Training food and beverage staff at movenpick hotel hanoi

NATIONAL ECONOMIC UNIVERSITY
BUSINESS SCHOOL

TRAN CHI LAN

Topic: Training Food and Beverage staff at Movenpick
Hotel Hanoi
Bachelor of Business Administration in English (E-BBA)
Thesis

HANOI, 2014

1


NATIONAL ECONOMIC UNIVERSITY
BUSINESS SCHOOL

Topic: Training Food and Beverage staff at Movenpick
Hotel Hanoi
Bachelor of Business Administration in English (E-BBA)
Thesis

Student: Tran Chi Lan
Class: EBBA2A
Supervisor: Dr. Tran Thi Hong Viet

HANOI, 2014

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TABLE OF CONTENT

ACKNOWLEDGEMENT
CHAPTER I, INTRODUCTION
1.1, Rationale
1.2, Research objectives:
1.3, Research methodology:
1.4, Scope of the study:
1.5, Structure of the thesis:
CHAPTER II, THEORETICAL BACKGROUND ON TRAINING F&B
STAFF IN HOTEL:
2.1, Hotel business industry:
2.2, Training F&B staff in hotel industry:
2.3, Factors impact on training activity for F&B staff:
CHAPTER III, TRAINING ACTIVITY
MOVENPICK HOTEL HANOI

FOR

F&B

STAFF

IN

3.1, Overview of Movenpick hotel Hanoi
3.2, Current situation of training for F&B staff at Movenpick hotel Hanoi
3.3, Summary of finding:
CHAPTER IV: SOLUTIONS TO IMPROVE TRAINING ACTIVITY FOR

F&B STAFF AT MOVENPICK HOTEL HANOI
4.1: Suggested training orientation
4.2: Improving trainee’s learning:
APPENDICES
APPENDICE A. SURVEY FOR EMPLOYEE

ACKNOWLEDGEMENT
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The author would like to gratefully acknowledge the numerous
individuals, tourism companies, hotels that have contributed in one way or
another, to help the author conduct this thesis.
First of all, the author would like to express sincere thanks to all faculty
members of the EBBA program at the Business School of the National
Economics University where the author, over the past four years, has studied and
accumulated valuable knowledge and expertise.
Especially, the author would like to express the deep gratitude to Dr. Tran
Thi Hong Viet for her enthusiastic guidance and encouragement that inspired the
author a lot during the process of writing the thesis.
The author’s special acknowledgment is due to individuals working in
Movenpick Hotel Hanoi and the Hotel’s guests who have contributed a lot to
help the author conduct this thesis.
Finally, the author’s thanks go to the colleagues, friends and family
members who encourage and helped the author during the writing time.

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LIST OF FIRGURES

Figure 1.1 : Research process
Firgure 2.1: Organization chart of F&B division
Firgue 2.2: Steps in training process
Firgure 3.1: Organization chart of F&B division
Firgure 3.2: Employee’s work experience
Firgue 3.3: Employee’s position
Figure 3.4: Understanding the training’s purpose
Figure 3.5: Training method for F&B division
Figure3.6: Training material options
Figure 3.7: Staff’s opinion in training program

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CHAPTER I, INTRODUCTION
1.1, Rationale
In every business, independently of the activity, human resources are the most
precious capital. In terms of global competition and rapid change, personnel
training are essential. Every manager should be able to attract qualified and
capable personnel, in order to use their skills in achieving organizational
objectives. In a market economy where uncertainty is rather widespread,
obtaining knowledge and information is becoming a source for creating
competing advantages. One of the most important aspects in contemporary hotel
industry is getting to know the new methods and techniques through training.
Staff training is an important part in Human Resource Management, in order to
improve employee performance, respectively it helps putting their skills to better
use and specialization in their work. Application of an efficient training process
has an important impact in increasing employee performance. The aim of this
study is to understand the importance of personnel training in hotel industry. The
study includes the theoretical part for staff training and how to develop the result

of a training program. The empirical part is composed by a qualitative method
research of Movenpick Hotel Hanoi, especially in Food and Beverage department
( F&B).
F&B is one the most importance divisions in hotel function. This department is
responsible for maintaining high quality of food and service, food costing,
managing restaurant and bar, etc. A guest’s experience with F&B plays a critical
role in his or her overall hotel experience and has been credited as an important
driver for room revenue as well as overall asset value. And the quality of
customer’s experience in F&B not only depends on food and drinks but also how
they are served by F&B’s staff. The servers need to contact directly with
customers so there are many characteristics they must follow to maintain the
satisfaction of customers. These employees must work under high pressure, be
able to serve customers cheerfully, courteously and efficiently, have good
organization and multi-tasking skills, able to work as a team and be sensitive
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with customer’s needs.

