FOOD AND BEVERAGE SERVICE
| Site: | lydiakanyoro.gnomio.com |
| Course: | lydiakanyoro.gnomio.com |
| Book: | FOOD AND BEVERAGE SERVICE |
| Printed by: | |
| Date: | Thursday, 21 November 2024, 5:38 PM |
1. The Food Service industry
1.1 Sectors of the foodservice industry
The international foodservice industry provides millions of meals a day in a wide variety of
types of operation.
l Food can include a wide range of styles and cuisine types. These can be classified by country,
for example, traditional British or Italian; by type of cuisine, for example, oriental; or a
particular speciality such as fish, vegetarian or health food.
l Beverages include all alcoholic and non-alcoholic drinks. Alcoholic beverages include wines
and all other types of alcoholic drink such as cocktails, beers and cider, spirits and liqueurs.
Non-alcoholic beverages include bar beverages such as mineral waters, juices, squashes and
aerated waters, as well as tea, coffee, chocolate, milk and milk drinks and also proprietary
drinks such as Bovril.
Figure 1.1 Multiple food outlets at the Trafford Centre, Manchester (image courtesy of FCSI UK and I)
Within the foodservice industry there are a number of different industrial sectors and these
are categorised according to the type of customer demand being met. To help you identify the
nature of demand being met within each sector, Table 1.1 provides a list of industry sectors and
identifies the prime purpose of the foodservice operations within them. An historical summary
is also given together with an identification of both UK and international terminology. This
identification of sectors also provides a framework for those studying the food and beverage
service industry to which further studies and experience may be related.
Each sector described in Table 1.1 (see page 4) may be further analysed by considering a set
of variables that exist in the different sectors (Table 1.2). These variables represent elements
that vary in particular sectors and thus provide a basis for examining the different types of
foodservice operations within specific sectors. They enable a comprehensive picture of industrial
sectors to be compiled and also provide the basis for the comparison of the different sectors.
There are many different industry sectors such as hotels, independent and chain restaurants,
popular catering, pubs and wine bars, fast food, leisure attractions and banqueting. There are
also sectors where food and beverages are provided as part of another business. These include
transport catering, welfare, clubs, education, industrial feeding and the armed forces.
1.1. Sectors of the foodservice industry
The international foodservice industry provides millions of meals a day in a wide variety of
types of operation.
l Food can include a wide range of styles and cuisine types. These can be classified by country,
for example, traditional British or Italian; by type of cuisine, for example, oriental; or a
particular speciality such as fish, vegetarian or health food.
l Beverages include all alcoholic and non-alcoholic drinks. Alcoholic beverages include wines
and all other types of alcoholic drink such as cocktails, beers and cider, spirits and liqueurs.
Non-alcoholic beverages include bar beverages such as mineral waters, juices, squashes and
aerated waters, as well as tea, coffee, chocolate, milk and milk drinks and also proprietary
drinks such as Bovril.
Figure 1.1 Multiple food outlets at the Trafford Centre, Manchester (image courtesy of FCSI UK and I)
Within the foodservice industry there are a number of different industrial sectors and these
are categorised according to the type of customer demand being met. To help you identify the
nature of demand being met within each sector, Table 1.1 provides a list of industry sectors and
identifies the prime purpose of the foodservice operations within them. An historical summary
is also given together with an identification of both UK and international terminology. This
identification of sectors also provides a framework for those studying the food and beverage
service industry to which further studies and experience may be related.
Each sector described in Table 1.1 (see page 4) may be further analysed by considering a set
of variables that exist in the different sectors (Table 1.2). These variables represent elements
that vary in particular sectors and thus provide a basis for examining the different types of
foodservice operations within specific sectors. They enable a comprehensive picture of industrial
sectors to be compiled and also provide the basis for the comparison of the different sectors.
There are many different industry sectors such as hotels, independent and chain restaurants,
popular catering, pubs and wine bars, fast food, leisure attractions and banqueting. There are
also sectors where food and beverages are provided as part of another business. These include
transport catering, welfare, clubs, education, industrial feeding and the armed forces.
Some sectors provide food and beverages for profit, whereas others work within the constraints
of a given budget, often called cost provision (for example, welfare catering and industrial
catering). In addition, some sectors provide services to the general public whereas others
provide them for restricted groups of people.
