most this activity can be contracted to cleaning companies though equipment like the dishwashing machine, which will be owned by the property.

Executive Kitchen Steward

Kitchen Steward

Utility Worker

Dish Washer

Pot Washer

Fig. 23.3 Organisation Chart of Kitchen Stewarding

KEY TERMS Canapés Chef de parties Flan

finger-sized snacks that go with drinks kitchen section supervisors open tarts

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Galantines Hors d’oevres Pates Plongeurs Still

white-boned meats served cold in jelly appetisers before a meal spiced finely-chopped meat sliced and served cold pot washers a chamber that boils water continuously

REVIEW QUIZ Fill in the Blanks 1. The French term for a kitchen member specialising in vegetable preparations is called ________________________. 2. Small independent restaurants call their utility workers as _______________. 3. White-boned meat served cold in jelly is called ______________. 4. Finger-sized snacks that go with drinks are called ________________. 5. Appetisers before a meal are called _____________________. 6. Spiced, finely chopped meat served sliced and cols are called _____________________. 7. The kitchen section that makes ice and butter sculptures is ____________. 8. The kitchen section that makes flans is __________________. 9. The kitchen section where we will find a baine marie is _______________. 10. A chamber which boils water continuously is called a _______________. True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

or False An aboyeur is a specialist in grill food. Kitchen Stewarding stores service ware. Small restaurants may outsource butchery. The person responsible for kitchen operations is called a Sous Chef. Kitchen stewards report to the Food and Beverage Manager. The kitchen section where we get tea and coffee is called the hot range. The kitchen section where forced meats are prepared is the butchery. Kitchens away from the central kitchen are called out-kitchens. Smaller kitchens club sections of a large kitchen. A server may have to go to separate sections of the kitchen to get his orders, in a large kitchen.

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Methods of Cooking

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24

Methods of Cooking

INTRODUCTION It is essential for all food service professionals to know the basics of food preparation. It firstly ensures that they know the product they are serving like all good salespersons and secondly they are able to explain dishes to guests who are unfamiliar with menu items.

THE ROLE OF HEAT The main thing in cooking is heat. The movement of heat from one surface to another determines the quality and presentation of the food. There are two basic rules of heat: 1) Heat is energy and moves towards the direction of cold and 2) It will seek to reach equilibrium in temperature with the cold surface. There are six ways that heat moves from one surface to another: Conduction where one molecule passes heat to the adjacent molecule through a conductor, like an electric wire; Convection where the heat transfers through gas or liquids like boiling water where the bottom gets heated and passes on the heat to the cooler water above; Radiation is the process of giving out rays. It is caused through the electro-magnetic spectrum like infrared rays, visible light, ultraviolet light, and X-rays at the short wave length; Fusion is the energy needed to melt or freeze ice. Ice Creams use this method where heat of the ice cream is transferred to ice that chills it around a container. Ice coated with salt does not melt but becomes colder when heat is transferred to it or maintains the cold temperature. The net result is that the ice cream goes from a liquid to a solid; Vaporisation is a heat transfer method like boiling water that turns into steam that in turn is used to cook food; and Condensation is when liquid is solidified like condensed milk.

MEDIA The various methods of cooking adopt these principles. The cooking methods can be categorised into four ways: a) Water Media b) Fat media c) Heat media and d) Smoke media as follows: (a) Water Media 1. Steaming

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2. 3. 4. 5.

Boiling Poaching Stewing Braising

(b) Fat Media 1. Roasting 2. Frying (c) Heat Media 1. Grilling/Broiling 2. Baking (d) Smoke Media 1. Smoking We shall examine each and determine how it serves both the person making the food (kitchen) and those who consume it (guests).

Liquid or Water Media Steaming: This method uses moist heat (steam or water vapour) where heat is transferred through convection. Steam under pressure can reach very high temperatures because there is no air present. Too much pressure can damage unprotected food. Therefore, steam-released mechanisms are used, like the domestic pressure cooker, to ensure that steam maintains a uniform pressure. There are two types of steaming. Indirect steaming is achieved by sealing the food with cloth, aluminum cloth or banana leaves and immersing it in a perforated container above a water boiler that generates steam. The food does not get in touch with the steam directly. In direct steaming, food is in direct contact with the steam. Benefits of steaming: 1. It is ideal for weight-watchers and those on medical diets as it does not have any fat. 2. The food retains its basic qualities and is very nourishing. 3. There is no danger of overcooking the food. Disadvantages of steaming: 1. 2. 3. 4.

It takes a long time. It is not ideal for guests in a hurry. The kitchen has to be equipped with steamers to place such items on the menu. The food has to be served immediately to enjoy it. It may lose its freshness if kept in holding. The cook has to monitor the boiling water level and steam levels so as to cook the food well and maintain consistency throughout its cooking. 5. Steamed food would need sauces and accompaniments to enrich flavours as the steamed food is normally bland. Boiling: This is a method in which food is cooked in boiling salt water (100 °C) or simmering stock. Green vegetables are immersed in boiling salt water to retain its nourishment and flavour, while root vegetables are put in cold salt water raised to a boiling temperature.

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Benefits of boiling: 1. It is ideal for weight-watchers and those on medical diets. 2. The resultant liquid known as ‘Pot liquor’ can be used as a substitute stock and has a lot of nourishment. 3. The food retains its original qualities and is very nourishing and therefore, used in many hospitals food programs. 4. It is an inexpensive method of cooking. Disadvantages of boiling: 1. Vegetables lose their colour. This is called ‘blanching’. 2. The food while nutritious is very flavourless. Poaching: In this method, food is cooked on shallow water, e.g., poached eggs, poached fish, etc. The water is allowed to simmer and not boil. Benefits of poaching: 1. Being a water-based method, it is healthy and ideal for weight-watchers and those on medical diet. 2. It is an inexpensive method of cooking. Disadvantages of poaching: 1. Food is tasteless and would need some seasoning or sauce to give it flavour. Stewing: This method is used to soften tough meats and joints. Meats and vegetables are put into a utensil, and liquid which can be stock or water, is filled only half to allow the remaining half of the meat to cook by steaming from the vapours of the liquid. Herbs and spices are added to the liquid to give the meats a flavour. The utensil is sealed throughout the cooking process. The Irish Stew is famous in this category. Benefits of stewing: 1. A chef can use cheap cuts of meats that cannot be used for finer dishes. This ensures the utilisation of most of a carcass. 2. This method tenderises food that otherwise would have been inedible. 3. It is a complete meal since it involves vegetables and meats, so it saves on the consumption of foods. 4. The dish retains all the nourishment of the ingredients used. 5. It is an inexpensive dish for the guests. Disadvantages of stewing: 1. It takes a long time to cook and therefore, has to be made well in advance for instant service during food operations. 2. The Chef has to ensure that the stew pot is kept at a simmering temperature. Boiling temperature would ruin the stew. Braising: This is a method where meat is browned quickly in fat, and then cooked slowly in a covered pan, with little liquid. This method is a combination of roasting and stewing. It is again an ideal method for tough meats, inferior cuts and joints. Meats are first roasted brown to seal off the

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pores so as to retain the meat juices and flavour. The roasted meat is then placed on a bed of vegetables, herbs, bacon and ham in a casserole. The casserole is filled with stock and gravy to two-thirds of the casserole with flavourings and herbs. The casserole is sealed with a lid to prevent evaporation and then placed in an oven or fire to cook very slowly. Once the dish is finished, whole joints are glazed in the oven. Benefits of braising: 1. Ideal for tough meats and joints that otherwise would be inedible. This method tenderises the meat to make them delectable. 2. It is fuel efficient as it uses low fires. Disadvantages of braising: 1. It takes a long time to cook and would need a sufficient lead time to serve.

Fat Media Roasting: In this method, food is cooked in direct contact with heat. Fat is applied to the meat called ‘basting’. There are four traditional methods of roasting: Pot-Roasting is used in the absence of ovens, for quality meats like small joints and game birds which are trussed to retain their shape. It is browned in a heavy-bottomed pot in melted fat. Once the meat is browned, it is removed and replaced again on crossed rods at the bottom of the pot to prevent the meat from sticking to the bottom. The meat is basted again. The pot is tightly sealed and heated from below on a low fire. Root vegetables are added to give flavour. The meat is turned over for even cooking. Once the roast is over, stock is added to the drippings to make a ‘Jus Roti’, gravy that goes well with the roast. Oven-Roasting is one in which good quality meats and poultry is basted and placed in a tray to be roasted at 300° F. The meat is constantly basted and turned around to give it even colour and cooking. Nowadays cooks use aluminum foils to retain the juices and flavours of the meat. They may enhance flavour with Matignon a marinade of two medium carrots, two onions, two sticks of celery heart, ham, thyme and bay leaf enclosed in the aluminum foil. Spit-Roasting is popularised in Wild West movies or adventure films. The whole meat is skewered on a rod and cooked in its own fat over direct flames. The meat is constantly basted with fat and rotated to get even colour and cooking. Tandoori Roasting is an Indian concept where meat is marinated with spices and curd and skewered on rods and placed in mud ovens heated from within. This method is used to make tandoori breads that go well with tandoori meats. The tandoori chicken tikka is a famous dish made from this method. Benefits of roasting: 1. It is ideal for quality meats and poultry. 2. As the pores are sealed with heat the meats retain their juices. 3. It is the best way to cook whole animals and poultry, like suckling pig, duck, chicken or lamb.

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4. Roasts can be preserved for longer durations. 5. Once tandoori ovens are fired to the desired temperature then cooking is quick and items can be cooked at the same time they are ordered. Disadvantages of roasting: 1. It is time consuming and has to be prepared well ahead of actual service. 2. Tandoori ovens need time to fire them to reach the desired temperature. 3. The cook must ensure even browning periodically to ensure that equal cooking especially of whole meats. Frying: In this method food is brought into contact with hot fat. There are three methods of frying: Sauté which literally means ‘to jump’ is done on very slow fire to tenderise items and partially cook them. The food is in small quantity in relation to the pan in which it is sautéd so that it can be tossed or flipped. The food is also cut into small pieces so that the surface area of the pieces is greatest. A little fat is added to avoid the vegetables from sticking to the pan. The purpose of sauté is to cook quickly in order to minimise water loss and vitamin destruction. Vegetables are sautéd to retain their colour and serve as accompaniments to pre-plated meat dishes. Most sautéd items are partially cooked. Shallow frying is complete cooking done with minimum fat. Normally this method is used for pre-cooked foods like sausages and bacon. Deep frying is achieved when food is completely immersed in oil and cooked at temperatures of 325°F – 400°F, as in Fried Chicken or French Fries. In this method, the food is completely surrounded with oil, the food is evenly browned. At these high temperatures, food browning and cooking is done at an accelerated pace. It is ideal method of cooking for coated foods as it ensures uniform browning. Benefits of frying: 1. Food tastes good. 2. It takes very little time and can be processed at the time of order from the guest. 3. Fried foods can be stored and reheated whenever required. 4. A method for both sweets and savories. 5. Stable fats can serve deep frying for a 100 hours. Disadvantages of frying: 1. It is definitely not the ideal method for weight-watchers or those on medical diets. 2. It is an expensive method as fat is used. Deep Frying needs a lot of oil. 3. Oil used for deep frying needs time to heat to the desired temperature. The temperature must be kept constant consistently during the cooking. 4. Special attention is required to ensure that the fat is not overheated as this spoils the food and the fat which decomposes at high temperatures. 5. Shallow-frying requires the attention of the cook to ensure that both sides are equally browned.

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6. The fat required should be exact as inadequate fat breaks up food which then requires more fat. 7. Most meats require coating to keep the juices in and the fat out. Such coating can be in the form of egg and breadcrumbs, flour and milk, batter (a mixture of flour, milk and eggs), thin pastry, oatmeal or vermicelli, lamb or pigs cauls (membrane enclosing a baby in the womb) and gram flour or chick pea flour. 8. The fat in deep frying needs to be constantly strained to keep it fresh as left over food items carbonise turning the oil black. 9. In deep frying, fresh oil needs to replenish used oil.

Heat Media Grilling/Broiling: This a quick method of cooking on grid iron exposed to dry heat from below or above either with fire or gas or electric means. The term broiling is the American term for grilling. It is ideal for expensive methods like steaks and poultry. The meat is marinated before cooking and never pricked while cooking as the juices would flow out. There are several types of grilling: Barbeque grilling where iron grills are coated with fat and meats raw or marinated are placed on them and cooked from below by charcoal fire or gas. The charring of meat is essential to get the best taste out of this cooking. Care must be taken to cook the food evenly on both sides. This kind of cooking is ideal for outdoor cooking. Grill houses specialise in this method. Salamander grilling is done when foods are exposed to dry heat from above. Expensive meats may be cooked in the salamander on grid rods. Vegetables may be cooked in trays. The best benefit of salamander cooking is when au gratin ( a dish cooked with a topping of crumbs, cheese or cream sauce) items are browned from above before service. It is also used to glaze (giving a glossy top finish to food with sugar syrup or reduced stock) items. Mediterranean countries like Greece and Lebanon use vertical salamanders to cook dona kebabs and shewarmas. Skewered meats are vertically rotated to ensure even cooking. Grilling between heat bars is another method which ensures uniform cooking and does not require flipping the meat over to obtain uniformity. Infrared grilling reduces cooking time dramatically through infrared radiation. Microwave grilling uses microwaves to cook food. It is quick and efficient. The types of waves used by microwaves are closest in length to radio waves. The waves used oscillate rapidly, the net effect is the reversal of the electromagnetic field surrounding the food at a rate of many times a second. Benefits of grilling: 1. It is an alternate cooking method for weight-watchers as very little or no fat is used. 2. It is quick and can be done at the time of ordering grilled items by guests.

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3. The grilling can be modified to guest preferences, e.g., steaks that can be cooked rare, medium rare or rare. 4. It can be a very personalised way of cooking as done at barbeques. Disadvantages of grilling: 1. It needs the constant attention of the cook during cooking to ensure even cooking. Baking: This method is used to cook food in oven chambers of constant dry heat. Breads, cake bases, patty shells, pies, tarts shells and vegetables are baked. Benefits of baking: 1. Baked products are tasty Disadvantages of baking: 1. Baking in quantity poses a challenge. Establishments would have to invest in expensive multi-tiered commercial ovens. 2. Baked confectionaries are rich in butter and not ideal for weight watchers.

Smoke Media Smoking: This is an ideal method to preserve meats like salmon fish or ham. Traditionally, this method uses chambers with smouldering wood shavings or saw dust. Benefits of smoking: 1. Helps in preserving meats. 2. Smoked items are delicacies and very tasty. Disadvantages of smoking: 1. Smoking is an expensive method not offered by many establishments.

KEY TERMS Au Gratin Baking Basting Batter Boiling Braising Conduction Convection Deep Fry Frying

a dish cooked with a topping of crumbs, cheese or cream sauce cooking method in oven chambers of constant dry heat applying fat to meat a mixture of flour, milk and eggs used for coating food in frying a method in which food is cooked in boiling salt water (100 °C) or simmering stock a cooking method where meat is browned quickly in fat, and then cooked slowly in a covered pan, with little liquid where one molecule passes heat to the adjacent molecule through a conductor the process where heat is transferred through gas or liquids cooking method where food is completely immersed in hot oil cooking method where food is brought into contact with hot fat

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Fusion Glazing Grilling/Broiling Jus Roti Matignon Poaching Radiation Roasting Sauté Shallow Fry Smoking Steaming Stewing Vaporisation

energy required to melt or freeze ice giving a glossy finish to food, with sugar syrup or reduced stock a quick method of cooking on grid iron exposed to dry heat from below or above drippings of meat a marinade of two medium carrots, two onions two sticks of celery heart, ham, thyme and bay leaf cooking method in shallow water the process of giving out rays cooking method using basted meat in direct contact with heat a frying method to tenderise items and partially cook them a complete cooking method done with minimum fat cooking method using smoking chambers of smouldering wood shavings or saw dust cooking method which uses moist heat (steam or water vapour) cooking method to cook tough meats and joints heat transfer from boiling water to steam

REVIEW QUIZ Fill in the blanks 1. The process in which heat is transferred through gas or liquid is called _________________. 2. The process of transferring heat through rays is called _______________. 3. Cooking methods are categorised in four ways: water, fat, heat and __________________ media. 4. The resultant liquid of boiling is called _________________. 5. Poaching is a ______________ based method of cooking. 6. A cooking method to soften meats and joints is ________________. 7. Drippings of meat is called __________________. 8. Tandoori ovens are made of _________________. 9. The frying method to tenderise and partially cook them is called ____________. 10. A mixture of flour, milk and eggs used to coat food before frying is called __________________. True 1. 2. 3. 4.

or False Heat moves in the direction of cold surfaces. Conduction is when heat is transferred through rays. Food needs to be sealed before steaming. Steaming is ideal for the diet conscious.

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5. 6. 7. 8. 9. 10.

Methods of Cooking

Vegetables normally retain their colour when boiling them. Stewing requires expensive cuts of meat. Braising needs a sufficient time to cook before service. Deep frying is an inexpensive method of cooking. The American term for grilling is broiling. Salamander cooking has heat from below.

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L E S S O N

25 Stocks

INTRODUCTION Stocks are flavoured and nutritious liquids used as foundations for sauces, soups, stews, gravies, etc., in French cooking. Another term for stock in culinary circles is fond, which comes from the word ‘foundation’. Fond provides the foundation for many culinary preparations. Stock is prepared by simmering discarded bones and cartilage (which contain albumen and gelatin) of meats like chicken, beef, veal, mutton, fish from 20 minutes to six hours (depending on the stock being prepared) in sufficient water to cover the bones. It is flavoured by mirpoix, which consists of diced vegetables of carrots or parsnip, celery, leek, onions and Bouquet Garni, which is fresh herbs of various types that are tied and used as flavouring agents. We also add spices like garlic, clove, white peppercorns, etc. There are four elements in stock making as given below: Nourishing

Aromatics & Spices

Liquid

Seasoning

Meats Bones Vegetables

Mirepoix Bouquet Garni Herbs Roots

Water Wine Remouillage (2nd Bouillon) Consommé

Salt

The type of stock can be determined by the meat used. The chef, therefore, can make beef stock, fish stock, chicken stock, etc. Before we go into the preparation of stocks, there are some precautions one must take to produce good quality stock: 1. Meats and vegetables that are stale give the stock an unpleasant flavour. The stock can deteriorate quickly. 2. The scum that accumulates at the top of the stock while boiling must be removed otherwise it can boil into the stock and create and spoil colour and flavour. 3. Fat should be skimmed as the stock can become greasy. 4. Stock is always simmered and not boiled. High temperatures cause the stock to evaporate and become cloudy. 5. The stock should boil continuously otherwise it can become sour.

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6. Salt should not be added to stock. 7. We can substitute other fowl bones for chicken stock if chicken bones are not available.

CATEGORIES OF STOCKS There are four categories of stocks: White Stock (Fond Blanc) associated with white meats like chicken but can be made from the bones of veal as well. The meat and bones are gently brought to a boil and simmered for 5-6 hours for chicken and 8-10 hours for veal. Mirpoix of diced vegetables is sautéd in butter or fat to a golden brown and added to the liquid for flavour and colour. This stock is used for white sauce, blanquettes, fricassee, and poached dishes. The method of preparation is given below: White Stock (Chicken, beef, veal) Yield: 15 gallons Ingredients

Quantity

Bones

60 lbs

Cold water

18 gallons

Mirpoix

11 lbs

Butter

1 lbs

Thyme

1 tbsp

Bouquet Garnie

1 large

Bay Leaf

10 numbers

Method 1. Place bones in stock pot and cover with cold water. 2. Bring slowly to boil and skim the scum. 3. Sauté mirpoix in butter until golden brown 4. Add sautéd mirpoix and aromatic to stock 5. Simmer for 5-6 hours for chicken and 8-10 hours for beef or veal. 6. Pass through a fine strainer, label, cool and refrigerate.

Brown Stock (Fond Brun) is made from red meats like beef, veal, mutton and game and at times with chicken meat and bones. The bones are roasted to a golden brown. The mirpoix is added when the bones are three quarters roasted. Tomatoes may be added at this time before cold water is added and the mixture is slowly brought to a boil and then simmered for several hours to complete the preparation. Brown stock is used to make brown sauces, gravies, braised dishes and meat glazes. Vegetable Stock is a neutral stock, composed of vegetables and aromatic herbs sautéd gently in butter and then cooked in liquid. This is new stock popular to the health conscious used in vegetarian cooking and veloutes. Fish Stock (Fume de Poisson) is the basis for fish preparations. The choice of fish is essential to get the right flavour. Classical preparations calls for the bones of specific fish like dover, sole, turbot, brill and whiting for superior flavours. The fish must be fresh and trimmed.

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Brown Stock (Beef or Veal) Yield: 15 gallons Ingredients

Quantity

Method

Bones cut small

3 lb

Mirpoix

10 lb

1. Place bones in a roasting pan and brown in an oven at 350°F. 2. When bones are ¾ done, place mirpoix over the bones and finish browning. 3. When browned, remove bones and mirpoix over the bones and finish browning. 4. Remove the fat from the roasting pan. Deglaze the pan with water or Remouillage and add to the stock pot. 5. Add remaining water or Remouillage to cover the bones. 6. Bring to boil; reduce to a simmer, and skim. 7. Simmer 8-10 hours. 8. Pass through a fine strainer, label, cool and refrigerate.

Cold water or Remouillage

18 gallons

Tomato Product

(Optional)

Thyme

1 tbsp

Bay Leaf

10 pieces

STOCKS AND SAUCES Stocks Preparation of Beef Stocks This basic stock is used for preparing strong stocks, soups and stews. 1. Place the beef bones and a piece of beef in a large pan, cover with cold water and bring to the boil.

2. Lower the heat so that the water is just simmering. Occasionally skim the froth from the surface of the liquid.

LESSON 25 Stocks

3. Add a handful of washed leek, carrot and celery; season with garlic, thyme, peppercorns and a parsley spring.

4. After 1½-2 hours, the meat will be cooked and can be removed from the stock. If it is not to be used as an addition to the soup, it should be used in another dish.

5. After 2-3 hours, strain the stock through a fine sieve.

6. Once the stock has cooled, skim off the fat from the surface using a skimming spoon or soup ladle. If the froth has been regularly skimmed off the surface of the stock during cooking, and if it has always been kept just simmering, the stock will remain clear. The liquid that is lost through skimming off the froth may be replaced by intermittently adding water.

Preparation of Chicken Stock A basic stock for strong stocks, soups, sauces and stews. 1. Place chicken trimmings and a large chicken in a pan, cover with warm water, cover the pan and bring to the boil.

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2. Lower the heat, and simmer so that it does not turn cloudy. Occasionally skim the froth off the surface and remove any fat.

3. After 2 hours, add the vegetables (leek, carrot, celery) and the herbs and spices (garlic clove, white peppercorns, a thyme spring, a parsley sprig).

4. Simmer the stock very gently for further 1 hour.

5. When it is cooked, remove the chicken from the stock, preferably with a skimming spoon, and rinse it with cold water. Similarly, remove the chicken trimmings.

6. Pour the chicken stock through clean muslin, carefully remove the fat, and leave to cool. If the chicken and chicken trimmings are not used as an addition to the soup itself, they may be used in another dish, such as a ragout or chichen salad.

Preparation of Game Stock This forms a basis for strong game stocks and thick game soups, and is also used for making gravy for game dishes. 1. Melt a little fat and gently fry the finely chopped bones and tendons.

LESSON 25 Stocks

2. Add diced carrot and onion, and continue frying.

3. Occasionally add a little liquid, such as water or red wine, and boil until evaporated.

4. Fill the pan with cold water. Bring to the boil, lower the heat and simmer very gently for about 2 hours.

5. Frequently skim off the foam. Add peppercorns, juniper berries, garlic, thyme and rosemay, and simmer for a further 1 hour.

6. Rub the stock through a fine strainer. Leave to cool and, if necessary, remove the fat.

Preparation of Fish Stock Filsh stocks should never be used for dishes containing shellfish. 1. Chop the fish bones and heads roughly and rinse them under cold, running water. Remove and discard the gills from the heads.

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2. Drain the bones. Meanwhile, chop a little onion, the white part of a leek and some celery. Heat a little oil, and lightly fry the vegetables until soft. Add the bones, and fry for a further 3-2 minutes.

3. Pour in a little white wine and top up with the quantity of water specified in the recipe.

4. Bring to the boil and carefully skim off the froth. Add all the seasoning ingredients (such as celery, garlic, parsley sprig, thyme sprig and crushed peppercorns), and simmer gently for 30-40 munutes. Finally, rub the stock through a fine strainer and leave it to cool.

KEY TERMS Bouquet Garni Brown Stock Fish Stock Fond Mirpoix Stocks Vegetable Stock White Stock

fresh herbs of various types that are tied and used as flavouring agents stocks made from roasted red meat bones stocks made from fish bones another term for stock meaning “foundation” flavouring for stocks consisting of diced vegetables of carrots or parsnip, celery, leek, and onions and Bouquet Garni flavoured and nutritious liquids used as foundations for sauces, soups, stews, gravies etc. stocks made from vegetable stocks made from white meat bones

REVIEW QUIZ Write short notes on the following: 1. What are stocks? What are the basic elements of stock? 2. What are the ingredients of mirpoix and bouquet garni? 3. Give the preparation of white stock. 4. How is brown stock made? 5. How is fish stock made?

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26 Sauces

INTRODUCTION A sauce is a hot or cold seasoned liquid accompaniment which goes with a dish. The development of sauces goes to the credit of the French who have made its preparation into a fine art. They are the accompaniments to a fine meal and allow the chefs to demonstrate their talent. Sauces emerged from the medieval times to mask the harsh flavours of poorly prepared or old food. They consisted mainly of spicy sauces using such ancient condiments like garum and spikenard. It was only in the 17th century that the finer versions of sauces like bechamel, soubise and mayonnaise emerged. The classical list of sauces varied with the diversity of the French country side and the import of ideas by chefs from other countries. There are hot and cold sauces. The hot sauces are white sauce and brown sauce and their derivatives, while cold sauces are mayonnaise and vinaigrette, which act as bases for their derivatives. The role of sauces is to: 1. 2. 3. 4. 5. 6. 7. 8. 9.

Enhance flavour Give colour Help in digestion Moisten dry food Enhance nutritional value Lend a name to a dish, e.g., fish portugaise Balance taste Bring richness to the dish Encourage interest and appetite to the eater

Sauces have some essential features whether they are thick or thin, strained or unstrained, light or dark, hot or cold, etc. 1. They must have a distinctive texture. 2. They must have body and flavour or pungency to the right degree to complement the dish. 3. The colour must complement the dish. White sauce goes with white meats and brown sauce with red meats etc.

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4. The consistency of the sauce with the exception of white sauces must be transparent or translucent to seductively reveal the dish.

THICKENING AGENTS To understand sauce making, there are a few thickening agents or liaisons to be understood. Sauces need to be thick to cling to the food otherwise thin liquid will simply run off the food and form slush at the bottom. The thickening agents are necessary to give sauces the right consistency to serve the purpose. There are some alternatives used as thickening agents: • Roux – It is the cooking of flour and butter in equal proportion. Flour is added gradually to melted butter to avoid lumping. The degree to which it is browned determines whether the roux is white, blond (Golden) or brown, to add colour to the sauce and thickness to the sauce. White roux is used in all cream sauces; blond is used for all velouté sauces; and brown roux in all brown sauces. As a thumb rule 12-15 ounces of roux is added to a gallon of stock. • Starch – Starch is a complex carbohydrate found in all parts of a plant that stores plant food. It is important for human consumption that reacts with body enzymes to produce sugar. There are many kinds of starch for cooking purposes. Cornstarch, Arrowroot and Tapioca are commonly used starches. Starches are made into paste with a cold liquid and added to the boiling stock to form the final sauce. The starch gives the sauce viscosity and consistency. • Buerre Manie – Flour and butter are kneaded in the proportion of 1:2 and added a little at a time to simmering liquid and stirred to form a smooth consistency usually used for fish sauces. • Yolk of Egg/Cream/Butter – These liaisons are added as finishing agents to warm sauces or soups for thickening or binding. Egg yolks are first whipped with a wire whisk and cream is added, if desired. A cupful of hot liquid is gradually whisked into the yolks to temper them. This mixture is then stirred into the sauce. Cream can be used to thicken a sauce using the pan juice or au jus to heavy cream. Butter is used not only to thicken the sauce but also to enrich the sauce. Compound butter is added to a warm sauce and stirred with a whisk gently to give the desired consistency. • Blood – Blood of poultry or game and coral or tomalley of lobster is a liaison added to give natural flavours especially to game cooking. The blood is mixed with heavy cream and added to a simmering sauce. This liaison is traditionally used in preparations such as Coq au Vin, Civet of Game and Lobster a l’ Americaine. • Vegetable Purees – These are made by making dicing cooked vegetables into a pulp and passing it through a sieve. Herbs are added to give subtle variations of taste. The puree is added to sauces or vegetable gravies. This is a popular modern method for the health conscious.

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BASIC SAUCES There are six basic sauces. Béchamel (White Sauce) Velouté Espagnole (Brown Sauce) Mayonnaise Sauce Hollandaise Sauce Tomato Sauce

PREPARATION OF BASIC SAUCES The characteristics of basic sauces are (a) they spawn multiple compound sauces; (b) they are the foundation for other culinary preparations like soups, casseroles, braising liquids, etc.; (c) they have a stable structure; (d) they have a thickened liquid base and (e) they have a long shelf life.

Béchamel The base of this sauce is milk, flavoured in different ways for different dishes. The recipe is given below for one gallon of béchamel: Ingredients

Quantity

Milk White roux (using clarified butter) Salt

1 gallon 15 oz.

Nutmeg Onion cloute (spike) Cloves Bay leaf

pinch 1 piece 2 pieces 1 leaf

to taste

Method 1. Boil Milk 2. Add hot milk to cold white roux in a bowl, slowly to make a liquid paste. 3. Add the liquid paste into the boiling milk and whisk it thoroughly to blend it. 4. Bring the mixture to a slow fire and add the onion clout, cloves and bay leaf and nutmeg.

Velouté Veloutés are finer grade of white sauces. This is because they are made from strong flavourful liquids such as chicken or fish broth and not milk. Veloutés are not in themselves finished sauces but are intermediates to a finished velouté sauce. The finishing is done with liaisons like cream, butter, egg and cream till the right consistency is achieved. The type of velouté is determined by the type of stock added, e.g., Fish Velouté,, Chicken Velouté etc. A gallon yield of Velouté is prepared in the following manner: Ingredients

Quantity

White veal stock (for ordinary velouté)

1 gallon

Method 1. Add slowly in a little hot stock to cold blond roux, in bowl, making a liquid paste.

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White chicken stock (for poultry veloutés) White fish stock (for fish veloutés) Vegetable stock (for vegetable veloutés) Blond Roux Salt & Pepper

15 oz. To taste

2. Whip the liquid paste into boiling stock stirring frequently to prevent the roux from settling at the bottom. 3. Bring the sauce to boil, then adjust to a slow fire. 4. Skim periodically the scum that accumulates at the surface. 5. Add seasoning to taste. 6. Strain through a chinois. 7. Cool rapidly, label and refrigerate.

Espagnole (Brown Sauce) Espagnole is the original brown sauce, which dates back to the 18th century when it was the pride of French cuisine. It is said that it was brought from Spain giving it the name it held for over the centuries. Given below is the preparation of 1 gallon of Espagnole. Ingredients Brown Stock (beef or veal) Brown Roux

Quantity 6 qt. 13 oz.

Slab bacon diced & blanched

8 oz.

Mirepoix (diced carrot, celery, onion) Bouquet Garni (thyme, bay leaf, parsley stems)

2 lb.

Tomato Puree Seasoning Butter

I large

1 qt. As desired As desired

Method 1. Dissolve cold brown roux with hot brown stock in a bowl till it is a solid paste. 2. Stirred roux paste into boiling brown stock with a whisk and brink to boil. 3. Add tomato puree and bouquet garni to the boiling sauce. 4. Sauté the bacon and add mirpoix until golden and add to the boiling sauce. 5. Adjust the fire to simmer and let sauce cook in slow fire allowing the scum to the surface which can be skimmed periodically. 6. Adjust seasoning when the sauce is reduced to 1 gallon. 7. Strain through a fine chinois. 8. Add butter to avoid the formation of skin. 9. Label, cool and refrigerate.

It would be incomplete not to mention the preparation of demi-glace when we talk of espagnole. Demi-glace is a reduced espagnole for certain food preparations. Demi-glace cannot be made without making espagnole first. Espagnole is the half-way point of traditional demi-glace. The preparation of one gallon of demi-glace is as follows: Ingredients

Quantity

Brown veal stock

1 gallon

Espagnole Bouquet garni with Tarragon

1 gallon 1 piece

Method 1. Add brown veal stock to Espagnole and bring to boil while stirring it. 2. Add bouquet garni. 3. Bring fire to a simmer and reduce the liquid to 1 gallon.

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Madeira Wine or Sherry Seasoning

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8 oz. to taste

4. Skim the liquid frequently till it is shiny. 5. Add seasoning to taste and Madeira wine or sherry. 6. Strain through a chinois. 7. If not needed immediately cool while stirring frequently to prevent the formation of a thick skin and consequent lumps. 8. Label, cover and refrigerate.

Mayonnaise Preparation of Mayonnasie Sauce Mayonnasie is a combination of egg yolks, salt, oil, vinegar and water.

Ingredients • 200ml/6 fl oz vegetable oil should be used for each egg yolk

Procedure 1. Beat the egg yolks with a little salt until creamy but not frothy.

2. Add the oil, drop by drop, beating it in and only adding more oil when the previous addition has been fully incorporated.

3. If the mayonnaise becomes too thick or will not absorb any more oil, add a few drops of vinegar or warm water.

4. Continue adding the oil in a thin stream until it is used up and the mayonnaise has a thick consistency. Then stir it througly one more time.

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5. Season the moyonnaise with salt, freshly ground balck pepper, a pinch of sugar and a little mustrad. It should be thick and firm.

Hollandaise

Preparation of Hollandaise Sauce To make 250ml/9 fl oz of this classic whipped sauce, you will need:

Ingredients • • • • • • •

175g/6 oz butter 10 peppercorns 1 onion, peeled and diced 3 tbsps vinegar 3 tbsps water 3 egg yolks juice of 1 lemon

Procedure 1. Melt the butter over a low heat unitl it separates; do not allow it to become too hot. Pour the clear portion of the butter through a fine sieve.

2. To make the reduced liquid, boil the peppercorns and diced onion with vinegar and water, and allow to reduce to about 3 tbsps of liquid.

3. Prepare a bain marie or set a heatproof bowl over a pan of hot water.

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4. Place the egg yolks in the bowl of the bain marie. Rub the reduced vinegar mixture through a sieve.

5. Beat together the egg yolks and the reduced vinegar mixture over the hot water.

6. Continue beating the mixture until it is light and creamy and coats the whisk.

7. Stir in the warm, clarified butter, one drop at a time, adding more only when the previous drop has been thoroughly incorporated.

8. Stir in lemon juice, freshly ground pepper and a pinch of cayenne pepper.

9. The sauce can be made even finer by straining it through clean muslin.

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10. Keep the hollandaise sauce warm. Serve with fish or meat and vegetables.

Tomato Sauce Given below is the method of preparing one gallon of tomato sauce: Ingredients

Quantity

Salt pork or Ham Shank Mirepoix

6 oz. 1 lb.

Minced garlic Thyme Bay Leaves

2 pieces 2 pinches 2 medium sized

Parsley stems

1 bunch

Sugar Blond roux

1 oz. 8 oz.

Fresh ripe tomatoes peeled and chopped Canned Tomato puree White stock (veal or chicken) Seasoning (salt, pepper, Worcestershire)

8 lbs.

Method 1. Melt pork and cook it to a blond colour. 2. Sweat mirpoix , garlic and aromatics in the pork fat. 3. Add blond roux and dilute with white stock. 4. Add tomatoes, tomato puree and sugar. 5. Bring the mixture to boil while stirring often. 6. Cover and simmer in a moderate 300°F oven for about two hours. 7. Degrease and add seasoning. 8. Pass through fine fine food mill, then through a chinois to attain a smooth texture. 9. Cool, label and refrigerate.

2 cans 2 qt. to taste

Sauces

Preparation of White Sauce When making this basic sauce, it is important to use the correct proportion of butter and flour. As a rule of thumb, always use the same number of tablespoons of butter as flour

Ingredients • 500ml/18 fl oz stock • 2 tbsps each of butter (30g/1oz) • Flour (15/ ½oz)

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Procedure 1. Melt the butter over a low heat, but do not allow it to turn brown.

1.

2. Stir in the flour, and cook, stirring constantly, for a few minutes. Do not allow it to turn brown.

2.

3. Remove the mixture, called a roux, from the heat and allow to cool slightly. Gradually beat in the warm stock with a whisk until smooth.

4. Return the pan to the heat and, stirring constantly with a metal spoon, simmer gently for about 20 minutes.

3.

4.

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5. Add the cream and bring the mixture to the boil. Season with salt, freshly ground white pepper and lemon juice.

6. Beat together an egg yolk with double cream. Stir some of the hot sauce into the egg yolk and cream mixture.

7. Pour the mixture into the hot sauce and bring to the boil, stirring vigorously.

8. This sauce is especially delicious if it is pressed through a fine sieve.

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Preparation of Bechamel Sauce A light, basic sauce, which is prepared using milk instead of stock. Preparation is similar to that of basic white sauce:

Procedure 1. Melt the butter, add finely chopped onion and lightly fry until transparent. 2. Sprinkle over the flour, and cook, stirring constantly, for 2-3 minutes. Remove the pan from the heat. 3. Bring the milk to the boil, pour it over the roux and beat the mixture with a whisk unitl smooth. 4. Return the mixture to the heat and bring o the boil, stirring constantly with a metal spoon. 5. Add a small onion studded with 2 cloves and ½ bay leaf. Season lightly with salt and boil for about 20 minutes, stirring constanly. 6. Season the sauce with more salt, if necessary, freshly ground black pepper and grated nutmeg. Rub the sauce through a fine sieve. 7. Sprinkle melted butter over the surface, or dot with butter and spread over the top with a fork.

Derivatives of Basic Sauces White Sauce Mornay Cheese Cream Scotch Egg Mustard Parsley Soubise Anchovy Onion Sauce

Espagnole Bordelaise Demi-glace Madere Piquante Diable Robert Chasseur Charcutiere Chaudfroid Lyonnaise

Fish

Veloute Chicken

Meat

Normande Allemande Supreme Joinville Aurore Hongroie Vin Poulette Chivry Diplomat Fine herbs Ivory Shrimp Caper Riche Bercy Chaud/ Curry Froid Ravigote

Hollandaise

Tomato Sauce

Mayonnaise

Bearnaise Noisette Mustard Mousseline Maltaise Foyot Choron Rachel Grimod

Barbecue Italienne Milanaise Bretonne Chaud/ Froid Tomated Provencale Portugaise

Cambridge Gloucester Remoulade Tartare Vincent Verte Andalouse Cocktail Tyroliene Thousand Island

KEY TERMS Au jus Béchamel Buerre Manie Demi-glace

pan juices of cooked meat a milk-based sauce flour and butter are kneaded in the proportion of 1:2, to thicken sauces a reduced espagnole for certain food preparations

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Espagnole Liaisons Puree Roux Sauces Starch Velouté

the original brown sauce thickening agents for a sauce or soup food boiled to a pulp and put through a sieve or blender the cooking of flour and butter in equal proportion a hot or cold seasoned liquid accompaniment which goes with a dish a complex carbohydrate found in all parts of a plant that stores plant food. finer grade of white sauce

REVIEW QUIZ Write short notes on the following: 1. What is the role of sauces? 2. What are the six basic sauces? 3. How is Béchamel made? 4. Explain the following terms: (a) Veloutés (b) Demi-glace (c) Buerre Manie (d) Roux 5. Give the derivatives of Espagnole. Fill in the Blanks 1. The cooking of flour and butter in equal proportion is called ________. 2. The starch that gives the best shine to a sauce is ________________. 3. Roux is white, brown and ________________. 4. Starch gives sauces viscosity and _________________. 5. Flour and butter kneaded in the proportion of 1:2 is called ___________. 6. A good liaison for sauces of game cooking is _____________. 7. Pan juices of cooked meat is called _________________. 8. Boiled food made into pulp and passed through a sieve is a ___________. 9. The base of béchamel is _________________. 10. A reduced Espagnole is called _________________. True 1. 2. 3.

or False Sauces increase nutritional value. Sauces lend a name to a dish. Sauces are always served hot.

LESSON 26 Sauces

4. 5. 6. 7. 8. 9. 10.

Sauces must be thick. Starch is a liaison. Burre manie is usually used for fish sauces. Tomato sauce is a basic sauce. Basic sauces have short shelf life. Veloutes are made from milk. There are eight basic sauces.

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27 Soups and Garnishes

INTRODUCTION Soups are wholesome and nutritious liquid food made from meat, seafood, vegetables, cereals or poultry. Soups form the second course of the French classical menu but nowadays it is also a first course for many meals. The following table (Fig. 27.1) classifies the soups for easy reference:

Soup

Hot

Cold

Thick

Thin

Thick

Thin

Cream Soups

Cold/Jellied/ Consommes

Purees

Vegetable Cream Soups

Fruit Cream Soups

Cream

Unpassed

Passed

Broths

Consommés

Chowders

Bisques

Veloutes

Fig. 27.1 Classification of Soups

Let us examine the nature of each soup to empower food service professionals to understand and guide the guests they serve.

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THIN SOUPS Consommé It is a richly flavoured, concentrated, thin clear soup made from meat, poultry or fish. Consommé comes from the word “to consummate” which means to bring to completion or perfection. Consommé is the most sophisticated of stock-based soups as it is cooked long enough to extract the nutritive properties of the ingredients used in its making. Basically, Consommés are stocks of meat, poultry or fish, which is clarified by adding lean mince meat and egg whites. Albumin in the egg white and mince meat coagulate and bind most of the cloudy material. Egg whites additionally absorb the harsh meat flavours in stock while mirpoix adds flavour to balance the taste. The stock is flavoured with mirpoix. Mirpoix is a French term for a mixture of two parts each of diced carrots, and onions and one part celery and sometimes a little leek, cooked with butter. The stock is brought to boil and then simmered. As the stock boils, the clarification mixture expands and rises to the top of the stock forming a filter of grey froth of coagulated proteins. The Consommé is allowed to simmer for an hour to allow the impurities to percolate through the filter. The soup is strained through a muslin cloth to ensure clarity of the liquid. Madeira, Marsala, Port or Sherry may be added before serving as an embellishment. Variations to Consommés are those that are chilled or jellied. Consommés are thickened naturally by their gelatin content brought about by the bones when the original stock was made. The gelatin gives the soups a smooth texture when hot and sets it when cool to a shivering jelly. Gelatin, however, may be added to ensure in the last part of the clarification process to ensure that the soup sets. Garnishes add to the final presentation of a Consommé. Some Consommés get their name by the type of garnish used, e.g, Consommé Celestine, Consommé Madrilene etc. Garnish is added just before serving so that they do not cloud the soup. A table spoon of garnish is adequate. Garnish ingredients must be the size of a pea. Some popular garnishes are: Consommé garnish

Ingredients

Breton Brunnoise Celestine Cereal Dubarry Diablotin Egg Drops Florentine Julienne Madrilene Paysanne Printainer Royal

Julienne (thin strips) of celery and leek Small diced (cubed) vegetables. Julienne of thin pancakes Rice and barley Flowerettes of cauliflower Diamonds of cheese biscuits Beaten egg drops in consommé Julienne of blanched (whiten) spinach Strips of cut vegetables Tomato dices and green peas Uniform-sized cut fresh vegetables Diced mixed fresh spring vegetables Dices of savoury egg custard

Consommés are accompanied with cheese straws, wafers, small puffs or pate a choux.

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Broths Broth is a thin soup of vegetables, meats, poultry or seafood. It is the simplest soup to prepare by simmering assortment of ingredients for a long time in a pot. Water is commonly used though it can be substituted with stock. All ingredients added must be cooked at the finishing time. The unclarified broth is served with flavourings and seasoning to taste or beef and white wine for veal or poultry. Broths can be a complete dish by themselves. Another term for broth is bouillon except that it is clearer and has a strong meaty taste. Common garnishes are finely chopped herbs like parsley, chervil, chives etc. Broths can be accompanied by baked, toasted or fried croutons rubbed with garlic, grated parmesan or Swiss cheese. Some popular broths are Beef Broth, Scotch Broth and Vegetable Bouillon.

THICK SOUPS Purees Purees are pulps of starchy vegetables like carrots, peas, spinach, tomatoes, potatoes, etc., passed through a sieve. Starchy vegetables like potatoes, dried beans, split peas, etc., have natural thickening agents while the others need additional thickening agents like rice or a puree of another vegetable rich in starch. A good puree ensures that the starch in the vegetable that gives the body is well blended in the puree. Smooth consistency is important and is brought about using blenders and passing the puree through a sieve before service. Some classic pureed soups are Vichyssoise – leek and potato puree; Potage Crecy – carrots thickened with rice; Potage Saint Germaine – split peas flavoured with ham. In Europe, purees of fish, shellfish, game and meat are also popular with a base of chicken or meat stock. Such purees are called coulis. The term coulis today is used for purees of fruit and non-farinaceous vegetables. There are also purees of edible seeds and pulses like beans and lentils which are rich in starch and do not need thickening agents. Bisques are another variation of a puree exclusively of shellfish thickened with the cream of rice or the crust of bread fried in butter. Bisques are prepared by sautéing the shellfish and adding fish stock and aromatics. The mixture is cooked and put through a blender to make a puree, which is passed through a sieve to give the smooth texture. Bisques may be embellished with wine for added flavour. A good accompaniment to bisque is crouton. Some noteworthy examples of bisques are: Bisque d’ Homard, Crayfish Bisque, etc.

Velouté Velouté soups are based on velouté sauce (a creamy white sauce made from meat stock and roux). Velouté is composed of a blend of stock, roux and the puree of the kind of velouté desired whether vegetables or chicken. The stock used should preferably be the same as the puree of the main ingredient. For example, a Chicken Velouté soup should use chicken stock and the puree is a coulis of chicken. A liaison of cream and egg yolks is used to finish the soup. The liaison enhances the taste and texture of the soup. The qualities of velouté are: (a) thickness of the consistency of cream,

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(b) texture, which is smooth and (c) taste, which is distinct to the main puree used. Examples of Veloutés are Chicken Velouté, Celery Velouté, etc.

