What Resources Does A Food Service Manager Have Available To Meet The Organizationã¢â‚¬â„¢s Goals?
Main Body
Chapter 4. Nutrient and Drinkable Services
Peter Briscoe and Griff Tripp
- Describe the origins and significance of the food and beverage sector
- Relate the importance of the sector to the Canadian economy
- Explicate the various types of nutrient and beverage providers
- Discuss differing needs and desires of residents and visitors in selecting a nutrient and potable provider
- Examine factors that contribute to the profitability of food and drinkable operations
- Discuss primal issues and trends in the sector including government influence, wellness and safety, human resources, and technology
Overview
According to Statistics Canada, the food and beverage sector comprises "establishments primarily engaged in preparing meals, snacks and beverages, to customer social club, for firsthand consumption on and off the bounds" (Authorities of Canada, 2012). This sector is commonly known to tourism professionals by its initials as F&B.
The food and drink sector grew out of uncomplicated origins: equally people travelled from their homes, going about their business, they often had a need or want to swallow or drink. Others were encouraged to run into this demand by supplying food and beverage. Equally the interests of the public became more diverse, and so too did the offerings of the food and drink sector.
In 2014, Canadian food and beverage businesses accounted for 1.1 million employees and more than 88,000 locations across the state with an estimated $71 billion in sales, representing around iv% of the land's overall economic activeness. Many students are familiar with the sector through their workplace, because Canada's restaurants provide one in every five youth jobs in the state — with 22% of Canadians starting their career in a eatery or foodservice business organization. Furthermore, going out to a restaurant is the number 1 preferred activeness for spending time with family and friends (Restaurants Canada, 2014a).
Food and Beverage Sector Performance
Await at Figure 4.1, which illustrates the percentage of full food dollars spent in restaurants in Canada and the U.s. over several years. Equally yous can encounter, Americans spend significantly more of their total food dollars in foodservice establishments than in grocery stores, and in Canada nosotros spend more of our total nutrient dollars in the grocery store than we do in foodservice operations. It's worth noting that Americans do not take an equivalent federal sales tax on meals comparable to our GST on foodservice sales, although there does exist in some states a sales tax on meals and alcoholic beverages (Country Sales Taxation Rates, 2015). This, combined with a larger population, cheaper food distribution costs, and other factors can frequently mean that it's less expensive to dine out in the United states of america than in Canada.
For a perspective on how sales are distributed across the country by province, and how different foodservice operations perform in terms of acquirement (sales dollars collected from guests), expect at Tables 4.1 and iv.2.
| [Skip Table] | ||||
| Province | Foodservice Units | Average Book/Unit ($) | ||
|---|---|---|---|---|
| Total | Chain Share (%) | Independent Share (%) | ||
| Newfoundland and Labrador | one,127 | 44 | 56 | 715,976 |
| Prince Edward Island | 369 | 35 | 65 | 549,428 |
| Nova Scotia | ii,089 | 40 | lx | 637,237 |
| New Brunswick | ane,701 | 48 | 52 | 579,576 |
| Quebec | 21,865 | 31 | 69 | 488,712 |
| Ontario | 33,628 | 45 | 55 | 623,862 |
| Manitoba | 2,448 | 41 | 59 | 657,245 |
| Saskatchewan | 2,330 | 43 | 57 | 744,322 |
| Alberta | 9,858 | 47 | 53 | 828,860 |
| British Columbia | 13,214 | 33 | 67 | 627,599 |
| Canada | 88,795 | 40 | 60 | 619,013 |
| Data source: Statistics Canada, 2013 | ||||
| [Skip Tabular array] | ||||
| Province | Sales Growth | Sales | Pre-tax Turn a profit Margin (%) | |
|---|---|---|---|---|
| 2013-14 Forecast (%) | 2012-13 (%) | 2013 ($ millions) | ||
| Newfoundland and Labrador | two.7 | ix.two | 806.9 | 6.7 |
| Prince Edward Island | i.6 | 4.4 | 202.7 | 5.7 |
| Nova Scotia | 3.8 | 0.7 | i,330.ix | v.ii |
| New Brunswick | 2.1 | 0.3 | 985.6 | 5.ii |
| Quebec | 3.8 | 2.7 | 10,685.4 | 3.9 |
| Ontario | 4.1 | 4.two | 20,979.2 | 2.8 |
| Manitoba | 4.6 | 6.i | 1,608.6 | 7.nine |
| Saskatchewan | four.vii | vii.0 | 1,733.9 | 7.0 |
| Alberta | v.4 | half-dozen.4 | 8,170.v | 7.1 |
| British Columbia | iii.7 | 6.1 | 8,292.8 | 3.iv |
| Canada | four.two | four.6 | 54,965.3 | iv.2 |
| Data source: Statistics Canada, 2013 | ||||
Table four.ane shows that the independents in BC have a much larger share of the full number of units compared with chains than any other province except Quebec. In terms of sales (Table 4.two), Ontario is the leader with virtually $21 billion. Quebec, BC, and Alberta each earned $8 to $10 billion, and the other provinces had sales of less than $two billion apiece. While BC and Alberta are almost fifty-fifty in total sales, BC has a 3rd more units (restaurants), leading to lower average sales per unit.
Foodservice sales in Alberta rose past a solid vi.4% in 2013. Alberta boasts the highest boilerplate unit volume at $828,860 per year, more $200,000 over the national boilerplate due to greater disposable income and no provincial sales tax on meals. In BC, the terminate of the HST (harmonized sales revenue enhancement) and improved economical growth lifted total foodservice sales by a healthy 6.one% for the strongest annual growth since 2006 (Restaurants Canada, 2014a).
Now let'due south take a quick await at which provinces have the near profitable foodservice operations.
Figure four.2 indicates the profit margins per province. Profit is the corporeality left when expenses (including corporate income revenue enhancement) are subtracted from sales acquirement. A higher profit margin means that a greater percentage of sales is retained by the concern owner, and a lower percentage is lost to operating and other costs.
The provincial variations in total sales and profit margins are due to several factors including:
- Relative level of economic activity
- Minimum wage levels
- Provincial sales taxes
- Cultural differences
- Weather
- Municipal taxes
- Percentage of market held by bondage versus independents
- Number of units (restaurants)
- Density of units relative to local population
- Number of tourists or business travellers
At present that we have a sense of the relative performance of F&B operations by province, and some influences on success, allow's delve a petty deeper into the sector.
Types of Food and Beverage Providers
While there are many ways to clarify the sector, in this chapter, nosotros take a market place-based, business organisation-functioning approach based on the overall Canadian market share from the Restaurants Canada Marketplace Review and Forecast (Restaurants Canada, 2014b). The following sections explore the types of foodservice operations in Canada.
In that location are two central distinctions: commercial foodservice, which comprises operations whose principal business is food and drink, and non-commercial foodserviceestablishments where food and beverages are served, but are not the master business.
Let's showtime with the largest segment of F&B operations, the commercial sector.
