Breakfast management is much more than costs and revenues. The nature of the service provided and the daily fluctuations of the ‘in and out flows of guests’ do severely affect the importance of this strategic asset and determine one of the main factors of the aggregate ranking given to portals. Which, as a result, creates better visibility generating higher revenues.
As Kahneman quoted, the Peak-End Rule applies here very strong. Tourists are used to judging their staying basically stressing out, either in a negative or positive way, as main reasons, its peaks and its ending phase. In other words, our memory does not process the positivity and negativity as a constant ‘series’ of plus and minus but, works focusing of emotional peaks and final moments.
The breakfast service is actually the last operational process provided by the hotel prior to check-out.
The experience inside the Brekfast Lounge will stay very well impressed in the long term memory of the Client (so defined post-stay evoked set). And as said, it will heavily condition the interaction between the Guest and the Hotel-Ecosystem.
All the guests take part to it.
With different needs, diary, available time.
The only common factor is their perceiving the Breakfast as the front office of the hotel. The Brand of the hotel. The representation of the price per quality they decided to go for.
Much more, a poor, unsatisfactory breakfast will easily erase the smile given by a superior room with main view or a super-efficient check-in.
On the other hand, a great Breakfast time will be a perfect booster to lift up the evaluation of the experience, the final ranking will be the leit-motif to raise up the chance to attract more customer loyalty, to fade away previous disappointments and to generate, via a positive comment, a better online e-reputation and Customer Lifetime Value.
Breakfast is not just about Food. Despite the offer must constantly tune the increasing needs from each segment of clients. Vegan, Bio, gluten-free and other intolerances, special diaries and local identities create a terrific challenge to satisfy. It is also, and more, about work organization in the proper way and moving efficiently in a correct lay-out scheme, responding and reacting on-time to different flows of guests. Food management, staff management, spatial management are a three of a kind, necessary elements in the right size and shape of room determination. Architecture and acoustics play a vital role in reducing decibels and generating calm feelings and more positive vibe from the Guests.
To sum up, Breakfast operation is among the most important priorities in the capital expenditure allocation. Keeping at the very top of the ranking the investment on the staff training on Standard Operating Procedures.
Too many times, in too many countries, I have had a totally opposite perception. The Breakfast service was considered as the training gym for younger, less expert and motivated waiters, with an abnormal using of stagiaires, coordinated by a rookie team leader that, despite his or her goodwill, didn’t match the necessary charisma in leadership.
— Ettore Bellucci