Therefore, staff training in this department is very

essential. Training can increase productivity while employees are armed with
professional knowledge, experienced skills and valid thoughts; motivate workers
in helping them to recognize how important their jobs are.
As the one who in charge of quality of service and employee, of course, the
manager understand the importance of staff training and conduct training
program for their workers. But the question is that: does this program really work
and the employees really gain after attending the training course? Training in the
wrong way is money consuming and take a lot of valuable time. Moreover,
workers can have a doubt on their manager’s ability and other HR activities of

the hotel as well.
This study is conducted to evaluate the current training activities in F&B, their
affection on employees and maybe can give some recommendations to fix or
develop the programs to increase the worker’s competency. The result of the
research gives contribution not only for HR department but for the benefit of the
hotel as well.
1.2, Research objectives:
-

To identify components of training activity for Food and Beverage staff at

-

Movenpick Hotel Hanoi.
To analyze current practices of training activity for F&B staff at

-

Movenpick Hotel Hanoi.
To suggest solutions and activity for improving the training at F&B
department of Movenpick Hotel Hanoi

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1.3, Research methodology:
1.3.1, Research process:
Figure 1.1 : Research process
Theoretical
framework

Movenpick
objectives and
functions

Components of training F&B
staff at Movenpick

In depth interview
managers

Secondary data

In depth interviews

Current situation of training F&B
staff at Movenpick Hotel Hanoi

Survey F&B staffs

Solutions

1.3.2, Collecting data:
The secondary data are books, researches and thesis in the same topic of
training program for F&B staff or in Hotel industry in general.
In collecting primary data, there are two kinds of research methods,
qualitative and quantitative research. In the empirical part of this thesis both of
the research methods are used. Quantitative research was done by sending
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questionnaires to the F&B employees; and qualitative research- personal
interviews with the manager and supervisor of the department.
•

Survey:
For the quantitative method, the research uses a questionnaire, comprise

mainly multiple choice and some open-ended questions that are designed in
English and sent directly to the hotel staffs.
As mentioned, a survey was conducted in the Movenpick Hotel with the
sample size of 30 people sent out to the Food and beverage department including
restaurants, banquets, bar and pastry. Questionnaire was designed including 14
questions setting up for employees. On the field of questionnaire delivery and
data collection: 30 questionnaires were sent to staff and all of them were
collected back.
The questions can be grouped into three sections, the first section is about
interviewees’ background information, their length of working in hotel and their
position, the second section is about kinds of training taken place in the case
hotel, the evaluation on the effectiveness of training, and reasons for trainees’
dissatisfaction, the third section focuses on the improvements of the training
programs.
•

In depth interviews:
With the qualitative method, in-depth interviews were conducted with

relevant and experienced persons as follow to collect their opinions and
comments. Firstly, the manager of catering division, to get main points to
develop catering services for business development. Besides, the supervisors and

team leaders were also interviewed to get more ideas about efficiency and
importance of improving the training in the hotel. Thus, appropriate
recommendations can be made.
In-depth interviews were conducted with 5 respondents. The first group
includes one manager of the department; the second one includes one supervisor
and three captains of the division.
Briefly, the information from both methods has been collected in order to
serve the research objectives. Using both qualitative and quantitative research
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methods, the overview of operation of personnel training program in F&B
department have been shown clearly. Therefore, some appropriate suggestions
have been recommended to develop the staff training program of the division.
1.3.3, Processing data:
With 30 questionnaires gathered at the end of the survey, all data were
totaled up, put in to the computer and processed by Excel program for analysis to
ensure the accuracy within the analysis. Based on the synthesized numbers, some
diagram and graph are designed to create tangible images convenient for analysis
and evaluation.
1.4, Scope of the study:
The research was carried out in Movenpick Hanoi Hotel, F&B department.
The limitation of the research was dealing with statistic data and information
mostly collected in 2013.
-

