Wednesday, 12 August 2015

FRONT OFFICE NOTES TOPIC -1
TOURISM INDUSTRY & ITS IMPORTANCE
         Tourism is one of the world’s fastest growing industries and a major source of foreign exchange and employment generation for many countries. In early years of this century tourism was not looked as industry but as a collection of business whose common link was to provide service to travellers with increasing standard of living, fast technological revolution. Presently, the sphere of tourism is a world -wide phenomenon. It is regarded as a part of the globalization process. In essence, globalization involves the exchange flow of economic and intellectual items in terms of goods, knowledge, values and images, as well as people on a global scale.
          
The word ‘tour ‘is derived from the Latin word tornus meaning a tool for making a circle. Tourism may be defined as the movement of people from their normal place of residence to another place (with the intention to return) for a minimum period of twenty-four hours to a maximum of six months for the sole purpose of leisure and pleasure.

Tourism can be categorized as international and domestic tourism
INTERNATIONAL TOURISM
When people visit a foreign country, it is referred to as international tourism
International tourist may be of following type:
Inbound(When tourist from other country come to destination)
Outbound( tourist originated from country of residence and move to other country)
DOMESTIC TOURISM
The tourism activity of people within their own country is known as domestic tourism. Travelling within the same country is easier because it does not require formal travel documents ad tedious formalities like compulsory health checks and foreign exchange. In domestic tourism, a traveller generally does not face much language problem or currency exchange issues.



IMPORTANCE OF TOURISM
Tourism is the major revenue earning enterprises in the world. They happen to be the top employers too. With several business related activities associated with tourism, the industry has tremendous potential of generating employment as well as earning foreign exchange.
1.                 Stimulation of Economic Growth: There are many countries in the world whose economy is fully dependent on tourism. It greatly influences the economy of the country.  It contributes significantly to a country’s gross domestic product (GDP). Tourists from the developed countries bring valuable foreign exchange, which is essential to developing countries like India to offset the balance of payments (BOP) position.
2.                             Maximization of Foreign Exchange Earnings: The major economic benefit in promoting the tourism industry is the, earning of foreign exchange. Foreign travellers must exchange their currency into local currency for their spending purposes. This means that initially the foreign exchange earnings of the host country increase by the amount of tourism expenditure. It helps in generating foreign exchange without exporting anything out of the country.
3.                             Creation of employment:  Tourism has brought many employment opportunities to people especially in the service related industries, retail sector, catering and transport ones. The tourism industry is a highly labor intensive service industry and hence is a valuable source of direct and indirect employment to millions of people. In many developing countries, where unemployment problems are very acute, the promotion of tourism can be great encouragement to economic development and especially, employment.
4.                             Development of infrastructure: Development and improvement of infrastructure is another important benefit. To become an important commercial or pleasure destination, any location would require the entire necessary infrastructure. The benefits from tourism infrastructure like airports, roads, water supply and other public utilities may be widely shared by other sectors of the economy. The benefits from tourism infrastructure like airports, roads, water supply and other public utilities may be widely shared by other sectors of the economy.


IMPACTS OF TOURISM INDUSTRY
The impact of tourism focuses on the specific change that tourism and tourists have initiated in the community: in particular explores the areas of work and property, power and conflict, social identity and family and belief. It has a multitude of impacts, both positive & negative, on people’s lives and on the environment.
1)                Economic Impact:  One of tourism’s most salient influences is on the economy of the host country. Many tourism texts open with statistics proving the huge economic impact that tourism has in terms of cash flows, employment, gross domestic product (GDP) and so on.

2)                Environmental Impact: The most outstanding result of environmental influence of tourism is its impact as the built environment.  A large hotel built overlooking good scenic beauty, beach. Shops have opened to service the visitors: the majority of outlets are geared towards the tourism market. Roads have been indented and built to enable easier access for coaches and berries. Beyond the valley, tunnels have been blasted out of mountains to ease access and an airport has been built in.

3)                Social impact: Tourism is related to the social system in a country and has definite impressions on the social system present in a society. With the development of tourism many facilities are created to motivate people to travel and get relived from the stress and burden of modern materialistic life. By touring different countries people get acquainted with different social customs and rituals; this shall create a strong bond of relationship with local community and creates a sense of affinity among different nationals of the world

4)                CULTURAL IMPACTS: The concept of cultural tourism has gained prominence as people are interested to know and get familiar with the life style, arts, music, customs and festivals of different parts of the world. Tourism can have an in allowing exchange of cultures in promoting greater awareness on both sides.

Negative impacts or limitation of cultural tourism:  Tourism as a unique and powerful phenomenon has a tremendous capacity of changing culture. Tourism is seen as having a strong influence on a culture, understood in the holistic sense, with impacts spreading throughout the culture.
a)        Threat is posed to traditional social values and weakens the cultural values.
b)        Exchange of culture tourism is allowing exchange of culture but with this the original culture is diluting day-by-day.
c)         Cultural tourism contributes to universal brotherhood and promotes international place. At the same time may transform the local craft, folk art and festivals to suit the demands of a tourist, which shall affect the originality.
















HOSPITALITY AND ITS ORIGIN
Hospitality can be termed as a deliberate, planned and sustained effort to establish and maintain mutual understanding between an organization and the public. As per the Oxford Dictionary Hospitality is defined as “Reception and entertainment of guests, visitors, or strangers with liberality and goodwill”. The word hospitality is derived from the latin word “Hospitalitias”
The term Hospitality industry describes a wide range of business enterprises concerned with the transportation, feeding entertaining and housing of the travelling public. Airlines, bus companies, cruise lines, car rental agencies, amusement parks, tour operators, restaurants, bars, casinos, and hotels are all part of this industry.

