国际酒店集团餐饮筹备手册

1、pre-opening manual for food & beverageaccor hotelsopening manualfood and beverageaccor hotels0.introductionthis manual is intended as a reminder and check list for the many tasks and actions required to successfully open an accor hotel, and when presented or used at this infant stage of an hotels de

2、velopment should not be construed as a complete and entire manual of the tasks to be done. each hotel is unique and as the current project develops the information within this manual should dramatically change, becoming more accurate and definitive, so as to meet the specific requirements of the pro

3、ject and location, it should be seen as a base from which to beg brief division head1.1project in general1.1.1general discussion on owning company and management agreement.1.1.2discussion of any project, site or location idiosyncrasies1.1.3progress on construction and possible opening dates.progress

4、 reports from project manager and construction contractorfeasibility study.blue prints and plans.temporary site office.review power of attorney for bank signaturesreview owning companyhotel agreement as it pertains to co-owners.owning companys organization chart.internal owner relations.name, addres

5、s and telephone #s of board members.equity position of owners.capital expense budget and approval procedures.any special agreements and/or understanding with the owning company.board meeting timetable.review of last board meeting minutsestablish a date to meet the board and owning company employees

6、on site.goals and incentive plan.recommendations for the hotel lawyer and auditor.administrative calendar for the hotel.2.0 food and beverage2.1 potential candidates for the position of assist director of food and beverage.discuss potential candidates for the position of executive chef and any backg

7、round requirement.review pre-opening staffing schedulereview competition situation for food and beverage outlets:competitor analysis.suggestions for hotels food and beverage outlets.employee recruitment.competitors salary scale and impact on recruitment.casual labor availability.merchandising method

8、s of the competition.“live” entertainment programs used by the competition.availability of local food and beverage products.known competitive food and beverage costs and expenses. review hotel plans and blueprints for food and beverage areas:kitchen layout.concept vision of project and design teams.

9、service and traffic patterns in restaurants.cashier location and procedures.food storage locations.beverage storage locations. review food and beverage outlets:location.decoration.space and seating capacity.potential hours of operation.review potential market for each outlet.total potential.which se

10、gment should be targeted?any special marketing and/or merchandising considerations.i.equipment for each outlet.j. outlet menus:menus of local competition.competitive pricing structures.special menu requirements.co-ordination of menus design by graphic designer.schedule of printing contract.any gener

11、ic menu requirements i.e.: content or design?guest check presentation.doorknob and room service menus. goals and objectives:goals and objectives for the pre-opening period.four year plan of objectives.marketing plan. food and beverage marketing:a.external promotional merchandising.b. internal promot

12、ional merchandising. known successful advertising campaigns.public relations campaigns.competitive trends.sales organization for the food and beverage department. entertainment:possible joint entertainment programs.local agents.c.sponsorship potentials. mini bars:equipment supplied in the guest room

13、s.storage facilities.control programs.v.i.p. amenities2.12banquets:menus.brochure and sales presentation kits.office location and set-up.sales and catering software programs.equipment requirements.availability of casual staff. purchasing of food and beverages:any import restrictions.china and glassw

14、are availability.local linen supplies.d. quality and availability of local products. employee cafeteria:a. recommendations for hotel policy on employee mealsb. location, design and decoration.c. food quality control.d. kitchens:organization chart.equipment layout and workflow.kitchen storage facilit

15、ies.fire control systems. stewarding:a. organization chart.b. location of department.c. contract cleaning programs.d. pest control.e. local health regulations. room service:a. location and layout of the kitchen.b. order takers office.c. possible congestion and storage facilities for trolleys, hot bo

16、xes and tray set-ups.3.0 pre-opening task assignment check listthe purpose of this check list is to assign each department all necessary tasks to ensure the successful preparation for the opening of the hotel and that are completed on time. the executive for each department should be the person resp

17、onsible for the appropriate checklist and the formulation of the critical path.the following checklists are to be considered as a guideline for the formulation of the critical path. the following checklists are to be considered as a guideline for the formulation of the critical path and more detaile

18、d checklist should be developed for each department concerned.action by starting date completion date3.1 food and beveragea. f&b manager or director starting dateb. finalize restaurant opening datec. coordinate take over dated. formulate ff&e liste. formulate organization chartf. verification of pla

19、nsg. verification of equipment listh. establish f&b officei. formulate f&b conceptj. executive starting datek. staff canteen startl. recruitment of general staffm. hiring schedulen. manning guideo. pay scalesp. job descriptionsq. operation manual per outletr. menu draftss. drink listt. market resear

20、chu. operating equipment listv. kitchen equipment listw. memo art workx. restaurants namesy. restaurants logosz. menu printingaa. pricing and costingbb. organization chartcc. advertising needdd. banquet brochure ee. banquet menusff. canteen proceduresgg. revision of f&b budgethh. training programii.

