Hospitality Industry Research

This assignment delves into various aspects of the hospitality industry. It analyzes topics like corporate philanthropy, talent management, sustainability, food safety culture, and the impact of minimum wage on employee perceptions. The research also examines the role of coaching and mentoring in employee performance, strategies for reducing food waste, implementing customer relationship management (CRM), and addressing issues of violence and harassment within the industry. Finally, it explores the complexities of occupational health in the hospitality sector and the influence of the sharing economy on informal work.

26/08/24
COMPANY NAME
Authored by: Your Name
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TABLE OF CONTENTS
Title Heading.............................................................................................................................................2
Subtitle Text Here...............................................................................................................................2
INTRODUCTION...................................................................................................................................6
OBJECTIVES..........................................................................................................................................6
G. M. ROLE.............................................................................................................................................6
MANAGEMENT BY OBJECTIVES (MBO).......................................................................................7
TASK 1.....................................................................................................................................................7
LEGISLATION...................................................................................................................................7
PLANNING..........................................................................................................................................7
ORGANIZING FOR HEALTH AND SAFETY..............................................................................8
MEASURING PERFORMANCE MONITORING.........................................................................9
KEY ACTIONS IN REWIEVING PERFORMANCE EFFECTIVELY......................................9
SOP FOOD AND SAFETY HYFIENE.............................................................................................9
APPLYING TURNBULL’S VALUES............................................................................................10
LEGAL FRAMEWORK..................................................................................................................11
Constraints-........................................................................................................................................11
Key stakeholders-..............................................................................................................................12
Legislation-.........................................................................................................................................12
TASK 2...................................................................................................................................................12
MAN POWER PLANNING.............................................................................................................12
RECRUITMENT AND SELECTION POLICY............................................................................12
PERSONNEL SPECIFICATION....................................................................................................12
INTERNAL RECRUITMENT........................................................................................................13
EXTERNAL RECRUITMENT.......................................................................................................13
RECRUITMENT CODE..................................................................................................................13
PERSONNEL AND TRAINING RECORDS.................................................................................13
PERFORMANCE REVIEW SYSTEM..........................................................................................14
EVALUATION RATING CRITERIA............................................................................................14
INDUCTION PLAN..........................................................................................................................15
Constraints-........................................................................................................................................15
Key stakeholders-..............................................................................................................................15
Legislation-.........................................................................................................................................15
Leadership/........................................................................................................................................16
FRAMEWORK.................................................................................................................................16
LEADERSHIP APPROACH...........................................................................................................16
Constraints-........................................................................................................................................17
Key stakeholders-..............................................................................................................................17
Legislation-.........................................................................................................................................17
TASK 4...................................................................................................................................................18
CONTROLS......................................................................................................................................18
COSTS PROFITS AND SALES......................................................................................................19
CALCULATION OF THE POTENTIAL FOOD COST..............................................................21
THE PURCHASING PROCEDURE..............................................................................................23
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PURCHASING BY CONTRACT....................................................................................................24
PURCHASE SPECIFICATIONS FOR FOOD..............................................................................24
THE PURCHASING OF BEVERAGES........................................................................................24
STORING FOOD..............................................................................................................................25
STORING OF BEVERAGES..........................................................................................................25
BIN CARDS.......................................................................................................................................25
CELLAR CONTROL BOOK..........................................................................................................26
Constrains..........................................................................................................................................26
Key stakeholders –............................................................................................................................26
Legislation-.........................................................................................................................................26
TASK 5...................................................................................................................................................26
TRADING TIMES............................................................................................................................26
Seasonality and Forecasting.............................................................................................................27
Income Statement..............................................................................................................................28
Forecasted balance sheet...................................................................................................................29
Specialised staff scheduling..............................................................................................................30
Political - Economic factors UK January 2021-.............................................................................31
Ethos –................................................................................................................................................31
Constrains –.......................................................................................................................................31
Key stakeholders –............................................................................................................................32
Legislation-.........................................................................................................................................32
TASK 6...................................................................................................................................................32
CUSTOMER CARE.........................................................................................................................32
Customer profile................................................................................................................................33
Internal Feedback tools/...................................................................................................................34
Customer aftercare............................................................................................................................35
HOW HAVE WE DONE SURVEY COVER LETTER................................................................35
Constrains –.......................................................................................................................................36
Key stakeholders –............................................................................................................................36
Legislation-.........................................................................................................................................36
TASK 7...................................................................................................................................................36
MENU.................................................................................................................................................36
A LA CARTE MENU.......................................................................................................................36
MENU DESIGN................................................................................................................................37
BEVERAGE LIST............................................................................................................................38
MERCHANDISING..........................................................................................................................39
COST PLUS PRICING MODEL....................................................................................................39
Constrains –.......................................................................................................................................40
Key stakeholders –............................................................................................................................40
Legislation-.........................................................................................................................................40
TASK 8...................................................................................................................................................40
SERVICE...........................................................................................................................................40
CROSS TRAINING..........................................................................................................................41
Constrains –.......................................................................................................................................43
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Key stakeholders –............................................................................................................................44
Legislation-.........................................................................................................................................44
TASK 9...................................................................................................................................................44
MARKET ANALYSYS....................................................................................................................44
BEHAVIOUR SEGMENTATION BASED ON LOYALTY........................................................44
YELP AS SOCIAL MEDIA MEAN OF COMMUICATION......................................................46
ENGAGE THE AUDIENCE BY SHARING THEIR USERS GENERATED CONTENTS....46
UP TO DATE ONLINE MENU.......................................................................................................46
CONDUCT A QUALITY CONTROL CHECK TO MAKE SURE YOUR ONLINE
INFORMATION IS CORRECT.....................................................................................................47
DIRECT MAIL AND EMAIL.........................................................................................................47
Constrains –.......................................................................................................................................47
Key stakeholders –............................................................................................................................48
Legislation-.........................................................................................................................................48
TASK 10.................................................................................................................................................48
SUSTAINABILITY...........................................................................................................................48
APPROACHES TO WASTE LESS FOR THE OPERATION:...................................................49
RIGHT PROCEDURES FOR PACKAGING................................................................................50
IGHT PROCEDURES FOR WATEGA CONTAINERS..............................................................50
STAFF WARENESS.........................................................................................................................50
Sustainable purchasing/ TO BE COMPLETED............................................................................50
Constrains –.......................................................................................................................................50
Key stakeholders –............................................................................................................................51
APPENDIX............................................................................................................................................52
2005 No. 2091.........................................................................................................................................75
The Licensing Act 2003 (Second appointed day) Order 2005...........................................................75
REFERENCES......................................................................................................................................81
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INTRODUCTION
The purpose of this project is to provide the practicing manager with an insight of strategical
process and its formulation and implementation in Turnbull’s. Further, the study will help in relating it
to trends and common shortfalls that have been affecting the business lately. This project will cover all
element of strategic management process as well as legislation required for achieving each objective.
OBJECTIVES
Now that the goals have been set as part of the action plan new objectives will be reviewed and
implied for managing successful business as part of the development stage plan. In this stage the
General Manager will have to introduce smart organizational aim followed by operational objectives
relevant to operation plans for the catering outlet Turnbull’s. The set organizational purpose will be
measurable, realistic, achievable and will produce operational objectives in line with the time frames
with reference to key tasks which are already produced for the action plan (Rahimi and Gunlu, 2016).
After introducing SMART objectives, the newly appointed General Manager will revise ideas. Further,
for managing success of Turnbull’s the manager will take into consideration some factors that is
constraints, key stakeholders and legislation plans.
G. M. ROLE
The organization manager is responsible for allocating resources, establishing policies and
procedures, assigning responsibilities and providing directions to the organization. The success of
project will be achieved by focusing on consistent pattern of decisions which defines achievement of
defined set of objectives (Pirani and Arafat, 2016). The purpose of new strategic management in this
project is to establish the leadership in the organization and help firm to adapt changes of dynamic
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business environment to enjoy a strong, growing and long-term success of entity. The fundamental task
is to empower business to meet challenging opportunities and to minimize threats.
MANAGEMENT BY OBJECTIVES (MBO)
One major participative approach to management which is directly concerned with involvement
and motivation of staff is management by objectives (MBO). The phrase “management by objectives”
is proposed by Duker in 1954. (Mullins/Dossor, 2013). MBO is focused on achieving with regard to
organizational goals with individual performance and development within organization. MBO involves
a continuous cycle of interrelated activities (see Figure 1.1) which is based on involvement and
participation of subordinates through:
 The clarification of organizational goals and objectives which should be communicated clearly
to all members of staff.
 Review of organization structure with the motive of determining need of flexibility in structure
and systems of management to manage effective communications, quick decision-making and
timely feedback.
 Participation with subordinates to gain their approval over objectives, targets, areas of key
results and over standards and measurement of performance (D'Annunzio-Green, 2018).
 Agreement on performance improvement plans which will enable subordinates to make
optimum contribution in achieving own objectives and targets.
 Establish effective monitoring and review system for appraisal of progress and performance.
 Undertaking necessary revision of subordinates’ objectives and targets.
 Review of organizational performance
MBO of Turnbull’s appear distinct and determined with reference to quantified clear-cut
standards. Turnbull’s operations purpose and targets are related to key results that is (i) ensuring
customer satisfaction; (ii) prolong employee performance; (iii) protection of assets.
TASK 1
LEGISLATION
8-10 months/Review the legislation plan for the whole business within 8 months
 Health and Safety legislation /Develop a Health and Safety policy manual across all
departments going forward (rules and procedures) within 3 months
PLANNING
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Effective planning is concerned with prevention through identifying and controlling risks.
In addition to setting policy, planning should include steps to ensure legal compliance and
procedures for dealing with emergency situations. It should involve people throughout the
organisation (Manning, 2018). In order to plan successfully, the GM needs to focus on accurate
information about the current situation; legal requirements and benchmarking to make
comparisons; what action is necessary to reach that point.3
KEY ACTIONS IN EFFECTIVE POLICY DEVELOPMENT
Make a statement of intention. Say what it will need to be done to keep a safe and healthy
environment for workers and anyone else who could be affected by the work activities
Clearly set out everyone’s roles and responsibilities. Include those with particular roles, for
example directors, supervisors/managers, safety representatives, workers, fire wardens, first-
aiders and the competent person
It is important to establish clearly how things will be done and what resources will be allocated
to make things happen (Ram, 2018). Include details of the systems and procedures that will be in
place to help to meet the legal obligations, such as:
 how risk assessments will be carried out 5 steps (see Figure Appendix 1.2)
 training and safe use of equipment
 controls that will be in place to ensure the specifiers and buyers are competent in
assessing the risks in procurement, the requirements for purchasing suitable personal
protective equipment (PPE and COSHH see Figure Appendix 1.3), (According to PPE
regulations introduced through The Personal Protective Equipment Regulations 1992)
 how accidents/incidents will be investigated
 how workers will be consulted
 how equipment will be maintained
 measure health and safety performance. There will be performance targets, (i)reductions
in accidents or absences, (ii)an increase in reporting issues
 Prioritise actions
 Sign the policy statement to demonstrate commitment to health and safety.
ORGANIZING FOR HEALTH AND SAFETY
 Controls within the organisation: the role of supervisors - leadership, management, supervision,
performance standards, instruction, motivation, accountability, rewards and sanctions.
 Communication - across the whole organisation, through visible behaviour, written material and
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face-to-face discussion
 Competence - of individuals through recruitment, selection, training, coaching, specialist advice and
avoiding complacency
 Capabilities and training - help people gain the skills and knowledge, and ultimately the
competence, to carry out their work safely and without risk to their health.
MEASURING PERFORMANCE MONITORING
Monitoring of design, development, installation and operation of management arrangements by using
