ASSESSMENT COVER SHEET

PROGRAMME TITLE: BA (Hons) Hospitality Management (Top Up)

MODULE TITLE:
MODULE CODE:
INTAKE/SEMESTER: SEPTEMBER (2021), AUTUMN PERIOD

ASSESSMENT TITLE:
Report on hospitality operations

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LEADER/LECTURER

STUDENT ID: (London

Met)

STUDENT ID: (NCL)

STUDENT NAME:
Wisike Maria
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I declare that all material in this assignment is my own work except where there is clear

acknowledgement or reference to the work of others and I have complied and agreed to the

College statement on Plagiarism and Academic Integrity on the College Student Handbook

provided at Induction.

Signed: Date:

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Executive summary

The assignment discusses the hospitality sector's general context. The hospitality sector is
addressed from several angles in this article, with various benefits and drawbacks identified. The
following food production methods are examined in the first half of the assignment:
Conventional, Convenience, Call order, Continues flow, Centralised, Cook-chill, Cook-freeze,
Sous-vide and Assembly kitchen in the hotel selected for the position of Food & Beverage
Management Trainee. In the second part, the report explain various types of Food and Beverage
Service methods available in all Food & Beverage stores within the hotel chosen for the position
of Food & Beverage Management trainee, including Table service, English service, French
service, Silver service, Russian service, Gueridon service, Self-service, Buffet service, Cafeteria
service, Single point service, and so on. In the third section, analyses of various menu planning
considerations and constraints are examined when planning a menu for the hotel's Food &
Beverage outlet, taking specifics from - Customer profile, Cost factor, Space and equipment in
the kitchen, Special requirements, Special days, Food allergies, Menu language, the type of
menu, and so on. Identifying and critically analyzing sustainable menu planning considerations
to be competitive in the market is discussed in the fourth and final part of the assignment, which
uses sustainable menu planning considerations from: Localize Your Supply Chain, Update Your
Menu Seasonally, In-House Production, Start an Onsite Garden, Reduce Portion Sizes, Serve
Less Meat, Shrink Your Menu, Reduce Food Waste, Go Organic, and so on.

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Table of content

1.0 Introduction ……………………………………………………………………….. 5

2.0 Food production systems in Hilton hotels ……………………………………...…. 5

2.1 Conventional food system …………………………………………………………. 6

2.2 Convenience food system ……………………………………………………...….. 6

2.3 Call order food system ......................................................................................….... 6

2.4 Cook-chill food system …………………………………………………………….. 7

2.5 Centralized method ………………………………………………………………… 7

2.6 Cook freeze ………………………………………………………………………… 7

2.7 Sous wide ……………………………………………………………………...…… 7

3.0 Food and Beverage Service methods in Hilton hotels ………………………......… 8

3.1 Table service .......................................................................................................…... 8

3.2 English service ………………………………………………………………..……. 8

3.3 French service ………………………………………………………………..…….. 8

3.4 Silver service ……………………………………………………………………..… 9

3.5 The Russian service ……………………………………………………………...…. 9

3.6 Self service ………………………………………………………………………...... 9

3.7 Buffet service …………………………………………………………………..…… 9

3.8 Cafeteria service …………………………………………………………………… 10

3.9 Single point service …………………………………………………………….….. 10

4.0 Different menu planning considerations and constraints …………………….……. 10

4.1 Availability of ingredients and supplies ……………………………………...…… 10

4.2 Time for preparation and service ……………………………………………….…. 10

4.3 Equipment available …………………………………………………………….…. 11

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4.4 Nutrition considerations ……………………………………………………………. 11

4.5 Cost factor ………………………………………………………………………….. 11

4.6 Skill of kitchen staff ……………………………………………………………...… 11

4.7 Special Occasion ………………………………………………………………...…. 12

5.0 Sustainable menu planning considerations to be competitive in the market …...….. 12

5.1 meaning of sustainable menu …………………………………………………...….. 12

5.2 benefits of sustainable menu …………………………………………………..…… 12

5.3 sustainable menu planning considerations ..........................................................…... 13

