The principles and practice of bar and beverage management / James Murphy.

Includes bibliographical references and index.

Contents note continued: 4.7.Management responsibilities in beverage staff training -- 4.8.Preventing guest intoxication and identifying over-consumption -- 4.9.Delaying or suspending service -- 4.10.The hangover -- 5.Serving Food -- 5.1.Introduction -- 5.2.Food service in bars -- 5.3.Food menus -- 5.4.Standardized recipes for food -- 5.5.Customer satisfaction -- 5.6.Food service procedures -- 6.Customer Care in Bar Operations -- 6.1.Introduction -- 6.2.Customer care -- 6.3.Making the difference -- 6.4.Creating first impressions -- 6.5.Customer care encounters -- 6.6.Cultural diversity and intercultural awareness -- 6.7.Understanding culture -- 6.8.Intercultural communications -- 6.9.Implementing an action plan for bars -- 6.10.Cultural influences on food offerings -- 7.Health, Safety and Security in the Bar -- 7.1.Introduction -- 7.2.Rationale for food safety -- 7.3.The bar layout -- 7.4.Steps critical to food safety and hygiene -- 7.5.Personal hygiene --

Contents note continued: 7.5.Labelling of foods -- 7.6.Health and Safety -- 7.7.Identifying the hazards to reduce risks -- 7.8.Conflict and violence in bars -- 7.9.Principle areas to protect -- 7.10.The role of hosts and private security in bars -- 7.11.Insurance cover -- 7.12.Cellar safety management -- 7.13.Waste management -- 7.14.Performing a waste audit -- 7.15.Reduce and reuse -- techniques for bars and restaurants -- 7.16.Waste management programs (WMP) and energy saving innovations -- 8.Handling Cash and Payments in Bars -- 8.1.Introduction -- 8.2.Payment systems used in the bar -- 8.3.Procedures and controls for receiving payments in the bar -- 8.4.Cash counting, floats and cash drawers -- 8.5.Fraudulent and dishonest activities -- 9.Sales and Marketing -- 9.1.Introduction -- 9.2.The changing marketplace for bars -- 9.3.Marketing opportunities and strategies -- 9.4.Positioning for competitive advantage -- 9.5.The mix for your marketing strategy -- 9.6.Sales in the bar --

Contents note continued: 9.7.Food costings -- 9.8.Control and calculation of costs to achieve profit margins -- 9.9.The mystery shopper -- 9.10.Loyalty schemes -- 9.11.Social media -- 9.12.QR codes for marketing -- 10.Beverage Control Systems -- 10.1.Introduction -- 10.2.Managing costs and revenue to make profits -- 10.3.Policies for pricing -- 10.4.Stock control -- 10.5.Receiving, checking, storing and issuing controls -- 10.6.System of bar books -- 10.7.Cellar management -- 10.8.Control of possible losses in the bar -- 10.9.Controls for beverage production -- 10.10.Point-of-sale systems for stock and beverage control -- Appendices -- Appendix I I am your customer -- Appendix II Food safety training - supervision and instruction -- Appendix III The mystery shopper diagnostic auditing tool for bars -- Appendix IV Conversion tables for food and beverage control.

Machine generated contents note: 1.The Development of Bars -- 1.1.Introduction -- 1.2.A brief history of bars and alcoholic beverages -- 1.3.Development of bars -- 1.4.Modern Bar design, layout and location -- 1.5.Ownership types -- pubs and bars -- 1.6.Legal aspects affecting beverage businesses -- 1.7.The modern pub experience -- 2.The Role of the Bartender -- 2.1.Introduction -- 2.2.Roles of the bartender -- 2.3.Best practice procedures -- 2.4.Job description -- 2.5.Other beverage service personnel -- 2.6.Cultural appreciation -- 3.Bar and Service Equipment -- 3.1.Introduction -- 3.2.Bar area -- large equipment -- 3.3.Bar area -- small equipment and utensils -- 3.4.Glassware -- 3.5.Food service equipment -- 4.Serving Alcoholic and Non-Alcoholic Beverages -- 4.1.Beverage service procedures -- 4.2.Responsible service of alcohol -- 4.3.Beverage service and the law -- 4.4.Alcohol's role in modern society -- 4.5.Recommended safe levels of consumption -- 4.6.The body and alcohol --

A comprehensive text and resource book designed to explain the latest developments in and new complexities of managing modern bars- be they stand alone or part of larger institutions such as hotels and resorts.