an active method which will include the following:
 routine inspections of premises, plant and equipment by staff
 health surveillance to prevent harm to health
 planned function check regimes for key pieces of plant
KEY ACTIONS IN REWIEVING PERFORMANCE EFFECTIVELY
Carrying out reviews will confirm the effectiveness of health and safety arrangements.
Key action to be considered while reviewing performance are:
 check the validity of health and safety policy
 ensure the system you have in place for managing health and safety is effective
By undertaking these actions, it will be possible to identify what has changed about the health and
safety environment in the business and this will enable the new role and subordinates to stop doing
things that are no longer necessary while allowing them to respond to new risks (see Health and Safety
policy manual Appendix 1.4)
 Food safety legislation and hygiene /Introduce updated SOP’s for employees related to
Food safety and Hygiene procedures which will comply with the requested standards set
by the food standards agency (Health and Safety Executive, Food legislation) within 3
months
SOP FOOD AND SAFETY HYFIENE
The Standard Operation Procedures given by Baxter’s and Turnbull's will distinguish the different
steps that are engaged with the satisfaction of an exact task inside the Food handling and preparing (in
compliance with the FOOD SAFETY LEGISLATION ACTS,EU REGULATIONS), disclose
acceptable behaviour (how to act in the work place ) and to continue amid every one of these means
and give instances of how to put enthusiastically the Values that are characterized by the company at
Turnbull's.
The new SOP will enter into force from date 26/08/2019.
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I will become effectively the new standard operation procedure (EMPLOYEE GUIDELINE) for all
employees, the current subordinates will have to read carefully the guideline and this will need to be
signed off by both the employee and the General Manager or line Manager as well.
For the new employees the procedure guideline will be handed along with the handbook after the
induction procedure will be terminated.
To see the Turnbull’s EMPLOYEE GUIDELINE SOP (see figure document SOP FOOD
SAFETY AND HYGIENE Appendix 1.5)
APPLYING TURNBULL’S VALUES
1. Proficiency
Each assignment inside the service procedure should be finished in an economic way, without
squandering any assets (time, money, supplies and so forth.) while achieving the expected outcomes
(adequacy) to guarantee consumer loyalty
2. Accuracy
Each assignment inside the administration procedure should be finished in exact and definite way,
without committing any errors, and by focusing on even the little details
3. Development
The innovativeness of finding new ways and strategies to finish each errand and/or of presenting new
thoughts that add esteem and variety to each assignment (Neupane, 2015)
4. Respectfulness
Being courteous and indicating regard and certified thought and care for others is the centre of
cordiality
5. Expectation
The reality of being constantly one stage in front of things that may occur and additionally of
solicitations which might be made by guests while finishing each task inside the administration
procedure
6. Ethics
The reality of being still, small voice of right or wrong (moral) conduct towards others and oneself for
example lying, deceiving, taking and so on
7. Duty
Each assignment inside the service process procedure should be finished by taking full responsibility
for, which suggests obligation, and by regarding the measures of Turnbull 's whenever, which infers
unwaveringness to the organization
8. Sustainability
The commitment of every single individual is to protect the regular asset of our planet which is
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essential to manage global warming and uncertain climatic changes. In each assignment to be finished
one needs to think about the conceivable outcomes to prevent contamination, waste and spillage by
deriving open doors for recycling (Ahmed and et.al., 2015).
LEGAL FRAMEWORK
/ Devise the procedures towards an extension and revision of
formal employment procedural arrangements in the workplace within 2 months
 Employee rules and Discipline
 Grievance and dismissal
 Data protection
In order to accomplish the organizational objective stated above it will be necessary to update
and produce a code of practice to establish rules that are clear and not ambiguous to ease the
deal with many issues in the employment relationship. The code of practice once entered in
force will be given to each current subordinate and new employee at Turnbull’s and Baxter’s
and it is covering:
 Absence and tardiness policy
 Grievance and dismissal
 Lunch period and break rules
 Rules covering use or damage to employer’s property
 Rules about keeping employer’s and customer’s sensitive information confidential
This is a formal and general set of rules deriving from statutes and organizational standards (6 -
pages handout with its inherent rules and regulations) that also offer flexibility in enforcing,
emphasise and encourage improvements in individual conduct.
(Appendix: EMPLOYEE CODE OF CONDUCT file figure 1.6)
Constraints-
The main limitation that shall be considered by Turnbull's catering industry on the health and safety
component is the site of food preparation and kitchen, inadequate ventilation, poorly maintained gas
equipment, dirty microwave ovens resulting in microwave leakage etc. Another thing that act as a
limitation is the condition of the building, whether the infrastructure of the department is capable
enough of initiating the catering work and various chemical hazards and microbiological hazards
related to the food safety.
However, there might be issues relevant with the inappropriate management and ascertainment
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of the operational practices performed by the employees in the organisation. It is consisting of various
issues and obstacles that would have impact on an individual performance. There are several factors
which are required to be considered such as appropriate training and development program. Along with
this, bringing proper training and development ascertainment on which there have been requirement of
time, cost and efforts by employers.
Key stakeholders-
The main drivers involved in health and safety of Turnbull catering is the staffs as well as managers in
the industry, customers of the organization as well as the government that regulates different reforms
for health and safety of the industry. The influences of such stakeholders in the organisation is based on
encouraging the level of gains in the business units. Managers, employees are entitled with performing
duties as per the consumer satisfaction.
Legislation-
Equality act, 2010
TASK 2
HR 6-8 months
MAN POWER PLANNING
(strategy and practice) introduce an HR REMIT FOR BAXTER’S AND TURNBULL’S within 7
months
 Recruitment and selection /Develop a recruitment policy for the company (going forward)
within 2 months
 Training and development /Introduce personnel and training records for all staff within 2
months
 Appraisal/ Develop a company performance review system within 2 months
 Induction plan/ Device an induction plan and procedures within 1 month
RECRUITMENT AND SELECTION POLICY
PERSONNEL SPECIFICATION
This will be a written statement which defines both the desirable and essential skills, experience and
qualification required to commence a specific position.
The person specification will identify all the personal attributes necessary for the employee to perform
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productively.
 Essential attributes/skills qualification etc.
 Desirable attributes /skills qualifications etc.
INTERNAL RECRUITMENT
(Baxter ‘s and Turnbull’s) will be dedicated for assisting employees to reach their professional goals
through internal promotion and transfer opportunities.
This procedure enables current employees to apply for any available position either before or at the
same time the position is advertised outside of the company (Chen and Lin, 2015).
Internal career opportunities will be consistently posted on the "Careers Opportunities" notice board
on the left side of the HR department. Employment opportunities will be additionally posted on the
"General Information" board by time clocks.
EXTERNAL RECRUITMENT
If no existing staff are suitable other means or recruitment will be produced.
The means of recruitment are identified as:
Collages
Online recruitment agencies
Newspapers; local and trade
RECRUITMENT CODE
1. Job advertisement will state response the company is expecting (completed application form;
curriculum vitae)
2. An acknowledgment of replying will be made directly to any of the applicants.
3. All candidates will be informed in regards with the progress of the selection procedure, the
policy regarding expenses and the time likely to be involved.
4. Personal information (medical history, religion, family background, place of birth) will not be
asked until it is relevant to the selection process
5. Recruiter will not initiate any reference procedure without the candidate’s approval
6. All candidates’ applications will be treated as confidential
(see recruitment policy appendix fig 1.7)
PERSONNEL AND TRAINING RECORDS
A training record data base will be introduced in order to track all the employee’s records or drill into
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the employee training status.
The document will allow the manager to have a glance who requires more training.
This will be a excel database file containing the following features:
 TRAINING LOG where it will be possible to access to the trainings already acquired by
individual or job function
 COURSE LIST of required training based on calendar time
 PERSONNEL INFO featuring training compliances and record assessment scores
This is a low-cost alternative to the very expensive hospitality software’s and allows to organize
information quickly and logically.
(see EXCEL FILE TRAINING TRACKER AND DATABASE Appendix figure 1.8)
(refer to figure appendix)
PERFORMANCE REVIEW SYSTEM
A new performance review system will be an integral part of ensuring that Turnbull’s members are
aware of what the firm is expecting from them (Williams and Horodnic, 2017). Thus, it will play an
important part in socializing organizational members to “buy in” to the organizational culture. It will
encourage discussion between manager and members of staff about work performance; develop a
greater degree of consistency by ensuring that employees and managers meet regularly and to discuss
performance and potential.
In relation with Baxter’s and Turnbull’s the new process of reviewing, individual performance will be
measured against predetermined criteria which involves gathering of information by conducting
meetings on a six-monthly basis.
EVALUATION RATING CRITERIA
Relevant to the job-related behaviours e.g. whether an employee provides valuable contribution to help
the group or willing to go an extra mile. the rating criteria will be based on a 1-4 scale from
“Unacceptable “to “Exceeds expectations”.
Another important aspect of the review process is based on the selection and setting of objectives. This
will feature the objectives which are previously established and will be compared against their
accomplishments, in case of negative response (e.g. the objectives have not been met) it will be
necessary to provide further training after having established why those were never achieved.
In case of positive response by the employee (objectives were accomplished successfully) It will be
necessary to produce new objectives and monitor them until the next performance review.
(see evaluation form Appendix figure 1.9)
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INDUCTION PLAN
When devising the induction plan the simplest method of induction considered for Turnbull’s and
Baxter’s may be a short discussion in a supervisor’s office followed by an informal chat. However, this
method is very common and practical (where a person’s supervisor is readily available) numerous
points may remain unclear by the employee for an extensive time expecting that a checklist is used.
A more suitable and effective method identified for the company will be “mentor” method or “sponsor”
method in which the newcomer, after an introductory talk with the supervisor, is introduced to a well-
established employee identified as an HR manager or subordinate who will show the procedures and
rules (Joo-Ee, 2016). The mentor will be attentively selected to ensure that she or he know what the
duties are and have the required knowledge to execute them.
It will be necessary to use an induction checklist specially created for the company to ensure that the
induction procedures deal competently with all crucial aspects of the induction.
(figure 2.1 show the checklist used by Baxter’s and Turnbull’s)
Constraints-
Manpower planning for Turnbull and Baxter pose various limitations such as Basic qualification
and skills of the staffs that will be able to fulfil the requirements by the organization, sources of
recruitment and selection, training needs of the staffs, absenteeism, staff turnover rates and different
wage policies in the current market related to the human resources. The improper workforce
management would have impacts on managing the operational practices as well as retaining required
efforts from the workforce. Along with this, the nonsatisfactory training would have negative impacts
on employee performance.
Key stakeholders-
The most important stakeholders will be Human resource manager, Assistant human resource
manager, candidates or applicants being interviewed and selected for the job as well as the top-level
managers of Turnbull and Baxter catering. They are entitled with the responsibility that they must bring
proper work environment to the staff, define their tasks properly, addressing their issues and managing
their pay-offs would have impact in resolving majority of staff oriented issues.
Legislation-
There can be influences of various laws and legislations which are required to be considered by
Turnbull and Baxter such as: The Employment rights Act 1996, Equality Act, 2010, Employer’s
liability (Defective equipment) Act 1969 and Health and safety at work Act 1974.
GM role 4-5 months/ review the strategic management process and identify alternative models,
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approaches and frameworks for strategic implementation within 4 months
Leadership/
 research strategic leadership which best associates with effective strategy
FRAMEWORK
Turnbull’s is a business oriented towards a bureaucratic structure. Where standardised
performance is required the working routine is predictable, jobs and responsibilities are closely
defined and efficiency steams from rational allocation of work (Rahimi and Gunlu, 2016). This
means that roles are grouped by function (personnel, finance, marketing, etc) and they are
ranked in a hierarchy of responsibilities that are to be allocated among individuals.
LEADERSHIP APPROACH
Based on the business framework The Transactional Leadership that will have to be adopted at
Turnbull’s is based on legitimate authority within the bureaucratic structure of the company. In
order to achieve a transactional line of leadership it will be necessary to base the emphasis on
clarification of goals and objectives, organizational rewards and punishments (figure 2.2 shows
a list of quality standards objectives deigned for Turnbull’s) This approach will be more likely
to appeal to the self-interest of followers within an interchange process of “if you do that I will
reward you with this”.
Whereas punishments and rewards are more intrinsic to policies and programmes (refer to
figure 1.6) the definition of quality standards objectives set for Turnbull’s may vary depending
on macro levels and its inherent external factors e.g. (demographic forces, technological factors,
economic, political, socio and cultural).
 Organisational structure and strategy/ devise shared values for Turnbull’s in relation with
effective leadership strategy
In order to establish values for Turnbull’s it will be necessary to produce a vison/or a big picture
of the business
It will be important to create a vision for the business and its future direction because when
applied to Turnbull’s the importance of a vision can be associated to values commitment to
people and team (Pirani and Arafat, 2016). The leader will have to demonstrate commitment to
these values by own behaviour and how they reinforce the behaviours of others. The sharing of
values leading to the creation of a common goal and the importance to work towards it should
ultimately increase performance but also bring tangible results (appendix 2.3 vision and values
applied to Turnbull’s)
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 Communication/ Introduce standard method of communication within the management
The two major form of verbal communication are written or oral communication.
Particulars
Quality Criteria
Written Communication
The effectiveness in quality is reflected through writing styles, grammar, vocabulary and clarity.
Oral communication
The staff should have clarity in speech, polite and subtle tone towards its customers
Non-Verbal Communication is anything besides words. They reflect the use of gestures, actions,
facial expressions, body language, eye contact and other aspects of physical appearances.
Quality criteria- The gesture of staff must be appealing and confident personality. There must be
no ego symbols and always welcoming their customers with a smile.
Visual communication is use of signs, drawing, designing, colors and electronic resources.
Quality criteria- The online sites must be appealing and reservation and booking through them
must be easier for customers to choose (Ford, Sturman and Heaton, 2011). The pictures and
signs used in their premises must be not unethical (D'Annunzio-Green, 2018).
Constraints-
The most important constraints in case of leadership are- The power and dominance of leaders
and management over their employees, Adoption and intolerance of the employees for different
leadership styles initiated by the Management Team of Turnbull and Baxter Catering, Low level of
communication between the employees and the management, problem of clarification due to less
communication etc., are some of the limitations related to the leadership and management of Turnbull
and Baxter. If the leader is non-motivative, incorporative as well as do not address issues correctly than
it would be challenging for the business in engaging staff into practices.
Key stakeholders-
Employees, Managers and leaders, organizational structure, workers and all human resources in
Turnbull and Baxter will turn out to be key stakeholders in this process. The non satisfactory work
environment would have negative impact on the management of operational practices appropriately.
Legislation-
The UK Equality act 2010 being imposed by UK government that ensures no partial treatment
of employees and considering equality among both the genders in the organization as well as ensures no
discrimination among the race and other factors related to the equal treatment of employees.
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TASK 4
CONTROLS
6-8 months/Research a strategic plan that spells and reviews essential methods of control
and financial needs within 4 months
 Setting budgets and breakeven analysis/develop a simplified budgetary control system as
an extension of basic policies
This system of control refers to the operating budget of the business. It will be divided into capital
budget and operating budget. For this system the trading period will be broken down into review in
specific period of thirteen four-week periods to have an easier comparison with corresponding
results figures of the same year.
The capital budget will be concerned with the assets and liabilities of the business e.g. Equipment,
plant and cash.
The operating budget will be mostly concerned with the day-to-day income and expenditure of the
business and this will include sales, cost of sales, labour, maintenance, head office expenses.
It will be important to determine the net profit required for the business in relation with the capital
invested and also the risk involved (Ahmed and et.al., 2015).
A preparation of the sales budget will determine the volume of sale necessary to achieve the net
profit and influence the budgeted cost for food, beverage, overheads and labour cost.
Preparation of general budgets will be for items as head office expenses, advertising, rates,
insurance also regarded as fixed budgets (not affected by any chance in the volume f=of the
business). Other flexible budgets (affected by changes in the volume of the business) would be
items like utilities, and laundry (Jones, Hillier and Comfort, 2016).
Preparation of capital expenditure budget which will make provision for items of expenditure as
new kitchen equipment, restaurant and bar furniture (including charges for installation).
Preparation of the cash budget will be regarded with the capital budget and it will predetermine the
cash inflow, the cash outflow and the following cash balance (Williams and Horodnic, 2017).
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The final stage will be the preparation of master budgets which will be prepared for the trading
account, loss profit account and the balance sheet (see figure2.4)
COSTS PROFITS AND SALES
The cost of operating the food and beverage department will be analysed under the three accounts
of element of cost (see figure 2.5).
 Material costs of food and beverage consumed calculated by the formula
 Labour costs wages and salaries paid to the employees plus any employer contribution to
government e.g. taxes, bonuses, pension fund
 Overheads- all costs other than material and labour costs e.g. depreciation, rent, rates,
insurance, stationary, china glassware, capital equipment.
It will be necessary to analyse costs not only by their nature (overheads, material, labour) but also
by their behaviour in relation to changes in the volume of sales.
It will be necessary to examine costs not only by their nature (labour, overheads, material) but also
by their behaviour in relation to changes in the volume of sales.
The costs in relation with the volume of sales will be organized in four kind:
 FIXED COSTS these are the costs that remain fixed irrespective of the volume of sales
(rent, rates, insurance, management element of labour of cost (see figure 2.6)
 SEMI FIXED COSTS – this are the costs which contain affixed and variable costs element
e.g. the charge of the telephone service in UK contains a fixed cost for the quarterly charge
for the rental of each phone and a variable cost depending on the number of phone calls
made.
 VARIABLE COST these are the costs which will vary in proportion to the volume of sales
such as food and beverage (see figure 2.6)
 TOTAL COST this is the sum of the fixed costs, semi-fixed costs and variable costs
involved.
19

