Professional Documents
Culture Documents
Managing Food and Beverage in Hotels Cha
Managing Food and Beverage in Hotels Cha
Abstract: The aim of this paper is to exam- Abstrakt: Cilj ovog rada je da se ispitaju ra-
ine the various aspects of food and beverage zličiti aspekti upravljanja hranom i pićem u
management in hotels and the significant hotelima i značajna uloga koju on igra u ho-
role it plays in hotel operations. The paper telskom poslovanju. U radu će biti prikaza-
will review the literature published since na literatura objavljena od 2013. godine, sa
2013, with a focus on the latest approaches fokusom na najnovije pristupe i tehnologi-
and technologies used in food and bever- je koje se koriste u upravljanju hranom i
age management in hotels. A comparative pićem u hotelima. Komparativna analiza će
analysis will be used to provide a better un- se koristiti da bi se bolje razumelo kako se
derstanding of how food and beverage man- upravljanje hranom i pićem sprovodi u ra-
agement is implemented in different hotels. zličitim hotelima. Pored toga, rad će istraži-
Additionally, the paper will investigate key ti ključne trendove u ovoj oblasti i istražiti
trends in the field and explore how the use kako upotreba novih tehnologija i pristupa
of new technologies and approaches can može uticati na efikasnost i profitabilnost
impact the effectiveness and profitability poslovanja hotela sa hranom i pićem. Sve
of a hotel’s food and beverage operations. u svemu, ovaj rad ima za cilj da pruži uvid
Overall, this paper aims to provide insights i najbolje prakse za upravljanje hranom i
and best practices for managing food and pićem u hotelima.
beverage in hotels.
Key words: food and beverage manage- Ključne reči: upravljanje hranom i pićem,
ment, hotels, challenges, opportunities, best hoteli, izazovi, mogućnosti, najbolje prakse.
practices.
64 Turističko poslovanje
Xu & Li (2016) found notable variations The literature suggests that hotels need
in the satisfaction levels of three tourist to focus on differentiation through ex-
groups in terms of value for money, vari- periential dining, unique menu offer-
ety of food items, quality of food, service ings, and partnerships with local pro-
standards, dish options, food presentation, ducers (Hsu & Shen, 2016).
and speed of service in general. They also • Rising costs: The costs of food and
observed differences in satisfaction levels labor have increased significantly,
with specific items such as bread, coffee, impacting profitability. Strategies for
meat, and soup. The researchers identified managing costs include implement-
food quality, value for money, dish options, ing technology solutions, streamlining
pleasant environment, and food presentation operations, and developing creative
as the main factors influencing the overall revenue streams (Kostić-Stanković,
food service experience. 2015).
This article will explore the challeng-
• Quality control: Quality control and
es and opportunities in the food and bev-
consistency across multiple outlets
erage business in hotels, and provide best
can be challenging, particularly for
practices for navigating this complex and
larger hotel chains with diverse food
ever-changing landscape. We will exam-
and beverage offerings. To address
ine case studies and real-world examples
this, hotels can implement standard
to provide practical insights and actionable
operating procedures, invest in staff
recommendations for hoteliers looking to
training, and conduct regular audits
enhance their food and beverage offerings
(Kim & Lee, 2017).
and drive revenue growth.
To review all the literature journals pub- • Changing consumer preferences:
lished since 2013 on food and beverage in Consumer preferences and dietary
hotels, authors conducted a systematic search restrictions are constantly evolving,
using academic databases such as Goog- requiring hotels to stay up-to-date and
le Scholar, Scopus, and Web of Science. In flexible. Strategies for meeting these
order to acquire further understanding of the demands include offering plant-based
food and beverage administration in various and gluten-free options, creating per-
hotels, a comparative study was used. Main sonalized dining experiences, and us-
keywords were used such as „food and bev- ing data analytics to anticipate guest
erage“ „hotel“ and „food management“. needs (Krsmanović & Djurić, 2019).
The food and beverage business in ho- • Staff turnover: Staff turnover and
tels is a critical aspect of guest experience training are persistent challenges in
and revenue generation. However, it pre- the hospitality industry. Hotels can
sents numerous challenges, including com- address this by investing in staff de-
petition from standalone restaurants and velopment, creating a positive work
food delivery services, rising costs, quality environment, and offering competitive
control, changing consumer preferences, compensation and benefits (Marković,
and staff turnover. At the same time, it pre- Todorović & Djokić, 2015).
sents exciting opportunities, such as reve-
nue generation, brand differentiation, local
Section 2: Opportunities
sourcing and sustainability, and creative
menu design. • Revenue generation: The food and
beverage business presents significant
Section 1: Challenges opportunities for revenue generation
• Competition: The hotel industry fac- through in-house dining, catering,
es fierce competition from standalone events, and partnerships. Hoteliers
restaurants and food delivery services. can optimize these revenue streams by
Broj 31 67
using data analytics, creating innova- beverage trends and consumer prefer-
tive menu offerings, and collaborating ences can help hotels stay competitive
with local businesses (Srecković & and adapt to changing market condi-
Djurić, 2018). tions (Chriqui, Pickel & Story, 2014).