Commercial Operators
Commercial operators brand up the largest segment of F&B in Canada with only over lxxx% market share (Restaurants Canada, 2014b). Information technology is fabricated up of quick-service restaurants, full-service restaurants, catering, and drinking establishments. Allow's wait at each of these in more than particular.
Quick-Service Restaurants
Formerly known equally fast-food restaurants, quick-service restaurants, or QSRs, make up 35.4% of total food sales in Canada (Restaurants Canada, 2014b). This prominent portion of the food sector by and large caters to both residents and visitors, and is represented in areas that are conveniently accessed by both. Brands, chains, and franchises boss the QSR mural. While the sector has made steps to motion away from the traditional fast-food epitome and fashion of service, it is still dominated by both fast food and food fast; in other words, food that is prepared and purchased quickly, and generally consumed speedily.
Take a Closer Wait: The Offset McDonald'south In Canada
The first McDonald's eatery in Canada opened in Richmond, BC, in 1967. Located on No. 3 Route, it featured a sleek near space-age design. To see a motion picture of the location, visit McDonald's: Then and Now: www.richmond.ca/cityhall/archives/exhibits/thenandnow/then_now_set_7.htm
Convenience and familiarity is key in this sector. Examples of QSRs include:
- Bulldoze-through locations
- Stand-alone locations
- Locations within retail stores
- Kiosk locations
- High-traffic areas, such every bit major highways or commuter routes
Full-Service Restaurants
With 35% of the market share (Restaurants Canada, 2014b), full-service restaurants are perhaps the most fluid of the F&B operation types, adjusting and changing to the demands of the marketplace. Consumer expectations are college here than with QSRs (Parsa, Lord, Putrevu, & Kreeger, 2015). The menus offered are varied, merely in general reflect the image of the restaurant or consumer's desired experience. Major segments include fine dining, family/coincidental, ethnic, and upscale coincidental.
Fine dining restaurants are characterized by highly trained chefs preparing complex food items, exquisitely presented. Meals are brought to the table past experienced servers with sound food and beverage knowledge in an upscale atmosphere with table linens, fine china, crystal stemware, and silver-plate cutlery. The table is frequently embellished with fresh flowers and candles. In these businesses, the average cheque, which is the total sales divided past number of guests served, is quite high (often reviewed with the cost symbols of iii or four dollar signs- $ $ $ or $ $ $ $).
Bishop's in Vancouver is one of BC's all-time known and longest operating fine dining restaurants. Since opening in 1985, this 45-seat restaurant has served heads of land including Pecker Clinton and Boris Yeltsin, and has won awards including the All-time of Vancouver. John Bishop was awarded the Governor General'south Accolade in 2010 (Georgia Straight, 2015).
Family/coincidental restaurants are characterized past existence open for all three meal periods. These operations offering affordable bill of fare items that span a variety of customer tastes. They also have the operational flexibility in menu and restaurant layout to welcome large groups of diners. An analysis of menus in family/casual restaurants reveals a high degree of operational techniques such as menu item cantankerous-utilization, where a few key ingredients are repurposed in several ways. Both concatenation and independent restaurant operators flourish in this sector. Popular concatenation examples in BC include White Spot, Ricky'south All Mean solar day Grill, Boston Pizza, and The Old Spaghetti Factory. Independents include the Cherry Wagon Café in Vancouver, the Bon Voyage Eatery near Prince George, and John'due south Place in Victoria.
Ethnic restaurants typically reflect the owner'due south cultural identity. While these restaurants are popular with many markets, they are often particularly of involvement to visitors and new immigrants looking for a specific environment and other people with whom they have a shared culture. Food is often the medium for this sense of belonging (Koc & Welsh, 2001; Laroche, Kim, Tomiuk, & Belisle, 2005).
The growth and changing nature of this sector reflects the acceptance of various ethnic foods inside our communities. Ethnic restaurants by and large evolve along two routes: toward remaining authentic to the cuisine of the country of origin, or toward larger market acceptance through modifying carte du jour items (Mak, Lumbers, Eves, & Chang, 2012).
Upscale casualrestaurants emerged in the 1970s, evolving out of a modify in social norms. Consumers began to want the experience of a fun social evening at a eating house with good value (but not cheap), in dissimilarity to the perceived stuffiness of fine dining at that time. These restaurants are typically dinner houses, but they may open for lunch or brunch depending on location. Examples in BC include the Keg, Earls, Cactus Club, Dark-brown's Social House, and Joey Restaurants.
Catering and Banqueting
Catering makes up only vi.eight% of the total share of F&B in Canada (Restaurants Canada, 2014b) and comprises food served by catering companies at banquets and special events at a various set up of venues. Note that banqueting pertains to catered food served on premise, while catering typically refers to off-premise service. At a catered event, customers typically consume at the same fourth dimension, as opposed to eating place customers who are served individually or in small groups.
Catering businesses (whether on-site or at special locations) are challenged by the episodic nature of events, and the issues of nutrient handling and food safe with large groups. Catering businesses include:
- Catering companies
- Briefing centres
- Conference hotels
- Wedding venues
- Festival nutrient coordinators
Spotlight On: Diner en Blanc
An interesting public effect with a dining focus is Diner en Blanc, which is held in cities around the earth including Vancouver and Victoria. Diners habiliment all white and bring their table, chair, and place settings with them to a cloak-and-dagger location announced only hours before. Participants have the option to bring their own food or purchase a catered meal. Alcoholic beverages are also available for buy on site. For more information, visit the Diner en Blanc website: http://vancouver.dinerenblanc.info/media
While beverages make up office of almost every dining experience, some establishments are founded on drinkable sales. Let's expect at these operations next.
Drinking
With 3.5% market share (Restaurants Canada, 2014b), the drinking establishment sector comprises bars, wine bars, cabarets, nightclubs, and pubs. In British Columbia, all businesses and premises selling booze must attach to the BC Liquor Control and Licensing Act. At the time this chapter was written, meaning changes were taking place in the regulations governing drinking establishments, but some full general atmospheric condition have remained stable.
In BC, liquor licences are divided into liquor principal and food primary. As the proper name suggests, a liquor master licence is needed to operate a business organization that is in the primary business of selling alcohol. Well-nigh pubs, nightclubs, and cabarets fall into this category. A nutrient main licence is required for an operation whose chief business is serving food. Some operations, such as pubs, volition hold a liquor primary licence even though they serve a pregnant book of food. In this case, the licence allows for diverse patronage.
I noteworthy change to the licensing of pubs in BC is that children are permitted in them if they are accompanied and attended past responsible adults. While not universally adopted by pubs to date, this alter in legislation is an example of the fluctuating social norms to which the sector must reply.
Together the commercial ventures of QSRs, full-service restaurants, catering functions, and drinking establishments make upwards but over 80% of the market share. At present let'due south wait at the other twenty% of businesses, which autumn under the not-commercial umbrella.
Non-Commercial
The following non-commercial entities earn only under xx% share of the foodservice earnings in Canada (Restaurants Canada, 2014b). While these make up a smaller share of the market, there are some advantages inherent in these business models. Non-commercial operations cater predominantly to consumers with limited option or pick given their occupation or location. This type of consumer is oftentimes referred to as a captured patron. In a tourism chapters such every bit in airports or on cruise ships, the accepted price indicate for these patrons is oftentimes higher for a given production, increasing turn a profit margins.