The concept of hospitality is extremely old; it is mentioned in writings dating back to Ancient Greece, ancient Rome and Biblical Times.
& Two possible explanations of why ancient times people felt required to be hospitable: they felt that hospitality to strangers was necessary to their religious well-being and in others, they were hospitable only because of their own superstitious fears.
Hospitality in ancient Greece is understandable that certain elements of religion were intermingled with the idea. Missionaries, priests, and pilgrims formed a very large part of the travelling public. Often they were journeying to holy places, perhaps oracles or temples that had a dominant position in their religion.
& In ancient Persia, travelling was done in large caravans, which carried elaborate tents for use along the caravan routes. However, at certain points on these routes, accommodations known as Khans were constructed. These were simple structure consisting of four walls that provided protection not only against natural elements but also against enemies who attacked under cover of darkness.
& In the later years of the Roman Empire, taverns and inns provided shelter for travelling merchants, actors, and scholars. Accommodations were still primitive. Sometimes there were rooms for the people but no stables for the horses; more often there were stables but no rooms.
& The high spot of that era in terms of hospitality was the development by the Persians of post houses along the caravan routes.  These developed later than the khans and provided accommodations and nourishment for both soldiers and couriers.
& Marco Polo described the post houses known as yams as apartments suitable for a king. They were located 25 miles apart, perhaps equivalent of a day’s ride, and supplied fresh horses for the couriers carrying messages throughout the land. By Marco Polo’s estimate, there were 10,000 such posthouses in existence at the time of his journey to the far east.
Throughout the world hospitality houses were known by different names :
Dharamshala and Sarai in India
Ryokans in Japan
Paradors in Spain
Pousadas in Portugal
Coffee houses in America
Taverns and Inns in Europe
Cabarets and Hostelries in France
Mansions and Hospitia in Switzerland
Phatnal in Greece
Relay Houses in China

HOTELS AND THEIR EVOLUTION AND GROWTH
The origin and growth of the hotel industry in the world can be broadly studied under the following periods:
•          Ancient Era
•          Grand Tour
•          Modern Era
Ancient Era
The earliest recorded evidence of the hospitality facilities in Europe dates back to 500 BC. Ancient cities, such as Corinth in Greece, had a substantial number of establishments that offered food and drink as well as beds to travellers. The inns of the biblical era were of primitive type, offering a cot or bench in the corner of a room and, at times, even a stable. Travellers used to stay in a larger hall. Privacy and personal sanitation were non-existent. In the third century AD, numerous lodging premises mushroomed along the extensive network of brick paved roads throughout Europe and minor Asia (part of Asia adjoining Europe). The lodging houses were known as mansionis during that time.
These conditions prevailed for several hundred years, till the Industrial Revolution in England led to the development of railways and steamships, making travelling more efficient, comfortable, and faster. The Industrial Revolution also bought about a shift in the focus of travel that became more business-oriented than educational or social.
The lead in organized hotel keeping, as we see it today, was taken by the emerging nations of Europe, especially Switzerland. The early establishments were mainly patronized by the aristocracy, and took shape in chalets (small cottages) and small hotels that provided a variety of services. Between 1750 and 1825, inns in Britain gained the reputation of being the finest hospitality establishments.
Grand Tour
The second half of the eighteenth century, prior to the French Revolution (1789-99), is referred as the ‘golden era of travel’ as the popularity of the ‘Grand Tour’ gave a big push to the hotel industry. In those days, a Grand Tour of the European continent constituted as indispensable element of the education of scions of wealthy families in Britain. As this tour often lasted several years, it was a good business opportunity for people in the prominent cities of France, Italy, Germany, Austria, Switzerland, and Ireland to establish lodging, transportation, and recreation facilities. Far-sighted entrepreneurs, who smelt money in the exercise, developed the skills of hospitality and pioneered the modern hotel industry.
Prominent among the hotels that emerged during this period were Dolder Grand in Zurich, The Imperial in Vienna, the Vier Jahreszeiten in Hamburg, and Des Bergues in Geneva. In 1841, a simple cabinet maker, Thomas Cook, organized a rail tour from Leicester to Loughborough and immortalized himself as the world’s first tour operator.
Modern Era
The improvisation in modes of transport made journeys safer, easier, and faster, enabling economical as well as frequent mass movement. The introduction of Funiculars (the ropeway) made high altitude mountains accessible, leading to the growth of many hotels in the Alpine ranges. Bürgenstock and Giessbach are among the hotels in Switzerland that owe their existence to the development of the ropeways.
The two world wars, especially the second (1939-45), took their toll on the hospitality industry. The massive destruction caused by the war and the resulting economic depression proved to be a major setback for travel business. The 1950s witnessed slow and steady growth of travel in the European continent. The development of aircraft and commercial passenger flights across the Atlantic stimulated travel across the globe, and in the process accelerated the growth of the hotel industry.
But it is the American entrepreneurs who are credited with literally changing the face of the hospitality industry with their innovations and aggressive marketing. The inauguration of the City Hotel in New York in 1794 marked the beginning of the present-day hotel industry. It was a ‘giant’ building at that time, with 73 rooms, and it went on to become a favourite meeting ground for socialites.
Prior to the establishment of the City Hotel, lodging facilities in the American continent were patterned on European style taverns or inns. The City Hotel, however, triggered a race of sorts among American hoteliers, resulting in the construction of large hotels like the Exchange Coffee House in Boston, the second City Hotel in Baltimore, Mansion House in Philadelphia, etc. the opening of the Tremont House in Boston is another landmark in the evolution of the hotel industry. Regarded as a forerunner of luxury hotels, the 170-room hotel had many firsts to its credit. For example, it was the first to provide locks, indoor plumbing, running water, and bathing facilities, besides providing a bowl, pitcher, and free soaps in its rooms. It was also the first to provide front office services like bell boys and a reception. It was also the first hotel to serve French cuisine in the US.
Throughout the nineteenth century, the contest among hoteliers to build better, larger, and most luxurious hotels continued. Several luxury hotels, like the Grand Pacific, The Palmer House, and The Sherman House in Chicago, as well as The Palace (with 800 rooms) in San Francisco were built. The year 1908 saw the emergence of the first business hotel, the Statler Hotel in Buffalo, New York. This magnificent 450-room multi-storey building was a pioneer in many ways. Some of the innovations included an attached bathroom with hot and cold water in each room, an electric lamp on the desk, and the radio in each room.
The decade of the great depression in the 1930s witnessed the liquidity of most the hotels in America. The hotel industry streamlined with slow and steady growth during the 1940s. The increase in automobile travel in the 1950s led to the rise of ‘motor hotels’ or motels, a new category in the hotel industry. The motels, which offered free parking facilities, served as rest houses for people travelling between two cities or tourist destinations. The following decades saw the growth of the motels on a large scale, an also the introduction of budget hotels that offered basic facilities at half the rates. Gradually, with the passage of time, these evolved into countrywide and international chains.
HOTELS EVOLUTION IN INDIA
Ancient & Medieval
In India the concept of shelter for travellers is not new. In fact, it is as old as its recorded history. The historical records are replete with mention of viharas, dharamshalas, sarais, musafirkhanas, etc.

