food service management essay

Food and Beverage Management Essay

A five star hotel is a place of luxury that incorporates all the facilities that you can think of from a golf field, swimming facilities, accommodation, food and beverage, to catering services (Wood 2000).

The food and beverage department is the heart of any hotel. The mission of the department is to provide food and beverage that meets highest standards so that they can keep a competitive edge in the hotel industry.

The department is managed by the food and beverage director who works hand in hand with his assistant. This department is divided into kitchen, catering, bar and stewarding sections where each section is run by its manager who is in charge of its operations.

To keep up with the competition in the hotel industry, a five star hotel has to adopt strategies that shall place it in a competitive edge above its rivals.

There are two generic strategies that can work for a five star hotel and they include differentiation and focus strategies (Washington 2005). In differentiation strategy, they can decide to produce pastries, cookies and beverages that are unique in taste and branded with the hotel name.

If this is done, then most of the guests to the five star hotel shall associate it with its facilities. On the other hand, a focus strategy shall give the hotel a class of its own.

They may focus on marketing their products and services abroad and to tourists given that the service charges for such visitors are high on the basis of their needs.

It is worth noting that, the food and beverage department works very closely with other departments such as those of finance and procurement. This is due to the fact that, the operating cycle of control cannot be implemented without the involvement of these parties.

For instance, the food and beverage department sends a purchase requisition to the procurement department, so that they can forward a purchase order to prospective suppliers for the products requested.

On the other hand, the procurement department then requests the finance department to ascertain the possibility of funding these products. If the costs to be incurred are within the finance budget, then it approves the transaction to proceed.

Besides, it is important to realize that a typical operating cycle of a five star hotel involves seven stages. They include purchasing, receiving, storing, issuing, preparation, serving and service.

Purchasing, receiving, storing and issuing fall under the procurement department. In purchasing, the department develops specifications to meet the product quality and prepares a list of potential suppliers to be contacted for the purpose of supplying these goods.

Before the suppliers are selected, they undergo an appraisal procedure that only approves a few of them that are reliable.

On receiving the goods, the purchase department checks on their quality and quantity, whether they meet the set standards and prices as per the initial agreement and whether they have been delivered at the agreed time and manner. Finally, the department moves these goods to the store.

Inventory control is very essential to avoid excess of goods in the store that may increase carrying costs and also under-buying should be avoided to reduce ordering cost.

Hence, for the procurement department to be effective, then they should a Just-In-Time delivery system that ensures the supply of the limited quantities based on demand.

While issuing the goods from the store to the food and beverage department, the procurement department ensures they match the issue and usage to avoid waste and making subsequent orders only when the inventory is depleted.

However, preparation, serving and service fall under the food and beverage department. The food and beverage preparation starts in the kitchen.

The kitchen is managed by the executive chef and his assistant, whose responsibility is to ensure quality and consistency in preparing food and also ensure that the guests get satisfied (Cesar 2002, p.23).

When evaluating quality in the kitchen, the executive chef assesses the professional qualification of the cooks, whether they are putting on their aprons, if the kitchen room is clean and ensures the safety of the cooks, both from physical injury and in a case of unprecedented fire outbreak.

He also ensures that the hotel’s recipe is followed consistently so that the unique taste of the hotel’s products is maintained.

The assistant chef is responsible for the day to day operations of the kitchen besides representing the executive chef when he is not around. In addition, the kitchen management cannot be complete without station chefs who supervise specific sections of products.

For instance, we may have a pastry chef, a roast and grill chef among others. These are specialists in these products and they ensure that products of good quality are produced to meet customer satisfaction.

Moreover, a five star hotel has a bar that is supervised by the bar manager. These managers are better termed as sommeliers who work hand in hand with the bar maids.

These bar maids are involved in the beverage cycle that entails ordering, receiving, bar stocking, servicing and guest billing.

In addition to their management roles, the sommeliers take part in serving (ordering the drinks from the store and then delivering them to the bar maids) while the bar maids take part in providing direct services (taking orders from guests and giving them bills for payment) to the guests.

Hence, the sommeliers order specific wines that are frequently demanded by their esteemed customers, through the procurement department. On receiving these orders, the bar maids help the sommeliers to select the best wines based on the quality and brands.

If the drinks meet the required standards, the bar maids help in stocking the wines onto the bar shelves. They also help in taking orders from individual guests and billing them appropriately.

Before the bills reach the guests, the sommeliers supervising the staff countercheck them to ensure that they are neither overcharged nor undercharged by the bar maids.

This measure ensures that the hotel’s pricing policies are met. They also check on the wine dispensing system to ensure that it is in good working condition so as not to fail their services.

Besides, the hotel has a separate steward department headed by the chief steward. He ensures that the stewards have maintained cleanliness of the glassware and cutlery, dish washing machines, and that they control pests (Druly 2002, p. 45).

All the wine glasses and other utensils are collected and put in a dish washer for cleaning purpose. The incoming and out going number of these cutlery is recorded to determine those that have been broken, so that they are replaced immediately. Special detergents are used for cleaning glassware to ensure they remain free from stains.

For many hotels, pest control is an important issue to be looked at. These pests include flies, cockroaches, and mosquitoes.

Flies and cockroaches can be controlled by ensuring that all surfaces of equipments, seats and tables both in the kitchen, hotel and bar rooms have been cleaned thoroughly.

Where they become a menace, then pesticides can be applied at varying times not to infringe the comfort of the guests (Horace 2006, p. 22).

Another department that is crucial in the hotel is the catering department. However, the term catering is sometimes confused with banquet. In catering, guests can eat at varying times while in a banquet they eat at once in one place.

Hence, the catering division works closely with the director of food and beverage, director of sales and the executive chef through their catering services manager (Bond 2006, p. 13).

Since the catering division is concerned with providing services outside the hotel, then director of food and beverage and the executive chef have to know the expected number of guests to serve, the foods and drinks they would like to order for and whether they may require the products such as cakes to be customized so that they may supervise their staff appropriately in producing them.

On the other hand, the director of sales determines the prices of all the orders that have been placed and ensures that the hotel gets the revenue at the right time.

Finally, the food and beverage should have a security department that takes care of the store. It is charged with the responsibility of ensuring that only the authorized persons gain access into the food store. The guards also keep a record of the store.

The food and beverage department is faced by issues related to perishables, poor economic times, and technology. Some foodstuffs are usually imported and so by the time they reach at the premises, they have only a few days left to go bad.

In addition, the changing economic times have been a challenge to five star hotels that deal in foreign currencies which have been seen to depreciate over time.

Another challenge is the cost of technology that is required to produce goods and services of high quality (Dimmit 2004). These and other challenges have been an uphill for the hotel industry.

Reference List

Bond, F 2006, Practice of management: modern hotel , 3rd edn, Harvard Business Review, New York, US.

Dimmit, T 2004, Embracement of technology in the food and beverage division, PhD Thesis, Yale University, via American Digital Thesis Program.

Druly, H 2002, Management and hospitality in a modern hotel, 4th edn, Thomson Learning, London, UK.

Horace, T 2006, Challenges facing the hotel industry: poor economy, technology and pest control , 2nd edn, Thomson Learning, London, UK.

Cesar, J 2002, Hotel management: food and beverage , 2nd edn, Oxford University Press, Berkshire, UK.

Washington, L 2005, Strategies of management: generic strategies, Stanford University, pp. 23-25.

Wood, K 2000, “Management of a five star hotel”, University of Cambridge, pp. 60-62.

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The History of Food Service Management

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Food service industry in actionFrom the street vendors and caterers of ancient Rome to the modern food service industry, food service skills have traditionally been taught through apprenticeship.

Many colleges offer food service management programs, but 66 percent of people currently working as servers and managers hold a high school diploma or less and were trained on the job. Sweeping changes in how food is shipped, stored and prepared mean that food service managers need to use the newest technological resources and to balance cost-cutting and effective food storage with the public demand for fresher food with fewer additives and preservatives. Other People Are ReadingCareers in Food Service Management Food & Hospitality CoursesEarly HistoryIn the Middle Ages, the cooks employed by nobles and religious orders served large numbers of people every day, and medieval travelers ate at inns, taverns, monasteries and hostelries. The earliest recorded guild for cooks was formed around 1311 to protect the cooks' secrets.

The tricks of the trade were only taught to guild members. West and Wood's Introduction to Foodservice notes that "strict cost accounting was necessary, and here, perhaps, marks the beginning of the present-day scientific foodservice cost accounting....

"The Industrial RevolutionDuring the thousands of years when most of the population lived in or very near farming communities, food did not travel far to reach the people who ate it. The Industrial Revolution and the mass migration of workers to cities meant there was increased demand to ship food longer distances. Trains, automobiles and trucks provided transport, while new preservation treatments and better storage devices such as refrigeration made it possible for the food to stay fresh longer. Food RegulationDIFFERENT TYPES OF FOOD SERVICE INDUSTRY BUFFET SERVICE* A buffet is typically a self service presentation of food.

Guests are invited to help themselves. * It is a type of service where guests help themselves from the food at the buffet table.COUNTER SERVICE* Counter service is a type of hospitality strategy that is used in bars, pubs, and some restaurants. Sometimes referred to as bar service, this approach to serving customers involves providing food and drink at a counter or bar, rather than at a table. Over the years, two specific forms of counter services have evolved, with both approaches used around the world.

* One approach to counter service involves seating a customer at the bar or counter. The customer then places an order, which is prepared and served at the bar. With this model, the customer remains seated at the counter to consume the food and drink. * A second type of counter service applies a slightly different strategy to customer care. The customer still approaches the counter, and places an order, but is likely to remain standing.

The order is prepared and placed before the customer, often on a tray. Instead of remaining at the bar, the customer takes the food-laden tray and proceeds to a dining area, where tables and chairs are available.TABLE SERVICE* “Table Service” is a restaurant industry term that can mean either the presentation of food to patrons by waiters, or the place settings present on each table. Restaurants without either are usually referred to as “counter service” establishments. Most fast-food chains fall within this category, as patrons must place their orders, collect their food, and pick up any needed utensils at a centrally located counter.

Table service establishments are usually more expensive, but more work is involved on the restaurant’s part both to set and clear tables and to present food to order.

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Food service industry in the era of COVID-19: trends and research implications

1 School of Hospitality Management, The Pennsylvania State University, State College, PA 16802, USA.

2 Department of Food and Nutrition, Yonsei University, Seoul 03722, Korea.

Coronavirus disease 2019 (COVID-19) is a new type of respiratory disease that has been announced as a pandemic. The COVID-19 outbreak has changed the way we live. It has also changed the food service industry. This study aimed to identify trends in the food and food service industry after the COVID-19 outbreak and suggest research themes induced by industry trends. This study investigated the industry and academic information on the food and food service industry and societal trends resulting from the COVID-19 outbreak. The most noticeable changes in the food industry include the explosive increase in home meal replacement, meal-kit consumption, online orders, take-out, and drive-through. The adoption of technologies, including robots and artificial intelligence, has also been noted. Such industry trends are discussed in this paper from a research perspective, including consumer, employee, and organizational strategy perspectives. This study reviews the changes in the food service industry after COVID-19 and the implications that these changes have rendered to academia. The paper concludes with future expectations that would come in the era of COVID-19.

INTRODUCTION

Coronavirus disease 2019 (COVID-19) captured public attention as a new type of respiratory disease. The World Health Organization (WHO) announced it as a pandemic on March 11, 2020 [ 1 ]. Although most people heard “corona virus” for the first time, humans have experienced seven types of coronaviruses, including severe acute respiratory syndrome (SARS) in 2003 and Middle East respiratory syndrome (MERS) in 2015. COVID-19, like SARS and MERS, is a respiratory disease with similar symptoms. Severe acute respiratory syndrome coronavirus-2 (SARS-CoV-2), the virus that causes COVID-19, is genetically 80% similar to SARS-CoV, the virus that causes SARS [ 2 ]. The viruses for COVID-19, SARS, and MERS are stable and active at 4 °C [ 3 ]; they become inactive as the temperature increases to 65–70°C [ 4 ]. As COVID-19 is transmitted via droplets, aerosols, and direct contact, wearing masks and washing hands with disinfectants are the foremost defensive methods. The COVID-19 virus also come out of human activities like breathing, speaking, coughing, and sneezing [ 5 ]. As a major route of COVID-19 transmission is droplets, human contact should be avoided to prevent infection. Furthermore, eating food together, such as Korean soup and side dishes, should be avoided, because the droplets can transmit the COVID-19 virus [ 6 ]. Therefore, foodservice operations have been one of the primary sources of COVID-19 transmission. During the COVID-19 era, people look for healthy foods and adopt behaviors to prevent virus transmission. The COVID-19 outbreak has resulted in novel trends in the foodservice industry.

FOOD SERVICE INDUSTRY TRENDS

Emergence of covid-19 new normal era.

The COVID-19 outbreak brought a situation that people have never experienced. A new word, “a new normal era after COVID-19,” was coined. The era of Before Corona (B.C.) was separated from that of After Corona (A.C.) because people can never get back the days before the pandemic struck. The word “new normal” was used at the time of the global economic crises initiated by the US sub-prime mortgage during 2007–2008 [ 7 ]. A new normal indicates a new norm for the economic standards. The new normal After Corona described the situation as H (healthcare), O (Online), M (manless), and E (economy at home): healthcare as heightened public interest in health and safety; online as a core essence of digital economies with the advantages of artificial intelligence, big data, and 5G; manless as a proven safety and efficiency during the course of prevention from coronavirus transmission; economic activities at home while staying long hours at home [ 7 ]. Such “new normal” also took place in the food service industry.

