Commercial Cookery: Profiling Restaurant and Customer’s Needs and Expectations

This article discusses the importance of obtaining customer information for the optimum functioning of a commercial business such as a restaurant. It also provides a detailed customer profile and a staff training plan for the restaurant industry.

Running head: COMMERCIAL COOKERY
COMMERCIAL COOKERY
Name of the Student:
Name of the University:
Author note:

1COMMERCIAL COOKERY
Assessment 1: Short Answer Questions
Task One: Profiling Restaurant and Customer’s Needs and Expectations
1. For the optimum functioning of any commercial business, obtaining information lies at
the forefront. Conducting numerous meaningful feedback procedures along with
additional procedures forms the cornerstones of gathering information of a restaurant’s
possible clientele, and paves the way for providing directions in formulating an
appropriate program for customer service (Celuch, Robinson and Walsh 2015). The
various ways through which a commercial business such as a restaurant can obtain
information about their customers are: customer satisfaction surveys, order forms,
warranty cards, enquiries, customer rewards program, feedback cards, customer
competitions and most importantly monitoring the website of the concerned business
(Ordenes et al. 2014). Order forms are convenient methods to collect information on
customer preferences since they allow customers to order food items which may
otherwise be unavailable due to lack of supply (Witell, Gustaffson and Johnson 2014).
Recording the details when customers enquire about a business is an additional method
which not only projects client preferences but also gives an opportunity for the business
to relay information about their restaurant (Stelzer et al. 2016). Another convenient way
of the collecting information is through issuing of warranty cards for specific services.
Conductance of feedback procedures is considered an optimum method for collecting
customer information, which can be done through performance of customer satisfaction
surveys (Radojevic, Stanisic and Stanic 2015). An additional salient method of collecting
customer information is through the regulation and monitoring of the commercial website

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run by the restaurant. This can be done through observation of an ‘contact us’ section, or
prompting customers to sign up or enter their details if the business is engaged in
releasing important updates and information about the restaurant. Additional informal
procedures which would increase customer engagement as well as allow collecting of
information are customer rewards program or competitions (Berezina et al. 2016). Lastly,
recording and monitoring of customer complaints continue to be one of the key methods
of collecting customer information, as this will highlight not only the client’s preferences,
but also the functioning of the restaurant staff for resolution of the complaint (Jin, Ji and
Gu 2016).
2. Restaurant profile: Silks at Crown Melbourne: If you’re in the mood for indulging in
the luxurious flavors of China, then look no further than ‘Silks’ at Crown Melbourne.
Nestled comfortably in the Crown Entertainment Complex, resembling a cozy tea-house,
Silks guarantees to send your taste buds in a tizzy of fascination and luxury, through an
extravagant collection of authentic Chinese recipes, ranging across various regions such
as Northern China, Shanghai, Canton and Sichuan. Walk in to be generously greeted with
a warm welcome from the staff, as the soft murmurs of the characteristic trickling water
fountain at ‘Silks’ fill the atmosphere with subtlety and sophistication. Be guaranteed to
be transformed in to a world of extravagance, with the exquisite mansion-like interiors of
the restaurant, strewn with furniture flushed with chocolate tones placed spaciously upon
the lush carpet flooring over-filled with warming hues of caramel, gold and coffee. And if
this was not enough, your eyes are in for a treat with the intricately designed crockery,
golden hued chopsticks and heavily embroidered table wear, fit for fine dining. With a
extensive plethora of Chinese dishes spanning across the four regions, the restaurant also

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prides itself in its exquisite collection of teas leaving you absolutely spoilt for choice.
Armed with an expansive area of five private banquet halls, amidst a backdrop of the
glorious Yarra river from the Sydney skyline, ‘Silk’s is the perfect sport for luxury for
hosting events, with a capacity to accommodate almost 50 people in each section.
Further, if you have a penchant for dining outdoors, Silks has got you covered as well,
with their glamorous Mongolian tent setting. The restaurant also offers ambient parking
space along with the opportunity to engage in dining at their featured waterfront.
3. For the purpose of enhancing the popularity and reach of any business, it is imperative for
company managers to ensure customer satisfaction through the deliverance of quality
products and services, tailor-made to fit the customers’ needs and interests. Hence, for the
fulfillment of this purpose, obtaining customer information is of utmost importance.
Apart from obtaining information through the methods outlined previously, business
nowadays rely heavily on the formulation of a customer profile (Christensen et al. 2016).
Optimum customer profiling includes creation of an avatar or assumed background
profile of a client, upon consideration of key generalized preferences, such as their likes
and dislikes, preferences, desired usage of social or mass media and demographics. The
formulation of customer profiles allows a restaurant to create, implement and execute
salient products and services which may be tailor-made to suit the client’s assumed
preferences (Walters and Bekker 2017). Hence, for the optimum functioning of the
chosen restaurant ‘Silks’ at Crown Melbourne, we can consider a customer profile of 4
key customers. The first two types of customers will include the ‘early bird’ and ‘late
night’ type. Early bird customers will mostly comprise of busy employees and working
professionals, characterized by functioning during tight occupational schedules and

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deadlines. Such customers would engage extensively in the indulgence of quick
appetizers, soups or breakfast platters served in the morning, empowered by speedy
services and reasonable budgets. The late commuter customers would include clients
indulging individually or with a friend for a quite late evening moment, savoring tasty
appetizers and snacks and swayed heavily by the alcoholic and non alcoholic beverage
menu of the restaurant. These two types of customers would contribute little yet
significant amounts of revenue to the restaurant due to their limited food and drink
selection. The restaurant would generate maximum revenue from seasonal, family-based
customers, who are characterized by family dining and extensive food selection due to
their mood to celebrate as well as experiment. Lastly, a one-time, banquet type customer
profile would include customers who are engaged in hosting extensive celebrations by
exploiting the expansive banquet menu and services of Silks. Each of these customer
profiles would outline unique expectations and preferences as outlined in the following
customer profile.
4. Detailed Customer Profile (As designed by the Author)
Early Bird Late Commuter Seasonal Dining One-time
Banquet
Description Frequent visitors,
Limited spending
and food
selection
Frequent visitors
after late evening
hours, limited
spending and
food selection
Families with
children, middle
age customers
Recently married
couples,
individuals
hosting kitty
parties, business
meetings
Demographics Primarily
employees, 25 to
50 years old
Primarily
employees,
retired
individuals, loyal
patrons, 25 to 60
years old
40 to 55 years
old, or extensive
families with
children
25 to 40 years
old
Customer Rapid staff Relaxed Fine dining, Quick, attentive