It is useful to define these different types of market as follows:
l General market
l Non-captive: customers have a full choice.
l Restricted market
l Captive: customers have no choice, for example, welfare.
l Semi-captive: customers have a choice before entering, for example, marine, airline, trains,
some hotels and some leisure activities. The customers could have chosen alternatives to
these but, once chosen, have little choice of food and drink other than that on offer.
Taking these definitions into account, a general summary of sectors may be drawn up as shown
in Table 1.3. Defining the nature of the market in this way helps us to understand why different
methods of organisation may be in operation. For example, in captive markets customers might
be asked to clear their own tables, whereas in non-captive markets this is unlikely to be successful.
1.2. 1.2 Food and beverage operations
Food and beverage (or foodservice) operations in the hospitality industry are concerned with
the provision of food and drink ready for immediate consumption (but excluding retailing and
food manufacturing).
Foodservice operations are concerned with:
1 The consumer needs and market potential in the various sectors of the foodservice industry.
2 The formulation of policy and business objectives that will guide the choice of operational
methods that will be used.
3 The interpretation of demand to make decisions on the range and type of food and beverages
to be provided, as well as other services, and the service levels and prices to be charged.
4 The planning and design of facilities required for the food and beverage operations and the
plant and equipment required.
5 The organisation of provisioning for food and beverages and other purchasing requirements to
meet the needs of food production, beverage provision and the service methods used.
6 Knowledge of the operational and management requirements for the food production, beverage
provision and service processes and methods and decision making on the appropriateness of the
various processes and methods, together with the management and staffing needs in order
to meet the requirements of the operation.
7 Control of costs associated with the operation of food production, beverage provision and
other services and the control of revenue.
8 Monitoring of consumer satisfaction to continually check on the extent to which the operation
is meeting customer needs and achieving customer satisfaction.
The eight elements in this sequence may be referred to as the foodservice cycle as re-presented in
Figure 1.2. This summarises what food and beverage (or foodservice) operations are concerned
with and illustrates that it is not simply about food production, beverage provision or food and
beverage service.
Figure 1.2 The foodservice cycle
1 Consumer
and market
2 Formulation
of policy
3 Interpretation
of demand
4 Planning and
design of facilities
8 Monitoring
of consumer
satisfaction
7 Control of
costs and
revenues
6 Production
and services
5 Provisioning
The foodservice cycle can be used as a basis to analyse and compare how different foodservice
operations work. It provides a standard template or checklist so that information about a
specific operation can be collected and organised in a specific way. This can then be compared
with the same information collected on other foodservice operations.
The foodservice cycle is also a dynamic model in that it can be used to help understand how an
individual operation works. Difficulties in one element of the cycle will cause difficulties in the
elements of the cycle that follow. For example, difficulties with purchasing will have effects on
food production and service and control. Similarly, difficulties experienced under one element
of the cycle will have their causes in preceding elements. For example, difficulties experienced
in food and beverage service are often caused by factors such as poor purchasing, inadequate
stock control, equipment shortages, poor room layouts or staffing problems.
Types of foodservice operations
Food and beverage (or foodservice) operations include various types of restaurants (bistros,
brasseries, coffee shops, first class/fine dining, ethnic, themed), cafés, cafeterias, takeaways,
canteens, function rooms, tray service operations, lounge service operations, home delivery
operations and room service operations for hotel guests.
Table 1.4 Examples of types of food and beverage operations
Type of operation
Description
Bistro
Often a smaller establishment, with check tablecloths, bentwood chairs, cluttered
decor and friendly informal staff. Tends to offer honest, basic and robust cooking
Brasserie
This is generally a fairly large, styled room with a long bar, normally serving one
plate items rather than formal meals (though some offer both). Often it is possible
just to have a drink, coffee or snack. Service provided by waiters, often in traditional
style of long aprons and black waistcoats
New wave brasserie
(gastrodome)
Slick modern interior design, coupled with similar approaches to contemporary
cuisine and service. Busy and bustling and often large and multileveled
Coffee shop
Similar to brasserie-style operations, often themed. May be open all day and serve
all meal types from breakfast through to supper
First class restaurant
Usually formal fine dining restaurants with classical preparation and presentation of
food and offering a high level of table (silver, guéridon and/or plated) service. Often
associated with classic/haute cuisine
Restaurant
Term used to cover a wide variety of operations. Price, level and type of service,
decor, styles, cuisines and degree of choice varies enormously across the range of
types of operation. Service ranges from full table service to assisted service such as
carvery-style operations
International
restaurant
Indian, Oriental, Asian, Spanish, Greek, Italian, Creole and Cajun are just some of
the many types of cuisine available, with establishments tending to reflect specific
ethnic origins. Many of the standard dishes are now appearing within a range of
other menu types
The list of operations in Table 1.4 identifies types of operations but not necessarily the type
of customer demand being met. For example, cafeterias may be found in motorway service
stations, in airline terminals, at railway stations, in retail catering and in industrial or welfare
catering. Therefore, throughout the foodservice industry similar types of operation are found
in different types of industry sector.