Non-human contact (untact) purchasing

Most of all, an explosive increase has been observed in the foodservice purchasing using untact methods. Contrary to the dramatic decrease in the sales of restaurants and institutional foodservices, Starbucks Korea experienced a sales increase of 32% from January to February 2020, compared to the same months in 2019 [ 8 ]. In fact, the orders made via Siren contributed to a 25% increase in terms of the purchase number, compared to the previous year [ 9 ]. The outcome explains consumers’ intention to use untact services to minimize human contact, which will be expanded in the future. Since the order could be made online, the drive-through pick-up of the ordered products increased, from café, bakery, and fast foods to all kinds of restaurants, including even Sish-shop [ 10 ]. McDonalds expanded drive-through stores in the US and China, which resulted in a double-digit increase in sales in September 2020, compared to the same month of 2019 [ 11 ].

Explosive increase in home meal replacement (HMR) and meal-kit

One of the segments that has benefitted most from the COVID-19 outbreak is the meal-kit and HMR products [ 12 ]. While people stay at home, they care more about health and have time to cook. In the US, the sales of meal-kit products in 2020 became 2 times higher than in the previous year [ 13 ]. The major players in the meal-kit industry, Blue Apron, HelloFresh, and Home Chef, experienced a 49% increase in the number of customers. The meal-kit products satisfy the needs of a variety of customers, including vegan, gluten-free, children, and patients with diabetes [ 14 ]. In Korea, since the COVID-19 outbreak, the sales of meal-kit brands have rapidly increased, while offline retail brands rushed into the meal-kit segments with the names of Simply Cook (GS Retail), ChefBox (Hyundai Department Store), Yorihada (Lotte Mart), Gourmet 494 (Galleria), and Peacock Meal Kit (E-mart) [ 14 ]. The delivery of online order food and HMR food services increased by 77.5% in 2020, compared to the previous year [ 15 ]. Further, people are more concerned about health and look for healthy foods. Consumers purchased more high-protein salads with low calories, health-protection HMR, and fresh ingredient meal-kit [ 16 ].

Acceleration of food tech

COVID-19 resulted in the acceleration of food technology. Robotics in foodservice operations has been expanded significantly. Manless cafés, such as Briggo in USA, Lounge X in Korea, and Chowbotics in California, are its good examples [ 17 , 18 , 19 ]. Chowbotics is the first manless café to purchase fresh produce. Cooking robots work at various positions, such as making hamburgers in a fast-food chain (Miso Robotics in White Castle Burger in California), working at a pasta kitchen (DaVinci Kitchen, Germany), and serving in chicken restaurants (Robert Chicken, Korea) [ 20 , 21 , 22 ]. Moley is the first robot to cook gourmet cuisines using artificial intelligence techniques [ 23 ]. Robotics has also been applied to serving (Royal Palace, Netherlands) and deliveries (PepsiCo's, USA) [ 24 , 25 ]. TUG, as a delivery robot for patient meals at the Reading HealthPlex in Pennsylvania, reduced labor costs by 80% [ 26 ]. The UVD Robotics Techniques have been utilized to prevent COVID-19 transmission, while Blue Ocean Robotics played a role in disinfection at the Heathrow International Airport, UK [ 27 ].

New government project

In Korea, the Ministry of Agriculture, Food and Rural Affairs (MAFRA) launched a new project called “Korean Eating Culture Improvement” in May 2020 [ 6 ]. The project aimed to change Koreans' eating behavior of sharing cuisines, which can cause diseases that are transmitted via droplets [ 28 ]. Thus, COVID-19 can be transmitted through such food-sharing behavior. To accomplish this change, MAFRA proposed three activities: one-person portion meal setting, sanitary management of spoons and chopsticks, and employees wearing masks. The project spread all over the country. Authorities of respective provinces supported the restaurants that abided by the above-mentioned activities by rendering certification to the restaurants. The project is expected to construct a safe eating culture with a high level of safety among Koreans.

RESEARCH IMPLICATIONS

COVID-19 has drastically changed the world, and many believe that some of those changes may last even after the pandemic is over [ 29 , 30 ]. This reality and future expectations certainly apply to the food service industry as well. This study discusses the kinds of research implications that can be drawn from these changes and future expectations. Such changes can be related to the behaviors and perceptions of consumers and employees, as well as the strategic responses of food service businesses. Considering these primary constituencies of the food service industry, this study attempts to provide meaningful research implications related to COVID-19.

Consumer perspectives

Consumer confidence in dining-in.

Consumers of food service businesses have been through and will continue to undergo tremendous changes due to COVID-19. First, due to lockdown or heavy restrictions on in-dining food services during the pandemic, consumers have been unable to enjoy in-dining experiences, either in a complete or at least a partial manner [ 31 , 32 ]. Even in the absence of government restrictions on the in-dining food service, many consumers were and are reluctant to dine out in a confined food service setting, because of the possibility of COVID-19 transmission [ 33 ]. Moreover, although the vaccination rate is significantly increasing, some consumers either refuse inoculation, thus avoiding dining out, or do not feel safe to dine out in a confined place even after getting vaccinated [ 34 , 35 ]. This lingering concern is understandable because of the high level of uncertainty regarding COVID-19 and its vaccines, especially among the general public [ 36 ]. Accordingly, it is important to understand the real consumer confidence in dining in food service establishments as the COVID-19 development continues and how such confidence can be boosted from the perspective of food service management.

Therefore, food service researchers should pay close attention to the status of consumers' confidence in dining at food service establishments. An important aspect of this examination would be a constant or timely update because since everyone is experiencing this type of pandemic for the first time, how people psychologically recover from and respond to this event is unknown. In particular, as vaccination rate accelerates globally, consumer confidence may recover quickly in a non-linear fashion, or it may first recover quickly but later possibly stall at a certain level due to a particular group of consumers who are either too concerned about the possibility of full recovery or skeptical of vaccination programs, which raise legitimate empirical questions for the food service industry.

Next, the food service business should have a better understanding of how they can improve consumer confidence in in-dining food services. There are various ways that can be implemented to boost consumer confidence in this matter, such as cleaning and sanitizing, restructuring the dining table layout to ensure social distancing, requiring employees and customers to wear face masks, installing transparent plastic panels at the counter and/or between tables, and minimizing human interactions (e.g., use of an electronic tablet for menu ordering or even robots to take orders). Restaurant businesses need to understand which practices to prioritize or emphasize because they do not have unlimited resources to implement them all. An efficient allocation of resources is essential for the food service industry to achieve a more desirable level of profitability because they have a tight profit margin. Furthermore, even when all or most of the possible implementations are feasible and can be done, proper prioritization of these implementations can go a long way to enhance consumer confidence in in-dining services more effectively, which can directly or indirectly impact the establishment's or brand's image, and consumer loyalty and revisit intention eventually.

Accordingly, researchers in the food service literature are recommended to explore, first, the practices that restaurant businesses should consider implementing to improve consumer confidence in in-dining services. In addition, it would be interesting to investigate differing degrees of consumers' perceptions of the importance of such practices to assist the food service business to prioritize relevant practices more efficiently and effectively, especially in terms of resource allocation. It would also be critical to study how to disseminate the information of those practices to the target markets (i.e., a marketing strategy). Some potential questions to answer in this matter may include which marketing media should be used, which practices or messages should be emphasized, and how these messages should be delivered (e.g., with more detailed information in an educational format or with more visual representations of actual practices). To accomplish these research goals, researchers should seek responses from consumers as primary data by utilizing a survey method in an observational or experimental manner. Laboratory experiments and follow-up field studies are desirable. In addition to examining the main effects of the aforementioned factors, researchers would be encouraged to test potential moderating factors such as gender, age, perceptions of COVID-19, having children, pre-existing health conditions, tendency to general risks, and so on in relation to some characteristics of consumers, but also food service types (e.g., fast food, full-service, etc.), franchised vs. independent, size of the food service establishment, managerial abilities, location of the business, and so on in relation to the business characteristics. Understanding these contingent boundaries will help untangle the proposed main relationships among the mentioned factors in a more detailed and comprehensive way.

Untact service

Another interesting topic is the contact-free service, which can be represented by the marketing term “untact service” in the recent literature (from 2017 to be precise) [ 37 ]. The untact service for the food service business includes drive-through, curbside pickup, and delivery. All these forms of untact services have become a norm in the food service industry during the current pandemic and they have helped many businesses in the industry survive the global health and economic crisis [ 38 , 39 ]. It would be important to reveal, first, how untact services have been helped the industry, for example, its impact on sales and profits, and second, how such positive impacts have been heterogeneous contingent on various factors from both consumer (e.g., gender and age) and business perspectives (e.g., location and type of food service).

Post-pandemic change

Lastly, food service researchers should pay attention to which mentioned factors would stick around even after the pandemic is over. Many believe that these new norms during the pandemic, such as the popularity of untact services, fewer interactions with service providers (e.g., service by robotics), and some cleaning and sanitization practices will continue even after the pandemic. However, it is clearly an empirical question that needs to be examined and verified with actual data and rigorous analyses. Even when consumers may anticipate that these practices will still be important and influence their decisions even after the pandemic, their perceptions can certainly change once the pandemic is over. Although we strongly believe that some of these practices will still be important even after the pandemic, which practices will be significant remains to be answered empirically. Understanding the matter will help the food service business to develop more appropriate and timely strategies.

Employee perspectives

Employee turnover.

Similar to consumers of the food service business, employees of the food service business have been experiencing tremendous changes and hardships. For example, the current pandemic has revealed a high level of risk embedded in the food service industry regarding job security from an employee's perspective. Due to the lockdowns and rigid restrictions on food service operations due to COVID-19, countless food service employees have been laid off or furloughed or have experienced a reduced number of working hours. In fact, the food service industry has been one of the hardest hits in the economy by the pandemic [ 33 ]. Since the food service industry is known for a high turnover rate of employees, the added hardship on employees in the industry has been devastating for both employees and employers. Some employees are considering switching to a new career in a different industry because of this hardship, which requires the business to decide what it needs to do to retain and recruit talented employees during and after the pandemic. This is a critical issue even for those employees who stay with their company because they have witnessed a high level of risk and uncertainty in the food service business, which is volatile to external forces such as the pandemic. The industry needs to convince its employees that the industry is still viable and has great potential to grow in the future, especially after the crisis.

Employee attitudes

Understanding the factors during the pandemic that significantly influence employees' various perceptions, such as satisfaction, commitment, and loyalty, is critical for food service management. Employee perceptions play an important role in shaping employees' intention to remain with the company at the end [ 40 , 41 ]. Despite the extreme operational hardships faced by food service employers during the pandemic, they still need to ensure that they show their employees that they care for them and are trying their best to provide them with job security during the pandemic. Such practices can go a long way, possibly making significantly positive impacts on employees' satisfaction with and commitment to their organization because employees also understand how challenging those practices can be during the current pandemic. This kind of positive impact may eventually have an aftereffect on organizational culture and its long-term success. Accordingly, it is suggested that researchers may explore how employers' caring and transparency in their communication influence employees' perceptions and behaviors during the pandemic.

Human resources allocation

Another important issue that needs to be considered regarding employees in the food service business during the pandemic is human resource allocation. As discussed earlier, the food service business had to adapt to a new business environment during the pandemic by extensively implementing untact services, such as drive-through, curbside pickup, and delivery. In doing so, many food service businesses had to deviate from their traditional in-dining services. Such a dramatic transition requires reallocation of human resources to different tasks and related new training. It would be interesting to research how this reallocation impacted the food service business and, in particular, employees' various perceptions about their job and productivity. Additionally, an extension of this research to the post-pandemic period should be encouraged because such investigations may reveal possible lasting benefits (e.g., improved human capital with multiple capabilities) and/or drawbacks (e.g., dissatisfied employees with too many or less focused job responsibilities) in a long-term manner.

Organizational strategy perspectives

Corporate social responsibility strategy and more.

In addition to the customer and employee perspectives, there are potential research topics from an organizational strategy perspective that need attention. Food service businesses can implement or might have implemented certain organizational strategies to cope with the pandemic. Accordingly, it is important for researchers to investigate which business strategies (e.g., corporate social responsibility [CSR], franchising, internationalization, and diversification) generate positive benefits during the pandemic. For example, previous studies found that a firm's engagement in CSR activities can enhance employees' commitment to and satisfaction with their organization, improve their productivity, and reduce turnover intention [ 42 , 43 ]. Furthermore, many previous studies have found that CSR positively impacts consumers [ 44 ] and firm performance [ 45 ]. Hence, it can be interesting to see whether the food service business's CSR investment during the pandemic has the same positive impact (e.g., on customers, employees, and/or business performance). Interestingly, some may argue that an investment in CSR activities during the pandemic has an opposite impact (i.e., a negative impact) on employees, customers, and performance because such investments will cause the cash flow of the business to become even tighter in an extremely difficult time, thus making the probability of its survival slimmer.

