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Question:

Discuss about the Food and Beverage Management.
 
 

Answer:

Analysis of the interview findings

The Food and Beverage Manager of Beyond India seemed to be a busy person. The interviewer had to beg for giving a time from his busy schedule. Shedding light on his personality, he is a proud manager of Beyond India of an Indian outlet in Australia, Beyond India. He looks after the efficient functioning of the outlet, which includes checking the orders of the customers; preparation of the dishes; performance appraisals among others (Beyondindia.net.au 2017). This is not an arduous task for him as he has skilled and efficient assistants to support him in the Front and Back Office operations. He provides enough encouragement and support to his assistants, so that they can perform their operations in an efficient and effect manner (Davis et al. 2013). The customer care executives handle the Front Office operations, where the needs, demands and requirements of the guests are dealt with. On the contrary, Back Office operations are managed by the officers who are flexible with Excel functions. He annually checks the reports of employee performance for properly appraising them. Coordination is maintained in both these operations. Data from the Front Office is sent to the Back Office for creating budgets.

Sometimes he personally supervises the performance of the employees to mitigate the instances of errors. One of the interesting facts is the training, which enhances the preconceived skills, expertise and knowledge of the employees regarding the basic management skills (Yang et al. 2014). The courses of the training include basic hospitality operations, ethical considerations, policies, and finance among others.

One of the other findings of the interview is the cash for regulating the finance in the business operations. According to the statements of the Food and Beverage Manager of Beyond India, the payments of the online orders are made through the means of account transfer. For this, when the customers make payments for the orders, their email IDs are taken, so that the news of special discounts and offers, can be transmitted to them (Wu, Huang and Chou, 2014).  Within this, one of the important issues is the security of the customers’ and organizational profile. For ensuring the security of the customers’ profile, the manager of Beyond India along with the Board of Directors, is conducting meetings. The main topic of these meetings is to adopt latest and modern security software.

 

Evaluation of the findings and its effectiveness on the foodservice operations

The manager of Beyond India is entrusted with a huge and diversified hospitality enterprise to manage. This aligns with the functions he is expected to perform in terms of his qualifications (McNally and Tophoff 2015). As a matter of specification, looking after the efficient execution of the business operations is the most important function of the manager of Beyond India. Feeling proud about his designation is good on one hand; however boasting about the post might be harmful in terms of his professionalism.

Ensuring coordination between the Front and Back Office operations aligns with the responsibilities of a manager of Beyond India. Delving deep into the operations, front and back are the two parameters of the outlet. Having assistants for these operations reflects the practice of partnership working, which saves a lot of time regarding the achievement of successful completion of the projects in hand. Supervising the reports of the published data reflects the awareness of the manager of Beyond India towards the performance of the employees in terms of the allocated duties (Beyondindia.net.au 2017). Approval of the drafts of these data projects the participative management style, which enhances the stability in the relationship between employee, employers, manager of restaurant outlets like Beyond India and the directors (Kotas 2014). Along with this, it also enriches the aspect of professional communication.

Financial aspect gains an important position among all the issues projected in the interview. Consciousness towards this parameter enables the companies and organizations to strengthen the productivity. Here, there is a need for indulging in relationships and contracts with the members of the Trade Union. The major drive behind this is to avert encountering instances of financial crisis, inflation and fluctuating prices of the raw materials. One of effective methods in this direction is to prepare the budget much in advance, so that additional requirements can be met before the actual execution of the tasks (Ivert et al. 2015).

In view of the increased online orders, the need for security software is justified. This has several connotations. On one hand, it reflects the business expansion of the outlet; on the other hand, it aggravates the risk of cyber crimes. Countering this, the discussion here needs to be on the methods used for regulating the finance. As per the statements of the manager of Beyond India, the payments are made through account transfer, which requires less time and efforts. For this, the account numbers and email IDs need to be valid and authentic (Kafetzopoulos and Gotzamani 2014). The GPS trackers in the profile of the manager of Beyond India are effective in terms of controlling the cash flows from the internal environment to the external ones. The alert button is vital in terms of identifying the third party interference. 