5.3.1 Localize the Supply Chain ……………………………………………………….. 13

5.3.2 Update the Menu Seasonally ………….…………………………………………. 13

5.3.3 In-House Production ………………………………………………………….…. 13

5.4.4 Start an Onsite Garden …………………………………………………………… 13

5.4.5 Reduce Portion Sizes …………………………………………………………….. 13

5.4.6 Serve less Meat …………………………………………………………………… 14

5.4.7 Shrink the Menu ………………………………………………………………….. 14

6.0 Conclusion ………………………………………………………………………..... 15

7.0 References …………………………………………………………………..……… 16-18

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1.0 Introduction

The company selected for this study was Hilton Hotels & Resorts. The company's primary brand
is Hilton Hotels & Resorts, a worldwide hospitality leader. The brand has outlets in major cities,
airports, conference centers, and tourist hotspots worldwide (Worldwide, 2016). Over 2,200
hotels and resorts are owned, developed, managed, or franchised by the corporation. Hampton
Inn, Hampton Inn & Suites, and Homewood Suites by Hilton are some of the well-known hotel
brands owned by the corporation (Hiltonworldwide.com, 2013). Hilton hotels and resorts
worldwide have 89,646 Hilton rooms in 232 full-service hotels and resorts worldwide. The
organization has one leased property, 60 owned or managed hotels, and 10 cooperative ventures.
These include selling goods and services like room service and meals, as well as growing the
company's reach. The Hilton Hotel offers high-end luxury hotel brands and services (Applegate
et al. 2008).

However, a Hilton hotel food and beverage management trainee must serve visitors in a pleasant,
professional, convenient, and timely manner (Davis and Lockwood, 2018). The organization also
manages tourist reservations and follows up with hotel departments. Maintaining strong and easy
visitor encounters, creating professional relationships, and delivering personalized service helps
them explain and market services and facilities to visitors. The management trainee also helps
with divisional mentoring and assessment (Cousins, et al. 2014).

2.0 Food production systems in Hilton hotels for the position of F&B Management Trainee

The following are the Food Production systems for the position of Food & Beverage
Management Trainee in Hilton hotels:

2.1 Conventional food system: This is the most extensively used food system. Ingredients are
gathered, food is produced on-site, reheated or cold, and supplied to consumers in typical
foodservice operations. Foods are created from simple materials and processed on-site (Davis
and Lockwood, 2018). In order to prepare food as near to supper time as feasible, food is cooked
and then chilled until served. In a typical food system, management will monitor menu offerings,
quantity, and portion size. Using this meal system saves money and allows staff to work more
productively (Cousins, et al. 2014).

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2.2 Convenience food system: Convenience food is food that has been processed for
commercial use to make eating easier. This dish is typically ready to eat. It might also be light,
long-lasting, or a combination of these. As people eat out more often, the traditional family
supper has become less popular. The convenience food system was developed to reduce buying
time, storage space, and food costs (Bansal, 2016). For example, Hilton's packed beans may be
used for breakfast, lunch, or dinner in a pasta or salad. Hilton's frozen pasta may also be cooked
with spaghetti sauce, making it great for pasta salads (Cousins, et al. 2014).

2.3 Call order food system: It consists of two parts: a website or app for customers to browse
the menu and place orders, and an administrative dashboard (F&B management system) for the
hotel to accept and fulfill orders. Customers may purchase items faster by scanning a tabletop
QR code or touching an NFC tag with their Smartphone or tablet. No applications need to be
installed. The hotel gets the order and fulfills it like any other delivery service would. To ensure
total customer satisfaction, customers are advised of order status and given a feedback form
(Cichy and Hickey, 2012).

(Worldwide, 2016)

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2.4 Cook-chill food system: A cook-chill system preserves food by cooking it fully, cooling it
swiftly, chilling it for storage, and then warming it before serving. So that the sweetness and
taste of the meal are retained, the food is first pressure packed in opaque and impermeable plastic
bags. Food can be kept cold for seven days at temperatures below 5° C (Lillicrap and Cousins,
2010).