The ancient Buddhist monks were probably the first to institutionalise the concept of a shelter in India. The cave temples scattered all over the south-western region of India have both a chaitya (sanctuary) for worship and prayer and a vihara (monastery).

These monks, although living in their quiet retreats, away from towns and villages, were nevertheless mindful of the needs of travellers and pilgrims who found shelter and food at these monasteries.

It is interesting to note that these monasteries are located on the ancient trade routes between important deities of the region.

It is gathered from some inscriptions that merchants gave liberal donations for the construction and maintenance of these establishments. Mere charity was obviously not the motivation in these displays of generosity. The trader travelled with their merchandise and money on these routes and the viharas were their hotels.

In the medieval period this ancient institution gradually assumed a more secular character. Although religious centres invariably had dharamshalas and musafir khanas attached to them, the caravanserai appeared as an exclusive traveler’s lodge with a nanbai or cook attached with it.

Sher Shah Suri, the Afghan Emperor and the builder of the Grand Trunk Road, is credited with having built caravanserais at regular intervals all along this highway creating favourable conditions for commerce and travel. However, he was not alone in this venture. The Mughals built such facilities all over their empire.

The sarais in India like inns in Europe or the stagecoach stations in the USA of the eighteenth and nineteenth centuries stood all along the well-travelled routes. They provided food and shelter to the travellers and fodder to their horses.

The amenities these early hotels offered would seem to us to be primitive but they conformed to the lifestyle of that age.

With the passage of time the age-old institution of the sarai or the inn adapted itself to the ever-changing and constantly growing requirements of the market and has evolved into the modern hotel.

Colonial era
The development of hotel industry in India is also continuous and satisfactory. The British introduced hotels in India mainly for their own use or for foreign visitors.

Some seventy years back, baring the Taj Mahal Hotel in Mumbai, almost all hotels in India were owned and operated by the Britishers and the Swiss. There were Albion Hotels, Victory Hotel and the Hope Hall. The arrangement in these was an excellent one.

Western-style residential hotels are comparatively of recent origin in India. These hotels were first started about 160 years ago mainly for princes and aristocrats and high dignitaries.

The credit for opening the first Western-style hotel in India in the name of British Hotel in Mumbai in 1840 goes to Pestonjee who is the pioneer of Western-style hotels in India. The Auckland Hotel was started in 1843 and in 1858 it was renamed as the Great Eastern Hotel.

Today there are a number of western-style hotels in Kolkata Great Eastern, Oberoi Grand, Kenilworth, Park, Hindustan International, Taj BengalEtc.

By the end of the 19th century, there were many western-style hotels in South, like Imperial, Albany, New Woodland, Elphinstone, Napier, Pandyan (Madurai), Bangalore International, West End (Bangalore), Savoy, Ritz (Hyderabad), Palm Beach (Visakhapatnam) etc.
 Modern era
The twentieth century can be called the turning point in the history of the hotel industry in India. It was during this period many big business owners entered into the field.

In 1904, Jamshedji Tata opened the Taj Mahal Hotel in Mumbai. Front facing the Mumbai harbour and overlooking the Gateway of India, it was until recently, the largest hotel in the East.

It is rated among the top ten hotels in the world. Jamshedji felt that it was essential for the advancement of the country that it should have an up-to-date hotel to provide facilities and comforts to visitors from all parts of the world.

Today there are many hotels in the chain including the President Hotel, the Fort Auada Beach Resort, the Lake Palace (Udaipur), the Rambagh Palace, Taj Palace (New Delhi), Taj Bengal (Kolkata) and many more.

The Indian Hotels Company Limited, owned by Tatas manages the famous Taj group of Hotels. This chain has fifty-five properties in India and abroad. It has drawn up a plan of Rs. 1,500 crore to add forty more hotels to its present fifty-five. The Taj Hotel in Mumbai, the Taj Palace Intercontinental in New Delhi and the Taj Bengal in Kolkata account for 76 per cent of its profits.

Another entrepreneur who entered the field of hotel industry is Rai Bahadur Mohan Singh Oberoi who opened a chain of Oberoi Hotels in India and abroad. Mr. Oberoi started his career as a clerk but later became a partner in the Clarks Hotels, Shimla.