It would also be interesting to explore whether a company's pre-existing reputation of being socially responsible can generate business benefits during the pandemic. The pre-existing reputation is not about the company's investment in CSR during the pandemic, but rather the reputation that had already been built before the pandemic, which does not put any burden on the company during the pandemic. In such a case, the pre-existing reputation of CSR may be more likely to provide benefits because it does not cost the company anything during the pandemic, and CSR investment has been found to provide insurance-like protection during a crisis [ 46 ]. All these CSR issues can be viewed as part of or equivalent to environmental, social, and governance (ESG) issues, which have gained considerable attention from the corporate world and public. Although the ESG concept was created and has been used more in the investment context, due to its extensive popularity in the contemporary corporate world, the term is now used more interchangeably with a broader concept, such as CSR. Accordingly, the suggested research topics are timely, even in the context of ESG. However, since all these suggested research issues are empirical questions, they require empirical verification.

Furthermore, similar research studies apply to other business strategies, such as franchising, internationalization, and various diversification strategies. In particular, since the food service industry employs the franchising strategy the most in the U.S. economy [ 47 ], significant implications of implementing the strategy may exist in relation to the pandemic. Researchers are encouraged to find such implications.

Unit-level analysis

The organizational strategies mentioned above are mainly at the firm level and not at the individual unit level. A majority of the food service business consists of independent and small businesses. Hence, inspecting the effects of the characteristics of the food service business at an individual unit level during the pandemic can provide meaningful and practical implications for food service business owners and operators. An example of such characteristics can be the type of financing. In contrast with large corporations, small food service businesses rely heavily on personal connections to finance (e.g., raising capital from family members and friends) in addition to formal financing (i.e., loans from financial institutions). These different types of financing may imply certain capabilities or lack of them in owners and consequently suggest some anticipatory outcomes during the pandemic, such as a high likelihood of suffering from poor performance and business failure. Thus, these issues should be researched to gain a better understanding of the food service business during the COVID-19 pandemic.

The COVID-19 pandemic has resulted in tremendous changes in the overall economy and society. In the food service industry, the ways people order has shifted mostly to non-human contact or untact methods, such as online orders and drive-through orders. The consumption of particular products, such as HMR and meal-kit, has also increased explosively. Cooking and serving robots have been extensively adopted to prevent human contact and reduce labor costs. The COVID-19 situation has also caused serious issues in environmental protection. In terms of research implications, COVID-19 poses great challenges and provides opportunities. This study discusses these challenges and opportunities from three perspectives: consumer, employee, and organizational strategy perspectives.

Conflict of Interest: The authors declare no potential conflicts of interests.

Author Contributions:

• Conceptualization: Ham S, Lee, S.
• Investigation: Ham S, Lee S.
• Supervision: Ham S, Lee S.
• Writing - original draft: Ham S, Lee S.
• Writing - review & editing: Ham S, Lee S.

Foodservice Systems Management

Education council, the journal of foodservice management and education archives.

2023 Volume 17, Issue 1

2022 Volume 16, Issue 1

2021 Volume 15, Issue 2

2021 Volume 15, Issue 1

2020 Volume 14, Issue 1

2019 Volume 13, Issue 1

2018 Volume 12, Issue 1

2017 Volume 11, Issue 2

• 2017 Volume 11, Issue 1
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2013 Volume 7, Issue 1

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2012 Volume 6, Issue 1

2011 Volume 5

2010 Volume 4

2008 Volume 3

2006 Volume 2

2005 Volume 1

2023 Volume 17

Research Contributions

Factors that Encourage/Discourage and Best Practices for Student-operated Restaurants

• Nathan Stokes, PhD
• Emily Vaterlaus Patten, PhD, RDN, CD
• Kaylee Hickman, MS
• Amanda Mathews, MS, RDN

Barriers and Facilitative Practices Identified by School Nutrition Leaders during the COVID-19 Pandemic

• Jenna Simmons
• Samantha Snyder, RDN
• Ann E. Embry, PhD, RDN

Effectiveness of a Traffic Light Label Intervention in a Midwest College Dining Hall

• Amy Martin, BS
• Rachel L. Vollmer, PhD

Gender Differences in Digital Food Ordering Experiences: An Application of the Technology Acceptance Model and Self-congruity Theory

• Xi Y. Leung, PhD
• Han Wen, PhD

Food Production Courses in Accredited Dietetics Programs: Importance-Performance Analysis of Using Standardized Recipes

• Sangwook Kang, PhD, CHE
• Rachel M. Harrington, EdD, LD, RD
• Erin K. Eliassen, EdD, LD, RD, CLC

2022 Volume 16

Management and Foodservice KRDNS: How Are They Met in Dietetics Education?

• Kaylee Hickman

Employee Interest in Participation in a Reusable Container Program to Increase Hospital Cafeteria Sustainability

• Jessica Wonn, MS, RD
• Joetta Khan, PhD, MPH, RD

Reducing Food Waste in a Large Metropolitan Hospital through Engagement with Food Service Leadership and Personnel

• Abigail Hill, MDN
• Diana Cuy Castellanos, PhD, RD
• Karyn Catrine, MS, RDN, LD
• Erin Seiter, MS, RD, LD

College Students’ Food Choices in a University Dining Hall Using a Traffic Light Labeling System

• Christina Maffiola, RDN
• David Olds, PhD

2021 Volume 15

The Impact of a Portion Plate on Plate Waste in a University Dining Hall

• Shelby M. Anderson, MS
• David A. Olds, PhD
• Kara L. Wolfe, PhD

Implementation of International Dysphagia Standards for Food and Drink Modification: A Model Process for Food Service Operations

• Amanda Gheen
• Pauline Williams, PhD, MPA, RDN, CD
• Amelia Stocking, MBA, RDN, CD
• Alex Govern, CDM, CFPP

An Investigation of Competency‐based Teaching Methods and Technology Integra􀆟on in Foodservice Management Courses in Dietetics Programs

• Yee Ming Lee, PhD, RD, CHE
• Yee Ling Lee, PhD

College Student Demand for Humanely Raised Livestock Product: Evidence from Vermont

• Katie Robinson, MS
• David Conner, PhD
• Daniel Baker, PhD
• Audrey Tuck
• Lily Abrams
• Annie McAneny
• Rachel Frankenfield
• Charity Warner

Analysis of Sustainable Food Practices in Texas Acute Care Hospitals

• Paula Cook, MS, RDN, LD
• Darla Daniel O’Dwyer, PhD, RDN, LD
• Ray Darville, PhD
• Mitzi Perritt, PhD, NCIDQ, RID
• Sally Ann Swearingen, MFA, NCIDQ, RID

Social Cognitive Factors Influencing Food Safety Behaviors in Independent Chinese and Mexican Restaurants in Kansas

• Basem A. Boutros, PhD
• Paola Paez, PhD
• Kevin R. Roberts, PhD

Predicting Food Safety Intention: An Extended Model of the Theory of Planned Behavior

• Naiqing Lin, PhD

Food Allergy Communication in Restaurants: Perspectives of Customers with Food Allergies

• Yee Ming Lee, PhD

2020 Volume 14

Hospitality Undergraduate Perceptions of Their Future Job Security as Affected by Increased Automation and the Relation to Emotional Intelligence

• Jeffrey Clark
• Joel Reynolds, PhD
• Philip G. Crandall, PhD

A Content Analysis of Food Safety Policies and Procedures for Student-led Food Events at Colleges and Universities in the United States

• Sangwook Kang, PhD
• Susan Arendt, PhD
• Anirudh R. Naig, PhD

Food Allergy Knowledge, Attitudes, Practices, and Training Experiences of Employees in Chinese Restaurants

• Lilly Jan, PhD,

Predictors of Dishonesty in College Students: Exploring Perceptions of a Self‐service Food Transaction System

• Darrin J. Griffin, PhD
• Fei Qiao, PhD
• Andrew J. Laningham
• Joshua R. Pederson, PhD

2019 Volume 13

Ventilated and Unventilated Cooling Methods in Onsite Foodservice Operations

Food Safety Needs in Independently-Owned Chinese Restaurants: Food Safety Inspectors’ Perspective

• Lakshman Rajagopal, PhD

Exploring Restaurant Service Sabotage Behaviors in the U.S.

• Chen-Wei “Willie” Tao, PhD, CHE
• Junehee Kwon, PhD, RD

Educational Affordances of Google Glass as a New Instructional Platform for Foodservice Training

2018 Volume 12

Dietetics Student-Operated Restaurant: The Customer Experience and Perspective

• Raquelle E. Weight

The Future of Registered Dietitian Nutritionists in Foodservice Management: Millennial Students’ Career Motivations and Aspirations

• Whitney Linsenmeyer, PhD, RD, LD
• Rabia Rahman, PhD, RD, LD

Plate Waste in the National School Lunch Program: Root Cause Analysis, Review, and Educational Implications

• Garth W. Strohbehn, MD, MPhil

2017 Volume 11

2017 Volume 11, Issue 2

College Students’ Purchasing Practices from Food and Beverage Vending Machines and Nutritional Value of Items Selected

• Laurel G. Lambert, PhD, RDN, LD
• Hyun-Woo Joung, PhD
• Sarah Stroud, MS, RD, LD
• Elaine Fontenot Molaison, PhD, RD

Investigating Food Safety Factors that Influence Child Care Employees’ Self-Commitment to Perform Safe Food Handling Practices

• Stephen Sapp, PhD

Characteristics and Practices Influencing the Implementation of Hospital Foodservice Software

• Susan W. Arendt, PhD, RDN, FAND

Pedagogy Contributions

Marketing the New Eastern Michigan University Demonstration Kitchen through a Culinary Event

• Callie L. Gavorek, MS, RD
• Alice Jo Rainville, PhD, RD, CHE, SNS, FAND

2017 Volume 11, Issue 1

Child Involvement in Food Preparation During School Lunch to Improve Vegetable Intake: “Mix Your Own Salad Today

• Andrew Lakanen, MS, RD
• Zata Vickers, PhD
• Marla Reicks, PhD, RD

Factors Influencing Selection and Nutrient Intakes of Non-Training Army Dining Facility Patrons

• MAJ Bethany A. Deschamps, PhD, RD, LD, CSCS

Alcohol Abuse among Hospitality Management Students

• Miranda Kitterlin-Lynch, PhD
• Lisa Cain, PhD

Ethnic Food in the Journey of International College Students in the United States

• Khalid Mahmoud Eyoun, PhD
• David Spencer Martin, PhD

2016 Volume 10

2016 Volume 10, Issue 2

School Nutrition Professionals Perceptions of Key Performance Indicators

• Keith Rushing, PhD, RD

School Cooks’ Motivations to Engage in Protective Action against Food Tampering

• Carol J. Klitzke, PhD, RD, SNS
• Ali Burtraw, BS, RD
• Caitlyn Nienow, BS, RD
• Christine Nichols, BS, RD
• Kara Kerrigan, BS, RD, CLC
• Marni Shumaker, BS, RD
• Marla Mulcahy, BS, RD
• Eliza Short, BS, RD
• Kirsten Arm
• Judy K. Anderson, PhD, RN

Evaluating the Impact of Food Safety Messaging Posters on Observed Employee Food Safety Behavior: A Mixed Methods Approach

• Kelly N. Abdelmassih, PhD, RD
• Susan W. Arendt, PhD, RD
• Catherine H. Strohbehn, PhD, RD
• Kevin Sauer, PhD, RDN, LD
• Angela Shaw, PhD

A Mixed Methods Approach to Examining Food Allergy Accommodation Efforts in Colleges and Universities

Use of Modified Problem Based Learning in an Undergraduate Quantity Food Production Course

• Joel Reynolds, MA

2016 Volume 10, Issue 1

  2016 Volume 10, Issue 1

Assessing the Impacts of Local Hospital Food Procurement: Results from Vermont

• Florence Becot, MS
• Diane Imrie, MBA
• Katie Ettman

Understanding Stakeholder Viewpoints for Foodservice Localization: The Potential of the Leadership Viewpoint

• Josephine Greer, MDiet
• Miranda Mirosa, PhD
• Heather Spence, PhD, RD

Restaurant Employee Attitude and Behavior towards Sustainability Practices

• Michelle R. Alcorn, MS
• Catherine Curtis, PhD

2015 Volume 9

Hourly Employees’ Perceptions about Farm to School Program Barriers and Keys to Success: Differences by State and Number of Meals Served

Foodservice Director and School Administrator’s Knowledge, Attitudes and Interest/Motivation Towards Family-Style Meals in School Foodservice Settings

• Jamie E. Coborn, MS
• Teri L. Burgess-Champoux, PhD, RD, LD
• Renee A. Rosen, PhD, RD
• Len Marquart, PhD, RD

The World Readiness Program in The Culinary Arts, a Case Study: Can Motivation and Academic Competency be Improved by Teaching Kids Food Studies on a Shoestring Budget?

• Charles Feldman, PhD
• Douglas W. Murray, PhD
• Stephanie Colavita, MS, RD
• Samantha Lovino, RD
• Terry DeJong, MS

2014 Volume 8

Food Safety Culture in Onsite Foodservices: Development and Validation of a Measurement Scale

• Ungku Fatimah Ungku Zainal Abidin, PhD
• Catherine Strohbehn, PhD, RD

Food Defense Management Practices in Private Country Clubs – A Case Analysis

• Carol W. Shanklin, PhD, RD

Implementation of Food Defense Best Practices in Northern U.S. School Nutrition Programs: A Case Study

• Carol J. Klitzke, PhD, RDN, SNS

2013 Volume 7

Suggestions for implementing trayfree dining in a selected dining unit

• Kelly J. Whitehair, PhD, RD, LD

Child nutrition professionals’ knowledge and training practices regarding food allergies in schools is the U.S.