Object: identify components of training, analyze current practices and
suggest solution of training activity for F&B staff at Movenpick Hotel

-

Hanoi
Location: Movenpick Hotel Hanoi
Time: September 2013 – December 2013

1.5, Structure of the thesis:
Chapter 1, Introduction:
Chapter 2, Theoretical background on training F&B staff in hotel industry
1, Hotel business industry:
2, Training F&B staff in hotel industry:
Chapter 3, Training activity for F&B staff in Movenpick Hotel:
Chapter 4: Solutions to improve training activity for F&B staff at Movenpick
Hotel Hanoi

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CHAPTER II, THEORETICAL BACKGROUND ON TRAINING F&B
STAFF IN HOTEL:
2.1, Hotel business industry:
2.1.1, Concept of hotel business:
2.1.1.1, General definition of the cultural tourism product
A cultural tourism attraction, such as a monument, does not make a
tourism product. To become a tourism product the attraction element has to be
embedded in a whole of services and facilities varying from accommodation and
catering to information and transportation. On the basis of the elementary
definition of the tourism product as an addition of attractions plus
accommodations plus transportation, the cultural tourism product can be defined
as consisting of:
- The core product: the cultural attraction (monuments, museums, cultural

events) plus the related specific cultural tourist services, like information an
education rendered by e.g. museum guides
- The additional product: the general tourism product elements – either apart
from or incorporated into the cultural attraction itself - consisting of General
tourist facilities and services rendered by tourist organizations and travel
intermediaries: tourist offices, national tourist organizations, tourist clubs, travel
agencies, tour operators
- Primary tourism enterprises (companies which have their core business in the
tourism
Sectors and serve first of all tourists as customers): hotels, holiday parks,
camping.
- Secondary tourism enterprises (companies which provide their products and
services in the first place for the local population but which are also frequented
by tourists): catering industry (restaurants, cafés), retail (shops, banks)
2.1.1.2 General definition of the hospitality product:
Belonging to the primary tourism enterprises, the hospitality industry is an
essential component of the cultural tourism product. Hospitality products need to
fulfill customer’s needs on several levels:
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-

The core product answers the basic question: what is the buyer really
buying? It refers basically to the benefits provided by the hotel to the

-

consumer and not the features, e.g. room comfort and convenient location.
Facilitating products are those services or goods that must be present for

-

the guests to use the core product, e.g. bellboy in a luxury hotel.
Supporting products are extra products offered to add value to the core
product and help to position it through differentiation from the

-

competitors, e.g. full-service health spa.
The augmented product includes atmosphere and customers’ interaction
with the service organization and each other, e.g. lobby socializing. The
augmented product is an important concept because it is in this level were
the main differences arise between the various hospitality concepts, e.g.
atmosphere created by focus on lightning, marriage of textures and colors
to please the senses.

Tourism has long been highlighted as a potential tool for advancing human
and economic development, in both developed and less-developed nations alike.
It has been noted to serve as a tool to aid or drive regeneration and economic
development as well as enhancing the quality of life of visitors and host
communities. It is fair to say that the potential benefits of tourism are many – it
has the potential to draw outside investment to depressed regions, to be a catalyst
for the development of valuable infrastructure, to nurture local industries and
create jobs, to serve as a vehicle for greater cultural understanding and promote
peace, and to raise awareness about environmental issues.
In depressed and under-developed areas with little or no natural resources of
export value, the importance of tourism development cannot be overstated. It is
often one of the only plausible long-term economic development options
available; of the 100 or so poorest countries, tourism is significant in almost half