In 1933, Mr. Oberoi took over the Grand Hotel, Kolkata on lease and gave it a new look and new life. Mr. Oberoi built a hotel on Gopalpur on sea, in Orissa, Mount Everest in Darjeeling, the Mount View in Chandigarh and the Palace in Srinagar to his chain of hotels.

In 1973, Oberoi commissioned the 500-room luxury hotels the Oberoi Sheraton, Mumbai. It is a product of Indo- American partnership. Other hotels of Oberoi chain are Oberoi in Singapore, Abu Dhabi, Sudan, Zambia, Egypt, Saudi Arabia, Fiji, Mauritius, Indonesia, Zanzibar and Colombo.

Oberoi’s School of Hotel Management in Delhi recognised by the International Hotel Association, Paris, trains up young people from different countries.


BRIEF INTRODUCTION TO HOTEL CORE AREA WITH SPECIAL REFERENCE TO FRONT OFFICE
A hotel or an inn is defined by the British Law as a ‘place where a bonafide traveler can receive food and shelter, provided he is in a position to pay for it and is in a fit condition to be received’.
The core areas of hotel
Room Division: Front office & House keeping
These departments together are responsible for maintaining and selling the rooms in a hotel these departments directly or in directly generate more revenue than any other department.

Food and Beverage Department
F& B Service
Kitchen This department is headed by the F&B director it includes restaurant, bars coffee shops banquets room service kitchen and bakery
Human Resource Department   Recruitments, orientation, training, employee welfare and compensation, labor laws and safety norms for the hotel come under the purview of this department.
Sales and Marketing Department The function of this department is fivefold sales, personal relationships, advertising, getting business and market research
Purchase Department The procurement of all departmental inventories is the responsibility of the purchase department
Financial Control Department Financial controller is responsible for ratifying inventory items, budget preparation and maintains the hotel accounts
Security Department
The security department is responsible for the safeguarding the assets, guest and employees of the hotel
3)        SOCIAL IMPACT: Tourism is related to the social system in a country and has definite impressions on the social system present in a society.f residence to another place (with the intention to return) fo

Friday, 2 August 2013

PLANNING & OPERATING VARIOUS F&B OUTLET



ANCILLARY AREAS
In general, especially in large operations, five main back-of-the-house service areas can be identified:
1. Still room/ Pantry
2. Kitchen stewarding
3. Hot plate/ food pick up area
4. Linen room
5. Store
RESTROOMS
The size of your restroom will depend on the seating capacity of your restaurant. Among
Experts, there are two very different schools of thought about restroom placement. One group thinks they should be  located near the entrance, so that guests can freshen up before dining; the other thinks they should be nestled discreetly at the back of the dining area. Suit yourself. Realistically, restroom locations are most likely a function of where your plumbing lines are, and these are usually near the bar and/or kitchen. Minimum restroom space requirements based on
the number of guests in your restaurant at any one time are spelled out in city ordinances. The requirements spell out the number of water closets (the common legal name for toilets in stalls), urinals for men’s rooms, and lavatories (washbasins) for hand washing.

PANTRY
The pantry or service room is located between the kitchen and the restaurant. It stores items such as hollowware, special service equipment, glassware, linen, condiments, disposables, etc. that are not stored is sideboards or hotplate. The servers can collect coffee, open wine, prepare
trays, wipe the edge of dishes, prepare bread baskets, collect water, etc. in the pantry. This area is used for getting ‘ready to serve’ or ‘organizing for service’ which usually cannot be done in the small area of the sideboard. Two swing doors connect the pantry to the service area. One is to enter the restaurant and the other to return to the pantry. Using wrong doors may lead to accidents. The doors may be fitted with see through glass to see the other side of the door and the bottom of the door is fixed with metal strip minimum 6” high to withstand the kicking of waiters while opening the door.
The equipment required in the pantry depends on its location> For a restaurant situated on ground level, one does not need an exhaustive list of equipment as it is located closer to the main kitchen, still room, and wash –up area. Given is a list for pantry of a restaurant located far from still room, main kitchen, and wash up:
• Cupboards-for glassware, condiments, disposables, special service equipment, linen
• Linen box-for soiled linen
• Stainless steel work table
• Plate warmer
• Bain-marie
• Range for making coffee /tea
• Water cooler
• Refrigerator
• Sink for washing service equipment
• Sink for hand wash
Some hotels or restaurants may have less or more equipment than what has been listed depending on menu items on offer, service styles and location of kitchen and service area.
The following are examples of some activities carried out by waiters in the pantry:
•Waiters come in with soiled linen, throw it in the soiled linen box located near the swing door.
Pick up fresh and clean ones from the linen cup board; go to the restaurant to prepare the table.
•Waiters coming into the pantry with dirty crockery, cutlery, and glassware deposit them on the landing table near the wash, properly stacked for washing. Cutlery is placed in cutlery box and food waste is pushed into trash. The washed crockery, cutlery, glassware are air dried/wiped and stored in the appropriate area. (Imagine the situation if waiters are to carry all these soiled ware to centralized wash area at ground level)

In any establishment a client’s first impressions on entering the dining room are of great importance. The creation of atmosphere by the careful selection of items in terms of shape, design and color enhances the overall décor or theme and contributes to the total harmony.

Physical Layout:

Good planning and physical layout are important keys to success in the food and beverage industry. An effectively planned and well-run restaurant is a highly lucrative business. If the nerve centers of the restaurant are not properly planned, it can result in chaos and inefficient service.

Layouts are plans of equipment placement for accomplishing work according to a specific operational programme. Good layout planning is well appreciated because it cuts on extra cost. It lends utility effectiveness and harmony to an enterprise. Good layout deals with the orderly and efficient arrangement of all work facilities and personnel. Work facilities mean the service areas, service points, maintenance points, storage area and so on.

