1、Pre-opening manual for Food & BeverageACCOR hotelsOPENING MANUALFOOD AND BEVERAGEACCOR HOTELS0.INTRODUCTIONThis manual is intended as a reminder and check list for the many tasks and actions required to successfully open an ACCOR Hotel, and when presented or used at this infant stage of an hotels de2、velopment should not be construed as a complete and entire manual of the tasks to be done. Each Hotel is unique and as the current project develops the information within this manual should dramatically change, becoming more accurate and definitive, so as to meet the specific requirements of the pro3、ject and location, it should be seen as a base from which to beg BRIEF DIVISION HEAD1.1Project in General1.1.1General Discussion on Owning Company and management Agreement.1.1.2Discussion of any Project, Site or Location idiosyncrasies1.1.3Progress on Construction and possible Opening Dates.Progress4、 reports from Project Manager and Construction ContractorFeasibility study.Blue prints and Plans.Temporary site office.Review power of attorney for bank signaturesReview owning companyHotel agreement as it pertains to Co-Owners.Owning Companys organization chart.Internal Owner relations.Name, Addres5、s and Telephone #s of Board Members.Equity position of Owners.Capital expense Budget and approval procedures.Any special agreements and/or understanding with the Owning Company.Board Meeting timetable.Review of last Board Meeting minutsEstablish a date to meet the Board and Owning Company employees 6、on site.Goals and Incentive Plan.Recommendations for the Hotel Lawyer and Auditor.Administrative calendar for the Hotel.2.0 FOOD AND BEVERAGE2.1 Potential candidates for the position of assist Director of Food and Beverage.Discuss potential candidates for the position of Executive Chef and any backg7、round requirement.Review Pre-opening staffing scheduleReview competition situation for Food and Beverage outlets:Competitor analysis.Suggestions for Hotels Food and Beverage outlets.Employee recruitment.Competitors salary scale and impact on recruitment.Casual labor availability.Merchandising method8、s of the competition.“Live” Entertainment programs used by the competition.Availability of local food and beverage products.Known competitive food and beverage costs and expenses. Review Hotel plans and blueprints for Food and Beverage areas:Kitchen layout.Concept vision of Project and Design teams.9、Service and traffic patterns in restaurants.Cashier location and procedures.Food storage locations.Beverage storage locations. Review Food and Beverage outlets:Location.Decoration.Space and seating capacity.Potential hours of operation.Review potential market for each outlet.Total potential.Which se10、gment should be targeted?Any special marketing and/or merchandising considerations. i.Equipment for each outlet.j. Outlet menus:Menus of local competition.Competitive pricing structures.Special menu requirements.Co-ordination of menus design by Graphic Designer.Schedule of printing contract.Any Gene11、ric menu requirements i.e.: content or design?Guest check presentation.Doorknob and Room Service menus. Goals and Objectives:Goals and Objectives for the Pre-opening period.Four year plan of objectives.Marketing Plan. Food and Beverage Marketing:a.External promotional merchandising.b. Internal promo12、tional merchandising. Known successful advertising campaigns.Public Relations campaigns.Competitive trends.Sales organization for the Food and Beverage department. Entertainment:Possible joint entertainment programs.Local Agents.c.Sponsorship potentials. Mini Bars:Equipment supplied in the Guest Roo13、ms.Storage facilities.Control programs.V.I.P. Amenities2.12Banquets:Menus.Brochure and sales presentation kits.Office location and set-up.Sales and catering software programs.Equipment requirements.Availability of casual staff. Purchasing of Food and Beverages:Any import restrictions.China and glass14、ware availability.Local linen supplies.d. Quality and availability of local products. Employee cafeteria:a. Recommendations for Hotel policy on employee mealsb. Location, design and decoration.c. Food quality control.d. Kitchens:Organization chart.Equipment layout and workflow.Kitchen storage facili15、ties.Fire control systems. Stewarding:a. Organization chart.b. Location of department.c. Contract cleaning programs.d. Pest control.e. Local health regulations. Room Service:a. Location and layout of the kitchen.b. Order takers office.c. Possible congestion and storage facilities for trolleys, hot b16、oxes and tray set-ups.3.0 PRE-OPENING TASK ASSIGNMENT CHECK LISTThe purpose of this check list is to assign each department all necessary tasks to ensure the successful preparation for the opening of the hotel and that are completed on time. The Executive for each Department should be the person res17、ponsible for the appropriate checklist and the formulation of the critical path.The following checklists are to be considered as a guideline for the formulation of the critical path. The following checklists are to be considered as a guideline for the formulation of the critical path and more detail18、ed checklist should be developed for each department concerned.Action by Starting date Completion date3.1 Food and Beveragea. F&B manager or director starting dateb. Finalize restaurant opening datec. Coordinate take over dated. Formulate FF&E liste. Formulate organization chartf. Verification of pl19、ansg. Verification of equipment listh. Establish F&B officei. Formulate F&B conceptj. Executive starting datek. Staff canteen startl. Recruitment of general staffm. Hiring schedulen. Manning guideo. Pay scalesp. Job descriptionsq. Operation manual per outletr. Menu draftss. Drink listt. Market resea20、rchu. Operating equipment listv. Kitchen equipment listw. Memo art workx. Restaurants namesy. Restaurants logosz. Menu printingaa. Pricing and costingbb. Organization chartcc. Advertising needdd. Banquet brochure ee. Banquet menusff. Canteen proceduresgg. Revision of F&B budgethh. Training programii21、. Training schedulejj. F&B product standardskk. F&B service standards Action by Starting date Completion datell. List of formsmm. Procedures for costingnn. Cleaning schedulesoo. Pest controlpp. Specification linenqq. Mini barrr. Table to presentationss. Banquet contractortt. Promotional calendaruu. 22、Operating hoursvv. tart F&B meetingww. Recipes cardsxx. Photo displaysyy. Outlets work scheduleszz. Fire drillaaa. Outlets final layoutsbbb. Market analysis for banquetccc. Competition analysis banquetddd. Recruit pastry chefeee. Establish suppliers listfff. Produce list of all guest collateral mate23、rialggg. Banquet sales policyhhh. Health board regulationsiii. Uniforms presentationjjj. Uniform countkkk. Selection entertainerslll. Finalize program for opening partiesmmm. Prepare and approve rosters for F&B outletsnnn. Opening action planooo. F&B marketing plan3.2 Project CompletionThis segment 24、of the critical path opening plan, consists I listing all the physical areas under construction that can be monitored on a weekly basis, on the progress report. All items mentioned on this section should be similar to the one mentioned of the progress reportExample:Executive officeAccounting officeG25、eneral storeSteward storeStaff canteenGuest rooms 16/FAll the mentioned areas should mention the starting date of the monitoring of the status of the project and the projected completion and hand over dates.4.0FORMULATE CRITICAL PATHThe Data formulated in the Tasks Assignment Check List is to be use26、d as the base for the formulation of the “Critical Path” report.The first thing to establish is the Opening date of the Hotel.Secondly, the Hand over schedule for each area of the Hotel should be finalized in conjunction with the Project Team.Thirdly, the data from the tasks assignment check list is27、 transferred into the critical path with reference to the hand over of each area and ultimately the opening date.Formulate a Grid sheet which contains all the critical path with a section for each department using the legends of:q Starting Dateq Progressq Delayq Completion Dateq Late Completionq Ope28、ning DateAll tasks should be monitored and updated weekly with a review meeting for all concerned.Whilst this may seem a tedious and time consuming exercise it will ensure that each area of the Hotel is fully ready to be Operational on the Opening Date.Note: The Critical Path should be formulated in29、 a Data Base Software format as per the example attached to allow the efficient, Any Date Order, or Person Responsible, Sorting. FORMULATION OF HAND OVER SCHEDULE PER AREAThe fist type of hand-over schedule should be formulated for the hand over of the rooms.all floor number to be placed in sequence30、the term project means date stipulated by project for completion of the mentioned floor.Actual means date that the operator guide realistic for completion of the project after careful analysis of date available.Next step is type of room or suites located on that floor.Total means total of ro9oms loc31、ated and available on that floor at the projected date.Example:if you look at the attached sample the forecasted hand-over on the 1st on June should be as such.90 twin doubles263 kings1 royal suite5 special suites14 tourelle suitesas you can see this type of hand over is a precise tool, that is esse32、ntial to the sales department, and for the planning of the rooms division department.The second type of hand over schedule is a hand-over organization chartAll physically related areas to the construction of the hotel should be placed in sequence.The floor location should be mentionedThe forecasted 33、date of hand over by project department should be mentioned.Soft opening date to be mentionedGrand opening date to be mentionedThis should be the first and original hand over scheduleAs soon as the new hand over date is formulated for specific areas, the mentioned extension of date should be formula34、ted in colors.6.0 LIST OF PRE-OPENING REPORTS AND MEETINGS Weekly critical path meeting minutesWeekly hand over meeting minutes with contractorsOperational meeting weekly minutesDesign and printing weekly minutesF&B weekly meetings minutesMonthly progress reportWeekly minutes of opening ceremony mee35、tingWeekly minutes of sales departmentMonthly sales report to corporate officeWeekly forecast meetingWeekly minutes of purchasing departmentMonthly pre-opening delivery scheduleWeekly minutes of accounting departmentMonthly controllers report to corporate officeMonthly reports to corporate office sh36、ould