Variables in foodservice operations
The different operations described in Table 1.4 (see above) indicate very little in terms of
methods of organisation adopted and their management. In a similar way to the identifying
variables for sectors described in Table 1.2 (p.3), variables can also be identified for different
foodservice operations. These variables have been identified from a variety of published sources
as well as from experience and can be divided into three groups:
1 organisational
2 customer experience
3 performance measures.
These different groups of variables enable the systematic examination and comparison of types
of food and beverage operations. Profiles of differing types of operations can be drawn, based
upon the examples of variables identified in Table 1.5. The foodservice cycle also provides
a useful checklist when gathering information about a foodservice operation. It helps to
organise the information as it is collected and also helps to identify where there are gaps in the
information being collected.
Performance measures are further dealt with in Section 12.8, p.423. Customer experience
variables are discussed in Section 1.3. The remainder of this book presents further information
on a variety of organisational variables.
1.3. the meal exprience
There are many different kinds of food and beverage operation, designed to meet a wide range
of demand. These different types of operation are designed for the needs people have at a
particular time, rather than for the type of people they are. For example, a person may be a
business customer during the week, but a member of a family at the weekend; they may want
a quick lunch on one occasion, a snack while travelling on another and a meal with the family
on another occasion. Additionally, the same person may wish to book a wedding or organise
some other special occasion.
The main aim of food and beverage operations is to achieve customer satisfaction. In other
words, to meet the customers’ needs. The needs that customers might be seeking to satisfy
include:
l Physiological: for example, the need to sate one’s appetite or quench one’s thirst, or the
need for special foods such as diabetic or vegetarian.
l Economic: for example, the need for good value; rapid, fast service; a convenient location.
l Social: for example, going out with friends or business colleagues; attending a function in
order to meet others.
l Psychological: for example, the need for enhancement of self-esteem; fulfilling life style
needs; the need for variety; as a result of advertising and promotion.
l Convenience: for example, as a result of being unable to get home (shoppers, workers) or
attending some other event (cinema, theatre); the desire for someone else to do the work;
the physical impossibility of catering at home (weddings and other special functions).
Customers may want to satisfy some or all of these needs.
As the reasons for eating out vary, then so do the types of operation that may be appropriate at
the time. Differing establishments offer different service, in both the extent of the menu and
the price, as well as varying service levels. The choice offered may be restricted or wide.
It is important to recognise that the specific reasons behind a customer’s choice will often
determine the customer’s satisfaction (or dissatisfaction), rather than the food and beverage
service by itself. One example is the social need to go out with friends: if one person fails to
turn up or behaves in a disagreeable way, then the customer may be dissatisfied with the meal.
If a customer is not able to satisfy his or her needs they will be dissatisfied. The customer may,
for instance, be dissatisfied with unhelpful staff, cramped conditions or the lack of choice
available. These aspects are the responsibility of the food and beverage operation. However,
sometimes the reasons for the customer being dissatisfied might be beyond the operation’s
control, for example, location, the weather, other customers or transport problems.
Not all customers have a full choice. Those that do are often referred to as the non-captive
market; those that don’t are often referred to as being part of a captive market.
l Non-captive markets: the customer has a choice of eating out opportunities both in terms
of the food and drink to be consumed and the type of operation they may wish to go to.
While it is true that certain types of catering operations generally attract a certain type
of customer, this is by no means true all of the time. The same customers may patronise
a variety of different operations depending on the needs they have at a given time, for
example, a romantic night out, a quick office lunch or a wedding function.
l Semi-captive markets: the availability of choice is also important in this market. Customers
may choose, for example, a certain airline or ship or hotel based upon the identification of
certain needs they wish to satisfy.
l Captive markets: this is where the customer does not have a choice of operation, but there
is still a need for satisfaction. For instance, it is generally recognised that better fed workers
are more productive and that better fed patients recover quicker. ‘Better fed’ here, though,
does not just refer to the food and drink provided but the whole experience of the meal.