2.5 Centralized method: Food Delivery Systems are a type of this where foods are prepared
and portioned for individual in a central area or next to the main kitchen. Centralized Delivery-
Service system orders are subsequently packaged and delivered to clients. Food is stored and
provided to various areas of service using this process (Payne-Palacio and Theis, 2009). 

2.6 Cook freeze: This pattern is related with food product manufacture, storage, and
regeneration. Cook freeze method is centered on the freezing of food items to preserve the taste
and quality of prepared cuisine. To aid in the freezing of food products, additional methods are
required (Heizer and Render, 2014). 

3.0 Food and Beverage Service methods in Hilton hotels for the position of F&B
Management Trainee

The following are the Food and Beverage Service methods for the position of Food & Beverage
Management Trainee in Hilton hotels:

3.1 Table service: Table service types include English, American, and pre-plated. The client is
invited to supper and orders from the menu. During the service, the visitor must be greeted with
a smile (Heizer and Render, 2014). The server or waiter would next help the customer choose a
seat based on the number of people in their party or any requests. The server or waiter knows
who ordered what meals. When serving guests, the server or waiter recalls who ordered what
(Lillicrap and Cousins, 2010).

3.2 English service: English cuisine must be presented in large platters or bowls. They may then
be served to guests by Hilton servers. The meal is provided once Hilton management approves it.
Clients serve themselves here. In such instances, Hilton management may request that the meal
be served (Payne-Palacio and Theis, 2009). It's handy and the waiters aren't very good. To

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accommodate this service, Hilton provides a modest eating space. The inability to control portion
amounts is another flaw of this serving. It's possible that prior guests got more dishes than the
last visitor (Heizer and Render, 2014).

3.3 French service: French service is a kind of service that needs accuracy and skill. Fine
dining, an example of French service at Hilton is a refined and costly kind of service where chefs
prepare meals in front of clients. For dignitaries and VIPs, the plated entrée comes from the right
and all other dishes from the left. Drinks are on the right. This serving method is expensive since
it needs skilled waiters to bring food to the server on time (Kyritsis, 2015).

3.4 The Russian service: This service is similar to the French service, but it is faster and less
expensive. Whole portions of meat, poultry, game, fish, and other products are adorned and
garnished before being served to consumers. Unlike in French F & B service, just one server per
table is required. It is great for dinner parties with an established menu (Akbaraly et al. 2011).

3.5 Self service: The guest/customer is obliged to help himself/herself in this sort of Food and
Beverage Service. Typically, the food is stored on a bar or on a smorgasbord, and the consumer
selects the items they desire from the buffet. Payment is made either before or after the meal is
acquired, and the structure for this form of F&B service is designed to allow for free visitor
movement (Wang et al. 2014).

3.6 Buffet service: In a buffet setting, food is heated and placed on worktops or tables so that
guests or customers may help themselves. Visitors are assisted by staff behind the buffet counter
in serving food from the heating basin to their plates. The staff keeps the buffet dishes full. A
buffet table should feed 70–75 people. The number of buffet counters and banquet layout are
governed by the minimum number of participants (Murphy, 2013).

3.7 Cafeteria service: This type of service is common in restaurants, factories, and employee
cafeterias. Pricing may be subsidized or not. However, due to limited space and basic amenities,
such restaurants may only accept permit holders. To save space, thin tables with towering tables
are frequently used.

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4.0 Different menu planning considerations and constraints

There are many factors that influence how a menu is designed so it is important that a business
takes this into consideration when planning the menu. These considerations include:

4.1 Availability of ingredients and supplies: Before creating a menu, the chef must consider
the ingredient amount, diversity, and availability of ingredients. For example, if a menu includes
fresh fish from Donegal, the chef must guarantee that the supply can be ensured because if the
supplier fails to deliver, consumers will be unhappy, which might hurt the brand's reputation
(Monterrosa et al. 2020).

