Food and Beverage Management fifth edition Chapter 8

  • Slides: 35
Download presentation
Food and Beverage Management fifth edition Chapter 8 Events, Conferencing and Banqueting

Food and Beverage Management fifth edition Chapter 8 Events, Conferencing and Banqueting

© 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

© 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Chapter 8 covers: q q q Structure of the events sector Sales and marketing

Chapter 8 covers: q q q Structure of the events sector Sales and marketing Staffing considerations Costing considerations Managing the event process © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Event categories and examples © 2019 Cousins et al: Food and Beverage Management, 5

Event categories and examples © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Comparison of characteristics © 2019 Cousins et al: Food and Beverage Management, 5 th

Comparison of characteristics © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Examples of types of events q q q Congress Exhibition/trade fair Forum Interview Lecture

Examples of types of events q q q Congress Exhibition/trade fair Forum Interview Lecture Meeting q q q Retreat Road show Seminar Workshop Off-premises © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Top international meeting countries © 2019 Cousins et al: Food and Beverage Management, 5

Top international meeting countries © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Event management companies (EMCs) q q Organise events on a contract basis on behalf

Event management companies (EMCs) q q Organise events on a contract basis on behalf of their clients Services can include: n n n n Concept development Planning the event theme and decor Marketing and advertising and ticketing Screening venues Risk assessment Contracting entertainers, speakers and other artists Dealing with caterers. © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Benefit of events q q q Utilisation of space and resources Revenue stream Potential

Benefit of events q q q Utilisation of space and resources Revenue stream Potential to capitalise on national and local events Can achieve high customer satisfaction Savings through bulk food and beverage purchasing Less food waste and reduced labour costs due to fixed menu and numbers © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Potential challenges q q q q Space perishability Competitive environment Large inventory of equipment

Potential challenges q q q q Space perishability Competitive environment Large inventory of equipment to manage Managing expectations of large numbers Achieving satisfaction of large numbers Managing causal labour Management of AV Multiple stakeholders © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Restaurant and event operations © 2019 Cousins et al: Food and Beverage Management, 5

Restaurant and event operations © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Sales and marketing q Activities include: n n Marketing of venue to different customer

Sales and marketing q Activities include: n n Marketing of venue to different customer segments Maximising distribution channels and intermediaries Effective sales teams Event sales strategies © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Event segmentation q Examples of event segments include: n n n n n In-house

Event segmentation q Examples of event segments include: n n n n n In-house customers Local businesses Local residents Corporate companies Charities or non-profit organisations SMERF Groups Trade and professional bodies Incentives market Exhibitions market © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Maximising distribution channels q Examples of channels may include: n n n n Website

Maximising distribution channels q Examples of channels may include: n n n n Website Central Reservations System (CRS) Event/meeting planners Destination management companies (DMCs) Convention bureaus Web based software for meeting/events Accommodation and meeting booking sites © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Effective sales teams q q Sales personnel should be allocated specific targets Monitoring may

Effective sales teams q q Sales personnel should be allocated specific targets Monitoring may include: n n n Number of telephone calls made Number of sales calls or presentations made Revenue achieved by sales person © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Event sales strategies include: q q Utilising efficient event-booking software Applying effective sales techniques

Event sales strategies include: q q Utilising efficient event-booking software Applying effective sales techniques Creating venue generated events Developing high quality event collateral © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Sales activities include: q q q q Forecasting high and low demand periods Maintaining

Sales activities include: q q q q Forecasting high and low demand periods Maintaining reservation records and customer history Forecasting net yield for event bookings Awareness of segment booking patterns Avoiding very advanced bookings Enforcing clear cancellation procedures Considering commissions for intermediaries © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

When demand is high: q q Accept only full priced bookings Don’t n Let

When demand is high: q q Accept only full priced bookings Don’t n Let out part space bookings too far in advance n Offering discounts or promotions n Provide complimentary products or services n Have out of order rooms or refurbishments © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

