1. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Introduction to Part 2. Feeding the Masses Chapter 7. Culinary Careers in B & I Foodservice

2. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Learning Objectives for Introduction to Feeding the Masses 1. Compare and contrast on-site and commercial foodservices. 2. Identify segments in which managed service companies run 50% or more of the foodservices. 3. Discuss three possible advantages for contracting out foodservices and also for staying independent. 4. List three advantages of working for managed services companies. 5. Interpret the “Feeding the Masses” Career Path Guide. 6. Interpret the “Feeding the Masses” Education Path Advice. 7. Identify three additional on-site foodservices.

3. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved On-Site Vs. Commercial Foodservice  Foodservice is not the primary business.  Your customers are mostly a captive audience.  It’s easier to track the participation rate because you know how many people are working in the building, going to school, and so son.  You see many of the same customers every day.  You can plan purchasing and production with more certainty.  There is less fluctuation in customer counts and menu item popularity.  Working hours tend to be shorter and more predictable.

4. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Managed service companies provide foodservices in:  80% of business and industry  50% of colleges and universities  40% of hospitals  10% of schools

5. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Why contract out foodservice?  To bring in the contractor’s employees and save money through reduced payroll.  To let the contractor take care of hiring and paying employees.  To reduce food costs due to national purchasing contracts.  To allow the contractor to renovate or build new foodservice facilities that otherwise wouldn’t be developed.  To provide management expertise the client normally would not have

6. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Why keep foodservice in house? (Self-operated, independent)  To retain revenue from cash operations.  To eliminate management fees.  To allow the foodservice managers to have more flexibility and ability to innovate.  To retain control.  To avoid the divided allegiance of managers who serve 2 masters – the managed services company and the client.

7. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Possible Advantages of Working for Managed Foodservices  Offer more opportunities to work in varied venues  More possibilities for promotions  Excellent development and training programs  Companies: ARAMARK, Sodexho, Compass.

8. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved “Feeding The Masses:” Career Path Guide  Figure PO2-1

9. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved “Feeding the Masses:” Education Path Advice Example  Fig PO 2-2

10. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Other On-Site Foodservices  In-flight foodservice  Recreational foodservice  Correctional foodservice

11. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Learning Objectives for Culinary Careers in B & I Foodservice 1. Describe business and industry foodservice. 2. Discuss potential advantages and challenges of working in business and industry. 3. Compare the earnings of a business and industry chef to those of a restaurant chef. 4. Describe the job outlook for chefs in business and industry.

12. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Learning Objectives for Culinary Careers in B & I Foodservice 5. Indicate the major purpose of the Society for Foodservice Management. 6. Read an interview and identify the interviewee’s career path, current job 7. functions, and advice for culinary students. 8. Describe a typical organizational design for a business and industry foodservice.

13. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Introduction to B&I Foodservice  B & I provides meals in financial and insurance companies, manufacturing plants, services, companies, high-tech businesses, and more.  Meals can be very upscale in some locations.  B & I foodservices often charge reasonable prices. Sometimes the companies subsidize the cost.

14. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Sales in B&I come from:  Café  Executive dining rooms  Catering  Vending Source: ARAMARK

15. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Potential Advantages & Challenges  Advantages Opportunities for creativity. Work hours are much more normal. Weekends and holidays usually off. Pay is quite high.  Challenges Supplying variety and quality without exceeding cost parameters. In the case of a managed services company, doing a good enough job to have your contract renewed. Feeding the same core clientele what they want every day. Advantages Or Challenges Hectic, busy environment with lots of pressure at mealtime. Physical strains such as being on your feet all day.

16. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved 2003 Earnings for Chef and Head Cooks in B & I* Average Hourly Pay Average Annual $25.13 $52,280  Restaurant Chef/Head Cook earned $14.80/hour. * SOURCE: 2003 OES National Industry-Specific Occupational Employment and Wage Estimates, Bureau of Labor Statistics, 2003.

17. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Job Outlook for B & I Chefs  The job outlook depends on the economic health of B & I itself.  Total employment for all industry sectors is projected to grow 15% from 2002 to 2012.  Professional and business service sector, education and health services industries, transportation and warehousing, and information industries are anticipating rapid growth.  Employment in manufacturing is expected to decline slightly.

18. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Serves the needs and interests of managers in on-site foodservice, but predominantly B & I.

19. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Bill Chodan, Vice President of Culinary Operations, FLIK International  Career path Several hotel cooking positions Hotel banquet chef, executive sous chef, executive chef FLIK: executive chef, corporate chef Present position

20. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Bill Chodan, Vice President of Culinary Operations, FLIK International  Current job functions Supervises 6 corporate chefs and nutritionist Oversees culinary aspect of business in 220 accounts Responsible for all account renovations and construction Keeps up on culinary trends  Trends Rediscovering old cuisines.  Advice Build a good foundation. Learn all aspects of the business. Make sure people like you and get their respect. Be trustworthy and dependable. Be honest.

21. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Organizational Chart – B & I  Figure 7-1

22. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Career Paths  Figure PO 2-1

23. Copyright © 2006 by John Wiley & Sons, Inc. All rights reserved Education Path Advice  Figure PO 2-2