reflection
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2 years ago
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AlpinaPre-OpeningFloe.pdf
alpina.docx
ModuleHandbook.pdf
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- DerbySupportPeaper.pdf
- Guidelines_.pdf
- -AssessmentBrief.pdf
AlpinaPre-OpeningFloe.pdf
Aspect to consider before planning form Week N.1 to Week N.4
Research ingredients
Menu information
Operational roles
Due Date (all components): Week 4 Thursday
Plan from Week 1 to Week 4
□ Completed by Week 1
Assign roles in the team. Note:
Max 5 people in Kitchen service for each group □
□ Completed by Week 1
GM Require access codes for G-mail and Instagram account’s
Marketing Take individual pictures of your team members, consider adding name,
role and favorite food and send them to [email protected] for the web site pictures.
Consider the marketing campaign done by end of the week. Accounting
Begin to prepare the files for the financial reports. F&B
Consider the operation’s flow. Define SOP to be used for both groups.
Kitchen.
Begin to think about the menu’s components Aspect takes in consideration: origin of the ingredients, allergies, plate
selection
□ □ □ □ □
□ Week 2 Follow up from week 1 □
□ Completed by Week 3
1st time in the restaurant: Service:
Inventories of: Linen, cutleries, glass □
Brainstorm Check for actuability
Compose Hypothesis Conduct trials Inventories Analyze Data Draw
Conclusions
Alpina Pre-Opening This paper will help you develop the concept for the restaurant in both service and kitchen domain to guarantee a pleasant flow.
Remember: The goal of this simulation it is to develop your managerial skill’s with a real life restaurant. Serving a fine meal, it just the result of a proper planning / management
“Each minute of planning will save hours in operations”
Bar manager - Check your Par- stock F&B – define the service steps. GM – define booking policies
Kitchen By the end of Week 3 have a draft of the menu both in English and
German with: allergies and Ingredients origins for each dish to be displayed.
Marketing.
Begin to advertise Alpina on social network and school’s screen.
Accounting Collect daily billing
□ □ □
□ Completed by Week 4
By the end of the week, it must be ready:
Kitchen Final menu in English and German- See above. Send to Mrs Sammy [email protected] & Mr Konrad
[email protected] the finals menu with details listed above. Service
All the service procedure must be clear Billing Reports Workflow
GM.
Aware of the booking policies Have the Menu draft ready
Accounting
Have the selling mix matrix ready Have ready the production cost per portion Have ready the production costs for the various menu options
Marketing
Bookings plans Promoting actions
□
□ □
□ □
□ Week 5 DRY RUN
alpina.docx
In an exploration of restaurant management, one must consider it as the administration of the day-to-day operations and the overarching strategy of a dining establishment. It encompasses a variety of functions including staff management, customer service, inventory control, and financial oversight to create a seamless dining experience. As the HR Manager and floor service coordinator, the individual's objective was to establish a harmonious working environment conducive to efficient service delivery, while also attending to the immediate needs of service on the floor.
In the role of HR Manager, the individual was tasked with creating a supportive framework for the team members, facilitating an efficient allocation of service responsibilities, managing any interpersonal issues, and ensuring clear communication through accurate meeting minutes. As a service floor manager, the individual was directly involved in the real-time application of these policies and practices, embodying the principles of restaurant management in action.
During the pre-restaurant operation phase, the HR Manager aimed to reach a breakeven point as swiftly as possible. This expectation was grounded in a calculated forecast for the average check, which was meticulously estimated considering factors such as customer demographics, seasonal trends, and historical spending data. The strategies developed were designed to optimize the balance between cost and service quality, thus propelling the establishment toward financial stability.
Post-operation analysis revealed that the average check and restaurant occupancy were reflective of the targeted projections, which were thoughtfully constructed to represent realistic customer turnout and spending. The major expenses that notably impacted the operation included labor costs, particularly in relation to service staff, and the investment in marketing efforts to drive customer engagement. In response to booking fluctuations, the team employed dynamic marketing strategies, leveraging social media campaigns and promotional activities tailored to local market trends, ultimately striving to maintain a steady influx of reservations.
### 1. S- Strengths (القوة)
- **Cost Approach Analysis (تحليل نهج التكلفة)**: The department's ability to manage daily operations efficiently is a testament to our strong cost management strategy. We have optimized the use of resources, negotiated favorable terms with suppliers, and implemented waste reduction practices that have contributed to a more profitable operation.
- **Target Market Definition (تحديد السوق المستهدف)**: Identifying our core customer base has allowed us to focus our marketing efforts and tailor our services to meet their specific needs. By understanding our target market's preferences and behaviors, we've been able to create value propositions that resonate well, resulting in increased customer loyalty and market share.
- **Sales Mix Analysis (تحليل مزيج المبيعات)**: The breakdown of our sales has provided insights into the most popular and profitable items, enabling us to fine-tune our offerings. By analyzing the sales mix, we have identified successful items and categories, which has informed our decision-making process regarding menu adjustments and promotional strategies.
