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The Complete Guide to Foodservice in Cultural Institutions: Your Keys to Success in Restaurants, Catering, and Special Events41584

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9824.chfm 8/9/01 1:34 PM Page i The Complete Guide to Foodservice in Cultural Institutions 9824.chfm 8/9/01 1:34 PM Page ii 9824.chfm 8/9/01 1:34 PM Page iii The Complete Guide to Foodservice in Cultural Institutions Keys to Success in Restaurants, Catering, and Special Events Arthur M Manask with Mitchell Schechter JOHN WILEY & SONS, INC fcopyebk.qxd 10/10/01 2:38 PM Page Front cover clockwise from left: © Long Beach Aquarium of the Pacific, photograph by Mark Beat; Oldfields home, © 2000 Indianapolis Museum of Art, photograph by Hadley W Fruits; Chicago Botanic Garden, photograph by William Biderbost; © National Gallery of Art, photograph by Dennis Brack/Black Star Back cover from top: National Gallery of Art, Washington D C., © National Gallery of Art; Chicago Botanic Garden, photograph by William Biderbost; Long Beach Aquarium of the Pacific; The Los Angeles Zoo, photograph by Tad Motoyama Copyright © 2002 by John Wiley & Sons, Inc., New York All rights reserved No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 750-4744 Requests to the Publisher for permission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 605 Third Avenue, New York, NY 10158-0012, (212) 850-6011, fax (212) 850-6008, E-Mail: PERMREQ @ WILEY.COM This publication is designed to provide accurate and authoritative information in regard to the subject matter covered It is sold with the understanding that the publisher is not engaged in rendering professional services If professional advice or other expert assistance is required, the services of a competent professional person should be sought This title is also available in print as ISBN 0-471-39688-5 Some content that appears in the print version of this book may not be available in this electronic edition For more information about Wiley products, visit our web site at www.Wiley.com CONTENTS Foreword Preface Acknowledgments vii ix xi Chapter Foodservice and the Visitor Experience Chapter Understanding Foodservice Requirements in a Cultural Institution Chapter The Role of Catering and Special Events in Membership and Sponsorship Development 37 Chapter Achieving Self-Operation: Challenge-Solution Case Studies 45 Chapter Performing Evaluations and Assessments: Challenge-Solution Case Studies 67 Chapter Chapter Chapter Developing and Marketing Special-Events Programs: Challenge-Solution Case Studies 101 Performing Special-Events Department Assessments: Challenge-Solution Case Study 127 Analysis of Demand and Architectural Program Statement for Foodservice Planning in a Museum Building 145 v vi ٗ Contents Chapter Chapter 10 Conducting Market Research for Restaurants and Special Events 179 UBIT: A Food and Facilities Tax Primer 197 by Jeffrey M Hurwit Chapter 11 Glossary Index Food Safety: Too Often Ignored Until Too Late 201 207 225 FOREWORD useums, by their very definition, are repositories of the world’s greatest works of art and other treasures This is no accident Museums (and other cultural institutions) reflect the collective generosity, gifts, and talents of past and present-day individuals from around the globe, many of whom have dedicated their lives and careers to ensuring that the standards of excellence that have come to define modern museums are neither diminished nor compromised Museum-goers’ sense of appreciation comes not only from engaging in the core activities of a museum visit—gazing upon an art object, participating in an educational presentation, attending a live concert that helps to interpret and enliven what’s been seen—but also from other aspects of the visit, including experiencing the aesthetic and functional qualities of the building, participating in an on-site special event, and dining in an institution’s restaurants or cafés Today, museums and other cultural institutions must not only strive to acquire and display premier collections, they must also earnestly endeavor to attain the same level of quality in