From the food and beverage operator’s point of view it is important to recognise that the
customer’s needs may vary and that food and beverage operators should be aware of factors that
might affect the customer’s meal experience. Much research has been carried out in recent years
identifying these factors. They range from location to the acceptance of credit cards, and from
attitudes of staff to the behaviour of other customers.
1.4. customer service
Good customer service is often characterised by:
1. meeting/exceeding customer expectations
2. knowing the benefits/features of the services and products on offer
3. being able to listen actively
4. being friendly and polite
5. being able to adapt methods of communication to meet the individual needs of a range of
customers, for example those with language or learning difficulties, health issues, different
age groups and cultural differences
6. avoiding the use of jargon
7. forming professional relationships with customers
8. achieving customer satisfaction.
The benefits to the operation include:
- increased sales
- fewer complaints
- attracting new customers through increased reputation
- increases in repeat business and customer loyalty.
For individuals working in food and beverage service the benefits of providing good customer
service include:
- recognition – by management for promotion and monetary reward
- achieving job satisfaction, which leads to increased motivation and loyalty.
Defining the customer service of an operation
In order the meet the customer’s expectations and to enhance their meal experience, a
foodservice operation will determine the level of customer service that the customer should
expect within that operation.
Customer service in foodservice operations is a combination of five characteristics:
1 Service level: the intensity of or limitations in the personal attention given to customers.
2 Service availability: for example, the opening times and variations in the menu and
beverage list on offer.
3 Level of standards: for example, the quality of the food and beverage items provided,
decor, standard of equipment used and level of staffing professionalism.
4 Service reliability: the extent to which the product is intended to be consistent and its
consistency in practice.
5 Service flexibility: the extent to which alternatives are available, and to which there can be
variations in the standard products that are offered.
A foodservice operation will determine the customer service specification of the operation by
taking account of these five customer service factors.
Use of resources
Although a foodservice operation is designed to provide customer service, it must also be
efficient in its use of resources. The three resources used in foodservice operations are:
1 Materials: food, beverages and short use equipment (such as paper napkins)
2 Labour: staffing costs
3 Facilities: premises and plant and equipment.
The management team must always take into account the effect that the level of business has
on the ability of the operation, in order to maintain the customer service requirement, while at
the same time ensuring productivity in all of the resources being used.
Customer service specification
Within foodservice operations the level of service in a specific operation may be defined as follows:
1 Technical specification: refers to the food and beverage items on offer, the portion size or
measure, the cooking method, the degree of cooking, the method of presentation, the cover,
accompaniments and the cleanliness of items, etc.
2 Service specification: refers to two aspects: first, the procedures for service and second,
the way in which the procedures are carried out. Procedures include meeting and greeting,
order taking, seeking customer comments, dealing with complaints, payment and the
special needs of customers. The method in which the service is carried out includes paying
attention to the level of staff attentiveness, their tone of voice and body language, etc.
Operations will usually have written statements of both technical and service specification
(often called a customer service specification). These may also be detailed in staff manuals that
outline expected standards of performance.
Level of service and standards of service
There can be confusion when referring to the levels of service and the standards of service.
l Level of service can range from being limited to complex, with high levels of personal attention.
l Standards of service are a measure of the ability of the operation to deliver the service level.
Thus an operation might offer low levels of service, such as a fast-food operation, but may do
this at a very high standard. Equally, an operation may offer a high level of service, such as a
full service restaurant, but may do so with low standards.
1.5. Food production methods
For a foodservice operation, the production system must be organised to produce the right
quantity of food at the correct standard, for the required number of people, on time, using the
resources of staff, equipment and materials effectively and efficiently.
As costs of space, equipment, fuel, maintenance and labour continue to rise, more thought
and time have to be given to the planning of production systems and kitchen design. The
requirements of the production system have to be clearly matched to the type of food that is to
be prepared, cooked and served to the required market at the correct price. Allocation of space
and the purchase of different types of equipment must be justified and the organisation of the
kitchen personnel must also be planned at the same time.
Many modern food production operations are based on the process approach, as opposed to the
‘partie’ (product approach) system. The process approach concentrates on the specific techniques
and processes of food production. This system places importance on the identification of these
common techniques and processes across the full range of required dishes. Groupings are not
based on the types of dishes or foods (the basis of the ‘partie’ system) but on the clustering of
similar production techniques and processes which apply a range of common skills.