### 2. W- Weaknesses (الضعف)
- **Preparation vs. Actual Operation Discrepancies (التناقضات بين الإعداد والعملية الفعلية)**: Reflecting on the transition from preparation to execution, there were inconsistencies in staffing and process management that impacted service delivery. This gap has highlighted areas for improvement in training and operational planning.
- **Financial Awareness Impact (تأثير الوعي المالي)**: Although financial considerations are critical, an excessive focus on cost-cutting has occasionally compromised the customer experience. Balancing financial efficiency with customer satisfaction remains a challenge that requires ongoing attention.
- **Limiting Financial Waste (الحد من الهدر المالي)**: Despite efforts to control waste, there were instances of inefficiency in inventory management and labor allocation. Measures to address these issues are being implemented to enhance cost-effectiveness without affecting the quality of service.
### 3. O- Opportunities (الفرصة)
- **Gap Between Expectations and Reality (الفرق بين التوقعات والواقع)**: The operational challenges we faced presented opportunities for learning and growth. By analyzing customer feedback and performance data, we can adapt our business model to better meet the demands of our market.
- **Understanding and Responding to Customer Needs (فهم والاستجابة لاحتياجات العملاء)**: The use of surveys, comment cards, and online reviews as tools to gauge customer satisfaction has provided us with valuable information. This feedback mechanism has enabled us to make informed adjustments to our offerings and service delivery.
- **Adapting to Market Segments (التكيف مع شرائح السوق)**: The dynamic nature of the hospitality industry requires agility in response to changing customer preferences. Our ability to quickly adapt our offerings to current trends is a vital opportunity to stay competitive and relevant.
### 4. T- Threats (التهديدات)
- **Financial Risks (المخاطر المالية)**: Fluctuations in market conditions and unforeseen expenditures represent significant financial risks. Maintaining a reserve fund and conducting regular financial audits are strategies we are considering to mitigate these risks.
- **Competition and Innovation (المنافسة والابتكار)**: The competitive landscape is constantly evolving, with new entrants offering innovative dining experiences. To address this threat, we are committed to continuous innovation, both in our service model and our culinary offerings.
- **Developing Innovative Business Models (تطوير نماذج الأعمال المبتكرة)**: Threats from competitors and market changes are catalysts for innovation. By embracing these challenges, we can explore new business models, such as pop-up events or partnerships, to diversify our revenue streams and enhance our market position.
In the aftermath of the restaurant simulation, an insightful examination is necessary to discern the variances between the envisioned procedures and the reality of execution. The HR Manager, assuming dual responsibilities, encountered a myriad of unanticipated challenges that deviated from the planned script. Among these was the dynamic of human elements - team interactions and customer behaviors - which often diverged from the predictable patterns. Such deviations demanded real-time adjustments in service management and conflict resolution, underscoring the agility required in restaurant operations.
Concerning the control of monthly income for food and beverage businesses, effective strategies involve meticulous tracking of daily revenues and expenses, analyzing the cost of goods sold, and adjusting menu prices or operational tactics in response to the financial trends observed. For the HR Manager on the floor, this meant adapting staffing levels to patronage and ensuring that service efficiency translated into cost-effectiveness, without compromising the customer experience.
As for the conclusion, the collective reflection on the simulation provided a wealth of personal insights. The HR Manager, in particular, gained a deeper appreciation for the complexity of restaurant management and the importance of flexibility in both planned and spontaneous situations. Comparatively, the group recognized the value of cohesive teamwork and clear communication in navigating the operational hurdles. The exercise was not only a test of their theoretical knowledge but a practical immersion that honed their managerial acumen, particularly in the fast-paced and unpredictable environment of a bustling restaurant. This dual perspective of individual and group analysis afforded a comprehensive understanding of the multifaceted nature of the hospitality industry.
ModuleHandbook.pdf
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Sensitivity: Internal
Module Leader • Paulo Vieira (Theory) • Email: [email protected] • Manatsanan Charoensuk (Practice) • Email: [email protected] • Tel: +41 27 922 0421 • 8.00 AM to 5.00 PM Monday to Friday .
Description of the module In this module, students will develop all the skills to plan and run a restaurant. This module aims to prepare students to run their own food and beverage concept. Student will learn concepts important in operating a profitable business together with understanding the innovation and creativity required in running an actual concept. This will include forecasting, budgeting, cost management and effective decision making with the use of timely, accurate and meaningful management.
Students will focus on the preparation, evaluation and analysis of a food and beverage concept and take decisions such as the theme, menu, HR practices, pricing decisions, and all the other activities needed to successfully run a restaurant. The importance of health, safety and security will also be discussed.
Module Specification A module specification is a formal document that describes a module and how it will be taught and assessed. The module specification for 6HO733 is available in the Module Information tab.
Module Learning Outcomes On successful completion of the module, students will be able to:
1. Critically evaluate the essential elements of F&B management with particular emphasis on function, technology, finance, environment, and trends.
2. Examine the role and activities of management in overseeing food and beverage operations. 3. Create and assess the relationship between financing, pricing and profitability in a food and
beverage operation. 4. Reflect on a profitable food and beverage business concept.