all their foodservice operations and services During a typical day at a museum, visitors may spend several hours viewing top-quality work by some of the world’s foremost artists of all time A pause for a meal or refreshments in one of an institution’s foodservice facilities should, ideally, serve as a no less pleasant respite Given this expectation, it is truly essential that by their quality, variety, and service, museum foodservices provide as much satisfaction, wonder, and joy as visitors have experienced in viewing the exhibits themselves M vii viii ٗ Foreword Generally speaking, administrators at all types of cultural institutions face considerable competition for the resources necessary for daily operations, including collection management, exhibitions, acquisitions, educational programs, security, and facility administration Nonetheless, it is increasingly clear today that the revenue that can be generated by a well-defined and successful foodservice and special-events program will contribute significantly to annual income available to underwrite and even expand cultural institutions’ core activities Correctly administered museum restaurants and special-events and catering services also generate goodwill and publicity, enhancing an institution’s overall stature and importance in its community I believe that all of us who administer guest services in cultural institutions should study the contents of this book, as it can help us improve the quality and profitability of our current hospitality services, correct shortcomings, and successfully introduce new facilities and services I commend author Art Manask for providing a long-needed reference work that can help administrators overseeing restaurants, special events, and catering at cultural institutions perform our jobs to our full potential Darrell R Willson Administrator National Gallery of Art Washington, D.C 9824.ch12 8/9/01 1:33 PM Page 223 Glossary ٗ 223 vice of food They include such items as pots, pans, serving utensils, china, glassware, serving platters and bowls, and carving boards Smallwares and loose equipment are synonymous Snack Bar A walk-up, quick-service, permanent location that offers mostly prepackaged foods and beverages Special Events Food- and/or beverage-related meetings, receptions, and affairs at a cultural institution May be internal or external Special-Events Department A department within a cultural institution that handles the master calendar for special events, facility rentals, approved caterers, and all details relating to the implementation and execution of special events This department often also has the responsibility for advertising and marketing the institution as a venue for external special events It is usually staffed and operated by the institution but is occasionally outsourced Some cultural institutions outsource all or part of the management of this department to foodservice operators that are also providing in-house restaurant and catering services when catering services are provided on an exclusive basis Subsidy (Direct) Dollar support from client provided to pay foodservices’ direct and indirect operating expenses over and above the dollars received from sales (gross operating revenue) Subsidy (Indirect) Expenses that are absorbed by an institution and not charged directly to foodservice operations, often including the cost of utilities (gas, electricity, fuel, water, and sewage), trash disposal (Dumpsters), security, janitorial, telephone, repairs and maintenance to a building and FF&E, bookkeeping and accounting, and other similar expenses These indirect costs and expenses are, in fact, costs and expenses associated with the operation of foodservices and should be tracked and/or so considered, especially by institutions that are planning new or expanded foodservices Tastings Opportunities to view and taste menu items for restaurant, café, and/or catering service 9824.ch12 8/9/01 1:33 PM Page 224 224 ٗ Foodservice in Cultural Institutions UBIT Unrelated Business Income Taxation (see Chapter 10) Utilities Gas, electricity, fuel, water, waste removal, and sometimes telephone Vendor Provider of