Institutional
Oftentimes run under a predetermined contract, this sector includes:
- Hospitals
- Universities, colleges, and other educational institutions
- Prisons and other detention facilities
- Corporate staff cafeterias
- Cruise ships
- Airports and other transportation terminals and operations
Accommodation Foodservice
These include hotel restaurants and bars, room service, and cocky-serve dining operations (such as a breakfast room). Hotel restaurants are usually open up to the public and reliant on this public patronage in add-on to business from hotel guests. Collaborations betwixt hotel chains and restaurant bondage have seen reliable pairing of hotels and restaurants, such as the combination of Sandman Hotels and Moxie'southward Grill and Bar.
Vending and Automatic Foodservices
While not generally viewed as function of the food and drinkable sector, automated and vending services do business relationship for significant sales for both small and large foodservice and accommodation providers. Vending machines are located in motels, hotels, transportation terminals, sporting venues, or just about any location that volition allow for the opportunity for an impulse or convenient purchase.
Business organisation Performance for Types of Food and Drink Operators
As mentioned, the commercial sector comprises the majority of dollars earned. Figure 4.9 illustrates the deviation betwixt share of traffic and share of dollars for each subsector. Nosotros know that QSRs are much more economical and mostly much busier than full-service restaurants. How does that traffic and low prices translate into market share for the different segments?
Figure four.nine shows that QSRs concenter ii-thirds of all the traffic, while earning less than half of the total dollars. Family/midscale and casual dining each attract one-half the dollars of QSR, but they do that from much lower shares of the traffic. Meanwhile fine dining is patronized by less than one% of the total restaurant traffic, but earns 4.2% of the dollars. The growing strength of convenience stores, department stores, and other retail establishments obtain a respectable 11.5% of traffic and 10.half dozen% of the restaurant dollar.
As y'all tin can see, while QSRs attract the greatest number of guests, the ratio of dollars earned per transaction is significantly less than that of the fine dining sector. This makes sense, of form, because the typical QSR earns relatively little per guest merely attracts hundreds of customers, while a fine dining restaurant charges high prices and serves a select few guests each 24-hour interval.
Sales Per Segment
| [Skip Tabular array] | |||||
| Type of Restaurant | 2012 Final ($ millions) | Segment Marketplace Share (%) | 2013 Preliminary ($ millions) | Segment Market Share (%) | |
|---|---|---|---|---|---|
| COMMERCIAL | QSR | 23,139.7 | 35.four | 24,114.five | 35.4 |
| Full-service | 22,631.1 | 34.seven | 23,847.3 | 35.0 | |
| Caterers | iv,443.6 | 6.viii | four,644.9 | vi.8 | |
| Drinking places | 2,355.6 | iii.6 | ii,358.6 | iii.5 | |
| Total Commercial | 52,570.1 | eighty.5 | 54,965.3 | 80.7 | |
| Not-COMMERCIAL | Accommodation | 5,456 | eight.4 | 5,647.0 | 8.3 |
| Institutional | 3,668.6 | five.6 | 3,898.5 | 5.7 | |
| Retail | 1,234.3 | ane.9 | 1,199.iv | 1.8 | |
| Other | ii,362 | three.6 | 2,416.3 | 3.five | |
| Total Non-Commercial | 12,720.9 | 19.5 | xiii,161.three | 19.3 | |
| Data source: Restaurants Canada, 2013 | |||||
The sales revenues for the various segments are shown in Table four.3. Annotation that QSRs and full-service restaurants are almost equal in their sales and most completely dwarf the other commercial sectors of caterers and drinking places. It is also noteworthy that the commercial components accept four times the sales book of the non-commercial components.
Types of Nutrient and Beverage Customers
Now that we've classified the sector based on business concern type and looked at relative functioning, permit's look at F&B from another perspective: customer type. The first way to allocate customers is to separate them into two key markets: residents and visitors.
The get-go of these, the resident group, can be further divided based on their purpose for visiting an F&B operator. For one group, food or potable is the primary purpose for the visit. For example, think of a group of friends getting together at a local restaurant to experience their signature sandwich. For another group, nutrient and drink is the secondary purpose, added spontaneously or as an coincident activity. For instance, call up of time-crunched parents whisking their kids through a drive-through on their way from i afterward-schoolhouse activity to the next. Here the nutrient and drink providers offering an expedient manner to access a meal.
Foodservice providers also service the visitor market, which presents unique challenges as guests will bring with them the tastes and eating habits of their habitation state or region. Virtually establishments generally follow ane of ii directions. One is to cater completely to visitors from the twenty-four hours the doors open up, with an operational and market focus on tourists. The other is to cater primarily to residents.
Sometimes a local foodservice provider can continue to cater to the resident market over time. In other cases, ofttimes because of financial pressures, the business shifts its focus away from the residents to improve cater to visitors' tastes. These changes, when they do occur, generally happen over time and tin lead to questions of authenticity of the local offerings (Smart, 2003; Heroux, 2002; Mak, Lumbers, Eves, & Chang, 2012).
Have a Closer Look: The Science of Addictive Food
For some time, one secret recipe for success in the food sector, particularly the fast-food portion of the sector, was simple: salt, sugar, and fat — and lots of it. There is a science behind these additives and why consumers go on coming back to satisfy their cravings. To view a CBC special on the science of addictive food, visitThe science of Addictive Food: www.youtube.com/watch?five=4cpdb78pWl4
It is clear that the food and beverage sector must remain responsive to consumers' needs and desires. This is made evident by the emergence of health-concious eating in North America over the last two decades. The influence of books such as Fast Food Nation (Schlosser, 2012) and documentaries such as Super Size Me have created mainstream awareness about what goes into our food and our bodies. As many adult nations, including Canada, struggle with health-care concerns including hypertension, diabetes, and obesity, food operators are taking note and developing new health-conscious menus. Programs like BC'southward Informed Dining initiative are helping consumers empathize their options (encounter the Spotlight On below).
Spotlight On: Informed Dining
The Informed Dining plan was created past Healthy Families BC to help consumers gain a better understanding of the ingredients in their nutrient and their function in daily healthy eating habits and guidelines. For more information, visit the Informed Dining webpage: world wide web.healthyfamiliesbc.ca/home/informed-dining
This awareness, coupled with an increasing interest and desire for more authentic foods produced without using herbicides and pesticides, free of genetically modified ingredients, and even free of carbohydrates or gluten, has placed pressure on the sector to respond, and many take (Frash, DiPietro, & Smith, 2014). Consumers are more aware of the plight of farmers and producers from faraway places and the support for fair trade practices. At the aforementioned time, there is a heightened want for more locally grown products, and a full general awareness of nutrition and the quality of products that are harvested in season and closer to home.