include the following topics-Overview of progress of project-F&B report-Purchasing /versus budget-Financial-Engineering-Sales-Rooms department-P.R.Monthly design meeting with designerPost opening weekly defects meeting7.0 MONTHLY PROGRESS REPORTThe monthly progress report should be formulated b37、y the hotel project Manager/Engineering team. The chief engineer is responsible for the formulation, of the data and he should be precise as much as possible when doing this progress evaluation.all areas under construction will have to be evaluated on their construction progress on a percentage basi38、s.Each area with percentage construction progress should be reinforced by some commentsThe first section of the report consists of the facts and comments to justify all the % mentioned per areas.The second part of the report consists of a grid, that gives an overall site evaluation in percentage. Al39、l areas have to be listed in sequence then rated in a % construction progress. POLICIES AND PROCEDURES8.1 Food and Beverage administrationGeneral conceptConcept statementsOrganization chartsOutlet operating hoursDepartmental morning briefingFood & beverage meetingStore requisitionFood & beverage tra40、nsfersFood & beverage inventoryF&B food controlEntertainment & entertainersEntertainment agreementLinenFlower ordering & storingOffice FF&E Reporting to workUniformsGrooming and personal hygieneVacationsAnnual performance appraisalProbation period appraisalBudgetingFinancial forecast reviewEntertain41、ment checksLost checksMeal couponsComp. Meal vouchers and bev. CouponsCash handlingCost control reportProfit & loss reportStaff clock in reportDaily revenue reportFood accounting procedureBeverage accounting procedureCredit facilities for VIP and othersDuty F&B managerHealth inspections KitchenConce42、pt statements Organization chartsSatellite kitchen organizationFood handlingFood preparationBacteria & toxin descriptionBacteria & toxin preventionFood poisoningStorage & stock rotationPersonal hygieneGrooming & uniformsFood transportationEquipment sanitationVacuum packingMorning briefingReporting t43、o workPerformance evaluation8.3 Food and Beverage outlets-Concept statements-Organization charts-Service concept-Beverage department organization-Outlet opening-Mise en place-Outlet closing-Table set-up reservation taking-Equipment cleaning-Buffet set-up-Children service-General service sequence-Gre44、eting guests upon arrival-Menu presentation-Food order taking-Beverage order taking-Wine order taking-Selling by recommendation-Carrying food from the kitchen-Carrying beverages from the bar-Food service-Beverage service-Wine service-Buffet service-Coffee and tea service-Table clearing-Guest farewel45、l greetings8.4Banquet-Banquet sales correspondence-Banquet sales appointments-Banquet sales planning-Banquet sales reports-Banquet sales meetings-Cocktail & reception packages-Banquet buffets-General service sequence-Service sequence briefing-Guest welcome-Banquet checklists-Beverage service-Back of46、 house organization-Equipment storage-Bar equipment-Menu engineering & cost control-Buffet control-Bill preparation & settlement-Banquet log book-Banquet revenue reports-Banquet event orders-Banquet rental-Casual labor8.5 Service-Mise en place-Door knob menu sequence-Order taking-Selling by recommen47、dation-Carrying food from the kitchen-Food service-Beverage service-Breakfast service-Tray/trolley removal-Delivery time-Room service equipment-Billing-Log book & revenue report-Product knowledge8.6Pool Service-General concept-Pool area cleaning-Furniture set-up-Guest registration-General service se48、quence-Bar service equipment8.7Stewarding-General organization-Hygiene-Dishwashers-Pot washing-Silver polishing-Garbage collection-Garbage area cleaning-Receiving area cleaning-Kitchen equipment cleaning-Machinery cleaning-Grease trap cleaning-Floor cleaning-Pest control-Public area cleaning-Night c49、leaning OPERATIONAL CHECK LIST, ON SITE PREPARATIONLegala. appoint local lawyerb. verify and obtain operating licenses for:- Hotel- Food outlets- Beverage outlets (liquor license)- Entertainment - Pool- Parking- Dry cleaning- Othersc. obtain copy of local innkeepers lawd. establish courtesy carde. o50、btain vending machinesf. obtain concessionaire leasesg. appoint local auditors9.2Operationa. establish orientation for GM at corporate officeb. obtain copy of standard concessionairesc. verify the security guards provision by general contractord. organize security for storerooms and administration o51、ffice during constructione. verify insurance coverage by contractor for the sitef. verify safety and caution signage throughout the siteg. establish purchasing proceduresh. establish receiving proceduresi. establish reservation policy and proceduresj. hotel opening ceremony meetingk. establish and b52、reak down of opening meeting l.obtain approval from corporatem.establish maintenance and service contracts such as:-elevators-TV and radio-Window cleaning-Cleaning for kitchen and public areas-Gardening and plants-Black top areas-Pool maintenance-Extermination-Ice makers and refrigeration-PC, heatin53、g, ventilation-TelephoneInvestigate possible tenants for consideration in hotel such as:-Airlines-Barber-Florist-Kiosks-Car rental-Cable/telex-Beauty shop-Pharmacy-Shoe shine stand-Check room concessionaires-Photographer-Jewellery shop-Vitrines for rent-Taxi stand-Record shop-Art gallery-Perfume sho54、p-Parking-Tour agency-Travel agent-Bank-Others9.3 Start department heads meeting9.4 Start forecast meetings9.5 Establish par stocks-Food and beverage-Guest supplies-Linen-Engineering storesFinance-prepare contract summary and implications for GM-detail owner and operator obligations-make timetable o55、f action list per contract-establish working capital arrangement-break down pre-opening budget in accordance with contract amount-establish and verify accounting equipment required-establish accounting system-computer-manual-open bank accounts-verify credit requirements-establish corporate office op56、ening assistance-establish rate of foreign exchange-implement Food and Beverage control system-purchasing procedures for pre-opening9.7 Food and beverage- verify food and beverage equipment and FF&E-obtain food availability survey-manpower-food suppliers-pantry shops-menus materials-develop F&B prog57、ram all outlets-verify possibility of F&B import (customs)-finalize menu items and prices-finalize F&B guest supplier-matches-swizzle stick-napkins-table tent cards-others-establish operating hours of outlets-design menus-start F&B meeting-present menu proofs-verify uniform delivery-establish servin58、g procedures of outlets-print menus-standardize receipt for kitchen staff-take food display photos-post receipes and photos in kitchen-establish work schedule for outlets-kitchen-stewards-room service-restaurants and bars-establish banqueting procedures-tracing file-function book-bar sales-weddings-59、establish fire drill procedures-establish first aide course-establish entertainment policy-establish layouts of all function rooms-banquet10.0EMPLOYEE STANDARSThe purpose for specifying standards for each department within the Hotel is necessary so that Employees know what is expected and accomplish60、ed by the standard. The responsibility of the General Manager is to identity who, in the organization will be held accountable for the implementation and adherence to the Policies.10.1Manning GuideOnce performance standards have been established for all positions within the Hotel and all Job Descrip61、tions have been formulated the number of positions required for each specific area of the Hotel can be drafted. Each position should be established in relation to the size and operational requirements of the area and finally reviewed in conjunction with the Budget.10.2Recruitment ScheduleFollowing t62、he completion and approval of the Manning Guide the Recruitment schedule may be formulated based on the following factors:q Type and Level of the positionq Number of employees per positionq Opening Dateq Commencement of relative training programsq Any special or extraordinary circumstancesq Pre-open63、ing Budget constraintsThe recruitment schedule should be formulated in a grid pattern in accordance with the number of months in the Pre-opening period. Performance StandardsThe system is based on the establishment of specific standards of performance for each group of each Department within the Hot64、el.Non Production Groups:These positions do not vary with the volume of Business had by the Hotel, such positions as Department Heads, Assistants, other Supervisory and Clerical positions.Production Related Groups:This Group will be determined by established performance standards and as such reflect65、 the projected volume of business, positions such as Floor Supervisors, Receptionists, Telephonists.Direct Production Groups:This Group defines positions which can directly fluctuate in accordance with the Highs and Lows of the Business volume and may include seasonal recruitment.The Performance sta66、ndards for each of these Groups are measured as follows:Non Production Groups:The standard for this group is the result of a policy decision established for the Hotel based on its size, location and idiosyncrasies. Since the Position functions of this group are not controlled by established work sta67、ndards it is important that each position be evaluated and reviewed on an annual basis to determine its actual requirement and contribution to the profitability of the Hotel. Position in this group are:q General Managerq Executive Assistant Managerq Financial Controllerq E.D.P. Managerq Human Resour68、ces Managerq EtcTo evaluate the requirement of these positions each requires a detailed Job Description to be prepared including:q Job Titleq Departmentq Purpose and Responsibilityq Means for carrying out the responsibilityq Qualification required to fill the positionOnce the Job Description is comp69、lete for all positions within this group the individual work can be evaluated to determine the contribution to the Operation of the Hotel. Why is the Job done? Where is it done? By whom? And how long does it take?Once all Job Descriptions and analysis has been completed for this group they will be r70、eviewed by the management committee to determine if they truly reflect the positions required by the Hotel for the volume of business in the current and coming year/s.Production Related Groups:Standards of performance for this group are based on the level of Occupancy, Number of covers served and th71、e Volume