• Kevin Sauer, PhD, RD, LD

Pasta dishes as a vehicle for meeting whole grain requirements in school meals: Challenges, opportunities and benefits

• Beth Arndt, PhD

The effects of communal eating on perceived social support and academic success in first year college students (PDF)

• Abigail Bauer Finney, MPH
• Sandra B. Procter, PhD, RD

Effectiveness of food safety managerial training: Face-to-face or computer-based delivery (PDF)

• Catherine H. Strohbehn, PhD, RD, CP-FS
• Susan W. Arendt, PhD, RD, CHE
• Ungku Fatimah Ungku Zainal Abidin, MS
• Janell Meyer, MBA

The effect of hospital foodservice systems on patient consumption of oral nutritional therapy (PDF)

• Marnie J. Ody, MS
• Lucy M. Butcher, MS
• Therese A. O’Sullivan, PhD

Applied Solutions Manuscripts

A pilot study to develop nutritional guidance signage for a university cafeteria based on a traffic light design (PDF)

• Sabrina Davis, BFA
• Anuradha Prakash, PhD

2012 Volume 6

Analysis of Temperature of Patient Meals (PDF)

• Miriam Troutner, MS, RD, LDN
• Mary Gregoire, PhD, RD, FADA
• Linda Lafferty, PhD, RD, FADA
• Marcelle Stone, MEd, RD

Dietetics students’ cultural food knowledge and experiences with various cultures (PDF)

• Laurel Lambert, PhD, RD, LD
• Young Hoon Kim, PhD
• Diane K. Tidwell, PhD, RD, LD

Food safety training needed for Asian restaurants: Review of multiple health inspection data in Kansas (PDF)

• Young Gin Choi, MS
• Pei Liu, PhD

Alcohol use among university foodservice management students (PDF)

• Miranda Kitterlin, PhD
• John R. Tanner, PhD
• Jerome F. Agrusa, PhD

An investigation of college and university foodservice administrators’ level of agreement on potential influencing factors on sustainable food waste management (PDF)

• Sockju Kwon, PhD, RD/LD
• Carolyn M. Bednar, PhD, RD/LD, CFCS
• Kathy A. Butler, MS, RD/LD

Educating future restaurant managers to motivate employees to follow food safety practices (PDF)

• Jason D. Ellis, PhD

Purchasing commercially prepared pureed foods: Nutrition managers’ perspectives (PDF)

• Katrina Anciado, MAN, RD
• Nila Ilhamto
• Heather Keller, PhD
• Lisa Duizer, PhD

Effects of observing employees for food safety compliance (PDF)

• Valerie K. York, PhD
• Laura A. Brannon, PhD
• Amber D. Howells, MS, RD
• Elizabeth B. Barrett, PhD, RD

Applied Solutions Contributions

Should future dietetic graduates know how to cook? (PDF)

• Leann Schaeffer, MA, RD, LD, LNHA
• Brian Miller

2011 Volume 5, Issue 1

Academic medical center food and nutrition services employees’ perceptions of respect influence their job satisfaction. (PDF)

• Elizabeth A. Chmel, MS
• Mary B. Gregoire, PhD, RD, FADA

Beliefs underlying intention to implement sustainable waste management programs in college and university foodservice operations. (PDF)

• Ying Zhou, MS
• Betsy Barrett, PhD, RD

Views of college and university dining directors on food allergen policies and practices in higher education settings. (PDF)

Foodservice & Management Pedagogy Contributions

An academic justification for creating a commercial foodservice laboratory kitchen in the Department of Family and Consumer Sciences. (PDF)

• Jim R. Haynes, PhD, RD, LD

Student attitudes toward podcasting for food safety education: An example-based approach. (PDF)

2010 Volume 4, Issue 1

Challenges, Benefits and Strategies of Implementing a Farm-to-Cafeteria Program in College and University Foodservice Operations (PDF)

• Siew‐Lan Ng, MS, RD, LD
• Carolyn M. Bednar, PhD, RD, LD
• Carol Longley, PhD, RD, LD

Who Will Direct Hospital Foodservice Departments in the Future? (PDF)

• Karen R. Greathouse, PhD, RD

What Sustainable Practices Exist in College and University Dining Services? (PDF)

• Chao‐Jung (Rita) Chen, PhD
• Susan Arendt, PhD, RD
• Mary Gregoire, PhD, RD

Leadership Behaviors of School Foodservice Directors at Financially Successful Operations: A Qualitative Study (PDF)

• Susan W. Arendt , PhD, RD

An investigation of college and university foodservice administrators’ perceptions of food waste reduction activities and food waste disposal methods (PDF)

• Sockju Kwon, PhD, RD, LD
• Carolyn M. Bednar, PhD, RD, LD, CFCS
• Rose M. Bush, MS, MBA, RD

Quality Evaluation Directs Improvement Efforts for Uncle Sam: An Examination of Service Quality Perceptions at Anniston Army Depot (PDF)

• Martin A. O’Neill Ph.D

Consumer Perception of Take-Out Food:Safe Handling Practices and Desired Package Attributes (PDF)

• Margaret Binkley, Ph.D., CFSP, Assistant Professor, Ohio State University
• Charles C. Broz, M.A., Graduate Instructor, Texas Tech University
• Janice Boyce, Ph. D., Associate Professor, Texas Tech University
• Hak-Seon Kim, M. S., Teaching Assistant, Texas Tech University

Competencies and Skills Required for Foodservice Directors in Assisted Living Facilities (PDF)

• Kuei-I Lee, MS
• Valentina M. Remig, PhD, RD, FADA

Prevalence of Fully Online Courses in Dietetics Education Programs (PDF)

• Denise M. Brown, PhD, RD, LD
• Susan K. Davidson

Designing purposeful educational interventions and assessments in collegiate dining environments: The Great Plate program (PDF)

• Michael Zabriskie, Ph.D.
• Ruth Blackburn, MPH, RD

University Students’ Perceptions of Brand Name Foodservices (PDF)

• Seung Suk Lee, M.S.
• Hyeon-Cheol Kim, Ph.D.
• Jerrold K. Leong, Ph.D., FMP
• Mary B.Gregoire, Ph.D, RD

Factors Related to Job Satisfaction and Intent to Turnover for Part-Time Student Employees in University Dining Services (PDF)

• Woo-Sik Choi, MS
• Jeannie Sneed, PhD, RD, SFNS, CFSP

Job satisfaction of hotel-style room service employees (PDF)

• Lisa Sheehan-Smith, EdD, RD, LDN

To empower or not to empower: The case of students employed in one Midwestern university’s dining services (PDF)

• Swathi Ravichandran, MBA, PhD
• Shirley Gilmore, PhD, RD

University Foodservice Managers’ and Employees’ Perceptions of Food Safety Training and Managers’ Comparison of Student and Full-Time Employees Food Safety Practices (PDF)

• Shu-Ying Lin, MS

University Foodservice Employees’ Food Safety Knowledge, Attitudes, Practices, and Training (PDF)

• Jeannie Sneed, PhD, RD, SFNS, CFSP*

Students’ Perceived Service Quality and Customer Satisfaction in a Midwestern University Foodservice Operation (PDF)

• Amelia Adora V. Estepa, M.S.
• Carol Shanklin, PhD, RD
• Ki-Joon Back, PhD

Status of Prerequisite and HACCP Programs Implementation: College and University Foodservice (PDF)

• Lynn D. Riggins, MBA
• Kevin R. Roberts, MS
• Elizabeth Barrett, PhD

Applied Solutions. Local Foods: From Farm to College and University Foodservice (PDF)

• Catherine H. Strohbehn, Ph.D., RD, CFSP
• Mary B. Gregoire, Ph.D., RD
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Food Service in the Hospitality Industry

Chapter 1: FOOD SERVICE SEGMENTS

Learning Objectives

• To understand the importance of food service within the hospitality industry
• To differentiate between commercial and non-commercial food service establishments
• To identify segments within commercial food service and the factors used to differentiate segments
• To identify segments within non-commercial food service and the unique features of each segment
• To describe key trends impacting food service establishments
• To articulate professional career options within food service

CHAPTER OUTLINE

• Food service in the hospitality industry
• Commercial food service
• Non-commercial food service
• Trends and emerging issues in food service
• Professional careers in food service
• Casual Restaurants
• Casual Upscale Restaurants

Commercial Food Service

• Family Restaurants
• Food Trucks/Street Food
• Hyper-Local Sourcing

Non-Commercial Food Service

• Quick Casual Restaurants
• Quick Service Restaurants
• Theme Restaurants
• Upscale/Fine Dining Restaurants

Food service is a dominant segment of the hospitality industry that represents a significant proportion of the economy. The restaurant industry is approximately an $800 billion dollar industry. The average household spends nearly 50% of its food dollars in restaurants. Food service is also a significant employer. Approximately fifteen million individuals are employed in food service establishments, and 10% of the U.S. workforce is employed in restaurants. It is estimated that over one million food service establishments exist in the U.S. This statistic is noteworthy in and of itself, but also in comparison to the 53,000 U.S. lodging establishments.

Given its dominance and importance, students of hospitality management should possess a working understanding of the food service segment of the hospitality industry. As such, the purpose of this chapter is to educate the reader on different segments of food service. Most of this chapter is devoted to discussing commercial food service establishments. A commercial food service establishment is that whose main purpose is creating and selling food and beverage. Non-commercial food service establishments are discussed later in the chapter. A non-commercial foodservice establishment is embedded in an organization where food and beverage is not the primary business focus, such as in healthcare, education, the military, and transportation. Food service is continually evolving, and this chapter will highlight some of the notable trends and emerging issues. Finally, this chapter will discuss a variety of career options that might be of interest to those seeking to pursue a professional career in food service.

The majority of food service establishments are in the commercial sector. These establishments vary in numerous respects, and it is not an easy task to categorize the vast array of establishments into neatly defined segments. There were once clearly defined segments, but today lines across segments are blurred in many respects. These limitations notwithstanding, we will discuss eight primary segments: 1) quick service 2) food trucks/street food 3) quick casual 4) family 5) casual 6) themed 7) casual upscale  8) upscale/fine dining. Each segment will be differentiated by service level, quality of menu offerings, and price point. These attributes will be discussed within each segment along with other unique characteristics.

With McDonald’s alone spending nearly one billion dollars on advertising each year, readers are certainly familiar with the quick-service segment. Quick service restaurants (QSRs), commonly known as fast food by the general public, are those where the customer orders at a counter, pays prior to receiving the product, and picks food up at the counter. Drive-thru service is also commonplace in the QSR segment. The service level is minimal, fast, and efficient. The food quality is low-cost value with average checks under $8.00. QSR establishments may be open for all three meal periods (breakfast, lunch, and dinner) with some operations providing 24-hour service. In 2015, McDonald’s began offering breakfast all day, although the verdict on the success of this rollout is still out. QSR establishments are unquestionably chain dominated and are they child friendly with specific children’s menus. Most “pizza shops” fall into the QSR segment as well. Some establishments may be coined QSR-Plus , such as Chick-fil-A, Five Guys Burgers and Fries, and Shake Shack, who provide higher quality offerings and realize higher check averages. Traditionally, McDonald’s, Burger King, and Wendy’s dominated the QSR segment, but dominance has begun to shift. McDonald’s still occupies the number one position in sales, but the number two and three spots go to Starbucks and Subway. 3 Subway tops the list with the most number of units/restaurants. Today there is more competition among key players within QSR, and QSR establishments are competing with the quick casual segment as well.

Years ago, food trucks and street food vendors would not have been included in a textbook chapter, but today they are a popular and steadily growing segment. The famous Halal Guys food cart on 53 rd Street and 6 th Avenue in New York City is rumored to generate over one million dollars in annual sales. Similar to QSR establishments, food truck/street service is counter-based and limited, due to their small street-side presence. Patrons order and pay at the counter, take their food away, eat right on the sidewalk, or may sit at a few tables nearby. These operations typically have a limited menu; they find a few things to do very well (e.g., falafel, grilled cheese, or crepes). These establishments are not necessarily the hot dog and pretzel stands they once were with a reputation of serving poor quality food (“roach coaches”). Some may still provide lower quality food, but others provide a higher-end menu, sometimes with gourmet offerings. In fact, the trend in food trucks/street food is toward the higher end. Check averages span a few dollars to over $20. Pepe, a Washington DC-based food truck inspired by Jose Andres, a Spanish trained chef who worked at El Bulli, the number one ranked restaurant in the world for several years, offers a sandwich priced at $20. Unlike QSRs, food trucks/street food vendors are typically independents, but chains are beginning to emerge, such as The Taco Truck in New York, Massachusetts, and New Jersey. Food trucks and street vendors have been innovative using social media as a marketing strategy. Kogi is a famous taco truck in Los Angeles that has utilized social media to amass a cult-like following by tweeting their various locations numerous times throughout a day.

The quick casual (also known as fast casual) segment is fast-growing, exciting, and is taking market share from QSR and the family and casual dining segments. Much of the growth in this segment can be attributed to dominant players such as Chipotle and Panera. Other key players in this segment include Noodles and Company and Pei Wei Asian Market. Service is limited similar to QSR. One of the major points of distinction of quick casual vis-à-vis QSR is the quality of their menu. Chipotle cooks from raw ingredients and prepares items like guacamole from scratch. Panera offers high-quality sandwiches, soups, and salads and fresh baked goods daily. An emphasis is placed on freshness, and many items are prepared in front of the customer. These establishments often have metal versus plastic cutlery, ceramic plates and bowls, and more upscale and trendier décor to further differentiate themselves from QSR. Millennials and other customers are demanding higher quality food, and they are willing to pay a little more for it, choosing quick casual over fast food. Average guest checks for quick causal typically span $8.00 to $12.00. The quick casual segment is largely dominated by chains.