Cream Soups Cream soups (hot) are like veloutés except their base is with béchamel sauce together with the purees of vegetables, meats, seafood or poultry. The consistency is obtained by adding boiled milk or light cream. The soup does not require egg whites as liaisons. Cream soups are richer, smoother and more refined in texture than veloutés. Nearly any vegetable can make an excellent cream soup, especially those with lighter and more delicate flavours like asparagus, cauliflower, tomato or mushroom. The soup is garnished with heavy cream and served with croutons. Popular cream soups are Crème of Tomato, Crème of Potato, Crème of Mushroom, etc. Cream soups (cold) are essentially purees of vegetables or fruits thickened with heavy cream.

Chowders These are traditionally chunky, heavy thick soups from North America. Some popular chowder from America is Seafood Gumbos, Oyster Stew, Crab Chowder and Philadelphia pepper pot. The soup requires a fast boiling process to enable the oil and water to blend together. Chowders are seafood placed in a pan of oil with chopped garlic, chopped parsley, saffron, bay leaves, thyme and fennel, onions pieces of bacon and seasonings to taste. Water is added to cover the mixture and brought to boil and then simmered for 20 minutes. The resultant liquid is strained and poured into soup bowls. Chunks of seafood are added to give it the characteristic flavour. Outside the United States, Bouillabaisse Marseillaise is a specialty from the southeastern part of France that has achieved worldwide fame. The specialty is because of the kind of fish that is used, which is not available in the U.S.A.

Cold Soups They deserve a special category because they stray from the usual association of soups as hot. Most hot soups like purees and cream soups can be served cold by simply chilling them. But there are certain cold soups of global popularity. Chilled Vichyssoise is a combination of leeks and potatoes made famous by Chef Louis Diat, Executive Chef of Ritz-Carlton Hotel, New York, U.S.A. Gazpacho is a cold specialty soup from Spain that is made from a base of tomatoes. Fruit soups are popular in Scandinavian and Slavic countries. They are favourite breakfast items in Japan and may be served as a dessert even served with ice cream.

REGIONAL SOUPS OF NOTE Austria Kohl Suppe it is a cabbage soup in which cabbage is braised in lard. Flour is blended in to form a roux followed by stock and cooked for 1 hour before serving with smoked sausages. France French Onion Soup while France has been the fountainhead of many memorable soups,

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none is more popular world wide as the French Onion Soup. It is a clear soup served with grated Parmesan cheese grilled on croutons. Greece Avgolemono is a soup made of rice cooked in meat broth. It is finished with well-beaten eggs and fresh lemon juice. Hungary Hungarian Goulash is one of the finest soups with a rich paprika flavour. It can be a meal by itself. It is served with sliced smoked sausages and topped with chopped parsley. India Mulligatawny is a cream of curry soup which is considered a classic national soup. It is garnished with rice. Italy Minestrone is a thick soup made of any vegetables. It is garnished with pasta such as spaghetti or noodles. Russia Borscht is a heavy beef soup with sliced smoked sausage and chopped parsley. It is garnished with sour cream, boiled potatoes or cucumber slices. USA Gumbo is chowder, which is the pride of the state of Louisana in the U.S.A. It takes its name from an African word for okra, which is the main ingredient in the soup.

SOUPS Preparation of Cream Soup Ingredients • • • • • •

80g/3oz white vegtables (leek, celery or celeriac) 60g/2oz butter 20-25g/ - loz flour 1.21/2 pints warm stock (fish, chicken, vegetable, veal, beaf or game) 100ml/3 fl oz double cream salt spices

Procedure 1. Trim and wash the vegetables and peel the celeriac, if using. Finely chop them.

LESSON 27 Soups and Garnishes

2. Melt half the butter over a low heat, but do not allow it to turn brown.

3. Add the vegetables, and gently fry for 2-3 minutes until transparent.

4. Sprinkle over the flour, and gently fry for a further 2-3 minutes. Remove from the heat and set aside to cool slightly.

5. Beat in the stock with a whisk until smooth.

6. Bring to the boil, beating constantly. Lower the heat, and simmer gently for about 20-25 minutes.

7. Add the cream, and bring back to the boil. Season the soup with the spices.

8. Rub the soup through a fine sieve. Gradually beat in the remaining butter, a little at a time.

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9. Serve in heated bowls or soup plates. Diced or finely shredded meat or vegetables, dumplings, cooked rice and chopped herbs, may be added to the soup. The cream soup may be turned into a veloute if it is thickened with egg yolk and cream. To make 11/1 pints soup, use 1 egg yolk 100ml/3fl oz double cream.

Preparation of Veloute Soup Sauce and soups thickened with flour may be brought to the boil without the egg yolk curdling as long as there is no trace of egg white. The proportion of flour can be reduced by about 1 tbsp per litre/1 pint of soup, as the egg yolk also helps to bind the mixture.

Procedure 1. Mix together the egg yolk and the cream, and beat in about 1 ladle of hot soup with a whisk.

2. Pour the mixture into the soup, stirring vigorously.

3. Bring the soup to the boil, stirring constantly, then rub it through a sieve.

Preparation of Puree Soup For 11/1 pints vegetable puree soup, you will need:

Ingredients • • • • • • • • • • •

1 onion 1 carrot 1 small leek 1 stick of celery 30g/1 oz butter 1 tbsp flour or cereal flakes (as desired) 11/1 pints stock (vegetable, chicken, veal or beef) 100ml/3 fl oz double cream garlic clove Salt and freshly ground black pepper Pinch of freshly grated nut meg

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Procedure 1. Peel and wash the vegetables as required and finely chop.

2. Melt the butter over a low heat, but do not allow it to turn brown.

3. Add the vegetables, and gently fry until transparent. Sprinkle over the flour, and gently fry for a further 2-3 minutes.

4. Add the stock, and bring to the boil, stirring constantly. Simmer gently over a low heat for about 20-25 minutes. Add cream.

5. Puree the soup with a hand-held mixer or in a blender.

SOUP GARNISHES A garnish is an edible item to decorate or flavour food. Garnishes are important aspects of soup preparation and presentation. It enhances flavour, colour and wholesomeness. Garnishes have to be carefully chosen as the guests are particular about what floats on the soup. Garnishes come in many forms: Cereals

Boiled rice as in mulligatawny soup.

Croutons

Diced or cubed baked, toasted or fried bread crumbs ideal with cream soups.

Cheese

Grated Parmesan cheese is grilled on croutons as in the case of French Onion Soup. Cottage Cheese is popular in consommés.

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Cream

Unsweetened whipped cream or sour cream is used in cream soups.

Meats, Poultry, Seafood

Diced or in strips are served with the appropriate cream soups and bisques.

Pasta

Noodles or spaghetti are used in soups like the Italian Minestrone soup.

Vegetables

Cut in various shapes and sizes are found in vegetable soups.

Eggs/Egg Yolk

Egg drops are popular with Chinese Wanton and Hot & Sour soups. Egg yolk is served in French Onion Soups as an alternative to cheese-grilled croutons.

Herbs

Chopped fresh herbs form a colourful topping to a cream soup monotonous in colour.

Crumbled Bacon bits

They are ideal for thick soups with a meat base or as a counterpoint to vegetable soups.

Thick Soups

Hot Clear Soups

Vegetable Soups

Chilled Thin Soups

Cream Soups

Jellied Soups

• Crisp diced bacon • Grated cheese • Croutons • Chopped fresh herbs

• Avocado slices • Dumplings • Chopped fresh herbs • Slices of lemon • Julliene of cooked meat or vegetable • Thin cooked pasta

• Crisp diced bacon • Croutons • Frankfurter roundels • Chopped fresh herbs • Lemon slices • Finely chopped onion

• Avocado slices • Thin sliced cucumber • Finely chopped herbs • Slices of lemon • Jullienne of cooked meats or vegetables

• Crisp bacon • Grated cheese • Croutons • Chopped herbs • Grated lemon rind • Chopped nuts • Paprika

• Caviar • Slices or wedges of lemon or orange • Chopped Fresh herbs

Fig. 27.2 Soup Garnishes

A ready reference for garnishes and soups is given above.

SERVICE OF SOUPS The service of soups is simple yet important. Soup could well be the first course in a simple table d’hote menu and therefore, is the first dining experience of a particular meal. The service must be correct. The standard portion size for soup is six ounces in soup cups or soup bowls if it is part of a meal. If the soup is the main meal then the portion size should be ten ounces in a deep soup plate or soup tureen. The soup spoon is round and distinctly different than dinner spoons. Hot soups must be piping hot. The simple thumb rule is that the thinner is the soup, the hotter the temperature. Cold soups must be served in chilled cups or bowls.

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Garnishes must be added just before service. Garnishes must be small, light and easily eatable. Light soups must precede heavy dishes while heavy soups must be followed with light dishes. Heavy soups are served in small proportions. Clear soups must enable the guest to see the bottom of the soup dish. The accompaniments of soup are toasts, breadsticks or cheese croutons.

KEY TERMS Bisque Blanch Broth Chowder Consommé Coulis Cream soup Dice Garnish Julienne Mirpoix Purées Soups

a puree of shellfish thickened with the cream of rice or the crust of bread fried in butter. to whiten a thin soup of vegetables, meats, poultry or seafood a chunky, heavy thick soup or stew of shellfish or fish from North America a richly flavoured, concentrated, thin clear soup made from meat, poultry or fish. purees of shellfish, fish, game and meat. a soup of meats, fish or vegetables where the puree is stock thickened with milk or cream. cube an edible item to decorate or flavour food thin strips flavouring of diced carrots, onion and celery cooked in butter starchy vegetable pulp passed through a sieve wholesome and nutritious liquid food made from meat, seafood, vegetables, cereals or poultry

REVIEW QUIZ Fill in the Blanks 1. Consommés are clarified by egg white and ________________. 2. A flavouring of carrots, onions and celery is called ______________. 3. Consommé gets its clarity by straining it through ______________. 4. Edible items that are used to decorate or flavour food are called ______________. 5. The consommé garnish that has juliennes of blanched spinach is called _______________. 6. Pulp of starchy vegetables are called __________________. 7. Thickened puree of shellfish is called ___________________. 8. Chunky, heavy thick soups from North America are called _____________. 9. A famous soup from Hungary is called ___________________. 10. The standard portion size of soups is ___________ ounces.

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True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

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or False Soups are the first course of the French classical menu. Consommé is a thick soup. Consommés can be served chilled. Garnishes to soups are added just before service. Consommé Dubarry has garnish of flowerettes of cauliflower. The base of crème soups is velouté sauce. Cold cream soups are purees of vegetable or fruit. Chowders are essentially made of seafood. Minestrone is a soup from Greece. Gumbo is chowder from the U.S.

LESSON 28 Nutrition

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28 Nutrition

INTRODUCTION Global consumers are getting more and more health conscious. They recognise that the body is the engine to cope with stress and strains of daily living. Nutrition develops our immune systems to prevent diseases as well as contributes to the health of all parts of our body, including our teeth, bones, blood, etc. With better knowledge about health available on television and other media, people have gone onto exercise regimens and healthy eating habits. Testimony is found in the number of gymnasiums opened and the spread of salad bars and juice bars everywhere, including supermarkets, petrol stations and food courts. The concern for nutrition becomes paramount in any food operations. We know the importance of nutrition in institutional catering for hospitals, schools, prisons, etc. but its importance has crept into our daily lives as well. It is imperative, therefore, for food professionals to know a little about this very important aspect.

SIX BASIC NUTRIENTS What is nutrition? Nutrition is the science of food and how it contributes to the health of the body when we eat food for basic survival. Our food has six basic nutrients than are necessary to promote our health: 1. 2. 3. 4. 5. 6.

Proteins Carbohydrates Fats Vitamins Minerals Water.

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Proteins Protein is an essential element to build, maintain and repair all body tissues; controls the balance of all bodily secretions like fluids, enzymes and hormones; and helps the body resist infection. Proteins also helps to form chemicals that build resistance to disease. Proteins comprise building blocks called Amino acids that are created after digestion to help repair our body tissues. Proteins are substitute energy sources to carbohydrates and fats when they are in shortage. Proteins come from animal sources such as meat, poultry, fish, eggs, milk and cheese to feed the body with essential amino acids that the body itself does not generate.

Carbohydrates Carbohydrates are a source of energy. These may be found in foods that have starch, sugar and cellulose. These are found in fruits, vegetables and grains. Carbohydrates contribute to the total calories consumed in a day. A calorie is the unit of energy found in food. Calories are needed to work, perform our daily duties and do any physical activity. Carbohydrates also keeps us warm. The problem with carbohydrates is that if it is consumed in plenty it is stored in our body as fat, which is the source of over weight and all the malfunctions that go with it including low self-esteem. Today’s mantra is to keep off carbohydrates to keep that slim figure. However, carbohydrates are still necessary for the total well-being of the body otherwise the proteins take over this function when they are required for other important uses as explained above. The amount of calories consumed is in relation to the body weight. Ideal intake of calories is 14 times the ideal body weight for the height and structure of the body for an inactive person like executives working behind desks. The equation changes to 15 times the body weight if the person is fairly active with reasonable exercise. The factor changes to 16 times the ideal body weight for those who have very active pursuits like sports people. Weight must be managed by consuming just the right amount of calories daily in relation to the body weight keeping in mind the energy that is likely to be spent in the day through physical activities.

Fats Fats also provide energy and heat to the body. There are two types of fat: Saturated fat that remains solid at room temperature like lard and ghee, and unsaturated fat that becomes liquid at room temperatures like oils. Fats are provided to the body by butter, margarine, cooking oils, ghee, meat fat and whole milk. Fast foods that have become so popular are so rich in fat that they are referred to as ‘junk’ foods. While fats are important to provide energy, helps in cell wall development and certainly enhances the flavour of foods, an excess consumption could lead to overweight if adequate exercise is not given to the body to burn that excess fat. Overweight is the source of all health problems including blood pressure, hypertension and fatigue. Weight watchers must avoid fats to lose weight since fat contains more calories (nine per gram) than any other nutrient. Nutritionists say that 30% of daily consumption should come from fats. Saturated fats found primarily in animal foods also lead to cancer and high cholesterol. Cholesterol is necessary

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for the body functioning. The body uses it to make Vitamin D and various hormones. It is also important to the brain and nerve cells. The body creates its own cholesterol but when this is exceeded by excessive consumption of animal foods, the cholesterol levels rise and cholestrol collects on the walls of arteries and blocks the flow of blood resulting ultimately into cardiovascular diseases and heart attacks. Food preparation has recognised the dangers of this and has moved from saturated fats to vegetable oils in cooking. Chefs recommend replacing fried foods with baked, steamed or poached meals.

Vitamins Vitamins promote growth, aid reproduction, help digest food, help in resisting infection, prevent diseases and maintain mental alertness. Though required in small amounts they are procured by food or supplements. We all know that vitamin deficiency can lead to many diseases and malfunctions of the body. Vitamins come in two basic categories. Fat-soluble vitamins like A, D, E and K that are absorbed and stored in the body to be supplied by the body when needed. Water-soluble vitamins like B-Complex and C that are absorbed in the blood stream but not stored and therefore, require consumption through food or supplements.

Minerals Minerals serve as building materials and as body regulators. They build muscle, bones, teeth and hair. Minerals include calcium, phosphorous, potassium, sulphur, sodium, chlorine, magnesium, iron, manganese, copper, iodine, bromine, cobalt and zinc. Minerals are got from food in a watersoluble form. Food preparation takes into account the ways to conserve these minerals. Sodium is found in table salt used to season cooked foods. Too much of salt results in hypertension, heart problems and kidney diseases. Chefs have reduced this element in cooking leaving it to the guests to supplement the salt, kept at tables, to the extent they are permitted. The chart below (Fig. 28.1) gives the benefits of some important minerals. Minerals Calcium

Iron

Iodine Phosphorous

Benefit • • • • • • • • • • • •

Bones & teeth Functioning of nerves, heart and muscles Blood clots Hemoglobin that carries oxygen in the body Cells to use oxygen Prevents anemia breads & cereals and dark molasses. Thyroid gland Prevents goiter Bones and teeth Body cells Functioning of muscles Utilise sugar and fat

Fig. 28.1 Mineral Chart

Food source Milk, cheese, ice cream, sardines, clams, oysters & leafy vegetables Liver, heart, shellfish, lean meat, leafy vegetables, egg yolk, dried peas & beans, dried fruits, whole grain Iodised salt, saltwater fish and seafood. Meat, poultry, fish, milk, eggs, milk products, nuts, dried beans & peas.

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Water The body of an adult consists of sixty percent water. No wonder it is important to human survival. Water performs many functions for the body: 1. 2. 3. 4. 5. 6. 7.

It serves as a solvent for nutrients to enter the body. It transports waste from the body through the lungs, kidneys and skin. It is used as a building material for cells. It regulates the body temperature through perspiration. It acts as a body lubricant. Saliva helps to swallow food. Water and other fluids help food to travel through the digestive tract.

Most foods contain water but there are some like cucumber, lettuce and watermelon, milk and oranges that contain over 80% of water. An average adult requires six to eight glasses of water daily to balance the loss of water lost from the body in many ways including perspiration.

APPLICATION TO FOOD PLANS How does all this knowledge translate into food plans? Nutritionists have made it simple by insisting on the four items in a daily diet: • • • •

Milk and other dairy products. Meat including poultry and seafood. Fruits and vegetables. Grain.

Food must be served in the ratio of 2-2-4-4 for the above. Fruits, vegetables and grain must be consumed twice the quantity of milk and meat products. In food preparation, nutrients are lost due to careless handling of food. Some of the factors due to which this happens are: • Cleaning and trimming beyond a point results in the loss of vitamins. Paring of fruit eliminates rich mineral that lie just below the skin. • Oxidation when nutrients are destroyed by coming in contact with oxygen. Therefore, food needs to be properly packed and sealed when stored. Storage also results in a loss of nutrients. • Sunlight destroys some colour pigments and nutrients. For example, Riboflavin is lost when exposed to light. • Heat destroys some vitamins like Vitamin C and Thiamine. Therefore, the longer the items, which are rich in these nutrients are cooked; the greater are the chances that they will lose their nutritive value. Proteins are damaged by heat as well. • Water is responsible for dissolving some minerals and vitamins. Excessive soaking of foods can cause this loss.

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A mention must be made of Fibres, which aid in digestion, prevent constipation, regulate cholesterol and decrease the risk of colon cancer and heart disease. Fibre consists of the indigestible cell walls of plants. Nutritionists recommend a daily intake of 15 to 18 grams of fibre daily. Fibre is found in whole grain breads, bran cereals, brown rice, legumes, oatmeal and fresh fruits and vegetables.

KEY TERMS Calorie Carbohydrates Fats Fibres Mineral Proteins Vitamins Water

is the unit of energy found in food a source of energy found in foods that have starch, sugar and cellulose a source of energy and heat to the body indigestible cell walls of plants serve as building materials and as body regulators an essential element to build, maintain and repair all body tissues promote growth, aid in reproduction, help digest food, help in resisting infection, prevent diseases and maintain mental alertness important for human survival

REVIEW QUIZ True 1. 2. 3. 4. 5.

or False Give the benefits of proteins. What are the advantages and disadvantages of carbohydrates? What are the risks of having too much fat? Write brief notes on any three vitamins. What is the value of water in nutrition?

PA

RT

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Food and Beverage: Sales and Marketing

L E S S O N

29 Marketing of Food & Beverage

INTRODUCTION It is important to understand the difference between marketing and sales. Both have been used rather loosely, but are distinct in their objectives. There are many definitions given to marketing, but for the purpose of this book, the one by the British Institute of Marketing adequately explains what it is all about. “Marketing is the management process responsible for identifying, anticipating and satisfying customer requirements”. Another plausible definition brought out by the American Marketing Association is: “Marketing is the process that facilitates an exchange of goods for money to the mutual satisfaction of both the producer and the consumer”. The Chartered Institute of UK defines marketing as: “The management process that defines anticipates and supplies customer’s requirements efficiently and profitably”. To put it simply, marketing involves all those activities that ensures a sale, which is the final objective of marketing. Then what is a sale? A Sale is an exchange of goods for money. It is the end point of the marketing effort. The Marketing philosophy places the customer and his or her needs at the centre of all business considerations. Marketing has come a long way since the product orientation, when the focus was only on the product, which was offered to the market that lapped up such products due to its uniqueness and shortage of supply. In product orientation the emphasis was on design, efficient production methods, quality standards, lowering costs

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and pricing in a manner affordable to the public. Innovative tangible products, introduced to the public like automobiles, hygiene products, domestic white goods, etc., in the early part of the century, went through a cycle of product orientation till such products became commonplace and were made available by many producers. This approach was alright as long as there was minimal competition and demand far exceeded supply. When competition set in, companies adopted the sales approach where products were aggressively pushed into the market by trained sales men and women. In today’s global world where competition can come from any part of the world, it becomes essential to take a marketing approach where the customer is the king. A customer today has many choices of eating places, from fast-food centres to restaurants offering ethnic cuisines. Similarly, the holidaymaker has opportunity to go to any part of globe on a holiday due to reduced airline fares, quicker transportation and innovative packaged tours. A customer has attractive packaged tours to Cyprus, Singapore, and Egypt, etc. With this backdrop of marketing let us examine the wonderful challenges that it encompasses. Marketing responds to customer needs that have been detailed in Lesson 6, “Understanding Guest Service”. Human needs are essential requirements for human survival and well-being, while wants are the cultural expression of those needs. The marketing process is illustrated below:

Marketing Process Analysis

Where are we now?

Planning

Where do we want to be?

ENVIRONMENT Implementation

Control

How do we get there?

Did we get there?

We see that the marketing process asks four basic questions in the life of a product and service. This is a dynamic process that changes as the environment changes. Where are we now? This question is answered by market research. Where do we want to be? This is answered by market research and planning. How do we get there? This is done by market planning Did we get there? This is answered from business evaluation and customer feedback.

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MARKETING ENVIRONMENT Any marketing effort exists within an environment, which is partly controllable but mostly uncontrollable. What is the market environment? Marketing Environments are the actors and forces internal and external to the marketing effort that impinge on the establishment’s efforts to develop and maintain successful transactions with its customers. Fig. 29.1 below graphically illustrates the concept of the marketing environment.

Marketing Environment macroenvironment microenvironment

P c

E s

Internal environment d

e ga

S

Fig. 29.1

T

Marketing Environment

In the diagram above we observe that an organisation is influenced by three environments. The internal environment defines the mission, philosophy and objectives of the business within the capital it has. It also determines the available skills of existing staff, capacities of available equipment and facilities that support the enterprise such as power, water and garbage disposable. The micro-environment consists of the customers (C), suppliers (S), distributors (D), employees (E), and government agencies (G A). We have seen that customers are king in a marketing approach. It is they who decide the success or failure of business. The needs and wants of customers keep changing with the times and the enterprise is dependent on whether the suppliers and distributors can meet those changes or whether the employee’s skills, attitudes and competencies are ready to meet new challenges. Big influences to

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any business are the government agencies that give licenses and support to the business. The government’s health department is concerned with the hygiene and safety factors; municipality is concerned with garbage disposal, the provision of power and water and it also approves building designs; fire department approves fire safety rules; environmental agencies are concerned with pollution and recycling; police department monitors ethical business practices, etc. The macro-environment consists of the political parties (P), Economic factors (E), social factors (S) and technological factors (T). The macro environment is largely uncontrollable. For example, a state may announce prohibition of liquor which can impact food and beverage sales considerably. Economic status of a region can define whether restaurants are looked upon as luxuries or essential facilities. Social factors can define whether we can serve beef or pork based on the religious beliefs of the society it serves. Technology has re-defined the speed of service through more efficient equipment and information processing. However, technology is expensive. The customer will determine whether this cost is essential or not for the survival of the business.

MARKET RESEARCH The first step in any marketing effort is market research. It is a systematic collection, storage and analysis of information about the market. An owner of a property must understand the segment of the market he wishes to serve and thereafter understand the needs of this segment. The market (which is the collection of all customers) has several segments into which it is broken down in any conceivable way. Market segmentation, therefore, is the identification of subsets of buyers within a market who share similar needs and who have similar buying processes. Let us see some market segments. Geographic segmentation covers regions, cities and climate. Demographics, which is the study and statistics of population, throw open several possibilities. Take age for instance. The market can be broken into school going children, teenagers, college students, young working adults, mature adults and pensioners. Within this is the distinction of gender – male or female. There is the very important aspect of income levels and occupation that influence purchasing power. Then there is the psychographics of each segment, which is the attitudes and lifestyle that each segment follows. Market segmentation by behaviour examines such issues as loyalty, attitudes towards products, benefits they seek, etc. These are just some of the aspects of market segmentation. The marketer is required to narrow down the field from the greater market and come to a profile of customer that he wishes to serve. The marketer gets a mix of customer attributes that is complex yet focused. For example, a downtown restaurant located in a busy commercial district may consider its market as the office-goers, within a certain range of income, who want a quick business lunch. He creates his restaurant and its menu to satisfy just that customer profile. There is a greater degree of success with this approach than opening the restaurant to the general public. The common belief among marketers is that good marketing does away with having to sell aggressively. If the customer profile is well-defined, they wil come to you. This fine tuning of customer focus is brought about by market research.

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There are two ways to collect information – from primary sources and secondary sources. Primary sources are those that are got from the market through door-to-door interviews. Such interviews are first hand and most reliable. The secondary sources are those where information is got from published material such as newspapers, government publications, professional trade magazines, web, educational establishments and libraries and existing research papers, reports and publications. While on the subject of market research we should not forget the importance of market intelligence. Market intelligence is the informal information got from competitors, employees, customers, suppliers, etc., about the market. Such information generates intuitive responses to various market conditions. From the information gathered from market research and market intelligence comes the analysis and marketing plans.

MARKETING PLANS Philip Kotler, the famed management guru, defines marketing plans as: “The managerial process of developing a viable fit between an organization’s objectives, skills and resources and its changing opportunities, to shape and re-shape the company’s business and products so that they yield target profits and growth”. There are different types of marketing plans: • Strategic plans that cover periods over five years. • Long-tem plans that cover periods between three to five years. • Short-term plans that extend up to three years. • Annual plans that defines actions for a year. • Tactical plans that respond to immediate changes in the environment. All plans would set the objectives, strategies and tactics of powerful marketing tools called the marketing mix. There are further details of the marketing plans in Part XIII “Setting up a Restaurant”.

MARKETING MIX All marketers have a great tool called the marketing mix. Marketing mix constantly engages in fashioning creatively a mix of marketing procedures and policies in an effort to generate a profitable enterprise. They are expressed as the five ‘Ps’ as given below: Product Price Promotion Place Packaging

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With the growth of the service industry in its entire dimension, marketing pundits have created another three ‘Ps’ that improves the marketing effort: Process Physical Evidence People Let us look at each in detail.

Product Any product has several layers well demonstrated in fig. 29.2 below:

Intangible Features Physical Features Core Benefit

Fig. 29.2 Levels of a Product

We see from the diagram above that a product has several facets that a customer consciously and unconsciously evaluating. There is the core product and the benefit it gives, the physical features that convert the core product into a desirable product and finally the intangible dimension that is often not expressed by the customer but is nevertheless important to the total experience. Core Benefit is the basic need of a customer that a product satisfies. Let us take a meal, for example. The core benefit of a meal is to satisfy a basic physiological need of hunger. This core benefit is translated into the physical features based on wants, which is the cultural interpretation of the need. So the need has translated itself into a burger or Chinese meal. The Physical Features of the need translates into the type of cuisine, taste, presentation of the meal and perhaps how good the meal smells. The Intangible Features of the meal could be the courtesy with which the restaurant staff serves the food, the atmosphere, hygiene and food safety standards of the restaurant.

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Product Life Cycle

Sales

Another aspect of the product is the product life cycle. Any product, whether it is a restaurant, menu or service style has a definite end. From the time a product is introduced into the market to the time it is withdrawn from the market goes through four stages of introduction, growth, maturity and decline. Fig. 29.3 below depicts this concept:

Introduction

Growth

Fig. 29.3

Maturity Time Scale

Decline

Product Life Cycle

At the introduction stage, sales are low and therefore, profits are low. This is because customers are not aware about the product. A lot of budget is spent in creating this awareness, through advertisement and promotion. Some restaurants may offer special discounts as introductory offer to get customers to try the menu. Customers resist change and would need some strong reasons to change from established practices. This is the stage when the product with it core, tangible and intangible elements must appeal to customer to convince them to change. Competitors may either watch and wait for the progress of the new enterprise or counter vigorously to retain their customers. The growth stage sees improvement in sales and profitability. This is because there are early adopters who influence others to join. The establishment gets repeat customers. The discounted prices may remain or marginally increase by offering added value to services initially leading to price-increases to offset the high costs of promotion in the introductory stage. The promotion costs need to be marginal or sometimes high to sustain growth. The total product experience has to be at high quality standards fulfilling the core, tangible and intangible needs of the customers consistently. The owner may think of diversifying into new segments by offering variations to the menu offer. This is the time that competitors wake up and counter the success of the establishment with their own innovations and strategies. The stage of maturity stays longer when sales plateau. The establishment would then make alterations in their segment strategy

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or change the product offer to give a new life to sales. It is possible that competition has become very fierce and survival is based on innovative strategies. One of the strategies could be in discounts and special promotions. At the decline stage sales dip and costs of operations become high. The owner may employ cost cutting methods or sale of the property unless he converts the property into a brand new product altogether. The owner may have the option of selling the property to another investor to recover money from real estate appreciation.

Product Positioning Product positioning is used by a company to distinguish its products from those of its competitors in order to give it a competitive advantage within a market. A restaurant can be positioned as upmarket, casual-formal, casual-informal or budget. The criteria for positioning would include: • Benefits or needs of the customer that is satisfied. • Specific features of the products and services. • Customer usage occasions, whether for celebration, casual dining, social purposes or working meals. • Customer categories to include demographic factors. • Positioning in relation to other competitors. Product positioning is achieved through product differentiation from other competitors. Strategies for differentiation are: • Branding is the process of giving a name to a product and protecting it against intellectual property rights. The product has to be unique in its recipe and cooking methods. This strategy is possible if the food has achieved universal appeal. The challenge lies in ensuring consistent standards of the product and service. Standard procurement procedures, availability of raw material, standard recipes, standard cooking methods, etc, are all part of the branding process. The fast food industry has achieved huge success in this strategy by consistently delivering the same products and service over the years. • Quality has to be consistent with the range it has been priced at. People want value for money, meaning that they expect more than the value of the product, in their perception. • Pricing immediately sets apart the customers in terms of their income level and purchasing power. • Defining customer needs. Some restaurants can define their operations to the specific customer that they wish to cater to. A restaurant can claim to serve business lunches. Food courts are specific to shoppers while college canteens are specific to students. There is no ambiguity in such a case as to who the restaurant is aimed at. • Identity is created by extraordinary factors that are associated with the restaurant. Planet

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Hollywood got its identity with the sponsors Sylvestor Stallon, Bruce Willis and Demi Moore. Asha’s got its identity with Asha Bhonsle, the Indian singing sensation.

Pricing Pricing is a crucial component of marketing as it directly relates to profits and profitability. Pricing is supposed to fulfil one fundamental objective. It should cover direct costs, contribute to overheads and leave a reasonable profit margin to the investor. If this is not satisfied, then one might as well stay out of business. Price has a direct relation to quality. Higher quality products attract higher prices while lower quality products can afford to have cheap prices. The challenge then is what quality to pitch at. The answer lies in the market research that tells the market segment one wishes to serve. The quality and pricing strategy then should be able to reach that market segment. Fig. 29.4 below gives a quality/price matrix, which is a good guide to pricing strategies.

PRICE

QUALITY

High

Medium

Low

PREMIUM STRATEGY

PENETRATION STRATEGY

SUPERB-VALUE STRATEGY

OVERCHARGING STRATEGY

AVERAGE STRATEGY

GOOD-VALUE STRATEGY

High Medium

Fig. 29.4 Pricing Strategies

Strategy An owner may set his pricing strategy according to the type of restaurant, its location and market segment he wishes to serve. For example, a downtown restaurant located in a busy commercial district where price of property is high may adopt a premium strategy where the food, service, décor and price meet the rich business segment. It would define its customers as corporate business people who wish to entertain their clients in an exclusive manner. A restaurant located in a university campus may adopt a good value strategy of pricing that is accessible to the student’s pocket. If one had to look at the product’s life-cycle discussed earlier, an owner may adopt a superb-value strategy at the introduction and growth stage, followed by the penetration strategy at the mature stage. At

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the decline stage, he would gradually reduce quality and product range adopting a cheap-value strategy till such time he comes up with a new product offer again.

Promotion Promotion is a mix of communication concerned with informing the market about the establishment’s products, services and persuading them to buy them. The tools available to a marketer to promote products and services are: • Advertising • Merchandising • Personal selling • Sales promotion • Publicity • Public Relations While personal selling and sales promotion have been covered in detail in subsequent chapters, we need to understand how we advertise, gain publicity and how to effectively do public relations.

Advertising Has been defined by the American Marketing Association as any paid form of non-personal presentation and promotion of ideas, goods or services by an identified sponsor. The objectives of advertising are many: 1. To create awareness of a product or service. If KFC introduces a new family pack it needs to make people aware of this new innovation which they can do through advertising. 2. To create a desire for the product. Customers must be motivated to try the product through trial offers, which include special discounted pricing or gifts along with the product. KFC offered DVDs and school children’s accessories with each family pack. 3. To persuade customers to buy the products and services by instilling confidence in their choice of purchase. 4. To influence the attitudes of customers towards the product. An establishment would like to perhaps focus on nutrition, freshness of food, value for money, caring and safety. The aim is to get the customer to come back over and over again. 5. To create a brand loyalty much like the loyalty that the famous fast food restaurants such as KFC, Burger Kings, and Taco Bell, have created. Such brands are so strong that they are synonymous with fast foods.

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6. To convince a customer to prefer the products and services of a particular brand over its competitors. This is by reinforcing the added benefits that one has over competition. 7. To remind customers of products and services. Customers are exposed to many choices everyday and their memory can be short. Repeated reminders help them stay focused on products and services of an establishment. 8. To provide information about a product such as new researched findings about the product, like nutrition, safety or the like. This is a method of reassuring the customers about the product and services. 9. To show the establishment as being good citizens of society. This they do by being ethical in their dealings with public or by participating in some social concerns like environment, recycling, community service, etc.

Methods of Advertising There are many techniques employed by establishments to advertise. The most common technique used is advertising in newspapers. The advantage of this media is that it covers everybody. The disadvantages are that this media is expensive; it is not selective of the targeted segment; the advertisement gets lost among the host of other advertisements and competes with the news for attention. A better method in the use of media is to advertise in magazines, especially those that reach the target segment. So if women are the targeted readership, the women’s magazines would be the most appropriate medium to advertise one’s products and services. The advantage of this media is that it targets the market and visuals can have a nice glossy presentation. It is a very expensive method however, as publishers recover their expenses through advertisements in their magazines. Direct mail is the best way to advertise as it targets the market specifically. The challenge, of course, is to get the addresses of those target market members. A considerable amount of advertisement budget is spent in buying mailing lists. However, the direct mail can be done with attractive leaflets and personalised letters. Advertising in trade magazines reach those in the trade like suppliers, tour operators and travel agents. Radio and television are very expensive methods. Radio has a limited radius of audience but makes an impact with music and personal messages. Independent operators will reach their target markets if they are serving local populations mainly. Television’s greatest advantage is its visual impact. Television is used by chain hotels and restaurants that can distribute the high costs of television advertising throughout the chain. It is impractical for independent operators. Cinema advertising through slides is very useful as those going to see movies would also possibly eat out. External hoardings form another method useful to restaurants hoping to capture the travelling public. Hoardings on highways are very useful to inform and attract motorists to the next diner. Hoardings can be missed too when motorists are driving. The best positions would be at traffic signals or

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petrol stations where motorists pause for a while. Posters form another external way of advertising. These can be put at strategic places like theatres, malls, elevators, lobbies etc. They are less expensive, can be visually attractive and are welcomed by the selected property owners as they add colour to the surroundings.

Merchandising This is another form of promotion specially positioned at the point of sale. Unlike advertising, it is not a paid form of promotion. Merchandising in the food service business may come in the lobbies of hotels that lead to the restaurants of the hotel or within the restaurant. It is a way of stimulating captive customers to try some of the products and services. There are many ways to merchandise. Attractive transparencies in lobbies with lighting behind the transparencies greatly improve the visual impact. The transparencies can be shot in attractive angles and colours to stimulate the senses. Transparencies and posters may be displayed at foyers to elevators and the elevator walls. Fast food restaurants have successfully used transparencies to attractively display dish presentations positioned above the cashier’s counter. Floor stands are positioned in strategic places in lobbies and foyers to announce forthcoming events. A popular use of floor stands is outside the restaurant door itself. Some display their menu while others may promote a food event. Within the restaurant the menu is a wonderful piece of merchandising. Menu presentations have been adequately presented in Part IV, “The Menu”. Clip-ons are additional cards clipped onto a menu card to announce the dish-du-jour or house specials. They have the benefit of being changed everyday. Tent Cards placed on tables are a successful way to promote house specials and other benefits offered by the establishment. Another use of tent cards is to promote other facilities in the hotel. A tent card, for instance, can promote a bar for after dinner drinks. Physical displays of food like the buffet, wine displays in restaurant or pastry and hors d’ouvre trolleys are excellent and effective methods to promote food and beverage within the restaurant. The guéridon trolley is a dramatic food promotion when food is prepared beside the table with fanfare to stimulate others to try it. Grill rooms have open kitchens where food preparation can be seen by guests thereby greatly enhancing the promotion of food.

Public Relation This is the communication process (both informal and formal) with the purpose of advancing the establishment’s image with the relevant public. PR may be done internally with guests known as guest relations; and with employees known as employee relations. External public relation is with the media, government and community at large. PR has basically three main functions: • To solve problems and troubleshoot negative image. There are times in the life of any commercial enterprise when negative publicity arises due to customer complaints, community objections or falling short of government controls. It is the effort of the person in-charge of public relations to negate and correct such negative image. • To consistently promote a positive image so as to foster confidence in the concerned public about the establishment. This promotion is aimed mostly at the media and the community. • To facilitate the smooth processing of procedures with the government to get necessary approvals for running the business.

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Public Relations may be done in many ways: • Personally by developing contacts with influential people in the media, government and community. An establishment may employ a public relations person. Owners of independent operators may take on this role personally as one of their main objectives. There are also public relations agencies that specialise in such activity against a fee. • Media management by constantly informing the press, publishers of travel and hospitality magazines, radio and television, through press releases or promotional videos, of special events and features of the establishment. • Local community by participating in events that is of concern to them. For example, the establishment may participate in a ‘Cleaning the Beaches’ exercise to show their concern for the environment. They may give free talks to school and college students on matters of health, hygiene and nutrition to promote healthy living. The establishment may contribute money to events organised by the community.

Publicity This is any free news coverage received from the media. Establishments achieve this by inviting the media to special events sponsored by the establishment; sending press releases and promotional material with the hope of getting press coverage; participating in community events that the news would like to cover; creating news-worthy events like inviting a celebrity or government official; and inviting travel writers to try the establishment’s products and services so that they may write about them.

Web Marketing Web marketing is the process of reaching out to existing and potential customers more efficiently and cost effectively through the net with the objective of persuading them to purchase the product or service of the establishment. We have seen that travel technology has enabled people to access travel destinations, products and services as never before.

Advantages of Web Marketing The Internet is widely recognised as an extremely valuable marketing tool. It offers substantial advantages over traditional means of communication such as: • Reduced costs of information exchange • Increased speed of information transfer and retrieval • Increased customer involvement in and control of transactions • Greater flexibility of using the marketing mix. Its main business uses include communications (both internal and external), market research, customer services, market penetration, and product development, cost-saving through process reengineering, direct marketing, advertising and product delivering. The following paragraphs examine the main features of the Net, in comparison with conventional media and with relevance to marketing, as an effective and efficient means of communications.

Addressability The Internet has the unique quality that it is person specific, i.e., one-to-one, unlike traditional media like broadcasting, print, radio and television which address everyone. The Internet enables a company to individually “address” consumers. Each time a user visits a company’s website its

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server has a record of the user’s electronic address. The company can then “narrowcast” - send tailor-made message content—to a smaller target audience or an individual consumer. This kind of addressable marketing is not new. Mail, telephone and personal selling have also been the addressable tools in marketing for many years. What makes the internet so special in this regard is its low-cost and high-speed of information transmission and retrieval. The web creates individual relationships. It represents the opportunity to customise a product or service to one consumer at a time. It represents the ultimate expression of target marketing. Therefore, welldesigned internet communications, through websites, emails and news-groups, can match the effectiveness of personal selling. In fact, internet marketers can do what a sales-force can but with much more flexibility, better memory and less cost.

Interactivity Another feature of the Net that distinguishes itself from traditional communication media is its ability to respond to user inputs, i.e. it is interactive. The internet is capable of responding to a user’s needs and requests resulting in the sense of engagement with the user. This two-way dialogue forms an important component of relationship marketing, and is an important factor in building customers’ loyalty. Customers can effortlessly communicate with companies to find product information and conduct transactions with a few keystrokes while companies can easily contact customers to clarify their needs or inform them of new products. Features such as e-mail, web forms and Java applets positively encourage marketers to interact with consumers. The greatest advantage over traditional communication channels is that on the net the customer is an active participant and is in greater control of choosing and processing information about the firm. It is the customer - and not the marketer - who decides with whom to interact and how to interact. In other words, it is entirely in the customer’s power to decide whether to surf the net, which website to visit, which web page to browse, for how long, how often and how much information to obtain. In addition to the ‘company-to-consumer’ and ‘consumer-to-company’ interaction, internet also facilitates ‘consumer-to-consumer’ and ‘company-to-company’ communications. A ‘company-tocompany’ interaction not only provides competitive intelligence but also provides opportunities to partner and cooperate to improve supply-channel and distribution-channel relationships. The ‘consumer-to-consumer’ communication helps to establish cyber or virtual communities. These online “clubs” can be an important venue for consumers to exchange information or experiences. Examples are when travellers exchange time-share accommodation, or when companies understand consumer behaviour.

Flexibility The Web is a much more flexible marketing medium than the traditional mass media. A web page can be considered as an electronic billboard, electronic advertisement, or electronic catalogue that provides information on products or services plus contact information for interested consumers. But a web advertisement or catalogue is much flexible than a physical advertisement or catalogue. It can update information based on the direct feedback received from consumers. It can also keep consumers constantly informed of the company’s new product offerings, latest price changes and sales promotion initiatives. In the travel business, the web’s flexibility and immediate information is invaluable. Studies show that of the brochures printed to promote tours in the UK, 40% are not used at all. For some holidays it takes, on an average, 28 brochures to generate a booking. This is not only a lengthy

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process but a costly one as well. With the print medium, tour operators have to issue supplements to the main brochures, adjusting prices and availability. With the web, everything changes to the electronic brochures that can be made instantly and at little cost. The online brochure can also be linked to inventory data, so that the user can immediately see whether a particular holiday is available or not. Moreover, the electronic brochure can be indexed in many ways and the user can be provided with search facilities to locate items quickly. They can also be associated with relevant free information and services for the consumer who visits the page.

Accessibility Internet information has permanent exposure and global market reach. With an effective website, a company is on business on a global spectrum 24 hours a day, 365 days a year. Any web user in the world can access its marketing information at any time that is convenient for him or her. This saves time and space utility for a company. The company does not have to rely on the distribution channels to perform. The round the clock accessibility is extremely important especially in international trade where business is conducted across different time zones. The global exposure is particularly desirable for tourism destinations which up until the mid1990s had to depend entirely on promotion agencies in tourist-generating regions to market its products. The web has enabled tourism destinations to market themselves with well-constructed and well-promoted websites. Furthermore, the web facilitates doing business overseas by avoiding regulations and restrictions that companies must follow when they are physically present in other countries, for instance in many countries, foreign travel companies are forbidden from organising or selling tours. Finally, compared with the traditional media, the web not only provides virtually unlimited access for hundreds of million users but also delivers unlimited amount of information on the web as there is practically no restriction in terms of the “space of advertisement” - the number of pages a website can accommodate or the “bytes” of data an online database can hold. For example, the global distribution system (GDS), Sabre’s data centre has a capacity of 60 terabytes of electronic storage-equivalent to over 15 billion pages of information (Sabre 2000).

Service Improvements The web helps companies to improve service quality at all stages of customer interaction - pre-sale, during sale and after-sale. De and Mathew (1999) identified that the Web provides four tangible improvements in customer service: 1) larger choice for the customer since a website can display a vast set of product and service options; 2) faster payment processing for customers - through cyber-cash or credit card charges; 3) reduced delivery time for many products such as online software and music; and 4) easier, faster and greater availability of support literature, and personalised help. In tourism, the web-based distribution systems can satisfy consumer needs for choices of destinations, holiday packages, flights, lodging and leisure services. They also provide immediate confirmation and speedy documentation of reservations providing a greater degree of flexibility and enabling prospective travellers to book at the “last minute”. Increasingly, tourists’ satisfaction depends on the accuracy and relevance of tourism information as well as the promptness of responding to consumers’ requests. As a Delta Airlines executive said: “Most people will tolerate misconnects and changes when they occur in the airline industry what they won’t tolerate is not getting timely and accurate information. The airline business today is much more than a transportation business - it’s an information business, prefaced with an ‘e’” (Yahoo 2000). Many airlines are using the Internet, especially through mobile phones, to provide

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aggregate information in real-time to business partners, employees as well as customers. Across the tourism industry, the improved access to information covering all aspects of tourist activities has provided marketers with the opportunity to offer personalised services at price levels comparable to those of standard packages.