of the low-income countries and virtually all of the lower-middle income
countries.
Yet, even if tourism did not have the potential to impart these positive
benefits on society, it would nonetheless remain extremely important simply for
the sheer size of the industry globally. Described as the largest migration in the
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history of humankind, international tourist arrivals in 2007 topped 900 million
and accounted for US$856 billion dollars in revenue – a major international trade
category from any perspective, and ranked fourth in export income generated
globally. What’s more, the explosion in the size of the industry has been fast and
decisive – only 25 million arrivals were recorded in 1950 with 4% growth a year
from 1995-2007 alone (UNWTO, 2008). Indeed many now consider tourism the
world’s biggest industry when the jobs, customers, and revenues generated by it
and its peripheral industries are accounted for together.
2.1.2, Characteristic of hotel Business industry:
2.1.2.1, Hotel tourism depends on tourism resources in tourism destinations.
Hotel business can only be carried out successfully in areas with tourism
resources, because tourism resources motivate and urge people to travel. At place
where there is no tourism resource, there cannot be tourists. The most important
customer of the hotel is a traveler. So, obviously tourism resources have greatly
impacted the hotel business. On the other hand, the capacity of the tourism
resources in every tourist destination will determine the size of the hotels in the
area. Attractiveness of tourism resources has a decisive impact on the ranking of
the hotel. Therefore, when investing in the hotel business requires research level
parameters of tourism resources as well as the target group of customers and
potential customers are attracted to destinations that determine the technical
indicators of a hotel project as the construction and design. When the objective
conditions affecting the attractiveness and value of tourism resources change, the

technical facilities of the hotel is required to adjust accordingly. Besides, the
characteristics of the architecture, planning and specification of facilities at the
hotel tourist destination also affect the increase or decrease of the value of
tourism resources.
2.1.2.2, Hotel business requires large amount of investment capital.
This feature comes from the requirement of high quality hotel product:
required components of the technical facilities of the hotel also have high quality.
That is the quality of the facilities of the hotel increases with the increase of hotel
goods. The elegance of the device installed inside the hotel is a cause to push the
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initial investment cost of the hotel up. In addition, this feature also comes from
some other cause, such as the initial cost of infrastructure for luxury hotels, the
cost of land for a large hotel projects.
2.1.2.3, Hotel business requires direct labor capacity is relatively large.
Product hotel properties primarily serving and serving could not be
mechanized, which can only be done by the staff in the hotel. On the other hand,
workers in hotels need quite high specialization. Labor time to time depending on
customer consumption, usually lasts 24/24 hours per day. Therefore, it is
necessary to use a large number of direct service workers in hotels. With this
feature, the hotel managers, have to face with the difficulties of direct labor costs
are relatively high, difficulty to reduce costs without adversely affecting the
quality of hotel service, the difficulty in working the recruiting, selecting and
assigning layout of their human resources. In the seasonal business conditions,
the hotel management is often considered to reduce labor costs in a reasonable
manner as a major challenge for them.
2.1.2.4, Business hotel is regularity:
Hotel business is dominated by a number of factors, but they operate
under a number of laws such as the laws of nature, laws of economics - social,

psychological law of human ... For example, the dependence on tourism
resources, especially natural resources, with repeated changes of climate in years,
always create change according to certain laws in prices treatment and resource
attraction for tourists, thereby causing seasonal fluctuations of demand to travel
to the destination. Since then it creates a seasonal change in the hotel business,
especially in hotel resort vacation destinations beach or mountain vacation.
These laws do cause a negative and positive impact on hotel business. The
problem for the hotel is to delve into the rules and their impact to the hotel from
which to actively seek effective measures to overcome the negative impacts and
promote their beneficial impact to business development effectively.
With these characteristics of the hotel business, the creation of a product
of high quality hotel with great appeal for visitors is the work not only depends
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on capital and labor, but also upon the capacity of managers in the operation and
the ability to combine these elements.
Along with the general characteristics for the hotel business, catering
business in the hotel also offers a number of basic features such as:
- The fact of mostly guest is outside visitors not local guest is a diverse
components. This requires the enterprise of hotel catering organization
accordance with the requirements and practices of tourists, not make people have
to follow local customs. Any disregard of customers eating habits are leading to
low levels of job satisfaction and thereby adversely affect the business results of
enterprises.
- Hotels are usually located in places which are far away from regular places of
visitor’s residence, so the hotels catering have to come up with the full packed
service for tourists, including main meals ( breakfast, lunch, dinner ) and even
snacks and drinks.
- The hotel must creates the conditions and methods to meet the demands for

food at the most favorable tourist destinations such as serving breakfast and
drinks at fancy places like the beach, the sports center, meeting rooms...
- The catering for tourists can be known as a form of entertainment for visitors.
So, in addition to catering, the hotel now also pay attention in organizing
recreational activities for visitors, combining elements of ethnic sovereignty in
architectural decoration, the uniform of staffs or in the form of eating utensils
and dishes of the restaurant specialties.
2.1.3, The organizational model in hotel industry:
The organizational model of a hotel is aligning staff with the same
expertise together into the same or a compatible group with material and
technical basis, under the direction and control of the head office to perform the
same job. This model is characterized by the highly specialized nature, the head
of a regime, implementing agreed between management and administration,
coordinating function to achieve the purpose for which the hotel set.