4.2 Time for preparation and service: More meals means more time and staff requirements to
prepare and cook them. Customers despise waiting, regardless of the institution (Tilman et al.
2017). A simple table d'hôte meal is more likely to be presented for large parties, such as a
wedding or formal dinner. The appetizer will be ready, and the main meal will be plated and put
on special reheating trolleys. A la carte menus are more common in smaller restaurants,
providing customers with more choices and allowing chefs to prepare dishes on request.
Similarly, a fast food menu will demand food that cooks quickly (Monterrosa et al. 2020).

4.3 Equipment available: A full-service kitchen is not necessary if the outlet serves cook-to-
order items. If all meal preparation and processing is done in the outlet, however, a large variety
of equipment is necessary. Many stores purchase partially prepared meals to decrease the variety
of equipment necessary, such as potatoes that have already been scraped, which reduces
manpower and equipment expenses (Sobal and Bisogni, 2009). 

4.4 Nutrition considerations: Clients have a variety of dietary needs, so the menu must
accommodate them. A chef must be aware of and endeavor to integrate the dietary guidelines
while producing recipes. Cooking techniques that reduce fat should be used whenever possible,
and meals should include alternatives such as baked, roasted, or scrambled. The allergen profile
of a meal must be readily available, and chefs must be prepared to provide gluten-free
alternatives for clients with celiac disease. Children's meals should include fewer and smaller
portions of high-sugar items (Jastran et al. 2009).

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4.5 Cost factor: Variables affect the selling price of a dish. Ingredient prices, labor charges, and
running costs are all covered (fuel, lighting, and rates). In order to keep ingredient costs down,
chefs must use seasonal foods that are less costly and do not require extra shipping (Tilman et al.
2017). Clients want to pay a fair price that reflects their organization's demands. Poor quality and
expensive meals will not meet their expectations. Customers may not expect the same high
quality of food or variety of selections when meals are catered in nursing homes, hospitals, or
schools. Cooks at businesses like these are on a budget and must keep pricing low, so clients
have low expectations (Sobal and Bisogni, 2009).

4.6 Skill of kitchen staff: For the kitchen to run smoothly and effectively, the food offered must
complement the culinary team's competence. A simple menu with well-prepared food is
significantly more appealing than a complex menu with low-quality food if the staff lacks
competence. Like Hilton, many organizations now use cook chill or cook freeze foods that can
be reheated. As a result, customers' value is consistent, and wage costs are low. An inept chef
may damage the company's reputation and push it to shut down (Davis and Lockwood, 2018).

4.7 Special Occasion: The occasion will determine the food type. Each meal on a table d'hôte
menu has two alternatives. More alternatives will be costly for the customer and difficult to
manufacture and provide in large numbers. Guests are now receiving menus with their wedding
invitations, allowing them to pre-select their preferences. A party or event menu may include
appetizers, drinks, and a banquet-style dinner. In most cases, the food is pre-planned by the
organizer for a price, and the attendees have no say (Bansal, 2016).

5.0 Sustainable menu planning considerations to be competitive in the market

5.1 meaning of sustainable menu: A sustainable menu system delivers nutritious meals while
also being ecologically, economically, and socially sustainable. A sustainable menu requires a
well-planned approach. Planners of conferences and events make decisions about the food and
drinks they provide (Bansal, 2016). Food and beverage choices may have a big impact on an
event's carbon footprint. Local, organic, seasonal, and water-wise are just a few ways to look at
food. While these lenses commonly overlap, there are times when you must pick between them
(Al-Bakri et al. 2010).

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5.2 benefits of sustainable menu

Some of the benefits of sustainable menu include:

• Support healthy local economies and long-term livelihoods in the UK and, in the case of
imported items, in producing nations.
• Preserve plant and animal variety, as well as the wellbeing of farmed and wild species.
• Avoid depleting or squandering natural resources, as well as contributing to global
warming.
• Offer social advantages like delicious meals, safe and healthy goods, and educational
possibilities (Al-Bakri, et al. 2010).