of Beverage sales.Direct Production Groups:Standards of performance for this group are based as for the production related group, however are monitored and modified regularly to sustain the most cost effective production available. On the basis of established standards a manning guide is pr72、epared for each department, or sub-department if necessary, within the Hotel. This guide outlines the number of non-production, production related and direct production employee required at the various levels of volume of business and would include an Organization Chart.In order to utilize the stand73、ards established in the Manning Guide a forecast for the coming three month period is prepared and updated monthly, using production standards a potential manpower requirement for each department and sub-department may be formulated. These requirements can then be reviewed and discussed and ultimate74、ly modified if necessary.Examples of production standards would be:Room Attendants 15 Rooms8 HoursBellmen 25 MovementsWaiters 20 Covers2 HoursCooks 90 Covers6 HoursDishwashers 150 Covers4 HoursFloor Supervisors 40 Occupied Rooms8 HoursReceptionist 100 Arrivals 8 Hours10.4Permits and LicensesThis sta75、ndard should be a detailed list and explanation of all Permits and Licenses necessary for the operation of a Hotel in the area in which it is located.10.5Emergency ProceduresThis standard should be a detailed presentation of the Emergency procedures to be followed in the advent of either a fire, dis76、aster or situation requiring medical urgency. It should also include a statement indicating each employees responsibility to read, understand and if required, duty, in the participation of an emergency.10.6Telephone NumbersThis standard should provide a list of Telephone numbers to be used for conta77、cting Management, senior personnel and Emergency Services in the advent of an Emergency. It should be kept up to date reflecting any changes in either the personnel involved, Telephone Numbers used or Emergency Service Organizations.10.7First AidMany Countries are now requiring that Hospitality Serv78、ice Personnel are trained in the areas of Fist Aid giving. It is recommended that each establishment include an acceptable First Aid Training course and qualification for selected Employees, including updates and refresher courses.10.8Security of PropertyThis standard should detail the required Secu79、rity procedures in order to ensure the safekeeping of all Hotel property and Equipment, it should include responsibility, delegation, information on security systems and locking devices.10.9Occupational Health and SafetyThis standard states the Employers position regarding Occupational Health and Sa80、fety and includes the pertinent provisions of Health Law for the Employees reference. A copy of the Occupational Health and Safety Act can be obtained form the local Health Department.10.10Record KeepingFor Legal and Taxation purposes, it is important for certain records to be retained for a specifi81、ed period of time. This standard should detail the recommendations of the Hotels accountant and Lawyer concerning those records which should be retained, where they are to be stored, the length of time they should be retained and disposal methods.10.11 Personnel ManagementThis standard presents an i82、ntroduction to the Personnel Management and should define what Managements general responsibilities are concerning all Employees. General responsibilities may include. Recruitment, Selection, Training, Appraisals, Delegating, Goal Setting, Motivating, Controlling and Scheduling, depending on the org83、anizational structure of the Hotel.10.13Recruiting EmployeesThis standard should detail all the pertinent information concerning the Interviewing of potential Employees. This would include who will conduct the interviews for specific positions, what details should be covered during the Interview, ho84、w the Interview will be evaluated and how the results will be processed.10.14Employment ApplicationsThis standard should include an Employment Application Form and once completed, its distribution for consideration by the Department Head concerned. It should also detail the retention of Applications85、 on file and for how long they are to be retained and the subsequent replys to the Applicant.10.15Employment of Relatives and FriendsIn order to ensure internal controls many operations have restrictions on the employment of relatives and friends of present Employees. This standard should detail the86、 Managements position regarding this so that all Employees are aware of and comply with this provision.10.16Employment of HandicappedThis standard should reflect the Managements position on the Employment of Handicapped people and include any Anti discrimination Laws applicable within the region of 87、operation which may be obtained from the Labor Law Office.10.17Orientation ProceduresOne of the most valuable yet most neglected part of Employee recruitment is the successful orientation of each Employee. This standard should detail the procedures to be followed for the orientation of each Employee88、 into the operation, including who is responsible for the completion of the orientation, what is to be covered and by when it is to be completed, it should also include a detailed check list which is to be followed during the orientation.10.18General Hours of WorkFrequently there is argument or conf89、usion as to what constitutes the normal and actual hours worked by an Employee, this standard should detail and clarify the expected hours of work and what is considered normal working hours for each level and position within the operation.10.19AttendanceThis standard should outline the Managements 90、position concerning Employees attendance and/or tardiness. Since non attendance and tardiness will arise with almost all Employees at least once the standard should detail the Employees responsibility in reporting his/her potential for absence or lateness and any disciplinary action which will resul91、t in unexcused absence or excessive tardiness.10.20SchedulingThis standard should define the Hotels procedure for creating the Employees working schedules and the Employees responsibility for reading and adhering to the schedule. In addition this standard should include the procedure required for an92、 Employee to change a posted schedule.10.21Time clock and CardThis standard should define the Hotels procedure for recording work hours and the use of the Time clock and Timecard. It should detail when an Employee is to “Punch-in” and whether or not Employees are to “Punch-out” for meal periods and/93、or coffee breaks etc. and the procedure for completed Timecards.10.22Salaries and Hourly RatesThis standard should define which positions in the Hotel will be paid on an hourly or salaried basis. This standard should also include provisions of applicable wage and salary legislation including minimum94、 wage laws, withholding requirements and overtime pay policies.10.23Pay PeriodsIn order to avoid confusion among Employees and in order to define the pay periods and actual pay day for the Hotel, this standard should outline the standard pay periods for all Employees, weekly, fortnightly or monthly 95、and how and when the payments will be distributed, it should also include the responsibility of the Employee for checking the payment and the procedure to be taken in the event of a lost pay cheque.10.24Employee MealsThis standard should detail which Employees are entitled to meal breaks, when these96、 breaks are to be taken and the duration of such breaks. The meal and rest period standard should also include such factors as to acceptable activities during these breaks such as smoking or leaving the premises.10.25HolidaysThis standard should clearly establish the policy of the Hotel concerning o97、bserved holidays and those which are paid or compensated for. It should also define the Employees responsibility for attendance on those holidays which are not observed by the Hotel.10.26VacationsThis standard should define which Employees are eligible for paid vacations and the amount of entitlemen98、t. It should detail the scheduling of vacations, whether or not vacation entitlement is accumulative and details of the various types of entitlement such as maternity, annual, military etc.10.27Leave of AbsenceThis standard should define the general rules applicable to all Employees concerning times99、 when leave of absence may be necessary. It should include the application process and who is to authorize such leave and any disciplinary actions which would be taken in the event of unapproved leave of absence.10.28Workers CompensationThis standard should outline the Managements position regarding100、 workers compensation and insurance, such as the eligibility of Employees for any insurance and Legal obligations of the Employer for the Department of Occupational Health and Safety.10.29Working ConditionsThis standard should outline the minimum requirements for maintaining acceptable working condi101、tions within the Hotel. Specific subjects should include maintenance and cleanliness, personnel hygiene standards and the process for rectifying any hazardous conditions which may exist in the operation.10.30Other BenefitsThis standard should state those Employees eligible for special benefits or en102、titlements and the exact nature of these benefits, such as Medical Insurance, Accident Insurance, Life Insurance, Provident Fund and any other benefits offered by the Hotels Management.10.31General Rules of ConductThis standard should outline in detail the rules of conduct applicable to all Employee103、s of the Hotel. These rules will cover co-operation with Guest, fellow Employees and Management with regards to the execution of duties and should also outline the policies on areas such as Dress codes, Pilferage, Sanitation, Chewing, Smoking, Drinking, Gambling etc.10.32 Uniforms and NametagsThis s104、tandard should outline all provisions concerning the acquisition, use, cleanliness and repair of uniforms and name tags. In addition it should specify any financial assistance that will be given by the Employer for the maintenance of uniforms and adversely any deductions that will be made following 105、the loss or blatant destruction of uniforms.10.33Personal AppearanceIn the Hotel industry, the appearance of each Employee is paramount to the overall quality of guest service and the projected image of the Hotel. This standard should clearly define the requirements of Employee appearance including 