Take a Closer Look: Cittaslow Designation for Cowichan Bay
The customs of Cowichan Bay on Vancouver Island was awarded the Cittaslow Designation, which helps acknowledge its focus on sustainable practices and local food harvesting best practice. For more information on the designation and community efforts, watch the video, Cittaslow Cowichan Bay: world wide web.youtube.com/watch?5=_JQ-Cnh-v5Q
Consumer consciousness regarding the source and distribution of food has created a move that champions sustainable and locally grown foods. While this tendency does have its extremes, information technology is founded on the premise that eating food that has been produced nearby leads to better food quality, sustainable nutrient product processes, and increased enjoyment. This has led to a number of restaurants that incorporate these concepts in their bill of fare planning and marketing.
In addition to this tendency toward "conscious consumerism" (LinkBC, 2014, p.4), F&B professionals must exist highly enlightened of the importance of special diets including gluten-free, low-carb, and other dietary restrictions (LinkBC, 2014).
All of these influences are continuously shaping the food and beverage sector. Before we explore additional trends and issues in the sector, allow'southward review the core considerations for profitability in foodservice operations.
Profitability
While many factors influence the profitability of foodservice operations, fundamental considerations include type of business, location, toll control and profit margin, sales and marketing strategies, and human resources management. We've already examined the different types of performance, and their relative profit margins. Allow'south look at the other profitability considerations in more item.
Location
The selection of the correct location for a eating place is oftentimes cited equally the about critical factor in an operation's success (or failure) in terms of profitability. Prior to opening, site analysis is required to make up one's mind the amount of traffic (foot traffic and vehicle traffic), proximity to competing businesses, visibility to patrons, accessibility, and presence (or absenteeism) of desired patrons (Ontario Eating place News, 1995).
Cost Control
According to Restaurants Canada, QSRs take the highest profit margin at v.1%, while full-service restaurants have a margin of three.5%. At that place will be significant variances from these percentages at individual locations fifty-fifty inside the same brand (2014b).
A number of costs influence the profitability of an F&B operation. Some of the key operating expenses (equally a per centum of acquirement) are detailed in Figure four.12, above, where food cost and salaries & wages are the two major expenses, each accounting for approximately a third of the total. Other expenses include rental and leasing of venue, utilities, advertising, and depreciation of assets. These percentages represent averages, and volition vary greatly by sector and location.
Cost control and containment is essential for all F&B businesses. Demanding particular attention are the labour, nutrient, and potable costs, also known as the operator's main costs. In addition to these big ticket items, there is the price of reusableoperating supplies such as cutlery, glassware, cathay, and linen in full-service restaurants.
Given that nearly operations have both a service side (interacting direct with the consumer) and production side (preparing food or drink to exist consumed), the master costs incurred during these activities often decide the feasibility or success of the performance. This is particularly true as the main production (east.thousand., nutrient and potable) is perishable; ordering the right amount requires skill and experience.
Have a Closer Look: Survey of Service Industries — Foodservices and Drinking Places
The Statistics Canada Survey of Service Industries series features an in-depth look at the food and beverage sector. Information used in this chapter (and much more) tin can be found in this comprehensive overview. To explore the survey, visit the Survey of Service Industries: www23.statcan.gc.ca/imdb/p3Instr.pl?Function=assembleInstr&Item_Id=137106&LI=137106&TET=ane
Sales and Marketing
The ii chief considerations for sales and marketing in this sector are market share and acquirement maximization. Most F&B operations are constrained past finite time and space, so direction must constantly seek means to increase revenue from the existing operation, or increase the share of the available market. Examples of acquirement maximization include upselling existing consumers (e.grand., asking if they want fries with their meal; offering dessert), and using outdoor or patio space (even using rain covers and heaters to extend the outdoor season). Examples of increasing market share in the fast-nutrient sector include extending special offers to new, first-time customers through social media or targeted direct post.
In today's cluttered market, beingness noticed is a constant goal for most companies. Converting that awareness into patronage is a challenge for most operators. Restaurant reviews accept been a role of the nutrient and beverage sector for a long time. With the increment of online reviews past customers at sites similar Yelp, Urbanspoon, and TripAdvisor, and sharing of experiences via social media, nutrient and beverage operators are becoming increasingly enlightened of their spider web presence (Kwok & Yu, 2013). For this reason, all major nutrient and potable operators carefully monitor their online reputation and their social media presence.
Take a Closer Look: McDonald's Social Media Conversation
In 2014, McDonald's Restaurants took to the internet to answer questions about their nutrient production and ingredients. Afterwards months of declining sales, their strategy was to create more emotional engagement with customers and to gain their trust (Passikoff, 2014). To read more about the initiative, read the commodity in Forbes magazine, "McDonald'south Hopes New Social Media Question-And-Reply Will Modify Food Image": www.forbes.com/sites/robertpassikoff/2014/ten/14/mcdonalds-hopes-new-social-media-qa-will-change-food-image/
I of the keys to a strong reputation, both in person, and online, is the management of man resources.
Staffing and Human Resources
Accordingly staffing an F&B operation involves attracting the correct people, hiring them, training them, and and then assigning them to the right tasks for their skills and abilities. Many businesses operate outside the traditional workweek hours; indeed, some operate on a 24-60 minutes schedule. Creating the right squad, employing them in accordance with legal guidelines, and keeping up with the demands of the businesses are challenges that can be addressed by a well-thought-out and implemented human resources programme.
People who have long-lasting careers in the sector find the fluctuating conditions appealing; no two days are the aforementioned, and the fast-paced and energetic social surroundings can be motivating. Many positions provide meaningful rewards and compensation that can lead to long-term careers.
One topic of discussion in food and beverage human resource is that of gratuities (tipping). In Canada, restaurants are obligated to pay staff minimum wage, and gratuities are paid by the customer as an expression of their gratitude for service. This is not the model in countries like Australia, where service staff are paid a higher professional wage and prices are raised to suit this.
Take a Closer Look: Tipping and Its Alternatives
In 2008, Michael Lynn and Glenn Withiam wrote a paper discussing the role of tipping and potential alternatives. While the paper focuses particularly on the United States (where wages are structured differently from Canada), it raises some good questions about consumer preference and impact on businesses (Lynn & Withiam, 2008). For instance, practice tips actually improve service? These questions can apply to food and drink businesses only also other tourism operations within the service context. It also offers some suggestions for farther research. Read this paper at "Tipping and Its Alternatives": http://scholarship.sha.cornell.edu/cgi/viewcontent.cgi?article=1029&context=articles
In British Columbia, tips are considered income for tax purposes but are not considered wages every bit they are not paid by the employer to the employee. A restaurant possessor cannot use tips to comprehend business expenses (e.g., require an employee to use his or her tips to cover the price of broken glassware). Employers are besides non permitted to charge staff for the toll of diners who do not pay (known as a dine-and-dash). They can, however, require front-of-firm staff pool their gratuities, or pay individually, to ensure dorsum-of-house staff receive a pct of the tips (British Columbia Ministry building of Jobs, Tourism and Skills Training, northward.d.). This is also ordinarily known every bit a tip-out.