One of the other aspects of the budget is the shareholder investment. It is not possible for the organization alone to handle all the aspects of business. Some investments are made by the shareholders. Herein lays the reference of suppliers, distributers, agency partners among others, who play a major role in conveying the latest trends and activities of the outlet to the customers (Dopson and Hayes 2015). Estimations regarding the investments by shareholders help the manager of Beyond India to plan the revenue generation as well as addition of value to the profit margin. This estimation is the keystone for predicting the market share, which enhances the clarity of the managers of Beyond India regarding the position within the competitive ambience.

Adherence to the competitive policies helps Beyond India to indulge in fair trade and transaction amidst the competitive ambience (Beyondindia.net.au 2017). This fairness is the cornerstone towards the achievement of customer satisfaction and retaining it. In terms of account transfer, this fairness is of utmost importance in terms of proper transmission of the message from the sender to the receiver. The presence of Responsibility Centers helps the outlet Beyond India to control the budget (Dopson and Hayes, 2015). This Centre takes the help of various systems, which automatically excavates the errors within the budgets. There are three subdivisions of the Responsibility Centre- Cost Centre, Revenue Centre, Profit Centre and Investment Centre. Pondering upon the names of the Centres, all play an important role in regulating the budget of the outlet, Beyond India. Tracking the Cost of the raw materials in the market enhances the Clarity of the foreign delegates to make investments (Dopson and Hayes, 2015). This regulation is a further assistance in estimating the revenue and value, which would be added to the profit margin.

From the findings, it can be concluded that, encouragement and motivation of the manager inspires the employees to expose better performance. Along with this, conscious attitude towards the regulation of finance reflects the attempts towards achieving customer satisfaction. The Responsibility Centers acts assistance for the outlet, Beyond India in terms of practicing financial control, the main item of which is the cost, revenue, investments and the total profit achieved (Dopson and Hayes 2015).

 

References

Beyondindia.net.au (2017). About us. Available at: https://www.beyondindia.net.au/ [Accessed on 15th September 2017]

Davis, B., Lockwood, A., Pantelidis, I. and Alcott, P., 2013. Food and beverage management. Routledge.

Dopson, L.R. and Hayes, D.K., 2015. Food and beverage cost control. John Wiley & Sons.

Fried, G. and Mumcu, C. eds., 2016. Sport Analytics: A Data-driven Approach to Sport Business and Management. Taylor & Francis.

Ivert, L.K., Dukovska-Popovska, I., Kaipia, R., Fredriksson, A., Dreyer, H.C., Johansson, M.I., Chabada, L., Damgaard, C.M. and Tuomikangas, N., 2015. Sales and operations planning: responding to the needs of industrial food producers. Production Planning & Control, 26(4), pp.280-295.

Ivert, L.K., Dukovska-Popovska, I., Kaipia, R., Fredriksson, A., Dreyer, H.C., Johansson, M.I., Chabada, L., Damgaard, C.M. and Tuomikangas, N., 2015. Sales and operations planning: responding to the needs of industrial food producers. Production Planning & Control, 26(4), pp.280-295.

Kafetzopoulos, D.P. and Gotzamani, K.D., 2014. Critical factors, food quality management and organizational performance. Food Control, 40, pp.1-11.

Kotas, R., 2014. Management accounting for hotels and restaurants. Routledge.

McNally, J.S. and Tophoff, V., 2015. Stacked in your favor: you can increase your chances for organizational success by upgrading your risk management and internal control. Strategic Finance, 96(10), pp.30-40.

Wu, P.H., Huang, C.Y. and Chou, C.K., 2014. Service expectation, perceived service quality, and customer satisfaction in food and beverage industry. International Journal of Organizational Innovation (Online), 7(1), p.171.

Yang, C.L., Huang, R.H. and Liao, S.J., 2014. Customer Requirement Based on Quality Planning and Improvement for Food and Beverage Management. Service Science and Management Research, 3, pp.25-33.

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