Main kind of profit analysed for the business in food and beverage operations:
GROSS PROFIT= total sales- cost of material referred as kitchen profit(food) and bar profit
(beverages)
AFTER WAGE PROFIT OR NET MARGIN = total sales – material +labour cost
NET PROFIT =total sales – total cost (material + labour + overheads costs)
All the above will be used as measures of performance against past results and budgeted
targets. As an example of the use of three main kinds of profit used and method of control
in food and beverage operation for Turnbull’s (see figure 2.7)
 Methods of food control/ Devise a detailed daily food cost report for the operation
A detailed daily food cost report will be an implementation of the current system report
adopted by Turnbull’s. the new system will refine the accuracy of the report by considering the
cost of beverages transferred to the kitchen (e.g. cooking, wine, liquors) The cost of food
transferred out of the kitchen to the bar (e.g. lemons, olives, nuts) and the cost of employee’s
meals (Joo-Ee, 2016). It also will separate purchases into those that go directly to the store areas
and those that go directly to the kitchen and are charged immediately to the kitchen.
The results of these subtraction and additions will display more accurate figures regarding the
cost of the food sold. (example of detailed daily food cost report for Turnbull’s figure 2.8)
CALCULATION OF THE POTENTIAL FOOD COST
The potential food cost of the operation is the most effective method of analysing and
evaluating the actual food cost. any variances higher than 1% between the potential and actual
cost will have to be investigated (Sönmez and et.al., 2017). The calculation will be simplified in
to three steps.
1. For each individual menu item will be necessary to multiply the number of portions
actually sold during a “sample week” (as determined by the operations sales analysis),
20

by the potential food cost per portion in order to obtain the potential food cost sold for
that week
2. The same portions actually sold as above will need to be multiplied by the menu selling
prices to achieve the potential total food sales
3. Divided the potential total food cost (step 1) by the potential total food sales (step 2) to
achieve a figure which will be expresses as percentage and defined as potential food
cost percentage.
In order to be able to do the calculation correctly it will be necessary to have the following
information:
 A detailed sales analysis of the items sold in the outlet along with their selling prices
 Standard recipe cards of all the menu items costed out
 Summary of potential food cost acquired from the standard recipe cards
 Average market price for the main ingredients taken from invoices.
Methods of beverage control/Devise a potential sales value system for beverage sales and costs
This system is designed to control beverage sales value on each item carried in stock. The
revenue value of each item will be based on the standard size of the drink, the contents of the
bottle and the selling price for each drink (the sales value of each drink is called standard or
potential sales value). The new operating system of control will be organized in an excel file.
The choice of the excel file steams from a cost reason as it will not involve much costing
whereas a comparable software which may be more accurate may involve a huge effort in terms
of money that will be taken away from the next budget (Rahimi and Gunlu, 2016). The system
must require as a basis for its operation standards for a bottle code number system drink sizes
and par stock levels.
The calculation that has to be made will be concerned with:
1. Full bottles of spirit: the potential sales value of a full bottle of spirit, which at times
may be sold over the bar is equal to the selling price established by management.
21