106、areas such as the use of jewelry, bathing and sanitation requirements, hair grooming, the use of make-up, nail polish and any other practices which may require control.10.34SmokingThis standard should define the Employee Smoking policy of the Hotel including when and where Employees may and may not 107、smoke and the disciplinary action taken for violations of this policy.10.35Alcohol and DrugsThis standard states clearly Managements requirement that no Employee may use Alcohol or Drugs whilst on the Hotel premises or be under the influence of either when reporting for duty.10.36Telephone UsageMany108、 Employees during the course of their duty may require the use of a telephone to make personal calls. This standard should define where and when personal calls should be made and whether or not incoming personal calls will be accepted.10.37Cheque CashingPeriodically Employees may wish to cash person109、al or pay cheques at the Hotel, this standard should define the Managements policy on cashing of cheques and if allowed any limits which would be imposed.10.38Lost and FoundThis standard should define the Hotels responsibility for lost items and how Found items will be stored and recorded and the pr110、ocess for the eventual disposal of unclaimed items.10.39Reporting Tip IncomeThis standard should outline the definition of Tip income and any requirements for its reporting of.10.40Outside EmploymentThis standard should explain the Hotels position concerning Employees working at outside Jobs. Since 111、many Employees are part time, it is expected that many will obtain anscillary employment. It should clearly state that whilst this may be the case any reduction in performance as a consequence of this will not be accepted.10.41Performance AppraisalsThis standard should outline the procedure for the 112、completion of Performance Appraisals for each Employee of the Hotel. It should detail who will perform the Appraisal, how often and a sample of the form used. It should also indicate the courses of action pending the completion of the Appraisal.10.42Accident and Injury ReportThis standard should out113、line the procedure for the reporting of accidents whether involving guests or employees occurring on the Hotel premises. For legal reasons it is important that all accidents or injuries are reported accurately and efficiently and as such this standard should be clear and provide a sample of the form114、at to be used.10.43Exit InterviewThis standard details the procedure to be used in performing an exit interview with an Employee whose employment has been discontinued irrespective of the reasons. It should define who will conduct the interview, the format to be used and who will be privy to the inf115、ormation gleaned from the interview. PURCHASING STANDARDS11.1 Purchasing proceduresThis standard should date the fundamental objectives and procedures for he purchasing program in the hotel. The base point at which merchandise costs can be controlled is the purchasing area. By documenting the recomm116、ended purchasing procedures to be followed, food cost can remain at a consistent level and the merchandise can be the best available for the operations dollar.11.2List of Approved VendorsThis standard provides an organized format in which to record important information concerning vendors from which117、 foods, beverages, and supplies are purchased from. A form should be developed and information should be recorded concerning the description of products or services available from the vendor, the vendors name and sales representative, phone, and any comments or criticisms of the vendors services. If118、 kept on file, this form can facilitate a smooth transition in case of personnel turnover in the purchasing area. Purchase SpecificationsIn order to ensure consistent quality in food and beverage products, it is important that specifications be developed for all items purchased by the operation. Spe119、cifications can either be developed in-house, or established specifications.This standard must document all specifications used in the operation,. How to develop a new specification, and how these specifications are to be used in a purchasing function. Purchase authorizationsIt is important that eac120、h member of the hotel staff understands his purchasing authority and expenditure limits. This standard should document all levels of authority in terms of purchasing, and if available, how exceptions can be made to the purchase authorization.RECEIVING AND STORAGE STANDARDS12.1Receiving ProceduresThi121、s standard should document the step-by step procedures to be followed in the receiving function. This would include the inspection of all invoices, accounting of all goods sold by count, the weighing of all goods sold by weight., the inspection of all containers for breakage or damage, the authority122、 of delivery personnel to enter into storage areas, and the signatures placed on any invoices. Receiving StampThis standard should explain the use of a receiving stamp, which is used to five formal documentation to the receiving function. This standard should include who is to stamp the invoice with123、 the receiving stamp, and who is to fill out the receiving stamp on the invoice. Receiving SheetAll goods received and verified must be recorded on a corresponding receiving sheet by the receiving agent. This standard should document who is responsible for completing the receiving sheet, when it is 124、to be completed, who the completed sheets should be forwarded to, and the pertinent information to be included on the receiving sheet.Credit MemorandumMany times in the receiving function, merchandise will either be deficient, defective, or an overcharge may occur. In all of these cases, a credit me125、morandum should be completed and signed by the delivery person. This standard should document the exact form to be used, the person whose responsibility it is to see that the credit memorandum is completed, and the routing of the completed form. Storage ProceduresIn order to ensure the value of all 126、inventory is maintained, an established storage procedure should be followed. This standard should document all general food storage procedures, including frozen items, meats, produce, mild, perishable items, canned goods, and general supplies, and required security and cleanliness of the storage ar127、eas.Par stock Inventory levels for goodsThis standard defines the desired level of food products to be kept in inventory at the hotel. Naturally, the amount of food kept in inventory is based largely on anticipated business volume. This standard should document how anticipated level, and how the par128、 stock figures are to be used in the purchasing function.Physical Storeroom InventoryThis standard documents the procedure to be followed to take an inventory of all goods placed in storage. This standard should identify the frequency of these inventories , who is responsible for completing the inve129、ntories, the forms to be used, and the routing of the completed forms. Key control standardIn order to prevent losses from all storage areas, a definite and established key control standard must be developed. This standard will identify those employees who must have keys to perform job functions, th130、ose employees who may have access to the keys on a request only basis, and those employees who should not be permitted to use keys to the storage areas at all. In addition, this standard should include a record of all the keys issued, including those to management and supervisory personnel. Issuing 131、ProceduresThis standard identifies the formal tracking of all food issued from the storage area, identifies any forms to be used, identifies who is responsible for the correct requisition of all food and beverage products, and who is responsible for completing an issuing summary form.Spoilage, Break132、age, Waste ReportIn order to maintain proper accounting of inventory, it is important that all waste, breakage, or spoilage of food in the storage areas be recorded. This standard identifies who is responsible for completing the spoilage, breakage, waste report, how it is to be completed and the rou133、ting of what form after completion.Storeroom Sales to EmployeesThis standard is established to document the policy of the hotel, concerning the sale of storeroom products to the hotels employees. If storeroom sales to employees are allowed, this standard should define who is responsible for these sa134、les and what products may be sold.PRODUCTION STANDARDS13.1 Production Planning ProceduresThis standard outlines the necessary steps in properly planning the production of food products in the hotel. The standard should document who is responsible for forecasting production, the procedure by which fo135、recasting is completed, and the method by which this planning is incorporated into the actual food production.13.2 Standardized RecipesTo ensure a consistent product regardless of who prepares items,. All food production items should have corresponding standardized recipe. Standardized recipes assis136、t not only when turnover of employees occurs, it also assists in developing food costing. This standard should include a standard format or form to be used in developing standard recipes.13.3 Uniform Portion ControlThis standard states the responsibility of each food production worker to ensure that137、 uniform portion control is maintained. On the standardized recipe format, space should be provided for uniform portion control figures, and this standard should establish that each employee is responsible for following the uniform portion control as stated on the standardized recipe form.13.4 Menu 138、PricingIn order to ensure consistency throughout the operation, a formal method of menu pricing is to be presented as this standard. also the person responsible for the pricing, and the frequency with which it should occur should be defined. Record of Menu Items SoldIt is important for future menu r139、evamping, and for documenting sales,. That a record of all menu items sold be kept. This standard should explain the use of a record of menu items sold, detail who is responsible for completing the record, and should receive the completed record of menu item sold.13.6 Beverage Purchasing ProceduresT140、his standard is designed to outline the procedures to be followed regarding alcoholic beverage purchasing. It should include the person responsible for all beverage purchasing, the accounting forms required for beverage purchasing, the method by which quotations will