When demand is low: q q q Maximise spending of existing customers Offer promotions

When demand is low: q q q Maximise spending of existing customers Offer promotions and be prepared to negotiate Creating venue generated events Provide familiarisation for potential clients Offer free space to local communities Carry out internal quality audits and deep cleaning and routine maintenance © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Example promotion activities q q q Embrace social media Be known as sustainable Email

Example promotion activities q q q Embrace social media Be known as sustainable Email alerts Encourage companion (linked) services Promote loyalty © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Creating venue events: the process © 2019 Cousins et al: Food and Beverage Management,

Creating venue events: the process © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Event collateral q Includes: n n n n Logo of venue or establishment Contact

Event collateral q Includes: n n n n Logo of venue or establishment Contact information and location Information about the venue Floor plans, room setups and example menus Professional photographs List of products and services offered Pricing, including packages Reviews, classifications and awards © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Other considerations q q q Outsourcing for services and products White listing Greening of

Other considerations q q q Outsourcing for services and products White listing Greening of events © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Example organisation chart © 2019 Cousins et al: Food and Beverage Management, 5 th

Example organisation chart © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Staffing considerations q Some of the main skills and qualities required for any operator

Staffing considerations q Some of the main skills and qualities required for any operator are: n n n n Welcoming and friendly approach Good personal presentation Flexibility in meeting customers’ needs Ability to sell products and services Planning and co-ordination skills Visible to staff and clients Hard working and creative © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Costing q The cost of an event can be broken down into four main

Costing q The cost of an event can be broken down into four main categories: n n Operational or production costs – including hiring of event staff, construction, insurance and administration Venue/site rental Promotion – advertising, public relations and sales promotion Talent – costs associated with entertainment © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Example budget template © 2019 Cousins et al: Food and Beverage Management, 5 th

Example budget template © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

The event process © 2019 Cousins et al: Food and Beverage Management, 5 th

The event process © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Example event order © 2019 Cousins et al: Food and Beverage Management, 5 th

Example event order © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Example room layouts © 2019 Cousins et al: Food and Beverage Management, 5 th

Example room layouts © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Example Gantt Chart © 2019 Cousins et al: Food and Beverage Management, 5 th

Example Gantt Chart © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Banqueting: potential challenges q q q q Menu design Food safety Food quality Food

Banqueting: potential challenges q q q q Menu design Food safety Food quality Food and beverage timing Flow of service Diverse customer base Intoxication Event crisis planning © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Conferences: Potential challenges q q AV system and delivery Having up to date information

Conferences: Potential challenges q q AV system and delivery Having up to date information technology Dealing with multiple contractors Potential for additional revenues © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Event evaluation is essential q q q Feedback from the customer Feedback from team

Event evaluation is essential q q q Feedback from the customer Feedback from team Measure how the event performed against: n n n q q planned budget event order departmental service standards Keep records Ensure remedial action is taken as necessary © 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

© 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

© 2019 Cousins et al: Food and Beverage Management, 5 th edition, Goodfellow Publishers