Cost Savings It is found that the Internet has brought about huge savings which fall mainly in five areas. 1. The streamlining and electronic processing of booking and payments cuts down sales cost. 2. Automation has reduced labour and staff-training cost. 3. The direct link between the producer and the consumer has saved the producer the huge distribution costs through traditional means. 4. Narrowcasting on the web saves costs on promotion 5. There are cost savings in reduced office and sales space, furniture and decoration outlay, and administration overheads. The cost of setting up a promotional website (i.e., without the booking facilities) is relatively low. An average computer user, given a proper software package, such as Microsoft FrontPage can build a basic company website in days. The marginal cost of adding an extra web-page to the site is negligible. The more comprehensive and powerful web-sites, such as a destination site offers complete information, a tour operator site with a virtual multimedia brochure can include thousands of product offerings, and a site which integrates information, reservation and transactions, will cost more and take longer to develop. However, compared with the tens of millions of dollars spent by airlines, tour operators and hotel chains on TV and magazine ads, the web is a low-cost medium for promotion. The simple web-presence, by providing information on the net, allows customers to find answers to their inquiries themselves and also helps to reduce telephone charges based on toll-free numbers. The Internet also has great potential for saving distribution costs. Distribution, the selling and marketing of tickets, is one of the biggest cost items in the airline industry. At British Airways, for example, distribution accounts for about 18% of its total costs of £8.5bn and a share of about 20% is typical among big carriers. Internet-based supply-channel management can also save procurement costs for businesses

Place “Location, location, location!” has been the chant of the hotel and restaurant industry for decades. The belief was that if the establishment was positioned close to the segment it served, business was automatically going to take place. Business hotels, therefore, located themselves at downtown commercial districts, while airport hotels located themselves within the precincts of the airport. Similarly motels located themselves on highways and resort properties at natural and manmade resorts. Hoteliers located coffee shops off the lobby while night clubs on the roof top with its spectacular views. Independent restaurants also believed in the same and located themselves in those neighbourhoods that would guarantee them the “footfall” of their target segments. Up-market restaurants that served the business community bought expensive

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properties in expensive commercial districts because they knew they could recover the high costs of real estate while serving the business segment. Casual diners and bars locate themselves close to residential districts to serve captive populations. New innovations like the food courts in shopping malls and restaurant complexes at theme parks have capitalised on the “footfall” ensured by the malls and parks. Chain operations have brought another dimension to this marketing mix. Chain hotels physically distribute their properties in locations that promise good business for either leisure or business purposes. Chain hotels like the Intercontinental, Sheraton, and Hyatt etc. have been successful with such a strategy worldwide by giving service to the frequent traveller to make them loyal to the chain. Loyalty is assured through assured standards of physical facilities and services. Chain restaurants too, like the Burger Kings, Pizza Huts, and KFCs have distributed their products and services in multi-locations within a city or across cities within a country. They too want to capture the market with their presence in locations within easy reach. They too have consistent standards of products and services. In terms of institutional catering units, centralised kitchens of chain restaurants want to be ideally located for easy supply to all their outlets within a city. Flight kitchens locate themselves close to airports.

Packaging Packaging as a marketing tool has played a great role in traditional consumer goods and industrial products. While the desire to buy is also influenced by the attractive packaging products come in like perfumes, and DVDs, industrial packaging have gone to great lengths to keep their products free from damage while in transit. Expensive machinery would need such packaging that would keep them safe from rough handling, heat, humidity, rain etc. This concept is carried to the food service industry as well. Wines and spirits are packaged in attractive cartons ensuring in the internal packing that they are safe from breakages in transit. Canned and bottled foods are also dependent on packaging to ensure that the items have long shelf lives. In a broader sense, the décor of a hotel or restaurant, the uniforms the staff wear and the way food is presented on a plate or dish are extension of the packaging concept. Basically the packaging must attract the customer to try the products and services. We have seen earlier, that with the growth of the service industry, marketing pundits have brought in three more ‘Ps’—Processes, Physical Evidence and People. Let us understand each of them.

Processes Processes are those procedures, mechanisms and flow of activity that ensure consistent standards. We must understand that service is provided by people and the service experience, therefore, is dependent on the server’s skills, motivations and attitudes. Since each human being is different, the service industry is challenged as to how to bring about a common service standard that customers can expect consistently without fear or apprehensions. The hotel and restaurant industry have developed procedural manuals for practically every process. These procedural manuals are the backbone to operations. Take, for example, a meal delivered at the table. There are various variables to make that meal different for the same customer. This is not desirable because the customer would like to recapture the first memory when he returns. The variables involved are the quality

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and specification of raw material, storage conditions, method of preparation, presentation and finally service. Unless there are consistent standards for each variable the meal experience is bound to suffer. Therefore, there would be separate procedures for each variable, like standard specifications, storage conditions, standard recipes, standard training skills, standards of presentation and finally standards of service. Take fast food operations, for example, they display transparent pictures of the each dish they serve. This is a promise and the customer expects to see that promise when they receive their platter. This promise is possible only through standardised processes. Restaurants have fine tuned their procedures of receiving a guest, seating him, presenting the menu, service of food etc. Since service is so variable, the industry is trying to avoid fall in standards by introducing automation. So coffee machines give guests a consistent supply of coffee or peg measures an equal measure of drinks each time.

Physical Evidence Service is an intangible thing. It is an experience. People want proof of such intangibles as they are comfortable with things that they can relate with their senses like sight, smell, hearing, touch and taste. Let us take an intangible concept like hygiene. An establishment’s claims of having high standards of hygiene and sanitation are not good enough. Claims are just empty words. Customers want to see the physical evidence of this. A server who is well groomed and wears a clean uniform is something that the customer can see. A drinking goblet that is stainless is a proof of hygiene. Warm towels presented to guests before a meal to wipe their hands are evidences. Fresh table linen and polished silverware are other evidences. Freshness is another intangible. A customer can experience freshness by the freshness in the air of the establishment, the freshness of the vegetables and meat by the way they look, smell, taste and touch. How often have we been attracted to the smell of freshly brewed coffee or hot breads? Menu Cards are a very strong medium to give evidence about the products, services and their promise. Physical Evidence in services is, therefore, the process of making tangible, the intangible. Some of the intangibles that need to be made tangible are suggested in the table below: INTANGIBLES

STRATEGIES TO MAKE TANGIBLE

Comfort

• • • • • • • • • • • • • • •

Emotional security

Hygiene & Sanitation

Ergonomics in seating Ambient room temperatures Service staff speaking in low tones Sound absorption of environment Elimination of noise from the kitchen Being received at the entrance Being called by name Being explained the menu Being alert to customer’s call Presenting the check in a folder Not hanging around for tips Personal hygiene of servers Spotless glassware & linen Polished silverware Handling glasses and cutlery by the base

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Efficiency

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• • • • • • • • • • • • • • •

Clean menu cards Warm hand towels before meals Clean guest toilets and the smell of detergent Well-maintained furniture Help in seating the guest Fire exit doors Being warned of hot service ware No foreign materials in food Response on telephone when making reservations Being prompt to every guest’s need Menu knowledge of server Timeliness of service Response to mishaps (guest spilling a wine glass) Response to guest objections Energy of the servers

These are just some intangibles. There are many more important ones like quality, care, friendliness etc. Each need to be identified and made tangible through the products and service.

People The people who work in the service industry are the backbone of the service. It is they who give the service, especially the personal touch, that automation cannot. The hotel and restaurant trade, like other service based industry, is skill based where people convert their skills into their livelihoods. Some make those skills into an art form like the bartender and his art of mixing cocktails; the sommelier who makes the presentation of wine an experience; the flambé expert who makes meals beside the table with fanfare; and certainly the cooks who spearhead the dining experience with their art of cooking. The food and beverage industry has recognised the importance of the people who work in it and have given a lot of importance to recruitment, training and career development. In recognition of the importance of people, the author had written a paper for the Caterer Magazine entitled “People as a Marketing Proposition”. This has been reproduced as it is relevant to any student of hospitality marketing.

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PEOPLE AS A MARKETING PROPOSITION It has been extolled that people are a critical factor in the service industry. With the prediction of the futurist Alvin Toffler in his book “The Third Wave”, that society is moving into the service age, we need to look at ‘people’ who are fundamental to services such as those offered by hotels. So far, a lot of original good work has been done in the hotel industry to develop such human resource systems whereby people are motivated and developed for higher potential. However such efforts have always been confined within each hotel or hotel chain. Today’s hotels tend to market their physical product, facilities and services promoting their features to the consumer. The purpose of this article is to stimulate some thought on looking at people as the marketing proposition to the customer. The traditional marketing mix have been the four ‘Ps’ i.e. Product, Pricing, Promotion and Place, in which packaging and selling are also included. Marketing pundits have brought out three additional “Ps’ exclusive to the service industry. Which are People, Processes and Physical Evidence? This paper is attempting to highlight the People and seeing their significance in the traditional marketing mix. The proposition is as follows:

1. People Product We know that tangible products have tangible and intangible attributes to a customer, at the time of purchase. Therefore, while Avon lipsticks are marketing a fashionable product, the intangible that is marketed is “Hope”. Similarly, the Lux soap while marketing a well designed scented and packaged cleaner, the intangible that is purchased is “Beauty”. What we are seeing is that the tangible aspect of a product highlights features while the intangible highlights benefits. Transporting this idea to people as a product there are tangible and intangibles we need to consider. The tangibles are the physical attributes and features that appeal to the senses, such as grooming, personal hygiene, skills, etc., The intangibles and therefore the benefits that are offered are efficiency, security etc. My recommendation is that progressive hotels could consider promoting the people intangibles. Advertising slogans could read, “Come to our hotel, our staff will take care of your needs”, or “our business staff are most efficient”. We all know that in marketing one must take care of customer’s needs and wants. These are amply researched in terms of the physical product. Have we ever researched into the customer needs and wants regarding the tangible and intangible aspects of hotel staff? To achieve a customer orientation one needs training and development approach from pure mechanistic skill orientation to human sensitivity. For example, a lady executive once arrived by a late flight and checked into the hotel and had an important meeting next morning. She needed a hair dryer. The answer she got from the receptionist was, “I am sorry madam, and the beauty parlor has closed at 6 p.m.” The receptionist response was not wrong from a mechanistic trained response. If the receptionist was trained in a human sensitivity point of view, she would have been sensitive to the guest’s need and found ways to provide her with a dryer. Futuristic training should also include creative training for front line staff to generate several alternatives to solve a guest problem. On spot customer research through feedback could give cues into the psyche of customers so that we can provide them the intangibles they are looking for.

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2. People Pricing The pricing of goods is broadly done by totaling the raw material costs, conversion costs into finished product and a profit to arrive at a selling price. In people pricing too there is an input cost of recruitment, a conversion cost of training, plus their value to the organization. The organization must build this cost in their pricing of menus. The customer must be willing to pay for the perceived value of services offered by people.

3. People Promotion When we see advertisements and promotions of hotels, what comes upfront to the customer are special cuisines, golfing facilities, renovated rooms, business centers, etc. Most hotels offer similar services and the quality of such services are marginally different. What could be a deciding factor to a customer is the kind of people that are bringing such facilities alive. The customer does not find the answer about the people that serve him. He learns through trail and error which can have a long lasting effect on his future decisions. What he would like is some evidence of the quality of human resources that will serve him before he actually experiences them. Here is the opportunity for hotel and restaurants to promote their people. The New York Sheraton permitted its Executive housekeeper to send letters on her own personal letterhead to all the regular clients inviting them to try out the newly renovated rooms and expressed her desire to personally welcome them. The hotel had put her upfront with the customers giving them the impression that the hotel had full confidence in their staff and did not mind a personal rapport of the ‘non-marketing’ employees to interact with the customer. Similarly, some hotels promote their Chef as a marketing proposition rather than the food. Hotels earlier displayed their best employees of the month on the staff notice board at the back of the house. Today many hotels have brought their staff achievers photographs into their lobbies for all guests to see. This gives the guest the confidence in the people that are serving them. Packaging is an independent field of study and often considered the fifth ‘P’ in marketing. A lot of money has been spent on packaging of traditional goods and customers are barraged with attractive packages on shelves of supermarkets and shops. Employees too can be packaged in a manner that makes them the unique proposition for the hotel. While uniforms, grooming and personal hygiene are physical elements of people packaging there are other intangibles that can be packaged into physical evidence of intent. The Sheraton Management Corporation had developed a multi-million dollar personalization programmed which highlighted three attributes: 1. All employees must wear a smile. 2. All employees must greet the customer whether meeting them formally or casually. 3. All employees must take responsibility for any query of a guest and convert it into action. Therefore, a maintenance engineer working on a bulb in the corridor would respond to a customer query about bar timings and if he did not know, would find out the timings or lead the guest to someone who would know the timings. The employees in the Sheraton experience were all packaged to respond consistently on the belief that this would be their cutting edge proposition in service.

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4. People Place The positioning of employees in a hotel is done by the management. Have we ever asked the guest where they would like some hotel employees positioned? For example, we often enter a restaurant and have to wait a few minutes in discomfort before being attended to. The guest would like to have someone at the door to receive him. The restaurant management would then have ensured that a hostess was always available at the door. Perhaps reservationists can be positioned at source markets or airports? Or Security Guards on each guest floor? In a world of growing service orientation, it is time that hotels make their people the unique marketing proposition.

KEY TERMS Advertising Branding Macro-environment Market Research Marketing Marketing Environment Marketing Mix Marketing Plans Merchandising Micro-environment Packaging People Physical Evidence Place Pricing Processes Product Product Life Cycle Product Positioning Public Relations Publicity Sale

process of promoting a product or service through media creating a saleable name external surroundings that influence a business study of a market the process that brings customers to make a purchase a market setting that influences a business tools of marketing documents of proposed actions of marketing for the future point of sale advertising internal surroundings of a business the external presentation of a product or service human resources making tangible the intangible location setting a rate for a product or service the way things are done physical item for sale the life of a product creating a perception of a product or service in the customer’s mind the act of creating a conducive environment to do business free promotion of a product or service an exchange of goods for money

REVIEW QUIZ 1. 2. 3. 4. 5. 6.

What is the difference between marketing and sales? What is the marketing process? Explain. Explain the various pricing strategies. What are the different methods of advertising? Why do we do public relations? Write brief notes of Processes, Physical Evidence and People.

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30 Food Promotions

INTRODUCTION Food promotions are activities that revolve around a central food theme. While the main objective of a promotion is to create value for the guest, excitement for the staff and profits for the property, there are other objectives too: 1. To increase sales in low periods. 2. To give regular guests something different. 3. To attract new customers. 4. To establish that the property is exciting always. 5. To break the routine of existing staff. 6. To do a public relations exercise. 7. To create publicity for the property. 8. To introduce a new menu. 9. To re-introduce the property after renovation. 10. To celebrate special occasions like the national day, religious festivals etc. 11. To clear slow moving stocks like a stock of lobsters that are not moving, by offering “Specials of the Day”. A food promotion has no special rules. While profit is always the motive, some food promotions may be public relations exercises. A pure public relations exercise may result in complimentary meals to government officials, gourmet writers, opinion makers, media personalities, opinion makers, etc. Promotions are of three types: a. Internally controlled promotions b. Promotions tied with another hospitality partner c. Full destination promotions

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INTERNALLY CONTROLLED PROMOTIONS These promotions are planned and executed solely by the hotel. The promotion is done with existing resources. Some examples of internal promotions are: 1. Daily Specials – a chef’s signature preparation for the day to create variety and to move slow-moving stocks, 2. Happy Hour – to boost sales at low periods of the day used especially by bars during 3 p.m. to 6 p.m. when there are usually no sales. Prices are reduced to make those hours attractive. 3. Weekly Ladies Night – a night for ladies only. They would have special presentations of interest to women. Bars offer a free drink with every drink ordered. 4. Singles Night Out – is another special night for the unattached. In western societies they are very popular for the unmarried to meet their future mates. 5. Dance Competitions – this is very popular with the younger generations who like to exhibit their prowess in dancing. Restaurants can make good sales with a niche market interested in dancing. 6. Fancy Dress Party – this is popular to attract the children’s market. Children are accompanied by their parents and chaperons. Restaurants are able to boost their sales especially if they are targeting a children’s market. 7. Halloween Night – popular in western countries that celebrate the Halloween festival. It is popular with children. Restaurants that want to promote their property for the children’s market may find this a useful occasion to market their wares. 8. Special Occasions – like Valentine’s Day for the romantic or religious holidays like Diwali or Easter weekend, a time when people want to spend money to celebrate. 9. Sports Matches – these are popular with sports lovers. Bars specially set-up huge screens to televise a big game while making brisk sales in liquor. Promotions can target niche markets like women in the Weekly Ladies Night or the singles in the Singles Night Out. Ladies may get a free drink, activities like henna designers, bangles and trinket market, beauty and cooking demonstrations etc. It may target religious festivals like Halloween, Easter or Diwali when the décor and special food offers are centred on the theme of the event. For example, Halloween would have dugout pumpkins and bizarre masks as decoration. Diwali could have special Indian foods with oil lamps decorating the restaurant. Another focus of food promotions is centred on interest groups like Sports Festival for the sporty fans, or a Dance competition for dance lovers. Many restaurants install giant television sets during the Football, Cricket or Rugby World Cups The outlets take advantage of the occasion to plan a menu and special package price for the event. They name dishes like Maradona’s Munchies or Pele’s Pea Soup. During the famous “Stampede” rodeo show in Calgary, Canada, all restaurants insisted on visitors wearing cowboy hats and jeans. Then special events like the Valentine’s Days, International Convention in town or the National Day become opportunities for a Food promotion. Promotions are conducted at a less elaborate level each day too. One such popular promotion is the Daily Special or Dish-du-Jour. The chef offers diners a special dish of his creation each day

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to boost sales. The advantage that the chef has is that he can clear his slow moving raw material stocks with an unusual preparation that does not feature in the daily menu. The dish can also be priced extra to get higher per-cover revenue. Diners would like to take advantage of such offers. Promotions are also made by other facilities of a hotel to cross-sell a restaurant that needs a pick-up in sales. The lobby could position display stands of the restaurant at the entrance to get the guests’ attention. The fast food restaurants offer some gifts along with orders. KFC, for instance, at the opening of a school term, gives children school bags, animated Disney films or crayons with each family pack that is ordered. Even those not intending to buy family packs went for it to get the gift. Restaurants can “piggy-back” on a special event in the city. The day the film Spiderman was launched in the theatres, one fast food restaurant distributed Spiderman masks and costumes to children. During the national day another restaurant gave its diners free national flags in celebration. Special menus can be made for these occasions with appropriate titles to reflect the occasion.

PROMOTIONS WITH OTHER TRAVEL PARTNERS These promotions are done on a larger scale, involving products, services and investment by partners. The partners best suited for the food promotion are the country tourism office, embassy/ consulate, government, airline, travel agencies, hotels and/or suppliers. Some examples of such promotions are: Oktoberfest Greek Food Festival Indian Food Festival National Day of Canada The role of the airlines and travel agencies is to get the specialist cooks, entertainers and equipment into the country. The local tourism office may provide the artifacts and decoration, the suppliers provide merchandising and raw materials and the hotel provides the space, advertisement and food for such a promotion. It becomes a special event, which needs special planning. The event includes, authentic food, servers with traditional costumes, artifacts and displays, beverages and entertainment. Joint promotions are cost effective with goods and services being used rather than money.

FULL DESTINATION PROMOTIONS In this kind of promotion, a whole city or state gets involved to promote a destination. A classic example is the Dubai Shopping Festival. In this all participating shops and hotels give discounts or gifts to shoppers who patronise their outlets. Shoppers come from all over the world giving the Emirates a full economic uplift. The Shopping Festival has special parades, fun parks, international bazaars, city lights, special performances by world-renowned artists and fireworks. It is a total package where the whole city is involved from taxi drivers to posh hotels.

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TIPS ON PLANNING A PROMOTION Promotions are either planned and budgeted in the annual plan or thought about because of dropping sales or new opportunities. There are some common tips to meet both: 1. It is important to first set the objective for the Food Promotion. Some common objectives have been mentioned above. 2. Look at the annual calendar and choose the day or period that the property would best benefit from a Food Promotion. 3. Prepare the budget. 4. Decide the partners for the occasions e.g. airlines, tourism office, travel agents, etc. 5. Determine the market segment the property wishes to attract. 6. Determine the needs of that segment e.g. dancing, ethnic, fine-dining, etc. 7. Determine the advertisement strategy on how to reach the public. A typical promotion checklist is given below: Costumes

Decoration

Entertainment

Music Food Promotion

Objective Cuisine

Advertisement

Merchandising material

Contracts

Each component would have ancillary issues: • Costumes: authenticity, tailoring, sizes, and future use. • Decorations: flowers, artifacts, lighting, table appointments. • Entertainment: traditional or modern, importing entertainers, hotel stay, visas, contracts, musical instruments, amplification system. • Music: recorded tapes, audio system, and live-band. • Cuisine: raw materials, storage conditions, cooking and service skills, authenticity, service ware, accompanying beverages. • Advertisement: Press, gourmet writers, event magazines, radio jingles, handbills, newspaper advertisement, posters. • Merchandising material: displays, tent-cards, and special menu cards. • Contracts: Airlines, entertainers, specialist cooks, suppliers.

BENEFITS OF PROMOTIONS 1. It generates word-of-mouth publicity. 2. It increases customer awareness in other market segments.

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3. It helps the property in being seen in a more positive light. 4. It improves the morale of staff, which gets bored with daily routine. 5. It is conducted at a relatively low cost if other partners are co-opted into the promotion. 6. It solves many problems at once.

KEY TERMS Food Promotions Internal Promotions

special activities to boost sales of a property efforts to promote an event or product within the premises of a property

REVIEW QUIZ 1. 2. 3. 4.

What are the objectives of food promotions? What are the three types of promotions? Explain in detail one type of promotion. What are the tips in planning a promotion? What are the benefits of promotion?

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In-House Selling

INTRODUCTION In-house selling is a specific sales activity conducted by the employees to enhance sales and guest satisfaction. In-house selling comprises three components: • Special Promotion • Merchandising • Suggestive Selling

COMPONENTS OF IN-HOUSE SELLING Special Promotions Food promotions are those special events with the objectives of: a. Attracting new guests b. Keeping existing guests happy c. Making public aware of the property d. Increasing sales in slow periods e. Highlighting special events There are many methods of achieving these objectives: Coupons are special printed offers to the public to motivate them to try the restaurant and its products. They can be either mailed directly to customers or sent as handbills in newspapers or magazines. They often promote new food items with glossy pictures or have a tear-away section in the newspaper or magazine which when presented gets a special discount or a free meal. Fast Food restaurants use these a lot to attract clients.

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Product sampling is a method to get guests to try new food items. They are complimented to the guests as a devise to get them to taste the items and perhaps order them in the future. The samples are effective for fast food items, appetisers, soups, salads and desserts. Some establishments may give a feedback form to the guest as a way of involving them to create the perfect dish. Contests are effectively used in bars and nightclubs. Bars offer dart, karaoke and billiard pool contests to bring life to the evening. Nightclubs may have the best dancer or best-dressed couples contests. Prizes often are coupons that allow a free meal in the restaurant or gifts donated by sponsoring organisations or suppliers. Basically, the cost of prizes must be recovered by the promotion. Raffles are methods of giving guests a reward far larger than what they had spent. Guests get coupons against the value of their dinner bill which they put in a raffle drum. The date of the draws could be announced on a date publicised. Raffles can be cash prizes, dinner coupons or an attractive gift. Packages are groups of services offered in a single price. Dinner theatre tickets may entitle guests to a free bottle of wine, dinner and the theatre show. Weekend packages could include the hotel room, brunch and the use of the swimming pool for the family. Premiums are free products and services to encourage sales at low periods. Bars may offer a free drink to the woman accompanying a man or women’s nights may offer two free drinks to all women guests. Fast food outlets may offer families free crayons, videos, and school bags for the children who pay a minimum guest bill. Offering guest a free dinner for the price of three is another strategy. Gift certificates are coupons entitling guests to have a free meal. They may be part of a contest or a purchase as a gift from one guest to another. A dinnerfor-two certificate is popular on special occasions like Christmas, Easter, etc. Discounting is a strategy to increase sales during low periods. It is basically a lowering of published prices. The Happy Hour is a good example of this when drinks are cheap from 3 pm – 6pm when guests are least likely to drink. Discounts are offered to new items with the intention that guests try the dish. Groups who order volume dishes may get a special discount to encourage volume purchases.

Merchandising Merchandising is “point-of-purchase” advertisement. It’s success is based on presenting items at the right place and at the right time. Merchandising methods are as follows:

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Food trolleys: Restaurants have wine trolleys, hors d’ houevres trolleys, salad trolleys, roast trolleys and liqueur trolleys. The appropriate food and beverage items are displayed attractively to stimulate sales. These are wheeled to a guest table at the appropriate time of the meal. The trolleys are equipped with the appropriate service ware and accessories to provide prompt service. For example, the wine trolley would have corkscrews, half-plates to present the cork, appropriate glassware etc. Gueridon Trolley: Is a mobile cooking range on which food is cooked beside a guest table. This certainly attracts attention because there is showmanship with flambé and sizzlers. This may attract other guests to enjoy tableside preparations. Gueridon-cooked items attract higher prices and greater profits. Wine Displays: Restaurants which have well-stocked cellars wish to advertise the fact by presenting wine displays in the restaurant to stimulate wine sales. While wine is the focus of displays, other innovative decorations are also provided. A golf course restaurant may have golf accessories interspersed among the wine or fish restaurant with nets and tackles etc. Suppliers of wine also offer interesting merchandise free to the restaurant. Tent Cards are a popular way to merchandise. It is convenient, light and directly placed where it matters – on the guest table. They advertise specials of the day, specials of the restaurant, other outlets of a hotel, special events, other promotions etc. Salad Bars are a new concept to meet the needs of the weight-conscious public. Salads are displayed attractively in a cart or counter. Guests can create their own salads by choosing from freshly cut ingredients like lettuce, cucumber, mushrooms, tomatoes, olives, etc. Most luncheon restaurants have introduced this as a regular feature. T-Shirts worn by staff, advertise items as a gimmick. They are popular in informal outlets. They may advertise ice creams, desserts or the special of the day. Menu Covers are the most significant merchandising medium used to advertise and sell food. A lot of effort goes into presenting the menu. (See Part IV, “The Menu” for greater details). Floor Stands or display boards are placed in reception areas and foyers to promote special events and forthcoming attractions. The emphasis on placing such merchandising in common areas that are frequented most by the general public. Posters are another effective way of merchandising. These are placed in strategic places in hotel like elevators and lobbies to advertise the various outlets and facilities of the property. Posters must be attractive and colourful to draw the attention of a viewer and stimulate them to try the facility. Having colourful transparencies lit from behind is now used in lobbies and fast food restaurants to dramatically advertise the dishes the outlet offers. A Clip-on is a special merchandising card that is attached to the menu to advertise the dish of the day or the higher-priced specialties of the restaurant. Place mats are used by casual restaurants like snack bars and coffee shops that advertise the breakfast menu and off-meal snacks.

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Suggestive Selling Suggestive selling is perhaps the most cost effective way to promote sales, done verbally by the servers. It is the distinct skill that a food service professional must acquire, to distinguish oneself from other servers. Those servers with suggestive selling skills earn better sales, recognition and larger tips. The power of suggestion is effective in sales. Let us go through what is required to perfect the skill. 1. The first step is to know the menu thoroughly. This requires sitting with the chef to learn the ingredients, method of preparation and presentation. 2. The next is to read the guests being served. There are many telltale signs to tell about a guest. For example, a person carrying a brief-case and wearing a suit is likely to be a businessperson. A housewife would have children in tow. Students would be in casuals, probably jeans and Tee-shirts. Shoppers would have shopping bags. The other side of reading the guest is trying to anticipate what they would want. Old people are likely to be on diet, families on budgets, executives on expense accounts, romantic couples wanting food excitement, women wanting non-fat diets, etc. To read a guest is important to give the right suggestions. We wouldn’t want to suggest rich oily food to dieters, or elaborate expensive dishes to students, or time-consuming items to an executive in a hurry. 3. Guests do need help when it comes to menu choice. This becomes critical in specialty restaurants, which have food dishes with unfamiliar names. The help may be in the form of suggestions or clarifications of dishes. Servers want to take the opportunity of this moment to do suggestive selling. They may start with a statement like, “May I suggest…” or “The clam chowder is really popular”. 4. The skill is in describing dishes. Those words that appeal to the senses of sight, hearing, touch, smell and taste, provide the best descriptions. Let us look at some words that appeal to each sense: • Sight – colour, freshness, wisp, steaming and tints • Hearing – sizzling, crisp and crunchy • Touch – soft, tender, smooth, thick, thin, hot, cold and chilled • Smell – aromatic and fruity • Taste – spicy, sweet, dry, delicious, yummy, tangy and chilly Each student or professional may like to prepare his or her own list of words. The art is in including these words in the description. Let us analyse the following examples of suggestive selling. “(The people’s choice today) our Crème of Mushroom soup which is steaming vegetable stock, smoothly thickened with flour and butter and garnished with wild mushrooms and a wisp of fresh cream, [would you like to try it?]” “The Steak au Poivre is choice tender Wild West beef grilled to a charcoal brown and served with spicy pepper sauce. It is accompanied with crisp French fries, fresh mixed vegetables and steamed rice. (I highly recommend this dish). [May I order this for anybody at this table?]”

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“(We recommend) our house breakfast, which consists of two farm fresh eggs of your choice with crispy bacon, smooth-buttered mashed potatoes and a grilled red tomato”. Another feature of the examples given above is association (in italics). Associations have powerful imagery in the mind’s eye. Some associations are: Home-made Wild West Farm fresh Country Type of cooking e.g. grilled, deep fried, shallow fried, steamed, boiled, etc. The terms above are self-explanatory and conjure up emotions. A professional server will memorise these descriptions to use them in his offers made to the customers for the purpose of suggestive selling. Another feature in the above examples of suggestive selling is recommendation (in brackets). Recommendations can be made by the: Management Chef Server Guests 5. When suggesting items, it is always good to give the guest two choices. Too many choices can confuse the guest. The benefit of choice is that the guest believes he or she has made the decision when in fact you had planted it in the guest’s mind in the first place. 6. In suggestive selling it is important to ask for the sale, as given in the above examples in square brackets. Asking for the sale closes the transaction quickly and effectively.

KEY TERMS Clip-on Contests Coupons Discounting Gift Certificates Merchandising Packages Premiums Product Sampling Raffles Suggestive Selling Tent Cards Wine Displays

annexure to the menu competitions redeemable vouchers that get some discounts or free items the act of reducing prices redeemable coupons presented to winners of contests point of purchase advertising a combination of goods and services in a single price benefits over the price the act of trying a product or service for free to stimulate the adoption of that item events that give returns larger that what one pays for selling by giving cues on the spot table-top advertising cards decorative show of wine

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What are food promotions? Give examples of methods used. What methods are employed to do in-house merchandising? What do we mean by “appealing to the senses” in suggestive selling? Give examples. What do we mean by “reading the guest”? Give examples.

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Managing F & B Human Resources

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32 The Hiring Process

INTRODUCTION The greatest challenge facing the hospitality industry is the human resource. Human Resources are the backbone of the hotel and restaurant industry. Properties compare equally in terms of architecture, décor and product offered in the same price range and market segment. Investors have spent millions in vying to outdo each other in improving the physical aspects of the business but hotels look almost similar. The basic requirements in the restaurant business are the same, i.e., tables and chairs, cutlery, crockery and food of a certain standard. The question arises, how does an investor achieve a cutting edge over its nearest competitor? It is achieved by the people who work in it and the standards of service they provide to the customer. This is universally acknowledged that the staff of a service-oriented industry makes the difference between a good and bad experience. People may say that the labour market is full of people. Then why should the human resources pose a challenge? The truth is, that it is not the number of people that matters, but getting the right people. In many parts of the world like Europe, North America and Japan, the birth rates have lowered, and are not in keeping with the replacement requirements. Finding people to do the service is the problem in these countries where demand of service staff is more than it’s supply. In regions with large populations like South Asia, South America and Africa, the shortage lies in the availabity of qualified personnel. Though the hospitality sector attracts the largest share of the job market, such people are mostly casual workers, primarily students who work in their school breaks to finance their education. Most would not continue in the hospitality sector after their education. The hospitality sector does have the challenge to attract the best talent of the society which may move into engineering, medicine and business management.

HIRING PROCESS In Lesson 7, entitled “Competencies of a Food Service Professional”, we saw the competencies required of the human resources that work in the hospitality industry. Getting those competencies

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is not easy because it takes very special people who have the flair and desire to serve people and enjoy it in the process. Skills may be taught but attitude is inborn in any individual as we saw in Lesson 6, entitled “Understanding Guest Service”. It requires professional human resource practices to get the right people for the right job and thereafter maintain them at a high level of motivation to serve the guest well and retain them. With the result, owners compete to get the few talent available thereby skewing salary scales and creating ill will with competitors. The hiring process starts well before, in the planning stages, before a person is even contacted in the labour market. Let us examine those steps in human resource planning that make a difference in the hiring process.

PRE-RECRUITMENT ACTIVITY Recruitment and Selection can only be done against specifications set for a job. A Job Specification profiles the person required to do the job. To arrive at a job specification there are many other tasks to be completed. These are explained in fig. 32.1 below: Job Analysis

Task Lists

Job Descriptions

Job Specification

Fig. 32.1 Pre-recruitment Task Flow

A basic understanding of each is essential to a student and food service professional.

Job Analysis A Job Analysis (Fig. 32.2) determines the broad elements of a job. This step is important and has to be accurate as all following tasks faithfully follow what is recorded in this exercise. If we were to take the example of a server, his or her job analysis would generally look like this: JOB ANALYSIS Server ∑ ∑ ∑ ∑ ∑ ∑ ∑ ∑ ∑

Mis-en-scene Mis-en-place Table Layouts Greeting and seating guests Offering the menu Serving Clearance Presenting the bill Exiting the guest

Fig. 32.2 Job Analysis

The above information is got by: • Observation: The person doing the job analysis can simply note a server doing his or her job, over a period of a week and list the components of the job. The benefit of observing for

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over a week is to determine repetitive jobs from those done occasionally. The ones done repetitively become the core of the job. This may be further confirmed by observing others in a similar role. Interviewing: This is a method of questioning the employees, supervisors, managers and customers as to their expectations and perceptions of the job. A server does not work in isolation. His or her efforts impact others in the service chain. For example, the kitchen brigade may want the server to understand the ingredients of the dish that they are serving. Then again a guest may want the server to escort him or her when exiting the restaurant. These expectations can be brought in as a component of the job if required. Brainstorming: This is a method to get servers and those influenced by his or her work, like the supervisor, fellow servers, kitchen personnel, support departments, etc., to sit in a room and discuss the job elements. The brainstorming can also be done by experienced people of the industry. Review of existing job descriptions: This is a common method employed. Other existing job descriptions are taken from competition or textbooks and modified to the establishment’s need. Work sampling: This is a method of actually doing the job over a period of time and determining the job components by oneself. This is a tedious but sure method as it is time consuming. Often supervisors are asked to develop the job elements as they have the exact know-how from this experience over the ages. Guest comments: Many establishments install a written guest feedback system to help in bringing about improvement in products and services. A questionnaire is presented to the guest at the end of the dining experience, which guests fill on a purely voluntary basis. Performance appraisals: Employee performance Appraisals are conducted by professional companies as a measure of recording the contributions of its employees. The appraisals note the expectations and contributions of the superior and the subordinate. It also states the server’s own perceptions of the role. Hiring outside consultants: They have the know-how through experience to give an accurate account of a job or may do the exercise of Job Analysis and the following tasks for a consultancy fee.

Task List From the job analysis, which spells out the broad components of the job, we do the next step of listing the tasks in each component. This process leads to what is called Task List. The task list focuses on: • Specific duties • Work units • Materials • Equipment • Administrative tasks • Other requirements Taking the example of the Job Analysis of a server as mentioned above, one job component is called “Mis-en-place”, which is a preparation activity before the service. The tasks of the server

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within the broad component of mis-en- place are reflected in the job list (fig. 32.3) given below. The Task List clarifies the establishment, the department, the job position and the function concerned. and brings out the following tasks: Specific Duties: Requisitioning, replenishing, folding, polishing, laying, familiarising, stocking, checking and ordering. Work Units: The list gives units like 12 tables, 48 napkins and station. Materials: There are many materials handled by the server. They include linen, flowers, cutlery, crockery, glassware, serviceware, etc. Equipment: Service equipment and furniture. Administrative tasks: Placing maintenance orders. This section enlarges in supervisory positions. Other requirements: These include getting information of dish du Jour from the chef as also items on the menu that are not available. Being briefed is another requirement. TASK LIST ESTABLISHMENT: XYZ Hotel DEPARTMENT: Food & Beverage Service JOB POSITION: Server JOB FUNCTION: Mis-en-place ∑ Requisition fresh linen, flowers and operational supplies for the station. ∑ Replenish salt & pepper shakers, butter dishes, Sauceboats, proprietary sauces, sugar bowls etc. ∑ Fold 48 napkins. ∑ Polish silverware. ∑ Lay out the covers of 12 tables. ∑ Familiarise oneself with the dish dujour and “Items not available” ∑ Being briefed by the supervisor. ∑ Stock the sideboard with fresh cutlery, crockery, Glassware, linen and serviceware. ∑ Check the serviceability of equipment and furniture and place maintenance orders.

Fig. 32.3 Task List

Job Descriptions A job description is a written profile of a job. Doing a Job Analysis and making a Task List ascertain this. The key issues listed in a Job Description (Fig. 32.4) are: the job title, category, reporting

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relationships, job summary, duties and responsibilities, levels of authority and the departments that the job position coordinates with. Continuing with the example of the server, given below is his or her job description. Job Description Job Title: Reports to: Job Summary: Duties & Responsibilities:

Coordinates with:

Server a) Captain b) Senior Captain To provide quick and personalised food and beverage service to guests at allotted tables as per standards of service laid down and to guest satisfaction. 1. Attend briefings prior to restaurant opening, well groomed and equipped with the basic aids of operations such as bottle openers, pens, pads and matches. 2. Learn the dujour items, not-available items, menu preparations and their presentation. 3. Complete mis-en-scene and mis-en-place before the restaurant opens. 4. Check all the equipment and furniture at the station for their serviceability and maintenance requirements. 5. Clean and polish allotted silverware, cutlery, glassware and chinaware. 6. Stock the sideboard with proprietary sauces, jams, salt & pepper shakers, butter dishes, linen and other service ware. 7. Lay table covers as per standards set. 8. Fold napkins as per prescribed attractive styles. 9. Requisition fresh linen and flowers from housekeeping. 10. Air the restaurant and ensure that the station is clean. 11. Receive, greet seat guests. 12. Present wine-lists and menu cards and take orders. 13. Serve food and beverage by the standards of the restaurant. 14. Up-sell food and beverage. 15. Present the bills and receive payment correctly. 1. Kitchen - for the timely supply of guest food 2. Bar - for the supply of alcoholic beverages. 3. Housekeeping - for the cleanliness, supply of fresh linen and flowers. 4. Engineering - for the maintenance of service equipment and furniture 5. Kitchen Stewarding - for the supply of clean service ware.

Fig. 32.4 Job Description

Job Specification A job specification is a written document that profiles the person who has to do a given job. It is the most important document for the hiring process. A job specification is driven by the following subheadings: • Job Title • Category

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Education Experience Skills Competencies

The example of the server continues here: Job Specification Job Title: Category: Education: Experience: Skills:

Food and Beverage Server Front-line staff Junior college or class X with preferable a craft course in food service. A minimum I year. Customer Relations skills. o Suggestive Selling o Service skills o Problem-solving skills o English language skills local dialect is preferred. o Computer literate to use e-Order pads

Competencies: o o o o

Energetic Hygiene conscious Team worker Disciplined

Fig. 32.5 Job Specification

SOURCES OF HUMAN RESOURCES SUPPLY There are two generic sources from where human resources may be procured. They are internal sources and external sources. Internal sources are within an organisation while external sources are those outside an organisation. Let’s look at each source.

Internal Sources • Promotions: When a job vacancy occurs, the best source to fill the position is from within the organisation, by promoting someone who is junior and ready to take the position. Organisations have career development programs and succession plans as a way to fill positions from their existing staff itself. This gives employees growth and a tremendous motivation to stay with an organisation. Motivational studies have shown that growth and advancement are strong motivators. While growth refers to any increase in knowledge and skills, advancement is the movement up in the career ladder. Flatter organisation structures find it a challenge to provide advancement. However, this is managed by job enlargement, which is the expansion of the job role by adding more duties, and job enrichment, which is the quality of tasks added like managerial tasks added to a server’s job.

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• Lateral transfers: These are transfers of existing employees who are either doing similar jobs in another section or branch of the organisation, or from another unrelated department in the organisation, as part of a larger individual development plan. An example of this would be a server being moved from the Coffee Shop to the fine dining restaurant of a hotel, or a kitchen steward wanting to progress into front end jobs by asking for a move to restaurant service. These are the quickest ways to fill vacancies without having to induct a new person into the cultural style of the organisation. This source becomes especially important in filling critical posts immediately. • Networking with employees: This is a cost effective way to fill a post by asking existing employees to recommend friends, relatives or past associates to fill the post. The benefit of this is that the employee feels secure to bring in a friend and will cooperate fully to make that person productive soon. • Talent bank: Job seekers keep applying to an organisation even though the organisation has no vacancy and has not advertised for a post. Such drop-in applicants can be interviewed and, if found suitable can be kept on a waiting list in the Talent Bank, which is a filing cabinet with such applications. These applications have to be updated periodically for the availability of candidates who could have taken another job over time. Most organisations review these talent banks every six months by contacting the candidates and asking them if they are still available. This is another cost effective method as it saves the costs of advertising or paying a recruitment agency. • Posting job openings: Many organisations prefer to give first opportunity to its employees to apply for a vacancy. There are those who can get a career rise while others may want the advertised job as their preferred career choice to the one they are presently doing. These postings are done on the employee notice board located in the human resource department. • Cross training: The hospitality industry has set the lead in cross training giving managements the flexibility to deploy workers in different departments when the needs arise. A progressive organisation would rotate new recruits through various functions to give them an appreciation for other positions, develop additional skills and have the flexibility to deploy them. • Internships: Establishments, who anticipate a high turnover of staff due to competitive environments, conduct induction training of raw recruits as a way to keep the supply of trained human resources to the organisation.

External Sources • Recruitment agencies: They are the most popular external source from which recruitment can be done. Recruitment agencies keep applications in their talent banks. They are able to produce interested candidates immediately. The organisation pays the agency a fee, for this service, which is either fifteen days or a full month’s gross salary of each employee selected. The benefit of this source is that the recruitment agent does the preliminary interviews to save time for the appointing organisation and are able to produce numbers of relevant applications. • Hotel management and craft schools are wonderful sources to recruit from, as the students have already made career choices for the hospitality industry and are specifically

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educated and trained for it. Such institutes hold campus placement activity when students complete their education by inviting the industry to conduct their interviews and selections. Employment agencies: These are public agencies, run by the government of each country, to provide the unemployed population a common forum to get jobs. Colleges: These are colleges other than the Hotel Schools. Students want to work to meet tuition fees and personal expenses The best place for most of them is the service industry. Head-hunting from competition: The term “head-hunting” refers to identifying specific talent and approaching them for employment. An alert recruiter keeps an eye out for good talent in other organisations. He would approach them discreetly to join up with a competing salary offer. Head-hunting is also done by agencies to maintain confidentiality and avoid ill will with competitors. Job advertisements: This is used most often in the newspapers, trade magazines or appropriate media. This is an expensive proposition as media space is costly, but has the advantage of directly receiving applicants without having to pay a fee to a recruiting agency. Job advertisements are preferred when there are volume candidates to be recruited. Small restaurants may post a vacancy on their shop window to attract job seekers passing by. Professional journals: This is the most appropriate medium to reach the right target market for talent. Trade journals are read by professionals of the trade and serve as an active place for job seekers and job recruiters. Job fairs: This is a relatively new concept bringing together recruiters to put up a stall either in a college campus or a common ground. Job Seekers can contact several recruiters under one roof. The benefit of such fairs is that they attract potential talent to one place.

Non-traditional Sources There are situations when outlets, especially in small towns and resorts may not have access to traditional sources of human resource supply, as mentioned above. In such cases there are other sources, which can be considered and developed: • Part-timers: Are a floating workforce who are called to work at peak operational times. They are paid on an hourly basis. They could be possibly people doing a second job to earn extra money. • Housewives: Are a very good source to fill job vacancies. Often women are well qualified but restricted in a career due to child rearing. Once children grow to go to school, these women can be available for jobs in the mornings, after they have sent their children to school. • College students: These are a very big source of additional hands, as they either want to earn extra money, or want to get experience as in the case of hotel school students. They are paid on an hourly basis. • Handicapped people: This is a good source especially for back house jobs. For example, a telephone operator, secretary, accounts clerk etc. can be wheelchair bound but still can do

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a good job. Western nations are encouraging handicapped people to become part of the mainstream workforce. They provide special ramps for wheelchairs, lower door handles and elevator buttons, special toilet facilities etc. to make it easy for the handicapped. This movement will increase over the years as a measure of harnessing potential good talent. • Retired people: Organisations, due to dated policies, retire people especially when they are at the peak of their knowledge and experience. With people working hard to keep fit, retired people are still productive during their middle ages. Many societies have extended the retirement age from 58 years to 65 years. Retired people can be excellent alternative sources when talent is scarce. • Management companies: The new age has sprung specialists in every field. It becomes sometimes more economical to give the food service operations to management companies who have larger resources and technical expertise to tap from.

RECRUITMENT AND SELECTION We need to make a differentiation between recruitment and selection. Recruitment is the process of getting human resources from the market for given vacant positions. Selection is the process of choosing from the eligible human resources as shown in Fig. 32.6. There are several components in the hiring process: Job Analysis

Job Descriptions

Job Specification

Sourcing

Interviewing

Testing

Contacting

Screening

Offer Letter

Reference Check

Appointment Letter

Joining Formalities

Fig. 32.6 Hiring Process

Job Analysis, Job Descriptions, Job Specifications and Sourcing have been discussed earlier. Let us look at the other components of the hiring process. The sources of supply would have produced a number of respondents with Resumes, Bio-data or Curriculum Vitae (which mean the same). Screening is the process of matching the candidate’s resume or curriculum vitae with the job specifications of the position. Fig. 32.7 below is self-explanatory.