Food production is an operating system and can be managed through a systems approach.
A range of different cuisines are able to fit neatly into this approach because the key elements
focus on the process and the way the food is prepared, processed (cooked), stored and served.
Using this approach, food production systems may be identified using the input/process/output
model of systems.
1.6. Food and beverage service methods
The service of food and beverages may be carried out in many ways depending on the following
factors:
l type of establishment
l time available for the meal
l type of menu presented
l site of the establishment
l type of customer to be served
l turnover of custom expected
l cost of the meal served.
A foodservice operation was traditionally only seen as comprising the three operating
systems of:
l food production
l beverage provision
l food and beverage service
Within this view, food and beverage service was primarily designed and managed as a delivery
process, with the customer being considered a passive recipient of the service. Only the
requirements of the operation itself would determine how the service was designed, planned
and controlled. This view has now changed, with the customer being seen as being central
to the process and also as an active participant within it. Consequently, understanding the
customer’s involvement in the process, and identifying the experience they are likely to have
and should expect, have become critical to the business success of foodservice operations.
It is also now recognised that food and beverage service itself actually consists of two separate
sub-systems, operating at the same time. These are:
l the service sequence which is primarily concerned with the delivery of the food and beverages
to the customer
l the customer process which is concerned with the experience the customer undertakes to be
able to order, be served, consume and have the area cleared.
This modern view of a foodservice operation can be summarised in a simple model as shown
in Figure 1.5.
Food and beverage service sequence
1 Preparation for service
2 Taking bookings
3 Greeting and seating/directing
4 Taking food and beverage orders
5 Serving of food
6 Serving beverages
7 Clearing during service
8 Billing
9 Dealing with payments
10 Dishwashing
11 Clearing following service
Each of these stages of the service sequence may be carried out by a variety of methods and
these different methods are described throughout the book. The choice of method for the
individual stage depends on the factors listed at the start of this section and the process that
the customer is to experience.
The customer process
The customer receiving the food and beverage product is required to undertake or observe
certain requirements: this is the customer process. Essentially, a customer enters a food service
area, orders or selects his or her choice and then is served (the customer may pay either at this
point or later). Food and beverages are then consumed, following which the area is cleared.
Bringing these approaches together, it is possible to summarise the relationship between the
various systems within a foodservice operation, as shown in Figure 1.6. This model identifies
the key stages of a foodservice operation: for the customer, for the food and beverage service
staff and for those involved in food production and beverage provision. It also reinforces the
existence of the two sub-systems within food and beverage service that must be managed at
the same time.
Categorising the different service methods
When considering food and beverage service from a customer process perspective, rather than
considering it purely as a set of delivery methods, five basic types of customer process can be
identified (see Table 1.9).
All modern food and beverage service methods can then be grouped under the five customer
processes that are summarised in Table 1.9 as follows.
A Table service: the customer is served at a laid table. This type of service, which includes
plated service or silver service, is found in many types of restaurant, cafés and in banqueting.
B Assisted service: the customer is served part of the meal at a table and is required to obtain
part through self-service from some form of display or buffet. This type of service is found
in carvery type operations and is often used for meals such as breakfast in hotels. It may
also be used for functions.
C Self-service: the customer is required to help him or herself from a buffet or counter. This
type of service can be found in cafeterias and canteens.
D Single point service: the customer orders, pays and receives the food and beverages, for instance
at a counter, at a bar in licensed premises, in a fast-food operation or at a vending machine.
E Specialised service (or service in situ): the food and drink is taken to where the customer
is. This includes tray service in hospitals or aircraft, trolley service, home delivery, lounge
and room service.
A detailed listing of all the modern food and beverage service methods is given in Table 1.10
(below) and listed under each of the groups A to E.
In customer processes A–E, the customer comes to where the food and beverage service is
offered and the service is provided in areas primarily designed for that purpose, such as a
restaurant or takeaway. In customer process E, the service is provided in another location,
where the area is not primarily designed for the purpose, for example, in a guest room, lounge
or hospital ward. Additionally, the level of complexity of food and beverage service in terms
of staff skills, tasks and duties reduces from Group A (the most complex) to Group D. Group E
contains specialised forms of service and these are further considered in Chapter 9.