There have been experiments with gratuity models in contempo years. I instance is a restaurant on Vancouver Isle, which tried an all-inclusive pricing model upon opening in 2014, but reverted three months afterwards to the traditional tipping model due to consumer need and resistance to higher prices (Duffy, 2014).
Trends and Bug
In addition to having to focus on the changing needs of guests and the specific challenges of their own businesses, food and potable operators must bargain with trends and problems that bear on the entire industry. Let's have a closer look at these.
Government Influence
Each level of government affects the sector in different ways. The federal government and its agencies have influence through income revenue enhancement rates, costs of employee benefits (e.g., employer share of Canada Pension Programme and Employment Insurance deductions), and support for specific agricultural producers such as Canadian dairy and poultry farmers, which can lead to an increase in the toll of ingredients such as milk, cheese, butter, eggs, and craven compared to US prices (Findlay, 2014; Chapman, 1994).
Provincial governments also impact the food and beverage sector, in particular with respect to employment standards; minimum wage; sales taxes (except Alberta); liquor, wine, and beer wholesale pricing (Smith, 2015); and corporate income revenue enhancement rates.
Municipal governments have an ever-increasing impact through property and concern taxes, not-smoking bylaws, zoning and bylaw restrictions, user fees, and operating hours restrictions.
Spotlight On: Restaurants Canada
When Restaurants Canada was founded in 1944, it was known as the Canadian Eating house Clan, and after the Canadian Restaurant and Foodservices Association. Today, the organization represents over thirty,000 operations including restaurants, confined, caterers, institutions, and suppliers. Information technology conducts and circulates manufacture inquiry and offers its members cost savings on supplies, insurance, and other business expenses. For more information, visit the Restaurants Canada website: www.restaurantscanada.org
Over time, the upshot of these government impacts has resulted in contained and chain operators alike joining forces to create a national restaurant and foodservice association now named Restaurants Canada (see Spotlight On to a higher place). At the provincial level, BC operators rely on theBritish Columbia Eating house & Foodservices Association (BCRFA).
Spotlight On: BC Eating place & Foodservices Association (BCRFA)
For more 40 years, the BCRFA has represented the interests of the province's foodservice operators in matters such as wages, benefits, liquor licences and other relevant matters. Today, information technology offers benefits to over three,000 members on both the supply and the operator side. For more data, visit the BC Eating house and Foodservices Association website: http://bcrfa.com
Health and Safe
Food and beverage providers agree a distinct position within our society; they invite the public to consume their offerings, both on and off premise. In doing so, all food and beverage operators must adhere to standardized public prophylactic regulations. Each province has regulations and legislation that apply in their jurisdiction. In BC, this is addressed by the FoodSafe and Serving It Right programs, and compliance with the Occupiers Liability Human activity. These regulations and legislation are enacted in the interest of public health and safety.
Have a Closer Look: Health and Safety Training
Food and potable professionals are strongly encouraged to take both FoodSafe and Serving It Correct courses. These certifications are necessary to advance into specific and leadership roles in the industry. For instance, Serving It Right is required past all licensees, managers, sales staff, and servers in licensed establishments. In addition, individuals may require Serving It Right for a special occasion licence. To sign up for an online program or class nearly you lot, visit FoodSafe: www.foodsafe.ca and Serving It Right: www.servingitright.com
FoodSafe is the provincial food safety preparation program designed for the foodservice industry (FoodSafe, 2009). Serving It Correct is a mandatory grade that is completed through self-study, and is required for anyone serving booze in a commercial setting. Its goal is to ensure that licensees, managers, and servers know their legal responsibilities and understand techniques to prevent over-service and related issues (go2HR, 2014).
In wide terms, BC's Occupiers Liability Act covers the responsibilities of the occupier of a property to ensure the safe of visitors. Boosted local health bylaws set standards of functioning for wellness and safety under the direction of the medical officers of health. Public health inspectors regularly visit food and beverage operations to evaluate compliance. In some communities, these inspection results are posted online.
Collectively, the food and drink industry in BC has an excellent reputation for ensuring the health and safety of its patrons, the general public, and its employees.
Engineering Trends
Technology continues to play an ever-increasing role in the sector. It is virtually noticeable in QSRs where many functions are automatic in both the front of business firmand dorsum of house. In the kitchen, temperature sensors and alarms decide when fries are fix and notify kitchen staff. Out front, remote printers or special screens ensure the kitchen is immediately notified when a server rings in a purchase. WiFi enables credit/debit card hand-held devices to exist brought directly to the table to process transactions, saving steps back to the serving station.
Other trends include automatic services such as that offered past Open up Table, which provides restaurants with an online existent-time eating place reservation system so customers can make reservations without speaking to anyone at the restaurant (Open Table, 2015). And now smartphone apps volition tell customers what restaurants are nearby or where their favourite chain restaurant is located.
Have a Closer Wait: Automatic Cooking in Asia
In Singapore Changi Airport, a quick-service eatery is using automated woks. The cook adds the ingredients and can nourish to other duties until the item is set up for service. Check out a video of a melt using an automatic wok: world wide web.youtube.com/scout?v=Gqiz17AsYhQ. And in Cathay, watch a video of robots that are shaving noodles "by mitt.": singularityhub.com/2013/04/19/chinese-eating place-possessor-says-robot-noodle-maker-doing-a-good-task/
Changing Venues
The post-obit trends relate to the changing nature of food and beverage venues, including the emerging importance of the 3rd space, and the increased mainstream presence of non-permanent locations such as street vendors and pop-upward restaurants.
The Third Infinite
The third space is a concept that describes locations where customers besiege that are neither home (the first space) nor piece of work or school (the second space). Many attribute the emergence of these spaces to the popularity of coffee shops such as Starbucks. In the third space, operators must create a comfy venue for customers to "hang out" with comfortable seating, grab and go F&B options, WiFi, and a relaxed ambiance. Providing these components has been shown every bit a style to increment traffic and customer loyalty (Mogelonski, 2014).
Taking Information technology to the Street
Street food has always been a component of the foodservice industry in most big cities. These operations are often run by a single possessor/operator or with minimal staff, and serve hot food that can be eaten while standing. According to enquiry firm IBISWorld, in 2011 the "street food business concern — which includes mobile food trucks and non mechanized carts, is a $i billion industry that has seen an 8.iv pct growth rate from 2007 to 2012″ (Entrepreneur, 2011) with 78% of owners having no more than four employees.
Recently, in Due north America, where climate and atmospheric condition allow, at that place has been a noticeable increase in both the number and blazon of street nutrient vendors. In the metropolis of Vancouver alone there are over 100 permitted food cart businesses, searchable by an app and sortable list — and the city uses the terms street food vendor, nutrient cart, and nutrient truck interchangeably (City of Vancouver, 2014).