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Expectations service, easy-to-
eat finger foods,
appetizers,
soups, subsidized
breakfast platter,
single seating
availability
ambience, staff
should possess
accurate
information
about a range of
beverages,
extensive alcohol
and appetizer
selection,
comfortable
single seating
availability,
preferably with
music or isolated
bar sections
expansive family
seating
availability,
spacious and
comfortable
ambience,
humble and
polite staff
service with
good knowledge
of seasonal
specialties.
and flexible staff
service, large
seating
availability,
exciting and
entertaining
ambience,
expansive
banquet menu
and choices
Marketing
Strategy
Flyers, banners
at sidewalks,
handing out
coupons or
business cards
before leaving
Business cards,
provision of
loyalty rewards,
Emails, social
media
promotions,
flyers or banners
Emails, social
media
advertisements,
television
commercials,
newsletters
Mass Media
Promotion
Cellular
messages,
emails, restaurant
application
software (if any)
Cellular
messages,
emails, social
media page
notifications,
restaurant
application
software (if any)
Emails,
Messages,
Detailed
brochures with
pictures,
Business cards
Social media
applications,
emails, cellular
messages,
business cards,
detailed
brochures with
pictures
Task Two: Training Plan
After documentation of the key customer profiles of expected clients, a potential
commercial business, such as a restaurant can now consider these key inputs for the output of
products and services which would be customized to suit the needs of the profiled individuals
(Paek and Lee 2018). Restaurant staff and employees who are well trained will positively
contribute to enhancing the popularity of the business, through optimum handling of client’s
doubts and complaints, thorough explanation of key products and services and ensuring

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satisfaction through quick and flexible services. Hence, formulation of training plan is
imperative for fulfillment of the above. Considering the varied workforce of a restaurant, the
training plan should fit the unique requirements of novel as well as existing employees along
with chefs (Rosalin, Poulston and Goodsir 2016).
Staff Training Plan (As Designed by the Author)
Training Title: Advise customers about new products/services/personalization
Objectives:
1. To adequately train new staff about company objectives and policies, key products and
services
2. To enhance existing knowledge of experienced staff and train them to further supervise
the training of new staff
3. To educate suppliers on company policies and key ingredients for seasonal availability
Restauran
t Staff
Type
Key Points Instructional
Method
Competency Resources
New
Employees
 Familiarize
new
employees
on company
foundational
history,
goals,
objectives,
principles
and menu
 Familiarize
new staff
with
restaurant’s
customer
profiles and
unique
client needs,
preferences
and styles of
services
 Train new
employees
on
appropriate
Conduct orientation
program using
visual, auditory and
kinesthetic resources
(Red and Henley
2015).
Assess
competency
through
customer
feedback, 360
degree
appraisal
procedure,
written or
demonstrative
assessments,
usage of
employee
rating scales
(Hatlenes and
Eikeseth 2017).
 Didactic
sessions,
projectors
and
screens for
visual and
auditory
modes of
communic
ation
(Bailey et
al. 2014).
 Provision
of training
manual or
brochure
with
detailed
written
instruction
s (Tracey
et al.
2015).
 Provision
of

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customer
complaint
managemen
t and
handling
and
recording of
customer
enquiries
 Train new
employees
on how to
adequately
assist
experience
staff
members
restaurant
equipment
for
kinesthetic
form of
learning
such as
such as
serving
apparel,
crockery
and
cutlery for
table
service
and
conductan
ce of mock
customer
enquiries –
conducted
by
experience
d
restaurant
staff, chefs
and
managers
(Ayala et
al. 2016).
Experienc
ed
Employees
 Enhance the
knowledge
of existing
staff
members
about
revised
company
rules and
regulations
 Instruct
experienced
staff to
formulate
novel or
modified
 Conductance
of group
discussion
sessions to
also engage
existing staff
in the
decision-
making
process (Reed
and Henley
2015).
 Involvement
and
engagement
of
 Assess
compete
ncy
through
360
degree
appraisa
l and
custome
r
feedbac
k
(Hatlene
s and
Eikeseth
2017).
Detailed manual
of information
considering
revised company
rules, regulations,
policies, needs
and changing
customer profiles
(Tracey et al.
2015).

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customer
profiles for
expansion
of existing
customer
profile
 Instruct
experienced
staff to
conduct
customer
feedback to
obtain novel
information
for further
improvemen
t
experienced
staff in the
training of
new members
(Radke et al.
2017).
 Assess
compete
ncy
through
conduct
ance of
Behavio
rally
Anchore
d Rating
Scale
for
evaluati
on of
specific
staff
activitie
s such
as
teamwo
rk
perform
ance,
punctual
ity,
frequen
cy in
particip
ation
and
contribu
tion to
compan
y
decision
making
(Martin-
Raugh
et al.
2016).
Chefs Inform and update
chefs on key foods
and beverages
preferred most by
specific customer
profiles
 Conductance
of group
discussion
sessions to
also engage
existing staff
 Assess
compete
ncy
through
360
degree
Detailed manual
of information
considering
revised company
rules, regulations,
policies, needs,

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in the
decision-
making
process
(Radke et al.
2017).
 Involvement
and
engagement
of
experienced
staff in the
training of
new members
(Reed and
Henley
2015).
 Conductance
of auditory,
visual and
kinesthetic
presentations
for imparting
education on
required
restaurant
recipes,
ingredients
and staff
preferences
(Radke et al.
2017).
appraisa
l and
custome
r
feedbac
k
(Hatlene
s and
Eikeseth
2017).
 Assess
compete
ncy
through
conduct
ance of
Behavio
rally
Anchore
d Rating
Scale
for
evaluati
on of
specific
staff
activitie
s such
as
teamwo
rk
perform
ance,
punctual
ity,
frequen
cy in
particip
ation
and
contribu
tion to
compan
y
decision
making
changing
customer profiles
and new
ingredients and
recipes required to
suit the changing
needs of the
clients
(Charlebois,
Creedy and von
Masow 2015).

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(Martin-
Raugh
et al.
2016).
For the purpose of evaluating the effectiveness of the staff training program, the need of
the hour is to conduct effective reviewing and monitoring procedures amongst the new as well as
existing staff members (Chalmers, Mowat and Chapman 2018). One of the easiest and most
trusted methods of reviewing would include performance of feedback procedures. This can be
performed through conductance of customer feedback surveys which would highlight the
effectiveness of the staff functioning and consequently the efficiency of the utilized training
program. An additional method of assessing customer feedback and the resultant monitoring and
reviewing of staff functioning is though evaluation of the nature and frequency of complaints
presented by the customers (Liu and Lee 2017). Likewise, obtaining feedback from the staff
undergoing the training plan would give the managers key insights on their experiences.
Traditional methods of monitoring and reviewing staff performance would include
implementation of assessments in the form of written examinations and mock demonstrations
where staff and chefs may serve dummy customers (Yildiz and Yildiz 2015). Additionally,
managerial observation of staff functioning during customer management and food service forms
and ideal method of reviewing and monitoring, especially for experienced staff members. For
new members, obtaining feedback and assessment from experienced staff involved in their
training would give key insights into monitoring, reviewing and overall effectiveness of the
training plan (Heo 2017).