be requested, and the way new pr141、oducts will be identified.13.7 List of Approved VendorsIt is important that a list of approve beverage vendors be kept on file . this list will assist in a smooth transition in the beverage purchasing function in case of any employee turnover. The list of approved vendors should include a record of 142、all transactions, and any comments or complaints on their services. List of Approved BrandsIt is important that the beverage purchaser have a list of the hotels approve brand. This standard should list all items used by category, such as scotch, beer, wine, and mixers. Beverage Receiving ProceduresI143、n order to ensure proper security of valuable beverage products being received, it is important that this standard document the procedures to follow in receiving beverages. The standard should include a designated area for receiving beverages, a procedure by which all mathematical calculations are c144、hecked and re-checked, forms to be completed, and the proper and/or credit memoranda to be completed, and the proper routing of all completed forms.14.0 STOREROOM STANDARDS14.1 Bottle StampIn order to ensure that the liquor sold within the hotel actually belongs to the operation, and not to an emplo145、yee, a bottle stamp should be applied to each bottle. This standard should contain a printing of the stamp and instructions on its use. Beverage StorageIn order to maintain the quality of all purchase beverage items, it is important that they be stored properly. This standard should identify the pro146、per storage for bottled liquors, wine, mixers, and supplies. Particular emphasis should be placed on keeping all bottles away from heated areas, areas of direct sunlight, and areas with high vibration. In addition, this standard should identify a minimum of standard cleanliness and sanitary conditio147、ns to be maintained in the beverage storage area. Beverage InventoryMuch like food, it is important that beverage inventories be taken on a frequent basis for accounting purposes. This standard should identify who is responsible for performing a beverage inventory, the procedure to be followed in in148、ventorying all beverage items, the forms to be completed, and the routing of all completed forms. It is important that this standard states that not only the bottles in storage be inventoried, but also those on the rails or back bars of the operation. Beverage IssuingThis standard should detail the 149、hotels issuing procedures. This would include the development of a beverage requisition sheet, the identification of persons capable of requisitioning liquor products, whether or not empty bottles must be traded for new bottles requisitioned, the procedure by which a waiter obtains a bottle of wine 150、from storage when ordered, and a daily totaling of all beverage issued. Beverage PreparationThis standard should identify which source will be sued for standardized recipes for beverage products. in addition, if specialty in-house drinks are sold, this section should include standardized recipes for151、 those products. These in house standardized recipes should identify a method of costing and a method of pricing these specialty drinks. GENERAL STANDARDSTelephone AnsweringA variety of styles exist in the manner in which an employee may pick up and answer the phone within the operation. In order to152、 avoid inconsistencies, telephone answering procedures should be standardized and stated in this standard. This standard may also identify how particular calls are to be handled, for instance those inquiring as to the name of the Manager, those from creditors, those from customers with complaints.Re153、servationsIn order to ensure efficient service, it is important that reservations be handled in a standardized and efficient manner. This standard should describe in detail the actions to be followed by the person receiving a reservation request. This standard would include a statement on how reserv154、ations are to be recorded, what information is to be included, any special instructions.Daily BriefingThis standard identifies the need for daily briefings, the person who will be responsible for presiding over the briefings, the general outline to be followed, and the intent of the briefings.15.4Se155、rvice Crew InspectionTo insure proper guest service, it is important that service personnel adhere to all service and appearance standards. This standard should identify the need for service crew inspections, detail how these inspections will be done, by whom they will be performed, and the intent o156、f these inspectionsGreeting the GuestConsidering the old adage, “you never get a second chance to make a good first impression”, it is important that employees be properly instructed on how to greet a guest. This standard should include statements on attitude, speed of movement, communication with t157、he guest, seating procedures, and menu presentations. FOOD SERVICE PROCEDURES16.1Essential points of good table serviceDepending on your Food & Beverage operation, the style of service may vary from a very simple straightforward service, to a very elaborate, multi-course presentation.This standard s158、hould identify the essential points required from service personnel. Some of the elements contained in this standard would include the handling of glasses, pitchers or cups by their designated handles only, the method for presenting a check, presenting food from the guests left, presenting beverages159、 form the guests right, among others.16.2 Proper Table Set-upAgain depending on the style of service, the table top design will vary from very simple to the elaborate. In order to ensure consistency, it is important that the proper table top set-up be done under this standard. This standard should i160、dentify the placement of all table top utensils, plates, silverware, napkins, candles, ashtrays, sugar bowls, etc, in addition, a picture may be drawn as part of this standard in order to facilitate employees understanding of the table top design. Food Product Fact ListThe intent of this standard is161、 to provide each service person at the food and beverage department with a brief explanation of each menu item. This information will aid in selling the menu to the guest. The standard should include a statement requiring each service person to be completely familiar with the terms and definitions o162、utlined in this food product list. Menu AbbreviationsIn order to facilitate proper ordering and proper communication between the service personnel and the production personnel, it is important that abbreviations for menu items be standardized. Under this standard all menu items should be listed with163、 their corresponding approved abbreviation. Although many menu items may be similar, the abbreviations should be unique enough so that there is no confusion by the food production personnel. Writing the guest checkUnder this standard a copy of the operations guest check should be included, and an ex164、planation of the proper completion of this form should be documented. Again, to facilitate proper production and eliminate confusion, the procedure for completing a guest check should facilitate proper service and avoid service personnel having to ask, “who ordered this” Tray Loading and LiftingProc165、edures have been developed for the loading and lifting of food service trays.These procedures should be included under this standard in order to facilitate proper delivery and clearing of all dishes and glasses, and to ensure that no guest or employee is injured due to a mishandled tray. Proper Serv166、ice SequenceAgain, to standardize the actions of all service personnel, it is important to document the exact service procedures required. This should include the presentation of items, the removal of items, the changing of ash trays, the presentation of separate courses, the final clearing and clea167、ning of the table. Presentation of the Guest CheckAt the completion of a fine meal, it would be an error to allow a service person to improperly present a guest check. This standard should identify the proper method for presenting the guest check including the pricing and addition expected, the timi168、ng of presenting the check, the method of presenting the check, the person to whom the check is presented , the time to be allowed between the presentation of the check and the pick up, and a final presentation of the change and receipt.Housekeeping and SanitationThis standard identifies the minimum169、 housekeeping and sanitation elements required from each from each department & services. The standard should identify a “clean as you go” procedure and assign responsibilities to various service personnel for separate areas of the facility.Clean-up and closing procedures for RestaurantsThis standar170、d identifies what activities are required from each service person before that person is excused for the evening. These tasks would include general cleaning of side stands, replenish food containers or condiments, securing all lockable storage units, totaling and clearing cash registers, and the rem171、oval of all garbage and waste containers.Essential Points of Good Beverage ServiceIn order to ensure consistent beverage service in the operation, it is important that his standard states the essential elements of good service. Such points would include the use of standardized recipes, attitudes tow172、ard restaurant guest, buying or giving away drinks to favored guests, drinking of house products while on duty, handling cash transactions, the duties of the cocktail waiter and waitress, greeting guests, and use of coasters or napkins.Credit Card Standard and ProceduresIn order to assist the servic173、e staff in completing and receiving payment through the use of a guest credit card, the standard should include instructions on how to use a credit card form, an imprinter, and account authorization telephone numbers. The standard should also include instructions on what cards are accepted in the op174、eration and their maximum limits.Payment by Personal Check StandardIf the operation accepts personal checks from the guests for payment of hotels services, this standard should detail the necessary requirements for accepting the check. It may include instructions on guest identification, a credit ca175、rd or drivers license number which must be included, and the authorizing signature of the manager on duty.Paid Outs Standards and ProceduresThis standard should detail the necessary requirements for a paid-out from a cash register. There