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Figure 2.1: The organization model in hotel industry
•

General administration department :

General administration has the highest administrative functions of hotel
management. This department has the function of design work plan, proposed
regulations or rules to achieve business objectives; urge to inspect other
department complete assigned work; behalf hotel venture system with external

organizations; resolve administrative tasks to ensure the business of the hotel as
normal.
•

Rooms Division department:

The Rooms Division consists of two sub-departments, Housekeeping and
Front Office. The four major areas of responsibilities for the executive
housekeeper are: Leadership of people, equipment, and supplies; cleanliness and
servicing the guest rooms and public areas; operating the department according
to financial guidelines prescribed by the general manager; keeping records of
supplies and equipment to control inventory. The Front Office is the heart of a
hotel. Associates of this department are responsible for the guest’s first and the
last impression of the hotel. Its duty is to enhance guest services by constantly
developing services to meet guest needs. The functions of Front office are the:
To sell and up-sell rooms; to maintain balanced guest account; to offer service
such as handing mails, faxes, messages and hotel information
•

Human Resource Department:

As an administrator of a hospitality organization's most valuable asset -- its
human resource -- the HR department is called on to administer employee-related
activities that may be critical to the continued success of the organization. The
HR department's role is to support the organization by freeing up management to
concentrate on the business of doing business.
•

Engineering department:

The responsibilities of the engineering department of the hotel are to maintain
the hotel building, its assets, from walls, ceiling, floor fixtures therein, electrical
distribution to the hotel, sewage and water systems, fire-alarm systems and safety
methods, air-conditioning, heating and ventilation, elevators, kitchen and laundry
17


equipment, sound and lighting systems and so on. The engineering department
has to keep records and maintain the smooth functioning of the equipment
without any hassle or disturbance to the guest.
•

Sales and marketing department:
A marketing manager in the hotel industry is responsible for maximizing a

hotel's revenues by developing programs to increase occupancy and make
profitable use of its accommodation, meeting and leisure facilities. A hotel
marketing manager must maintain awareness of the factors that influence the
hotel industry and gain a deep understanding of the needs and attitudes of a
hotel’s customers. A hotel marketing manager will be responsible for
coordinating marketing and promotional activities to meet customer needs,
working closely with other hotel staff to ensure customers are satisfied with the
facilities and their time there.

•

Finance department:
The Finance and Accounting departments play a significant role in the

management a hotel by providing the financial data used by all managers in their

daily decision making, ensuring financially sound and thriving hotels.
•

Food and beverage department:
The food and beverage department is an integral place in any hotel which

is responsible for the systematic and the actual service of food and beverage to
the general public or customers as per the order in any F &B outlets. This
department plays a vital role on the delivering the accurate service of food and
beverage by placing the orders from the hot or cold plates of kitchen to the
customers table in the proper and the hospitality manner.
2.2, Training F&B staff in hotel industry:
2.2.1, Concept of training and its role in HR management:
2.2.1.1, Staff training and its importance:
“Training is the process that provides employees with the knowledge and the
Skills required to operate within the systems and standards set by management.”
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(Sommerville 2007, 208)
“Training, in the most simplistic definition, is an activity that changes people’s
Behavior.” (Mccleland 2002, 7)
Staff Training is an indispensible part of Human Resource Management
activities; more and more companies have realized how important it is to
maintain training in the changing and complex work environment.
In modern hotel business, it is all about competence in people, and
especially the employees‟ qualities. The level of service quality depends on the
qualities of employees. The qualities are about knowledge, skills and thoughts
which lead to a hotel’s survival and development. Therefore, staff training is
essential in many ways; it increases productivity while employees are armed with