2. Spirits sol by the glass: the sales value for a bottle of spirits, e.g. wine which is to be
sold by the glass is calculated as follow:
 Bottle cost
 Unit cost gross profit
 Selling price
 Profit expresses in percentage
3. Soft drinks and mineral water sales: the potential sales value of the soft drink will be
linked to the pricing policy of the establishment e.g. whisky and dry ginger, a straight
2.5 cl of whisky can cost £4.50, a split bottle of ginger ale can cost £0.99; as a mixed
drink whisky and ginger ale may be priced at £4.99. the cost of the drink is included
when selling the spirit (Pirani and Arafat, 2016). For an example of costing sheet that
will be adopted for Turnbull’s see (figure 2.9 in the appendix)
Purchasing and storage/introduce purchasing procedures for food and beverage as extension of
existing policies
THE PURCHASING PROCEDURE
The procedure will be broken down into eight main steps:
1. Each section of the operation will have pre-established stock levels and solely
procedure for stock replacement. This will be a requisition for issued from an
authorised employee e.g. head chef, restaurant manager or a member from head
office.
2. The selection of the supply will be agreed in advance by head office so that
contracts can be agreed. It will be necessary to determine the price to be paid, the
delivery performance in relevance with time, the place of delivery and date.
3. The ordering process will occur via a written order which will specify all term
above mentioned in step two (D'Annunzio-Green, 2018).
22

4. The acceptance of goods ordered and the adaptation of any discrepancies in terms of
quantity and quality, checking delivery notes and invoices.
5. Checking the temperature of the items on delivery and record this on the
temperature sheets provide as illustrated in (SOP safety and hygiene appendix 1.5-
page 16-31)
6. Checking the condition of packaging and containers and rejecting the ones that are
not in good conditions
7. Checking the temperature of the delivery vehicle and record this on the temperature
sheet as illustrated in (SOP safety and hygiene appendix 1.5 page 29)
8. The transfer of goods from the department ordered to the store areas and cellar
This procedure will have to meet all the requirements of the Food Safety Act 1995
and the established Hazard Analysis and Critical Control Point (HACCP).
PURCHASING BY CONTRACT
This will aim at determining the source of supply and the price of goods over a
disclosed period of six months (Manning, 2018). It will reduce the time and labour
in regards with negotiation and ordering to a minimum and it will lead advantage of
facilitating with pricing and budgeting once the prices of goods are fixed for a set
period of time.
PURCHASE SPECIFICATIONS FOR FOOD
This will be a concise description of the quality, weigh and size required for the
particular good. The item specification will have to be determined by members of
the management team e.g. Head chef or food and beverage manager by reference to
its price range and menu requirements (Neupane, 2015). the relevant members of
the management team will have to possess copies of the spec sheets. The food
control clerks and sent to all suppliers from the approved suppliers list. (See figure
23

3.1) for an example of classical product specification potentially in use for
Turnbull’s.
THE PURCHASING OF BEVERAGES
The purchasing of beverages alcoholic and non-alcoholic like the food commodities
will aim to purchase the very best quality of the good at the most competitive price
for the specific purpose (Ahmed and et.al., 2015). The purchasing action will have
to adhere to the same rules stated in the Purchasing procedure with additional
variances added into it.
1. To assess the quality of the product especially wine it will be necessary to attend
testing session several times a year in order to maintain the product knowledge of
the item and it will be important to find a good relationship with the wine supplier
as they can facilitate that.
2. The free advice and assistance by the wine and spirits trade will play an important
role to understand the current trends, target the best item at its best-selling price, set
and maintain a good wine list.
STORING FOOD
Foods when accepted will be categorized as perishable and non-perishable items.
The perishable items will go straight to the kitchen where they will be stored into
refrigerators and cold rooms (Jones, Hillier and Comfort, 2016). It will be a
requirement that that different foods e.g. meat, fish, dairy, fruit and vegetables and
deep-frozen food will be stored separately from one another. The non-perishable
items e.g. canned foods will have to go to the dry store when unpacked, checked for
any damage and place on racking.
24

STORING OF BEVERAGES
Once the beverages are received and checked will have to be secured properly. The
storage of beverages will have to be separated into three areas as follow:
1. The main storage for red wine and spirits held at a draught-free temperature of
55°F-60°F(13°C-16°C). This area will also be used to store beer kegs, bottle
beers and soft drinks
2. A refrigerated area of 50°F(10°C) for the white wine and sparkling wine
3. A totally separate area for the storage of empty kegs, bottles and crates. This
area will have to be as adequately controlled as the beverage storage area
because of the returnable value of kegs and bottles.
BIN CARDS
These will be provided for each individual beverage kept in stock and record all
the deliveries and issue made, the cards will have to be placed on the shelves
against each beverage, the bin card number will refer to the same bin numbers as
the beverage list e.g. wine list and stemming from the standard bottle code list
(Chen and Lin, 2015).
CELLAR CONTROL BOOK
This will provide a record of all daily and weekly deliveries to the cellar and the
daily issues from the cellar to the bar and restaurant areas and it should cross-
check with the entries on the bin cards and inventory control system
Constrains
Non availability of raw material and vegetables, economic factors such as rising tariffs
by UK government on various food components and other political factors may act as a
constraint on the controlling costs process by Turnbull and Baxter catering. Impacts of
25

changing government policies, procedures as well as operational efforts would have impact on
operations scenario of the firm.
Key stakeholders –
Key stakeholders will be cost accountants, finance team employees as well as top level
managers and owners of the restaurant that will take decision regarding the costs of different
components to be used by Turnbull and Baxter.
Legislation-
There are several laws and regulations which are being relevant with this facts can be
considered such as Trade union Act, 1871, The sale of goods act, Legal service act, 2007 and
the consumer rights act, 2015.
TASK 5
TRADING TIMES
6-8 months\ gathering and preparing information on Seasonality and Forecasting, Specialised\
nstaff scheduling, political-economic factors and Ethos within 7 months
Seasonality and Forecasting
Estimated cash flow budget
Particulars
Initial
invest
ments
Janua
ry
Febru
ary March April May June July Augu
st
Septe
mber
Octob
er
Services
food
and
bevera
ges
servic
es
food
and
bevera
ges
servic
es
food
and
bevera
ges
service
s
food
and
bever
ages
servic
es
food
and
bever
ages
servic
es
food
and
bever
ages
servic
es
food
and
beve
rages
servi
ces
food
and
bever
ages
servi
ces
food
and
bever
ages
servic
es
food
and
bever
ages
servic
es
number of dishes 2000 2200 2400 2570 2579 3000 3248 3540 4157 4975
26

sold
average selling
price of dishes 800 800 800 800 800 800 800 800 800 800
total sales 16000
00
17600
00
192000
0
20560
00
20632
00
24000
00
2598
400
2832
000
33256
00
39800
00
Services
food
and
bevera
ges
servic
es
food
and
bevera
ges
servic
es
food
and
bevera
ges
service
s
food
and
bever
ages
servic
es
food
and
bever
ages
servic
es
food
and
bever
ages
servic
es
food
and
beve
rages
servi
ces
food
and
bever
ages
servi
ces
food
and
bever
ages
servic
es
food
and
bever
ages
servic
es
number of dishes
sold 3200 3700 3654 3780 4000 4587 4945 5207 5870 6000
average selling
price 800 800 800 800 800 800 800 800 800 800
total sales 25600
00
29600
00
292320
0
30240
00
32000
00
36696
00
3956
000
4165
600
46960
00
48000
00
Total sales (cash
inflow)
60000
00
66000
00
726000
0
79860
00
87846
00
96630
60
1062
9366
1169
2303
12861
533
14147
686
operating
expenses
Advertisement
expenses 550 550 550 550 550 550 550 550 550 550
salaries to
professional cooks 4000 4000 4000 4000 4000 4000 4000 4000 4000 4000
training and
development 5000 0 0 900 0 500 800 0 1200 1100 0
Equipment 4000 0 500 600 800 0 1200 0 1000 0 900
salaries to chef 3000 3000 3000 3000 3000 3000 3000 3000 3000 3000
purchase of raw
materials 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000
total operating 9000 9550 10050 11050 10350 10050 11550 9550 1175 10650 10450
27

overheads (cash
ouflows) 0
net cash flow -9000 59904
50
65899
50
724895
0
79756
50
87745
50
96515
10
1061
9816
1168
0553
12850
883
14137
236
capital investment 20000
0
loan 40000
0
opening balance
of cash
60000
0
59400
0
65856
00
131767
00
20427
500
28404
300
37179
000
4683
0860
5745
1826
69133
329
81986
461
closing balance of
cash
59400
0
65856
00
13176
700
204275
00
28404
300
37179
000
46830
860
5745
1826
6913
3329
81986
461
96124
848