are normally two types of paid-outs, one for petty cash, and t176、he other for tips. This standard should detail any paperwork which is involved, who may authorize paid-outs, who may receive paid-outs, and when and where they may occur.CONSEPTUAL ASPECT OF GUEST SERVICE STANDARDSTo be a leader in the hotel industry means to excel in standards of service, and that 177、the services and style of the hotel are tailored to the respective need of the targeted market segments. Guest service standards are established.to ensure that all service personnel know the basics of good service.To ensure that our guests can expect consistency and unique quality in service through178、out each ACCOR hotel.To make the job easier and service more efficient.To assure that unique and efficient services are incorporated into our hotels.Service standards for all guest contact department should be integrated into the hotels individual services procedure manual.CONSEPTUAL ASPECT OF PRODU179、CT The purpose of specifying a product standard is necessary so that the employees know what is to be accomplished, and that the consumers and users be familiar and comfortable with consistency and value of our product.Many times hotel operators think of product standards only in terms of the qualit180、y of the product itself that are served to our customers. Even though products are an important part , it is best to remember that our customer comes to expect quality of product from us in all aspects of the hotels services.From the time a guest checks in until the time he leaves, his every thought181、 and activity becomes our responsibility.Related to the standards of quality of all products. From the clean rooms, well kept public areas to the friendly good morning, come back again, the customer forms an indelible impression of what an ACCOR hotel is all about.The General Managers task consists 182、of making sure that all products standards and services are established and maintained, by such ensuring that each customer exposure to his hotel is a positive one.An ACCOR hotel customer experience involves three of the basic of product standards.- the quality of the products consumedthe personal a183、ttention he receivesthe physical surrounding and atmosphere19.0PRE-OPENING CHECK LIST FOR FOOD AND BEVERAGE The pre-opening Food and Beverage opening check list should be formulated as follows:use grid formmentioned subject concernedeach subject to be numbered in sequencedetermine person responsible184、target date for startcompletion datecommentsthe following subjects are to be used as a guideline in the formulation of a Food and Beverage opening check list. A more precise and accurate checklist should be formulated according to the need of each specific property.19.1Competition analysis1. Are Foo185、d and Beverage shopping reports on hand ?2. Are latest menus of competitors available.3. Has a competition file been opened4. Hours of operation of their outlets5. Entertainment policies of competition6. Uniforms styles and negative points of competition7. Competition hotel outlets service and reput186、ation locally8. Competition price chart analysis9. Are Newspaper advertisements of competition filled10. Is the salary scale of competitors available11. Are future expansion of competition known to us12. Has Food and Beverage competitive analysis been done13. Local customer research (Focus groups)14187、. Refine preliminary Food and Beverage policy to final outlet policies15. Develop of pre-opening Food and Beverage market plan with menu marketing program16. level of marketing plan with individual market programs and sales promotion and advertising budget17. Interface Food and Beverage market plan 188、with overall hotel market plan18. Suggest Food and Beverage Dept. Head to General Manager19. Research good local personnel potentials20. Refine internal position statement21. Food and Beverage advertising strategy and budget22. Food and Beverage outlet elevator landing posters19.2PersonnelOpening as189、sistance survey for kitchen, service, Food and Beverage control, pastry, bar, banquet (sales services), stewarding, etc. issue personnel assistance request with General Manager.Study local hotel union contracts and adapt union pay scales, if applicable.Review and finalize with salary scales phasespr190、e-opening and phase oneopening and phase twoAre working schedules preparedHave starting dates been establishedTransfer papers with welcome letter (including spouse)Salary scale for all staff in the departmentRecruitment of Food and Beverage Manager with starting dateRecruitment of Executive Chef wit191、h starting dateRecruitment of all other F&B key personnel with starting datesRecruitment of rank and file mass interviewsRank and file recruitment with starting datesDevelop incentive /staff recognition programsFood and Beverage participation of duty rosters to be completed for all Key F&B staffDeve192、lop job requirements and (task lists for all staff)Prepare F&B organization chartStaffing titles and classifications for F&B key personnel list (including position related benefits.)Cash payroll forecasting by sub-departmentAdjust corporate job descriptions for F&B dept. headsAdjust corporate job de193、scriptions for sub-department heads and assistants(with corp. guidelines)Pre-opening cash payroll costsGuide department heads to prepare job and job requirements for each position within their area of responsibility.Establish daily productivity standards for each departmentsEmployee dining room poli194、cy department - meal time schedule (night meal service and credits)Dining privileges for department heads in restaurants and barsEntertainment privileges for F&B department heads19.3Training Coordinate F&B training programs with training managerCoordinate F&B familiarization of new employeesSet-up c195、ommunications / skills training meetingsDevelop source and training program for banquet extra labor Wine training program for banquet extra labor sales staffTraining on handling of intoxicated guest and our legal obligationsStewarding warewash and equipment cleaning /handling procedures training pro196、gram (with soap suppliers)Establish food and beverage library-training tools, manuals and training programs, microfiche, food and beverage trends, food and beverage training video etc.First aid course for food and beverage female front of the house staffBeauty course for food and beverage female sta197、ff front of the houseFamiliarization manuals for all food and beverage departments heads including mini training manualTraining for all service staff outlet sub department heads including mini training manualSkilled training manuals for outlets / kitchen / bars19.4Profit Budget1. Covers average per 198、outlet2. Prepare profit budget (including revenue projection capital and operating equipment)3. Finalize food and beverage manning guide payroll budget provisions for phase one and two4. Analyze and refine budgeted food and beverage payroll and productivity5. Evaluate and refine monthly revenue proj199、ection19.5Menu development1. Research on local ethnic cuisine2. Develop menu concepts3. Plan Menu print specifications / quantities / delivery / final proof date (include mini menus)Review menu content proposal with hotel and area staff4. Draft recipes and develop test program for food and beverage.200、5. Present and taste food and beverage menu items for hotel staff and start at chefs table6. Present food and beverage items to local press, P.R. etc.7. Present final food and beverage menu item to outlet, banquet service, banquet sales general sales staff menu development8. Establish menu prices th201、rough menu engineering9. Complete sample presentation and photography of each menu item10. Post all menu items photos in kitchen and bar accordingly11. Finalize official hotel outlet logos12. Designate a menu design firmobtain design proposalobtain detailed bidobtain a production scheduleObtain area202、 office feedback on menu design13. copy draft14. Final draft15. Rough artwork16. Final artwork with mechanics17. Printing18. Receipt / delivery / storage / distribution19. Develop creative, exotic cocktails (including daiquiris, pitcher drinks) for the bar, all other outlets with one signature outle203、t creation20. Establish wine by the glass21. Obtain wine list guidelines22. Quantities in short and longterm stock23. Review local representatives and state store availability24. Review beverage store capabilities25. Set-up sales promotion schedule with / liquor / beer reps for hotel wide promotions204、26. Estimate wine list delivery date27. Actual wine list delivery date28. Children menu29. Brunch menus and posters30. Individual matches31. Calendar (Flyer/ posters)32. Picnic / lunch boxes design for take out33. Mini box design for cookies / sweet giveaway34. Rest reservation cards / books (mail l205、ist35. Creation of low and no alcohol cocktails Supplies with FF&E and operation equipment hand over 1. Artwork received and approved for breakfast - 3 ply paper, napkins, cocktail napkins (feature all outlets logos, name on hotel and cocktail napkins)2. Checks (feature all outlets logo / name3. Fin206、al copy of checks with artwork and quantity per outlet 4. Shop for speciality service items to enhance restaurants and buffets5. Printing of food and beverage standard forms6. Establish room service set-up policy (giveaways, flowers, mini bar, full bar, cheese and wine, pastries fruits, etc)7. Coord207、inate bar supplies, drink coasters napkins, swizzle sticks etc.8. Review kitchen blue prints/outlet layout and furniture plan, entire back of the house blue prints, personnel and delivery hotel access9. Children giveaways / mini toys / hats / clowns etc10. Coordinate with owning company the food and208、 beverage area hand over schedule11. Delivery date for silver, china , glass, linen, uniforms12. Trouble punch list for all food and beverage areas Food and Beverage supplies with FF&E operation equipmentCoordinate with owning company the Food and Beverage back of the house ( receiving, stores etc. 209、hand over schedule Juice cover style and orderDollies selection and orderFancy cocktail straws and orderMint flavored toothpick supplies and orderOrder restaurant reservation booksSurvey miniature snack, sweets, nuts, pralines, cheese., pate trays for mini bars19.8Purchasing Capital and Operating Eq210、uipment1. Review purchase recommendations / revisions2. Determine suppliers of food, beer, wine liquor and soft drinks3. Establish daily food market list procedure and recommended suppliers4. Establish