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Task Three: Problem Solving
The availability of key recipes and dishes forms the heart of functioning of any restaurant
and hence, the adequate availability and supply of key ingredients form the cornerstones of
ensuring customer satisfaction amongst loyal clients who swear by the popularity of ‘Silks’ in
Crown Melbourne. Considering the changing customer needs and interest associated with the
smooth annual availability of exotic as well as indigenous food ingredients resulting in novel
food and drink recipes, it is imperative for a respective restaurant to manage an optimum food
supply and distribution chain for the maintenance of an adequate food inventory. Food inventory
management lies at the heart of a restaurant’s food supply chain and hence, the event of a natural
disaster can exhibit detrimental impacts on the popularity of the respective business and the
associated customer satisfaction (Ju, Osako and Harashina 2017).
The key steps related to the smooth functioning of a restaurants food supply include:
distribution of wholesale ingredients, appropriate storage of non-perishable and semi-perishable
goods, optimum sourcing of raw ingredients, efficient processes of packing and processing and
lastly, dissemination of products to customers at the retail or service level. Hence, in the event of
a natural disaster, the compromising of the above necessary food supply chain processes, during
the event of a natural disaster, will lead to decreased traceability of food ingredients, lack of
maintenance of qualitative and safety principle of required food ingredients, lack of appropriate
stakeholder communications, price inflation and reduced tracking of associated storehouses and
inventories (Gharehgozli et al. 2017). Hence, during the event of a natural disaster such as a
cyclone, the restaurant must manage the situation in the following steps:
 Decreased traceability of food ingredients: For ensuring adequate mitigation during
times of crisis and ingredient unavailability in the situation of a natural disaster,

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restaurants must take into account multiple food supply chains. However, in the event of
a natural disaster, the supply of fruits may be difficult to trace, especially if the restaurant
uses obsolete food distribution information present only on pen and paper. Hence, as a
solution, the restaurant during times of fruit supply crisis during a cyclone, can rely on a
digitalized supply information database: known as ‘block chain technology’ (Saberi et al.
2018). With the help of this virtual platform the restaurant and the associated suppliers
can share information simultaneously about the status of the natural disaster in the
respective areas, the availability of transport routes and the possible estimated time for
receiving the goods. This information will not only enhance ingredient traceability but
will also provide data on additional routes of supply and further enhance customer
satisfaction, where the managers can communicate politely to the customers about the
current serious distribution status and estimated time required for problem resolution
(Tang et al. 2015).
 Lack of maintenance of qualitative and safety principles of required fruit
ingredients (Fruits): In the event of a natural disaster, despite the possible delayed
availability of fruits, there may be ingredients whose safety and quality will be
compromised due to the possible damaged travel routes or unavailability of optimum
transport facilities resulting in fruit standard deterioration. Compromised fruit quality will
yield detrimental rates on customer satisfaction due to the possibility of health hazards
and disease infliction. Hence, the restaurant’s association with a certified qualitative
testing laboratory will prove to be beneficial for the quality evaluation of the existing
ingredients (Aung and Chang 2014). Further, optimum packaging processes lie at the
forefront of maintenance of the safety of available food products through provision of

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adequate protection against tampering. Hence, the restaurant’s association with a certified
company engaged in packaging and logistics will play key role in the availability of
quality ingredients. Likewise, considering the time and financial constraints associated
with the process due to the discrepancy in demand and supply chains, the restaurant
managers must saliently communicate with the customers, the possibilities of receiving
fruits of compromised quality in the event of a natural disaster along with imparting
information on the negative health consequences associated with consumption of
damaged fruits. This will not only re-assure customers during times of fruit and recipe
unavailability but will also ensure customer satisfaction where client’s will believe that
their health lies at the forefront of the restaurant’s foundational principles (Badia-Melis,
Mishra and Ruiz-Garcia 2015).
 Lack of appropriate stakeholder communication: In the event of a cyclone, the
restaurant’s communication with the key stakeholders, that is, the suppliers, may be
compromised, which will be detrimental in the process of mitigating the problem of lack
of food ingredients supply. Hence, usage of block chain technology or additional cloud
networking systems mentioned above will prove to be beneficial in maintaining
communication and obtaining information about the distribution status and estimated
availability of fruits. The obtained information can be further relayed to the customers
which will ensure customer satisfaction and transparency, despite the lack of timely
availability of fruit based recipes (Chodur et al. 2018).
 Price inflation: Likewise, the incidence of natural disaster such as a cyclone can lead to
rise in costs of supply and distribution, further increasing the costs of recipes which will
utilize the fruits that are being possible to supply by the associated distribution networks.

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Hence, the associated price inflation can be saliently communicated to the customers and
as a mitigation, rates of certain commonly ordered food and drinks may be subsidized to
prevent customers from compromising on their food choices. Offering meaningful food
combination platters at reasonable rates will also be an attractive option to ensure
customer flow and satisfaction during times of recipe unavailability (Prakash 2018).
 Modifications in Menu Planning: Fulfilling and ensuring customer needs lie at the
forefront for the optimum functioning of any restaurant and hence, during times of fruit
unavailability, the restaurant must adopt modified recipes since fruits lie at the heart of
some the signature recipe preparations. Ensuring appropriate cold storage principles for
fruits is a key method to ensure ingredient unavailability during times of crisis. However,
considering the perishable nature of fruits and the possibilities of microbial
contamination, the restaurant can use alternative ingredients such as canned fruits which
have a longer shelf life than fresh fruits (Filmonau and Krivcova 2017).
 Communication with customers to meet client needs and preferences: Establishment
and maintenance of optimum customer relationships is important for the quality
functioning of any restaurant for which, the staff of the concerned restaurant must engage
in appropriate interpersonal communication principles with their clients (Cui and Basnet
2015). During the event of a cyclone, which will affect fruit supply and resultant
implications as mentioned above, the restaurant can print educative flyers, brochures and
advertisements which will communicate with the customers about the crisis situation, the
possible delay in fruit availability, modified recipes and the associated ingredient health
hazards. Mass media principles such as social media have been documented to exhibit
rapid rates of social influence, and hence communicating the above on virtual platforms