21、 training schedulejj. f&b product standardskk. f&b service standards action by starting date completion datell. list of formsmm. procedures for costingnn. cleaning schedulesoo. pest controlpp. specification linenqq. mini barrr. table to presentationss. banquet contractortt. promotional calendaruu. o

22、perating hoursvv. tart f&b meetingww. recipes cardsxx. photo displaysyy. outlets work scheduleszz. fire drillaaa. outlets final layoutsbbb. market analysis for banquetccc. competition analysis banquetddd. recruit pastry chefeee. establish suppliers listfff. produce list of all guest collateral mater

23、ialggg. banquet sales policyhhh. health board regulationsiii. uniforms presentationjjj. uniform countkkk. selection entertainerslll. finalize program for opening partiesmmm. prepare and approve rosters for f&b outletsnnn. opening action planooo. f&b marketing plan3.2 project completionthis segment o

24、f the critical path opening plan, consists i listing all the physical areas under construction that can be monitored on a weekly basis, on the progress report. all items mentioned on this section should be similar to the one mentioned of the progress reportexample:executive officeaccounting officege

25、neral storesteward storestaff canteenguest rooms 16/fall the mentioned areas should mention the starting date of the monitoring of the status of the project and the projected completion and hand over dates.4.0formulate critical paththe data formulated in the tasks assignment check list is to be used

26、 as the base for the formulation of the “critical path” report.the first thing to establish is the opening date of the hotel.secondly, the hand over schedule for each area of the hotel should be finalized in conjunction with the project team.thirdly, the data from the tasks assignment check list is

27、transferred into the critical path with reference to the hand over of each area and ultimately the opening date.formulate a grid sheet which contains all the critical path with a section for each department using the legends of:q starting dateq progressq delayq completion dateq late completionq open

28、ing dateall tasks should be monitored and updated weekly with a review meeting for all concerned.whilst this may seem a tedious and time consuming exercise it will ensure that each area of the hotel is fully ready to be operational on the opening date.note: the critical path should be formulated in

29、a data base software format as per the example attached to allow the efficient, any date order, or person responsible, sorting. formulation of hand over schedule per areathe fist type of hand-over schedule should be formulated for the hand over of the rooms.all floor number to be placed in sequencet

30、he term project means date stipulated by project for completion of the mentioned floor.actual means date that the operator guide realistic for completion of the project after careful analysis of date available.next step is type of room or suites located on that floor.total means total of ro9oms loca

31、ted and available on that floor at the projected date.example:if you look at the attached sample the forecasted hand-over on the 1st on june should be as such.90 twin doubles263 kings1 royal suite5 special suites14 tourelle suitesas you can see this type of hand over is a precise tool, that is essen

32、tial to the sales department, and for the planning of the rooms division department.the second type of hand over schedule is a hand-over organization chartall physically related areas to the construction of the hotel should be placed in sequence.the floor location should be mentionedthe forecasted d

33、ate of hand over by project department should be mentioned.soft opening date to be mentionedgrand opening date to be mentionedthis should be the first and original hand over scheduleas soon as the new hand over date is formulated for specific areas, the mentioned extension of date should be formulat

34、ed in colors.6.0 list of pre-opening reports and meetings weekly critical path meeting minutesweekly hand over meeting minutes with contractorsoperational meeting weekly minutesdesign and printing weekly minutesf&b weekly meetings minutesmonthly progress reportweekly minutes of opening ceremony meet

35、ingweekly minutes of sales departmentmonthly sales report to corporate officeweekly forecast meetingweekly minutes of purchasing departmentmonthly pre-opening delivery scheduleweekly minutes of accounting departmentmonthly controllers report to corporate officemonthly reports to corporate office sho

36、uld include the following topics-overview of progress of project-f&b report-purchasing /versus budget-financial-engineering-sales-rooms department-p.r.monthly design meeting with designerpost opening weekly defects meeting7.0 monthly progress reportthe monthly progress report should be formulated by

37、 the hotel project manager/engineering team. the chief engineer is responsible for the formulation, of the data and he should be precise as much as possible when doing this progress evaluation.all areas under construction will have to be evaluated on their construction progress on a percentage basis