• Brand differentiation: Food and bev- • Implement technology solutions for
erage offerings can be a key factor in inventory management, ordering,
brand differentiation and guest loyalty. and payments: Technology can help
Hotels can differentiate themselves by streamline food and beverage oper-
offering unique dining experiences, ations and improve the guest experi-
using local ingredients, and partner- ence (Cheong et al., 2021).
ing with celebrity chefs and beverage • Invest in staff training and develop-
companies (Abd Aziz et al., 2021). ment: Investing in staff training and
• Local sourcing and sustainability: development can help hotels maintain
Local sourcing and sustainability ini- consistent quality across multiple out-
tiatives are becoming increasingly im- lets and improve the guest experience
portant to consumers. Hotels can meet (Ramli et al., 2018).
these demands by partnering with
• Create memorable guest experiences:
local producers, implementing green
By offering personalized service and
initiatives, and communicating their
unique dining experiences, hotels can
sustainability efforts to guests (Niu et
create memorable experiences that
al., 2020).
keep guests coming back (Lin et al.,
• Creative menu design: Creative menu 2018).
design can help hotels stand out in a
crowded marketplace. Hotels can ex- Conclusion
periment with fusion cuisine, thematic
menus, and interactive dining experi- The food and beverage management in
ences to create memorable guest expe- hotels presents both challenges and opportu-
riences and satisfaction (Yoo & Park, nities for hoteliers looking to enhance their
2014). guest experience and drive revenue growth.
• Collaborations: Collaborations with By understanding the challenges and im-
celebrity chefs and beverage compa- plementing best practices, hotels can dif-
nies can be a powerful tool for enhanc- ferentiate themselves and create unique and
ing a hotel's food and beverage offer- innovative food and beverage offerings that
ings (Piboonrungroj & Disney, 2015). meet the needs of their guests. Case studies
and real-world examples demonstrate that
hotels that prioritize their food and beverage
Section 3: Best Practices business can achieve significant success and
• Develop a food and beverage strat- gain a competitive advantage in the market.
egy aligned with the hotel's overall The food and beverage industry is a criti-
goals and brand identity: A clear and cal aspect of the hospitality sector, and hotels
well-defined food and beverage strate- play a crucial role in delivering exceptional
gy can help hotels differentiate them- dining experiences to their guests. However,
selves and build a loyal customer base hoteliers face numerous challenges in man-
(Vandenbrink, Pauzé & Potvin Kent, aging their food and beverage operations.
2020). These challenges include maintaining high
• Conduct regular market research and food quality and safety standards, managing
stay up-to-date on industry trends: costs, ensuring timely service, and attracting
Keeping abreast of the latest food and and retaining skilled staff.
68 Turističko poslovanje
Lo, A., King, B., & Mackenzie, M. Sisson, L. G., & Adams, A. R. (2013).
(2017). Restaurant customers’ attitude to- Essential hospitality management compe-
ward sustainability and nutritional menu tencies: The importance of soft skills. Jour-
labels. Journal of Hospitality Marketing & nal of Hospitality & Tourism Education,
Management, 26(8), 846-867. 25(3), 131-145.
Mahafzah, A. G., Aljawarneh, N. M., Srecković, M., & Djurić, V. (2018).
Alomari, K. A. K., Altahat, S., & Alomari, Measuring the efficiency of food and bever-
Z. S. (2020). Impact of customer relation- age departments in Serbian hotels. Tourism
ship management on food and beverage & Hospitality Management, 24(1), 53-65.
service quality: The mediating role of em- Vandenbrink, D., Pauzé, E., & Potvin
ployees satisfaction. Humanities & Social Kent, M. (2020). Strategies used by the
Sciences Reviews, 8(2), 222-230. Canadian food and beverage industry to in-
Marković, S., Todorović, M., & Djokić, fluence food and nutrition policies. Interna-
M. (2015). Analysis of food and beverage tional Journal of Behavioral Nutrition and
sector in Serbia in the function of compet- Physical Activity, 17(1), 1-13.
itiveness. Economic of Agriculture, 62(1), Wang, Y. F., Chen, S. P., Lee, Y. C., &
79-90. Tsai, C. T. S. (2013). Developing green
Niu, B., Xie, F., Mu, Z., & Ji, P. (2020). management standards for restaurants: An
Multinational firms’ local sourcing strate- application of green supply chain manage-
gies considering unreliable supply and en- ment. International journal of Hospitality
vironmental sustainability. Resources, Con- management, 34, 263-273.
servation and Recycling, 155, 104648. Xu, X., & Li, Y. (2016). The antecedents
Pantelidis, I. S. (2010). Electronic meal of customer satisfaction and dissatisfaction
experience: A content analysis of online toward various types of hotels: A text min-
restaurant comments. Cornell Hospitality ing approach. International journal of hos-
Quarterly, 51(4), 483-491. pitality management, 55, 57-69.
Piboonrungroj, P., & Disney, S. M. Yoo, J. J., & Park, H. J. (2014). Investi-
(2015). Supply chain collaboration in tour- gating customer satisfaction and loyalty in
ism: a transaction cost economics analy- the hotel industry: The role of food and bev-
sis. International Journal of Supply Chain erage quality. Journal of Travel & Tourism
Management, 4(3), 25-31. Marketing, 31(1), 82-96.
Ramli, A. A., Anuar, F. L. M. K., Rosli, Zrnić, M. (2020). Study on the impor-
I., & Jamalidan, S. A. (2018). The Relation- tance of food traceability in the tourism
ship of Design, Implementation, Monitor- industry. Turističko poslovanje, (25-26), 17-
ing and Evaluation in Training and Devel- 25.
opment towards Employee Performance in Zrnić, M., Gajić, T., Vukolić, D., &
Food and Beverage Industry. Global Busi- Čavić, S. (2022). Managing and minimizing
ness & Management Research, 10(3). food waste in the hospitality industry. Hotel
Rawal, Y. S., & Dani, R. (2019). Next Link. (2). 73-79.
generation trends in food and beverage ser-
vice sector. International Journal of Man-
agement, IT and Engineering, 7(11), 87-92.