food, beverages, equipment and/or non-consumable supplies Also called supplier 9824.index 8/9/01 1:34 PM Page 225 INDEX A Accessibility, tax exemption and, 198 Accountability (case study), 65–66 Action steps, creation of (case study), 117–119 Administrative and general expenses, 207 Agreement(s): definition of, 207 exclusive rights, 214 franchise, 215 licensing, 218 À la carte, 207 Analysis of demand, 145–163 daily visitor counts for, 145–146 and facility design, 161–162 foodservice capture rate in, 146 projected demand by month, 147–158 projected weekend days demand, 146, 159–161 recommendations based on, 162–163 school group measurement in, 162 Approved caterer, 207–208 Approved caterer agreement, 208 Approved caterer list, 208 Aquarium of the Pacific, 40 Architectural input (restaurant design), 17 Architectural program statement, 163–177 for bulk cold storage area, 166 for bulk dry storage area, 165 for catering storage area, 176 for dining—café area, 170 for employee rest rooms/locker room, 173 for final preparation area, 168 for foodservice management offices, 172 for pre-preparation area, 167 for receiving area, 164 for school group room, 177 for servery-self service area, 169 for special events/secondary dining areas, 175 for staging kitchen (special events/secondary dining), 174 for ware washing area, 171 Arkansas Art Center, 19 225 9824.index 8/9/01 1:34 PM Page 226 226 ٗ Foodservice in Cultural Institutions Assessments, see Evaluations and assessments Attendance, projecting, 145–146, 163 B Back of the house, 208 Base fee, 208 Benefits, payroll, 220 Beverages, donated, 33 Boué, Suzanne, 41 Bowers Museum, 19 Brands and branding, ix call brand, 209 concepts, branded, 99–100, 208 products and costs, branded, 209 Budgeting, 209 Build-outs, café/restaurant, 15–16 Bulk cold storage area (architectural guidelines), 166 Bulk dry storage area (architectural guidelines), 165 Business plans (case study), 76 By-the-ounce, 209 C Café(s), architectural guidelines for, 170 definition of, 209 determining performance of (case study), 181–187 Cafeteria(s), 7, 209 Calendars, implementation, 119–120 Call brand, 209 Cannibalization, 209 Capital costs, 15–16, 18 Capital investment, 210 Capture rate, 12, 146 Carts, foodservice, 9, 14–15 Case study(-ies): analysis of demand, 145–163 daily visitor counts for, 145–146 and facility design, 161–162 foodservice capture rate in, 146 projected demand by month, 147–158 projected weekend days demand, 146, 159–161 recommendations based on, 162–163 school group measurement in, 162 architectural program guidelines, 163–177 of building hospitality into new space, 103–110 expanded structure for, 107–108 financial models for, 106–107 marketing strategy for, 108–110 special-events marketing for, 103–105 of café performance, 181–187 of declining special-events department, 127–143 assessing revenue-growth potential, 139–140 9824.index 8/9/01 1:34 PM Page 227 Index centralized management recommendations, 132–134 enhancing marketing plans/strategy, 138–139 identification of issues to be rectified, 131–132 improving management performance, 136–138 increasing revenue from outside caterers, 134–136 outsourcing management of special events, 140–143 problematic relations with caterers/other departments, 130–131 responsibilities of department, 128–129 of departing senior manager, 46–51 of hospitality services improvement for gaining competitive advantage, 62–66 of improvement target creation, 86–92 of management choice for new facilities, 96–100 of marketing revenue maximization, 110–116 estimation of special-events revenue, 111–114 policy setting to manage new events, 114 sales plan preparation, 114–116 of matching development to visitor’s perceptions, 193–196 ٗ 227 of operational improvements/profitability, 51–56 of optimal program quality provision, 76–86 with growth opportunities, 83–84 with multisupplier catering, 82–83 in public foodservice, 78–82 in staff foodservice, 77–78 through contract/policy issues, 84–86 of planning to meet guests’ expectations, 68–76 of researching to guide growth, 187–192 of special-events marketing initiation, 116–120 of strategy creation to produce surplus, 