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would be beneficial (Lawless, Patel and Lopez 2016). Likewise, additional promotion
and advertisement of alternative recipes using substitute ingredients or new recipes would
redirect customer preferences from the existing crisis. Additionally, during conductance
of customer competitions and reward programs, the restaurant staff can also perform
interactive sessions with the clients to engage them into discussion of the recurrent fruit
unavailability problem and engage them in the decision-making process. This would
ensure customer satisfaction during this time of crisis, through effective communication
and acquisition of customer needs information through direct client involvement (Martin-
Rios et al. 2018).
Task Four: Complaints Resolution Procedure
Customers are the true drivers of success in any organization and hence for the
functioning of the chosen restaurant, the staff must conduct its activities accordingly for the
purpose of fulfilling the needs and interest of then clients. Complaints exhibited by customers are
part and parcel in the daily functioning of any organization and hence, the formulation,
implementation and execution of a complaints resolution procedure is of utmost importance for
the speedy mitigation of complaints and ensuring positive customer feedback. A complaints
resolution procedure provides a stepwise mitigation plan which clearly states the steps pertaining
to the quick resolution of any complaint in accordance to appropriate staff resolution (Davidow
2014).
One of the most common complaints prevalent in restaurants in the presence of dirty or
unclean crockery, cutlery or table wear. Hence, for the scenario of a customer complaining
against the presence of dirty tablecloth and utensil, the following customer complaints resolution
procedure can be followed:

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Complaints Resolution Procedure (As designed by the Author) (Reference: Knox and Van
Oest 2014).
The concerned customer may file a complaint, either through direct communication or through
indirect means such as by phone or email. The restaurant manager’s primary consideration would
be to classify the complaints on the basis of Stage 1 or Stage 2. Stage 1 complaint type requires
immediate handling for resolution, also known as ‘frontline resolution’. A Stage 2 complaint
type is characterized by requirement for further investigation in the event of prolonged
dissatisfaction of the complainant, and is known as ‘complaint investigation’.
Complaint
Stage
Step 1 Step 2 Step 3 Step 4 Step 5
Stage 1`
(Frontline
resolution)
The
complaint
should be
resolved
immediately
, that is by
prompt
replacement
of dirty
crockery and
changing of
unclean
table linen
A decision-
making
process
should be
conducted
which would
lead to
formulation of
a mitigation
plan to further
prevent future
occurrences.
The plan
should be
implemented,
within five
days of
working
commencing
from the
complaint
incidence.
There should
be active
communicatio
n strategies
conducted by
obtaining
feedback from
the
complainant to
understand if
he or she
satisfied or
unsatisfied
with the
resolution
outcome.
If the
concerned
customer is
satisfied and
presents no
further
complaints,
then the case
is closed and
the results are
noted down
for future
references. In
the event of
dissatisfaction
, the
complaint is
categorized as
‘Stage 2’.
-
Stage 2
(Complaint
Investigation
)
If the
complainant
is still
dissatisfied
with the
outcomes of
the
complaint,
then further
investigation
has to be
performed to
The complaint
should be
acknowledged
and this
should be
communicate
d to the
complainant
at the earliest,
preferably
within three
days of
Upon
investigation, a
decision-
making
process should
be conducted
and the results
of the same
must be
communicated
to the
complainant,
In the event of
further
detailed
investigation
resulting in
requirement of
an increased
timeframe, the
reasons of the
same must be
communicated
to the
Final decision
and resolution
must be
conducted and
communicate
d to the client,
followed
closing of the
case.

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understand
complexities
of the
problem or
the need for
further
investigation
in detail.
working followed by a
polite apology.
This should be
conducted
within twenty
days of
working.
complainant,
outlining the
policies of
quality
analysis and
control
department of
the restaurant
if required.
Written Scenario: Complaints Resolution Procedure
The above resolution procedure has been outlined considering a scenario where the a
customer has complained to the management of the restaurant, concerning the presence of
unhygienic crockery, cutlery and table cloth. The complaint may be filed by the customer
directly in the restaurant, through face-to-face communication at the reception or help desk.
Likewise, the complaint may also be communicated indirectly through alternative means of
communication such through telephonic conversation or mail. Either way, the complaint may be
classified as ‘Stage 1’ for immediate resolution or ‘Stage 2’ for further investigation if the
complainant continues to be dissatisfied despite prior resolution. For each of the stages or types
of complaints, the following resolution procedure must be followed:
 Stage 1: Upon receiving the complaint about dirty linen and crockery, the service staff of
the restaurant must immediately solve the problem by speedy replacement of the concerned
items with clean plates, cutleries and fresh table cloth. This would then be followed by
discussion amongst the staff members where a decision has to be taken to further prevent
complaints of unhygienic plates and table cloth in the future. The decision and final steps for
future prevention must be formulated within five restaurant working days. Likewise, the
staff must immediately consult the concerned customer for feedback to understand whether

19COMMERCIAL COOKERY
he or she is satisfied with the service, leading to closing of the case if positive customer
feedback is received (Knox and Van Oest 2014).
 Stage 2: Upon reception of negative feedback, the staff must conduct a detailed
investigation, especially if the customer complains of a recurring problem of unclean
utensils and table cloths. If further investigation is required, the staff must acknowledge the
problem of soiled plates and cloth and communicate the same to the customer, within three
working days. This must be followed by further undertaking a decision making process
concerning the resolution taken by the staff for management of the problem, which must be
communicated to the customer, accompanied by an apology within twenty working days. If
the management of the problem of dirty utensils and table cloth requires intervention by the
quality analysis department of the restaurant, then the required time extension must also be
relayed to the customer with proper justification. Lastly, upon resolution, the client must be
consulted for feedback and details of the complaint must be recorded for future references
(Afriyie et al. 2016).
Task Five: Promotion and Relationship Management
CRM can be expanded into the term ‘Customer Relationship Management’, which
implies the usage and execution of technological processes and strategic principles which aim at
collecting customer information along with data about interactions conducted with the client
throughout their engagement cycle with the concerned restaurant. Appropriate usage of a CRM
helps to boost growth in restaurant sales, through enhancement of the relationships between
customers and provision of assistance to further retain the restaurant clientele (Khodakarami and
Chan 2014).

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Hence, the usage of a CRM can be beneficial in the maintenance of customer relationships
in the following ways:
 Improvement of informal organization: CRM usage is characterized by recording
every detail of interaction conducted by the restaurant staff with each customer, by
maintenance of individual customer profiles. Hence, the restaurant is able to add
personalization to every customer interaction by communicating and providing services
based on the unique needs of the customer as presented in the CRM data. Hence, CRM
leads to improved customer understanding, reduced client distress and prolonged
customer retention through greater loyalty (Soltani and Navimipour 2016).
 Improvement in staff-client relationships: Due to availability of unique customer
information to every employee of the restaurant, each member of the concerned staff is
able to provide the same services preferred by individual customers in accordance to the
CRM data. Hence, this ensures customer satisfaction and positive customer relationships
even during times of labour shortage, loss of a staff member or recruitment of new
employees (Choudhury and Harrigan 2014).
 Speedy complaint resolution: Due to the availability of detailed customer information,
there is quick resolution in the event of a complaint raised by a customer as the staff can
easily access past information, preferences and previous services undertaken by the client
in the restaurant (Srinivasan and Saravanan 2015).
 Automation of key services: CRM databases also perform a wide variety of tasks
through automation such as creation of forms, sales reports, inventory manuals and so on.
Such convenient automation saves time and allows staff to cater to the needs of the