Food and Beverage Management fifth edition Chapter 7Food and Beverage Management fifth edition Chapter 7
Food and Beverage Management fifth edition Chapter 9Food and Beverage Management fifth edition Chapter 9
Food and Beverage Management fifth edition Chapter 5Food and Beverage Management fifth edition Chapter 5
Food and Beverage Management fifth edition Chapter 2Food and Beverage Management fifth edition Chapter 2
Food and Beverage Management fifth edition Chapter 3Food and Beverage Management fifth edition Chapter 3
Food and Beverage Management Chapter 6 Beverage ProvisionFood and Beverage Management Chapter 6 Beverage Provision
Hospital food and beverage services Food Beverages FoodHospital food and beverage services Food Beverages Food
Food and Beverage Management FUNDAMENTALS OF MANAGEMENT ManagementFood and Beverage Management FUNDAMENTALS OF MANAGEMENT Management
FOOD AND BEVERAGE MANAGEMENT Manajemen Perhotelan Managing FoodFOOD AND BEVERAGE MANAGEMENT Manajemen Perhotelan Managing Food
Food and Beverage Management Food Production What weFood and Beverage Management Food Production What we
THE BAR AND BEVERAGE BOOK Fifth Edition CostasTHE BAR AND BEVERAGE BOOK Fifth Edition Costas
Food Beverage Management Concept Development Restaurant Management ChapterFood Beverage Management Concept Development Restaurant Management Chapter
Aqua 9 Beverage Co Product Presentation Rapha BeverageAqua 9 Beverage Co Product Presentation Rapha Beverage
Aqua 9 Beverage Co Kiosk Opportunity Rapha BeverageAqua 9 Beverage Co Kiosk Opportunity Rapha Beverage
INNOVATION IN THE BEVERAGE INDUSTRY GLOBAL WATER BEVERAGEINNOVATION IN THE BEVERAGE INDUSTRY GLOBAL WATER BEVERAGE
Aqua 9 Beverage Co Finance Program Rapha BeverageAqua 9 Beverage Co Finance Program Rapha Beverage
Responsible Beverage Server Training Renewal Course Responsible BeverageResponsible Beverage Server Training Renewal Course Responsible Beverage
IZZE Beverage Company Product The IZZE Beverage CompanyIZZE Beverage Company Product The IZZE Beverage Company
Healthy Food Happy Clients Healthy Food and BeverageHealthy Food Happy Clients Healthy Food and Beverage
Food and Beverage Management Chapter 4 Operational AreasFood and Beverage Management Chapter 4 Operational Areas
Chapter 8 Food and Beverage Hotel Operations ManagementChapter 8 Food and Beverage Hotel Operations Management
Chapter 10 Food and Beverage Hotel Operations ManagementChapter 10 Food and Beverage Hotel Operations Management
Chapter 14 Food and Beverage Service Convention ManagementChapter 14 Food and Beverage Service Convention Management
IAL 3409 Food and Beverage Management and TableIAL 3409 Food and Beverage Management and Table
Food and Beverage Management Facility Design Layout andFood and Beverage Management Facility Design Layout and
FOOD Food FOOD Riddle Healthy and unhealthy foodFOOD Food FOOD Riddle Healthy and unhealthy food
IRB 3306 Food and Beverage Management IRB 3306IRB 3306 Food and Beverage Management IRB 3306
management division room division food and beverage divisionmanagement division room division food and beverage division
HIR 2301 Food and Beverage Management HIR 2301HIR 2301 Food and Beverage Management HIR 2301
1 Food and Beverage Management Ch 8 Preparing1 Food and Beverage Management Ch 8 Preparing
Introduction to Food Beverage Management Culinary Math FractionsIntroduction to Food Beverage Management Culinary Math Fractions
Introduction to Food Beverage Management Culinary Math FractionsIntroduction to Food Beverage Management Culinary Math Fractions
Introduction to Food Beverage Management Culinary Math CostingIntroduction to Food Beverage Management Culinary Math Costing
Introduction to Food Beverage Management Culinary Math MeasurementIntroduction to Food Beverage Management Culinary Math Measurement
Chapter 6 Food and Beverage Operations Walker IntroductionChapter 6 Food and Beverage Operations Walker Introduction
Chapter 6 Food and Beverage Operations Banyan VerandaChapter 6 Food and Beverage Operations Banyan Veranda
Chapter Seven Food and Beverage Cook Tourism TheChapter Seven Food and Beverage Cook Tourism The
Chapter 6 Food and Beverage Operations Introduction toChapter 6 Food and Beverage Operations Introduction to
Chapter 4 Food and Beverage Operations Walker IntroductionChapter 4 Food and Beverage Operations Walker Introduction
Chapter 22 Fifth Declension Chapter 22 Fifth DeclensionChapter 22 Fifth Declension Chapter 22 Fifth Declension