Table 1.10 Food and beverage service methods
Group A: Table service
Service to customers at a laid cover
Waiter
Silver/English
Presentation and service of food by waiting staff, using a spoon and fork,
onto a customer’s plate, from food flats or dishes
Family
Main courses plated (but may be silver served) with vegetables placed in
multi-portion dishes on tables for customers to help themselves; sauces
offered separately
Plate/American
Service of pre-plated foods to customers. Now also widely used for
banqueting
Butler/French
Presentation of food individually to customers by food service staff for
customers to serve themselves
Guéridon
Food served onto customer’s plate at a side table or trolley; may also
include carving, jointing and fish filleting, the preparation of foods such as
salads and dressings and flambage
Bar counter
Service to customers seated at a bar counter (often U-shaped) on stools;
also found in sushi operations with conveyor belt delivering the food
Group B: Assisted service
Combination of table service and self-service
Carvery
Some parts of the meal are served to seated customers; other parts
are collected by the customers. Also used for breakfast service and for
banqueting
Note: With the exception of fast-food operations, there is no particular link between a
specific service method and a specific food production method. It is also possible that the
production and service may be separated by distance or time, or both, as for example in
off-premises catering.
2. Staff attributes, skills and knowledge
2.1 Success in food and beverage service
2.2 Attributes of food and beverage service
personnel
2.3 Key service conventions
2.4 Essential technical skills
2.5 Interpersonal skills
2.6 Health, safety and security
2.1. Success in food and beverage service
2.2. Attributes of food and beverage service personnel
l Hair must be clean and well groomed. Long hair must be tied up or back to avoid hairs
falling into foods and drinks and to avoid repeated handling of the hair.
l Shoes must be comfortable and clean, and of a plain, neat design. Fashion is not as important
here as safety and foot comfort.
l Cuts and burns should be covered with waterproof dressings.
l Any colds or other possible infections should be reported immediately.
l Hands should be washed immediately after using the toilet, smoking or dealing with refuse.
Hot water and soap must be used.
l Staff should try to avoid any mannerisms they may have, such as running their fingers
through their hair, chewing gum or scratching their face.
l Excessive jewellery should not be worn. The establishment policy should be followed.
Knowledge of food and beverages and technical ability
Staff must have sufficient knowledge of all the items on the menu and wine and drink lists in
order to advise and offer suggestions to customers. In addition, they must know how to serve
correctly each dish on the menu, what its accompaniments are, the correct cover and the make
up of the dish and its garnish. For beverage service, staff should know how to serve various types
of wine and drink, in the correct containers (e.g. glasses, cups) and at the right temperature.
Punctuality
Punctuality is all-important. If staff are continually late on duty it shows a lack of interest in
their work and a lack of respect for the management and customers.
Local knowledge
In the interest of customers the staff should have some knowledge of the area in which they
work so they may be able to advise customers on the various forms of entertainment offered,
the best means of transport to places of interest and so on.
Personality
Staff must be tactful, courteous, good humoured and of an even temper. They must converse
with the customer in a pleasing and well-spoken manner, and the ability to smile at the right
time pays dividends.
Attitude to customers
The correct approach to the customer is of the utmost importance. Staff must provide service
but should not be servile and should be able to anticipate the customer’s needs and wishes. A
careful watch should be kept on customers during the service (but without staring) to check
the progress of the meal. Be attentive but not intrusive at all times during the service sequence.
Cultural awareness
The cultural diversity of customers is increasing and this is reflected in factors such as language,
dress and traditions as well as dietary (see Section 4.4, p.97 for more information on specific
dietary needs). Members of service staff need to be open-minded, non-judgemental and
flexible and able to appreciate and communicate respect for other people’s values and beliefs.
Memory
A good memory is an asset to food and beverage service staff. It may help them in various ways
in their work if they know the likes and dislikes of customers, where they like to sit in the food
service area, what their favourite drinks are, and so on.
Honesty
Trust and respect in the triangle of staff, customer and management relationships lead to an
atmosphere at work that encourages efficiency and a good team spirit among the food and
beverage service operators.
Loyalty
Staff obligations and loyalty are first to the establishment in which they are employed and its
management. Staff therefore need to commit mentally to the ethos of the establishment and be
fully aware of their department’s aims and objectives.
Conduct
Staff conduct should be impeccable at all times, especially in front of customers. The rules and
regulations of an establishment must be followed and respect shown to all senior members of
staff. This also applies when staff are off duty but may still be in uniform as they represent the
establishment’s values and attitudes.
