Reference no: EM132299606

“Why are we losing so much money in the snack bar?” inquired JT, a board member of a nice, local country club while sipping his $1.60 sweet tea from a frosty glass. Losing money from food and beverage operations, especially from the snack bar, is a common conversation topic for the board members at the Camelia County Club. Surveys indicate that dining operations constitute a very important amenity at private clubs around the globe, but these operations are not restaurants for several reasons. For one thing, their customer base is fixed and they are tasked with continually reselling to the same people and the members expect high quality, creative, delicious food at very competitive prices. Last year the club updated the menu of the snack bar and hired an additional staff member—for a total of two at the snack bar. Nevertheless, the members of the club are constantly complaining about the unappealing atmosphere, boring menu, poor food quality, and lackluster service at the snack bar. They say that the menu is uninteresting and needs some more exciting options and that the service is really slow. In addition, the complaints have seemed to even have influenced the decline in the number of people enjoying the golf, tennis, and other club amenities—because people say that they cannot enjoy refreshments due before, during, or after they participate in club activities. In this scenario, you are the food and beverage director of the club and JT, the general manager of the club, and the president of the board have asked you and your team to investigate this issue and to come up with some ideas for ways to solve this problem.

Please answer the following:

For the case above--what would your plans include and how would you improve the service and menu at the snack bar? In general-club dining operations have a lot of competition from restaurants and other food venues in their neighborhoods—what suggestions do you have for clubs to keep their food and beverage operations thriving?