Creating a good work environment that is both aesthetically appealing and practically efficient is a difficult task. However, it should be so arranged and organized physically that it will provide a work environment that is conducive to effective and harmonious work.

Objectives of Good Layout:

01)  Reduces production cost
02)  Increases employee safety
03)  Better quality product
04)  Reduces capital investment
05)  Better service to the customer
06)  Increases flexibility
07)  Reduces the work in process to the minimum
08)  Minimizes material handling and loss
09)  More effective utilization of the floor space
10)  Reduces work delays and stoppages
11)  Better work methods and utilization of labor
12)  Improves control and supervision
13)  Easier maintenance
14)  Better utilization of equipment and facilities
15)  Elimination of congestion points


Decisions to be taken prior to the actual plan are:

1) The objectives of the organization must be clearly defined and interpreted.
2) A programme must be prepared to describe the needs. Location and some of the architectural features known.
3) A flow plan developed compatible with the known desires and finance available.

Steps in planning:

The following order is suggested for determining information for the planning process.

1) Deciding on the location and the type of operation.
2) Space allocation.
3) Planning the functional and supporting areas.
4) Equipment selection.
5) Style of service required.
6) Type of clientele.
7) The budget available.



Factors to be considered when planning a restaurant:

1. Location
2. Customer profile
3. Restaurant style or concept
4. Staffing capabilities
5. Restaurant physical layout
6. Cuisine and menu offerings


Additional material on identifying and developing these factors is discussed
in Chapter Three, Catering Foodservice Development.
LOCATION
The proximity of the restaurant to office complexes and centralized business
areas will help to establish whether its catering service will be focused on
business or social marketing efforts.
Businesses in the twenty-first century are spread from urban centers to
suburban locations in office parks. Central urban locations offer a concentrated
market for both office delivery and take-out. A significant factor in
developing the market for business catering is that service is generally
required during the business week, leaving weekend periods free to service
social business. In addition, locations such as museums, concert halls, and
historical sites offer interesting venues to catered functions for both local
businesses and conventions.
Both urban and suburban restaurants can successfully develop social
catering business. Suburban locations are generally more appropriate for
social catering to private homes, clubs, churches, and other facilities. Delivery
to urban locations can pose security and logistical problems, creating
additional costs for transportation and service labor.
Population density also affects the volume of anticipated catering business.
Restaurants situated in rural areas with low population density cannot
expect immediate high volumes of catering business. Areas of high-density
population yield a variety of catering opportunities that steadily increase in
volume through referrals and reputation.
The location of the physical restaurant building plays a role in the type
of catering services to be offered. Storage facilities, expansion possibilities,
and access to major transportation routes are factors important to catering
service production.
CUSTOMER PROFILE
Restaurants have the advantage of a built-in customer pool to whom they can
market in-house and off-premise catering services. In addition, the attraction
of being associated with a restaurant’s reputation will help to expand the
possible market to include new business and social clients.
The market profile should classify customers as business or social
catering clients, designated by income bracket. In addition the range of activities
for which each customer pool will need catering services should be
researched as thoroughly as possible. This will help in developing package
programs along with potential menu programs and accompanying pricing
concepts.
STYLE OR CONCEPT
The style, concept, and/or theme of the restaurant should be taken into consideration
when planning potential catering services. Off-premise catering
services do not necessarily have to blend with the facilities offered by the
restaurant. On-premise catering services should, however, be designed to
function within the restaurant facilities.
F A C I L I T I E S
Restaurants facilities are a major factor in providing on-premise catering. The
Ratio of catering functions to restaurant services that can be handled at a
given time is dependent on the size and flexibility of the physical plant. Small
private parties are often incorporated into the general dining room setting.
Large parties must, however, be given facilities that are separated from the
general public. The restaurant floor plan in Figure 2-1 outlines flexible catering
space for a full-service restaurant operation. This restaurant has a private
dining room and bar facility with a dance floor that can also be used for
additional restaurant seating during busy time periods and holidays. Flexible
facilities such as these allow a restaurant to maximize revenues.
Many restaurants that offer in-house catering schedule large parties,
such as weddings, anniversaries, luncheons, and dinners, on days and times
when the restaurant is not otherwise open. Often catering business must be
refused because sufficient on-premise facilities are not available. When management
is continually turning away catering business, a decision will need
to be made as to how the restaurant will balance is future development of
catering versus full-service dining services.
Kitchen facilities play a major part in determining when and how catering
service demands can be met. Kitchen equipment must be flexible, allowing
for volume production to take place simultaneously with à la carte
restaurant service. The kitchen cooking load and holding capacity of ovens
and auxiliary equipment is important to determine if a kitchen is to be used
to its full capacity during busy times.
Storage and refrigeration facilities determine the amount of food products
available at any given time. The cost of waste from food spoilage due
to lack of refrigeration and freezer space could dilute the profit from additional
catering business. A further discussion of equipment capability for
catering service is found in Chapter Twelve.

CUISINE AND MENU
The primary cuisine and menu offerings of a restaurant constitute one of the
most important considerations for on-premise catering. As discussed earlier,
off-premise catering services do not necessarily need to be the same as those
offered at the restaurant for full-service dining.
Purchasing and production requirements are crucial to the successful
development of catering services. On-premise catering should offer menu
items that duplicate the established menu as closely as possible in order to
enhance production capabilities. Surrounding items, such as vegetables and
starches, are the most effective area of the menu to duplicate. Kitchen production
is more efficient when the number of surrounding menu items is









SPACE REQUIREMENT CALCULATION IN RESTAURANT

Chair and Table Setup Guidelines

Let us help you create the ideal table setup. Buffet table designs and formal seating table setup styles can vary dramatically.