57–62 of successfully introducing a new restaurant, 92–95 of tapping into new marketing opportunities, 120–125 Cash box, 210 Cashier, 210 Cash over, 210 Catered events: food safety at, 204–205 in membership/sponsorship development, 37–44 Caterer(s): approved, 207–208 improving contracts/terms with (case study), 73–75 problematic relations with (case study), 130–131 9824.index 8/9/01 1:34 PM Page 228 228 ٗ Foodservice in Cultural Institutions Caterer(s) (Continued) selection process for, 30–31 Catering, 28–33 definition of, 210 and donated food/beverages, 33 exclusive vs nonexclusive arrangements for, 31–32 external, 28–29, 214 increasing from revenue from outside (case study), 134–136 internal, 29–30, 217 kosher/ethnic, 32–33 multisupplier (case study), 82–83 off-premise (case study), 69–71 off-premises, 219 and profitability, 18 storage area for (architectural guidelines), 176 Ceiling finishes, see Architectural program statement Central kitchen, 211 Check average, 211 Chicago Botanic Garden, 41 Client liaison, 211 Client/owner, 211 Coffee bars, Coffee cart, 211 Collective bargaining, 211 Commercial foodservice, 212 Commissions, 212 Competitive advantage (case study), 62–66 Concept(s): branded, 99–100, 208 definition of, 212 development of, 18–19 Contract(s): agreements as, 207 catering, improving terms of (case study), 73–75 definition of, 212 management-fee, 218 optimizing program quality through terms of (case study), 84–86 profit-and-loss, 220–221 profit-sharing, 221 types, contract, 212 Contract foodservice operator, 212 Contractor, foodservice, 215 Contractor-managed foodservices, see Outsourced foodservice operations Controllable expenses, 212 “Convenience exclusion” (taxes), 198 Cost(s): branded, 209 build-out, 15–16 food, 214 of independent safety inspections, 203 operator/institution sharing of, 19–20 and profitability determination, 19 of sales, 212 of sales kits/brochures, 125 Cover (counts), 212 Cross-contamination, 202 C-stores, 213 Cuisine, 213 Cultural institutions, definition of, 213 9824.index 8/9/01 1:34 PM Page 229 Index Customers: counts, customer, 212, 213 definition of, 213 D Day-part, 213 Demand, analysis of, see Analysis of demand Demographics, 213 Denver Art Museum, 19 Design See also Architectural program statement and analysis of demand, 161–162 architectural input for, 17 Destination restaurants, 18–19 Dining area (architectural guidelines), 170 Dining patterns, discerning (case study), 189–191 Direct operating expenses, 213–214 Direct subsidy, 223 Discounts, catering, 29–30, 214 Donated food/beverages, 33 E Easley, John, 37–39 Educational programs, tax exemptions and, 199 Electronic cash register, 214 The Ella Sharp Museum, 19 Employee meals, 214 Employee rest rooms/locker room (architectural guidelines), 173 Environments, foodservice, ٗ 229 Equipment See also Fixtures/furnishings/ equipment loose, 218 ownership of, 16 selection of, 17 Ethnic catering, 32–33 Evaluations and assessments, 67–100 and creating targets for improvement (case study), 86–92 of declining special-events department (case study), 127–143 assessing revenue-growth potential, 139–140 centralized management recommendations, 132–134 enhancing marketing plans/strategy, 138–139 identification of issues to be rectified, 131–132 improving management performance, 136–138 increasing revenue from outside caterers, 134–136 outsourcing management of special events, 140–143 problematic relations with caterers/other departments, 130–131 responsibilities of department, 128–129 goal of, 68 of management choice for new facility (case study), 96–100 9824.index 8/9/01 1:34 PM Page 230 230 ٗ Foodservice in Cultural Institutions Evaluations and assessments (Continued) for meeting guests’ expectations (case study), 68–76 for providing optimal program quality (case study), 76–86 reasons for, 67 of special events (case study), 50–51 for successful introduction of new restaurant (case study), 92–95 Event planner, 219 Exclusions, tax, 197–200 Exclusive catering arrangements, 31–32 Exclusive rights agreements, 214 Expenses: administrative/general, 207 controllable, 212 direct operating, 213 operator/institution sharing