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customer with greater energy and enthusiasm, resulting in positive customer relationships
(Orenga-Roglá and Chalmeta 2016).
Considering the table, a CRM database can store the following information:
CRM Database (As designed by the Author) (Reference: Tseng 2016)
Persona
l Details
Date of
Birth
Databases Uses
Past
Conversati
on Details
Lead
scores
Order
and
spending
details
Website
search
history
and
Brand
preferenc
es
Additional
relationship/fam
ily details
These
include
the
names
and
contact
details
of the
custome
r
This will
help the
restaurant
send
personaliz
ed
messages
to the
client,
such as
birthday
wishes
This will
highlight
details of
the last
conversation
for
understandi
ng customer
preferences
Lead
scores are
ratings
assigned to
customers
based on
their level
of
engageme
nt. Rating
scores
such as
‘hot’ or
‘warm’
can
highlight
frequent
customers
or loyal
patrons
while
‘cold’ may
highlight
This
highlight
the type
of orders
chosen by
the
customer
which
provides
key
informatio
n on
customer
interests
for future
references
This
highlights
additional
customer
preference
s and
choices
for
customize
d service
provision
This can include
details on the
customer’s
spouse or
children or pet’s
name, favorite
foods, hobbies
which will allow
the restaurant to
add further
personalization to
their services.

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rarely
visiting
clients.
The restaurant staff can use the above information effectively in the following ways:
 Personal details of the customer help the staff in quick searching of the information for
future references or complaint resolution, and also in establishment of convenient
communication channels through contact detail availability helping in dissemination of
restaurant’s promotional messages (Soltani and Navimipour 2016).
 Date of birth details helps the restaurant in sending personalized birthday wishes or
services offers to the customer, leading to effective strengthening of relationships.
Likewise, family details of the customer also can be use effectively by the restaurant in
providing personalized services (Srinivasan and Saravanan 2015).
 Lead score information can be used effectively by the restaurant to understand the
frequency of individual customer engagement to the restaurant’s services, and provide
services accordingly (Xu, Peak and Prybutok 2015).
 The details of the previous orders, website preferences and conversation between the
customers and restaurant can be used effectively in providing customized services as
these reflect the needs and interests of the customers (Tseng 2016).
 However, considering the virtual nature of the CRM database, the information may be
hacked, leading to detrimental leakage of personal customer information. Hence, the

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restaurant staff must be adequately trained or utilize additional IT services for the
maintenance of optimum security and safety (Barney and Ray 2015).
The restaurant or any commercial business can use the 5 promotional strategies to ensure
repeat business (Norvell and Horky 2017).
 Provision of business cards or magnets containing contact details of the business, which
will be provided with every order of the customer due to the ease with which the client
can refer to it for future communication.
 Sending offers periodically via emails will keep clients interested, engaged and
enthusiastic to come back for future repeat businesses.
 Handing out gift or reward coupons with every order will keep customers excited for
future offers in the restaurant, helping in repeat business.
 Free samples can be provided with every order for customer to try new dishes. This will
not only aid in customer feedback but will also keep them engaged for future release of
new products and services.
 Offering souvenirs in the form of customized stationeries, clothing or collectibles during
restaurant events or special occasions will keep customers excited in anticipation of new
offers further encouraging repeat business.

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Task 1: Operational Plan
Strategic future statement:
As mentioned by Cotter and Fritzsche (2014), a fine dining experience can
maximize customer satisfaction level to the maximum. In compliance with the above saying the
restaurant intends to provide a sophisticated dining experience at an extremely nominal rate. It
should be noted in this context, that the USP of the restaurant is the wide range of Chinese
delicacies being offered to the young customers at a feasible price range that does not burn a hole
in the pocket. As the restaurant is just a start-up the only expectation would be to create a brand
identity of the restaurant. The strategic future plan for the restaurant would be to create a unique
and unbeatable restaurant environment with a wide array of sumptuous cuisine. It can thus be
said that the strategic future statement for the designed business plan would be ‘To deliver a
unique dining experience with superior quality within a reasonable price range’. In order to
uphold the devised strategic future statement a stronger emphasis would be laid on the service
quality. To ensure the same a strong marketing strategy would be adapted to create awareness
about the restaurant within the targeted audience. Also, in order to create a brand it is important
to consider the existing market rivalry. In words of Bowie et al. (2016) continuous innovation in
terms of service delivery can help in stabilizing the market positioning. To ensure continuous
innovation the innovative value cycle approach would be undertaken to analyze the existing
market scenario. The aim would be to be remain updated with the prevalent trends in the market
and accordingly initiate innovation to ensure positive service delivery.

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Strategic Directions:
The strategic direction would comprise of a strong marketing strategy in order to
create a brand identity. A strong emphasis would be laid upon the creating an awareness about
the start up restaurant among the customers. Also, stronger emphasis would be laid on the
infrastructure to create an ambience that would dissipate a great feeling to the customers within a
nominal price range. Emphasis would also be laid upon training to ensure a supreme quality of
service delivery.
KRA outcome KPI strategy priority timefram
e
staff cost
Marketing
 Digital
marketin
g
 Social
marketin
g
To create
maximum
awareness
To gain
customer
attention
(Wheelen et
al. 2017)
The key
performance
indicators
would be the
number of
customers
visiting the
restaurant per
week
The positive
feedback
obtained from
the customers
would also
serve as KPI
To conduct
rigorous
marketing of
the restaurant
through social
networking
websites
To advertise
through the
distribution of
pamphlets
To attract
customer
attention
To create
brand
recognition
1 year Marketing
head,
Business
head,
Business
development
executive
and
Marketing
officer
$20,000
Product
 To
provide
superior
quality of
food and
beverage
 To
incorpor
ate
continuo
us
innovatio
n
To ensure
utilization of
fresh stock of
ingredients
To consider
market trend
and aim for
continuous
innovation of
menu (Tidd
and Bessant
2014)
The key
performance
indication
would be
acquiring
positive
feedback from
customers
To
continuously
include new
dishes and
exotic cuisines
and maintain
an optimal
price range
To attain
positive
feedback from
customers and
ensure positive
service
delivery
1year Chef,
hospitality
manager,
team of
chefs and
quality
control
supervisor
$20,000-
$40,000
People To ensure that The key To impart To ensure the 1 year Training $10,000

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 To
provide
training
 To
ensure a
positive
hospitalit
y
experienc
e
the workers
deliver quality
services and
also to create
a positive
work
environment
to reduce
employee
turnover
performance
indicators
would include
positive
feedback from
customers and
reduced
employee
turnover
effective
training to the
employees and
create a
positive work
environment
best hospitality
and courteous
management
of the
customers
manager,
supervisor
and quality
control
supervisor