Sales ability
All members of staff reflect the image of the establishment. They are sales people and must
therefore have a complete knowledge of all forms of food and drink and their correct service,
and so be able to contribute to personal selling and merchandising. (See Section 12.2, p.423 for
more information on personal selling and merchandising.)
Sense of urgency
In order for the establishment to generate the maximum amount of business over the service
period, with as high a net profit as possible, staff must develop a sense of urgency in their
work. This should be promoted by management by displaying a ‘do as I do’ attitude, leading
by example.
Complaints
Staff should have a pleasant manner and demonstrate courtesy and tact, an even temper and
good humour. They should never show their displeasure even during a difficult situation. Staff
should never argue with a customer and if they are unable to resolve a situation, it should be
referred immediately to a senior member of the team who will be able to reassure the customer
and put right any fault. Remember, loss of time in dealing with complaints only makes the
situation worse.
Contribution to the team
Above all, staff should be able to work as part of a team within and between departments.
Being a team member means communicating, co-operating and being reliable so that as a team
each member contributes to enable a successful service to be delivered every session.
2.3. Key service conventions
2.4. Essential technical skills
Figure 2.2 Examples of service equipment
3. Food and beverage service areas and equipment
3.1 Design and purchasing factors
3.2 Stillroom
3.3 Hotplate
3.4 Wash-up
3.5 Colour and lighting considerations
3.6 Bar
3.7 Furniture
3.8 Linen
3.9 Crockery
3.10 Tableware (flatware, cutlery and
hollow-ware)
3.11 Glassware
3.12 Disposables
3.13 Automatic vending
3.1. Design and purchasing factors
3.2. Stillroom
The stillroom provides items of food and beverages required for the service of a meal that are
not catered for by the other major departments in a foodservice operation, such as the kitchen,
larder and pastry. The duties performed in this service area will vary according to the type of
meals offered and the size of establishment concerned.
Staffing
In a large establishment a stillroom supervisor is in charge of the stillroom. Depending on
its size and the duties to be performed, the stillroom supervisor may have a number of staff
under their control. The person in charge is responsible for the compilation of work rotas for all
stillroom staff so that all duties are covered and the area is staffed throughout the whole of the
service period. The stillroom supervisor is also responsible for ordering supplies from the main
dry goods store and the effective control of these items.
Because of the number of hours that the stillroom has to remain open and to ensure it is run
efficiently, staff may be required to work on a shift basis.
Equipment
The equipment found in a stillroom is fairly standard and there tends to be a considerable
amount needed because of the wide range of food items offered and the need to ensure their
proper storage, preparation and presentation. The following are examples of items that might
be needed.
l Refrigerator for storage of milk, cream, butter, fruit juices, etc.
l Hot and cold beverage-making facilities.
l Large double sink and draining board for washing-up purposes.
l Dishwasher of a size suitable for the stillroom but large enough to ensure efficient turnover
of equipment.
l Salamander or toasters.
l Sandwich toaster.
l Bread slicing machine.
l Worktop and cutting board.
l Storage space for small equipment such as crockery, glassware and cutlery and tableware.
l Storage cupboard for all dry goods held in stock and for paper items like doilies and napkins.
l Coffee grinding machine to ensure the correct grind of coffee for the brewing method.
l Ice maker.
Provisions
As a basic guide, the following food items would normally be dispensed from the stillroom.
l All beverages such as coffee, tea, chocolate, tisanes, Bovril, Horlicks, Ovaltine and other
drinks.
l Assorted fruit juices: orange, tomato, pineapple and grapefruit.
l Milk, cream and alternatives.
l Sugars: loose, pre-wrapped portions, brown coffee crystals, Demerara, etc., and alternatives.
l Preserves: marmalade, cherry, plum, raspberry, strawberry, apricot and honey. For the
purpose of control and to reduce wastage, many establishments now offer pre-portioned jars
or pots of jams or preserves at breakfast and for afternoon tea, rather than a preserve dish.
l Butter: either passed through a butter pat machine, curled or pre-wrapped portions and also
butter alternatives.
l Sliced and buttered brown, white and malt bread.
l Rolls, brioche and croissants.
l Bread substitute items: gluten free, rye, rice crackers, etc.
l Dry crackers, digestive and water biscuits for service with cheese; sweet biscuits for service
with early morning and afternoon teas and coffees.
l Assorted breakfast cereals: cornflakes, Weetabix, muesli and so on. In many establishments
cereals of all types are offered in pre-wrapped, portion-controlled packets.
l Toasted scones and teacakes.
l Pastries, gâteaux and sandwiches.