Income Statement
Particulars
Initia
l
inves
tmen
ts
Janu
ary
Febr
uary
Marc
h April May June July August Septem
ber
Octobe
r
Net sales revenue
6000
000
6600
000
7260
000
7986
000
8784
600
96630
60
106293
66
116923
03
128615
33
141476
86
Less: COGS
1200
00
1320
00
1452
00
1597
20
1756
92
19326
1 212587 233846 257231 282954
Gross profit
5880
000
6468
000
7114
800
7826
280
8608
908
94697
99
104167
79
114584
57
126043
02
138647
32
Operating
expenses
Advertisement
expenses 400 400 400 400 400 400 400 400 400 400
Salaries to
professional
cooks
2000 2000 2000 2000 2000 2000 2000 2000 2000 2000
28

training and
development
expenses
4000 0 0 200 0 1500 1600 0 1400 0 0
Equipment 2000 0 500 600 800 0 1200 0 1000 0 900
salaries to staff 4000 4000 4000 4000 4000 4000 4000 4000 4000 4000
purchase of raw
material 2000 2000 2000 2000 2000 2000 2000 2000 2000 2000
Total operating
expenses 6000 8400 8900 9200 9200 9900 11200 8400 10800 8400 9300
Operating profit -6000
5871
600
6459
100
7105
600
7817
080
8599
008
94585
98.8
104083
78.68
114476
56.94
125959
02.34
138554
32.28
Less: corporate
tax @15% -900
8807
40
9688
65
1065
840
1172
562
1289
851.2
14187
89.82
156125
6.802
171714
8.541
188938
5.351
207831
4.842
Net profit -6900
4990
860
5490
235
6039
760
6644
518
7309
156.8
80398
08.98
884712
1.878
973050
8.399
107065
16.989
117771
17.438
Forecasted balance sheet
Forecasted balance sheet
Particulars quarter 1 quarter 2 quarter 3
Assets
Current assets
debtors 40189800 112414160 208571616
cash in hand 6272000 4711500 12701000
Short-term loans 100 200 300
Total current assets 46461900 117125860 221272916
Non-current assets
dining set 12000 12000 12000
Equipment 5100 2000 1000
total non current assets 17100 14000 13000
Total assets 46479000 117139860 221285916
Liabilities
Current liabilities
creditors 5047645 5247687 6847265
29

net payables 5000000 15000000 25000000
short term liabilities 4652000 4810000 15350000
Total current liabilities 14699645 25057687 47197265
Non-current liabilities
Long term debts 32218000 37320000 78260000
loan 400000 200000 250000
Total non-current liabilities 32618000 37520000 78510000
Total liabilities 47317645 62577687 125707265
Equity
Capital investment 200000 3500000 5000000
Total equity and liability 47517645 66077687 130707265
Specialised staff scheduling
The following objectives are to be set by the organization in order to manage efficiently the staffs
working in the organization-
 The organization has to select the best candidates serving with more experience in Hospitality
industries in order to meet the above financial estimates.
 The organization has to divide various activities and accordingly direct the staffs into their
areas of performance
 The selection process will be done through the online recruitment agencies which serve as a
better option for hiring the skilled individuals for the organization and according to the budget
allotted in the above estimates for recruitment (Williams and Horodnic, 2017).
 There will be proper training and development of the staffs in order to improve their work
efficiency and productivity as to ensure the returns on the invested amount as in the form of
high productivity of the employees.
 Employees will be divided in different shifts for the day so that there is no delay in the
working activities of the organization.
 Every employee group will be assigned a leader or a supervisor in order to monitor the
performance of the employees as well as maintain clarity among them.
Also write how task 5 will be achieved
30

Political - Economic factors UK January 2021-
 The main political regulations that will be imposed by the UK government will be restrictions
over the use of plastic materials and adding of chemicals in food by the catering industry (Joo-
Ee, 2016). Also, The Food Hygienic Rating Scheme which will enable the hygiene components
in the food and its ingredients and provide ratings to the food and will accordingly create
impact on the food catering organization of Turnbull and Baxter during January 2021.
Economic Factors of UK that will impact Turnbull and Baxter catering, in January 2021- Rise
in the amount of tariffs such as estimated tariff % on vegetables will be around 14%, on sugars
and honey it would be 50% and many other tariff additions to the types of food will create
major impact on the economic conditions of Turnbull and Baxter catering.
Ethos –
 The main culture and attribute of Turnbull and Baxter's organization workplace will be
objective oriented as to meet the estimates of all the financial statements. The culture will be to
provide extra responsibilities in order to achieve the financial target and to extort the expenses
incurred for training of the staffs.
Constrains –
The main constraints related to seasonality and forecasting objective for Turnbull and
Baxter will be the economic factors of the UK government as due to changes in inflation rates
the figures in the estimated cash flow budges may not be the same as being estimated now.
Also, different political regulations will serve as constraints for specialised staff training
objective which will include different employment and labour laws being implemented by the
UK government.
Key stakeholders –
The key stakeholders in this process would be the owners of the company, investors and
shareholders, financial advisories, finance departmental head as well as the board of directors,
employees, the HR manager and the newly hired candidates.
Legislation-
For the transparent and accurate financial disclosure is required by the stakeholders to
an organisation on which there has been various legislations and regulations which are required
31

to be considered such as Banking regulation 2019, Financial service and market act, 2000 and
Insurance company act, 1982.
TASK 6
CUSTOMER CARE
6-8 months /introduce the concepts of TQM for Turnbull’s through a pilot scheme
 Complaints procedure/ Devise a customer care balance sheet
To gain a better understanding of the impact of complaints, a customer balance sheet will be a
useful tool. It will tell the outlet how much business it has been losing both from customer
profiles who do not complain and from customers who are not satisfied with the method them
complains are overseen.
For instance, a postal survey can be used periodically to enquire customers how satisfied they
are with their recent experience, how many people they will tell if they were satisfied and if
they instead to use the services of the organization again as a result of their recent experience
(Rahimi and Gunlu, 2016).
The answers from the survey eventually could be utilised to establish a potential annual lost
sales formula (shown in figure 3.2).
If it will be analysed more in depth then first element sales will be lost from customers who
experienced problem and did complain but were not fully satisfied, they method how the
complaint or query was managed. (sales lost include sales lost from negative word- of- mouth
advertising, and sales lost from customer who will never use the service again).
The second element steams from customers who did experience the problem but did not
complain, and this, like the first element will include sales lost from negative word- of -mouth
advertising, and sales lost from customer who will never use the service again (Pirani and
Arafat, 2016).
From these two elements, sales that will be lost regardless via normal debilitation are detracted.
32

In this formulation sales extrapolated form positive word-of- moth advertising will not be taken
into consideration as the formula deals only with market damage rather than market
opportunity for the organization. In order to have a more accurate calculation the formula will
need to be applied over a logical period of loyalty of the customer profile (D'Annunzio-Green,
2018).
The final calculation then will take the total sales lost over that period of customer’s loyalty and
divided by the period of loyalty to approach at annual sales lost. For Turnbull’s this type of
customer care balance sheet would give support to management to implementing a system of
ongoing customer measurement that will enable employees within the organization to establish
how well they are performing and what will have to be addressed to implement the service
(Manning, 2018).
Customer profile
 / introduce a customer service quality measurement
system within the business
A simple method of quantitative research identified for Turnbull’s to measure service quality a
self-competition questionnaire distributed at the point of contact with the customer (Ram,
2018). A major benefit in delivering self-competition questionnaires at the point of contact with
customer is that they will demonstrate to both employees and customers that the organization is
serious about the service that it offers and customer’s opinions.
The cards available at the restaurant will have to be eye-catching to maintain high completion
rates.
The guidelines for implementing the questionnaire will include:
 Explaining the benefits of competition to the customer by making sure that the
objectives of the questionnaire are simple and clear (Neupane, 2015).
 Producing a questionnaire which can be easy to complete, ensuring the design is simple
in its layout and airy
33

 All the questions will have to short and allow a speedy competition
 It will have to leave space for additional comments if required however
 It will have to provide a space related to customer’s information e.g. post code and
email address
 Thanking the customer for their participation
Potentially this method could encourage a high response by offering a free drink on discount rate to
food for those who would complete the cards (Ahmed and et.al., 2015).
Internal Feedback tools/
 develop a problem-solving technique through the internal customer needs
It will be necessary to take an approach of process improvement in order to be more customer
focused. It will be important to analysed the internal customer needs, prioritise them and find a
solution to improve the services towards the external customers.
Cause-and-effect or Fish-bone diagram would be a useful tool to represent graphically feedback
and problems by the internal customers, listening to their inputs and outputs, and eventually
establish the list of activities that will have to be undertaken by the team to rectify the issue.
Each bone will represent causes of the problem and its head the effect. In this way the team
participants are able to see the whole issue rather than just its elements and determine the
relationships and parts of the problem. In this scenario communication will be the driving force
to tackle the issues effectively (Jones, Hillier and Comfort, 2016). This process of improvement
will be approached by providing a serious of 4workshops, be organized and spread throughout
the following month. (Figure 3.3 is an illustration of a multiple cause diagram for a
hypothetical problem of customer complaints in a restaurant)
Customer aftercare
 /introduce a customer after care letter program
It will be important to introduce an efficient and organized communication program to keep in touch
with the customers on a regular basis and increase the business tip of mind awareness with them. By
welcoming and encouraging their feedback the business will be deriving how important and how
special they are for the company.
34

HOW HAVE WE DONE SURVEY COVER LETTER
The company regularly will have to survey its customers at least once a month. This feedback survey
is interpreted as a tool which will pre-establish the customer’s importance to the company, and what
the customer from Turnbull’s service.
It will be necessary to word the cover letter in a way that will encourage response.
SAMPLE COPY FOR TURNBULL’S:
At Turnbull’s we are committed to offering you the best quality products backed up by a level of
service that sets the standards for the industry.
Your feedback is of enormous help to Turnbull’s in measuring how well we are meeting that
commitment (Chen and Lin, 2015). Whether the survey will return to Turnbull’s or not it is one
indication of how customers are important to Turnbull’s.
Other possible strategies identified for turn bulls can be identified as a quarterly newsletter program,
regularly promotional communication offering discounted items form the menu applicable to a
potential retention strategy or eventual deals e.g. a bottle of wine included in the meal for a special
occasion or celebration.
Constrains –
The main limitations will be the satisfaction of customers after the service being
provided, switching of customers to another restaurants, quality of food to be require by the
customers etc.
Key stakeholders –
This process will include customers and employees of customer care department of
Turnbull and Baxter catering as well as back office executives of the organization.
Legislation-
In relation with managing the quality od services on which there must be ascertainment
of several legislations by the professionals in the industry such as: ISO9000 and Food safety
act, 1990
TASK 7
MENU
3-5 months/Devise a menu planning criterion for the summer season 2019 (June-
35