professional knowledge, experienced skills and valid thoughts; staff training also
motivates and inspires workers by providing employees all needed information in
work as well as help them to recognize how important their jobs are.
Training and development can be seen as a key instrument in the
implementation of HRM practices and policies. Successful hotels always include
staff training as their important development strategy.
With the development of the technologies and the whole business
environment, employees are requested to be more skilled and qualified. A
company needs organized staff training if wants to be competitive among others.
Staff training is the key task to help everyone in the company to b Staff training
is the key task to help everyone in the company to be more united. An enterprise
could hire experienced employees or train employees to be skilled. When the
company trains their own staff, by providing and forming a harmonious
atmosphere, accurate work specification and the passion of work, team spirit will
be built between employees and management team within the process. Training
of work tasks is one of the main aspects of staff training, including principles at
work, professional knowledge and skills, by offering employees these essentials,
staff training helps personal abilities match with business requirements. Training
could be enormously demanding and should be in-depth; lack of training or poor
19


training brings out high employee turnover and the delivery of substandard
products and services.
2.2.1.2, Benefits of staff training
Staff training enhances the capabilities of employees and strengthens their
competitive advantage. Effective training will improve the personal characters
and professional abilities. Not only employees, management and organization
would benefit from staff training, customers and guests benefit as well, because
of the received quality products and services.

A, Benefits the employee
- Increases job satisfaction and recognition

During the training, employees will be introduced what is the work is about, how
to do, what kind of role does the job play in the whole business, it helps them to
understand their work better and also love what they do by understanding the
work.
- Encourages self-development and self-confidence

After systemized training, employees will understand what important role their
jobs play, and with the information, knowledge and experiences obtained during
the training, they will be more confident with their work, so that better services
will be provided.
- Moves employee closer to personal goals

Employees gained not only professional knowledge and skills during training,
training also broads their choices on setting career targets. They can get the
opportunity to get to know other positions, increases the possibilities of
promotions in the meantime.
-

Helps the employee become an effective problem solver

Practical experience can be taught and guided in the training; employees will
learn the methods of solving problem or complaints during training.
-

Allows the employee to become productive more quickly

By training, employees get familiar with their work tasks, advanced knowledge

and techniques which improve their capabilities, increases productivity.
B, Benefits the management
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-

Aids in evaluating employee performance

People who are responsible for training will find out those employees during
training, who are quick learners, who have better knowledge and skills, so that
different methods of training can be chosen, therefore, better results will be
acquired.
-

Aids in sustaining systems and standards

Within the training, employees will be introduced to the principles and standards
of the hotel, together with the policies and procedures; hence hotel can sustain its
standards and system with the help of training.
-

Helps identify employees for promotions or transfers

During the training, employees‟ abilities and personalities will be easily
identified by experienced trainers, or some employees are more suitable for other
positions, hotels can adjust and make best use of employees‟ knowledge and
abilities.
C, Benefits the organization
-

Leads to improved profitability

Owing to the growth of productivity and better services after training, it is more
promised for the hotel to have more profits in return.
-

Reduces accidents and safety violations

Without organized training and guidance, especially employees who work with
dangerous facilities, accidents are easily occurred, training can help organizations
to prevent accidents.
-

Aids in organizational development

Hotels need to develop their technologies and way of working in order to be
competitive, and staff training assures the competitiveness, because training will
bring good quality, effectiveness and loyal customers to the hotels.
-

Reduces wastage and costly employee turnover

Wastage and damages in different departments are commonly found out in hotel
operation, with the help of staff training; unnecessary wastage and damages can
be avoided. Regular trainings can decrease work pressures and employee
21


turnover, as a result, less labor cost will be spent and better service can be

achieved.
2.2.2, Characteristic and the important of F&B department in a hotel:
Food and Beverage Department (F&B) is responsible for maintaining high
quality of food and service, food costing, managing restaurants, bars, etc. Food
and Beverage Service is the service of Food made in the Kitchen and Drinks
prepared in the Bar to the Customers (Guest) at the Food & Beverage premises,
which can be: Restaurants, Bars, Hotels, Airlines, Cruise Ships, Trains,
Companies, Schools, Colleges, Hospitals, Prisons, Takeaway, etc
Food & Beverage Outlets are divided in to the following categories:

-

Restaurants:
There are various types of Restaurants:
•

All Day Dining Restaurants: They are usually called as Coffee Shop or
Cafe in Hotels. They are usually big in size with many Covers (seats),
compared to other Restaurants in the same Hotel. The main reason
why they are called All Day Dining Restaurant is because of their
hours of operation, as they are open for Breakfast in the morning to
Lunch in the afternoon to Dinner in the evening.