Control
There are two main ways of controlling goods to be issued from the stillroom.
1 If a foodservice area requires items such as butter, sugar, preserves, etc., in bulk, a requisition
signed by a supervisor is required before the stillroom will issue the items.
2 Upon receipt of a waiter’s check, tea, coffee or any other beverage required in the necessary
portions will be dispensed.
3.3. Hotplate
The hotplate or pass is the meeting point between the service staff and the food preparation
staff. Active co-operation and a good relationship between the members of staff of these two
areas help to ensure that the customer receives an efficient and quick service of their meal.
The hotplate itself should be stocked with all the crockery necessary for the service of a meal.
This may include some or all of the following items:
l soup plates
l fish plates
l joint plates
l sweet plates
l consommé cups
l platters
l soup cups.
The food flats and serving dishes required for service are often placed on the top of the hotplate
to warm through and used as required. The hotplate is usually gas or electrically operated and
should be lit or switched on well in advance of the service to ensure all the necessary crockery
and silver is sufficiently heated before the service commences.
Aboyeur or barker
The aboyeur, or barker, is in charge, and controls the hotplate (or pass) during the service
period. As an aid to the food service staff the aboyeur would control the ‘off board’, which
tells the waiter immediately of any menu item that is not available (off). It should be sited in a
prominent position for all to see.
The aboyeur will initially receive the food check from the waiter. Written food orders must
be legible to the aboyeur so that there is no delay in calling up a particular dish. The aboyeur
checks that none of the dishes ordered are off the menu. Then the order from the various
‘corners’ (or ‘parties’ or ‘sections’) of the kitchen is called up, as each particular dish is required.
If a dish required has to be prepared and cooked to order, then it is important that the aboyeur
orders this to be done before the waiter comes to the hotplate to collect it. This ensures there
will be no major delay for the waiter who is going to serve the dish or for the customer who is
waiting for the next course to be served. When a food check is finished with it is placed into a
control box. This box is often kept locked and can only be opened by a member of staff from
the control department who, for control purposes, marries the copy of the food check from the
kitchen with the copy the cashier has and the duplicate copy of the bill.
With the modern use of an EPOS (electronic point of sale) system the electronic order can
be sent directly from the restaurant to each section of the kitchen and the aboyeur is the
co-ordinator for the dishes to arrive on the pass at the same time, checking for quality before
releasing the plate to the waiting staff. The control department then uses the EPOS information
to control sales and revenue. (For an example of a radio-controlled electronic system for order
taking and communication, see Section 6.3, p.215 and Figure 6.20, p.215.)
Hotplate language and terminology
To ensure there is no delay in any food dish reaching the hotplate, the aboyeur should call it
up, allowing time for preparation, cooking and presentation. Various special kitchen terms are
used to warn the food preparation staff working in various corners to get ready certain dishes.
Because of a multi-national work force, many establishments now use one single specified
language within a kitchen. This is often the language of the country, such as English in the UK.
All members of staff need to know the system for their own establishment.
Examples of traditional kitchen terms are:
l Le service va commencer: general warning to kitchen that service is about to commence.
l Ça marche trois couverts: indication to the kitchen of the number of covers on the table,
in this case three covers.
l Poissonnier, faites marcher trois soles Véronique: example of fish section informed of the
order required, in this case three sole Véronique.
l Poissonnier, envoyez les trois soles Véronique: when the order is required at the hotplate
by the waiter, the aboyeur calls it up. In this example it is the fish section being told to bring
the order for the three sole Véronique.
l Oui: the reply given by the chef de partie (section chef) to the order called out by the aboyeur.
l Bien soigné: the term called out by the aboyeur before the actual order when an extra
special order is required.
l Dépêchez-vous: the words used to hurry up an order.
l Arrêtez: the term used to cancel an order.
l Foods requiring special degrees of cooking are given the following terms:
l Omelette baveuse: soft inside.
l Steak grillé:
– bleu: (rare) surfaces well browned, inside raw
– saignant: underdone
– à point: medium
– bien cuit: cooked right through, well done.
Whatever system is used all food service staff should be familiar with the specific terms being
used in the production area in order to appreciate exactly what is going on at the hotplate and
in the food production areas, to ensure quick and efficient service.