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Match

Job Specification

Shortlist

Contact

Fig. 32.7 Screening Process

Contact is getting in touch with selected candidates about the time, date and venue of the interview. Some establishments mention the name and/or the job title of the interviewer/s. Another important aspect of contact is with the rejected candidates. The common courtesy of an organisation is to inform rejected candidates. This not only promotes the image of the establishment as professional, but also saves having to attend to unnecessary phone calls from candidates who want to know the status of their applications. Testing is a way to ensure that a candidate has the knowledge, skills and aptitudes for the job. There are various ways to test candidates: • Technical tests evaluate skills. A cook may be asked to prepare a four-course menu, a server to lay out a table cover, a room-service order-taker to do a voice test or a secretary a typing test. • Group discussions ascertain leadership and team qualities. Groups of no larger than fifteen candidates are given a topic to discuss. They are evaluated not only on the content of their contributions but also the way they relate to each other. • Extempore speaking evaluates oral communication and stress. The stress is created by making the candidate pick a topic from a bowl and speak instantly. Topics can be deliberately vague to create the pressure. In stress situations, even a simple topic can be daunting. • Aptitude tests assess verbal, numerate and conceptual abilities. An aptitude test also can test general knowledge. • Physical aptitude tests check out physical ability. A banquet server may be asked to carry a stack of twelve banquet chairs; kitchen stewards carry a gas cylinder over his shoulder or a busboy a stay of crockery on a tray. • Case studies ascertain problem solving skills and attitude. A case study is a written account of a real life problem, which needs to be resolved. A group is given the case study to discuss and find solutions. This is often used in supervisory and management positions. Interviews are face-to-face interaction for the purpose of selection. It is a method of selection most commonly used. However, few people are actually skilled at interviewing. The process is critical because it tells the candidate how professional the organisation is. There are many types of interviews: • Directed or structured interviews elicit specific information. The questions are so framed to solicit an answer, which is either a “Yes” or “No”, or a monosyllabic answer. This

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method is used to ascertain facts. An example is, “Are you presently employed?”; the answer can only be “Yes” or “No”. Undirected or unstructured interviews ask open-ended questions to get a person to talk more. Open ended questions start with What, Where, When, Which, Why and How. An example is “What are your duties and responsibilities?”; the candidate is obliged to give an expanded explanation. Board Interviews are often final interviews with senior authorities of selection. However, these can also be earlier interviews with a panel of interviewers involved in the selection process. A hotel may involve the Food and Beverage Manager, Human Resources Manager and the Restaurant Manager when selecting a server. These interviewers are necessary to ask technical questions, motivational questions, etc., to arrive at a decision. Stress interviews test a person’s reaction under stress. The service industry is known to bring stress upon a server by dealing with different people with various needs. Recruiters may want to see a candidate under a stress situation by creating one. This is done by trained psychologists. However, there are moral issues involved in conducting these interviews and so they have been abandoned. Group interviews are done when there are large numbers of applicants to be selected in a short period of time for few vacancies. The groups are assembled and quizzed verbally.

Offer letters show the interest of an organisation to provide employment to a candidate. The following are the basic issues that offer letters must mention. Additional information may be added based on the policy of the establishment. • The job title: This is important to confirm the job position being offered. There is a distinction between a job title and designation. The job title is the term used for a position best accepted and understood by the public. Considerable effort is being made to create innovative titles to give employees self-respect in society. A waiter can be called a “Customer Service Agent”, “Butler”, “Personal Host” etc. A designation is the basic role against which salaries and benefits are given. In the given example the designation is “waiter”. • Reporting relationships: These are the immediate boss and the boss’s superior. This establishes whom the jobholder has to get decisions from and in his absence, who would be the next senior person to whom he would report. • Date of joining: This defines when the hired person is expected to commence work. The date of joining establishes when salaries and benefits are applicable and when the incumbent can be scheduled into the work force. • Salary & benefits: This is key information on which the candidate makes a decision whether to join or not.

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• Probationary period: It is necessary to give all new recruits a trial period in which the organisation and the individual can decide whether to make the employment permanent or not. Probationary periods can range from three months for junior positions to one year for senior management positions. Reference Checks are done to ascertain the candidate’s work proficiency, character and teamwork from past associations. There are two types of reference checks: • Candidate references given by the candidate from the school/college, prominent people and previous employers. • Independent references are made directly by the establishment with previous employers, police, previous bosses and social clubs. Then there are two purposes of references: • Character certificates show the character traits of a candidate. Organisations prefer such certificates from valued people in society, including school and college principals, responsible people known to the candidate, police records etc. • Work references are given by previous employers to confirm the period a person has worked in the organisation, the role he or she performed and the work application of the employee. Appointment Letter is the final contract between an organisation and the candidate. The issues mentioned in an appointment letter are: • Job Title • Reporting relationship • Joining date • Salary & benefits • Probationary period The above are the same as mentioned in offer letters. However, there are more clauses added in an appointment letter. • Notice periods establish the time period required for the severance of service between the organisation and individual. During the probationary period the notice is normally twentyfour hours, while during confirmed service the notice can be from one to three months based on the criticality of the position. • Legal provisions are those that are required by the law like not indulging in criminal activities, being intoxicated at work, involving in malpractices, etc. • Confidentiality clauses are added by organisations to prevent company information and secrets being leaked to competition. • Job description of the candidate’s position is enclosed to have a common perception of what is expected from him or her. Joining Formalities are many to formally register the organisation into the organisation. Some of the formalities are dictated by law, such as salary and employment contracts, while others are dictated by the organisation’s policies.

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Joining formalities include: • Copies of original certificates: Organisations insist on this to confirm that a candidate is qualified for the post. Certificates often asked for are the birth certificate, school leaving certificate, college certificates, and employment certificates and training certificates. • A medical check: This is mandatory by many organisations to ensure that a candidate is physically fit to do the job. It also establishes whether the candidate has any communicable diseases like aids, tuberculosis, open sores etc. This becomes critical especially when handling food. • Formal application form: Most establishments prescribe their own application form for the candidate to fill though they may have received the candidate’s curriculum vitae/resume. This is to ensure that the information that the establishment values is consistent for all employees. For example, an application form may insist on an emergency telephone number in the event of a crisis to the candidate at work. Establishments may want to know the blood group of the candidate in case of an accident at work that requires immediate hospitalization. • Copies of references: We had seen earlier the importance of reference letters. These references are kept on file as a record of authenticity of the reference. • Induction/Orientation: Progressive organisations will have an orientation program to familiarise a new candidate to the organisation in order to make the candidate productive at the shortest period of time. The orientation includes the organisations products and services, history, who’s who, organisation structure, dos and don’ts, company policies, etc. • Issue of an identity card: Most organisations would like their employees to carry an identity card to confirm their employment with the organisation. This identity card is useful in case of accidents on the road or as identification for entry into the premises. Organisations also prescribe staff numbers for accounting purposes and the payment of salaries and wages. • Information to accounts for the payment of salary: This is a joining formality to inform the accounts department so that it can open a salary account for the new candidate. The accounts may want bank account details to deposit cheques directly into the candidate’s account.

BASIC INTERVIEWING SKILLS Interviews are a meeting of two interested parties. It is unfortunate that both interviewers and interviewees fear these meetings, when in fact it can be a wonderful dialogue. There are both advantages and disadvantages of interviews:

Advantages: 1. 2. 3. 4.

It provides an opportunity for a face-to-face meeting. Both the candidate and the interviewer can clarify doubts of mutual interest. Both can get first hand information. Provides an opportunity for negotiation.

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Disadvantages: 1. It is time-consuming. 2. Not everyone is skilled in conducting an interview but do so. 3. There is a stress on the candidate for selection. 4. Information about the establishment is prone to be leaked out especially when candidates are working in competing establishments. 5. The issue of salary is an embarrassing point for both the candidate and the interviewer. There are a few tips to make interviews pleasurable.

Preparation Preparing for an interview is vital to make the time spent worthwhile. Preparation includes: • Matching the candidate’s resume with the Job Specification. This would have already been done at the screening stage. Resumes do not give all the information and the interviewer would like to make list of questions and clarifications. • Questions must be unique to the individual. Many interviewers ask standard questions, which candidates get used to and they come prepared with brilliant replies. • Selecting an interview room, which is free from distraction. Such a room must not have a telephone connection to disturb the interviewer. The room should be ambient and equipped with drinking water. It is recommended not to provide tea or coffee service because that may distract the conversation. • Candidates who come from other organisations may not like to enter a competing hotel’s premises. Interviews may be held at neutral places like a coffee shop or a business centre. If the interview has to be at the organisation premises then the interview hall must have a separate door for entry and exit so that another candidate waiting outside is not recognised. • It is not recommended to keep a table between candidates and the interviewer. This shows power and candidates get intimidated with it. • Keep Interview Rating Sheets available to record interview comments.

Putting the candidate at ease • An interviewer’s objective is to get honest and accurate replies. Often interviewers put the candidate against the wall, which does not get the best of answers or distorted ones. • It is important to be on time. Candidates too have their schedules in a day and would like the interview to begin on time. It shows that the organisation is professional by valuing the candidate’s time. • The interviewer must go to where the candidate is seated and receive him or her by a formal greeting. Often it is the receptionist or secretary who does the formal greeting and will lead the candidate to the interviewer’s room.

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• It is important to put the candidate at ease by small talk. Perhaps a chat on the hobbies and pastimes of the candidate, or a special event in town, etc; if nothing else –the weather! • Once the candidate is at ease, it is important to establish the purpose and format of the interview.

Interview Techniques • Let the candidate do most of the talking. The ideal distribution of discussion should be that 80% of the talk should be done by the candidate and 20% by the interviewer. • Use open-ended questions which start with What, Where, When, Which, Why and How. This gets the candidate to give larger explanations. • Use close-ended questions to ascertain facts. • When a question is asked, give time to the candidate to compose his or her thoughts. Silence is a tactic to get the person to speak. • Use body language to full advantage. Eye contact to show interest; smile to defuse the stress of the situation; nodding to establish comprehension of what the candidate is saying; These are all silent strategies for the best effect. • Never write on application forms. There could be legal implications. • Questions should not be discriminatory. Discrimination questions relate to caste, religion, sex, age, region, colour, etc. Stick to the job only. Some states by the enactment of law may have job quotas for minorities, women, handicapped, war veterans, etc. This should be ascertained at the screening stage and not in the interview.

Closing the Interview • Invite questions and clarifications from the candidate. • Tell about the benefits of joining the organisation – its management, career plans, training, employee benefits etc. • Give details of the job position including working hours. • Discuss salary expectations. • Some organisations may like to tell a candidate why he or she is not suitable at the end of the interview. Most like to make a selection after interviewing other candidates. In each case it is important to tell the candidate when to expect a reply. A reply must be sent. • Thank the employee for his or her time and escort the candidate to the door. This is a common courtesy that gives the candidate self respect.

KEY TERMS Sourcing Job Analysis Task List Job Description

the process of locating sources in the market to find candidates for hire determining the broad functions of the job documenting the tasks of each broad function a document that profiles a job

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a document the profiles the person to do a job the process of short listing eligible candidates a face-to-face interaction for the purpose of selection a confirmation of a selected candidate’s comparability and character from previous employers a formal contract of hire between the organisation and candidate the tasks of enlisting a new employee into the organisation

REVIEW QUIZ 1. What are the sources of human resource supply? 2. How is a Job Analysis done? 3. Give the difference between a job description and job specification with the example of a server. 4. What are the different types of tests used in the selection process? 5. What are the different types of interviews? 6. What are the joining formalities of a new recruit?

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sufficient number of joiners to attend the orientation and socialisation program together. This method is important for large organisations that have many joiners in a week. A group session helps individuals know that they are not alone and can foster new relationships, some of which remain throughout their career with the organisation. • Individual sessions: These are done on a oneto-one basis. New managers, who join occasionally, may benefit from one-to-one induction. The greatest benefit is the personal attention that a new employee gets. Some organisations may give a general induction to a group of employees and then assign them to individuals in their department to further induct them on the job. • Self-orientation: Some organisations may not have a fully developed orientation and socialisation program. They may leave the individual to orient himself or herself, by providing the employee with company brochures, policy manuals, rules and regulations, etc. The individual will then list the unfamiliar information and have a question-answer session with a designated older employee. • Mentor session: Mentoring is a popular method used these days. A new employee is paired with an older employee of the organisation from another department. The mentor is trained to act as a catalyst to induct the individual without being the direct appraiser of the individual’s performance.

WHAT DOES ORIENTATION AND SOCIALISATION INVOLVE? The list below explains the various issues that are covered in a professional induction program. We see that the information is broken into four parts: 1) those that concern the organisation as a whole; 2) unit information, which becomes more important in a multi-unit operation like fast food chains or hotel chains; 3) the department in which the individual is recruited for and will be working in and 4) job-related information. Orientation and socialisation methods are many and are only limited by imagination. But common Orientation and socialisation programs include the following: 1. Distribution of orientation kits to participants. Obviously, to be able to deliver all the information given in an orientation and socialisation program requires a variety of sources and documents. Plenty of planning and preparation is necessary to get this information together in a folder. The person given the responsibility of orientation and socialisation has to put together the following. • Organisation Charts • Facility Map • Company Videos • Company Publications

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• List of key Terminology • Policy Manual • Union Contracts • Job Descriptions • Company Holidays List • List of Important Telephone Numbers • Employee Handbook • List of Company Benefits • Performance Appraisal Format • Training Programs • Sources of Information • Emergency Procedures Manual • Orientation Checklist • Copy of Company Publications • Quality Manual In addition, the folder may include the forms and formats concerning all the joining formalities as mentioned in the earlier chapter. 2. Talks by the head of the organisation or senior members who welcome the joiners on behalf of the management to the organisation. It is quite possible the senior person provides the organisational input, as shown in the chart below. Organisational

Unit

Departmental

• Vision, Mission, Philosophy • Organisational Structure • Who’s Who • Cultural issues • Products and Services • Achievements • Growth Plans • Career Opportunities • Training & Development Plans • Quality & Customer Service Program

• Organisation structure • Who’s Who • Unit objectives • Products and services • Unit Polices & Procedures • Rules & Regulations • Tour of the property • Communication Systems • Laws impacting unit performance • Welfare Activities • Emergency procedures

• Organisation Structure • Who’s Who • Reporting relationships • Systems and Procedures • Working hours • Equipment • Interdepartmental relationships • System of Performance Appraisal

Blueprint of an Orientation & Socialisation Program

Job Related • • • • •

Job Description Working hours Work schedule/shift Breaks Introduction to department members • Training of specific skills • Key terminology • Compensation Details

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3. Audio-visual presentations support talks with PowerPoint presentations, slides, films and corporate promotional movies. Wherever it is difficult for the head of the organisation to be present for all inductions, his or her message to new employees can be recorded in a film. 4. A luncheon is a good way to welcome joiners in an informal setting. Senior members of the organisation are invited to the luncheon to meet and chat informally and convey important information. Progressive organisations make it a must with management appointees. It may even include the spouse of the joining manager. 5. Tour of the Property is an essential feature of an orientation and socialisation program. A hotel may like to show the departments that the employee will coordinate with such as kitchens, stores, housekeeping, etc. The tour also shows the important facilities like washrooms, locker rooms, employee cafeteria, training rooms, uniform exchange counter, accounts where salaries are paid, in-house bank, first-aid kits or in-house clinics, etc. 6. Introductions are important to make the work linkages. Introductions are made to senior management, immediate boss, departmental colleagues and others that influence the job position. 7. Questions and answer session at the end is done to clarify any doubts.

WHAT FACILITIES ARE REQUIRED FOR ORIENTATION AND SOCIALISATION? The induction room may be a classroom or banquet space with theatre style seating or U-shaped seating. It must have light modifier to dim lights when the audio-visuals are on. The general equipment required are: • Overhead projector with stand • Laptop computer • LCD Projector with stand • Video/CD Player • Video Cassettes/CDs • Flip Chart Board/White Board

WHO CONDUCTS THE ORIENTATION & SOCIALISATION PROGRAM? The Human Resources department drives the orientation and socialisation program. Large organisations may even employ a full-time orientation and socialisation expert. But the program is the responsibility of everyone. The principal characters would be the Human Resources. Manager, Departmental Head, immediate boss and the fellow colleagues.

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The person who leads the orientation and socialisation program should have the following qualities: • A role model • Well groomed and fit • Good communicator • Thorough knowledge of organisational policies, procedures and functions. • Has respect for others. • Motivator • People focused • Enthusiastic

KEY TERMS • Orientation • Socialisation • Self-orientation • Mentor

Familiarising a new employee to the organisation. of culture, values, norms and behaviours of the organisation. Individual is provided with company brochures, policy manual, rules and regulations to orient himself. Older employee who helps a new joinee to induct himself in the organisation.

REVIEW QUIZ 1. 2. 3. 4. 5.

What are the types of orientation and socialisation methods available? What is included in an orientation and socialisation program? What is included in an orientation kit? What facilities and equipment are required to conduct an orientation and socialisation program? Who conducts and orientation program? What qualities must the person have?

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L E S S O N

34 Training and Development

OVERVIEW Training is perhaps the most vital activity today. The world is changing very fast and the only way to keep up with these changes is through training. Today, we see food service concepts like Food Courts, Sushi Bars, Fish Bazaars, Noodle Bars, etc. that did not exist a decade ago. These changes require new knowledge and skills. Technology has made vast strides in our daily lives. It is not surprising that technology has crept into the food service industry, which was traditionally a people-managed industry. We see new gadgets in food operations like micros, networked reporting systems, e-Order Pads, Mini bars, food dispensers in hotel floors, etc. Obsolescence is becoming a word much feared these days. Technology is getting outdated every eighteen months. Camera and mobile telephone industries are changing technology every six months. Food service students and professionals need to keep themselves up to date in their careers to survive. Progressive food service organisations must build training into their way of life. To start with, we need to distinguish between training, development and education. Training is the learning process in which an employee acquires the knowledge, skills and attitudes that lead to changes in behaviour to meet some performance objectives. Therefore, training is performance driven and used in work environments. Development is the continuous improvement of the human capital. Employees with experience need to be developed for higher positions as their jobs enlarge and enrich. Education is learning that contributes to total life-growth. The time we went to school and college was indeed boring because we wondered how trigonometry, history or social science would help us in our career. Education is not performance driven, but a system to help us adjust to the environment around us and assimilate it better. The new buzzword in the context of work is “continuous education.” Unless we update ourselves to the way life is unfolding we are soon to become outdated. As a matter of fact, continuous education is not a luxury but a means of survival.

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ORGANISATIONAL VIEWPOINT ABOUT TRAINING Organisations train for the following reasons generally: • Convert competencies into currencies: Specialised skills and behaviour can become the cutting edge for many food service organisations. For example, a person trained to do tableside gueridon service is becoming a rarity. A bartender who does showmanship by twirling bottles in the air is a distinct advantage to a bar that attracts guests to their showmanship. Staff who are multi-skilled can be an asset to an organisation. • To get a competitive advantage: Training does get the hotel and restaurants a distinct edge. Large organisations have invested big money in setting up training schools of note. The Oberoi Hotel School, The Welcomgroup Graduate School of Hotel Administration at Manipal, are some examples. These schools bring out human products that are uniquely special to the organisation. • Fear of obsolescence: Every organisation fears be obsolete. With so many new outlets opening the customer is pampered and is quick to forget an old way. • Changes to new technologies: The change in technology as explained earlier is a good reason to update oneself. The introduction of computerisation is a huge reason for training. • Globalisation: This phenomenon has brought great opportunities. It has not only opened doors to global employment but also shrunk the divide in cuisines. Indian restaurants can be found as far as Baku in Azerbaijan or Dublin in Ireland. • Improve productivity: As human capital is expensive and scarce, the challenge is to make existing staff productive. This is done by technology, work design and outsourcing. This brings in a whole new dimension to traditional ways of doing things. • Retain customers: The food service industry recognises that the cutting edge is customer service. Training in this one aspect that can bring customers back again and again. • Avoid lawsuits: The Food Service industry is subject to many laws and regulations as food can affect people’s health. There are laws concerning hygiene, sanitation, storage, etc. Lawsuits can result in high fines or even the closure of the establishments.

WHEN IS TRAINING REQUIRED? Organisations opt for training when they observe the following symptoms–broken here into knowledge, skills and attitude–shown in Fig. 34.1. Knowledge

Skills

Attitude

• • • • • • • •

• • • • • • • • •

• • • • • • •

Lack of job knowledge Cost increase Supervisors doing lower jobs High waste Hygiene concerns More supervision required Customer loss Lack of concern for quality

Under-confidence Drop in standards Management complaints Mistakes Staff increase Drop in sales Productivity drop Inter-departmental complaints Delays in service

Fig. 34.1 Training Gaps

Customer complaints In-fighting Absenteeism Shirking responsibility Absenteeism Shirking responsibility Falling morale

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FOCUSED TRAINING OPTIONS Organisations take the responsibility of training employees for specific performance objectives. Organisations earlier had huge budgets to train employees. This they did because employees planned long careers in an organisation. Today the employee no longer has that loyalty and is willing to change for salary because he or she recognises the fact that his or her career is short. Organisations have now rationalised this approach and are now willing to invest in critical training that will directly affect performance, such as: • Customer Service • Quality • Teamwork • Technological changes • Productivity improvement

INDIVIDUAL VIEWPOINT Individuals do recognise the importance of training to keep up to date. They also know that organisations are not willing to spend big training budgets on them for fear of losing them. Individuals, therefore, have no choice but to put their precious earnings into continuous education and training. The employee also recognises that their careers could be cut short by the next generation who is coming with the latest knowledge and skills. Research has shown that individuals train for the following reasons. • Job security • Growth • Improvement • Challenge • Return on investment • Sense of discovery • Improved self-worth • Recognition • Sense of achievement • Knowledge is power • Social acceptability • Contributions to work place • Fear of obsolescence • Status

ISSUES OF ADULT LEARNING At the workplace, adults get trained. There are serious statutory issues of hiring underage people. Training gets more challenging with a mature age group. They need special treatment and have to be addressed in different ways than teaching school or college kids. Let’s look at these challenges:

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• “What is in it for me?” This is the first question asked by adults. Adults look at training as a measure of improving their status or earning power. They evaluate training in terms of hard currency that will come to them. They also look at survival and see training as a way to prolong their career. • Life, task or problem centred: Adults are motivated when they believe that the training is going to directly solve, or enhance some of their performance issues. They like to get to the point and are intolerant or bored with issues that do not directly concern them. • Management commitment: Adults first assess the importance given to training, by the management. If management does not support training and the generation of new ideas, then training becomes a pastime rather than a vehicle for change. • Cost of negligent training: The food service industry is subject to many laws as they serve people. There are laws concerning hygiene, sanitation, storage of food, safety, etc. The law prescribes training in these areas and insists on keeping records kept for the government inspectors to evaluate. Apart from the statutory requirement there is an aspect of not training. Staff can follow wrong practices that could result in litigations, fines and even closure of the premises. Imagine the implications of wrong food storage resulting in food poisoning or misuse of inflammable material that can result in fire. • Diversity: Modern workforces are multicultural. There are religious issues, language issues, perceptions, sexual preference, gender, socioeconomic backgrounds, literacy levels, learning styles and background that have to be contended with in training. Pork is a taboo subject to Muslims, meat to vegetarians, hand gestures to others. A trainer has to take into account several nuances before going into training. This requires awareness and flexibility on part of the trainer. • Learning disabilities: Adults have visual, auditory and kinesthetic disabilities. There are those who have difficulty in understanding the written word. They prefer diagrams, audiovisuals, illustrations or role plays to learn. Some have difficulty in concepts and need to feel objects to learn. They learn better with demonstrations and hands-on training. • Ego: Managing the egos of adult learners is a challenging issue. Adults do not like to lose face before others. They find it difficult to accept that they do not know. A trainer has to be tactful to deal with such situations. One method is by enabling adults towards self-discovery.

THE WAY PEOPLE LEARN People learn at various stages. The ultimate objective for a learner is to attain mastery in a skill. They go through four stages of learning to achieve mastery. Fig. 34.2 below shows the stages well: UNCONSCIOUS COMPETENCE CONSCIOUS COMPETENCE CONSCIOUS INCOMPETENCE UNCONSCIOUS INCOMPETENCE

Fig. 34.2 Levels of Learning

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Unconscious Incompetence: In this stage a learner is unaware and unable to perform a task. This is applicable usually to raw recruits to a skill. Apprentices fall in this category and require motivation and confidence to proceed further. Conscious Incompetence: In this stage, the learner has been made aware of the skill. This is acquired through knowledge instruction where a concept is made clear. The learner is still unable to do the task. Conscious Competence: This stage brings the learner to a degree of skill. This is achieved through demonstration and hands on practice. There is a studied effort to perform the task. Unconscious Competence: This stage is when the learner performs the tasks automatically just like walking, swimming or driving. This is the stage of mastery.

TRAINING METHODOLOGY The training methodology used is the key to the learning process. The wrong choice of methodology could make learning difficult. As a guideline the following graph (fig. 34.3) indicates the effectiveness of methodology. When we do ourselves

80%

60%

40%

20%

When we see others doing When we see When we hear

Fig. 34.3 Retention Graph

It shows how much a person retains after three days of learning. Any methodology that uses the auditory function only is the weakest. The lecture method, therefore, is the poorest form of ensuring learning. Ironically it is the one most used. By bringing in visuals like graphs, pictures, etc, we enhance the retention level to about forty percent when we hear and see. However, when we see others doing a task, the retention is greatly enhanced to sixty percent. Methodologies that employ demonstrations or movies that show the performance of tasks are greatly effective. The best level for ensuring retention is when we do tasks ourselves. Hands-on training or on-the-job training has got its popularity on this account. The chart below gives the complete range of training methodologies available. They have been listed according to where they are most effective in terms of knowledge, skills and attitudes. A thumbnail sketch of each will be useful.

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Skills

Knowledge • • • • • • • • • • • • • • •

Lecture Tutoring Symposium Seminar Programmed Instruction Independent study Group Discussions Case study Projects Audio-visual methods Conferences Field trip Brainstorming Guided Discussion Research & Library work

• • • • • • • • • • • • •

On-the-job training Role-Playing Management Games Transactional Analysis Communication exercises In-basket Demonstrations Interactive video Workshops Coaching Incident Method Field Projects Simulation

• • • • •

Attitude Sensitivity training Fish Bowl exercise Transcendental Meditation Mentoring Performance Counseling

Fig. 34.4 Training Methodology

Methodologies to impart knowledge Lectures are given when knowledge has to be imparted to a large body of people. It requires an expert on a subject who needs little time to be able to talk. The challenge is to get the attention of listeners. Tutoring is knowledge shared by an expert with a learner, on a one-toone basis. This method is more effective than a lecture but will need the dedicated time of a trainer to one person. This is effective when there are few learners to be taught. Symposium is a meeting of experts on a particular subject. The participants are passive as they watch the experts exchange their views. It is best used to acquire advanced knowledge on a subject. Seminars are conducted when a group of advanced students want to learn a specific subject. Experts on the subject give presentations on the subject followed by an interactive question and answer session with participants. Programmed instruction is one in which a learner studies a manual presented in modules (or installments) followed by quizzes to establish the proficiency in that module. Several modules lead to a complete subject. This is a self-study done through distance education. Group discussions get together groups of learners (maximum 15) to discuss a subject. The benefit is that students are exposed to facets of the topic that they may have overlooked or not visited.

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Case study is a group discussion of a real live situation. Learners get the background of the case and work towards finding a solution to the problems. This method remains academic and does not solve problems in the real workplace. Projects are academic exercises that encourage learners to make a report on a subject. This method encourages research, project implementation and report writing. Audio-visual methods include training films, slides, transparencies, etc. Students comment on the displayed visual. Conferences are larger occasions when noted experts are called to give inputs on a subject or theme to learners studying or practicing the chosen subject. The conferences have a plenary session that includes everybody followed by smaller groups who discuss issues to solve specific problems. Field trips are used to expose learners to locations, which cannot be reproduced in a classroom. For example, learners may visit competing hotels and restaurants followed by a debriefing session in the classroom. Brainstorming is used by people, qualified on a subject, to solve specific problems. Guided discussion is one where a facilitator leads a discussion to cover pre-arranged issues of learning.

Methodologies to enhance Skills On-the–job training is placing learners in live situations to learn from an assigned coach or against specified tasks. This is the most popular method used and most effective. The only disadvantage is that trainees may pick up the wrong ways of doing things and may make mistakes, which may be costly in terms of money and customer goodwill. They may also come in the way of busy workers who are concerned with their actual operational performance than teaching. Role play is a drama in the classroom to simulate situations. It is best used for behavioral training. The learners become the “actors” who are required to act out a scene presented by the trainer. A good example of this method is in customer service training. Management games are used to simulate management situations in a study situation. Team-building simulations are a good example. Transactional analysis is an effective method to improve interactions between people. It works on three ego states of Parent, Adult and Child. Each individual is required to respond to the appropriate ego state in given situations to make the transaction effective. Communication exercises are designed to illustrate barriers in interpersonal communication. This could be in the form of Chinese Whispers to illustrate the distortion of communication when it passes through many people.

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In-basket exercises are problem-solving exercises with current live problems of an organisation. These problems are tested in the classroom without fear of wrong decisions. Demonstrations are actual performances of tasks by an instructor to a learner or a body of learners who watch but not participate in the task. The benefit of this method is that learners get to see the actual task, which improves their learning considerably. Cooking demonstrations are a good example. Interactive videos/CDs are used for self-study. Learners respond to questions after a body of instruction is presented in parts. The benefit of this method is that situations in a video/CD are dramatised to give a more effective learning. Workshops are meetings by groups to solve actual problems. Coaching is done by an instructor, on a one-to-one basis, either at the workplace or outside the work area. This is best used for skill development. Incident method is to train learners in problem solving and decisionmaking by providing information on an incident in phases. Decisions keep changing with new additional information. Field projects are real studies of real work places. A trip to a brewery or a vineyard would be a field trip. Simulation exercises are computer-aided methods to give the individual a virtual reality of a situation.

Methodologies to improve attitudes Sensitivity training is a method of dealing with real feelings. The instructor has to be specially trained in this methodology to deal with human sensitivity. The learner goes through three phases of unfreezing, exploration and freezing of attitudes. Fish bowl exercises deal with the actual feelings of work groups towards each other. This methodology is ideal for building teams. Meditation is a method of learning to improve concentration and managing stress, towards a total well-being. It too requires a trained person to administer this method. Mentoring is a process of assigning an elder and experienced person in an organisation to a new recruit. His or her role would be to lead the learner through the cultural, political and performance aspects in the organisation. The mentor is someone who does not evaluate the learner’s performance or has a say in his or her salaries, benefits and promotions. This ensures objectivity in dealing with the learner. Performance counseling is a method borrowed from sports training to give learners the right attitudes to excel through inspirational talks. If we are to analyse these methodologies, we can see that the ones that ensure 80% learning after three days are on-the-job training, coaching, sensitivity training, fish bowl, transactional analysis

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and meditation. The most practical methodologies for skill training at normal workplaces are onthe-job training, role-play and coaching. Performance counseling is the best way to develop attitudes. Knowledge is best developed through projects, exercises, demonstrations, audio-visual methods and workshops. Knowledge must relate directly to work performance to sustain the motivation to learn.

TRAINING AIDS There are many training aids to assist in learning. For a long time the chalkboard was used as the only aid in teaching. Projection equipments were rare and expensive. Whiteboards, with non-permanent marker pens, replaced chalkboards as a cleaner and more efficient method of teaching. The 80s saw the emergence of the overhead projector, which became the standard equipment in most training classrooms. The OHP brought a new interest to see written material and diagrams clearly. The OHP use transparencies that give better reproduction of information. Projectors were supported by Flip Chart boards and chalkboards. Today the laptop computers with Microsoft Powerpoint software have made presentations colourful, picturesque and innovative. Laptop presentations are projected through an LCD projector, which is presently expensive. Soon technology will make them cheaper and replace them with innovative inventions. The whiteboard for instance, has witnessed a revolution. We can take copies from these boards or transfer information to computers.

Projection Equipment • • • • • • • •

LCD Projector Overhead projector Slide carousal 35mm film projector Epidiascope Laptop computers Television CD/VCD players

Motion Picture Media • • • •

Compact Discs (CDs) Videos 35mm movies Film loops

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Personalised Multimedia Systems • Interactive CDs and videos • Video cameras • e-learning • Instructional kits • Tape recorders

Accessories • • • • • • • • • • • • • • • • • • • • • •

Pointers – steel and laser Oil-based and water-based market pens Transparencies Audio and Video cassettes Connecting cables Graph and Chart papers Screens Flip chart stand Projection trolleys Training Software Real objects Cutaways Models Whiteboards Posters Charts Flip Charts Graphs Pasteboards Pointers Handouts Training manuals

THE TRAINING PROCESS Fig. 34.5 depicts the training process clearly: • Establishing a training policy: Policies regarding training have to emerge from the corporate or the owner to get commitment to training. These corporate polices are translated at the operational policies that makes training a continuous and committed way of life.

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Training Policy

Follow-up

Standard Operating Procedures

Evaluating Training

Task Analysis

Conducting Training

Training needs Analysis

Planning Training

Fig. 34.5 Training Process

• Establishing standard operating procedures: The logical flow from policies is the operational systems and procedures, which have to be standardised to ensure consistency. • Task Analysis: From these operational procedures flow the sub tasks that make up the procedure. These are documented through a Task Analysis that addresses what has to be done, how it is done and the standards that have to be maintained for each sub-task. The task analysis becomes the base document for training. (See the Task List in Lesson 32) • Defining training needs: This is an exercise done in response to symptoms as indicated in the earlier section “When is training required?” • Planning training: Plans include setting training objectives, developing lesson plans and organising the venue, methodology and training aids. • Conducting training: The training must follow the training objectives, lesson plans and methodologies selected. • Evaluating training: it is important to evaluate training for their effectiveness. Trainers want to know whether training has achieved the desired level of learning; learners want to confirm their level of retention of knowledge and skills; and management want to know whether training has achieved their strategic objectives. • Follow-up is the step taken to correct/improve on the training effort. This exercise revisits every aspect of the training process to make it more effective.

THE TRAINER The trainer is a very special person as he or she influences the learners in a very special way. Trainers are experienced success stories in an organisation, who reflect all that is good about the organisation. He is a role model that everyone respects and the learner looks up to. He loves to teach and has the patience to see the slow and painful process of change of the learner. He has exceptional communication skills with perhaps a sense of humor. While these are noble qualities of a trainer, there are other important qualities that are essential. • Industry awareness • Leadership skills • Interpersonal skills • Technological awareness • Problem-solving skills

LESSON 34

• • • • • • •

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Systems thinking Personal competence Disciplined Training skills Care for people Negotiating skills Consulting skills

KEY TERMS Training

Development Education

the learning process in which an employee acquires the knowledge, skills and attitudes that lead to changes in behaviour to meet some performance objectives. the continuous improvement of the human capital learning that contributes to total life growth.

REVIEW QUIZ 1. 2. 3. 4. 5.

Write a short note on how people learn. How does training benefit an individual? What is the various training methodologies used to impart skills? What are the qualities of a trainer? What are the issues of adult learning?

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35 Leadership and Motivation

LEADERSHIP The much used term “a born leader” comes from the pre-industrial age of kings when leadership roles were hereditary. A prince was born into a leadership role whether he was intrinsically a leader or not. This led social scientists of the day to list traits that suited a king and the princes were cajoled or beaten into those traits. A leader, therefore, had to have traits like self-discipline; ability to command; decision-making; good communication, etc. These are the thumb rules for good rulers. As situations changed social scientists found it difficult to reach agreement on a common set of leadership traits that suited all situations. This led to an approach of defining styles. The styles were based on who made decisions. From this emerged the following styles: Autocratic style leader asks others but makes the final decision Dictatorial style leader makes all decisions Persuasive style leader sells ideas of decisions already made Democratic style leader involves all and goes by the majority vote Authoritarian style leader defines scope of authority and monitors it Bureaucratic style leader makes decisions by the rule book Charismatic style leader makes decisions by the sheer force of his personality Delegative style leader gives broad parameters within which people make their own decisions. This approach believed that leaders could effectively control the behaviour of their subordinates. They adopted a style that they were most comfortable with based on their own personality. There has been no consensus as to which style is the best. In fact later studies showed that styles can be the best in certain situations. For example, a dictatorial style would fit in well in a fire emergency, while communicating a change in policy will require a persuasive style. There is no leadership style that is a success in all situations. Situations, therefore, dictate the best style for the occasion. It was well into the industrial revolution that organisations started thinking about leadership and motivation when organisations were concerned about productivity to produce as many goods in a

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shift. They turned their attention to social scientists for help. One of the forerunners of those times was Douglas McGregor of the Massachusetts Institute of Technology who discovered that managers tended to create situations at the workplace that they are most comfortable with. He detected two distinct leadership styles which he termed as Theory X style and Theory Y style. His study found that the attitude of the leader was crucial to success and productivity. Theory X leaders believed that people do not like to work; that they have to be cajoled to work; that they rather be told than to think for themselves. In other words the leaders were dictatorial and authoritarian. This seemed to be a rather archaic style of leadership that outlived its time because workers are educated and intelligent now. The other end of the pendulum was the Theory Y leader who believed that people do not like or dislike work but develop an attitude towards work based on experiences; while authoritarian methods get things done, they have severe side effects. There are other kinds of styles to employ; people set goals for themselves if they see some possibility of a reward, either material or psychological; and finally if people are given the right circumstances they do not shun responsibility. While Theory Y did not achieve dramatic results and transformation as Theory X did, the people were more psychologically secure and work went on even in the absence of the leader. Theory Y was a great step in thinking, perfected over years. Blake and Mouton made another great frog leap in leadership study. They were able to define leadership on a bi-dimensional grid that had 81 situations. As shown below: 1.9 People High Task Low

5.5 People Medium Task Medium

People

Low

9.9 People High Task High

1.1 People Low Task Low Low

9.1 People Low Task High Task

High

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In this grid leadership style is based on two factors - task and people. People low, Task high (9.1): Here the leader gives task the highest importance at the cost of people considerations. Team leaders prioritise work and determine outputs desired. They are comfortable with systems and rules and can set high standards. They lead with close supervision. The people are likely to be low on commitment. They will work steadily when the leader is present but will slacken when the leader is absent. This is much the Theory X leader. At a positive level this may be appropriate to crisis situations where the best shall command and the people feel secure. People high, task low (1.9): This is more like a country club where the leader gives concern to people issues and sacrifices the task. Such leadership style is bound to fail because the tasks and objectives are not achieved. People can take advantage of the leader. At another level, a leader may think that his people are capable to accomplish the task and therefore, leaves them alone to achieve results. He concentrates on encouraging them to better results. People low, Task low (1.1): In a worst scenario this shows an impoverished situation where the leader abdicates his responsibility to people or the task. The leader is concerned with maintaining his leadership position and concentrates on external powers that can make this happen. The organisation is bound to decay and die. At a positive level, the leader is so confident that his team is mature and capable to achieve results on their own that he delegates the internal running of operations to them. Moderate people, moderate task (5.5): This is the middle of the road approach where people and tasks are moderately balanced but not enough to bring outstanding results. Such leaders will get average performance only. A leader may adopt this style when he is new to the organisation and needs time to understand the task requirements and people. People High, task high (9.9): High priority is given to both people and task. The leader takes a participative approach through which he achieves high performance. The people are highly motivated and conflicts are low. Quality of work is good and the satisfaction of both—employee and customer—is achieved. This is claimed to be the ideal situation in which both the organisation and the people prosper. Keith Blanchard brought in another revolutionary study where he narrowed the 81 situations in the managerial grid to only four situations that leaders need to worry about. The situations are caused by what he called the maturity of the team or individual. Maturity was defined as ability (or competence) and willingness (or motivation). He worked on the bi-dimensional grid and proposed four styles: High Wilingness Low

Delegative Style High Ability High Willingness

Persuasive Style Low Ability High willingness

Consultative Style High Ability Low Willingness

Directive Style Low ability Low willingness

High

Wilingness

Low

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Directive Style: Is when the leader makes decisions with little input from employees who merely act on instructions. This style is used in situations where work is done by beginners like apprentices and trainees who are unable to do a job and unwilling to perform them because of their nervousness. They need close supervision and guidance. Persuasive Style: Is when the leader makes the decisions but encourages the individual or team. The employees have low ability at this stage but are willing to perform tasks as the leader encourages them. The leader sets higher standards and gives the individual or team the confidence to perform. Consultative Style: Is when the individual or team is high in competence but unwilling. These are mature experienced groups who may not have the managerial qualities to reach leadership positions. They are normally old timers. The leader would take them into confidence and consult with them on how to proceed in a situation. Their willingness to help improves because they are made part of the decision-making process. Delegative Style: Is when the individual or team has high competence and are also well motivated. They can be left to perform without supervision. These employees need broad directions and given empowered decision-making authority. They are also given deadlines and milestones when work is reviewed. What do all these studies mean to the Manager? How can s/he interpret them into an effective leadership approach? 1. The manager must examine his /her assumptions about people and how to lead them. S/ he needs to identify his/her own leadership style through reliable psychometric tests available as also plain feedback from those s/he leads. S/he will need to work on weak areas while emphasising her strong ones. 2. S/he must balance both–concern for tasks and objectives with concern for people. 3. S/he must know his/her team well. This s/he does by spending time with individuals on a one-to-one basis to understand their abilities and motivation. S/he must know individual levels of competence and draw on their strengths, while having action plans of development to overcome their weaknesses. 4. S/he must assess situations and people that require the four styles. For this she must develop these styles effectively and know the attitude and language to be followed in each style. 5. S/he must communicate the departmental objectives on a long and short term basis so the employees know the direction that they are going. In other words, there must be a transparency of the goals of the hotel, department and their immediate workplace. 6. Employees require feedback on how they are doing. People like to know where they stand. S/he must institute a fair evaluation system that is designed to improve performance and willingness and not destroy them. Feed back on performance is given daily in briefings as also during the annual appraisal time. 7. People like to see their leader as a coach and mentor. The manager must be approachable to resolve conflicts, grievances and doubts. S/he must be personally responsible for the growth of the team by introducing training as a way of life. This can be achieved when there is a degree of trust achieved through transparency and candour. 8. S/he must build self-confidence in her team with the objective of making them self-reliant.

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9. S/he must be part of the team and be humble enough to learn from her subordinates, some of whom may be older and more experienced. 10. Celebration and rewards are equally important as work and toil. S/he must be free to give recognition. Recognition motivates.

MOTIVATION A motive is an inner drive to achieve an objective. Motivation is, therefore, the process of releasing the inner drive to achieve an objective. From this we plainly see that motivation has to be generated from within an individual and not without. Readers must keep this in focus when considering motivation.

Pre-industrial Revolution Motivation in pre-industrial revolution times was based on the fact that the general workers were illiterate and therefore, preferred to be told what to do rather than think for themselves. Education was the privilege of the nobility in those days. They motivated people by punitive methods which Fredrick Herzberg later called negative KITA (kick in the a….!). Those who performed well were given material rewards. People were promised such rewards before they performed jobs. This Herzberg called positive KITA because in either cases motivation to perform was provided from the outside. Early artisans kept their trade within the family. While they used carrot and stick methods, they provided concern and care for their kith and kin. The head of the small business was, therefore, their provider and caretaker creating great loyalty.

Industrial Revolution These conditions existed for centuries till the industrial revolution in 1700 AD. Machines changed the criterion for hire from relationship to the owner to competence. If a relative could not operate a machine s/he was of no use. The person hired had to come with knowledge and skills. The work force then consisted of people of varied socio-economic backgrounds. Mass production by conveyor belt had only one mantra – productivity. The more they produced, the better it was for the health of business. Motivation adopted the age old “carrot and stick” methods that resulted in excessive labour turnover due to work monotony and fatigue; workers sank into depression; and they lost tempers quickly and resigned impulsively.

Hawthorne Studies The quest for productivity resulted in going to academics to help with a formula as late as 1927 AD when Hawthorne Works of Western Electric Company in Chicago hired Elton Mayo of Harvard Business School to provide a solution to a very demoralised work force. He created an informal test group who were subjected to various conditions – light, tea-breaks, working conditions, etc. In spite of different conditions ranging from good to bad, this test group displayed incredible productivity. He made a startling discovery - that workers tended to cluster together into informal groups in order to fill a void in their lives (alienation) and this void resulted from a basic need for cooperation and comradeship, which modern industrial organisations had ignored. Further, these informal groups could exert a far stronger pull on the worker’s motivation than the combined strength of

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money, discipline, and even job security itself. The test group was an informal group who decided to break all records! He told managers and supervisors to improve communications so that all would have a sympathetic insight into the minds of each other and to put supervision into the hands of men to whom a respect for their fellowmen came naturally. Alienation was a demon and people needed the touch of humanness in a mechanistic world. Managers and supervisors were to be trained in the skills of listening, understanding and eliciting cooperation–quite a departure from the classical image of an iron boss. He also found that workers liked to participate in managing their own work, which informal groups provided. This reinforces the fact that motivation must come from within and not without. The concept of team spirit grew from here. By singling out the test group he gave these workers an “elite” feeling and attention, to which they were willing to give themselves wholeheartedly.

Michigan Studies In 1942, two social scientists Rensis Likert and Daniel Katz launched a sophisticated research better known as the Michigan Studies. They wanted to know the secret of high-performing groups and low-performing groups. They found the target groups who were clerical workers at the Prudential Insurance Company of America in Newark, New Jersey. There were distinctly two groups—high performing and low performing. They concentrated on the behaviour and attitudes of frontline supervisors. They discovered that supervisors that led high-performing groups were characterised as “employee centred” and those leading low-performing groups were “production centred” (or task centred). Employee-centred supervisors were task oriented too but gave more emphasis to its workers. Their supervisory tactic was to give their people a general outline of how the work was to be accomplished leaving the details up to the workers themselves. They assumed that their people were responsible enough and capable to get things done without someone peering over their shoulders. The employees were in control. The task-oriented supervisor considered that his main job was to get the work done and looked at his people as pure instruments. He interfered with all decisions and provided close supervision. The study showed that the emphasis on productivity at the expense of workers’ dignity was self-defeating. The employee-centred supervisors were cooperative, democratic and amenable to reason; while the production-centred supervisor was defensive, authoritarian and arbitrary.

THEORY OF NEEDS Abraham Maslow, a social scientist, brought the concept of human needs that changed the concept of motivation most dramatically by claiming that: 1) All humans have needs. 2) These needs can be collated into five broad categories. 3) The categories have an ascending hierarchical order. 4) That one must be satisfied to move to the other. (Later scientists proved that all needs can co-exist together in varying levels of importance to every individual). Needs are essential to human well-being. These could include those that are essential to human survival such as food, water, clothing and shelter at the basic level, to those that are essential for social survival like belonging and status.

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This has been very well illustrated through the famous Maslow’s Need Hierarchy as shown below.