•

Fine Dining Restaurants: Fine Dining Restaurants are characterized by
their elaborate and exclusive menu with special emphasis on the very
high quality food they serve. The emphasis being on fresh ingredients
and natural flavors or on the type of Cuisine served, or both. Usually
the operation of this restaurant revolves around the Head Chef or Chef

De Cuisine of this Outlet.
22


•

Specialist Restaurants: These are Restaurants which usually have a
type of National or Regional Character or Cuisine attached to them, for
example: Italian Specialty Restaurant, Chinese Specialty Restaurant
etc. In some Hotels they do also sometimes have Multi Cuisine
Specialty Restaurant, which literally means that Restaurant serves
cuisine from more than one country or the dishes on the Menu at that
Restaurant has Food Specialties from many different countries.

-

Lounge:

Lounges can be found in different hotels. Their main purpose is to offer Food
& Drinks in comfortable and cozy seating in relaxed surroundings. There are
many kinds of Lounges ranging from a Lounge in a Lobby, Cocktail Lounge and
Cigar Lounge to Executive and Club Lounge on special Floors.
-

Bar:

Bar is a place where drinks are served. There is usually a small Snacks Menu
too. The service is fast and quick. There are various kinds of Bars ranging from
Formal bars to Club Bars, Pubs, Pool, Bars, Wine Bars, Cocktail Bars, Beach Bar
to Juice Bars and many more.

-

Discotheque/Nightclub:

They are outlets where Music and Entertainment takes priority with the Food
& Drink. The operation is very fast and the guest numbers are large. Security is
an important aspect in these operations. Music and entertainment can range from
DJ to live bands playing.
-

Room Service/In Room Dining:

Room Service, also known as In Room Dining .It is the service of Food &
Drink in Guest Rooms in a Hotel or a Resort.
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-

Meeting and Conference Rooms:

Meeting and Conference rooms together with Ball Rooms come under the
Banquets & Conference section. They are a great source of Revenue in Food &
Beverage Department usually in Corporate and City Hotels. MICE (Meetings,
Incentives, and Conferences & Exhibitions) can alone bring much revenue in
some hotels in comparison to other outlets in Hotel.
-

Ball Rooms:
These are large Function Rooms which are primarily used for Functions

and Weddings. The Staffing ratio of Full Time Staff in this section is very less as
the Function and Wedding Business can sometimes be seasonal and extra staff is
usually filled in by the use of Casual Staff. This Section is the most Dynamic
section in Food & Beverage with the Conference Section, which is more
physically demanding and creatively oriented.
-

Delicatessen:

Delicatessen or Deli is a place where guests can buy fresh produce ranging
from Freshly Baked Bread, Cold Meat, Fresh Salads, Cakes, Home Made Ice
creams and light and healthy drinks.
-

Others:

There are many other Food & Beverage outlets ranging from Fast Food
Outlets to Food Courts to Snack Bars which are usually stand alone or in a
shopping centre.
With the growing demand for well-trained professionals in Indian hotel
industry, it has become mandatory to receive formal training in the hotel
industry.

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Apart from the professional degree, the hotel industry places great emphasis
on excellent communication skills, good presentation skills, good listening skills,
teamwork skills etc. India’s hotel industry is thriving due to an increase in

business opportunities and foreign and domestic tourism
Food and beverage servers’ duties vary considerably from one type of
establishment to another. In fast food outlets, they often work behind counters
and use computerized systems to take orders and tabulate bills. In coffee shops
and cocktail lounges, they provide quick and efficient service for customers
seated at tables. In formal dining establishments, they carefully observe
established rules of service and etiquette, and pace the meal according to
customer preference.
In general, however, food and beverage servers:


prepare tables or counters for meals



stock the service area with supplies (for example, coffee, glassware)



greet customers, present menus and help customers select menu items



inform customers about daily specials



record orders and place them with the kitchen and bar



pick up and serve orders



check that customers are enjoying their meals and correct any problems



suggest and serve desserts and beverages



clean and reset tables



tabulate and present bills for payment.
Food and beverage servers need the following characteristics:



the ability to serve customers cheerfully, courteously and efficiently



good organization and multi-tasking skills



good health



good grooming



the ability to work as part of a team



the ability to work with little supervision



good verbal communication skills and sensitivity to customer needs
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