5.3 sustainable menu planning considerations

5.3.1 Localize the Supply Chain: The farm-to-table movement is gaining momentum in the
restaurant industry. Follow this trend and purchase veggies and products from local farmers'
markets or sellers. This would not only save money and minimize pollution, but also benefit
local farmers. Local food is also fresher due to the reduced distance between farmers and
corporations (Alderman, 2010).

5.3.2 Update the Menu Seasonally: Sync the menu with seasonal vegetables to align the
business meal with nature's flow and maximize food supply (food developed at the same time of
year it is eaten). In-season food is grown closer to the market, so it doesn't have to travel halfway
across the globe or spoil on the way. Not that the cuisine should be reinvented every season, but
if possible, seasonal products should be incorporated (Kawash, 2013).

5.3.3 In-House Production: Organizations like Hilton should create some of its own dishes in-
house if it truly wants to set itself apart from every other establishment in the region while also
becoming green. Hilton could preserve its own veggies and produce salad sauces from scratch
using fresh ingredients. Hilton foods will have a fresh, handmade flavour and will be sustainable
attributable to in-house manufacturing (Lawrence, et al. 2012).

5.4.4 Start an Onsite Garden: Companies like Hilton can create an onsite garden almost
anywhere—in a garden, on a patio, or on a window sill. Small vegetable patches with scallions,

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lavender, rosemary, and parsley; or a garden full of seasonal fruits and veggies (Tilman et al.
2017). Having an onsite garden allows companies like Hilton to control what they grow, assuring
a steady supply of fresh produce. Growing a garden reduces product costs and increases revenue
for the Hilton. Temporis, a Michelin-starred Chicago restaurant, does this with an underground
garden (Obenauf, 2004).

5.4.5 Reduce Portion Sizes: While extra large servings have been the standard in many Western
nations, a large amount of that food is thrown away. Using smaller plates is a simple and
straightforward approach to minimize portion sizes. Even if firms like Hilton serves less food on
a smaller plate, consumers will see it as complete, culminating in a gratifying apparition for
consumers (not to mention a healthy amount of food) and instant cost savings for the company
(Alderman, 2010).

5.4.6 Serve less Meat: Reduce the amount of meat offered in each dish to three ounces (the
recommended adult protein serving size). Instead, increase the quantity of vegan and vegetarian
options. The meat industry is responsible for over one-fifth of all man-made greenhouse gas
emissions, which directly affect global warming. Reduced meat portions will help the
environment and help organizations like Hilton's cuisine (Vermeulen, et al. 2012).

5.4.7 Shrink the Menu: On a restaurant's menu, less is more. Instead of trying to make hundreds
of meals more eco-friendly, Hilton can concentrate on a few key sustainable aspects. More
sustainable meals may be prepared with fewer dishes, allowing chefs to focus their energies. A
reduced menu will reduce consumer anxiety and help them make better choices (Burlingame,
2012).

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6.0 Conclusion

As a Food & Beverage Management Trainee, the report will analyze several food production
systems from the chosen hospitality firm (Hilton Hotels). The research also explored several
foods and beverage service approaches that Hilton hotels may use to boost customer engagement
and staff-guest relationships such as Table service, English, French, Silver, Russian, Guerdon,
Self-service, Buffet, Cafeteria, Single Point Service, etc. The research also analyzes several
menu planning concerns and limits for the hotel's food and beverage outlet. Aspects like cost,
kitchen space and equipment, special needs, special days; food allergies, staff efficiency and
skills, and ingredient and supply availability are all factors to consider. Finally, the paper
identifies and analyses sustainable menu planning factors.

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7.0 References

Applegate, L.M., Piccoli, G., & Dev, C. (2008). Hilton Hotels: Brand Differentiation through
Customer Relationship Management. Harvard Business School: Boston, Massachusetts.