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Task 2:
Recruitment Strategy:
In consideration with the proposed operational plan discussed above, it should be
noted that there is a need to recruit an eligible marketing officer who would be managing the
marketing segment for the restaurant. As has already been mentioned in the previous section,
both the digital as well as the social marketing segments would be managed by the recruited
marketing officer. The prime areas that would require assistance would include, creating a
marketing plan, devising a strategy, supervising the business executives and collect daily
reporting from the executive (Thomas and Silva 2016). It should further be mentioned that the
marketing officer would also supervise and manage the training arranged for the executives to
help them understand the business vision of the restaurant.
In order to conduct the recruitment, the restaurant would publish the recruitment
advertisement across all the leading news papers of the city. The format for the advertisement
along with the content is mentioned as under:

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Hiring for Marketing Officer
Experience required for the job: 5-7 years
Annual salary: Negotiable
Job Location: ‘Silks’ at Crown, Melbourne
Silks offers an exquisite fine dining experience of authentic Chinese cuisine. The restaurant
aims to provide a unique Chinese ambience coupled with excellent food and service delivery to
make your dining experience an unforgettable one. The restaurant at present is planning to expand
the business operation across various locations in Australia. At present there is an ongoing
recruitment for a marketing officer who would be managing the social and digital marketing
process for the restaurant. Interested candidates must possess an experience of at least 5 years in
the marketing and operation field and must hold a Master’s degree in business management.
Interested candidates must be willing to relocate to Melbourne and be well-versed with the hospital
management industry. The walk-in interview is scheduled to be held from 13th of November to 23rd
of November at the administration department of the restaurant from 9AM till 2PM. The salary is
negotiable with provision of free lodging and lucrative incentives. Interested candidates must report
with legit documents at the venue on the specified interview timings.
Warm Greetings!
Human Resource Manager
Silks
Recruitment timeline:
The recruitment time-line for the selection of the appropriate candidate for the
post of Marketing officer would be:

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November December January February March April
Publishing
recruitment
advertisement
s across
leading
newspaper
Shortlist
eligible
candidates
Schedule
interviews
Recruit
eligible
candidate
Conduct
Induction
Manage pre-
job training
Manage on-
job training
Confirmation

30COMMERCIAL COOKERY
Task 3: Physical resources
Resource #1: Human resources
Description purpose Cost Purpose order approved
by
The restaurant will
have a large number of
employees, such as
managers, ait staffs for
catering the food on a
specific table, chefs,
support staff and
others and hence,
human resources are
the primary and
important resource
needed.
The purpose is to
manage the restaurant
properly with ample
amount of people
working for the
development and benefit
of the restaurant
It will cost around AUD
50,000 as providing
salary to them requires a
huge amount of capital.
This will be approved
by the operational
manager of the
restaurant.
Resource #2: concept
Description purpose Cost Purpose order approved
by
A specific concept is
required for the
growth and
development of the
restaurant. This will
make the restaurant
different from others
To increase the
popularity and number
of the customers of the
restaurant
AUD10,000 This will be approved
by the managers of the
restaurant
Resource #3: Building
Description purpose Cost Purpose order approved
by
This is the most
important portion as
having a appropriate
building in a specific
location can increase
the revenue of the
restaurant
The primary purpose is
to select a place and a
building which can
increase the growth of
the restaurant
AUD20,000 if rented This will be done by the
managers and founder
of the restaurant
Resource #4: food service
Description purpose Cost Purpose order approved
by
This will include
several cuisines and
specifically the chosen
cuisine so that
customers with
different food choice
can come and enjoy
The purpose is to attract
each customer
Planning will cost
around AUD5000
Manager and founder of
restaurant

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food in the restaurant
Resource #5: equipment
Description purpose Cost Purpose order approved
by
All the equipments will
be involved in the
restaurant and its
different processes
such as cleaning, food
processing,
preparation, raw
material storage and
so on
The purpose is to equip
the process with all the
facilities for customer
and employee benefit
AUD 30,000 Managers and founder
of the restaurant
Resource #6: Chefs
Description purpose Cost Purpose order approved
by
Employing chefs is an
important step for the
restaurant
The purpose is to
include chefs, who are
able to prepare tasty and
healthy food.
AUD 20,000 Managers
Resource #7: kitchen electrical equipments
Description purpose Cost Purpose order approved
by
The kitchen should be
equipped with modern
electrical devices to
complete the food
preparation, and other
operations in speedy
and appropriate
manner
It will help to complete
the restaurant related
processes in less time
It will cost around AUD
50,000
Managers
Resource #8: hygienic toilets for staff and customers
Description purpose Cost Purpose order approved
by
It is an important
decision as restrooms
are important in every
public place
To provide comfort to
the staff and customers
AU 10,000 Managers
Resource #9: dishwashers
Description purpose Cost Purpose order approved
by
This is an important
equipment and
required in every
restaurant facility.
To wash all the dishes
within fewer time so
that the next customers
could be provide with
fresh food and crockery
AUD30,000 Managers
Resource #10: smoking and non smoking areas
Description purpose Cost Purpose order approved
by

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This is a place which is
required in the
restaurant so that
everyone’s need can be
addressed
Purpose is to attract
every kind of customers
within the restaurant
and as the restaurant is
located at a place with
majority of smokers it
will help to determine
success of the restaurant
AUD 5000 for
chimneys in smoking
zone
Managers
Task 4: risk assessment
Identify the problem
There are several responsibilities of the supervisors in any organisation and in this case
of the restaurant, there are several roles and responsibilities of the supervisor so that the process
could not affect the process of restaurant. The roles and responsibilities are mentioned as
follows:
 It is the responsibility of the supervisor to determine employee’s productivity and
collect their feedback so that a constructive idea could be used. This is the
primary role of the supervisor so that they can understand the efficiency of their
workers and use their constructive feedback to change the work process as per te
need.
 Further it is the duty of the supervisors to determine the work performance of the
employees and in the process collect the complaints from them and resolve them
within time so that it could be resolved and time management and personnel and
their work records could be created.

