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File1pages From CHAPTER 8 - FOOD AND BEVERAGE FUNCTION PLANNING
File1pages From CHAPTER 8 - FOOD AND BEVERAGE FUNCTION PLANNING
FOOD AND
BEVERAGE
FUNCTION
PLANNING
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LEARNING OBJECTIVES
■ The main types of food and beverage functions and services held during
meetings and conventions
■ How to effectively create these functions and work with the facility in plan-
ning menus
■ Beverage cost control and potential liquor liability issues
■ The most common menu pricing methods used for groups
INTRODUCTION
In this chapter we will discuss the important role food and beverage func-
tions play in the overall success of the meeting or convention. Think of the
meetings you’ve attended in the past. Food and beverage functions provide the
perfect relaxed environment to interact with other attendees. All meetings or
functions have some type of food and or beverage service. Since the 1990s,
many prominent trade organizations have donated leftover (edible) food to the
local food bank or homeless shelter. Therefore, all aspects of the planning
process require close communications between the catering, convention ser-
vices, and culinary staff, with a group planner to ensure each function is a
success.
177
Rely on the hotel group servicing department for planning of the menu and
room setup. Some hotels are large enough to warrant a separate catering and
convention services department. Other hotels may call this the event planning
department. Regardless of the job title and organizational structure, for many
years planners have voiced frustration over having two hotel contacts for menu
and function planning. Consequently, hotel corporations periodically have
developed systems that are designed to streamline the process and reduce
redundancy.
One such system, uniserve, was created by Sheraton Hotels, and first
gained recognition in the 1980s. Their definition is “a meeting system service
where the CSM (convention services manager) or event manager handles
all aspects of planning the event, including the catering, food, and beverage
functions.”
While naming this system, a term also was created to describe the previous
method that many hotels and group facilities still continue to use: duoserve.
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for the catering department to coordinate primarily the food and beverage
events and menus. Other responsibilities, including meeting and convention
serving, are planned by the convention services manager. This system often is
viewed as requiring more work and repetitive time for the group planner, since
multiple hotel contacts are required.
For planners, the main benefits of uniserve are the following:
■ Work with one hotel contact for all arrangements, not two
■ Decision-making authority to plan all events
Uniserve property: A hotel property in which the CSM handles all aspects
of the event, including catering.
Duoserve property: A hotel property in which logistics are handled by the
CSM, with catering handled by a separate manager.
The CLC recognizes these terms, in part, because many other well-
known hotel companies have developed their own variation on this concept.
Over the years, these programs with similar objectives have been touted
and advertised to meeting planners. Though these slogans may come and
go, planners must ask their initial contact, the sales person, who first booked
the group.
178 H O T E L C O N V E N T I O N S A L E S , S E R V I C E S , A N D O P E R AT I O N S
Hotels or facilities usually will not guarantee group menu prices more than
six to eight months in advance. The seasonal availability and constant fluctu-
ation of food costs prevent pricing guarantees from being feasible beyond that
timeframe. Therefore, when planning for future events, experts suggest build-
ing a 10 to 15 percent cushion into their food budgets. If contacted in advance,
the executive chef often is willing to customize a menu that may actually be
lower in cost than those listed on the standard banquet menus. All agreements
on menus, prices, and terms should always be in writing.
Banquets can yield a profit margin of 30 to 40 percent, as opposed to hotel
restaurants, which have higher labor costs and typically much lower profit.
Therefore, banquets are largely responsible for the food and beverage depart-
ment being the second largest source of income for the hotel. Figure 8.1 is a
sample of a hotel banquet and buffet lunch menu.
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