Pop-up restaurants have also emerged, facilitated in function by the prevalent use of social media for marketing and location identification. Pop-ups are temporary restaurants with a known expiry date, which also tend to accept the following in mutual (Knox, 2011):
- A well-known or up-and-coming chef at the helm
- An interesting, but stationary, location (a warehouse, a park, the more than unusual the improve)
- Staff who are skillful at promotions and word-of-oral cavity
- Potent local foodie (food and beverage enthusiast) base in the area
- Involvement from local artists or musicians to add to the feel
As pop they are with consumers, the ways in which pop-ups deviate from restaurants has aggravated some critics, causing Bon Appétit magazine to declare that "pop-ups are non supposed to be restaurants," and that "pop-up restaurants are over" (Duckor, 2013). Statements like these are further evidence that food and beverage services trends are dynamic and ever-changing.
Conclusion
The nutrient and drink sector is a vibrant and multifaceted part of our society. Michael Hurst, famous restaurateur and former chair of the Us National Restaurant Clan, championed the thought that all guests should be received with the statement "Glad yous are here" (Tripp, 1992; Marshall 2001). That argument is the perfect embodiment of what F&B is to the hospitality industry — a mix of service providers who welcome guests with open up arms and have care of their almost basic needs, as well as their emotional well-existence.
Accept a Closer Look: Michael Hurst
Michael Hurst preached to students, industry participants, and university colleagues alike, saying that "The most precious souvenir you can give your Guests is the gift of Friendship" (Tripp, 1992; Marshall 2001). To learn more than virtually this legendary character, visit In My Stance: Michael Eastward. Hurst [PDF]: http://digitalcommons.fiu.edu/cgi/viewcontent.cgi?article=1353&context=hospitalityreview
The social fabric of our country, its residents, and visitors will change over fourth dimension, and then too volition F&B. What will not modify in spite of how we split up the segments — into tourists or locals — is that the sector is at its all-time when food and beverages are accompanied by a social element, extending from your dining companions to the front and back of the business firm.
So far, we take covered the transportation, adaptation, and food and beverage sectors. In the next two chapters, nosotros'll explore the recreation and entertainment sector, starting with recreation in Chapter 5.
- Avails: items of value endemic by the business and used in the product and service of the dining feel
- Average bank check: full sales divided by number of guests served
- Dorsum of firm: food production areas not accessible to guests and non by and large visible; also known as heart of house
- BC Eating house & Foodservices Association (BCRFA):representing the interests of more than 3,000 of the province's foodservice operators in matters including wages, benefits, liquor licences, and other relevant matters
- Beverage costs: beverages sold in liquor-licensed operations; this normally just includes booze, but in unlicensed operations, it includes coffee, tea milk, juices, and soft drinks
- Captured patrons: consumers with limited selection or selection of nutrient or drink provider given their occupation or location
- Commercial foodservice: operations whose primary business concern is food and drinkable
- Cantankerous-utilization: when a carte is created to make multiple uses of a small number of staple pantry ingredients, helping to keep food costs down
- Dine-and-dash: the term commonly used in the industry for when a patron eats but does not pay for his or her meal
- Ethnic restaurant: a eatery based on the cuisine of a item region or country, often reflecting the heritage of the head chef or owner
- Family/coincidental restaurant: restaurant type that is typically open for all iii meal periods, offering affordable prices and able to serve diverse tastes and accommodate large groups
- Fine dining restaurant: licensed food and beverage institution characterized by loftier-end ingredients and preparations and highly trained service staff
- Food and drinkable (F&B): type of operation primarily engaged in preparing meals, snacks, and beverages, to customer society, for immediate consumption on and off the bounds
- Nutrient price: price including freight charges of all food served to the guest for a toll (does non include nutrient and beverages given away, which are quality or promotion costs)
- Food chief: a licence required to operate a restaurant whose primary business is serving nutrient (rather than alcohol)
- Foodie: a term (ofttimes used by the person themselves) to draw a food and beverage enthusiast
- Forepart of house: public areas of the establishment; in quick-service restaurants, it includes the ordering and production serving area
- Full-service restaurants: coincidental and fine dining restaurants where guests order food seated and pay later they have finished their repast
- Liquor primary licence: the type of licence needed in BC to operate a business that is in the primary business organization of selling booze (most pubs, nightclubs, and cabarets fall into this category)
- Non-commercial foodservice: establishments where nutrient is served, simply where the primary business is not food and beverage service
- Operating supplies: generally includes reusable items including cutlery, glassware, cathay, and linen in full-service restaurants
- Pop-upwards restaurants: temporary restaurants with a known expiry date hosted in an unusual location, which tend to be helmed by a well-known or upward-and-coming chef and use word-of-oral fissure in their promotions
- Master costs: food, beverage, and labour costs for an F&B operation
- Profit: the amount left when expenses (including corporate income tax) are subtracted from sales acquirement
- Quick-service eating house (QSR): an establishment where guests pay earlier they swallow; includes counter service, take-out, and delivery
- Restaurants Canada: representing over 30,000 nutrient and beverage operations including restaurants, bars, caterers, institutions, and suppliers
- Acquirement: sales dollars collected from guests
- Third infinite: a term used to describe F&B outlets enjoyed as "hang out" spaces for customers where guests and service staff co-create the experience
- Tip-out: the practice of having forepart-of-business firm staff puddle their gratuities, or pay individually, to ensure back-of-house staff receive a per centum of the tips
- Upscale casual restaurant: emerging in the 1970s, a mode of eatery that typically just serves dinner, intended to bridge the gap between fine dining and family/casual restaurants
- Looking at Tabular array iv.1, what was the boilerplate volume of sales per F&B establishment in BC in 2013? What was it for Alberta? What about the national average? What might account for these differences? List at least three contributing factors.
- Looking at the same tabular array, how many F&B "units" were there in BC in 2013?
- What are the two principal classifications for food and potable operations and which is significantly larger in terms of marketplace share?
- Should gratuities be abolished in favour of all-inclusive pricing? Consider the point of view of the server, the owner, and the guest in your assay.
- Think of the concept of the third space, and name 2 of these types of operations in your customs.
- Have yous worked in a restaurant or foodservice operation? What are the iii important lessons you learned nearly work while there? If you have not, interview a classmate who has experience in the field and find out what three lessons he or she would advise.
- What is your favourite eating house? What does it do then well to have get your favourite? What would you lot recommend it do to ameliorate your dining experience even more?
- What was your all-time best restaurant dining experience? Compare and contrast this with one of your worst dining experiences. For each of these, include a description of:
- The food
- The behaviour of restaurant staff
- Ambiance (music, decor, temperature, comfort of chairs, lighting)
- The reason for your visit
- Your mood upon entering the institution
The following story made the rounds via social media in tardily 2014. While the claim has not been verified, it certainly rings true for a number of F&B professionals who have experienced this phenomenon. The story is as follows:
A busy New York City restaurant kept getting bad reviews for wearisome service, so they hired a house to investigate. When they compared footage from 2004 to footage from 2014, they made some pretty startling discoveries. Then shocking, in fact, that they ranted about it in an anonymous mail service on Craigslist:
We are a popular restaurant for both locals and tourists alike. Having been in business for many years, nosotros noticed that although the number of customers we serve on a daily basis is well-nigh the same as x years ago, the service seems very tiresome. I of the most mutual complaints on review sites against the states and many restaurants in the area is that the service was slow and/or they needed to wait too long for a tabular array. Nosotros've added more than staff and cut back on the bill of fare items but we merely oasis't been able to figure it out.