Plan a lovely banquet setup table, including where to place utensils, dessert trays and more. No matter what size your event may be,

Type of Dining Sq. Feet per Person Allows For
Spacious, Elegant 14 Table, chair and full aisle
Restaurant, Cafeteria 12 Table, chair and aisle
Banquet, Institute 10 Table, chair and narrow aisle

Immediate Guest Space
Lateral seating - allow approximately 24"-30".



NOTE: Arm and over sized chairs may require more space.

Allow 18" for guest from edge of table to chair back.


Table Spacing
Allow 42" between squared tables - allow chair back to back - leaves 6" to push out.


Allow 60" between squared tables - allow chair back to back - leaves 26" service aisle.



Allow 24" between corners of diagonal tables - customer access - no aisle.


Allow 30" between corners of diagonal tables - customer access - narrow aisle.



Diagonal seating saves floor space.
If space is very limited, booth only requires 8 square feet per person - aisle included.
Minimum aisle dimension is 36" in perimeter areas. 42" is preferred between rows.

Round Tables
36" Seats 4 People
42" Seats 5 People
48" Seats 5 People
54" Seats 6 People
60" Seats 8 People
72" Seats 10 People Hide Sketch

Rectangle Tables
30" x 72" Seats 6 People
30" x 96" Seats 8 People Hide Sketch




STAFF REQUIREMENTS CALCULATION
The number of staff required for a function is determined by many factors such as
• Number of people to attend
• Type of function
• Types of food service
• Number of dishes offered
In a formal banquet, one food server is for every 10 covers.
One wine waiter for every 15 covers, if beverages are served on cash basis: for every 25 covers, if drinks are inclusive and limited.

One waiter for 30 covers for buffet service; in general however, it cannot be calculated by applying this norm as it depends on the number of food stations and other counters to be manned, number of dishes to be served by the waiters, etc
One supervisor for every 30 covers for a formal function and 75 covers for a buffet.
One head wine waiter for every four to five wine waiters.
The banqueting in-charge must ensure that the duty allocation is done properly in such a way that everyone is distributed with adequate tasks and no waiter remains ideal. The wine waiter engaged for the service may assist in the mise en place and in food service. Briefing the staff on the service procedure is the most essential part for the successful service which should be done just before the function.


To calculate the total staff required

1.      Estimate the number of staff required per service in one week.
2.      Multiply the number of staff per service period by the number of hours to be worked in each period.
3.      Divide total staff hours by full time equivalent of number of staff.
Calculation
100 pax specialty restaurant operating for all 7days/week.
Restaurant timings
Lunch 4 hours (11:30 am to 3:30 pm)
Dinner 5 hours (7:00pm to 12:00 pm)
Staff timings
Lunch 5 hours (11:00am to 4:00pm)
Dinner 6 hours (6:30 pm to 12:30 pm)
Daily staff requirement estimate
Lunch 1 steward for 20 pax
1 captain for 30 pax= 5 stewards+ 3 captains+ 1 in charge=9 no
Dinner 1 steward for 16 pax
1 captain for 30 pax= 6 stewards+ 3 captains+ 1 in charge=10 no
Weekly staff requirement per service period
Lunch  9 staff x 7 days = 63 no
Dinner 10 staff x 7 days= 70 no
 Weekly staff hours
Lunch  5 hours x 63 = 315 staff hours
Dinner  6 hoursx70 = 420 staff hours =315 + 420 =735
Average staff required   weekly staff hours/ weekly operating hours =735/9x7(63)=11.6=12 numbers
                                               
STAFFING TABLE GUIDELINE FOR STAFFING BANQUET USING THE AMERICAN BANQUET SERVICE
POSITION                  MEAL                                     ONE STAFF CAN USUALL SERVE
Waitperson                  lunch/ Dinner                           16-20 Guests
Waitperson                  Breakfast                                 24 Guests
Waitperson                  Buffet                                      35 Guests
Waitperson                  Cocktail Reception                  50 Guests
Bartender                     Cocktail Reception                  50 Guests
Bartender                     Bar after Meal                          100 Guests
Note: There are three styles of service used in American banquet service to serve a party.
1.      The station Method: Where each waiter is assigned two tables of 8-10 Pax each ( i.e. Total 16-20 Pax). He is fully responsible for food service and clearance on these two tables.
2.      The Follow up method: Where the waiters are organized in teams of five. Three waiters would carry the food into the function room and the other two would quickly serve it. Each group would have a head waiter to supervise his side of the function room.
3.      The combination method: where the food pick-up and service is done in teams, but the clearance is done by individual waiters assigned to a particular section.




STANDARD SIZES AND SHAPES OF RESTAURANT FURNITURE

TYPE                           SHAPE                        SPACIOUS SIZE IN INCHES.
Table for 2 Pax.           Square             30 x 30 inches or (2 ½ square feet)
Table for 4 Pax                           Square                      36 x 36 inches or ( 3 Square feet)
                                    Rectangle         54 x 30 inches or (4 ½ x 2 ½ square feet)
                                    Round              36 inches or ( 3 Square feet) of Diameter.
 
Height of Restaurant
Table                                                   30 inches or ( 2 ½  Square feet)
Chair Dimensions                                Height- 39 inches or one meter
                                                            Seat depth- 18 inches.
                                                            Seat height- 18 inches.
PERCEPTION OF SPACE IN A RESTAURANT
Public distance                         12 inches or more
Social Distance                                    6-12 inches
Personal Distance                    2-4 inches
Note: The more exclusive the restaurant, the more space to be allocated to the guests.