July-August-September)
 Menu planning, (food description, dietary requirements, nutrition, vegan and vegetarian
considerations)/devise a food card menu proposal for the summer season
A LA CARTE MENU
Relevant to Turnbull’s the important factors that will have to be considered while assembling
the menu are:
 Listing under the course headings all of the items that will be prepared by the business
 All dishes being prepared to order
 Each item/dish has to be separately priced
 The card of menu will have to contain high cost seasonal food
 The card of menu will have to future dietary options, nutritional information/values,
alternatives considerations to meet and fish
The seasonal menu proposal system being provided by Turnbull’s will be focused on increasing the
interest of the consumer by proposing a combination of retro dishes and modern recipes relevant to the
local seasonal market requirements and customer needs (Williams and Horodnic, 2017). It also will
focus on increasing the average spending by the consumer and successively increasing the turn over
and profit for the business for the following seasons.
MENU DESIGN
The overall menu design will play a pivotal role when being attributed to the market location, it will
have to be neatly laid out, conform to its catchments area and it is important that the menu card works
with regards to the local competition within the shopping mall.
The menu will have to be easy to read and enable the consumer to roughly calculate how much they
will be inclined to spend. Also, it will to portray the service style that the customers should expect
(Figure 3.4).
36

This is a proposal sample menu to be adopted by Turnbull’s contains some evocative dishes, lighter
dishes and more delicate flavoured ones suitable for either a quick lunch break or a more casual dinner.
Vegetarian and vegan dishes also are incorporated in the menu offering a different option to the
consumer and the possibility to gather a broader consumer market (Joo-Ee, 2016).
Nutritional values are briefly explained underneath each dish through numerical value of calories.
It will be necessary to produce specification allergens recipe cards in line with each dish futured on the
menu and in agreement with the executive chef choice of ingredients and food processes (Figure3.5).
The spec cards will have to be placed in a secure place and accessible to subordinates and managers if
ever they will have to be consulted for clarification on what the customer requirements may be when in
the process of taking the food order. The executive chef will have to review the specification cards
periodically if any of the dishes/ingredients on the menu will ever be subjected to change
 Beverage menu/list/ develop a beverage menu proposal for the summer season
BEVERAGE LIST
The new wine menu and beverage list proposal for Turnbull’s will have to comply to the requirement
of licensing regulation (The new licensing Act 2003 24th November 2005 which can be found on the
UK government website- http://www.legislation.gov.uk/uksi/2005/2091/made).
The type of menu identified for Turnbull’s will be basically of two types – a large menu displaying
beverages and their prices which will be located at the side of the bar (Figure 3.6) and a small printed
menu which will be available on the tables of both bar and restaurant areas.
The two menu lists will feature the types of drink that normally will be served at Turnbull’s, the
beverage list will be set in a specific order listing draught beer; bottle beers and ciders; bottled and
draught soft drinks; bottled water; gin; tequila; rum; whisky; white wines; red wines; Port and Fine
Sherry whines; sparkling wines; liqueurs (Sönmez and et.al., 2017).
The layout of the small printed beverage menu that will be displayed at Turnbull’s will have to follow
the similar criteria as the food menu, the beverage menu will have to be accurate against the criterion
of general presentation, eligibility, form lay out, content and cleanliness (Figure 3.7).
37

The choice of brands will be concorded with the current trends e.g. we know that gin is becoming more
and more popular and featured on drink menus at any part of the day as part of its marketing campaign
in what marketers would refer to drinks that were popular in the past only to re-emerge once again on
the cocktail and drink menus (Rahimi and Gunlu, 2016). This could be a great tool to market different
segments and promote particular gin brands which may grab the attention of those market segments
e.g. flavoured gin or pink gin which are surely have been having a great success among these market
segments for the last few years.
MERCHANDISING
The efficiency by which menus are merchandised to consumers will have to aim at managing the
demand for the use of food and beverage potentials as well as influencing the selection of items and
thereby the sales mix of the business.
This method will involve the point of sales promotion of Turnbull’s using non-personal media, aiming
at influencing the customer’s behaviour in the short term (Pirani and Arafat, 2016).
It will be important at this stage that the point of sale merchandising of Turnbull’s will support its
advertising promotion campaign to succeed in achieving a sense of totality and consistency.
For instance, if Turnbull’s has been advertising speciality drinks or dishes for a particular week, these
must be available at the point of sale when the customer arrives at the outlet.
Menu clip-ons is the method identified for the outlet. It will be used in the restaurant to advertise
speciality items, special dish of the day or also it could be used on the wine list to promote a particular
wine and its provenience/region.
 Menu pricing/introduce a pricing model suited to the commercial undertaking
COST PLUS PRICING MODEL
Cost plus pricing will focus on taking the food cost element of the menu item and add a
predetermined mark-up or multiplier to obtained the desired return figures. For instance, this
could be a house wine where little further expenses will be experienced and the manager
38

directly multiplies the buying price e.g. by three, so the cost price of the wine is currently £5
selling price becomes £15 including or plus sales tax. It will be possible to obtain an accurate
estimate of the selling price by applying a set of multipliers (D'Annunzio-Green, 2018). This
simple pricing method will aid decision making when ordering from a supplier, or when the
chef or manager will have to make a quick purchase, it also predetermines the selling price
against the competitors and by how much the elements of food cost can fluctuate within the
market. (Figures 3.8) explains the two different dynamics of the cost-plus pricing model against
fixed budgeted percentages and variable budgeted percentages evaluating the most suitable
approach for Turnbull’s.
Constrains –
Main barriers will consist the prices of dishes, varieties of dishes available in menu,
ingredients of various dishes being mentioned in the menu and the structure of menu
mentioning the various dishes such as non-veg and veg dishes etc. These components acts as an
limitation to the menu designing process. The misrepresentation of information based on the
dishes, beverages as well as various offerings stated in the menu card would have negative
impact on business image. Consumer might feel cheated and which affects their satisfaction
with the business offerings.
Key stakeholders –
Customers, Chefs of the restaurant and the cost accountant of Turnbull and Baxter will
act as key stakeholder of this process. In accordance with planning for the menu card there
would have requirements of efforts from various stakeholders. The reviews, experiences as well
as decision made by them on the basis of analysing the market, competitor’s strategies as well
as current trend would be effective in developing an accurate, attractive and adequate menu
card.
Legislation-
designing the menu card which must consist of transparent detail, proper presentation of
dishes, their prices and ingredients it ios comprised on various factors such as The food Safety
(General food hygiene) regulations and Food Standards Agency (FSA)
39

TASK 8
SERVICE
3-5 months/implement production and service methods for the operation (going forward
rules and procedures) within 3 months
 Service method/ review the service flow method for the operation and create an employee
cross training program for the team
CROSS TRAINING
Before establishing an identified cross-training it will be important to consult an initial skills
audit for the employee. This will occur through the employee evaluation performance in (figure
1.9).
Most of the training will be focussed on implementing the skills required towards what is
considered a more tangible service e.g. all the processes that involve serving the guest within
the operation and these processes normally associated with FOH procedures (Ram, 2018).
The review system of service flow for Turnbull’s will have to adopt few changes in order to acquire a
service excellence towards the customer and be compliant to the successful service system already in
place at the other operation (Baxter’s).
The new method will involve cross training. The Turnbull’s FOH servers will have to acquire
the same service methods and skills that the other outlet provides with great proud and be able
to apply the same methods of service to Turnbull’s. The cross training will undergo via a
workplace mentoring provided by the managers, supervisors and informal training provided by
the subordinates/assistant from the food and beverage department of Baxter’s. This will be a
more in depth training providing the essential skills required in a restricted time frame and with
the actual operational potential at its best (Neupane, 2015).
40

It will be a one-month program where all FOH team from the new outlet will have to
undertake. The processes that will involve direct and practical training which will be monitored
by management will also be recorded to the training logbook (figure 1.8).
The new program from the Turnbull’s FOH team will provide the following trainings:
 Complete orientation and be aware of front of house policy and procedures in operation
at Turnbull’s (SOP FOOD AND SAFETY HIGHGYENE -HEALTH AND
SAFETY MANUAL APPENDIX 1.4-1.5)
 How to greet and welcome guest at Turnbull’s
 Inform guests in regards with special offers and menu changes
 Make recommendations and methods to up-sell effectively
 Be able to answer questions about product knowledge and other functions and services
provided by the operation
 How to take food and beverage order from customers
 How to enter orders in the system (POS system)
 Delivery procedures (according the current restaurant service style methods) food and
beverage to guests in service and timely matters
 How to perform side work
 Food production methods /research an adequate conventional food production method
for the operation prior to implementation
The new method of food production for the operations will need to prioritize the health and
hygiene procedures, efficiency and speed of service within the kitchen department (Ahmed and
et.al., 2015).
A most appropriate method identified for Turnbull’s to achieve all the above objectives has
been identified as the sous vide cooking method.
The sous vide method allows to cook at low temperatures for a long time without altering the
flavour and maintain all the moisture for the product guaranteeing a line of consistency cooking
41

through even heat distribution for all the products that will be cooked by using method. Some
of the benefits of cooking sous vid will include:
 Pasteurization of the product and safe from food borne contaminants caused by
biological pathogens
 Organised working store units (cold units) as the product comes sealed before being
cooked this will allow the cold unit to be more organized shelves and have a more stock
rotation.
 Extended shelf life, the product can be quickly cooled and frozen then thawed and
reheated
 It will help minimize food wastage by preparing individual portions, in addition to that
the Clifton water of the sous vide is proved to use less energy if compared to gas or
electricity ovens
For sous vide process explained see (chart figure 3.9 in the appendix).
NB: All the practices stated in the SOP for Turnbull’s will have to be undertaken
regardless (see SOP 1.5 in the appendix)
 Technology/implement a more advanced EPOS system for the operation
The new point of sale system that will be introduced for the operation is a new hand-held
software device identified as a tablet which will allow the waiters to be more efficient in terms
of speed of service and communication to the kitchen area.
In this way the order will be transmitted directly to the kitchen (where it will integrate with
kitchen automation technology) without having the waiter to run over the kitchen with the piece
of paper. In this way food preparation can commence promptly and no one in the kitchen will
have to spend time interpreting the check and every one can be sure that the food order is
accurate.
42