We hired a house to assistance us solve this mystery, and naturally the first matter they blamed it on was the employees needing more training and the kitchen staff non existence upward to the task of serving that many customers.
Like most restaurants in NYC we have a surveillance system, and different today where it's digital, 10 years agone we nonetheless used special high capacity tapes to record all activity. At any given time we had 4 special Sony systems recording multiple cameras. We would store the footage for 90 days merely in case we needed it for something.
The investigators suggested we locate some of the older tapes and analyze how the staff behaved ten years ago versus how they behave at present. Nosotros went downwards to our storage room simply we couldn't discover any tapes at all.
We did discover the recording devices, and luckily for us, each device has 1 record in it that we simply never removed when nosotros upgraded to the new digital organization!
The engagement stamp on the one-time footage was Thursday July 1, 2004. The eating place was very busy that day. We loaded upwards the footage on a large monitor, and adjacent to it on a separate monitor loaded upwards the footage of Thursday July 3 2014, with roughly the same amount of customers every bit ten years before.
We carefully looked at over 45 transactions in order to decide what has been happening:
Here'south a typical transaction from 2004:
Customers walk in. They are seated and are given menus. Out of 45 customers iii asking to exist seated elsewhere.
Customers spend 8 minutes on average earlier closing the menu to prove they are ready to society.
Waiters shows upward near instantly and takes the lodge.
Appetizers are fired within six minutes; plainly the more complex items take longer.
Out of 45 customers two sent their items back.
Waiters go along an eye on their tables so they can respond quickly if the customer needs something.
Later guests are done, the check is delivered, and within five minutes they get out.
Average fourth dimension from first to terminate: 1 hour, 5 minutes.
Here's what happened in 2014:
Customers walk in. Customers get seated and are given menus, and out of 45 customers eighteen asking to exist seated elsewhere.
Before even opening the bill of fare about customers take their phones out, some are taking photos while others are texting or browsing.
Vii of the 45 customers had waiters come up over correct away, they showed them something on their phone and spent an average of five minutes of the waiter's time. Given this is contempo footage, we asked the waiters near this and they explained those customers had a problem connecting to the WIFI and demanded the waiters endeavour to help them.
After a few minutes of letting the customers review the menu, waiters return to their tables. The bulk of customers accept non fifty-fifty opened their menus and ask the waiter to wait a bit.
When customers practise open their menus, many place their phones on elevation and continue using their activities.
Waiters return to run into if they are set to society or take any questions. Most customers ask for more time.
Finally a table is ready to guild. Full boilerplate time from when a customer is seated until they identify their order is 21 minutes.
Food starts getting delivered within 6 minutes; apparently the more circuitous items take way longer.
26 out of 45 customers spend an average of iii minutes taking photos of the food.
14 out of 45 customers take pictures of each other with the food in forepart of them or as they are eating the nutrient. This takes on average another four minutes as they must review and sometimes retake the photo.
ix out of 45 customers sent their nutrient back to reheat. Plain if they didn't pause to do whatever on their phone the food wouldn't have gotten common cold.
27 out of 45 customers asked their waiter to take a group photo. xiv of those requested the waiter retake the photograph as they were not pleased with the offset photograph. On boilerplate this entire process between the chit chatting and reviewing the photo taken added another 5 minutes and evidently acquired the waiter not to exist able to take care of other tables he/she was serving.
Given in near cases the customers are constantly busy on their phones it took an average of 20 more minutes from when they were washed eating until they requested a check.
Furthermore in one case the check was delivered it took 15 minutes longer than 10 years agone for them to pay and leave.
eight out of 45 customers bumped into other customers or in i case a waiter (texting while walking) every bit they were either walking in or out of the eating place.
Boilerplate time from start to finish: 1:55
We are grateful for everyone who comes into our restaurant, after all at that place are then many choices out there. But can you please be a bit more considerate?
Now it'southward your turn. Imagine y'all are the eating house operator in question, and answer the questions below.
- What could you, as the owner, attempt to do to meliorate the turnover time? Come up with at least three ideas.
- Now put yourself in the position of a server. Do your ideas still work from this perspective?
- Lastly, await at your typical customer. How will he or she respond to your proposals?
References
British Columbia Ministry of Jobs, Tourism and Skills Preparation. (n.d.). <a href="http://www.labour.gov.bc.ca/esb/igm/esa-part-one/igm-esa-s1-wages.htm#top" target="_self"Interpretation guidelines manual, Employment Standards Co-operative. Retrieved from >www.labour.gov.bc.ca/esb/igm/esa-role-1/igm-esa-s1-wages.htm#pinnacle
Chapman, Anthony. (1994). Reduction of tariffs on supply managed commodities nether the GATT and the NAFTA, tarrification nether the Uruguay Round. Retrieved from: http://publications.gc.ca/Drove-R/LoPBdP/BP/bp380-e.htm
City of Vancouver. (2014, June 30). Find a street food vendor. Retrieved from http://vancouver.ca/people-programs/find-a-food-truck-vendor.aspx
Duckor, Yard. (2013, June 27). Pop-up restaurants are over. Bon Appétit. Retrieved from world wide web.bonappetit.com/restaurants-travel/article/popular-up-restaurants-are-over
Duffy, A. (2014, August 22). Vancouver Island restauranteur regretfully ends his no-tip policy. Vancouver Sun. Retrieved from world wide web.vancouversun.com/news/metro/Vancouver+Island+restaurateur+regretfully+ends+policy/10140961/story.html
Entrepreneur. (2011, July 24). Nutrient trucks 101: How to beginning a mobile food business organisation. Retrieved from www.entrepreneur.com/article/220060
Findlay, M. (2014, May 12). Why your milk costs and so much and what to do nigh it. Macleans. Retrieved from www.macleans.ca/economic system/economicanalysis/why-your-milk-costs-so-much-in-canada/
FoodSafe. (2009). Welcome. Retrieved from www.foodsafe.ca
Frash, R. Eastward., DiPietro, R., & Smith, W. (2014). Pay more than for McLocal? Examining motivators for willingness to pay for local food in a concatenation eating place setting. Journal of Hospitality Marketing & Management, 24(4), 411-434.
Georgia Directly. (2015). Bishop's. Retrieved from www.directly.com/listings/venues/114986
go2HR. (2014). Serving-it-Right. Retrieved from www.servingitright.com
Regime of Canada. (2012, June xiv). NAICS 2012 – 722 – Nutrient services and drinking places. Retrieved from: www23.statcan.gc.ca/imdb/p3VD.pl?Part=getVD&TVD=118464&CVD=118466&CPV=722&CST=01012012&CLV=two&MLV=5
Heroux, 50. (2002). Restaurant marketing strategies in the Us and Canada: A comparative written report. Journal of Foodservice Business Research, v(4), 95-110.
