appropristenes of the various processes and methods together with the management and stafing needs in order to meet the requirements of the operation, «g) Conral of ots of materials and other costs, such as labour and overheads, associated with the operation of food production, beverage provision and other services, and the contr! of remue, 1h) The monitoring of customer satigicton to continually check on the extent to which the ‘operation is meeting customer needs and achieving customer satisfction. ‘The eight elements of this sequence may be referred to as the ovdservice gre as represented in Figure 1.2. This summarises what food and beverage (or foodservice) operations are concerned with and illustrates that itis not simply about food production, beverage provision or food and beverage service, ‘The foodservice cycle can be used as a bass to analyse and compare how different foodservice operations work. Ie provites 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 having been collected on other oodkervice operations. ‘The foodservice cycle is also a dynansic model in that it ean be used to help understand how an individual operation works, Dificulties in one element of the cycle will cause Alificulties in che elements of the cycle that follow. For example, difficulties with purchasing will have effects on food production and service, and contro. Similaely Aificulties experienced under one element of the cycle will have their causes in preceding clement. For example, difficulties experienced in food and beverage service are offen caused by factors such as poor purchasing, inadequate stock contol, equipment shortages, poor room layouts or staffing problems. Types of foodservice operations Food and beverage (or foodservice) operations includ, for example, various types of restaurants (bistros, braseries, coffee-shops, frst 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 guess Examples of the types of operation are given in Table 14 Table 14 Excmples of types of food and beverage operations ‘Otten c snallerestabithment, with fractional tables and chaks, cluttered decor and flendly formal sf. Tends fo offer hones, basc and robust ooking Thisis generally 0 fai large. styled room with along bor normaly cervng Cone-pite lems rather than forma! meals (though some offer both). Oten Itlspossble ust 1o have a dink, coffee of snack Senice provided by waiters clan ination siya of lng aprons ana black waistcoats Slick modern interor design, coupled with imlar approaches to ‘contemporary cuine and service. Busy ond busing and often lerge ond ‘multloveledSmlar fo beeserie-syle operons, often hemed. May be open aliday (ond servs ol neal yoes from breakfas through to supper \suaty formal ne ding restaurants with closical preparation ond presentation of food ond offesng chigh level of table (aver guéridon nd/ex pled) sonics. Often associaied with classc/houte cus Torm used to cover a wide variety of operations, Price. levelanditype of service, dcor sts, cusnes and degiee of choice vies enotrously ‘Octo the range of fypes of operation. Service ranges from ful fable Sefvice to assisted sevice such os covvery.svia operations Inlian, Grentok Asian, Spankh, Greek llatan Grecie and Cajun arejust some of he many types of cusine availble, wih esicbishments tending oreltect specie olhric ofgins. Many ofthe standard dishes are now loppecring wihin orange of other menu hype ‘Oftonintemnationalin orientation for example icelondic hot rock wih ood prepared and cooked atthe table, ‘Benknana’ ofental theme, ‘ogcin with food prepared and cooked at fable, Als includes themes such asjungie,raincrest or music/operc, where wating sft perform as wel as sane ‘Oflen Michsii-stared fine dining restaurants. offing a distinctive personally, cubine, ambiance, beverages and service. Usual table Senvice at various lvels but mesily personci and highly atlentiv. ‘Generally constlered cx ne home of gastronomy. Bmensie bul also value lacien Increashg speciatsation of operations info vegataronisn andor heah foock (hough vegelcsian food is not necestarty heathy) 1a meat Westy noedks os wel os dietary equromenis ‘Primarily setFservice wih customer choosing selection ftom @ counter or counters hn warying designs and layouts. Orginal developed for the Industiol feeding moxkot out now seen ine varety of sectors Developed irom table sorvice toathaps and cate treough 1o| slealnoures and now incorporating snack bars, Kes, diners, tokeawoys ‘ond cafétetios. with modern-day burgat chicken andfish concepts. and wih ethnic foods ao being incorporated. Meeting he needs of al {day meal taking (grazing) and cso the need for ‘grab and go" service, especially fr the lease, Industiol and eveling markets LUcensed envionment pémarly fo dirking deoholc beverages. May be simply a sorving bor wih sanding room for customers oF may have mere: plush suroundngs incorporating he offer ofa variety of foods. hese can ‘ange from simpie plated dishes through fo establishments offerng ful restaurant service Sometimes collec gasttopubs) ‘Otten a mise of bar and brawere-svie operation commanly wine themed, serving a variety of foods‘The list of operations given 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 sulway 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 ‘Thelist of types of operations in Table 1.4 by itself indicates very lide in terms of methods of organistion adopted