The five segments to be discussed next are full-service establishments. Customers no longer order at a counter and take their own food to a table. Rather, they are seated, typically receive menus, and are waited on by servers, who are central in orchestrating the dining experience. Food may now be delivered in courses (appetizer, main course, and dessert). Payment occurs at the end of the meal, and gratuities (tips) are now expected. We see alcohol served in many full-service establishments, although in some states alcohol is served at Chipotle.

Family restaurants include a mix of chains and independents. Notable examples of family restaurant chains include Bob Evans, Cracker Barrel, Denny’s, Friendly’s, IHOP, and Perkins. You will also find many independent restaurants, local diners, and “mom and pops” in this segment. Homestyle cooking dominates this segment, and family-style restaurants are typically open for breakfast, lunch, and dinner. With respect to family restaurant chains, there is limited or no alcohol service, most offer breakfast all day, and many are open 24 hours. These establishments focus on value, and average checks range from $6.00 to $12.00. Buffet restaurants can also fall into this category. With the increasing popularity of quick-casual restaurants and greater health consciousness among many Americans, buffet restaurants have been declining in certain regions of the U.S. While Americans once valued the all-you-can-eat for a fixed price concept, they are now more health-conscious than ever before.

In turn, casual restaurant establishments position themselves with a relaxed atmosphere (relative to upscale establishments), moderately priced food, and higher quality than QSR. Typically lunch and dinner are served in casual restaurants, but not breakfast as with family-style establishments. Alcoholic beverages are now introduced broadly in this segment. Popular casual chain restaurants include Applebee’s, Chili’s, Olive Garden, Outback Steakhouse, Red Lobster, Red Robin, and TGI Friday’s. On the independent side, many ethnic restaurants, such as Chinese and Mexican, and sports bars fall within the casual restaurant segment. Casual restaurants focus heavily on tabletop marketing pieces to entice patrons to order appetizers and specialty alcoholic beverages. In a similar vein, servers are trained and encouraged to “up-sell” appetizers, desserts, and alcoholic beverages. Average guest checks are generally in the range of $8.00 for lunch and $15.00 for dinner. While popular, casual restaurants are losing market share to quick casual establishments.

Theme restaurants are an extension of casual restaurants. The major distinction is that theme restaurants focus on a specific theme. For example, Hard Rock Café focuses on rock-and-roll memorabilia, Rainforest Café centers on a jungle theme, and T-Rex is a Prehistoric themed restaurant . These restaurants are chain dominated, but there are a few independents , such as the Jekyll & Hyde Club in New York City. These establishments do serve alcohol, but many are child-focused given their theme s . A major focus is on décor and architecture over food and beverage . In fact, some of these establishments cost as much as $15 million to build. These restaurants are often found in major shopping malls and major tourist areas so they can draw on high volume. Given the high costs of building these restaurants and the high cost of real estate , theme check averages are notably higher than casual establishment s ( in the rage of $13.00 for lunch and $23.00 for dinner ) .

The casual upscale (also known as polished casual) segment is a minor step below upscale restaurants. This segment is arguably one of the most difficult segments for individuals to grasp conceptually. Restaurants in this segment are similar to upscale restaurants in service and food quality with average checks in the range of $16.00 for lunch and $50.00 for dinner. A major distinction is that they turn tables quickly in comparison to upscale restaurants where the dining pace is more leisurely. Casual upscale restaurants generally serve lunch and dinner; whereas upscale fine dining restaurants typically only serve dinner. Casual upscale establishments have expensive decor, some may use linen, they have a full bar and a high-quality wine list, and most items are prepared from scratch with the highest quality ingredients. There are numerous independently owned and operated casual upscale restaurants. However, the major players in this segment are chains, including Great American Restaurants, Hillstone Restaurant Group, and J. Alexander’s. For the most part, chain restaurants in this segment do not want the connotation of being a part of a chain, but rather would like to be perceived as unique independent restaurants. Hillstone Restaurant Group, for example, varies the names of its restaurants (e.g., Houston’s, Bandera, and R+D Kitchen), menu, and décor based on location to help achieve a unique independent feel.

Upscale fine dining establishments are at the top of the restaurant “food chain.” Upscale fine dining restaurants have a strong focus on providing the highest level of product and service, and their décor has an upscale look and feel. Upscale restaurants will often have a wine cellar to meet guests’ expectations. (Some wine cellars are rumored to have more than $7 million worth of inventory.) Upscale establishments employ highly trained professional servers who are typically only responsible for one or two tables at the same time. Average checks can easily exceed $500.00. Unlike casual upscale, independents dominate the upscale fine-dining segment. High-end steakhouses, such as Pappas Bros. Steakhouse, Peter Lugers, and Ruth’s Chris Steak House, fall into this segment. Alinea in Chicago and Eleven Madison Park in New York City are other examples of independent upscale fine dining. Many restaurants in this segment have an à la carte or a fixed price (prix fixe) menu. An à la carte menu prices each item separately; whereas everything is included for one price with a fixed price menu. Thomas Keller’s The French Laundry fixed price menu is over $295 per person at the time of writing this chapter. The French Laundry menu also has several “add-ons” that could easily extend the average check to over $500, excluding alcohol. Many upscale dining establishments and their chefs strive to earn a coveted Michelin Star, a top spot in one of the several international lists, or a positive review online. Such accolades help these establishments maintain their exclusive status in a highly competitive business environment.

Non-commercial food service can be defined as food service operations where food and beverage are not the primary focus of a business, but rather where food and beverage are present to support or supplement a “host.” A variety of labels have been used for this segment over the years, including institutional , non-commercial , contract feeding , on-site food service , and most recently managed services . Organizations can choose to manage food service themselves, which is referred to as self-operated (self-op), or they can contract food service out to a company that specializes in feeding and related services. Three of the dominant players today in non-commercial food service include Aramark, Compass, and Sodexo. While the success of a commercial restaurant is often determined by its sales volume in dollars, non-commercial success is often rated by participation (volume of people). This is especially true in cases where food is free or partially subsidized by the host company for its employees.

The segment is somewhat misunderstood and sometimes has the connotation of only serving school lunches, hospital food, and meals in a nursing home. This segment does serve these operations, but is more diverse and spans everything from elementary school meals to fine dining. This segment also sometimes has had a reputation of only serving uninspired food. However, companies like Google have highly trained chefs that prepare and serve very high-quality food. They focus on local, organic, and sustainable offerings. Apple Inc., at its new multi-billion dollar headquarters, features a garden where chefs are able to select fruits, vegetables, and herbs from the property. This emerging trend has been coined hyper-local sourcing .

A wide variety of businesses and other organizations house non-commercial food service operations. These segments are discussed briefly below.

• Business and Industry (B & I) . When we think B & I, employee cafeterias may come to mind. Clients range from manufacturing plants, remote site feeding (e.g., oil fields on the North Slope in Alaska), to Goldman Sachs in New York City. Services may include vending, self-service convenience stores, cafeterias feeding hourly employees, dining rooms feeding managerial and other white-collar employees, and upscale catered events.
• College and university. The amount and types of food service operations in higher education depend on the size and type of school. Traditionally universities had dining halls where students would go through cafeteria-style filling up their tray as they went through the line. Now there are more options, more stations, and more made-to-order food. We also see smaller tables to mimic eating in a restaurant. Many universities use food service offerings as a recruiting tool to lure prospective students, and it is not uncommon for students and parents to tour state-of-the-art food service facilities during campus visits. In the past, different dining halls on the same campus were basically the same. Today dining halls try to differentiate themselves and compete for student patronage. Universities can be self-operated, or they may contract out their food service operations. Many universities also have retail dining areas or food courts similar to a mall where students can find many familiar QSR brands.
• K-12 education . Kindergarten through twelfth-grade food service primarily involves providing lunches in both public and private schools. These programs are subsidized to various degrees by the U.S. federal government, and nutritional requirements, set by federal regulations, must be met to receive federal dollars. Many schools also offer breakfast and after school snacks, and some even offer dinner to ensure nourishment throughout the day. School nutrition programs are focusing more on purchasing local products and doing nutrition education to help improve the eating behaviors of students. Programs also offer snack foods and catering for school functions to help increase sales. School food service may be either self-operated or contracted out.
• Health care . Healthcare feeding in a traditional hospital setting includes patient feeding, employee feeding, and guest feeding. Hospitals may also have catering that can range from casual to large upscale fundraising events. The size and scope of offerings largely depend on the size and location of the hospital. Rehabilitation clinics, long term care facilities, and traditional nursing homes also provide patient feeding.
• Continuing care retirement communities (CCRC s ) . CCRCs are a relative newcomer and are becoming more important with the Baby Boomers at or nearing retirement age. Nursing homes may come to mind when you think of a CCRC, but a CCRC is closer to a resort. Many guests are still very active, and CCRCs fulfill individuals’ needs for activities, accommodations, and fine food. There is a growing need for management talent in CCRCs, and many hospitality programs are adding courses in this area to their curricula.
• Sports and entertainment arenas. Sports and entertainment arenas typically contract out their food service operations. Offerings range from popcorn and peanuts to fine dining full-service restaurants. There may also be catering in the box suites. Often the food at an arena mimics an area’s most popular and unique items. In Pittsburgh’s Heinz field, for example, you can find the famous Primanti Bros. sandwich, which is stuffed with coleslaw and fries. AT&T Park’s $8 Gilroy garlic fries in San Francisco have become famous in their own right. For the Olympics, Aramark is the food service provider, feeding athletes, coaches, staff, officials, and the press. This is food service on a grand scale serving over 3.5 million meals and 10,000 people per hour with diverse dietetic and cultural needs. 5
• Parks and recreation. U.S. national parks such as Yellowstone and Yosemite contract their food service out to companies like Aramark, Sodexo, or Xanterra, which is the largest operator of park-based hotels, restaurants, and stores. Concessions, upscale dining, and catering are commonly found at most parks. There is an emphasis on sustainability and fitting in with the overall look and feel of a park. Food service at a theme and amusement park may be self-operated or contracted out. Their offerings are as varied as the park themselves, but typically include snack food or “park fare,” casual sit down dining, and upscale formal restaurants.
• Corrections . Correctional facilities must feed inmates and employees, and they typically forbid individuals from bringing food into a facility from the outside. Accordingly, non-commercial food service is an important component of a jail or prison system. Furthermore, food plays an important role in maintaining inmate morale in this environment.
• Military . This segment involves feeding military troops and affiliated support organizations. While much of the feeding is in “mess halls,” there are more upscale dining options offered in officer’s clubs. There are also balls and galas that can be upscale in nature as well. Higher ranking officers such as Generals are often assigned their own culinary team to prepare daily meals and cater to special events.
• Airline . The airline industry has food service in airports, ranging from fast food to casual sit-down restaurants. The Burger King or Subway in the airport is most likely managed by a contracted food service company. In-flight food service is, of course, another area that falls in this category. Two of the major in-flight food service providers are Gate Gourmet and Sky Chefs.
• Trains . Onboard dining options can range from snacks to full-service meals in the dining car, often requiring reservations. On many long-distance trains there may be an attendant with a snack cart who travels from car to car. Bar-buffet cars are a unique part of the train experience, where the quality of the food and wine can rival that of a gourmet restaurant.
• Cruises. One of the first questions asked of someone returning from a cruise is, “How was the food?” Dining on cruise ships has evolved over the years to allow for more options and flexibility with some outlets open 24 hours. Royal Caribbean’s T he Allure of the Seas is currently the world’s largest cruise ship with more than 20 dining options, ranging from casual snacks to fine dining (and everything in between). We are now also see branding on cruise ships with concepts like Starbucks.

Trends and Emerging Issues in Food Service

One of the newest trends is the “experience”. Customers now are expecting an authentic interactive experience while patronizing our restaurants. It is no longer enough to merely provide a great product and service. The experience must also be present in everything we do.

Menus and food preferences are always evolving. Today guests are more knowledgeable about food and more adventurous than ever before. This trend is due in part to the proliferation of television programming specifically tailored to food and celebrity chefs (see the Food Network for example). In line with this trend, we now see more adventurous items on today’s menus, such as bone marrow gratin and pig’s blood pappardelle, just to name a few. The National Restaurant Association highlights that we now see a focus on the sustainability, quality, wholesomeness, and calorie content of menu offerings. 6 As an example, Sweetgreen is a concept built around serving high quality organic and sustainable products. Sweetgreen promotes its brand by asserting, “We source local and organic ingredients from farmers we know and partners we trust, supporting our communities and creating meaningful relationships with those around us.”

While the human element is still very important in service delivery, technology is continually reshaping the experience. For example, many restaurants already offer services such as mobile payments which enable customers to use their smartphones to pay their bills. 8 Radiofrequency Identification (RFID) is another type of technology being used at various resorts. Disney uses RFIDs in the form of MagicBands , which allow guests to leave their wallets elsewhere because everything from bill paying (charging) capabilities to food preferences will be orchestrated through the RFID chip embedded into a wrist band. 9 In addition, many restaurants are using electronic tablets for payment and ordering tableside. The ability to pay the bill at the table speeds up the service cycle and helps to ensure the privacy of credit card data.