Self Actualisation

Status Self Belonging Security Physical

Emotional

Physiological Needs

Maslow’s Need Hierarchy

The needs start from the bottom and we shall examine how they impact on human beings. Physiological Needs: These are the basic needs for survival such as food, water, clothing, shelter, air and sex (for procreation of the human species). The hotel industry recognises these needs and meets them by providing free duty meals that satisfies the need for food; uniforms for clothing needs; housing or an allowance for housing to meet the need for shelter; potable water in staff cafeterias; fresh air through climate control mechanisms—for example, the kitchens and laundry, which are very humid and hot especially in hot climates are provided with proper exhausts and fresh air supply—and a salary to start and propagate a family. Security Needs: When survival is no longer an ever present danger there is a tendency to become more concerned with preserving this good fortune. The security needs are both physical and emotional. The employees want to be sure that the organisation they are working in is physically safe from anything that may endanger the body. Hotels provide locks, fire-warning systems, sprinklers, fire-fighting equipment, etc. to satisfy this need of physical safety. Employees want to be warned of wet floors and the name of callers before responding to a telephone. A well-trained security staff protects the safety of guests and employees. A worker’s need for emotional security comes in many ways. First is the need to be welcomed into the organisation and inducted well when they join; They want to know what is expected of them through job descriptions; they want to be treated with courtesy and respect; the property provides safe working conditions and give safety training, especially in the use of equipment and carrying heavy loads; grievance procedures, suggestion systems, performance evaluation are all organisational processes meant to give the employees emotional security. Belonging: Human beings are social animals. They prosper and grow when interacting with others. This behaviour was noticed right from the ancient times when early caveman lived together

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to form tribes. We have seen in the Hawthorne studies that in the absence of attention and loneliness people formed informal groups to provide that sense of belonging. Membership to a group was a powerful motivator. Employees are given identity cards to identify them with the organisation. Establishments provide social clubs and take welfare measures where employees can meet for sport or social meetings. Status and Self-Esteem: While status is the way others perceive us, self-esteem is the way we perceive ourselves. Employees within the industry are given ranks, perquisites and uniforms to distinguish them within and without the organisation. Hotels do have a hierarchy that sets a chain of command. People can aspire for higher positions in the organisation to improve their status. Self-esteem is a bit tricky. The first step towards is to give employee respect and dignity. Selfesteem is also given by bestowing authority and empowering employees. Suggestion schemes also permit employees to participate in the progress of the organisation by acting on their views and ideas. Self Actualisation: This is a state when human beings reach their potential and are able to control and contribute to the environment. This is the main motivator of the modern age. Organisations provide the conditions for people to attain their full potential through delegation, training and development; accountability; job rotation; challenging tasks etc. Employees want to feel that they have a say in the prosperity of the organisation. Personal growth by attaining mastery over one’s environment is potentially the most powerful motivator of all because unlike other motivators it can never be satiated.

Pittsburgh Studies One of the most sophisticated studies on work motivation came from Fredrick Herzberg and his colleagues at the Psychological Service of Pittsburgh. It is for this reason the study is called Pittsburgh Studies. They studied a more sophisticated group of 200 engineers and accountants. They were asked to recall specific incidents in their recent experience, which made them feel either good or bad. They found that good feelings were felt in the nature of work that they performed rather than background factors like money, security or working conditions. This led the researchers to classify these factors into those that they called motivators and those that they called hygiene factors. A motivator had an uplifting effect on attitudes or performance whereas hygiene factors provided no improvements but prevented loss of morale and efficiency. The hygiene factors were things like pay, security, working conditions, and supervisory style. These were dissatisfiers. When they were inadequate, they had a significant negative effect on workers’ attitudes, but they had no important positive effect when they were properly administered. This showed that these factors especially pay did not motivate. Motivators were satisfiers that left an uplifting impact such as recognition, growth, achievement, and challenge in the job. For this cadre of professionals sustained motivation lay in assignments that pushed their capabilities to their limits.

Competence, Affiliation and Achievement Motives Robert W. White of Harvard University discovered in his research of work motivation that the individual is more than just a vehicle for a set of instincts; he is also an active observer and shaper of his environment. In the broadest sense, they like to be able to make things happen – to create events rather than merely await them passively. White called this desire for mastery as “the

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competence motive”. In adults the competence motive is very likely to express itself as a desire for job mastery and professional growth. A man who trusts his own ability to influence his environment will actually try to influence it more often and more boldly than someone who is inclined to let the environment influence him. Stanley Schachter of the University of Minnesota discovered that people like other people’s company and that some like it more than others. This need for socialising was “the affiliation motive”. He confirmed Mayo’s theory that people formed informal groups in an impersonal work environment. He went further to state that people sought the company of others for what they gave him as also for the sheer pleasure of it. Those that believe in a similar thing will seek each other out with urgency. They go through an excited process of comparing notes, speculating about the event, and seeking explanations. They get relief in exchanging notes. Misery certainly does love company. The informal group was an antidote for dull working environments and oppressive bosses. Groups provide pride, importance and security to the individual. David C. McClelland from Harvard University led a group of psychologists on a research and discovered “the achievement motive”. They found that the achievement motive played a very vigorous role in the lives of people. This motive makes accomplishment an end in itself. People with this motive enjoy winning, in competing successfully with a difficult standard; this means more than money or recognition. The higher this motivation was in people, the higher was their rise in positions of greater power and responsibility. They were willing to take risks and wanted feedback that is prompt, precise and unmistakeable; they committed themselves emotionally to accomplishing tasks.

Future Approaches The frontiers of human productivity already lie beyond decent supervisory relationships. The tightlycontrolled organisation is obsolete. Management will move toward greater flexibility and individual responsibility because these are more efficient principles of organisation than the traditional chain of command. Organisations will believe in decentralisation, delegation and human development. Normal decision-making functions will be automated and will most probably replace middle management. People will have greater information to make better decisions so that younger generations will hold positions far greater than their forefathers at that age. Organisations will find ways to make good employees permanent stakeholders in the company by giving them a share of profits in addition to pay. Jack Welsh, a modern guru, the CEO who turned around General Motors into a winning organisation recommends the following: • • • •

Human resource management must build leaders and careers. Introduce a non-bureaucratic evaluation system. Identify with unions and star performers. Use the 20-70-10 principle in which 20% of the workers are stars that drive the organisation; 70% are the work-horses who provide continuity to the organisation and are the heart and soul of the organisation; 10% are “sliders” and “disrupters” who are losing motivation and those who downright bring down the organisation because of their incompetence. • Keep the organisation as flat as possible with clear reporting relationships and responsibilities.

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CONVERTING STUDIES INTO A MOTIVATIONAL STRATEGY 1. The manager must evaluate and restructure, if necessary, one’s own attitude towards people first. There are valuable psychometric tests, the most modern being the Circumplex that identifies one’s leadership style. The manager must perceive those working under him as human beings with feelings and needs. They are not automatons within complex work machinery. They have a say in how work is to be conducted. (Michigan studies-Employee centred) 2. Know your people well and give them personal attention. The absence of a high touch will only alienate them and they will only run to informal groups, which may or may not be productive. (Hawthorne Studies; Affiliation Motive) 3. Provide excitement in the job by job enrichment, job rotation and job enlargement. (Hygiene factor – nature of job converted to motivator – challenge in job; Achievement motive). 4. One of the greatest needs of today’s workers is to have a feeling that he is in control of his environment and not vice versa. Delegate responsibility and give limited authority for the employee to execute his or her job. Once he is ready to assume this he can be held accountable for his job. Set targets and standards and let the employee have ownership of his area. For example, there will soon be no restaurant captains but superior restaurant servers or teams who “own” the restaurant. Very often supervisors assume all responsibility and authority for fear of losing control at the workplace. This is a misnomer. Accountability gives the worker a purpose in life and the need to do his job well. It also releases the manager to do other more important things. (Competence Motive). 5. Chalk out common objectives with the employee and agree on norms to achieve them. This gives workers a security as to what is expected out of him and her. When he has met his objectives he certainly has a feeling of achievement. This feeling of achievement is the greatest motivator. (Employee-centred supervisor; Achievement motivation). 6. Recognise good work done. This should not be a precondition of performance otherwise it lapses into positive KITAs. Recognise in public and institute such programs as “Best Employee of the Month”. (Pittsburgh motivator of recognition) 7. Make training and development an important part of organisational life. Individuals must be nurtured to achieve their own potential and a mastery over their given field. (Growth as a powerful motivator-Pittsburgh studies, Self-Esteem and Self Actualization) 8. Follow the 20-70-20 principle. Empower those 20% who drive the department; delegate responsibilities and develop them into leaders. Do not take the 70% for granted but respect and recognise them for keeping the wheels of the department moving. The “sliders” must be encouraged to reach their peak potential with personalised action plans such as training, job enrichment and job rotation. Get rid of “disrupters”!

KEY TERMS Achievement Motive Affiliation Motive Competence Motive

the need to accomplish the need for other people the need for mastery

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elements that cause dissatisfaction elements that cause satisfaction people oriented task oriented feeling of isolation

REVIEW QUIZ Case study You are the new Restaurant Manager of Hotel Winwood. Within the first week you find that you are receiving no cooperation from your employees. You discover that two long-standing and much respected restaurant captains in the hotel were vying for the position. Employees are not meeting productivity standards. You check with the Food and Beverage Manager why they were not selected for the post. He claims that while one supervisor was capable, she lacked modern vision. The other supervisor incited employees against the management and had the power to disrupt work if confronted. The hotel has no union. What steps will you take to lead and motivate this team?

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L E S S O N

36 Hygiene and Sanitation

INTRODUCTION Hygiene matters are those that directly affect a person’s health, while sanitation is related to the contamination of the environment, which affects the health of the people generally. This subject has become a very important aspect of the food service industry as it involves food and beverage that are served and consumed by customers thereby benefiting or adversely affecting health. Most governments have legislations and by-laws to protect the consumer from contamination. Restaurants have been asked to close down if the municipal or health authorities are not confident of the standards of preparation and service of the restaurant. A restaurant tagged as possessing poor hygiene standards is doomed to failure. The consumer is very particular about those things that he or she is going to consume. It is, therefore, imperative to include this chapter in any food service guide as it is as essential to service as the products themselves.

CONSIDERATIONS FOR HYGIENE & SANITATION The concern for hygiene and sanitation starts from the time of designing a premise for food service. There are many inter-related aspects of preparation and service that have to be considered at the design stage so as to protect the establishment from hazards. The following table gives the considerations at designing stage for hygiene and sanitation. Environment

Food Handling

Personal Hygiene

Site selection Flooring & Walls Equipment Exhaust systems Lighting Water supply Waste disposal

Receiving Storage Preparation Cooking Holding Serving Clearing & cleaning Disposal of waste

Clean clothes Grooming Staff health Habits

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Hygiene and sanitation considerations start at the site selection stage. The site must not be open to air pollution or close to sewage dumps. The premises must be away from any sites where there are hazards of insects and pests. If the premises is part of existing buildings like office blocks or malls, then one has to give consideration to the exhaust points, waste disposal processes and the supply of potable water. The plumbing system has to be examined for its quality of pipes and durability otherwise leaking pipes can contaminate the water being supplied. The drainage and waste disposal too has to be examined ensuring that the municipal garbage disposal method is available. Floors of kitchens must be non-absorbent, non-corrosive, non-slippery and hardwearing, fire resistant, free from joints, not easily damaged and above all easy to clean. Floors should be durable to take heavy equipment and the heavy passage of trolleys and personnel. Ideal flooring would be joint-free cement with a non-corrosive emulsion finish. Some kitchens have successfully experimented with linoleum, which is hard wearing. Many kitchens are tempted to use tiles for its sanitised look. The problem with tiles is that it has too many joints where food can deposit and create a food hazard. Kitchen walls can be done with the same emulsion finish through ceramic tiles, which are popularly used. Ceilings too must be high to take the impact of steam, gases and heat. A plaster paint finish is most suitable. Equipment and work surfaces for food preparation must be very clean at all times. Stainless steel is now the standard material used for equipment and work tables. They are easily cleaned and durable. They also give the kitchen a sparkling finish. The exhaust systems must be efficient in kitchen operations to draw out contamination from spent fuel. Extractor Hoods over hot ranges remove fumes, vapours and odours. The hoods come with grease filters to ensure that grease does not settle in the hood ducts and pose a fire hazard. Windows are discouraged as they become inlets for dust, insects and flies that are carriers of bacteria. If windows are unavoidable, then the windows must be fitted with wire mesh. Exhaust fans are essential to suck out smoke, stale air and odours. To support this it is essential to pump in fresh air. It replaces oxygen spent by the kitchen brigade as also the fuel. Stale air makes food to become stale quickly. One problem with inadequate ventilation is condensation, where droplets of moisture fall on cooking surfaces and food. Condensation creates moulds, fungus and bacteria that can contaminate food. The food handling process during operations became an important part of hygiene and sanitation concerns. It starts with the receiving area when raw materials are received into the property. Perishables in particular like meats, fruits, vegetables and dairy products could be carriers of bacteria at the outset. The receiving area should be tiled and kept clean at all times. It should also have a sink to wash down vegetables, fruits and fish before they enter the property. Receiving personnel take great pains to ensure that damaged, rotten food or infested foods are not accepted into the establishment. Storage facilities are vital to ensure proper hygiene and sanitation conditions. At the outset only it should be seen that there are separate stores for different products. We have the perishable stores, dry stores, general stores, housekeeping stores, engineering stores, stewarding stores and beverage stores. While all stores have professional standards of storing items, prime concern is the perishable and dry stores. Perishables have to be stored in appropriate refrigerated conditions. For long storage, deep freezes are maintained between – 20∞C to 0∞C. Meats are kept in these deep freezes. For daily consumption of perishables, there are cold storages where temperatures are

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maintained between 0∞C to – 5∞C. Dairy products are kept away from poultry products and meats from vegetables to prevent cross-contamination. The dry stores are where tinned and bottled foods and other commodities are stored. The store is kept between 20∞C to 25∞C temperature. The issuing procedures follows the “first-in, first-out’ method to ensure that foods are not in the stores for long periods of time. Heat is a good method to kill bacteria. So at the cooking stage most risks are eliminated provided the raw materials used are fresh. Contamination can take place from the people who cook and serve the food. A sick person could transfer bacteria through his breath. Blood borne pathogens are transferred through cuts in fingers and other body parts. Foreign matter like hair, glass, wood etc. could fall into food at the cooking, holding and service stages. Kitchens have to be kept spotlessly clean through frequent cleaning schedules. Food fallen on the floor cannot be allowed to stay. The stewarding department is responsible for just this. Kitchens must have adequate garbage disposal bins, which must be emptied at the municipality garbage point frequently. Kitchens and stores must be put through regular pest control schedules to eliminate rodents, insects and flies.

KEY TERMS Hygiene Sanitation

principles of maintaining good health cleaning the environment that affects health

REVIEW QUIZ True 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

or False Most governments have laws to maintain sanitary conditions The concern for hygiene and sanitation in a restaurant starts with food preparation. A sanitation program will insist on effective exhaust systems. Good hygiene is influenced by habits. Food storage is not a sanitation issue. Floors of kitchens must be free from joints. Kitchen ceilings must be low for better sanitary conditions. Wood is the best material to main hygienic conditions for kitchen tables. Perishables could be carriers of bacteria. Heat is a good method to kill bacteria in food.

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37 Hazard Analysis Critical Control Point

WHAT IS HACCP? Hazard Analysis Critical Control Point (HACCP) system on food safety was developed jointly by the Pillsbury Company, the United States Natick Laboratories and the National Aeronautics and Space Administration in 1974. It is a new approach being adopted by health ministries and municipalities to minimise food safety risks in food service organisations. Establishments running the HACCP program ensure a standard of food safety that is recognised as the definitive certification for safe food operations. HACCP is a systematic approach to identify, evaluate and control food safety hazards. Food safety hazards are caused by biological, chemical or physical agents. These agents can cause injury or illness, if not controlled. This method also has other benefits of maintaining food quality and managing food costs. HACCP works on Critical Control Points (CCPs), which if controlled can eliminate health risks. Each control point has stated Critical Limits, which are acceptable tolerance parameters within which operations must run. Most food establishments have ten critical control points as given below.

CRITICAL CONTROL POINTS • • • • • • • • • •

Menu Planning Purchasing Receiving Storing Issuing Preparation Cooking Holding Service Cleaning and Maintenance

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Let us examine each control point to understand their significance as potential safety risks in the service chain.

Menu Planning Menu Planning is the first control point in the food service system. The challenges of menu planning are amply explained in Lesson 12, “Menu Planning”. The menu that is offered, impacts purchasing, receiving, storage, equipment, cooking personnel and methods. It is, therefore, essential that great care is taken in determining what the establishment wishes to offer. From the food-safety point-ofview we would like to restrict the number of raw materials purchased as each would have its special conditions for storage. The establishment would like to control the storage conditions so that raw materials are fresh and edible at the time of service. Items on the menu bring to focus the issue of availability. We do not want to transport foods from great distances as food can get spoiled during transit. The HACCP program also sets standards for raw materials. The correct quality or grade of food products must be stated and available at all times. Therefore, items mentioned “fresh” in the menu should not be frozen, canned or preserved. The point of origin in the menu must be accurate. Therefore, claims like California oranges, Himalayan trout or Scottish Smoked Salmon must be authentic. The size, weight and portion advertised on the menu must be accurate. Portion sizes must be accurate. So a ‘bowl of broth’ cannot be a cup of broth or ‘tall’ drinks should not end up in short glasses just because the item is not available during the year to give the correct portion. Dietary and nutritional claims too must be authentic and the raw materials available at all times when planning the menu. So when we announce a ‘fat free’ or ‘low calorie’ diet, the ingredients should match the claims.

Purchasing The menu planned, determines the ingredients that have to be purchased and in what amounts. The objective of purchasing is to get the right quality at the right price and quantity at the right time. Therefore, the Purchasing function becomes a control point. Purchasing has to be sure of the suppliers and their methods of procurement ensure the right quality of items normally defined in a Purchase Specification – the document that defines the standard of a product. One of the criteria for selecting a supplier would be his food safety policies and standards. This is determined by actually visiting the sites of the suppliers and inspecting their storage and packing methods. They also have to take into account lead times for items to be made available for kitchen brigades. Perishable items in particular must have minimum lead times from sources to procurement to keep items fresh for consumption.

Receiving The receiving control point follows purchasing. The Receiving function inspects deliveries of items purchased in terms of quality, quantity and price. They take care to check each item before taking ownership of the products on behalf of the establishment. They would in particular check for freshness, expiry dates of canned, frozen or preserved food products. Risk reduction at this stage greatly controls the ultimate offer to guests. The Receiving facility has to be well sanitised with equipment and tools that do not create cross contamination. It should have appropriate weighing scales to determine quantity. Thermometers are indispensable to Receiving personnel. A metal-stemmed pocket probe thermometer is a valuable tool. Perishable items are washed at the

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Receiving facility to reduce the risk of germs and bacteria entering the establishments. Receiving would check how the perishable items are delivered to the premises. Perishable items must come in refrigerated vans while each is checked for the way they are packed. Some common packing is ice for fish and shellfish, straw for oranges, cellophane wrapping for smoked salmon, etc. Canned items must be properly labeled with the authenticity of ISI signs, expiry dates and undamaged packing.

Stores The storing control point is very critical and serves to protect the food and non-food items fresh till such time they are ready for consumption. This is the stage that spoilage and contamination takes place. Therefore, it is imperative to ensure proper storage conditions. Dry stores are kept at 20°C to 25°C and away from any steam or hot water pipes. Items are stored on racks (at least 6” above the floor) and not on the floor to avoid pests. A pest control schedule ensures that stores are free from rodents and insects. Perishables are kept in deep freezes at 0°C to 25°C temperatures while cold storages are maintained between 0°C to 5°C degrees. They follow the FIFO (first-in, first-out) principle. The major responsibilities of storekeepers are to : • Conduct frequent inspections of products • Check for spoilage. This is ascertained through sight if items have moulds, cans are bloated, items are discoloured; through smell for rotten odours; and through touch if items have gone limp and pulpy. • Discard food that is contaminated.

Issuing The control point of issuing is to ensure that authorised persons withdraw items from the store and that spoiled items are not issued. Authorised people will also know the freshness of items when receiving the items from the store. As mentioned earlier, the FIFO method is employed to ensure that items are kept in store for a long time. Storekeepers also give the users feedback on slow moving items so as to reduce the ordering quantities and avoid spoilage in storage.

Preparation The food preparation control point is perhaps the most important safety point for several reasons. Firstly, items received from stores are unwrapped and exposed to the room temperature of the kitchen, a potential source of contamination. Secondly, the temperature danger zone for all food items is 5°C to 60°C degrees. The kitchen cannot guarantee that temperatures in the kitchen are not within the danger zone. Thirdly, the kitchen brigade could contaminate the food with their coughs, sneezes and dirty hands. Finally, cold items like salads and deserts do not have heat treatment like hot foods to kill microorganisms. They go straight for consumption. It is essential that they are refrigerated adequately to take them out of the danger zone before service. Heat is a wonderful ally to reduce food risk when cooking. It serves three objectives: to destroy harmful bacteria, to make food digestible and to alter the food’s colour, texture and appearance. Some tips for reducing risks at the time of food preparation are: • Raw vegetables and fruits must be washed before use. • Sensory tests should be used repeatedly to evaluate the quality of food. • All items for a dish must be assembled to introduce at the right time in the food preparation. • Food preparation must strictly follow the standard recipe instructions.

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• Try not to bring food into multiple temperature changes. • Thaw frozen foods in cold refrigerators first. Drastic reduction in temperature can be a hazard. Never thaw food at room temperature. The risks are great. • All preparation surfaces must be sanitised after each preparation. • Rusty tools and equipment should be discarded. • Staff must wear clean uniforms, use hair restraints, be in the habit of washing hands frequently, using gloves when handling food directly and have high standards of personal hygiene. • All the equipment should be properly cleaned at the end of each shift. • Kitchen floors must be mopped clean frequently. • Staff must be trained to reduce risks. Training should include the use of standard recipes, time-temperature combinations, sensory tests, personal hygiene, safe food handling and the proper use of equipment.

Holding Holding is the time period between the completion of food preparation and its service. Ideally the food should be served immediately. However, this may not always be possible due to busy work schedules for banquets and buffets when food is prepared well in advance in view of the quantity involved. Some tips at this critical point are: • Hot foods must not be allowed to cool. They must be kept in hot cases at 60°C degrees or above. • Leftover food from buffets must be cooled from 60°C to 21°C within two hours or between 70°C to 5°C within four hours. Improper cooling is the main cause of food-borne illness. • Leftovers must be chilled for future use in pans that are no more than 4 inches deep to manage the heat transfer rate—the rate at which heat leaves food—and to avoid contamination from the container. These pots must be properly sealed. • Leftovers must be stored in stainless steel pots • Cold items like salads and desserts can be held in the cold refrigerator. • When re-heating the food must attain a minimum internal temperature of 74°C degrees for 15 seconds. • The establishment should ensure purchase of proper holding equipment with temperature gauges, such as bain-marie for food, warming drawers for breads and infrared lamps to keep pre-plated food warm, cold holding equipment for salads and desserts, and hot cases. • Holding equipment such as bain-marie must be replenished frequently to keep food fresh for the guests. • The staff must use thermometres to monitor of temperatures of food and holding equipment. • Proper tolls like plastic gloves, ladles, scoops, etc., must be used when portioning food. • Holding equipment must be cleaned and sanitised immediately after use.

Serving The food service control point encompasses a number of issues. It starts with the hygiene of service staff. Servers can be carriers of bacteria and diseases. Some tips for service staff hygiene: • Hair must be cut short. Men and women with long hair must tie it in a bun preferably with hair netting.

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• Hands must be washed frequently. Stains of food, ball-pen ink or dust are not only obnoxious to guests but are safety hazards. • Nails must be well-manicured and clean. We must remember that guests see the server’s hands when he pours water into goblets on the table or when he serves food. • Uniforms must be immaculately clean and pressed. They are the physical evidence of the establishment’s hygiene standards. • Shoes must be polished and clean. • Servers must bathe before coming on duty. Spray the body with a light-smelling deodorant. • Minor cuts must be covered with band-aid to prevent transfer of blood-borne pathogens. • Servers who are ill or have a cough or sneeze should not be allowed to handle food and serve guests. • Avoid smoking or chewing gum in the kitchens and service areas. Then comes the issue of communication between the servers and the kitchen staff. Servers must know the preparation times of food so as to pick the food as soon as it is prepared. They must listen to special instruction of the kitchen staff regarding food service. Chinese food is served extremely hot to value the taste and experience. Some steamed items are wrapped in banana leaves, aluminum foil or fine muslin. These are to be opened by the guest only. Then each type of service has its own challenges. An Indian or Chinese meal has multi-dishes to complete the meal. It is a challenge to serve each dish piping hot. Pre-plated food is easier to manage as it can be kept warm under infrared lights or plate covers. Buffets have a variety of dishes served at different temperatures. Each needs special handling. Salads, frozen desserts and cold cuts have to be kept cool. Soups and hot dishes have to be maintained hot. The servers have to ensure that the temperatures as required are maintained at the desired limit to keep the food safe for consumption. Essentially food should be kept out of the temperature danger zone of 5°C to 60°C. Servers have to be alert to food spills and clean surfaces every few minutes. The handling of food and service ware is another issue for servers. There are some norms to be followed: • Avoid contact with food with bare hands. Use gloves, tongs and service spoons to handle food. • Never serve food that has fallen on the floor. • Replace tableware and service ware with clean ones if they fall on the floor. • Service ware and tableware must be properly polished and sanitised when in use. • Never touch service ware that will be in direct contact with the guest’s mouth. Examples are the rims of glasses or cups; cups of spoons etc. Hold glasses at the bottom and cutlery by the handles.

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• Be sure that the bottom of service ware like trays or dishes are clean so as not to soil table cloths and uniforms. • Check each dish before service for physical contaminants like hair, glass, pins, etc. • Take a minimum time to serve food after it is cooked. • Remove soiled crockery, cutlery and glassware from the table immediately after use and deposit it directly at the dishwasher’s station. • Use tongs when serving ice and not the hands. • Present tableware just before service. Some servers may be tempted to lay out the tables overnight for the next morning service. Such long exposure will attract dust. • Make sure that all glasses are held against the light to check for fingerprints and watermarks. • The lips of bottles of proprietary sauces like ketchup, Soya sauce, Tabasco or meat sauces must be kept clean. Similarly, salt and pepper shakers must be kept clean. Jam, pickle, sugar and mustard pots must be polished and cleaned as much as butter dishes. • Side-stations in restaurants must be kept clean always and soiled linen dumped in the appropriate hamper. • The entire restaurant including furniture, equipment, carpets and draperies must be cleaned before service. • Room service trolleys must have hot cases to serve the food hot and out of the temperature danger zone. • Use preferably plate warmers when serving food to keep the food warm.

Cleaning and Maintenance Finally the cleaning and maintenance of kitchen and service equipment need special care. Some tips to observe are: • Handle cleaning agents carefully. They must be labelled and the labels should describe their potency and toxic qualities. • Cleaning agents must be locked in separate cupboards away from cooking areas. • Staff must be properly trained in the use of cleaning agents or the job should be given to qualified contractors. • Store cleaning agents in their prescribed bottles and cartons and not in kitchen utensils. • Kitchen and service equipment must be sanitised every day, preferably at the end of each shift. When personnel are idle, they should be allocated to cleaning. • Assign cleaning responsibility to staff as part of their daily schedule. By doing this supervisors can hold the concerned staff member responsible.

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• It is advisable to post cleaning procedures beside the equipment to reinforce proper procedures of cleaning. • While the Kitchen Stewarding is responsible for the cleanliness of kitchens and service ware, it is everybody’s responsibility towards hygiene and sanitation of these areas. • Manual cleaning systems must have the three sinks approach—wash, rinse and sanitise. Hot water must be at least at 77oC for a minimum of 30 seconds to bring about effective sanitization. Other solvents for sanitisation could include dissolving 50mg of chlorine to 1 litre of water or 12.5mg of iodine to 1 litre of water at a temperature of 24oC for a minute. • Equipment and utensils must be scraped and pre-soaked before the washing cycles to get rid of food particles and grease. • The water used for washing, rinsing and sanitising must be changes frequently.

WHO IS RESPONSIBLE FOR HACCP? All the members of management and staff of the food establishment are responsible. The owners and corporate management must include food safety as part of their philosophy supported by appropriate policies. They would drive the setting of food safety standards and ensuring regulatory compliance within those standards. They would also set aside budgets for training and certification. The operational managers and supervisors must lead by demonstrating their commitment to food safety standards. They would ensure that all staff are appropriately trained and will monitor compliance to the food safety standards. They act as the pivot of feedback on how to improve performance at each critical point. The staff members are the key performers of the HACCP program as they are ensuring the safety standards are met. Each member would have been trained as part of their orientation and are encouraged to give feedback on how to improve safety performance. The management may even incorporate a recognition program to those staff members who demonstrate outstanding commitment to the safety program.

THE HACCP PROCESS The HACCP process consists of seven principles given below. Each principle is explained through a series of slides. Each slide is self explanatory. However, there are some terms that need to be explained to understand the slides better.

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HACCP TERMINOLOGY � � � � � � � � � � � �

Acceptable Level: does not pose risk. Control Point: where there is a risk. Critical Control Point: unacceptable risk. Critical Limit: the parameters within which physical, biological and chemical risks must be controlled. Deviation: failure to control a critical risk. HACCP Plan: formal written procedures for safety. Hazard: unacceptable consumer risk. Monitoring: Planned sequence of observations and measurements to keep accurate record. Preventive measure: means to exclude, destroy, eliminate or reduce a hazard. Risk: a likely occurrence of a hazard. Sensitive Ingredient: any ingredient historically associated with a known microbiological hazard. Verification: means, methods, procedures and tests to determine if the HACCP system is in compliance with the HACCP Plan.

7 HACCP PRINCIPLES � � � � � � �

Conduct a Hazard Analysis. Determine the Critical Control Points. Establish the critical limits for preventive measures. Establish procedures to monitor CCPs. Establish corrective actions when limits are exceeded. Establish various verification procedures that document HACCP plan. Establish recordkeeping and documentation procedures to verify that HACCP plan is working.

CONDUCT HAZARD ANALYSIS � � � � � � � � � � �

Ingredients Intrinsic Factors Procedures used in manufacture Microbial content of the food Facility design Equipment design Packaging Sanitation Staff hygiene, health & education Conditions of storage Intended consumer

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SOME HAZARDS � � � � � � � �

Glass Wood Stones Metal fragments Insulation Bone Plastic Personal effects

� � � � � � � � �

Choking Cuts Infection Food poisoning Vomiting Broken teeth Allergic outbreak Burns Death

CRITICAL CONTROL POINTS � � � � � � � � � �

Menu Planning Purchasing Receiving Storing Issuing Preparation Cooking Holding Serving Cleaning & Maintenance

CRITICAL LIMITS � � � � � � � �

41°F to 140°F is Temperature Danger Zone Time Quantity Water pH factor of acidity Salt concentration Chlorine Viscosity

MONITORING CCPs � Track operation � Identify lack of control or deviation � Provide written documentation

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CORRECTIVE ACTION � � � � �

Documentation Correction Re-training Information program Close supervision

VERIFICATION � � � � � �

Inspection schedules Review of HACCP plan Review of CCPs Review deviations Random sampling Review of records

RECORDKEEPING � � � � � � � � �

HACCP Plan Description of each food product and intended use Flow diagrams indicating CCPs Hazards of each CCP Critical limits Monitoring system Corrective actions take Recordkeeping procedures Verification records

KEY TERMS Acceptable Point Control Point Critical control Point Critical Limit

does not pose risk a point where there is risk point of unacceptable risk the parameters within which physical, biological and chemical risks must be controlled

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Deviation Hazard HACCP Monitoring Preventive Measures Risk Sensitive Ingredient Verification

failure to control a critical risk unacceptable consumer risk Hazard Analysis Critical Control Point Planned sequence of observations and measurements to keep accurate record means to exclude, destroy, eliminate or reduce a hazard. a likely occurrence of a hazard any ingredient historically associated with a known microbiological hazard means, methods, procedures and tests to determine if the HACCP system is in compliance with the HACCP Plan.

REVIEW QUIZ 1. 2. 3. 4. 5.

What are the critical control points in the HACCP program? How can we reduce risk at the time of food preparation? How can we reduce risk when handling food service ware? What are the 7 HACCP principles? What are the hazards to guests?

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38 Safety

INTRODUCTION Kitchens are playing fields for hazards. One may not realise the risks each day the cooking brigade is exposed to because it is dealing with power equipment and tools. State governments understand this aspect and have come up with legislation for the protection of staff, property and guests. The hazards in a kitchen involve burns, cuts, fires, strains and sprains and electrocution. The most important things for management must be to have policies and procedures to prevent them from happening and an effective way to respond to such mishaps should they occur.

SAFETY PROVISIONS DURING PLANNING STAGE The considerations for safety are factored in at the time of construction and facility planning of kitchens and food service areas. Facility Planners would have given thought to the following: • All electrical cables that supply power to the kitchen electrical equipment are certified as safe using the proper material and standards. • Cabling must be done through proper metal conduits from the power source to the supply source. There should not be any loose cabling in the kitchen. • The kitchen has adequate ventilation and exhaust systems. This is provided by fresh air ducts, cooking range exhausts and exhaust fans to pull smoke from the kitchen areas. • All kitchen equipment is from reliable suppliers who have built in safety features and provide training manuals.

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• Traffic movement should be studied and adequate spaces should be provided for staff to move around. One must understand that they would be carrying hot pots, dishes and needing free movement. • Floors must have anti-skidding tiles and hardy enough to take heavy traffic. • There should be adequate storage areas for pots and pans so that they do not lie on the floors to cause tripping and falling. • Wet areas like pot-washing areas and dishwashing areas should be kept aside to avoid water from spilling in the kitchen floors resulting in slipping and electrocution. • Gas fuel pipes must be laid out as per legal requirements and clearly marked in colour to identify them for future leaks. The gas banks should be kept outside the building in cages open to the open air. • Pots and pans with heat-proof handles should be selected for cooking to avoid burns while handling them. • Voltage and wattage supply must match the requirements of the kitchen equipment to avoid short-circuits and burn-outs leading to fire hazards. • The kitchen should be equipped with the appropriate fire-fighting equipment including extinguishers and hoses. • Appropriate fire exits should be provided for staff and guests to escape in an emergency. • The planners should ensure a separate water source for fire extinguishing purposes. In many hotels the swimming pool doubles as that water reservoir. The facility will need, as per the requirements of the fire brigade, proper access to the premises for the fire engines during an emergency. • Kitchen areas must be well-lit with fluorescent lights of about 500 lux. • Kitchen planning must avoid blind corners or cross-traffic aisles so that people do not bump into each other accidentally. • Kitchen floors must be level from end-to-end. Uneven floors or steps in the kitchen are definite hazards. • Switches of electrical equipment must be easily visible and reachable. Many kitchens hide switches behind the work counters making it difficult for the cooks to reach them. Because of this inconvenience the cooks do not switch off the equipment when not in use. Inaccessible switches are also a strain on effort for the cooks. • Ensure that the kitchen is provided with grease traps as per standards of the safety authorities. • Install fire-detection devices and sprinkler systems for fire.

PRE-OPERATIONS SAFETY PROVISIONS The first thing before an operation starts is to have written safety policies and procedures. Such policies should provide: • Safety training to all the staff

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• • • • •

Supplier training on the correct use of equipment First-Aid training Fire-safety training especially in the use of extinguishers Records and analysis of accidents Accountability for safety—The person responsible is usually the chef of the kitchen and the restaurant manager for the restaurant. • System of inspections internally and by inspectors from the Labour, Health or Municipality, whoever is responsible for occupational safety • Placing safety posters along the walls of the kitchen • Certification of Fire extinguishers installed and a schedule of replenishment • Certification of gas pipes and banks by the competent authority • Ensure that all kitchen equipment purchased conform to the standards code for safety The second thing the chef ensures is to provide a first-aid kit in the kitchen normally located in his cabin itself so that he is aware of any accidents. A typical first-aid kit will have: • Crepe bandages • Band-aids • Cotton wool • Antiseptic lotion/ointments • Iodine • Tourniquets • Pain relievers

SAFETY PROVISIONS DURING OPERATIONS There are precautions taken by kitchen and service staff to prevent burns, cuts, strains, electrocution and equipment accidents. Let us examine each:

Burns • Prohibit smoking in the kitchen. Apart from it being unhygienic while cooking it is a source of burns in a busy operation. • Follow correct procedures to light stoves. • Carry hot pots by the handles and place them in pre-planned places when taken off the stove. Handles must be dry to avoid steam burns. Warn others when hot pots are being transported. • Use pots and pans which have secure handles. Loose handles can break when the pots are in transportation. • Use flat-bottomed pots and pans as rounded bottoms can tilt and spill hot liquids on to the cook. • Fill pots and pans to two-thirds of its capacity. Over-full pots and pans can cause hot spills during transportation.

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• Open covered pots with hot food within slowly to let steam escape. The face must be turned away to prevent a blast of steam onto the face. • Use long-handled spoons and ladles to keep hands away from hot food within pots and pans. Such handles must be protected from the transfer of heat to the hand by non-heat covering. • Stir liquid slowly. Vigorous movements can lead to splashes across onto the self. • Open oven doors slowly for the escape of heat. Keep body away from the blast. • Don’t reach into ovens for fear of burning hands. Always use gloves when taking out items from ovens. • Allow equipment to cool before cleaning commences. • Show extra precaution when pouring hot liquids into other containers. Warn others when this action is being taken. • Carry dishes according to what is comfortable to your strength. Overloading oneself can result in falls and spills with disastrous results. • Light gas stoves only when cooking. Naked flames not in use can cause a fire hazard. • Keep handles of pans when cooking away from the front of the stove. They should not protrude from the edge of stoves and work tables, lest they may be hit by passing traffic resulting in spills of hot oil or substances. • Fused bulbs must be handled by the maintenance staff. Cooks or service staff may handle hot bulbs with their bare hands and burn them. • Warn fellow cooks of hot-plates in use as they do not indicate whether they are on or not.

Cuts • All cutting implements must be sheathed in knife blocks or leather covers provided with it. Open knives are a hazard and need to kept in designated spots like drawers or racks. • Food must be cut on a table or chopping board and never in the hand. • Cutting strokes are done away from the body and downward. The other hand should hold firmly the food being cut. • Ensure knives are honed well with knife sharpeners. The knife sharpeners must have finger guards to protect the hand holding the sharpener. Dull knives can cause hazards while cutting. • Knives with loose handles must be discarded. • Do not try to catch a falling knife. • Keep knives away from the table edges. They should be pushed backwards. • When storing knives with open blades place the handle upwards and the blade downward.

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• Do not do horseplay with knives. • Do not use knives as screwdrivers or to open tin cans. • Store knives in special trays when sending them to the dishwashers. They can be a hazard when mixed with other implements. • When drying knives the movement of the cloth must be from the outer blade towards the sharper side. • Use the right knife for the right purpose. • Minimise the use of glass dishes in cooking. Broken glass must be cleaned immediately and others warned about it. Use brooms and dust pans when cleaning broken glass and not the free hands. • Dispose broken glass in separate containers for the purpose. Garbage cleaning crew can cut their hands when clearing the garbage bins.

Strains • Kitchen floors must be kept dry at all times. Spills must be dried immediately. Kitchen Stewarding must use “Wet Floor” signs during kitchen cleaning schedules. • Broken kitchen tiles must be replaced immediately to avoid stumbling over broken patches. • Flat shoes with non-skid soles must be used in the kitchen. Not only does it give ease to the feet for long hours on the feet but also prevents slippage. • The entrance to the kitchens, especially those connecting the restaurant, must have see-through windows to make sure there is no one on the other side. • All doors leading to the kitchen must be swinging doors for ease when transporting goods. • Use stepladders when reaching higher shelves. • Keep heavy items on lower shelves. • The art of lifting heavy loads is a way to avoid muscle strains. Heavy loads are lifted by keeping the back straight, bending the knees to lift the object and lifting with the legs and not the back.

Electrocution • Never connect equipment to the main power source unless they have the appropriate plugging devise. Many cooks do with open wires, which is a hazard. • Follow the manufacturer’s guidelines when operating electrical equipment. • Always unplug electrical equipment when cleaning it. • Never touch electrical sockets with wet hands.

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Fire • Clean hoods and exhausts periodically. • Smoking should be prohibited in kitchens. Apart from fire hazards it is also a hygiene factor. The kitchen should display appropriate signage showing “No Smoking”. • Know how to use fire extinguishers for major fire outbreaks. Knowledge of types of fires and which extinguisher to use is also important. Use common methods to extinguish simple food fires by spreading salt on the flames or baking soda. All staff must be trained in the use of fire extinguishers.

Use of Equipment • All staff must be trained in the use of equipment before they actually use it. The best trainers are the manufacturers or their authorised representatives. Each cook can be certified and recorded in their personal files. • Leaks from ill-maintained steam equipment can cause burns and boils. • Always follow safety procedures set by the manufacturers when using equipment. Place the instructions close to the equipment. • Report malfunctioning temperature controls immediately to the maintenance. • Faulty control knobs of equipment must be fixed immediately. • Ensure a regular preventive maintenance schedule of equipment throughout the year. The manufacturers are the best to attend to this aspect. • All equipment must be switched off at close of operations

On-going Safety Action • Management must have a written Safety Policy giving priority to it over convenience. It not only safeguards the employees but acts as a protection from legal libel action. The policies must include the following: � Written manual of safe work practices � Training of staff and certification � Conducting safety inspections � Maintaining records of accidents with full investigation reports � Emergency procedures � Training of identified staff in first-aid procedures � Equipment preventive maintenance schedules � Safety meetings and their minutes

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• • • •

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� Communication of safe practices � Recognition and rewards to staff who observe safe practices � Staff involvement in improving safety practices � External inspection records Maintain records of accidents to show to inspectors and to take precautionary measures for the future. Invite experts from the fire brigade, St. John’s Ambulance and occupational safety authorities to give talks, demonstrations and training to staff. Motivate staff with safety awards to encourage others to follow safety rules consistently. Incorporate suggestion schemes for better safety to keep staff ahead of safety concerns. Replenish first-aid kits periodically. Close supervision is the best way to ensure on-going safety. Unsafe practices must be corrected at once. Habitual offenders must be penalised for their actions.

KEY TERMS Safety Safety Policy Safety Inspections First Aid

a program to maintain safe working conditions guidelines to main safe working conditions audits by government work safety departments program of immediate health attention

REVIEW QUIZ 1. 2. 3. 4. 5.

What safety provisions are made during the planning stage? What are the safety provisions at the pre-operations stage? What precautions are necessary do avoid burns in a kitchen operation? What precautions are taken to avoid fires? What are the essential features of a safety policy?

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Setting up a Restaurant

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39 Basic Guidelines for Setting up a Restaurant

FEASIBILITY STUDY A feasibility study is an advanced assessment of whether an investment will be viable before any funds are committed. It is a research done to guide the planners and architects of the project, operations staff and the owner, at a later stage. The investor may commission the feasibility study to a public accounting firm, market research agency or a management-consulting establishment. Most feasibility studies address the following: • Evaluation of the market and future trends: This evaluation includes demographic (statistics of population) information on future customers like age, sex, marital status, number of children, family income, type of employment, place of residence, etc. It also identifies market segments such as housewives, businesspersons, students, children, etc., who will support the business. It also brings out the positive and negative social, demographic or economic trends anticipated. • Evaluation of the proposed site: In hotel and foodservice business, the keyword over the time has been, “Location, Location, Location”. Even an average property will run profitably, in an area where customer traffic is continuous. Such locations would be downtown areas, business and shopping districts, transportation terminals, etc. Such sites are expensive but could have major parking problems. Additional investments would have to be made for underground parking or parking towers. A site away from the main traffic like suburbs, highways, parks and heritage centres, will be cheaper and with plenty of parking spaces. However, the establishments located here would have either something very unique to offer or large advertisement budgets to attract people. • Analysing the competition: This study takes an inventory of all competing establishments in the area. While all types of restaurants are a competition, those establishments offering products and services closest to that offered by the investor pose the real threats. The feasibility study evaluates the following factors of the competition:

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� Location: This is a key factor in competition. A competitor located opposite or adjoining to the proposed site is in direct and fierce competition to attract the customer. Locations elsewhere may not pose a direct threat as each can serve a different geographic area. � Type of restaurant: It may nullify direct competition if the direct competitor across the street offers a cuisine or style different from what one is proposing. A Chinese restaurant then becomes no serious threat to an Indian restaurant located opposite to the restaurant. Each has distinct market segments. The only competition is posed when the customer in the location has not decided which cuisine to go for. Restaurants have managed to counter this by allowing aromas waft into the street. Coffeehouses deliberately crush coffee beans to give that coffee flavour in the street, while grill houses may let the smell of charcoal grill capture the sensory imagination of the customer. In the example above, the Chinese restaurant may have a window display of Chinese items or a see-through look from the street into the kitchen from the street. The Indian restaurant may allow their tandoors to fire outside. � History of the establishment: The best way to learn is from the mistakes of others. By knowing the history of an established restaurant one can make proper and reasonable decisions regarding the property. � Bar services: Alcohol is always a good attraction and gives a better profit margin. Bars also provide an atmosphere. Bars worldwide are strictly regulated by legislation, which includes the bonding of foreign liquor; serving drinks to adults only; operating and closing the bar at regulated times; stop serving to guests who are tipsy; managing rowdy elements, etc. � Type of service: This can also be a distinguishing element. A casual diner could complement a fine dining restaurant across the street or a bar could compliment a restaurant across the street. � Number of seats: Competition is also based on the capacities of the restaurant. A twelve-seated ice cream parlour is no competition to a doubledecked restaurant of a hundred and forty seats. Comparisons are unrealistic in such situations. � Type of entertainment: Entertainment can be a huge attraction. A restaurant with piped recorded music cannot compare with one with a live band. Nightclubs have their own entertainment standards, which becomes the main investment. Such entertainment can range from dinner theatres to folk dances. The cost of live entertainment is expensive

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but gives a distinct advantage. To counter this, some bars may televise world sporting events, which becomes an entertainment by itself to sport lovers. Others may hold in-house competitions with attractive sponsored prizes to attract customers.