TYPICAL HOURLY TURNOVER RATES IN F&B OUTLETS (Per Hour)
Commercial Cafeteria                          1.5 to 2.5 times turnover
Industrial Canteens                              2 to 3 times turnover
Counter Service                                               2 to 3.5 time’s turnover
Table Service                                       1.5 to 2.5 times turnover
Leisurely Table Service                                   0.5 to 1.0 times turnover


TRAFFIC AISLES -  For people only 30 inches (2 ½ ft)
For Trolleys 24 inches
Work + Traffic Aisle:                          42 inches width
Workers working back to back:                       48 inches width
(Space used for movement of materials and workers)



Type of Facility                                   Dinning space in Square feet
Table Service                                       12-18
Counter Service                                               16-20
Cafeteria service                                  12-16
Banquet                                               10-12
Party Buffet                                         9 sq ft. per person including buffet
Restaurant Buffet                                20 sq ft. including buffet spread
Standing Buffet                                               5-10 Sq ft.
Table Service                                       08-12
Counter Service                                               04-06
Cafeteria Service                                 08-12








FUNCTION AREAS SPACE REQUIRED ALLOWED
FUNCTIONAL AREA             SPACE ALLOWED (%)
Receiving                                             5
Food Storage                                        20
Preparation                                          14
Cooking                                               8
Baking                                                 10
Ware washing                                      5
Traffic Aisles                                       16
Trash storage                                       5
Employee Facilities                              15
Miscellaneous                                      02

MENU PLANNING
What is menu?
Comes from French, meaning “a detailed list” The menu is a mission statement; it defines an operation’s concept and communicates that concept to guests.
Purpose of menu
1. Inform guests of items available and price
2. Inform employees of items to prepare and purchase
3. MENU is primary control tool for the operation
4. Menu is critical to communicating and selling items to the customer

Menu Planning Objectives
• Menu must meet or exceed guest’s expectations.
• reflect tastes and preferences of guests
• Menu must attain marketing objectives.
• What guest wants, location, prices, times
• must bring guests back for more visits
• Menu must meet quality standards
• Quality and nutrition go hand in hand
• Flavor, shapes, textures, palatability, flair
• Menu must be cost-effective
• Menu must be accurate

Constraints of menu planning

1. Type of Customer
2.Location of Establishment
3.Price Range
4.Type of Establishment e.g. Cafe or Fine Dining
5.Staff Levels & Capabilities
6.Kitchen Size, Facilities & equipment
7.Food Availability, Seasonality
8.Weather.
9. Time Available.
10. Budget


Factors Influencing Menu Planning
Availability of ingredients:
When compiling menus the chef needs to take in to consideration the availability of Ingredients in seasonality and suppliers. If a dish is composed with a particular type of Vegetable it should be checked that it is available all year round. Food prices fluctuate in and out of seasons so it is imperative that food is used that is in season, however as already stated seasonality is becoming a thing of the past with many foods being imported but at higher costs which impact the chef's budget.
Equipment needs:
Some food such as fresh pasta and pizzas require special equipment if made in-house, however this can add value to the menu. Many establishments recognize that with equipment come space, depreciation, maintenance, training, cleaning and control.
Skill requirements of chefs:
Chefs should be capable of serving the menu. If a sophisticated menu is written it is all well and good, but if the chefs do not have the skills to serve them complaints will be made. Furthermore the employees will feel de-motivated and become dissatisfied when complaints arise. Hence it is best to identify the right type of menu that can be provided. Similarly, if a higher level of menu is required investment in new personnel or training should take place.
Size of food production and food service facilities:
If the restaurant has a large seating capacity it is important to consider how the kitchen will operate when full. If the menu is complex a full restaurant will require large amounts of staff and space to meet these needs. If the menu is too complex it will slow up the service time when busy. Similarly, if the kitchen is small the space available for food preparation may be limited and so having dishes that require lots of preparation space may cause accidents and problems. In this case, the preparation should be carried out off-site and finished on site where possible. Storage is another consideration in relation to space, if food storage is limited menu items should be restricted to reduce storage requirements.
Service method:
Buffet, family, silver service, plated and guerdon restaurant service methods will affect the
type of food you serve.
Competition:
It is important to carry out regular competitor evaluations. Consumers will select one competitor over another for different reasons, such as quality, presentation, price, variety, ingredients used, promotions, portion and service. It is, therefore, imperative that your menu is different and better than your competition. If you differentiate your product you will increase your chances of attracting consumers. Be sure to also carry out this analysis quarterly as competitors’ menus can change frequently. Also, remember that they are probably visiting your establishment as well, evaluating your menu and repositioning theirs!








HEAVY DUTY EQUIPMENTS
There are several key pieces of equipment in most commercial kitchens that do the majority of the heavy lifting during day to day operations. Modern restaurant equipment can be surprisingly complex. But selecting the right equipment does not have to be a chore. Learn what to look for with these helpful guides.
1. Commercial Ice Machines
Did you know that certain ice can improve your profits? From classic cubes to chewy nugget ice,
food cost calculation of restaurant
2. Commercial Dishwashers
Commercial dishwashers are available in a variety of types and sizes.
3. Commercial Refrigeration
The right kind of cold storage is vital to a successful food service business.
4. Commercial Convection Ovens
Short on time or staff and have a large amount of food to bake? A commercial convection oven can help with that.
5. Commercial Ranges
Commercial ranges are a staple in professional kitchens. With a variety of models and options available,

6. Commercial Fryers
From Twinkies to potatoes and many more creative recipes in between, the commercial fryer is a staple in a majority of professional kitchens.
7. Warming & Holding
Food safety is paramount for a successful food service business. Keep cooked foods warm and gently heat up cold foods with the right warming and holding equipment.
8. Commercial Steamers
Commercial steamers provide healthy and efficient methods of cooking.