A hot topic in restaurants is no tipping for front-of-house employees. Danny Meyer, CEO of Union Square Hospitality Group (which includes Union Square Cafe, Gramercy Tavern, Blue Smoke, Jazz Standard, and The Modern) recently introduced a “hospitality included” policy in select restaurants. Danny Meyer sought a way to achieve greater pay equity between front-of-house and back-of-house employees. At Meyer’s restaurants, the tip will now be built into the price of each and every menu item. Criticism notwithstanding, other restaurants have begun to follow suit. For example, Joe’s Crab Shack has recently announced that it will pilot a no-tipping concept in 18 of its restaurants.

Another hot topic is having restaurant patrons purchase tickets for their dining experience. For the most part, restaurant pricing is the same on a Monday as it is on Saturday regardless of demand. Hotels, airlines, and live theatre all charge different amounts based on supply and demand. Nick Kokonas, cofounder of Alinea and Next developed Tock Tickets, a company that handles the ticketing process for restaurants. 10 With Tock Tickets, patrons pay in advance for their reservation much like they would for a concert or Broadway show. The ticket prices vary (dynamic pricing) depending on the time of day or day of the week. This concept enables restaurants with a high demand to maximize their revenues and minimize “no-shows.”

Professional Careers in Food Service

Given the diversity of segments within commercial and non-commercial food service, there are a variety of career options available to students. The most common upon graduation is a restaurant manager or assistant manager in a standalone restaurant. Usually, entry-level management positions are divided into front- or back-of-the-house. One can also pursue entry-level management positions in a hotel or resort as a restaurant, bar, food and beverage, or banquets manager. Individuals then progress toward becoming a general manager in a restaurant or a director of food and beverage in a hotel or resort setting. The next step would be an area or regional manager, followed by an executive position in a corporate office. Recent college graduates also have many opportunities to work in the non-commercial segments of the industry for one of the large managed service companies and move up the career ladder within those organizations. Many also choose to become restaurant entrepreneurs where they can create and implement their own ideas and philosophies.

There are also various options for students who choose not to work in restaurants or foodservice operations. Micros, which is now owned by Oracle, provides many of the point-of-sale terminals throughout the U.S. and worldwide. Micros often hires recent graduates to work in a sales/support role. Ecolab is another company that is often behind the scenes in many restaurants by supplying cleaning and sanitizing equipment and chemicals. Ecolab also typically hires recent graduates to work in a sales/support role. Sysco is the largest foodservice food supplier in the U.S. with over 425,000 customers. 11 Recent graduates may begin a career with Sysco in either a sales or sales trainee role to promote Sysco’s various products and services.

Conclusions

Food and beverage without question is a key component of the hospitality experience. Moreover, food service establishments are a dominant player in the U.S. economy. As this chapter highlights, there is a great variety in establishments and segments within commercial and non-commercial food service. These different segments provide unique experiences for customers and guests, and they offer a wealth of career options for those seeking a career in food and beverage. Food service is a challenging and exciting business, and we hope this chapter has provided a useful overview of the breadth of diversity in food service establishments.

• 2020 Restaurant Industry Forecast . (n.d.). Retrieved from https://www.restaurant.org/research/reports/state-of-restaurant-industry
• Lang, S. S. (2008, August 7). Breakfast (lunch and dinner) of Olympic champions served by Cornell graduate . Retrieved March 13, 2019, from http://www.news.cornell.edu/stories/2008/08/alum-has-herculean-task-feeding-olympic-athletes
• National Restaurant Association. (n.d.). National Statistics . Retrieved from https://www.restaurant.org/research/restaurant-statistics/restaurant-industry-facts-at-a-glance
• News . (2015). Retrieved from https://www.nrn.com/news
• Sweetgreen. (n.d.). Our story. Retrieved March 13, 2019, from http://www.sweetgreen.com/our-story/
• Kuang, C. (2017, June 03). Disney’s $1 Billion Bet on a Magical Wristband . Retrieved from http://www.wired.com/2015/03/disney-magicband/
• Rockwood, K., & Rockwood, K. (2012, July 30). How Nick Kokonas Is Shaking Up Fine Dining . Retrieved from http://www.fastcompany.com/1686639/how-nick-kokonas-shaking-fine-dining
• The Sysco Story . (n.d.). Retrieved from http://www.sysco.com/about-sysco.html

REVIEW QUESTIONS

• What is the difference between commercial and non-commercial food service?
• What are the key segments within commercial food service? What are examples of restaurants within each segment? What factors can be used to differentiate each segment?
• What are examples of establishments within non-commercial food service?
• What are the key trends impacting food service establishments today?
• What are examples of professional careers within food service?

Review Exercises

Review questions.

Introduction to Food Production and Service Copyright © by Beth Egan is licensed under a Creative Commons Attribution 4.0 International License , except where otherwise noted.

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Essay Sample on Principles of Food and Beverage Service Management Changes

Introduction.

Various principles guide food and beverage management in a restaurant. These principles include; planning that helps the managers to look ahead on the issues affecting their restaurant. Organizing is another principle that helps in a smooth running of the restaurant. (Wren..et..al, 2002). Another principle is commanding the employees. Giving orders and clear commands help the staffs precisely know what is needed of them. Coordination involves positively influencing staffs character to encourage motivation and proper conduct in the group workforce. Controlling the activities carried out helps to make sure that things happen according to the organization's plan. The services provided by the restaurant personnel have changed greatly over time. The changes may be caused by different factors and one of them being technology.

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Technology has impacted almost every part and stages of our lives. The impact of technology is more evident in the restaurant industry in various ways like the means of paying for meals, the interaction of the restaurant to the customers or the way restaurants are reusing used oil to drive supply vehicles. It is evident that technology is significantly altering the restaurant experience. Technology has influenced the restaurant to change the method of communication with their consumers or potential consumers (Mhlanga, 2018). If the customers want to learn information about the restaurant, they search the internet for every information. A restaurant not being found on the internet a have significant adverse impacts on the number of new clients the restaurant can have. For a restaurant to be online, it is supposed to be on the website or social media for easy communication with the clients.

Social media enables the restaurant to grow its brand and reach out to the customers online. Many small-scale businesses, social media is bridging the gap and leveling them with big restaurants that have bigger marketing budgets. Restaurant taking the opportunity of advertising themselves on Facebook, Twitter, YouTube, and many other social media platforms to reach new consumers are successful and can generate high income for their restaurant for sharing of unique information. Social media is enabling restaurants to spread their bonding with their clients. Some restaurant allows their chefs to communicate directly with their clients through the social media as a way of marketing themselves. Other restaurants display their every day special offers or educate their customers about healthy food hence building a healthy relationship with their customers (Borisova, 2017).

It is essential for a restaurant to ensure that all their websites are reachable through mobile devices for convenient communication with the customers. In most cases, many searches are done using mobile devices hence, making it vital for a restaurant to have their website on mobile devices for easy accessibility (Johnston, 2001). Online reviews provide customers the opportunity to express their experiences online. The spread of good news about a restaurant can increase its publicity but also the reviews can harm the restaurant quickly if a customer decides to tarnish its image. The customers are also able to order meals through the mobile device's app without necessarily going to the restaurant.

The restaurants and the managers have currently risen from imitation to innovation at a high rate compared to a decade ago. Factors like provision of quality food and services are a significant emphasis in the restaurants, and the managers should not be contented until they meet the requirement of the market standards. Another factor is the people employed in the food and beverage industry. Production of quality products cannot happen without teamwork that is created on example and motivation. Ten years ago, the food industry managers were struggling due to lack of enough employees at all levels of the organization especially in seasons of the high rate of unemployment (Fattorini, 2000). Restaurants strive to maintain minimum wages whereby there were even fights to minimize the incomes. The training agendas to aid employees to nurture the food and beverages industries were rarely possible even after careful planning. The third issue that should be evaluated carefully is the market. The restaurant managers are changing to recognize and consider the visitors during decision making. Having noted these concerns, it is rather easy to risk on the future and methods the organization is supposed to vary to manage with the change. It is hard to implement variations that may be required and create awareness about the existence of a problem. At present, top managers in the organization may recognize that quality, workers and market site should have a position in continuous strength and development.

However, developing technology has majorly impacted the food and beverages department especially in restaurants. The industry is evolving and moving ahead. Between 20th and 21st century, technology has revolutionized in many areas including communication, monitoring of operations and an improved organization. Managers find methods to raise performance and reduce costs to maintain competition and profitability. The managers aim to use the minimum amount of workload and acquire the best profit using the minimum amount of money. In 2011, a new Food Safety Modernization Act was intended for protection and ensuring the welfare of the federal's food supply. The Act states that food managers should have strategies to deal with safety and security issues (HEMPHILL, 2009). The new technology is motivating foodstuffs like bio-hacked food that are spoiled and reconstructed established on artificial intelligence. Also, quantum computing enables industries to shorten and speed up the procedure making the industry competitive.

Using modern technology, it impacts the workforce, but the technological instruments cannot repay for the understanding, skills and workers creativeness hence technology use decreases the necessity of workers who are not skilled. Innovations in the food and beverages department enhance competitive differentiation, but it may also lead to imitation and copying of the industry innovations. This risk makes the industry to innovate further and improve its services to maintain the competitiveness. Use of technology regulates the number of workers needed hence reducing the capital on wages. Technology also monitors the consumption of energy, lower waste materials, promote hygiene of the workplace, and enhance work efficiency and cost-effectiveness.

In the food and beverages department, technology is applied in preparing and serving food and drinks providing better preparation procedures, controlling energy and temperature through better heating, better working power, increase flexibility and service provision, and provision of proper sanitation and hygiene in the organization. In promotion of sanitation, devices such as combi ovens may be cleaned themselves, specifically the dishwashers that can burn remains of the containers. Similarly, water and detergent usage are minimized leading to minimized expenses.

Technology is an essential element as it saves time for the workers who could have spent time cleaning the restaurant. The staffs are also protected from exposure to harmful soaps and chemicals. For better implementation of technological devices, educating the workers about the devices makes their work easier. Advantages of using technology in food preparation are improved quality of food, uniqueness in cooking, enhanced nutritional value, originality in the method of food serving, maintenance of food freshness, increased speed and accurate service delivery, and attractive ways of cooking and serving food. Food and beverage technology also ensures integrated production, small wastage of food, reduced cost of food, low cost of energy, reduced cost labor, and smooth workflow (Coles, 2011).

The restaurant managers have applied different technological ways including the use of robotics. Robotics ease the workload of preparation and distribution process. They can be used to meet the requirements of a restaurant's distribution with hundred percent elimination of labor which is used in various operations in the department. The robotic system is high-speed, accurate, and can do a lot more work than human. The use of technology such as warehouse management system removes the chances of making a wrong choice. The technology gives instructions for processing the packaging of food and beverages leaving the employees with no decisions to make. This technology eradicates the origin of potential errors (Jedermann...et..al, 2014).

To conclude, the current state of principles of Food and Beverages Service Management has changed with time. Restaurants have adopted technological changes that have changed the ways of paying for meals, the interaction of the restaurant to the customers or the way restaurants are reusing used oil to drive supply vehicles. Food service management as a self-control body has advanced into a segmented industry. Change in principles of food and beverages management is determined by quality, employees, educators, and the market where the food and beverages products are sold. Use of modern technology changes the workforce, but the technological instruments cannot repay for the understanding, skills and workers creativeness hence technology use decreases the necessity of workers who are not skilled. The food industry is evolving and moving forward therefore academic, and management specialists in the organization should pull the organization ahead rather than backward.

Wren, D. A. , Bedeian, A. G. , Breeze, J. D. (2002). The foundations of Henri Fayol's administrative theory. Management Decision, Vol. 40 Iss: 9, pp.906 - 918

Mhlanga, O. (2018). Factors impacting restaurant efficiency: A data envelopment analysis. Tourism Review, 73(1), 82-93. doi:10.1108/tr-07-2017-0109

Borisova, A. (2017). Ways to Improve the Personnel Policy of the Restaurant Business. Path of Science, 3(6). doi:10.22178/pos.23-6

Fattorini, J. E. (2000). Is there such a thing as beverage management? Drink and the food and beverage consumer. Strategic Questions in Food and Beverage Management, 172-186. doi:10.1016/b978-0-7506-4480-8.50015-2

HEMPHILL, T. (2009). Globalization of the U.S. Food Supply: Reconciling Product Safety Regulation with Free Trade. Business Economics, 44(3), 154-168. Retrieved from http://www.jstor.org/stable/23491008

Johnston, S. L. (2001). Food Choice is Shaped by Accessibility: How Sources of Food Have Changed Over Time for the Blackfeet. Nutritional Anthropology, 24(2), 3-9. doi:10.1525/nua.2001.24.2.3

Coles, R. (2011). Introduction. Food and Beverage Packaging Technology, 1-29. doi:10.1002/9781444392180.ch1

Jedermann, R., Nicometo, M., Uysal, I., & Lang, W. (2014). Introduction: Reducing food losses by intelligent food logistics. Philosophical Transactions: Mathematical, Physical and Engineering Sciences, 372(2017), 1-20. Retrieved from http://www.jstor.org/stable/24502996

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Food Service: A Growing Industry

The food services industry in the Philippines has improved over the years. It has been a part of the Filipino culture to dine out during work breaks and when celebrating different occasions. The introduction of foods like hamburger, spaghetti, sushi, Thai food and even Korean dishes has contributed to Filipinos’ food preferences.