33COMMERCIAL COOKERY
Monitor and review
While measuring the outcome of the process, there are several steps and processes which
should be include in the restaurant and its process so that honest and accurate outcome could be
obtained. Firstly, it is the duty of the managers to collect feedback from the primary and mist
important stakeholder for this restaurant, its customers so that the primary outcome related to its
customers could be assessed. Secondly, there are another ways such as conducting surveys and
questionnaires so that complete process and its effectiveness in determining the expected
outcomes could be easily accessed and worked upon to obtain complete compliance to the
process. Thirdly, the restaurant can arrange outdoor parties and events so that more and more
customers could be connected to the restaurant and the revenue related outcome of the restaurant
could be achieved. This is an important step for outcome measurement as achievement as these
processes requires practical processes and involves the primary stakeholders such as customers
and employees of the restaurant and due to this, it requires very less process and complication.
Solution
Category Risk HML Trigger Monitor Control
KRA 1 The HML risk is
known as high
medium and low
efficiency risk
which is
experienced by all
the organisations
during its process
and working
action. In this case
of the restaurant,
the first risk is
associated with the
employee retention
and their increased
working
efficiency, this is a
medium level risk
There are several
triggers for this
risk factor as in the
operational
process such as
bad market
strategy, loss of
customer
attraction, less
attractive
ambiance or
cuisine served.
Therefore, these
could the triggers
for the risk
enhancement for
the restaurant.
For monitoring on
this process a team
should be
developed to focus
in the KRAs.
Further, there are
other merhds
which could be
used for the
identification of
points which could
be used as a
process, as
identification of
growth and
development using
monitoring
process should be
As control several
steps should be
used such as
identification of
process and KRAs
which is related to
the health and
development of the
process.

34COMMERCIAL COOKERY
as employees are
actual assets of
any organisation
which brings
prosperity and
growth in the
organisations
process. Further
the low risk will be
completion of
surveys,
questionnaires and
other feedback
collection methods
properly so that
working process
could be continued
without any risk.
Thirdly the high
risk will be
inability of the
restaurant in
attracting
customers in any
timing or season
and hence, this risk
requires to be
addressed very
soon.
determined
KRA 2 The second KRA
will be
determining the
reason due to
which employees
retention is being
sacrificed and the
restaurant us
unable to use the
retention policy for
the process.
The trigger can be
market
competition which
is increasing
constantly in the
process and
requires proper
control related
solution so that
this risk factor
cannot affect the
process of the
restaurant in the
future.
Monitoring of this
process will
require customer
and employee
interviews and
feedback so that
the issues could ve
identified easily
and the
interventions could
be applied
properly on the
process.
The control would
require processes
related to customer
and employees
benefit so that
using this process
all the issues
present in the
process could be
achieved.
KRA 3 The third KRA
will be
determining the
economic issues so
that while
understanding the
process the
employees
The trigger is
related to the
process using
which the
restaurant is
unable to receive
the economic
process properly.
The monitor will
be a financial team
of 5 to 6 members
so that while
determining the
process of
economic stability
they can
Th control will be
monitoring the
economic transfer
of the process so
that while the
actual action, no
such for
transactions could

35COMMERCIAL COOKERY
understand the
requirement
related to
economic
development and
benefit of the
process. This is the
process which is
the most important
and high level of
risk for the growth
and development
of the restaurant.
This is the trigger
for the economic
instability of the
process.
understand the
issues the
restaurant is facing
in the situation.
Further, to
understand the
economic
instability, a tally
sheet could be
developed.
occur and the
development of
economic
development could
be implemented in
the process.
Task 5: Contingency Recommendation
Future planning for the operational plan 2015-2016
According to Cardos (2014), the basis of an operational plan is dependent upon
the thorough analysis of the existing business situation in relation with the future prediction
about the economy and business trend. The future operation plan would hence consider the
positive and negative aspects of the existing operational plan with a vision to incorporate
measures of improvement. The central idea of the creation of an operation plan is to continuously
strive for service quality improvement in order to keep in terms with the change in market trends
and adjust according to the preferences of the customer (Cotter and Fritzsche 2014); (Goetsch
and Davis 2014).
Recommendation KRA1:
To expand the business operations outside Australia: On the basis of the success rate of
the present operational plan, the vision and mission of the future operational plan would depend.

36COMMERCIAL COOKERY
At the end of the current financial year, if the restaurant makes reasonable profit then the next
operational plan would focus on strategies to expand the business operations outside Australia.
Recommendation KRA2:
To upgrade the service quality and infrastructure for an exquisite ambience: The
feasibility of the present operational plan would determine the requisites of the future operational
plan. As has already been discussed the present operational plan has stressed upon continuous
quality improvement and upgradation of service delivery. In the same manner, the future plan
would also focus on including innovation and maintain pace with the changing business
environment and the customer preferences. As of now the restaurant has only focused on
Chinese cuisine but the next operational plan intends to incorporate other cuisines that have not
been quite popular in Australia. On the basis of the success of the present operational plan, the
future operational plan intends to include, Malaysian cuisine, Jewish cuisine and Finnish cuisine
as a part of the menu.
Recommendation KRA3:
To expand business operations by opening and café outlets next to colleges and
schools: In close association with the market analysis and the business trend it can be said that
the restaurant is frequented by the teenagers and young adults belonging o the category of
students in Melbourne. Identifying this trait, the next operational plan would focus on promotion
and expansion of the business operations through franchise and cafés across popular schools and
colleges of Melbourne. It would help in brand promotion and most importantly the future
proposal would include a separate price range best suited for the students.

37COMMERCIAL COOKERY
Therefore it can be hoped that complying with the devised recommendations
would serve as a management tool that would consequently facilitate better functioning of the
organization. The success rate of the present operational plan would thus serve as a strategic
audit that would facilitate the designing of the future action plan to realize the devised business
goals. It should also be noted that the plan would also facilitate continuous inflow of market
information that would effectively help in devising strategies to cope with the identified
weaknesses of the organization (Goetsch and Davis 2014).
Task 6: coaching plan
Schedule of activities
In a complete functional dining method on service depends on the appropriate and logical
schedules which are followed by the restaurant staff. These schedules are prepared by
operational managers human resource managers and supervisors so that they can physically
observe the sources during which the restaurant is supposed to achieve success. First and
foremost scheduling should be done as per the tipping period. Hence the staff should be
regulated and revolved as for the best keeping session and each of the employee should be
provided with a chance to get equal tape and income wages through it. Design important aspect
as a determined the employee retention and their satisfaction in the restaurant. All the front house
staff of the restaurant should be provided with staff and wages if they are unable to collect them
through tips therefore this is one of the major aspect of scheduling of activities secondly see all
the the workers in the kitchen front house human resource manager department should be
provided with proper week off so that at the workload can be we shared among the employees
and they can feel stress free while working in the organisation. Similarly all the shift timing of

38COMMERCIAL COOKERY
the workers should be divided in a way that at the pressure of the day could be divided among
everybody and stress related to work cannot import there working ability and decrease their
efficiency.
Assessing outcome
For any restaurant creating goals and missions are the foremost responsibility so that all
the employees can work towards a similar goal and achieve them within the determine timeline
this is a very importance process for any restaurant so that they can develop their customer base
competitive environment and grow them to achieve success. For this restaurant as well there are
five major roles and responsibilities decided by the founder and the managers and all the
employees work toward the goals so that the primary stakeholder of the nearest restaurant Guddi
attracted and retained once the receive the service of the restaurant. The first goal is customer
service as providing customer with the best quality food is the primary goal of any restaurant
throughout the world and this restaurant also works on this goal from the day of its
establishment. This is is the primary goal for any restaurant and The Other goals should be
achieved after the completion of the school. The second goal will be improving the quality of the
food as with a low quality food any restaurant cannot achieve the trust of customers therefore the
quality should be checked before serving to the consumers so that honesty and trust would be
built. Thirdly marketing process should be he also reviewed so that at short comings and
loopholes in marketing process could also be assessed and the risk management team work
towards the process to achieve success. BE 4th and 5th goal of the restaurant should be we
employ development by implementing training and education and developing finance strategies
so that revenue could be increased in lesser investment.