Module Content § Food and Beverage Management; § Security, Health and Safety; § Customer Service; § Menu Engineering; § Menu Pricing; § Human Resources Management in Food and Beverage Service Operations
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Sensitivity: Internal
Schedule of work
Week Indicative topics to be covered in class (4 hours per week) Assessment
1
Introduction to the course
• What is expected of students during the course?
• What is expected of tutor and the institution during the course?
• Detailed guidelines over the theoretical and practical assessment component, including budgets
• Introduction to the food and beverage department
The Food and Beverage Business
• Customer Service, Complaint Management • Human Resources: recruiting, training and
coaching • Homework: Identifying roles for each
department
Formative
2
Food and Beverage Marketing
§ Conducting research – competition and market (use the data collected in term 6)
§ Advertising Plan § Advertising activity – outside of class hours § Effective Concept Presentation to the
Public
Formative
3
Creating Profitability
• Gross and net profit; • Breakeven - CVP analysis; • Contribution margin; • Group homework assignment – creating a
P&L forecast for the upcoming service Profitability - Group Exercise
• Students present the P&L forecast of their upcoming service
Formative
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Sensitivity: Internal
• Feedback on the forecast
• Students in the dining room will have demonstration on how to practice
order taking, service and billing
4
Service Practice
• Students in the dining room will have demonstration on how to practice order taking, service and billing
Formative
5
• DRY RUN Financials - Controlling Costs
• Creating Budgets
• Costing Food and Respective Recipes
• Group Exercise – Students break down the cost of one recipe¨
• Practical Restaurant Operation, discussion for improvements for the following service
Formative, Summative
6
Inventory and Storage
• Purchasing, Receiving and Storage
• Inventory of fixed assets
• Inventory of non-fixed assets
• Practical Restaurant Operation, discussion for improvements for the following service
Formative, Summative
7 Practical Restaurant Operation + discussion for improvements for the following service
Formative, Summative
8 Practical Restaurant Operation, discussion for improvements for the following service
Formative, Summative
9 Practical Restaurant Operation, discussion for improvements for the following service (Final)
Formative, Summative (40% of the Final Grade)
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Sensitivity: Internal
10
Course Feedback
• Individual face-to-face, two-way feedback • Submission of Individual Self – Reflection
(research paper)
Submission 60%
11 Presentation Formative
Module Assessment Description Component 1: PRACTICAL Summary of Assessment Method: Develop, implement and manage a live food and beverage outlet, based on both individual and group performance (Restaurant operation 2 days a week) Weighting: 40% Assesses Learning Outcomes: 1, 2, 3 & 4 Component 2: COURSEWORK Summary of Assessment Method: Individual Critical Reflection on the restaurant operation experience (1,500 words) Weighting: 60 % Assesses Learning Outcomes: 1, 2, 3 & 4
Assessment Schedule Assessment Weighting Submission Date Return Date
Component 1: PRACTICAL 40% 08/03/24 19/04/24
Component 2: COURSEWORK 60% 15/03/24 26/04/24
Assessment Criteria & Assessment Rubrics The full assessment criteria for this module can be found in an assessment brief located in the assessment section of the module page.
Sustainable Development Goals Sustainable Development Goals (SDGs) are the blueprint to achieve a better and more sustainable future for all. Due to the nature of Event Management, where the human factor is one of the most important one the learn of respect the values of equality, understanding other and personal mental preservation.
Then the SDG taken in consideration are:
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• SDG 2 - Zero Hunger – Thinking how to support of local realities even the resources are limited.
• SDG 3 - Good Health and Well Being – Regarding the good health and how improve your working condition for the staff working in restaurants , with focus on stress management and prioritization.
• SDG 5 - Gender equality – Exploring the importance of gender balance with a focus on
mentoring and coaching to build self-confidence and decision-making awareness.
• SDG 8 – Decent work and Economic Growth – Focus on financial awareness to develop program for enhance the skill’s sets in managing resources and resources presents in the market
• SDG 9 - Industry innovation and infrastructure – Develop the sense of optimization in develop new way of think to solve existing logistic / structural issues.
• SDG 10 - Reduced inequalities – Understand other culture in terms of behavior, attitude towards issue and stress management.
• SDG 17- Partnership for Goal – Collaboration among various ethnical parties to develop a
sense of teams and responsibility.
Reading List Barrows, C. W., Reynolds, D. E., Rahman, I., Reynolds, D. R. (2021). Introduction to Hospitality Management. United Kingdom: Wiley. Cousins, J., Weekes, S. (2020). Food and Beverage Service, 10th Edition. United Kingdom: Hodder Education. Damitio, J. W., Schmidgall, R. S. (2015). Hospitality Industry Financial Accounting. United States: AHLEI, American Hotel & Lodging Educational Institute. Davis, B., Pantelidis, I. S., Lockwood, A., Alcott, P. (2018). Food and Beverage Management. United Kingdom: Taylor & Francis. Hindley, C., Legrand, W. and Sloan, P. (eds.) (2015) The Routledge handbook of sustainable food and gastronomy, Routledge, London Journals (accessed via UoD Library) Event Management International Journal of Hospitality Management International Journal of Contemporary Hospitality Management Databases (accessed via UoD Library)