food storeroom reorder lists and procedures5. Brewery contact on draft/bottle beer, post mix soda 211、fountain for employee dining rooms6. Samples of VIP food (praline, chocolate, others)19.9 Banquet Administration set-up1. Develop banquet menus/brochure2. Collect ideas for theme parties3. Set-up convention meeting /exhibition packages4. Draw up banquet solicitation programMailing list of all corpor212、ate office contacts5. Issue function sheets for all opening events6. Meeting planners audio, visual package and individual rental price list7. Wedding planner8. Banquet function contract with legal approval9. Establish banquet tronc point system10. Computer banquet booking11. Computer training12. Or213、der preliminary banquet booking book until computer is installed13. Study telemarketing for banquet and outlets14. Determine source and recruiting of par time banquet staff15. Decide on art effects of buffets16. In house green plant contract19.10 Opening CeremoniesDevelop opening ceremony programSet214、-up dry runs for all opening partsDetailed actions steps by departmentReview and engage entertainment credit system for all functionsSuggest food and beverage member to open ceremonies committeeFood and Beverage service and buffet and drink concepts19.11 Public Relations1.Input for opening party Hot215、 new2.Input for food and beverage outlet , press kit19.12 LicensesLocal liquor license and operator licenseOutlet operating licensesKitchen/steward area health inspections19.13Housekeeping :Uniform, linen, cleaning schedulesEstablish uniform handling systemEstablish food and beverage table linen han216、dling systemEstablish food and beverage cleaning rag handling system19.14Security ControlFood and beverage participation fire drillOutlet key policiesStoreroom keys systemAccident reports (guest and staff) and assistanceTheft report20.0Food and Beverage audit check list1.Purchasing ProceduresAre pur217、chase requisitions usedIs a purchase order usedAre purchase record cards usedIs an analysis of purchases usedIs a receiving report used2.Staff PlanningAre daily time sheets usedIs a daily labor analysis in effectAre work schedule sheets preparedAre fringe benefits usedIs labor control in effectIs an218、 overtime analysis in effect3.Food PurchasingAre specifications usedIs a purchase price comparison sheet usedIs a daily purchase sheet and order sheet usedReceivingIs a daily record of food purchases and issues usedIs a credit memo usedIs a memo invoice usedIs a meat tag usedStorageIs a refrigerator219、 temperature book usedIs a stores inventory book usedIs a monthly inventory sheet usedIs a food inventory turnover prepared monthlyIssuingAre stores requisitions usedIs an inter-department transfer usedIs a daily food and beverage material control sheet usedPotential Cost for Food and BeverageAre fo220、od test sheets usedAre food master cost sheets usedAre standard menu cost sheets usedAre master beverage price lists preparedAre standard beverage pour costs preparedAre standard beverage recipe costs preparedAre food and beverage tally sheets usedAre food and beverage sales and potential analysis p221、reparedIs a monthly food and beverage cost percent to sales prepared by food and by beverage controller8.BeverageIs a perpetual inventory usedIs a daily record of beverage purchases and issues preparedAre liquor requisitions usedAre pre-printed liquor requisitions usedAre pre-printed wine requisitio222、ns usedAre pre-printed bar food requisitions usedIs a room beverage analysis prepared dailyIs a beverage inventory turnover prepared monthlyBanquetIs a chef checking banquet control sheets to control daily banquet food consumption.Is banquet beverage control used daily to control banquet consumption223、are daily banquet food and beverage receipts prepared dailyFood and Beverage RevenueIs control of on guest check issuing in effectAre tips on control sheet and handled as cashAre promotion and staff checks separated daily and eliminated from revenueAre room charges, city ledger, staff promotion, tip224、s and cash dealt with separately, daily , by food and beverage cashierIs food and beverage revenue audited daily at night to tie into daily reportsIs continuity of guest checks for each food and beverage outlet performed daily21.0GENERAL21.1 Conceptual Aspect of a Food and Beverage Operation Philoso225、phy statement General statement describing the food concept, position in the marketplace, features for which the outlet will be know, important factors in operating the outlet, pricing etc.Example:the Vault restaurants located on the second floor, offers an extraordinary selection of menus celebrati226、ng local bounty of fresh from the market fruit and vegetables. The oyster bar and wine tasting room (La goute) are perfect for casual occasions while La Taverne, the steak and seafood restaurant, encompass a blend of traditional flavors. Concept statementHotel PhilosophyThe general philosophies whic227、h will guide the overall operation of the hotel should be stated when formulating the hotel concept statement. Philosophies which may vary from department to department within the hotel should take into consideration various factors such as cleanliness, guest satisfaction, image, competition, employ228、ees etc. the statement should describe the position of the hotel in the marketplace, features for which the hotel will be know.The overall objective of the hotel should be stated in a clear, concise manner so that all employees are familiar with and work towards the objectives of the hotel managemen229、t.The objectives may have the capacity of influencing indirect or in tangible ways such things as profitability, goodwill, guest satisfaction, industry leadership, efficiency standards.In order to ensure a successful concept statement, that is unique in the marketplace and profitable, it is recommen230、ded that the hotel management go through the process of gathering, testing and analyzing information and facts before presenting the concept to the corporate office.The concept development process is to be documented and then submitted to the corporate office for evaluation and approval.ACCOR prides231、 itself on having food and beverage outlets which are conceptually designed. A concept statement should be written for each proposed food and beverage outletThe concept statement should outline all important points related to the outlets operation. It ensures that all parties involved with the respe232、ctive outlets understand the overall function and purpose of the outlet and the guest receives consistent quality in product, services and environment.The concept statement should also be used as a base for writing the individual outlet manual.If changes are made in any of the outlets, they should b233、e reflected in the concept statement, so that if the outlets management changes, an up-to-date document is always on file.When formulating a concept statement the following plan and sequence should be adhered to:LocationAddressPhysical description of building, location, site access etc21.3Purchasing234、 check listAt the initial stage of the project, the first assignment of the purchasing department, should be to formulate a purchasing check list for each department of the hotel, this check list system should be incorporated into a PC unit. Because of the number of items to be monitored a computer 235、is the only means of doing it. A weekly update report should mention the following information:Reference codePR numberDate issued (PR)Description of itemsP.O. NumberP.O. approved by department headP.O. received by department head1st. delivery2nd deliveryExpected arrivalRemarks22.0 PUBLIC RELATIONS21236、.1Public Relations Soft OpeningThe soft opening is an unofficial opening that provides a preview of the hotel. A media event may or may not be advisable at this time. Your ultimate goal is to get as much coverage as possible. Inviting coverage of the soft opening may spoil the chances of greater cov237、erage at a later time when the property is fully prepared for it. This should be used as a time to concentrate on opening your door, inviting in your first guests and seeing that day to day operations are handled proficiently. In general, the property cannot make as strong an impression during the e238、arly stages as it can a few months dawn the line, when the operating wrinkles have been ironed out. Media ReviewThe media opening can be a luncheon, a cocktail reception or a banquet to which all appropriate members of the media are invited. These guests should include such newspaper personnel as th239、e publisher, city editor, business editor, travel editor, womens page editor, visitors as well as the news and assignment editors of local television and radio stations and local correspondents or stringers for national publications. Editors of national magazines who are in the area and editors of t240、rade publications in travel, hospitality, meetings and restaurant opening, the public relations coordinator formally introduces media representatives to the hotelss general manager, sales and marketing executives, food and beverage director and other key personnel.This event usually ia more of a cou241、rtesy activity than an event where news is generated and coverage results. It can, however, be used to pass along, facts and figures on the hotel and its markets.21.3Grand OpeningA grand opening ceremony and party should generally be held a month or two after the hotel be running smoothly when it go242、es on public view than the date of the opening festivities coincides exactly with the date the hotel opens its doors. There are several methods of formally introducing the hotel to the public. There is, of course, the traditional ribbon cutting ceremony where corporate executives, property managemen243、t and owners give brief remarks. This kind of event is expected. The method by which you cut the ribbon, or formally present the hotel, should stress creativity and originality and play a key role in producing an opening ceremony that will be both memorable and significant. Regardless of your plan, 244、you will want to invite all media along with city and government officials, community leaders, travel and tour representatives in your community , and business leaders who will be instrumental in your success by providing referral business.In addition to the formal ceremony, an opening night celebra245、tions, may be considered. These events should be tailored to the hotels particular market and can range from a simple reception to a major benefit gala, or a fair