What is Food and Beverage Design?
The food and drink on offer is one of the most important marketing tools for all hospitality businesses. Menus offer a creative guide to revealing what a bar or restaurant is most proud of and also what differentiates it from its competitors.
What does Harrison do?
We work with our clients to develop their food and beverage strategies, advising on:
-Concept
-Product Specifications
-Costing/Pricing Strategy
-Supply Chain
-Kitchen Design
-Menu Testing
-Nutrition
-Training
-Implementation
-Ongoing Development
We follow a tried and tested process which is outlined below.
1. Appraisal:
Conducting target market and consumer research – what are their needs?
Review of current/ proposed location and trading performance.
Analysis of current sales data, profitability, and time slots.
Scoping the opportunity and ensuring worthwhile work.
Understanding team capability (front and back of house) to deliver on quality service and execution.
2. The offer – including food and drink:
Identify relevant and ‘fresh’ food and beverage product ranges and any daypart
variants to support consumer need.
Identify other retail items relevant to guest base and location.
Propose product changes according to daypart/ time slot analysis and
seasonality.
Agree product execution – bought in or ‘made in house’ pending capability
and volume expectations.
3. Supply chain, quality checks, equipment, and packaging:
Research and establish sourcing and supply chain principles.
Agree on equipment specifications and test for
quality, speed, value and visual effect.
Set out and agree on packaging requirements.
4. Pricing and margin management:
Develop/ propose a pricing strategy and identify margins.
Agree on hero products, items that ‘set the scene’
Propose promotions to drive daypart trading
5. Operational team support and flawless execution:
Identify the brand guardian and accountability.
Motivate, energise and engage the hotel management and/or team, ensure
there is a cultural fit and capability.
Support the team with clear communication and preparation of the critical path.
Clarify service execution – steps of service, payment procedures, quality
control, roles, and responsibilities.
Issue top-level operational principles with guidelines.
6. Making money – support the team with financial targets and
appraisal process:
Agree appraised measures of success – sales and profitability.
Propose key performance indicators to ensure coherent review:
E.g. appraised vs actual sales, product mix, margin management, time slot
review, labour investment, wastage.
Plan, do, review – ensure actual results are reviewed and changes made to
optimise sales, margins, reallocation and merchandise.