Clientele � Market segment they cater to: Those competitors who cater to similar market segments are a threat. Restaurants in business districts may compete for a narrow business lunch clientele. Then differentiations are to be made from light luncheons to heavy ones. Some may cater to the health and diet crowd while others may cater to formal business entertainment. � Customer needs and habits: This can provide a tremendous competitive advantage. A family restaurant would offer economy meals, children’s menus, seating for infants and tabletop toys to keep children occupied. Some restaurants may have play areas with slides, carousals, electric trains, video games, etc. Restaurants providing for shoppers may have special innovations just for them like tableside bins to keep shopping bags or shop merchandising on the tables and easy access to the shopping small. Couples may want intimate surroundings. � Volume of business: This aspect can also define the level of competition. If the restaurants offer the same cuisine, the sheer volume of turnover can make the competition. Sometimes a competitor may be handling volumes much less than the proposed outlet in which case the competition is unequal to really worry about. � Average check: An average check is the average amount recovered from a single bill. This is dictated by the menu spread of an establishment. For example, a competitor may have a good spread of appetisers or dessert to increase the value of an average check. Other restaurants may not serve alcoholic drinks with the meals, which affect the average check that could give your restaurant a competitive edge. � Customer satisfaction levels: Dissatisfied customers of competition are always an opportunity to build loyalty to one’s own property. Satisfaction levels can be ascertained by surveys of people who patronise the competitor or by visiting the outlet as a customer and evaluating the level of service. � Value for Money: Customers are always looking for bargains. They look for more than what they perceive they are paying. Some restaurants may offer a free drink or an appetiser with each meal.

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• Operational Data � Days and hours of operation: Some outlets operate only for lunch and dinner while others may operate during office hours. Here is a unique opportunity to fill the other times by offering breakfast and tea snack service. Some restaurants have profited from a twenty-four hour service, patronised by late diners and night-shift service staff. Twenty-four hour service works well at transportation hubs like airports, railways stations and bus terminals. Others may benefit from being open during weekends and holidays when others are closed. � Menu prices: Pricing is another strategy to beat competition. One can either offer the same prices with better quality; higher prices for the elite; or lower prices for the economy eaters. � Promotional efforts: The efforts made by the competitor on promotion will be an opportunity to fill the promotional gaps. Some outlets may use the newspaper as an advertisement medium. Others may use the radio jingle for promoting their property while others may use subways and buses to popularise their property. Some only believe in discounting, while others on food promotions. A study of the promotional methods of the competitor can help one’s own strategies to be unique. � Chain affiliation: Of course a franchise gives any competitor a big advantage by its brand name, economies of scale in purchasing, etc. The way to beat that is to time up with another international franchiser. � Level of management/ technical expertise: This factor distinguishes the success stories from others. It is the management—their policies, training, staff motivation, level of cooking and service skills—that makes all the difference. The benefit of franchised operations is the access to specialists and technical manuals in fast food operations. � Composition of ownership: The owners of the property can determine the competitor’s status at times. A well-known family name can make all the difference. The composition can bring financial muscle, fame and technical expertise. � Operational ratios: The operational ratios give an idea of the competitor’s strengths and weaknesses. � Publicity: The attention that the competitor gets by the media is another competitive point to analyse. Some outlets may get publicity for contributing to environment protection while others to the welfare of elder citizens. One will have to find a niche to get positive publicity other than those got from special events and food promotions. • Estimate demand The feasibility study also ascertains the following: � The type and volume of demand for both food and beverage service.

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� The adequacy with which the demand is satisfied by competition. � The strengths and limitations of competition. � The opportunities for the proposed site. Demand is determined by the sales figures. This is done with a survey. Sometimes information is available with public libraries, town hall, economic department, etc., or by commissioning a market research firm that gets this information. Market Research firms will also interview customers and get their needs and wants. They would ask questions like their food preferences, amount they are willing to pay, how often they dine out, time spent on dining out, how much they are willing to travel, etc. Prepare projected financial statements The feasibility study, at the end of the day, has to reflect the projected profit and loss statements over a five or ten year period. A typical profit and loss statement is given below. Year 1

Year 2

Revenue: Food Beverage Tobacco Total Revenue: Less Cost of Food Cost of Beverages Gross Profit: Expenses Salaries & Wages Contract Services Laundry & Dry-cleaning License Fees Music & Entertainment Operating supplies Telecommunications Training Costs Marketing Expenses Total Expenses: Net Revenue (Loss) Depreciation Franchise Fees Profit before tax: Tax Profit after tax

Fig. 39.1 Profit & Loss Statement

Year 3

Year 4

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PROJECT PLANNING Project planning is the fruition of the feasibility study when a decision is made to build a restaurant. At this stage there is a checklist of issues to be determined: 1. 2. 3. 4. 5.

Capital structure Selection of a site Architectural considerations Operational planning Business planning and strategies

Capital Structure Capital structure is the way a project is financed. An organisation has several options to decide on its capital structure. These options are based on how much of funds are required, the degree of autonomy required and whether the business can give the return on investment. The options available are: 1. The Sole Proprietor. This is a person who wants to go alone and has the requisite finance in his estimation to launch the restaurant on his own. There are several advantages and disadvantages of this approach: Sole Proprietor Advantages

Disadvantages

• Established with minimum formalities • Finance is limited • Owner has independence and control • Responsible for all debts • Business can easily respond to • Expansion or not market changes • Owner completely dedicated to business. • Profit goes to the owner • Business closes with owner’s death • Personal supervision of owner ensures • Business dependent on the owner’s skills good customer service and staff motivation

2. Partnerships: A sole entrepreneur may decide that he or she may not have the full resources to finance the project and therefore, identifies a like-minded friend or professional who would join him in the venture. Definition as per the Partnership Act 1890 in UK is: “Partnership is the relation which subsists between persons carrying on a business in common, with a view of profit”. In the UK partners are limited to 20. An entrepreneur would have to check the number of partners he can have in the state he wishes to set-up a restaurant. The partnership is bound by a Partnership Deed, which is an understanding and agreement of how the business will be run. The key issues that a partnership deed includes are: • States the amount of capital put in by each partner • The division of profits or losses between partners

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Duties & responsibilities of each partner Salaries of partners Procedures for dissolving the partnership Fixed period or unlimited period of partnership Date of commencement and end of partnership What will happen when a partner retires or dies

The key features of partnerships are: • The partners have unlimited liability, which means that they are responsible for all debts concerning the business. • A partner can bind a partnership with a third party like a bank to protect their investments. • Partners share profits according to arranged agreements • The name of each partner must show in each document and the business address. The advantages of partnerships are: • • • • • • •

The business is small enough to be flexible as partners are close to the actual operations. Legal and financial procedures are relatively simple. The divisions of duties and responsibilities of partners are based on trust. Partnerships are not bureaucratic and give flexibility as situations change. Partners can substitute each other in their defined roles, if required. Partners share the cost of the common business premises. Can raise additional funds by having more partners.

The disadvantages of partnerships are: • The partners have unlimited liability, which makes them jointly responsible for all debts of the business whether it was created directly by them or not. • The withdrawal or death of a partner will dissolve the firm. • Any partner can enter into an agreement that binds the others. • Decision making is slow as the partners have to agree. • Shared control means that partners have to agree on everything. 3. Private Limited Company: A private limited company is one which is open to a few shareholders. It differs from partnerships in as much as they have limited liability, which means that are responsible for debts to the extent of their investments. The appropriate authority like the Chamber of Commerce may permit a private limited company by seeking a proof from a bank of the ready cash the investors have deposited with them. • • • •

Shares can be traded only with the agreement of the shareholders Cannot be offered to the public Must have at least two shareholders Must have at least one director

4. Public Limited Company: The features of public limited companies are that—a) the shares are offered to the general public and are often traded on the stock exchange, b) must

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have at least seven shareholders, and c) it is created to raise substantial capital. A public limited option is used only when there is a huge project and investment involved. There are three important documents involved in the creation of a public limited company: • Memorandum of Association – sets out the objectives, its capital, borrowing powers and name. • Articles of Association – covers the powers of directors, rules for issuing and transferring shares, rules for company meetings & other internal affairs. • Prospectus – terms on which it offers its shares and the company history. Finance is raised by the issue of shares, which are documents of financial ownership, to the public who can buy from the various options offered by the company: • Ordinary Shares – those that receive a dividend which is a percentage of the profit shared with the shareholders. Entitles them to vote. • Preferential Shares – priority shares at a fixed rate of dividend. • Deferred Shares - fixed rate shares of founders given from remaining profit after paying the ordinary shares and priority shares. • Debentures – loans taken by the company against a fixed interest rate. They do not constitute the stock of the company. • Cumulative Preference Shares – all arrears are allowed to accumulate for payment. • Non-Cumulative Preference shares – where arrears are not accumulated. • Redeemable Shares – are paid at a fixed time. • Participating Preference Shares – has preferential claim plus additional share in profits. • Deferred Founders or Management Shares. The advantages of public limited companies are: • • • • • • • • •

Company has status of its own, irrespective of founding members. Company has continuity. Shareholders cannot be sued on any legal matters. Shareholders have a limited liability to the extent of their investment only. The company is run by professional managers and not the shareholders. Large amount of funds can be raised. Shares can be transferred. Shareholders can recover their money at any time. Control of the company is got by having 51% of the shares.

The disadvantages of public limited companies are: • • • • •

The start-up procedures are costly. Detailed accounts have to be maintained, which is published and privy to competitors. Shareholders have little control in practice. New companies may have difficulty to get loans till they prove themselves. Managers are not as motivated as sole proprietors.

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• Managers may put their own interests and careers above the company. • Large companies can become bureaucratic. • They are vulnerable to take-over bids. Shareholders Boards of Directors

Managing Directors Functional Manager

Fig. 39.2 Structure of Public Limited Company

5. Co-operatives: These are institutions formed by interested members to buy in bulk at wholesale prices and sell back to members at a marginal profit. Co-operatives pass the benefits of their trading profits back to its members who are the prime customers and generate the profits in the first place. The principles of cooperatives are: • • • • •

Have open memberships. Democratic control (one member one vote). Distribution of profits in ratio of the purchases. Promotion of mutual benefit. Religious and political neutrality. Members of the Co-operative

Ownership & Control

Appointed Committee

Specialist Staff

Sales

Fig 39.3 Cooperative Structure

Profits

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Types of Cooperatives include: • Consumer Co-operatives – buying and retailing of consumer goods and services. • Producer Co-operatives – production and sale of goods and services. 6. A Mutual Society: This is owned by members, who are also its customers. All mutual societies are managed by an elected board of directors who appoint the senior management of the society. Restaurants formed in residential condominiums may think of this capital structure where everyone contributes and benefits. Residents may take on the condominium club for instance and run it for the benefit of residents. 7. Non-profit Organisations: These are non-commercial organisations which offer services and do not generate profits for shareholders. Any profits are passed onto members or invested in better services. These are found in hospitals, school programs, pension homes, clubs and professional bodies like associations and charity organisations. The finances come from membership fees, donations and bequests.

Methods of Raising Funds There are two ways of raising funds: • Borrowing • Ownership Borrowing can be related to time: • Short-term funds that is available for a year and less. Short-term finance is got from: � Bank Loans. � Bank overdraft. This requires a good relationship with the bank with whom a business has an account with. This facility is given by the bank only if the track record of funds flow has been healthy. � Invoice Factoring is when loans are got from banks against invoice payments expected at a later date. � Trade Credit permits businesses to employ their funds elsewhere when it should have gone to the supplier because the supplier has given a credit facility to pay them at a later date. � Customer Pre-payments are when customers have paid in advance for goods and services as in the case of banquet business. • Medium-term funds that is available from one to five years: � Share issues are permitted by the regulatory body in some conditions to inject fresh finances into the business. � Loan stock. Every business can borrow up to four times its paid up capital. Some businesses take only part of the amount initially and can exercise the full option later. � Debentures are loans from the public and shareholders. Debenture holders are paid an interest just as any other loan facility. � Leasing can be of two types. One is when a business leases equipment and space to transact their business till such time they are in a position to purchase their own asset. The other aspect of leasing is when the business leases its equipment and space to others to operate. As mentioned earlier, hotels are moving towards leasing their space

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to branded restaurants rather than running the facility themselves. The lease arrangements can be on a medium-term basis. Commercial mortgages are loans given by merchant banks against mortgage of property or equipment of the business. Asset Sales is the least costly way but results in the loss of assets. This is an extreme measure to keep business afloat. Sale & leaseback is a facility where a business sells its assets and leases it back from the buyer at a fee. By this the buyer is assured an income of the investment. Bank loans are the most common source of medium to long-term funds and costs depend on the prevailing interest rate. Grants are given by patrons or the government to benefit the community. Those running food services to hospitals, schools or pension homes can avail of government grants put aside for such purposes.

• Long-term funds that are over five years share the same options given above as medium term loans. All funds have a cost in terms of money and relationships. They have to be factored into the business costs to be serviced from profits. These costs come in the form of: • Rate of interest that can be very high for short-term loans given by money lenders to government-controlled interest rates offered by banks. • Security against money that is borrowed. Security is an insurance against a loan. Acceptable assets are buildings and stock. Buildings must have a market for sale. Value of assets should be calculated and must be stable • Personal guarantees are given by friends that ensure that should the borrower default they shall take the responsibility of the debt. A default could lose friendships and even litigation. • Stock markets are the real indicator of performance for public limited and private limited companies. Shareholders naturally want to see a prosperous company. A decline in stock value can result in a loss of shareholder’s confidence who may prefer to divert their investment elsewhere. This is apart from the shame in the stock market. Companies sometimes forcefully inject funds to keep the value of share healthy. • Dividends are the final cost for monies borrowed from the public. They have to be shared from the profits of the organisation each year.

Finance Providers • Personal Banks gives loans and overdraft facilities. • Clearing Banks serve banks in the first instance but may make finances available. • Merchant Bank – wholesalers dealing directly with business, institutional investors and underwrite issues. • Venture Capitalists take risks on new ventures, especially those that are unique. • Trade Suppliers provide credit to businesses so that they can use the funds meant for them for other purposes. • Share markets that raises volume capital from the public for new businesses.

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Site Selection It is now established that the success of restaurant business is largely based on the location. The location must have sufficient thoroughfare and accessibility to generate patronage. Location must satisfy the following criteria: • It must have an attractive address that lends to the reputation of the restaurant. Some of the successful locations have been: � Shopping complexes—Each neighbourhood has to have a shopping complex to serve it. This is how town-planners develop self-contained communities. Self-contained communities are equipped with a school, shopping centre, clinic and a community hall. � Shopping malls, a relatively new concept, provide food courts as an essential feature. Malls are also self-sufficient complexes with shopping, theatres, food courts, crèches, etc. � Business districts or streets are a great opportunity to locate a restaurant. It serves a business community that is wealthy to spend on daily business lunches as well as business entertainment. � Business complexes are another opportunity where commercial buildings are dedicated to provide office space. Most commercial buildings provide commercial areas for banks, restaurants, and other business services. � Entertainment districts are the best locations because customers specifically visit the district for entertainment. It hits the target market. Such districts would have night clubs, stand-alone bars, cinemas, theatres, etc. � Commercial districts are dedicated to trading, whole sale and retail business. These are good districts to open restaurants. � Theme parks and tourist attractions are good locations to open restaurants. They do good business especially on weekends and holidays. The restaurant will have to find ways to attract business during the week days. One way is to offer discounts and food promotions. � College and university campuses are always popular locations for students to hand-out. The restaurants meet the need of faculty eating as well as visitors. � Institutions such as schools, hospitals and government offices are safe locations that ensure constant traffic of business. � A relatively new craze of location is the petrol stations. Fast food restaurants have jumped quickly on this location as the flow of cars is constant. It is common nowadays to find branded fast food outlets like the Burger King, Pizza Hut or a Subway at petrol stations. Petrol Stations have also introduced small shopping marts for essential purchases. Food features in these marts in the form of sandwiches, chips, shakes, pies, etc., which can be just picked up and taken away. Many marts have even permitted a snack bar within its premises to cater to motorists. • The surrounding character of the location is important. It must not be close to factories, city waste dumps or anything that may appear distracting and unsafe. People like to eat in friendly environments.

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• Accessibility is a very big factor in location. Many restaurants have suffered because of this. People like to reach their destination in their cars and have adequate parking space in the vicinity of the restaurant. The lack of parking space has driven many diners to other locations. To counter this handicap restaurants provide valet service nowadays. This needs to be advertised well to get over this deficiency. • Traffic flow is important to restaurant business. The term “foot fall” applies significantly in the success of the business. Restaurants located in remote areas have already lost business just on the basis of bad location. However, there are eateries and “dhabas” on highways to specifically cater to the motor-moving public. Roads with heavy commercial traffic can benefit from such business. The investors, however, are those who live in the nearby towns and villages to give attention to the business. • Road development plans are another cause for concern. A site may have been perfectly alright at the time of starting but the municipality has decided to create a diversion or an overbridge that by-passes traffic. Many newly developed fly-overs obscure the site when constructed. • Legislative provisions are something of importance. Town planners often designate restaurant sites in communities and auction those sites to the highest bidder. These auction dates must be kept in sight to capture the space. Many investors have built there premises in unauthorised spots only to receive notices and demolishing squads when they least expect it. Another option to investors is plots that are ear-marked by town planners for the construction of restaurants. There are certain aspects of plot selection that must be kept in mind. • Size of the plot must be kept in mind with permissible built-up area. Is that area adequate for the planned restaurant? • The shape of the plot can also severely jeopardise costs and plans. Investors prefer rectangular or square plots. L-shaped plots and those with odd corners and angles can be a challenge. • Plots must be level. This is a challenge especially in hilly areas where the cost of leveling is prohibitive. Plots with a hill slope will need expensive retaining walls on the slope to protect the plot from shifting soil and land-slides. • Visibility of the site is important in this business. Investors would like the site to be visible from the roads to enable motorists to identify the restaurant easily. On highways this is not a problem as restaurants are given sites just off the road. But in city limits, visibility can be a challenge. Plots that are on the main street are more expensive than those in by-lanes because of the visibility factor. • Adjoining properties need to be taken into account. Some restaurants can be overshadowed by tall structures. Others may loose its credibility because of the nature of business that the adjoining building owners are involved in. We don’t want to have a motor garage next to the restaurant or a chemical factory with all its odours and pollutants. • Cost is the biggest factor of choice. Land is expensive everywhere in the world. Unfortunately, restaurants need prime sites in business or shopping districts. This becomes the most important cost in the whole project requiring the appropriate return on investment. • The legislative aspects of the site are also to be taken into account. The question one asks is, “Is the site approved for a restaurant?” The other aspect is the ownership of the plot. Many

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plots are under litigation of ownership. One has to carefully check the antecedents of the plot before purchase. • Municipal support is essential to any site. This support comes in the form of access to electricity poles, sewage drains, garbage disposal, water connections, road connections, street lighting and fire services.

Architectural Considerations When designing the buildings, the following questions need to be answered: • How can the restaurant be made attractive to guests? The decision to visit a restaurant for a first-time visitor is made outside the restaurant. The decision is largely influenced by the attractiveness of the restaurant façade. • What will make it superior to the competitor? Most restaurant owners know the importance of attractive looks of the building. One has to out-beat them in its presentation. • What design will be apt for successful operations? Ultimately, the restaurant must be able to satisfy the guest’s needs once he or she is inside the restaurant. The design must bring about free flow of guest traffic, ensure a reception area, a good coordination between the kitchen and service area and the aspects of hygiene, sanitation and safety. • What design will reduce operating costs? We want proper storage areas for perishables, protection from theft and pilferage and easy maintenance costs. • What design will reduce project costs? Some of the least cost structures are: � � � �

Vertical structures for multi-tiered restaurants. Uniform floors. Sunken floors are more expensive. Straight lines of services like plumbing, electrical conduits and gas pipes. Use of basement for support services like locker rooms, staff cafeteria etc.

Architectural considerations must sub-serve such issues as the expected demand for the restaurant, the possible menu pricing structure, anticipated cover turnover and the resultant profitability. The business must be able to give the owner a return on investment.

Operational Planning Operational planning is critical as it ensures the smooth conduct of operations once the business is underway. It also ensures the way planned profits are to be achieved by making policy decisions that govern the operations in future. Important issues addressed are: 1. What type of restaurant are we offering? This is answered by the feasibility study made and the market research conducted. The types of service are many as brought out in a previous chapter. There are many choices including specialty restaurant in entertainment districts,

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coffee shop in business complexes, snack bars at petrol stations or fast food operations in university campuses. 2. The type of service is another consideration. The types of service are explained in detail in Lesson 14, “Types of Service”. So, the owner will have to decide whether to offer a silver service, preplated service or self-service from the many other options available. 3. The number of covers that must be provided to meet the profitability targets. The number of covers is largely determined by the size of the facility and the options it provides. Plenty of space gives better flexibility in numbers but the cost of acquiring that space needs greater returns on investment. Covers in smaller spaces can be provided by stand-up tables along the walls, counters tops that serve as bar and food counters, small restaurants augment covers with take-away services and home-delivery services. 4. Menu Planning. This is the most important in keeping with the objectives of the restaurant. Menu Planning has been covered in great detail under the same subject in Lesson 12, “Menu Planning”. Equipment selection to manage capacities. Smaller restaurants may need the food to be pre-prepared elsewhere to manage space. Fast food operations are models that deal with this aspect well. Choice of equipment is also essential that is compatible with menu offers. Obviously menu planning will not include items with costly equipment requirements. Small kitchens can manage with some basic equipment like, griddles, deep-fat fryer, stove with oven, salamander, toaster, reach-in refrigerator and a baine marie to keep food hot. This is in addition to few storage racks for essential supplies. The restaurant can add additional equipment based on space and the menu offering. 5. Systems and procedures that will ensure the smooth flow of communication during operations. An important part of systems and procedures are the food and beverage control systems right from purchasing, receiving, storing, issuing and consumption. Systems have to be developed to account for revenues. 6. Human Resources play an important part in operational planning. The two main questions that challenge an owner are a) How many people must I have? and b) What level of skills must I get? This is covered in greater detail in Part XI, “Managing Food and Beverage Human Resources”

Business Planning & Strategies Purpose

The primary role as defined by the stakeholders.

Mission

The unique characteristics of the organisation that differentiates it from others. It is an end towards which organisation activities are directed.

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Objectives

These are targets or intermediate goals needed to translate an organisation’s mission statement into specific concrete measurable terms.

Plans

Courses of action to meet short and long term objectives.

Policies

Parameters within which decisions are made.

Strategy

They are organisation’s activities and plan to 1) match organisation’s objectives with the mission and 2) match the mission with environment.

Purposes of owners/stakeholders are usually to ensure: � � � �

Profitability Growth Survival Image

Mission Statements Are a summary of key performance areas. Peter Drucker has clarified that a mission statement has the following: � � � � � � � �

Market Standing Innovation Productivity Physical and Financial Resources Profitability Manager performance and development Worker performance and attitude Public Responsibility

Objectives An objective is a statement of specific, concrete, measurable activities and desired results. The purpose of objectives is to ensure and improve on performance. Therefore, objectives have to be: a) b) c) d)

Specific Result-oriented Verifiable when achieved and Specific in stating the time of achievement.

A participative method is best suited in setting objectives. This means that all those who are involved in the performance of an activity must be involved in setting objectives because therein lies the reason for commitment.

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The Marketing Plan The marketing plan translates market research into strategies and tactics. The scope of the Marketing Plan expresses itself as follows: Feasibility Study

Planned Market Segment

Setting Marketing Objectives

Creating Action Plans

Evaluation

Monitoring Performance

Planned Market Segment A target market is a group of customers to whom the organisation specifically intends to direct its marketing efforts. Before one goes into market segmentation, there are some general considerations: � � � � � �

Location of the market Size of the market Market attractions Trade and commerce Per capita income Local values, traditions and habits

A good planner will not rely only on one segment, unless there are no other alternatives. A food service operation at a sports stadium will have to depend on sports fixtures and enthusiasts only. They would prefer to have a mix of segments to tide over lean periods in a particular segment. A restaurant catering only to the business segment will have problems on holidays and weekends when the business segment is closed. They may want to promote excellent family brunches on such days to cater to the family segment. Similarly, an outlet catering to the student segment in a university town will have problems when the university is on vacation. They may want to introduce a home-delivery service to residents in the area. The following chart gives the different permutations and combinations available to planner: GEOGRAPHIC

DEMOGRAPHIC

• • • •

• • • • • • •

Region City Size Climate Location of city – hill, coastline, plains

Age group Sex Family size Family life cycle Income Occupation Education

PSYCHOGRAPHIC

BEHAVIOURISTIC

• Social Class – Upper, Middle, Lower • Life style – Yuppie, hippie, independent • Personality – Compulsive, gregarious, Ambitious

• Purchase Occasion – regular, occasional • Benefits sought – quality, service, and economy. • User status – First-time, potential, regular

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• Accessibility – by road, train, boats, airlines

• Religion • Race • Nationality

• Usage rate – Light, medium, heavy • Loyalty status – None, medium, strong, absolute • Readiness Status – unaware, aware, interested • Attitude towards product – Enthusiastic, positive

The kinds of options are endless to define one’s market segment/s. The guiding factor would be the anticipated volume of business in a particular segment to support the operational costs of the establishment.

Setting Marketing Objectives: Once the segment/s have been identified, the next step is to prepare marketing objectives. Objectives have common characteristics that are necessary to make them effective. • They must be written so that they are available to everyone in the food service team. • They must be understandable so that every employee can assimilate and respond to. • They must be realistic for every team member to achieve. At the same time they must challenge the worker. Too difficult objectives or too easy objectives loose meaning and people go through the motions of performance rather than a desired goal to achieve. • They must be specific and measurable. It is preferred that objectives are quantified such as, “To achieve an average check of $3” or “To achieve a sales volume of $ 200, 000 each month”.

SWOT Analysis SWOT stands for Strengths, Weaknesses, Opportunities and Threats. This is a valuable tool for any marketing analyst to work out strategies and tactics. This is done of the total environment in which the outlet operates. The total environment includes both internal as well as external factors. The following is an example of the SWOT Analysis done by a fast food restaurant (name withheld on request) in Dubai:

Strengths Internal • Brand name • Standardisation of products and service • Good quality of short-order cooks

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• • • • • • •

Good quality of imported meat. Centralised kitchen Quick service Excellent lighting systems Affordable pricing. Inexpensive gas fuel. Food served hot

External • • • • • • • • •

Located in the shopping district Customers do not have to be educated on products and service Abundant fresh fish available Excellent telecommunication systems Excellent shopping malls in the neighborhood Cheap electricity and air-conditioning systems The Dubai Shopping Festival and Summer Surprises promotion by the city Excellent events during winter season – conventions, exhibitions, fairs etc Clean environment without alcoholic beverages

Weaknesses Internal • • • • • •

Primary raw materials (mutton, beef) imported raising costs No tipping system to motivate staff Limited restaurant space Cannot serve pork products (being an Islamic country) Not much vegetarian alternatives Frozen desserts have to be purchased

External • • • • • • • •

Limited parking Cost of recruitment high, (since all staff are expatriate) Not much room for innovation of products (restricted by the franchiser) University campuses located in the suburbs. All vegetables are frozen Food not good for weight-watchers and health-conscious Cost of external hoardings high Good quality of printing material

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Opportunities • Innovative performance bonus scheme • Take-away service (Strong business community in the area) • Home Delivery Service (Strong residential presence in the neighbourhood) • Petrol costs low for home-delivery services • Children’s birthday parties • Family meals • Introduction of a salad bar • Prepare own desserts.

Threats • • • • • • • • • • • • • •

Other well-known franchised outlets in same area Cannot expand due to space shortage Food offer restricted to franchisers branded products Difficult to get visas of expatriate service staff Visas of expatriate staff not transferable to hire locally Region is geo-politically unstable Strict municipal laws Strict health laws Several franchised operations in the city Cannot open for business on Friday mornings (Moslem prayer time) Large Indian segment do not eat beef (Traditional hamburgers have beef) Competition from alternative cuisine e.g. Italian, Mexican, Indian & Arabic Most people depart on vacation during the hot summer months Competition from fast-food alternatives e.g. Pizzas, Tacos, Burritos, Samosas, Idli-Sambar, Fried chicken etc • Sudden stoppage of meat supply from oversees The restaurant did eventually capitalised on the opportunities to make huge revenues especially with take-away and home-delivery service. They identified their market segment as the upwardly mobile, dual-income young nuclear families, without domestic help, and with a desire to please their children during non-working hours.

Strategies and Tactics A. Definitions It is important to clarify the meaning of strategy and tactic: A strategy is the art of getting a decisive advantage over competitors. A tactic is the art of maneuvering in the presence of competition.

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A strategy is required to qualify the following conditions: • Ensure organisational compatibility. Any strategy must be able to match the ability of the organisation to fulfil the needs. There is no point to compete with a top of the line restaurant in the neighbourhood unless there is an adequate advertising budget to change loyalties of customers or introduce dishes that are not supported by cooking skills and equipment. • Match opportunity and resources. An owner may believe that he can open a Chinese restaurant, as none exists in the neighbourhood. But there is no point in this plan when neither the skills in Chinese cuisine nor the ingredients for Chinese preparations are locally available. • Avoid excessively small segments. A strategy of catering to a very small segment is not sustainable because it is like “putting all the eggs in one basket”. There are some exclusive outlets that cater to a small but rich segment where one meal gets very good returns. Those are boutique restaurants based on name and patronage. • Avoid well established competitors. It is best not to take established competitors headlong. It takes a lot of financial muscle to do so.

B. Levels of Strategy There are three levels of strategy: Corporate Strategies done at the owner’s/senior management levels. They enunciate the following: • Scope of operations – general purpose and size of operations • Resource allocation – Assigning the men, materials, machines, monies, metres, minutes, etc. • Synergy – developing teamwork internally and externally (with suppliers, contractors, etc.) • Financial performance – the profit and loss, funds flow for operational expenses • Organisational structure – the organisation chart assigning reporting relationships, accountabilities and authority Unit strategies ensure the following: • Integrating unit activities – coordination between departments • Developing competencies – training and development of staff • Identifying product markets – marketing and market segmentation Functional strategies address the following: • Efficiently utilising functional specialists – using franchiser’s strengths and expertise to full advantage • Integrating activities within the function – coordinating sub-departmental activities • Ensuring that functional strategies mesh with corporate/unit strategies.

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C. Approaches to Marketing Strategy There are several approaches to market strategy:

I. Market Differentiation 1. Undifferentiated marketing where the market is treated as an aggregate, focusing on the common needs of all the customers. For example, an Indian restaurant may offer Mughalai foods, tandoori, vegetarian and non-vegetarian, spicy and non-spicy etc. In this manner a large group of people of Indian origin can find something in the spread that meets all needs. 2. Differentiated marketing separates product or market programs, designed for each market segment. A restaurant may have a vegetarian section or a non-vegetarian section. 3. Concentrated or focused marketing, which concentrates on one or smaller sub-markets.

II. Product/Market Expansion Grid Existing Products

New Products

Market Penetration

Product Development

Market Development

Diversification

Market Penetration has the following benefits: � Increases the product usage by existing customers � Gains market share � Converts non-users Market Development has the following uses: � Brings new users to the property � Expands the way food can reach customers New Product Development requires: � Resource allocation � Developing new brands and sub-products Diversification involves: � Developing new businesses � Being synergistic to current business

III. Broad Growth Strategies Intensive Growth � � � �

Market Penetration Market Development New Product Development Diversification

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Integrative Growth � Vertical Integration � Franchising � Management Company

FACILITY PLANNING Facility Planning is the activity of designing the layout of the restaurant, kitchen and stewarding areas. The design must take full advantage of space in creating appeal to the guest and a return on investment to the owner. This requires knowledge of preparing blueprints, kitchen and service equipment and staff roles and skills. For example, guests like to look at the view outside instead of at a wall. Facility planning will ensure that seating exploits all windows. Guest may want quick service and hot food. Facility planning ensures this by effective workflows and by purchasing the right equipment. In view of this the facility planner works against certain objectives:

Objectives 1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

To get a fair return on investment in space, furniture, equipment, fixtures and building materials. To appeal to guests so that they find it convenient, safe and hygienic. To be compatible with the menu. We do not want unnecessary equipment and service ware. To have an efficient flow of operations. This means that there should not be a conflict of movement of staff resulting in delays and operational safety. To be sanitary. The spaces should be such that they could be easily kept according to municipal standards of safety. To improve employee efficiency. The ergonomics must result in minimum movement with maximum productivity. To ensure low maintenance costs. The equipment, furniture and fixtures must be durable and easy to maintain. Facility maintenance costs are low. The focus would be on energy-efficient equipment. The design makes employee supervision easy. The facility includes building materials, furniture, fixtures and equipment at the most economic price but of the best possible quality.

Preliminary Considerations Before any facility planning can commence, there are certain considerations that are necessary to be kept in mind: 1. To determine the project team. The team would normally consist of the Owner/ General Manager, Architect, Facility Planner, Chef, Restaurant Manager, Purchase Manager and the Financial Controller. 2. To have the menu in place. The chef and restaurant manager will ensure this and keep ascertaining whether the plans meet the operational requirements of the menu.

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3. To determine the type of service. The menu largely dictates the type of service. Fast food restaurant may want casual seating while fine dining may want luxurious furniture. The type of service dictates the service ware needed to support the service. Fast food may want trays and tray disposal counters while fine dining may require wine display counters and champagne buckets. 4. Set specifications of equipment and furniture. This is done through market survey by the chef, restaurant manager, purchaser and facility planner, of equipment manufacturers and furniture warehouses. 5. Develop a blueprint. The architect is the best person to do it along with the facility planner. The blueprint is the architectural drawing of the establishment. With these preliminary considerations in place, we now move to the actual planning. Prepare Blueprint

Prepare Interior Design

Set Specifications

Survey Suppliers

Enter into Contracts

Furniture Fixtures Equipment Utilities Building materials

The Planning Process

Restaurant Design Factors • The restaurant must take full advantage of windows and view. This is the prime space for guests and can be an attraction for many restaurants. Windows also give natural light into the room. • The restaurant must have least noise to facilitate guest conversation. The clang of pots and pans from the kitchen and street noises can be very disturbing to the guest. Sound proofing is achieved by carpets, double doors to the kitchen, double window glazing and rubberised flooring materials. • Temperature is important in places of extreme climate. Desert areas will need good airconditioning while cold climates will need effective heating. • Freedom of movement is essential for safety reasons. The restaurant must have enough aisle space for the service staff, trolleys and bussing carts. • Display counters: It is up to the restaurant whether to have display counters for wines, pastries, buffets, service counters, salad bars, etc. These have to be factored in. • Seating: Obviously, any restaurant will want to pack in as many seats into the restaurants as possible. The furniture must be such so as to be able to be assembled into various table strengths. Fast food restaurants have high seats against counters on the wall.

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Station 1

Bandstand

Station 3 sideboard

Buffet display

Wine display

Foliage

Foliage

Dance Floor

Bar

Station 4 sideboard Main entrance

Fig. 39.4 Typical Restaurant Floor Plan

Kitchen Design Factors

Cost: Obviously the cost of equipment, furniture and fixture is dependent on the type and quality of the establishment. The costs must be reasonable to be able to get a return on investment. This is possible by vigorous market survey, surfing the web and by getting referrals from others.

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Menu: The space and what is put into it is based on the menu, which is the central focal point. If the menu has steamed items then a steamer is essential or if soups are being provided then stockpots will be necessary. Food quantity and quality: Equipment must be able to meet the quantities of food being cooked. High turnover restaurants will require quantity cooking equipment while fine dining restaurants will need specialised equipment. Fast food restaurants may have several units in a city to justify a central kitchen where items are prepared or semi-prepared needing much less space in the kitchen. Equipment: There are several considerations in the selection of equipment: • • • • • • • • • •

The equipment must be cost effective. It must be durable. It must have guarantees for replacement. Spare parts must be cheap and easily available. Technicians of the supplier are available readily for breakdowns. The lead times for procuring equipment coincide with the opening of the restaurant. The models of equipment can be replaced. The equipment is easy to maintain and clean. Equipment needs minimum facilities to get it working Equipment must be safe. They should not have a fire hazard.

Utilities: These are the power, fuel, water and steam connections required to operate the kitchen equipment. Utilities are expensive and provided by the government or private utility companies. The utility connections must be easily accessible to the restaurant. The equipment must be positioned to access these connections without too many wires and pipes crossing the floor. Space: This is the most expensive cost and will continue to be so in the future. The effective utilisation of effective space is the challenge to the facility planner. An important decision to make is to choose those items, which are to be outsourced, and those that are to be prepared in-house. For example, an establishment may want to outsource bakery products rather than use valuable space for heavy industrial ovens to make their own breads. Fast food chains with several outlets in the city may have central kitchens that prepare the buns and hamburger patties to distribute to all satellite restaurant kitchens. Issues arise on storage facilities. They may decide whether to outsource the supply of meat on a daily basis rather than block space on captive walk-in freezers. Sanitation and Safety: The facility design must be easy to keep safe and sanitised. Cleaning programs by stewarding must have access to every corner of the facility especially under heavy kitchen equipment. A proper drainage system below the kitchen floor must avoid slippery floors. Exhaust systems must take care of gases and steam let out by cooking. Type of Service: The facility must suit the service style. If buffet service is an option then quantity preparation equipment is a must. The restaurant must have enough space to spread out buffet tables. Adequate space must be provided for vegetable preparation and storage. Physical Fatigue: Too much movement, lack of climate control and carrying heavy loads causes fatigue. The facility planner must address these, as the ultimate productivity of the workforce is dependent on it.

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Noise: Noise in the kitchen is a major factor. One has to think of reducing it by proper soundabsorbing building materials. Lighting must be bright to be able to see cooking and ingredients. Government Safety Codes: Every government prescribes codes especially where cooking takes place. The codes prescribe grease traps, gas pipes in the kitchen, gas storage outside the kitchen, sanitation schedules, preventive maintenance schedules and others. Some of the common requirements of kitchens by the government are: • • • • • • • • •

Sufficient drainage Adequate supply of drinking water. Floor properly paved or cemented to carry heavy equipment. The walls are tiled. There is adequate exhaust systems. Provision of a separate dish washing area. Utensils are stored at least three feet above the ground level, requiring racking. Metallic refuse bins are provided with lids. Preparation tables are in stainless steel.

Basic layouts Equipment is against the wall to save space as also be accessible to power points. The sink is accessible to the water inlet and drainage points. It is easy then to plan where the utility connections are to be provided.

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We know that the dishwashing set-up consists of three major components: a) A counter to receive all soiled dishes. This counter will have a food disposal bin and a water spray assembly point to wash the dishes before the dishes go into the main washing unit. b) The point of cleaning. The pot washes have three sinks for washing, rinsing and sanitising, while the dish-washer is a comprehensive unit that does these functions. c) The drying area for clean dishes to air themselves and be stored on racks.

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Dishwashing machines come in many types. The most popular ones employ racks, which stack crockery and move through the washing chamber on conveyer belts doing all the above functions of washing. Most of them have automatic washing and sanitising cycles. The machines have automatic dispensers for detergents and drying agents, booster heaters to bring water to 180 degree F, the minimum temperature required for sanitising. Some units use lower temperatures that sanitise dishes chemically. Dishwashing machines have accessories like counters, disposers, racks and dish carts.

KITCHEN EQUIPMENT Refrigerated Storage Equipment Walk-in Refrigerators are sealed refrigerators, the size of a room. They are used for storing centrally, perishable items like meats, dairy products and leftover dishes. The refrigerators have two compartments for deep freeze items like meats and chilled compartments that do not need extreme freezing. The unit has a thermostat outside to monitor the temperature inside. It also has an alarm bell inside the deep freeze in case a person gets locked in. Refrigeration systems have either water or air-cooled compressors adjusted to the size of the refrigerator.

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Reach-in refrigerators are cabinet-sized refrigerators close to the point of food production. They may have casters to make them mobile and are extensively used in fast food operations, which operate on cramped space. These refrigerators have either sections with independent doors or full-length doors like a domestic refrigerator. Some refrigerators have bottom space for roll-in carts. Some reach-in refrigerators can be located below service counters in fast food operations or in cold kitchens that prepare cold foods. Ranges are the main cooking equipment. They can either be operated by electricity or gas. The gas ranges may have high-pressure burners for specialised cooking such as the Chinese cuisine. There are two types of ranges – solid-top and open-top. Solid-top ranges distribute heat uniformly across the top section of the range. Open-top have individual burners each with a control to

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regulate heat intensity. There are combinations ranges also based on needs. Most ranges come with ovens below the range top while others have storage facility. Ranges are fire hazards due to the use of fat or oil for cooking. Hot ranges have proper exhaust systems with fire dousing systems. This has become mandatory by municipal authorities. Griddles are flat top dry fryers that are used for preparing hamburgers, eggs, pancakes, etc. They are an essential part of a hot range. They are equipped with a grease collection pan underneath and a rim to avoid any spillage. Ovens are an essential part of food cooking. There are many types that are fired by electricity, gas or coal. Range ovens are the traditional ones below a cooking range very much the same as used in homes. Deck ovens are placed on tables or attached on the wall. They have the benefit of being stacked to save space and have multiple uses like roasting or baking. They may have varied capacities based on the need of the establishment. Convection ovens use fans to circulate heat within the oven chamber. This allows heat to penetrate food products more quickly resulting in a shortened cooking time and a better quality of food. Convection allows lower oven temperatures. Convection ovens come in single deck, double deck or roll-in (allowing a mobile rack to be wheeled into the chamber). Rotary or revolving tray ovens use flat shelves suspended between two reels, which rotate. Food is loaded as they appear at the door opening, designed to prevent the escape of hot air. The rotary ovens distribute heat well and used in quantity food operations. Microwave ovens use radiation (electromagnetic waves) to heat food. The waves penetrate the food causing the molecules in the food to move producing friction and heat. Microwave ovens heat food quickly and present fewer fire hazards. These ovens are typically used for thawing, heating and re-heating small portions of food and preparing short order items. Infrared (quartz) ovens are used to heat, roast and brown products. They are especially useful for reconstituting frozen foods packaged in bulk. A quartz oven is useful for broiling or browning finished products that have been heated in the microwave oven. Recon ovens are used to reconstitute frozen ready-to- eat food. Globalisation has brought the clay ovens into many kitchens. The Tandoor is a typical example in which breads and meats are roasted to provide tandoori items. Some Mediterranean foods use clay ovens for their breads. Gulf countries bake their meats in sand heated by the sun! Tilting Braising pans are flat-bottomed vessels. The bottom has heavy stainless steel plates that are heated by elements below the surface. The braising pan has many uses including as a kettle, griddle, fry pan, steamer, oven or food warmer. Since they tilt, it is useful for sauce-based dishes or any liquids to pour out easily. Braising pans allow a reduction of cooking time by 25%. Steamers are of two types. One where the steam has direct contact with the food and the other where steam heats a chamber, which cooks the food. The direct contact steamers have a water chamber that heats water, which releases the steam into porous compartments with food. The indirect steamers range in capacity from a few quarts to several gallons. These steamers are double-walled kettles. In the outer section water is filled which heats the inner wall. These types of steamers are used for steaming boiling and simmering. Steamers distribute heat evenly avoiding scorching of food. Steam may be produced directly with water in chambers or through a steam source fed by large boilers. All steamers would have safety features to avoid explosions and other hazards. Some kettles are tilting or have taps to draw out water and liquids. Another variant are the convection steamers that distribute steam uniformly by fans to hasten the heating process.

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Broilers use radiant heat to cook foods rapidly and are fuelled by either gas or electricity. There are two types of broilers. The overhead broilers have heating elements on the roof of the broiler to send heat downwards on the food. The shelves are adjustable to keep the food close or near to the heating source. Thicker meat would need to be kept further from the heat source to allow slow and uniform heating of the meat and avoid scorching. Thinner meat pieces may require being closer to the heat source. Another name for this variety of broiler is a salamander. They may be wall-mounted or table-top as per space restrictions. Char broilers use heating from below much like barbeque pits. They can be gas, electricity or coal fired. The coal-fired ones get the best results as food placed on grates above the charcoal drip juices, which burn and give the charcoal flavour. This method need good ventilation systems or used outside. The middle-east have vertical heating elements for their Dona preparations where layers of meat rotate on a vertical spit. Deep Fat Fryers use deep chambers to fry items in porous stainless steel baskets. The baskets have a hook over the chamber to drain out oil from the food once they are cooked. They can be fuelled by gas or electricity and range in capacity from 15 to 130 pounds weight. Pressure fryers have sealed lids to build pressure to heat food faster. This equipment is used extensively in the fast food industry. It is best for French fries, deep fried chicken or batter-fried foods. The quality of fat used is a concern to avoid smoking. Deep fryers must have a rapid recovery rate. Quantity kitchens may have conveyor belts that route food through a trough of hot oil. The items needing more time may be put earlier in the conveyor system while quick foods are put later on the conveyor belt. Fryers need an oil-absorbent side-table to stack the food once completed. This equipment is a fire hazard and needs careful handling. Spilling of hot oil can endanger cooks. Mixers are used to blend food. They have a motor that rotates a mixing arm at high speed. They are best used to blend sauces, creating batters and preparing dough in the bakery. Mixers are of two types. The tabletop one is like the domestic blender ranging from 5 to 20 quarts. The floor models have larger capacities ranging from 20 to 80 quarts. Special attachments can be used to cut, shred, grind, juice, or chop food for various preparations much like the home food processor. There are other attachments such as paddle beaters to mash, cream, mix, or blend foods; whips that fluff foods like icing and egg whites; dough hooks for the folding and stretching of dough. Other Equipment include toasters, coffee-making machines, egg beaters, weighing scales, bone saws, mincers, peelers, bainmaries or food warmers, cutlery carriers, pot washing units, racks, work table etc. Accessories include ladles, mixing bowls, knives, measuring spoons, pastry brushes, thermometers, rolling pins, chopping boards, stock pots, pots and pans, trolleys, etc.

Bar Design Designing a bar is just as important as any other aspect of a food facility as it is a sizable revenue producing activity. One must accept the bar as an integral part of restaurant operations. There are three basic types of bars: 1) Dispensing Bars 2) Full-service bars 3) Combination of both.

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Fig 39.5 Bar Design

Dispensing Bars are those that stock limited popular drinks. The bartender prepares the drink and hands it over to the server to deliver to the guest who drinks at his or her dining table in the restaurant. The dispensing bar need not be on display and could well be located in the kitchen. Full-Service Bars are the showpiece of a restaurant or a regular bar, like the diagram above, with a bar counter at which guests may sit. The bartender dispenses drinks directly to the guests. Such a bar is normally well-stocked, connected to beer taps and have elaborate displays. Some restaurants may like to dedicate a separate place to the bar. Combination Bars are those that provide drinks to guests at a counter, as well as to servers who provide drinks to guests at different parts of the restaurant. There are considerations for designing a bar: 1) 2) 3) 4)

The space must be efficient for the bartender to reach in a step or two. Counters must be approximately 34” from the floor. There should be sufficient lighting for the bartender to read labels and mix cocktails. The entry into the bar area must be restricted. It also must be wide enough to receive big supplies like crates and kegs. 5) The bar must have adequate storage space for bottles, kegs, glasses, accessories etc. 6) The beauty of a full-service bar is its display. The bar must be attractive to promote sales.

