洲际酒店 自助餐指南(英)P18.pdf
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1、InterContinental Hotels Group?自助餐指南Buffet Guidebook Confidential InterContinental Hotels Group Table of Contents Introduction: Buffet Guidebook.3 Why Breakfast Buffet Standards?.3 What is the Purpose of this Guidebook? .3 Are You Sure You Want to Offer a Buffet? .4 Benefits of Buffets.4 Buffet Cauti
2、ons.4 Twelve Ideas to Control Buffet Costs.6 Ten Ideas to Increase Buffet Sales.8 Ten Ideas To Enhance Buffet Displays.9 Sample Ideas for Breakfast Buffet Hot Offerings.11 Buffet Standards Checklist.12 Holding Times Rotation Chart.13 Buffet Standards .14 Exceptions .14 Definitions.14 Merchandising &
3、 Signage.14 Cold Buffet.15 Fresh Fruit.15 Cold Cereal.15 Dairy.15 Bakery.15 Cold Display.16 Full Buffet.16 Eggs.16 Breakfast Meats.16 Potatoes.16 Service.17 Beverages .17 Buffet Guidebook Confidential InterContinental Hotels Group Introduction: Buffet Guidebook Why Breakfast Buffet Standards? For ye
4、ars we have had a program and Standards to support the breakfast menu: Best-4-Breakfast. However, a significant percentage of the Holiday Inn system offers a breakfast buffet, in addition to the Best-4-Breakfast menu. Why have breakfast Standards that cover only a portion of the breakfasts being ser
5、ved? With the renewed emphasis on breakfast the launch of “Morning matters” it was important to correct this inconsistency. These Standards were developed, critiqued, and reviewed by the Holiday Inn F&B Council, a group of multi-unit F&B executives from the franchise community. These executives repr
6、esent more than a third of all Holiday Inn hotels in North America. What is the Purpose of this Guidebook? We dont necessarily recommend that you offer a buffet. In fact, the next section will walk you through a rationale for serving buffets. Sometimes it makes sound business sense to offer a buffet
7、, sometimes it does not. For those of you offering buffets, this Guidebook is intended to assist you with your buffet performance. We include ideas for controlling costs, enhancing displays, and promoting buffet sales. Additionally, weve attached some tools for your use: a checklist to make sure you
8、re in compliance with the new Standards, and a buffet holding time form, to help you monitor the holding times for each product. Of course, weve included the Breakfast Buffet Standards, also found in the “Morning matters” Mangers Guidebook, for reference. To help you promote buffet sales, we have in
9、cluded an ordering form for PMO (Promotions Made to Order). And finally, there are 12 pages of display pieces, to give you ideas on how to enhance your own displays. These catalogue pages from Wasserstrom were developed specifically for Holiday Inn hotels the items were hand-selected by a core group
10、 of F&B Council members. NOTE: you are not obligated to purchase from either PMO or Wasserstrom. These pages are included herein as a convenience for those who would like to take advantage of their services. We hope you find this useful, and welcome your comments as always. For any breakfast need, f
11、eel free to contact us at 1-888-4-BREAKFAST. Buffet Guidebook Confidential InterContinental Hotels Group Are You Sure You Want to Offer a Buffet? Best-4-Breakfast is a menu approach to breakfast foodservice. The objective of Best-4-Breakfast is to improve the consistency and quality of the breakfast
12、 offerings system-wide. Many of our hotels feature a buffet breakfast for a variety of business reasons. In addition, several hotels feature a Sunday brunch buffet with a heavy breakfast item focus. Benefits of Buffets Buffets can be a good idea and often make good business sense. Here are some exam
13、ples: High Volume. Hotels averaging several hundred guests on a given day may well need a buffet to handle the volume. International Guests. A buffet cuts across language barriers. Large Groups. Groups such as bus tours may be easily accommodated by buffets. Weekend/Leisure Guests. Some research exi
14、sts which indicates a preference by consumers for buffets (e.g., Sunday Brunch) when they are on leisure time. Control. As clearly stated in the “Morning matters” Managers Guidebook, the guest wants to be “in control” of their experience. A buffet offering puts the guest fully in control. However, n
15、one of these reasons should necessarily compel a hotel to have a buffet seven days a week. Hotels should consider the costs of buffets, and develop a sound business strategy accordingly. Buffet Cautions While buffets are often popular, they can also “backfire” on you. Here are some reasons why: 1. L
16、ess Service Contact. Most operators believe that buffets save labor. This may not apply to the kitchen it probably doesnt. But it does apply to service personnel, your guest contact people. You may wish to consider that the food cost savings from shifting the sales mix to a menu more than offsets th
17、e cost of another service person. From an employee point of view, tips on menu service may be higher. CAUTION: do not let “buffet service” deteriorate to “cafeteria service” or “limited service”. Attention to the guest should not suffer, just because a buffet is offered. Proper execution of the appr
18、opriate “Morning matters” Service Signatures will help in this regard. 2. Poorer Quality. Buffet food is pre-cooked and often held beyond ideal times. The new Standards try to address this, but even so, items “freshly prepared to order” will always be Buffet Guidebook Confidential InterContinental H
19、otels Group better than the same or similar items cooked and held for 15, 30, 45 or more minutes. (Note: to address this concern, some operators offer full buffets with no eggs on the buffet all eggs are “cooked to order” but are included in the price of the buffet. This procedure meets the Standard
20、s.) 3. Poorer Value. Perhaps your buffet is “value-priced”. However many operators price their buffets to cover food costs, and that includes a level of waste. More to the point, research indicates that “value” in the family dining restaurant category is driven by quality and service, not by low pri
21、ce. 4. Higher Food Cost. Cost is difficult to control with buffets. A survey conducted by the Best-4-Breakfast team in 1999 discovered Breakfast Buffet costs ranging from 27% to 97%. When buffet cost gets out of hand, the “easy” solutions are: Higher price (resulting in poor value) Reduce quality (r
22、esulting in poor value) Reduce selection (resulting in poor value) (You may find the next sections of this Buffet Guidebook helpful, in regard to these challenges.) 5. Cash Control. A cost-related issue is cash control. Breakfast servers can easily pocket cash from cash buffet sales, except where el
23、aborate check-control procedures are in place. Ask yourself, why dont family dining restaurants that specialize in breakfast offer buffets? Cracker Barrel, IHOP, Perkins, Bob Evans, Dennysall offer menus exclusively. Finally, dont forget to develop a juice pricing strategy to complement your buffet
24、(or no-buffet) decision. Youll find plenty of information with cost tables in the “Morning matters” Managers Guidebook, to help you conduct a thorough analysis. After youve evaluated all of the above “benefits” and “cautions”, you may well determine that a buffet is right for your hotel. In that cas
25、e, the next step is to ensure that you have the right strategies in place. Buffet Guidebook Confidential InterContinental Hotels Group Twelve Ideas to Control Buffet Costs 1. Consider offering a Cold Buffet only, serving hot items to order. A variation of this idea is to offer the cold buffet for $X
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