and the management of them, Ina similar way to the identifying variables for sectors described in Table 1.2 (p3), variables can ako be identified for different foodkervice operations. These variables have been identified fons. variety of published sources as well 38 fiom experience, They can be separated into three groups 1 Ongnisational 2 Costomer 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 Table 1.5 Vexiabies i foodservice operations ‘Organisational veriabies + nature of market being met + legitatve controls scale of operation + maxketing/merchancssng + she of menu ond chinks ist + range of cheice + opening tmes/senice poviod + prodtetion methods * type and copabity of equoment + sence methods ring orangements + seating ime + number of covers availcble * capacity + slot working hours staff erganisation + staf capabity + numberof stat + specialised sence requirements + provisoning and storage methoos «= bling metnods “+ checking (order taking) methods + clearing methods Physiologica: for example, the need to sate one’s appetite or quench one’ thirst, or the need for special foods such as diabetic or vegetarian. » Eionomic for example, the need for good value; rapid, fist service; a convenient location, Sacial: for example, going out with fiends or business colleagues; attending a function in onder to meet others, > Poytholegial: for example, the need for enhancement of self-esteem; fulfilling life-style needs; the need for variety: as a result of advertising and promotion, > Convenience for example, a8 4 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 ac home (weddings and other special events) Castomers 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 ‘ofthe mena and the price, as well as varying service levels. The choice offered may be restricted o wide, I's important to recognise that the specific reasons behind a customers choice will ‘offen determine the customer satisfaction (or dissatisfaction), rather than the food and beverage service by itself. One example isthe social need to go out with fiends if ‘one person fails to turn up of behaves in a disagreeable way, then the customer may be dlssatstied with the meal. ‘The customer who is not able to satis his oF her needs will be a dissatisfied eustomer, ‘The customer may, for instance, be dissatisfied with unhelpfal staff, cramped conditions or the lick of choice available. These aspects are the responsibility ofthe food and beverage ‘operation. However, sometimes the reasons for the customer being dissatisfied mighe bebeyond the operation's contro, for example, location, the weather, other customers oF transport problems, In non-coptve markets the customer as a choice of eating out opportunities both terms ofthe food and dink to be consumed and the type of operation they may wish to patonise. While it is tue that certain types of catering operations might attic certain 'ypes of customer, cis s by no means true alle time. The same customers may patonise 2 variety of differnt operations depending on the needs they have ata given time, for example, romantic night out, a quick office ach or a wedding Function. In sen-captve markets this availablity of choice is also important. Customers may choose, {or example, a certain aitline o ship or hotel based upon the identification of certain needs they wish to sai. In captive murkets where the customer does not have a choice of operation, there i still 4 need for stsficton. For instance itis generally recognised that beter fed workers work Table 1.6 Moot experience factors Includes the range of foock and beverages. choles, aval, Nedily for special cers and the quail ofthe food and beverages ‘The level of sevice sought wil depend on the needs people have at a ppaticular ime. For eromple. o romantic night out may cal for a. quiet {bi In c top-class restaurant. whereas a group of young fiends might bbe seeking more informal sence, Ths foctor ato fakes intoaccount ‘the importance ta the customer of other services auch os booking anc ‘2ccount facies, acceptance of crectt cards and the rtaity of he peration’s piocuct Thisfactor relates fo the premises. equipment and sat. Over thelast {few yeas this factor has increased in importance in customers rings ‘Tne recent medio focus on food production and the rks involved, In buying food have heightened awareness of heath and hygiene expects Cuslomershave paceptions of he amount they are prepared ‘ospend and relate ih to dering types of estcblshmenis and Ccporations. Value is he personal estmate ofa product's copactty to safety set of goals ond aso o perception of the Balance between ‘worth and cost. Good vaiue fora food and beverage operation is “where the worth (he perception of he desirably of « particular product over another in order to sally a sot ofesicblshed goal) is Perceived as glecter than the total cost. (As well ascash price, folol ‘os Includes, fr instance, the cost of nat going somewnore ake, the ‘cos of fronsport and time. the cost of potential embarrassment, the. ‘cos of having 1a bok and behave in requrad mannor and the cost In tems of efor ct work to earn the money to poy the reauited price.) Poor value is whore the cossinvoWved exe percelved as greater than the worth Thisfactor Ickes account of issues auch as design, dco: Ighting, hooting. funihings acoustics ond noi levels other customats. the smartness of the staff cn the atttude of the stat