of, 19–20 pre-opening, 220 External catering, 28–29, 214 F Facility design, 161–162 Fee(s): base, 208 incentive, 216 management, 218 Feedback, 182–185, 191–192 See also Market research FF&E, see Furniture, fixtures, and equipment Final preparation area (architectural guidelines), 168 Financial considerations, 12–21 for build-outs of cafés/restaurants, 15–16 and concept development, 16–17 and control of architectural input, 17 and estimation of return, 18–21 for fixtures/furnishings/ equipment, 17 with internal catering, 29 for outsourcing vs selfoperation, 12–13 for remodeling of existing restaurants, 13–15 Financial models, 106–107 Finishes (ceiling/walls/floor), see Architectural program statement Focus groups, 182–185 Food, donated, 33 Food-borne illness, 201–202 Food cost, 215 Food court(s), 7, 215 Food safety, 34–35, 201–205 Foodservice contractor(s), 97, 215 Foodservice management offices (architectural guidelines), 172 Foodservice operation(s), 6–9 See also specific topics architectural input with, 17 assessing need for new, 5–6 cafés as, 9824.index 8/9/01 1:34 PM Page 231 Index cafeterias as, carts as, coffee bars as, commercial, 211 concept development with, 16–17 equipping of, 17 as extension of institutional mission, financial considerations with, 12–21 build-outs of cafés/restaurants, 15–16 and concept development, 16–17 and control of architectural input, 17 estimation of return, 18–21 for fixtures/furnishings/ equipment, 17 outsourcing vs selfoperation, 12–13 remodeling of existing restaurants, 13–15 justification for new, 12 kiosks as, 8–9 location of, 11–12 market research to assess demand for, 10–11 on-site, 219 outsourcing of, 12–13, 23–28 planning for, 11–12 profitability of, 13 questions guiding development of, 9–10 and reputation of institution, restaurants as, ٗ 231 self-operated, 12–13, 21–23 snack bars as, 7–8 as source of income, viii temporary, 14–15 visitors’ expectations of, 2–3 Foodservice operator, 215 “Fragmentation” rule (taxes), 199 Franchise agreements, 215 Franchisee/franchisor, 215 Free pouring, 216 “Free zones,” 11–12 Front of the house, 216 Functional areas, layout of (case study), 62–63 Funding: foodservice as source of, viii, ix reduction of, ix Furniture, fixtures, and equipment (FF&E), 214–215 See also Architectural program statement ownership of, 16, 17 selection of, 17 G General and administrative (G&A) expenses, 207 General insurance, 216 Gratuity, 216 Gross operating revenue, 216 Gross profit, 216 Growth: assessing potential for (case study), 139–140 market research for guiding (case study), 187–192 negative (case study), 53–54 9824.index 8/9/01 1:34 PM Page 232 232 ٗ Foodservice in Cultural Institutions Growth (Continued) optimal program quality through opportunities for (case study), 83–84 revenue, assessing potential for (case study), 139–140 Guests, expectations of, see Visitor expectations H Hazard Analysis of Critical Control Points (HACCP), 201–202 Health and safety issues, 33–35 for carts, 15 food safety, 34–35, 201–205 Hospitality industry, definition of, 216 Hospitality services, 1–4 See also specific topics I Iliff, Warren, 40 Illness, food-borne, 201–202 Implementation calendars, 119–120 Improvement: creating targets for (case study), 86–92 identifying options for (case study), 72–73 Incentive fee, 217 Income: from external catering, 28 taxes on, 197 Indirect subsidy, 217, 223 Inspections, safety, 33–35, 202–203 Institutional foodservice, 219 Insurance, general, 216 Internal catering, 29–30, 217 Ives, Debbie, 39–40 K Kiosk(s), 8–9, 217 Kitchen, central, 211 K-minus, 217 Kosher catering, 32–33 L Labor-intensive, 217 LACMA, see Los Angeles County Museum of Art Lease, 217–218 Licenses, 218 Licensee, 218 Licensing agreements, 218 Licensor, 218 Lighting, Locations, free zone, 11–12 Loose equipment, 218 Los Angeles County Museum of Art (LACMA), 43–44 Los Angeles Zoo, 39–40 Losses, determining reasons for (case study), 64–65 M Maitre d’, 218 Management: centralized (case study), 132–134 choice of, for new facility (case study), 96–100 conversion of (case study), 89–90 9824.index 8/9/01 1:34 PM Page 233 Index improving performance of (case study), 