Popular Bar Shapes The shape of the bar depends on the space available. The semi-circle and long bar is the most space effective, while the others need adequate space around for chairs and movements. The oval and round bars are found in independent bars that place the bar counter at the centre of the room, while the seating is against the walls.

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SEMI-CIRCLE

LONG

CIRCULAR

SQUARE

OVAL SHAPED

U-SHAPED

KEY TERMS Feasibility Studies Average Check Operational Ratios Project Planning Sole Proprietor Partnerships Private Limited Company Public Limited Company Co-operatives Facility Planning

advanced assessements of a project viability average sale from a single bill relational comparisons of various factors a planning of an approved project the sole owner of a business a relationship of people promoting a business a business open to a few shareholders a business open to the public to become shareholders an institution of enrolled members who promote a business for the benefit of members designing of operational areas in a property

REVIEW QUIZ 1. 2. 3. 4. 5. 6.

What are the various issues when analysing competition? What are the advantages and disadvantages of being a sole proprietor? What are the features of a Public Limited Company? Give the difference between Co-operatives, Mutual Societies and Non-profit Organisations. What are the various methods of raising funds? What are the various location options available to an owner who wishes to establish a restaurant? 7. What are the objectives of facility planning? 8. Who and why are the principal members of a project team?

PA

RT

IR

Controls

L E S S O N

40 Food and Beverage Controls

INTRODUCTION Food and Beverage control is an important process that monitors the movement of food and beverage products from the time they are purchased to the time they are consumed by guests. By monitoring the movement of goods, the management is able to identify those points where food and beverage cost goes beyond expectations and take necessary corrective measures that bring the costs in line with the standards set by the establishment. There are few processes that start before a food and beverage item is even procured. It starts with the menu.

MENU The menu, as we have seen, is the centrepiece of any food operation. The décor, entertainment and additional facilities come second in importance to the main attraction, which is the food. It is, therefore, important that the menu generates the maximum return on investment for the establishment to cover its fixed and variable costs of the establishment and also give a profit. This is achieved by a careful balancing of costs and prices so as to be affordable to the customer while retaining the quality. This chapter shall deal with the ways food and beverage controls are exercised to achieve a perfect balance between cost and price. We know that in hotels, the contribution of food and beverage operations is almost fifty percent of all revenues. Independent restaurants and institutional catering may have food costs from 25-45% of sales. Costs are maintained by a careful process of procedures to avoid wastage, pilferage and spoilage.

Menu Planning The first step in the costing chain is to determine what cuisine and dishes the establishment wishes to serve. This is achieved through meticulous market research and targeting a market segment that the outlet wishes to serve. Menu Planning has been covered in great depth in Lesson 12, “Menu Planning”. The items chosen to be on the menu takes into account the following:

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• • • • •

The availability of raw materials on a consistent basis. The capability of the equipment and capacities to deliver the recipe. The competencies of the staff to be able to deliver the dish on a consistent basis. The storage conditions for the raw materials. The temperatures that are to be maintained at the time of preparation, holding the food and finally the service of it. The simplicity with which a dish can be standardised and communicated to the cooks. The measures and weights of each ingredient. The minimum time for preparation to satisfy guests e.g. steamed items take longer to prepare than other dishes. Do we want to offer it? Its value when cooked in quantities. Is it suitable for a la carte or bulk cooking? The cost of the dish. Can it give a reasonable profit margin? Some expensive items with low profit margins may not be suitable to the establishment. Standard portion sizes.

• • • • • •

Once the list of items of a menu is decided comes the next step i.e. establishing standard recipes.

The Standard Recipe The standard recipe is a written document, which tells how a dish is prepared on a consistent basis. It specifies the ingredients, their weights and measures, method of cooking, portion size, garnishes and presentation. Given below is an example of a standard recipe:

The Standard Recipe Item: Shepherds Pie Portion : 4 persons Cost of preparation : $ 1.20 Service: Served in a Casserole. Guests portion themselves at the table. Ingredients: Beef or Mutton Potatoes Butter Onions Refined Flour Stock Salt Pepper Milk Tomatoes

500 gm. 450 gm 30 gm 115 gm. 10 gm. 150 ml. to taste a pinch 75 ml. 115 gm.

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Method of preparation: 1. Boil or roast meat, cool and mince. 2. Chop onions and fry in half the fat till golden brown. 3. Stir in flour and stock gradually until soft and thick. 4. Blanch tomatoes, chop and add to stock. 5. Add seasoning and meat. 6. Put into greased casserole. 7. Boil and mash potatoes with milk. 8. Spread over meat in casserole. 9. Dot with butter 10. Bake at 190°C degrees for about 20 to 25 minutes. There are many benefits to having a Standard Recipe: • It is easy to monitor consumption of materials. The Purchase Department finds it easy to reorder the quantities for various items. • It helps the Food Controller to calculate the food cost for the day accurately. • Chefs can plan the purchase of appropriate equipment and schedule the hiring of skills required to fulfil the requirements of the recipe. • There is less supervision required as the cooking brigade knows exactly how to prepare the food and in what proportions. • Standard Recipes act as ideal material for the training of apprentices and other kitchen staff. • It enables substitute staff filling leave vacancies to continue the preparation of food at the same standard. • The recipes take into account safety standards of preparation thereby satisfying the establishment’s safety policies. • It can be modified easily when improvements are made in the total dish experience. • It helps the cooking brigade to know how to present the dish. The service staff too gets familiar with standard presentations as a second check before service.

Yield An important aspect of the standard recipe is that the quantities expressed are the net quantities after removing husks, coverings, fat, etc. Each raw material goes through many processes before it is finally served to the guest. These processes are given in the table below. During these processes there is loss in quantity giving a yield of edible portion much less than the original quantity.

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Processes of Raw Materials Pre-preparation

Preparation

Final preparation

Dicing Cutting Chopping Trimming Whipping Scoring Grinding Peeling Mincing Blanching Shredding Shucking

Roasting Baking Braising Stewing Searing Mixing Folding Simmering Marinating Broiling Boiling Frying

Gratinée Sauté Straining Steaming Glazing Trimming De-boning

To calculate yield there are some terms and formulas that have to be understood: AP = As Purchased. This is the amount of raw material one begins with before it goes through preparation and cooking processes. It is measured at the time of receiving from the supplier. It represents 100% of the ingredient. EP = Edible Portion. This is the refined amount that is served to the customer. It is generally less in quantity to AP. It is the portion weighed before service. W = Waste. It is the amount of AP lost to obtain EP. Waste is always a part of AP. AP = W + EP EP = AP – W W = AP – EP Yield would, therefore, be: Y= Yield% =

EP AP EP ¥ 100 AP

Example: The Chef is required to feed 220 people 100 g each of beef inside round. How much is then required in its raw state? Through historical data each round purchased losses 30% in trimming. First calculate the EP which is 200 ¥ 100 g = 20000 g or 20 kg Now use the formula to calculate AP. AP =

20 kg ¥ 100 = 28.57 kg 100 30

The chef will need to buy 29 kg of inside round to feed this catering event.

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FOOD AND BEVERAGE CONTROLS CYCLE Food and beverage control cycle involves the coordination of several departments as shown in the diagram below. It involves the kitchen, purchasing department, receiving department and the various stores. A hotel has many stores to serve various points of supply like housekeeping, engineering, and general stores, etc. The diagram below has restricted itself to the stores that impact food and beverage operations only so that it has relevance to independent restaurants as well. Menu Guest Consumption

Recipe Cards

Kitchens

Purchase Specifications Purchasing

F & Service

Stores Requisition

Purchase Order Dry Stores

Supplier

Beverage Stores

Perishable Stores

Delivery Invoice Receiving

Receiving Report

Stores

Fig. 40.1 Control Cycle

The above control cycle is ably managed by the Financial Controller who as we know is the custodian of all revenues and expenditures. The organisation structure below gives the full reporting relationships of the control function.

Purchasing The control cycle starts with the procurement of raw materials. We have seen that the Chef creates Standard Recipes and is, therefore, able to know exactly the raw materials that are required in terms of quantity and quality. He then creates what is called a Purchase Specification, which is a document that defines the quality standards of raw materials required for cooking. These specifications are presented to the suppliers before the orders are placed so that they can quote prices accordingly.

Financial Controller

Purchase Manager

F&B Controller

Food Cost Clerk

Receiving Manager

Beverage Cost Clerk

Fig. 40.2 Food & Beverage Controls Organisation Structure

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Purchase Specification • • • • • • • • • •

Product Name................. Product Used For................. Product General Description................. Detailed Description: Geographic Origin Grade Variety Size Type Portion size Style Brand Name Product Test Procedures Special instructions & Requirements

Density Specific Gravity Container Size Edible Yield

To do otherwise would mean that the supplier is free to give any quality and price for a product. Purchasing by description is legally referred to as “implied condition”. Under the Sales of Goods Act, “implied condition” means goods will correspond with the description. However, if the specified product is sold under a patent or brand name, then there is no implied condition applicable. It is a major or essential term of the contract, a breach of which relieves the injured party from further duty to perform if he so elects. Let us look at a typical test case of a product called apples from Canada and how a specification is interpreted: Product Name:

Apple (Malus Species variety Spartan)

Product Used for:

Vanilla Ice Cream in a Chestnut Crêpe with warm apple and Pear purée. Apple is to be cored, sliced, cooked and puréed.

General Description:

Medium-sized apples, clean, free from damage, mature and sound.

Detailed Description:

Canada Fancy, Spartan Variety, Average diameter of 21/2 inches, Cell pack 180.

Test Procedures:

Visual inspection and taste test.

Special Instructions:

Preference for hand-picked Spartan from St. Lawrence area.

Let us take another example of a meat item called Lamb Kidney. Product Name:

Lamb Kidney

Product Used for:

Grilled Organic lamb kidneys in a Tomato Crêpe with Olive risotto and Rosemary Sauce.

General Description:

Fresh kidneys from lambs not more than 9 months of age and raised free from food additives or growth promoters. Kidneys will have the membranes and hard white parts removed.

Detailed Description:

Inspected Canada A (grade) raised by Organic Operation recognised by O.C.I.A. Lambs to be individually tested using CAST (sulfur and antibiotic residue test). Kidneys should be of uniform shape and size,

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packages 6 per 1 oz tray, 24 per case. Packs to be stored and delivered chilled (28 to 40° F). Test Procedures:

Ensure product recognised by the Standards Committee. Visibly check texture for presence of membrane and uniformity. Ensure product properly chilled (28 to 40°F) and packaged.

Special Instruction: Only fresh product to be delivered. The Chef forwards his requirements to the Purchase Department. Armed with the Purchase Specification, the Purchase department places a Purchase Order (Fig. 40.3) which is an instruction to procure the raw materials desired, along with a copy of the Purchase Specification. Purchase Order P.O. Order No.......... Order Date.......... Payment Terms...... Name & Address of Supplier............................................................................ Delivery Date ................................................................................................... Quantity

Description Units

Unit Cost

Total Cost

Grand Total Signature......................

Fig. 40.3 Purchase Order

The Purchase Department is responsible for all purchases for a hotel. Stand-alone restaurants may leave the purchasing to the chef. The structure of a typical Purchase Department of a hotel is given below: Purchase Manager

Purchase Assistant – F&B

Purchase AssistantEngineering

Purchase Assistant - General

Fig. 40.4 Purchase Department Organisation Structure

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Naturally, a food and beverage operation is interested in the purchase of food and beverage items. The goals of the purchasing department are to: • • • •

Buy the right product Obtain the right quantity Pay the right price Deal with the right supplier

There are ethical concerns involved with any purchasing function because purchase managers are subject to several personal offers by suppliers to get their products accepted. The Purchase Manager is, therefore, carefully selected for his honesty and integrity. Normally running food operations enter into year-long contracts with suppliers to ensure the establishment of regular supplies and at the right time. At the beginning of an operational year, a Purchase Committee is formed consisting of the Food and Beverage Manager, Financial Controller and the Purchase Manager. Other members may be included like the owner or the General Manager. The committee ensures that the proceedings regarding the selection of suppliers are fair and that they will serve the establishment well. They invite tenders based on Purchase Specifications supplied for all items, from the concerned suppliers. We must realise that an operation will be dealing with many suppliers. Each is a specialist in his field of product procurement, e.g., vegetable supplier, meat supplier, dairy products supplier, poultry supplier etc. The Purchase Committee is faced with many important purchasing decisions concerning product, price, quality and suppliers.

Product Considerations • Quality – The committee ensures consistent quality by issuing Purchase Specifications that clearly defines the desired product standards. Menu items can change in colour, texture, taste and presentation with differing quality standards. For example, certain chickens are suitable for roasts and other for curries. • Make or Buy – This is an important decision as it involves investments of a long-term nature. For instance, the committee may decide whether to keep an in-house butchery or confectionary as against sourcing it to an external butchery or confectioner. Such decisions are influenced by what is cheaper to the establishment. However, cost may not be the only criterion. The quality standards of the supplier or his ability to supply in time may also be a consideration. The cost of having in-house butcheries or confectioneries is prohibitive because it means creating the space for these activities. Space costs as we have seen. Then comes the issue of making investment in appropriate equipment and finally maintaining a brigade of butchers and confectioners, which has direct costs like salaries and indirect costs like uniforms, duty meals, transportation etc.

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• Capital Items – These involve long-term investments. Items like equipment, linen, furniture and service ware cost but are essential to the business. The committee ensures that such investments do not incur runaway costs but are the best available for the price and quality. • Daily Supplies – Operational requirements like food supplies are an essential part of business and important variable costs. Food supplies come in many dimensions, each critical to operations. We have the perishables like meats, poultry, dairy, vegetables, etc., and the dry supplies like tinned items, bottled items, cooking oils, etc. • Sources of Supply – A big decision is whether to buy items locally, from outstation or through imports. While a local supplier is the cheapest, they may not be able to supply the quality. Many of them may not even stock some items. Smoked salmon, caviar, scotch whiskies, french wines are not locally made and have to be imported at a great cost. The committee may decide whether to have those items on the menu in the first place and may be forced to include them based on market research and the market segments the establishment is catering to. • Warranties – This may be the single-most point of negotiation. Warranties are introduced into contracts to provide for sub-standard products supplied. The replacements can either be done by the supplier himself or the establishment buys the replacement from the open market and presents the bill to the supplier. Purchase from the open market is a desperate measure when there is little time to pre-prepare certain dishes before operations. • Availability of items – Many items especially fruits and vegetables are subject to seasonal fluctuations because they are not grown in certain seasons. In such cases the supplier may negotiate special prices in different seasons with the committee.

Price Considerations • Price Negotiations – This aspect is one of the main purposes of the committee with the various suppliers. The attempt is to get the lowest price for the best quality. Most suppliers give volume discounts and the committee leverage volume as their main bargaining tool. • Purchasing lower quality – Sometimes committees may deliberately take lower qualities because of price differentials between the lower quality and the next quality. A lower quality must not interfere with the quality of the end product. Such decisions are taken only when the quality is only marginally lower. • Is it necessary? – Many items may be dropped from the menu if the supplies are erratic or prohibitively expensive. The committee has to balance whether the high costs of raw materials will justify sales. • Reduce supplier services – Suppliers are expected to present items in special packaging to ensure longer shelf lives. The packaging is obviously built into the cost. Some establishments may do their own packaging and reduce their costs. They may ask the suppliers to present items in their exposed states. In another example, establishments may cut down the suppliers transportation cost by agreeing to pick-up items from the supplier warehouses. • Combine orders – Costs can be managed by clubbing several orders from a supplier so as to reduce the supplier’s trips and therefore, the transportation costs.

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• High cost items – Committees may drop expensive items from the menu as a measure of containing costs. • Cash payment discounts – Many establishments have enough cash flow to buy supplies outright. They can leverage this liquidity by taking advantage of trade discounts for payments in cash. • Speculation of price trends – In volatile markets in which demand and supply is unpredictable, some establishments may stock extra items taking advantage of lower prices in season. Hotels have advantage of large deep freezes to stock quantities that other smaller establishments may not have. They then have items at lower costs throughout the year. • Change purchase unit size – Sometimes changes in unit sizes to smaller ones can bring appreciable differences in price. If a seafood dish, for instance, can do with shrimps instead of tiger prawns, the cost of preparation reduces considerably. • Innovation- This is where a chef can be a great contributor to cost control. If he can offer dishes using local and cheaper raw materials the cost price of each dish gets reduced and therefore, the advantage of price flexibility. Many chefs have replaced expensive ingredients in French nouvelle cuisine with local ingredients bringing in not only new dishes to the gourmet community but also promoting local raw materials. • Advantage of supplier promotional discounts – This is a must with Purchase Committees who bargain greatly with suppliers for the volume business given by the establishment. • Contact source directly – Some Purchase Committees may cut out middle-men and deal with the source suppliers thereby getting wholesale prices rather than retail ones. Chefs of independent restaurants are known for going to the wholesale market each morning to get cheaper and fresh perishable products to get better price differentials. Some establishments may contact farms and orchards directly for purchases to get the benefit of ex-farm prices.

Quantity Considerations • Changing prices – The fluctuation in prices may alter consumption. Establishments may eliminate items from the menu that are not available in a season. Many menus may even print “available in season only”. By this practice the establishment can avoid paying higher prices off season. • Available storage facilities – The amount of quantity procured also depends on how much storage facility is available to take certain volumes. The practice of “Just-inTime”, which has been so popular in the automobile industry in Japan is now coming to the service industry in which raw materials for the day are provided by the supplier directly for preparation, eliminating storage. It will take time for

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•

•

•

•

•

•

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the “Just-in-time” practice to be perfected in the food industry. The close collaboration between the establishment and the supplier is so essential. Storage & handling costs – The greater the volumes of supply, the greater are the costs of storage and handling. The costs of storage apply to the supplier as well as the food outlet. Space, as discussed before is expensive nowadays and both the restaurant and supplier have to factor this into the cost of raw material supply. The best is to determine economic order quantities for each item. Waste & spoilage concerns – Long storage periods could result in items getting spoiled, unless properly handled. The expiry dates of packaged items could lapse in storage if large quantities are involved that cannot get closer controls. When dealing with large quantities there is invariably damage and loss in packaging, transportation, handling and storage. Theft & pilferage conditions – Security of items in transit is another aspect that is a cost. Suppliers have to build in the cost of having security systems and personnel of their warehouses into the per item cost. Similarly hotels and restaurants will have to build that cost into their overheads. • Market conditions – The market situation largely dictates the quantities that have to be purchased and stocked. Certain items in a season will have a surplus. Hotels and restaurants can purchase those items on a daily basis. Suppliers too will be anxious to sell excess stocks and may offer heavy discounts. Others may be in short supply and need to be stocked for future use. Sometimes the government may control some items like commodities to ensure fair distribution of a shortage to all parts of the society. Such items like sugar, lentils, flour, etc. may need special permission from the government to purchase in large quantities. Resorts may have their unique challenges. Some resorts may be in remote areas where the local market cannot sustain quantity purchases and variety. They may need to stock items unusually to meet business requirements. Quantity discounts – As mentioned earlier under price considerations, establishments can lever the price benefits for the large quantities they buy. Giving quantity discounts is an accepted practice among suppliers. Minimum order requirement imposed by suppliers – Suppliers may impose a minimum quantity for establishments to be eligible for discounts. Sometimes the minimum quantities imposed may be in excess to the establishment’s requirements making purchase committees to face decisions of purchasing lower quantities at higher prices or stocking large quantities that are not needed. Committees would have to do cost-benefit evaluation. Transportation & delivery costs – With petrol and diesel costs increasing month by month, the cost of transportation is a critical factor. Committees will have to ascertain the ideal quantities to buy at one single time to justify the transportation cost. Sometimes the quantities bought may be in excess to the immediate needs. Order cost – There are costs to paper work, telephone use and wages of purchase personnel to bring about an order. These costs must be justified. Smaller restaurants may reduce these costs by getting the chef to do the daily marketing for his needs.

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Supplier Considerations • Supplier location – This factor influences the speed with which orders will be supplied and the transportation costs. Ideally, all establishments would prefer local suppliers to meet the above criteria. However, this is always not possible. Resorts in remote areas would need to depend on out-of-site suppliers. Many resorts compile menus based on neighbouring farm produces to satisfy needs. It depends on the quality of the establishment to make such a strategy. Even city establishments may depend on out-station suppliers for certain items and even imports from other countries. • Supplier’s facilities – All food outlets would like to have reliable suppliers to meet their demands. Reliability is based on the supplier’s facilities. An important part of decision making for a purchase committee is inspections of supplier facilities. They would look at such factors as storage space, storage conditions, refrigeration facilities for perishables, hygiene and sanitation standards, supplier’s transportation facilities whether they are captive or out-sourced, evaluation of the supplier’s sources of supply, etc. • Financial stability – The purchase committee would like to make sure that the supplier has adequate financial muscle to meet the demands of it’s clients. They can ask for supplier’s bank statements and can get bank certificates of overdraft and loan facilities. • Technical ability of staff – It is important to evaluate the qualifications and experience of the supplier’s staff. As items get critical like wines, crustaceans, coffee and tea blends, the staff must be knowledgeable to meet the client’s requirements. • Honesty, fairness & dependability – The relationship with the supplier is a critical factor in any business. Suppliers can build or ruin a business. Unless raw materials are not supplied on time, production cannot take place. Institutions from the automobile industry in Japan have made suppliers as strategic partners and have even invested in them for them to support automobile manufacture. This principle can be applied here. The choice of the supplier is based on how he can become a strategic partner of the business with each one understanding the needs of each other. Issues of honesty can be dealt with by asking for references and making independent inquiry from other establishments. A dishonest supplier can ruin relationships and indeed the business.

Purchase Contract The purchase contract is the legal document that finally cements the relationship between the chosen supplier and the establishment. The contract is made as clear as possible to avoid any misinterpretations and misunderstandings when the relationship is in place. Some common features of a purchase contract is given below: • • • • •

Supplier’s name & location Duration of contract Delivery schedule Transportation clause Product specifications

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Prices Minimum quantity Warranties & replacements clause Non-delivery clause Contact person & numbers

Beverage Purchase Considerations Alcoholic beverages like wines and spirits are great revenue earners but also a great cost. The purchase of alcoholic beverages deserves careful consideration to ensure the return on the investment. The purchase committee will ask themselves the following questions: • How much of cash will be tied up in inventory? • Will cash flow be affected negatively? • Will the greater risk of theft warrant the purchase? • Will guest accept alternate brands? • How much will the taxes be affected?

Receiving The Receiving Department is the next major component in the control cycle. Once orders are placed with suppliers by the Purchase Department, they send copies of the Purchase Order along with the Purchase Specification to the Receiving Manager who along with his team will receive the goods independently from the suppliers. This independence to receive is the next control point where what was ordered and what is received is ascertained. The quality and quantity of each item is tested against the specifications and purchase order. We have seen that the Purchase Specification document also stipulates the testing procedures. The Receiving Manager often calls the chef to be present when receiving items to ascertain quality as it is he who will ultimately use the food and beverage products. The Receiving Department Organisation Structure as given below is a simple one with the Receiving Manager playing a hands-on role along with his assistants at the time of receiving goods. Receiving Manager

Receiving Assistants

Helpers

Fig. 40.5 Receiving Department Organisation Structure

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Exit to Kitchen Tables Sink Wash Area Entry Shutter Ramp

Fig. 40.6 Receiving Equipment

The Receiving Department of a hotel is a very busy one as it receives a constant stream of suppliers throughout the day to meet the operational requirements. A hotel’s Receiving Department receives engineering, housekeeping and beverage items in addition to food supplies. A large hotel could have as many as 3000 suppliers for the various items needed by a hotel. The department manages this rush of suppliers by scheduling their arrival. The suppliers must meet those schedules to get their proper turn in the receiving schedule. For the purpose of this book, we shall consider only the food and beverage supplies. A receiving department is normally located at the rear entrance of the hotel to keep the steady stream of suppliers away from the guest entrances and view. It would have a ramp to wheel large cartons into the receiving area. A typical layout is given in Fig. 40.6. The receiving equipment are those items meant for weighing, cutting and measuring food. Most boxes, bags and crates are opened for inspection. When there are large volumes involved the Receiving Manager may do random inspection to ascertain that the quality and quantity is consistent to what has been ordered. The Receiving Department normally sanitises perishables by washing fruits and vegetables before sending them to the kitchen to avoid external contamination. That is why the department has a sink and wash down hoses. • Weighing Scales • Scissors, calipers, hammers, levers • Sink for washing • Bins & Containers • Trolleys for movement of goods • Tiled Flooring • Inspection tables • Hose and Pressure Water supply • Hand Tools: Hammer, Levers, Scissors, gloves, etc

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Purchase Order

General

Dry

Scheduled Arrivals

Perishable

arrivals

Beverage

Check Quantity Quality

Sign Invoice

Accept/ Reject

Eng.

Dispatch to Stores

Fig. 40.7 Receiving Cycle

Receiving Procedure • Step 1: Inspect items against Purchase Orders—for quantity requested • Step 2: Inspect items against Purchase Specifications—for quality • Step 3: Inspect items against Delivery Invoice—for actual quantity delivered • Step 4: Accept products by signing invoice • Step 5: Send items to appropriate store • Step 6: Prepare Daily Receiving Report Daily Receiving Report Supplier Invoice Item

Distribution: Dry Store

Unit

Beverage Store

No. of Units

Unit price

Perishable Store

Signature

Fig. 40.8

Daily Receiving Report

Direct

Total Cost

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Receiving Beverages • Open cases and count the bottles • Move into storage immediately to prevent theft • There should be a separate section for receiving beverages

Storing As we have seen, a hotel has several stores: dry food stores, perishable stores, beverage stores, general stores, housekeeping stores and engineering store. An independent restaurant may have modest dry stores, beverage store (if they are licensed to serve liquor) and a perishable store. Many restaurants may do daily purchasing from the local wholesale market eliminating the need for perishable stores that need refrigeration. All the stores have common storage conditions. Storage policies must address three issues: • Security – The items in stores may be considered as liquid cash. The inventories need to be protected from theft and pilferage. The stores must, therefore, be accessible to store personnel only. Stores have only one entrance and exit to enable the storekeeper to supervise all items moving into and out of the stores. The store layout is given below. The lighting is bright to monitor the racks as well as help in reading labels. The stores must have secure locking facility with special areas for precious items. The stores often have shutters to prevent break-ins. After-hours, the duty manager is the only person authorised to open the store. He records the items issued and signs for them. • Quality - Another aspect of security in stores is the issue of spoilage or the deterioration in quality of items while in storage. The storekeeper is qualified in maintaining proper storage conditions as well as ensuring the issue on a first-in, first-out (FIFO) basis. Refrigerated stores must maintain the proper temperatures – refrigerated stores at 0 to 4°C; dry stores at 20 to 25°C; frozen stores at 0 to 18°C. The stores must be also kept clean and follow regular pest control schedules. The store design must ensure proper ventilation and air-circulation. • Record keeping – As the custodian of the assets in the stores his accountability is complete and has to be thorough with what he receives from the Receiving Department and what he issues to the consuming departments. This control is possible with foolproof systems and procedures. This is achieved by two methods: a) Perpetual Inventory system – ongoing tracking of storage and b) Periodic Inventory System – physical stocktaking. The formats for both are given below.

Types of Stores There are three types of stores in food and beverage operations: • Perishable stores – these are refrigerated stores for meat, poultry, fish, breads, butter, cream, cheese, fruit, vegetables, eggs and cooked food. Perishable stores further divided into deep freezes for wholesale meat cuts, maintained at –18°C and food stores maintained at –4°C for semi-cooked and cooked food, confectionary items, fruits and vegetables etc. • Dry stores – they store all preserved foods (canned, bottled, dried and pickled), pulses, cereals, sugar, hydrogenated fats, oils, and clarified butter, tea, coffee and nourishing drinks, spices, condiments and essences. These are maintained at 20 to 25°C temperature.

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• Beverage Stores- these stores are often bonded stores for wines, spirits and aerated drinks like beer and colas.

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Racks

Storage Conditions All stores have some basic conditions that they follow to ensure that goods are stored properly. These conditions are no different for food stores and need to be understood for good storekeeping. These conditions are: Storekeeper's 1. The height of the store ceiling must be at least desk 3.5 to 4 metres. 2. Racks must be of stainless steel for fresh food items and non-porous metal like galvanised steel Entrance/Exit and iron for dry items, to avoid them rusting and transferring the rust to the goods. 3. Racks must have legs and have a clearance of Fig. 40.9 Store layout about 6” to 8” from the ground to protect the goods from floor moisture and white ants. 4. The space between shelves may vary from 50cm to 90 cm. depending upon the size of packages and jars. For small packs and bottles a space of 30 cms. to 40 cms. Is adequate. 5. Racks must be placed at the centre of the store room preferably. If this is unavoidable a space of 8 cm must be kept away from walls. 6. The height of the racks must be about 2.3 metres beyond which it will be difficult to reach. 7. Floors must be of concrete or heavy tiles. 8. The store must be free from insects and vermin. Periodic pest control schedules are a must in the dry stores. 9. All vegetables and fruits must be thoroughly washed and placed in storage bins or aluminium trays, which must be sealed with cellophane paper. 10. There are certain packing norms in storage: Meat carcasses must be wrapped in cloth before placing them deep freezes; jute sacks or polythene jars are used for cereals, cereal products, pulses and their products, nuts and roasted products; cardboard trays or cartons for eggs; cans and jars for preserved food; spices and condiments should be in their packs or polythene jars; essences in their glass bottles and food colourings in their bottles and tins. 11. There must be adequate space between racks for loading and unloading racks and cleaning and pest control schedules. A space of 90 cms between racks is adequate for two people with loads to pass. 12. Heavier packages must be kept on lower shelves and lighter ones on higher shelves. Never keep items on the floor. 13. Items like cleaning supplies, detergents, chemicals, greases and machine oil must never be stored in food related stores.

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14. Stores must have temperature gauges to monitor the temperatures of items. The chart below gives some basic guidelines for different foods: Food Items Fruits and vegetables (except bananas) Dairy products Meat & Poultry Fish & Shellfish Frozen foods

Temperature 1.1°C to 7.2°C 3.3°C to 7.8°C 0.6°C to 3.3°C -5°C to -1.1°C -18°C to – 6.7°C

15. Stores must be away from steam and hot water pipes. 16. There must only be one entrance and exit. 17. Fluorescent lights in troughs must be placed in ceilings at right angles to the racks to get the best lighting. Ensure that the ceiling lights are not too close to the top most shelf because heat from the lights can ruin the quality of food stored there. 18. Ventilators and exhaust fans provide air-circulation to the store, however, they must be high enough to be closer to the ceiling.

Recordkeeping The storekeeper is responsible for the inventories kept in his safekeeping in the stores. These inventories represent the owner’s investment with the hope that they shall provide him with a return on that investment. Items in the stores are the raw materials that will be converted into finished products and services that have a price on which profits are made. It is, therefore, important to keep strict control on items received, maintained and issued in stores. One way to do so is to maintain an on-going inventory of each item in a Perpetual Inventory Form given below. Perpetual Inventory Form Product Name............. Date

Carried Forward

Unit Size............................ In

Out

Balance

Fig. 40.10 Perpetual Inventory Form

The Periodic Inventory Form given in Fig. 40.11 is done by the storekeeper for internal control purposes, or the internal auditor for external monitoring. Here the value of inventory in terms of cost is mentioned so that the Financial Controller and owner can assess the value of assets locked in inventory.

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Periodic Inventory Form Type of Product................. Month....................... Product

Unit

Amount

Unit Price

Total Price

Fig. 40.11 Periodic Inventory Form

Issuing The process of issuing is a critical control point. The issues must be done accurately as it represents the future food costs. Before an issue is made there are some procedures and practices that the storekeeper must follow: 1. Each item in the store must have a bin card mentioning arrivals, issues and balance stock. 2. Each item must have par stocks to ensure proper supply to the operations. Par stocks are the minimum quantity in stock before re-ordering takes place. 3. The storekeeper must know the lead time for the supply of each item. A lead time is the time taken by the supplier to supply products from the time they are ordered. 4. The storekeeper is responsible for the inventory costs and must ensure to keep the optimum required for operations and not over-stock items. 5. The storekeeper must refuse early deliveries from suppliers to avoid gluts of his store with excess inventory. 6. He must also keep a minimum range of items. This can considerably reduce high inventory costs. This is taken care of during menu planning. 7. There should be a separate store for beverages. 8. The beverage storekeeper should be someone qualified with the knowledge of wines and spirits. 9. The store must have a bonded section under lock and key for imported liquor. Issue is done against a formal document called the Requisition Form (given in Fig. 40.12). Requisitions are approved by only senior authorised persons like the Food and Beverage Manager or Chef because each requisition represents money. The items requisitioned are against budgetary provisions already made and approved and operational heads would like to stay within those budgets. The storekeeper, therefore, will only issue against authorised signatories. The storekeeper must ensure that only the exact amounts are issued as requisitioned for. This is done by weighing, measuring and counting each item at the time of issue. The storekeeper does not have the luxury of issuing more or less. The requisition form, therefore, gets the signatures of the person issuing and the person receiving so that there is no ambiguity of amounts being issued. The person receiving the stocks is then accountable for delivering the exact amounts to the kitchen for use.

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Requisition Form Date................... Dept................. Approved by................. Item

Unit

No. of Units

Unit price

Total Cost

Recd. By

Issued By

Fig. 40.12 Requisition Form

Beverages are issued using similar procedures as food items with some modifications as mentioned below: • Maintain bar par stocks • Issue bottles strictly against consumption which means that the beverage storekeeper has to account for empty bottles against which he issues filled ones. • Beverage issues are made once a day only as a measure of control and accuracy in requisitioning. • All bottles are stamped to identify them as belonging to the property. It eliminates bartenders from bringing their own bottles and selling making unauthorised sales. • Keys of the beverage store after hours are kept with the Front-Office Cashier and accessed only by the duty manager. He is the only one authorised to open the beverage stores after hours and is required to enter a log book maintained in the store for issues made by him. Issues again have to be made through a requisition form duly signed by the competent authority.

Food Costing Food costing is the final stage of the control cycle when food has been consumed by the guest and now needs to be accounted for. In food costing there are some basic terms which needs to be understood to proceed further: • Food cost is the cost of ingredients incurred in preparing the meals served. • Food cost percentage is the percentage of food cost in relation to the sale price or total sale. There are two ways to approach food costing: 1. Food Costing of every recipe 2. Food costing of a daily operation.

Food Costing of Every Recipe Food Costing of every recipe is based on the cost of each individual ingredient to produce a recipe. The original price of each item is available with the Purchase or Stores department. It then becomes easy to calculate the individual ingredients. For example, a kilo of potatoes costs $2.00. If the

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amount of potatoes required in a recipe is 200 gm, the cost of the ingredient “potatoes” in the recipe is $2/1000gm x 200 gm = $ 0.40. The cost of each ingredient in a recipe is added up to give the standard cost of the recipe. The owner can determine the cost percentage of each individual dish in the menu by dividing the cost by the sales price and multiplying by hundred. He would then know the contribution each dish is making to the total revenue. He has the opportunity of getting greater contributions by increasing the price of that dish provided the customer perceives that value as justified. The owner would also want to compare the price set against the prices offered by competition. This kind of costing also can determine the potential food cost. In quantity cooking, we can determine food cost by portion cost. If a recipe costs $80 and yields 50 portions then the standard portion cost is $80/50 = $1.60 To calculate the total dinner cost in a shift for a particular recipe then one has to multiply the number of portions served by the standard cost per portion. In the above example it would be: number of portions x $ 1.60. The overall food cost of a banquet, therefore, would be the total dinner cost of all items on the menu. The food cost percentage would, therefore, be the total food cost divided by the total revenue. The accepted food cost percentage in the food service industry is 30 – 33%. However volume service like banquets and outside catering may even have a food cost as low as 25%. Individual menu items may have higher food costs due to the cost of special raw materials like lobsters, shrimps and imported foods. But there are other items that have lower food cost percentages due to the lower cost of raw materials, such as vegetables and lentils. Over time they are balanced out to give a healthy percentage as mentioned above.

Food Costing of a Daily Operation Most Food and Beverage Managers and independent owners like to see the food cost on a daily basis rather than each individual dish basis. In the hotel this activity is the responsibility of the food cost controller while independent restaurants mat have the chef who calculates the food cost. Daily food cost is calculated as follows: Cost of Opening food stock (which is the cost of closing stock of the previous day) + Cost of purchases for the day = total cost of food stock. Less the cost of food requisitions during the day = closing stock for the day carried forward Food cost percentage =

Total food requisitioned for the day ¥ 100 Total food sales for the day

The food cost report can include a to-date column that progressively reflects the fluctuations in food costs due to various reasons and evens out the food cost percentage at the end of a month. The advantages of this procedure are many: 1. 2. 3. 4.

It is easy to calculate It monitors the daily stock levels It monitors the daily requisitions It necessitates the calculation of daily food revenue

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The disadvantages of this system are: 1. It requires someone in the establishment to monitor and cost stock levels and daily purchases. While hotels may have the Food and Beverage Controls Department to exclusively monitor these things, it is a tedious process for independent restaurant operators, as this function is delegated to the chef, owner or cashier. 2. It may not reflect those sales that are done at future dates while the requisition has been done today for pre-preparation reasons. 3. It does not take into account costs of staff meals and complementary food for public relations purposes. Food controllers take such transfers of food seriously in hotels as the volume of such costs is high. In such cases the food cost percentage is calculated after subtracting transfers of food to staff canteens, bars and complimentary meals. 4. It does not take into account the spoilage and pilferage.

Beverage Cost Beverage costing is simpler as it involves a single component like beer or spirits, it is purchased in standard unit sizes, and it is not perishable like food. However, cocktails and mocktails (nonalcoholic cocktails) have more than one ingredient that deserves special costing. The principle way of costing straight beverages is by measurement. Each bottle has certain capacity (regular is 750 ml) and each peg measure of 30 ml can give the costing. At the end of the day the beverage cost controller will measure consumption in a bottle and tally it with beverage consumption as per the sales bill. The cost of each peg is calculated by the following formula: Cost of Bottle = cost per milliliter ¥ 30 milliliters = cost per peg Total ml of bottle

If a standard 750 ml bottle of whisky costs $ 30, then the cost per milliliter is: $ 30 = $ 0.04 per milliliter ¥ 30 milliliters = $ 1.20 per peg 750 ml

In the example above, if three pegs were consumed in a day then the beverage cost would read: 3 ¥ $ 1.20 = $ 3.60 The beverage cost percentage would read: Beverage cost % =

cost of beverages sold ¥ 100 total revenue from beverages

As mentioned earlier, the costing of cocktails becomes trickier. This is helped by standard recipes just as what we had in food costing. The standard recipe for a cocktail becomes the definitive document for costing as shown below:

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Standard Beverage Recipe Item: Bloody Mary Sales Price : $ 6.00 Drink cost: $ 1.20 Cost percentage : 20% Ingredients: 60 ml vodka 1 dash Worcestershire Sauce 7 ml lemon juice 2 drops Tabasco Sauce Salt & Pepper to taste Ice cubes Tomato Juice Preparation Method: Dip the rim of a 10 oz glass in water and line the rim with salt. Put Worcestershire sauce, Tabasco sauce and lemon juice, pepper and salt and stir. Add the ice cubes and vodka. Top it with tomato juice. Serve it with a swizzle stick. The beverage cost controller will then multiply the number of cocktails of a similar type into the standard cost of a cocktail as given in a beverage recipe. This actually gives the potential beverage cost. In bar operations it is not as simple. The actual beverage cost percentage for a bar is calculated as follows: Opening inventory of the bar (same as closing inventory of previous day) Plus Bar requisitions Less transfers to other bars Less adjustments for cocktails Less inventory at close = total cost of straight drinks Total bar cost + total cost of straight drinks + total cost of cocktails Beverage cost % =

total bar cost ¥ 100 Total bar revenue

We must keep in mind that items such as beer bottles, beer cans and wine bottles, cola/soda/ tonic bottles/cans are sold as bottles or cans and have a straight cost. However we do have wine by the glass and tap beer by the glass. In such a case the calculations would be: Cost per glass of wine = Cost per glass of tap beer =

cost of wine bottle Number of glasses per bottle cost of beer keg Number of glasses measures

¥ 100 ¥ 100

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KEY TERMS Beverage Cost Food Cost Purchase Committee Purchase Contract Purchase Order Purchase Specification

the cost of beverage in relation to its price the cost of food in relation to its price a committee constituted to approve suppliers and purchases a formal agreement between a supplier and the hotel management a formal demand for items from the supplier a minimum quality requirement

REVIEW QUIZ 1. What are the various considerations when planning a menu? 2. What are the benefits of a Standard Recipe? 3. Give the organisation structure of the Purchasing Department. What are the goals of the department? 4. What are the pricing considerations of a Purchase Committee? 5. What are the considerations when selecting a supplier? 6. What are the considerations when planning a store layout? 7. How is food cost calculated? Give an example. 8. How is beverage cost calculated? Give an example.

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Tasks of a Restaurant Manager

L E S S O N

41

Basic Tasks of a Restaurant Manager/Supervisor

BASIC TASKS OF HEADS There are some basic tasks for all heads of restaurants whether he or she is titled a Manager or Supervisor. These tasks are the very core of good restaurant supervision and deserve to be mentioned for readers to keep sight of.

1. Taking Attendance Attendance must be taken in every shift as it impacts on the salaries and wages of the service staff. Some servers are paid wages by the hour while others may be paid monthly. The amount of salary is based on the attendance or the person’s presence and therefore, a contribution to the operation. A restaurant manager maintains two attendance registers: a) One which has all the names of servers listed on a page to mark presence or absence. b) One which devotes a page to each server and the number of hours each has worked along with days off, overtime statistics and special duties. These registers are maintained as per labour laws and are carefully locked. They are used for a year and are legal documents as per law. They are presented to the Personnel Department at the end of each month to calculate the salaries and wages given at the end of each month. Some establishments give salaries every fortnight to help their employees to maintain their personal cash flows to maintain themselves and their families. The restaurant manager must ensure some norms while maintaining attendance of staff: • Staff coming late must be marked late because late-coming is taboo in the service industry. Service is provided by “warm bodies” and late-coming can seriously jeopardise the quality of

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service. The Personnel Department can incur penalties on the staff through wage deductions to emphasise the importance of attendance. • Managers must mark the attendance with a pen to prevent any malpractice. Any additions or deletions must be counter-signed by the manager and employee in acknowledgement of amendments. • Managers must counsel habitual late-comers and absentees before taking action. Late-coming and absenteeism are punishable offences and can even lead to dismissal of the employee. • Managers must always emphasise the importance of attendance in all briefings.

2. Briefings Briefings are perhaps the single most critical communication point between the management and staff. It is the opportunity for upward and downward communications. At the briefing the Restaurant Manager checks the following: • • • • • • • • • • •

Grooming standards of the servers. Uniforms are properly pressed and clean. Finger nails to see that they are manicured and clean. There shoes are well polished. Servers’ knowledge of non-available items Servers’ knowledge of the specials of the day. Equipment carried by the servers e.g. bottle opener, ball pen, KOT pads, cigarette lighters. Staff grievances. Staff feedback on operations of the previous day. Staff suggestions for improving restaurant performances. Knowledge of the menu. The server may be quizzed on the following to know his or her mastery over the menu: a) b) c) d) e) f) g) h) i) j) k) l) m) n)

Method of preparation with all the ingredients. Time taken for the preparation of each dish. Sauces used for the dish. Accompaniments and garnishes. Whether the dish is vegetarian or non-vegetarian Method of service Appropriate wines that go with each dish. Which course each dish belongs to. Prices. Alternative suggestions for a dish. Where to fetch various items from the different sections of the kitchen. Portion sizes. Service methods and procedures. Popular menu items

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The Restaurant Manager will also communicate the following: • • • • • • • • • • • • • • •

New policies of the management. Table reservation status. VIPs expected. Service standards that need re-enforcing. Guest complaints and how they can be avoided. Training tips. Revenue performance of the restaurant. Recognition for jobs well done. Transfers, promotions, new staff and exits. Introduction of new staff joining the service team. Encouragement and motivation. Staff schedules and table allotments. Cost control measures. New menu items. Management observations and suggestions.

3. Managing Discipline Discipline is the hallmark of a good hotelier. Discipline is required for many reasons: a) Guests like to see servers in professional outfit doing their duties with clockwork precision; b) indiscipline reflects on the image of the property, which can be ruined through the word-of-mouth; c) a lack of discipline severely affects the final quality of service; imagine a service which is delayed because the server forgot to collect the order from the kitchen or when the server produces a wrong order because of a lack of application when taking orders; d) reflects on the hygiene and sanitation standards of the property if servers are not wellgroomed and hygienically unclean; imagine dirty surroundings around the table where the guest eats?; e) there is discipline in the way servers communicate with guests; a lack of courtesy, etiquettes and manners can spoil the entire dining experience for a guest; f) discipline in following systems and procedures is necessary to avoid chaos during busy operations; shortcuts to service invariably affect standards; g) coordination with other departments and fellow-members is necessary to get their cooperation; if the kitchen decides to slow down its service the restaurant brigade will be faced with the wrath of the guests as they are in the front line; h) discipline in the punctuality and attendance; if there are no “warm bodies”, the restaurant cannot give the desired standards of service. Indiscipline happens for several reasons. The table below gives the reasons for indiscipline and how they can be addressed by the restaurant manager:

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Reasons for Indiscipline Unavoidable circumstances

Adventurism

Lack of control systems

Ignorance of rules

To attract attention

Does not accept the system

Is rebellious

Affiliation with negative groups

Bad habits Short-cutting systems Willful motives

Course of action Pressing domestic situations like family sickness, parentteacher meetings etc cannot be avoided. This should be excused provided the server has excused himself or herself before the operation starts. Any proof like a medical certificate authenticates an absence however the manager is guided by the track record of the server. Young servers are hot blooded and like to beat the system. Don’t kill adventurism because it can be converted to enthusiasm. Give such staff challenging tasks and additional responsibilities that will occupy their time and need for adventure. Many acts may seem as indiscipline but actually they are caused by a lack of systems and procedures. A manager must seal loopholes in the system. A written code of conduct is also necessary to let employees know the rules. The manager can seek the assistance of the human resources department to draw-up a code of conduct. Ignorance of rules is a crime and therefore servers can be penalized for this. However the manager must reemphasize rules during briefings to keep such things on the top of the mind daily. The industrial age has brought isolation and anonymity when huge work forces are employed. It is easy to be ignored and lonely. Many people deliberately cause indiscipline to attract the attention of the supervisors. A manager, in the first instance must know and dialogue with his team collectively and individually to get respect. It is a necessary ingredient of leadership. The manager should counsel the server and make him realize the importance of the system and how it fits into the larger scheme of things. Rebellious people do so because of perceived injustice. The manager can sit with the “rebel” and understand the injustice meted out to him. Well defined grievance procedures have helped in avoiding rebellious situations. More important is that the manager must be fair and equitable in his or her dealings with the team. The manager should identify these negative groups and their leader. He should try to understand the reasons behind negative behavior. Win over the group leader by giving him importance and a say in proceedings. Re-enforce good habits during training sessions and briefings. Penalise the server after giving two warnings. People with wilful motives are dangerous. If counselling has failed then dismiss the person from the team.