SELECTION AND PLANNING OF EQUIPMENT
Since hotels use a variety of equipment in various quantity, it should be selected and purhased carefully, according to the needs and limitations of the hotel.

The various factors for equipment selection are :
1.      Essentiality (need)- whether it is required to improve the quality, increase the quality, reduce labor cost, reduce time, etc.
2.      Cost- various costs such as initial cost, installation cost, repair and maintenance cost, operating cost, etc. This can be calculated as E=A / B+C+D; Where E= Equipment Need, A= Actual saving in labor during life of the equipment, B= Cost of Equipment installation, C= cost of Operating and maintenance of equipment, C= Interest value on capital investment. If “E” is 1.5 or more, equipment should be purchased.
3.      Performance- performance of the equipment should be evaluated to serve the desired purpose. Several models and brands should be checked before buying. If possible, the actual working of the equipment should be seen.
4.      Satisfaction of specific needs: Such as daily or weekly need. The production chart can be used to analyze the specific need of the equipment.
5.      Appearance and Design- it should be appropriate. It must blend well with the layout of the area and design should yield to maximum utility and service.
6.      Availability and Durability – Available through authorized suppliers, with sound after sales service. Equipment should be durable for commercial usage.


Points to be considered when buying Restaurant Equipment:

1.      Flexibility of use
2.      Type of service to be offered.
3.      Type of guests targeted.
4.      Design of the restaurant.
5.      The color theme to be adopted.
6.      Durability of the equipment.
7.      Stack ability of the equipment.
8.      Ease of maintenance.
9.      Budget available for equipment purchase.
10.  Availability in future- replacements.
11.  Storage space required.
12.  Rate of breakage.
13.  Shape and size of the equipment.
14.  Delivery time required.

The various suppliers are contacted and asked to give their quotations of the required equipments. A comparative analysis is then made to decide where to place the order. Cheapest is not necessarily the best. The long term durability and quality aspects are to be kept in mind when deciding the supplier. Samples can be asked from supplier so as to make the correct purchasing decision.

EQUIPMENT MANUFACTURERS AND DISTRIBUTERS
Cutlery Stainless Steel:  Venus, Kishco, Stec, Ramson, etc
EPNS ware: venus, arti, neeti,
Bone China Crockery: Jaipur Ceramics, hitkari, cynosure, eagle potteries, Bharat,
Vitreous Crockery: Bharat, palam, eagle potteries
Glassware: Borosil, Year, Bormioli Rocco, Accor,
Linen: Bombay Dyeing, Vimal, Mafatlal, etc
Furnishings: Vimal, OCM, etc
Kitchen equipment: Hobbart, continental, appollo, quality, Relief, Granada, Rans, Shanti, Nand, Kitchen Tech,
Dish washing machine: IFB, Electolux, Quality, Rans, etc
Bar refrigeration and ice machine: Fosters,
Bar Equipment: Sumit, Nand, etc
Restaurant Equipment: Anupam, Shanti, Stec,, J.S.Industries, etc.

Furniture
Furniture must be chosen according to the establishment and the variation in human body dimensions.
In determining sthe specifaicaton for furniture for a food service operation , the following factres might be taken into account.
·         Comfort
·         Cost
·         Design
·         Durability
·         Function
·         movability


VARIOUS SET UPS FOR SEATING
Loose Random- Free standing furniture placed in no discernable pattern within the dining room.
Loose Module: Free standing furniture placed in a pre determined pattern with or without using dividers to created smaller areas within a whole.
Booth: Fixed seating, usually high backed, used to create a secluded seating arrangement.
High Density: furniture with minimum dimension usually fixed in nature, positioned within a given area to create maximum seating capacity.
Module: Seating incorporates tables and chairs constructed as one piece, and may be fixed.
In situ: Customers served in areas not designed for  service eg aircraft nad hospital beds
Bar and lounge areas: Customers served in areas not conventionally designed for eating.

Depending upon the outlet i.e. Specialty restaurant, coffee shop, fast food, pub, discotheque etc the appropriate set up for seating is used.

The more exclusive the outlet, the more space is to be provided to the guests.

The seating arrangement also depends upon the type of guests and the amount of time they are expected to spend in the outlet.

PLANNING DÉCOR, FURNISHING FIXTURE ETC.

Properly designed dining areas necessitate complex planning process to ensure that-
Completed dining areas have the proper appeal and ambience.
A maximum return on the investment in space is realized.
There is a practical layout to ensure efficient flow of guests, staff and equipment within the dining room.
Simplified procedures for performing the required tasks are possible.
Dining areas provide safe work space to staff and public access space for guests.
To adhere to the high sanitation and hygiene standards which the property requires.
It lends them to efficient employee work and low maintenance costs.
Dining areas are energy efficient and provides the guests with the comfort zone they desire.

RESTAURANT ILLUMINATIONS
Natural Lighting and artificial lighting.
Incandescent and Fluorescent lighting
Functional and décor or mood lighting.
Restaurant Illuminations refers to the type of lighting arrangements i.e. Incandescent or Fluorescent lighting. A 70:30 ratio creates a pleasant and natural atmosphere.
The trend is to have a bright illumination during breakfast and lunch time and a more diffused illumination during dinners.
Functional lighting refers to the lighting which is required by the service staff to perform their work and which highlights any special areas or features of the restaurant.
Mood or décor lighting refers to the lighting which is used to create an ambience and enhance the décor of the restaurant.
The brighter the lighting, the faster the guest is expected to have his meal and leave the restaurant and vice versa.
To save energy, natural light should be used during the day time. There should be no dark shadows in the restaurant, which appear hostile and unwelcoming.
Dimmers should be used to change the moods
Brightness for breakfast, Restfulness for lunch, and romantic for Dinner.