136–138 of new events, policy for, 114 reconceptualization of (case study), 52 special-events, outsourcing of (case study), 140–143 Management fee, 218 Management-fee contract, 218 Managers: departure of, 46–51 selection of, 22–23 of self-operated foodservices, 21–23 Marketing: definition of, 219 enhancing plans/strategy for (case study), 138–139 of hospitality in new spaces, 108–110 initiating, for special-events (case study), 116–120 of special events, 103–105 tapping into new opportunities for (case study), 120–125 Market penetration, expansion of (case study), 195–196 Market research, 10–11, 179–196 for determining café’s performance (case study), 181–187 for guiding growth (case study), 187–192 for matching development to visitor’s perceptions (case study), 193–196 organization of, 180–181 prior to reconceptualization, 14 ٗ 233 value of, 179–180 Meals, employee, 214 Meeting planner, 219 Membership development, role of catered/special events in, 37–44 Menu cycle, 219 Menu mix, 219 Menus, Minimum guarantee, 219 Minneapolis Institute of Arts, 37–39 Mission: foodservice as extension of, and foodservice in not-forprofits, 12–13 Multisupplier catering (case study), 82–83 N National Gallery of Art, 42–43 Nelson-Atkins museum, 19 Net profit, 219 Net sales, 219 New spaces, building hospitality into (case study), 103–110 expanded structure for, 107–108 financial models for, 106–107 marketing strategy for, 108–110 special-events marketing for, 103–105 Noise levels, Nonexclusive catering arrangements, 31–32 Not-for-profit institutions, selfoperated foodservices in, 12–13 9824.index 8/9/01 1:34 PM Page 234 234 ٗ Foodservice in Cultural Institutions O Off-premises catering, 219 On-site foodservice, 220 Operational improvements case study, 51–56 Operator, foodservice, 215 Outsourced foodservice operations, 12–13, 23–28, 220 benefits of, 23–24 concept development with, 18 contract terms/conditions for, 26–28 prospective operators for, 25–26 reasons for considering (case study), 55–56 RFP process for, 24–26 safety inspection costs with, 203 at smaller institutions, 97 and special events management (case study), 140–143 P Passive revenue, 199–200 Payroll taxes and benefits, 220 Per capita revenue, 220 Performance: determination of café’s (case study), 181–187 management, improvement of (case study), 136–138 market research for determining (case study), 181–187 Permits, 218 Point of sale (POS), 220 Pre-opening expenses, 220 Preparation areas (architectural guidelines), 167–168 Price-value relationship, 220 Productivity, 220 Products, branded, 209 Professional market research, 179–180 Profit: definition of, 221 gross, 216 net, 219 Profitability, 18–21 in self-operated foodservices (case study), 51–56 and visitor count, 13 Profit-and-loss contract, 221 Profit-sharing contract, 221 Program preferences, input on (case study), 191–192 Projected demands, 146–161 by month, 147–158 for weekend days, 146, 159–161 Public foodservice, quality of (case study), 78–82 Purchasing specifications, 221 Q Quality, program (case study), 76–86 R Receiving area (architectural guidelines), 164 Reconceptualization: market research prior to, 14 of restaurants, 13–14 Remodeling, restaurant, 13–15 9824.index 8/9/01 1:34 PM Page 235 Index Rental of facilities, tax exemptions and, 199–200 Replacements, 221 Reputation, institutional, ix, Request for proposal (RFP), 13, 20 definition of, 221 formal, 24–25 informal, 25 for outsourced foodservice operations, 24–26 for small operations (case study), 99 Request for qualifications (RFQ), 221 Restaurant(s), analysis of (case study), 47–50 definition of, 221–222 destination, 18–19 evaluation/assessment for successful introduction of new (case study), 92–95 profitability of, 18–21 remodeling of existing, 13–15 sizing of, 163 Restaurant association membership, 203–204 Return, financial, 18–21 Revenue: assessing growth potential for (case study), 139–140 estimation of special-events, 111–114 gross operating, 216 increasing, from outside caterers (case study), 134–136 net, 222 ٗ 235 non-taxable, 198 passive, 199–200 per capita, 220 per visitor from foodservice, 12 restaurant, 222 from self-operated