Aim of the book
Food and Beverage Service covers the knowledge and skills necessary for those studying and/or 
working at a variety of levels in food and beverage service. The book also provides a framework 
on which to build further studies and to relate further acquired knowledge and experience.
An explanation of how information can be found in the book is given in the section How to 
use this book, p. viii. This section also contains a Master reference chart on pp. ix–xi, which 
summarises the tasks and duties for staff working in food and beverage service. The chart also 
identifies where to find information within the book. 
In revising this ninth edition we have taken into account recent developments in examining 
and awarding body recommendations and specifications, in education and training, as well as 
in the industry at large. The book has been prepared to support the studies of those wishing to 
be assessed at NVQ/SVQ Levels 1 to 3 in Food and Beverage Service and for a range of other 
qualifications including those of the City & Guilds Certificate and Diploma in Food and Beverage 
Service. In addition, the book is intended to support the broader based study requirements in 
food and beverage service for programmes leading to the award of the National Diploma, the 
General National Vocational Qualification, the Higher National Diploma, Foundation Degree 
and undergraduate degree programmes, as well as programmes of the Institute of Hospitality. 
It is also of value supporting in-company training programmes.
Trends in the foodservice industry
Foodservice operations are continuing to improve and develop, together with advances in 
quality. The demand for food and beverages away from the home has increased and, with a 
broader spectrum of the population eating out, customer needs are continuing to diversify. 
Food and restaurant styles are also adapting to meet the demands being made by increasingly 
knowledgeable and value-conscious customers. Menu and beverage list contents are constantly 
being influenced by trends, fads and fashions, the relationship between health and eating, 
dietary requirements, cultural and religious influences, the advance of vegetarianism, and 
customer acceptance, or otherwise, of irradiation and genetically modified foods.
The growing range of foodservice operations has necessitated developments in the 
approaches to food and beverage service. The traditional view of food and beverage service 
was as a delivery process, with the customer being considered a passive recipient of the service. 
More recently this view has changed significantly – and for the better. The customer is now seen 
as central to the process and as an active participant within it. Increasing competition has meant 
that both the quality of the service and the perceived value of the experience by customers 
are the main differentiators between operations that are seeking to attract similar customers. 
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xiii
Consequently, understanding the customer’s involvement in the process and identifying the 
experience they are likely to have, and should expect, have become critical to the business 
success of foodservice operations.
Expansion of the industry has generally meant greater choice. This, together with potential skill 
shortages and drives for efficiency, has seen a streamlining of foodservice operations. There is 
now less emphasis on sophisticated service techniques in some sectors, but more emphasis 
throughout the industry on sound product knowledge, well-developed interpersonal skills, 
technical competence and the ability to work as part of a team.
However, service, both in level and standards, still varies greatly throughout the whole range of 
foodservice operations. While there are many examples of operations that are working with the 
highest levels of competence, there are also, unfortunately, operations that believe that food 
and beverage service is something that anyone can do. This is clearly nonsense: only where 
there are well-developed operating systems, and where the members of staff are trained to 
work within them, can a foodservice operation work efficiently and effectively. The customer’s 
enjoyment of the meal is also greatly enhanced as the service staff have the confidence and 
time to be genuinely welcoming. 
Any successful foodservice operation requires all elements to work as a whole: service personnel 
working together with chefs and the wine and drink lists being in harmony with the food. The 
essential contribution by food and beverage service professionals cannot be underestimated. 
Michelin Stars or AA Rosettes, for instance, are awarded to restaurants not to individuals. 
Service managers and service staff, and their skills and professionalism, should therefore have 
the same focus of attention as any other industry professionals. However, food and beverage 
service also represents the ultimate paradox: the better it is, the less it is noticed.
Good food and beverage service, in any sector, is achieved where customers’ needs are met 
and where management consistently reinforce and support service staff in the maintenance of 
clearly identified technical standards and service goals. It is against this background that the 
revisions for this ninth edition have taken place