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While the above are some reasons for indiscipline and how to deal with them, the following are some general guidelines to maintain a disciplined team: 1) Ensure that there are written house rules and code of conduct. These must be distributed to each employee and re-enforced at briefings. 2) Motivate staff to follow rules and maintain discipline and how it can benefit them in terms of advancement, better tips and cooperation from team members. 3) A fault committed must be checked at once. 4) Always discipline in private. 5) Set an example by being self-disciplined. Staff must see their manager or supervisor as the role model. 6) Check the Labour laws regarding disciplinary proceedings. Normally two warnings are given in writing before formal charges can be made. Take the help of the Human Resources Department who are trained and qualified to handle disciplinary proceedings within the law.

4. Cost-Reducing Methods A measure of increasing the profits of a food service establishment is reducing costs. While this is the responsibility of the entire brigade the accountability for cost control lies with the manager or supervisor. Here are some tips to reduce costs: 1) Check that food from the kitchen maintains standard portion sizes. This is done at the time food is picked-up from the kitchen for service to guests. 2) Handle service equipment with care. Switch off equipment like hot cases, chillers, table lamps, display cabinets lights, gas burners of the guéridon trolley at the close of the restaurant. 3) Cutlery is expensive and must be used for it’s sole purpose. Knives should not be used to open sealed bottles, cans or used as screwdrivers to fix equipment. 4) Restaurant linen is expensive and constitutes a major investment by the owner. It should not be used for wiping tables or floors. Waiter cloths are of cheaper material and used for cleaning purposes. 5) Order pads and KOTs must not be used as rough pads for dawdling. 6) Servers must be trained in the correct ways of lifting and carrying trays. A lot of food is spilt in service when food trays are dropped. Spillage during transportation of food results in a loss of food and damage to carpets. 7) Check each food order with the KOT to ensure that food ordered is the correct one. 8) Serve tea and coffee according to portions. The tea and coffee pots ensure correct portions. 9) Send timely maintenance orders to the maintenance staff. Items fixed on time will avoid higher costs and bigger breakdowns in service. 10) Return re-usable items like flower arrangements to housekeeping, butter, milk and sugar to the kitchen, partially consumed wine bottles to the kitchen for use in cooking etc. 11) The staff must be trained to take down orders correctly the first time. Returned orders are a loss to the establishment. Staff should repeat orders and clarify doubts when taking the orders down.

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12) Raise checks for all foods ordered. There is no free food except as a policy decision in which case the free food is already taken into account for profitability purposes. 13) The manager must be hawk-eyed for pilferage by staff. 14) Ensure the daily cleaning of the premises to keep assets fresh. 15) Ensure that the staff strength is optimum to meet business demands. Excess staff is a cost.

5. Staff Scheduling The scheduling of staff ensures that the demands during the business hours are met. The schedule must show a human face in as much as taking into account each server’s special requests for leave as far as possible without effecting service. Staff must be rotated equitably through shifts and holidays. Food business is a 7-day business and not all staff can get leave the same day. While others are enjoying the restaurant staff are on duty to give the guests their enjoyment. The off-days have to be distributed fairly on a round-robin basis as given in the schedule below. The schedule must be made at least three or four days before it becomes effective to enable staff from planning their personal commitments to meet their duty hours. Every schedule is authorised by the manager who is responsible for the human resources and their deployment. The schedule must ensure optimal deployment to ensure that peak hours are fully serviced with competent staff. Busy restaurants like coffee shops that run a 24X7 operation have morning, afternoon, evening and night shifts. Some key personnel are given split shifts to cover busy periods. MON

TUE

WED

THUR

FRI

SAT

SUN

Judy

Bussing

Mis-enscene

Clearance

Station C

Station B

Station A

off

Jane

Mis-enscene

Clearance

Mis-enscene

Bussing

Station A

off

Station C

Robert

Clearance

Station C

Bussing

Station A

off

Station B

Station A

Singh

Station C

Station B

Station A

off

Bussing

Station C

Station B

Antonio Station B

Station A

off

Mis-enscene

Station C

Bussing

Clearance

Jamal

off

Station C

Station B

Mis-enscene

Clearance

Mis-enscene

Station A

Station B

Station C

Clearance

Mis-enscene

Bussing

Station A

Victoria off

6. Assignment of Duties The assignment of duties must be fair and equitable. No server must be over burdened to an extent that his or her productivity is affected. It is also important for the servers to be free from monotony. The common tasks for all servers are to serve guests. However, there are tasks that can be rotated among the restaurant staff. These tasks are:

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1) 2) 3) 4) 5) 6) 7)

Polishing silverware Cleaning glasses Requisitioning linen, flowers and supplies Food pick-up Clearance of tables Replenishing water into guest goblets Replenishing soiled service ware from the kitchen stewarding with fresh ones. 8) Set-up of trolleys and displays These tasks must be distributed equitably among the staff as they are routine and sometimes tedious. The restaurant manager also must ensure the following: • Rotation of staff to different stations • Each station must have equal staff strength i.e. one Captain per station and 20 covers per server in a coffee shop and eight covers to a server in a fine dining restaurant.

7. Evaluating Staff The purpose of performance appraisal is to ascertain an individual’s present and future value to the organisation. His present value is assessed by his past performance while his future value is determined by his present potential. A good appraisal would bring to light these two aspects. The fear that all assessors have is the element of subjectivity. In order to avoid subjectivity the best approach would be to evaluate performance and not personality. The Management-by-Objectives (MBO) has been a successful method to counter subjectivity. MBO involves setting objectives and targets mutually at the beginning of the performance period of a year and assessing whether they have been achieved at the end of the year. Setting standards of performance is implicit in the objective setting to ensure quality of performance. The challenge in this system is measurement. For some positions like that of a server, the assessors have rationally used the Trait method in which certain behavioural characteristics are evaluated like punctuality, attendance, teamwork, grooming, ability to follow instructions, etc. However, the limitation of this method is that while some behavioural characteristics can be measured others cannot and open the doors to subjectivity. The server in future is acquiring the responsibilities of his supervisor, which means that MBO can be used. Some objectives that can be set for the server can be: • • • • • • • •

Average sales per cover New guests generated Repeat customers Average check New ideas introduced Guest comment forms and feedback Cost-control measures employed Feedback of colleagues (360 degree feedback)

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The benefit of MBO is that deficiencies are not looked as areas for punishment but areas for training and development. The Restaurant Manager is able to identify training skills needed. The system is future oriented and gives a correct picture as to what potential an individual shows in terms of performance. It also binds the superior and subordinate to act as a team to achieve targets. The actual appraisal becomes transparent and both look upon performance as something that is mutually beneficial. The Restaurant Manager does the following to enliven the MBO approach: 1. Set standards of performance. 2. Set objectives and targets with the subordinate at the beginning of a year. Objectives must be realistic and measurable. 3. Review performance mid-year and perhaps altering objectives if situations change. 4. Approach the system as a developmental tool. 5. Conduct the appraisal interview in a relaxed atmosphere and with an open exchange of ideas. 6. Strictly concentrate on the individual’s performance and not the personality unless it is essential to service such as grooming and hygiene. 7. Give the subordinate an opportunity to explain himself or herself. 8. Help the subordinate to identify deficiencies and chalk out action plans for improvement. 9. Show the subordinate the path for future growth.

KEY TERMS Attendance Briefing Discipline Cost-control Staff Schedule Performance Appraisal Management-by-Objectives

the act of documenting who is present for duty two-way communication between management and staff at the beginning of an operation self control the process of saving expenses employee duty Rota a system of evaluating performance a performance evaluation system driven by objectives

REVIEW QUIZ 1. 2. 3. 4. 5.

What are the various aspects covered by a restaurant manager in a briefing? How does a manager exercise cost control in a restaurant? Explain what MBO is and how managers execute the system. How can we ensure fairness and equity in staff scheduling? Why does restaurant staff need discipline?

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Tips for Hotel Management Students

L E S S O N

42

Interview and Internship Tips for Hotel Management Students

INTRODUCTION While they are preparing themselves for the industry, the students of hotel craft and management have a great anxiety about getting a job after their studies are over. This concern is well placed though their expectations of a “good job” may vary. Most want to be hotel managers, which is possible provided they show the right knowledge, skills and competencies. The chart below gives realistic entry points for those who study at different levels of hotel keeping. Education Level

Small properties

Medium-sized properties

Large properties

Remarks

Apprentices

Apprentices

Apprentices

Apprentice programs in properties may range from 6 months to two years

Craft Certificate Waiters from Craft Institutes or Trade Schools

Asst-waiters

Busboys

Few may join as short training program of 3-6 months

3-year Diploma in Hotel Management from Institutes of

Supervisors

Supervisor Trainees

Students showing no evidence of appropriate knowledge,

Government sponsored apprentice programs

Assistant Managers

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Hotel Management

skills and competencies may get jobs lower

3 or 4 year Degree in Hotel Management from recognised universities

Assistant Managers

Assistant Managers

Management Trainees

Post-Graduate Diploma in Hotel Management from Institutes of Hotel Management

Asst. Department Head

Management Trainee

Assistant Manager

Many join as lecturers in hotel schools

Masters in Hotel Management from a recognised University

Assistant General Managers

Assistant Department Heads

Senior Management Trainees

Many join as administrators in hotel schools, state tourism offices

***

***

Consultant

Lecturer in a University

PhD. in Hospitality

While the above are desired entry points, many students fall short of the requirements of the establishments and get disillusioned when they are offered positions less than their expectations. The question arises as to what is the industry looking for? A realistic answer that the author—who has wide experience in the area of recruitment for the hotel industry—would like to give is: • Basic knowledge of hotel practices and principles like menu courses, cooking methods, management principles, budgeting, menu planning, types of glasses, service ware, etc. It is surprising how many students are ignorant of basics. Basic knowledge is the foundation on which properties can build their own policies and standards. • Basic skills of the hotel trade like table layouts, mis-en-place, service of wines and spirits, etc. • Personal grooming and hygiene that is critical to the industry. Students appear for interview in borrowed clothes, oversized suits and hair not groomed well. • Physical orientation such as health, robustness, energy. • Potential for growth to higher levels. This is reflected in the leadership qualities shown by the individual during school and college. • General awareness of the world around. Tunnel vision is not appreciated. • Communication skills in the spoken and written English language. It is recognised that the English language is the global language. Knowledge of another language is definitely an asset to any organisation. • Enthusiasm, which is reflected in the outward nature of the individual, humour, easy relationships, participation in extra-curricular activities etc.

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• Positive attitude shown by proactive behavior, team orientation, respect for experience and knowledge etc. • Etiquettes and manners are so essential to the industry. Though this is taught in hotel schools many do not bring this forward at the time of selection.

METHODS OF SELECTION The industry makes their selection using various methods: Group Discussions: These are used successfully to weed out many students not meeting the standards of the establishment. It is normally the first round. Students are given a topic and about fifteen to twenty minutes to discuss the topic. During the discussion the interviewers are looking at communication skills, leadership skills, physical orientation and demeanour, team work, persuasive skills, personal confidence, ability to defend oneself against adversity, listening ability, composure under pressure and team spirit. Many students believe that they should be the first to speak and dominate discussions. This is far from true. A good participant is one who listens and contributes new dimensions to the topic. He or she is one who will ensure that all get a chance to speak. This is a great leadership quality. Assertiveness which is the belief in one’s thought and the expression of it is preferred to aggressiveness which is when one attacks the personality. The selectors see who the group polarizes to in the discussion to keep the momentum going. Skills at group discussion can be mastered through practice. Unfortunately many students are exposed to it for the first time during selection and make a mess of themselves. Extempore Speech: This is a method employed to evaluate candidates under extreme pressure. Students are required one by one to select a topic from a bowl of topics and speak immediately for a minute or two. Selectors believe that the service industry has a lot of pressure especially when dealing with different people and needs those who can think on their feet and respond confidently. The extempore method gives the right platform to evaluate that. Selectors look at how the topic is introduced and how many dimensions of the topic is brought forward by the speaker. Two minutes may appear a short time but is an eternity for someone who has to think on his or her feet. Written Tests: These tests are used to evaluate general knowledge, numeric ability, spatial ability, language ability and logic. They may come in the form of a composite paper or as separate question papers. This is also a method to test the basic technical knowledge of students. There are many preparation test papers available in the market for various entrance examinations. They can be practiced upon. As regards technical tests, nothing is more effective than revision of the syllabus. A student must remember that it is that knowledge that the establishment is hiring. There are many psychometric tests to ascertain behavior and personality patterns now used by superior establishments. In psychometric tests students it is best recommended to be honest and not contrive answers. The tests have enough checks and balances to bring out a bluffer. Trade Tests: These tests are given more to those at skilled level entry points. A cook will be asked to prepare a meal, a server to lay a cover, a room service order-taker or hostess to take a voice test to ascertain her voice modulation on phone, etc.

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Interviews: This is the most common and important selection method used at the end of the evaluation process. An interview is a face-to-face meeting with the specific purpose of gathering information. While market researchers may use it for information alone, recruiters use it for making choices for selection. The interview process starts with the resume. The resume (American term) is also called a bio-data (English term) or curriculum vitae (French term). The resume forms the first impression of a candidate even before the selector and candidate meet. It, therefore, has to be written well to motivate the selector to want to meet the candidate. Here as some essential tips for a resume: • Use A4 size quarto-sized white paper only. Some students have torn out papers from exercise books to write their resume. • The resume must be typed. Some submit handwritten resumes. An Arial font of 12 size is the best. • Ensure that the resume is complete. • The resume must not be folded or crumpled. It must be in pristine condition when submitted. • All resumes must be in original. Copies of resumes are frowned upon by selectors. • Ideally the resume must restrict itself to two pages only. Selectors do not have the time to go through many pages especially when they have to screen reams of applications. The resume shall employ the following sequence: Name Contact number Employment objective of the candidate Brief synopsis of the candidate Special skills and competencies Educational qualifications presented as follows: Sr. No. From To Name of Institution

Certificate/Degree

Other technical qualifications (such as computer proficiency, language skills, trade specializations etc.) Work experience presented as follows: Sr. No. From To Institution

Job Position

Nature of Job

Special achievements and honors Hobbies and pastimes. Hobbies are serious occupation spreading over many years while pastimes are casual interests. Personal Details: • Date of birth • Gender • Nationality • Passport number or other identification (Please note that a number of countries do not expect this information as per equal opportunity laws) References (Three references are adequate) Personal signature

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The resume can be an asset for a candidate as well as a minefield. People tend to bluff their way into impressing the selectors by mentioning their accomplishments such as achievements and honours and special course. Remember that all information has to be supported by written proof in terms of certificates and letters. The biggest blunder made by students is that they confuse between hobbies and pastimes. Hobbies are the most important serious activity during student days and the selector will grill a candidate on it. The student is expected to have an in-depth knowledge of the subject and not to have just a cursory view. Watching television or listening to music are not hobbies! They should not be mentioned unless they are viewed from the standpoint of research. Achievements and honours are the most important aspects of student days. Those students who have represented their class, school or college in sports, debates, performing arts, etc. stand out from others who have not done this. Those who have held leadership positions as head-boys or girls or captains of teams have a head start on others on leadership qualities. Students may ask, what about those who have not achieved anything in school? They may have achieved something out of school such as participation in community work, health drives, keeping the city clean or any achievement however small, outside school. Those who do not have that either have to impress the selectors at the time of interview if they are called. Photographs attached to the resume must be of passport size, in black and white and stapled to the resume on the right. Photographs must not be clipped, pinned or pasted. The hospitality industry requires those who look confident, smiling and well groomed. Most students take passport photographs at the most casual moment. Students are advised to wear formal jackets and dresses and smile. Grooming for the interview is of paramount importance. The student must show an eye for detail in the grooming standards. The dress must be formal, clean and well pressed; shoes must be polished (do not wear sneakers); collar and shirt sleeve buttons must be stitched and used; collar cuffs must be clean; hair well groomed and tied up for girls if possible; hands must be clean and finger nails well manicured. Ladies beware of chipped nail polish; and finally do not borrow your parents’ or friends’ clothes as they are easily detected. Preparation before the interview: • Learn about the organisation, their senior management, branches and history. This can be got from company brochures. • Study the hotel subject as though for an examination. This knowledge is what is being hired. • Keep a neat portfolio of certificates and recommendations. • Refresh oneself on the hobbies one has claimed in the resume. • Keep another copy of the resume if required. • Enquire about the names of people in the selection panel (addressing them by their name during the interview has a great advantage). • Have your clothes clean, pressed and ready for the interview. The good points of at the interview itself are: • Being on time • Smile, smile, smile! • Confident walk and the habit of seeking permission to sit down

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• Sit upright with hands on the lap. Place the personal folder on the table. • Lead the interview by giving information that is not in the resume. Most students give a synopsis of their resume, which is quite boring for the interviewers. Suggestions such as: “Perhaps you may like me to tell you of my achievement as school captain?” are of great help. It is rare that an interviewer will deny that suggestion as they are also looking for what to ask especially when they have so many students to interview in a day. Always keep feeding the interviewers with what they should know about you. • Show enthusiasm and humor. • Don’t bluff. Selectors prefer to hear, “I am sorry, I do not know the answer to that question” than contriving an answer. Selectors dislike dishonesty. • Keep the interviewers attention by voice modulation and perhaps wit. • Show loyalty to the institutions that you have been associated with. • Avoid using slang. • Avoid smoking. • Show courtesy and manners • Ask questions such as the next step in the selection process, career paths within the organisation, expansion plans of the organisation, etc. • Always maintain eye contact as this shows confidence. • Listen carefully to the interviewer’s questions or when they are speaking. • Be natural and do not put on what you are not. The selector picks this out. • Thank the panel before exiting.

INTERNSHIP The What-to-Observe (WTO) is a process developed by this author in 1973 to help hotel management trainees, interns from hotel management schools and food craft institutes and apprentices to focus on those important learning points while on-the-job training in addition to the daily tasks given to them by their superiors. The WTO is a checklist, which the learners must complete in their reports to qualify their successful completion of training. Each job position has a checklist that drives their learnings given below:

LESSON 42

Interview and Internship Tips for Hotel Management Students

What-To-Observe Restaurant Manager • • • • • • • • • • • • • • • •

How the briefing is conducted and what issues are covered? How the staff are scheduled and assigned duties? How the team spirit is promoted? Hours of operation of the restaurant and how the staff is deployed. Restaurant décor and how it is different from competition. What type of restaurant and what service style is deployed? Seating capacities and how they are distributed for equitable work load. Operational policies guiding the restaurant manager. The departments that the restaurant coordinates with and the nature of such coordination. How food promotion is conducted and how the restaurant manager sells? Service standards and specifications. Preventive maintenance schedules. Type of equipment and their use. Systems and procedures followed. Forms and formats used. Assessing daily performance in terms of: Number of covers sold Total F&B Sales Turn over per cover Menu item sales summary Average check per table Peak and lean periods Cost control Reasons for trends • In-restaurant merchandising

What-To-Observe Restaurant Captain • • • • • • • • • • • • • • •

Mis-en-place of a station How a side-station is stocked? Work load distribution in the station Familiarisation of the menu Receiving guests and seating Coordination with the kitchen KOT control Nature of guest complaints and how they are handled. Stock control of cutlery, crockery and glassware. Number of covers in a station and how they are manned. Salesmanship. Guéridon service (if applicable) Nature of staff grievances and how they are handled. Tip administration. Coordination with the Restaurant Manager/Senior Captain

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What-To-Observe Server • • • • •

Grooming and hygiene standards Service accessories carried by the servers Pre-briefing activities What issues are represented by the servers at briefings? Knowledge of the menu and where other information can be got: eg specials of the day, nonavailable items etc. • Mis-en-place: � � � � � � � � • • • • • • • • • • • • • • • • •

Silver polishing Glass polishing Linen requisition procedure Flower requisition procedure Stores requisition procedure Items stocked at the side-station Napkin folding Laying of covers

Nature of coordination with kitchen stewarding Nature of coordination with the kitchen Familiarisation with the different glassware, crockery, cutlery and linen. Familiarisation with service equipment How trays are carried? Receiving and seating guests Presenting menus Order-taking procedure Food and beverage service procedures Service of wines Suggestive selling Presenting checks and credit and cash payment procedures. Food presentation Handling guest complaints Workloads Safety measures employed Sanitation standards

LESSON 42 Interview and Internship Tips for Hotel Management Students

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What-To-Observe Busboy • Observe the duties of the server you are assigned to. • Mis-en-place: � � � � � � � � • • • • • •

Requisitioning procedures Silver polishing Glass polishing Napkin folding Soiled linen exchange procedure Stocking the sideboard Preparing bussing equipment – trays, trolleys etc. Replenishing water jugs

Serving bread, butter, hand towels Replenishing water in guest goblets Clearance procedures Nature of coordination with kitchen stewarding Replenishing cleaned glassware, crockery and cutlery. Workload and fatigue factors. What-To-Observe Bartender

• Features of a bar and its layout • Bar mis-en-place Replenishing empty liquor bottles from beverage store Polishing glasses Replenishing cocktail garnishes from kitchen Replenishing bar supplies from general store e.g. napkins, swizzle sticks, toothpicks, paper napkins, coasters etc. � Replenishing bar supplies from food store e.g. canned olives, canned cherries, Tabasco sauce, Worcestershire sauce etc. � Replenishing empty beer kegs from beverage store � � � �

• • • • • • • • •

Cocktail recipes Breakage statistics and procedures fro replacement. Beverage bottle display Implications of short and over pouring Legal provisions for the service of liquor e.g. dry days, minimum age, etc. Requisitioning procedures Liaison with F&B Controls for daily inventory How guest checks are processed Inter-bar transfer procedure

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Textbook of Food and Beverage Management

Customer service and up-selling Familiarisation with the wine list and the bar food menu. Procedure for complimentary drinks Types of glasses used in the bar Types of garnish and service accessories maintained Familiarisation with different brands of wines, spirits and non-alcoholic beverages KOT control Coordination with other departments Handling of difficult guests Nature of guest complaints Bar closing procedures What-To-Observe Restaurant Hostess

• • • • • • • • • • • • • • • •

Study the hostess desk, its location, layout and what it is equipped with. Table reservations register and how reservations are made. How reservations are balanced for equitable workload? How guests with reservations are handled when tables are full? How guests without reservations are handled when tables are full? Restaurant briefings and what issues are covered. Receiving guests Familiarisation of Menu Seating procedures How the menu is presented to guests? Up-selling techniques Nature of guest needs How guest complaints are handled? Coordination with Room service or Reception for after hours table reservations Customer relations and how it is executed. Additional tasks given to the hostess during peak hours

LESSON 42 Interview and Internship Tips for Hotel Management Students

What-To-Observe Banquet Manager • • • • • • • • • • • • • • • • • • • • • • •

Study the job description of the banquet manager See how banquet budgets are made and what are the essential features of the budget Banquet marketing plan What segments of the market does the banquets department serve? Strategies employed to meet competition Policies and procedures of banqueting. Forms and formats used Role of F&B Control is banqueting Coordination aspects with kitchen, kitchen stewarding, stores and F&B Controls Familiarisation with banquet menus How banquet negotiations are done Banquet facilities and layouts Banquet set-up Table layouts and buffets Types of banquet equipment and their maintenance Pricing policies Banquet selling techniques and promotion Supervision of banquet functions Staffing and scheduling of banquet functions Sources of part-time banquet staff Food and beverage control procedures Guest relations Nature of guest complaints and how they are handled

What-To-Observe Banquet Sales Coordinator • • • • • • • • • • • • • • •

Grooming standards Nature of the banquet sales kit Preparations made before a sales call Familiarisation with banquet facilities Banquet policies and procedures Familiarisation with banquet menus How to take a banquet booking Pricing structures of various functions Importance of guest history cards and how they are made. Familiarisation with the Banquet Register and how it is filled. Familiarisation with the Function Prospectus Anatomy of a sales call How negotiations are done Collecting market intelligence How are surveys done of competition?

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APPENDIX

Answers to Review Quizzes

LESSON 1: ORIGINS OF THE FOOD SERVICE INDUSTRY True or False 1. False 7. False

2. True 8. False

3. False 9. False

4. False 10. True

5. True

6. True

Fill in the Blanks 1. institutional 2. Delmonicos 3. A&W Root Beer 5. Florence Nightingale 6. Coffee House 7. textile 9. hamburgers 10. Hernando Cortes

4. Robert Owen 8. cafeteria

LESSON 2: FOOD SERVICE FACILITIES True or False 1. True 7. True

2. True 8. True

3. True 9. True

4. True 10. False

5. False

6. False

Fill in the Blanks 1. 4. 7. 10.

specialty casual dining airport catering Youth Hostels

2. Food Bar 5. cafes 8. railway terminal catering

3. fast food restaurant 6. cafeterias 9. disease

Match the Following 1. e 7. d

2. h 8. c

3. j 9. f

4. a 10. g

5. i

6. b

Answers to Review Quizzes

574

LESSON 3: ORGANISATION AND RESPONSIBILITIES OF F&B OPERATIONS True or False 1. True 7. False

2. True 8. True

3. False 9. True

4. False 10. True

5. False

6. True

Fill in the Blanks 1. 4. 7. 10.

measurable 2. objectives market segment 5. job specification recycling 8. economic environment local government agencies

3. organisation structure 6. macro environment 9. social environment

LESSON 4: ASSOCIATED DEPARTMENTS OF HOTEL FOOD SERVICE True or False 1. True 7. False

2. True 8. True

3. False 9. True

4. False 10. False

5. False

6. False

Fill in the Blanks 1. garde manger 5. kitchen porter 9. Food Store

2. pantry 3. hot range 6. F&B Controls 7. A/C mechanic 10. human resources

4. still room 8. lobby manager

LESSON 5: THE NEW FOOD SERVICE PROFESSIONAL True or False 1. True 7. False

2. True 8. True

3. False 9. False

4. True 10. False

5. True

6. False

LESSON 13: RESTAURANT SERVICE EQUIPMENT Fill in the Blanks 1. skip cloth 5. demi-tasse 9. serated edge

2. dummy waiter 6. lead 10. sauce boats

3. porcelain 4. china clay 7. capacity (or volume) 8. glass racks

True or False 1. True 7. True

2. True 8. False

3. True 9. True

4. True 10. True

5. False

6. True

5. False

6. True

LESSON 16: THE RESTAURANT SERVICE CHAIN True or False 1. False

2. True

3. True

4. True

Answers to Review Quizzes

7. False

575

8. False

9. False

10. False

Fill in the Blanks 1. humidity 5. hard 9. cigarettes

2. processed cheese 6. tobacco leaves 10. chewing tobacco

3. pasteurization 7. winter

4. Italy 8. 9-20

3. Fermented 7. Patent Still method

4. 55 8. Distillation

LESSON 18: SPIRITS Fill in the Blanks 1. Ethyl Alcohol 5. Proof 9. Vegetables

2. Distillation 6. Sugar

True or False 1. False 7. True

2. False 8. True

3. False 9. True

4. True

5. True

6. True

18.1 WHISKY Fill in the Blanks 1. barley 6. Saladin

2. water of life 7. peat

3. grain whisky 8. diastase

4. barley 9. maltose

5. oak casks 10. glucose

True or False 1. False (oak casks) 5. True 9. True

2. True 6. True 10. False (taste)

3. False (two) 4. False (60%) 7. False (twice in pot stills) 8. False (fore-shots)

18.2 RUM Fill in the Blanks 1. sugarcane 2. sucrose 5. un-charred oak casks 6. Bacardi 9. continuous distillation 10. Cuba Libre

3. molasses 7. caramel

4. pot-still 8. oak casks

18.3 VODKA Fill in the Blanks 1. grain 2. distillation 3. 40% 4. quality of grain neutral spirit 5. boyar wine 6. jalapeño peppers and paprika 7. Smirnoff 8. quartz 9. 1930 10. pickled cucumbers

Answers to Review Quizzes

576

18.4 GIN Fill in the Blanks 1. juniper berries 5. Gordon’s Gin 8. Gimlet

2. Cunard Cruises 3. grain mash 6. lacking sweetness and aroma 9. tonic water 10. “Heavy”

4. distilled water 7. neat with ice

18.5 TEQUILA Fill in the Blanks 1. the mescal plant 5. oak barrels 9. anejos

2. southwest Mexico 3. 8-12 years 6. tomato juice 7. lick of salt 10. aquamiel

4. pina 8. NORMA

18.6 BRANDY True or False 1. True 7. 2-4 years

2. True 8. True

3. True 9. False

4. True 10. True

5. False

6. True

Fill in the Blanks 1. burnt wine 5. congeners 9. Calvados

2. grapes 6. calcium 10. tails

3. oak casks 4. 140-144 7. Very Special Old Pale 8. ten

LESSON 19: BEER Fill in the Blanks 1. barley 5. sturgeon 8. wort

2. diastase 3. nettle 4. finings 6. grist 7. alcohol and carbon dioxide 9. Czechoslovakia 10. root beer

True or False 1. True 2. True 5. True 6. False (Stout) 9. False (carbon dioxide) 10. True

3. False 7. True

4. False (kegs) 8. True

LESSON 20: NON-ALCOHOLIC BEVERAGES True or False 1. False (nourishing) 5. True 9. False (oolong tea)

2. True 6. True 10. True

3. True 7. False (refreshing)

4. False (water goblets) 8. False (tropical climates)

Answers to Review Quizzes

577

Fill in the Blanks 1. quinine 5. tea-tasters 9. coffee pots

2. hi-ball 6. Coffea Arabica 10. juice

3. flush 7. Coffee Houses

4. oolong 8. Brazil

3. True 7. False (frappe)

4. False (garnish) 8. True

3. hinged flap door 7. jugs

4. soft drinks 8. cash bank

LESSON 21: BAR MANAGEMENT True or False 1. True 5. True 9. True

2. True 6. False (stainless steel) 10. True

Fill in the Blanks 1. 20% 5. ice-cube machine 9. optic dispenser

2. 3 ft. 6 inches 6. beverage store 10. glass rail

LESSON 22: BANQUETS AND OUTDOOR CATERING Fill in the Blanks 1. 3. 5. 7. 9.

State banquet supervisor function sheet contract of agreement concierge

2. 4. 6. 8. 10.

banquet coordinator food and beverage controls room service order-taker (or front office reception) function prospectus sit-down

True or False 1. False (social) 5. True 9. True

2. False (professional) 6. True 10. True

3. True 7. True

4. True 8. True

LESSON 23: KITCHEN ORGANISATION Fill in the Blanks 1. entremetier 5. hors d’oevres 9. hot range

2. kitchen porter 6. pates 10. still

3. galantines 7. garde manger

4. canapés 8. confectionary

True or False 1. False (announcer) 5. False (Chef de Cuisine) 9. True

2. True 6. Pantry 10. True

3. True 7. True

4. False (Chef de Cuisine) 8. False (satellite kitchen)

Answers to Review Quizzes

578

LESSON 24: METHODS OF COOKING Fill in the Blanks 1. convection 2. radiation 7. Jus Roti 8. clay

3. smoke 9. sauté

4. pot liquor 10. batter

5. water

3. True 8. False

4. True 9. True

6. stewing

True or False 1. True 6. False (cheap cuts)

2. False (conductor) 7. True

5. False 10. False

LESSON 26: SAUCES Fill in the Blanks 1. roux 6. blood

2. arrowroot 7. au jus

3. blond 8. puree

4. consistency 9. milk

5. buerre manie 10. demi-glace

True or False 1. True 6. True

2. True 7. True

3. False 8. False

4. True 9. False (béchamel)

5. True 10. False (six)

LESSON 27: SOUPS AND GARNISHES Fill in the Blanks 1. minced meat 6. purees

2. mirpoix 7. bisques

3. muslin cloth 8. chowders

4. garnishes 5. Florentine 9. Hungarian Goulash 10. six

True or False 1. False (second) 6. False (béchamel sauce)

2. False (thin soup) 7. True

3. True 8. True

4. True 9. False (Italy)

5. True 10. True

LESSON 36: HYGIENE AND SANITATION True or False 1. True 7. False

2. False 8. False

3. True 9. True

4. True 10. True

5. False

6. True

Glossary

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APPENDIX

Glossary

A la Carte Agave azul Ageing Air-curing Alcohol Alcoholic beverages American service Anejos Aquamiel Aromatised Wines Attendance Attitude Banquet Bar Belonging Beverage Cost Blanco Brandy Brewing Briefing Briefing Buffet Service

a menu where each item is priced blue agave chosen to make tequila the fermentation process that gives the tobacco leaves a sweeter, milder flavour and aroma drying leaves using weather conditions an odourless liquid containing either ethyl or methyl alcohol any potable liquid containing from 1% to 75% of ethyl alcohol by volume pre-plated service tequila aged above a year sap of pinas wines flavoured with herbs, barks and other flavouring the act of documenting who is present for duty mood service of food and beverage at a specific time and banquet place, to a given number of guests at an agreed menu price a facility that dispenses alcoholic beverages, refreshing drinks and cocktails the need to be social the cost of beverage in relation to its price white tequila aged for 14-21 days a distillate of fermented grape juice the process of making beer from wort two-way communication between management and staff at the beginning of an operation two-way communication between management and staff before an operation self-help from buffet tables

580

Buffets Cafeteria Carbonation Cash bank Cash bars Catering Policy Centralised Room Service Chaffing dishes Character Cheese Chinaware Cigar binder Cigar filler Cigar wrapper Classical French Menu Closed bars Coa Coffee Houses Combination Menu Commercial Catering Congener Continuing Education Contract Agreement Control Cycle Controlling Coordinating Corkage Cost-control Courtesy Cover Creamers Cruet Set Curing

Glossary

tables laid with food for guests to help themselves self-help service in industrial canteens the process of adding carbon dioxide to a liquid a kitty of cash for immediate operational use bars where guests pay for their drinks a guideline for food operations room service operation from a central point to all guest rooms food containers heated by solid fuel for buffet table food service style of a whisky blend solidified product made from cow’s milk porcelain pottery originally from China the leaf that holds the cigar fillers together main body of the cigar the outer leaf that wraps the cigar 12 course menu of early France bars that offer a limited range of liquor brands steel tipped hoe for harvesting the agave plant 16th century public eating places in the UK a menu that combines a’ la carte and table d’hote system of pricing a food program committed to profit substance other than alcohol found in wine and new distillates that provide undesirable flavour and aroma educating oneself throughout one’s career a document that confirms a banquet booking with the client a circle of control actions the function of ensuring that plans and objectives keep to schedule and those targets and budgets will in fact be achieved he act of harmonizing activity and efforts to meet objectives per bottle charge for serving the hosts liquor the process of saving expenses showing respect to others the space on a table for crockery, cutlery and glassware for one person milk jugs dispensers for salt and pepper removing sap from newly cut tobacco leaves

Glossary

Cyclic Menu De-centralised Room Service Delegation Demitasse Demographics Diastase Directing Discipline Discipline Dish du Jour Distillate Distillation Door Knob Service Draff Empowerment Engineering English service Entrée Plate Etiquettes Evaluating Fast Food Restaurants Fermentation Finance & Accounts Finings Finish Fire-curing Flat Structure Flatware Flue-curing Food Cost Fortified Wines Frappe

581

a menu that is rotated weekly room service operation from distributed points in a hotel act of giving higher responsibilities to subordinates while still retaining the accountability small cup (half cup) for serving black coffee the study of population enzyme that converts starch into sugar art of getting work done by other people self control self control special dish of the day alcohol produced by heating fermented fruit juice and cooling the captured vapour the process of cooling heated liquid vapour to give a purified and concentrated liquid pre-registration of breakfast orders the night before husky liquid after fermentation for cattle fodder giving authority department responsible for all mechanical, electrical, airconditioning, civil and electronic services host service main dinner plate social graces the process of comparing actual performance with desired performance a place selling standardised ready-to-eat foods the process of converting sugar-based liquids into alcohol the department that accounts for all revenues and provides finances for operational expenditures substance used to clarify cloudy liquid after taste of whisky long after it is swallowed drying leaves by low fires a hierarchy where there are fewer layers cutlery drying leaves through heat conveyed by ducts the cost of food in relation to its price wines that are strengthened in alcoholic content crushed ice

582

French service Front Office Function Book Function Sheet Garnish Gateaux Glass rail Glassware Globalisation Glucose Grill Room service Grist Grooming Guéridon Service Habits Hollowware Hops Host bars Housekeeping Human Resources Institutional Catering Isinglass Jamadors Job Description Job Specification Job Title Kitchen Stewarding Kitchen Knowledge worker Leg Line functions

Glossary

personalised service the department responsible for room reservations, registration, information and billing a control diary of all functions booked a document that announces a function to relevant departments in the hotel a food item that decorates and flavours food and drinks French term for cakes and pastry a drainage facility on bar counter tops to channelize spilt liquid when pouring combined term for drinking receptacles having access to information, products and services worldwide converted maltose into sugar service of grilled items ground dried malt the way one physically presents oneself table-side cooking repetitive actions Metal or ceramic containers for food service dried ripe flowers of the mulberry or nettle family bars where the host pays for all drinks department responsible for the cleanliness, maintenance and aesthetic upkeep of the hotel department responsible for recruitment, orientation and upkeep of the human resource volume food service in institutions bladder of sturgeon fish harvesters of the agave plant in Mexico a documented profile of a job a profile of the person doing a job official designation of a job position the department responsible for upkeep of service equipment; sanitation and hygiene of the kitchen; and fuel supply place where food is prepared a person skilled in modern technology strength and viscosity of a whisky job positions directly in operations

Glossary

Liqueurs Macro-environment Malt Malting Maltose Management Management-by-Objectives Market Menu Market Research Market segment Market Mashing Menu Planning Menu Merchandising Micro-environment Mis-en-place Mis-en-scene Mobile Room Service Molasses Multi-skilled Needs Nose Objectives Open bars Optic dispenser Organisation Structure Organising Oro Palate Pasteurisation Pasteurised cheese Pencas Performance Appraisal Physiological needs Pina

583

a sweetened and flavoured spirit external surroundings that is unpredictable and uncontrollable a product of germinated barley the process of germinating barley converted starch into sugar the effective utilization of resources to achieve objectives a performance evaluation system driven by objectives a menu that is based on what is available in the market a study of the paying public section of public with common features a paying public the process of adding water to malt the process of creating a menu the range of food on offer point of sale advertisement immediate surrounding that impacts on operations on a daily basis preparation for an operation preparation of the environment in a restaurant room service from elevators mash of sugarcane juice and water having several unrelated skills those factors essential to human well being aroma of a whisky blend long term goals or short term targets bars that offer a wide range of liquor brands gadget that portions liquor directly from bottles a framework of relationships in an Organisation arranging resources, allotting duties and installing systems and procedures to meet objectives gold tequila aged for upto two months taste of a whisky the process of heating liquid to kill bacteria to give the liquid a longer shelf life a blending of different variety of cheeses. spiny leaves of the agave plant a system of evaluating performance those factors essential for human survival heart of the agave plant

584

Planning Point Casting Pre-plated service Priming Processed cheese Proof Purchase Committee Purchase Contract Purchase Order Purchase Specification Recipe Card Rennet Reposado Resources Restaurant Room Service Russian service Salver Sanitation Security needs Self actualization Self-esteem Self-service Service Age Service trolleys Sideboard Silver service Snack bar service Span of Control Sparkling Wines Spirit Staff functions Staff Schedule Staffing

Glossary

the process of setting objectives, strategies and courses of action developing oneself in a narrow field service where food is pre-portioned into platters in the kitchen picking tobacco leaves by hand a blending of cheese is a system to indicate the alcoholic content of a beverage a committee constituted to approve suppliers and purchases a formal agreement between a supplier and the hotel management a formal demand for items from the supplier a minimum quality requirement a guide to a food preparation a substance for thickening milk rested tequila aged for a year tangible and intangible tools used for a purpose a commercial enterprise committed to the sale of food and beverage for profit service of food and beverage in guest rooms service with pomp and ceremony tray cleanliness physical and emotional safety factors the desire to control the environment and contribute to it self respect service where eaters help themselves to food choices at a counter an age dependent on people skills mobile carts wheeled to a table side for service furniture central to an operation at a station service using silverware service at sit-down counters having a maximum of seven direct reports wines that are aerated any alcoholic beverage containing a significant amount of distilled ethanol (ethyl alcohol) support activities employee duty Rota the hiring process

Glossary

Stalk-cutting Starter Culture Status Straddling Sucrose Swizzle sticks Table d’hote Menu Table Wines Teamwork Techno-savvy Trolleys Tun Unity of Activity Unity of Command Wants Wine List Wort Wort

585

cutting tobacco plants from the roots an acidic bacterial liquid that turns milk sour position as perceived by others suspending bundles of tobacco leaves on poles sugar in fruits glass or plastic sticks to mix drinks a menu that prices a complete meal still wines the ability to work with others comfortable with technology mobile units wheeled to table sides to stimulate sales of food and beverage items tub or vat having related tasks clubbed together having only one boss cultural manifestations of needs beverage menu liquid after fermentation heated malt mash

List of Figures

586

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APPENDIX

List of Figures Fig. 3.1 Fig. 3.2 Fig. 3.3 Fig. 3.4 Fig. 3.5 Fig. 3.6 Fig. 3.7 Fig. 3.8

Traditional Hierarchal Organisational Structure Work Focus Job Title Comparisons Corporate Structure of a Chain Operation Organisation Chart of a large Restaurant Organisation Chart of a Small Restaurant Organisation Chart of a Fast Food Restaurant Factors Influencing F&B Operations

Fig. 4.1 Fig. 4.2 Fig. 4.3 Fig. 4.4 Fig. 4.5 Fig. 4.6 Fig. 4.7 Fig. 4.8

Organisation Chart of a Kitchen Organisation Chart of Kitchen Stewarding Organisation Chart of a Bar Organisation Chart of Housekeeping Organisation Chart of the Finance and Accounts Department Organisation Chart of Engineering Organisation Chart of Front Office Organisation Chart of a Store

Fig. 5.1 Fig. 5.2

Traditional Organisation Structure New organisation Structure

Fig. 11.1 Fig. 11.2 Fig. 11.3 Fig. 11.4 Fig. 11.5

A la Carte Menu Table d’Hote Menu Breakfast Menu Brunch Menu Chinese Menu

Fig. 12.1 Fig. 12.2

Menu Decision Flow Chart Menu Planning Concerns

List of Figures

587

Fig. 12.3 Fig. 12.4 Fig. 12.5

Standard Recipe Card Food Operation Control Cycle Menu Cover Formats

Fig. 15.1 Fig. 15.2 Fig. 15.3

Room Service Organisation Chart Serviceware in Room Service Flow of Room Service Activity

Fig. 16.1 Fig. 16.2 Fig. 16.3

A Check Sales Summary Sheet Credit Card Charge Voucher

Fig. 17.1 Fig. 17.2 Fig. 17.3

Wine Growing Areas in France Types of Wine Bottles Temperature Chart for Wine Service

Fig. 18.1 Fig. 18.2

Pot Still Process Patent Still Process

Fig. 19.1

Beer Production

Fig. 21.1 Fig. 21.2 Fig. 21.3

Bar Layout Other Bar Shapes Types of Glasses

Fig. 22.1 Fig. 22.2 Fig. 22.3 Fig. 22.4 Fig. 22.5 Fig. 22.6 Fig. 22.7 Fig. 22.8 Fig. 22.9 Fig. 22.10

Range of Functions Banquet Organisation Chart Function Book Single Buffet Table Layout with Traffic Flow Dispersed Buffet Layout with Traffic Flow Sit-down Buffet Layout Sample Banquet Table d’Hote Menu Sample Banquet Indian Table d’Hote Menu Sample Banquet Buffet Luncheon Menu Sample Banquet Dinner Buffet Menu

Fig. 23.1 Fig. 23.2 Fig. 23.3

Organisation Chart of a Large Kitchen Brigade Organisation Chart of a Small Hotel Kitchen Organisation Chart of Kitchen Stewarding

Fig. 27.1 Fig. 27.2

Classification of Soups Soup Garnishes

List of Figures

588

Fig. 28.1

Mineral Chart

Fig. 29.1 Fig. 29.2 Fig. 29.3 Fig. 29.4

Marketing Environment Levels of a Product Product Life Cycle Pricing Strategies

Fig. 32.1 Fig. 32.2 Fig. 32.3 Fig. 32.4 Fig. 32.5 Fig. 32.6 Fig. 32.7

Pre-recruitment Task Flow Job Analysis Task List Job Description Job Specification Hiring Process Screening Process

Fig. 34.1 Fig. 34.2 Fig. 34.3 Fig. 34.4 Fig. 34.5

Training Gaps Levels of Learning Retention Graph Training Methodology Training Process

Fig. 39.1 Fig. 39.2 Fig. 39.3 Fig. 39.4 Fig. 39.5

Profit and Loss Statement Structure of Public Limited Company Cooperative Structure Typical Restaurant Floor Plan Bar Design

Fig. 40.1 Fig. 40.2 Fig. 40.3 Fig. 40.4 Fig. 40.5 Fig. 40.6 Fig. 40.7 Fig. 40.8 Fig. 40.9 Fig. 40.10 Fig. 40.11 Fig. 40.12

Control Cycle Food & Beverage Controls Organisation Structure Purchase Order Purchase Department Organisation Structure Receiving Department Organisation Structure Receiving Equipment Receiving Cycle Daily Receiving Report Store Layout Perpetual Inventory Form Periodic Inventory Form Requisition Form

4

APPENDIX

References

1. 2. 3. 4. 5.

An Introduction to Hospitality by Dennis L. Foster. Food and Beverage Service by Ronald F. Cichy and Paul E. Wise The World Book Managing Bar and Beverage Operations by Lendal H. Kotschevar and Mary L. Tankeb Cocktailtimes.com