taking place over several nights. Properly handled, this event will help the hotel win favor from the community as well as from potential246、 visitors. Those who work in the neighborhood, and city residents, will represent a lucrative potential market for the food and beverage outlets and a rich source of banquet and referral business. In addition to tapping these potential business sources, a public-minded gala can attract considerable 247、press coverage. It establishes the hotel as being supportive of community organizations.Option:The guests invited to the above mentioned events will vary. Should we choose to host a benefit gala , a ticketed event would be necessary. In this case it is imperative that the beneficiary of the event be248、 involved in compiling the invitations list and selling tickets. Organizations of this nature generally have both fun-raising and publicity committees who will be valuable in ensuring the success of your event.By enlisting the help of these persons to publicize and sell the events, you will be able 249、to concentrate on producing a gala exemplary of the type of functions you are capable of hosting. A word of caution, make sure the group you select is capable of handling solicitations. Your may have to reassure yourself by frequently checking the progress of the group.Option:Another approach is an 250、open house featuring various food, beverage and entertainment options that encourage movement throughout the hotel. You may also choose to host a combination of functions during a celebration week. By doing this you will take advantage of the excitement generated your opening, and offer an event of 251、some sort that addresses the interest and needs of the various market segments you hope to attract. AN EXAMPLE OF A SERIES OF EVENTS FOLLOWS:It is important that you establish early, the team whose combined efforts will ensure the success of your events. Although the “k”key players” will vary from p252、roperty to property, depending on size, location, etc. those who should be involved include:General MangerEAMSales and Marketing DirectorPublic Relations FirmPublic Relations DirectorAn initial meeting should be scheduled early in the development stages of the property. From this meeting should emer253、ge a public relations plan that relates objectives and target audiences to strategies and target media. The following points should be discussed:n The hotel s primary markets, business travelers, and the relative importance of each market to the hotel. This is the audience to whom public relations e254、fforts should be addressed.n The location of the hotel, its benefits and drawbacks.n The hotel special features and amenitiesn Strenghts and weaknesses of the hotel, be frank and open about what you have to offer that is not available elsewhere and about your shortfalls.n Competitionn Degree of depe255、ndence of food and beverage on local patronagen Budget for pre-opening, grand opening and post - opening publicity events.A second committee meeting or brainstorming session should be scheduled to determine several key factors. Most important, the creative theme or basis for the program of events to256、 follow, and the initial responsibility list should be determined at this meeting. Additional points that should be discussed include:n Construction schedule, timing, be realistic about the firmness of the schedule.n Local charities organizations who have indicated an interest in a benefit tie-in or257、 with whom a co-sponsored event would be appropriate and desirable.n Events previously scheduled in the area that are in close proximity, or direct conflict with your event, avoid major events and holiday periods unless you have an obvious tie-in.n Availability of local dignitaries, city officials a258、nd corporate officials for participation.n weather considerations.Additionally, from this meeting a proposed scenario should emerge containing dates, times location of activities, guest list and anticipate number of attendees.21.4Responsibility check listIn event planning, there is no substitute for259、 experience, therefore it is imperative that the details assigned to a specific individual, or team of individuals, are within their area of expertise, rely on individuals, from community leaders, to club chairperson, whose combined experience and knowledge of an area will be of value.Constant commu260、nication among committee members is essential. Schedule frequent meetings and produce written communications, it is your responsibility to keep all “Kkey players” informed of progress, changes in responsibilities, updated timing.A memo, addressed to the appropriate individual with copies to all affe261、cted, will act as a record of correspondence and will help you direct clients, suppliers and internal support personnel of any changes in plans. However, a responsibility check list is the single most important tool you will have during the planning and execution of stages of each event or activity.262、 Every ingredient, no matter how major or minor, must be listed with the name of the individual who is responsible for its completion and the date it is due. Through its use, you will be certain that each element is assigned and will be completed.The most reliable way to identify all of the items ty263、pically involved in a grand opening or similar event is to categorize them. Prior to drafting a responsibility list, it is a good idea to organize your thoughts by putting them on paper. The next thing to do is to prepare a responsibility checklist, it addition to reiterating the outline of responsi264、bilities, this list will bring you up to date on the status of each. It will also act as an early warning signal, identifying where your committee members priorities lie, and if there are details or arrangements that are being overlooked.21.5 Public Relations timetable for hotel openingNine months t265、o twelve months prior to openingBegin planning for grand opening. Determine the purpose of the ceremony. For example, if the purpose is to get news media attention, your plan will be different than if your purpose is to impress travel agents, tour operators, meeting planners and corporate travel per266、sonnel. Establish a budget. Take the size of the property and the market it serves into consideration. Events should have a strong visual aspect and should be action-oriented. They should not appear contrived. Ribbon-cutting are traditional but usually lack the creativity that would make them intere267、sting. Select a month in which the event will take place, the actual date will come late.Opening minus four monthsSelect two-weeks time frames during which the grand opening and the soft opening are likely to fall.Opening minus three monthsFormalize grand opening plans. Celebration will not have to 268、be on the actual day of first guest service. Consider date for opening to avoid conflict with other local events. Hire musicians and other resources necessary to the event planned.Prepare graphic materials, including background information, photos, press kits, rendering.Opening minus two monthsSelec269、t firm date for grand opening event, (if not yet made). Mail written invitations to elected officials, civic dignitaries, corporate executives. Plan media invitation list. follow up with personal visit or phone call.Opening minus one monthContinue to double-check arrangements. Fine tune. Finalize th270、e events as much as possible.Opening minus two weeksInvite news media, provide backgrounds to appropriate columnists and trade publications. Follow up invitations with personal visit of phone call. Begin scheduling individual executive interviews.Opening minus two daysDress rehearsal. Double check a271、ction events. Ensure that placement of dignitaries, bands, stunts, etc. fit adequately on the site.Grand opening Execute planGrand opening plus one day and ongoingFollow-up contact with media as appropriate. Each property should have a person assigned to publicity function or should have outside cou272、nsel on retainer to generate publicity and handle public relations.Public relations checklist for hotel openingThe following check list includes items typically involved in a grand opening ground breaking event. Some or all of the items should be considered, depending on the type and scope of the ev273、ent planned. The list is divided into categories for ease of understanding.Programn select VIP speakersn Write VIP introductionn Script outline for master of ceremoniesn 3 X 5 inch cards for the M.C.n Who to introduce M.C. and ACCOR VIPs at lunchn Hostess to greet guestsn Sashes for hostesses, safet274、y pinsn Rehearsal of programn Tours, where, who is responsiblen tour guides, rehearsal n Check for ceremony performers, if neededn Music, meet with musicians, assign responsibilityn When will helium balloons be filled if at all, how manyn Who to supervise the gimmickn Actual signal for the gimmickFa275、cilitiesn Lectern with appropriate ACCOR or hotel logon Speaker system, checked out, with technician to man itn Platform with steps, carpet, drapes and flowersn Props on platform, if neededn Portable flooring if neededn Seats, auditorium style, not too many, can set out extrasFood and Beveragen Menu276、n How will lunch/dinner be set up? And where? Will it be buffet or sit-downn Who is alerting catering as to RSVPs for set ups, etc. n Enough seats for all guestsn Make sure all invited guests are seated before startingn Table settings/centerpiecesn Room decorNews median Media coverage invitations/al277、erts contact namen Media registration tablen Who to man medial tablen Media kits, reviews, by whomn Photo release signed by participating individuals if necessaryn Release and photos for area paper photographersn airport pick-ups for out of townersn Telephone follow-through with median Separate exec278、utive interviews with business sections of papern Our own photographer to cover, consider video coveragen Post-luncheon interviews for developer executivesn Who to service media that did not show.Othersn Name tags made out in advance for RSVP and arrange tin alphabetical ordern Blank name tags and f279、elt - tip pens for othersn Pre-registered rooms for VIP guestsn Gift pack in each VIP roomn Welcome letter for guest in hoteln Grand opening Brochuren Souvenirs, when to give out, responsibilityn Transportation for ACCOR corporate personnel to hotel and back to airportn Personally check every VIP roomn Walkie-talkiesn Assignment of responsibilities listn What have we forgotten. 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