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Internal review of progress
Thirdly review training issues should also be developed as internal review process and a
review of the progress of the restaurant is an important process in the growth and development of
the edge restaurant this helps in the identification and determination of steps of processes which
is responsible for intrinsic growth and development. The review turning process should be we
used add Eid and see internal your progress and in the process should be used Eid the growth and
development of the progress. Therefore growth and development should be reviewed and
assessed by a training program and questionnaire so that the number of process achieved and the
number of processes which is left to be achieved could be assessed and they Audi managers
could use their skills and leadership techniques to review the process from employees and
consumers. Should be done by employers and founder of the restaurant by review process and
are used for development of the process.
Records
Keeping records also important process for the growth and development and assessment
of risk and determination of Control for those risks in the restaurant leading market competition
is one of the major major processes and risk factors which is affecting the performance of
restaurants and in this case of restaurant this is also happening hands keeping all the records
using weight growth and development increases and decreases the customer involvement in the
process could be assessed these records are customer involvement involvement of Human
Resource Management involvement of employees and development of restaurants should be
properly assessed and this helps in the identification of risks so that those records can eliminate
the risks present in the process

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Assessment 2: Part A:
Meetings form an integral part of discussing and exchanging information to
undertake strategies for the welfare of the organization (Goffin and Mitchell 2016). It is
important to note here that meetings serve as a platform that deals with the exchange of
information between the primary and secondary stakeholders of the organization (Hubbard, Rice
and Galvin 2014); (Bowie et al. 2016). Meetings and discussion enhance a smooth flow of
communication and helps in better and a more organized decision making that involves the
consent of the stakeholders involved in the functioning of a specific organization (Jetson 2014).
However, it should be noted here that the meetings must occur in a highly organized and
sequential manner. One of the most critical aspect of an influential meeting is the maintenance of
the minutes and prior to the commencement of the meeting circulating an appropriate circular
detailing the minutes of the meeting (Stacey 2016). A meeting agenda clearly highlights the
minutes of the meeting and the important decisions or topics that were discussed in the meeting.
In addition to this, an agenda also includes the names of the invitees and keeps a record of the
attendance. Further, it presents the key areas that were emphasized in the meeting or that require
further discussion. Hence, in this regard it can be said that a meeting agenda helps in keeping a
track of the minute details of a meeting previously held that directs the future course of the
further meetings.
The further section of the assignment presents an agenda of the meeting
previously held. The minutes of the meeting are critically presented in an organized manner in
the following section that highlights the attendance of the invitees and the key areas that were
discussed.

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“SILKS”
CROWN, MELBOURNE
Meeting Agenda
Monday, December 8, 2018
9:00 Am
Type of Meeting: Departmental meeting
Meeting Facilitator: Chairperson (author)
Invitees: James Roberts (Food and Beverage manager), Gayle Meredith (Reservations
and Department Manager), Chloe Black (Duty Manager Reception) (Secretary), Alyssa Clough
(Financial Controller), Tanya Davies (Executive Housekeeper), Cerie Jinno (HR Manager) and
the chairperson
Call to order: The session would be opened by the chairperson and the invitees would be
welcomed with an opening note. The session would last for five minutes.
Roll call: All invitees are expected to be present on the day of the meeting at the venue
Approval of minutes from last meeting:
The session would last for 10 minutes where the decision regarding the purchase of a new
hotel shuttle bus would be discussed as a continuation of the pending decision from the last
meeting that was held on 23rd June, 2018.
Issues highlighted:
The session would last for 15 minutes and a vote on the notion ‘workplace Health and
safety champion’ would be conducted.

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A decision about the rolling out of the staff uniform of the new employees would be
taken
An elaborate discussion on the financial budget would be held with the members
New issues:
Discussion on the detailing of the financial report that reveals that there has been deficit
for the first half of the year 2018 which requires attention and strategic planning.
Adjournment

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Part B:
Response to question (a):
As has already been mentioned that the meeting is supposed to take place on the
8th of December, 2018, hence the agenda must be circulated at least a week or a good ten days
before the commencement of the meeting. The rationale behind this course of action includes
two sets of reasons. The first includes ensuring the fact that all attendees are available and giving
enough room to the attendees to make sure that they make themselves available on the day of the
meeting. The second rationale includes, giving enough time to the attendees to conduct their
individual research about the recent developments and prepare them appropriately for the
meeting.
Response to question (b):
If I assume the key responsibilities of a secretary then I would be sending the
agenda along with notification circular about the meeting to the invitees. Further I would also
need to send a copy of the documents that would be discussed in the meeting. This would include
a copy of the minutes of the previous department meeting that was held in the month of June and
a copy of the financial budget of the first half of the year 2018.
Response to Question (c):
According to studies it has been said that, distribution of an agenda among the
members or the participants of the meeting helps in making the meeting extremely productive
and focused (Allen et al. 2014); (Goetsch and Davis 2014). In this context, it should also be
noted that an agenda presents a clear overview o the meeting particulars along with the

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description of the time-frame that is allotted for the discussion of the specific subject. This helps
in efficient time management and enhances the decision making process to a great extent within
the stipulated period of time allotted for the meeting.
Response to Question (d):
The minutes of the meeting are generally recorded by all the participants of the
meeting for their convenience and future reference. However, the committee either unanimously
agrees and selects a meeting minutes recorder to forward the minutes of the meeting or a member
volunteers to do the same (Volberda et al. 2013). The minutes of the meeting are at first sent to
the general secretary who cross critically cross examines the facts presented in the minutes and
ensures that no important information is overlooked or left out. After the scrutiny of the facts the
minutes are then circulated to the higher authorities that include the supervisors and the board of
directors.
Response to Question (e):
As has been previously discussed recording and documentation of the meeting
minutes serve as a quick reference. The meeting minutes recorder generally records the minutes
critically which is then cross-evaluated by the secretary to make sure that no important
information is missing. Finally, the secretary circulates the meetings to the concerned members
and the reporting supervisors. Also, the secretary maintains an official record of the minutes for
future reference in subsequent meetings.

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