Knox, J. (2011, June thirteen). Ingredients for a successful pop-up restaurant. Restaurant Cardinal.ca. Retrieved from http://restaurantcentral.ca/popuprestaurant.aspx
Koc, One thousand., & Welsh, J. (2001). Food, foodways and immigrant feel. Toronto: Centre for Studies in Food Security.
Kwok, L., & Yu, B. (2013). Spreading social media messages on Facebook. An analysis of restaurant business-to-consumer communications. Cornell Hospitality Quarterly, 54(1), 84-94.
Laroche, M., Kim, C., Tomiuk, Grand. A., & Belisle, D. (2005). Similarities in Italian and Greek multidimensional ethnic identity: Some implications for food consumption. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 22(2), 143-167.
LinkBC. (2014, June). 2014 Roundtable Dialogue Buffet Study. [PDF] Retrieved from http://linkbc.ca/siteFiles/85/files/2014RoundtableDialogueCafeReport.pdf
Lynn, Thousand., & Withiam, G. (2008). Tipping and its alternatives: Business considerations and directions for enquiry. Journal of Services Marketing, 22(iv), 328-336.
Mak, A. H., Lumbers, M., & Eves, A. (2012). Globalisation and food consumption in tourism. Annals of Tourism Inquiry, 39(1), 171-196.
Mak, A. H., Lumbers, Yard., Eves, A., & Chang, R. C. (2012). Factors influencing tourist food consumption. International Journal of Hospitality Management, 31(3), 928-936.
Marshall, A. K. (2001). In my opinion: Michael E. Hurst: July 8, 1931-March 22, 2001. Hospitality Review, 19(2), 9.
Mogelonski, L. (2014, January 3). Third spaces enrich guests' lives. Hotel News Now. Retrieved from http://hotelnewsnow.com/Article/12908/Third-spaces-enrich-guests-lives-and-loyalty
Ontario Restaurant News. (1995). Selecting a eating place site is key to franchise unit's success. Reprinted in FGHI. Retrieved from www.fhgi.com/publications/articles/selecting-a-restaurant-site-is-key-to-franchise-units-success/
Open Table, Inc. (2015). Make eating house reservations the easy way. Retrieved from www.opentable.com/start/home
Parsa, H. G., Lord, Thousand. R., Putrevu, Due south., & Kreeger, J. (2015). Corporate social and environmental responsibleness in services: Will consumers pay for it?. Periodical of Retailing and Consumer Services, 22, 250-260.
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Restaurants Canada (2014a).Foodservice facts. Retrieved from https://www.restaurantscanada.org/en/Volume-Store/Product/rvdsfpid/2013-foodservice-facts-vii
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Smart, J. (2003). Ethnic entrepreneurship, transmigration, and social integration: an ethnographic report of Chinese eatery owners in rural western Canada. Urban Anthropology and Studies of Cultural Systems and Globe Economic Development, 311-342.
Smith, C. (2015, March 25). BC Liberal government liquor reforms pinch private retailers. Georgia Directly. Retrieved from www.straight.com/food/416961/bc-liberal-government-liquor-reforms-pinch-private-retailers
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Attributions
Figure 4.1 Foodservice Share of Full FoodDollars past LinkBC is used under a CC-BY-NC 2.0 license.
Figure 4.ii Turn a profit Margins for Restaurants past Province by LinkBC is used under a CC-BY-NC 2.0 license.
Effigy 4.iii The Keg at the Station by Jon the Happy Spider web Creative is used under a CC BY 2.0 license.
Effigy four.4 North Arm Farm Strawberry + Rhubarb Pavlova by Ruth Hartnup is used under a CC-BY two.0 license.
Figure 4.5 The quondam spaghetti mill by Isabelle Puaut is used under a CC By-NC-ND 2.0 license.
Figure 4.6Vij's by jan zeschky is used under a CC-BY-NC two.0 license.
Figure 4.7 Dîner en Blanc Vancouver 2012 by Maurice Li Photography is used under a CC Past-NC-ND 2.0 license.
Effigy four.8 Six Mile past Alan Levine is used under a CC BY-SA 2.0 license.
Effigy iv.nine Market Share by Eatery Segment by LinkBC is used nether a CC-BY-NC two.0 license.
Figure 4.10 Life goal #v complete by Brett Ohland is used under a CC BY-NC-SA ii.0 license.
Effigy iv.xi New funding for farmers' market plan by Province of British Columbia is used under a CC Past-NC-ND 2.0 license.
Figure iv.12 Operating Ratios for Canadian Foodservice Businesses by LinkBC is used nether a CC-Past-NC 2.0 license.
Figure 4.13 Cactus Club Cafe by Mack Male used under CC BY-SA 2.0 license.
Figure 4.14 must launder easily past Ambernectar13 is used nether CC By-ND 2.0 license.
Figure 4.15 Vancouver food carts on a sunny day by Christopher Porter is used under a CC By-NC-ND 2.0 license.
Long Descriptions
| Country | 2001 | 2002 | 2003 | 2004 | 2005 | 2006 | 2007 | 2008 | 2009 | 2010 | 2011 | 2012 | 2013 | 2014 | 2015 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Pct of food money spent on foodservices by Americans | 46.iv% | 46.7% | 47.five% | 47.9% | 46.7% | 47.5% | 47.ix% | 48% | 48% | 49% | 49% | 48% | 47% | 47.6% | 47% |
| Percentage of food money spent on foodservices by Canadians | xl.2% | forty.0% | 39.2% | 39.3% | 39.i% | 39.2% | 38.8% | 38.4% | 37.0% | 36.7% | 36.seven% | 37.3% | 37.7% | 38.2% | 38.5% |
[Return to Figure 4.ane]
| Province | Pre-Tax profit margin |
|---|---|
| Manitoba | 7.9% |
| Alberta | 7.1% |
| Saskatchewan | 7.0% |
| Newfoundland and Labrador | 6.seven% |
| Prince Edward Island | 5.7% |
| New Brunswick | 5.2% |
| Nova Scotia | 5.2% |
| Canada | 4.two% |
| Quebec | 3.9% |
| British Columbia | 3.4% |
| Ontario | 2.viii% |
[Return to Effigy 4.ii]
| Quick Service Restaurants | Family/Midscale | Casual Dining | Fine Dining | Retail | |
|---|---|---|---|---|---|
| Share of Traffic | 64.5% | 13.2% | ten.1% | 0.7% | 11.5% |
| Share of Dollars | 45.8% | 20.6% | 22.v% | iv.2% | half dozen.9% |
[Return to Figure 4.9]
| Expense | Percentage of operating revenue |
|---|---|
| Cost of Sales | 35.6% |
| Salaries and wages | 33.7% |
| Other | vii.9% |
| Rental and Leasing | seven.6% |
| Pre-Tax profit | iv.2% |
| Depreciation | 3.0% |
| Advertising | 2.viii% |
| Utilities | 2.7% |
| Repair and Maintenance | 2.5% |
[Return to Figure 4.12]
What Resources Does A Food Service Manager Have Available To Meet The Organizationã¢â‚¬â„¢s Goals?,
Source: https://opentextbc.ca/introtourism/chapter/chapter-4-food-and-beverage-services/
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