foodservice operation, 21 special events, 222 RFP, see Request for proposal RFQ (request for qualifications), 221 S Safety issues, see Health and safety issues Salaries and wages, 222 Salata, Stefanie, 43–44 Sales: cost of, 212 net, 219 Sales kits/brochures, 125 Sales mix, 222 Sales plans, 114–116 Sanitation issues, see Food safety School group measurement, 162 School group room (architectural guidelines), 177 Seating, Secondary dining areas (architectural guidelines), 175 Secondary points of service, 13 Self-operated foodservices, 12–13, 21–23 achieving operational improvements/profitability in, 51–56 9824.index 8/9/01 1:34 PM Page 236 236 ٗ Foodservice in Cultural Institutions Self-operated foodservices (Continued) case studies of problems with, 45–66 concept development with, 18–19 creating strategy to produce surplus with, 57–62 departure of senior manager in, 46–51 determining appropriateness of, 22 improving hospitality services for competitive advantage with, 62–66 manager selection for, 22–23 revenue from, 21 Self-operation, definition of, 222 Self service area (architectural guidelines), 169 Servery(-ies): in cafeterias, definition of, 222 Servery-self service area (architectural guidelines), 169 Service, guest expectations of, Service charge, 222 Short (cash), 210 Smallwares, 222–223 Snack bars, 7–8, 223 Snapshots, research, 186–187 Special events See also Catering architectural guidelines for, 175 definition of, 223 development/marketing of (case studies), 101–125 building hospitality into new space, 103–110 initiating special-events marketing, 116–120 maximizing marketing revenue, 110–116 tapping into new marketing opportunities, 120–125 evaluation of (case study), 50–51 in membership/sponsorship development, 37–44 and tax exemptions, 199 Special-events department, 222–223 assessing revenue-growth potential, 139–140 case study of declining, 127–143 centralized management recommendations, 132–134 enhancing marketing plans/strategy, 138–139 identification of issues to be rectified, 131–132 improving management performance, 136–138 increasing revenue from outside caterers, 134–136 outsourcing management of special events, 140–143 problematic relations with caterers/other departments, 130–131 responsibilities of department, 128–129 Specifications, purchasing, 221 9824.index 8/9/01 1:34 PM Page 237 Index Sponsorship development, role of catered/special events in, 37–44 Square footage: determining, 163 for functional areas, see Architectural program statement Staff: cuts in (case study), 63 for self-operated foodservices, 23 Staff foodservice, quality of (case study), 77–78 Staging kitchen (architectural guidelines), 174 State restaurant association membership, 203–204 Storage areas (architectural guidelines), 165–166, 176 Strategies, foodservice, 2, 57–62 Subsidies: direct, 223 indirect, 217, 223 Surveys, see Market research ٗ 237 Training, food safety, 203 U Unrelated Business Income Taxation (UBIT) regulations, 197–200 Utilities, 224 V Vendor, definition of, 224 Visitor counts: in analysis of demand, 145–146 as determination of square footage, 11 Visitor expectations, 1–4 meeting, as goal of assessments, 68 planning to meet (case study), 68–76 Visitor perceptions, market research for (case study), 193–196 W T Tastings, 223 Taxes, payroll, 220 Tax issues, 197–199 Temporary foodservices, 14–15 Traffic patterns, 11 Wages, 222 Wall finishes, see Architectural program statement Ware washing area (architectural guidelines), 171 Willson, Darrell R., 42–43 ... The Complete Guide to Foodservice in Cultural Institutions 9824.chfm 8/9/01 1:34 PM Page ii 9824.chfm 8/9/01 1:34 PM Page iii The Complete Guide to Foodservice in Cultural Institutions Keys to. .. entertaining the public Just as every cultural institution was founded and is operated to express a particular viewpoint, whether it be the meaning and history of the fine arts or the interrelatedness... with most averaging in the low to mid-90s At this institution, the independent inspection spurred the foodservice operator to work with administrators to develop a plan ensuring that the highest

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