Another reason is the industrialization and growth among the number of women in the workforce. Women traditionally do the cooking in Filipino households, but because they are preoccupied with work outside their homes, many of them buy cooked food, have them delivered or just dine out. Because of today’s fast-paced lifestyle, ready to cook and ready-to eat meals have become greatly in demand. The food service industry is sought after by a growing number of people who want to have filling meals in the shortest time and at the most reasonable price. Today, different types of food establishments are being set-up all-over the country.

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While these are the big and fancy restaurants, fast food restaurants, delivery services, catering services and canteens and the smaller ones found within our neighborhoods such as the carinderia, pondohan and lugawan, it is also common to find food carts along sidewalks that sell fish balls, squid balls and other dimsum. Some sell barbequed chicken parts locally known as adidas(feet), pal(wings) and helmet(head). Also popular are the fried day-old chicks known as day-0. These are saleable and convenient to people with limited money to spend, and to travel or be out often.

Going into the food service business needs a lot of study on important principles of managing. Food can affect the health of the consumers; therefore it is the responsibility of its owners to maintain the cleanliness of the foods served and the place. This includes quantity cooking, menu planning, food pricing, and sanitation of work area and process, as well as health care of customers. Another important principle in this business is honest service to customers. Therefore, getting into the food business is assuming a great responsibility to the public.

There are different types of food services established to answer the needs of the public. Among these are the restaurants, panciteria, turo-turo and dimsum houses, bakeshops, coffee shops, pizza houses and specialty restaurants. These are generally categorized in two: the commercial food service and the welfare food service.

Commercial Food Service

All eateries that are into business and profit fall under the commercial food service. In this category, the controlling of expenses, setting of the profit and planning the business growth lies within the responsibility of the owner.

It is he who sets the price of the food and services based on the type of food and services, value of the place and the economic level of the target customers.

Welfare Food Service

The welfare food service is set up to cater to a particular group of people like employees, students and patients. Most are found in schools, office canteens and cafeterias in hospitals managed by a concessionaire. Competition is low because only one canteen or cafeterias serves an entire office building or hospitals. A concessionaire is a person given the right/authority by a building owner or institution to manage its canteen or cafeteria.

Main consideration in the agreement between the representative of the institution and the concessionaire is to give their employees and clients clean and inexpensive food. Usually, a concessionaire is chosen through a bidding process and is given a contract which contains the obligation of the concessionaire and building owner, the length of the contract, food pricing, and benefits given to the concessionaire, the proper cleanliness and maintenance of the area, and the events that will cause the renewal or cancellation of contract.

The concessionaire need not increase his price because regular income is assured with a captive clientele of employees or students from a company or school. Aside from this, food subsidy assistance is given by the management of a company, school or hospital to the concessionaire to reduce the price of food. This may be in the form of free electric and water usage and free space or equipment for cooking. It will allow the concessionaire to save on costs on equipment and focus on the preparation of food at a lower cost. Catering and Food Delivery Services

When going into the food business, it is always best to start small in this way, one to have more time to focus on the important aspects of the business, rather that worrying about managerial problem as in big businesses. CATERING Catering is the cooking and serving of special dishes, preparation and decoration of venue for a special occasion, feast, meeting or other gatherings. Servers and waiters are hired and paid per function or occasion. Kinds of Catering Services 1. Full Catering. In this type of service, the caterer serves the food, prepares and manages all details of the occasion.

This includes the provision of equipment, utensils/wares that will be used, decoration of the venue, table setting, and serving and clean up of the equipment used. 2. Partial Catering. This is almost the same as the full catering. The only difference is that a partial catering serves only a part of the entire menu. Other dishes maybe cooked or served by the client himself or by another caterer. The caterer only does the arrangement of the venue and food servicing.

Service Only

The client is the one who prepares the food. The caterer only takes of arranging the venues and is in charge of the food service. This may include the provision of entertainment like song and dance number and games, giveaways or souvenirs for the guest. Utensils, Wares and Equipment Used in Catering Catering does not immediately require a big capital. One may start as a home-based venture for as long as the kitchen space is big and clean enough for cooking varied dishes. However, a complete set of utensils, wares and equipment are needed to start the business. Below are some of the basic utensils needed:

• Chafing dish, used to keep the dishes clean and hot.
• Flatware, table utensils such as knives, forks and spoons for ordinary occasions. Silverware, high value and elegant table utensils for grand and special occasions.
• Drinking glasses, ordinary glasses and goblets used to serve beverages.
• Plates and serving dishes, separate sets for ordinary and special occasions.
• Disposable cups, plastic or paper cups used to picnic and children party.
• Tablecloth and napkin can be tailor-made to fit the style and size of your table.
• Case, used to keep glasses, plates and other table utensils while in transit.
• Table decoration like table centerpiece, flower vase and colored lights to makes the venue more attractive. Ashtrays, for smoking visitors and provided only upon request and if there is a designated smoking area in the venue.
• Tables and chairs that can be rented.

Points to Consider in Making a Catering Service Contract Before entering into a contract, the following should first be settled and understood by both caterer and client:

• Occasion or gathering
• Motif of the occasion to complement the decoration
• Number of guests
• Menu based on the choice and budget of the client
• Cost of food to be served
• Payment scheme
• Serving system

A 50% down payment may be required upon signing of the contract to guarantee payment of cost of ingredients already bought should the client withdraw from the contract. In this way, losses are avoided. Allowance for Food In the occasion that the number of the guest exceeds what is expected, a caterer must have food ready for them. Thus, a caterer usually makes a 10% allowance from the agreed number of guests to serve. The caterer will only have to charge the additional foods served. Emergency Be prepared for whatever accident or emergency that arise in delivering or serving foods.

Bring extra equipment/materials like tablecloth, tables, drinking glasses and plates or replacement in case these are soiled, broken or damaged. It is also important in the catering business to have a vehicle to be used for delivery and pick-up of food, equipment and utensils. If the budget is not enough to have your own vehicle, you may have to rent first for your marketing and delivery service needs.

FOOD DELIVERY SERVICE

Food delivery service is the easiest to start with compared to other food services businesses. It does not include services like table arrangement, food service by waiters and other catering services.

Instead, a small counter with a telephone line can be set up to accept orders and only about two or three people are employed to deliver them. Capital Food delivery service requires smaller capital than that of the catering services because it only needs to have funds for food preparation and delivery. Aside from the capital for ingredients, food delivery needs funding for the purchase of disposable containers like Styrofoam or plastic lunchboxes and plastic spoons, fork and paper or plastics cups.

There are some who use biodegradable materials like brown paper bag, wax paper, wooden ox and banana leaves Transportation In delivering food, one can use motorcycle for faster delivery of the customer’s orders. If there is no sufficient fund for a motorcycle, delivery can be through public utility vehicles. If delivery is made in bulk, it is best to rent a vehicle for the purpose or just take a taxi. A minimum purchase is the lowest value of order for food delivery business. However, if the place of the customer is just within walking distance from the business, the minimum order policy may not be applied; add a service charge to the bill instead. Lunch Packs and Party Packages

Lunch Packs are prepared meals placed in appropriate containers and delivered to customers who are usually busy and are unable to go out to eat. Party Packages are special meals prepared and delivered to groups of not less than 20. They are usually served in meetings, picnics, seminars, conferences, conventions and other important gatherings. Most customers of food delivery services are from offices, schools and factories. Look for contract persons in these institutions. Send them letters of introduction together with your menu and brochure. You may send a representative to take orders for food.

Make sure to ask the permission of the building owner and guard before doing so. Or you may set a take-out counter within the eatery to take orders of packed lunch. Points to Remember: Utmost care in the preparation of lunch packs and party packages is very important. The key in successful food service business is for the food to reach the customers properly and on time. The following are some important points to remember in this type of business:

• Prepare a good combination of dishes for party package and lunch packs. For example, if there is fried fish or meat, these should be complemented by a vegetable.Avoid dishes that are not good complements like rice and noodles, and kare-kare and chicken curry. Study the best combination of dishes and choose foods hat do not easily spoil.
• Make sure that the food packages are clean. Styrofoam is usually used for this purpose because it keeps the food warm longer.
• Place food in lunch box at the right temperature. Example, pancit bihon should be cooled first before being placed inside the lunch box. There are dishes that easily spoil when exposed under the heat of the sun like ginataan and pancit bihon.
• Use containers with compartments. In this way, rice and different viands are not mixed inside the lunch pack. Waxed box, Styrofoam, plastic bag and banana leaves are used as containers of packed lunch. Plastic spoon and fork should be provided. It is also better if sauce or seasonings, like soybean sauce with calamansi, are included in the package.
• Make sure that the cooking and working area is clean. It is important in any type of food business to make sure that the food and its preparation area is clean, this is to avoid the spreading of germs or viruses carried by insects and pests.
• Make sure that the delivery personnel are dressed in clean and proper outfit.
• Food should be delivered properly and promptly.

Remember that a prompt service is a good indicator of a prosperous business. Hygiene and Sanitation Hygiene and sanitation are the foremost considerations in setting-up and managing a food service operator to take care of the health of the customers and workers. This can be done through knowledge of proper hygiene and sanitation even before the operation starts. A. Water This is to ensure the cleanliness of the food, equipment at the dining area, and the surroundings.

Make sure that you have clean water containers that are always covered. It should be boiled if you are not sure if it safe from germs and other bacteria. You may use water purifier or buy mineral water if you have enough funds. B. Clean Surroundings Dirty and messy working areas bring about most cases of food contamination or food poisoning. Pests and insects like rats, flies and cockroaches that touch the food bring bacteria that may cause disease. Because of this, cleanliness, orderliness and maintenance of a pest control system in the kitchen and dining area is important.

The dining area should be cleaned regularly. When spraying insecticide, do it during evenings when the eatery is closed to the public. Keep the equipment and utensils safely covered in the kitchen to avoid being sprayed by insecticides. C. Sanitation Head It is advisable to have one staff in charge of maintaining the sanitation of your kitchen and dining area. Working table, sink, stove and other cooking equipment should be cleaned daily. Dining utensils should always be sterilized should be done every week to control insects and other pests. D. Proper Food Handling

In the food service business, proper food handling and storage is important to avoid spoilage and wastage. Remember spoiled food that is served would damage your reputation and business. It may even cause harm to the customers. Avoid buying food or ingredients that are easily spoiled. Determine the shelf life or the length of time food or ingredients will stay edible. For example, fish can be stored in the freezer for 2 to 3 days only. Leafy vegetables should be cooked on the day bought; and meat should not be stored in big cuts because the inner part of the meat will not be frozen. E. Waste Disposal

Having a proper system in waste disposal should not be disregarded. Segregate wet and dry garbage. Put black plastic bag in the trash can for ease in disposing the garbage. The black plastic bag should be closed and tied when already full to avoid being reached by flies and other insects. F. Cleanliness, Orderliness and Health of Workers in the Food Service These are other important considerations in the food service business. Give specific responsibilities to all workers and make it clear to them that it is their responsibility to satisfy and ensure the health and safety of the customers.

Ensure also that the cook and waiters have clean bill of health. Require them to have regular medical check-ups. Only in this manner can anyone be assured as to whether or not they are afflicted with a communicable disease. G. Uniform or Clothes of the Workers The clothes or uniform of the cook and waiters should be given considerations. Clean and neat clothes and uniforms give the food business a good reputation. Wearing an appropriate outfit is one way of showing respect to the customer. Design and Layout of the Dining and Working Area

The design and layout of a food service establishment help in the success of its operation. If the design and layout is right, you can save your time, effort and money. Service and food can be made faster and better. Design refers to the size, style and decoration of the area. On the other hand, layout refers to the details of the arrangement of the dining area, kitchen and working area including the arrangement of the equipment and other facilities.

The design and layout of food established depends on the type of food service. You may use the following as guiding principles in the design of your establishment:

• Allocate enough floor space and area for the waiter, busboy and customer to pass. The convenience of the customer is the main consideration of this space. If there are no barriers and the space is wide, service is faster because the waiter has more room to move. Aside from this, accidents like tripping and spilling of food in the dining area can be avoided.
• Arrange the work areas that are related for systematic workflow. For example, the area where you place soiled plates and drinking glasses should be near the kitchen sink. The working table can be placed in the middle of the kitchen for accessibility, surrounded by the refrigerator and freezer, kitchen sink and stove.
• There should be an access doorway for the delivery of food and supplies. It is better if there will be an extra access doorway at the back or side of the dining area mainly for the delivery of food and supplies to avoid inconveniencing customers.
• Minimize the distance between the cooking areas to the point of service. This is to make service delivery faster and assure that food serve to customer will still be hot.
• Cooking utensils and ingredients should be within the reach of the workers. The shelves for the equipment and ingredients that are use often in cooking like salt, pepper, sugar, garlic, ginger and onion should be near the work area.
• Place a garbage disposal near the working area or kitchen. Separate biodegradable and non-biodegradable wastes.
• Use a clean and bright colored paint for the ceiling, wall and floor. One of the qualities a customer looks in a restaurant is a clean and brightly painted dining area.
• There should be enough lighting and ventilation in a kitchen and dining area. A well-lit dining area adds appeal while good lighting helps prevent accidents in the work area. If the dining area and kitchen have no sufficient windows where air could pass freely. Use an exhaust fan to remove unwanted color inside the restaurant.
• If the kitchen is small, install built-in cup-board in the wall. In this manner you can save on space and movement of workers in the kitchen are not obstructed.
• Have a clean comfort room. This is important for the convenience of the customers. Also, a clean comfort room will impress your customers.
• As much as possible, the decoration of your restaurant should complement the food served. If you are serving native dishes, the design of the restaurant should also be native. If you are in fast-food business, you may use attractive colors and lively decorations and simple equipment or utensils.
• If the dining area is small, this will look spacious if you place mirrors on the wall. At first, you may use folding tables and chairs if the space is small.

