Hospitality and Events Operations

HOSPITALITY AND EVENTS OPERATIONS

Table of Contents
Concept & Menu Planning..............................................................................................................3
Costing & Pricing............................................................................................................................5
FOH Set-up & Design.....................................................................................................................8
Staffing Requirements & Costs.......................................................................................................8
Roles, Work & Schedule...............................................................................................................11

Concept & Menu Planning
Menu planning is one of the most important bespoke food and business management exercises
performed by an organization involving the business owner / owner, restaurant administrator and
chef. In a large pub, the CEO and Director of Food and Refreshments (F&B) will also be
members of the group. In government-assisted cooking activities, the roof of the premises, the
steward of the food serving and the account manager are included. A configuration menu
requires careful consideration of a number of elements that will determine the performance of an
F&B business. The menu forms the basis or proceeds as a guide through which other
administrative and operational exercises of F&B activities are found (Evans, 2015).
FIRE OR HAZARDS OF MENU DESIGN
Whether they are new outlets or retail outlets, the organization should consider the
accompanying ideas when preparing the register:
1. Hour of action
The group should consider the strategy of the hours of operation of the activity while compiling
the schedule. Chances are it won’t work all day from 7am to 6pm, at which time all the necessary
utensils need to be brought in at breakfast, early in the morning, lunch, afternoon showers,
dinner, etc. Assuming it only works at lunch and dinner, the schedule should be set up in the
same way. At lunchtime, visitors expect quick help or a business / boss lunch, which should be
considered (Hudson and Hudson, 2017).
2. What to serve
The administration may not allow hamburgers, pork or anything else. vegetable dishes, legacy
modified foods, etc. The vessels remembered for the registry should be the strategic strategy of
the foundation.
3. Measurement of creation
Consideration should be given to the type of creative measure the company makes, for example,
the standard parties frame includes creation, cook-cooker, freeze-cook and sous-vide, etc., when
you preparation of the register (Cetin and Dincer, 2014).

4. Use of accommodation materials
Household products can be found in a number of classes, from those that need a little food in the
kitchen to ready-to-eat facilities. The group should consider the provision on the use of
convenience materials.
5. Management style
The schedule should be structured with the management style in mind. For example, buffet,
money, America, serving dishes, takeaway, etc.
6. Record type
The type of table to be run in tasks should be considered as a major concern when configuring
the table. The a la carte menu offers a wide choice for all classes and the party menu includes a
fixed number of courses with a limited decision at a fixed cost (Mayaka and Akama, 2014).
French classical record courses
The amount of conferences on a menu and the dishes within each course depend on the size and
class of the base (Breakey, Robinson and Brenner, 2014). In a base where there is full access to
food and administrative units, a full schedule may be advertised. In this case, the courses or
program sections may be broken down as follows:
1. Hors-d'œuvre
2. Potage (Soup)
3. Ouefs (Egg)
4. Farineux (Rice and Pasta)
5. Poisson (Fish)
6. Entrée
7. Sorbet
8. Relevé
9. Rôti (Roast)
10. Légumes (Vegetables)