In stead of running back and forth the server will have more time to engage with the customer
and reduce on waiting times (Jones, Hillier and Comfort, 2016). The result will be a better
customer experience based on accuracy and rapid service.
Constrains –
Positive response from the customers, behaviour of staffs, consumer choices and
demand for taste in a particular dish, Improper training of the staffs will act as an limitation for
this process by Turnbull and Baxter.
Key stakeholders –
Training department and the human resource manager, customers and the executive
staffs that will act as a key stakeholder in the above process.
Legislation-
There can be influences of various laws and regulation such as Licensing Act 2003,
Health and Safety at work Act, 1974 and Safety Representative and Safety committees
regulations 1977.
TASK 9
MARKET ANALYSYS
6-8 months/research a market planning strategy within 4 months
 Market segmentation/ identify the potential market segments for the operation through
behaviour segmentation
BEHAVIOUR SEGMENTATION BASED ON LOYALTY
This example of behavioural segmentation identified for Turnbull’s provide in insights which the
operation will be targeting the market segment with by using a loyalty program that will have to be
introduced for the summer season (Williams and Horodnic, 2017).
The strategy core driving force will be based on the provision of excellence experience through which
could be possible to retain new customers.
43

The strategy identified will consist of providing a loyalty card that will provide the possibility to
gratitude and reward the loyal customer with a free course and a glass of wine.
By monitoring the usage of the data based on strategy loyalty it will be possible to have a quick
response on what market segmentation the operation will have to focus on. This does not preclude that
“buying on occasion behavioural segment” cannot be loyal to the organization (Joo-Ee, 2016). The
way the loyalty card could be adapted to the Buying on occasion segment is via promotion of product.
The loyalty cheem will gather information of customer profiles within the local market this can include
customers that are not on the scheme database and will be potential buying on occasion profiles. A
principle that could be introduce which will consist of “if you are a new customer you are eligible to
ten percent discount on your first meal “. This method may not guarantee the consumer return and the
possibility to retain them but it certainly will help to build a wider database of guests.
 Market research/review the organisation methods relevant to the collection, analysis and
storing of information both internal and external for the operation
The new review system will be base merely on the use of secondary research to collect, store and
analyse the information relevant to the operation (Sönmez and et.al., 2017). Primary research it could
be identified as a more accurate step towards the market analyses but this method will be according to
consideration time consuming and more expensive.
The gathering and collecting secondary information will highlight information that was previously
been collected within the organization internally (Rahimi and Gunlu, 2016). The review system will
aim at highlighting the number of areas that have stored information which will be useful to the market
research.
The areas identified for the operation are:
 Reservation made in the restaurant, recording client and contact name, telephone number and
address, method of reservation, frequency of usage and special discounts given
 Sales records, identifying products, quantities sold, average spends, methods of payment (card
cash transactions)
44

 Staff meeting and HOs held between management, and management and subordinates
 Positioning/identify a positioning strategy for the operation through branding
Branding will aim at creating an emotional connection with the customers and sets the
operation apart from all the rest (Pirani and Arafat, 2016). The action of creating connections
with the consumer will occur through strategies that are not base on policy action but are based
consumer reactions.
Mostly the strategies or methods of influencing the targeted audience behaviour will take place
via social media and this have been identified as:
YELP AS SOCIAL MEDIA MEAN OF COMMUICATION
Since its dispatch in 2004, Yelp has picked up a notoriety for being the main Internet
rating and audit website (D'Annunzio-Green, 2018). This implies that the business
ensured to get checked on regardless of whether it does not have an account
Ensure that the operation is listening to and taking an interest in the discussion by
reacting mindfully to all surveys, both positive and negative.
ENGAGE THE AUDIENCE BY SHARING THEIR USERS GENERATED CONTENTS
It will be important to share the photos they take and like them via web-based social
media to make the customer feel special (Manning, 2018). Thus, it demonstrates the
amount you value Turnbull's clients and furthermore adds an individual viewpoint to the
Turnbull’s image.
UP TO DATE ONLINE MENU
With regards to choose time, most of buyers use menus to enable them to choose where
to dine. It will be critical that Turnbull's menu is effectively found on its website and
other online platforms (Ram, 2018). It will be important to incorporate top notch,
mobile friendly options across numerous sites. Seasonal menus will have to up to date
45

and the use of tools like Open Menu in the event that the task need assistance with the
structure and social advancement will be taken into consideration.
CONDUCT A QUALITY CONTROL CHECK TO MAKE SURE YOUR ONLINE INFORMATION
IS CORRECT
It's nothing unexpected that 89 percent of buyer’s research about a catering outlet online before
dining (Neupane, 2015). This is the ideal opportunity to guarantee the data they find is right. it
will be crucial to check data and direct a quality control check of other basic data, for example,
your location, telephone number, hours, the present menu.
 Advertising/devise an advertising campaign strategy and type of advertising to be used
DIRECT MAIL AND EMAIL
This method will involve communicating by post to new and potential customers, past and
well-established customers. it will involve the direct mailing of personalised brochures,
personalised letters and leaflets (Ahmed and et.al., 2015). this method of advertising has been
identified as most appropriate for a operation like Turnbull’s because it offers many advantages
as:
 Specific customers can be targeted
 Direct mail system will be easy to introduce
 The feedback from targeted consumers will be relatively prompt and easy to appraise
 It will be a cost-effective method of advertising to respectively targeted groups of
buyers with very little wastage
Constrains –
Methods of market research, Irrelevancy of the data being collected, inaccuracy of the
data being collected, time factor etc. will serve as a limitation to the research process that will
be initiated by Turnbull and Baxter catering. Along with this, there have been requirement of
selecting an adequate medium through which business must promote their services. Including
social media, offline marketing, mouth publicity etc, the improper advertisement as well as
46

unclear presentation of services which are being offered by the organisation would have
negative impact on attaining the goals at the right time.
Key stakeholders –
Research and marketing team, customer care team department, customers of Turnbull
and Baxter catering and the competitor restaurants will act as a key stakeholder in the Market
research process being initiated by the organization.
Legislation-
there must be consideration of legislations such as The Licensing Act 2003, Health and
safety act, 1974.
TASK 10
SUSTAINABILITY
3-5 months/ devise a sustainability policy for the operation going forward rules and
procedures
 Calculating menu’s carbon footprint/research methods to reduce the carbon footprint
for the catering operation
This area mostly will involve all the methods and rules that the operation will have to adopt to
provide more sustainable food in constant changing environment.
To reduce the carbon footprint, it will be necessary to create a general awareness among the
staff and this can occur through mini seminars and the provision of written rules and
procedures to follow to educate the team (Chen and Lin, 2015). Few important steps will have
to be introduced.
It would be crucial to propose more vegetarian and vegan options to be incorporated on the
menu seasonally, As evinced a meat lover consumer will have the highest carbon footprint
about 3.3 tons of greenhouse gas emission whereas a consumer with a vegetarian or vegan diet
47

will have the lowest carbon footprint at 1.5 tons CO2e (Carbon Dioxide Equivalent), see chart
(figure 4.1).
Another implementation could be identified as the stock rotation of products, by not the
refrigerating unit full of products will allow a better sustainable strategy and a quick
consumption of the product for getting more accurate and sustainable purchasing strategy,
supporting local farms and offer fresher seasonal ingredients on the menu.
 Reducing wastage and packaging/introduce an action plan with targets and
responsibilities
APPROACHES TO WASTE LESS FOR THE OPERATION:
Review stock management and sustenance conveyance forms for food products with a short
shelf life. This can be a basic method to decrease deterioration squander.
See approaches to improve menu planning just as giving clients progressively decision. For
instance, offer clients the decision of various portion sizes for example smaller portions you
could offer a refill/second aiding; and consider offering clients choices for side dishes so they
can order what they prefer and won't leave the food on the plate. Redistribute surplus
sustenance to local charity organizations, where conceivable (Williams and Horodnic, 2017).
Note: donations must agree to sanitation enactment. Train staff with the goal that they know
about what they can do to help lessen nourishment squander.
Offer doggy packs/boxes to buyers, where suitable. Look at the Love Food Hate Waste asset
pack for further guidance.
48

RIGHT PROCEDURES FOR PACKAGING
Assumes a fundamental job in securing and saving food and beverage all through the supply
chain. Providers might most likely help you oversee packaging, for instance by:  utilizing
returnable and re-usable transit packaging for example for leafy foods;  utilizing providing
food packs which can result in less packaging per unit of item, yet just if this won't make
sustenance squander on the grounds that item isn't utilized before it leaves date (Joo-Ee, 2016).
Utilizing re-usable bundling as well as serving drinks on tap, for example refillable beverages
bottles, wine in carafes; and  enhancing bundling, for example lighter weight bottles.
IGHT PROCEDURES FOR WATEGA CONTAINERS
Erroneous sorts and quantities of bins can prompt the wrong waste going in the wrong
containers, for example, recycling going in with general waste. Modifying the size of bins or
the recurrence that they are gathered can likewise set aside some cash. Having information on
how much waste is going to landfill, being reused or going to anaerobic processing will
comprehend current dimensions of recycling. This data would then be able to be utilized to
recognize further chances. Screen how this progression all the time.
STAFF WARENESS
Connect with staff to reuse more by helping them to comprehend which waste goes in which
container (Sönmez and et.al., 2017). It is key for staff to 'purchase in' to activities with the goal
that they see the advantages. This will energize support and help increment recycling rates.
Sustainable purchasing/ TO BE COMPLETED
Constrains –
Machines and equipments such as microwave, refrigerators and chimneys that utilizes
more energy and cause more damage by releasing various pollutants in air and use of artificial
flavours in dishes that may harm the health of people act as the main constraints to
sustainability process by Turnbull and Baxter catering.
49

Key stakeholders –
Kitchen staffs, departmental head and the manager as well as government will act as
role of key stakeholder in the sustainability process being initiated by the organization.
50

APPENDIX
……………………………………………
…………………..
1.1
1.2
51

52

1.3
53

1.4
Health and safety policy manual
1.5
SOP FOOD SAFETY AND HYGIENE
54

1.6
EMPLOYEE CODE OF CONDUCT
55

1.7
Recruitment policy
56

1.8
ExcelTrainingTracker.xlsx
57

1.9
Evaluation appraisal form see document
gd2 appraisal.docx
58

2.1 induction checklist
induction checklist.docx
59

2.2
( figure 2.2 shows a list of quality standards objectives )
60

2.3
(appendix 2.3 vision and values)
61

2.4
62

2.5 elements of cost
63

TOTAL
COST
80%
MATERIALS 30%
SALES
100%
LABOUR 30%
OVERHEADS 20%
NET PROFIT 20%
2.6
64

2.7
65

2.8
2.9
66

3.1
67

3.2
CUSTOMER COMPLAIN BALANCE SHEET
68

3.3
FISHBONE DIAGRAM
69

3.4
Extract of A la carte menu proposal for Turnbull’s
3.5
70

3.6
Draught Beer Gin
Belhaven Best 3.60 Tanqueray £2.80
Belhaven Black 3.90 Tanqueray no.10 £4.30
House Lager 3.80 Edinburgh Gin - £3.30
71