38、.each area with percentage construction progress should be reinforced by some commentsthe first section of the report consists of the facts and comments to justify all the % mentioned per areas.the second part of the report consists of a grid, that gives an overall site evaluation in percentage. all

39、 areas have to be listed in sequence then rated in a % construction progress. policies and procedures8.1 food and beverage administrationgeneral conceptconcept statementsorganization chartsoutlet operating hoursdepartmental morning briefingfood & beverage meetingstore requisitionfood & beverage tran

40、sfersfood & beverage inventoryf&b food controlentertainment & entertainersentertainment agreementlinenflower ordering & storingoffice ff&e reporting to workuniformsgrooming and personal hygienevacationsannual performance appraisalprobation period appraisalbudgetingfinancial forecast reviewentertainm

41、ent checkslost checksmeal couponscomp. meal vouchers and bev. couponscash handlingcost control reportprofit & loss reportstaff clock in reportdaily revenue reportfood accounting procedurebeverage accounting procedurecredit facilities for vip and othersduty f&b managerhealth inspections kitchenconcep

42、t statements organization chartssatellite kitchen organizationfood handlingfood preparationbacteria & toxin descriptionbacteria & toxin preventionfood poisoningstorage & stock rotationpersonal hygienegrooming & uniformsfood transportationequipment sanitationvacuum packingmorning briefingreporting to

43、 workperformance evaluation8.3 food and beverage outlets-concept statements-organization charts-service concept-beverage department organization-outlet opening-mise en place-outlet closing-table set-up reservation taking-equipment cleaning-buffet set-up-children service-general service sequence-gree

44、ting guests upon arrival-menu presentation-food order taking-beverage order taking-wine order taking-selling by recommendation-carrying food from the kitchen-carrying beverages from the bar-food service-beverage service-wine service-buffet service-coffee and tea service-table clearing-guest farewell

45、 greetings8.4banquet-banquet sales correspondence-banquet sales appointments-banquet sales planning-banquet sales reports-banquet sales meetings-cocktail & reception packages-banquet buffets-general service sequence-service sequence briefing-guest welcome-banquet checklists-beverage service-back of

46、house organization-equipment storage-bar equipment-menu engineering & cost control-buffet control-bill preparation & settlement-banquet log book-banquet revenue reports-banquet event orders-banquet rental-casual labor8.5 service-mise en place-door knob menu sequence-order taking-selling by recommend

47、ation-carrying food from the kitchen-food service-beverage service-breakfast service-tray/trolley removal-delivery time-room service equipment-billing-log book & revenue report-product knowledge8.6pool service-general concept-pool area cleaning-furniture set-up-guest registration-general service seq

48、uence-bar service equipment8.7stewarding-general organization-hygiene-dishwashers-pot washing-silver polishing-garbage collection-garbage area cleaning-receiving area cleaning-kitchen equipment cleaning-machinery cleaning-grease trap cleaning-floor cleaning-pest control-public area cleaning-night cl

49、eaning operational check list, on site preparationlegala. appoint local lawyerb. verify and obtain operating licenses for:- hotel- food outlets- beverage outlets (liquor license)- entertainment - pool- parking- dry cleaning- othersc. obtain copy of local innkeepers lawd. establish courtesy carde. ob

50、tain vending machinesf. obtain concessionaire leasesg. appoint local auditors9.2operationa. establish orientation for gm at corporate officeb. obtain copy of standard concessionairesc. verify the security guards provision by general contractord. organize security for storerooms and administration of

51、fice during constructione. verify insurance coverage by contractor for the sitef. verify safety and caution signage throughout the siteg. establish purchasing proceduresh. establish receiving proceduresi. establish reservation policy and proceduresj. hotel opening ceremony meetingk. establish and br

52、eak down of opening meeting l.obtain approval from corporatem.establish maintenance and service contracts such as:-elevators-tv and radio-window cleaning-cleaning for kitchen and public areas-gardening and plants-black top areas-pool maintenance-extermination-ice makers and refrigeration-pc, heating

53、, ventilation-telephoneinvestigate possible tenants for consideration in hotel such as:-airlines-barber-florist-kiosks-car rental-cable/telex-beauty shop-pharmacy-shoe shine stand-check room concessionaires-photographer-jewellery shop-vitrines for rent-taxi stand-record shop-art gallery-perfume shop

54、-parking-tour agency-travel agent-bank-others9.3 start department heads meeting9.4 start forecast meetings9.5 establish par stocks-food and beverage-guest supplies-linen-engineering storesfinance-prepare contract summary and implications for gm-detail owner and operator obligations-make timetable of action list per contract-establish work