Principles of Quantity Cooking

It is important in the food service business to know how to cook for a big number of people. One should study this standard measure very well to be able to estimate contract price, purchase ingredients and avoid possible loss. Suggested Portion Serving for Meat In quantity cooking, one must consider the correct portion of main ingredients for every serving so that one can easily estimate the quantity of ingredients to be purchased and the profit. The following are the suggested serving size for beef, pork, chicken and sea foods. In a fine dining restaurant, all servings are weighed.

These are other things that a food business operator must know in quantity cooking.  The quantity of ingredients cannot just be multiplied from a standard recipe for 5 to 6 persons or a family according to the number of diners. If your recipe is good for about 6 persons and there are 24 persons that are to eat, you cannot increase the ingredients (especially the seasonings) four times. For example, if the recipe for 6 persons needs to 2 teaspoonfuls of salt, it does not necessarily need 8 teaspoon of salt for a recipe good for 24 persons. Study the adjustment of recipe and the balancing of ingredients.

As much as possible, use a weighing scale and measuring utensils in measuring the ingredients. In this way, the measurements of ingredients or serving size are exact. It is cheaper this way than merely estimating the ingredients. Have a proper storage system of ingredients purchased in bulk. Allocate an area to store canned goods and ingredients that are not perishable. Take extra care in cleaning and storing highly perishable ingredients like meat, vegetables, egg and fish.

Allot three to four months trial period. This is to determine which food or meals sell and which don’t. This will also guide you to determine the quantity of ingredients to purchase and the meals that are to be included as regular menu.  Take extra care in storing, handling and delivering cooked foods. Cooked foods need to be stored properly to avoid spoilage. These can be covered with plastic to avoid dirt.

Look for regular and trusted sources of ingredients. It is better to have regular and trusted sources of ingredients because aside from being cheap, you are assured of its freshness and quality.  Study how to make use of leftover or excess foods to make another dish. If there is leftover lechon, it can be re-cooked into lechon-paksiw.

Leftover fried fish can be cooked into sarsiyado or as ingredient for fried lumpia. Meat broth can be used in cooking noodles or soup. Planning a Menu The menu is the most important foundation and attraction od a restaurant. It presents the different dishes served by an eatery, catering or food delivery establishments. The following are some practical guides in planning you menu.

Know what specialty foods you can cook that your customers will like. For example, if you are excellent in cooking kare-kare, make this the specialty of your restaurant. Just be sure that you have other dishes that complement the kare-kare like grilled meat, pancit, viand with broth, fruits and dessert like kalamay.

Plan the menu according to your target customer. For example, students prefer beef, pork and chicken to fish and vegetables. Manual laborers often ask for more rice and any viand with sauce. This is because they want more filling food that is cheaper. On the other hand, children prefer spaghetti, hotdog, hamburger and fried chicken.

You may use as basis, the cost of food and the expected profit in planning the food to be served. Use extenders like potatoes, tofu, veggie-meat and other vegetables to lower the cost of the meal.  Make sure that the ingredients are on-season to be able to served foods that are cheaper but higher in profit.

For example, if bangus is cheap, you may include in you menu different special dishes from bangus like relleno, sinigang na tiyan ng bangus and sarsiyadong bangus. Put a sign or poster outside your restaurant advertising your special menu.  Make sure that you can serve the foods that are in your menu. Also, make sure that you have the needed equipment. For example, you need a grill if you have barbecue or inihaw in your menu.

Use your imagination and creativity in preparing your menu even if these are simple, so as to make the food attractive to the customers. For example, a pancake may be ordinary but it becomes special when you put different flavors and garnishing. An ordinary galunggong will become special if serve in banana leaf with side dishes like atsara or vegetable salad.

Match the menu to the weather, on cold days, it is best to include in the menu foods rich in energy like beef, pork, chicken, pasta and kakanin. Also include delicious food with broth like arroz caldo, nilaga and chicken soup. On hot days, prepare refreshing foods like halo-halo, mais con yelo, sago’t gulaman, ice cream and different salads.

Give importance to the health and nutrition aspects in planning the menu. Avoid serving oily foods. Balance the foods and know the right combination to make sure that the foods served have enough vitamins. For breakfast, prepare simple and easy-to-cook foods like tapsilog (tapa-sinangag-itlog), longsilog (longanisa-sinangag-itlog), and tosilog (tocino-sinangag-itlog). 10. Consider the space of your kitchen and cooking area.

If your kitchen space is small, serve food that can be cooked early so that these can be just heated when ordered. Consider using a microwave oven because this type of oven does not alter the taste, volume and texture of the food being heated. Capital requirement, Food Costing and Pricing and Control of Expenses In starting up a catering and fast food service business, one needs to have sufficient knowledge about the investment and manpower requirement. , other expenses, food costing and pricing and profit.

The type of catering and food service business can be determined by the capital invested on it. A home-based catering service business that offers delivery service has smaller capital requirement.

Much bigger capital is needed in setting up a restaurant when located in an elegant place like a hotel.

WAYS OF PROMOTION

Word-of-mouth. If your business has delicious food, and excellent service, satisfied customers will return to your place, spread the news and recommend your restaurant to friends and acquaintances.

• Signboard. This is important for customers to know and remember the name of your restaurant and to help them to fin your place.
• Publicity. Another way to attract customers is through publicity. A good review done by a food critic in a news paper or magazine will help bring customers to the restaurant.
• Discount and promotional items. Promotion can be done through the provision of discounts and promotional items like key chain, umbrella, food bonus and others at your restaurant.
• Advertisement. If your budget allows it, you may advertise on newspapers, television and radio so that more prospective customers will know your business.
• Brochure and calling card. It is important to have brochure and calling card to give to customers to be remembered and called when needed in the future.
• Entertainment. You can have free entertainment inside your restaurant like a pianist, singer or band to make eating more enjoyable.
• Public relations.

It is also important to have good and effective relationship with the public by joining civic activities and food festivals. Good relationship between your customers and workers is also important to have a smooth business operation. It is enough that your food service business is popular and has promotion and advertisement to succeed. It also needs to get in touch with different institutions or organizations to improve food preparation and service. We call this networking. It is recommended to food service business owners to join workshops and seminars to know the trends and present preferences of consumers. In this way, they can improve the quality of their service and food.

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6 Common Leadership Styles — and How to Decide Which to Use When

• Rebecca Knight

Being a great leader means recognizing that different circumstances call for different approaches.

Research suggests that the most effective leaders adapt their style to different circumstances — be it a change in setting, a shift in organizational dynamics, or a turn in the business cycle. But what if you feel like you’re not equipped to take on a new and different leadership style — let alone more than one? In this article, the author outlines the six leadership styles Daniel Goleman first introduced in his 2000 HBR article, “Leadership That Gets Results,” and explains when to use each one. The good news is that personality is not destiny. Even if you’re naturally introverted or you tend to be driven by data and analysis rather than emotion, you can still learn how to adapt different leadership styles to organize, motivate, and direct your team.

Much has been written about common leadership styles and how to identify the right style for you, whether it’s transactional or transformational, bureaucratic or laissez-faire. But according to Daniel Goleman, a psychologist best known for his work on emotional intelligence, “Being a great leader means recognizing that different circumstances may call for different approaches.”

• RK Rebecca Knight is a journalist who writes about all things related to the changing nature of careers and the workplace. Her essays and reported stories have been featured in The Boston Globe, Business Insider, The New York Times, BBC, and The Christian Science Monitor. She was shortlisted as a Reuters Institute Fellow at Oxford University in 2023. Earlier in her career, she spent a decade as an editor and reporter at the Financial Times in New York, London, and Boston.

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Small-business owners brace for uncertainty as $20 hourly fast-food wage takes effect

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Justin Foronda is the type of creative, motivated, second-generation entrepreneur who should be able to thrive in Los Angeles.

Born and raised in Historic Filipinotown , Foronda opened HiFi Kitchen in 2019 and kept the doors open during the pandemic’s economic disruptions through pure hustle.

Last year the 37-year-old staged a Filipino holiday market across the street from HiFi to draw crowds to the neighborhood. He started a board game night at the store to bring in customers. Next weekend he’s organized a panel of DJs and emcees to discuss the history of Filipinos in hip-hop, and he’s created drink and meal specials for each panelist.

He’s also tried opening a gift shop, selling apparel and doing desserts. He offers new specials almost every week. Foronda also works weekends as a nurse — and ends up floating the restaurant a lot of those earnings.

All that effort has earned him nearly 6,000 followers on Instagram and kept the restaurant open for five years — no small feat given the economic contortions of the last half decade. But with California’s new minimum wage for fast-food workers taking effect this month, Foronda says he’s starting to run out of gas.

He supports a higher minimum wage and tries to pay his employees generously. But the minimum wage is rising so fast that the increased compensation he planned to offer as a retention strategy quickly becomes the new minimum.

Higher prices on the menu as fast-food chains brace for California’s big minimum wage jump

With the state’s mandatory minimum wage for fast-food workers set to increase to $20 an hour, many restaurant chains are preparing to raise prices.

March 27, 2024

“It’s like we’re playing Mario Kart, and we’re just always trying to make it to that boost,” Foronda said.

Small-business owners across Los Angeles are facing a more expensive reality in which the pandemic’s price disruptions have become permanent. Foronda said sometimes eggs are $40 a case, and sometimes they’re $125. So what should he charge for an extra egg?

The new minimum wage is a valuable attempt to rectify the state’s burgeoning income inequality. More money in the hands of fast-food workers — who are more likely to be women, immigrants and minorities — is a good thing.

Fast food is and always has been too cheap. The McDonald’s dollar menu and 50-cent Jack in the Box tacos have become anachronisms in a world where an extra scoop of guacamole at Chipotle costs nearly $3. Fast-food companies have used their dominant position in the labor market to keep wages and prices excessively low, said Michael Reich, a labor economist and professor at UC Berkeley.

“If they increase their prices a bit, the demand for hamburgers isn’t going to fall very much,” Reich said, referring to big fast-food chains.

But the new fast-food wage changes the labor equation for all small businesses that compete for entry-level workers. A higher fast-food wage exerts upward pressure on all those wages, creating an additional stress for businesses already struggling to pay elevated urban rents. Restaurant and retail shops facing expensive commercial rental rates and increased supply-chain costs must now decide whether to raise prices, and by how much.

“These grassroots businesses are part of the glue that holds communities together, and they’re what give the community an identity,” said Chris Tilly, a labor economics and professor of urban planning at UCLA. “A Starbucks just does not play the same role.”

Letters to the Editor

Letters to the Editor: Upset over California’s $20 wage? Wait until you see what fast-food CEOs make

California’s fast-food workers now have a $20 minimum wage. If you think that’s too much, look at what their CEOs make.

April 4, 2024

At Paul’s Kitchen in downtown Los Angeles, manager Charlie Ng has reduced the storied diner’s hours to save on labor costs. They’re closed on Tuesdays now, and no longer open for dinner hours. They’re staying afloat thanks to some pandemic-related government aid, but Ng’s not sure what to do after that runs out.

Ng raised prices when ingredients got expensive, but he tries to keep the increases under a dollar. Customers have been understanding, Ng said.

“The customers don’t complain about the price right now,” Ng said. “Even they see how expensive everything is becoming,”

Reich, the economist, said the immediate effects of the wage hike will not be extreme because many entry-level jobs already pay more than minimum wage.

But a lot of small businesses, especially those located in high-rent urban areas, can’t afford to absorb any new costs. If we want small, non-chain businesses to be a part of Los Angeles’s future, we have to level the playing field. Individual business owners will continue to lose ground to highly-capitalized real estate interests unless we construct an economy where operating a small business is truly viable. In Berkeley, for example, small businesses have access to a special loan fund and enjoy a simplified permitting process.

A high minimum wage can be a part of that future. More money in the hands of fast-food workers means more spending power in communities and neighborhoods that need it, and more income for local businesses. But someone always has to pay the price for California’s progressive politics, and too often it is minorities, immigrants and wage workers that get the bill.

Meanwhile, Foronda is trying to keep his goals modest. He began the year hoping to make it to February, the restaurant’s five-year anniversary. His new short-term goal is October, Filipino American History Month. If the business has to end then, at least he’ll be able to go out with a bang.

“Five years was always the point in which I was going to step back and take a look at how this fits in my life, how my health is, how my mom’s health is,” Foronda said. “So now we’re here.”

More to Read

Letters to the Editor: California shouldn’t bestow higher minimum wages on select workers

April 8, 2024

Fast-food wage hike puts Democrats on defense as Californians worry about cost of living

April 3, 2024

Your guide to California’s new $20-an-hour minimum wage for fast food workers

April 1, 2024

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Frank Shyong is a columnist for the Los Angeles Times writing about diversity and diaspora in Los Angeles.

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PEKIN, Elektrostal - Lenina Ave. 40/8 - Restaurant Reviews, Photos & Phone Number - Tripadvisor