Stella Artois 4 4.10 Caoroun £3.30
Innis & Gunn Lager 4.75 Hendricks £3.00
Bottled Beers & Ciders Pickering’s £3.30
Harviestoun - Schiehallion 4.00 The Botanist £3.30
Harviestoun - Bitter & Twisted 4.00
Harviestoun - Broken Dial 4.00 Vodka
Harviestoun - The Ridge 4.00 Ketel One £2.80
Innis & Gunn - Original 4.40 Ketel One - Citroen £3.20
Innis & Gunn - Rum Finish 4.40 Grey Goose £3.90
Estrella Damm 4.00 Grey Goose - L'Orange £3.90
Corona 3.80 Grey Goose - Le Citron £3.90
Pilsner Urquell 4.00 Grey Goose - La Poire £4.30
Zubrowka £2.90
Thistly Cross Original 4.50 Crystal Head £4.20
Magners Original 330ml 4.00
Rekoderlig Strawberry & Lime 5.00 Tequila
Soft Drinks Don Julio - Blanco £4.80
Bottled Don Julio - Anejo £5.60
Coca Cola 1.80 Patron - Anejo £6.50
Diet Coke 1.80 Patron XO Café £3.50
Lemonade 1.20
Ginger Beer 1.80
Schweppes Indian Tonic 1.20 Rum
Schweppes Slimline Tonic 1.20 Pampero - Blanco £2.80
Pineapple Juice 1.30 Pampero - Anejo £3.20
Tomato Juice 1.30 Diplomatico - Blanco £3.60
Bitter Lemon 1.20 Diplomatico - Reserva £3.20
Canada Dry - Ginger Ale 1.20 Angostura 1919 £4.95
Glass
Orange Juice 1.80 Whisky
Apple Juice 1.80 Ardbeg £4.20
Cranberry Juice 1.80 Auchentoshan £4.95
Bottled Water Balvennie 12 £4.00
Strathmore Sparkling 330ml 1.80 Balvennie 14 £5.50
Strathmore Still 330ml 1.80 Bunnahabhain 12 £3.90
Strathmore Sparkling 750ml 3.60 Bruichladdich Laddie Ten £4.00
Strathmore Still 750ml 3.60 Glengoyne 10 £3.60
Glenmorangie £3.80
Liqueurs Glenkinchie 12 £4.00
Chambord 2.70 Lagavullin 16 £5.30
Fraiser of Scotland 3.25 Laphroaig Quarter Cask £4.00
Disaronno 2.80 Haig Club £5.50
Baileys 50ml 3.60
Baileys Chocolat 50ml 4.95 Monkey Shoulder £3.00
Grand Marnier 3.50 Jack Daniels £2.70
Cointreau 2.80 Makers Mark £3.00
Edinburgh Gin Raspberry 2.80 Bulleit Bourbon £3.20
Edinburgh Gin Plum & Vanilla 2.80 Woodford Reserve £3.20
Edinburgh Gin Rhubarb & Ginger 2.80
Edinburgh Gin Elderflower 2.80
Red wine bottle 175 ml 250 ml
Highveld Merlot/Shiraz Western South £16.95 3.95 5.70
72

Cape Africa
Candidato Tempranillo La
Mancha
Spain £17.95 4.20 5.90
Santa Luz Merlot 'Alba' Valle
Central
Chile £17.95 4.20 5.90
Three Pillars Cabernet
Sauvignon
South
Australia
Australia £17.95 4.20 5.90
Les Vignerons
Grenache/Pinot Noir
Vin de
France
France £19.95 4.70 6.70
Kleinkloof Pinotage Paarl S Africa £22.50 5.30 7.5
Gran Hacienda Carmenère Valle
Central
Chile £22.50 5.30 7.5
The Accomplice Shiraz SE
Australia
Australia £22.95 5.50 7.65
White Wine bottle 175 ml 250 ml
Highveld Chenin/Sauvignon
Blanc
Coastal
Region
South
Africa
£16.95 3.95 5.70
Dea del Mare Cataratto/Pinot
Grigio
Sicily Italy £17.95 4.20 5.90
Santa Luz Sauvignon Blanc
'Alba'
Valle
Central
Chile £18.95 4.50 6.40
Three Pillars Chardonnay South
Australia
Australia £18.95 4.50 6.40
Kleinkloof Chenin Blanc Paarl S Africa £18.95 4.70 6.70
Les Vignerons
Vermentino/Colombard
Vin de
France
France £19.95 4.70 6.70
Camino del Sur Verdejo DO Rueda Spain £21.95 5.20 7.60
Baron Philippe Rothschild
Viognier
Pays DOC France £23.95 5.40 7.50
Sparkling Wine Glass 175 bottle
Peñascal Clásico Rosado (Pétillant) Valladolid Spain £5.79 £22.50
La Delfina Prosecco Spumante DOC Veneto Italy £7.09 £24.95
Baron Albert Tradition Brut
Champagne
Champagne France £15.02 £39.95
Joseph Perrier Cuvée Royale Brut Champagne France £22.31 £59.95
Rose wine bottle 175 ml 250 ml
Highveld Shiraz Rosé Western
Cape
South
Africa
£16.95 3.9 5.65
Baron d'Arignac Syrah Rosé IPG Oc France £18.95 4.50 6.70
S T A T U T O R Y I N S T R U M E N T S
73

2005 No. 2091
LICENCES AND LICENSING
The Licensing Act 2003 (Second appointed day) Order 2005
Made
27th July 2005
Laid before Parliament
29th July 2005
Coming into force
24th November 2005
3.7
74

3.7
75

3.8
MANAGER ONE example 1
In the first example it is possible to identify that the manager has budgeted for a 33% food cost and has taken the
secure direction to achieve that goal by setting the pricing on each of the individual menu dishes in order to achieve
the same percentage. In this firsts scenario no matter what the consumer will order, most likely his food cost will
result to come in on budget.
EXAMPLE 1
MANAGER TWO example 2
The second manager in the second example has used a different approach to menu pricing. utilizing the same menu
dishes but increasing the price on the sea bass by £3 decreasing the price on the lamb by £12 the natural response of
the customer was for them to buy less sea bass and more lamb. The food cost percentage has gone up to 40% as well
as the profit. In this second example the managed has deposited more money in the bank nonetheless the food cost
come in at five points higher if compared to the first example.
EXAMPLE 2
76

It clearly can be evaluated that the second example concentrates more on achieving a tangible profit margin in
terms of money and not just percentages
3.9 sous vede process
77

4.1
78

REFERENCING
http://www.efqm.org/en/Home/TheEFQMExcellenceModel/TheCriteria/tabid/392/Default.aspx
http://bestpracticeforum.org/excellence-through-people.aspx
http://www.hse.gov.uk/managing/delivering/do/index.htm
https://hospitalityulster.org/hospitality-news
https://hospitalityulster.org/search.html
https://hbr.org/1971/07/how-to-choose-the-right-forecasting-technique
https://www.etag.org.uk/wp-content/uploads/2014/05/EDINBURGH-2020-The-Edinburgh-Tourism-Strategy-
PDF.pdf
https://www.hospitalitynet.org/opinion/4079842.html
https://setupmyhotel.com/train-my-hotel-staff/how-to-define-sop-in-hotels.html
http://doras.dcu.ie/19525/1/Colin_O'Connor_20130731093234.pdf
https://blog.oxfordcollegeofmarketing.com/2014/11/04/the-impact-of-micro-and-macro-environment-factors-on-
marketing/
http://www.jsr-iimt.in/freesample/Organisational.pdf
http://www.receptionacademy.com/uploads/files/staff-recruitment-selection-policy-and-procedure.pdf
http://www.hse.gov.uk/catering/index.htm
http://www.acas.org.uk/index.aspx?articleid=1566#support
https://www.food.gov.uk/
http://www.torbay.gov.uk/media/9853/sous-vide-guidance.pdf
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https://www.foodnewsfeed.com/technology?page=1
REFERENCES
Books and Journals
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quality assurance. 28(1). pp.40-54.
Chen, M. H. and Lin, C. P., 2015. Understanding corporate philanthropy in the hospitality industry. International
Journal of Hospitality Management. 48. pp.150-160.
D'Annunzio-Green, N. A., 2018. Is talent management a strategic priority in the hospitality sector?. Worldwide
Hospitality and Tourism Themes. 10(1). pp.2-130.
Jones, P., Hillier, D. and Comfort, D., 2016. Sustainability in the hospitality industry: Some personal reflections
on corporate challenges and research agendas. International Journal of Contemporary Hospitality
Management. 28(1). pp.36-67.
Joo-Ee, G., 2016. Minimum wage and the hospitality industry in Malaysia: An analysis of employee
perceptions. Journal of Human Resources in Hospitality & Tourism. 15(1). pp.29-44.
Manning, L., 2018. The value of food safety culture to the hospitality industry. Worldwide Hospitality and
Tourism Themes. 10(3). pp.284-296.
Neupane, R., 2015. Effects of coaching and mentoring on employee performance in the UK Hotel
Industry. International Journal of Social Sciences and Management. 2(2). pp.123-138.
Pirani, S. I. and Arafat, H. A., 2016. Reduction of food waste generation in the hospitality industry. Journal of
Cleaner Production. 132. pp.129-145.
Rahimi, R. and Gunlu, E., 2016. Implementing customer relationship management (CRM) in hotel industry from
organizational culture perspective: case of a chain hotel in the UK. International Journal of
Contemporary Hospitality Management. 28(1). pp.89-112.
Ram, Y., 2018. Hostility or hospitality? A review on violence, bullying and sexual harassment in the tourism and
hospitality industry. Current Issues in Tourism. 21(7). pp.760-774.
Sönmez, S. and et.al., 2017. Complexity of occupational health in the hospitality industry: Dynamic simulation
modeling to advance immigrant worker health. International Journal of Hospitality Management. 67.
pp.95-105.
Williams, C. C. and Horodnic, I. A., 2017. Regulating the sharing economy to prevent the growth of the informal
sector in the hospitality industry. International Journal of Contemporary Hospitality Management. 29(9).
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