Akbaraly, T., et al. (2011) Alternative Healthy Eating Index and mortality over 18 y of follow-
up: results from the Whitehall II cohort. The American journal of clinical nutrition. 2011 May
25;94(1):247-53.

Al-Bakri, J., A. Suleiman, F. Abdulla, and J. Ayad, (2010) Potential impact of climate change on
rainfed agriculture of a semi-arid basin in Jordan. Physics and Chemistry of the Earth, Parts
A/B/C, 36(5-6), 125-134.

Alderman, H., (2010) Safety netscan help address the risks to nutrition from increasing climate
variability. Journal of Nutrition, 140(Suppl. 1), 148S-152S.

Burlingame, B. (2012). Sustainable diets and biodiversity – Directions and solutions for policy
research and action Proceedings of the International Scientific Symposium Biodiversity and
Sustainable Diets United Against Hunger. Rome: FAO.

Bansal, T.K. (2016), Food and Beverage: Operations to Management. New Delhi: I.K.
Publishing International.

Cichy, R. and Hickey, P., (2012). Managing service in food and beverage operations. Lansing,
Mich.: American Hotel & Lodging Educational Institute.

Cousins, J., Lillicrap, D., and Weekes S., (2014), Food and Beverage Service. 9th ed. London:
Hodder.

Davis, B., and Lockwood, A., (2018), Food and Beverage Management. Oxford: Butterworth-
Heinemann.

Hiltonworldwide.com. (2013). Hilton World Wide: History. Retrieved from

www.hiltonworldwide.com.

Heizer, J. and Render, B., (2014). Principles of operations management. Boston: Prentice Hall.

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Jastran, M., et al. (2009) Eating routines. Embedded, value based, modifiable, and reflective.
Appetite. 2009;52(1):127–136.

Kyritsis, T., (2015). Variables in food service operations.

Kawash, S., (2013). Candy: A Century of Panic and Pleasure. Faber and Faber. pp. 46–48.

Lawrence, G., Geoffrey, K., and Kristen, W., (2012). Food Security, Nutrition and Sustainability.
Routledge. Chapter 8, pages (unlisted). ISBN 1136545654

Lillicrap, D. and Cousins, J., (2010). Food and beverage service. London: Hodder Education.

Murphy, J., (2013). Principles and Practices of Bar and Beverage Management. Goodfellow
Publishers.

Monterrosa, E. C. et al. (2020) ‘Sociocultural Influences on Food Choices and Implications for
Sustainable Healthy Diets’, Food and Nutrition Bulletin, 41(2_suppl), pp. 59S-73S.
doi: 10.1177/0379572120975874.

Obenauf, F., (2004). The Building of an Industry: The History of the Convenience Food
Industry. C.F. Obenauf.

Payne-Palacio, J. and Theis, M., (2009). Introduction to foodservice. Upper Saddle River, NJ:
Pearson Education, Inc.

Shah, D., (2014). Managing customer profiles: The power of habits. Journal of Marketing
Research, [online] Vol 51, pp.pp. 726-741. Available at: <http://Journal of Marketing Research
(JMR), Dec2014, Vol. 51 Issue 6, p726-741, 16p Diagram; found on p732>

Sobal, J, and Bisogni, C., (2009) Constructing food choice decisions. Ann Behav
Med. 2009;38(suppl_1):s37–s46.

Tilman, D., et al. (2017) Future threats to biodiversity and pathways to their prevention. Nature.
2017 Jun;546(7656):73.

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Vermeulen, S., Campbell, B., and Ingram, J., (2012) Climate change and food systems. Annual
review of environment and resources. 2012 Nov 21;37:195-222.

Wang D., et al. (2014) Trends in dietary quality among adults in the United States, 1999 through
2010. JAMA internal medicine. 2014 Oct 1;174(10):1587-95.

Worldwide, H., (2016). Hilton Worldwide Portfolio of Hotel Brands. [online]

Hhonors3.hilton.com. Available at: http://hhonors3.hilton.com/en/explore/brands/index.html

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